Design Review Process

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Design Review Process

• Bill Davis, RA

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DoA/SCO Powers and Duties

• GS143-341(3) Powers and Duties of Department
• a To examine and approve all plans and
  specifications for the construction or
  renovation of
• 1. All State buildings or buildings located
  on State lands except those buildings over
  which a local building code inspection department
  has and exercises jurisdiction and
• 2. All community college buildings requiring
  the estimated expenditure for
  construction or repair work for which public
  bidding is required under GS143-129.
  (gt300,000)
• Except does not apply for UNC system projects
  lt2,000,000.
• (GS116-31.11 effective until
  12/31/2006)

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Contractual and Bidding Milestones
300,000
2,000,000 Permanent July 2006)
90,000
Informal Contracts
Formal Contracts
Use SCO Format
UNC System projects SCO Review/Approval
UNC given DoA responsibilities
All Bonds required (gt50,000) MB
Guidelines State forms and General
ConditionsAdvertisement in Statewide
newspaper3 bids required to open
100,000 10goal
Solicit MB
Community College Projects reviewed by SCO
Local Jurisdiction
30,000 Local
Construction Contracting Methods
Single prime -- Separate Prime -- Dual Bidding
-- Construction Manager
Request to the State Building Commission to use
other Alternative Method
2002- 2005- 2006
Award to either low bid
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DoA/SCO Powers and Duties

• GS143--31.1 Study and review of plans and
  specifications for building, improvement, etc.
  ---projects.
• It shall be the duty and responsibility of the
  Director of the Budget to determine whether
  buildings, repairs, renovations, additions or
  improvements to physical properties for which
  appropriations of State funds are made have been
  designed for the specific purpose for which such
  appropriations are made, that such projects have
  been designed giving proper consideration to
  economy in first cost, in maintenance costs, in
  materials and type of construction.
  Architectural features shall be selected which
  give proper consideration to economy in design.
  The Director of the Budget shall have prepared a
  complete study and review of all plans and
  specifications for such projects and bids on same
  will not be received until the results of such
  study and review have been incorporated in such
  plans and specifications, and until economic
  conditions of the construction industry are
  considered by the Office of State Budget and
  Management to be favorable to the letting of
  construction contracts. The Director of the
  Budget may, when he considers it in the best
  interest of the State to do so, terminate design
  contracts when it is documented that the designer
  has failed to perform the conditions enumerated
  in the contract./

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SCO Reviews

• Compliance with the State Construction Manual
• Contractual Issues - Budget, Design and
  Construction Contracts
• Statutory requirements for Public Work
• Procedural Issues - State Building Commission
• SCO Standard Forms and Documents
• SCO Guidelines for State Facilities
• Electrical, Roofing, Metal Building, Masonry,
  etc
• Flood Plain Permit
• Consistency of Documents and Procedures for all
  State Projects.

• State Building Code Compliance
• General Construction (Other than DoI Life
  Safety)
• Structural
• Plumbing
• Mechanical
• Electrical NEC - National Electrical Code
• Energy

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• Other Issues
• Appropriate use of materials and methods of
  construction
• Ease of maintenance (50 year buildings)
• Economy of design and materials
• Clear and sufficient bid documents
• Reduce errors and omissions
• Industry Standards - UL, FM, ACI, BIA, AISC,
  NRCA, etc.
• Endeavor to add value and assistance to ensure
  successful State State Projects for all
  concerned.

• DoI - Life Safety Codes and Insurability
• State Building Code - Volumes IA, I and I-C
• Code Data Summary Sheet
• Occupancy Classification (Business, Assembly,
  Residential, etc)
• Building Construction Type (I, II, II, etc.)
  Steel, Concrete, Wood
• Fire Protection ratings (1-hr, 2-hr, NC, etc.)
• Life Safety Egress, Fire and Smoke Alarm
  standards
• Accessibility - Volume I-C and ADA
• State Insurance issues Sprinkler, FM 1-90
  roofing

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Owner Reviews

• Programming
• Function of the spaces and systems
• Adequate space and use of that space
• Special needs and uses
• User input- Staff students
• Safety
• Budget
• Appearance
• Campus standards - materials
• Landscaping, lighting
• Infrastructure
• Traffic, Parking, Landscaping, Site
• Owner design/construction standards
• Maintenance issues and Utility standards

