CONSTRUCTION PROCEDURES MANUAL PROJECT

Transcription

1 CONSTRUCTION PROCEDURES MANUAL ADMINISTRATIVE SCHOOL DISTRICT #1 BEND LaPINE PUBLIC SCHOOLS (DATE) Page 1

2 ADMINISTRATIVE SCHOOL DISTRICT #1 BEND LaPINE PUBLIC SCHOOLS TABLE OF CONTENTS CONTENTS PAGE: 1.0 PREFACE DEFINITIONS DIRECTORY COMMUNICATIONS Communication Flow Diagram - Construction Phase 4.2 Correspondence 4.3 Master File 4.4 Designated Representative 4.5 Contractors Superintendent 4.6 District Personnel Communications 5.0 MEETINGS/REPORTS Coordinate Meetings 5.2 Site Meetings 5.3 Agenda 5.4 Minutes 5.5 Reports 6.0 MOBILIZATION AND NOTICE REQUIREMENTS SHOP DRAWINGS, SUBMITTALS Shop Drawing Transmittals 7.2 Architects Review 7.3 Non-Conforming Shop Drawings 7.4 Commissioning Agent Review 8.0 REQUEST FOR INFORMATION (RFI) RFI 8.2 RFI Log Page 2

3 TABLE OF CONTENTS (continued) 9.0 CHANGES TO THE WORK RFP 9.2 RFP Log 9.3 RFP Processing 9.4 Change Orders 10.0 TIME EXTENSIONS Time Extension Categories 10.2 Time Extension Request 10.3 Time Extension Review 11.0 PAYMENTS Payment Clauses 11.2 Progress Inspection 11.3 Schedule of Values 11.4 Payment Review 11.5 Payment Application 12.0 WAGE/HOUR AND EEO COMPLIANCE Minimum Wage Rates List 13.0 QUALITY CONTROL Site Observations 13.2 Code Inspections 13.3 Contractor Testing 13.4 Contractor Inspection 13.5 Rejection 13.6 Final Inspection and Tests 14.0 SCHEDULING Bar Chart Method 14.2 Progress Review 14.3 Schedule Guidelines 15.0 CLOSE OUT GUIDELINES Project Record Documents 15.2 Schedule of O & M Manual Assembly 15.3 Maintenance Materials 15.4 Commissioning Page 3

4 15.5 Close Out Finances 15.6 Punch Lists TABLE OF CONTENTS (continued) ATTACHMENTS A. SITE MEETING AGENDA B. RFI FORM C. RFP FORM D. CONSTRUCTION CHANGE ORDER FORM E. TIME AND MATERIALS REPORT REQUIREMENTS Page 4

5 1.0 PREFACE In general, The Architect and their consultants will provide construction phase services related to interpretation and clarification of technical documents, and review of submittals. The Project Manager will provide overall coordination and specific services related to contract administration. As a number of outside individuals, i.e. prime contractors, sub-contractors, principals, and field representatives, are introduced to the construction program, it is necessary to establish a common tool to be utilized by all personnel associated with the construction program. In order to avoid confusion, lack of direction or excessive directions, this manual has been prepared to clarify areas of responsibilities and lines of communication between the various parties, and to establish procedures that will be utilized for all aspects of the construction program as it relates to activities between the ARCHITECT, CONTRACTOR, OWNER, COMMISSIONING AGENT, COMMUNICATIONS CONSULTANT AND CONSTRUCTION MANAGER. This manual is intended to supplement the Contract Documents and not to modify them. In the event of any conflict between the Contract Documents and this manual, the Contract Documents will govern. Page 5

6 2.0 DEFINITIONS OWNER - The OWNER as defined herein and in all Contract Documents is the Administrative School District #1, Bend LaPine Schools, Deschutes, County, Oregon. OWNER'S REPRESENTATIVE/ MANAGER (PM) The person employed by the Owner to provide project management services on the, on behalf of the Owner. ARCHITECT The professional architect firm or its consultants under contract with the OWNER for architectural design services on the. CONTRACTOR The Construction Company, which has been designated by LETTER OF INTENT and/or awarded a CONTRACT for the construction work on the. COMMISSIONING AGENT The mechanical and electrical engineering firm under contract with the OWNER to provide equipment commissioning for the. & SITE LOCATION Page 6

7 3.0 DIRECTORY OWNER: Administrative School District #1 Bend La Pine Schools 520 NW Wall Street, Room 330 Bend, OR Phone: Fax: Contact: Paul Eggleston, Director of Facilities OWNER'S REPRESENTATIVE: (Construction Project Manager) Bend La Pine Schools Facilities Development Office 520 NW Wall Street Bend, OR Phone: Fax: Contact: Nan Hall, Project Manager ARCHITECT: CONTRACTOR: COMMISSIONING Page 7

