The board finally decided to let owners know who they are and their positions

I went to the official Association website and lo and behold the board finally directed management to post information about the new board and their assigned duties. It took 60 days, but it is better late than never.   I've had owners asking me about how to contact the new board. I've told them to go to the old newsletter or contact management.  The problem is, the board president doesn't use email with owners. Nor has she released a phone number to the owners. She's been on the board for decades, but for a three year sabbatical when she was booted by the owners. She returned in 2011 when she was appointed to the board by the board, and is now operating as she did prior to 2008.

To provide some insights into her skewed notion of the state of the association finances, she stated in the January 2012 newsletter that "...we are trying very hard to keep the fee increases to a minimum without decreasing services."  Well, now that she is again president that idea went out the window! We're back to the old "raise fees and to hell with the owners."  The pitched battles about all things began when I assumed the presidency in 2015. It was the lock-steppers versus the rest of the board.

Why the communications delay?  The new president has bizzare attitude about communications with owner. I told her repeatedly that if board members want to operate as far in the past, then they should consider riding around in a horse and buggy and communicate via telegraph.  Frankly, I would have pressed the board for improved minimum standard but that was not required according to the individuals who are the current president, and the vice-president and secretary all approached these things in lock-step.

You will notice some very important information is missing in this list. So what's missing?  There is no address or other contact information.That is not surprising as this president has a long history of arguing against communications with owners. She has gone so far as to state that  "If owners want to know what's happening they should come to meetings."  On the other hand, she doesn't like it when owners come to meetings. While I was promoting the newsletter I told her and other board members that if the board doesn't want large numbers of owners to come to the meetings then it would be more effective to put out good newsletters. Furthermore, boards are prohibited from creating sub-groups of owners. I was always concerned that the social club had an activist purpose, which it once did. In a group of 20 three or four board members participated. I cautioned the boards repeatedly against discussing HOA business during the club meetings or with supporters on the telephone. I instructed the boards to invite these people to board meetings. But they seldom came.  I was told repeatedly in all matters "This is not how I did things as president".

1TB of Data, 30,000 photos, Hundreds of Videos and 7 Boxes of Documents

I'm in the process of winding down from my HOA board commitment. I'm putting a lot of stuff into storage and that will free up my home office.

I've got thousands of emails, tens of thousands of photos I took, hundreds of videos, including all of the HOA meetings from 2008 through 2017. Then there are 7 boxes of paper documents, samples of water mains including failed sections, aluminum flashing, carpeting, engineering blue prints and so on.

I accumulated this as a consequence of my job. As our professional manager once said to another board member "Norm doesn't do anything without a reason." He also gave me a brief acknowledgement during the annual meeting, stating: "With Norm, I learned a lot, at times more than I actually wanted to!" Owners and boards fail to comprehend that our management is not our engineer, our project engineer and our accounting firm. These are skills I honed over decades and I was once told that I "was the best systems engineer in the industry."  So I took it upon myself to become even better, and passed as much as I could on to others, to empower them in their lives. So too for our managers, boards and owners.  Those newsletters were written with a purpose.

In the course of my duties, I took on the challenge of learning and mentoring, or "sharing".  I've been that way for decades. That's how one builds successful businesses, particularly those on the "leading edge". In our HOA I took on the challenge of acquiring the knowledge necessary and then using it with my considerable skill so I, and others, could do the best possible job as fiducies.  Some of our board rose to the challenge and others did not. That's the way it is in society.

We are each limited by who we are, by our skills and our knowledge and our condition as human beings. But we can improve and grow. It is a choice. Every day is a choice and that includes how we spend our time.

I put some of my approach, issues and solutions out here in the blog.

Now, as I decompress, it is time to move on.

As a unit owner I'll continue to observe this association, and I'm sure I'll send my suggestions to the board of 2019. Assuming I am here longer, who knows, I may participate to a higher level.

It is important to state that I only actually have lived in my unit for about 25% of the time for several years. I would have been here less, had it not been for my commitment on the board. That commitment I never broke.  I described my efforts at a transition to a business manager yesterday. This is something which I've been orchestrating for more that a year.  She told me she was impressed by my attempt and told me "What you did is unusual."

