Mission Statement

It's been suggested that this association have a mission statement. This, like so many other initiatives, is waiting to happen.

However, that doesn't mean we can't have a "personal" mission statement, as an owner or as a board member. Here's mine:

"I want to participate in an association that is well maintained and well managed, in a manner that all owners are treated equally and fairly and can get the best value for their investment here. When the time comes for an owner to sell their unit, they should get the highest possible price, considering the condition of their unit. "

Transparency - What Does It Mean?

Transparency; now that's a word I haven't heard for a while. An owner used it during June's association meeting.

What does that word really mean? I've known a few board members and at least one owner who cringe when they hear that word. Why? Because it has been used as a code word for "someone's attempting to hide something from us."

Ultimately, a request for transparency is, I assume, a request for more information. I'd like to think that is the core issue. If so, then transparency is about communications.

Association Meetings

The actual format of association meetings is flexible. Different board presidents like different formats. Some owners have preferred the Homeowner's Forum occur prior to formal votes. A problem supposedly occurred at this association a year or so ago, when after Executive Session the board made a motion and a vote. The owners were not invited in. That posed a "transparency" issue for some owners. It's my opinion that such things are "poor form." But such occurrences will "feed the flames."

Should owners be genuinely concerned? Well, there are several issues. I did a lot of research on this a few years ago. First, boards are supposed to conduct open association meetings. Second, only certain topics are permitted in executive session, out of view of owners. Do boards adhere to these rules? According to various attorneys and HOA periodicals, some boards attempt to expand the executive session to include topics which should be discussed in front of owners, as a means of avoiding owners. However, I think it's useful to remember that this association has a professional manager who assists the board. The professionals are supposed to know these rules, etc. and keep the board on track. The professional also attends executive sessions. So I suspect that if this is a problem, it's more prevalent in associations which have no professional management.

Emails
Emails can be a powerful tool but they can also be misused and abused.

The use of email is becoming standard at many associations, and even votes can be made via email. To keep this open, the board is supposed to "ratify" such votes during the open part of the next association meeting. Of course, there are those who will argue, that's after the fact. It is. For that reason, it's probably best to minimize the use of email for voting purposes. I do know our board has discussed this with management. I can't recall a recent email vote.

What I do like about emails is the possibility that if used properly, everyone will get the identical information. I consider that to be really powerful. To be really useful, there needs to be a response. Otherwise, hitting the "send" button feels like hitting the "flush" lever on a toilet. Have I experienced this silence? Oh, yes. Many times. What does a lack of response mean? A "yes, I agree" a "No, " a "Just go away?" or "I didn't read this?"

Emails can be a problem. I prefer to avoid "data storms" with emails bouncing back and forth. How to track those ideas?

Another transparency issue is sub-groups on boards who communicate as a sub-group and avoid consensus building or avoid board members whom they find to be disagreeable. Do boards isolate some of their board members? Probably. How to avoid this? I prefer to address emails to the entire board on board matters. That can be a bit unwieldy if everyone begins responding with their opinions and improvements and ideas. I've experimented a bit on this, and if a problem requires coordination with a single board member, I'd prefer to get that resolved and then broadcast to the group with a copy to management. I've also adjusted my notes for association meetings, and use that as a primary communications tool. These notes are rough, and designed to keep the board informed of project and problem statuses, and to solicit comments from the board. So they're not fit for prime time. However, some parts are being published in the newsletters, and some are on this blog.

But what to do when a board member or members simply don't return emails? I've gotten desperate and sent emails in which I said "I do need a response!" My experience indicates that in autocratic organizations, there is no need for discussion. That's not the best approach for most day to day activities in an HOA. If we take that approach we end with a board that votes in a strange manner. I once cringed when a board member told me "I vote with the majority."

My experience also indicates that "management by committee" doesn't work well, either. However, an HOA board needs to come to a consensus on significant issues, ranging from hiring and firing to expenditures of funds. So a dialog seems to be necessary. Most decisions involve a question about "what is to be done, by whom, and for how much." I don't have single authority to do that. That's why the board votes on contracts, bid award, etc. I'm willing to do the "grunt work" but I do want bona fide input on issues when I raise them.

One concern I have with emails is that they can be used improperly. For example, it's very easy to transmit information between board members and owners, or others. I think this can be abused. I view email to owners as one of those things to be used carefully. The Illinois Condominium Act prohibits the creation of sub-groups or classes of owners. When a board member sends emails and association updates to a select group in an association, that would seem to be a violation of the act. Has that happened her at BLMH? Yes it has. I suppose the excuse would be that it's difficult to run or be intimately involved in a political organization and simultaneously be a board member. So I suggest that it's best to just be a board member and leave the politicking to others.

I do sometimes get emails from an owner. When I respond, I may copy the entire board and management, or I may forward a copy. In that manner, everyone is "in the loop," and the entire board is aware. Sometimes a board member may send me a comment, or may then also send a response to the owner. That's their privilege.

Communications Limitations and the Newsletter
There are limitations to all of these communications methods and so it isn't possible to get all communications at all times to everyone, except by one means, and that's the newsletter. I really want a more informative as in "substantive" newsletter in this association. Why? Because then certain important information is provided to all owners and other residents, equally. No one is limited because they don't have email or a LinkdIn account or whatever. It's my personal preference that the newsletter be the primary communications device at BLMH. Sending other broadcasts to sub-groups or other select owner or resident groups is probably a violation of the Illinois Condominium Act.

The Ultimate Challenge
The real issue is trust. Each owner is entrusting the members of the board to spend about $3,600 annually of their hard earned money. Will or can owners trust board members to spend it well? What is the definition of that? If a group of owners wants an on-site picnic and the insurance rider is $1500 or so, would we all agree that's a good use of association money, with a convenient park and shelter immediately across the street and no association funds required? When the issue came up, owner's didn't agree and I doubt that all owners would. Is money spent on landscaping that is out of my personal view, is that money well spent? Apparently not to some.

I'll be posting on the challenges of "My Castle is a Part of Your Castle" in the near future. That will look more closely at some of these issues.

The Future
In the future, with Realtors grandfathered into the new requirements for HOA management licensing, it remains to be seen if competency will increase or decrease on the part of management companies. I personally continue to be apprehensive about the possibility of operating and maintaining an approximately 40 acre middle-aged community with a handful of "handymen" and a multi-purpose firm that does real estate, etc. or a single manager rather than a firm. Arguments will continue to go back and forth on this, I expect, well into the future. In the end, we won't know how it turns out until it happens. But that's another issue.