8 4.0 COMMUNICATIONS CONSTRUCTION PROCEDURES MANUAL 4.1 COMMUNICATION FLOW DIAGRAM - CONSTRUCTION PHASE In order to assure that there is a smooth flow of communication and that all communications are directed to the proper person for action, the following communication flow diagram is the suggested method of communication during the Construction Phase. Administrative School District #1 Bend La Pine Schools BLSD Facilities Development Office (PM s) & Owner Consultants Contract Administration Technical Quality Architects Inc. & Consultants Contract Administration Construction Company & Subcontractors Technical Quality Page 8

9 4.2 A. CORRESPONDENCE The Project Manager has been established as the clearinghouse for all communications except shop drawings and technical data. When a piece of correspondence is received from any party, it should be immediately routed to the proper person for action. Correspondence and copies of RFI's and Submittals should be addressed to: Bend La Pine Schools Facilities Development Office 520 NW Wall Street #330 Bend, OR Attention: Nan Hall Submittals and RFI's should be addressed to: Architects, Inc. B. All correspondence should carry a project number and subject block in the upper right-hand corner. For example: Subject / Specification C. The subject should be as specific as possible and should include reference to the section of the specification and/or the plan covered by the letter, e.g., a letter concerning differing site conditions should include "Differing Site Conditions" in the subject block and a letter on Sanitary Sewer and Pressure Pipe should show "Specification Section 02730" (the section number covering Sanitary Sewer and Pressure Pipe) in the subject block. D. Each letter should be limited to a single subject to reduce file cross-referencing and/or preparation of additional copies. 4.3 MASTER FILE The BLSD Project Manager will maintain a master file of all correspondence and submittals. Each piece of correspondence will be stamped with the date received and forwarded to the proper party. 4.4 DESIGNATED REPRESENTATIVE - All parties (Contractor, Owner, Subconsultants and Construction Manager) shall designate their representatives and alternate in writing by name. Such representatives and alternates shall be listed in the Project Directory. 4.5 CONTRACTOR'S SUPERINTENDENT - Communication given to the Contractor's Superintendent, Project Manager, or Project Foreman shall be considered as given to the Contractor. Page 9

10 5.0 MEETINGS/REPORTS 5.1 COORDINATE MEETINGS - To the extent practical, all site visits and activities by the Owner, Engineer and their representatives or consultants should be coordinated through BLSD Project Manager. Other special meetings that are necessary may be requested through BLSD Project Manager. 5.2 SITE MEETINGS - A site meeting will be held on a regular basis at the Project Site. The day and time for the meetings will be as follows: The regular attendees at the site meetings will include representatives of Contractor, Architect, and BLSD Project Manager. Other representatives of the Owner may be present from time to time, as applicable. If non-regular attendees are requested, 48 hours advance notice will be appreciated. BLSD Project Manager will be the coordinator of the meetings. 5.3 AGENDA A basic agenda will be utilized at each meeting: (Attachment A ). At each of the regularly scheduled site meetings the representatives of each firm should bring their respective Shop Drawing Logs, RFI Logs, RFP Logs, and Change Order Logs in order to provide a joint review of the status of the work. 5.4 MINUTES BLSD Project Manager shall take, transcribe and distribute the minutes of each meeting to regular attendees, special attendees and the Owner. The minutes will be transmitted within seven (7) days of the meeting. A special action item listing will be utilized to remind all parties of commitments to take appropriate action, on the last page of the minutes. 5.5 REPORTS A number of different reports and documents are required to be completed throughout the duration of the construction program. In order to confirm that all parties are aware of the reports and frequency of reports, the following section is provided: 1. Report: Site Meeting Agenda Prepared by: BLSD Project Manager Original to: Owner s Representative Copies to: Attendees, Distribution List Form used: Meeting Minutes, Agenda, (Attachment A) Submitted: Within 7 days of the meeting 2. Document: Request for Information (RFI) (Attachment B) Prepared by: Contractor, Architect, BLSD Project Manager Submitted: As RFI information is required 3. Report: RFI Log Prepared by: Separately by BLSD Project Manager, Architect and Contractor Reviewed: Each Site Meeting Page 10

11 4. Document: Request for Proposal (RFP) (Attachment C) Prepared by: BLSD Project Manager with assistance of Architect Submitted: All proposed changes 5. Report: RFP Log Prepared by: Separately by BLSD Project Manager, Architect and Contractor Reviewed: Each Site Meeting 6. Document: Change Order (CO) (Attachment D) Prepared by: BLSD Project Manager Submitted: At appropriate times as changes are made to the Contract 7. Report: CO Log Prepared by: BLSD Project Manager Reviewed: Monthly 8. Report: Shop Drawing/Submittal Log Prepared by: Separately by BLSD Project Manager, Architect and Contractor Submitted: Review at Site Meeting 9. Report: Time and Materials Daily (T&M) Accounting Report (Attachment E) Prepared by: General Contractor Submitted: Daily as required for each T&M Activity Page 11

