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contracts to ensure that design proposals (and subsequent construction bids) can <br />be more competitive, contracts can more cleazly delineated responsibilities and <br />compensation for each segment of work, and contract supplements and change <br />orders cam be minimized. <br />c. Develop checklists for various phases of project compliance to ensure that all <br />prerequisites are completed before submittal to contract procurement, including a <br />pre-design procurement checklist and apre-construction checklist. <br />2. Project Tracking: <br />a. Develop a CIP master schedule to establish and track project timelines and <br />prioritize monitor funding and resource allocations (including personnel)... <br />b. Develop an implementation process for regular and frequent review of project <br />financial and physical status by DPW administrators and project engineers, <br />coordinators and inspectors. <br />3. Project Documentation and Control: <br />a. Documentation Requirements. -Develop procedures for implementing <br />minimum documentation, authorization, action and reporting requirements for <br />all phases of CIP management, including, but not limited to: project scoping <br />and estimation; governmental permitting, insurance and bond requirements; <br />internal estimation of contract supplements and change orders; project <br />inspection; verification of progress billing; resolution of disputed charges; and <br />project closeout. Special attention should be given to initial project scoping. <br />b. Standazdized Forms. -Develop internal procedures, checklist and report <br />forms relating to project scoping, perntting, procurement, management, <br />inspection, payment and closure as well as external procedures, checklist and <br />report forms for use by other County agencies prior to submittal of projects to <br />DPW for procurement. Where possible, standardize processes and forms <br />should be developed to ensure adequate and consistent project documentation. <br />Change Order Justification and Field-Approval Form are bringing <br />incorporated by DPW. <br />c. Routing and Retention. -Develop policies and procedures for report <br />preparation, routing and retention to include all DPW personnel involved in <br />CIP and specifically address what documentation is expected to be completed <br />and/or maintained by whom, to whom it should be communicated, how, when <br />and in what format. <br />d. Conflict of Interest/Related Parties. -Develop policies and procedures that <br />address "conflicts of interest" and "related party" issues between <br />consultants/contractors and DPW personnel, including defining "related <br />party", requiring written related party disclosures, and specifying additional <br />documentation and control procedures required in related party situations. At <br />a minimum, policies and procedures should comply with provisions of Hawaii <br />County Code §2-84, Conflicts of interest, and §2-91.1, Financial disclosures <br />and disclosures of interest. <br />e. Segregation of Duties. -Develop policies and procedures that address <br />segregation of duties among DPW personnel, including, but not limited, to: <br />project scoping, internal estimation, ranking and selection of professional <br />services consultants, bid and award of construction contracts, inspection and <br />acceptance of projects, and approval of progress payment requests. At a <br />