Tag Archives: risk avoidance

Paperwork, and more paperwork–Discovery in the construction lawsuit (Law & Order: Hard Hat files Part 4)

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lots of paperworkAs I mentioned at the start of this series, one of the reasons that I like watching Law & Order is that things happen fast, and there is always a smoking gun paper  to be found by the lawyers over a night of eating cold Chinese food.  Yes, well- about that.  In the construction world -not so much.

Depending on the size of the project, there may be massive amounts of paperwork involved.  Think about every email, of every employee who touched the project, from initial proposal through final punch list.  Add in the change order logs, pay applications (with backup), submittals, shop drawings, project correspondence, drawings, specifications, diaries, meeting minutes, daily reports, site inspections, etc—and you can begin to visualize the problems that the magnitude of documentation creates.  Naturally, in the age of electronic data, digital cameras, and cloud computers, the issue of quantity is even more magnified.

Now, let’s discuss the discovery process in a construction lawsuit—that is, what the other side can ask for, what you must give, and how the process works.  Then I’ll detail a few recommended practices to put your firm in the best position possible if and when it has to deal with the information overload of a construction lawsuit.

What is “discovery” in the legal world?

Discovery is the all-encompassing term for means and methods to get information necessary to prosecute or defend a lawsuit.  The main written discovery consists of interrogatories and requests for production of documents.  Interrogatories are written questions that you (with the help of your lawyer) must answer about the project.  Requests for production, on the other hand, are requests made for documents that may, or may not, be relevant or admissible.  Inevitably, in one form or another, your entire project files need will likely need to be produced to the other side.

Be aware: things that you may not consider part of your firm’s project files may still be demanded. 

  • Does anyone at your company keep an old-fashioned pocket calendar, filled with a mixture of both business items and personal information?  It can be demanded in the discovery process.
  • Does your company conduct internal post-mortem meetings to discuss ways to improve on future problems and what went wrong on this one?  Discoverable.
  • Does one of your employees have a personal relationship with an employee of the general contractor, such that they send good-natured barbs and sarcastic comments about the project or project personnel to one another?  Yep- you guessed it—discoverable.

Each and every document, paper, back of envelope note, or personal diary entry can be demanded.  Scary prospect, right?

What can you do to limit the embarrassment and lessen the pain?

To lessen the pain, be sure to adopt some best management project and personnel practices, including:

  • Consistent intake methods.  Every employee who brings in work should know to find, modify, and use the Firm’s contract and/or form proposals.  Educate both your employees and your clients on the importance of having good, written contracts and proposals, and procure them in a uniform and systematic way.  There should also be a follow up procedure in place, in case a signed contract or proposal is not obtained.  One suggestion I have made previously:  do not open a new client or matter number to bill against until the contract is in place.

 

  • Management of rogue employees.  Ideally, don’t let any employees only use their hard drive.  If you can’t achieve that level of cooperation, at least insist that documents be copied over to the Firm’s computer system on a regular basis, and at least weekly.

 

  • Decide on Firm-wide file management.  Everyone on your staff should be filing everything the same way, whether in paper records or in email folders.   As noted in my post on how to smartly handle project documents, all communications should be in one place, preferably in a chronological order.  Failing that, a master chronological file could be kept for future reference.  You also must decide whether and which emails need to be printed and/or saved, and institute a standard policy Firm-wide for those as well.

 

  • Create a Problem file(s).  If problems in certain areas arise, maintain a separate file and/or e-folder for all documents relating to that area.  Who knows, one of those may end up being the smoking gun that makes your case.

 

  • Use a separate Legal file, if necessary.  Related to the problem file, if you get any legal help or help from your insurance company, create a new “Legal” file for legal issues, communications, and the like.  Do NOT keep this file with the other project files.  Ideally, all legal files should be kept in a different location/drawer/desk/office to prevent inadvertent disclosure in a lawsuit.

 

And, the #1 Rule relating to document best practices?

 

  • Follow the Grandma/Newspaper rule.  That is, instruct your employees to be careful in what they say in any forum– website, newsgroup, email, etc.  Before sending off any questionable communications, each employee should ask himself:

How would my grandma feel if she read my message in the newspaper? 

