The name and contact numbers of people they should be dealing with directly. You should keep this group small. One person is best.

The establishment of a list of contacts during the preconstruction meeting may seem like an unnecessary task. After all, you've had a good relationship with Frank, your contractor, for many years. However, the establishment of a chain of communication for each project cannot be overlooked. The point of contact for each contractor and the camp should be documented and provided to everyone involved with the project. Besides the obvious need to contact each other in the case of emergencies, there are many reasons for formalizing the chain of communication.

Let's consider an example ... Frank and his crew are hard at work trying to complete your new bathhouse in plenty of time for this season. While excavating for the new water service, they encounter many large boulders, and Frank realizes that continuing in this direction will take quite a long time. You are away for the day, so Frank tracks down your maintenance man and suggests that the water service be brought in from the other side of the building, where he had constructed your infirmary a few years ago and where he remembers the digging being easier. This makes perfect sense to your maintenance man, so Frank continues in the direction he proposed. During the final inspection for your certificate of occupancy, the local inspector inquires as to the location of the water service. When he locates the service, it becomes apparent that it is located too close to the sewage disposal system for the infirmary and in violation of local health codes. This comes as a surprise to you, as you had not heard of any chan ges during construction. When you bring this fact to Frank's attention, he claims that your maintenance man told him that it was O.K. to put the water service in that location. He is willing to relocate it, but in light of the hard excavating conditions in the originally proposed location, it will cost a minimum of $4,000.

Now, how good is your relationship with Frank? Formalizing your chain of communication so that direction is given and received by a single contact from each party should avoid these problems. If Frank took directions from someone other then your point of contact, then he needs to correct the situation. If your point of contact did not properly direct Frank, then you have a problem to correct. Either way, the responsibility is clear.

Scheduling

A schedule should be established during the preconstruction meeting. Scheduling should include a timetable that describes when certain key elements are to be completed and when it is appropriate to work -- specific hours and days, whether week-end work is acceptable. If weekends are a possibility, how much notice must the contractor supply for a request and who approves this?

You may have a few daytime "windows" when it may be inconvenient to have construction activity in camp. This should be brought to the contractor's attention during the bid process and reconfirmed during the preconstruction meeting.

Additionally, individual contractors need to coordinate their schedules, as well. The electrical contractor needs to coordinate his schedule with the general contractor such that he can complete his rough-ins prior to the general contractor installing wall finishes. You should not take on the responsibility of coordinating individual contractors' schedules. The exchange and coordination of schedules between you and contractors should be spelled out in your contracts and initiated at the preconstruction meeting.

Shop Drawings

If the project incorporates any products where the contractor has to choose between fixtures, colors, or mechanical equipment, he should have to supply manufacturer's specification sheets to you for your approval. Paint colors, bathroom fixtures, flooring, and roof shingles are all examples of items that you will want to approve before they're ordered, or on site.

Now that your contacts are developed and schedules are established, the contractors are ready to order their materials. The submittal of shop drawings at this point in the project provides an opportunity for both you and your contractors to avoid more of those unpleasant surprises down the road. Perhaps you have made it a point to install only Maytag[R] water heaters in camp. You can easily obtain spare elements from the local supply house, and therefore, you have specified that the contractor install only Maytag[R] brands. Frank obtains his materials from a different supply house that has started to carry Whirlpool[R] brand water heaters, The salesman explains to Frank that Whirlpool[R] models are more efficient and 10 percent less expensive than Maytag[R]. Frank assumes that more efficient and less expensive is better and orders and installs this other unit. Some years later, the element needs to be replaced. To your maintenance department's surprise, your supply house doesn't carry Whirlpool[R], and Frank' s supply house has also stopped carrying them. To make matters worse, the Whirlpool[R] distributor is located on the west coast. It will take ten days for the replacement part to reach you -- not to mention the freight charges. If Frank had submitted a shop drawing for your review and approval prior to ordering a brand different from what you specified, this surprise could have been avoided.

Inspections

All but the simplest of projects require inspections from the various agencies having jurisdiction. The documents provided to contractors for bidding, as well as the actual contract, should designate the responsibility for requesting, scheduling, and obtaining these inspections. In most cases, this should be left to the contractor, as he or she is in control of the construction schedule and therefore the required timing of the inspections.

LET'S CHECK ON FRANK'S PROGRESS....

You establish a schedule with Frank for the completion of your new building at the preconstruction meeting. You agree to have your maintenance man coordinate the necessary inspections with the local building inspector, who happens to be his brother-in-law. Frank was originally scheduled to pour the concrete building footings next Monday. However, he has fallen behind schedule and to try to make up lost time, decides to move the scheduled pour up to this Saturday. He tells your maintenance man about the change on Friday morning, who now needs to change the scheduled footing inspection from Monday morning to Friday afternoon. He is unable to get in touch with his brother-in-law to reschedule, and Frank is unable to pour concrete on Saturday, even though he has his rebar and formwork in place. A big storm passes through the area on Sunday, filling Frank's form work and excavation with water and mud. Cleaning up the mess costs Frank $2,000 and he submits the bill to you -- claiming that he was ready to pour on Sa turday, but you did not get him the inspection in time. Assigning the inspection scheduling responsibility to the contractor and reconfirming this fact prior to the start of construction will avoid these types of situations.