Laserfiche WebLink
necessary to interpret the drawings and specifications or the changes <br />required in the contractor's work. <br />1.5.10. After discussion with the City, prepare Change Orders for work not <br />covered by the Contract for substantial over -run of estimated "contract <br />quantities" as defined in the project's contract documents for the City's <br />approval and execution. Change Orders shall be processed as soon as <br />practical after written approval thereof has been received by the <br />Consultant from the City. <br />1.5.11. At the request of the City, attend periodic progress meetings with <br />the contractor(s), City representatives, and others who may be interested <br />during the course of the Project to address unique and /or difficult <br />circumstances relating to the Project. <br />1.5.12. Conduct construction progress reviews with the contractor and the <br />City related to the contractor's date of completion and provide periodic <br />written progress report for the Project as requested by the City to address <br />unique and /or difficult projects. <br />1.5.13. Conduct or arrange for appropriate periodic tests during the <br />course of construction to monitor the quality of materials and workmanship. <br />1.5.14. Conduct with the City's representative(s) a final inspection of <br />the Project as constructed in sufficient detail so as to determine whether <br />it conforms with the design concept of the project as contained in the <br />Contract Documents, and determine whether it is constructed in accordance <br />with the Contract Documents. The Consultant shall prepare a punch list for <br />the contractor, listing thereon work left to be completed by the <br />contractor. The Consultant shall certify his recommendation for acceptance <br />of the work to the City and then shall forward to the City his /her written <br />approval of the Contractor's Request for Final Payment which shall be <br />signed by the contractor. <br />1.5.15. Review and analyze alleged defects in the Project brought to its <br />-7- <br />Page 172 <br />