Quality Control: How to Manage Contractors Tom Brodbeck, Universal Energy Wade Gardner, Building Performance Center 1
Managing Contractors t in Portland, Oregon Started on the crew, crew chief in 6 months, WX Coordinator in 6 months 30 Years Experience Worked as an Auditor/Inspector in Single Family & Multi Family Managed the Program at the County for 22 years. Became a very Technical Program Made every Mistake in the book 2
Contractors Versus Crews: The Good, Bad & Ugly Contractors Crews Maintaining Quality Control Quality may be easier to Control Training Needs Cost control consistent but could Price & contract negotiation be a concern Less jobsite supervision Management intensive Respectful to Low Income Purchasing/warehousing and Households Inventory control Contractors to purchase and Training Investment warehouse materials WX Crew Chief conducts Wx Staff to perform Inspections Inspections 3
Managing Contractors t in the Weatherization ti Program Portland Oregon 1985 Laid off all the crews and retained 2 Auditor/Inspectors The Weatherization program in Portland installed Attic Insulation (cellulose), Weather-stripped doors and windows, installed 30 tubes of caulk on the outside of the dwelling and installed Storm windows made Oregon s Women prison. 4
Deciding To Use Contractors t and Not Crews DRAFT A CONTRACTING STRATEGY What is the philosophy of the Agency s Administration? Laying off the Crews was a difficult decision but needed due to not meeting production goals and personnel issues. How will the Weatherization program procure the Contractor Services How does the Weatherization program write the Bids? How will the Weatherization Program manage the Contracts Will annual contracts be used and who will write the Contracts. Lots of Questions?? 5
Confusion? then Research, Learning & Networking 6
The First Request for Bids (RFB) Choose Three Contractors to Bid the Weatherization Work Contractors Bid each Job and Low Bidder received the Job Written W X Specifications were used for the Inspection Protocol The RFP process was not very Formal In 1988 Multnomah County acquired the Community Action Designation for the Service Area thus receiving Weatherization Assistance Program Funds 7
Contracted t with All Weather Remodeling, Alpha Energy Savers and RichArt Family 8
The Weatherization ti Program Under County Guidelines Draft Request for Bid Documents Incorporated program grant guidance into documents Legal review by County Attorneys Formal solicitation advertised in Business Journals and Local Newspapers Mandatory Pre-bid Conference and send results from Pre- Conference to all Vendors Discuss program objectives and establish program partnership Discuss Training requirements for contractors 9
Contractors Needs, Wants, and Concerns Consistent Cash flow Steady Work flow Defined quality expectations Profitable work Communication & Consistency 30 day payment after Final Inspection has completed Regular and Consistent work flow 10
Ensuring Success with Contractor t and Processes Written Quality Assurance and Quality Control Standards and disciplinary guide written into the contract Contractors required to be at job Site for Final Inspection In Progress Inspections may be Required with new Contractors Change Orders approved in Writing by WX staff Time and material approval for measures are not in the RFB Formal and Informal communication processes with Email, Cell phones and Fax Regular Meetings to Discuss Barriers and Concerns Helped with Financing Contractor Training 11
Creating Partnerships with Contractors t Treating Contractors as an Extension of WX Staff Training Contractors with In House Staff and Paying them to Attend Conferences Mutual Respect between the County, the Customers and Contractors Consistency with Inspections and Call Backs Dealing with or avoiding conflict Removal of the bureaucracy Transparency of processes 12
First Successful RFB for Contractor Services in1989 Installing Cellulose in Attic Installing Fiberglass in Attic 13
Required Contractors to Purchase Blower Doors for Successful Air Sealing 14
Started Air Sealing Floor with Foam and Caulk 15
Started t Insulating Floors with Fiberglass Batts 16
With Bl D d P P St t d S li With Blower Door and Pressure Pan Started Sealing Duct with Mastic and not Duct Tape 17
Started t to Installed Dense Pack Wall Insulation 18
Moved Towards Installing EDPM Roof Covering and Rigid Board Insulation for Mobile Homes 19
Required Training i to Make the Changes Happen The Training took Time, Funding and Patience to ensure the Contractors did the Right thing Right It was Accomplished by In House Training, i sending Contractors to Conferences and Private Training companies Training is ongoing since the Technical piece of the WX program is constantly changing The Contractors were reluctant at first but, eventually realized this was the future and it helped moved their private Work forward and more cost effective 20
