Overview

Successful water-metering programmes rely as much on strong contractor relationships as they do on technical design. Contract management isn’t about policing a supplier[JF1] ; it’s about creating the conditions where the contractor and the provider are both pushing toward the same outcome: every property metered safely, fairly, and consistently, and every contractor paid fairly for efficient, high-quality work.

Shared Objective: Meter Every Property Fairly and Equitably

From day one, the contractor needs to be fully aligned with the programme’s purpose — accurate, equitable metering across the entire customer base. That means:

• • applying installation standards consistently across all property types

  • following clear rules on private-side responsibilities

  • adhering to the escalation pathway for hard-to-find connections

  • treating customers professionally and respectfully on site

A consistent approach avoids variability between locales, reduces complaints, and builds public trust in the programme’s fairness.

Paying Contractors Fairly for Efficient, Effective Work

A metering project thrives when the commercial model rewards the right behaviour. Contractors should be paid in a way that reflects:

• • productivity for standard installations – fixed rate

  • fair compensation for non-standard or complex sites – Schedule of alterations and day rates to base complex work on.

  • clear rates for escalation stages (GPR, isolation testing, machine dig, etc.) – schedule of rates against a contingency

  • no incentive to rush difficult sites or over-work simple ones[JF2]  – escalation process for schedule or day rates to work through challenging sites

Transparency removes friction. The contractor knows what they’re paid for, the provider knows what they are paying for, and both sides avoid time-wasting debates about variations.

Clear Processes Avoid Conflict and Increase Throughput

Contract management should give the contractor certainty about:

• • when to escalate an investigation

  • what evidence to provide before moving to the next step

  • what constitutes “reasonable effort” before a site is paused

  • how customer disputes or access issues are handled

  • how reinstatement and defects are managed

  • what “done” actually means

This removes ambiguity and stops the rollout from being driven by personalities, interpretations, or ad-hoc site decisions.

Building a Professional Working Relationship

Contractors respond well to clear expectations, timely decisions, and respectful communication. A strong relationship includes:

• • regular site walk-throughs and toolbox sessions

  • early discussion of emerging risks or patterns

  • rapid approvals for escalation or variations

  • shared KPIs that reflect both quality and throughput

  • celebrating milestones, not just chasing defects

A contractor who feels respected, heard, and fairly paid will deliver better outcomes — and will solve problems before they land in your inbox.

The Outcome: A Stable, High-Performance Rollout

When contract management is structured around fairness — for customers and for contractors — the rollout becomes predictable, disputes fall away, and productivity climbs. The work gets done on time, the contractor stays motivated, and the community sees a consistent, professional installation experience.