Transcript Blue Sky Border

Construction
Supervisor Best
Practices Training
NCALL Research,
Updated March 2009
Throughout this slide
presentation, NCALL’s
recommended “best practices”
will be notated with a *BP.
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General Overview
• The Construction Supervisor is an integral
part of a successful housing agency’s selfhelp program
• *BP To be successful, they need to know:
– How the RD Self-Help Program works
– How their organization operates this program
– The concepts and practices of construction
management
– How they will assist the program
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• Construction Supervisor’s role in the
program
– Assists participants in the construction of
their homes (Both technical assistance and
training)
– Many aspects are difficult
– The following training and information will
help
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Staffing a Self-Help
Agency
• Many factors determine staffing patterns
– Size and nature of organization
• Typically a minimum staff of 4 for small or
new organizations
– Executive Director / Project / Housing Director
• Runs the agency
• Administers the SH Program
• Hires and supervises the staff
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– Group Coordinator
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•
•
•
•
Directs the agency’s recruitment
Screens applicants for interest and eligibility
Prepares loan dockets for RD
Coordinate pre-construction meetings
SHARES reporting
– Bookkeeper
•
•
•
•
General secretarial duties (in a small office)
Handles the Section 523 grant funds
Maintains family 502 loan accounts
Bill paying, maintains financial books, prepares
financial reports
• SHARES Reporting
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– Construction Supervisor
• Responsible for training and guiding the participants
(does not build homes for them)
• Assists in site selection process
• Assists during pre-construction family meetings
• Prepares accurate cost estimates
• Develops contracts for subcontractors and suppliers
• Maintains field records and accounts
• Trains group in construction methods
• Supervises project and keeps it on schedule
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General Program
Expectations
•
*BP
Good communication and a good
relationship with Rural Development are
vital to success
• It is important to know what to expect
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What Rural Development
Expects
• Agency performance measured by 4 factors:
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–
–
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Number of homes built
TA cost per unit
Amount of family labor contribution
Percentage of VLI participants
• Measured by grant application goals
• Other important factors
–
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–
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Maintaining accurate financial records
Operating within RD guidelines
Maintain good level of recruiting
Building activity
Successful screening of applicants
Good, clear communications
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What the SH Agency Should
Expect from RD
• SH program very workable, includes:
– Administration grants (523)
– Affordable construction and mortgage loans
(502)
– T&MA Contractors
– RD offices for convenience and assistance
• Ongoing assistance from RD and the
T&MA Contractor
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Roles and Responsibilities of
the Construction Supervisor
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• Construction Supervisor one of the most
important positions
• Professionalism of CS can be directly tied to
timeliness of program
• Must be skilled in:
–
–
–
–
Construction methods
Terminology
Materials
Applications of those materials
• Must be knowledgeable of:
– Codes
– Regulations
– Building requirements of RD
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• Must be a good:
– Teacher
– Inspector
– Supervisor
– Counselor
– Troubleshooter
– Foreman
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• Responsible for:
– Assuring all homes built according to plans and
specs
– Preparing accurate cost estimates
– Developing contracts for subcontractors and
suppliers
– Coordinating all family labor and subcontractor
work
– Maintaining construction progress according to
the Housing Development Plan
– Safety of all people on the job site
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•
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It is not the CS’s job to build the
homes – but to train and supervise the
participating families in building their
own homes!!
*BP
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•
*BP
Suggestions to accomplish all these tasks:
1.Adjust your work schedule to times most convenient
for participants (usually evenings and weekends)
2.Keep friendly and productive working relationships
between you and the group
3.Be fair and impartial in assigning jobs to participants
4.Keep detailed and accurate records of owner labor very important in avoiding disputes
5.Make sure that material of the proper quality, quantity,
and type are at job site when needed and work will not
be delayed
6.Examine all materials as they are unloaded to assure
the correct quantity, type, and quality of materials
being delivered
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Construction Management
Construction Specifications
• Specifications are necessary for many phases of
the construction process
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–
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Site development
House plans
Material supply
Subcontractors
• The CS oversees or writes the construction
specifications (RD Form 1924-2, Description of
Materials)
• An engineer typically writes the site development
specifications
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• Definition of a good construction
specification
– Simple, clear and complete
– The specs need to be concise
– Specifications must be detailed enough to
explain the specific steps or materials
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•
*BP
Take the following into consideration in order
to develop a good specification
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Who is going to do it?
