Artificial Surfaces
instances. This level of detail is a useful attribute for the smooth running of any contract. The level of understanding of a contractor before appointment is influenced, to an extent, by the size of the contract and scope and technical nature of the works, but an experienced sports contractor with a good understanding of contract works is a decent basis to start from, and a safety pre- requisite.
Here is a recent quote from a client which exemplifies why you should use an independent consultant.
“I have used an excellent consultant who has advised and dealt with all contractors and helped me select a suitable one. He has now supervised and project managed three important projects for us. He is local and great fun to work with; I could not recommend him more strongly. His fees are very reasonable and, almost invariably, he has saved that amount on the deals he has been able to offer. He works nationally and for some very big names but, at the same time, is happy to take on small projects.”
Contractor Interviews
I would always recommend that you interview shortlisted contractors for your project. Normally, I would recommend interviewing two contractors, as I find if you interview any more the day gets a bit long winded and can be slightly confusing. It always amazes me how nervous contractors get at interview and, in some instances, this can relate to the lack of preparation for the day and sometimes also lack of understanding of the project in hand. It is worthwhile finding out who will be attending the interview on behalf of the contractor. You are moving from the phase whereby the estimating office will have dealt
with your query and tender work so far, through to the contracting phase to be managed by the contracts manager who will pick up the job and make it happen. It is very important at interview to verify several key facts, including how the contract will be run, the project contract programme, and the budget costings. Also, site and staff logistics, i.e. who will be running the job, how often they will be on site and how the project will be managed from the contractors' prospective? This could include important items like safety provision and material deliveries to site etc. I would just add here that one of my key strengths is that, very often, not only do I know the contract manager but I know the working site foreman as well and what their capabilities are.
Sometimes, the working site foreman can be excellent at the job in hand, but not quite so good at communication. As I have already alluded to, communication is really important in this context, so a working site foreman with experience and enthusiasm for both aspects of the job is useful. Additionally, at interview, the contractor will start to meet members of the wider project team and a more objective opinion can be formulated on the capabilities of the contractor. Things to look out for are the utilisation of sub-contractors, and the capabilities of the contractor during specific times of the year, for example holiday periods.
Discussion regarding material use and reference sites etc., is probably best left outside of the interview. I would normally recommend an interview lasting approximately one hour. Any longer and everybody can lose focus, any shorter and there is not enough time for pertinent points
to be made and discussed.
I have tried, in the past, to operate a scoring system whereby contractors are given points or marks for each aspect of their presentation and information provided. In reality, I find this very difficult to manage during interview, as you are, very often, trying to do several things at once. So, sometimes, best intentions in this regard do not bear fruit and enhance the selection and decision making process.
Appointments and Mobilisation
When you appoint the contractor, typically a letter of intent is issued to confirm, in writing, the client’s intention to appoint the contractor on pre-determined terms and agreements. These would normally be stipulated in the letter of intent itself. This gives the contractor confidence to place orders for materials and to schedule the works within the overall contractor’s programme for the year. Sometimes, letters of agreement are used on a more informal basis, or perhaps for works that constitute a fairly small contract value, but in both instances a written confirmation would normally be used.
Mobilisation periods to site vary between contractors, but very often are surprisingly short, typically three to four weeks, even at busy times of year (depending on contractor!). Those with in-house labour can reschedule teams and equipment at fairly short notice. A difficulty in the height of summer, particularly the holiday period, is obtaining materials for site, such as fencing, floodlighting and grass, as the lead in times for these products seem to be longer. During the mobilisation period, final contracts can be prepared and health and safety matters dealt with, including any pre-
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