Fluent Essays

PLEASE SEE ATTACHED. HW 1 WK 1. - Sweet, Schneier & Wentz. (2015). Construction Law for Design Professionals, Construction Managers and Contractors.  For this assignment you will need to complete the following: 1. Chapter 15:  Questions 1 and 6 1. How are both design contracts and construction contracts usually obtained in public works projects? 6. In public contracts, how are bids opened? 2. Chapter 16:  Questions 6 and 7 6. What is the Magnuson-Moss Warranty Act? 7. What must a contractor show in order to invoke the defense of commercial impracticability? 3. Chapter 17:  Questions 1, 5, and 6 1. How does the progress payment system work in the construction industry? 5. If a contractor obtains a loan from a lender to finance construction, how might the lender use an assignment to secure paying back the loan? 6. What are the differences in rules of the courts in the GEM Industrial, Inc. v. Sun Trust Bank and White v. AAMG Construction Lender Center on one hand, and Alpine Bank v. Hubbell on the other? 4. Chapter 18:  Questions 4, 5, and 7 4. In the case Watson Lumber Company v. Guennewig, what were the essential elements the contractor had to prove to win his claim of changes? 5. What strategy might a contractor employ on a small project to cover small extras, rather than comply with the excessively formal requirements set forth by the court in the Watson case? 7. On federal projects, which party has authority to enter into and modify contracts? Discussion: See power point attached (different attachment) attached and comment on whether you agree or disagree with some of the change orders clauses discussed in the presentation.  * Contract Change Clause The Change Order Process Annual Program of the Claims Avoidance and Resolution Committee of the Construction Institute March 11, 2010 – Los Angeles * Prepared by Changes Clause Subcommittee Dan Becker – Chair Michael Radbill Hal McKittrick Joe Ramaglia * Changes are a Natural Part of Construction * Changes may have both cost and schedule impacts. Dealing with changes promptly will have the least amount of impact on the budget and schedule. Delaying resolution can increase costs, jobsite friction, delay the completion of the project and result in a dispute. * Reasons for Changes Differing site conditions. Regulatory changes. Owner changes. Scope added/deleted during construction – field changes. Late design changes. Changes in Owner-provide equipment. Start-up changes Information missing from the CD’s; errors and omissions Schedule delays and revisions. Adverse weather and other force majeure events. * * Owner’s Perceptions of Change Orders * Original Contract * Contract Changes Presentation Goals Define a change order process Provide recommended provisions to include in your contracts * * Contract Changes Presentation Process Elements Notifications Preparing Change Proposals Overhead Costs Change Management Process/System Construction Institute Claims Avoidance and Resolution Committee * Construction Institute Claims Avoidance and Resolution Committee Change Process Elements Define the Process Change Proposal Submittal Scope Timing Pricing the Change Order Request Time and Materials Work Schedule Impacts * * EJCDC Many of the terms and processes included in this presentation are based on the Engineers Joint Contract Documents Committee Standard (EJCDC) General Conditions. Issued and Published by: American Society of Civil Engineers American Council of Engineering Companies National Society of Professional Engineers * Disclaimer: Terms used here may vary depending on the Owner, process, and/or contract used. * Change Order Clauses Most construction contracts state “… the Owner has the right to issue changes without invalidating the Contract.” EJCDC – Article 10.01 (Work Change Directive or Change Order) AIA A201 – Section 7.3.1 (Construction Change Directive) FAR Contracts – Section 52.243 * * Defining the Elements Work Change Directive (WCD) – A statement to the Contractor from the Owner (design team, Owner’s Rep, CM, etc.) requesting an addition, deletion, or change to the work. Field Directive (FD) – Written directive from the Owner directing a minor change to the work that will not impact the contract price or time. If the Contractor feels the WCD or FD impacts the budget or schedule, it is required to notify the Owner. Change Request (CR) – Notification from the Contractor to the Owner of a change to the Contract time and/or