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<br />I <br />I <br />I <br />~I <br />I <br />.1 <br />~I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br /> <br />I <br />I <br />tered for treneh excavation. They blasted every foot of the <br />main distribution line trenches throughout Al1.enspark, <br />although most of this was only to loosen two to three feet <br />of rock near the bottom of 1:he trenches; and in some cases, <br />the trench only contained a "tight" soil. The main reason <br />for their overrun on time was a cash-flow problem rather <br />than lack of ability to perjEorm the work. <br />In order to prevent thE~ problem that occurred on contract <br />No. 1 from happening again, it seems that the CWCB should see <br />that the contractor's schedule is scrutinized by everyone con- <br />cerned and then revised prior to beginning of construction <br />if necessary. This procedure is now included in our "specific <br />requirements If for all projec::ts. <br />There didl not appear tC) be any solution to the cash-flow <br />problem on contract No. 2 that the entity could correct after <br />the award had peen made. In this case, Allenspark either had <br />I <br />to go with a contractor whose financial structure was question- <br />! <br /> <br />able or take a, chance on losing the project for lack of funding, <br />as the next lorest bidder was substantially above E.F. Smith <br />& Sons with hils bid. The contractor did a good job physically <br />on No.2, but the D~strict did have to put up with irate lien <br />holders' quest[ons on lack of payment for materials. The <br />contractor's bonding company eventually satisfied all lien <br />holders claims; against him. Selected photos of this contract <br />, <br />, <br />work are shown on page 8 of this report. <br />During tQe latter stages of construction, a local resident <br /> <br /> <br />- 4 - <br />