If he feels comfortable that the message wouldn’t make Grandma hold her head in shame, then and only then should he press “send”.

 

While you don’t need to know all the details of how to answer discovery unless and until you’ve been sued, if you follow these document best practices, you will be far ahead of the curve should you have to defend yourself in court.

Questions, comments, observations?  Share in the comments below or shoot me an email. 

Next in our series:   Being deposed—not just for dictators! Depositions in the construction lawsuit.

 Photo (c) Veronica Robbins via CC.

Is there a dead body in your future? The first sign of trouble on the construction project (Law & Order: Hard Hat files Part 1)

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fake dead bodyNobody dies in a construction dispute.  At least most of the time!

However, just as the usual “thunk-thunk” chord in Law & Order warns the viewer that something is awry, there are warning signs that your construction project may be under similar dire straights.  You should recognize these signs for what they are—early-warning lawsuit detection devices.  Signs that a lawsuit may be in your future include:

  1. The  “everything has gone wrong” situation.  This one is fairly big and obvious, but it bears mentioning.  If the project is delayed, over budget, and there are signs that the owner is looking for someone to take the fall, watch out.
  2. Much more subtle, but equally troubling, is the “start acting squirrely” syndrome.  If you have always had a good working relationship with the general contractor, but suddenly he is aloof, watch out.  If the owner is usually friendly and free with the flow of information, and he suddenly begins to clam up, be concerned.
  3. The “let’s document everything” protocol.  Now, as a lawyer, I feel duty bound to tell you that I think documenting everything is best management practice.  However, I do know that most normal folk don’t usually behave this way 24/7.  So, if you are on a project where a contractor likes to write letters to the file almost as much as he does change order requests, be leery.  Could be he just listens well to his lawyer’s proactive advice to document everything.  Or, could be he is preparing a case from the get-go to claim design failures, construction administration delays, and the like.  How to tell the difference?  Often, you can only go with your gut.  But take note—is Mr. Letter Writer documenting everything, or just items that might be considered “blame-able” ?
  4. The “I’m confused” RFI king.   Similar to #3 above, but more specific, the confused RFI king always seems to need clarification or further information about your design.  The requests for information flow so fast, you may have trouble responding timely.  This may be part of the plan.  Or, it may simply be a numbers game— either the contractor is asking RFIs to buy time on the project (often on a case with strong liquidated damages provisions), or he wants to later be able to point out the “excess number of RFIs” to prove “bad design.”

 Now that you’ve caught the whiff of trouble brewing, how do you stop it before the dead body smell takes up residence in your car?  Observe, document, and respond in kind.

If you are dealing with an RFI king, respond timely, and note when the RFI is asking for information that is readily available on the plans.  You might even consider keeping your own running log of questionable RFIs, so you can readily show your lawyer, and a future jury, that although there may have appeared to be a large number of RFIs on the project, the fact was that most of them (X percentage) were questions about something that the contractor should have already known if he had reviewed the plans.

If you have a “document everything” guy on your hands,  respond in kind.  You should be doing this anyhow, of course, but if you have someone that is especially prone to documenting everything, you need to be extra vigilant that he is not stating anything that is untruthful, that the documentation is complete, and that any time you get a document that doesn’t completely tell “the truth, the whole truth”, that you supplement it with your own documentation accordingly.

If you have a squirrely acting client, you might consider just politely confronting him to ask if anything is going on.  It could be something that has nothing to do with the project –  internal politics, personnel crises, etc.  In which case, you will find that out.  If there is something more sinister afoot, you can probably determine that as well.  The key here is to ask whoever you are (or had been) close to, and to ask them off the record, in person.  You can learn a whole lot through non-verbal body language.  If you find out, directly or indirectly, that there may be a claim afoot, then you can proceed accordingly.

