Subcontractors are the key to success for any construction project. So much of the pricing and scheduling revolves around the trades that we strive to create a strong relationship /partnership with our subcontractors. Our trade contractors bid aggressively, meet our schedule, and meet the budget. We believe they do so because Clancy & Theys has:

  • Strong Financials— we keep our subcontractors current on payments.
  • Effective Communication – we keep the flow of information organized and timely.
  • Efficient Job Sites and Schedules—puts the subcontractors in a position to be profitable.
  • Safe Job Sites—allow their staff to go home to their families each night.

This same concept applies to the owners. Strong owners have a proven market performance. Trade contractors know to bid aggressively for strong owners. They know a concept will develop and move from design to construction to the market, and it’s worth the contractor’s time to be aggressive and do a great job, so they’ll be on the board for the next opportunity.

One hundred percent of the work we do involves some level of subcontractor prequalification. Most of our work is performed as a Construction Manager at-Risk, and involves a systematic method of subcontractor evaluation. Qualifications are scored with a measurable standard. These submittals can be reviewed by the owner and must be defensible by Clancy & Theys, so that subs are subjected to an objective standard.

We are also deeply familiar with most of the significant trade contractors in our markets, their past performance, and their range of experience. Using this knowledge as a starting point, we can quickly and easily assemble a collection of the most appropriate bidders. To this list we apply our past experience with the company, our knowledge of their workload versus their current labor and equipment resources, and any knowledge we can gain about their financial condition, lawsuits or claims, and safety record.

We also believe that it is important to respond to the owner’s relationships, positive or negative, with various contractors. If the owner has a contractor that is also a valued customer, services an ongoing maintenance contract, or has done superior work in the past, we will want to include that contractor. Conversely, if the owner has had negative experiences, we can exclude the company. We’ll review our list of prospective contractors with the owners and owners’ representative. We’ll conduct pre-bid meetings for bidders, and be available to respond to bidders’ questions and Requests for Information. When we establish our final list of subcontractors, we will solicit their prices on the basis of the plans and specifications, and require that subcontractor proposals acknowledge and adhere to the construction schedule we establish. In other words, subs are bidding our schedule as well as the Construction Documents.

We believe that we create buy-out by making sure that subcontractors have complete scopes and no redundant scopes of work or equipment needs. We want prices that are responsive to the plans, specs, and our schedule. There is no point in buying out an incomplete bid. After bids are submitted, we review them, and are happy to review them with the owner and designated representatives (the owners’ rep and design team). Our review involves a post-bid interview where we determine whether the bid is responsive to the plans and specs as well as to our schedule and project requirements. Responsive low bids then help comprise the contract/GMP price.