Construction Manager

With the Construction Manager delivery system the contractor works closely with the client throughout the process of working with all sub contractors, suppliers, municipalities, and other stakeholders and communities. With a Construction Manager delivery system, the owner has all subcontracts with sub contractors and suppliers, and pays all bills directly after review and approval by construction manager. The Construction Manager contract allows and requires the client to be fully involved, while the construction manager remains responsible for the pricing, coordinating, scheduling, and safety. The construction manager is not held to a firm contract amount, and thus the owner is fully at risk for cost overruns on a project. In a Construction Manager delivery system, the construction manager is generally paid for his time on an hourly basis, reimbursement s for all overhead costs and expenses, and adds a fee for the total cost of construction. The fee in this type of contract is not as high as a traditional General Contractor delivery system as the owner is performing much of the work, but all costs are marked up by the construction manager. The contractor works with owners on a project, and is usually not at risk with this type of delivery system.

 

Build Assist

The Build Assist delivery system is a new project delivery system developed by CT Builders. Within this delivery system the contractor performs all of the same functions as a general contractor, but his compensation is reimbursement for his hourly costs only, with no fee or markup attached. There is generally a line item budget developed during the preconstruction phase, and that is formulated by the contractor and his subs and reviewed in detail with the owner before construction begins. All costs are discussed at this time, and changes throughout the course of construction are discussed on an ongoing basis and decisions are reached as a team to move forward with the specific changes. With a Build Assist delivery system no markup is added to the cost of these changes, and only the direct costs associated with the added work is added to the cost of the project. The owner saves overhead and profit markups on the changes, and the contractor is reimbursed only for his time involved with the changes. The benefit for the contractor is that it removes the risk factor from under his umbrella, and the contractor can be assured of the amount of money he will make on a specific project. The benefit to the owner is that he or she is building their project at cost, and saving markup by working closely with the contractor and subcontractors. This delivery system does require an involved owner, but it can be a very cost efficient method for completing a project. This delivery system can also be a very enjoyable and rewarding experience for the owner.

 

Design/Build

With the Design/Build delivery system the contractor teams with design professionals to develop the scope of work and plans and specifications for the work, and then prices the project according to the documents. The benefit to the owner in this delivery system is that the contractor is responsible for all aspect of the project, and only has to concern him or herself with one entity from the beginning of the process until the project is closed out. This is truly a “turnkey method” of delivering a project.

 

General Contractor

The General Contractor delivery system is the traditional owner/builder relationship. A set of plans and specifications are developed for the scope of work, and the general contractor works with his subcontractors and suppliers to develop a lump sum estimate for the labor, materials, etc. This estimate is then incorporated into the final contract for construction, and general contractor is responsible for all costs associated with the cost of the project as it moves forward within the original scope. Included in the costs are all of the contractors fees and overhead costs, as well as a contingency cost for any cost overruns not anticipated. Any changes to the scope of work are handled with change orders, and the contractor puts together the cost for the changes plus his overhead and fees for each item. The contractor is fully “at risk “ in this scenario, as the possibility for disagreements and misunderstandings can cause a project to become contentious and ultimately more expensive in the end.