Here are a few of our more recent deals…
You can see construction projects we’ve brokered below… OR… click here to browse by construction project type, and click HERE to browse by project location.
You can see construction projects we’ve brokered below… OR… click here to browse by construction project type, and click HERE to browse by project location.
OSHA Recordable Incident Rate Lost Time Case Rate
Lost Work Day Rate (LWD)
DART Rate (Days Away/Restricted or Job Ti-ansfei Rate) Severity Rate
OSHA RECORDABLE INCIDENT RATE – a mathematical calculation that describes the number of employees per 100 full-time employees that have been involved in a recordable injury or illness.
TOTAL INCIDENT RATE — a mathematical calculation that describes the number of recordable incidents per 100 full-time employees in any given time frame.
LOST TIME CASE RATE — a mathematical calculation that describes the number of lost time cases per 100 full-time employees in any given time frame.
LOST WORKDAY RATE — a mathematical calculation that describes the number of lost workdays per 100 full-time employees in any given time frame.
SEVERITY RATE — a mathematical calculation that describes the number of lost days experienced as compared to the number of incidents experienced.
DART RATE – a mathematical calculation that describes the number of recordable incidents per 100 full time employees that resulted in lost or restricted days or job transfer due to work related injuries or illnesses.
Please note that MSDS sheets are no longer acceptable under OSHA standards.
Small Business Reports
In preparing our small business reporting I noticed that we don’t have the small business information for your company in our system.
Please fill out the attached questionnaire and return it to me asap. For Federal reporting your status is self reported for all except HUB Zone which has a formal Certification Process.
For most subcontractors in construction if you gross less than $16.5 million per year then you are a small business. If you are primarily a manufacturer employing less than 500 people than you are a small business.
The size standard varies from 500 to 1500 depending on what you manufacturer so even if you employ more than 500 you may be a small business. Thank you for your cooperation.
Download the 3 documents that will further help you understand this requirement here .
Pricing For Post Construction Cleanups– How to! By Aduvie Okoh
The data shows that the most important factor in winning Post Construction Cleaning contracts is the price. Ninety percent of the proposals we have lost was due to the price. We lost to a lower bidder.
Pricing is everything. Usually, The General Contractor is always looking for the lowest bidder or at least a bid that is within his budget.
The lowest bidder is first picked, then the Project Manager goes through the scopes and expectations with the Sub.
As long as the cleaning contractor covers all the required scopes, they will issue the cleaning contract.
It is the Sub’s responsibility to execute the contract within the contract amount.
The question is, how do you set your pricing correctly? How do you put in a price that the Project Manager would be happy with and at the same time you too will make a profit?
The price is where most contracts are won or lost. Unfortunately, most cleaning companies have not taken the time to study and understand the art of pricing construction cleanup jobs. They price emotionally.
Emotional pricing means pricing to maximize profit. Yes, it is true that you are in business to make as much profit as you can, but to win a cleaning contract, you have to be strategic. There are factors to consider before submitting a price.
Think through these factors before deciding on a final price;
The Competition: The Post Construction Cleaning landscape is one of the easiest niches to get into. Every day, new entrepreneurs venture into cleaning. Experienced in residential and commercial cleaning, they decide to get into the Post Construction Cleaning niche because they recognize that there is money to be made.
And there are others who have no cleaning experience but they need to put body and soul together, so they venture into Post Construction Cleaning.
Therefore, you must understand that the Project Manager is not talking to you alone. On average, the PM talks to 5 vendors before making a final decision.
Except you have some sort of relationship with the project manager or some sort of expertise that you can leverage on, your strategy must consider the competition.
Obviously you do not know what the competition is thinking, but you can decide on your price by submitting your lowest comfortable bid.
If a job can be executed for 10k, ask yourself, can I do it for 8k, how about 7k, that way you are thinking strategically.
Usually, after submitting a price, at Construction Clean Partners, we try and get information from decision-makers on how our price sits with respect to the competition. Some decision-makers are cooperative, and if they tell us, ‘hey I got a price lower than yours’, we know to go lower, depending on the project.