I do understand where some of the owners are coming from. But who is going to lead this group of "handymen" and women? Who is going to manage the insurance, etc.? I've had owners argue both sides of this. Yes, we need professionals, yes, we need liability, workers comp. and health insurance and vehicles, equipment and tools, including the gas and maintenance of these, but we should be able to get that for $15 an hour! Well, with overhead and profit, that's a pretty tall order. It's possible to get a job at a fast food restaurant and make that kind of money.

The Board
The only people who are willing to work at BLMH for nothing are the members of the board. We've also had various sizes of committees. Now we have a few owners who are "testing the waters" by tending grass in shady or hard to grow areas.  What other opportunities are coming? Everyone else gets paid. As "volunteers" we shouldn't have to have special cell phones, or be available 24/7 or provide "sweat equity" for the other owners, but we do. Personally, I'm willing to put in my time "building something" but I won't spend it on damage control. So I am choosy and "cautious" about taking on projects.

Continuing with "transparency" I would think that the people who are concerned about this would have come to me when I began filming the association meetings, and congratulate me. But no one did. Funny how it works here. Instead, a few yelled at me. Hmmm, would you describe a person yelling "I don't like you and I don't like what you do" as being "hostile?" I've been very considerate of the association activities during meetings  and attempted to be "discrete." The camera is on a tripod and usually unattended and off to the side or rear. In fact, I attempt to locate it where owners are not in the frame. As I said, funny how it works here. "Do what works for me" and you are a hero. Otherwise, you are a chump.

How to Improve Transparency
When someone uses the word "transparency" as it has been used in this association, I think that it's a request for more information and to be "more informed." I've already expressed my commitment to the newsletter. What more should be done? Read the By-Laws, the Rules and Regulations and the Welcome Packet. Become more familiar with the workings of this association. I suggest that owners come to the association meetings several times a year. Get involved in your association. There are options. Join a committee. Consider "being of service."

I'd like to see 150 owners involved in "clubs" here at BLMH. I'd like to see a "spring" or "fall" cleaning drive. I think involvement with a purpose to enhance the association is a good thing.

My Concern
I am apprehensive about sub-groups in the association or owners who think they are "guests" in the BLMH motel, management is the concierge, and the board is the servant staff. "I paid for my room and I expect SERVICE!"

In the end, it's a matter of trust. What I know is, there is absolutely no way for everyone in BLMH to be "happy." Attempts to spend money to achieve that are not a good use of association funds. I say, "keep it simple" and uphold the rules, spend money on maintenance and leave the pursuit of happiness in the hands of the individuals.

Comments, Corrections, Omissions, References
Note 1. In future posts I'll be taking a look at a few other "buzz words" that circulate here and I'll also take another look at "ownership" and what that means. There have been a few developments and I think a few of you might be interested. One of the ongoing issues at our HOA is "I want a well run association on the cheap," with streams and paths but I really don't want to get involved!" Now we have a middle-aged association infrastructure and it's getting interesting!

Note 2. Good communications is a very time consuming thing. That's one of the reasons that boards will tend to skimp. Creating a detailed report or spread sheet, then a graph, and formatting it for inclusion in the newsletter or this blog can take an hour or hours. Some of the spreadsheets I created for the budget meeting last fall and the subsequent association meeting, those, the charts and the PDFs for the meeting took days to create. Why? Because the information contained within spanned decades and was distilled from several sources. I requested some input from the board, but it was mostly input from management. Then there is the text. My communications with complete explanations is only as good as the amount of time spent preparing. The running of this association takes precedent over some of the communications and that includes my personal blogging. I'm attempting to prepare several series of posts so I can again publish these on a routine and regular basis.

How is this relevant to "transparency?" Owners will make all sorts of requests for more information. But once they get it, what do they do with it? The feedback I'm aware of on recent newsletters was mixed. That might be good, because there were no "transparency" questions about the newsletter.

Note 3. We recently had a water main break. Communications was the old fashioned "walk door to door" and tell anyone who opened "You will be without water for several hours while repairs are made, etc., etc." There were a lot of questions about "why" and so forth, but generally it seemed to work OK. One owner did complain that "I wasn't notified."

The association has not yet received all census forms and those include email addresses. I'll be interested in how owners responded to a communications question.

Note 4. The complications for me are based on the need to be a board member AND a fiduciary.  Being a board member in closely held corporations never posed a problem for me. Ditto as president. If I made a mistake it was my money, or a goodly part of it, and I was completely free to make any and all decisions to clean it up if things did "go wrong." In this HOA, I'm spending 335 other folks' money.  I think that is far more difficult. I'm dealing with a "consumer" culture and I'm just one guy on the board. So I need to count on my board members to do their homework, become cognizant of the issues and then vote as fiduciaries. Sometimes it won't work out. But the measure of success isn't "is everyone is happy." It's a success if the association is strengthened and improved. What are the definitions of such "improvement?" Well, if we had a clear and concise "mission statement" we would know, and so would the owners. I asked our former president what was her vision for this association. I never got an answer. I assume that for the present this is for a future board to formulate.

Predators - The "two legged" Kind

Continuing the "predator" theme.

So, we have "four legged" predators among us. But what about the "two legged" kind? Well, we have the obvious two-legged and two-winged varieties. Those hawks that frequent our property and the herons at the lake, those are the obvious ones. When I saw that predator attack (Note 1) I thought "Well, I have listened to fellow owners with their "fox in the henhouse" stories at BLMH for years, and here is the real thing!"

But what about the "walking kind" of predators? Is that a problem? An owner came to the June association meeting and expressed her concern about a nearby robbery. Not on our property, but nearby. Should we be concerned about this type of obvious preying upon some members of society by other elements of society? It's my opinion we should be cautious. This association is quiet, tranquil and can give one a sense of serenity which is not representative of most of this planet. We're not alone with that complacency. The ducklings used to wander all over the grounds, but no longer. Not after that four legged critter got one of them (see my blog dated June 23, 2011). That event caused a stir among some of the buildings on my court. My point is this. There ARE predators out there. Some are hidden. Some talk pleasantly. Some will rob you, or worse, if given the opportunity. The association newsletter from time to time provides guidance on this. The Wheaton Police publish "safety tips" and "the Patch" has a police blotter.

Yet, there are those who insist caution isn't necessary. It's my understanding, even members of the board have, from time to time, resisted publishing articles reporting problems on the property and promoting caution. Why? Those predators are out there, no kidding! And they come in all shapes and sizes. Still believe it couldn't happen? Here's a true story. One of my elderly relatives was hounded by a stock broker for months, she told me, and finally "gave up" and gave him her money to buy stock on her behalf. She concluded the story by telling me that she "lost it all!" What was she doing purchasing stock at the age of 90? I don't know, you'll have to ask the broker. It doesn't make sense for someone that age to do that, but she did. How did this happen? Salesmen and women are not required to act as fiduciaries; they don't have to do anything in your best interest. This applies to all kinds of "professionals," none of whom are "fiduciaries."

