End of Year Summary - 2011

Well, it is the end of the year and the beginning of a new!

So, how did things go here at BLMH in 2011?? Well, I'd say it was a "mixed bag." For the most part it was good, and some not so good. Overall, I'm very satisfied with the achievements of the board in 2011; that includes myself and my "partners." This did not occur in a vacuum and it took considerable effort on the part of management, our loyal and hard working contractors, and of course, the board. This was also accomplished with the support, agreement and good will of our owner/shareholders, the majority of whom kept their agreements with the association. This meant paying their fees in a timely manner and keeping the rules and regulations. Thanks also to those owner/shareholders who took the time to attend association meetings and ask the hard questions! My hat is off to all! This is my personal perspective as a member of the board in 2011, as one of a small group who is truly "of service" to the association. It is also a looking forward into 2012.

When I took on this commitment, it was a two year agreement. I approached it as one which will end in 2012. I'm not saying I will not run for the board in 2012. What I am saying is, I have a finite amount of time to accomplish whatever it is I will accomplish on this board. My term will expire in September of 2012, and that is the time I have. Of course, events may occur which will limit my time of service. An irate owner  made a comment during an association meeting shortly after the election of 2010 and wanted me off the board, immediately! I publicly suggested that there was a mechanism in the bylaws to accomplish this. Their retort was "getting everyone in this association together to accomplish something would be impossible." So here I remain, until I am removed or other events transpire.

In 2011 the economy continued to sputter along. This placed several types of stress on all owners. It placed additional stress on those owners who would like to sell and the Realtors who represent them. It  was a buyer's real estate market, if one could arrange the financing. Some did and we had a modest number of unit sales. Of course, some owners have been frustrated by the prices offered. We're definitely off the peak which occurred in the spring of 2006. For owners who purchased real estate in 2006 with the anticipation of a wonderful investment, and a "seller's market" forever, it has been frustrating. For those with a longer term view and who compare the costs and benefits of ownership to those available when renting, and are able to maintain that perspective, it hasn't been as painful. What can I say? The economy is what it is! For those with a bit of savings, I'm sure they too are frustrated by the lack of reward, or return, for those savings. So this cuts across all finances. Not only did housing take a hit, so did other, generally accepted assets. Remember the "good old days" when your money could earn 5%?

I've checked the government sources. So what are the "official" number for houses "underwater" in the U.S., which is the term for those homes in which the owners owe more than the property is worth? It was 17% as of November 2011. So most of us in the U.S. are "above water." I can't state the numbers for the association. That information is not available to the board or to the public at large.

Do we like this economy? Of course not. There is a lot of uncertainty at present. The economy is beyond the capacity of the board and management. Some owners seem to have taken a position that it was "the fault of the board and management." How they came to that conclusion, I'll never know.

As for the things the board can be accountable for, or the things we can influence, I think 2011 was reasonably successful. If you think it was stressful as an owner/shareholder, believe me, it was an order of magnitude more difficult for the board, and even more difficult for management.

Assessments and Fees
We did get the new reserve study. Not an easy decision, spending money. However, this is the only unbiased method I am aware of to provide a board with long term financial planning information. That information is vital for determining fees, and fee increases for reserves. It is true that management can provide part of this, but a bona fide, independent reserve study consultant firm staffed by professionals who do this, and only this, is the only way. That's my opinion, and there is evidence to support this opinion.

The board has been committed to finding methods to avoid special assessments, and keep fee increases to reasonable levels. This while simultaneously performing the fiduciary duties of maintaining this association. It's my perspective that I approach these problems and issues as a true owner. I look at the spending of money as if it were from my personal checkbook. But it is actually more difficult than that, because of the very high expectations of the shareholders. I can state that in this, I'm not alone on the board.

