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.