ࡱ> g YbjbjJJ :(ub(ubP.#.#.#.#.#B#B#B#8z#l#B#Fvz$@&V&V&V&n(n(n(uuuuuuu$$xzdu.#n(.(.(@n(n(u.#.#V&V&v&+&+&+n(v.#V&.#V&u&+n(u&+&+?ltV&=ř(^o^uv0FvYpr>{B)>{tt>{.#tn(n(&+n(n(n(n(n(uu&+n(n(n(Fvn(n(n(n(>{n(n(n(n(n(n(n(n(n(B !: MASTERSPEC text, Copyright 1994, AIA, The American Institute of Architects Paragraph number formatting method, Copyright 1988, ARCOM, Architectural Computer Services, Inc. PRIVATE SECTION 013110 SCHEDULES AND REPORTS Latest Update: 08-09-2020 See Underlined Text for Edits. (A/E shall edit specifications and blue text in header to meet project requirements. This includes but is not limited to updating Equipment and/or Material Model Numbers indicated in the specifications and adding any additional specifications that may be required by the project. Also turn off all Under Lines) PART seq level0 \h \r0 seq level1 \h \r0 seq level2 \h \r0 seq level3 \h \r0 seq level4 \h \r0 seq level5 \h \r0 seq level6 \h \r0 seq level7 \h \r0 seq level0 \*arabic1 - GENERAL RELATED DOCUMENTS Drawings and general provisions of the Contract, including General and Supplementary Conditions and other Division01 Specification Sections, apply to this Section. SUMMARY This Section includes administrative and procedural requirements for schedules, reports, and critical path method scheduling required for proper performance of the Work, including: DELETE SCHEDULE TYPES NOT REQUIRED FROM LIST BELOW. ADD NEW SCHEDULE TYPES AS NECESSARY TO SUIT PROJECT. Submittal schedule. Schedule of inspections and tests. Unit-price schedule. Daily construction reports. Material location reports. Field correction reports. Special reports. DELETE REPORT TYPES NOT REQUIRED FROM LIST BELOW. ADD NEW REPORT TYPES AS NECESSARY TO SUIT PROJECT. seq level2 \h \r0 seq level3 \h \r0 SUBMITTAL PROCEDURES Coordination: Coordinate preparation and processing of schedules and reports with performance of other construction activities. SUBPARAS BELOW REFERENCE OTHER SECTIONS THAT SPECIFY REQUIREMENTS THAT MAY AFFECT EVENTS ON A CPM SCHEDULE. DELETE IF UNNECESSARY. DEFINITIONS BEGIN LARGE OR COMPLICATED PROJECTS WITH A PRELIMINARY CONSTRUCTION SCHEDULE OF THE TYPE DESCRIBED IN THIS ARTICLE, EVEN IF PROJECT REQUIRES A CPM CONTRACTOR'S CONSTRUCTION SCHEDULE LATER. AIA DOCUMENT A201 DOES NOT REQUIRE SUBMITTAL OF A PRELIMINARY CONSTRUCTION SCHEDULE; HOWEVER, EJCDC DOCUMENT 1910-8 DOES REQUIRE A PRELIMINARY CONSTRUCTION SCHEDULE. DELETE THIS REQUIREMENT ON SMALL PROJECTS WHERE TIME IS NOT CRITICAL. Critical Path Method (CPM): A method of planning and scheduling a construction project where activities are arranged based on activity relationships and network calculations determine when activities can be performed and the critical path of the Project. Critical Path: The longest continuous chain of activities through the network schedule that establishes the minimum overall project duration. Network Diagram: A graphic diagram of a network schedule, showing the activities and activity relationships. Activity: A discrete part of a project that can be identified for planning, scheduling, monitoring, and controlling the construction project. Activities