Entanglements
There were some differing perspectives on the board and between the board and certain owners. Earlier in the year it was pretty "rocky," but as 2011 progressed I think it smoothed out. On an association board I do understand and agree that diversity is a good thing, if held within the context of being a fiduciary. Owner/shareholders have no such restraint or responsibility. So an owner can promote their personal agenda. Board members are also owner/shareholders, but we've supposedly agreed to set aside our personal agendas for the length of our terms. We are held to a higher standard. It is sometimes difficult to step back and ask "what should a fiduciary do" in any specific situation. To ask that question intelligently requires some knowledge of fiduciary duties, the Illinois Condominium Act (ICA), the Rules and Bylaws and any other covenants of the association. It also requires a willingness to openly communicate, frankly and honestly, with others. It's not about looking good. There were times in 2011 when I am sure I looked somewhat stupid to others. That's the price one pays to sit on the board. However, if there is trust present, then it isn't a big deal. My commitment was, is and remains to the association. That is a distinction from the wants and needs of individual owners. So in 2011 I attempted to serve the association, and in my opinion that meant that the owner/shareholder body was well represented.

I've taken a position that owners are shareholders first and owners second. Why is that? As an owner, they are responsible for their units and the elements so defined in the bylaws; in their units they have substantial freedom and responsibility. However, as members of the association, they are shareholders, and the board as representative makes the decisions for the common and limited common elements; essentially everything outside the units. From the perspective of maintenance, the board is responsible for decisions affecting the maintenance of the entire property for the shareholders. Owners may want certain things done on "their" building, but in fact, it isn't "their" building in the literal sense. The owner/shareholders are merely inhabiting a specific building. If all owners are truly equals and there are no permitted subgroups, then decisions affecting one building should have a rational basis determined by weighing the needs of the entire association. In 2011 I approached this as anything accomplished at one address should be part of a program for all addresses. In other words, we can only afford to do certain things and should do them if we can and will do them at every address with similar circumstances. That applies to roofs, driveways, drainage improvements, landscaping, and even paint touch-up, etc. There are programs in effect at BLMH, many are on a preset schedule, and some are determined by physical condition. Roofs which are in good condition are put behind those in poor condition when selection for re-roofing is made. In 2011 a long piece was written for the newsletter about the method of "grading" garage floors. This was provided as an example. Even so, there are owners who complained about "transparency." I encourage such owners to apply for committee, and volunteer for the board. However, I will ask them to leave their personal agendas at the door!

I really don't want to get entangled with any owner or members of the board. There were times when that became unavoidable in 2011. It is my perspective that it is important to set boundaries with other human beings. This is a business and for the most part, it is run as one. It is not a hobby. Frankly, I have better "hobby" uses for my time and I separate work from play. In 2011 some owner/shareholders didn't see it that way. I expect that 2012 may be more of the same. However, most owner/shareholders are aware of these distinctions and limitations.

Communications
In 2010 on joining the board I purchased a cell phone and published the number to the owner/shareholders via the newsletter. However, that number is also published in web, via the newsletter. I prefer to use email because I think that there is a different level of responsibility. I, or the other person on the line can say just about anything, but to put it into writing is preferred. In 2011 I usually sent emails where appropriate, with copies or bcc to management and other board members. I view much of what goes on in communications as a dialog, and a conversation. I am somewhat hesitant to make commitments, but some owners attempt to force an agreement.

I prefer email for such a conversation because everyone on the board is included and receives exactly the same information. Since the ICA prohibits subgroups in associations, I have taken that to apply to the board as well as to owner/shareholders. It would be particularly undermining to the association to exclude management and/or specific board members. To make quality decisions requires quality information, and a range of opinions from various experts as well as the board in general. When someone asked me in 2011 "why did it cost so much" I hope that there was ample information to make a conclusion. Somewhat lengthy emails not only provide a "why" but the "how."

In this I was reasonably successful. I was however chided because some of my emails are lengthy. In my defense, I'll state that it take a lot longer to write these than to read them, and I am a busy man. I prefer when dealing with other responsible parties to provide the basis for my decisions. As we all know there are three levels of communications; opinions, assertions and facts. When I make statements, if I don't provide substantiation, then it is reasonable for the listener to take my statements as opinions. The problem with opinions are, any opinion is valid. For example, if I were to state that the world is flat, and the sky is green, these are both completely valid opinions. For most of us such statements are not factual. Decisions need facts.

In 2011, when working with the board, management and owners/shareholders, I attempted to avoid unsubstantiated opinions. I was reasonably successful. To do so required providing more detailed emails, somewhat detailed monthly reports to the board, and more information in the newsletter.