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ADDITION CHANGE DELAY
Construction
Design Review Process
Compliance with Codes Statutes Regulations Proce
dures Contract Program Budget Codes Errors
Omissions Guidelines Consistency Standards
Owner
Owner

SCO
SCO
B I D S
CONTRACTOR
AGENCIES
DESIGNER

DESIGNER
CHANGE ERROR OMISSION
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North Carolina State Construction Manual
State of North Carolina Michael F. Easley,
Governor Department of Administration Britt Cobb,
Secretary State Construction Office Gregory
Driver, P.E., Director 301 North Wilmington
St., Suite 450 Raleigh, North Carolina
27601-2827 [phone] Fax (919)
807-4110 Ninth Edition January 2006
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Capital Project Coordinator Training CY2006

• Asbestos and Asbestos-Containing Materials

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Asbestos Health Effects

• Asbestosis a chronic, non-cancerous scarring of
  the lung tissues.
• Lung cancer about 5 times more common in
  asbestos workers and 50 times more common in
  asbestos workers who also smoke cigarettes.
• Mesothelioma a rare cancer that occurs in the
  membrane linings of the lungs, chest, abdomen,
  and heart.

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Asbestos uses in Construction

• Asbestos-containing materials (ACM) were (and are
  still) used in building construction because of
  the many desirable properties of asbestos
  including
• high chemical and thermal resistance,
• low electrical conductivity,
• incombustibility,
• high tensile and mechanical strength, and
• high flexibility and resistance to wear

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Asbestos uses in Construction

• Asbestos was used extensively in building
  construction prior to 1980. Uses included floor
  and ceiling tiles, fireproofing, roofing shingles
  and felts, insulation, and fire-resistant
  fabrics, to name a few.
• Many construction items currently sold
  (especially those from China, Canada and India)
  contain asbestos do not assume your facility
  does not contain asbestos.

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Common Asbestos Materials

• Floor tiles
• Wallboard
• Pipe insulation
• Spray-on fireproofing
• Many others

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Basic Asbestos PPE

• Respirators
• Coveralls
• Gloves

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AHERA Requirements for Schools (40 CFR Part 763,
Subpart E Asbestos-Containing Materials in
Schools)

• Conduct an inspection once to locate any ACM,
  reinspections every three years, and periodic
  surveillance every six months
• Develop an Asbestos Management Plan for the
  facility based on the findings
• Implement an Operations and Maintenance (OM)
  Plan for the facility
• Designate a person to oversee implementation of
  the Asbestos Management Plan and the OM Plan
• Allow only personnel with appropriate
  accreditations and training to conduct
  asbestos-related work

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Operations and Maintenance Program

• Required by AHERA regulations for public and
  private elementary and secondary schools (and/or
  those portions of a larger facility that are
  utilized as a public or private elementary or
  secondary school ).
• Recommended for other facilities that are not
  subject to the AHERA regulations
• See Managing Asbestos in Place, EPA document
  20T-2003, July 1990, or How to Manage Asbestos in
  School Buildings at www.epa.gov/region2/ahera/e23.
  pdf

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Operations and Maintenance Program

• An OM program is defined as a program of work
  practices to
• maintain friable ACBM (asbestos-containing
  building materials) in good condition,
• ensure the clean up of asbestos fibers previously
  released, and
• prevent further release of asbestos fibers by
  minimizing and controlling friable ACBM
  disturbance or damage.

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Note on Floor Mastic Removal

• Due to an EPA determination letter on the subject
  of floor mastic removal the NC Health Hazards
  Control Unit now requires permits, fees, and use
  of accredited staff to remove asbestos-containing
  floor mastic via methods that sand, grind, cut or
  abrade that mastic even when a solvent is used
  on the mastic.

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Resources on the Web

• EPA website www.epa.gov/asbestos
• OSHA website www.osha.gov/SLTC/asbestos
• DHHS website www.ncpublichealth.com
• SCO Asbestos Abatement Guidelines and Policies
  located at
  www.nc-sco.com/Guidelines/Asbestos/asbestos.doc

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Owners Responsibilities

• Regulations do not require the removal of ACM
  in fact the current EPA guidance is to properly
  manage in place any ACM that is in good
  condition.
• If an area is to be renovated then have that area
  tested for the presence of asbestos by a NC
  accredited inspector.