Waiting for the September - October Newsletter

If you haven't yet received your association newsletter, there is a good reason. The new board is figuring out how to accomplish this.

Am I surprised? Not at all. I'm not sure who the President is, because that will be revealed in the newsletter, when I receive it. However I can state that if it is the longest standing board member (30 year, GHUA) then I can say that communications is not her forte. Which is why, even with 30 years on the board, you don't have your Sept-Oct newsletter.

On October 31 the previous Maintenance Director and I did receive an email from a current board member "Would you have an old copy of the newsletter and a version of the software you used to edit that you could send me? Sent from my iPhone so forgive Siri's interpretations."

I discussed with our previous maintenance director and I prepared a new "template" to send to the board member who originated this email. I also sent subsequent emails which detailed who the printer was, the requirement to send a pdf copy to our Management so they could put it on the association website, the issue of our "Winter Tips" insert for owners and so on.

"Hello XXXX:
Attached are two "templates" for the newsletter; I'm copying [our former maintenance director, who was responsible for the most recent newsletters]. This should address your request.

Board members have never been provided with software for our tasks. We use our home or office PCs and our own software; there are licensing and transfer issues.

To assist other board members I did lend laptop PCs to them (the 2014 version of the "Welcoming Packet" was created this way).

I created the version of the newsletter used since 2011 with Microsoft Word, a simple word processor. I wanted it to be as transportable as possible. One of the attachments I this email ends with the file extension ".doc" and is compatible with Word versions 1997-2003. The other file has a ".docx" extension with is compatible with newer versions of Microsoft Word.

 The "template" I have attached is a actually simple Word document constructed of text boxes. Whomever uses it will have to do the following:

1. Update date at the top of Newsletter.
2. Insert Masthead photo (replace with "insert photo") and I suggest the photo be edited and cropped so as to be less than 500 kb in size to avoid creating massive and difficult to use or transport MS word files.
3. Insert text in the appropriate text boxes and add the Director's or author's name.
4. Update the rear page to include the dates of future meetings and the names, onsite addresses and email addresses of the various board members.

This template accommodates up to six board members. Of course, the verbiage on the rear page should be modified to suit the current board culture. I sent the completed newsletter to the printer as a PDF file. However, I did not use MS-Word pdf print because it does sometimes create massive pdf files. I used my version of Corel PDF fusion. For example, most of my PDF transmitted newsletters were less than 350kb, which are easy to send via email. . If you have any questions, please contact me,"

I received this reply to my email:
"All very helpful, thank you!  I use Microsoft Version X and 365, so should be fine.
Sent from my iPhone so forgive Siri's interpretations "

I sent a somewhat tongue and cheek reply about "Siri's interpretations", although it probably wasn't interpreted as such:

"I'm glad to assist [you] and Siri. After you open the files then you will actually know if they are helpful or not.......   "Sent from my iPhone so forgive Siri's interpretations" which is why I will not use Apple's bots."  LOL.

Although there was no further request or comments, I sent additional emails with document transmittals:

"Hello XXXX:
In the fall a single page insert of “Winter Tips” is inserted into the newsletter. In 2017 this was in the Sept-Oct newsletter issued in October. It should be inserted in the next newsletter to deliver to the owners before freezing and snow hits the association.

 You didn’t ask about this. I discussed with [our former maintenance director] this morning and I am taking the liberty of sending a Word version and a PDF version to you. This version is dated October 18, 2017 (_____20171018.xxx)."

I then sent an email to our printer, to notify them of the procedural change:

"Hello Ken and Sheryl;

We have a new board and [our former maintenance director] and I will no longer be involved in the printing of the newsletters for our Association.

I’m copying [the current director who is apparently doing the newsletter] who I think will be your new contact.

Thanks for your good work while [xxxxx] and I were on the board. "

I then sent the following email about this to the current board member:

"Hello [xxxx];

 I don’t know if you have the complete procedure, or what procedure you intend to use. Nevertheless, here is the way it was previously done (approx 2011 to Sept 2018). This may be helpful.

