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Opening of Proposals - Four Winds Field Renovation & Expansion Proj No. 123-046 - Larson Danielson
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Opening of Proposals - Four Winds Field Renovation & Expansion Proj No. 123-046 - Larson Danielson
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9/13/2023 9:19:57 AM
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Board of Public Works
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Projects
Document Date
9/12/2023
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Proposal for Construction Manager as Constructor Services <br />Four Winds Renovation and Expansion ― South Bend, Indiana <br />• Jobsite information technology equipment and services <br />• Jobsite office supplies <br />• Jobsite drinking water and supplies <br />• Jobsite vehicles and expenses <br />• Construction Document printing <br />• Record Document preparation and reproduction <br />• Jobsite printing and copying <br />• Jobsite postage and delivery <br />• Project signs <br />• General jobsite mobilization <br />• Temporary toilet(s) and supplies <br />• Dumpster, trash chute, trash hauling, and landfill charges <br />• Ceremonies – groundbreaking, ribbon-cutting, tours, displays, etc. <br />APPROACH TO PROJECT COSTS <br /> Cost Overruns, Delays, Incentives, and Construction Contingencies <br />Larson-Danielson understands the disruption to a project that cost overruns and delays can create. This <br />is one reason why we take our pre-construction responsibilities so seriously on our projects. We use the <br />pre-construction phase of a project to meticulously evaluate the systems and components within every <br />project we work on to identify potential cost and schedule variances within the project. We then work <br />with the project team to address these issues through a modification to the project or a mitigation <br />strategy agreed upon within the team. <br />There are times, however, when unforeseen cost and schedule variances impact a project. In these <br />instances, we believe in taking a proactive and transparent approach to dealing with these issues. It is <br />our responsibility as the Construction Manager to evaluate the issues and work with all the stakeholders <br />and project team members to develop and implement a plan to correct or mitigate the impact to the <br />project. It is our belief that these issues are best addressed in the open and in collaboration with the <br />entire team. Through this practice we have found that we can develop unique and effective solutions <br />often through collaboration and compromise within the team. <br />We are open to entertaining a conversation regarding performance incentives for this project, however <br />it is not typical for our contracts to include incentives for performance. We believe that we work best <br />when working towards common understood goals with our clients that we can commit to achieving. We <br />then stand behind our commitments and do what it takes to meet the stated goals of the <br />project. Whether working for a University, a local school corporation, or a major international <br />corporation, Larson-Danielson has a long history of meeting our commitments to our clients. <br />Our approach to contingencies on any construction management project is one of openness and <br />transparency. We believe that any contingency included in a project budget should be identified and <br />quantified clearly. This means that any contingency should have a clear value assigned to it as well as a <br />clear description of what uncertainties the contingency is established to address and how each <br />contingency can be accessed or adjusted. These definitions develop through the project budget <br />iterations to become more specific as the project design and budgets are refined. We will recommend <br />that not only would we carry a contingency on the project for gaps in project coverage on our part, but <br />also an owner’s contingency to cover potential scope redefinition, gaps, or unforeseen conditions. <br /> <br /> <br /> <br />Page 24 of 30
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