Budget: Another factor to consider is The PM’s budget. The smart thing to do is ask, “Hey PM what is your budget for the cleaning?”. “How much are you willing to pay for this service, what is your range?”
You usually may not get a direct answer, but when you do, can you go lower? In case the budget is too low, I will suggest you still send in a number. If he doesn’t get a lower bid, you win. If he does get a lower bid, you will be in file for future invites.
Cost and Profit Analysis: This is a factor to consider as well as a pricing style. This style mostly gets you a very competitive number, but you have to get all your variables right.
Cost of Labor + Cost of Equipment + Markup (Profit) = Total Price.
To accurately get your labor costs, you have to first determine the number of hours/days to complete the job. Multiply that by your hourly labor costs. In most states, official labor costs hover around $25/hour.
Most cleaning companies pay their laborers for less than that, but it is a good number to use to estimate your costs. As stated earlier, when you finally conclude on a price, ask yourself again, “can I go lower”?
If the job is Union labor or Davis Bacon prevailing wage, you have to find the prevailing wage in that county before pricing. This link is helpful for checking for the prevailing wage. (We will discuss Davis Bacon in a future article).
Equipment costs usually comprise of all your reagents, machines, lifts, etc that you either buy or rent to do your work with. Experienced cleaners are usually familiar with these costs and can easily calculate the total cost.
New kids on the block may have to make the extra effort to find these costs and put numbers together. It is worth it.
Assume your labor and equipment costs equals $6,000, and you decide on a markup of 40%, your total price would be $6,000 + $4,000 = $10,000.
Can you markup by 30% or 25% or 20%? Think about it before you submit. It is tempting to go for the highest markup, but will the highest markup win?
Per Square Feet pricing: Using the Cost and Profit Analysis method can result in very competitive pricing. But it is usually difficult to get all your variables correctly. Especially for big jobs that require multiple mobilizations and if other trades still have to work while you clean.
Setting a price using the Area (feet^2) can give more robust pricing. The general average across the USA is 25 cents per square foot. More often than not, 25 cents per SQFT would give you a markup of 40% or more, especially if the cleaning is limited to final clean only with little or no exterior windows.
As usual, can you do the job for less? 23 cents maybe? How about 21 cents?
You should understand that projects have different types and scopes of work. Deep cleaning for an apartment complex priced at 25 cents per Square feet cannot be the same price for a warehouse that needs basically a sweep and scrub.
Construction Clean Partners came up with a pricing guide that should help you with pricing for most types of projects. The list is not exhaustive and does not consider Davis Bacon or Union pricing.
Also, in some states, labor costs may be higher and may need you to go above 25cents per square foot.
You will agree with me that having a strategy for pricing cleanup jobs is a very important step to winning Post Construction Cleaning Contracts. Recognizing the competition and working with the PM’s budget would go a long way in helping you to create a competitive price.
In the end, pricing is an art. But understanding and mastering the pricing styles will go a long way in helping you secure more wins.
This article is written by Aduvie Okoh with Construction Clean Partners. You can email me with any questions, email@example.com or give me a call (404) 734-5751.
Setting Cleanup Expectations
A business transaction is best executed when all transacting parties know what is expected of them. As a Post Construction Cleaning entity, all your interactions with Construction Companies must be treated with all the seriousness of any business transaction.
If someone asks you to come for a meeting tomorrow morning, and you get to the venue at 9 A.M and waited till 11 A.M. And just when you are about to step out, they walk in. Would you be upset?
I think you would. What if they say that 11 A.M is still morning and that as long as it wasn’t Noon yet, you should not be offended. Would they be right?
If anyone schedules a meeting for tomorrow morning, the simple and smart thing to do is ask for a specific time. “Are we meeting at 9 A.M or 11 A.M”? That way, you both know that you have a meeting scheduled for 11 A.M tomorrow.
It is interesting how many of us in the Post Construction Cleaning industry take this important activity for granted.
