by Dorothy Wallace, Live Easy & Ryan Kane, Structure Pros
When an HOA or condominium association begins a major construction project, one of the first questions is who will communicate with the contractor. Too often, the answer is a well-meaning resident volunteer.
While this appears to save money, that volunteer can become the project’s most expensive participant.
A resident may be intelligent, organized, and deeply committed to the community, but unless they have substantial construction-management experience, they are being asked to oversee contracts, schedules, inspections, payment applications, change orders, product substitutions, and contractor performance without the expertise—or independence—the role requires.
The Contractor Cannot Represent Both Sides
A reputable general contractor should communicate openly, solve problems, and manage the work efficiently. However, the contractor’s contractual obligation is to perform the agreed scope of work—not to independently protect the association’s interests.
That is the role of an owner’s representative or third-party construction manager.
The contractor manages labor, subcontractors, materials, inspections, and scheduling. An independent representative reviews the project objectively, verifies progress, evaluates change orders, and helps the board make informed decisions. These roles complement one another but are not interchangeable.
Too Many Superintendents
Projects quickly become inefficient when multiple board members, committee members, property managers, or residents give directions independently.
One person requests a color change. Another asks that a fixture be relocated. Someone else promises residents an unrealistic completion date or requests additional work without informing the board. Conflicting instructions lead to confusion, change orders, delays, and higher costs.
The board should establish priorities, approve expenditures, and make policy decisions—not direct daily construction activities. A qualified construction manager provides a single communication channel, ensuring questions, requests, and decisions are coordinated before reaching the contractor.
Independent, Not Adversarial
An owner’s representative is not hired to fight with the contractor. The objective is better project management, not conflict.
The representative verifies documentation, reviews proposed changes, identifies issues before they become costly, and ensures the association receives what it contracted to receive. Just as importantly, an independent representative can tell both the contractor and the board when expectations are unrealistic or when requested changes will increase costs.
Because the representative is not involved in neighborhood politics, advice remains focused on the project’s success rather than competing opinions.
Why Professional Oversight Often Saves Money
Hiring a construction manager adds an upfront cost, but that expense is often offset by avoiding common problems, including:
• Poorly defined scopes of work
• Unnecessary change orders
• Conflicting instructions
• Payments for incomplete work
• Improper material substitutions
• Schedule delays from late decisions
• Rework caused by unauthorized field changes
• Claims arising from undocumented conversations
One avoided mistake can recover a significant portion of the fee. Thorough documentation—including meeting notes, photographs, payment reviews, and change-order logs—also creates accountability and eliminates reliance on conflicting memories months later.
Let the Board Govern
The board’s responsibility is to govern the association, not supervise a construction site.
Board members should receive concise reports on progress, budget, schedule, risks, and decisions requiring approval without being buried in technical details or endless email chains. A capable construction manager filters information without withholding it, allowing the board to focus on governance while maintaining informed oversight.
Residents also benefit from a structured process for submitting concerns instead of approaching subcontractors or interrupting work in progress.
The Least Expensive Approach Is Not Always the Cheapest
Appointing a volunteer resident may seem economical at the start of a project. The true cost often appears later through delays, disputes, duplicated work, uncontrolled changes, and strained relationships between the board and contractor.
A qualified third-party representative provides experience, documentation, neutrality, and a clear chain of communication. The board retains control of major decisions while avoiding the day-to-day interference that can make even well-planned projects more costly and difficult.
Successful construction requires more than someone willing to answer the phone. It requires someone who understands the work, the contract, and the responsibilities of everyone involved.
Doing the job right from the beginning is often the most effective way to control costs in the end.
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