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.

Budgeting Part V - Making a "Good Decision" and Avoid Being Wrong

By now, everyone should have had the opportunity to read the letter of the proposed budget for 2011. I am sure the thought of a 7% fee increase is causing some concern. Passage of such a measure will impact owner finances in 2011.

I need your help.

I have been asked by owners where I stand in this matter. First, let me say this is not a "personal" recommendation on my part. It was arrived at by the entire board, during two long "budget workshops" held last month. However, I realize that you want my personal position in this matter. I have been told by non-board members that this is being discussed with owners by other members of the board.

One impatient person who I assume is an owner, sent me an anonymous message and said "What percentage do you think the monthly assessment should go up?"

I am hesitant to state a number for one reason and only one reason. During the workshop, there was a certain amount of compromise on the part of board members. I too compromised. There will be consequences to the association because of this budget, or the budget that is voted and passed.

What I personally want to achieve is the ability to  make a good decision. That's a decision that allows this association to properly function in 2011 and avoid the consequences of a bad decision. I don't want a repeat of 2010. Nor do I want a fee that places an unnecessary burden on unit owners. Whatever decision I ultimately make and whatever percentage this board votes and passes, this association will have to live with. Future boards will have to deal with the consequences of any funding shortfalls, just as this board is dealing with the financial consequences of decisions made last year and 20 years ago.

Making a good decision today, is more difficult because of the uncertainty in the economy, the consequences of foreclosures on the association, the financial stress experienced by some unit owners, and the ambitious and necessary roofing and driveway programs. It is all the more difficult because of the projections for the next 10 years, and our reserve study.

Last year, the board made what turned out to be a bad decision regarding fees. I think that occurred because the board, after receiving information, decided to use some of it and discard some. Ultimately, that information was used that was consistent with their personal beliefs. They authorized a reserve study, assuming to would prove we were well or fully funded. It didn't. I concluded in 2008 and again last year, that some members of the board are somewhat confused.  I see nothing that has caused me to change that opinion. Making a popular decision is not necessarily a good decision. The opposite is also true; an unpopular decision is not necessarily a bad one. However, while I am not alone in this thinking, I most certainly am outnumbered on this board. So it is entirely possible this board will again make a popular decision.

A bad decision is one which will result in a need for a special assessment, or will allow maintenance to fall behind to a degree that future owners cannot again "stand the pain" of making up these financial shortfalls, when it is necessary to raise fees. As I have stated repeatedly to my fellow owners last year: "If we can't raise fees this year, what makes us believe it will be easier next year?" What would make me believe that we'll be in better financial condition in 2012 than 2011? There's nothing to indicate that owners will receive a windfall of money from anywhere. Serious financial shortfalls can result in probable ruin to this association. Last year I suggested to anyone who would listen, and published here that owners should "Save that 2% in a cookie jar, because you will need it next year." If you did, you will not experience the full financial impact of whatever fee increase we do have in 2011. I wish last year's board had vigorously promoted that idea to all owners, but they didn't.

I think it's also very short sighted for an owner to assume that it is to their advantage to hold fees down for a year, two or three and then sell their unit, passing on the financial obligation to the "new" owners. This economy and real estate market isn't going to allow that.

At this point, I'm not certain, because of our financial situation and last year's decision, that anything I do will resolve this problem to anyone's satisfaction. We are, as they say, "in a pickle." I have already stated that I will not be the scapegoat for this year's decision. Some owners will say "How could this happen?" Even when everything is done properly, things can go wrong. Our proposed budget does not provide much financial leeway if anything does go wrong.

Before I continue, I want you to look at this chart of our fees and the possible one for 2011:

Here is what is significant in the chart. In 1981-1982 there was a severe recession in this country, with extreme unemployment exceeding 10%. Unemployment began rising in 1980 and did not fall below 7% and stay there, until November of 1986.  Another recession resulted in high unemployment from 1991 through 1993. These periods were similar to today's high unemployment due to the recent recession.

In the chart above, you will see the response of the boards at BLMH under the stress and pressure of owners, during those economic times. They lowered fee increases, but when there was insufficient cash to pay the bills, voted in large increases. Then they reverted to the popular low (3%) or 0% fee increase, again fell behind and ultimately spent every dollar collected, with little saving for replacement of roofs, etc. in the "far distant future" of 2005.

Those earlier boards, particularly from 1982 to 1998, continued on their merry way with generally popular decisions and average annual fee increases below 2.59%!