schedule * * Defining the Elements Change Order (CO) – Document that incorporates changes to the scope, price and/or time into the Agreement/Contract. Bilateral Change Order – Change Order whereby both the Owner and Contractor agree to adjustment to the price and time. Unilateral Change Order – Change Order issued by the Owner when the Owner and Contractor cannot come to an agreement on the price and time. Claims – A demand or assertion by the Contractor (or Owner) for an adjustment to the contract time or price. * * Owner Directed Change Process * The General Conditions of the Contract define the process to follow. * Yes Send WCD/FD to Contractor Reach Agreement Yes Contractor Determine if cost/schedule impact Contractor Notify the Owner that cost or schedule will be impacted Contractor perform the work Issue Unilateral Change Owner Review Contractor's Submittal Yes No Execute Change Order Contractor Prepares Cost & Time Estimate No Negotiate cost and schedule Impacts with Contractor No Withdraw WCD / FD Prepare Engineer’s Estimate of Time and Cost Impact Prepare WCD or FD Contractor Change Request Process Most Contracts do not spell out a “Contractor Change Request” process. If the Contractor wants to submit a change request it needs to follow the “claims” process defined in the contract to request a change. * * Yes CR Accepted CR Accepted Contractor Notifies the Owner with Change Request Reach Agreement Contractor Identifies a Change Prepare Engineer’s Estimate of Time and Cost Impact Withdraw WCD / FD Contractor Prepares Cost & Time Estimate Negotiate Cost and ScheduleImpacts with Contractor Owner Review Contractor's Submittal Owner’s Review Contractor Prepares Claim Contractor Withdraws Request CR Rejected Options Execute Change Order Issue Unilateral Change No No Notification Requirements EJCDC Contract states that the Contractor must notify the Owner within 30 days of notification of the change by way of the Claims clause. (Section 10) The AIA document has no requirement for submittal of Change Proposal. FAR General Conditions state that the contractor must assert its rights for added costs and/or time within 30 days of notice of change. (Section 53-243-4) * * Include a requirement in the Contract’s General or Special Conditions or Division 1 such as: “The Contractor has 10 days to provide the Owner with their cost and schedule impacts resulting from this Work Change Directive.” If the Contractor is “allowed” to extend the submittal date, don’t let the proposal submittal extend indefinitely. Benefits: Receive the information early enough to make a decision on whether to move forward with this change or an alternative. Resolve issue while fresh in everyone’s mind. Reduces ability to claim at the end of construction. * Recommended Practice Notification Requirements * Sample Change Form * Include a proposal return date Change Request Title: No.: Request Date: Project: Contractor: Contract No.: WO Contract No.: Initiated by: Owner Engineer Contractor CM Other: Change Request The following change is proposed for the project. Please provide us with your proposed cost and schedule changes for this request as described below (use additional pages if necessary): This work shall be constructed in accordance with the terms and conditions of the Contract Documents. The Contractor shall provide it’s proposal for this work by _____________________________. Contractors Proposal: Increase Decrease $ Increase Decrease Days Recommendation: Amount $ Comments Accept Reject Accept Reject HDR Engineering, Inc. Date Otak Date Local Programs: Accepted Rejected By: Date: Utility Provider: (if required) Accepted Rejected By: Date: City: Accepted Rejected By: Date: Work Change Directive Proposal Submittal Requirements Pricing Changes Forward pricing changes (direct and indirect costs) Time and Material pricing Define the basis for costs Labor rates Equipment Materials Define mark-ups Define mark-up distribution * * Forward Pricing Changes Agree on the change order price before the Contractor begins the added work Risk shifts from Owner to Contractor Need to address how to price or agree to the price for “potential” inefficiencies in forward pricing * * * Advantages of Forward Pricing Changes Owner – Certainty of the cost and schedule impacts before changed work starts Contractor – Payment for the changed work when changed work is performed * Owner – They may feel they are paying more than the change is worth. Contractor – Changed work may cost more and/or take longer to complete than the agreed amount. * Risks of Forward Pricing Changes * Final Thoughts on Forward Pricing Changes Lump Sum Proposal supported with cost breakdown. Some contracts define how changes should be priced in the changes clause. (AIA Section 7.3.6, NYC Contract Article 26) Others default to other clauses such as force account or accounting clauses. (EJCDC directs to Section 11.01, Section 15.4 of the FAR) * * Define how the Contractor should price labor, materials, equipment, construction equipment and tools in the Contract. If you cannot include this in the contract, then… Agree on how you plan to price labor, materials and equipment at the start of the project, before the first change is issued. * Recommended Practice Forward Pricing Changes * Defining Basis for Costs Determine how labor productivity will be defined: actual, projected, or industry defined production rates. Labor wage rates Davis Bacon Prevailing Wage Rates Contractor’s actual payroll Actual labor costs or blended rates. * * Forward Pricing Changes Material prices based on: Invoices Quotes Audited costs Construction Equipment prices based on: Invoices Quotes Contractor’s accounting records AGC/Blue Book/Green Book * * Change Order Mark-ups Some contracts define mark-ups. Typical mark-ups: Labor 10% to 30% Materials 10% to 20% Equipment 10% to 20% Subcontractor work 5% to 20% . * * EJCDC Mark-ups EJCDC Contract Mark-ups. Labor 15% Materials & Equipment 15% Construction Equipment 15% Subcontractor work 5% * * AIA Document Addresses Mark-ups “…cost plus a reasonable sum for Overhead and Profit.” . * * * NYC Contract Mark-ups NYC Contract Mark-ups. Overhead Labor 8% to 10% Materials & Equipment 8% to 10% Construction Equipment 8% to 10% Profit 10% * Florida DOT Labor 17.5% Materials & Equipment 17.5% Construction Equipment 17.5% Subcontractor work 10% for first $50,000, 5% for amounts > $50k + Bond Costs * Caltrans Labor 33% Materials 15% Equipment 15% Subcontractor work 5% * State of California Depart of General Services Allowable Contractor Mark-ups Labor 21 % Materials and Equipment 16 % Subcontract Work 6 % These costs include bond costs Allowable Subcontractor Mark-ups Labor 20 % Materials and Equipment 15 % All Subcontract tiers shall not exceed 20 % for labor and 15 % for materials and equipment * ConsensusDOCS * “…costs calculated on a basis agreed upon by the Owner and Contractor plus ___% Overhead and ___% profit; or … “…if there is a net increase in the Contract Price, the Contractor’s Overhead and profit shall be adjusted accordingly.” In case of a net decrease in the Contract Price, the Contractor’s Overhead and profit shall not be adjusted unless ten percent (10%) or more of the Project is deleted. Time & Materials/ Force Account When Owner and Contractor cannot agree on the costs, Owner issues the change directive to be performed on a time and materials basis. Risk is on Owner vs Contractor Payment based on actual costs plus agreed on mark-ups. Daily T&M sheets are completed and signed by the Contractor and Owner. Payment is made after incorporated into the Contract by Change Order. The contract should state what support activities and costs will be included in a time and materials change. * * Advantages/Disadvantages to T&M Advantages Owner – Work starts on change when directed; reduces potential for schedule impacts Contractor – Certainty of costs after the work is completed Disadvantages Owner – Uncertainty of costs when the change work begins Contractor – Loses ability to make more money on efficiencies * * Change Order Mark-ups Define mark-ups in the Contract. Mark-ups should be reasonable and consistent with area practices. If you can’t put them in the Contract, then negotiate the rates at the start of the project as a first order of business. * Recommended Practice * Time & Materials Work Issue a Not-to-Exceed amount for the changed work. Mark-ups (profit) for Time & Materials should be reduced due to reduced risk. If you can’t put them in the Contract, then negotiate the rates at the start of the project. * Recommended Practice * Field office – Identify facilities, office equipment, etc. Field staff – Project Manager, Superintendent, Field Engineers, administrative support, etc. Home office – Office expenses, officers, legal, accounting, etc. Insurance Bonds Profit/Fee State whether OH included in the mark-ups is applied to any contract time