I do understand that others may not agree with what I was doing, but I intended that they be provided with a basis for understanding; WHY I was doing it. In my capacity, I am empowered to make certain decisions. I think it's appropriate to share my rationale. Why does it sometimes take a bit of time to present a technical position? Well, it is somewhat of an art to cull useless information but not lose the readers, who have differing backgrounds and capacities.

I pressed for a shift in the newsletter, and the board permitted this to occur. To accomplish this I prepared spreadsheets from which I made graphs and charts, as well as expanded articles. This accelerated in 2011. I was once taught in a "communications" course that "everything can be resolved through communications." BLMH is a wonderful opportunity to put this into action. However, resolution does not mean that "one gets their way," or that people will be completely satisfied, and that includes me! Resolution means having or making a firm decision. There is nothing in resolution about "keeping people happy" nor is that a board's responsibility. Furthermore, it is mandated by the Illinois Condominium Act that there be only one class of owner. Expanding the type of information provided in the newsletter is a means of enforcing such single ownership class. Knowing me, or others on the board should not be a privilege, nor should privileged information be provided by a board member to a specific group of owner/shareholders. I think to a certain degree, the newsletter has been successful in this. It has also provided information in about as transparent a manner as is practical.

I did have some apprehension about the newsletter, because it is the association's decision to publish it on the web. So I think it's important to present an even handed presentation of the association to the world. Some of the readers may be interested in a purchase. Some information should, however, be reserved only for owner/shareholders. It's our business and no on else's. We have paid for that privilege.

Of course, not everyone was "happy" and in 2011 there were a few complaints about the identity of the owner of the photographs in the newsletter. In my case, any photos I take are my property. I provide them to the association as a service and for a specific purpose. I have abstained from copy-writing these photos, but I do earmark them. The photos aren't a hobby, are provided for a purpose, including providing visual explanation, or substantiation of statements.

The revised newsletter became less of a neighborhood bulletin, and had a more business like tone. I realized that too was probably not going to make everyone happy, and apparently not everyone was happy with the result.

In 2011 I decided to provide the board with a monthly "Architecture and Maintenance" report. This provided summaries of projects, provided information about problems, photographs, stated timelines and made requests and provided "by when" dates. It was partially successful. I say that because when the "by when" dates came, they sometimes "went" as new concerns were raised by other member(s) of the board.

For 2012 I am re-considering having (as in, paying for) a separate cell phone so owner/shareholders can reach me. For the holidays it was "off" because I was on vacation and because I pay for all received calls. I would prefer email communications, but not all of our owner/shareholders use email. As stated earlier, I prefer written communications. Most emails I receive are forwarded with comments to other board members and management. I can't do that with voice communications, and with voice communications it is always possible for a person to say "I said this" while I insist I heard something else. Or vice-versa.

Maintenance
In 2011 we did accomplish most of the maintenance tasks which were identified. We have a few driveways that are on the list which were not resurfaced. However, it's important to do the garage floor work before the driveways. If we don't, then we spend money twice; once to do the driveway, and again to patch after the garage floors are done. For this reason, in 2011 I made it a priority to survey every garage.

Because the concrete work was to be done late in the year, it became impossible to do the driveways; not really a serious problem. None are in very poor condition; the worst were done in 2010. So we'll resume this in 2012. In 2011, it was expected that asphalt prices would be stable in 2011-2012. So there was little price urgency.

The landscaping director has been dealing with some thorny issues regarding the willows on the property. The removal of one cluster in 2011 has now created the opening to deal with the below ground stream pump located in that area. That too will be considered in 2012.

Overall I'm satisfied with the maintenance programs in 2011. Was it perfect? No it wasn't. We must balance expenditures with cash receipts and coordinate projects. It is not possible to do everything in the current budget, so we established priorities. Not once, but ongoingly throughout the year. So some things were postponed to 2012. That's the way it is with human beings which at our best remain "perfectly imperfect" beings.  We did get most of the items on the agenda completed, but it was a press to do so. Coordinating exterior painting, roofing projects, garage projects and driveway projects as well as drainage improvements can be difficult when some of these are identified and anticipated to occur on a single building, in a single year. So some items were "tabled" at certain addresses and will resume in 2012. However, all critical projects were completed.

