Simple Subcontractor Agreement Template: Fill & Download for Free

Construction jobs are often very different and costly - they require skilled tradespeople who can handle dangerous equipment. It can also get out of hand without project management and substantiated documentation each step of the way.A construction contract is a formal document between constructor and client laying out the terms and conditions as it relates to the work to be performed.Having a compliant and thoughtful construction agreement template in place puts you in a much better position. Here is a simple construction contract template that could be used as a template for any new construction project: Construction Contract (Free Template)Another type of construction contracts are subcontractor agreements. Such contracts are most common in the building industries as specific skills are hired out to complete extensive construction contracts.Every subcontractor agreement must be specific to the services and payments. It is also important how you handle indemnity - who is ultimately liable for any negligence or law claims when things go wrong.Collaboration between a contractor and its subcontractors is usually based on subcontractor agreements (see an example below) which is a formal document between a contractor and subcontractor laying out the terms and conditions as it relates to the work to be performed.The content of a subcontractor agreement is mostly dependent on the scope of your client project: Subcontractor Agreement (Free Template) - What should be in a subcontract agreement

Thank you for inviting Nation1099 to answer this question. It sounds like you’re asking about the process once you have your subs identified. We’ve written about this quite a bit and have some tools and templates you might find helpful. I’ve bookmarked a couple at the bottom of this answer.Essentially, you’ll want to create a simple scope of work document for hiring your subcontractors. The freelance SOW should clarify a few things:Payment terms — when and how much.What counts as delivered, to minimize disputes about when a payment is owed.Ownership. You’ll often be clarifying that the client will own the work.Relationships between you and the sub and between the sub and the client. You’ll want to make clear that they aren’t an employee. And you’ll want to pass on any expectations that the client has for you about confidentiality, non-competition or liability.Once you have that agreement:Go ahead and ask the freelancer for a W9. You’ll need it later at tax time.Keep track of these payments as expenses on your ledger.In January of the next year, if you paid any sub $600 or more the previous year, then you will send them a 1099 form for their taxes and report that to the IRS. Accountants often throw this step in as part of doing your business taxes.Pay them on time.And generally treat your subs like you want to be treated as a freelancer. Give them good directions; stay in touch with them between gigs; let them know you value their work; don’t make them ask you twice for payment.The Ultimate Guide To Hiring SubcontractorsThe Best Subcontractor Agreement Tips and TemplatesThe Freelance Contract: How to Write an Effective Statement of WorkConquer Freelance Taxes and Independent Contractor Tax Deductions