included in a construction schedule consume time and resources. Critical activities are activities on the critical path. Predecessor activity is an activity that must be completed before a given activity can be started. seq level3 \h \r0 Event: An event is the starting or ending point of an activity. Milestone: A key or critical point in time for reference or measurement. RETAIN DEFINITIONS BELOW FOR MOST PROJECTS. DESIGNATING OWNERSHIP OF FLOAT TIME CAN SAVE ARGUMENTS LATER. Float is the measure of leeway in activity performance. Accumulative float time belongs to the University. Free float is the amount of time an activity can be delayed without adversely affecting the early start of the following activity. Total float is the measure of leeway in starting or completing an activity without adversely affecting the planned project completion date. seq level2 \h \r0 seq level3 \h \r0 QUALITY ASSURANCE RETAIN PARA BELOW WHERE THE WORK WILL BE CONDUCTED UNDER A SINGLE PRIME CONTRACT. DELETE FOR MULTIPLE PRIME CONTRACTS. REVISE IF THE OWNER WANTS TO RETAIN AN INDEPENDENT CONSULTANT. The Contractor's Consultant: Retain a consultant to provide planning, evaluating, and reporting by CPM scheduling. DELETE PARA ABOVE AND RETAIN PARA BELOW WHERE THE WORK WILL BE CONDUCTED UNDER MULTIPLE PRIME CONTRACTS. REVISE TO SUIT PROJECT. The Consultant shall be a recognized specialist, acceptable to the University, who is an expert in CPM scheduling and reporting. The Consultant shall have computer facilities that are capable of delivering detailed network diagrams within forty eight (48) hours of request. In-House Option: The University may waive the requirement to retain a consultant if the Contractor can demonstrate that: DELETE SUBPARA BELOW IF BIDDERS ARE NOT QUALIFIED CPM OPERATORS OR WOULD NOT BE ACCEPTABLE AS OPERATORS IF QUALIFIED. DELETE IF THE OWNER WANTS TO RETAIN AN INDEPENDENT CONSULTANT. REVIEW THESE OPTIONS WITH THE OWNER. INDEPENDENT CONSULTANTS SHOULD BE IMPARTIAL IN THE CASE OF SEPARATE PRIME CONTRACTORS. SEE EVALUATIONS FOR ADDITIONAL DISCUSSION. The Contractor has the computer equipment required to produce CPM network diagrams. The Contractor employs skilled personnel with experience in CPM scheduling and reporting techniques. DELETE SUBPARA BELOW IF THE OWNER DOES NOT WANT THE ARCHITECT INVOLVED IN CPM SCHEDULING OR REVISE AND INSERT A SPECIFIC COMPUTER PROGRAM AND HARDWARE CONFIGURATION. PROGRAMS ARE AVAILABLE COMMERCIALLY, THROUGH PROFESSIONAL AND SCIENTIFIC ORGANIZATIONS, TIME-SHARING SERVICES, EQUIPMENT MFRS, UNIVERSITIES, AND SIMILAR ORGANIZATIONS. Program: Use a computer software program for network analysis that has been developed specifically to manage CPM construction schedules and is acceptable to the University. Standards: Comply with procedures contained in AGC's "Construction Planning & Scheduling."DELETE ARTICLE BELOW IF A PRELIMINARY BAR-CHART SCHEDULE SPECIFIED IN DIVISION1 SECTION "SCHEDULES AND REPORTS" IS RETAINED. RELIMINARY NETWORK DIAGRAM PROJECTS USING CPM TECHNIQUES SHOULD BEGIN WITH A PRELIMINARY NETWORK DIAGRAM OF THE TYPE DESCRIBED BELOW OR THE PRELIMINARY