Construction Manager

ADMINISTRATIVE RELATIONSHIPS

Title:  Construction Manager or Builder
Reports to: Sr. Construction Manager, Project Manager or Division Manager
Supervises:  Warranty Service Managers, Subcontractors, Vendors and Suppliers

OBJECTIVE

To manage the start process, construction phase and delivery of homes within a specific project or subdivision according to established criteria. Provide a high level of quality customer service to homebuyers and homeowners during the construction and warranty phases. Maintain product quality, profit margins and production standards by utilizing the Highland Homes construction management procedures. Provide customer satisfaction that reflects the Company’s core values and guiding principles.

GENERAL DUTIES AND RESPONSIBILITIES

1.        All Construction Managers/Builders shall have an excellent working knowledge of the Warranty Service program (see Warranty Service Manager Position Guide). Be willing to step in when needed.
2.        As a general rule, you must be on the job site by no later than 7:30 a.m. until 5:30 p.m. Monday through Friday, unless otherwise approved by your manager.  In addition, all CMs are required to work a partial day on Saturday, unless otherwise approved by your manager.  The demands of this position and the workloads involved may dictate longer hours to successfully complete your days work.
3.        Be completely familiar with, and review regularly, the Highland Homes construction manual, subdivision standard contract specifications, standard options and option price workbook, designer specification sheet and all subdivision information (Deed Restrictions, HOA, EPA, Tract maps, etc.) and understand all municipal, code and site conditions associated with construction on the project.
4.        Coordinate all construction activity to provide an effective, efficient, systematic and sequential flow of work according to the established production schedule:

START PROCESS
a.        Receive start memo and take ownership of each home. Process each start in an expeditious manner.
b.        Follow-up with sales, homeowner and architecture to coordinate and expedite the construction documents approval process. Order all plans necessary for
              approval process and construction.
c.        Walk the lot to determine any and all site conditions that may adversely affect the exit strategy of the home.
d.        Follow-up with the Architectural Services Department to expedite the construction document approval process.
e.        Gather all necessary plans, permit applications and information and submit them to the appropriate municipal authorities, monitor progress, check and pull all
              necessary permits to start and complete construction.
f.        Obtain purchase orders, take-offs, bids, etc. to ensure there is a proper and accurate budget for each home prior to start of construction.


CONSTRUCTION PHASE
a.        Review all start-up information (site plan, floor plan, elevations, engineering, tract maps, easements, take-offs, square footages, etc.) for accuracy before the start of construction and report all discrepancies to your appropriate supervisor(s).
b.        Schedule a pre-construction/builders meeting, with the homeowner, the sale counselor and yourself in attendance, to review the contract, change orders, and the approved construction documents prior to the start of construction. Red-line any changes for future reference and pricing. Review the meeting agenda prior to the start of the meeting.
c.        Schedule a pre-construction/builders meeting on every spec-home, as stated above, with the sales counselor and yourself in attendance.
d.        Accurately project and schedule each stage of construction using an approved calendar schedule, material release sheet and task oriented checklist. All homes shall be scheduled out a minimum of one week in advance and scheduling for that week shall be complete by the preceding Thursday.
e.        Coordinate and schedule the work for each subcontractor and vendor with the appropriate lead times to meet your objectives.
f.        Schedule and order the timely release of all materials for the home.
g.        Proactively recruit, select, hire, negotiate price, instruct and train all subcontractors and trades to provide labor in your subdivision.
h.        Personally supervise, accurately punch-out and correct the work of all subcontractors, trades and vendors through each phase of construction to ensure that the work meets established production, quality and completion standards before they leave the site. Ensure that each subcontractor crew can accomplish their work in an effective, efficient, systematic and sequential manner by:
·        Ensuring that the work of previous subcontractors meets specific quality criteria and the site is clean and ready for the next crew.
·        Ensuring that plans, specifications, selections, change orders and all other pertinent information is accurate, delivered to the subcontractor and reviewed with the crew before the crew starts work.
·        Ensuring that the correct quantity and quality of the materials to be supplied by the company are on the site before the crew arrives.
i.        Ensure proper storage and use of the materials on site with proper trash receptacles for waste.
j.        Check in all materials for accurate counts, quality and damaged goods.
k.        Obtain all necessary inspections and surveys for legal documentation.
l.        Maintain a safe job site by being familiar with safe construction practices and industry standards as regulated by OSHA and other agencies.
m.        Coordinate with the Sales Counselor, homeowner and mortgage company to establish a reasonable completion date for each home, 30-45 days in advance, according to the schedule and the needs of the homeowner and manage the construction process so that the home is 100% completed on time.
n.        Prior to the homeowner orientation, each home shall be walked by a Division Manager and the Purchaser’s Acceptance Agreement (PAA) must bear the signature and approval of the Division Manager that the home is 100% complete and ready for the orientation.
o.        Conduct a buyer’s orientation and walk-through to thoroughly explain all the details of the home using the approved checklist. List any and all concerns on the PAA and complete all items before move-in or within 10 days of the walk-through. The Buyer’s Orientation Checklist must be signed and the PAA must be signed twice for completion and the warranty relationship to commence.
p.        Once closing is confirmed, you may hand over the keys, garage door openers, etc. to the homeowner and thank them for choosing Highland Homes.
q.        All Construction Managers/Builders are required to carry a 25’ tape measure and have a 4’ level with them at all times and have access to a 100’ tape and 6’ level in the construction office.
r.        Accurately project and file current weekly status reports with the corporate office via the company intranet system.
s.        Maintain a complete house file for each home under construction per the company standards. One  month after closing a subdivision file shall be created with the pertinent information and filed in the construction office and the original house file shall be submitted to the corporate office at this time.


