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and unstable rock slopes. This work was defined by 28 contract drawings and 20 specification sections.  The Oroville Emergency Recovery contract associated with the spillways (Specification No. 17-09) was advertised on March 31 and awarded to Kiewit Corporation on April 15 for a low-bid amount of $275 million. This was the main construction contract for completing the work identified to restore the spillway capacities in 2017 and 2018. The Contractor’s bid was based on a 30-percent design with 108 contract drawings and 47 specification sections. The purpose for awarding the contract without a completed design was to have a contractor on board to begin mobilization and preliminary work as soon as possible, even though the designs were not completed and the FCO Spillway chute was still being operated intermittently until its final closure on May 19. The contractor was given a Notice to Begin Work on April 20, with 75- percent designs provided on May 18, Final designs provided on June 21, and Revised Final designs provided on July 20. The major elements of work in this contract included:  Slope stabilization  Demolition of reinforced-concrete chute walls and slabs  Foundation excavation  Foundation cleanup  Dental and leveling concrete construction  RCC construction (FCO Spillway chute)  FCO Spillway chute drains construction  Structural reinforced-concrete construction  Chute slab anchors construction  Crest concrete wall construction (right side of Emergency Spillway)  RCC buttress and apron construction (Emergency Spillway)  Secant pile wall construction (Emergency Spillway) With the approaches described above, it was recognized that the original bid amount would likely increase, possibly by 50 to100 percent. A formal, facilitated partnering process was agreed to between DWR and the contractor (Kiewit Construction/Corporation) for the Spillways, Oroville Emergency Recovery contract, as called for in the contract specifications. Following the Award of the Contract, the Partnering Team developed and signed a Partnering Charter on April 24 that laid out project and partnering goals. The Partnering Team had bi-weekly Executive Partnering sessions and quarterly team meetings to help foster a cooperative relationship. Surveys of the Partnering Team members were conducted every two weeks in advance of the Executive Partnering sessions that helped provide a pulse for the project and facilitated information exchanges and issue resolutions. 75