6: Greenwich Village Maisonette renovation: Construction administration

Construction Administration – Bringing the Vision to Life

After all the planning, designing, and approvals, we finally arrived at the phase where the project truly comes alive: Construction Administration (CA). This is when demolition happens, new walls go up, systems are installed, and the design on paper transforms into physical reality. For an architect (and the client), it’s both exciting and challenging. In a historic renovation like this, the construction phase is especially critical – old buildings tend to throw surprises, and careful oversight is needed to ensure the finished work meets both modern standards and preserves the building’s historic integrity.

In Construction Administration, our role as the architect was to observe the work, respond to issues and questions, and act as the owner’s representative to ensure the contractor followed the plans and quality expectations. We worked closely with the contractor’s team, the engineers, and also kept the client in the loop on progress and decisions.

Let’s break down how the construction phase unfolded for the Greenwich Village maisonette renovation:

1. Kickoff & Demolition: Revealing the Unexpected

The project started with mobilization and demolition – essentially preparing the site and then carefully tearing out the old to make way for the new.

Site Mobilization: Our selected contractor: Structure Ventures crew set up the site as per our logistic plans:

• They laid down protective materials throughout the route from the apartment to the service elevator (heavy canvas drop cloths on floors, foam padding on door frames and elevator interiors). The beautiful interior stair we were so concerned about was wrapped with padded moving blankets, and the treads were covered with thick cardboard secured so it wouldn’t slip.

• They installed dust barriers – floor-to-ceiling plastic sheeting with zippered doors to contain dust to the work areas. For example, since we weren’t touching the front parlor room much except finishes, they sealed that room off completely to protect its contents and finishes from stray dust.

• They posted signs as per condo rules (like a polite notice in the lobby “Renovation in progress in Unit __, we apologize for any inconvenience – work hours 9am-5pm”). They also set up an on-site fire extinguisher, first aid kit, and log book – all good signs of a safety-conscious contractor.

• We held a brief kickoff huddle on site: walked the superintendent through any last-minute nuances of the plan, double-checked that all landmarks-related items were understood (“These 3 windows are being restored, not replaced – label them and store them carefully when removing!”), and reiterated what was critical to the client (like maintaining a clean hallway to keep neighbors happy).

Demolition Phase: With protections in place, demolition began:

• The crew systematically removed non-structural elements slated for demo: cabinetry, plumbing fixtures, plaster where new openings were planned, the old dropped ceiling in the kitchen, etc. Each time they were about to remove something historic (like an old door or piece of trim we intended to reuse), we were there to instruct and oversee. For instance, they carefully took down the original chandelier and packed it, removed and numbered the door and window casings for reinstallation, and saved a section of the original baseboard to replicate for new areas.

• And as expected, we uncovered surprises. Behind one wall in the kitchen, we found the remnants of an old chimney that wasn’t on any plan – a thick, long, disused masonry mass. This was exactly where new plumbing was supposed to run. We paused and did a quick evaluation: removing it was possible but messy (and required an additional approval because it affected the structure). Instead, we adjusted the plumbing route to go around it (luckily, we had some flexibility with soffit space). This kind of field adjustment is common; we documented it with a sketch and an official Change Order that the client signed off (in this case, a small extra cost for a few more elbows and maybe a longer run of pipe).

• We also encountered old materials that needed extra steps. As predicted, some flooring adhesive in the kitchen turned out to contain asbestos (even though we did pre-testing, it was hidden under a subfloor). We halted work in that area, brought in the environmental crew to abate it properly (suit up, seal off, remove and dispose per regulations). Because we anticipated this possibility, it didn’t derail the schedule – we had them on standby and slotted them in promptly.

• Some structural quirks showed up too: the floors were more uneven than we thought in places (common in 180-year-old buildings). When they removed the ceiling plaster on the lower level, we saw that a few joists had sagged significantly and one had a crack. The structural engineer came for a site visit; he recommended “sistering” those joists (attaching new wood beams alongside the old for reinforcement) and adding levelling shims on the subfloor to even things out. We issued a sketch for that repair; it was a straightforward fix, and we were relieved to address it (the floor would have been bouncy if left alone).

• We kept the condo board updated via weekly reports through all these demos. Because noise and dust are always concerns, we made sure to stick to non-noisy work hours. There was one complaint early on about some dust in the hallway – we responded by having the crew improve the sealing on the entry door and increasing the frequency of their mopping in common areas. Being responsive kept management cooperative.

