Possibilities, 2011

This is my first post as a board member in 2011, and builds on the post "Closure, 2010".

On Friday, January 7, I received a request from the association president, with the other board members, regarding the agenda for the association meeting to be held January 13.

I responded that I had not yet received the "packet" from management for November and December. However, I did make several suggestions for the meeting agenda. I have since received an emailed copy of the information "packet", all 142 pages! I spent part of the weekend reading that and making notes.

So, what are the possibilities for 2011?

I met with management and the maintenance company last week, to discuss projects and issues about the property, which can be addressed in 2011. A summary of what was discussed will be in the "Management Report" in your January newsletter. However, not all of what we discussed is included there. Why not? Primarily it's a lack of assigned space in the newsletter.

In 2011, I intend to continue my support of those efforts of the board to address "core" issues. Those issues include:

• Items pointed out in the "reserve study."
• Items unresolved in the "reserve study."
• Expanding the conversation among the board about distinctions including my very frank email to our president on December 23rd.
• Improving communications, understanding and education of our association by the unit owners and residents.
• Improving oversight and review of finances at Briarcliffe Lakes Manor Homes. That will require more financial long term planning, and the application of these plans to the short term budgeting meeting held each fall. 
• Continuing an inquiry into how to improve this association.
• Promoting a fully staffed board, with specific duties, responsibilities and accountabilities for each member. We currently are understaffed, with one "official" vacancy, and one "unofficial" as a member has been ill, and has no accountabilities beyond attending meetings and voting. We need additional help in certain areas. Finances, review of work orders, review of contracts, additional evaluation of the condition of all aspects of the property, etc.
• Promote the collective rights and privileges of 336 unit owners, and continue a dialog of how items promoted by members of the board, for the purpose of placating or benefiting a single owner, may actually occur at a cost to the other 335, and might also be detrimental to the association. "Cost" might not be simply in dollars, but might be in terms of community. Attempting to placate specific owners, can raise overall costs, as for example, when an owner complained and was given additional guttering on the building they occupy. If we gave every owner, in a similarly configured building, the same gutters, costs of the roofing projects would rise. Etc., etc. , etc.
• Be an advocate for speedy resolution of problems or issues, without compromising a thorough discussion of the pros and the cons. 
• Improved planning and preparation. I've noticed that tasks seem to "drop out" and are not completed. This is an indicator of an understaffed board, but there are other contributing factors. 
• Continue the long term financial planning process which was stimulated by the reserve study. That study left many questions unanswered, or partially answered. 
• Shift from a financial planning model based primarily on today's needs, to the needs of the association in 10 and 20 years; for example, this association does not fund reoccurring projects. By that, I mean that nearly all reserve funds are budgeted for the current project cycle. For example, there may be insufficient funds being set aside to replace the roofs completed in 2005 through 2009, in 15 years. That requires a series of long term spreadsheet, reinvestment of any earnings on reserves, a commitment to long term funding, etc.  
• Improved coordination and collaboration with management and our contractors. I've noticed a tendency on the board to exclude management when making fundamental decisions. My perspective is: 1) Assess and define the nature of the issue or problem, 2) Perform the research necessary to support that assessment, 3) Consult the professionals, including management and our contractors, 4) Consult other board members with expertise in the area in question, 5) Approach the entire board with the problem well defined, provide that information, provide an assessment of resolution. 6) Make specific requests of the board. 

Of course, you might be inclined to view some of this negatively. I suggest that most board members are doing "their best" under the circumstances, and within the limitations of their ability and at current staffing levels. This could improve, with additional and qualified staff.


Impediments to Possibilities in 2011
Previous boards, which is to say, boards since 2001, were adjusting fees to save about 3.5% overall as reserves, each and every year. The board in 2009 decided that was not necessary, and decided on a 0% fee increase. This was corrected with an approximate 6% fee increase for 2011 earmarked for reserves. If the association continues to save sufficiently for reserves, we will achieve the core projects in a timely fashion. If the board does not, or if unforeseen circumstances intervene, we will not have the funds required for these projects.

Perhaps the most important of these "core" projects is the roofing project. We can defer some problems and that includes minor driveway issues. A failed roof means extensive interior damage.

What are the possibilities at BLMH for 2011?