By the year 1999 our boards, based on the published numbers, found they had almost no reserves, because of the earlier decisions to keep fee increases low. Boards thereafter had no choice but to raise fees sufficiently to make up for the fees not collected or saved. Owners didn't like the change from less than 2.6% average increases to about 6% annual increases. There was talk of "repressive measures," and that board was replaced, ultimately resulting in the current board.

The board in 1999 with the advice of new management, made the difficult but unpopular decision to raise fees. They didn't do it because they wanted to. They did it because they had to. To be honest, we were on a path to very large special assessments. Until that time, most owners were satisfied with the fees at BLMH, I am told! In 2000 fees jumped and when I purchased here in 2001/2002, I was told by several owners that they were very unhappy with the "high fees." Sounds familiar, doesn't it.

Today each owner at BLMH is paying a much higher monthly fee because those boards made popular decisions and kept fees unhealthily low. Here are the average fees for several periods. They demonstrate what I am saying:

• From 1982 through 1998 average = 2.59% annual fee increase.
• From 1999 to 2010 average = 6.61% annual fee increase (includes 0% in 2010).
• From 1982 to 2011 = 4.30% annual fee increase (includes proposed 7% in 2011).

There are consequences for the financial decisions of our boards. The history of the association shows that our boards have never been able to raise rates sufficient to make up for the fees that were never collected, when they were lower than the average 4.30%. It's because most boards find it difficult to collect money. The difference is staggering. If our boards had maintained a 4.30% fee increase each year, 1982 to 2011, we would now have a monthly assessment that is about $100 LESS than what it currently is.

However, our fees are where they are because we have been attempting to collect and save enough money in about 6-8 years to do our roofs, and other improvements. We should have been saving for 15 years.

Coincidentally, last year, the board, in similar economic times and under similar pressure from owners, made the decision of a 0% fee increase. That was the popular thing to do. The treasurer objected. I suspect that if this thinking continues, we'll simply stop funding roofs when we finish this project, to "keep fees low" and pass that financial problem and pain on to future unit owners.

So, what decision should I make? Why did the board decide on a 7% proposed increase? It's because, to their dismay, some costs such as energy and water, did increase last year. It's because they deferred paying for some of the landscaping completed in 2010 to 2011. It's because the reserve study, which they apparently expected would show we were excessively funded, did not show that. It's because of the failure of the water main on Gloucester; at the time of the workshops we did not know the full cost, but we did have rough budget numbers from past failures and the price of a driveway. It's because of the age of our roofs and driveways.  It's also because of the 0% fee increase last year.

My considerations now include this. I want to avoid making a bad decision and a mistake. Will the economy continue to sputter along? That seems to be the consensus of the "experts," with slow growth and high unemployment. Will inflation come back? Probably not yet, but as we have seen in 2010, there can be price spikes or other unforeseen events that will financially impact this association. Will ComEd get that proposed transmission fee increase? Will the price of roofs and driveways increase in 2011? Will any of our contracts go up or down in price in 2011? Can we reduce expenditures, or will irate owners attend meetings and complain about a lack of services "what do we get for all this money we pay," etc. and finally, will the board cave in to these owners. So as to be "popular?"

My primary concerns are:

1. How to avoid a special assessment or assessments, which will put owners under far more financial stress than they are at present?

2. Can we achieve a fee that will allow the association to meet it's current financial commitments? In doing so, we can then maintain the property for the owners, and promote both current living and possible sales.

3. Can we get sufficient time to complete the planning process of the reserve study? We will need a lot of time in 2011 to do that. Then we will have further information and can make a reasonable budget decision for 2012.

4. At the rate of funding proposed in the budget, most owners will have roofs that are an average of 17 years old when they are finally replaced. Can we hang on that long? According to a 2006 letter by management, our roofs can be expected to last 12 years. With the increased funding of the roofing reserves, at the fastest pace planned in making the proposed 2011 budget, and replacing the oldest roofs first, this will be the age of the remaining roofs as they are replaced at BLMH:

• 2 roofs 16 years old
• 14 roofs 17 years old
• 17 roofs 18 years old
• 4 roofs 19 years old
• 1 roof 20 years old

5. If anything goes wrong, how will we deal with it?  

Conclusion
If you, the reader, have any ideas, let me know. I suggest that we get someone on the board, if the opportunity presents itself, with some real financial acumen. A CPA would be ideal. I have spent about 60 hours doing the "number crunching" and that doesn't include the data from management and the time they spent in preparing it. There is a lot more to do in 2011.