As demolition wrapped up, the contractor marked a significant milestone: the space was stripped to its shell where needed. We did a walk-through with the client at this stage (wearing hard hats amidst the rubble) to show them what things looked like behind walls and to discuss any issues or opportunities discovered (it’s easier for them to visualise new ideas when everything’s open).

“An important lesson reinforced: Old buildings hold secrets. Expect them, plan time and budget for them, and address them methodically. We were glad we did our homework in Pre-Design – most surprises were manageable because we half-expected them (we didn’t, say, remove a wall and find an unknown steel column right in the middle of a planned doorway – that would be a bigger design change scenario).”

A Word of Caution: In old buildings, demo can uncover conditions that require change orders, so always keep a contingency budget for surprises.

2. The Rhythm of Construction Administration

Once demolition was done and the site cleared, the project moved into active construction of new work. Construction Administration is all about keeping the project on track – monitoring quality, answering questions, handling changes, and coordinating inspections. Here’s how we managed it:

Site Visits & Meetings

We (the architects) scheduled regular site meetings with the contractor, typically once a week. At these meetings:

• We’d walk the site with the superintendent, clipboard in hand, reviewing work completed since last time and comparing it to the drawings. For example, after framing, we measured a few door openings to ensure they matched plan dimensions (and, sure enough, caught one that was 2 inches too narrow – we requested it be adjusted before they moved on to drywall).

• We addressed any field conflicts or adjustments. There’s always something: one week the contractor might say, “The exact specified bathtub doesn’t fit through the stairwell turn – can we use the two-piece version or a similar model that comes in parts?” We would review the alternative, ensure it met design intent, then agree or find another solution. (In that tub case, we found a comparable model that shipped with the feet detached, making it easier to manoeuvre – problem solved.)

• During these visits, we kept a running punch list of small items to fix or finish. It’s not just for the end; even early on, if we see, say, a jagged edge of old plaster that wasn’t demoed but should be trimmed, we note it so it’s addressed before final finishes. Maintaining this list helps avoid a massive punch list at the end.

Each site meeting was documented in meeting minutes, which we sent to all parties (client, contractor, and sometimes the board’s architect if needed). The minutes listed decisions made, action items (who is responsible for what by when), and any changes agreed upon.

RFIs & Submittals

Apart from meetings, a lot of communication happened via formal documents:

• RFIs (Requests for Information): Despite thorough drawings, the contractor will always have some questions needing clarification – maybe due to an unforeseen condition or just double-checking an intent. For instance, RFI #3 might be: “Drawing A-5 shows a built-in bookcase with 3 shelves, but elevation A-10 shows 4 shelves – which is correct?” (Yes, that happened – a minor inconsistency between two drawings). We responded in writing: “Use 4 shelves as shown on A-10. We will issue a sketch to clarify.” Then we issued SK-1 (a sketch) to officially reconcile it.

  Another example: “Can the HVAC condensate line tie into the existing plumbing stack in the powder room? If not, advise alternate.” That required consulting with our mechanical engineer and plumbing consultant to respond, “No, must run separate to a drain per code – run to laundry drain as shown in sketch SK-2.” We then oversaw that they executed accordingly. RFIs ensure no assumptions are made on the fly without our input.

• Submittals: These are shop drawings, material samples, and product data that the contractor provides for approval. We reviewed many submittals, such as:

• Shop Drawings: The millwork shop provided detailed drawings for the custom cabinetry (kitchen, Murphy bed unit, etc.). We examined these to see if they followed our design. Often there are slight changes (maybe they proposed a different internal hinge or a slight adjustment for venting inside a cabinet for the fridge). We mark them “Approved” or “Approved with Comments” or “Revise and Resubmit” if something’s off. For our project, most shop drawings came back with minor comments like adjusting molding alignments or confirming an integrated lighting detail.

• Samples and Finishes: We looked at physical samples – a piece of marble for the countertop (we actually went to the stone yard with the client to select the exact slabs – that’s one thing you want to do in person), a paint drawdown showing the exact paint colors on actual plaster (we approved the colors again in field lighting), wood floor stain samples applied on site to the actual floor (we tested 3 stains on a sanded patch of the original floor, let the client pick which they liked best – ended up with a warm walnut tone). We also reviewed hardware finish samples – the client had to see the “antique brass” finish in person to ensure it wasn’t too brassy – we signed off on the preferred one.