What construction standard or code is used?
What materials or equivalents will be used?
What type and term of warranty is required?
Specific brand or model to be used as basis for
comparison
– Describe the method of installation
– Describe the specific quantity: sq.ft., cubic yards, etc.
– Describe the quality of product: size, style, model
number
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Specification Types
• 5 specification types that the CS should understand
– Technical
• General accepted standard for construction specs
• Completely details the exact needs or conditions
• Accounts for every detail
– Performance
• Second most common
• Describes the finished product in relation to a measurable standard
• Allows you to write about criteria without knowing the exact method
required to meet it
– Reference
• Refers to a generally accepted standard
• Should only be used as an adjunct to another specification
• Calls out a testing standard, building code or trade association
recommendation
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– Brand name
•
•
•
•
Simple to write
Specifies a product to be used and its standards
Written to preserve the manufacturer’s guarantees
Easy to inspect for compliance
– Other proprietary specifications
• Base bid
– Written with only one brand for each required construction
material or equipment
– No substitutes allowed
• Base bid with requested alternatives
– Same as base bid except that it requests alternative bids using
predetermined, acceptable material or equipment
– Contractor or supplier must show the credit or additional cost that
each additional item could cause
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Two Types of Instructions for
Building a Home
• Written – specs
– Take precedence over blueprints
– *BP Participants should initial each page
and sign last page
• Graphic - blueprints
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Description of Materials (Form RD 1924-2)
• This is the spec sheet that is to be used for
this program
• Required for docket submission
• *BP Make sure the form has been reviewed
and clarified with the house plan
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Change Orders
• Any structural, mechanical or material change to
the original plans and specs considered a change
(even if there is no cost involved)
• *BP DO NOT ALLOW ANY CHANGES!!
• Homeowners can make changes after move-in
• *BP If a change is necessary, follow a process to
inform and have changes approved
• Certain RD process must be followed and forms
must be used
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•
*BP
The following is a step-by-step process that you
may consider using to process a change order:
– Construction Supervisor identifies change and prepares
a field change order
– Change not performed until authorized by the SH
Program Manager
– Program Manager will discuss, review and formalize the
request by filling out an RD Change Order Request
Form
– PM contacts RD, discusses the change order and
requests the change
– PM submits form to RD for their approval
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House Plans
Standardize Plans
• Use standard plans
• Offer variations of square footage,
bedrooms, bathrooms, and exterior
style
• Small agencies may have to contract
out the design of house plans or look
in plan books
• Visit RD, ask to review current house
plans
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Plan Availability
• There is a variety of places where you can
obtain plans
– Local RD office
– T&MA contractor
– Other self-help agencies
– Building supply centers
• Sell plan books
• Pick ones that will not need changes
– Local Architect
• Very expensive and time consuming
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House Plan Amenities
• House plans will vary in size and design
• Each home should fit the definition of
modest housing
• RD financed dwellings cannot exceed the
maximum dollar limitation established by
RD
• No in-ground pools or structures designed
for income-producing purposes
• Check with RD for guidance
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House Plan Cost
•
•
•
•
Prices keep rising
Beware of copyright infringement
Plans must be certified
Reasonable costs
– Borrow or pay small fee to grantee near you
– Check with NCALL for plans
– Check with RD
• Higher costs
– Building suppliers – affordable housing design
book
– Local architect – may reduce price for the program
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Construction Estimating
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Introduction
• Estimating is an analysis of many items that
contribute to the cost of a program
• Serves a variety of purposes
• Can cause success or failure in program
• Poor estimating can lead to:
– Participants loosing sweat equity
– Participants being forced to seek a supplemental
mortgage
• Every item should be accounted for
• Primary responsibility of the grantee is
accurate and accountable disbursement of the
502 loan funds
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Other Estimating Procedures
• Quick and easy methods are not very
accurate and require experience and
intuition
– Quickest method – Rule-of-thumb
– *BP These methods should NEVER be used
for Self-Help Housing
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Recommended Estimating
Procedures
• Requires detailed analysis
• *BP Perform quantity take-offs
– List quantity of every item needed
– Based on Description of Materials form
– Should be compiled and summarized onto a cost
estimate summary form
• This will include all subcontracted costs, lot costs, permits,
fees, and materials
•
*BP
Strive for price guarantees from
subcontractors and suppliers
• Make sure to use the most current codes when
considering material (check with RD)
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Dwelling Requirements
• Homes must be modest, decent, safe
and sanitary
• Loans must not exceed the dollar
limitation
• No in-ground pools or structures
designed for income producing facilities
• Check with local RD office for guidance
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•
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Construction estimating should
not be taken lightly! Take your time
and accurately price the homes!
