PRECONSTRUCTION MEETING AGENDA

As distributed by:

AGC/Colorado

(303) 388-2422 Phone

(303) 388-0936 FAX

Table of Contents

Introduction and Outline of Meeting Agenda
Chapter 1 Review Subcontracts
Chapter 2 Jobsite Communication
Chapter 3 Construction Scheduling
Chapter 4 Shop Drawings/Delivery Dates
Chapter 5 Storage/Staging/Security
Chapter 6 Project Safety/Loss Control
Chapter 7 Inspections
Chapter 8 Payment Procedures

Chapter 9 Additional Work
Chapter 10 Project Close-Out

The AGC/C Subcontractor Relations Committee meets on a regular basis for the purpose of having a joint effort of both general contractors and subcontractors to promptly identify the real problems and issues within the construction industry and propose solutions to those problems. The Committee works toward improving communications and cooperation between the general contractor and subcontractor to resolve problems and conflicts. Through the Committee, there should be a better liaison between general contractors and subcontractors in matters of mutual interest within AGC/C, and fair and equitable solutions can be sought when there are misunderstandings between the members of the industry.

Since the Committee's inception close to ten years ago, a number of projects have been undertaken and completed by its members. More recent accomplishments include development of an AGC/C Scope Form, suggested procedures for Bid Day FAX use, model Lien/Claim Release Forms, and a General Contractor Performance Questionnaire. The Committee has also discussed such topics as security in lieu of retention, total quality management (TQM), manpower needs of the construction industry, and most recently, surveying AGC/C member firms as to what issues in today's construction industry cause the most concern between general contractors and subcontractors. This booklet regarding a Model Guideline for a Pre-construction Meeting Agenda is the latest task completed by the Committee.

One of the goals of the Committee is to promote greater communication and cooperation in the industry and to resolve conflicts and problems between general contractors and subcontractors. No doubt this goal is tested every single day on the job site. What role could the Committee play to lessen an adversarial relationship on the job? Rather than talk about industry issues in a meeting room, what tangible task could the Committee undertake to affect practical solutions to problems that may arise in the real world of the job site? The Committee believed the development of the Model Guideline for a Pre-construction Meeting Agenda was a tool to accomplish this task.

The Committee discussed the advantages and content of pre-construction meetings. Such meetings should promote planning which, in turn, fosters and promotes more communication, thereby, lessening the adversarial relationships on the job. The purpose of the model guidelines was to create a set of processes and practices to preplan and administrate a successful construction project.

Procedurally, the Committee initially reviewed an agenda utilized by Saunders Construction Inc. Drawing upon the experiences of the Committee members during this review, an agenda covering ten topics was established. Individual Committee members formed into subgroups to develop each of the ten agenda items into chapters. These chapters were then reviewed by the Committee members, revised, and now appear in their final form.

To aid in utilizing the booklet, below is a detailed outline of the contents of the Model Pre-construction Meeting Agenda. The Committee believed it would expedite the use of the booklet if its contents could be capsulized so construction firms would be able to immediately concentrate on reviewing specific areas where they may want to explore any possible additions or modifications to their current practices. Also, to make the booklet a more manageable product, the sample foms referenced in several places were included in appendices rather than lengthen individual chapters.

1. Review Subcontracts

2. Jobsite Communication

A. Develop a Project Organization Chart

B. Establish Project Meetings

C. Formal Correspondence

D. Informal Communication

E. Look At How Your Work Affects Others

F. Conclusion

3. Construction Scheduling

A. The Pre-Bid Schedule

B. The Master Schedule

C. Short-Term Schedules

4. Shop Drawings/Delivery Dates

A. Shop Drawings/Spec Data/Catalog Cuts/Samples

B. Submittal Process

5. Storage/Staging/Security

A. On-Site Storage and Staging

B. Off-Site Storage

C. Security

6. Project Safety/Loss Control

A. How Will Safety Be Managed

B. Identification of Safety Risks

C. Determine Special Safety Procedures

D. Drug & Alcohol Program

E. OSHA

F. Orientation

G. Hazard Communication

H. Emergencies

I. Posting

J. Sample Contractor Safety Program

K. Project Safety Plan

L. Sample Forms

7. Inspections

A. Establish Guidelines

B. Scheduling

C, Documentation

8. Payment Procedures

A. Schedule of Values

B. Execution of Contract

C. Insurance Requirements

D. AppVxcaf~)ns for Payment

E, Changes to Pay Application

F. Lien Waiver

G. Final Payment

9. Additional Work

A. Review of Formal Process at Pre-Construction Meeting

B. Timing of Pricing and Authorization of Changes

C. Documentation and Request Authorization

D. Time Impact of Changes to Original Baseline Schedule to Demonstrate any Acceleration or Delays

E. Pre-Establish Overhead & Profit Percentages

F. Establish a Format for Presenting Back-Up

G. Required Flow of Communications to Field When Authorization is Given

H. Minimal Changes

I. Pre-Establish Process for Back Charges

Project Close-Out

A, Final Contract and Change Orders

B. Documentation

C. Occupancy Permits

D. System Commissioning

E, Warranty Issues to be Considered at the Start of Your Project

A number of people have devoted hours of their valuable time compiling the information contained in this booklet. Listed below are the individuals who made a contribution to this effort:

Bob Allen APT Systems, Inc.
John Bosio Restoration Specialists, Inc.

