MANAGEMENT MANAGEMENT
CONTRACTORS – THE DO’S AND DON’TS
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ustralian Turfgrass Management Journal canvassed Australian superintendents and turf managers to get their thoughts on the do’s and don’ts and important considerations when it comes to appointing contractors to undertake course improvement works.
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DO’S
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Stipulate hold points in the project to do internal checks and auditing of the contractor’s work
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Don’t go for the cheapest option. Taking the lowest quote initially saves money but it generally always costs much more in the long-term
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Do your research. Background checks, references, sight their equipment/condition and whether it is right for the job. Make sure they have all the correct licenses, insurances and tickets to complete the work. Try to use companies you have dealt with before, or those who may be recommended to you by others. Speak to other superintendents who have undertaken similar projects and/or have used the same contractor that you are thinking of engaging. Contractors will only give you reference contacts of those people they know have had a positive experience. Be very clear and precise on the scope of works. Ensure you are happy with the specifications around the work(s) prior to these being submitted for pricing. You can never ask for too many clarifications. Ensure you have all the information you need to make a sound decision and or recommendation to your board/management. Do some maths yourself. Work out what it should cost to complete the work – you may end up being able to justify another employee and some machinery rather than engaging a contractor. Make sure the project manager, tender panel for the work has a background in the task to be completed. Don’t let a construction engineer be in charge of building an oval – it won’t work. Always, add an extra 15 per cent on the contractor’s final tender. In other words, cost the work correctly and then allow for incidentals. Overspends create tensions between contractor/ superintendent/committees. You will always be given a credit from your club if you complete work on budget. Make sure you are comfortable with the price. Agree to a realistic time frame and always have weekly updates on progress; you can make up ground early on, very hard to do so later. Inductions are a must – safety and environmental.
AUSTRALIAN TURFGRASS MANAGEMENT 19.3
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Once the contractor is on site, the relationship is essential. Conflict should be avoided at all cost, with diplomacy at all times. One can influence from the inside, not the outside. It is important to manage emotions. Allocate one of your staff to oversee/monitor the works on behalf of the club. Stipulate hold points in the work to do internal checks and auditing of their work. Locate all underground pipework, power cables etc before excavation and check any below ground work before backfill. If there are services (pipe, electrical etc) going in the ground ensure these are surveyed as they are installed to help create accurate ‘as builts’. Depending on the size of the project, there may need to be a financial retainer held until practical completion is agreed, or the works are signed off by a building inspector or other relevant authority approving the works. Ensure there is a suitable defects liability period after the work has been completed. Ensure regular site meetings are in place if it’s a long project. Inform the club of the works via notice boards, website, newsletter, social media etc...
DON’TS l Don’t go for the cheapest option. If a price is too good to be true it probably is and should be removed from the tender process for this reason. Taking the lowest quote initially saves money but it generally always costs much more in the long-term. l Don’t employ your mates’ companies, it can get complicated. l Avoid short cuts – they always come back to haunt you. l Don’t have the supplier put the specification/ design together. Have the design done by a reputable and independent third party. l Don’t rush your decisions, do your homework. l Don’t be afraid to question what is happening on site. l Don’t assume your contractor/s know how to behave in your workplace. Set the ground rules early and enforce them where needed. OTHER CONSIDERATIONS l The contractor is there to make money as quickly and efficiently as possible; only a very small percentage are willing to take small bites of the cherry regularly and get repeat business based on the quality of their work. l Some days you will have to be a mongrel and butt heads with the contractor to get the best outcome for your club. l Staff changes with contractors during the course of a project can compromise work quality.