However, before we again go down that path and plan on firing our maintenance company, I want you to consider that such a move will not solve the problem in 2011. I will be looking at various expenses here at BLMH in 2011 and thereafter. However, for the moment, I need to work with the hand I have been dealt. That means, improved planning and preparation on the part of the board. However, I am but one board member of seven. If we can't even manage the rules, then how are we to deal with real problems and a crisis, which I do consider this financial situation to be? Your board needs your support. This is your property we are attempting to maintain. These are your property values we are attempting to keep. We are required by statute, the Illinois Condominium Act, to do so.

Comments, Corrections, Omissions, References
Note 1. On that roofing letter in 2006. The letter was requested of management by our former Architectural Director. He was replaced when some current board members refused to support or endorse him. I got a copy of the letter after asking management and former board members for information on the age of our roofs. I asked that because I was very concerned by our budget, the roofing schedule, and the condition of our roofs. I am sure our other board members also had access to that information. 


Note 2. As I stated in the title, I want to avoid being wrong. However, if I make a mistake, I'll admit it. At present, if I vote for a fee increase that is too high, I'll possibly stress some owners. If I vote for a fee increase that is too low, I'll lead to future financial problems. With spending for capital improvements at the projected levels and the age of our infrastructure, any mistake now will have serious consequences. Consider that last year was, perhaps a minor one. But we don't have the luxury of time to allow us to increase fees 1% per year. If we had 5 or 10 years, we could "ease in" fee increases. However, I have no confidence in the vocal minority of this association to allow that, either. The history of this association has shown that sufficient number of owners are far too willing to attempt to avoid financial responsibility and push the pain on to other, future owners. We've done it before and we'll do it again. 


Note 3. We'll see how the association meeting goes. I suggest that owners attend and be constructive to this process. Telling the board to cut expenses will not work this week. However, i am in favor of eliminating some contract work in 2011 as contracts come up, even should that mean passing the work on to owners. 


References:
Here are some earlier posts on finances and reserves for this association:


Association Finances and Reserves

My personal response to 0% fee increase

A Possible Future for BLMH?

A concerned unit owner sent me an email containing this link to an article at Suburban Life. The concerned owner wrote: ".......I can see the same visible wear and tear on [our BLMH] buildings..........apathy and unwise spending affects all of us in a complex this size."

I have included a summary of current and anticipated BLMH projects at the conclusion of this post. Money is the "fuel" that makes all of the programs and repairs possible at BLMH. The establishment of formal programs with specific goals and timelines can and will assure equal treatment of all unit owners and will facilitate the timely completion of specific repairs. That is the possible difference between BLMH and the association in the Suburban Life article. That difference is by no means, guaranteed.

The article, dated September 1, 2010 is entitled

Complex where overhang collapsed has history of problems

The article begins "Some residents who live in a condominium complex where a decorative overhang collapsed on several balconies earlier this week were not surprised by the incident."

The condominiums in the article were built in 1967-1971 according to the unit owner. He stated he once lived there, prior to moving to BLMH.

He suggested I read the article, and I did. I suggest you do also, and take the time to also read the end of the article, which deals with "Inspections and violations."

Click on the following link:

Suburban Life Article - Neglect-at-Condominiums


I don't know how long the article will be at Suburban Life, so I'm going to quote some of it here.

"Inspections and Violations
Carol Stream Community Development Director Bob Glees said..."We will conduct inspections on an as-called basis....If a resident were to contact us with a concern, we’ll go and inspect and make sure the property is in compliance with maintenance codes.”

Over the years, Glees said village officials have been called to the Carol Shire complex for maintenance violations such as inoperative door locks and lights, peeling paint and general upkeep.

“Some of the condos are owned by absentee landlords who rent them out,” he said. Glees said village officials are looking into Tuesday’s facade collapse.

“It’s not a good situation,” he said. “If that had happened during the day somebody might have gotten hurt. We’re looking into whether we should perhaps work with the homeowner’s association to inspect some of the other buildings in the complex and determine whether there is reason to believe any other of these features might be weakening and in danger of collapse.”" (Highlights are mine).


What Can We Do At BLMH To Avoid This Situation?
I stated to my fellow owners at the annual meeting that one of my greatest concerns at BLMH is "apathy and resignation" on the part of owners. Boards too, can be apathetic and when faced with the many problems of a larger association, can become resigned. There is a significant difference between listening to owners and becoming a reaction to owner complaints. I have suggested to the board that we identify other systemic problems here at BLMH. The reserve study is a valuable tool in that quest.