• Product Data: For appliances, fixtures, etc., we ensured the models delivered matched what was specified. When the contractor submitted the spec sheet for, say, the oven, we double-checked dimensions and electrical requirements to catch any mismatch (in one case, the fridge model was slightly deeper than anticipated – we managed to adjust the framing to recess it a bit more so it didn’t stick out; glad we caught it early via submittal review).

By diligently handling RFIs and submittals, we prevented many potential mistakes. A contractor’s natural impulse might be to make a quick on-site decision when something doesn’t fit – but having established a good communication flow, they came to us instead.

Inspections & Approvals

Throughout construction, various inspections had to take place:

Building Department Inspections: We coordinated with Contractor X to schedule required DOB inspections, such as:

• Plumbing Rough-In Inspection: After all new pipes were run and before walls were closed, an inspector came to verify they were installed per code (proper supports, correct pitch, appropriate materials). We were present to assist explaining any design aspects, but it went smoothly. We did a self-certification for some minor plumbing relocation, but big items were inspected.

• Electrical Inspections: Similarly, towards the end an electrical inspector checked that wiring and panels met code. We had already done our own walkthrough with the electrician earlier to confirm GFCIs and AFCIs were in right places, etc., so no issues arose.

• Sprinkler Inspection: Since we added a few sprinkler heads, a fire department rep needed to test the system. They did a flow test and checked coverage – passed because we followed guidelines.

• Final DOB Inspection: At completion, a DOB inspector did a general inspection for the sign-off. They mostly checked that what we filed is what was built (e.g., number of bedrooms, exits, etc., all as per plan). Because we did professional certification, this final was more a formality – but still, if something was obviously off they could flag it. We got the sign-off (which in this case came as a Letter of Completion since it was an interior renovation).

• Special Inspections: NYC requires independent “special” inspections for certain work (like structural, energy code, and asbestos). We had contracted a special inspector early (different from the contractor) who:

• Inspected the structural work (e.g., that steel beam in the living room was installed with correct anchors and bearing plates as per design). I remember him checking bolt sizes and taking photos.

• Verified energy code compliance – he checked insulation installation before walls closed and took photos of the air-sealing details we specified.

• Oversaw that the asbestos abatement was done with proper clearance tests.

• We collected all their reports to submit for final sign-offs. All passed because we stuck to what was specified.

• Condo Board Walkthroughs: The board’s architect popped in a couple of times (we had agreed they could) to see that everything was in line with what they approved – no unauthorised changes. We maintained a good rapport, explaining any slight field adjustments (like “We moved this closet door 6 inches for better alignment – doesn’t affect anything externally”). They were satisfied. A final walk with building management was done to ensure no damage to common areas (none occurred beyond the scuffs we already fixed and repainted in the hallway). The client thus got their deposit back.

• Landmarks (if required): LPC didn’t feel the need to inspect since our Certificate was straightforward, but sometimes if you replace windows or something, they might come check that you used the approved models. We took photos of the installed windows and submitted them to LPC as a courtesy record. They appreciated that and closed the permit on their end

“Keep an “inspections calendar” accessible to all stakeholders so you’re ready for each step in advance.”

— Havard Cooper

Through all this, we kept the client informed with weekly progress reports and site photos. They were particularly happy to see some original features emerge beautifully – like when we uncovered the brick wall on the lower level and decided to leave a portion exposed as a design feature (after sealing it) – something we cleared with LPC and the client spontaneously during construction (a surprise benefit!).

3. Managing Deliveries & Lead Times

One of the biggest challenges in any renovation is coordinating the delivery of materials and products so that the contractor has what they need when they need it, without causing site congestion or delays. We had flagged key long-lead items in Pre-Design, and during construction, we closely managed those timelines:

• Cabinetry & Millwork: The kitchen cabinets and custom millwork were indeed about 14 weeks’ lead time from final approval. We had released those for production as soon as we signed off the shop drawings early in construction. The cabinet maker gave us a target delivery week, and we aimed all other work to be ready by then (i.e., flooring, plumbing rough, etc., all done so cabinets could go in upon arrival). We also coordinated where to store them upon delivery, because the unit was small and work was ongoing, the contractor arranged a nearby warehouse to hold them until just before installation. When the time came, we scheduled a dedicated elevator reservation and the crew to unload. We (architects) were on site to inspect delivered millwork for any damage or discrepancies. A few minor pieces had shipping damage – the contractor noted and immediately contacted the millworker to remake those pieces while other installations continued.