Jim Bosshart Calcon Constructors, Inc.
Dave Denney Zimmerman Metals, Inc.
Dave Einfeldt M.A. Mortensou Company
Don Gendall PCL Construction Services, lnc.
Mike Haselden Haselden Construction, !nc.
Dennis Jakubowski AGC/C Staff
Brian Laartz Taylor Ball, Inc.
Les Law Metropolitan (;lass
Neil McLagan Hyder Construction, Inc.
Dan Meek Weitz-Cohen Construction Co.
Bruce Miller Denver Drywall Company
Kent Mills Hensel Phelps Construction Co.
Dave Morrill Concrete Frame Associates, Inc.
Ron Ondrak Haselden Construction, Inc.
Bob Parker Saunders Construction, Inc.
Bill Richardson Stresscon Corporation
Dennis Robinson Robinson Mechanical Company
Jack Sheppard Sauuders Construction, Inc.
Craig Tamminga J.G. Tamminga Construction Co., Inc.
Cliff Weiss Intermountain Electric, Inc.
Woodie Woodhouse Weitz-Cohen Construction Co.

In developing a guideline or checklist for a pre-construction meeting, there is a presumption the entire subcontract contract will be reviewed if all of the agenda items are followed.

However, in subcontract review, the following need to be emphasized:

1. Subcontractor needs to be familiar with the general contractor's subcontract agreement and any relative items from the owner's contract.

 

2. A list needs to be made available of second tier subcontractors and suppliers for each subcontractor for legal purposes, including but not limited to liens, claims, payment, etc.

 

3. Establish schedule of values.

 

4. Review of insurance/bond requirements.

5. Acceptance of alternates and coordination with other trades.

6. Plans and specifications.

7. Addenda and other documents.

8. Additional lists of documents required.

9. As-builts current on the job site.

 

For a project to succeed, good and concise policies must be implemented. Communication is one of the major facets that must be developed at the field level.

Establishing guidelines to help communication develop properly is the goal of the following outline.

1. Develop a Project Organization Chart

If the flow and chain of communication can be established, the possibility of completing concise communication increases.

A. The organizational chart should be established for all stages of management between companies.

B. Respect the flow of the organizational chart, from the stages of laborers to foremen, through the project managers to owners.

C. Within each level of the organizational chart, develop specific responsibilities and levels or authority.

2. Establish Project Meetings

Establishing concise, productive meetings can be a positive force for the project in lieu of a burden.

A. Set a time duration for the weekly meeting, and stay within in that time frame. Publish that time to all parties involved.

B. Establish a consistency between the subcontractors and the general contractor of what is unique on the project to discuss.

C. A weekly agenda should be set for each meeting. Once the subcontractors and general contractor see that the meeting is starting and moving quickly and concisely, and follows the agenda, most parties involved are willing to attend, and realize the usefulness of the meetings.

D. Establish with the subcontractor and general contractor who will attend each weekly meeting and if the party attending will be the spokesperson for the company. The subcontractor or general contractor should not have someone at the weekly meeting who cannot be a spokesperson and make decisions on the subcontractor's or general contractor's behalf.

E. Periodically review and critique the meeting with the group that is attending the meeting. Critique how the meeting is going. Are the meetings useful? Are issues being resolved in the meetings? Keep in mind that meetings are to review the past week's job performance, and to look out into the future for stumbling blocks that may hamper the job's performance. A meeting should not be used as a discussion session about issues that do not have facts related to them.

3. Formal Correspondence

Formal correspondence must exist on a project to track issues at hand and to document the project as it was constructed.

A. Formal correspondence should remain professional and should not bear the personality of the writer. Correspondence should not be a surprise to the receiver. In most cases, the receiver should have anticipated the correspondence, and had a conversation with the writer prior to receiving the correspondence. It is best not to have any surprises on a project.

B. All formal correspondence should start with good, trustworthy communication. Many times, with this type of communication, formal correspondence is minimized or is only used to recap a situation.

4. Informal Communication

Informal communication occurs on a daily basis whenever a discussion takes place between individuals. It is important each individual realizes they are a representative of their company and is on the project to perform a task for their company and ultimately for the project.

A. Be professional and keep personalities out of communication on the job site. Keep in mind that everyone is there for the good of the project.

B. Subcontractors and the general contractor should ask questions about situations that arise on the project. A continuous probing for input will result in a clear understanding of where the construction team is heading.

C.Honest communication is a must on every project. Communication, bad or good, needs to be honest. For contractors to plan ahead both their material and manpower, honest communication is the key.

D. Looking ahead and communication where you are going with your trade activity can alleviate conflicts, both on a micro and a macro level.

5. Look At How Your Work Affects Others

If a subcontractor and general contractor will periodically discuss how their work affects others, the frequency in which mistakes are made will decease. Many times the coordination between plans and specifications do not take into account how an activity affects another for constructability. Subcontractors and contractors need to take up this gap and discuss it amongst themselves. This discussion needs to happen on a macro level between systems, structural, mechanical, electrical, and all the way down to the micro level of how a subcontractor's daily activities affect their surrounding workers.

6. Conclusion

The difficulty in job site communication is keeping the communication lines open and free from distortion. This requires not only clear communication, but communication itself. Once communication breaks down or stops, the project is sure to fail.

Construction scheduling can be divided into three primary levels:

l. Pre-bid schedule.

2. Master schedule.

3. Short-term (rolling) schedule. The following is an analysis of each of the three primary levels of scheduling. Although not an exhaustive list, a review of this analysis will provide a guide or checklist to construction scheduling.

1. The Pre-Bid Schedule

A. Before a pre-bid schedule can be developed, the bid document parameters need to be reviewed. These include the time required to award and the notice to proceed date, the completion dates, weather days allowed, any owner-required phasing, and liquidated damages.

B. To develop the pre-bid schedule, many items must be evaluated. The preferred format is a simple bar chart with enough detail to be effective.

1. Any demolition and/or utility relocation should be reviewed.

2. Identify potential delay areas, i.e. environmental issues or weather delays.

3. Project access should be evaluated.

4. Rough quantity surveys should be established.

5. A sequencing/logistics analysis must be made and reviewed for logic errors.

6. Input from subcontractors should be solicited to determine the duration of their work, coordination issues, long lead items, submittals, manpower
requirements and availability, bid documents concerns, i.e. tight specified tolerances, and any proprietary information. Each subcontractor should determine the cost of accelerating their work. The pre-bid schedule should be issued to major subcontractors, in a timely manner, for review and feedback.