In 2011 several possible projects or improvements were identified, but did not occur. I'll be taking another look at these in 2012. A list is being made, and plans formulated this winter, so that, when the board makes the decisions of what to tackle in 2012, we will be ready to begin when spring has sprung!

Time-lines
One of my frustrations in 2011 was the length of time it sometimes takes to accomplish something. Some of this is beyond the capacity of the board, which is to say, out of our hands. Some simply is the nature of the association, and what I would call a project cycle. Some problems have to be identified, then a solution discussed with specialists, management and contractors. This solution, or perhaps several are then presented to the board. If the board agrees, then and only then can the solution go forward. If the board disagrees, then the process begins anew. In such a case, 30, 60 or 90 days can be lost.

As an example, the survey of all garage floors was made in April of 2011. Using this information, discussions were then held in May with the board and management about which floors to replace in 2011. During subsequent meetings, the board agreed. On this basis, specifications were prepared, reviewed and then were revised. The specifications were presented to the board, after revision and the board approved the specifications. Bidders were then selected and presented with the bid documents. After receipt of bids, which had differences, the bidders were questioned to assure that all requirements were met, and clarification achieved. A summary document was prepared and presented to the board with comments. The board made a selection and the bid was awarded and contract documents prepared and signed. Permits were then acquired by the contractor. After receipt of permits the work began, and was expected to occur over about 4 weeks. However, while doing the work several problems were discovered (literally uncovered) at several of the addresses. This required a delay while the problems were assessed. A decision was made about the best method to address these problems which were beyond the initial scope of work. With the agreement of the contractor, management and the empowered board member, the city was approached for approval. Approval was delayed while the city reviewed the problem. Approval was made, but then was rescinded. A second approach was presented and was approved by the city. How long did it take for this entire process? The necessary, additional work was performed and finally completed nearly 7 months after the initial garage survey had been made! Of course, while this project was going through the phases of determination through completion, there were also roofing, driveway sealcoating, drainage improvements, stream pump replacement, etc. going on at the same time. For good measure throw in a few "emergencies" and then financial planning, reserve study, tree removal, etc. and the board had an incredibly full agenda! This was all above and beyond normal association operation and maintenance!

In an association in which outdoor related maintenance work can only occur during about 8 months of the year, a 2 or 3 month delay makes completion in a calendar year difficult or impossible.  Once begun, some projects must be completed in a single year and while weather is good. In some cases, if not a critical item, it can be completed in the following year. That however, presupposes that the board of the association in the next year will pick things up where they were left off. There is no assurance that will occur. In 2010/2011 I made it a priority that there would be continuity. So we will continue as planned unless the board majority decides otherwise

In 2011 there were other delays, and some affected the roofing project. One was a board member request about which roofs were on the list, based on current events. Another was some code issues discovered in the attics of several buildings. Another was window delays, sometimes by owner approval, and another the discovery that the wrong window had been ordered, or shipped! These accumulated to delay the project beyond what I declared to the board as "by when" dates, including bid release and actual beginning date for the roofing project tear offs, and final completion. However, Mother Nature cooperated and all work was completed during moderate and acceptable temperatures. For 2012 we've identified and discussed some improvements to the process.

Of course, for all of these projects, only after the board agrees on a course of action and a specification is written and approved, do we go for bids where that's appropriate. We then evaluate the bids, award the contract and finally the work can begin.

In certain emergency situations (loss of water, plugged piping, roof leaks, etc.) there is no opportunity to bid. There are also realistic minimums. I've watched earlier boards argue about $500 concrete work. There are practical limits.

Time Limitations
There are only so many hours in the day. Boards are comprised of volunteers, and we each have differing responsibilities and that limits our availability to the association.  It is also true that one person's "mandatory" is another's "optional." Sometimes things simply didn't occur in an order that resulted in a reasonable timeline. If information arrived after an association meeting, that frequently resulted in a 1-month delay. Giving the appropriate time to thoroughly read and analyze a 90 page management report also can be challenging. We are supposed to be fully prepared for each association meeting.