• Appliances: We had high-end appliances (like a large range, panel-ready fridge, etc.). We timed their delivery a bit later in the project (no point having them sit around risk damage). However, supply chain issues can cause delays, so early on, we made sure all appliances were ordered. The fridge ended up delayed by the manufacturer by two weeks. To avoid holding up the kitchen completion, the contractor arranged a temporary spare fridge on site so the client could move in if needed while waiting, but fortunately, the real one came just before final move-in. We also triple-checked dimensions: one near-miss was the range width – the spec said 36” but in reality, with side trim it was 36.5” – since cabinets were custom, we told the millworker in time to allow a hair more space. This is the kind of detail that can become a headache if not caught (imagine trying to shave a cabinet later).

• Tile & Stone: The marble slabs for countertops were chosen, and we reserved them at the stone supplier months in advance. The fabricator took precise measurements on site once the cabinets were in (they do templating). We had them expedite fabrication to minimise downtime. Meanwhile, all tile was ordered early and the contractor stored it until needed. The tile installer did a dry layout first (especially for the patterned bathroom floor) to ensure the veining and pattern looked good; we visited to approve the layout before they set it in mortar.

• Finishes & Fixtures: We coordinated deliveries of plumbing fixtures (sinks, faucets, tubs). The beautiful clawfoot tub was a beast – heavy and large. We ensured it arrived after drywall but before final painting (to avoid scratching fresh paint, but also to ensure we could manoeuvre it in without trim in the way). It had to come through a window (first floor) because of its size and weight. We arranged a boom lift for that – an interesting spectacle but the only way. Everything else fit through doorways fine because we had measured in advance. Light fixtures, especially the antique chandelier, were delivered last and stored in their boxes until the end to avoid damage.

At times the contractor’s site looked like a mini-warehouse despite our best efforts – an NYC reality when you don’t have much staging space. We used one of the empty bedrooms as material storage (flooring bundles acclimating, boxes of light fixtures, etc.) until those items were installed. The contractor kept it tidy and did regular inventory checks so nothing went missing.

We also stayed ahead on procurement tracking – having weekly check-ins with the contractor’s project manager about “What’s arrived? What’s due next? Any expected delays?” This proactive approach caught that fridge delay early and allowed plan B, as mentioned.

The key was hitting that balance of “just-in-time” delivery:

• Not too early, so things don’t clutter or risk damage (and the client doesn’t pay for stored items sitting idle).

• Not too late, so work isn’t held up waiting.

We largely succeeded – there were minor hiccups like the fridge and a custom door handle that arrived late (we installed a temporary knob so that we didn’t fail final inspection for a missing handle, and swapped it later). But no show-stoppers.

4. Change Orders & Budget Tracking

Even with meticulous planning, changes during construction are almost inevitable – whether due to unforeseen conditions or evolving client preferences. We managed changes carefully to keep the project on track and maintain transparency on costs:

• Unforeseen Conditions: We had a contingency in the budget for unknowns (like those sistered joists and asbestos removal). When such issues came up:

• We quickly got the necessary pricing from the contractor (they’d give us a change order proposal with labor/material cost). For example, adding the joist sisters cost $X in materials and some labor – not huge, but we still documented it.

• We reviewed the pricing against typical rates to ensure it was fair (it was within reason).

• We prepared a Change Order document that described the change (“Provide and install 2 LVL sister joists alongside existing cracked joist in living room, per SK-4”) and the cost/time impact (cost add of $Y, no change to schedule). We had the client sign it and the contractor sign – making it an official amendment to the contract.

• Once signed, the work proceeded immediately. For critical path items, we often got a verbal OK from the client to not delay and followed up with paperwork within a day or two. The client was understanding that these necessary fixes were part of owning an old home.

Client-Initiated Changes: Sometimes seeing the space in person sparked new ideas for the client:

• One such request was to add a built-in bookshelf in an area we hadn’t originally planned one (along a wall in the guest room). The client realized the wall was empty and could use storage. We evaluated it: it was feasible (no pipes or ducts obstructing inside that wall). We sketched a quick design to match other millwork. The contractor priced it – it did add cost and a bit of time because it meant making another millwork piece and installation. The client weighed it and decided to go for it. We processed that as a change order as well.

• Another example: mid-project, the client asked if we could relocate one light switch to a more convenient location after walking the space – because now that walls were open, they imagined walking one way vs. another. It was a simple move and we did it with minimal fuss (we treat very small changes like that as field change directives without paperwork, as long as no cost difference – in this case, same materials just different location).

We kept a Change Log tracking all changes, their cost, and whether they were client-requested or unforeseen. This log ensured clarity – by the end, the overall budget might shift from the original, but we could account for each delta.

