CSU Job Order Contracting Resource Library

Developed in coordination with the Chancellor’s Office, CSU and Gordian began their partnership in 1999 to deliver a single-bid process that delivers a fast, flexible and cost effective way for campuses to purchase critical construction services.

CSU campuses have executed upwards of $633,000,000 in project volume using the Job Order Contracting Program.

CSU JOC Map

Access CSU JOC training material and keep up with all the latest campus news across the system.

For Contractors

Never Worked with CSU?

Never Worked with CSU?

Connect with one of our JOC team experts who can guide you through the bidding process, job order process, proposal review process and answer any other questions you may have relating to working with JOC at CSU.

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Common Proposal Mistakes

Common Proposal Mistakes

Click below for more information on creating and revising price proposals, as well as how to avoid common mistakes made along the way.

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For Owners

CSU JOC Best Practice FAQs

Below is a listing of most commonly asked questions along with how to best address them by the Chancellors Office. This is not the supersede the General Conditions but rather to supplement.
  • The Notice to Proceed for a JOC project must be effective prior to the JOC MEA contract expiration date, and work must commence prior to the JOC MEA contract expiration date.
  • Supplemental job orders for projects started per the above may be written after the JOC MEA contract expiration date, but only as required to complete the original scope of work.
  • The contractor is required to meet their DVBE obligation over their contract period/amount. However, early in the contract, the contractor should not fall behind on early job orders with the intent to make it up on later job orders.
  • If a contractor has met their DVBE obligation on the full contract value before reaching the end of the contract amount, no DVBE obligations need to be provided on remaining job orders.
  • Contractors who do not meet their DVBE requirement may be assessed a penalty. If contractors bid above the 3% minimum and received a bid advantage, they can be assessed a penalty based on the value of their bid credit. As regional contracts are managed out of the Chancellor’s Office, any penalties assessed will be handled through CO CM. No campus penalties will be assessed.
  • When any life or structures are at threat, the project may be considered an Immediate Response project.
  • If the project is a JOC project, and not a new construction, A&E design work is permitted to be procured via JOC. Any A&E work must accompany a corresponding job order.
  • Though the University has the option of deciding how they will select the contractor, the University does not have the option to allow multiple contractors under a single job order for secondary competition. Either candidate is to be selected at the campus’s discretion to be the point of contact for the related job order, so long as there are no extenuating circumstances impeding them from proceeding with the job order (i.e. ability to perform, timeliness, quality of work, pricing, etc.).
  • Introducing a secondary level of competition among contractors that have already been awarded a contract is both inconsistent with the requirements for CSU and significantly reduces the benefits of JOC. Secondary competition adds significant time between project identification and construction. Additionally, lump sum bids without detailed line-item pricing increase the likelihood of change orders and associated delays during the project, further delaying construction.
  • The University may issue a single solicitation for bid in which the University states it will award a single Job Order Contract to each of a specified number of contractors. In this case, the University may award an individual job order to any of the selected contractors. Selection of the contractor and award of the job order will be in compliance with established University procedures and based on one or more of the following criteria, in no order of priority:
    • 1. Rotational selection among all contractors, unless otherwise determined by the University
    • 2. Evaluation of past and current performance on job orders of a similar nature and type of work, project size, construction management challenges, schedule performance, design management requirements, etc.
    • 3. Balancing of work load (job order dollar volume and construction backlog) among contractors.
    • 4. Management of job order dollar volume within bonding limitations of the contractor.
    • 5. Price, as it relates to the bid factor and as is in the best interest of the University.
    • 6. Contractor’s responsiveness to the University on job orders.
    • 7. Other appropriate criteria as deemed in the best interest of the University.
  • A Detailed scope of work sets a thorough account of the activities the contractor must perform. It is performed jointly with the contractor to establish the project’s scale, location and description of the work to be completed and relevant details such as the paint color to be used, type of material desired, the strength of the concrete required and so on.
  • The Minor Cap Limit for projects is $752, which includes the job order, supplementals and all soft costs.
  • Bid Bonds guarantee that if a contractor bids on a project and is awarded the contract, they will follow through and sign the contract.
  • A Performance Bond is issued to one party of a contract as a guarantee against the failure of the other party to meet obligations specified in the contract.

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