I also suggested that we design additional programs to resolve many of the common problems here at BLMH. Programs include the characteristics of priorities, commitments, systematic methods, and specific timelines, which are specific start and end dates, with funding to accomplish that.  Our programs currently include short, medium and long term of 5-, 10- and 20- years duration, many with imprecise dates and nebulous funding. Those projects may be wishful thinking unless there are specific commitments made, including a financial one.. We need to add others and re-commit to some of the existing programs, which are under-funded.

We currently have significant ongoing maintenance and replacement programs here at BLMH, some of those match the characteristics I list above. These include the replacement of inserts on balcony railings, the roofing project, the driveway project, and our painting and trim replacement schedule.

Other issues less defined and in need of a systematic approach with specific goals, funding and timelines include, but are not limited to:

1. Establish a program for Masonry Repairs.
2. Establish a program for Garage Slab Concrete replacement.
3. Identification of other problems and issues affecting our property.

Current projects which require additional funding to assure timely completion in accordance with the stated commitment of this and prior boards, and the reserve study include: 

1. Increased funding to assure timely completion of Roofs.
2. Complete review and re-commitment to driveway project, which is severely underfunded.
3. Re-commitment to the limestone window sill program.
4. Re-commitment to the street repair and replacement program.
5. A formal drainage program to address issues of standing water at buildings and entrances.
6. Completion of stream modifications and new concrete.
7. Review the formation of a long-term replacement program for our aging trees.

Comments, Corrections, Omissions, References, Miscellaneous News
Note 1. The reserve study is currently under review by the board and by management. Some recommendations of the reserve study will not be followed; it is, after all, a guide and our history may not support the author's position. For example, our history with the stucco exterior panels does not support the position taken in the study.

Note 2.  Management has recommended a 7% fee increase in 2011. This is after review of the reserve study. Prior to the recent association election, a board member stated to me that "we will not require a 7% fee increase." I am uncertain of the financial basis for that statement. However, our shortfall of about $780,000 indicates to me that the driveway replacement, planned to be completed in 6 years, cannot and will not be completed in less than 13 years unless there is additional funding. That would require doubling fees collected for driveways, or suspending other projects and operations. What are we to give up?

Note 3. What we, at BLMH do this year, the next, and the year after that, will decide our future. We can postpone fees and decide to complete "necessary" repairs and replacements on a schedule that matches that of the fees currently collected. If we do, then we cannot do the work in a timely manner. In such a case, the "concerned owner's" statement will become a reality. It's entirely up to us, the owners, and to this and future boards.

On the Nature of Community - List of Questions

This was posted at the end of a long blog. Part one is at the following link; the original post was broken into two parts and the link will take you to the first part:

http://briarcliffelakes.blogspot.com/2009/05/on-nature-of-community.html

What follows is an excerpt from the original post; it is separated per a reader comment.

The original post was stimulated by recent events and by my observations during association meetings. That post was intended to delve into some of the aspects of being a neighbor in a condominium community, and in turn stimulate discussion. For me, this raised a series of questions about community and of being neighborly as a unit owner member of BLMH. In the original post, the following was stated:

I suppose this would occur for me as "What is an appropriate way for a unit owner to exist in this community?" which is to say, "How to be a responsible member of the community"? This question can be posed within the context of the long term plans for this community and rephrased is: "What am I, as a member of the community, doing to assist our community in reaching its goals and to achieve that which is expected of me"? This of course, requires knowledge of those goals and the expectations.

So in the spirit of discussion, what, I rhetorically ask, are the actions appropriate for and consistent with being a unit owner member of the community at BLMH? In an inquiry, both the questions and the answers are important. Together, they can reveal the nature of our community and our positions, expectations and personal biases regarding it. As you read the following questions and statements, see if you consider them to be relevant to a discussion on "community". Also consider why you would reject or accept each. That may tell you something about yourself, and your personal perspective into the nature of "being neighborly" and "community".

Please note that these questions do not necessarily reflect my personal view; some are derived from association documents, owner and board comments during meetings, or are based on observations written about other communities. Nor do I practice all of the following, and of those that I do practice, I am not always consistent. Consider that there may not be "right" answers. Here is a partial list of questions to think about:

Am I pleasant and courteous to my neighbors?

Do I observe the 20 MPH posted speed limit and do I slow down if I observe people walking in the street? Do I practice “safe driving” while in the complex? Am I watchful for children, pets and wildlife?

Do I observe the parking rules?

Do I drive the speed limit on the boulevard and observe the school speed zone?

Do I have a preference for a “block party”? If so, why? And if not, why not?

Do I have other ideas regarding “community” and if so, have I written the board about them, or presented them at board meetings? If not, why not?