I once had a situation with a new cleaning company who got a go-ahead from a Project Manager to clean his project. No walkthrough was done, she gave a price based on the size of the job, and she was asked to come and clean. The PM told her he would sign her invoice when the job was complete.
The building had VCT and for most people; it is a given to strip and wax VCT tiles. She did the strip and wax.
Fast forward to inspection day, PM was upset that she did the strip and wax. He could have sworn that he told her on the phone not to strip. Superintendent was not on site on the weekend when she did that scope. It turned out that they had other plans for the tiles, which did not involve her. They wanted her to scrub, only.
Situations like this do not always occur, but when they do, they have effects that are usually avoidable if expectations were set from the start.
They can cause strain: Events like this can put a heavy strain on the relationship between you and the Project Manager. A strained relationship is what you need to avoid because you need that referral. Every new job is a stepping stone to the next job.
That means keeping the relationship going is part of your goal as a subcontractor. You might be called to do another Job for the same GC, need them to put in a good word for you with another Project Manager.
Set expectations from the start to avoid straining the relationship.
Lead to avoidable loss of funds: As a cleaner, you want to impress. You want to do everything to make sure that they love your work, pay you, and help you with references.
However, if you do more than is expected of you, you may spend more money and get at best a thank you for all your efforts. We need to earn and keep money, not lose it.
Too much work: Imagine coming back to clean a building multiple times after you are done. Unfortunately, this is a regular experience with many cleaners. Sometimes, it is not entirely the cleaner’s fault. Clumsy scheduling with other trades could lead to those scopes messing up your cleaning job.
At such times, it’s best to understand the cleaning schedule and figure out how to manage the other scopes you are working side by side with.
At other times, when the damage is more than you can easily manage, you might want to ask for more money through change orders. We will talk about this in another article.
Delays: Delays come in different kinds. It could be delay payment due to an unfinished job requirement that you might have missed, or delay on-site due to other unfinished trades.
Sometimes these delays are unavoidable, but if you are clear about your expectations, you stand a better chance of being treated fairly by the General Contractor.
How To Set Expectations
Know what you (don’t) want: It is hard to explain to someone else what you expect if you do not know clearly what you want, or in most cases as a cleaner, what you do not want.
The key here is to ensure that you know clearly what your expectations are. That way, it would be easy to spell it out to the Project Manager
Know what is important: It is good to know what you want and what you do not want, but you will be more successful if you know what your client expects and tailor your expectations to meet theirs. That way, you would not just be working for money, but you will be adding value.
Write them down: Your proposal is arguably the most important document that can detail the expectations of you and the GC. In your proposal, you have the opportunity to outline the scope of work you are going to cover.
Usually, if your scope does not meet the expectations of the Project Manager, he would draw your attention to what he needs to be included or removed from your proposal.
So then, your proposal becomes an ideal document to not only guard your interest but also help you meet the requirements of the project.
Unfortunately, many cleaners don’t take this function seriously. I have seen proposals with only a price detailed on them.
Some folks may itemize rough, final, and fluff cleaning and put price tags on them and submit them.
That is not the best practice. Making the extra effort to detail your scope would go a long way in making you stand out as an expert.
A magnificent tool you can use can be found in these construction templates by Construction Clean Partners. There are several templates for different types of post-construction cleaning projects.
Get a written contract: Understanding the contract and all the clauses written in it is very important to your success. If you cannot understand, get someone to go through it with you. A contract once signed is binding to all parties
The contract protects the interest of the General Contractor. However, it gives you the opportunity to accept, reject, or prepare for any clause that does not go down well with you.
For example, some General Contractors put in their contract the -Pay When Paid- clause. You really cannot ask them to change it, so it is either you reject the contract or accept and wait or look for a third party that would pay you as soon as you invoice the GC.
Whatever you decide to do, reading and understanding a contract is an important part of setting expectations.
Change Order’s in construction cleaning.
Final cleaning is the last scope to be purchased on a construction site, other trades are commonly working under and above your crew. You are waxing and painters walk in your wet wax; vacuumed the floors and electricians leave wrappers on ground. This is nothing you can stop and must expect other trades to work with you. Commonly you are working during punch list times, so trades are fixing what the architect did not approve.