*BP
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Mutual Concept
• Method by which participating families
are organized into groups and utilize
their own labor to lower the cost of the
homes
• Participants have to meet 65% of labor
contribution (listed in Exhibit B-2)
• Current regulation requires participants
to do a “significant portion” of task to get
credit
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Recommended Acceptable and
Unacceptable Activities on the Job
Site
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Recommended Acceptable and
Unacceptable Activities on the Job Site
•
•
•
•
No children on job site
Follow a practical dress code
Limit or supervise friend and relative visits
Sexual harassment and physical abuse will
not be tolerated
• No lewd or inflammatory language
• No alcohol or drugs allowed on the job site
• No one under the influence allowed on job
site
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Construction Safety
• Supervisor is first line of defense against
injuries and accidents on the job
• *BP Train participants in tool and construction
safety
– Design safety training for participants including:
• Correct tool usage
• Proper storage and maintenance
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•
*BP
Discuss safety regularly
– Based on stage of construction
– Any problems that have been occurring
– Reminders on proper use of tools
• *BP Routinely maintain first-aid supplies
• *BP Check job site for debris and hazards
• *BP Develop safety checklist
• Refer to Appendix for a sample safety
checklist
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Safety Guidelines
•
*BP
CS should develop safety guidelines
and procedures that should be followed
• *BP Rehearse safety plan as part of preconstruction meetings
• CS should have knowledge of first-aid and
emergency assistance
– Many organizations train in first-aid, CPR and
safety in the workplace
• American Red Cross, YWCA, YMCA
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Emergency Phone Numbers
• CS and agency should maintain a list of phone
number in case of emergency
• List must be readily accessible
• CS list should be small – hospital and ambulance
• Agency list should be complete
–
–
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Children’s schools
Family doctor
Nearest relative
Family church
• Keep lists up to date
• See Guide for sample phone list
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Reporting an Accident
•
*BP Agency
must develop clear instruction for
reporting an accident
• Should be a requirement of the agency that the
CS have knowledge of basic first aid including:
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–
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–
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Treating burns and cuts
Applying a tourniquet
Treating shock
Performing CPR
Treatment of venomous bites
• CS should have general knowledge of agency
liability
• Example of an accident report can be found in
the Construction Supervisor’s Guide Appendix
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Inspectors
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Working With Inspectors
• Inspectors should be treated with courtesy and respect
• CS must encourage the group to respect the inspector
• *BP Respect from you now may save you from frustration
and delay
• When a building inspector arrives at the job site:
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•
Stop what you are doing
Be gracious in your greeting
explain what you are doing that day
Direct the inspector to the specific house or houses to be
inspected
*BP
A job site should always be clear of debris and
hazards, especially during an inspection
• CS should accompany the inspector while the inspection
is in progress
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How to Prepare for the Inspection
• Have the phase to be inspected completed and
ready
• Confirm the inspection time and date
• Have all the necessary forms completed,
signed and available
• Ask for the inspector’s name so that you can
address him/her personally
• Have the job site clear of debris
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Local Inspections
• Generally, construction will be inspected by the local city
and county building inspector
– Sometimes a separate state and Federal inspection may be
required
– Fire, school and utility districts, county engineers and other
special districts may require additional inspections
• Inspections performed in a specific order
• Determines whether house location and
construction are in compliance with local codes and
ordinances
• *BP To avoid unnecessary delays, meet the local
building inspector before a construction project
begins
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Rural Development Construction
Inspections
• RD inspections observe the project’s progress
and insures RD staff that the project:
– Is built according to the approved plans
– Is progressing on schedule
– Will pass final RD inspection
– They are ensuring that their investment is secure
•
*BP
Never allow an RD inspection to occur
without the presence of the CS or another
representative of the agency on site
– This is absolutely essential to maintain control of
the group
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Maintain a Good Relationship with
Rural Development
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• CS must maintain and promote good relations
with RD officials in the field
• Complaints with a RD official must be taken