BAR-CHART SCHEDULE SPECIFIED IN DIVISION1 SECTION "SCHEDULES AND REPORTS." REVISE TIMES GIVEN IN PARA BELOW TO SUIT PROJECT. Preliminary Network Diagram: Submit a preliminary network diagram within fourteen (14) days of the Notice to Proceed. The preliminary network diagram shall outline activities for the first sixty (60) days of construction. Include a skeleton diagram for the remainder of the Work with the preliminary diagram. Include each significant construction activity. Coordinate each activity in the network with other activities. Schedule each construction activity in proper sequence. Indicate completion of the Work on the date established for Substantial Completion, unless the University agrees otherwise. seq level3 \h \r0 Cash Requirement Prediction: With submittal of the preliminary network diagram, include a preliminary cash requirement prediction based on indicated activities. Distribution: Distribute the preliminary network diagram to parties involved in construction activities that are scheduled early, including the University and the University. seq level2 \h \r0 CPM SCHEDULE REVISE PARA BELOW TO SUIT PROJECT. Prepare the Contractor's Construction Schedule using the network analysis diagram system known as the critical path method (CPM). Follow procedures outlined in AGC's "Construction Planning & Scheduling." Proceed with preparation of the network diagram immediately following Notice to Proceed. REVISE THE 60-DAY PERIOD BELOW TO SUIT PROJECT. Follow the steps necessary to complete development of the network diagram in sufficient time to submit the CPM Schedule so it can be accepted for use no later than sixty (60) days after commencement of the Work. Conduct educational workshops to train and inform key project personnel, including subcontractors' personnel, in proper methods of providing data and using CPM schedule information. Establish procedures for monitoring and updating the CPM Schedule and for reporting progress. Coordinate procedures with progress meeting and payment request dates. Use "one working day" as the unit of time. REVISE THE PROCEDURES BELOW AS NECESSARY TO SUIT PROJECT. seq level3 \h \r0 CPM Schedule Preparation: Prepare a list of all activities involved in the Project. Include a list of activities required to complete the Work. No single activity shall exceed fifteen (15) work days. Provide the best data available for generation of the network diagram and the CPM Schedule. Indicate the estimated time duration, sequence requirements, and relationship of each activity in relation to other activities. Indicate estimated times for the following activities to be performed:ADD ACTIVITIES TO LIST BELOW AS NECESSARY TO SUIT PROJECT. Preparation and processing of submittals. Purchase of materials. Delivery. Fabrication. Installation.REVISE SAMPLE SUBPARA BELOW TO SUIT PROJECT. seq level4 \h \r0 Treat each story or separate area as a separate numbered activity for principal elements of the Work. Using the preliminary network diagram, prepare a skeleton network to identify probable critical paths. seq level3 \h \r0 Processing: Enter prepared data on the processing