When I receive the monthly association newsletter, do I read it, make note of rule changes, issues and meetings? If so, why? And if not, why not? Do I read the "Condo Advisor" column in the "House and Homes" section in the Sunday Chicago Tribune so as to get a better idea of how condominiums are run, and of the problems and issues which face condominium associations and owners? [Comment: The above was revised to correct the newspaper specifics.]

On trash pickup day, upon my return at the end of the day, do I reach out to my neighbor and retrieve their trash container, or do I simply bring my own into the garage? On Saturday morning, I observe that my “neighbor” has not yet retrieved his or her trash receptacle from the curb. Do I retrieve it for them or do I avoid it?

On trash pickup day, do I pick up old community newspapers from the foyer and recycle, or do I leave them for “someone else”?

Do I remove my trash from the garage each week, especially during hot weather and if it is emanating obnoxious odors, do I double bag to minimize the odors that escape and seep into the halls and into my neighbors unit?

I prefer to leave plastic bags on the curb during trash day. However, animals have been observed tearing into these overnight and spreading trash. Do I "change" my preference and use the covered plastic containers, or do I persist in doing it "my way"?

On leaving my unit, I sometimes observe trash in the street. Do I take a moment to pick it up and dispose of it properly, or do I simply drive or walk on by?

On entering the building, I track in leaves. Do I take the time to pick these up? Do I occasionally pick up in the hallway or do I wait for the cleaning service? (We are currently on a two week cleaning cycle). If so, why and if not, why not?

On walking to the entry, I step into the grass and to my dismay I sink into the soft, wet soil. Upon extricating my shoe, I observe it is covered with a thick coating of mud. Do I get my hands messy and remove the shoe outside the building, thereby walking barefooted on the sidewalk, or do I proceed to the foyer, stomp my feet a few times to dislodge the muck and then proceed to my unit?

There are hand prints on the foyer glass. Do I clean these and go about my business, or do I clean these and complain, or do I ignore these? Why did I choose the answer I chose?

Prior to leaving on a winter morning, do I take the time to shovel the snow which our service won’t plow, because it is less than the defined minimum of 2 inches? Do I shovel a path to the door for myself and my “neighbors” and sprinkle the salt provided on the walkway? Do I knock down the 24 inch icicles forming over my neighbors’ garage entry? Or not? And why did I choose to or not to?

When the association asks for assistance in sprinkling the lawn during a drought, do I take a few minutes to do so? Or not? Why?

When I use the water hose our association provides, upon completion do I coil it and check the spigot to assure that the water is off? Why?

Do I keep my area in the garage clean in accordance with the rules? Why?

If there is water flowing into the garage, do I alert the management office to the problem or do I wait for my neighbor to do it? During the spring thaw, do I assist in pushing the water out so it will not freeze and possibly interfere with the garage doors and seals? Why would this be a problem?

Do I pick up after my pet when we take a stroll? Why? or Why not?

Do I control my pet on a leash and keep it from tearing up the ground cover? Do I abstain from walking into the ground cover with my pet, even if in January it is the only green space in which it can “take a dump”? Why? or Why not?

Have I inspected the plumbing in my utility room and the condition of the hoses to the washer to assure they are in good condition and that there are no leaks? Is the floor drain in good order and not blocked? How old is my hot water heater? Is it in good condition or are there rust stains and other signs of eminent failure? Have I checked its drain valve to assure no seepage and that water will flow to the floor drain? Are my air conditioner and humidifier drain lines sufficiently clear and do they direct water to the floor drain? Is the utility room floor a continuous, impermeable waterproof sheet or are there hairline cracks which would allow water to enter my neighbors unit, situated below me? Why? or Why Not?

My HVAC compressor is sinking into the soil and tilted at a precarious angle. Or, it is rusting. Have I contacted the management company to see what my options are? Do I hire a "handyman" or HVAC contractor to reposition it? Do I have it sprayed with "rust-o-leum" paint to improve its appearance? If not, why not? If so, why?

Do I have a properly functioning carbon monoxide detector as required by law? Do I change the batteries during the recommended interval?

Do I know the procedures to use in a fire, so as to protect my personal property as well as that of my unit owner neighbors?

Do I have the insurance mandated for my unit and do I keep it current, thereby protecting my unit, my fellow unit owners and the association?

When I require the assistance of a “handyman” do I check to see that he or she is licensed, bonded and insured, so should there be an accident or damage to my unit, my neighbor's unit or the common areas, the “handyman” can cover the cost of repairs and can cover his or her medical bills, thereby protecting the association?