12 6.0 MOBILIZATION AND NOTICE REQUIREMENTS This listing is not intended to cover every responsibility of the Contractor, but to serve as a guideline. The Contract Documents must be reviewed in detail for all requirements. MOBILIZATION: Sign contract, submit Certificates of Insurance and required bonds, receive Owner approval. DUE DATE: Before notice to proceed or commencement of any work. Submit Submittal/Shop Drawing listing from Section with any additions and anticipated submittal data as coordinated with the approved CPM Schedule. Submit with the Final Schedule submittal CPM Schedule (Initialization see Section ) Not later than 10 days from Notice to Proceed CPM Schedule (revised per BLSD Project Manager and Comments/Meetings) See Section days from return date by BLSD Project Manager, (Schedule must be approved prior to first Contract payment) Submit Schedule of Values for each CPM activity, See Section No later than 10 days from Notice to Proceed Submit List of persons authorized to sign documents for Contractor. Within 5 days of Notice to Proceed or execution of contract Provide field office per Section Not required under section Page 12

13 NOTICE REQUIREMENTS NOTICE ALLOWANCE Begin jobsite mobilization 2 working days prior Any concrete pour. Provide 7 day pour schedule at each weekly meeting. Any roofing work 2 working days prior Any painting work 2 working days prior Any plumbing, mechanical, or electrical system testing, certification or operational demonstration 2 working days prior Any change in Contractor s management personnel or those authorized to sign documents (i.e., job superintendent) 30 days prior Submit results of Contractor performed testing 24 hours Jobsite accident report Same day to BLSD Project Manager Contractor notice of Change in cost due* to Differing Site conditions for each occurrence per Section GC12. Within 5 working days of event * Verbal communications or reference to other documents is not considered Notice. For the purposes of this contract, Notice must be written and delivered to BLSD Project Manager International, Inc., and the Architect. Page 13

14 7.0 SHOP DRAWINGS, SUBMITTALS 7.1 SHOP DRAWING TRANSMITTALS - The Contractor shall submit shop drawings, and samples directly to Architect. The submittal shall include a transmittal form with a complete description of the attached items. A copy of the transmittal form shall be delivered to BLSD Project Manager within 24 hours. All parties will keep a Log for review at the weekly meetings. Shop drawings shall include fabrication, erection and setting drawings, schedule drawings, manufacturer's scale drawings, wiring and control diagrams. Shop drawings shall be submitted in the form of a reproducible original and (2) copies. Samples shall be submitted as an individual unit with a transmittal letter. Literature shall be submitted in three (3) copies plus the number the Contractor would like returned. All submittals must bear the Prime Contractor's stamp of approval and be submitted under the cover letter signed by the Contractor's Representative. Submittals will not be accepted directly from subcontractors. Submitted items shall be identified by a cover sheet showing: Name of Project: Submittal Number: Name of Contractor: Material Represented: Location in Project and/or Specification Paragraph Number: Any modifications of the Contract Document in methods or materials due to standard shop practice, standard sizes or materials, etc., must be clearly noted on the shop drawings set forth in the letter of transmittal. Unless specific approval in writing is given by the Architect, the Contractor is not relieved of his obligation to fully comply with the contract requirements. 7.2 ARCHITECT'S REVIEW - The Architect will, within a reasonable time after receipt of the shop drawings, samples or other submittals, complete his review and return the submittals to the Contractor. He shall include a transmittal form with a complete description of the item(s). Copy of the submittal and its transmittal shall be delivered to BLSD Project Manager within 24 hours. 7.3 NON-CONFORMING SHOP DRAWINGS - Shop Drawings which are not submitted in accordance with the requirements stated, shall immediately be returned to the Contractor by the Architect with the request that these procedures be followed. 7.4 COMMISSIONING AGENT REVIEW: The Architect will, within a reasonable time after receipt of mechanical and electrical submittals that have been reviewed by the Mechanical/Electrical Consultant to the Architect, provide a complete set to the Commissioning Agent with review comments for a secondary review by the Owners Commissioning Agent. Architect will reconcile Commissioning Agents comments with the Mechanical & Electrical Design Engineers Page 14

15 8.0 REQUEST FOR INFORMATION 8.1 RFI - A Request for Information is initiated by the Contractor, Architect, or BLSD Project Manager at any time the Contract Documents require written additional clarification or a variance from the documents is requested. (Attachment B). The RFI number shall be given by the Contractor (unless otherwise stipulated by the Project Manager) and can be done via telephone call. This will assure keeping one uniform numbering system between all parties and notify the Project Manager of an RFI for action. The RFI will then be distributed to the proper parties as noted on the parts of this form. An RFI does not necessarily involve cost, however, if additional costs or credits result from an RFI, an RFP may be initiated. The Contractor must complete an RFI for all field questions and issue to the architect for review and decision/clarification. 8.2 RFI LOG - The Architect, Contractor and BLSD Project Manager will each separately maintain a log of all RFI's for review at the weekly meeting. ` ALL DESIGN ISSUES MUST BE APPROVED BY THE ARCHITECT AND OWNER. THE MANAGER CAN CHANNEL INFORMATION AND DECISIONS, BUT DOES NOT HAVE THE AUTHORITY TO MODIFY THE DOCUMENTS Page 15

