Confusion and uncertainty, leading to stasis. Not wanting to start a process that will require more money, time, and discomfort than I anticipate to get back to a steady state. Fear of living in a perpetual construction zone because I ran out of money. Fear of spending all my money on gold plate just before the bottom drops out of the real estate market. A nagging worry that either a) I'll make choices for a generic buyer that I won't like, or b) my choices won't be optimal for the market. If I spend too much (pay retail instead of wholesale), I might eliminate any profit margin. But I have to pay retail for most, don't I? Should I be emphasizing aspects where I can do the work myself to save money?
It occurs to me that many homeowners let these fears dictate stasis--doing nothing. If I can resolve my remodeling problem, it might become a marketable process for small architectural practices in the foothills of SoCal.
This is a work in progress; more later.
Home ownership is a continuum. You are constantly maintaining the house and adding improvements as they come on the market and meet with your approval. Some seize on the latest app-controlled light fixtures, and some want little to do with new gadgets.
Goal
For planning purposes, however, we must pin a specific moment in time and describe our house as we want it to be. Many homeowners will say that they are done when they can imagine a realtor and potential buyer being impressed.
Listing-ready. From the curb, at the front door, inside, then through the kitchen, bedrooms, bathrooms, halls and even the garage--the house looks great. There are no problems to disclose; the heating and roof systems work perfectly, everything is clean, good workmanship is obvious. Nothing has to be explained--no "don't flush the toilet while the shower is running"--unless we'd be confident telling a potential buyer that. Some fine homes are a little quirky--Washington slept here, but none of the floors are level.
Listing-ready and Second Unit. My goal is two-fold. I want my house ready to sell, and I want it to either be two units or clearly dividable into two units. The second unit could be for a younger or older generation, it could be an income apartment, or an AirBNB rental. I want the second unit to scream possibilities at a potential buyer.
If the goal is adding a bedroom and bath to an already listing-ready house, things are simpler, but I think that this process is still useful.
In defining the goal, we should be specific and aim for the minimum acceptable goal. Home improvements have a tendency to spiral out of control. Listing-ready is not Architectural Digest-ready.
Issues
Once we have defined a goal, our next task is to identify the gaps between what we have and what we want. The issues (not problems) that must be addressed to achieve the goal. Once we reach the goal, we can enjoy the perfection or sell it and move on. This is preferable to doing the improvements because we must sell--in that case, we have no enjoyment of the finished product. Making improvements with no plan of selling is both unlikely to ever finish and apt to involve quirky choices that will need to be undone later. The house outlives even the most enthusiastic homeowner.
Issue List. We will develop a list of issues, prioritize them, and strike a cutoff line. The finished issue list, above the cutoff line, will be acceptable when clearing the identified issues will make the house meet the stated Goal.
My first thought was that it starts with a master list of what needs to change. Later, this list can be roughly prioritized and cost estimates added to each. The list is then put into phases--at least, a line is drawn between To Do and Put Off. One problem is clear: such a prioritized project list would look like:
REPLACE TOILET - $400
PAINT BATHROOM 3 - $100
But if the list keeps going to
REMODEL BATHROOM 3 - $14,500
you don't want to paint it (or rather, painting is part of the remodel).
Cost estimates go with work items, but the prioritized issue list should be a list of problems, not solutions. It's hard to force yourself to list problems without thinking of solutions.
FRONT YARD LOOKS OLD, TIRED, AND OVERGROWN
FRONT YARD REQUIRES TOO MUCH WATER AND MAINTENANCE
FRONT WALK IS A TRIP HAZARD AND UNINVITING
CEILINGS ARE TOO LOW THROUGHOUT
Taking the front yard down to dirt and xeriscaping it solves the first two problems, but there are less extreme solutions, as well. We can write and edit issues to suit the circumstances. For example, we might say:
FRONT YARD - LESS WATER, CUT WAY BACK, FIX CRUMBLING WALK
We would put it this way if we knew we would address all three if we did one. Keeping them as three issues gives us the flexibility to decide to keep watering at the current rate, for example.
The point of listing and prioritizing problems should be to understand which problems are too big to solve. You can't boil the ocean. For example, the Jones' might list:
NEED BIGGER DOG RUN
Solving that would require buying the house next door or being very creative.