It is my opinion that an HOA such as ours presents an oxymoron. People purchase to have some "ownership." On the other hand, the attraction of an HOA also is the limitation of responsibility for individual owner/shareholders. We would like to have the best of all worlds. Apartment style living with many services provided, while getting the financial and decorative/self-determination benefits of ownership. Unfortunately, ownership in an HOA sometimes requires involvement beyond occupying one's unit. At BLMH perhaps 10% of the owner/shareholders attend a monthly meeting. That was the driving force to expand the newsletter. In the absence of most owner/shareholder involvement, beyond personal issues or complaints, how to present more about the day to day workings? I was surprised when a water main break was stated by an owner to be "a city problem." They did not understand WE own those mains, and I discovered this was the position of more than a few. So how to address this? It could be addressed through better communications and education.

In 2012, this will continue as the board directs. However, there are real limitations to the total amount of time that the board volunteers can provide for the association. Tasks will be prioritized and  those at the top of the list will be completed. If there are ample board and committee people available, then all tasks will be completed. If there are not, then some will not be completed. That's the way it works. It has been said that people get the leadership they deserve, and so it is!

Disagreements
In 2011 there were disagreements. Some involved owners, and some involved board members. Dealing with these issues can be time consuming and costly, in time and in money. I can state so based on my personal experiences last year. As the year went on, the disagreements became less and less. Perhaps on the part of some owner/shareholders, there was concern about a perceived "slow start."

Will 2012 be better? I certainly hope so. We can disagree, but we should be civil. We should also keep our focus on the prize, which is running this association as a business and doing an adequate job. Board members as well as owner/shareholders should work together to make this association a fine place to live. In general, I think we, and by that I mean all of us, are succeeding.


Notes: 
1. I'll be putting more information about all of the plans for 2012 in the newsletter, unless the board prevents this from occurring.

Closure, 2010

Well, it's been an interesting several months, in my first official capacity as a member of the Board of Managers of BLMH.

It's always a good idea to look at what worked, what didn't and make a few observations about such an experience at the end of the current year, so that, as part of my "continuous improvement" regimen, I can formulate and prepare for the coming year, and make adjustment.

So here goes!

I think it's useful to state my perspective on assuming the duties of a board member.

• I think it's a job, that means work, and as they say "rolling up the sleeves."
• I think it's an opportunity to be of service to others, but I am no one's servant. There is a difference between a "steward" and a "servant".
• I think owner and resident safety is paramount. 
• After that, comes the appropriate use of finances. That's YOUR money we are spending, and we are stewards on your behalf. 
• I think it's necessary to prioritize tasks. We have limited funds, and limited time. Our owners pay their fees with an expectation that we use their money well. That means, maintain the property and its value, take care of "core" problems, and do the work fairly and equitably, so all owners benefit. I realize some owners think that a good use of association money is addressing their personal agenda. I think a good use of money is addressing association maintenance and capital projects. There will be disagreement, and I welcome it. 
• I'm but one of seven members of the board. That means, I can expect to accomplish some things, and be prevented from accomplishing other things. Compromise is necessary and expected, but never when safety is involved. 
• I'm simply "passing through" and am here for a limited amount of time.Whatever I do, it's in part, carrying on and building upon the work of my predecessors, and it's also about building a bridge to the future. 
• This association may be here for another 100 years. I'm part of the team that prepares us and designs that future. 
• This is not a popularity contest. 
• The needs of individual owners, and that includes their requests, should be compared to the needs of the association, which is to say, the needs of the other 335 owners, as part of the decision making process. 
• I have the governing documents, the Illinois Condominium Act, our management and our skilled contractors to aid and guide me. So I should use them, and I do and I will! 
• This is a partnership, with the board, our management, our contractors, and our owners. Anything that is accomplished, will be limited by the skills, capabilities and commitments inherent in that partnership.
• I'll do my best, and if possible, accomplish incredible things. But no matter what, the job must be done and the results achieved. 
• It's not about me.
• This may be work, but if it is more difficult than need be, that's an indication of a board that is not functional. 

I knew this job would be "work" and what has occurred in 2010 was generally, not a surprise. Perhaps the greatest surprise on assuming my position on the board, was the reserve study. I was given a copy shortly after the election. I was disappointed by some aspects of the study. That included what I would call "inconsistencies," some dubious conclusions, and some incompletions.  I spent a lot of time in a dialog with management about the study, wrote several "executive summaries" for the board and a lengthy letter to management and the board. I  found it necessary to spend an inordinate amount of time to reach some rational conclusions with the information contained in the report. It was necessary to create a series of spreadsheets for the board. Some of the results were published here as charts. There is more to do in 2011.