Do I respect my downstairs neighbor’s peace and quiet by abstaining from using my stair-climber or tread-master exercise equipment except during daylight hours and after 8:00am? Is my equipment properly adjusted to minimize vibration and noise? Do I have an impact absorbing pad under the equipment?

If my neighbor has complained about noise, what has been my response? And why?

As a unit owner who rents my unit, have I briefed the renters as to the expectations for residents here at BLMH, and that they go beyond those of most apartment occupants? Have I explained that their neighbors are unit owners and may have expectations greater than those of a fellow renter? If not, why not?

Do I attempt to abide by the requests of the association, and those made by our Board of Managers?

Am I courteous at association meetings? Those are my neighbors I am directing my criticism to and among whom I am seated. Do I have the capacity to respect the varying opinions and perspectives of unit owners who are my "neighbors"?

Am I willing to listen quietly during association meetings and allow the Board of Managers to go about their business as my elected representatives? Can I listen to my neighbors who are speaking during the homeowner portion of the association meeting? Am I willing not to be heard? Why? or Why not?

Am I willing to function as a member of a community in which I am but one of 336 unit owners, where my will is not law? Or am I intent on having "my way" because it is the "right way", or as far as I am concerned, my way is the "only way"?

As a unit owner, have I read the bylaws and am I familiar with them? If I have any uncertainties or questions, have I attended an association meeting and have I asked for clarification?

Do I understand which building elements I am responsible for in “my” unit?

If I am cited for a “violation” do I check the rules and regulations to verify it and correct the problem? If I choose to ignore the notice and am fined, do I pay it? Or do I view the citation as an affront and an expression of “oppression” by the Board of Managers and then do everything possible to get even and undermine the association and the board? If I am in disagreement, do I attend an association meeting and politely ask for an explanation and clarification of the specific rules? Or do I bring friends and disrupt the meeting? Or if unable to attend, do I send a letter to the management office with my perspective and ask for an explanation?

When I make modifications to “my” unit, do I use reputable contractors who are licensed, bonded and insured? Do I check with the association to assure that what I am doing is structurally proper and meets various codes and rules? Do I take the time to write a letter requesting clarification and request a written response, e.g. my modification will not violate rules and regulations? Do I have a letter of response stating so before proceeding with construction or modifications? If not, why not?

Have I exchanged phone numbers with my neighbors in my building and do they know how to reach me when I am away and if there should be a problem in “my” unit? That might be as simple as providing a cell phone number and keeping the cell phone “on” while I am away. Do I notify any of my neighbors if I am leaving for an extended period of time? If not, why not?

When I leave for vacation what steps do I take to prevent problems from occurring? During the winter months how to I protect pipes from freezing in my unit? Have I discussed the procedures I use with the management to assure they are adequate? Have I checked the information published in our "greeting packet" and newsletters to see what the recommended procedures are? If not, why not?

When I leave for a winter vacation, what steps do I take to prevent water pipes from freezing in the event a winter storm takes down the power for more than a few hours; perhaps for days? Why should that be of concern to me? And why not?

If I have a disagreement with my neighbor, do I attempt to resolve it with them? If I am really angry or cannot speak civilly, do I send them a letter outlining my position as clearly as I can? If necessary with photos, etc. and with copy to the management office?

If I have a disagreement with my neighbor, do I attempt to resolve it with them before contacting the management company and the Board of Managers?

Do I understand the role of the Board of Managers? Do I understand the laws which govern them?

Do I budget for and promptly pay my association fees so that our community can properly function?

Am I saving for possible association fee increases or for possible future special assessments? Do I understand how our association saves and spends money for both daily operating expenses and future maintenance and repair of the buildings, streets and grounds? If not, why not?

Do I understand why our association has savings, which are called "reserves"? Am I aware that our buildings and grounds, including lighting, underground piping and streets and driveways are maintained by the association. Each of the components will age and will require repair or replacement. That will require large expenses each year and into the future, and the savings will pay them.

Am I saving for maintaining the common elements for which I am responsible? According to experts, aluminum casement windows last 15 to 30 years. Do I have a plan to replace these? If not, why not?

Am I saving for replacement of my hot water heater on a timely interval (natural gas water heaters have lifetimes of from 11 to 13 years, and electric have a lifetime of 14 years, according to experts). How old is the water heater in my unit? Why would this be included in a discussion about "community" and why not?

Am I saving for replacement of my HVAC system and furnace? Life expectancy is 15 to 25 years according to experts. How old is my furnace and HVAC system? Why would this be included in a discussion about "community" and why not?