Depending on the current state of the house, we might add a number of items to the Issue List directly from the Home Inspection Report. If the inspector calls for a pressure relief valve on the water heater, that's an item. (Or, as we discussed, we could group all must-do repairs as a single item, with every task enumerated.)
It might be useful to categorize Issue List items. Eventually, we can have a checklist.
Repair - Something installed no longer works as it did and must be repaired. The door bell, for example. Cracked or uneven paving, or roofing is typically "repaired" by replacing it.
Freshen - New paint or wallpaper; trim, prune, clean out existing plants, put in bark. Could be sanding and refinishing wood floors. Swap out a light fixture or an appliance. Replacement windows.
Addition - Add space to the house, build a new deck or patio. Usually involves structure, building permits.
Rearrange - Build a partition, open up a wall. Often involves electrical, plumbing, HVAC changes. Could include cabinetry.
Install - Add something new, like a smoke alarm or an electric car charger. Or a new tree, a fountain, garden lights. Or more insulation or weatherstripping.
Proposals
Once we have a draft Issue List for which solving the issues above the cutoff line would demonstrably meet our Goal, we can develop Proposals.
A Proposal is a design, a list of improvements and repairs, that solves the items on the Issue List without doing too much extraneous work. Proposals must be complete. If the Issue List includes
POST LIGHT DOESN'T WORK
each Proposal must address it. One might include "Fix Post Light," while another Proposal might say "Remove Post Light." A Proposal is not done until we can check off each item on the Issue List.
Ideally, we will create multiple proposals for consideration, because choosing from several alternatives yields a better solution.
Sub-Proposals. We can develop a sub-proposal for a kitchen remodel, for example, and reference it from other proposals. We can develop multiple kitchen remodel Sub-Proposals and mix and match them in comprehensive Proposals. A particular Proposal, however, may not accommodate every kitchen Sub-Proposal.
Likewise, things we're going to address routinely, such as a list of repairs to make, can be assumed by each Proposal.
The Issue List isn't set in stone as the Proposals are developed, but any changes should be carefully considered. There is a tendency to fall in love with a particular solution and want to adapt the problem definition to fit the solution. Resist that tendency, but don't rule it out.
Without identifying the Goal and Issue List, developing or requesting Proposals has a shaky foundation. Rejecting a Proposal feeds into a sense that there's no solution, that the house is a rat's nest of problems, each of which needs to be tackled before considering something else. Without a comprehensive plan, you might ask a contractor for a kitchen remodel Proposal, sign a contract, and spend a lot of money. It might work, but you won't know if you've achieved your broader goal, or whether the new kitchen is now an impediment to doing other things.
Cost/Work Estimates
As the top Proposals emerge from the process, we should be able to imagine them meeting the items on the Issue List and achieving our Goal. If our Goal is to be "Listing-ready," visualize the house from the curb, at the front door, and so on. If the Proposal leaves you disappointed, it needs to be improved.
It is important to take the definition of the Goal, the itemized Issue List, and the responding Proposal(s) seriously, because the next step, Estimation, is time- and labor-intensive. We don't want to create a detailed Estimate lightly, and we don't want to guess.
The Estimate is not a specific price, but neither is it a finger in the wind. A thorough estimate can help choose between alternative Proposals. If you can select the final Proposal before the Estimation step, that minimizes the estimation work.
Each item of work has a cost associated--often labor and materials--and we use the labor hours to estimate the item cost, but in addition we want to develop an estimate for the time our project will take. Will the bathroom be out of commission for 8 weeks or 16? How long will the roof be exposed to the rain?
Go/No-Go
Armed with a detailed Estimate for a specific Proposal, we get to decide whether $X is a reasonable price for the Goal that we laid out. That may involve our best estimate of how much we could sell our "listing-ready" house for at the end of the process. Perhaps we have other places to invest our money besides our house.
Ideally, we developed our Goal, Issue List, and Proposals to be as minimal as possible. If we decide No-Go, perhaps we need to go to back to the first step and imagine something less ambitious.
Work List
If the project is a Go, the first step is to develop the Work List. It is usually most cost-effective to do all demolition, rough utilities, framing, doors/windows, and HVAC at once, rather than call these trades out separately for each room. But you might want to finish one room at a time, painting and decorating the guest bedroom last, for example.