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Owners Responsibilities

• If an area to be renovated does contain asbestos
  then retain the services of a NC accredited
  asbestos designer to be a consultant to the
  project prime designer for that area.
• Do not separate the asbestos abatement work from
  the remainder of the project. The asbestos
  abatement work should be bid along with all the
  other disciplines involved in the renovation
  project.

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Capital Project Coordinator Training CY2006

• Lead and Lead-Based Paint

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Lead uses in Construction

• Lead is used in roofing, cornices, tank linings,
  electrical conduits, plumbing (soft solder is a
  lead/tin alloy), and paint (especially on iron or
  steel structures).
• The highest risk of lead exposure is for workers
  involved in abrasive blasting, welding or cutting
  on steel structures. Plumbers, welders, and
  painters are some of the most exposed workers to
  lead.

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Health Effects of Lead

• Lead is a cumulative and potentially deadly
  toxin, but cannot cause any damage until and
  unless it enters the human body.
• Lead is absorbed into the blood which then
  distributes it throughout the body. Eventually
  about 90 is deposited in the bones where it may
  be stored for up to about 30 years.
• Some signs of lead poisoning include loss of
  appetite, stomach pain, sleep problems, and an
  increase in blood pressure.

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Lead-based Paint
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Lead Abatement PPE

• Respirators
• Coveralls
• Gloves

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Resources on the Web

• EPA website www.epa.gov/lead
• OSHA website www.osha.gov/SLTC/lead
• DHHS website www.ncpublichealth.com
• OSHA document Lead in Construction at
  www.osha.gov/Publications/osha3142.pdf
• EPA Model Worker Course Residential Lead-Based
  Paint Abatement manual at www.epa.gov/lead/abatewo
  rker.htm

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Owners Responsibilities

• Lead paint abatement is not required by
  regulation unless the facility or a portion of
  the facility is targeted or child-occupied
  and receives federal assistance.
• If a facility is to be renovated (including
  demolition) then have the relevant area(s) tested
  for lead-based paint by a North Carolina
  accredited inspector.

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Owners Responsibilities

• If any area to be renovated does contain
  lead-based paint then use a NC accredited
  designer as a consultant to the project prime
  designer for that area.
• If the renovation will affect an area that
  contains lead-based paint then do not separate
  the lead-based paint abatement work from the
  remainder of the project. The lead-based paint
  abatement work should be bid along with all the
  other disciplines involved in the project.

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Capital Project Coordinator Training CY2006

• Indoor Mold

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Indoor Mold Concerns

• Saprophytic molds can weaken building materials
  over time
• All types of molds have the potential to impact
  human health (or at least the human comfort
  level) and
• Mold infestations can have a negative aesthetic
  impact on an environment and on employee morale

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Mold Infestation

• What leads to a mold infestation?
• An infestation requires the presence of mold
  spores and a suitable environment for growth
• Mold spores require moisture (gt60 RH) nutrients
  (virtually any organic matter) and suitable
  temperatures (usually 60 90F) in order to grow
• The availability of moisture is the key to mold
  amplification in the indoor environment

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• How do you identify a mold infestation?
• Inspect for visible colonies and moldy odors
• Typically testing is not recommended
• Mold is everywhere you will find it,
• Testing can be very expensive and not very useful
  (different procedures and protocols seasonal and
  diurnal variations no regulatory thresholds
  etc.)
• Testing may be appropriate
• If personnel have uncommon fungal infections,
• In the event of pending litigation,
• To verify effectiveness of remediation, or
• Find hidden colonies

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Mold Remediation

• First Remove the Moisture
• Check the filters, drain pans, coils, and
  operation of the heating/ventilation/air
  conditioning system
• Inspect for leaks in roof, piping, windows, etc.
  (EPA study on building leaks - 85 in past, 45
  current) or intrusion (storm water runoff,
  groundwater, vapors)
• Look for indoor sources of moisture such as
  appliances or combustion sources that are not
  vented outside and condensation on cold surfaces
• If the excess moisture can be removed within 24
  48 hours then mold growth will typically not occur

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Mold Problems in the Making

• Leaking steam pipe behind wall provides moisture
  for future mold growth
• Poor drainage of storm water may lead to future
  mold growth

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Hidden Mold Problems

• Insufficient insulation on chilled water lines
  leads to condensation and mold growth
• Moisture trapped behind vinyl wallpaper
  facilitates growth of mold colony

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Avoidable Mold

• HVAC condensate leak in the closet behind wall
• Fan coil unit with poor drainage is breeding
  ground for mold