So, I say, be cautious. Follow common sense and do as the association recommends. (I know, I'm being a "party pooper," again). But here's the problem. Some of your neighbors will say "it's fine, there's no need to be cautious." But when things go bad, it's my experience these are the same people who start yelling about "how could this happen," and "I don't feel safe!"

Here's the bottom line. Your board is comprised of people who are supposed to act as fiduciaries, in the association's best interest. Individual owners are not fiduciaries and can promote their personal interests. So there is a conflict. I suggest owners should be aware of that conflict. So who should you "trust" and who should you "believe" is acting in your best interest? An owner or the board? Well, it's a sad state of affairs to say that there are those in this association who promote trusting your "neighbor" over the board of the association. But again, when things go bad, those same owners will come running, dial the emergency number and expect a response "now or sooner." Funny, they don't call the owners who told them "you can't trust management or the board," do they? No they don't, and for good reason.

So why do some owners demote the board? Well, it is true, individual members of a board can operate contrary to their fiduciary duties. What works is when the entire board discusses issues, forms a consensus and then acts. Such action should be consistent with their duties as fiduciaries. The dangers of sub-groups among owners is well published. What about sub-groups among the board? Has that happened? The question I pose is, when a sub-group on a board operates concealed from the rest of the board, are they operating as fiduciaries or something else? This is for another post! But consider how such behavior could damage the trust of owners and support any owner or owners who want to undermine the board.

Returning to the issue of owners demoting a board, that's an appropriate thing for an owner to do if they intend to promote their personal interests as an owner. Remember, to an owner, it might be "me first" and "association second." It isn't necessarily the right thing to do, but "owners will be owners." What are the possible advantages of such behavior to an owner? Well, getting something that is to their personal advantage or personal interest, is the obvious answer. Sometimes, that "something" may be also be to the advantage of a few other owners. But, because an owner doesn't act as a fiduciary, if things turn out to the benefit of another owner, or owners, or the association, that's merely a coincidence.  There is no "requirement" for an owner to be a fiduciary, nor should there be. On the other hand it's the "role" of the board to function as a fiduciary. That may be to the disadvantage of some owners. A board operating as fiduciaries has specific "duties and responsibilities." This is all common sense, isn't it, just like locking your doors?

When owners hear all of these stories, they need to make a choice. Same as when they hear me promoting and advocating "caution."

So you have a choice. Who are you to believe? When I had a problem that required police assistance, there were those who said "So you wasted taxpayers money by calling the police.....they will agree with you, that is what they are supposed to do." Okay, so these same people seem to promote the idea that we should find people who agree with us and "herd mentality" will protect us. Somehow, that doesn't work with the wildebeests in Africa, who are preyed upon by lions. Closer to home, it didn't work for the ducklings, either, when that four legged critter attacked. Some got away, but one duckling didn't. When things got bad, that mother duck was about as helpful as some of the owners here who preach "don't trust the board," "don't use caution," etc. When owners tell me on the one hand that "you can't trust management, or the board, etc." and on the other preach "we shouldn't have to lock our doors" I begin to wonder if they lack common sense, or are simply throwing others to the wolves? Bad advice is bad advice, I have always been told.

Realistically, I don't think this association can or should build a wall around itself. Why? because so many of the problems aren't obvious, and can't be easily stopped by a "wall." The "two legged" predators are closer than we might think, and may have easy access. Like that "stock broker" in my story; ultimately all it took was one more telephone call.

But how close are they really? That's difficult to say with certainty. Why? Because people don't always speak honestly. If they did, they would tell us they were promoting an agenda or a special interest. But in doing so, they would lose their advantage. We had a politician here in the state who was, for a time, well liked. He did some wonderful things for special groups; free bus rides, for example. Nice self serving signs on the tollway. Yesterday former Governor Rod Blagojevich was found guilty of 17 counts of corruption, including trying to sell the U.S. Senate seat!

In a broader area, it's a serious problem. Sufficiently serious in Illinois that we have an "Illinois Department on Aging" which has takes it very seriously. In this state there is the  "Illinois’ Elder Abuse and Neglect Act."

It, with the Department on Aging, has published guidelines and they have published information for police departments, bankers and even a brief brochure for the elderly. That publication states "One In Four Seniors Will Be The Victim of Financial Crime" and this is the serious stuff, not the "petty" work paid for but not done type of stuff:

Link to: publications-elderly-brochure

With the economic downturn, there has been an increase in cases on the "police blotters" and various magazines and newspapers. I don't know if this is representative of an actual increase in the scope of the problem. However, and for example, the Stamford Advocate (Note 3) had an article on this problem in an article dated January 16, 2010. That article, entitled "Preying on elderly: An age-old problem worsens" is somewhat typical. To quote:

"It's an old story with a couple of twists. When we age, strength and memory decline and we depend more on others, who don't always do right by us.

What's new is that reports of abuse of senior citizens are increasing, and "abuse" has come to include theft.

Older people are being robbed by their children, grandchildren, caregivers, friends and strangers. It can be as devastating as physical abuse, since people on fixed incomes usually have little chance to recover from the loss of money and property.

It makes sense that seniors are targeted, since 70 percent of all the country's wealth belongs to people age 50 and older, said Marie Johnson, executive director of Senior Services of Stamford, a 101-year-old organization that helps seniors manage their money, offers financial aid and connects them to services."

When you read the above article, I think it's useful to keep this in mind. Cognitive ability begins to decrease when we reach the age of 50. There are differing circumstances, but to assume we are "fully functional" at 55 is probably suspect.

There are grey areas (no pun intended), all based upon one's life experiences. One of the reasons I am an advocate for owners use of licensed, bonded and insured businesses is to protect our owners from companies and individuals who may do poor work, or incomplete work, or overcharge for services. At what point is that  type of behavior a "soft predator." 

PRESS RELEASE - From City of Wheaton
Friday, May 27, 2011

Wheaton Encourages You to Register for Smart911 Service

WHEATON, Ill. – If you call 9-1-1 from a land line in Wheaton, dispatchers can determine your location and send help, even if you are unable to speak or if the call is disconnected. If you are using a cell phone – and about 70 percent of calls to 9-1-1 now come from cell phones, according to the FCC – there is no guarantee dispatchers can locate you.

A new service now in place in Wheaton can help solve this dilemma, plus provide emergency responders with information that may greatly improve their ability to assist you.