Technical Developments in WX Over Time House as a system Blower door diagnostics Testing Duct Leakage Combustion safety testing Computerized audit tools Lead Based Paint Mold Worker & Occupant Safety Infrared Cameras 2 Part Foam Ventilation, ASHARE 62.2 21
We Created a Triangle of Responsibility The Partnerships to get a job competed requires: The contractor to be accountable and deliver quality work The County to be fair with the customers and the contractors, and manage the program according to the guidelines The Customer to dependable and liable to the agreement they sign with the County. Customer 22
Quality Assurance and Insurance Contractor Insurance provides protection for when things go wrong Quality assurance tries to minimize things going wrong and it must be ongoing The County s Risk Management and the Attorney's wanted to limit the County s Liability as much as possible. Written QA/QC standards on file 23
Teamwork and Partnerships Require Well executed processes are by definition repeatable and consistent Knowing what to expect is the management of expectations Encourage shared events ACI, EOW, OECA, CAP and Contractor Association 24
I Managed the Program with the Upside Down Pyramid Encourage input for the RFB process and program operations from Staff and Contractors. Customers completed an evaluation on Staff and Contractor work. Learn about your contractor s t business and teach him/her about yours 25
Suggestions for a good Partnership Contractor Agreement Dealing With Conflicts Always work for total Kill problems when they are compliance and acceptance small Transparent Q&A and Q&C Stay pro-active not re-active process Successful negotiation leaves Remember, People do what everyone slightly dissatisfied. you INspect, not what you Minimize the opportunity for Expect conflicts with the preceding Communication and Frequent techniques regular scheduled Meetings Avoid litigation Recognition and Awards 26
More Suggestions for a Good Partnership Avoiding Conflicts Process Transparency Be customer/client focused No Good Ol Boy network Exceed quality standards Arms length with vendors and Be on time with Payments, Job contractors Completion and Appointments Fair and equitable treatment of interested parties especial Low Understanding small mistakes that can be corrected at the final Inspections Make all information is in the Contract and is clear and understandable. Income Households and perspective partners The Media Test, defining the program to the public 27
Managing Difficult Contractors Problem Contractors Consistent Poor Work Quality and Fails Inspections and Reinspections. Put in the Contract Failure Consequences for the County, contractor paid the County to reinspect, after a number of failed inspections contractor went on bid restrictions, and eventually could be Suspended for the remaining fiscal year. Problem Contractors A formal process in the Contract to Debar a Contractor Work is Completed in 90 days or contractor is on restriction until c Completions are on time Consistent Customer Complaints The County Issues Formal notice to contractor when problems arise 28
Health and Safety Contractor Failure 29
Floor Insulation Failures 30
Pulling Siding for Wall Dense Packing Failure 31
Keys to Contractor Management It s a two-way street My way or the highway doesn t work Seek input at the beginning and when making changes and during the contract year Use solid, well understood processes for procurement, contracts, and communication Expect change and review your processes annually Manage the Bureaucracy to Reduce the Intimidation id Factor Educate your contractors with Resources, Training and Contracts Deal in realities, this is not easy stuff for either side Help with the paper and information chase 32
Interaction ti with Customers and Contractors t Customer/ client education is critical to manage expectations WX and Rehab always has surprises, but so does new construction The best groundwork minimizes disruption from problem situations Have discussions about change orders and job site issues 33
Do Not Allow Anyone to Fall Back to Old School He said, she said. This is how we ve always done it. But you told me to. Documents? We don t need no stinking documents! All correspondence is in writing, email or snail mail or fax 34
We Need Contractors t and They Need Us Create Partnerships with Contractors. Make them a Stakeholder in the Program and not just Installing the Measures Make the Dwellings Durable, Safe, Efficient i and Comfortable Let s Integrate Renewables with Weatherization 35
Quality Control: How to Manage Contractors t Let s make a Difference in Peoples Life's and make a lasting impact on Mother Earth Thanks Questions?? 36