7. Contingency planning, including weather considerations and cost of acceleration, should be performed at this time.

2. The Master Schedule

A. The first step in developing the master schedule is to review the contract document parameters. These include the start date, major milestones, phasing constraints, early completion/occupancy requirements, completion dates, weather days, liquidated damages, required submittals and turnaround time, inspections, potential owner's
changes and procedures to process. A determination of the notification process for delays and varying site conditions should also be done. A review of the status of the drawings and procedures for processing RFI's is required.

B. Before the master schedule is developed, a review of the pre-bid schedule and pre-bid input from subcontractors should be made. You may want to distribute the pre-bid schedule to subcontractors and solicit additional input.

C. A preliminary meeting and brainstorming session may be held to generate information and ideas from critical subcontractors to raise concerns and issues. For larger projects, this could be done by specification divisions. The objective of this meeting is to identify long lead items, list coordination concerns, review any duration variances from the pre-bid schedule, address concerns with manpower requirements and availability, determine the cost of acceleration, and develop a list of items to review with the owner/architect which provide increased efficiency. All participants should identify key schedule issues (a minimum of one per subcontractor).

D. A draft of the master schedule is developed. Tire recommended format at this stage of development of the master schedule is the bar chart, with sufficient detail to be effective.

E. The master schedule draft should be distributed to and reviewed in detail by all subcontractors and major suppliers at the pre-construction meeting. Subcontractor/supplier input should be encouraged. A letter should be distributed, allowing two weeks for review and a commitment to the master schedule.

F. Sufficient time should be allocated for contingency planning. What is the policy for weather days -- Saturday makeup? What is the cost and feasibility of accelerating? What is our backup plan if the crane goes down, or if we lose temporary power?

G. Other issues which impact the master schedule include the following:

1. A strong commitment is required from all participants.
2. A schedule emphasis is needed throughout the project, not just at the front-end or back-end.
3. A proactive, not reactive, approach to problem solving should be stressed.
4. An honest assessment of delivery dates is important.
5. If a CPM schedule is used, some training may be required of subcontractor key personnel.
6. Supervisors on time-sensitive projects should be selected with schedule
   experience.
7. Scopes of work need to be clearly delineated and understood by all. Who is responsible for layout, hoisting, temporary power, trash removal, etc.?
8. Change orders should be processed timely, so as to not delay work.
9. Float should be managed.
10. Sufficient time should be allocated to complete punch list items.
11. The schedule is a critical component of the big picture; not the whole picture.

    3. Short-Term Schedules

    A. Short-term schedules should be between two weeks and three weeks long. They should be distributed and reviewed at the weekly project meetings. The project meetings will be most effective if the following guidelines are met:

    1. Time is important. The meetings should not last more than one hour.

    2. The weekly meeting minutes, including the short-term schedule, should be distributed timely (prior to the next meeting).

    3. For larger projects, the meetings may be staggered by construction divisions.

    4. An agenda should be established, i.e. old business, schedule, new business.

    5. Open, honest communication should be required from participants. This establishes credibility. Commitments need to be made and followed through.

    B. To develop the short-term schedule, the master schedule should be cross referenced and used as a guide. Long lead items need to be included. Key, critical items should be identified. Any required overtime must be planned. Although the short-term schedule should not be so detailed as to be burdensome, all major activities should be listed and critical activities highlighted.

In large part, the success of a construction project completed on schedule and at/or under budget, depends on effective shop drawing procedures with commitments to dates for delivery of products and equipment that integrates with the project master schedule.

1. Shop Drawings/Spec Data/Catalog Cuts/Samples

A. Discuss and understand the sequence of construction as it relates to the project schedule.

Which phase, portion or element of the project is critical, or has preference? Make sure your submittals are submitted in the same sequence that is critical to the schedule flow of construction. Request that the subcontractor(s) which have critical elements for the project such as structural steel, reinforcing steel, precast concrete, windows and curtain walls, doors, frames and hardware, HVAC, electrical and fire protection submit a schedule showing a sequence of their shop drawings, anticipated submittal dates and approval time required to comply with the schedule.

B. Discuss with the owner, architect and engineer the amount of time to be allocated for the submittal process. Have a specific time allotment established for the work activities listed in item A above which could ensure that approvals, fabrication and deliveries can be kept and met without delay to the project schedule. Most often this will mean that the "turn around" time that the architect and his engineers have for the approval process is less that what has been established by the specifications. however, if the submittals are properly interfaced in a priority to coincide with the schedule, the approval process will be based on "first things first" and will assist in the approval process.

C. Make sure the sample and color selection process axe not overlooked. Ensure that these submittals are not delayed by providing specific dates when approvals are required to meet fabrication requirements.

D. Bring to the discussion any special or unique submittals required which will take added time. Some of these submittals could be:

1. Fire sprinkler systems requiring approval by several agencies outside the
construction team.

2. Water and wind tests required of a fabricated mock-up for the project curtain wall system.

3. Fabrication of mock-ups.

E. Determine how questions which arise during the shop drawing preparation are to be handled. For structural, mechanical and electrical questions, it may be preferred and acceptable with the architect and engineer to have the subcontractors submit the questions directly to their respective consultant with copies to the architect and general contractor. This process must be approved by all parties. Respond in writing to the general contractor ASAP of any comments or adjustments made to the submittal which will have an impact of cost or schedule.

F. Be aware of work which interfaces with products and fabricated systems furnished and installed by one subcontractor but ties into work performed by other contractors.

Look for:

1.Compatibility of materials.

2.Tolerance of different products as they relate to expansion/contraction
and accepted industry tolerance standards.