1. A formal "emergency notification" program including improved communications methods.
2. Expansion of the newsletter to include articles on condominium living at BLMH. Topics could include "What is a PUD", "Association Living", "How the Work Order System works", "Duties and Responsibilities of Residents", "Long Term Plan for BLMH" (in which "long term" is defined as more than 10 years), etc.  
3. Preparation of a formal "sales and marketing" informational document for BLMH. I suggested this as a unit owner, but there was little support from the board. It will take a lot more enthusiasm to generate this. 
4. The completion of an additional 3 to 6 roofs in 2011. Three have been identified as having problems and are recommended by the professionals for replacement in 2011. If funding permits, and the board agrees, management suggests three more be replaced in 2011. We have in excess of 30 roofs remaining with an average age of 17 years. 
5. Driveway replacement will continue in 2011. Management has recommended that driveways be replaced in 2011, specific location to be determined by survey in better weather.
6. Possible commencement of a seal coating program at BLMH. This will be for driveways completed in 2010. According to management and professionals, this should not occur in less than one year from first installation of asphalt, to avoid damaging it. I have been told that this should be applied in the spring. My experience has been to apply in the early fall. If spring is the time, then the 2010 driveways will be about 6 months of age in spring 2011. Is that too early?
7. The beginning of a street repair program in 2011, commencing with proper sealing of cracks, to protect the sub-base and extend the life of the streets. Probably, there will be some warranty repairs on the north end of Lakecliffe. This may not be completed in one year, because of costs. 
8. Resumption, in 2011, of the program to replace brick window sills with limestone sills. This project was suspended in 2009.  
9. Perform a complete survey of all garage floors in 2011, to determine specific condition of each, and to develop a replacement program. No such plan currently exists, and it's unrealistic to assume these will last 40 or 50 years without maintenance or replacement, in some cases. We do have evidence to support that statement.
10. Plan a repair to one waterfall area, which has severe problems, and install a new deck with pipe beneath to divert the stream. This will resolve the problem if completed in 2011, and maintain the walking path.
11. Continue development of a drainage plan for the association. That plan will include further inspection, the cutting of swales to divert water away from buildings; it will include re-pitching of some driveways at the time of replacement, it will include the use of less mulch and more sustainable approaches such as ground cover, to reduce cost and the formation of soil deposits which divert water to the wrong areas. I will again attempt to convince the board of the benefits of a narrow concrete strip on one side of the driveway. Principal purposes are to provide a path for drainage from the roof, and get ice and snow off of the driveway without plowing the grass. Garage floor repair/replacement may be coordinated with the replacement of certain driveways.
12. Begin a survey of the condition masonry on the property. Determine what is to be done, which is to say, the best course of action, with the funds available. Our masonry reserves were very underfunded. The reserve study brought this to the forefront, and management and I are in agreement about the long term issues if this is ignored. To my knowledge, the weeping mortar at BLMH is not repairable using standard tuckpointing techniques. 
13. Develop a long term plan for our trees, if the LD is amenable and in agreement. We have had preliminary discussions of this, and as part of the budgeting meeting, this was discussed with the board in attendance. That plan will coordinate care and replacement, and provide guidelines, and further explore funding levels and replacement methods and timing. 
14. Begin a serious inquiry into reducing Operating and Maintenance costs at BLMH. There has been a modest discussion that I am aware of. This is a very difficult subject. Lowering O&M costs implies taking some risks via experimentation with different methods, or lowering services. Which are palatable to owners? That's the big question. Any such program must include accounting systems to monitor actual costs and actual reductions. It's too easy to slide O&M items into reserve funded "capital" projects, or into next year's budget, or, simply to stop some types of maintenance. Both immediate benefits and long term problems must be properly and candidly evaluated. 
15. Develop in 2011 a comprehensive plan for the recharging of electric vehicles of all types at BLMH.
16. Complete in 2011 an investigation of alternative methods of heating the water closets in the garage. Principal goals are 1) improved safety and 2) lower utility bills. Total installed costs to be determined and evaluated. 
17. Expand the discussion of what residents may, or may not do, at BLMH to assist the association and defray costs. Some associations, according to statistics from the CAI, have allowed such expanded participation. According to management, this is not without risks; e.g. a resident falling down a flight of lobby stairs as they try to vacuum them. To date, the most vocal resident interest has been about things of a personal benefit, such as "personal gardens", which do not defray costs and have a potential for problems.  
18. Initiate a program to install an inexpensive plaque (paper with plastic overlay) in each garage. This will list the dates, by year of all major projects on that building. This will be updated annually, and will be located near the hallway door. This will provide information to owners, support sales, and will be "self documenting" of projects. I have discussed this with management, and they approve. 

None of the above will be accomplished unless there is leadership and collaboration on the board. I certainly will not be able to accomplish this alone, and some of the above are beyond my direct areas of accountability. Management can't focus solely on these items, either. So we'll see if there are any shifts this year, or if we'll just "muddle through" and maintain the property "the best that we can." In which case, many of these things will be passed to future boards, who will then have less time to plan and prepare, and save the necessary funds. 

I think the above, and more, is achievable. But it will take a fully staffed board, with the requisite skills, and a lot of work. That means, it will require a transformation to occur. 

Comments, Corrections, Omissions, References

Note 1.  I have suggested all of the above, and more, to the current board and to management. Some will undoubtedly occur. Some will not. As a group of volunteers, I can understand the hesitancy to take on this work.

Note 2. Not all of what I suggest has even been acknowledged by the board. At times, I suspect I'm considered to be a bit of a nut case.  But I've been told that it's most important that "we all get along." Does that mean that the primary interest and thrust is to assure that only people of a specific mind set are to be allowed on the board? Well, I'm here. So, where will this take me if that is the modus operandi of various board members? The easiest path, is simply to ignore me. Be polite, say "hello" and then press the "delete" button when my emails arrive. With a lot to do, and insufficient time, I'll be prioritizing these tasks. Right now, the emphasis is planning. Next comes specifications and specifics for roofs and driveways. Once that spring arrives, it will be full speed ahead, or we'll be cutting swales in December 2011, or worse!
Note 3. Items to be watchful of are those that can negatively impact finances. That includes changes in those owners who are in arrears for fees, status of foreclosures, anything else that impacts collections, etc. This is an area in which I see distinct problems with a board that attempts to work with owners as individuals. For example, if we were to become more lenient in collection attempts for late fees, that reduces funds available for the O&M budget and for reserves. Who benefits and who loses? Obviously, the owners who are paying their fees will have to make up any shortfalls, at some time. Or, we delay and curtail programs. I quoted the CEO of the CAI in my December 21 post. I also emphasized that information to the entire board via email.