I was initially to be simply a "Director" and "Vice-President" of the association, but the resignation of the Architectural & Maintenance Director vacated that position. At my attendance of  the first association meeting on November 11, as a Director, I was formally asked to assume that position, and accepted. I was then given some of the documents for projects in 2010. So that position is now my primary accountability.

Many of the Architectural and Maintenance programs are in "full swing" here at BLMH.  Fundamental decisions about the roofing project were made several years ago, were re-iterated by the board last year, and will not have any substantial changes. I see little freedom to make decisions in that area. However, if there were some significant cost saving or income generating possibility, and that includes energy generation, I would certainly consider it and bring it before the board. In December, I discovered that several downspouts were incomplete. That work will be done if weather permits, or if not, will wait for spring.

The driveway re-paving project was accelerated last year. On assuming the duties of A&M Director, it became a priority to complete that work in 2010. That included the cutting of swales for those buildings involved in the driveway and roofing projects. That work was delayed, in part by the unscheduled change in A&M Directors, and also by the late schedule of the project, and a sudden change in weather. However, swales were cut in early December.

Finances are an integral part of any board members duties. I'm not the treasurer, but just about every time I vote, I'm spending some of each owner's money. So, as I see it, I need to be really aware of how finances "work" in this association. So that means, I reviewed each and every bill and work order in the November "information packet" provided to each board member. That was the first packet made available to me, and I'll do that each and every month. In November, I discovered an approximately $1,500 overpayment. I also discovered several work orders in which it appears that unit owners were given services they should have paid for. More on this in future posts.

I had the opportunity to prepare my first article as "Architectural Director" for the January newsletter. I used the space that is available for that purpose, to provide information and guidance to all owners. I see the newsletter as providing key information to all owners. Using it, I have the opportunity to:

• Provide information about key projects.
• Advise owners on how their money is being spent on maintenance and projects.
• Advise owners on priorities as A&M director. 
• Provide guidance or information to owners.

The limited space of the newsletter, means that whatever I provide must be carefully worded, to provide the information and tone of what I am attempting to convey. Readers of this blog have an opportunity which most owners do not. This information will not be included in the newsletter because there is insufficient space, and because this blog is a personal effort, and not recognized by the board or the association. In October 2010 I was given the opportunity to assume the duties of "webmaster" of the official BLMH.org website. However, I was also told by our president as part of the larger conversation about what duties I might perform on the board, that splitting accountabilities between two individuals (i.e.; A&M director) was unworkable. So I declined because it would seem that such a change would mean splitting the duties of the CD among board members. 

My first article for the newsletter was about the water main break on Gloucester. If requested by the president, CD and other members of the board, I will provide other articles on subjects that are requested, time and other duties, permitting. 

I was surprised by the cost of the driveways that were completed in 2010. This was much higher than the estimates of the reserve study, and depleted the reserves for this purpose, by an amount much larger than would be expected on a percentage basis. For example, if 15% of the driveways were replaced, it would be expected that about 15% of the reserves would be spent. But that was not the case.

This led me to make an independent survey of the driveways at BLMH, and with 50 foot tape measure in hand, I measured about 25% of the driveways and calculated their areas. I then used aerial photos and by comparing the measured driveways to all of the others, determined the total area of the driveways. This was reported in a post on October 7. I provided this information to management and the board.  In this manner, I determined that in 2010 the board spent 53.57% of the paving reserves on 14.59% of the driveways, based on the driveway area. This was alarming to me.

Drainage has been an ongoing issue at BLMH. I suspect some of this may be of our own doing. There has been increased application of mulch in recent years, I believe. I've been told that each 6 inches of mulch decays and becomes 1 inch of soil. Mulch will "float" and flow with rain water to the low points of our wonderfully hilly and manicured grounds. That sometimes means, it is deposited against buildings and at other times, in areas that impede the flow of water. As a consequence, it seems we have more water moving in the wrong direction, and accumulates against buildings, enters garages, or flows across entryway walks.