through proper channels
• *BP Under no circumstances should the CS
step into a potential volatile situation with RD
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*BP
CS Rules of Professional Behavior
•
•
•
•
•
•
Know the Self-Help program procedures
Do not complain about RD procedures
Never criticize RD in front of the group
Never harass RD
Never lose your temper with a group member
Direct all complaints through the Self-Help
agency
• Document and report any problems
• *BP The project’s success depends on your tact
and good sense every day, especially in a
crisis
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• Project’s supervision requires attention to detail
and timing
• CS may assist in and direct the following tasks:
– Maintaining records of family labor contributions and
commitments
– Project scheduling, charts and checklists
– Material takeoffs and cost estimates
– Bids and contracts for material and subcontracted
services
– Preparing purchase orders and ordering materials
– Material handling and bill paying procedures
– Report preparation and record keeping
•
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*BP
CS has the greatest responsibility for the
project’s success
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Group Supervision
• Group members will probably have little or no construction
experience
• Any experience may be outdated or wrong
• Group members are not employees and can not be
supervised the same way paid construction workers can
• Supervising nonskilled participants is the most difficult
task for the CS
• Gaining the group’s corporation, respect and trust is not
always easy
• Getting consistent, good quality work from the
participants, while also avoiding conflict, is a challenge
• *BP CS must develop communication skills necessary to
motivate, persuade and train
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Quality Control
• CS must remember that the goal of the program is
housing
• CS’s role is to train and guide the group members in
construction
• To ensure RD housing standards are met, the CS
must:
– Assist the group to produce quality housing
– Adhere to the approved house plans and specifications
• CS must know the local building code, Uniform
Building Code, Model Energy Code, RD construction
guidelines, and generally accepted methods of
residential construction
• CS must be able to demonstrate these principles and
enforce adherence
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The Project Diary
•
*BP
CS should maintain a project diary including
brief description of each day’s important event:
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Material delivered
Subcontractors work
Any problems and their solutions
Houses worked on and their progress
Inspections and their outcome
Details of any conversations with inspectors,
subcontractors or suppliers (including name, date and
time, agency, reason, etc.)
• Used to maintain a record of complaints and
disputes
• *BP Transfer the information to the agency’s
permanent files
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Keeping Organized
• CS will assist their agency to develop a
system to organize, control and direct the
constant paper flow through the program
• CS’s filing system has three functions:
– Maintain delivery receipts for materials
– Organize house plans, permit and inspections
– Update the group’s progress reports
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Maintaining Delivery Receipts for
Materials
• The quantity of receipts accumulated will vary
throughout the project
• It is easy to loose these important papers
• Devise a filing system that bridges the gap
between Bookkeeper and CS
– Example of some rules:
• Separate receipts by family
• Turn them into the office weekly
•
*BP
Get receipts and delivery slips to the
bookkeeper ASAP
– The key to a bill paying system is paying accounts
quickly to capture possible discounts
– The receipts must be legible
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•
*BP
Do Not:
– Use purchase orders as napkins or desk
blotters
– Keep receipts in your back pocket or
above your pickup’s visor
– Spindle them on a nail in a stud or
temporary power pole
•
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*BP
Devise a system that works for
you
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Organize House Plans, Permits
and Inspections
• CS needs a field copy of:
– Each house plan
– Site plans for each lot
– Specifications for each plan
– The original building permits for each
site, kept in a safe place in good
condition
•
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*BP
Having these plans in the field is
critical when the project is located a
distance from the main office
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A Comprehensive Filing System
•
*BP
CS needs comprehensive filing system to
maintain general records of the group and
project
– Record of each family (family data, emergency
contacts)
– Each family’s house
•
•
•
•
Lot number
House plan
Colors
Finish specifications
– Field progress records (used to update RD’s
records and reports)
• Especially EU checklist
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The Field Office
• Some agencies set up a field office
– Located in small trailer or built on site by
agency
– Large enough for desk, house plan file, file
cabinet
– 100 sq.ft. usually is enough
– Secure and weather tight
– Preferably with heat, AC, electric and a
telephone
– Often these offices are used to store
building equipment