16 9.0 CHANGES TO THE WORK 9.1 RFP - Any modifications of work which involves a change in the Contract Documents will be requested by an RFP (Request for Proposal) and authorized by a Change Order. (Note: An exception may be utilized in a case where time is critical in order to avoid a delay in the project.) The RFP process is designed to expedite the approval process while at the same time provide documentation of the amount of change and authority to proceed with the work. A copy of a blank RFP is attached (Attachment C). A sample Change Order form is also included (Attachment D). 9.2 RFP LOG Architect, Contractor and BLSD Project Manager should each separately maintain a log of all RFP's for review at the weekly meeting, however, BLSD Project Manager will maintain the official RFP log. A Change Order Log will be utilized by BLSD Project Manager to record the status of the RFP s and Change Orders. 9.3 RFP PROCESSING - The normal procedure for making changes in the work will be as follows: A. An RFP may be requested by anyone, but will be issued by BLSD Project Manager in conjunction with the Architect, for pricing by the Contractor. An information copy of the RFP will be sent to Architect at the same time it is sent to the Contractor. B. In order to avoid delay in approval, Contractor's proposal shall be accompanied by a complete breakdown, including detailed material and labor for the General Contractor and for each subcontractor involved in the change. C. Within seven (7) days, Contractor should submit to BLSD Project Manager the original RFP with the proposed cost and time, if any, along with a detailed breakdown of such costs as required by the Contract. D. When BLSD Project Manager receives Contractor proposed price, it is reviewed by BLSD Project Manager and the Architect. If they concur with Contractor's proposed amount, they will recommend that the Owner approve the RFP and authorize BLSD Project Manager to prepare a Change Order. The Change Order shall be expedited and when fully executed, sent to Contractor authorizing him to proceed with the work. E. If BLSD Project Manager and/or Architect does not agree with the price, they will notify Contractor and all parties will expeditiously review methods of pricing. F. If the parties still cannot agree on the price, and the Owner feels the work must be done, The Owner may accept a Not-to-Exceed price and BLSD Project Manager will direct Contractor to perform the work on a time and material basis. The Contractor and Subcontractors must submit cost documentation for each T & M change. (See the "Time and Materials Daily Accounting Report Requirements" Attachment E.) G. If the RFP is rejected, or voided, BLSD Project Manager will note it on the RFP and send copies to the appropriate parties. Page 16

17 9.4. CHANGE ORDERS A. Approved RFP s will be incorporated into a formal Change Order that will be prepared by BLSD Project Manager prior to the monthly billing cycle. The Contractor can not bill for work on an individual RFP until it has been incorporated into a formal Change Order. B. The Change Order will be sent to Contractor and Architect for review and signature. The Contractor and Architect are to sign, date and return the Change Order to BLSD Project Manager. All signing parties will receive a fully executed copy distributed by BLSD Project Manager. REFERENCE GENERAL CONDITIONS SECTION ARTICLE 12 PARAGRAPH ITEMS ALLOWED FOR RFP PRICING PARAGRAPH ITEMS DISALLOWED FOR RFP PRICING PARAGRAPH RFP PRICING MARK-UP LIMITATIONS Page 17

18 10.0 TIME EXTENSIONS 10.1 TIME EXTENSION CATEGORIES - The Contract Documents, establish the parameters for time extensions, justification for time extensions and the period during which the request may be made. For the purpose of this section, time extensions are divided into two basic categories: Category A - time extensions as a result of change to the contract. Category B - time extensions as a result of other factors TIME EXTENSION REQUEST - There are two separate methods for acknowledging time extensions, which are described as follows: For Category A - Time Extensions: Contractor should indicate the required time to do the work on the appropriate RFP form as needed. If BLSD Project Manager and Architect concur with the amount of time requested, they will make the appropriate recommendation to the Owner. To receive a time extension, Contractor must demonstrate that the work requested by the RFP will impact the critical path of the approved schedule. If BLSD Project Manager does not concur with the time requested, they will review the time with Contractor and determine an appropriate amount of time to allow (if any) for the particular work and will make a recommendation for the Owner's action. For Category B - Time Extensions: For items other than items on a Change Order to be made in writing to BLSD Project Manager no more than five (5) days after the beginning of the delay. In case of a continuous delay, only one (1) written claim is necessary for advising BLSD Project Manager of the potential delay and one (1) claim is necessary at the end of the delay to verify the actual time requested. The Contract Documents include a discussion of loss from inclement weather, consequently time extensions will not be granted for normal inclement weather but will be for weather delays that exceed normal inclement weather and other factors TIME EXTENSION REVIEW - All requests for extension of time will be directed to BLSD Project Manager with copy to Architect. They will review the time extension request in relationship to the applicable factors and will be prepared to advise Contractor as to the amount of time that may be granted. Upon review of the recommendation, a letter will be sent to Contractor acknowledging the time required and the justification for granting the time and/or rejecting the time as the case may be. If a time extension is granted, for the contract in whole or part, a Change Order will be prepared to include revised completion dates, areas/limits of partial extensions and revised time left to complete the project. Page 18