The DuPage Emergency Telephone System Board, which oversees the telephone and radio systems that fire, police and ambulance services in DuPage County use, recently added the Smart911 service to its dispatch systems. Smart911 allows you to provide pertinent information about yourself, other people in your household, pets or special circumstances that only is accessible to emergency dispatchers when you call 9-1-1. While Smart911 is an optional service, Wheaton’s Police and Fire Departments encourage you to register so that emergency personnel can better respond to your specific needs during an emergency.

By registering your cell phone number(s) with Smart911, if you call 9-1-1, dispatchers can quickly identify the person or people associated with the phone number – just as if you called from a land line – plus any other pertinent information you want emergency responders to have. You can offer as much or as little information as you would like through Smart911, a private, secure service that is only available to an emergency dispatcher when you call 9-1-1 from a registered phone number. Unless you call 9-1-1, information remains securely protected in the Smart911 database and is not retrievable for any other use. A single Smart911 account can be tied to all of the land line(s) and cell phone(s) numbers associated with a residence, so if someone calls from any of those numbers, the dispatcher will have your information available, even if you are calling from your cell phone away from home.

There are many instances in which Smart911 can give emergency responders the information they need to properly assist you, other people in the residence or your property – and possibly even save your life. Examples of the information you can share include:

• Severe medical allergies or medical conditions that might affect how paramedics treat your medical emergency
• Information about physical or mental impairments that can help first responders respond appropriately
• Language barriers that exist for anyone in the household
• Locations for gas and electrical shutoffs in your home
• Physical descriptions and/or photos of your children to provide to emergency responders in the event of a missing child, fire or other emergency.
• Number/type of pets in the household and any relevant information
• Any other special circumstances that could assist emergency personnel in responding to your emergency.

To register for Smart911, visit www.smart911.com and fill out a profile that can be tied to your land line and/or one or more cell phone numbers. 

###


Comments, Corrections, Omissions, References
Note 1. Link to: June 23, 2011-They-said-there-were-predators-at-blmh
Note 2. That word was used again during an association meeting. "Transparency" was a buzz or code word used by a certain group here. It was used again by an owner during the June association meeting. A coincidence? I think not. Simultaneously, the latest rumor, I have been told, includes the story that our suppliers are doing work for us (providing services) in repayment of "loans" that the association has made to them. In other words, we allegedly have vendors who are working for us because the association loaned them money, and this is their method of repayment! Wow! The truth is, we have vendors who have provided us with very favorable terms which effectively "extended payment terms" to the association. Gee, isn't that like saying "I'll provide this service and you get 90 or 120 days to pay?" In such a case, the money was loaned to us! Now who would be the source of these stories? Who could promote this type of stuff and carry it out with with an air of  "authority?" Hmmm?
Note 3. Link to article:
http://tinyurl.com/StamfordAdvocatePreyingElderly

They Said There Were Predators at BLMH - The Proof

Warning! This will be shocking!

Here, as promised is the SHOCKING and GRAPHIC proof that yes, there are predators at BLMH!

I regret to say, that in this event, I lost one of my friends here at BLMH. "Little Ducky #6" will be missed! He/she was scooped up while crossing the grassy knoll (in the open) with mother and "Little Ducky #1 through 5." (Or was that "Little Ducky #2" that was scooped up? The little dears all look so much alike at this age!)

There may be something to learn here. Since this event, I have noticed a marked change in the behavior of the ducks and ducklings. How could this event happen? Well, the ducklings were simply following "mom." Sad to say, sometimes it is important to follow the right duck and keep your eyes open. "Mom" escaped. She was sufficiently clever and fast to get away. Not so for one of those following her.

Has there been a change? The ducklings no longer casually stroll across the knolls, in the open, assuming that there is no danger. It is unfortunate that this lesson had to be learned in this, such a harsh manner. However, the remaining 5 ducklings are now better able and equipped to survive. They may be much smarter for this, and smarter than us. No manner of "negotiating" worked with the predator. It was "chomp" and it was over. There was no cajoling, no successful intimidation on the part of the ducks or ducklings. Yes, the adult mallards did swoop, the crows did call out their warning. The duck and ducklings ran, but they were simply too far from safety, too "overextended." The predator paid no heed to the noise, would not be distracted, and was faster.

Welcome to the real world. There was a high price paid by "Ducky #6." Do you think the survivors are grateful for this ducklings sacrifice?

What can I say? I have concluded that there are predators among us who will successfully prey on the naive, or careless. My suggestion is, be wary. Be cautious. Survive. And beware of false promises and deceit.

Comments, Corrections, Omissions, References
Note 1. I've lived here for about 10 years. I've attended many board meetings, perused the financials, etc. etc. I am very happy to inform you, the reader, that I have yet to uncover or observe any wrongdoings on the part of our management or contractors. I can't say that about everyone. 


Note 2. Sorry if you were mislead by the earlier post. However, it was accurate. This is a shocking event. There are predators among us, some with four legs. You don't believe it? Neither did the ducklings. One paid a very high price. 


Note 3. I have concluded that in a very narrow, aberrational version of a "social organization," some will and do organize for the benefit of the few. The justification could be that the ends justify the means. Okay, now back to my fiduciary duties. No more jokes, no favoritism. Just honest work "for the good of the association."  And yes, it could be much, much worse than it actually is. 

They Said There Were Predators at BLMH

First, let me say that what follows will be shocking.

Over the years, there have been those at BLMH who whispered about wrongdoings at BLMH. When I first began this blog, I received anonymous comments about how there "just had to be" financial wrongdoing at BLMH. That was the "only possible" explanation for our rising fees. "The place was mismanaged." I was also approached more than once by owners, who said that there was evidence of nefarious doings. I asked for proof. "The fees we are paying was proof" they said. There are stories on the internet and "THAT'S PROOF," they said.

I didn't jump on that bandwagon. Instead I looked at the facts. My refusal to bow to these arguments has ingratiated me to the nay sayers. "You're either with us or against us" seems to be their position. However, my independent review of the financials (not an audit) but an analysis of the costs of running this approximately 40 acre community, and of the status of our reserves in 2001 (which I reported on this blog as being "low"), and observing owners, who came to association meetings pressing for quick repairs to their perceived problems,  indicated that 1) attempting to satisfy belligerent owners is expensive, 2) prior to 1998 the boards simply hadn't collected sufficient funds, 3) in 2001our reserves were grossly inadequate, and 4) there were unreasonable expectations on the part of certain owners. That final comment based upon actual, informal interviews with owners in 2001 and observing specific owners in the period 2001 to the present.

However, the arguments about predatory practices and how we are, I suppose, being "victimized" by high fees has persisted to this very day.

