HomeMy WebLinkAboutChange Order - 22Change Order No. 22
Contract Title: Rainier Ave S Corridor Improvements -Phase 4
Contractor: Pivetta Brothers Construction, Inc.
Contract No. CAG-22-163
Federal Aid No. STPUL-1615(005)
181 Ordered by Engineer
D Proposed by the Contractor (VECP)
D Unilateral
Original Contract:
Current Contract:
Estimated Net Change This Order:
New Contract:
Date
Reviewed By:
��
�ineef of Record "'
9/4/2024
Date
Reviewed By:
'f1nM11.�&��� 9/5/2024
City of Rent� Project Manager Date
Reviewed By:
City Attorney Date
22
1:81 LumpSum
0 Bid Item D Force Account
Amount Working Days
$28,284,172.90 500
$33,820,110.97 654
$124,413.00 0
$33,944,523.97 654
Design Manager)
Consent By:
Surety (Greater than 25% cost and/or 20%
time increase)
Endorsed By:
Bill Adams
Contractor
Executed By:
Digitally signed by Bill Adams
Date: 2024.09.13 07:34:57-07'00'
City of Renton Public Works
Administrator/ Mayor
Date
9/13/2024
Date
Date
Change Order No.
Contract Title:Rainier Ave S Corridor Improvements -Phase 4
Contract No.CAG-22-163
Page 1 of 18
10/18/2024Approved by Cheryl Beyer via email 9/11/2024
Attest:_________________________________
Jason A. Seth, City Clerk
CAG-22-163, CO #22-24
Page 1 of 2
Serial Letter #16B May 20th, 2024
Pivetta Brothers Construction, Inc.
Bill Adams
Senior Project Manager
1812 Pease Ave,
Sumner, WA 98391
RE: Rainier Ave S Phase 4 - JUT Delay Impact Revised to Working Days
Bill, as you are aware, Golden Gate and Pivetta Brothers had a lot of discussion regarding the above
project during our pursuit. You are also aware that Golden Gate had concerns about the footage
expected per day to establish an estimated cost to install conduits in the JUT. We both agreed that we
would expect footage between 60 to 100 feet of trench each day. Golden Gate used 80 feet on average
with a 3 -man crew due to footage we would install each day. We expected to have a two-man crew for
the small trenches and a four-man crew in the areas such as 2nd street where the conduit stack was large.
We estimated the drawings to have 5750 LF of JUT and from there we calculated based on 80 feet per
day we would need a crew there for 71 days. We expected our man hours to be 1704- hours for the
entire duration. In your approved schedule, the JUT is to start on May 5th and end on August 1st which by
my math is 61 days. Our estimate would give us a buffer of 10 days for proofing and cleanup. We also
received a change order for additional labor of 865-man hours when it was discovered that the utilities
were furnishing Schedule 80 conduit instead of schedule 40 that is indicated in the plans. This brings the
new labor total to be 2569-man hours for our scope of the JUT, which including handling, grouting, and
proofing conduits.
It appears per the details in the plans that the JUT was to be on average between 5 and 6 feet in depth.
It is my understanding that due to conflicts with existing and new utilities, the depth of the JUT
increased. The impact of this led to changes in shoring methods and having to deal with unexpected
ground water. The end result was a production rate that was a fraction of what we had used for our
estimate and planning.
Due to the loss of production, we were forced to make adjustments to our crew size. Even with these
adjustments, it was difficult to plan the work due to changing ground conditions. This resulted in our
crew having a lot of down time waiting to install conduit. As you can see from the schedule of hours I put
together and attached to this letter, we did our best to find other work to mitigate the impact.
Based on our records, the labor used was overrun by 308 hours. At a composite average crew rate of 79.57,
this would calculate an additional direct cost of $24,507.56 and after markup for overhead, a total cost of
$32,104.90. This figure is based on actual hours billed to the project. I have attached a labor
Page 2 of 2
schedule that shows hours worked on the JUT, under FA, and other work we did to alleviate the impacts
from the delay.
In addition to the increased cost of labor, we are asking compensation with our hard cost associated with
the delay. We have calculated the impacts from the JUT that have resulted in a delay of 116 working days
to the project. For this reason, I made adjustments to my daily delay cost impact sheet to reflect the cost
other than direct labor that are associated with the delay. Below I have described some of the items that
are correlated with this cost.
First, Golden Gate pays me one office hour every day to fill out and file daily reports and time sheets at
the end of each shift. A daily conversation with the owner to discuss events of the day, future work,
safety, and billing items also occurs regularly. Second, Golden Gate has an office and a storage unit on
site. We also have material stored off-sites, one of which includes a rental storage unit charging us
$795.00 per month. For the materials stored in our Kent yard, we would like to request another $250.00
per month for a total of $1,045.00 per month for off-site storage.
Golden Gate also took on a lease for a Case Excavator and Dump Trailer to complete our other contract
work. The lease started in June of 2023 and will end in June of 2024. During this time, the JUT has been
delaying our other contract work. Because we have used the Dump Trailer for two thirds of the JUT and
the Case Excavator has sat most of the time, we will only charge standby for the Case Excavator.
Based on our Daily Cost Sheet revised for working day per month, we are requesting $554.00 per day for
116 days for a total amount of $64,264.00 dollars. Please understand the sheet only charges items as it
relates to the durations associated with the expense. This daily cost amount with our above lost labor cost
will bring our total to $96,368.90 for the impacts related to the delay of the JUT. We hope you would agree
that Golden Gate, as a partner on the project, is entitled to this amount for our efforts be made whole.
Thank you for your understanding on this matter.
Sincerely,
Alan Guthmiller
Golden Gate Electric