19 11.0 PAYMENTS 11.1 PAYMENT CLAUSES - The Payment clauses require the Owner to make progress payments for completed and accepted work at least monthly on estimates approved by the Architect and Construction Project Manager PROGRESS INSPECTION - The date for progress inspection for payment purposes will be mutually agreed upon. Where work has been performed during the previous 30 days, reviews will be scheduled on approximately a one month repeating cycle SCHEDULE OF VALUES - As is required by the Contract Documents, Contractor shall submit his cost value for each activity which must correspond with the activities of the CPM schedule and subdivided as appropriate (see "Schedule" section). The approved cost values (Schedule of Values) will be the basis for processing of future payment requests PAYMENT REVIEW - Prior to each monthly progress review meeting, Contractor, on a copy of the previous month's cost report, should note the percentage complete of the various activities. Contractor should be prepared to substantiate his claims as to the actual work completed. No payment for stored materials, shall be allowed. At the monthly progress review meeting, BLSD Project Manager and the Architect will review the marked up pay request along with an update of the time scale network drawing to verify Contractor's request PAYMENT APPLICATION - The payment application will include the total amount of the contract, total amount earned to date, total amount previously paid, total retention withheld, change orders, amount left unearned, the Architect's approval, BLSD Project Manager's approval, Contractor's approval. BLSD Project Manager will generate the computer printed payment application from information received and agreed upon at the Progress Review Meeting. TYPICAL PAYMENT APPLICATION REQUIREMENTS Ø AIA Billing Format or similar. Ø Bill for work completed through the 30 th day of the previous month. Ø Submit billing by the 10 th of the following month. Ø Payment made within 30 days of payment application approval. Ø 5% retainage will be held. Ø BOLI Certified Payroll reports to accompany each billing. Page 19

20 12.1 MINIMUM WAGE RATES LIST: 12.0 WAGE/HOUR AND EEO COMPLIANCE A. It is required that these be posted promptly at the site when work commences and remain posted throughout the period of construction until final completion. B. Under the provisions of ORS 279C.800, the hourly wages paid to laborers, workers, or mechanics upon all public works of this State and upon work contemplated in this Contract, shall be not less than the prevailing rate of wage for an hour's work in the same trade or occupation in the locality within the State where such labor and work herein contemplated is to be performed, and established by the Bureau of Labor and Industries. All laborers, workers or mechanics shall be paid not less than the current minimum hourly rates of wage which are incorporated herein by reference, provided, however, that nothing herein contained shall be construed to prohibit the Contractor, Subcontractor or other person doing or contracting to do the whole or any part of the work under this Contract, from paying any such laborers, workers or mechanics wages in excess of the hourly minimum rate above specified. C. File the Public Work Contract Fee Information Form along with required fee. Page 20

21 13.0 QUALITY CONTROL 13.1 SITE OBSERVATIONS - BLSD Project Manager may provide a Field Observer who will be employed during the Construction with the responsibility for observing the construction and reporting. The Architect has the responsibility for observations to determine whether the work observed is in conformance with the Contract Documents. Neither the Owner, BLSD Project Manager or the Architect will be responsible for construction means, methods, sequence or procedures, safety precautions, and programs in connection with the work CODE INSPECTIONS - Contractor has the obligation to obtain the proper inspections as prescribed by the applicable codes and in accordance with the Contract Documents CONTRACTOR TESTING - An independent test lab will be employed directly by the Owner for testing as required by the Contract Documents or as determined necessary by Architect. The test lab will deliver, if possible, copies of the test report to BLSD Project Manager within 24 hours. Any retesting will be at the Contractor s expense CONTRACTOR INSPECTION - An independent inspection agency will be employed directly by the Owner for special inspections as required by the Contract Documents or as determined necessary by the Architect. An independent inspection agency may be employed directly by Contractor for the Contractor's own purposes. Any Owner furnished special inspections that require re-inspection will be at the Contractor s expense REJECTION - Should a case arise where a deficiency is discovered and a part of the work is rejected, the following procedure will be implemented: 1) If the work, in the opinion of Architect requires rejection, he shall immediately advise Contractor and present the pertinent facts as required. 2) Architect will make an investigation of the problem and review all of the pertinent facts with Contractor at the job site. 3) After consultation with Contractor and if an order of rejection is deemed appropriate, Architect will then issue an order of rejection which will consist of three elements as follows: A. A concise description which clearly and thoroughly defines work which is rejected. B. Reference to the provisions of the contract which are deficient. C. A determination of the amount of time in which the deficiency will be made good in order that there not be a delay in the work (note: This amount of time is not a time extension, but merely a time span in which Contractor will correct the work in order to avoid a delay to the Project or said work shall be corrected by the Owner at Contractor's expense). 4) Three methods exist for dissolution of orders of rejection: A. The Contractor will make good at his expense the defective work. Page 21