2. Submittal Process

A. Be aware of time. Do not mail when the submittal can be delivered. Use UPS
overnight or Federal Express for critical items to be sent out of town, and request that the submittals be returned the same way.

B. When accepted by the construction team, have critical trade submittals sent directly to the consultant with transmittal letters (and copy of submittal when practical) to the general contractor and architect.

C. Be aware of the requirements established for the quantity of submittals needed by the architect/consultants, and the stamps, pre-review, etc.

D. Keep the shop drawing log current and submit once each week to the
owner/architect/engineers a copy of the log, highlighting the critical items. This will help to locate misplaced or "lost-in-mail" items plus, ensure that the design team is concentrating on the critical submittals.

Chapter 5
Storage/Staging/Security

At the pre-construction meeting, it is important for the general contractor and subcontractors to understand the objectives, issues and responsibilities regarding on-site storage and staging, off-site storage, and security.

1. On-Site Storage and Staging

There are several factors to be considered during the pre-construction phase of a project regarding on-site storage and staging. It is very important that an on-site storage and staging plan be developed with the following factors in mind:

A. The contract documents including the plans, specification, conditions, and owners contract should be thoroughly reviewed to determine the following.:

1. Insurance requirements for on-site storage.

2. Builders Risk property coverage provided by owner or contractor. What does this cover?

3. Owner required phasing.

4. Owner required access and/or occupancy.

5. Compensability of material and equipment stored on site.

6. Temporary offices required by owner and/or design team.

7. Responsibility for permits and fees for lane closures, easement usage, etc.

B. The construction site space plan should be developed with the following considerations:

1. Review with subcontractors to determine their needs.

2.If storage and staging areas are tight, research feasibility of available
property, preferably located near job site.

3. Review outside and inside storage.

4. The majority of construction sites do not have adequate storage and staging areas to satisfy everyone. The general contractor must develop a plan that is as fair to all parties as possible. The logic of this plan should be communicated to all suppliers and subcontractors. It may modify their price.

5. Traffic flow around the site should be reviewed to determine ingress/egress
locations.

6. Temporary/permanent power needs to be incorporated in this plan. Other
utilities, i.e., telephone, water, and gas may also be reviewed.

7.Soil conditions and drainage must be considered. Dewatering may be
required.

2. Off-Site Storage

It is important the subcontractor and the general contractor understand the project policy for off-site storage requirements and how it affects each party.

A. Is off-site storage policy covered in the contract and/or the project specification?

B. If off-site storage is acceptable and/or allowed, the following consideration must be reviewed:

1.Does the project specification allow for material to be paid for?

2. Is insurance required to cover off-site materials and ,what terms of insurance is required, and who is named?

3. Is a Bill of Lading required, and who is named on the Bill of Lading?
4. Is inspection and/or inventorying required, and by whom?

3. Security

Responsibilities for losses.

A. Identify and determine responsibilities of parties for losses will prepare all parties for situations as they arise:

1. Identify who shares the Builders Risk policy.

2. Identify what the deductible is on the Builders Risk policy, and who is
responsible for the deductible on insurance claims.

3.Request a copy of the Builders Risk policy to determine what is covered.

B. Site Considerations

As the nature of projects differ the needs for on-site security will differ and will be managed on a case-by-case basis. On-site security will strictly follow the requirements of the owner as set forth in the specifications, general conditions, and the pre-bid instructions. Keys to gates, offices, storage areas, buildings, mechanical and electrical rooms, etc., shall be provided to assigned personnel for official use only. Copies of keys shall not be made.

Access to the site shall be limited to work hours as directed by the general contractor.

All job site visitors must sign in at the general contractor's office. Non-employees
will not be permitted on the site or work areas.

Occupied Buildings

1.Access for work activities, deliveries, stocking, etc., will be limited to hours
as set forth in pre-bid instruction, or as required by the owner and/or general contractor.

2.Access for use of the elevators will be as approved by the owner and general
contractor.

General Conditions.

1. Each subcontractor shall be responsible to secure all material to prevent loss
or damage of any kind, including weather.

2. Storage areas, trailers, bins, etc., shall be approved by the general contractor.

3. Policies for identification or badges for all employees as required by the
owner or general contractor shall be strictly followed.

C. Precautions Against Theft/Vandalism.

Security for a construction project falls into two categories, external or vandalism/theft by persons not associated with the project, and internal vandalism/theft by on-site personnel.

The precautions taken for external vandalism can be divided further by items/systems the contractor will put in place to have a job secure whom the public and secondly by items/systems the owner will initiate to maintain a level of security for either military or highly confidential information.

When an owner does initiate a level of security on a project, the contractor/subcontractors need to be made aware of these requirements. Often security of this type will have an effect on productivity due to the delays of checking personnel and deliveries. While these issues may have been covered at a pre-bid meeting, it is necessary to go over them again at a pre-construction meeting, so that all members of the project team know to plan for any delays.

Precautions for standard projects vary form location to location and from various stages of the project. A high rise building being built downtown will most likely require a covered walkway and possibly a security guard for off work hour periods. Once the building is enclosed the level of security may be reduced, again depending on the area the project is located.

A remote project may or may not require less security. Typically on a remote project security becomes more of a concern once the finishes and glazing starts to go in.

The bottom line is that security is usually the contractor's responsibility and it is up to him/her to take whatever precautions are necessary.

Chapter 6
 
Project Safety/Loss Control

1. How Will Safety Be Managed

A safety management program or guideline should be agreed on between the subcontractors and the general contractor during the pre-construction meeting.

The most common choices to be made are:

A. Manage safety as a team (All contractors to be involved). A team of individuals from
each company should be assembled and meet regularly to work on safety issues that
arise or may arise.

B. Manage safety as individual companies. Subcontractors will manage their own
programs with the general contractor to oversee any joint problems between two or
more subcontractors.