system. Process data to produce output data or a computer-drawn, time-scaled network. Revise data, reorganize activity sequences, and reproduce as often as necessary to produce the CPM Schedule within the limitations of Contract Time. Format: Display the full network on a single sheet of stable transparency, or other reproducible media, of sufficient width to show data clearly for the entire construction period. Mark the critical path. Locate the critical path near the center of the network; locate paths with the most float near the edges. Subnetworks on separate sheets are permissible for activities clearly off the critical path. seq level3 \h \r0 Initial Issue: Prepare the initial issue of the CPM Schedule network diagram from a listing of straight "early start-total float" sort. Identify critical activities. Prepare tabulated reports to show the following: The Contractor or subcontractor and Work or activity. Description of the activity. Principal events of that activity. Immediate preceding and succeeding activities. Early and late start dates. Early and late finish dates. Activity duration in working days (maximum limit is fifteen (15) work days for construction activity). Total float or slack time. Average size of workforce. Dollar value of activity (coordinated with the Schedule of Values). seq level3 \h \r0 Value Summaries: Prepare two (2) cumulative value listings, sorted by finish dates. In first listing, tabulate the following: Activity number. Early finish date. Dollar value. Cumulative dollar value. In second listing, tabulate the following: Activity number. Late finish date. Dollar value. Cumulative value. seq level4 \h \r0 In subsequent issues of both listings, substitute actual finish dates for activities completed as of listing date. seq level3 \h \r0 Prepare listing for ease of comparison with payment requests; coordinate timing with progress meetings. In both value summary listings, tabulate "actual percent complete," and "cumulative value completed" with total at bottom. Submit value summary printouts following each regularly scheduled progress meeting. BELOW AUTOMATICALLY RESULTS IN MONTHLY, BIWEEKLY, OR OTHER REPORTING FREQUENCY, DEPENDING ON THE DESIRED FREQUENCY OF PROGRESS MEETINGS. CPM SUBMITTALS Submittal and Distribution: Submit three (3) copies of the initial issue of the tabulations and network to the University for acceptance. When authorized, distribute copies to the separate contractors, subcontractors and suppliers or fabricators, and others identified by the Contractor with a need-to-know schedule responsibility. Post copies in the Project meeting rooms and temporary field offices. When revisions are made, distribute updated schedules to the same parties and post in the same locations. Delete parties from distribution when they have completed their assigned portion of the Work and are no longer involved in performance of construction activities. Submit copies of each computer-produced report to the University. seq level3 \h \r0 Schedule Updating: Revise the schedule immediately after each meeting or other activity, where revisions have been recognized