I like to propose change. By that do I mean that I expect my neighbors to change or, I expect myself to change or, it means that we both must change? Why?

After reading this list, do I consider this to be nonsense? Do I have additional items that come to mind that the writer omitted? Why?

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

Note: The "experts" cited in stating the estimated lifetime of appliances and building elements are the U.S. Department of Housing and Urban Development's Residential Rehabilitation Inspection Guide and the National Association of Home Builders.

On the Nature of Community

There have been statements made at various association meetings about “community”, but there has not been a general discussion. That would be useful, as each of us probably has a different perspective of what it means to be a unit owner member of a condominium “community”. Our renter occupants don’t have the same issues or financial stake that the resident owners do, and remote owners may also have a different perspective. The statements and comments that have been made do not always make the distinction between being a member of a community and being a neighbor. But the terms are sometimes used as if they are the same.

Listening to the remarks of the past year has provided an opportunity for me to reflect on the nature of community, as it applies to BLMH. The statements and comments made during the association meetings allude to perceptions about the nature of community and of expectations for other unit owners. I don’t agree entirely with the direction and tone of some of these statements. However, I do understand that we are all neighbors and we are all members of a community.

As this is a public blog, I suppose I should provide some background for anyone in the “blogosphere” who drops by.

Living in a condominium community is unique. It is somewhat of a hybrid as are the unit owners. When I am in my unit, I am the owner, very much like a homeowner, and within it I have certain financial responsibilities and can make certain decisions. The areas which are for unit owner personal, private use are legally described as their unit or as "limited common areas", such as a patio. However, as soon as I exit my unit and "limited common area", I enter the “common areas" which I share with my fellow owners, and in those spaces we are all equals. There is little physical separation between us. As our streets are private, most of the people I pass are unit owners. There are rules and regulations which govern the actions of unit owners and their surrogate renters when they enter these common areas.

As a unit owner, I am responsible for maintaining and decorating my unit, and that includes the windows and the door. However, it is our association fees that pay for the maintenance of the common areas, which extend with only a few exceptions, from the door of my unit to the boundaries of BLMH. Homeowners normally save for major maintenance repairs such as roofing, exterior painting and woodwork, sidewalks, driveways and also use and maintain lawnmowers, snow blowers and the like. Unit owners do not directly do so. Our association saves a portion of our fees each month and hires contractors who perform all exterior maintenance and repairs. Our elected Board of Managers is responsible for determining savings rates, and for dispensing funds and hiring services. Members of our Board of Managers are each unit owners; that is the only prerequisite. They are volunteers who are elected by the unit owners, serve a specific length of time and may, or may not be re-elected. Our Board of Managers are to represent us, the unit owners. They represent themselves only to the extent that they too are unit owners; or that is to say, they are not supposed to represent their interests over ours. Each unit owner is a unique human being with differing viewpoints, opinions and life experiences. Those differences extend to how, why and when association funds are to be saved and spent. The range is quite broad, believe me!

So as a unit owner, I have little choice about when and how much is to be spent on repair, replacement and maintenance of the common elements of the association. The Board of Managers makes all decisions pertaining to these things. However, a homeowner has much more decision making ability. So a homeowner may decide to hold off on a painting job, or attempt to stretch his or her budget by putting off that roofing replacement, or may decide to make simply a repair with the intention to sell in a year. A unit owner cannot make those decisions. So a unit owner has less financial flexibility than a home owner when it comes to certain budgeting items. However, it is not all one way. On the bright side, if the roof of my unit fails, or the driveway heaves, I don't have to come up with the thousands of dollars (or tens of thousands) assuming my association has done a good job in building up its financial savings or reserves. So I am insulated from that. Nor do I have to replace my snowblower when it fails or have the savings to do that. The association has the savings. Of course, when there are "deep pockets" there are also differences on where and how the money should be spent. Unit owners have been known to coerce boards to spend money on "their" units, and associations have been caught hiring friends and family members, or friends of friends to do various aspects of the work.