C. Combine the two and have each contractor manage their own program and have a
team or individuals from each company assemble and meet regularly to control any
safety issues which have or may arise.

2. Identification of Safety Risks

A job site safety inspection system should be developed. The system will support the managed process. If the safety management process is done by a team, then identifying the risks should be done by a team and they should be advised by an independent safety professional (An ISP is a safety person whom all contractors agree on, and the safety professional can be a corporate safety person from any of the contractors.). If the management process is done on an individual basis, each contractor needs to be responsible or identifying safety risks on their own, in areas of exposure to them, and a reporting procedure should be established as to bring the issues to the general contractor, if needed.

3. Determine Special Safety Procedures

During the pre-construction meeting, it is very important to identify the potential safety risks inherent to that project. Using these identified risks as base data, special procedures can be established for accident prevention related to these specific risks.

This safety measure should be pursued using a two step process.

 

A. Establish specific procedures for the high risk area such as trenching and excavations, high work, scaffold and ladder work, high voltage electrical work.

B. Consult a check list of unusual circumstances that may be present at a given project.

1. Language problems, bilingual supervision.

2. Client co-habituating work areas.

3. Public in adjoining work areas.

4. Any other high risk areas or operations to be conducted such as blasting,
confined spaces, special chemical .it may advisable to conduct a site survey to help establish these risks.

When the potential risk areas are properly identified, the interested parties can make recommendations as to the best procedures for safe conduct. This step should conclude with an action plan to implement the procedures.

It is very important for the action plan to be communicated (the findings and procedures) to all affected parties, subcontractors and clients

4. I)rug & Alcohol Program

During the pre-job meeting it should be decided if a drug and alcohol program will be required. The contract with the owner may dictate that a drug and alcohol testing program will be instituted by the contractors. Details of how this program will be managed should be agreed upon by the contractors during the pre-job meeting.

How will tests be administered? Will it be pre-employment by individual contractors? Will it be pre-project, if so, will the same testing clinic be used by all contractors on the project?

What kind of action will be taken if drug or alcohol use is suspected on the project? Will the employee be allowed to continue to work on the project? If so, will the employee be required to submit to a drug test?

If an employee has a non-negative result on a drug or alcohol test, will they be allowed to seek treatment from a formal re-hab program? Will they have to submit to frequent testing?

Will random drug and alcohol testing be done on the job site?

 

5. OSHA

The prime contractor assumes responsibility for safety on the site as outlined under Multi-Employer Worksites. Subcontractors, regardless of tier, assume responsibility for their portion of the work on the project.

An OSHA inspection policy or procedure needs to be addressed, what is each contractors role when a compliance officer inspects the site.

6. Orientation

The objective of the safety orientation program is to provide all workers with consistent safety information, education and training sufficient for them to develop and acquire the knowledge and awareness to protect themselves and others from injury.

Each person must know and understand their job related activities, duties and responsibilities prior to commencement of work.

If any worker is in doubt concerning their safety roles or responsibilities, they should contact their respective first line supervisor for clarification before commencing or continuing any work related activities.

7. Hazard Communication

Each contractor must have a written hazard communications program which outlines each of the following:

Material Safety Data Sheets (MSDS) * Labels and other forms of warning

Employee information and training

Workplace labels must contain the following information.

Product name

Safe handling information

A reference to the Material Safety Data Sheets (MSDS)

 

8. Emergencies

Inherent in every construction project are hazards that may increase in all emergency situation. A carefully considered plan of response can reduce injuries and minimize damage.

The emergency response plan outlines the specific responsibilities of employees including:

Who to call
What to do
What to say

1. Posting

   The required posters need to be posted at each job site, The following is a list of some of the required posters:

   * OSHA poster

   * State Workers Compensation poster

   * State labor poster

   * Federal labor poster

   10.~ Sample Contractor Safety Program

   Introduction -The contractor guidelines provided herein are the standards that shall be met on all job sites.

   The extent of implementation may be adjusted somewhat to fit the specific requirements on the job, depending on the size and duration of the project and associated hazards. Contractors are required to administer their own safety program as outlined by the Occupational Safety and Health Administration.

   All subcontractors/trade contractors are expected to have a health and safety program which meets:

   Local government Occupational Health and Safety Act

   Hazardous Communication (HAZ COM) requirements.

   Local electrical code

   Client's safety program

   All subcontractors/trade contractor's efforts will be monitored for the effectiveness of their safety programs. Subcontractors/trade contractors will be required to become a part and comply with the project safety plan.

   Personal Protective Equipment - Subcontractor/trade contractors are responsible for verifying that their employees are provided with and use the appropriate approved personal protective equipment. The requirements must be outlined in detail during employee orientations if practical to do so.

   Accident/Incident Reporting -The subcontractor/trade contractor is required to make note at all accidents and incidents (near misses). An investigation is to be conducted by subcontractor/trade contractor supervisors for all accidents and incidents. The investigation report must be submitted to the project superintendent within twenty four hours of occurrence. Serious accidents will have a preliminary review within two hours of occurrence and a formal review within forty eight hours.

   Accident Statistics Reporting - If requested in writing, each subcontractor/trade contractor shall submit, on a monthly basis, a report detailing the following information:

   Employees on site per day

   Total person hours per week and to date

   Number of first aids per week and to date

   Number of medical aids per week and to date

   Number of work days lost per week and to date

   Number of incidents (near misses) per week and to date

   Audits and Inspections -Subcontractor/trade contractors shall monitor their work areas on a weekly basis to ensure compliance with safety regulations.

   Safety Orientation -All subcontractor/trade contractor personnel are trained and competent. It is recommended that subcontractor/trade site personnel attend a site specific safety orientation.

   Meetings - Subcontractor/trade contractor personnel shall attend or conduct thc following meetings.