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Selecting the Right
Subcontractor
• Grantee and participants jointly
responsible for obtaining bids and
referrals from subcontractors
– Mostly grantee works to receive bids and
reviews with participants
• Grantee not general contractor
– Coordinator, organizer, advisor
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• Before bidding, grantee provides blueprints, specs
and any other job info to the subs
– For bidding to be valid all subs must have same info
– Be careful when determining a subs qualifications
– Some subs may want to see the location and know
access to electric, water, storage of equipment,
understand local ordinances, drainage issues and
topography
– Make sure they understand the length of the project
and the time demands
– Give them firm date when bids are due
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• After obtaining bids, schedule interviews
with potential subs
– Determine their quality and background
– Check references, make sure they were from a
similar job
– Review with participant families and recommend
a subcontractor
• Once selected, each family needs to sign a
contract with each sub
– RD From 1924-6 should be used
– Specify conditions under which payment may be
withheld or another contractor substituted
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• Inspect the subs’ work carefully
• Errors or changes can be handled more
easily if dealt with quickly
• Problems with subs usually stems from lack
of communication
– Make sure that payment schedules are defined
– If the sub is not fulfilling their contracted
obligations and attempts to resolve the problem
fail, release them from the job
•
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*BP
Good preparation is the answer to
finding the right subcontractors for your
project
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Construction Planning and
Scheduling
• Time is an important aspect of job control
• Work must be carefully planned and scheduled in
advance for construction to proceed efficiently
• Construction projects involve thousands of
separate operations
• Some tasks are interdependent
• Bar chart is traditional basis for planning
– Easy to read
– Convenient way to monitor progress
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Scheduling Subcontractors
• Even though contracts have been signed,
sometimes it can be difficult to get the contractors
to the job site as needed
• *BP Keep them involved in your planning
• *BP Give them plenty of notice when they will be
needed
• *BP Negotiate start and finish times
• *BP Arrange on site meeting with subcontractors
prior to and during their work on the project
• *BP Give them copy of construction schedule
• *BP Clear communication and prompt action is
essential
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Mutual Self-Help Housing - A
Construction Supervisor’s
Guideline to Success
• Motivation is a way to help your job get
done
• *BP Key’s to keeping participants motivated
– Keep them grouped together
– Do not show favoritism
– Brag on jobs well done
– Compliment the teamwork
– Understand that they have everyday problems
– Show understanding of their inability to work as
a professional tradesman
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– Set reasonable goals that allow for a sense of
accomplishment
– Set long-range goals that they can relate to
(moving into their homes by Christmas or
Easter)
– Make working on the houses a thing to look
forward to – celebrate birthdays, have a
cookout, have donuts
– Take photos throughout construction to show
progress
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– Encourage group breaks
– Mix up teams/partners
– Keep in mind that these families have just met
and are now expected to get along and
accomplish a large task
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Group Motivation
• Every group goes through high and low motivation
• Early in the process motivation is high,
participants are eager
• Bad weather, construction delays, exhaustion sets
in and motivation ebbs
• CS must be able to motivate individuals and
group
– Be complimentary
– Give people a reason and they often perform beyond
expectation
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Group Communication
•
*BP
CS must begin with and maintain leadership of
the group
• This allows CS to be accepted as an authority
figure and trainer who can motivate and help the
group through problems
• *BP Communicate
–
–
–
–
–
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Today’s work plan
Tomorrow’s work plan
Locations and times of work
Goals and expectations
Families should inform CS of needs and intentions
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Group Problem Solving
• CS must teach problem solving to the group
• Decision making and problem solving should be
part of the group meetings
• Group should try to solve its own problems first
– CS is not a referee
•
*BP
Before they arise, discuss these potential
problems – ask the group how they will handle
them
– Handling a non-participating family member
– Judging the qualities of a members labor performance
– Stopping disruptive behavior on the job site
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• Recognizing and solving problems within the
group is as much the members responsibility as it
is the CS’s role
• If problems persist the Program Manager or SelfHelp Housing Director should be informed and
involved
• Do not let little problems grow into large problems
• Participants are released only as a last resort,