I regret to say that I have uncovered proof that there are, indeed, predators among us, and in the next post, I will reveal the evidence that yes, there are "foxes in the proverbial henhouse" here at BLMH. Have I been wrong all of these years and will I really "name names?"


.

Ten Months Summary

An owner stopped me and asked a few questions. I gave them an update of projects and avoided the melodrama. However, because they attend association meetings from time to time, I did respond to some questions about how I've been on the board. They commented "You're too nice!"  I'm putting that comment here because I think that's a wonderful example of the range of opinions and expectations here at BLMH. In the past 10 months, I have been told I'm all things. Most of the owners are pleasant, some are not and a very few are undermining.

I told my predecessor A&M Director that it was essential that he "hit the ground running." My experiences to date have born that out. I would say that some of my experiences were atypical. For example, the process incorporated in that now somewhat famous study which I have called a "debacle." Not many board members here at BLMH can say they have had an experience such as that. I made it clear to my fellow board members, in writing, that I expected us to learn and grow from that experience.

Meanwhile, projects are ramping up. Many of these are known to all. They include the familiar roofs and driveways. Some are not traditional A&M. You might wonder why I am involved is some initiatives so far afield from basic maintenance. I am of the opinion that a well run board and that means a well run association, is a correlate to the involvement and deep commitment of the board and the partnership and communications that exists between the various members including our professionals, and the willingness to put in the time and effort to get the job done. It is also the result of the willingness of the board to function first and foremost as fiduciaries, and to remember that this is a business.

Quite a few additional initiatives are underway. As I have stated repeatedly, this will only be accomplished with the cooperation of the board. Most things that are accomplished require a "champion." So I just keep putting it out there. Some will rise to the task, and some will drop out. I view this as a consensual process with the board. I am somewhat like a "bird dog" and I point. "Find out what is missing and wanted and then, do that." is the old axiom about how to succeed. As I stated recently to a reporter, I'm a professional problem solver. Why the emphasis on consensus? Because everything that occurs on the board should be the result of consensus. Our attorney agrees; consensus of the board is required.

If a project is stopped, or delayed it may be due to unforeseen circumstances or error. It is also possible it is because of disinterest, stonewalling or obfuscation on the part of board members. I may not like that, but it is the reality. Besides, this association will become what it is destined to become. It is and will be a reflection of the will of the owners. I have no intention of resisting this. On the other hand, I won't sit by and passively allow myself to be run over by any bus that happens to be passing. Juggling this is a sort of a dance, and the association is my partner.

So what initiatives am I referring to? Some of these are probably traditional and many owners here at BLMH are familiar with them. Other initiatives are not. Here's a partial summary.

The newsletter is shifting to a more informative document. Some of the processes underlying decision making are being included as examples. Specific information pertinent to living at BLMH, and that includes fees, rules, "getting along" and how to be a better member of the community is being included. I cannot predict what will be printed in the future. The newsletter was and is the result of overall board agreement. I am and will continue to be involved in this vital communications device. At present, the emphasis is to provide information, instruction and guidance to owners and other residents. I put this as the first item because communications with a purpose is very important.

The treasurer and I have been tracking and preparing statistics for fee delinquencies here at BLMH. We began presenting charts and numerical summaries to the board shortly after her appointment. This is intended to illuminate the issues since early 2008, and it required going back into the archives to accomplish this. The purpose is to illuminate this very important issue so the board is not only better informed, but is able to make better decisions. This is an example of the distinction of "data" and "information." The board is given data every month. Assembling "information" requires somewhat additional effort. I put this as number two because finances are the life's blood of this business. Everything is accomplished with the money that our owners provide to the association. No fees = no maintenance, and the lights will literally go out.

I made an extra-ordinary effort to decode the "study" and to prepare numerous spreadsheets which resulted in charts and graphs for the board, and for the owners. This information was essential to make a decision for the budget workshop that occurred last fall. This is an incomplete effort. Garages were surveyed to fill in that particular blank. There are others. The question I have in looking forward is this. Is the considerable time spent by management and the board (specifically myself) in deciphering and illuminating such a document a proper use? Can we do something to avoid this in the immediate future? I have my own opinion on this. I did what I had to do last fall because there was no option and no possible alternative, given the immediacy of the budgeting workshop. That was then, and this is now.

The treasurer and I attended a CAI seminar (fees paid at our expense) on the subject of dealing with, and selecting, vendors. This was paneled by experts selected by the CAI in the area of Property Management, Architecture, Law, Roofing, Maintenance, etc. We were the only members of the board to attend.

Any board member who was able, and that included the treasurer and I, attended a brief meeting with management and the attorney to discuss the issues of delinquencies, foreclosures, and how to better deal with this, etc. The treasurer and I prepared a brief (two page) report which was presented to the entire board on the subject. Some of this information has been published in the newsletter.

A thorough survey of garages was accomplished. A summary of this information was provided to owners and to other residents in a recent newsletter. During an earlier association meeting I made a specific request to the board. I asked to replace specific garage floors. There was no motion and so no vote. I will make another attempt.

Our Landscaping Director and I, in partnership, are taking another look at the various drainage systems on the property, and how recent activities have helped to solve some of the water runoff problems and at other times, contributed to the difficulties of handling that runoff. This is a priority. However, I do need to emphasize that this association is about 35 years old. This is not a new problem and I don't expect it will be completely resolved in a year or two or three. A shift from mulch to rock and ground cover, changes in roofing run-off, the addition of swales and other means to convey water from the property to the sewers, will all be a step toward a long term solution. I don't want to magnify the problems. Our property was "high and dry" during the recent rains. Water standing at the foot of a driveway is not a crisis. In other parts of Wheaton there were cars parked with water up to the seats. Not here. On the other hand, I will be satisfied when ALL water runoff is handled in such a way that it conveniently makes it to the storm sewers.

Other projects in formulation and various degrees of action include: sealcoating of new driveways, beginning a masonry maintenance project, new driveways for 2011, patio maintenance, identifying and formulating a solution to some roofing related issues, re-invigorating a project to replace failing brick sills with limestone, formulation of a plan to preserve our streets, and a detailed analysis of water supply piping failures on the property over a 10 year period, etc.

Of course, exterior painting specifications have been reviewed, the board has agreed to shift from a 5-year to a 6-year painting schedule, etc. This year, by coincidence, the number of building to be painted will coincide to a 5-year schedule. Next year will be the first year of a substantive change, and for every year thereafter. Unless of course, future boards decide otherwise.