If the project has gone to hell in a handbasket, there is not a whole lot you can do, other than to keep ensuring that you and your team are meeting all contract requirements.  Part of this should include documentation for the eventual lawsuit, if it comes to that.  You might also contact your lawyer or insurance company for assistance behind the scenes—something called “loss prevention”.  Remember, reporting the dead body is the first step to clearing the air.  It’s the cover up that usually gets folks in trouble.

Now it’s your turn.  Drop me a note or comment below to share your own techniques for recognizing possible lawsuits.  Next week in the series: the mechanics of being sued.  Stay tuned!

Photo (which is not of a *real* dead body) (c) garlandcannon via cc. 

 

Play Nicely in the Sandbox (or, Why GC’s and Subs Should Get Along) (guest post)

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Chris HillToday’s guest post is from Christopher G. Hill, lawyer, Virginia Supreme Court certified General District Court mediator and owner of the Richmond, VA firm, The Law Office of Christopher G. Hill, PC, a LEED AP. Chris authors the Construction Law Musings blog where he discusses legal and policy issues relevant to construction professionals. Additionally, Chris is active in the Associated General Contractors of Virginia and a member of the Board of Governors for the Construction Law and Public Contracts Section of the Virginia State Bar.

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First off, thanks to Melissa for this opportunity to post here at Construction Law in North Carolina. Having co-presented with her and discussed construction contracting from all perspectives, I can safely say she’s good at what she does and shares great insight here at her blog.

Now that the formalities are out of the way, I thought I’d share my thoughts as one who represents many subcontractors and general contractors on the topic of good relationships meaning good business. I am always a bit surprised at the failure of either side of the GC/Sub dynamic to act in a businesslike manner.

Remember, the General Contractor and the subs are in the boat together in many ways. They both have a job to do and, ultimately, an owner at the top of the payment food chain that is looking to get a project done on time. Ultimately, they both have an architect/engineer representing the owner that may or may not be up on the job (sorry Melissa) and may not be trained in project management. If the general and its subs aren’t “playing well in the sandbox” together, the relationships up and down the project chain get all out of whack and cause delays in completion and importantly in payment.

Another phenomenon that happens more frequently than I would like is the general contractor “burning” good subcontractors in an area through making payment (particularly final payment) difficult to receive. While this type of activity occurs on what I am sure is the minority of projects (and fully acknowledging that my practice makes me think that Murphy was an optimist) I am always flabbergasted by this sort of treatment given to a subcontractor that should be helping pull the boat.

While it is obvious that subs need to play nice with GC’s because they have the money, it may seem less obvious how the above can hurt a general contractor. The short answer (and don’t worry I won’t be going into the long one) is that burning good subs eventually means that good subs won’t work with you. Subs talk to each other. Your reputation will precede you. Eventually the economy will improve and you won’t be the only game in town. Not to mention that such actions are the stuff of which claims are made.

In short, getting along costs your local construction lawyer money because he or she doesn’t get to go to court for you. It is almost always less expensive to get along, finish the job and work out payment than to get we attorneys involved in the construction claims process.

To make a long story somewhat less long, GC’s work with the subs and subs, play nice with the GC’s. It’s the best way to a lower stress project and a higher monetary payoff.

Thanks, Chris, for your insights from the contractor’s side of things.  Even if you did (politely) slam the hard-working design professionals.  Reader, now it’s your turn.  Share your thoughts, comments, or questions with Chris or me in the comment section, below.

Something to Hang Your Hat On… (Limitation of Liability clauses) (law note)

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hat rackIn the past on this blog, I have pointed out the benefits of Limitations of Liability clauses.  These are the clauses that state that the most damages that your Firm can be responsible for is capped at a certain dollar amount or your contracted fee.

Do you have a limitations of liability clause in your professional services contract?  You should.  Best practice would be to have such a clause that limits damages against you to a set amount.  For example:

Engineer’s liability to Client for any and all injuries, claims, losses, expenses, damages or claim expenses arising out of this agreement, from any cause or causes, shall not exceed the total amount of $50,000 or the amount of Engineer’s fee, whichever is greater.