   A. Weekly Tailgate Safety Meetings -Are to bc held a minimum of once per week, at
   a time agreed to with the project superintendent. Meeting minutes are to be
   submitted to the project superintendent on thc day of thc meeting.

   B. Project Safety Committee Meeting--Will include company supervisors,
   subcontractor/trade contractor supervisors, foremen and designated workers.
   Agenda discussions will include:

   * Safety performances over the past week and the nature of any incidents, and

   * Work planned the following week and any special safety concerns
   regarding the work

   The intent of the meetings is to discuss safety issues between workers and
   supervisors.

   Emergencies - Contractors shall inform their employees of the location and use of emergency equipment. Contractors shall inform their employees of the existing project procedures for first aid and emergency treatment,

   General - Contractors shall use their own regular systems of inspection to detect and correct hazardous conditions in their own work areas.

   Good housekeeping, including eliminating slipping and tripping hazards in walkways, are basic requirements for all jobs and shall be maintained at all times.

   Contractors shall confirm that every employee is equipped with personal protective equipment as required for their type of work.

   The subcontractor/trade contractors' work shall comply with all items contained in the guidelines. If non-compliance is observed, the subcontractors'/trade contractors' supervisors will be notified of violations and will rectify any unsafe acts and/or conditions. If corrective action is not taken within the specified time, a memorandum stating the "non-conformance" shall be issued to the subcontractor/trade contractor and all work which is not in compliance with applicable safety regulations/standards will be stopped until corrective action is implemented.

   No loss prevention activity can be truly effective without the sincere cooperation of each subcontractor/trade contractor performing work on the site. Each contractor shall actively promote safe working performance on the part of their employees. Site supervisors shall

   participate in such activities as safety meetings, safety inspections and safety incentive programs.

   11. Project Safety Plan

   Contractors should immediately develop a site specific safety plan to address the following items:

   Company Safety Policy Statement Responsibilities of All levels of Management Safety Orientation Inspection Procedures

   Emergency Procedures (Medical Treatment) Project Safety Committee Members and Meetings Accident/Incident Investigations Emergency Response Plan Contractors Safety Program Security

   Modified Duty Policy/Program

   Fire Protection

   Personal Protective Equipment

   Vehicle and Heavy Equipment Procedures Material Handling Fuel Storage

   Electrical Safety Fall Protection Excavations Policy/Program Ladders and Scaffolds Safety

   Unique Job Requirements or Hazards -Confined Space -Demolition -Asbestos -Utilities -Vermin Control

   Environmental Action Plan

    

   Chapter 7
   Inspections

   Timely testing and inspections, whether administered by the owner's independent testing agency or by local building inspectors, is a key factor to the successful completion of a project. Early communication is essential in regard to minimizing delays.

   Consider the following when discussing each trade's testing and inspection responsibilities:

   1. Establish Guidelines

   A. Identify specific project specification requirements and the amount of involvement required of the general contractor, subcontractor, and inspection agency.

   B. Who pays for inspections? Who pays for re-testing if work has been rejected?

   C. How will coordinating between those being tested and doing the testing be done? Document routing sequences and communication lines need to be established.

   2. Scheduling

   A. Each trade needs to be specific with regard to their own scheduling needs. Will the inspection agency be able to accommodate these timetables? Who will notify the inspection agency when the work is ready to inspect?

   B. If material tests are required, how much lead time is necessary before the material is needed for fabrication or construction?

   C. Where will inspections take place, the job site, a subcontractor' s shop, or at a testing laboratory? This may be important to know if there's already a demand for time at a facility other than the job site.

   3. Documentation

   A. What will be the procedure for ensuring that post-bid design document changes or shop drawing changes are communicated to those doing the inspections? This will help avoid inspecting the same thing twice.

   B. When tests or inspections are complete, how will notification to the general
   contractor or subcontractor be communicated to verify the work has been accepted?

   C. What reports are submitted and at what time during the job's progress? Who receives and gets copies of inspection reports? Are O&M manuals required?

   Chapter 8
   Payment Procedures

   The procedures for payment to subcontractors is outlined in the subcontract agreement and an understanding of the requirements for the payment procedures will help expedite the payment process. The AGC/ASA/ACEC Standard Form Construction Subcontract can be used as a resource to establish guidelines for the payment procedures.

   To help expedite and ensure timely processing and payment of the pay applications, the following procedures must be addressed:

   1. Schedule of Values

   A schedule of values must be submitted by the subcontractor showing in detail a breakdown of cost for each activity required to complete the scope of the subcontractor's work. The Schedule of Values is generally required 14 calendar days from the execution of the subcontract agreement and the sum of all costs or the activities of work is to equal the contract amount. The Schedule of Values should be prepared in a logical sequence of activities that can be easily verified by the subcontractor with material, equipment, and sub/subcontractor documentation.

   2. Execution of Contract

   The subcontract is to be executed as quickly as possible in order to avoid possible delays to the payment process. When there are issues that may delay the signing of the contract by any party, a meeting between the general contractor and the subcontractor can usually resolve these issues and expedite the execution of the subcontract. Do not delay, insure that the subcontract be issued and signed as soon as possible.

   3. Insurance Requirements

   All insurance requirements and certificates are to be processed and submitted as required by the contract/subcontract, and are to be renewed and updated for the duration of the project. The insurance requirements and the format of the insurance certificate should be reviewed at the pre-construction meeting to ensure questions and any special requirements are clarified.

   4. Applications for Payment

   Applications for payment are to be submitted at a predetermined time by the subcontractor to the general contractor, and from the general contractor to the architect/owner. At the pre-construction meeting, these dates should be discussed and made common knowledge so that delays in pay applications can be avoided. Also, thc dates when payments are to be made from the owner to the contractor, and the contractor to tire subcontractor should be defined The form and/or format of the payment application required by the general contractor and/or owner should be reviewed and given to the subcontractor for his use. As a minimum, the application for payment should show<

   A. Identification of owner, architect, general contractor, subcontractor and
   project.

   B. The date of pay application and the period covered by the payment

   C. The original contract amount, amount of change orders (current and previous)
   and the total adjusted contact amount.

