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K. PROJECT MANAGEMENT SERVICES 1) CLAIMS MANAGEMENT From a technical, formal point of view, we have the management structure and procedures in place to deliver a prompt, organized response in the rare instance that a claim is filed on a proj- ect. Our staff is trained and required to keep and maintain accurate notes, pictures, and docu- mentation for each project. This detailed documentation allows us to reconstruct projects long after completion. This process gives us the necessary tools to dispute and resolve project issues and claims quickly, avoiding potential litigation and/or future actions. 2) PROJECT CLOSE-OUT A Redzone meeting will be conducted ahead of occupancy to discuss the close-out process, to schedule the events and review responsibilities for actions necessary to produce a timely phys- ical, as well as fiscal, project close-out. Throughout the project, we will be maintaining as-built documentation to include Operations & Maintenance information and warranties. During the course of the work, the Project Manager and Project Superintendent partner with the production staff to identify work that is non-complaint or work that is not of the expected quality. The production staff addresses these items as the work progresses in an effort to obtain a “zero punchlist” environment at the completion of the work. Once the project team feels that all con- tract work in the field has been completed, the Owner will be asked to perform an inspection of the work. For all projects, we will establish a Contractor’s pre-final punchlist prior to completion. It will be logged into our project control system and distributed to our subcontractors. The Project Super- intendent will be in charge of monitoring the progress of the outstanding items and push for the preparation of the facility for the pre-final inspection. He will also be instrumental in preparing the facility for the final inspection and acceptance. We will schedule and document on-site training for all equipment as required and work with commissioning agent(s), if applicable. Commissioning is an important quality assurance process that gives the Owner additional assur- ance that the systems are operating as intended. FHP takes a retro-commissioning approach to the infrastructure improvements, with milestones throughout the project cycle. It actually begins during the pre-design process, with verification of any existing equipment impacting the scope of work. It proceeds with development of the Owner’s project requirements, including consid- eration of the future uses and operation of the building. From this, a commissioning plan and specification is created. Performance of on-site testing and the creation of commissioning reports occurs much more smoothly when these processes are embedded in the day-to-day practices of the architects, engineers, and installers. Once these tasks are finished, we will submit a complete package with all of the close-out doc- uments for your files and request final acceptance on the project. The Project Manager will review the status of as-built drawings on a monthly basis and acknowl- edge they are in proper order as part of the progress payment approval process. At the comple- tion of the work, the Project Manager will review the as-built drawings one last time and then turn them over to the Owner after he has certified they are accurate and complete. The Project Manager will review all operation and maintenance manuals prior to their submis- sion to the Owner. The Quality Control Manager will ensure that all instruction and operational training has been properly documented, spare parts and keys are turned over, and all warranties