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• Second Remove the Infestation
• An infested material that has a porous surface
  (e.g. wallboard, carpet) should probably be
  removed from the building and discarded. It would
  be very difficult to remove the mold hyphae from
  within the material.
• An infested material with a non-porous surface
  (e.g. metal ducting) can probably be cleaned and
  reused

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Clean Non-Porous Surfaces

• Mold on ductwork in a DWQ test laboratory
• Kill and remove mold
• Encapsulate surface
• Insulate surface

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• Guidelines of Mold Removal
• During remediation dust suppression and dust
  masks (N-95 or better) are recommended
• Disinfectants may help in remediation but are not
  recommended for routine cleaning. They will kill
  the mold cells but will not remove the cell
  constituents (i.e. this will not alleviate
  antigen reactions). Also, people sensitive to
  mold will likely also be sensitive to
  disinfectants.
• OSHA guideline - If the infestation covers more
  than 30 - 100 square feet then you may want to
  bring in a consultant or contractor

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Choosing a Consultant

• Several groups offer advice on how to choose an
  indoor air quality (IAQ) or a mold remediation
  consultant
• American Industrial Hygiene Association
  www.cal-iaq.org/guide_aiha_9901.htm
• EPA/AIHA
  www.cal-iaq.org/guide_ak_9901.htm
• NC Division of Public Health www.epi.state.nc.us/e
  pi/oii/mold/consultant.html

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Relevant Regulations

• Currently there are no EPA, OSHA, or NC mold
  regulations (other than the EPA and OSHA General
  Duty clauses), but
• H1502/S.L. 2006 - 143 (signed 7/19/2006)
  Schoolchildrens Health Act. G.S. 115C-12(33)c -
  Study methods for mold and mildew prevention and
  mitigation and incorporate recommendations into
  the public school facilities guidelines as
  needed.

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A Word of Caution

• Indoor mold is very common but is not always a
  problem despite all the media hype about toxic
  mold
• NIOSH data shows that the root cause of IAQ
  complaints was more often inadequate ventilation
  (52) or other contaminants (paint fumes,
  cigarette smoke, etc. - 30). Microbial
  contamination was found to be the root cause of
  only 5 of IAQ complaints.

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• When indoor mold is a problem
• Procedure for Requesting Support for Mold Related
  Problems in State Government Buildings
  www.epi.state.nc.us/epi/air/pdf/MoldProcedure.pdf
• Requests for support for mold problems should
  come from the Safety Health Director of the
  agency or facility
• These requests can be made by letter, phone or
  fax and should be directed to the Division of
  Public Health
• Upon receipt of a request for support the
  requesting agency or facility will be sent a
  Building Questionnaire
• Upon receipt of the completed Building
  Questionnaire, Division of Public Health and
  State Construction Office personnel will provide
  a coordinated response

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Owners Responsibilities

• Have a preventative maintenance program with
  training of personnel, regular facility
  inspections, and documentation of findings
• Conduct regular and thorough inspections of HVAC
  system(s) by trained personnel
• Periodically inspect drainage of the roof and
  condition of gutters ensure that storm water,
  once discharged to the ground, flows away from
  building foundation

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SECTION 15CAPITAL PROJECTS COORDINATOR COURSE

• Construction Administration Process
• Zack Abegunrin, P.E.

• Organization of the Construction Administration
  Section
• Activities and Duties of Project Monitors
• Designers Role in Construction Phase
• Final Close-out or Completion of Project
• Performance Expectations of Construction Team
• Project Changes During Construction (CHANGE
  ORDERS)
• Back-up Data and Forms

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CAPITAL PROJECT PROCESS

• OC-25 PREPARATION
• APPROPRIATION OF FUND
• DESIGNER SELECTION PROCESS
• DESIGN REVIEW PROCESS
• AWARD OF CONSTRUCTION CONTRACT(S)
• CONSTRUCTION ADMINISTRATION

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IMPORTANCE OF CONSTRUCTION PHASE

• Quality of completed project is highly dependent
  on the workmanship and management of
  construction.
• Quality of construction depends on (1)
  completeness and quality of contract documents
  prepared by designer, (2) skilled laborers,
  competent field supervisions, and (3) quality of
  materials.
• Majority of total project budget and schedule is
  expended during construction.
• 15 variation in design costs may impact the
  project by only 1.5, whereas a 15 variation in
  construction costs may impact the project by
  13.5.