While best practice is to have such a provision, it is not always enforced.  In a case arising out of the Western District of North Carolina, the court noted that such provisions will not be enforced where the result would be unconscionable and “elicit a profound sense of injustice.” See  Performance Sales & Mktg., LLC v. Lowe’s Companies, Inc.,2010 WL 2294323 (W.D.N.C. June 4, 2010).

What does this mean in practical terms?  It means that you should endeavor to include a limitation of liability clause, but don’t necessarily think that if you have that you’ve capped your risk.  A court can always decide that the clause is unconscionable.  But, such a limitation is one more thing to “hang your hat on” if and when you find yourself staring down the barrel of litigation*.

* If, however, you are facing litigation, make sure you sign up for regular blog updates.  Starting next week, I am writing a new series on the anatomy of a construction lawsuit, so stick around! 

 

Photo:  (c) BabbNet via CC.

Who is Working for You? Consider These Three Items Before Hiring in your A/E Firm (guest post)

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black shadow of a womanToday, a tale of caution before you make your next hire, from guest blogger Jane Smith.  Jane is very familiar with personal information screenings and online background checks, and regularly writes about these topics in her blogs. Feel free to send her comments at janesmith161@gmail.com or leave a note in the comments section, below.

 

I watched my parents build a small landscaping store into a bustling business for over twenty-five years. Though the rewards were great, my mother and father worked tirelessly every day of the week. I often wondered if it was really worth all the anxiety and stress they carried around with them.

I once overheard my father saying, ‘It’s not the work that’s tricky. That’s always been easy. It’s managing the fifty employees that gets me.’ For years, I never understood what he meant. Whenever I visited them at their company, everybody seemed to be busy as a bee causing no trouble. I later learned that my parents always had one or two employees they had to keep their eye on. It sounds easy, given that two out of fifty is hardly anything. Yet, as I later learned through my own career, even one person can derail an entire successful operation.

Knowing who works for you is a vital part of running any business. If you don’t know who is stepping on the job each day, you may find yourself in a bind, a liability – or worst of all – a lawsuit. As I’ve learned through my own work experiences, it’s vital to know who you are hiring before you bring them on the job. Consider these three items before hiring anyone to join your staff:

Word-Of-Mouth-Referrals are the Best

As the old saying goes, “It’s all about who you know.” It may seem unfair, but it’s true: It’s best to go with somebody you know as opposed to a random person who walks through the door looking for a job. Whenever you are hunting for new talent to join your team, ask those you trust most – fellow employees, family members, business colleagues, etc. – to help you track down your next hire. I’m not saying that an unknown applicant is unacceptable; however, searching through a web of referrals is usually the best way people find astute, reliable employees. Sticking to this formula will help you in transitioning a new employee to your team.

Run a Background Check – Always

It would be wonderful to think that every person who came to work for you was a saint with no problems, no past, and no trouble. Unfortunately, we don’t live in such a world. It’s best to have your guard up, especially when hiring new people. A background check reveals a lot about a person: their past, their problems, and, likely, what they are capable of doing. If a person comes to you with poor credit and an extensive criminal record, what does that say about the person? I’m not saying that the world isn’t full of second chances, but you need to ask yourself what this person is capable of doing to your business. Are you willing to take a risk on that? That’s up for you to decide.

If it Smells Fishy, It Probably is

Let’s say you’ve hired a new employee and things seem to be going great, but then all of the sudden job materials start disappearing. The first one or two don’t really bother you, but the third and fourth burn. What’s going on? Well, here’s the unfortunate truth: If stuff starts to turn up missing and it didn’t before there was a new employee in the ranks, you might have a problem on your hands. No, don’t accuse anyone of anything without hard evidence, but keep your eye out for more occurrences. I give you this wisdom because I watched this very thing happen to my parents. They hired someone to manage their business on the weekends and one day $400 turned up missing from the register. My father quietly looked into his new employee’s past and discovered that he had stolen money from a number of businesses. You can imagine how much longer he was employed after that.

Hiring new employees can be an exciting process, but it’s always best to proceed with caution. If you find yourself needing some extra help, consider these three tips when hiring anyone and everyone.

Thanks Jane!  Questions, comments, stories to share of your own hiring problems?  Leave a note below.