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Drawings are late and areas aren't ready, so my gangs can't work

Information arrives late, areas aren't ready when promised, and my programme is being eaten by things I don't control.

Updated: . By Jack Butler-Kettle, Construction Claims Consultant.

If the hold-up has disrupted the gang and nobody can price it, see what to do when the disruption is real and has no number on it.

What's happening?

Drawings turn up after the work needs them. An area isn't ready, or another trade is in the space you were promised. Often nobody gives an instruction at all. Your gangs, plant and sequence take the hit, and that effect needs recording while it can still be seen.

Your subcontract may give you a route to be paid for late information, access or possession. But the notice, the cause, the programme and the value are four separate questions. Each needs its own facts: what you asked for, when it was due, what arrived, where the team could work and what it did instead.

Leave it, and the cost disappears into your labour account. A claim rebuilt from memory months later is far easier to knock down. A short log kept as it happens ties each site event to the drawings, emails, access records and resources. It supports a later claim. It does not decide the delay, whether you are owed the money or how much.

The solution

Log each event as it happens: what was needed, when it was due, what arrived, the activity it hit and what your gang did instead. Send the notice your subcontract requires, by the route it names. A late information tracker and an access log hold those facts, one row per event.

Delay & Disruption Loss Prevention sets that routine up on your site, with a same-day route from the site team to whoever sends notices. If the cost has already built up, Delay & Disruption Claim values it from the logs and your allocation sheets. We do not assess the effect on the programme. That stays with whoever assesses time.

Example

Illustrative example. The scenario and figures are invented.

The facts

A mechanical subcontractor's engineer starts a late information tracker and an access log in the week the drawings start slipping. Over 6 weeks, 14 drawings arrive late. The plant room is handed over 19 days after the promised date.

What happens

  1. Each late drawing gets a row: when it was asked for, who was to supply it, when it was promised and when it came. The row also names the area and the activity it held up.
  2. Each area gets its promised access date, the actual handover date, its condition and the resources affected.
  3. For the plant room, the log shows two fitters moved to first fix on the third floor for 8 of those days. That was productive work. They stood for 3 more days at £800 a day, because nothing else was available.
  4. Each entry is tied to the email, the site diary and the hoist record.
  5. Notices go out in the subcontractor's own name, by the route the subcontract requires.
  6. The records are then checked against the subcontract's loss and expense clause, the part that pays for extra cost caused by listed events. The effect on the programme is left to a programming expert.
  7. A claim of £14,500 for the plant room goes in, covering standing time, remobilisation and extended hire. The log is attached, and the 8 productive days on the third floor are shown at nil.

The plant room in figures

ItemAmount
Standing time, two fitters, 3 days£800 a day
Claim for the plant room£14,500
Agreed£13,000

The outcome

The claim is agreed at £13,000. The £1,500 difference is one day of hire the log could not support.