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ASSUMPTIONS FOR CONSTRUCTION PHASE

• Scope - The design plans and specifications
  contain no errors and meet the owners
  requirements and appropriate codes and standards.
• Budget - The budget is acceptable. That is, it
  is what the owner can afford and what the
  contractor can build it for, with a reasonable
  profit.
• Schedule - The schedule is reasonable. That is,
  short enough to finish when the owner needs it
  and long enough for the contractor to do the work.

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Purpose

• To familiarize the CPC with SCOs procedures
  during the Construction Phase.
• A. Construction Administration Section
• 1. Section Chief (Assistant Director)
• 2. Project Monitors Contract Admin.
• 3. Secretaries (Admin. Assistants)

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ASSIGNMENTS COORDINATION OF PROJECTS BY PROJECT
MONITOR

• Project is transferred to Construction Admin.
  Upon completion of award of construction
  contract(s).
• Project Monitor is assigned to project to
  coordinate construction administration process
  with designer.
• Project Monitor is required to briefly review
  contract documents (drawings, specifications,
  addenda, etc.) pertain to assigned project, in
  order to familiarize with the project.
• Designer will coordinate scheduling of
  Pre-Construction Conference with Project Monitor
  and others after execution of contract(s).
• Project Monitor will attend pre-construction to
  represent SCO and advise all parties of
  procedures on State projects during construction.
  Agenda for pre-construction is available for
  Project Monitors use.

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ORGANIZATION OF CONSTRUCTION ADMINISTRATION
SECTION

• Assistant Director, Construction Admin. - Zack
  Abegunrin, P. E.
• Project Monitors
• Fred Brooks
• Tom Roberts
• Jerry Rogers
• Phil DuBose
• Todd Manning
• Doug Edwards
• Jim McDaniel, P. E.
• Kenny Hunt
• Ed Ellis
• Construction Contracts
• Eddy Patterson, P.E.
• Administrative Assistants
• Carol Erceg
• Chenelle Miller

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GEOGRAPHICAL COVERAGE OF PROJECT MONITORS
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ACTIVITIES AND DUTIES OF PROJECT MONITORS

• Who are they?
• Representatives of the State that act for the
  people of North Carolina thru the Dept. of
  Administration in carrying out the statutory
  duties for approving construction of capital
  improvement projects. They are professionals
  with vast knowledge and experience in
  construction.
• What do they do?
• Monitor the activities of both the designers and
  contractors to assure the construction complies
  with the contract. Attend monthly construction
  meetings, observe progress of construction,
  coordinate and participate in final inspections
  to provide basis for approval of projects.

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ACTIVITIES DUTIES OF PROJECT MONITORS CONTD.

• How do they complement the CPC?
• Provide an unbiased review of issues and
  conditions dealing with the contract. Work with
  designers to assure the project is coordinated
  and administered in proper manner with the CPC.
• What is the Project Monitors relation to the
  owning agency?
• Keep in prospective that the people of North
  Carolina are the owners. Use the resources of
  the Department of Administration to provide
  coordination with the appropriate agencies of
  State government. Advise the owning agency on
  construction related matters.

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ACTIVITIES DUTIES OF PROJECT MONITORS CONTD.

• What is the Project Monitors relation to the
  Designers?
• Project Monitors have a vast background and
  experience in dealing with difficult problems and
  issues relating to construction. This resource
  is a benefit to the designers when needed. They
  help designers to assure contractors comply with
  the approved drawings and specifications during
  construction by inspecting work along with
  designers periodically. Since the designers, by
  contract, serve as owners agents, Project
  Monitors become mediators in dealing with
  resolutions of construction disputes of claims
  between the contractors and owning agencies.

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DESIGNERS ROLE DURING CONSTRUCTION PHASE

• Conformance with contract
• By contract, the designers shall provide direct
  observation as needed to provide certification
  that the construction complies with the contract
  documents. The inspections are to be by or under
  the direct supervision of a registered
  professional with expertise in the phase of
  construction in progress. The inspections shall
  be on a frequency as stated by the design
  agreement and certification shall be as required
  by the General Statutes.
• Adherence to construction schedule
• Provide assistant and incentive for contractors
  to develop and maintain realistic schedule to
  complete project within contract time. Approve
  realistic time extensions on contracts as needed
  with concurrence of CPC and SCO.

