Clear performance standards are essential for the successful planning, construction, and long-term operation of public infrastructure. At the outset of each project, owners should define expectations and measures of success and communicate them to engineers, contractors, managers, and staff. Formal meetings—such as pre-design, design review, pre-bid, and pre-construction conferences—are the best opportunities to confirm roles and responsibilities. These meetings should be used to clarify technical language, restate key points to ensure mutual understanding, and establish a strong record of decisions and agreements. Good documentation protects the owner’s interests if disputes arise later.

The design phase is a critical step in setting performance standards. All designs must comply with regulatory requirements, remain affordable for customers, and match the operational capacity of the staff who will be responsible for ongoing maintenance and operation. While state or federal agencies (TDEC, TDOT, Army Corps of Engineers, etc.) often review plans for compliance with state/federal design criteria, its approval does not guarantee performance and does not include oversight of construction. Local review by operators and staff is essential to ensure that the design is practical, operable, and sustainable. Private developers may also be required to obtain local, state, or federal approval for infrastructure projects, with construction oversight remaining a local responsibility. In many cases, cities or utilities employ third-party engineers to review designs and inspect construction for developer projects, with associated costs paid by the developer.

Construction quality is documented primarily through inspection, which should be clearly addressed in project contracts. The scope of inspections, the cost of services, and the responsibility for documenting as-built conditions should be agreed upon before work begins. Contracts should also specify who has the authority to stop work for noncompliance. Inspections may be general or detailed and are sometimes influenced by funding or regulatory requirements. Shop drawings and manufacturing specifications must be reviewed and approved before materials are used, and no unapproved substitutions should be allowed. Owners must support inspectors’ decisions to ensure that inspections carry authority and meaning.

During construction, regulatory requirements remain in effect. This requires close coordination between operators and contractors, particularly when operations may be disrupted. Contractors must notify operators in advance of any interruptions, and operators should expect temporary changes to routines. Clear roles, responsibilities, and lines of authority are critical to maintaining compliance throughout construction.

Performance standards must also address cleanup and restoration. Public satisfaction with a project often depends on the condition of private property once construction is complete. Even when infrastructure improvements provide major community benefits, complaints can arise if yards, landscaping, or other property are damaged or left in disarray. Cleanup should occur as construction progresses, especially for pipeline projects, and expectations should be specified in bid documents. To reduce disputes, easements and rights-of-way should be photographed or videotaped prior to construction to document preexisting conditions.

Warranty coverage for new equipment and facilities is another area where clarity is vital. Contracts should state the beginning and end dates of warranties, define who is responsible for warranty work, and specify what is and is not covered. If inspections are required before warranties expire, this should be established at the outset. Owners should also require start-up assistance and training, particularly for advanced control systems and computer-based equipment. All equipment should be delivered with operation and maintenance manuals and a list of recommended spare parts.

Finally, project budgets should anticipate unforeseen conditions by reserving a contingency allowance, typically 10 to 20 percent of construction costs. These funds are best managed by the owner and engineer, not included in contractor budgets, so they can be applied carefully when needed. Common sources of unexpected costs include rock excavation, groundwater problems, unforeseen utility conflicts, changes in easement costs, and delays caused by adverse weather.

Most of these requirements and responsibilities will appear in project contracts, but they must be carefully reviewed and fully understood by the owner. If the technical language is unclear, owners should ask for clarification or request revisions. Clear expectations, strong communication, and consistent oversight are the best safeguards for controlling costs, protecting public resources, and ensuring successful project outcomes.