Budget Tracking: Every month, the contractor submitted a payment application showing the percentage of work complete and any change orders added, etc. We reviewed these against our observations and the change order log. This way, the client only paid for work actually done and approved changes. It also helped to forecast if we were trending over/under budget.

Thanks to prudent contingencies, the project stayed within a close range of the initial budget. The biggest unexpected costs were related to structural tweaks and that bit of asbestos – all covered by contingency. Client-driven adds (like the bookshelf and extra wallpaper) were elective and they were fine paying those as enhancements.

A principle we stuck to: no major work happened without prior approval of cost. That kept trust – the client never got a surprise bill at the end for something they weren’t aware of. And from the contractor’s perspective, it meant they got fairly compensated for additional work. This mutual respect via the change order process maintained a good working relationship throughout.

5. Quality Control & Final Inspections

As construction neared completion, focus shifted to the quality of finishes and the final steps to wrap up the project:

Substantial Completion Walkthrough: The contractor notified us when they believed the project was “substantially complete” – meaning all major work done, only minor touches remaining. We scheduled a thorough walk-through with the client and contractor:

• We meticulously went room by room, testing and examining everything. We tested every light switch and outlet (does it work, is it on the correct dimmer/switch as planned?). We ran all water fixtures (checking for leaks beneath sinks, proper hot/cold orientation, and adequate water pressure including those rain showerheads – delightful!). We flushed toilets. We opened and closed every door and window (ensuring smooth operation, proper alignment, and that keys worked for locks). We checked paint finishes (smooth and consistent, no missed spots or drips). We looked at trim joinery and caulking (especially where new meets old – making sure transitions were neat).

• We carried our punch list template and wrote down any imperfections or incomplete items. For example: a cabinet door that was slightly misaligned (needs hinge adjustment), a scratch on the newly finished wood floor (will need a touch-up), missing cover plate on a cable jack (the low-voltage sub forgot to install it), a light fixture not centered exactly (this one was debatable – it was off by maybe 1” from center, we felt it should be corrected).

• The list also included anything not yet done: we noted two pendant lights were backordered and not installed yet, so that remained open. Also, final professional cleaning wasn’t done (we insisted on that before final handover).

We compiled this Punch List and circulated to all. It had maybe 40 items (many very minor, which is typical – it sounds a lot, but might be like “paint touch-up behind door” – 5 minute fix). We prioritised them and set a timeline with the contractor to address all.

The contractor then went about resolving each punch item. Over the next two weeks, they:

• Adjusted that cabinet door and any other alignments.

• Buffed and re-coated a small area of floor to remove the scratch (it disappeared).

• Centred that light properly (it was a pendant with a canopy that could be shifted on the ceiling mount – easy fix, thankfully).

• Installed the missing cover plates.

• Completed any caulking gaps we spotted.

• Brought in a professional cleaning crew to thoroughly dust, vacuum, clean all surfaces – especially important after construction dust, to really see the finishes.

We then did a follow-up walk-through to verify the punch list was completed. We were satisfied – everything looked great, and the place was actually move-in ready.

Close-Out & Handover: The final phase of CA involves making sure all documentation and finishing touches are done:

• The contractor compiled a Project Close-Out binder for the client. We reviewed it to ensure it had:

• Warranties and Manuals: All equipment and appliance manuals, warranty cards (we advised the client to fill out those and mail in for manufacturer warranties), and a sheet outlining the contractor’s own warranty (they gave a standard 1-year warranty on workmanship, as typical).

• Maintenance Guidelines: We helped by writing a short guide on caring for some of the specialty items – e.g., how to maintain the marble counters (which sealant to reapply yearly, caution them about acidic substances), how to clean the historic wood floors (no harsh chemicals, just gentle wood soap), and how to operate the new smart thermostat and lighting controls. The contractor included the finish spec sheets in the binder, so one knows what to use for touch-ups.

• As-Built Drawings: We requested the contractor mark up a set of drawings with any changes in location (like that hidden chase that got moved, or the depth of a conduit). They provided a neatly red-lined set. We took those and later gave the client a simplified record drawing for their reference (useful down the line for any future renovations or troubleshooting).

• Inspection Certificates: Copies of all final sign-offs – including DOB sign-off letter, electrical certificate, plumbing sign-off, sprinkler sign-off, LPC certificate, etc. – proving everything was done to code and approved. We ensured these were in order, especially for the condo’s records.

• Contact List: A sheet with contact info for key subs or suppliers – e.g., the wood floor finisher, the AV guy who installed the smart system – so the client can reach out for any adjustments or future service.