or made. Issue the updated schedule at each project meeting and submit with application for payment. Requests for payment will not be made without an updated CPM schedule. seq level2 \h \r0 seq level3 \h \r0 seq level2 \h \r0 SUBMITTAL SCHEDULE RETAIN THIS ARTICLE. REQUIREMENT FOR A SUBMITTAL SCHEDULE WAS ADDED TO THE 1987 EDITION OF AIA DOCUMENT A201. COORDINATE ARTICLE WITH "SUBMITTAL PROCEDURES" ARTICLE. REVISE AS NECESSARY FOR PROJECTS CONSTRUCTED UNDER MULTIPLE PRIME CONTRACTS OR TO SUIT OTHER PROJECT REQUIREMENTS. IF A SUBMITTAL REVIEW SEQUENCE POLICY GOVERNS SUBMITTALS, INSERT SPECIFIC REQUIREMENTS. SEE DISCUSSION IN EVALUATIONS ON SUBMITTAL REVIEW SEQUENCE POLICIES. REVISE PERIOD BELOW TO SUIT PROJECT. CONSIDER REQUIRING SUBMITTAL CONCURRENTLY WITH CONTRACTOR'S CONSTRUCTION SCHEDULE. After development and acceptance of the Contractor's CPM Schedule, prepare a complete schedule of submittals. Submit the schedule within ten (10) days of the date required for submittal of the Contractor's CPM Schedule. REVISE SUBPARA BELOW TO SUIT PROJECT. Coordinate Submittal Schedule with the list of subcontracts, Schedule of Values and the list of products as well as the Contractor's Construction Schedule. seq level3 \h \r0 Prepare the schedule in chronological order. Provide the following information: IF CIRCUMSTANCES WARRANT, REVISE LIST BELOW. ADD INFORMATION, SUCH AS SCHEDULED DATES FOR PURCHASING AND INSTALLATION AND THE ACTIVITY OR EVENT NUMBER, IF A CPM CONSTRUCTION SCHEDULE IS USED. Scheduled date for the first submittal. Related Section number. Submittal category. Name of the subcontractor. Description of the part of the Work covered. Latest scheduled date for the Universitys review/approval. seq level3 \h \r0 Distribution: Upon final approval of the University, print and distribute copies to the University, University, subcontractors, and other parties required to comply with submittal dates indicated. Post copies in the Project meeting room and temporary field office. When revisions are made, distribute to the same parties and post in the same locations. Delete parties from distribution when they have completed their assigned part of the Work and are no longer involved in construction activities. seq level3 \h \r0 Schedule Updating: Revise the schedule after each meeting or other activity where revisions have been recognized or made. Issue the updated schedule concurrently with the report of each meeting. seq level2 \h \r0 SCHEDULE OF INSPECTIONS AND TESTS RETAIN THIS ARTICLE IF TESTING BY INDEPENDENT AGENCIES IS EXTENSIVE AND JOB PROGRESS MIGHT BE HINDERED IF TESTING IS NOT CAREFULLY MANAGED. REVISE AS NECESSARY FOR PROJECTS CONSTRUCTED UNDER MULTIPLE PRIME CONTRACTS. REVISE THE 30-DAY PERIOD BELOW IF NECESSARY TO SUIT PROJECT. CONSIDER REQUIRING SUBMITTAL CONCURRENTLY WITH CONTRACTOR'S CONSTRUCTION SCHEDULE. Prepare a schedule of inspections, tests, and similar services required by the Contract Documents. Submit the schedule within thirty (30) days of the date established for commencement of the Work. Form: The schedule shall be in tabular form and shall include, but not be limited