   D. The total value of all work performed to date.

   E. The amount due to the subcontractor this pay period.

   F. The Schedule of Values attached showing the detailed cost breakdown with
   allocations for previous payments, payments due this period, and total work
   in place.

   G. Copies of invoices, certifications, and insurance certificates for payment of
   materials stored.

   H. Certified payrolls for those projects having this requirement.

   5. Changes to Pay Application

   In the event the subcontractor's pay application is changed by the general contractor, owner or architect, the subcontractor is to be notified by telephone or fax, giving the amount of change and the reasons for the changes. The subcontractor should be notified within 24 hours of knowledge of the changes.

   6. Lien Waiver

   At the times of payment, the subcontractor will be required to sign a lien waiver, the format of the lien waver should be reviewed at the pre-construction meeting, and any special requirements of the owner of general contractor should be discussed at this time. A sample lien release form as prepared by AGC can be used as a guide (See samples in Appendix B, pages 47 through 49).

   7. Final Payment

   The amount of retention to be held by the owner should be outlined, as well as to when and
   to what extent the retained amounts can be released. Also, the elements of work which are required for final payment should be reviewed at the pre-construction meeting. Some of the items required for final payment should be:

   A. All certificates required by governmental agencies.

   B. Completion of punch list items.

   C. Warranties.

   D. Operation and Maintenance Manuals.

   E. As-built drawings.

   F. Final lien release and/or affidavit of payments.

   G. Consent of the subcontractor's surety.

   H. Certificate of Insurance.

   Chapter 9 Additional Work

   Additional work can be divided into two major categories:

   Owner directed changes.

   Job site driven changes.

For each category, there are processes and procedures. Listed below are nine such processes and procedures and each of them may have a differing affect on the owner directed or job site driven changes.

1. Review of Formal Process at Pre-construction Meeting

A. Usual Process.

1.Review the organizational structure so each member of the project team
knows who the staff member is from the general contractor that is responsible
for each task.

2 .Make sure that all team members understand the contractual structure. Is the
project a traditional G.C. Structure or is it a Construction Management
project or a combined CM./G.C. structure? Who has final authority?

3. The billing schedule and payment schedule must be fully understood by all
parties. The due dates for billings must be firmly established and the date for
payment to all parties must be discussed and fully understood.

4. Change orders are a nuisance but a necessary evil on all projects. The method
for handling change orders must be reviewed and discussed by all parties.
How does a subcontractor initiate a change order? How much time is
allowed for a response to a change orders? When, if ever, is it appropriate
for a change to be done without pricing or approval?

5. Input should be received from all parties to establish a schedule. Everyone
should understand the interaction of each scheduled event. The more time
spent at the beginning of the project getting input from all parties, the better
the schedule will be met.

 

6. Close-out and finishing the project is tedious and time consuming for all
parties. Begin the close-out process as soon as possible during the project.
Establish early punch lists if possible. The general contractor and
subcontractors should attempt to minimize punch list items before the
architect/engineer and owner review.

B Unique Process.

Discuss any items that are unique for this specific project.

2. Timing of Pricing and Authorization of Changes

All parties should agree on how much time is allowed between the initiation of a change and it's final disposition. Consequences should be discussed relating to a lack of response and the agreement should be enforced. The importance of the timing must be emphasized.

3. Documentation and Request Authorization

Documentation of any owner directed changes and the appropriate authorization for those changes is most important on any construction project, due to the legality of the situation. Changes can be initiated either at the job site through a Request for Information which may ultimately end up as a Change Directive or in a Work Order, or by the owner directly in the form of a Change Request. A standard form for each of these should be implemented on the job site. A Request for Information Form, a Work Order Form, and a Change Order Request Form have been included as an example. (See Appendix C, pages 50 through 52.) These standard forms should be utilized by both the general contractor and subcontractors when changes arise on a project site. Job site driven changes, which are usually initiated on the job site and are not necessarily at the owner's direction at responsibility, are typically approved by the contractor's on site superintendent via a Work Order. It is important that these changes be documented in the same format, either through the RFI, Work Order, at Change Request. The major difference being in who will be paying for these changes, as they are not owner directed, they may very well fall back to either the subcontractors or the general contractor on the project site. This is something that is usually negotiated and agreed to among the appropriate parties involved with the project. Depending upon the contract terms, specific Notice to Proceed with any change may be required in a specific format such as a Change Order. Specific and thorough reviews of procedures, notification and response time, as well as, format and markups should be agreed upon as early as possible.

4. Time Impact of Changes to Original Baseline Schedule to Demonstrate
any Acceleration or Delays

This is an important aspect of scheduling in general, and is something that is often not done when changes occur on project sites. On larger projects and specifically government contracts, this becomes a very important factor in recovering any extended general condition cost that may be realized by both the subcontractors and the general contractor on a project. It is also imperative that this information be included in the defense against any liquidated damage claim by the owner. Appendix D, pages 53 and 54, is a work sheet that can be itemized for CPM impact analysis. It may be a requirement that not only one or two activities be added to demonstrate the impact to the overall schedule, but an entire series of activities may be required to fully demonstrate the impact and the ripple affect that a change has had on the entire project schedule.

5. Pre-Establish Overhead & Profit Percentages

A. Allowable overhead and profit markup that subcontractors are allowed on additional work is sometimes defined in the contract documents.

B. If allowable markup is not defined in the contract documents, the general contractor and subcontractors should agree on percentages at the beginning of the project. The general contractor's agreement may have to be contingent upon approval by the owner. It may make sense to have the allowable markup vary with the size of the change (i.e. a higher markup would be allowed on changes that cost less than $1,000).