So as I see it, condominium unit owners are much closer to being apartment dwellers than they are to being home owners. I have been an apartment dweller, a home owner and a condominium owner, and that is my experience. Apartment dwellers and condominium owners share some similarities. We have no sweat equity regarding the structure or the maintenance of grounds and we do not make day to day decisions pertaining to saving, spending and allocation of resources on the property. At BLMH we are well insulated from this by our very powerful Board of Managers, who do make all of these decisions and have for 30 years. If there is a dispute or disagreement, there is no property line to enforce or buffering space to my home. Nor is there a landlord to go to. Instead, we have to sort things out for ourselves and if we can't, the ultimate arbitrator is our elected Board of Managers. However, they cannot or should not represent any one of us or take sides in disputes. Nor can they intervene when differences occur between unit owners, or owners and renters, unless the dispute falls over into areas defined by our rules and regulations. There is no subjective "right" or "wrong" side to choose, nor should there be. However, our board can provide a neutral space in which owners can share their grievances and concerns, and our board is empowered to enforce the rules. They may formally change the rules, but only by motion, seconded and voted upon by the entire (quorum) Board of Managers. They can listen, and provide guidance, but they are not required to act in disputes, unless there are rules violations. With few exceptions, board meetings are open to all unit owners; while this is a "public" forum, the unit owners are observers, and are not a part of the discussion nor is the meeting a debate between unit owners. The board may call upon a specific unit owner or unit owners for information or input. Otherwise unit owners are to remain silent and simply observe, until called upon during the "unit owner" portion of the meeting.

However, it is an imperfect world and interestingly, it seems that when the rules and regulations are enforced, these are sometimes viewed as “oppression”! It also seems that some unit owners have decided what is right, which sides are to be taken by the board and are willing to elect their representatives to see that their standards become law at BLMH. The mantra was "Change" and it is here, and with it our community is changing. Our community is the result of governance, and of monies saved and sometimes not saved, and then spent to maintain and enhance it for the past 30 years. Some of our Board of Managers are quite explicit about their desire to maintain the "look and feel" of BLMH, and have stated clearly their desire to maintain the buildings and grounds, and replace deteriorating components, sometimes with an upgrade to avoid recurrences. Others on the board are very opaque and may have no interest at all but to answer to a few. It is not possible for me to predict what this community will be like 30 years into the future. I am absolutely clear that actions taken by our Board of Managers this year, the next, and the next thereafter will impact the quality of life here at BLMH. And that will determine the nature of "community" and who my neighbors are, and if they will be unit owners or renters.

After attending association meetings and listening to some of the statements made, and after last year's elections, the differences extend to our Board of Managers. I would really like to hear our Communications Director's precise definition of “community” as it applies at BLMH and what “being neighborly” is. That transparency has been lacking, but the statements made since September imply some code of conduct is expected. Provided with this information, I could then determine, as a unit owner supposedly represented by the Board of Managers, if I can accept her perspective and the actions that she is and will be taking on the Board to express her personal viewpoint. As I stated in writing to the candidates during the recent election, the word “change” is very broad and is a term I cannot blindly accept. I want to know what specific changes are anticipated or envisioned. Again, that transparency has been lacking.

These are not idle thoughts. I have concerns and I would like to be living in a community where my rights as an owner are as valid as those of any one of my neighbors. I would like to think that if any of us presents a dispute or a maintenance issue to our Board of Managers, that we will be heard with the same deference, sincerity and respect by all members of the board, and that our requests will be treated equally and impartially. However, our community and our Board is changing, and I don't believe we are all viewed as equals, and some of us are becoming second tier citizens. I find that amazing, as the campaign materials stressed equality as in an association “where we all can be heard”. I assumed that meant we would all be heard and viewed as equals. I was wrong, but who is viewed as "right" or "wrong" before a compromised board does not yet interfere on a day to day basis with my life here with my neighbors.

However, to return to the question of community and of being neighborly as a unit owner member of BLMH. I suppose this would occur for me as "What is an appropriate way for a unit owner to exist in this community?" which is to say, "How to be a responsible member of the community"? This question can be posed within the context of the long term plans for this community and rephrased is: "What am I, as a member of the community, doing to assist our community in reaching its goals and to achieve that which is expected of me"? This of course, requires knowledge of those goals and the expectations.

So in the spirit of discussion, what, I rhetorically ask, are the actions appropriate for and consistent with being a unit owner member of the community at BLMH? In an inquiry, both the questions and the answers are important. Together, they can reveal the nature of our community and our positions, expectations and personal biases regarding it.

The following link will take you to a list of questions and statements. As you read them, consider if they are relevant to a discussion on "community".

Go to the List of Questions


==============================
Note: The list of questions were originally part of a single, very long post. I have broken it into two seperate posts, after receipt and review of a comment. I sometimes write the posts over a period of days or weeks, and when they reach a certain state of completion I then publish them. I attempt to space the intervals between publishing so as not to inundate any readers. I'm going to attempt to shorten the length of posts and publish more frequently.