I've provided an very expanded monthly Architectural and Maintenance summary to the board, this being as large as 8 ages or so. Included are charts, diagrams, photos and text outline specific problems, problem areas, and possible solutions. This effort, which is a lot of work, is being done to document this for future boards, and to provide better information for current boards so that better decisions can be made. But I do need to emphasize that information is only a means to form a possible consensus. I can make requests, but the board may not agree. Obviously, board members have limited time to absorb what is provided for the monthly meetings. Too much "data" is counter-productive. So I distill what is presented and give a verbal summary during the board meetings. The amount of information provided for these meetings to the board is, in total, over 100 pages, some of it in fine print. Proper preparation for these meetings so that issues can be properly voted, requires a willingness to prepare.

I've attended numerous meetings with management and with maintenance. I've also met with a roofer to discuss technical issues. I have a slightly different approach to my volunteer job. First, I want to get it right the first time. Money spent on incomplete solutions may be money that is partially wasted. Second, time is valuable, which is to say, a finite commodity. Meetings are to have a specific purpose and a specific outcome. Third, we have about 8 months of productive outside project time available. Most of what is to be accomplished in a single calendar year on the property, will occur in those 8 months. Winter is excellent planning time. However, if we delay beginning serious planning on projects until we have had the opportunity to walk the grounds, then we have lost several productive months. Finally, it is essential that priorities be established. That way, resources are applied to the most important aspects. By doing all of these things, in the proper order and with sufficient resources, it is possible that most of the "priority" items will be accomplished. Of course, individual owners have a different perspective. I understand that. However, they may feel that "taking care of number one" is the most important thing, and because they are "owners" they may also have the opinion that they are "entitled." As a fiduciary my emphasis is in accomplishment on an association level, without favoritism. My experience indicates that this clearly does not ingratiate me with certain owners.

I agreed to attend a review meeting with management. However, I requested an agenda so I could prepare and so that, as a responsible member of the board, a positive outcome for the association could be reached. The meeting was then replaced with something else.

I declined to attend a meeting with a local Realtor on the subject of selection of property managers. I articulated to the board my deep concerns about this.  Our treasurer agreed, in writing, to attend. However, it was apparently decided not to include the treasurer, who, I have been told, was never informed of the final date and time of the meeting, and that meeting occurred without her. 

I've attended all association meetings, to date. That includes several management directed workshops, the CAI annual event, as well as the special events described earlier in this post. Considering I'm employed, I'd say that's been a good thing. To do so, I've had to reschedule business trips, personal trips, etc. I am a pragmatist and I do expect that reality will at some point, intervene. However, by doing what I can to re-arrange my life to be consistent with the commitment I made to this association, I can forestall that day.

In closing, let me say that I feel a real urgency here at BLMH. I see a board commitment as a finite one, and my current one will be over in about 15 months. I do not know what the future holds, and so I can only work with the cards I have been dealt and with the limited time available. I will provide some supplementary information on the blog from time to time, and this is one of those times. However, the primary means of communications of things that are important will be via the association newsletter. I prefer to use the written format because I want everyone to get the same information. No back door politics. No schmoozing.

Comments, Corrections, Omissions, References
Note 1. Overall, I'd say the past 10 months were okay. Not perfect, a few problems along the way, some real surprises, but all in all, good. 

Note 2. Now we're really entering the highly productive season, in which visible signs of the work will appear. 


This post previously prepared and automatically posted. 

Stream #1 is Nearing Completion

This morning the pump for stream #1 was started up several times, and ran for a period of time. It seems maintenance is nearing completion. However, it is unclear if this project is complete and the pump will be able to operate continuously.

I can't say precisely how long the pump was running this morning. I suppose some might expect that I should be here to provide proper "oversight," that I should know exactly and further, that I should "micromanage" this project. Well, I won't and I can't. I am of the opinion that maintenance is proceeding "as rapidly as possible" in view of the weather. This maintenance repair is also proceeding within the timetable discussed with maintenance and authorized in the May 16th work order. I am also of the opinion that this would not be accelerated by authorizing overtime. I also have to question if such acceleration, if it requires spending more money, is a prudent use of association funds. For that reason, I have no intention of authorizing additional expense to achieve full operation by Friday night. My position is my opinion and that is apparently not shared by all. That's fine. We're each entitled to our opinion.

I suppose some might say that the popular thing to do as a board member would be to ask the owners "what would please you?" and then authorize that. Here's a rhetorical question: "What would a fiduciary for this association do?"

However, the ducklings seem to be happy, and not at all concerned. This is in stark contrast to a report that an owner stated in essence that it is being said that "I have no friends." That is certainly untrue, and even the ducklings are my friends. I can only suspect that some of these statements are being made to belittle or simply to goad me. "Thank you for your remarks" even if unkind or untrue.

Hmm, I would add that such statements, if true, being made by people who are my "neighbors" in this community, well, let me just say that making such or similar statements is possibly better than some of the other stuff that's been circulating lately, and I am not referring to the water in the pond and stream. That "stuff" may be the source of the negative opinions.

Comments, Corrections, Omissions, References
Note 1. Perhaps a duckling would be the ideal board member. Probably not. Some would say they quack too much. But they are cute. 
Note 2. Sigh, the lonely life of a board member! - NOT!

Rain and Water Cause Minimal Disruption at BLMH

We've had some unusually heavy rainfalls. This has caused some disruption on local streets in Wheaton and Glen Ellyn. Within the boundaries of BLMH, we have been very fortunate. This provided another opportunity to observe how drainage systems are handling the situation. I delayed my visit to my office the morning of June 9 and walk the property at 6:15AM to inspect a few areas which were of concern to me.

Heavy rains can sometimes result in leaks on roofing systems, including the shingles, flashing and chimney caps. As I expressed to unit owners who attended the most recent association meeting, I'm collecting additional information from work orders and adding this to the existing lists from previous surveys conducted by roofers and by maintenance, and my own observations. All "problem" roofs are being photographed and cataloged, this information to supplement rooftop inspections. All of this, of course, is to support the board in making good decisions.

One of the issues is getting to some of the areas on our roofs, which are not readily visible from the ground. Climbing atop 42 buildings is both time consuming and expensive. I am in the early stages of an experiment with a remote control helicopter equipped with video. This would be useful. Here's a view of a typical roof, and you can see there are complex surfaces with features not visible from the ground:

Here's one of the more severe water problems encountered at BLMH during the storms. This photo provided by a unit owner. The extreme edge of a driveway was temporarily "under water" during and shortly after heavy downpours.

This photo was taken about 8:00AM on June 9:

Once the rains stopped the water receded. This is a photo taken later:

While the first photo above might seem like a lot of water, in downtown Wheaton, things were much worse, as shown in the photos on this website:

Wheaton Main Street Closed June 9

I received an email from a concerned unit owner which included several photos, one of which is above. I responded on June 10 as follows:

"Thanks for the photos. Our Landscaping Director is away, but I’ll see that he is made aware of these. Solving problems of this type requires the cooperation and coordination of landscaping and maintenance.

