kept an accurate daily cost record of the labor and materials for a typical acre and established this cost as a unit price per acre on all future work of a similar character. By this method and the fact that the cost of the typical acre was carefully supervised, efficiency was required on the part of the contractor to finish the work included in the order. Unit prices were established on all landscape and engineering work and similar methods were also inaugurated in unusual cases in order to satisfy the owner’s demand for complete information in advance of ordering work. The accounting in a project of this type is not only exacting but also tremendous in volume, both on the owner’s account as well as the architect’s. During the time spent in the development of the estate, modifications had to be made to some of the unit prices, due to fluctuations in cost of labor and materials, but at all times unit prices were available for practically all of the work.
This budget system provided information which at the end of each month indicated the amounts of contractors’ requisitions, together with the amounts that the client might possibly be called upon to meet during the ensuing month. The latter amounts covered special purchase accounts where materials were purchased direct or where advantage of special discounts was taken. The budget sheets indicated the total estimated cost of all
work, to which was added from time to time all extra work and its cost as ordered. Extra work in no case was ordered without written approval of the architect and owner, and a formal order giving details and the cost of the work involved.
Weekly reports of drafting room progress were kept. Daily records stating the progress of field work were kept and included order numbers or other forms of identification of the particular branches of the work.
Progress charts were prepared and filed, showing percentages of all portions of work completed. Copies of these, accompanied by progress photographs, were forwarded to the owner monthly.
When the preliminary work on the site was started, monthly meetings of the Engineering Department were instituted, at which the owner’s representative, the office manager, project manager, engineer, engineer’s and architect’s field representatives, and representatives of contractors, met, discussed and settled all questions arising in connection with the work. Written record was made of all points discussed and a copy forwarded to owner, and all others concerned.
When the construction of buildings was started, similar weekly meetings were instituted, at which the contractors’ and sub-contractors’ and archi
tect’s representatives discussed progress, expediting, and such other matters as might arise. Memoranda were made at these meetings, and copies forwarded to the owner and all other interested persons. In this way both the office and the owner were kept informed at all times of the progress of the various branches of the work.
On an operation of this scale, the matter of obtaining sufficient labor is quite a problem for the contractor. When a large group of contractors representing various trades are operating on one estate, the matter of holding the men is an even greater problem. In the present instance, this problem was met by the ready co-operation of the various contractors, and the establishing of uniform wage scales, with the result that labor was not inclined to shift from one contractor to another.
An attempt was made to provide for housing the workmen on the estate, but this was found inadvisable. As the estate was to be finally developed as a game preserve and farm, the matter of game protection, prevention of fire and other hazards, made the matter of “policing” more important than the possible economy would warrant.
The estate consists of over 2, 000 acres, on Lloyd Neck, with a water frontage on both Lloyd Harbor and Long Island Sound. The approach from Huntington is on the Lloyd Harbor side.
The property, not having received attention in
DETAIL OF MASTER S BATH HOUSE
Photo by Gillies
This budget system provided information which at the end of each month indicated the amounts of contractors’ requisitions, together with the amounts that the client might possibly be called upon to meet during the ensuing month. The latter amounts covered special purchase accounts where materials were purchased direct or where advantage of special discounts was taken. The budget sheets indicated the total estimated cost of all
work, to which was added from time to time all extra work and its cost as ordered. Extra work in no case was ordered without written approval of the architect and owner, and a formal order giving details and the cost of the work involved.
Weekly reports of drafting room progress were kept. Daily records stating the progress of field work were kept and included order numbers or other forms of identification of the particular branches of the work.
Progress charts were prepared and filed, showing percentages of all portions of work completed. Copies of these, accompanied by progress photographs, were forwarded to the owner monthly.
When the preliminary work on the site was started, monthly meetings of the Engineering Department were instituted, at which the owner’s representative, the office manager, project manager, engineer, engineer’s and architect’s field representatives, and representatives of contractors, met, discussed and settled all questions arising in connection with the work. Written record was made of all points discussed and a copy forwarded to owner, and all others concerned.
When the construction of buildings was started, similar weekly meetings were instituted, at which the contractors’ and sub-contractors’ and archi
tect’s representatives discussed progress, expediting, and such other matters as might arise. Memoranda were made at these meetings, and copies forwarded to the owner and all other interested persons. In this way both the office and the owner were kept informed at all times of the progress of the various branches of the work.
On an operation of this scale, the matter of obtaining sufficient labor is quite a problem for the contractor. When a large group of contractors representing various trades are operating on one estate, the matter of holding the men is an even greater problem. In the present instance, this problem was met by the ready co-operation of the various contractors, and the establishing of uniform wage scales, with the result that labor was not inclined to shift from one contractor to another.
An attempt was made to provide for housing the workmen on the estate, but this was found inadvisable. As the estate was to be finally developed as a game preserve and farm, the matter of game protection, prevention of fire and other hazards, made the matter of “policing” more important than the possible economy would warrant.
The estate consists of over 2, 000 acres, on Lloyd Neck, with a water frontage on both Lloyd Harbor and Long Island Sound. The approach from Huntington is on the Lloyd Harbor side.
The property, not having received attention in
DETAIL OF MASTER S BATH HOUSE
Photo by Gillies