That water then sometimes rises to above the foundation and then enters buildings, or garages, or carries mulch across the walks, where it is deposited where people walk. I have been advocating more sustainable approaches for several years, and that includes increased ground cover in lieu of mulch. I have begun pressing my case. This will require agreement of the Landscaping Director and of course, the board.

We have approximately 800 trees here at BLMH. I've had a number of discussions with the board and management about how to treat this asset. A lot of the "ambiance" and appearance of BLMH was achieved with the many varieties of trees on the property. The issue as I see it is this. We didn't have a program for accruing funds for programmed replacement of trees. Is this necessary? Consider that many of these trees are ornamentals and have limited practical life spans. They were all planted at about the same time. That implies that groups of trees on the property will reach the end of their useful lifespan simultaneously. So what to do and how to plan and prepare? That discussion began in 2010. Management is in favor of continued removal of willow trees, which apparently have a habit of breaking off or falling. That could create serious damage to buildings. That discussion also began in 2010.

On assuming my duties, one of the first issues was a structural repair at 1731. This had been discussed by the board in 2008, but had gone nowhere. The residents have been experiencing cracks in their walls, and it was time to get this done. That's what I mean by "setting priorities." I can understand that a cracked garage floor is a problem. However, a settling building, which results in "staircase" cracks on several wall of masonry, problems with windows, and spreading cracks in internal ceilings and walls, is a serious thing. Worse still, if this problem is not resolved, the structural issues will increase in severity, with larger cracks and more damage. This increases the repair costs. So I took it upon myself to make this problem a priority. Work was delayed because of problems with the proposals, and I raised some serious concerns. Management did obtain appropriate and accurate proposals, and the board was amenable to the problem and agreed to select and award a contract at the November 11 meeting. That work, I understand, will proceed in January 2011. I'm looking forward to the final outcome, and am hopeful the company selected is successful and there is minimal secondary damage. Structural repairs of this type, involve some uncertainty. A concerned owner asked about this during the November meeting, and with the board's permission I read a statement contained in the proposal of the selected bidder to all present.

A minor fire in a utility water closet in a garage, which was caused by wiring or the space heater,  was an opportunity to begin looking at alternatives. Heat tracing might be such an alternative, and preliminary discussions with management and maintenance occurred. However, this will requires funds and perhaps some experimentation. At BLMH there are secondary considerations because of the quantity of buildings. It's not one or two water closets. There are about 84. So costs can escalate. I am also inclined to make incremental changes so as to be assured there are no secondary problems. Another item to explore in 2011.

A fire at a neighboring association gave us all an opportunity to think about fireplace safety. There have been requests for conversion to wood burning from time to time. I am opposed to this, and I think if all owners were aware of the differences of gas- and wood-burning fireplaces, and the consequences and safety issues, they also might be concerned. I made several posts here, and was involved in the preparation of an "Urgent Safety Notice" for owners and residents. This was posted in each building and I have been told, will be included in the January newsletter.

The former LD undertook with management, the installation of lower wattage CFL light bulbs in 2010. This was an "experiment" and at the November association meeting, it was pronounced that the results are acceptable. So this will now migrate to all buildings. I can't state what the precise reduction in energy or lighting levels will be.

Last year, there were several garages in need of new floors. This came up for serious discussion at the same time as the reserve study, and the budget for 2011. I discovered that there had not been a recent survey of garage floors. In other words, this association does not really know the condition of all garages. I approached the board and suggested that we delay repairs in 2010 until we completed a survey in 2011. My rationale was the fact that we might not have sufficient funds to do all of the necessary driveways and there may be other driveways in even worse condition than those discussed in 2010. The board agreed.

That's one of the problems in an association such as ours. With board turnover, and more than enough to do at all times even with a full board, there is a lot of information that "drops through the cracks" both figuratively and literally. So we don't always know all of the facts. On assuming my responsibilities, I discovered just how little the board really knows about some aspects of the condition of our property. We have maps of all of the trees on the property, but when one is removed, is the map updated? We sometimes get input from unit owners about problems with their concrete patios, or a garage floor, but do we have a spreadsheet with information and a rating system on all and that includes the history of repairs? Management has a lot of information, and that has been passed to earlier boards. But it's not always readily available for a new board member. On assuming my position on the board, I asked several board members if there was a chart listing the dates of our roofs. I mostly got blank stares. An earlier A&M Director had requested that information in 2006, and I was fortunate to obtain a copy of management's response. But this data seems to get lost, or doesn't get passed from board member to member. I can understand why. If a board becomes adversarial, and in the recent past, our association's board has been, that's little incentive for members to cooperate.