6. Establish a Format for Presenting Back-Up

A. Whenever possible changes should be priced and approved before the scope change work is performed

B. Article 7 of the AIA-A201 (See Appendix E, pages 55 and 56) goes into detail on how changes must be documented and approved.

C. If the cost of the change is not approved before the scope change work proceeds, it is very important to document the cost of the change.

D. The subcontractor must submit daily documentation listing all labor, materials, and equipment used. This documentation must be approved daily by the general contractor's field superintendent.

E. After the work is complete, the field documentation shall be used for pricing the change. Subcontractor pricing must be detailed and well organized so the general contractor, architect/engineer, and owner can understand it.

F. If the subcontractor's field supervisor and general contractor's superintendent
disagree whether an item is a change to the scope of the work, it should still be
documented. The general contractor's superintendent should verify the labor,
materials, and equipment used, but write on the daily field documentation that he
doesn't feel that it is a scope change.

7. Required Flow of Communications to Field When Authorization is Given

A. Project manager gets estimate of cost, forwards this as a pending change order to the superintendent. Establish "need to know by" date.

B. Forward approval/disapproval to the superintendent; this information goes to job accounting.

8. Minimal Changes

A. Each project has numerous small changes that are time consuming. A dollar limit should be discussed to determine what changes will be officially handled.

B. Minimal changes can be documented on a form agreed to by all parties, and, as part of the close-out process, a review and disposition of minimal changes can be completed.

C. If minimal changes are numerous then they need to be reviewed more often, either monthly or when the cumulative total exceeds a preset limit.

D. Minimal changes are the least disruptive when a mood of cooperation is present between all parties. Give and take is handled informally on most projects but only when a feeling of team work and trust prevails.

 

9. Pre-Establish Process for Back Charges

A. This should be agreed upon by general contractor and subcontractor prior to
construction. When agreed upon charges are legitimate, superintendent and PM
should be given charges, written only, and will approve and forward to job accounting.

Chapter 10
Project Close-Out

Project close-out covers the following five areas:

1. Final contract amount and change orders.

2. Documentation.

A. Installation & Operation Manuals.

B. As-built drawings.

3. Occupancy documents.

4. System commissioning.

5. Warranty issues to be considered at the start of your project.

1. Final Contract and Change Orders

The problem here from a subcontractor's view point is basically one of timely approval with the proper documentation and authorization.

Some general contractors seem to treat this as a last minute necessity rather than keeping it up to date as the project advances. This can work a hardship on subcontractors at close out, especially if long lead materials are involved.

Also, a financial hardship can result as a consequence of not having an up to date contract to bill against.

2. Documentation

A. Installation & Operation Manuals.

B. As-built drawings.

Operation manuals and a set of as-built documents are usually specified to be provided by the contractor/subcontractors on a project. The requirements vary from specification to specification. The old standard has been to provide the required operations manuals as specified, one set of blue line drawings with red line notes as to as-built conditions, and a set of specifications with any changes noted.

Today, we are seeing more and more the use of video taping, not only for use of an instructional tool in maintaining building equipment, but also as a way to document in wall or below grade conditions of mechanical and electrical piping/conduits. Much of which can be used for future remodeling and/or repairs. In addition to video taping, we also will see more and more the use of "CAD" in preparation of as-built record set of documents. The two trades currently leading in this are the mechanical and electrical, but architectural and structural will soon follow.

Whichever system your project calls for, the most important factor is not to allow these items to wait until the end to get started with the documentation, but rather it must be a continuing process throughout. As-built dates should be an agenda item for the weekly meeting.

3. Occupancy Permits

Subcontractors who are the last to be finished should be involved in scheduling their work so enough time is allowed for them to complete their work properly. Key trades being electrical, mechanical, floor covering and painting. Significant delays to the project schedule should be taken into consideration regarding occupancy dates.

4. System Commissioning

Commissioning building systems such as electrical, mechanical, telephone, fire protection, and others can be very time consuming to accomplish. It is very important to carefully review the schedule for start-up and commissioning of these systems.

Many of these systems are interrelated. It is important to review their relationships when scheduling the final commissioning. Many inspections by the building authorities will also need to be integrated into the schedule.

Contractors may find it useful to review the final schedule with all subcontractors who are responsible for the various building systems mid-way through the project. This will allow for the proper integration of all subcontractors and building authorities and a smooth commissioning of the project.

Often many systems have not been properly commissioned before the owner moves in. This can create a very poor first impression of the system or systems on the owner's part. Once the system has been properly commissioned, it is often very difficult to convince the owner the system is functioning properly since the owners first impression of the system was before proper commissioning procedures had been completed.

Complete system commissioning before the owner takes possession will ensure a happy and satisfied owner.

5. Warranty Issues to be Considered at the Start of Your Project

Warranties for a typical construction project are for a one year period following substantial completion. This time frame may vary from project to project, and by specification. For example, it is very common for an owner to specify a one year warranty on the overall project, but the membrane roofing section calls for a ten year warranty on the roof system.

Because extended warranties have costs associated with them, it is important to establish who will pay for these costs, the general contractor or the subcontractor.

It is also important to document when certain warranties go into effect by written notification to the owner. On projects where the owner will take partial occupancy at various stages, each phase must be documented. An example of this would be at Denver International Airport. When the city took over certain rooms at various stages, because there were so many partial occupancy dates on one contract, it was necessary to develop a log by room number as to when the warranty went into effect on that room.

Another common problem for warranty items are for mechanical and electrical equipment. Some manufacturers will dictate that their warranty period starts at the date of delivery or at the point the equipment is put into use. Because mechanical and electrical equipment if commonly used for temporary power and heating, the costs to extend these warranty periods must be accounted for early on in the project. Temporary use of elevators will require the same planning.

Back To On Site Systems Home Page