Change Orders is the name of this game. Have the superintendent sign off on rooms when complete or have a superintendent sign for extra man hours for re cleaning. Then you email that sheet to the project manager for official approval. Do not let the superintendent get away with making you re clean for free. Change orders early is the only way to not be burnt on re cleans due to other trades on site.
Submit early and often for any reason that you feel you are working outside of the agreed upon contract scope. It is ok to be turned down on a change order request, but submitting shows that you are aware of rules and will not be taken full advantage of.
22% of jobs have change orders, whether it is negative or positive.
Best ways to get approved.
Change order by email is ok, it requires a written document.
Raul and I agreed to $500 for tomorrow’s trip and to cover some extra work installing shelves last week. Please consider this email your authorization to proceed. Sherilyn will issue a PO tomorrow.
Thanks for the prompt attention to this. Sorry for the short notice.
Add dates to your service days.
1.) Extra powder puff on December 3, 2013. $1,276.22
2.) Extra powder puff to clubhouse on November 19, 2013. $205.00
3.) Clubhouse extra fluff clean and extra final clean. $570.00
TOTAL AMOUNT FOR THIS CHANGE ORDER.
Do not go back to site and redo work with a change order not signed.
“We just got our money in from dicks late this week… they disputed our invoice and never paid us for the work we were asked to go back to do… The total we got from Ordner Construction was $8,000”
Sometimes it is required to sign the change order from GC, others you can submit your own document
“Attached is a Change Order for the above-referenced project for you to sign, date and return via fax (301.607.8577) or email (firstname.lastname@example.org). After receipt of your signed change order, we will remit a fully executed copy back to you.
Good/ Common Reasons to have a Change Order.
No running water or electricity, and your scope requires these to perform.
You have to run 4 extension cords from another building so you can power your machines.
Spend time walking 10 minutes to carry water in a bucket from the only working water area.
Extra time consumed because of other trades.
Most exterior work is a change order, normally not included in final clean proposal.
“We need to change this CO to $1650 for Pressure washing off the sidewalk along Georgia and Randolph
We are no longer doing the windows, as Patrick says.
Safeway have their people doing it.
Requested touch up-extra mobilization.
“Hello Again–Could we get you guys back out to Papyrus at the Bridgewater Commons? The outside of storefront needs a touch up. Let me know when you can get out there and how much it will be. Thanks!
Adding work hours to change orders help
“Friday night into Saturday should be $3,780. $45 x6 crews x14 hrs. Add to the previous change orders plus original amount. “
Some GCs issue change orders for subs to sign, others will accept sub c/o
“Attached is CO 6 for cleaning the mortar and precast from the windows. Please sign, scan, and return to me ASAP.
Matt Brodd, LEED GA | Assistant Project Manager”
The owner can get in the way.
“I am waiting on Red Robin to approve the change order for the additional work that was done. We cannot submit extra work until they have approved it. We have submitted it to them, but they take a while to approve changes. I also need you to sign a conditional waiver that should have been submitted with your invoice. I have attached a copy I have filled out for you.
Bad work will result to reduction in work and loss.
“We are not satisfied with the current result of the break room that we stripped and re-waxed. There are figure 8 swirl marks and “splotches” on the floor.
We have given everyone plenty of opportunity to make this right. We need a crew who can deliver the quality we expect on the floors. If you can’t find someone else to do the work, we will hire someone else come Tuesday and pass the bill along. The current crew is not meeting our expectations or industry standards for that fact.
Brett Garrett | Project Manager ”
Always try to submit a change order, especially if you think the project should flow another way.
“Can I put I a request for additional money for salons by jc in Ansley mall? Two reasons:
I would like to add 400.00 to the invoice. But if that is going to cause an uproar and get a headache and hassle, let me know.
Either way, it will get done.”
Most common change order cause other trades in your work area- Re clean.
“There were workers working on the ceilings and floors in some rooms and hallways. All work to our understanding was done when we bid the job. We had to re-clean the areas they worked.
