PART2: How do we improve or eliminate the disadvantage of using hired people instead of contractors for Government Projects?

If you hire people directly (instead of contractors), you can get transparency and local benefits — but only if you manage it well.

Let’s go through how you can reduce or eliminate the disadvantages, one by one 👇

⚙️ 1. Problem: Administrative Workloadcan sSolutions:

• 🧾 Use digital project management tools (like spreadsheets or apps) for tracking labor, materials, and progress.
• 💸 Automate payroll through local banks or GCash to avoid manual payments and reduce ghost workers.
• 📦 Procure materials in bulk at the start — less frequent purchases mean less paperwork.
• 👩‍💼 Assign a dedicated project administrator separate from the engineer — to handle logistics and documentation.

🏗️ 2. Problem: Lack of Technical Expertise

Solutions:

• 🧠 Hire or train a competent local engineer — ideally someone with DPWH or private experience.
• 📚 Provide short technical training for local supervisors (even just 1 week on construction basics and safety).
• 📋 Adopt standard templates and quality checklists (from DPWH or DILG manuals).
• 🔍 Require periodic 3rd-party inspection (by another LGU engineer or regional office) for unbiased oversight.

⏳ 3. Problem: Slow Implementation 

Solutions:

• 🗓️ Make a clear work schedule (Gantt chart) and post it publicly.
• 📅 Pay weekly or by accomplishment, not daily — encourages faster work and discipline.
• 👷 Hire foremen or team leaders who can manage small groups of workers independently.
• 🚧 Daily site monitoring by the engineer or foreman to keep momentum.

🧾 4. Problem: Risk of Mismanagement or CorruptionWithout contractors, it’s easmaterial

Solutions:

• 📷 Document progress with photos and GPS tagging (simple smartphone shots every few days).
• 📖 Publicly post budget and expenses at the project site for transparency.
• 👥 Include a local citizens’ committee or barangay representative in monitoring.
• 🧩 Separate duties — one person handles purchasing, another handles payments, another checks deliveries.

👷‍♂️ 5. Problem: Quality ControlLocalsexperience in 

Solutions:

• 🧱 Start with simpler, labor-based projects (road concreting, drainage, riprapping).
• 🔧 Have the engineer conduct on-site demonstrations (e.g., proper mixture of concrete).
• ✅ Implement a “check before pay” rule — payment only after quality approval.
• 🧍‍♂️ Hire one skilled worker or mason per team to guide less experienced locals.

🌱 6. Problem: Lack of Equipment or ToolsContractors have machinery, but direct-h

Solutions:

• 🛠️ Rent equipment only when needed — cheaper than full ownership.
• 🤝 Partner with provincial or DPWH offices to borrow light equipment.
• 💰 Use labor-based methods (manual compaction, mixing, etc.) for small projects where possible.
• 🧾 Create an LGU “Equipment Pool” over time, buying one unit each year for cumulative capacity.

🏁 Summary Table

Disadvantage	How to Fix or Lessen It
Administrative burden	Use digital tracking, automate payroll, assign admin staff
Lack of technical skill	Train engineers, use templates, third-party inspections
Slow progress	Set schedules, pay per accomplishment, daily monitoring
Mismanagement	Use public transparency boards, photo logs, separate duties
Quality issues	Start small, engineer supervision, skilled worker leaders
Lack of tools	Rent or borrow equipment, build LGU pool over time

✅ Bottom Line

You can run direct-hire projects successfully if:

1. You treat it like a small business — with roles, monitoring, and transparency.
2. You invest in training and accountability, not just manpower.
3. You build systems (not just people) — so even if staff changes, the process stays strong.