to, the following: REVISE LIST BELOW TO SUIT PROJECT. Specification Section number. Description of the test. Identification of applicable standards. Identification of test methods. Number of tests required. Time schedule or time span for tests. Entity responsible for performing tests. Requirements for taking samples. Unique characteristics of each service. Distribution: Distribute the schedule to the University, and each party involved in performance of portions of the Work where inspections and tests are required. Schedule Updating: Revise the schedule after each meeting or other activity where revisions have been recognized or made. Issue the updated schedule concurrently with the report of each meeting. UNIT-PRICE SCHEDULE RETAIN THIS ARTICLE ONLY WHEN THERE ARE SEVERAL UNIT PRICES. DELETE IF THERE ARE NONE, OR ONLY A FEW UNIT PRICES, AND THESE REQUIREMENTS WOULD BE EXCESSIVE. REVISE AS NECESSARY FOR PROJECTS CONSTRUCTED UNDER MULTIPLE PRIME CONTRACTS. REVISE THE 15-DAY PERIOD BELOW IF NECESSARY TO SUIT PROJECT. CONSIDER REQUIRING SUBMITTAL CONCURRENTLY WITH CONTRACTOR'S CONSTRUCTION SCHEDULE. Within fifteen (15) days of the date established for commencement of the Work, prepare and submit a unit-price schedule established in the Agreement. Refer to Division 01 Section "Unit Prices" for a listing of categories of Work where unit prices are required. Refer to individual Specification Sections for portions of the Work that require establishment of unit prices. Methods of measurement and pricing are specified. seq level3 \h \r0 Prepare the schedule in tabular form, including the following items: REVISE LIST BELOW TO SUIT PROJECT. Name of the part of the Work. Related Specification Section. Name of subcontractor assigned. Unit of measurement. Price per unit. Indicate whether established add prices are different from deduct prices. Distribution: Distribute schedule to the University, University, and each party involved in performance Work where established unit prices could come into force and effect.DEPENDING ON PROJECT COMPLEXITY, OTHER SCHEDULES AND LISTS MAY BE REQUIRED. THEY SHOULD BE INSERTED HERE AS ADDITIONAL ARTICLES. REPORTS MODIFY PARA BELOW IF CONSTRUCTION REPORTS ARE REQUIRED MORE OR LESS FREQUENTLY THAN WEEKLY. Daily Construction Reports: Prepare a daily construction report recording the following information concerning events at the site. Submit duplicate copies to the University at weekly intervals: DELETE ITEMS IN LIST BELOW IF NOT APPLICABLE IN CONSTRUCTION REPORTS. INSERT OTHERS AS REQUIRED. List of subcontractors at the site. List of separate contractors at the site. Approximate count of personnel at the site. High and low temperatures, general weather conditions. Accidents. Meetings and significant decisions. Unusual events (refer to special reports). Stoppages, delays, shortages, and losses. Meter readings and similar recordings. Emergency procedures. Orders and requests of governing authorities. Change Orders received, implemented. Services connected, disconnected. Equipment or system tests and startups. Partial Completions, occupancies. Substantial Completions