involve the Executive Director in problems that
you have no solution for
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Failure to Meet Labor
Contributions
•
•
•
•
•
•
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A participant’s failure to meet its labor
contribution is to be treated as a breach of
contract
*BP Respond to this failure as quickly as possible
Membership Agreement should have clear
description of consequences
Encourage participants to abide by Membership
Agreement
Encourage members to comply to keep project on
time and to avoid their expulsion from the group
*BP Follow exact policies in agreement every time
*BP
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Keep the Group Aware of its
Commitment
• No set guaranteed method to ensure that
members will meet labor commitment
• Some suggestions when a member is
falling behind:
– CS to contact participant at home to determine:
• If participant has problem that will temporarily
excuse them from labor commitment
• If not acceptable, explain labor commitment in full
and review membership agreement
– Inform participant of repercussions
– Let them know how many hours need to be made up
– Work out a plan for this to be possible
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– If the CS and group cannot get the member to
return to work, discuss this problem with the
CDM
– The agency can stop work on their house until
the hours are made up
– Project Director decides when the grounds are
sufficient for expulsion form the group
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The CDM and Maintaining Labor
Contribution
• Ensure a clear understanding with RD on labor
contribution requirements and consequences
• Determine what response and support will be
received from the CDM
• Get a commitment from CDM that they will listen
to complaints only when all parties are present
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Self-help agency
The family
Representative of the group
Rural Development
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Conflict Management
• Conflicts will arise
• Ease and eliminate them before they
disrupt the project
• Types of conflicts that will arise range from
annoyances to disputes to clashes
• CS must be aware of rise in tension levels
• Deal with personality conflicts quickly to
ensure smooth process for entire group
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Avoiding Conflict
• CS needs to avoid appearance of impartiality
• *BP Keep all houses at nearly same level of
progress
• *BP Be fair and impartial in assigning chores,
rotate assignment in the group
• Construction abilities will be limited
• CS needs to teach
• Do not chastise a participant in front of the
group
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Recording Construction Time
• CS and group members need to schedule their
time with care and attention
• If sites are scattered, it can be especially hard
• Construction planning needs to be ongoing – at
the weekly group meeting
• Record hours daily and involve everyone in this
process
• CS must record participant hours on a “Time and
Attendance” report
• Group Coordinator gets these and compiles them
onto a Construction Time Report
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Group Communication
• Key to a group’s success will be the
communication skills of the CS
• Speaking to, training and working with
diverse group is not easy
• Reasons for good communication:
– Too time consuming to work with participants
one at a time
– If the participants think of themselves as a
group they will be more easily managed and
“mutual”
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Enforcing the Membership
Agreement
• If CS looses control of a group it is not
easily regained
• Make sure little problems do not lead to big
ones
• Maintain group’s attention on common goal
of finishing the houses
• The only way to accomplish this is by strict
adherence to the labor commitment
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Grievance Procedure
• Membership agreement must contain formal
grievance procedures
• Must recognize the potential problems:
–
–
–
–
Among group members
Between the CS and the group
Between the group and the agency
Between the group and RD
• Procedure to resolve must be logical and just
• The group should attempt to solve the problem
first
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• When a problem interrupts construction progress,
the CS must act quickly
• Encourage airing of complaints during weekly
group meetings
• A neutral member, along with the CS, should
facilitate this part of the meetings
• Best outcome is a group consensus
• CS should attempt to resolve if group cannot
• If still not resolved, formal request in writing is
made to Project Director/ED/ or RD to assist
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• The CS must avoid all actions that will
disrupt construction!!
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Other General
Recommendations
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•
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*BP Build
homes according to plans, do not allow
changes
*BP Do not transfer materials from one house to
another without documentation
*BP Participants should not be allowed to
purchase materials for their homes
*BP Schedule payments to suppliers to take
advantage of discounts and maintain the line of
credit
*BP Require suppliers to set up individual
accounts and billing records
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The End