extensions * Identify what the mark-ups cover Recommended Practice * Proposal Submittal Requirements Schedule Impacts Include schedule impacts in all changes to avoid schedule impact claims at the end of the project. Require a preliminary Time Impact Analysis (TIA) with any schedule extension request and a TIA 30 days after the event is complete. Negotiate extended overhead and/or acceleration issue NOW – otherwise constructive acceleration. Agree on new project end date. * Recommended Practice * Cost of Extended Overhead Agree to extended overhead amount when you agree to the new contract completion date. Costs for extended overhead based on: “Modified” Eichleay Negotiated Amount/Rate Time related overhead * NOTE: Some States have regulations prohibiting “No damages for delay clauses.” * Time Related Overhead (TRO) California Department of Transportation (Caltrans) uses TRO on some Unit Price contracts Bid Item either: Lump sum (divided by the number of contract days) Daily Rate Contract states that the rate will be used for any schedule extension up to 180 days beyond original contract completion date. * * Calculating Time-Related-Overhead * Lump Sum Overhead Amount $1,534,500.00 Contract Days (working days) 620 Daily Rate $ 2,475.00/day Days Added by Change Order 12 days Extended Overhead Amount to be included in Change Order $ 29,700.00 * Define what is included in the extended overhead: Construction support equipment (cranes, forklifts, etc.) Field office – Identify facilities, office equipment, etc. Field staff - Project Manager, Superintendent, Field Engineers, administrative support, etc. Home office – Office expenses, officers, legal, accounting, etc. * Recommended Practice Identify How to Calculate Extended OH * Managing the CO Process Develop a system for tracking changes Track status/disposition of the change Meeting regularly with the Contractor to resolve changes Meeting regularly with the Owner to resolve changes * Sample Two Step Process Step 1: Work Change Directives Initiates the process Resolves distinct issues Step 2: Change Orders Needed to incorporate changes into contract Accumulates Change Requests into single CO; thereby reducing the approvals by the client’s board Construction Institute Claims Avoidance and Resolution Committee * Construction Institute Claims Avoidance and Resolution Committee * 104.pdf No. Date Initiated Description Status Change Type (FA, UP, LS) Initiated By Engineer's Estimate Date C.R. Form sent to Contractor Kenmore WSDOT Utility (if applicable) Date Rec'd Amount Prpsd City WSDOT Design Utility (if applicable) C.O. & Pay Est. No. Payment Bid Item Number(s) Change Request Cost Comments 1 8/30/07 Additional 150 linear feet of cement concrete barrier at STA. 9+00 to 10+50 right. C UP HDR 3,300$ 09/04/07 n/a 8/31/07 8/31/07 8/30/07 2 176 3,300$ Change Order issued on 11/12/07. 2 8/30/07 Relocation of the existing 12” water line located in the Bioswale No. A. C UP COK 42,000$ 09/04/07 8/31/07 8/31/07 8/30/07 Pay est 5 237, 244 39,335$ MMCI paid for pipe installed under unit rates. W aiting on MMCI to provide added costs in addition to the unit rates. Per Serial Letter No. 9 Rev 1, MMCI agrees to perform the work per existing contract bid items, but a portion of the work is not covered, which amounts to $8,902. 3 8/30/07 Block-out in W all No. 1 to provide passage of a drainage pipe through the wall as shown on the attached drawings. C FA COK 2,500$ 12/20/07 n/a 01/04/08 6,053$ PE 10 2,614$ W aiting on MMCI for cost proposal / tracked on Force Account as back-up; labor included on force account sheets. W e need material costs and a proposal from MMCI. 12/20 FA sheets received & being reviewed. AF sheet incomplete as of 1/21/08. HDR to take values from certified payroll for MMCI to check 4 8/30/07 Signage for Burke-Gilman Trail detour. C FA/UP COK 40,000$ (construction meeting notes) 08/30/07 n/a 07/20/08 98,000$ 11/14/07 11/13/07 - - 4 237 $23,253.55 W aiting on MMCI for cost proposal / tracked on Force Account as back-up; labor included on force account sheets. W e need material costs and a proposal from MMCI. FA received, W aiting on # of signs from MMCI 5 9/5/07 W SDOT temporary controller at 83rd. C none MMCI -$ 09/11/07 n/a 09/20/07 10,500$ PE 10 -$ 6/16/08: Labor costs still pending 6 9/5/07 Electrical subcontractor cost impacts associated with the installation of the signal at 80th and delay in the relocation of the overhead power lines. C FA MMCI 