This area was one of the subjects of two walk throughs on April 13 and 20. The second walk included myself, the [LD and maintenance]. A question then was what specifically to do with this area, which is unfinished. We discussed several solutions. The problem includes the grassy area behind the corner of the driveway. Any water which flows off of the driveway in that direction must by handled by whatever water conveying system is installed downstream. Otherwise, we simply create a lake or a larger problem, or a problem for someone downstream.

As you may be aware from recent newsletter articles, “drainage” is a priority item.....there are many driveway [with] slopes which are marginal in pitch....the problems are being handled one at a time, and using the best...methods available. “We can do anything all it takes is time and money” is a saying but I don’t have those options. This association is comprised of a volunteer board which has limited time, and we obviously have limited funds. The problem in your photo was identified in 2008/9.....with the completion of the driveway it is possible to proceed. The location of electrical utilities, which you can see in your photos, makes grading or digging and expanding the swale somewhat difficult, but not impossible.....This specific problem is on my and [maintenance's] task agenda for a [meeting] the week of June 20.

For your further information, I submitted a brief report to the board in April and a much more detailed one in May. The area in the photo was included in a description of problem areas.... [which can benefit from drainage modifications and improvements]. Your photo shows the large gouge in the land adjacent to the parking lot at 1604..... This is a temporary swale. It’s a partially installed solution. In my May report to the board I stated that “Water flows….and collects in the corner of the parking lot. This needs to be incorporated into the solution at 1604....”

I’ll let you know what develops. However, it’s my approach that whatever we do is to be permanent, or as permanent a solution as possible. I am of the opinion, which is shared by experts, that we can solve about 80% of [problems of this type] at BLMH with the means in hand. It will take time and a committed board. There will continue to be problems. Unforeseen circumstances, such as the water main break on May 14, can create water problems which can overpower any program.

Here’s a link to a few videos of that break:

Water Main Break May 14

I’d suggest you begin thinking about how to assist me in assembling a board in 2012 which will support me in handling problems such as this one. If [such a ] board does not exist, then work will again grind to a halt, or slow down. This will all be the choice of the owners of this association."

Comments, Corrections, Omissions, References
Note 1. While this has been going on, other owners are of course, complaining about issues which they see as "more important." A work order was made on May 16 for the repair of the pumping system for the Stream #1. That work is progressing well and is scheduled to be completed in another week. There are 24 units in close proximity to that stream. An owner attended the May meeting to complain that "their stream" was not in operation. It was explained that the method of repair had been decided. That wasn't good enough for them. So on June 2 I received a telephone call, at work, in which they expressed their extreme displeasure and threatened to call the city to complain about mosquitoes. I told them I did not agree with their approach. After disconnecting I checked with management and the mosquito control consultant. That stream and pond had recently been treated and I was assured by the consultant that no mosquitoes were living in that pond and stream, and that the type of chemical used would assure no mosquitoes for another couple of weeks. 


I called the owner back about an hour after their first call and explained the situation. I was then informed that there were a lot of tadpoles in the water. Well, tadpoles eat mosquito larvae, so that would be a good thing, wouldn't it? I was thanked for providing my information, but this apparently wasn't sufficient. 


On June 9 that same owner contacted management, attempted to contact at least one other board member and did carry out their threat to contact the city. 


I would think that owners would realize it's their money they are wasting. This is supposed to be a "community" and this particular owner has chosen to lecture on this from time to time. They have also complained "what do we get for our money!" So I guess they want it both ways. Or perhaps they are interested in only supporting "their community?"


In walking the grounds, it would be obvious "what they get." In fact, last year they got a new roof. I think they are part of a sub group here with is always attempting to manipulate the board and management to get money spent in their direction. I am of the opinion they spend time coaching others on the methods to be employed. A new owner recently called to complain about "their view."  I would think they would understand that the money they provide to the association as their fees is not earmarked for "their" building and for "their" landscaping. But apparently not. I took the time to explain how it works as an "owner" at BLMH including the volunteer board, professional management and maintenance and other professional vendors, the utility bills (owner and association), street repairs and maintenance, how fees are allocated to reserves, operations and maintenance and that means, to a "kitty" which funds all of the maintenance programs here at BLMH and on the approximate 40 acres of this association. I asked this new owner if they had walked the grounds. They said "no."


I continue to press owners and the board to operate in the spirit of community and for the board, specifically as fiduciaries. The new board seems to have a better understanding of what this really means.


I'll continue to promote more owner involvement. I'd like to see at least 33% of our owners actively participate as "owners" at BLMH, and "walk the talk." To faciltate that I was promoting a "spring cleaning drive" but the board in existence earlier this year nixed my request and did not support it. Parties are great social events. They are not a sign or mark of ownership. 

Question on Running a Business per the WSJ

Question:
Soon to embark upon a new, Senior level managerial position with a new company (employer), what are the three (3) most important objectives that one should seek to achieve in their first 90 days; and why?

Answer:
1) Learn the business. Understand the financials, operating statistics and competitive advantages of each and every strategic business unit; 2) Build personal relationships with key business and functional leaders, particularly your peers and boss(es); 3) Determine the critical strengths, weaknesses, opportunities and threats among your department staff, particularly, the leaders. These are the top three; I think the reasons why are obvious.


Comments, Corrections, Omissions, References
Note 1. The above was posted recently on an online forum of the Wall Street Journal. This would seem appropriate advice to any new board member. After all, being on the board of managers of an HOA is achieving a senior managerial position in a business, isn't it?

Establishing Programs, Initiatives, and a Vision or Mission Statement

One of the things I have discovered is that some owners, and even the board, will be an impediment to "getting things done."

Before the reader gets excited by this statement, I'd like to provide a context. Also note that this post is based on several years of observations. Not specific events.

There seems to be a tension or opposed forces at work here. I am referring to one approach, which I would call the "reactionary" or "don't fix it until it breaks" approach, and another which I will call "preventative maintenance" or an approach that favors the establishment of planned programs.

While this may appear to be something which is limited in application, it can be applied to many other areas. It's about planning and preparation as opposed to reacting. Oops, there I go on my soap box, again!

There are a lot of reasons to advocate a "reactionary" approach, and I can see the attraction for board members. This technique is probably learned first at home and then "brought the to office." First, it is the easiest for the board to implement. Sit back, and wait for the next problem, make a quick decision and delegate! No management or planning required! One perception is that using this approach may save money. Another perception is that by taking no action that is not an absolute necessity or "reacting," it may be possible for the the association, which is to say the board and management, to delay dealing with problems until such dealing becomes an absolute necessity. i.e, less work to do and not much thinking. Deal with the cards as they are dealt, as it were.