authorized. TWO PARAS BELOW ARE EXAMPLES OF REPORTS THAT MIGHT PROVE USEFUL. DELETE IF PROJECT CIRCUMSTANCES WILL NOT JUSTIFY REQUIRING SUCH REPORTS. MODIFY AS NECESSARY. Material Location Reports: At weekly intervals, prepare a comprehensive list of materials delivered to and stored at the site. The list shall be cumulative, showing materials previously reported plus items recently delivered. Include with the list a statement of progress on and delivery dates for materials or items of equipment fabricated or stored away from the site. Submit copies of the list to the University at weekly intervals. SPECIAL REPORTS DELETE THIS ENTIRE ARTICLE ON PROJECTS WITH ONLY MINIMAL REQUIREMENTS. REVISE FOR PROJECTS CONSTRUCTED UNDER MULTIPLE PRIME CONTRACTS. General: Submit special reports directly to the University within one day of an occurrence. Submit a copy to other parties affected by the occurrence. Reporting Unusual Events: When an event of an unusual and significant nature occurs at the site, prepare and submit a special report. List the chain of events, persons participating, and responses by the Contractor's personnel, an evaluation of the results or effects and similar pertinent information. Advise the University in advance when such events are anticipated or predictable. RETAIN PARA BELOW FOR OWNERS THAT ARE UNUSUALLY SENSITIVE ABOUT PUBLIC RELATIONS. PART seq level0 \*arabic2seq level1 \h \r0 seq level2 \h \r0  PRODUCTS (Not Applicable) PART seq level0 \*arabic3 EXECUTION (Not Applicable) END OF SECTION 013110   챬, Baltimore Bressler Research Building Seventh Floor Renovation Project No: 10-357 95% Construction Document Submission Phase March 11, 2011   SCHEDULES AND REPORTS 013110 - page \* arabic1 K 8 ƯƃlVG;,G,h-hxB* OJQJphphxB* OJQJphph5M+hxB*OJQJph*h*h`1<5@CJOJQJ\^JaJ-hxhx5>*Cϴ^$5@Cϴ^1*.?5@Oϴ^-*1<5@CJOJQJ\^JaJ6jh*h`1<5@CJOJQJU\^JaJ-h*h`1<5<@CJOJQJ\^JaJ h*h`1<K T U   / 0   $ & F *$1$^a$gd_o$ & F*$1$^a$gd_o$ & F01$7$^`0a$gd_o $1$a$gdx $*$1$a$gd_o hp@ P !1$gd_o8 O 0 1 7 > B C D O P R S T Z [ m o   ǶǶǶǧqWqWqWqWqWqWqWqWqWqW3jh*h`1<5@CJOJQJU\^JaJ*h*h`1<5@CJOJQJ\^JaJh5M+hxB*OJQJph hxhx6B*OJQJphOhxhxB*OJQJphO h5M+hx>*B* OJQJphphne>*B* OJQJphphxB* OJQJphph-hxB* OJQJphph#u!hxB* OJQJphp!     /  j 24ʴ~jS?,?$h*h@CJOJQJ^JaJ'h*h`1<<@CJOJQJ^JaJ- *h*h`1<5@CJOJQJ\^JaJ'hneh`1<>*Cϴ'nn>*Cϴ*䴳ϴ$*1<@CJOJQJ^JaJ*h*h`1<5@CJOJQJ\^JaJ3jh*h`1<5@CJOJQJU\^JaJ5h*h?5@CJOJQJ\^JaJmHnHu 2 U j 24qrvx01$ & F*$1$^a$gd_o $*$1$a$gd_o$ & F01$7$^`0a$gd_o$*$1$^a$gd_o$ & F`*$1$``a$gd_o$ & F0*$1$^`0a$gd_o45GI[\rvxy01;H12DFXYk#$A ձ՞ձձձՎձ}k#hnehne>*CJOJQJ^JaJ h*h`1<CJOJQJ^JaJh*@CJOJQJ^JaJ$h*h@CJOJQJ^JaJ'h*h`1<<@CJOJQJ^JaJhne@CJOJQJ^JaJ$h*h`1<@CJOJQJ^JaJ-jh*h`1<@CJOJQJU^JaJ&11201  DH !$*$1$^a$gd_o$ & F 0*$1$`0a$gd_o$0*$1$^`0a$gd_o $*$1$a$gd_o$ & F *$1$^a$gd_o!01k#$-.$ & F *$1$^a$gd_o71$gd_o$0*$1$^`0a$gd_o$ & F*$1$^a$gd_o$ & F01$7$^`0a$gd_o $*$1$a$gd_o$ & F 0*$1$`0a$gd_o-.? !ʹo[oooHoo8h*@CJOJQJ^JaJ$h*h~@CJOJQJ^JaJ'h*h,G<@CJOJQJ^JaJ$h*h`1<@CJOJQJ^JaJ'h*h`1<<@CJOJQJ^JaJ$h*h,G@CJOJQJ^JaJhx@CJOJQJ^JaJ h*h,GCJOJQJ^JaJ h*h`1<CJOJQJ^JaJ#hnehne>*䴳ϴ#n1<>*CJOJQJ^JaJ\ "$ & F*$1$^a$gd_o$ & F01$7$^`0a$gd_o $*$1$a$gd_o$ & F*$1$^a$gd_o$ & F *$1$^a$gd_o$*$1$^a$gd_o$ & F *$1$a$gd_o ! ! !t!