This sounds like a terrible way to run a business, but I urge you to ignore any references from me or anyone else you don’t know to hook you up with a consultant.Take the smarter, lower-risk route instead:Learn about what consultants do and what to expect in various retention scenarios.A simple, straightforward guide is How to Work Effectively With Consultants: Get the Best From Independent Experts from MindTools, if you’re new to this.If you’re ready to dive in the deep end, Salesforce has some great guidance that delves into the why, how, when and more of hiring an outside expert (including the SOW described below):https://help.salesforce.com/servlet/servlet.FileDownload?file=015300000035KkMAAUBefore you even think of hiring a consultant, invest the time in writing an RFP (Request For Proposals) if that’s how your company outsources work. Here’s an example of a comprehensive RFP from an NGO, who tend to have government-quality (the best) contract attorneys who write their stuff: https://www.apec.org/Projects/-/media/Files/Projects/Resources/Sample-RFP.doc?la=en&hash=4C1268B1ABBF06D11A904100C13794C6AF76D440&hash=4C1268B1ABBF06D11A904100C13794C6AF76D440My preferred route is to develop something we call an SOW (called Scope of Work / Statement of Work interchangeably) to define the purpose and quantifiable metrics that determine the consultant’s success or failure on each item.See the end of this answer for links to several SOW examples, from simple to complex, that you can reference for your SOW.There’s also an SOW model known as FAST, which you can learn about here:Use the FAST Agreement to Simplify your Advisory RelationshipAll Scope of Work documents should contain a timeline, schedule, key information about the project and, of course, and the budget available for the project. Effective SOWs include the following:Objectives: All objectives should be reasonable and measurable in terms of outcome. The objectives of the project should be discussed will in advance of this document, but the paperwork should again re-iterate your final goal. If you’re building a deck, you’ll spell out the dimensions and other important details about the final product.The objectives should answer the question “Why?” for you and your consultant as well. If you’re creating a SOW for a marketing project, the objective may be “to increase sales by 25% through the use of paid and organic discount promotions on social media platforms. The platforms used and distribution of promotion inventory must be based on audience analysis and targeting methodology to ensure maximum reach and conversion.”Whatever your objective is, it needs to be something that is realistic to achieve. This is a precursor step to creating detailed tasks within the list of deliverables, so don’t get into the weeds of tasking in the SOW. Deliverables are just that…they are items handed off to the client for their review and approval.Statement or Scope of Work:This statement defines the work that will be done and the steps to completing it as well as the deliverables —. the work that will be completed and handed to the client. For example, when you’re renovating a bathroom, you don’t renovate it all at once. Instead, you will tackle each step in the most logical order, probably starting with replacing the bathtub, shower and toilet and finishing up with new tiling and grout. Each of these items will also include their own steps.Deliverables are the final product that the consultant creates and gives the client. They are tangible items that are easily accepted or rejected. It is also important to state exactly what deliverables are being created and include the details that accurately describe each deliverable. If you can’t measure it, it’s not a deliverable.“Improve employee morale” isn’t a deliverable. It’s an aspiration.There are tasks and deliverables that will contribute to improving morale. If you don’t know what is required to improve morale, the deliverable would be “Create comprehensive plan to define, measure, report and assess overall morale on multiple dimensions for all employees at the Headquarters office that includes recommended action items as next steps for addressing morale issues.”If you have current data that accurately reflects morale on an array of dimensions, the deliverables will include the specific issues to address in the timeframe of the consulting contract: “Produce detailed plan with three unique options for a corporate policy on allowing employees dogs in the workplace, including risk assessments, adverse outcomes and mitigation options to address both.”The SOW should be written as a definitive statement, with as few vague, broad or undefined elements as possible. You will make revisions and adjustments for the final SOW included in the consulting contract that is binding and mutually accepted, but you’ll be more successful when your plan is more well-baked at the time you start talking to consultants.Most revisions and negotiated adjustments occur in these areas:Schedule: This is where you will set milestones; dates for each project to be completed; and specifics on who will do what. If your consulting needs involve multiple departments or decision-making authorities, you will need to coordinate to make sure the schedule is workable.Price: This will include the cost of labor, goods, and any subcontractors. If there are payment milestones required, this information will usually be proposed by the consultant and should be included in the SOR price section, not the schedule. The schedule applies only to deliverables. The pricing section is provided by the consultant for the client to know if they are paying a fixed fee or billable hours worked plus expenses mutually defined and agreed upon by both sides. Payment terms often run on a 30 day billing cycle for hourly work, or a 30%/30%/40% payment schedule for flat rate work. terms. Make sure that you specify or mutually agree beforehand whether payments are based on completed milestones, a schedule or periodic billing statements.Acceptance: You won’t complete the acceptance section until you decide to retain the client, but it’s good to include this clause in the document to convey the firm nature of your SOW and the intention to convert it to a binding, enforceable schedule of the contract. This section will include the consultant’s signature and the business representative’s signature. Never start a project without getting this signature. It’s more than just a formality; it will help you in the event of a dispute and serves as a legally binding contract for the courts.AFTER YOUR SOW IS DRAFTED:Once you have a good working document, get in touch with professionals you know, trust and are senior enough to be in the decision loop when retaining outside experts and consultants.Make sure you convey the objectives and expectations to your network connections to ensure they understand what you need and who is best suited as a consultant to meet your needs.An IT architecture consultant and a predictive analytics consultant are related, but only in the sense that a pigeon is related to the dinosaurs.Sea lions and Salmon both live in the water. But if you order Salmon at a restaurant and they serve you poached Sea Lion as a substitution, your dinner isn’t going to be what you hoped for.That’s why you select specific entrees from the menu, rather than asking your waiter to “bring me something that lives in the ocean” or “anything a slaughterhouse delivers”.Ask them about consultants they’ve hired; why they hired them; what they were hired to achieve; and how satisfied they were with the results.Ask how the working relationship went, and get a sense of their style, manner and professionalism.Were there problems? How did the consultant address problems? Did they fix them?Were problems caused by the consultant billed to the client, or properly resolved at no charge for the time required to fix them?Ask how they were introduced to your trusted professional; if they’re willing, ask if you can contact the person or firm that gave them the referral.Contact them and ask the same questions.If they sound helpful and engaged, ask if they’d be willing to stay in contact with you if either needs a referral or introduction to someone else who can offer one.You want a network of referral sources that is broad, multi-industry and as well-placed as possible.Don’t hire the first referral you get, and don’t hire a consultant if you can’t find more than one strongly recommended option. If your network is unable to refer anyone, ask them for contact info for people they know and trust in their company who might have a consultant to recommend. You will feel a strong urge to hire someone, especially if you have one referral on deck. This is a recipe for disaster, even if the likelihood of disaster is small.Your objective isn’t to hire a consultant: your objective is to solve a problem, reach a goal or obtain understanding of something that will serve the needs of the business.A consultant is a vessel that helps you reach objectives. You must hire the right consultant or wait until you find one who is right for the job.If you hire a consultant and they fail to deliver, you haven’t met any of your objectives. You will rack up a substantial bill for the hours they work before you realize they’re not doing anything. That’s a failure: focus on your objectives, and getting them solved.Basic Statement of Work template examples:Simple form SOW:http://templatelab.com/scope-of-work-templates/?wpdmdl=5464Detailed, formal SOW:http://templatelab.com/scope-of-work-templates/?wpdmdl=5542Moderately detailed SOW:http://templatelab.com/scope-of-work-templates/?wpdmdl=5536And Use the FAST Agreement to Simplify your Advisory RelationshipGood luck!