It has been a disastrous year when it comes to completing projects and any type of construction within the condominium industry. Frustrations and anxiety are running at an all-time high. The first target for these unprecedented challenges is usually the contractor, who often bears the responsibility of providing qualified staff and ensuring deliverables of materials/repairs on time.

Labour and material shortages have put strain on the construction and maintenance industries, which have undoubtedly altered how any type of work can be managed. How do we labour through these challenges and maintain healthy working relationships with the contractors who are working extra harder with fewer staff, while facing higher costs?

Manage expectations

The condo industry expectations must always be moderated to reflect reality, and COVID has effectively rewritten the book on what is currently reasonable. Construction and project planning, now more so than ever, must assign realistic expectations of scheduling and staging to meet contractor and material availability.

Communicate with the contractor ahead of time to determine reasonably possible deliverables and document it. Advise the board and other involved stakeholders of the proposed and reasonably possible times to deliver the project to its completion. If materials are available for a higher premium but shorter delivery time, present this option to the decision makers.

It is notably important to weigh the cost benefit analysis and assess the risks. If a project schedule is poorly planned, the strain that will be put on the owners, contractors, and all the employees involved in the project will often lead to poor results.

Listen and seek to understand

Due to the close quarters and enclosed workspaces they frequently share with their coworkers, contractors, resultantly, face significant mental stress. The stress level has increased because of worries about their health and what they might contract and spread whether it is COVID or other respiratory illnesses.

Additionally, the anxiety concerning the increased costs, uncertainty of materials’ deliverables and staff retention have caused contractors much toil. Aging workforce and lower trades participation rates are also significant contributory factors. Listen to these concerns and plan accordingly. As a project manager or condominium manager, it is imperative to maintain that two-way communication.

By paying attention to the contractor, you will frequently make them feel valued, and they will be much more likely to inform you of any problems before they get worse. For the contractor, it is crucial to be forthcoming and upfront about the aforementioned challenges of staff members. It is irresponsible to assign blame solely on COVID or shortages and take advantage of the present times. Look for alternatives and if unsuccessful, communicate these outcomes to client.

Involve an expert

More than ever, boards and management are looking to project management firms or engineering consultants for help in managing construction projects. These experts enforce the contractor’s legal responsibilities, including ensuring that the work is finished and that it is managed to represent the status of the project.

Having a project manager or consultant also assists boards and management in adhering to various legislation when it comes to projects. Having a designated professional lead the project reduces the number of people the contractor has to report to on the progress and completion of the work. This creates checks and balances during the project. One of the condo manager’s or project manager’s duties, if assigned, is to address schedule and workmanship issues through documented communications and progress/site meetings involving all the necessary parties.

Ensure that the regular and minuted meetings occur to report on the progress and document the intricacies of the project. Ensure that the copies of these reports are delivered promptly and accurately. Some of the challenges that the contractors face are incomplete details and information received from the client.

Ensure that you are providing them with all the necessary details involving the project and be available to answer any queries. Delays in communication can transcend into delays in providing solutions.

Remain not just available but also valuable

One of the key ingredients to maintaining healthy relationships with contractors is to maintain the collective approach that you are working with them. Include the contractor early in the design phase, think about a design-build strategy, and create a cooperative atmosphere with your suppliers and tradespeople.

For the contractor, ask questions to obtain as many details as possible. Offer advice and expertise with concrete examples and solutions and guide the client through the challenging times. Gaining a client’s trust is easy when you walk them through the procedures and are transparent and honest about how adjustments will affect the cost and schedule for construction. Create long-term value in providing these turnkey solutions.

Val Khomenko is a Regional Condominium Manager with ICON Property Management Ltd. based in Toronto, Ontario, providing condominium management services in the Greater Toronto Area. Val can be reached at [email protected]

Michael Hensen is Vice President in the Central Region for IRC Buildings Sciences Group, A Rimkus Company. Mr. Hensen is a professional engineer a Registered Roof Consultant (IIBEC) and is the Practice Leader for building enclosure, roofing, waterproofing and technical leader for the company’s corporate sustainability engineering initiatives.

The post Maintaining healthy contractor relationships appeared first on REMINET.