A critical responsibility of any project owner is monitoring the progress of the work. In Tennessee, this responsibility is typically shared between the governing board—such as a city council or utility board—and their staff, managers, engineers, and inspectors. Each of these parties must not only evaluate the project itself but also assess their own performance in ensuring the project’s success.

Inspection is one of the most important elements of project oversight. Inspectors must be qualified and well-prepared. They should thoroughly understand the design, be familiar with current construction methods, and clearly know the expectations of the project owner. It is equally important for owners to communicate those expectations clearly. A sample statement of expectations might read: “Construction shall be consistent with the design, completed with quality materials, performed with the highest construction standards, and carried out in a manner that protects both worker and public safety.” Inspectors may be employees of the entity providing project management, the design engineer, or the project owner. In some projects, multiple inspectors may be assigned, representing the owner, engineer, or project manager. When this occurs, roles and authority must be clearly defined and coordinated to prevent confusion.

The importance of qualified inspection becomes especially clear in utility work. MTAS frequently hears from collection system operators who note that “the newest sewer lines and manholes have more inflow and infiltration than the old ones.” Since today’s construction materials are superior to those used in the past, the problem can only point to poor workmanship and insufficient inspection. This underscores the need for vigilant oversight to ensure quality results.

The design of the project must also meet state-mandated criteria, and equipment choices should be reviewed not only by engineers but also by operations and management staff. This ensures that the completed project will produce results—such as water quality—that meet or exceed regulatory standards. Financial staff should also be confident that the project and its future operational costs are affordable. Once construction begins, all personnel—from professional staff to entry-level laborers—must be reminded that high-quality work is expected. Specified materials must be installed in accordance with the design, using methods that deliver a durable project, on time and within budget.

Both the contractor and the inspector play an important role in documentation. Daily activities and progress on the construction site must be recorded, and the purpose and use of these records should be well understood and coordinated by the project manager. At the end of each workday, the contractor and inspector should reconcile their documentation to ensure accuracy. This process is critical, as contractor payment requests are based on verified progress. The project owner should make payments promptly, and requirements for submitting pay requests—such as format and deadlines—should be communicated at the start of the project. If disputes arise, they should be addressed quickly, ideally using a method agreed upon before construction begins.

In situations where a third-party project manager is not feasible, another effective option is to designate a project coordinator from municipal or utility staff. The Tennessee Chapter of the American Public Works Association offers courses through their Tennessee Public Works Institute (TPWI) to train municipal employees in construction inspection and management.