 1. We send a pdf to the printer with instructions and they print it. When [xxxxx] was doing the newsletter she would pick it up at the printer’s and the bill. We had the newsletter collated and split into two groups. One group for distribution on the property. The other for mailing by management to the offsite owners. The bill with the offsite bundle was turned over to management.
2. The printer we used is A-Reliable on Roosevelt Road west of Park.
3. A pdf copy of the newsletter and any inserts are emailed to Rosemary at G&D with a request that she put it on the WWW.BLMH.org website. servicemanager@gd-pm.com

Here’s the text of the email that was used to print in October 2017. This was emailed to a-reliableprinting@sbcglobal.net

You probably would want to send them an email to the printer to introduce yourself. I have sent an email to A-reliable and copied you to advise them of a change in personnel and to expect to be contacted, most likely by you.

“Hi Ken and Cheryl;
This is for Briarcliffe Lakes Manor Homes newsletter for September-October, 2017. I’m sending this because xxxxx] DSL modem is down and she asked me to do so. [xxxxx] will pick up the newsletter when it is ready. She can be reached at 630-nnn-nnnn.

 Attached are two documents for printing.

These are to be B&W as usual (grayscale photos);

 1. 11x17 Newsletter to be printed front and rear and folded to give four 8-1/2 x 11 pages (pages 3 and 4 are numbered).

2. 8-1/2 x 11 “Winter Maintenance Tips” to be inserted into the folded newsletter. We’ll need 430 copies split into two groups, (1) 340 and (1) 90. .

 Thanks, and have a good day! Norman Retzke”


I then sent a final email to the board member:
"Hello xxxx;
 1. The frequency was every other month; six per year, with newsletters issued Jan-Feb, March-April, May-June, July-Aug, Sept-Oct, Nov-Dec.
 2. We included a special insert in the fall. October or November preferred months for the “Winter Tips.”
3. A Warm Weather Tips” newsletter insert was created in March 2018 by me, was reviewed by the board but there was no agreement reached to issue it to owners and residents. So it was not used. I have a copy. The purpose was to provide guidance to residents about the property during mild weather. A lot was based upon rules and the “does and don’ts” on the property.

 The association website has many of the newsletters, and these can be viewed or downloaded. WWW.BLMH.org I sent you a copy of the Winter Tips via a separate email."

==========================================

That's all I can do. The rest is up to the board!  I no longer have any obligations to this homeowner's association beyond keeping the rules, which includes paying my monthly fees. I am no longer a fiduciary. Yay!

Unless there are specific, timely requests,  then I no longer have anything to do with the operation of this homeowner's association.

I've not yet received a single phone call from  a current board member. That's not a surprise.

I did send a letter via US Mail to the newest board member with some information that had been provided to the board of 2018 and which was discussed during the annual meeting. I felt it was appropriate that the new board member be given necessary background information, which included a copy of the letter from the City of Wheaton about our water mains. A copy of that letter was included in the monthly packet given to the board in June, as I recall.

Creating a smooth board transition in a Homeowners Association HOA

One issue facing homeowner associations is creating a smooth transition when there is board turnover.   The purpose is to prepare owners, boards and board candidates for what lies ahead. How to go about that is the subject of this post. I see three approaches:

1. Communicate
2. Mentor
3. Remain on Committee

However, it is very important to realize that what is provided must be accepted in order that there be a successful transition. That is not always the case. Personalities of board members may clash and the consequence may be bullying, politics, subversive groups, personal agendas, resistance and apathy.

Owner apathy and disinterest can result in a lack of candidates and new board members to be mentored. These things will undermine the operation and prevent a smooth transition. Board members are supposed to operate as fiduciaries. Owners are supposed to be treated as the shareholders they are. These things don't always occur and not all board members believe in communications, etc. Some may harbor a deep seated loathing for owners, with the position that their duty is to the association and the primary purpose of owners is to keep the rules which includes paying their fees, period. Boards may see themselves as the "superior beings" in the association. Good luck transitioning when these things are present. 