COST CONTROL
a.        Review subcontractor invoices and approve work and materials for payment, resolve any discrepancies between actual invoices and budgets, ensure that payment is only approved for quality, complete and acceptable work and accurately complete and process all paperwork necessary to expedite subcontractor payroll. All payroll is due to the Sr. Construction/Project Manager by 8:00 a.m. Monday unless otherwise noted. All payroll must be completed in red ink and approved by your Sr. Construction/Project/Division Manager prior to submittal.
b.        Price all options after the sale with the appropriate profit mark-up, list all options on a change order, obtain homeowner’s or Sales Counselor’s signature and collect all option revenue prior to submitting change order to purchasing and prior to installation.
c.        All options must have an option budget established and be entered into the payroll system before payment can be requested.
d.        Assist with the establishment of labor budgets and ensure that contracted and actual costs do not exceed the budget.
e.        Assist with the establishment of material take-offs and ensure the proper storage and use of the materials on site.
f.        Assist in maintaining accurate budgets, labor price sheets and material take-offs by reviewing  them regularly for discrepancies and submitting them, with payroll each week, to purchasing for correction.
g.        Protect and manage subcontractor payroll checks and distribute them on Friday after 3:00pm.
h.        Accurately review and make corrections to the pre-accrual worksheets and submit them back to purchasing for corrections in a timely manner.  Keep a copy of the corrected pre-accrual worksheet in your house file for future reference when paying accrued amounts on late invoices.