Boards can take the above approach with just about anything. Rules, for example, may not be enforced unless an owner complains about a violation. Mechanical or other problems may be delayed or avoided until something actually breaks, or an owner is inconvenienced. The operating philosophy could be "If an owner doesn't complain, then don't do anything." Hmmm! Has that happened here?

This approach may create the illusion of "saving money" as reserves grow. In reality, it pits owner against owner, creates additional expenses as repairs occur as breakdowns. In the "real world" how many "breakdowns" wait until Monday 9:00AM to occur, rather than occurring at 11:59PM on Saturday? Weekend problems become overtime repairs, at substantially higher cost, and inconvenience. Delaying needed repairs, for example, roof repairs until leaks occur may inconvenience owners, create interior damage, and require the replacement of damaged and water soaked plywood roofing and possibly framing and insulation. Mold can also be the result.  Owners can become unhappy or downright frustrated if problems are not resolved. I'm not talking about "My stoop is crooked" type problems. I'm alluding to "My building is settling and I have half-inch wide cracks in  my ceiling" or "Every time it rains I get a mini flood in my bedroom" type of problems. Unfortunately, if a board operates from the perspective "we are here to keep those owners who complain very happy" you can see the tension that creates.  "Where does my money go" may become a battle cry. Animosity may occur when one owner gets repairs because he or she came to association meetings and complained, month after month after month. "The squeaky wheel gets the grease" and the complacent owner gets short shrift.

Of course, certain owners, like the mice who are trained in laboratories to work their way through mazes, will discover this game and will use it to their personal advantage. Do we have owners or renters at BLMH who would do this? Attend a few association meetings and find out for yourself, and learn a few tricks from the masters!

If the issue is maintenance related, problems cascade and costs escalate. Those unrepaired items are waiting, effectively an "account payable" and are problems waiting to happen. Meanwhile, a sense of overconfidence may occur if the owners and the board, seeing the reserves grow, don't keep a list of maintenance problems to compare to that "mound of cash."

Consider also that there is board turnover, and that when this occurs, information may be lost. At BLMH we have a professional management company and a manager. We also have professional maintenance. That provides some continuity. But new boards may, and do, have their own approach to doing things. New boards sometimes scoff at the "old guys and gals" and deliberately shun them and their information. Things as simple as contacts at vendors and different city departments, may be lost. What about lists such as the one I produced for the purpose of rating garage floors? Are you aware of a "Board Members" manual for BLMH? There is one, but it hasn't been expanded and updated, and many documents were shunned by later boards. There is no concise statement of what board members can expect and what their accountabilities are, as fiduciaries. Nor is there a list of "duties and responsibilities." (Note 2). For example, the "Board Member Oath" which included the statement "11. I will not make public statements without the express authority of the board" and "12.  I recognize that I am a fiduciary on behalf of all owners and in all decision-making by the Board I will attempt to use sound business judgement." was replaced by a recent board with the CAI "Rights and Responsibilities for Better Communities - Principles for Homeowners and Community Leaders." That document stated that Community Leader are to "Fulfill their fiduciary duties to the community and exercise discretion in a manner they reasonably believe to be in the best interests of the community."

I had a big problem with that document. It's fine in my personal life to operate in the domain of "should" or "could." However, when I'm operating as a fiduciary my personal "beliefs" have no bearing on accomplishing my duties and responsibilities. I think the "neighbors club" can and should operate from the principles set forth from in the CAI document. I think the board should operate as fiduciaries, take the competent advice of the professionals, including our attorney and our management company, and take responsibility for our actions as a board. That means, we don't have "roles" to play. We have "duties and responsibilities" to accomplish. New and current board members should understand this.

Losing the Path
This can occur with rules which become obsolete or are not kept up to current standards and mores. The "welcome packet" which is a wonderful booklet, may not provide information in a way it may be readily absorbed (Note 1). In my working life, I have to absorb and teach a lot of really obtuse and difficult stuff. Believe me, how information is presented, and with frequent repeating, has a large bearing on how information is retained. You may "know" or be proficient at something, but telling me about it has no assurance I will also "know" something after you stop telling me about it. Learning is an interesting and at times, difficult, process.

If you think that what I am describing is fiction, you are incorrect. I've seen this occur here at BLMH.

An Alternative
Creating standards, descriptions of board member "duties and responsibilities" and other information to augment that of our managers and professionals, can be helpful to a board in accomplishing its tasks. Creating a program of planned upgrades, is also helpful. A framework for such a program does exist at BLMH. For example, exteriors are painted and repaired on a multi-year schedule. Balcony railings are being replaced on a schedule. So too for spalling columns for garages.  I'm unaware of such a schedule for replacement of hallway carpeting, or for limestone replacement of brick window sills, and we know that there is only a very rough schedule for roofs. How about patios? What about drainage issues? How about underground water mains which pass under roads and driveways? Should they be replaced when roads are replaced? Should we have a "tree bank?" What other programs are lacking?

None of this can be planned, or can occur, if the goal of the board is to wait until it breaks. If the water main fails after the driveway it passes under is replaced, too bad! So too if it passes beneath a road. Do we have sufficient B-valves on the property to isolate different sections? If not, perhaps they should be reviewed and added, to permit isolating failures when they occur, rather than shutting off the water to more residents than is necessary.

All things to think about. Or not!

I am a proponent of the creation of a long term vision for BLMH and of a brief and concise mission statement.  Will that happen? Or will we go back to "shooting from the hip" in September?

Comments, Corrections, Omissions, References

Note 1. I had a conversation with a new owner who had been given a copy of the "Welcome Packet" several weeks prematurely by a board member. Did having that information prove helpful to the owner? Well, one day after the closing, this person called me and began asking a few basic questions. I concluded that the information in the packet had not been fully grasped. So I gave a 10 minute "Owner's Introduction to BLMH" and covered all of the basics, from utilities to fees to TV to landscaping, keys, who maintains doors, the role of the board, and the end of the owner's domain which is at the extreme of their patio, etc. I asked "Have you walked the property?" and when the response was "No!" I proceeded with a description of the grounds, etc. I provided a brief description of how to communicate with the property management company, etc. 

My point is, this kind of dialog could probably take place which each new owner. Or, in it's place, perhaps a "summary" document which spells out the basics.

Note 2. It's possible to make such a document. One has been written and the board is currently reviewing "HOA Board Member Duties" a document prepared by the current board as a guide to new members.