If the remaining or new board members are emotionally unavailable and walled off, or expect to be power brokers, or are not open to change and learning, then any and all transition techniques will fail. Board members are volunteers. Owners sometimes forget that. Boards will only do what they are willing to do and there is no power on earth that can force one to do more than one is willing to do.  If boards fail to get the job done there is a natural tendency to revert to methods to "look good" to owners or promote popularity. Some of the methods employed may include:

1. Control of Communications. Boards may avoid providing certain information via the newletter or during open meeting sessions.
2. Save bad news for the Executive Session. This is a breach of duties but nevertheless it can occur.
3. Create board member groups (cliques) to control discussions during board meetings.

Communications

Communications has the purpose of preparing and passing information. Our association doesn't have a handbook. I chose a different route. One way to inform is to do so gradually and to publish. I've accomplished this several ways:

1. Communicate relevant information to owners in attendance during the HOA meetings. I've taken the approach that owners and other board members may require further explanations and I usually provide longer explanations when I am speaking. However, with near zero owner attendance in recent months and some board apathy I've altered my approach. 
2. Because open/executive session meetings in our association are limited to two hours monthly it becomes impossible to completely discuss some issues, projects, etc. in the limited time available. Obviously other methods must be employed.
3. Articles for eight years in the association newsletter which include methods. Reading the newsletters provides valuable insights into what needs to be done and one can glean how to do it. Reading the newsletters one can determine "How" and "Why". 
4. Publish the information on the web, so it is available to all owners and boards. Here's the link to our association website newsletters: http://www.blmh.org/newsletters
5. Send emails to boards during the period leading up to the transition which provides guidance and information about issues, projects, tasks and so on that will be incomplete after the election and will pass to the new board. Ask management to include these in the next board packet so the newly elected board members are also informed. 
6. Create a blog. The newsletter is very limited in space. In fact, owners have complained that it is "too businesslike" and one board member has insisted for years that "No one reads the newsletter."  This association doesn't have a  blog. I created this blog in 2008 as a means of further communications methods, issues, data, etc. This blog is sometimes read by board members and can be an effective method of telegraphing that they are, in fact, being observed. A blog can also provide alternative views. 

Here's a link to an article on cummunications over at Wharton:     http://knowledge.wharton.upenn.edu/article/the-secret-to-great-communication-skills/


Mentoring
Mentoring is an approach which trains others to assume responsibilities. It may occur over years and is a useful approach for completing commitments which are not open ended in nature. It includes:

1. Specific guidance
2. Leadership through example 
3. Motivation
4. Emotional support

In practice I assist others in the performance of their duties, have provided technology, asked others to assist me, delegated to others but not abandoned them and so on.  I've approached my commitment on the board as both a member of a team and as a team leader. I've defended board members when they became the target of bullying by other board members.

Remain on Committee
Once that a board member's tenure is over, it is helpful if the board member remain available to the new board. One way is to become a committee member. Of course, the committee member does not vote and may not attend all board meetings.

The committee member is not a fiduciary and is not bound by such duties or responsibilities.

The committee member has specific assignments but is not intended to replace the responsibility of the board. In other words, there remains a requirement that boards be "working boards".  Some boards have not seen it that way, believing that their primary purpose is to read the monthly management packet, attend the meetings and vote.  The preference for such members is to exercise power and delegate. That approach is woefully inadequate in my opinion.

You can't teach an old dog new tricks
This is also sometimes described as "You can lead a horse to water but you can't force him to drink."

My point in posting the statement is to point out that boards do what boards will do, and this also applies to owners. In other words, one can do their best on a HOA board, but what happens is a consequence of group dynamics.

For boards, I think of the expression "A chain is only as strong as it's weakest link."  In boards we have a group of people who each have one vote.  With that one vote comes equal responsibility. However, in the real world that may not occur. Which is why there is such a wide disparity of duties among board. There may be abundant titles. However, the actual work load may not be shared equally.