5.        Effectively communicate with the homeowner from the pre-construction meeting, through the construction phase, closing and warranty period on all issues pertaining to the construction of their home. Proactively communicate on a weekly basis as a minimum.
6.        Effectively communicate with the Sales Counselor on all build-to-suit contracts, spec homes, model maintenance, subdivision maintenance, signage and all other issues necessary to run an efficient subdivision.
7.        Maintain a clean and orderly construction office with a proper filing system and storage area for materials.
8.        Promptly attend all scheduled meetings. Division meetings shall be held bi-monthly and subdivision meetings shall be held weekly. Other meetings and training classes will be scheduled on a regular basis and invitations will be sent to the appropriate personnel.
9.        All Construction Managers must manage time wisely and should schedule similar activities together so that the majority of your time is spent in the homes under construction. As a rule, all builders should be out of the construction office and walking their homes between 8:30-11:30am and 1:00-3:30pm.
10.        A comprehensive walk-book shall be maintained with current information (appointment calendar, subcontractor/vendor phone list, condensed house file for each home under construction, program outline, exit strategy, option price workbook, standard contract specifications, designer selection sheet, cost code list, etc.) and carried with you at all times. Carry a pen and pad with you at all times and write down all pertinent information. Write down everything.
11.        When making a commitment, keep it. “Under promise and over deliver”.  Your reputation is at stake.
12.        Accurately document every issue and all activities in situations where there is the potential of legal action or litigation.
13.        After a reasonable attempt at remedy, refer all problem-oriented issues or problem homeowners to the Sr. Construction/Project/Division Manager.
14.        Provide feedback to the Sr. Construction/Project/Division Manager concerning the quality of construction.
15.        Participate and add appropriate comment or feedback in the mandatory bi-monthly construction meetings.
16.        Assist other Construction Managers as assigned by Sr. Construction/Project/Division Manager.
17.        Other duties as assigned by Sr. Construction/Project/Division Manager.
18.        Highland Homes has spent considerable resources on new electronic and computer equipment to make our company more efficient. Each Construction Manager will have access to the company intranet and have an individual e-mail address. Each Construction Manager will be required to check their e-mail daily and check the company intranet weekly for posted memos, reports, etc.
19.        It is your responsibility to project a professional appearance as a representative of Highland Homes.  All CMs are required to wear a collared shirt, casual pants (no jeans) and leather shoes (no tennis shoes) during business hours.  In order to avoid projecting a conflict of interest to our homebuyers/homeowners, CMs should refrain from wearing vendor logos on shirts, hats, etc.  Your immediate supervisor has the ultimate responsibility for enforcing a professional environment in your area.  Any questions regarding your attire should be directed to your supervisor.

CONFLICT OF INTEREST

All employees must avoid any act or transaction which creates an actual or perceived conflict of interest. This includes any construction, remodeling or “building on the side” that is performed outside of the duties and responsibilities the employee has to the company. Please review your employee handbook for additional conflict of interest issues.

EXPECTED RESULTS

1.        Homes will be delivered on time and meet all closing and completion dates.
2.        Homes will be constructed within the production standards and time constraints set for your subdivision and construction work will flow smoothly and efficiently.
3.        Completed homes will meet established quality criteria and there will be no outstanding items that could have been reasonably detected and completed.
4.        Homes will be 100% complete and clean before the Buyer’s Orientation walk-through. Last minute crises and forced closings will be avoided. All items recorded on the Affidavit of Acceptable Completion will be completed within 10 days.
5.        Customer satisfaction ratings for construction will result in a rating of “Good” or better.
6.        All reports, including subcontractor payroll, will be accurate and issued on time.
7.        All processes shall be carried out efficiently and on time.
8.        Satisfied homeowners with a clear understanding of the operation of the home and the home maintenance and warranty programs.


AUTHORITY

1.        100% authority to build the homes within established budgets.
2.        100% authority to recruit labor-only subcontractors.
3.        All expenses outside the established budgets require Sr. Construction/Project/Division Manager approval.


CUSTOMERS EXPECTATIONS OF BUILDERS

1.        Homeowners

a.        Be prompt for all appointments.
b.        Provide a courteous, attentive and professional attitude to all concerns and show empathy.
c.        Provide competent troubleshooting, good problem analysis and judgement.
d.        On time, quality supervision with proactive communication, follow-up and control.

e.        Good understanding of residential home construction, UBC and local codes.
f.        Good understanding of  the subdivision specifications.

EXPECTATIONS FROM SUPPLIERS

1.        Office, sales and other construction personnel.
a.        Timely distribution of all paperwork and reports.
b.        Professional attitude.
2.        Trades and vendors

a.        Be prompt and provide a positive, professional attitude.
b.        Reliable, complete and quality construction.
c.        A clean job site.

MINIMUM QUALIFICATIONS

College degree required. Construction Management majors preferred.
6 months warranty service preferred.