• We also arranged for the contractor to instruct the client on the operation of the systems. They showed them how to use the new HVAC thermostat schedules, access the new fuse panel (which circuits control what), where the water shut-off valves are, etc. We, as architects, sometimes lead this orientation or at least attend – here, we led the demonstration of how to remove the antique windows from their tracks for cleaning, since that was part of the restoration we oversaw.

Finally, after ensuring the punch list was done and documentation delivered, we issued a Certificate of Substantial Completion (an AIA form) which officially notes the project is complete enough for occupancy (with only very minor items left, if any). The client took occupancy – moving in furniture, decorating, and truly making it home.

We advised the client to live in the space for a few weeks and note if anything seems off – sometimes you discover a small quirk only after use (like a door that settles and needs a hinge tighten, or a slight plumbing drip that wasn’t evident initially). We scheduled a 3-month check-in to address any such minor warranty items. And indeed, at 3 months, we came back with the contractor to adjust a couple of cabinet latches and a closet door that had expanded a bit in humid August – quick fixes.
With that, the construction phase (and our formal contract administration duties) came to a close. The project was fully realized: a seamless blend of 1840s charm and modern comfort.

Construction Administration Phase Checklist

• Regular Site Meetings

  Establish a schedule (weekly, biweekly, as needed) for on-site check-ins. At each meeting, review progress against the plan, answer contractor questions, and flag any issues. Document these meetings with minutes so everyone has a record of decisions and responsibilities.

• RFI Management

  Respond promptly to Requests for Information from the contractor. Keep a log of RFIs and responses, and issue clarifications or sketches as needed to guide the work. Quick responses prevent delays and mistakes.

• Submittal Review

  Approve or comment on all submittals (shop drawings, material samples, product data). Ensure they meet design intent and specifications. Look out for any deviations or substitutions – if acceptable, approve them; if not, reject or ask for resubmission. Timely review is critical to not hold up ordering.

• Quality Checks

  Continually observe the workmanship. If anything is below expected quality or not per drawings, address it early. For example, if tile layout looks wrong, have them redo it before it all sets. It’s easier to fix midstream than after completion. Keep a list of any deficiencies to be corrected.

• Schedule Monitoring

  Track the contractor’s progress against the agreed schedule. If there are delays, find out why and help mitigate them (e.g., was an approval late? Is a part delayed? Brainstorm solutions). Communicate any significant schedule changes to the client and adjust planning (like move-in dates) accordingly.

• Cost Control

  Log all change orders (with reasons) and keep the client informed before they commit to extra costs. Maintain transparency on budget impact. Review contractor’s payment applications carefully – verify that the percentage of work billed aligns with what’s actually in place. Don’t hesitate to question or adjust line items before certification of payment.

• Coordination of Trades

  On site, ensure the different subcontractors’ work is properly coordinated. Often the architect acts as an intermediary – e.g., making sure the electrician doesn’t cut a hole where the plumber needs to run a pipe, or aligning the HVAC vents symmetrically in a ceiling design. The contractor manages trades day-to-day, but the architect’s eye can catch coordination issues in advance during site visits.

• Prepare for Inspections

  Ahead of official inspections, do your own walkthroughs to double-check code compliance details. Is firestopping installed around pipes? Are GFCI outlets in all wet locations? Are exit signs (if needed) in place? Pre-inspect so that the official inspection passes on first try. Make sure required paperwork (permits, plans, sign-offs from special inspectors) is on site and organized.

• Punch List & Close-Out

  When nearing completion, perform a detailed inspection and create a punch list of all remaining tasks and corrections. Be thorough – open all drawers, test all faucets, etc. Deliver this list to the contractor and agree on a timeline to complete it. Once done, verify each item is addressed. Collect all close-out documents: warranties, manuals, as-built drawings, final permits/approvals. Provide the client with a project binder (and digital copies) for their records.

• Final Certification

  If all is in order, issue a statement or certificate that the project is substantially complete. This often ties into releasing final payment and ending the construction contract. Ensure the client is satisfied that the contract scope is fulfilled. Advise them on any maintenance routines and offer a post-occupancy follow-up (at e.g. 3 or 6 months) to check everything is performing as expected.

By diligently following through the Construction Administration process, we reached the ultimate goal: a beautifully renovated home delivered to a happy client. Now it was time for the most gratifying phase – stepping back to admire the transformation and showcasing the final results, which we’ll do in the Final Reveal.