22 B. The Owner at the Contractor's expense, will make good the defective work. C. The defective work remains as is with an equitable adjustment by reduction of the contract amount (this would be accomplished by a change order) FINAL INSPECTIONS AND TESTS - Construction Contract Clauses: A. Contractor will give notice in writing when a final inspection is desired. B. See Specification Sections for general itemization of tests to be performed under terms of this contract. Testing of mechanical and electrical equipment is listed and itemized under applicable portions of the project specifications. It is imperative that all tests, with the exception of those specified to be performed during final inspection, be completed before the project is considered "fully completed and ready for final inspection and tests." C. Air and Water Balancing (when required by contract): Completion of all these requirements is essential before the project can be considered to be "fully" completed and ready for final inspection. D. See Also - "Contract Closeout" Section Page 22

23 14.0 SCHEDULING 14.1 BAR CHART METHOD - The project will be scheduled using the bar chart method. In addition to the time scale for construction activities, a procurement and shop drawing schedule will also be included. It is the responsibility of Contractor to develop this schedule for the project in accordance with the Contract Documents and the following time frames: 1) Within 10 days after Notice to Proceed, Contractor will submit his CPM schedule to BLSD Project Manager. 2) The Project Manager will review Contractor's schedule. If required, a meeting will be held between the Project Manager and Contractor to resolve any conflicts between Contractor's schedule and the overall Project Construction. Contractor will revise his schedule and will submit his revised schedule to BLSD Project Manager within 5 days. 3) Within 10 calendar days following Notice to Proceed, Contractor will submit a Schedule of Values for review by the Project Manager. The Schedule of Values will allocate a dollar value (cost) for each activity of the Detailed Construction Network. 4) If needed, the Contractor will participate in a conference with the Construction Manager and the Architect to review, evaluate and approve the Schedule of Values. 5) Within 5 calendar days following acceptance of the Schedule of Values, the Contractor will provide two (2) copies of the Detailed Construction Schedule, and the Schedule of Values to Architect and Contractor for final review and approval. The approved Detailed Construction Schedule will then be the schedule which Contractor will use in planning, organizing, directing, coordinating, performing and executing the work PROGRESS REVIEW - Once a month the Contractor's Representative, the Architect, and BLSD Project Manager will meet at the site to review the status of the work. The review will include the schedule status update SCHEDULE GUIDELINES - In an effort to assist in developing the Construction Schedule, the following guidelines have been outlined. First, determine the overall approach to the project, then subdivide the project into schedule headings. Typically, division will be along the lines of location (areas), trade, or project phase. Further subdivisions can be made by taking a trade within a location, a project phase within a trade, a location within a phase, etc. Once a project is subdivided, each activity should confine itself to one subheading where this is possible. Several "rules" or principles are applicable to the identification of an activity. An activity must be (or have): 1) Unambiguous - clean and not subject to conflicting interpretations as to what is to be done, where it is to be done, and who is to do it. Page 23

24 2) Finite - easily identifiable beginning and ending points. 3) Action Oriented - purpose of an activity should be achievement of a specific result (or results), such as floor slab, a successful test, or a decision. 4) Results Oriented - purpose of an activity should be achievement of a specific result (or results), such as floor slab, a successful test, or a decision. 5) Unique - work included in an activity should not be included in any other activity. 6) Collectively Complete - all of the project work should be included in the network of activities. Since activities are to be cost loaded, it should be asked if the activities represent all the money in the project. If not, then add the necessary activities until the total project costs are included. Ongoing functions, such as supervision or security need not be displayed. 7) Single Point of Responsibility - in general, an activity should be the responsibility of one person or organization entity. Activities should be arranged and display precedence relationships. The network is to be time scaled based on calendar days. Be aware when an activity is taking place and allow sufficient time in the activity duration to include holidays and weather. Activities should not have a duration of over fourteen (14) days, except fabrication and delivery activities or approved by BLSD Project Manager. If an activity is longer than fourteen (14) days, it should be broken down into more detail. The primary reason for this is so that dollars can be properly distributed throughout the network and so that progress may adequately be determined. SCHEDULE GUIDELINES 1. Refer to Section for a complete description of the project schedule requirements. 2. Tie the Schedule of Values to the task schedule. 3. Specific dates must be shown on the schedule. 4. Work segments to be no longer than 14 days or have a value that exceeds $20, Submittal schedule must be incorporated. 6. Procurement schedule for long lead items must be incorporated. Page 24

25 15.0 CLOSE OUT GUIDELINES The purpose of these recommendations is to achieve timely close out for the benefit of all parties. Following these guidelines in the spirit of cooperation will do much to achieve the goal of timely close out RECORD DOCUMENTS A. The Contractor will produce a set of project record documents (plans and specifications). The Contractor will keep Project Record Documents in the Project office for review by the Project Manager. The Contractor and Subcontractors will meet once a week to make notations from the field sets. Full as-built sets are to be submitted to the Design Consultant for approval not more than seven (7) days after Substantial Completion. B. The Design Consultant will produce for the Owner a complete set of record drawings, based on the corrected set produced by the Contractor, on reproducible mylar prints SCHEDULE OF OPERATION & MAINTENANCE MANUAL ASSEMBLY: A. The Contractor and Subcontractors will order information from supplier in the number of copies they want plus two (2) copies for the Owner: Substantial Completion days. B. The Contractor will submit an outline (or index) for each manual to the Design Consultant for approval: Substantial Completion days. The Architect will approve within fourteen (14) days. C. The Contractor will submit one (1) copy for first review: Substantial Completion - 60 days. D. The Contractor will resubmit as required: Substantial Completion - 30 days. Note: Also resubmittal information should be ordered and received from suppliers via "Express" mail. E. The Architect will submit approved manuals to BLSD Project Manager: Substantial Completion - 10 days. F. BLSD Project Manager will keep two (2) copies for the record files. The Design Consultant does not keep a copy. G. BLSD Project Manager will check on progress at weekly meetings during the as-built review MAINTENANCE MATERIALS: A. Post-Award Phase: The Contractor, when preparing a submittal listing should note the extra material requirements so Contractor can get it in his original order. B. During Construction: The Contractor is to set up a specific area to store extra material and to keep an inventory. C. The Contractor will submit the inventory of extra materials and BLSD Project Manager or the Owner will sign off. Substantial Completion - 0 days. Page 25

26 15.4 COMMISSIONING: A. The Contractor will participate as an active team member, in preparing Pre-functional Checklists as required by the Commissioning Agent for the systems being commissioned by the Owner. B. The Contractor will participate as an active team member, providing commissioning documentation, Owner training and Warranty review for the systems being commissioned by the Owner. C. Reference Construction Phase Commissioning Plan prepared by Systems West Engineers, Inc. for full requirements of the Commissioning Phase CLOSE OUT FINANCES: A. Keep the RFI's and RFP's moving as quickly as possible. B. Minimize disputes - assign values and process. C. There will be special meetings to discuss outstanding cost issues and close out at Substantial Completion - 30 days, - 10 days, + 10 days, and + 20 days. The Contractor is not relieved of Notice Requirements during construction by deferring problems to these meetings. D. -30 Days: 1) Identify and list all outstanding items. 2) Assign research and information submittal responsibilities. 3) All information is to be distributed by - 15 days. E. -10 Days: 1) Same as above for anything new. 2) Discuss position on each item - keep moving. 3) Prepare Change Order for all agreed items. F. +10 Days: 1) By now, we have the Substantial Completion punch lists and this will start by a review of the list and identification of any disputed items. 2) Assign research and information submittal responsibilities. 3) The Contractor will be put on written notice that the punch list is to be complete by Final Completion or the Owner may move to take over the work. Page 26

27 G. +20 Days: 1) BLSD Project Manager will state the Owner's position on all disputed cost items and punch list disputes. 2) Make list of final offers and total. This is the final negotiation - prepare change PUNCH LISTS: A. The Documents allow one (1) Substantial Completion Inspection and one (1) Final Acceptance Inspection. If after one (1) "Final" Inspection, the punch list is not complete, the Contractor will be put on seven (7) days notice that the Owner may assume and finish the outstanding items. B. See the Financial Meetings of +10 and +20 days for punch list discussion. Page 27

28 ATTACHMENT A Site Meeting Agenda: a. Attendees List of attendees and company they represent. b. Minutes Review Corrections, additions and/or deletions to previous minutes. c. Outstanding Action Items d. Technical Concerns Review of items not resolve from previous meetings. Discussion of technical aspects of the project including problems to be resolved under the following categories: 1) Mechanical All items pertaining to the mechanical area(water and sewer system). 2) Electrical All items pertaining to the electrical area(utility trench installation). 3) Structural All discussions pertaining to structural items generated by any party. 4) Architectural All items pertaining to the design & aesthetic activities. 5) Civil All items pertaining to earthwork activities. e. As-Built Review Confirm results of the as-built review. f. Shop Drawings Confirm results of shop drawing review; list those not submitted by Contractor that are due and shop drawings not returned by Architect. g. RFI'S Confirm approved and outstanding RFI's. h. RFP Confirm approved and outstanding RFP's. i. Schedule Review Confirm status of work as of meeting date. k. Procurement Verify procurement activities. l. Job Concerns Any other items to be discussed. m. Review of all Action Items Note: Each action item will have be highlighted as it appears in the minutes and they will also be consolidated at the end with item, person responsible and date to be resolved. All items to be discussed shall be brought up at the time the appropriate agenda item is discussed. All attendees shall familiarize themselves with the agenda and be prepared to advance with their items for discussion. Page 28

29 R.F.I. CONSTRUCTION PROCEDURES MANUAL REQUEST FOR INFORMATION ATTACHMENT B RFI# Project: Pine Ridge Elementary School Date: REQUEST Need By: Item: Subject: ( ) Architectural ( ) Civil ( ) Electrical ( ) Mechanical ( ) Structural Clarify/Revise: ( )Clarify ( )Revise Ref Drawing or Specification Section: DESCRIPTION: Originator: Firm: Date: RESPONSE By Date This is not an authorization to proceed with work involving additional costs and/or time. Notification must be given in accordance with the contract documents if any response causes any changes to the contract documents. Page 29

30 ATTACHMENT C R.F.P. Proposal # Project: Owner: Administrative School District #1 REQUEST FOR PROPOSAL Date: Contractor: Please submit with the form below an itemized labor/material cost and time proposal for changes in the Contract Sum and Contract Time for the following proposed modification(s) to the Contract. Receipt of your proposal is requested by. DESCRIPTION: 1. THIS IS NOT A CHANGE ORDER NOR A DIRECTIVE TO PROCEED WITH THE WORK DESCRIBED HEREIN. Signed BLSD Project Manager Date PROPOSAL In response to the request above, the Contractor proposes to perform the changes described for an increase/decrease in the Contract Sum in the amount of $ and increase/decrease in the Contract Time of calendar days. A detailed breakdown of labor and material costs is attached hereto which includes all costs and time associated with the proposed change(s). Signed Date Contractor REMARKS ACTION MANAGER Recommendation for Approval Date ARCHITECT Recommendation for Approval Date Page 30

31 OWNER Authorization to Prepare a Change Order Date ATTACHMENT D CONSTRUCTION Change Order # CHANGE ORDER Project: Pine Ridge Elementary School Date: Architect: Barber Barrett Turner Architects, Inc. Contractor: Kirby Nagelhout Construction Company Owner: Administrative School District #1 ( ) No Change in Costs ( ) Credit Costs ( ) Extra Costs DESCRIPTION OF CHANGE: AMOUNT RFP # :. $ TOTAL CHANGE ORDER: $ Original Contract Sum: $ 0.00 Net Change of previously authorized Change Orders: $ 0.00 Contract Sum prior to this Change Order: $ 0.00 Contract Sum Will be increased by this Change Order: $ 0.00 Net Contract Sum including this Change Order: $ 0.00 Contract Time will be unchanged Revised Substantial Completion Date: Revised Final Completion Date: n/a n/a RECOMMENDATION FOR APPROVAL BY: APPROVAL BY CONTRACTOR: Date: Kirby Nagelhout Construction Company APPROVAL BY ARCHITECT: Date: Barber Barrett Turner Architects, Inc. APPROVAL BY OWNER: Date: Administrative School District #1 APPROVAL BY MANAGER: Date: BLSD Project Manager International, Inc. Page 31

32 ATTACHMENT E TIME AND MATERIALS DAILY ACCOUNTING REPORT REQUIREMENTS The following information must be included for all Time and Material Daily Accounting Reports. Failure to include this information on any of the reports will result in rejection of the submittal and will require resubmittal of the entire report. Heading: 1. Project Name 2. RFP or RFI Number (if applicable) 3. Report Number 4. Date of Report 5. Task Description 6. Submitted By: (Name of submitter) 7. Reviewed By: (Name of reviewer) 8. Weather condition (for day work performed) 9. Low and High Temperatures Labor Listing: 1. Name of Workers 2. Trade of Workers 3. Classification (Foreman, Journeyman, etc.) 4. Description of Work Performed by Workers 5. Hours worked (straight time, time + 1/2, and double time) Material Listing: 1. Description of material (itemized) 2. Quantity for each item Also required prior to acceptance of material costs are: 3. Supplier of material 4. Unit cost of each item 5. Total cost for each item and grand total of material cost* *Note: Material costs must be supported by invoices with project designation by supplier on each invoice prior to payment for materials. Equipment Listing: 1. Description of equipment used (itemized) 2. Supplier (identify if rented; if equipment is owned by contractor, write in company name) 3. Quantity of each line item and/or time used 4. Unit cost of piece of equipment (rental rate) 5. Total cost of each line item and grand total of equipment cost Page 32