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DESIGNERS ROLE DURING CONSTRUCTION PHASE CONTD.

• Review of changes in the project
• Assure the changes to the contract are needed,
  correct and cost effective. Work with owning
  agencies to assure the changes are justifiable.
  Contract time extensions requested by contractors
  are studies for fairness to all parties. Change
  Orders are prepared in the proper form (OC-24) in
  the Construction Manual. Review cost breakdown
  for justification, fairness, contract terms and
  conditions, and accuracy. Work with the both the
  owners and contractors to assure equable
  treatments. Obtain signatures on change orders
  and distribute after final approval by SCO. It
  may be necessary for designers to issue Field
  Orders to contractors in order not to cause
  delays in progress of projects.

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MONTHLY CONSTRUCTION MEETING

• Regular monthly construction meeting at project
  site is established at the pre-construction
  conference.
• Designer is responsible for conducting monthly
  construction meetings.
• All parties involved in the construction are
  required to attend the monthly construction
  meeting.
• Purpose of the meeting is to effect coordination,
  cooperation and assistance in maintaining
  progress of the project on schedule in order to
  complete the project with the contract time.
• Designer is responsible for preparing minutes of
  the meeting for distribution.
• Project Monitor must ensure that the designer
  provide written copies of monthly construction
  progress reports as required by design agreement.

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SUGGESTED ITEMS TO BE COVERED AT MONTHLY MEETING

• Review previous minutes of the meeting and
  resolve any corrections.
• Work performed in the last 30 days by
  contractor(s).
• Work to be performed in the next 30 days by
  contractor(s).
• Review Schedule Compliance.
• Review Request for Information (RFI)
• Review Request for Proposal (RFP).
• Review pending and anticipated Change Orders.
• Review status of Shop Drawings.
• Request percentage of actual work completed by
  Contractor(s).
• Discuss Construction/Coordination Issues.
• Comments from Owner, SCO Rep., Contractor (s),
  and Designers.

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• Field Order/Change Orders
• a. Request cost of making change
• b. Prepare change order
• c. Verify cost proposal as fair and accurate
• d. Recommend or deny
• e. Obtain signatures and distribute COs
• Inspections
• a. Periodic
• b. Above-ceiling
• c. Pre-final
• d. Final

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• Project Close-out
• a. Record drawings
• b. Final report
• c. Certificates
• d. Lien waivers
• e. Approval of final payment
• Points to Consider in Evaluation
• 1. Past experience on State projects
• a. What is satisfactory?
• b. Should the designer be familiar with
  procedures now?

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• 2. Performance on current project
• a. Designers attitude
• 1. Toward Owner
• 2. Toward Contractors
• 3. About his fee
• 4. About design errors and omission
• 3. General Performance for Designer
• a. Adequacy of plans and specifications
• b. Checking and evaluation of change orders
• c. Effort in resolving disputes
• d. Thoroughness and frequency of inspections
• e. Timeless of response to contractors inquires
• f. Timeless of shop-drawing review
• g. Timeless of report submittals
• h. Timeless of processing pay requests

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• Performance Expectations of Contractor
• 1. Prompt development of schedule with approvals
  from other prime contractors to designer.
• 2. Prompt submittal of subcontractor and
  material suppliers list to designer.
• 3. Properly man project to keep work on
  schedule.
• 4. Provide the supervision and quality control
  methods needed to assure quality construction on
  the project.
• 5. Maintenance of construction schedule to keep
  project on approved schedule.
• 6. Work with designer on problem solutions and
  limit construction changes.
• 7. Coordinate construction activities with other
  primes to limit construction claims.
• 8. Provide adequate personnel to complete
  project and finish for closing of project.

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• APPENDIX E
• MBE DOCUMENTATION FOR CONTRACT PAYMENTS
• Prime Contractor/Architect ______________________
  ___________________________________
• Address Phone _________________________________
  ________________________________
• Project Name ____________________________________
  ________________________________
• Pay Application _________________ Period
  __________________________
• The following is a list of payments made to
  Minority Business Enterprises on this project for
  the above-mentioned period.
• INDICATE AMOUNT TO OWNER USE
• MBE FIRM NAME TYPE OF MBE BE PAID
  ONLY
• __________________________________________________
  ______________________________
• __________________________________________________
  ______________________________
• __________________________________________________
  ______________________________

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