{!}!~!!!!";"["z"/#0#B#C#`#$$$$$$>%%&1&&&&&&&(7((((((())))*"+++++++'*1<<@CJOJQJ^JaJ-jh*h`1<@CJOJQJU^JaJhne@CJOJQJ^JaJ- *h*h`1<5@CJOJQJ\^JaJh*@CJOJQJ^JaJ$h*h`1<@CJOJQJ^JaJ6 " "".#/###$$$$$%%&1&#''($ & F*$1$a$gd_o$ & F*$1$^a$gd_o$ & F01$7$^`0a$gd_o$ & F*$1$^a$gd_o$ & F*$1$a$gd_o $*$1$a$gd_o((( *!**"+#+M+d+n+{+++0,,,--..$ & F*$1$`a$gd_o$ & F*$1$a$gd_o$ & F*$1$^a$gd_o $*$1$a$gd_o+,,,,,,--c/d/v/w/d1m1o1p122%2&2?2E2F2G222_3`3r3s3333341555555778888-9L99999:::hne@CJOJQJ^JaJ'h*h`1<<@CJOJQJ^JaJ$h*h4 @CJOJQJ^JaJh*@CJOJQJ^JaJ-jh*h`1<@CJOJQJU^JaJ$h*h`1<@CJOJQJ^JaJ8./b/c/Q0R0000010111122{2|22$ & F*$1$a$gd_o$ & F*$1$a$gd_o$ & F*$1$^a$gd_o $*$1$a$gd_o$ & F*$1$a$gd_o222223-3?3M3_33b4415555$ & F01$7$^`0a$gd_o$p`*$1$^p``a$gd_o$ & Fp0*$1$^p`0a$gd_o$ & F*$1$`a$gd_o$ & F*$1$a$gd_o$ & F*$1$`a$gd_o5577`7m88899@:;t<u<Q=w=x=>$ & F*$1$a$gd_o$ & F*$1$^a$gd_o$ & F01$7$^`0a$gd_o$ & F *$1$a$gd_o$ & F*$1$^a$gd_o $*$1$a$gd_o::,:-:@:t<<<<===Q=w=>>(>)>z>;?@@(@)@BB1B2BEBBBBB C C-C]C^CDE-EHEPERESEEFLGձաաձՊաաա- *h*h`1<5@CJOJQJ\^JaJh*@CJOJQJ^JaJhne@CJOJQJ^JaJ'h*h`1<<@CJOJQJ^JaJ$h*h`1<@CJOJQJ^JaJ-jh*h`1<@CJOJQJU^JaJ/>>z>;?*Cϴ'nn>*Cϴ'*1<<@CJOJQJ^JaJ- *h*h`1<5@CJOJQJ\^JaJhne@CJOJQJ^JaJ$h*h`1<@CJOJQJ^JaJ$h*h;6>@CJOJQJ^JaJGGHHHIvJwJ KK}KL LyLw$`*$1$^``a$gd_o$ & F#*$1$a$gd_o$*$1$^a$gd_o$ & F"*$1$^a$gd_o $*$1$a$gd_o$ & F01$7$^`0a$gd_o$ & F *$1$^a$gd_o$0*$1$^`0a$gd_o yLLLLLLMMiMjMNNNNNO$ & F&*$1$^a$gd_o$ & F01$7$^`0a$gd_o$ & F"*$1$^a$gd_o$ & F%`*$1$``a$gd_o$ & F$ *$1$^a$gd_o $*$1$a$gd_oOOO&PJPtPPPPQ1Q[QQQQQ R$ & F)F*$1$^F`a$gd_o$ & F) 0*$1$^`0a$gd_o$ & F)0*$1$^`0a$gd_o$ & F(*$1$a$gd_o $*$1$a$gd_o$ & F' *$1$^a$gd_oOO&P{RS~SSSTTmUVVVVVWWWWWWWWWWXx^x^C^x5h*h?5@CJOJQJ\^JaJmHnHu3jh*h`1<5@CJOJQJU\^JaJ*h*h`1<5@CJOJQJ\^JaJ'hxh >*@CJOJQJ^JaJ'hxhx>*@CJOJQJ^JaJ$h*h @CJOJQJ^JaJhne@CJOJQJ^JaJ'h*h`1<<@CJOJQJ^JaJ$h*h`1<@CJOJQJ^JaJ R5RWR{RSSTTTTmUVVWW{$*$1$^a$gd_o$ & F+*$1$^a$gd_o$ & F* *$1$^a$gd_o$ & F01$7$^`0a$gd_o$ & F' *$1$^a$gd_o $*$1$a$gd_o$ & F)0*$1$^`0a$gd_oWWW@XAX{X|X}XXXXXXXXXXXXXYPY - !$gd`1<-gd`1<dgdO0 $*$1$a$gd_o $*$1$a$gd_o$ & F+*$1$^a$gd_oXX"X#X$X%X.X/XAXFXGXZX[X\X]X^X`XiXjX|X}XXXXXϼϬ~ϼϬkkWC'hxhx>*Cϴ'_>*Cϴ$*_Cϴ5*?5@Cϴ^Ա$*1<@CJOJQJ^JaJhx@CJOJQJ^JaJ$hne5@CJOJQJ\^JaJ*h*h`1<5@CJOJQJ\^JaJ3jh*h`1<5@CJOJQJU\^JaJXXXXXXXXXXXXXXXXX YYY)Y> 0 Footnote TextCJaJP/P 0Footnote Text CharCJOJQJ^JaJD& D 0Footnote ReferenceH*^J</< 0SI CJOJQJ^JaJmH sH tHNN 0TOC 1) $ 0*$]^`0JJ 0TOC 2% $ 0*$]^`0JJ 0TOC 3%! $ p0*$]^p`0JJ 0TOC 4%" $ @ 0*$]^@ `0JJ 0TOC 5%# $ 0*$]^`0BB 0TOC 6$ $0*$^`0:: 0TOC 7%0*$^`0BB 0TOC 8& $0*$^`0BB 0TOC 9' $ 0*$^`0N N 0Index 1%( $ `*$]^``N N 0Index 2%) $ 0*$]^`0>.> 0 TOA Heading * $*$2"2 0Caption+CJaJ:/: 0_Equation Caption4@4 .0Header - !B/B -0 Header CharCJOJQJ^JaJ4 4 00Footer / !B/B /0 Footer CharCJOJQJ^JaJvBv 20 Body Text:1$ ,hp@ P !*$a$<@CJaJH/!H 10Body Text CharCJOJQJ^JaJP2 40 Body Text 2J3$ ,hp@ P !h*$^h`a$ @CJaJL/AL 30Body Text 2 CharCJOJQJ^JaJHRH 6`1<0 Balloon Text5CJOJQJ^JaJN/aN 5`1<0Balloon Text CharCJOJQJ^JaJ@@r@ ,G List Paragraph 7^PK![Content_Types].xmlN0EH-J@%ǎǢ|ș$زULTB l,3;rØJB+$G]7O٭Vc:E3v@P~Ds |w< Q 8  4 !+:LGOXXpYY-/0257:>AEHIK 1! 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