8,105$ 09/05/07 09/11/07 n/a 8,200$ PE 10 - - Change Request Rejected by HDR - Serial letter No. 10 sent to MMCI. MMCI provided agreement. HDR to review and schedule meeting with MMCI and their sub. Amount proposed is original amount. Upon further acceptance of the issue and then review of the numbers, none of the hourly rates matched. HDR is proceeding with the certified payroll numbers as of 1/21/08 7 9/6/07 Request to prepare a cost proposal for the installation of Raised Pavement Markers. C new BI HDR n/a 09/11/07 n/a 10/19/07 see note 11/14/07 11/13/07 - - 2 4,500$ Did not appear in bid item list but was required. HDR requested unit pricing from MMCI. Change Order issued on 11/12/07. Agreed upon price was Type 1: $300 per 100; Type 2, $700 per 100. No signed CR, signed in CO 8 9/7/07 Asteria Sign Lighting C LS MMCI 2,000$ 09/07/07 n/a 09/20/07 5,290$ 11/14/07 11/13/07 - - 2 5,290$ Change Order issued on 11/12/07. No signed CR, signed in CO 9 10/10/07 Added 18" Ductile Iron Pipe for Bioswale A. C new BI HDR 6,300$ 11/20/07 10/11/07 n/a 5 new 6,935$ Cost Proposal received and accepted. 6/16/08 Change order pending; item negotiated for $95 LF 10 11/8/07 The backfill behind W all #1 required filling to a point 3 feet above the top row of tie-back strands C LS MMCI 24,000$ 11/20/07 11/08/07 n/a letter/minu tes of meeting PE6,7 82 $40,000 GeoEngineers have requested that the wall be completely backfilled prior to the testing. The material is not available that is to be used in this maneuver, and additional Gravel Backfill for Drains is required. This totals to be @600 C.Yds. at $40.00/yard or $24,000.00. Paid per bid item City of Kenmore SR 522 HOV Enhancement: Phase 2 Change Request & Issue Log Change Documentation Approvals Rec'd Change Acknowledged Date Payment Method Contractor's Proposal or F/A information 11 9/4/07 SR 522/ 77th Ct Access Road (Bowling Alley/Starbucks) HDR FA COK 20,000$ 11/08/07 11/20/07 11/09/07 n/a Received construction permit for the construction of the access road from OTAK on 11/06/07. Verbal approved on 11/09/07. W aiting for cost proposal from MMCI. Items to be tracked as FA. 4/15/08: MMCI Notes added time may be needed. 5/23/08 received proposal from MMCI. Negotiated price of $32,000 and 4 working days. Tracked on Force Account. (?) 12 9/26/07 Trailer Relocation C LS COK 17,000$ 09/26/07 11/20/07 10/29/07 n/a 21,000$ 11/14/07 11/13/07 - - 2 256 19,500$ Change Order issued on 11/12/07. 13 9/4/07 Differing site conditions encountered during drilling operations of Shaft #13 at Pier #2 on 8/27/07 (MMCI Serial Letter 10). C bi MMCI 10,900$ 11/20/07 11/15/07 n/a PE 5 81 9,558$ Cost proposal received on 10/19/07 as a Force Account. Paid per bid items. 14 11/14/07 Vault obstruction on the excavation of the joint utility trench at the NE corner of SR522 and 73rd. C FA MMCI 5,000$ 11/20/07 11/15/07 n/a 17,995$ PE 5,10 15,615$ HDR gave direction to MMCI to proceed with removing this obstruction on 11/14/07. Measurement and payment tracked via F/A methods. W aiting for cost proposal from MMCI. 15 7/23/07 Verizon Conduits Prohibiting Stage 1 Bridge Demo (MMCI Serial Letter 4) closed LS MMCI -$ n/a 7/7/08: need time impact delay - issues considered complete due to lack of evidence for specification justification 16 10/3/07 W orking Hours and Lane Closure Restrictions (Serial Letter 13). closed n/a MMCI -$ n/a Regarding Serial Letter #13: put on notice for potential claim dated 10/3/07 in amount of $88,800. 7/7/08: need time impact delay; issues considered complete due to lack of evidence for specification justification 17 10/22/07 Support of Stage 1 Construction Approach Slabs (Serial Letter 18 and 19). C LS MMCI -$ 01/20/07 11/20/07 n/a 24,000$ 4 new 10,000$ Serial Letters and emails exchanged. Amount negotiated. Change Order processing. 18 11/15/07 Traffic Control and Business access Plan C LS COK 18,000$ 11/20/07 11/15/07 n/a (constr mtg notes) 18,000$ 4 new MMCI has been directed to provide an improved traffic control and business access plan for the SR522 Corridor. There will be material and labor costs involved with this CR. 6/16/08: agreed on price 19 10/9/07 Block-out on SE wingwall Pier 2 C FA MMCI 2,000$ 11/20/07 11/16/07 n/a 01/11/07 2,735$ PE 10 59 2,614$ Sheet D06 of the contract plans shows an 18-inch storm drain pipe coming off catch basin 98 and intersecting through the SE wingwall. However, the SE wingwall at pier 2 on sheet B07 doesn't show the 18" storm drain intersecting. 