However, in 2010 I did my best to cooperate with previous members and current members, and it's all about doing the job, as far as I am concerned.

So I suggested the A&M Director prepare several spread sheets in 2010 and he passed those to me at my request. I'll update them or improve them, and they will, in turn, be passed to future directors and boards. That's the way it should be, shouldn't it?

I've completed a task agenda for 2011 and have provided some insight into that, to our board president. I'll be expanding it as necessary and I'll provide some information to you, the reader, on this site, as part of future posts.

For example, that task agenda included researching  the impact of electric vehicles here at BLMH.Those vehicles will require a lot of electricity to recharge. Recharging in our garages, using association electricity for that purpose, is akin to providing "free gasoline" to some owners, at the expense of other owners. That's not a good use of association money and of YOUR fees.  I've had several conversations with owners here at BLMH about this, have completed significant research into the issues of electric vehicles here at BLMH. I've made a preliminary appraisal and discussed this with management and our maintenance company. I've gotten their expert opinion, I sent an "executive summary" to the board members, and as a consequence, a brief statement was sent to our Communications Director for inclusion in my 290 word allotment in the January newsletter. I'll have more on electric vehicles and possible consequences posted here in the near future.One member of the board suggested that we delay until an owner purchases such a vehicle. I disagreed. I'm opposed to being a reaction to events at BLMH, and would like to minimize that. I also suspect an owner might like to be aware of the issues and possible costs of recharging an electric vehicle in the garage, before they purchase one. That's the position I've taken with the board.

The budgeting process for 2011 required two workshop meetings, attended by most, but not all of the current board members. The Operations and Maintenance budget was trimmed to what I would say is "a minimum." This was done with the goal to minimize the fee increase. To accomplish this, required some reductions in services, and a few assumptions. In football, they would call this a "hail mary pass." The reserves budgeting was increased, but by less than that recommended by management, as a consequence of the "reserve study." I prepared various charts and diagrams for presentation as part of a "slide show" at the November association meeting. Because of time restraints, this was presented after the conclusion of the meeting. If I discount board members and the spouses of such members, and management, about six people stayed after the formal close of the meeting, for that presentation. That's about 1.8% of the ownership. So I conclude that "budgeting" might be of  little interest to 98% of the owners at BLMH.

At the request of the CD, I prepared a pie chart of the O&M budget for inclusion in the December newsletter. This newsletter "never happened."  I now understand the chart I prepared will be issued with the January newsletter.

I would say the board did its best to come to a minimal fee increase for 2011. I also know that some owners will consider any fee increase, to be "too large" an increase. All I can say is, I am aware of the problems facing our owners because of the economy, the 0% COLA increase for those on social security, and so on. I am also aware of the need to maintain this property. I find it interesting that an owner, whose building received a new roof in 2010, made the statement that "I hope I get a new driveway [soon]." That money will have to come from somewhere, and specifically our reserves. It's absolutely necessary to continue building those reserves, to accomplish the major roofing and driveway projects this association has undertaken. If we don't, a situation akin to "musical chairs" will occur, and some owners won't have a place to sit when the music stops. In our case, when their roof or driveway is assessed as needing replacement, there won't be funds available unless we collect and save them as reserves.

Finally, there has been very limited discussion of modifying "emergency" procedures and communications methods here at BLMH. This was prompted by the water main break on Gloucester. Perhaps in 2011?

So, that's a very brief, and very abridged, summary of my first three months as a member of the board.. There has been some work, and it has been very interesting.

Consider the possibilities of the synergy between an energized and pro-active board, management, the contractors and our owners and residents. Wow! That's what will make this association what it is in 2011! I'll be posting on "Possibilities, 2011" soon.

Comments, Corrections, Omissions, References

Note 1.  I was given no opportunity to make a statement at the November 11 meeting. It was "let's get to work." So I have accepted the direction of the board, and work it is. I've taken the opportunity to provide my perspective as a new board member in this post.