Movers were moving furniture into some rooms already cleaned and we had to re-clean around them. Movers weren’t expected until Monday.
Travel/ trip fee’s are allowed.
“I spoke with Gerald and we are back on site today. We are doing a change order because John requested the buffing and for that we are charging $335, also for the wait time and additional travel we are charging $540. I just wanted you to be aware when we send in the paperwork.
David Bacon Prevailing Wage Guide.
For all jobs that require David Bacon wage rates, we put the below statement on the proposal.
We adhere fully to all federal contracting requirements. Certified Payroll, and Davis Bacon Wages. We use wage rates from this page.
The above site is how we determine the cost of each employee, which creates the cost of the project scope and determines the proposal price.
For David Bacon projects, submit weekly payroll sheets.
We created a formula sheet that you can plug in the amount of hours it requires each employee works and the hourly rate that you to pay for your trade and county- You can use download it here
Why must you pay a higher rate to your employees for this job?
The project is being funded by the state, contractors that work on site must pay State arranged wages and benefits directly to your employee as normal. Cleaning partner must submit weekly payroll reports listing who worked and their hours. The state can audit a company within 3 months from invoicing.
From filling instructions below.
Here is a sample filled in form. Download here.
And here is the blank form. Download here.
those are page 1 and page 2 where you sign is here.
It must display full address for employee on only payroll week 1, the rest of the weeks do not need an address of the employee.
An electronic signature is acceptable in place of original ink, when using valid ESIGN software. Please write “final” on the last report once all work is complete.
If they performed no work, please show ‘no work’ for that week.
Davis-Bacon and Related Acts, apply to contractors and subcontractors performing on federally funded or assisted contracts over $2,000 for the construction, alteration, or repair (including painting and decorating) of public buildings or public works. Davis-Bacon Act and Related Act contractors and subcontractors must pay their laborers and mechanics employees under the contract no less than the local prevailing wages and fringe benefits for corresponding work on similar projects in the area. The Davis-Bacon Act directs the Department of Labor to determine such locally prevailing wage rates. If this does not apply to you, then we require your bid as soon as possible.
Common Laborer is an appropriate classification.
We will need to submit (1) original and (1) copy for each weekly payroll:
Payroll are to be numbered, beginning with #1 as your first week on site, and continuing consecutively (weekly–even if no work is performed) until completion of your work on site.
The last week of payroll is to be marked “Final”.
Payroll is each to be 2 pages–Page 1 showing employees, classification, and hours, etc:
Page 2 being the signed original statement of compliance. EACH weekly payroll is to have a signed original statement of compliance showing the 7-day workweek for which it applies.
Payroll is to be signed by your company, not Project Manager.
Classifications are to be filled in for each employee.
Do not draw a line through the columns.
Contract Commission is not a valid classification.
If you have hired a subcontractor, they are to submit their own payroll and SF1413.
Deductions are to be shown for each employee each week. OIF no deductions are taken, and these employees receive a Form 1099 at year end, this is required to be noted on each payroll.
In addition, each employee is to be listed as an Intermediate subcontractor on (YOUR COMPANY) SF1413 (Schedule E).
Each employee is also to provide their own SF1413 showing (YOUR COMPANY) as Prime and themselves as the subcontractor.
1. Each payroll must contain the following information:
a. Worker’s name and identifying number (e.g. last four digits of social.
security number) must be shown on all payrolls.
b. Correct classification must be shown and must be a classification listed in.
the wage decision issued for the project.
c. Hourly rate of pay must be in accordance with the wage decision. (*Rate may be more but not less than wage decision)
d. Daily and total weekly number of hours worked.
e. All deductions, net, and gross pay.
f. If a worker works on other projects during a workweek, the payrolls must.
show amount earned on the ARRA Project, total gross pay, and total.
Column (7) Gross amount should be Sauer in top half of diagonals with bottom half showing total gross for the week. If no other work performed other than for Sauer in a workweek, both halves of a diagonal are the same.
If you need more guidance, you can download this.