20 11/20/07 Power service SE of SR 522 and 73rd FA FA COK 5,000$ 11/20/07 11/21/07 n/a There are properties located south of SR 522 and east of NE 73rd Street that currently have their power and possibly other aerial utilities; serving them from the north side of SR 522. W hen Phase 2 is undergrounded they will lose service. This issue was not dealt with during design. 5/12/08: MMCI to send estimate; 9/9/09 - tracked on Force Account 22 9/4/07 Ecology Blocks Supporting Embankment on the BGT near 83rd. C FA MMCI n/a 01/11/08 14,672$ Contractor requests funds for this work. HDR states this is a means and methods issue.; 9/1/09 no additional information was given and issue was resolved in the negotiation for the trail detour payment. No agreement to pay is present 23 11/30/07 NUD W ater Line across 73rd FA UP/LS NUD 20,000$ 11/30/07 11/30/07 02/25/08 123,622$ Contractor estimate does not include traffic control and officers and includes hand placed asphalt issue. Stalled due to hand placed asphalt issue. 5/12/08: parse out items that have already been agreed to for payment; 8/31/09 items tracked and paid on bid items and force account (?) 26 12/27/07 12/3/07 storm damage & damage control C FA MMCI 5,000$ 12/27/07 n/a 01/11/08 6,425$ PE 10 59 273 6,417$ flooding at private home. 12/2/09 Force Account Conversion. 0 days associated. New Bid item 273. 27 12/27/07 Joint Utility Trench - PSE added conduit MMCI FA PSE -$ 1/1/6/08 12/27/07 pending n/a FA Project Plans do not show an additional line of conduit that PSE requires; no unit prices are available as the original conduit was part of a lump sum item 28 1/21/08 Buried wire under Bioswale B C FA MMCI 3,400$ n/a PE 10 59 2,370$ HDR Confidential 2/16/2010 Page 1HDR Confidential 2/16/2010 Page 1 Column Headings Initiating Information Number Date Initiated Description (Brief) Status Change Type (FA, UP or LS) Initiated by Engineer’s Estimate Date Sent to Contractor Funding Entities Informed Client WSDOT (State DOT) Utilities Contractor’s Proposal Date Received Amount Proposed Construction Institute Claims Avoidance and Resolution Committee * Construction Institute Claims Avoidance and Resolution Committee Column Headings Resolution Approvals Client (City) WSDOT Utilities Additional Funding Partners Payment Method Change Order # Payment Item (if applicable) Change Order Amount Comments – Why, why not, what else * Managing the CO Process Dealing with changes promptly will have the least amount of impact on the budget and schedule. Failing to resolve changes promptly will increase their costs Failing to pay for changes in timely manner can result in violating prompt payment regulations * Questions? * * Yes Yes Prepare WCD or FD Reach Agreement Send WCD/FD to Contractor Prepare Engineer’s Estimate of Time and Cost Impact Withdraw WCD / FD Contractor Prepares Cost & Time Estimate Negotiate cost and schedule Impacts with Contractor Owner Review Contractor's Submittal Contractor Determine if cost/ schedule impact Contractor Notify the Owner that cost or schedule will be impacted Yes Contractor perform the work No Execute Change Order Issue Unilateral Change No No CR Accepted Yes CR Accepted Reach Agreement Contractor Identifies a Change Prepare Engineer’s Estimate of Time and Cost Impact Withdraw WCD / FD Contractor Prepares Cost & Time Estimate Negotiate Cost and ScheduleImpacts with Contractor Owner Review Contractor's Submittal Owner’s Review Execute Change Order Issue Unilateral Change N o No Contractor Notifies the Owner with Change Request Contractor Prepares Claim Contractor Withdraws Request CR Rejected Options Change Request Title: No.: Request Date: Project: Contractor: Contract No.: WO Contract No.: Initiated by: Owner Engineer Contractor CM Other: Change Request The following change is proposed for the project. Please provide us with your proposed cost and schedule changes for this request as described below (use additional pages if necessary) : This work shall be constructed in accordance with the terms and conditions of the Contract Documents . The Contractor shall provide it’s proposal for this work by _____________________________. Contractors Proposal: Increase Decrease $ Increase Decrease Days Recommendation: Amount $ Comments Accept Reject Accept Reject HDR Engineering, Inc. Date Otak Date Local Programs: Accepted Rejected By: Date: Utility Provider: (if required) Accepted Rejected By: Date: City: Accepted Rejected By: Date: