We have a live in super, are a union building and follow
union rules. however the super has another home which
he goes to and leaves the building without persnnel on
call, he says he is 20 minutes away on a good day.
Is he in violation of current union rule. Help
As per PL of our Co-op grown up children can live with the parents (3-bedroom apartment).
The Board informed Management Company to write a letter to the shareholder, who recently purchased an apartment, that they should be living in their new 3-bedroom apartment alone because at the time of interview it was not indicated that the grown up children will be living with them.
However the Management Company has been informed at the time of closing that the children will be living with their parents.
Thanks in advance.
Some of the units in our small co-op are severly underheated and a plumber came onsite to assess the situation. After completing a calculation based on volume of the unit and amount of BTU's we have vs what we need, he suggested upgrading our current residential baseboards with light commercial. This would alleviate adding additional feet of baseboard to walls where there is none, he contends. We are talking about 550 sq foot studios with normal height ceilings. Anyone know if this is a good remedy? He also said it would involve cutting some of the wood floors away from where the thicker new piping would go. Sounds like a nightmare. Would the co-op have to repair the floors since this is in the course of performing a co-op repair? Thanks all.
I am the board president of a mid size Manhattan building with approximately 90 units and I think I am burned out.
I have been frustrated at every turn with the inability to get anything done and I am putting in a significant amount of time and energy into this endeavor.
Our management company has been replaced but appears no better than the last one. Is this a major problem in the industry?
Our shareholders are apathetic and only want their specific issues resolved. They don't care to see the entire picture. Is this common as well?
Our board is serious about attempting to tackle issues but perhaps we are going about it the wrong way.
Any advice here. I really want to pack it in and give up, but I can't as their appears to be noone interested in picking up the baton if I wanted to pass it on. And I am not going to be selling anytime soon.
Any similar stories and/or advice how to cope.
We've had a doorman (3pm-midnight, M-F) for many years. A SH (since '03) says she thought a doorman was just to help 2 elderly SHs and since they're both now gone, we no longer need one. We said it would be a "reduction in services" and we can't take away a service we've always provided. Also, our super has an afternoon job and goes to night school, so he isn't here 2pm to 10pm. With no doorman we'd have no one on site for security, or for help if needed.
This SH is telling everyone we're wasting a lot of money on a doorman. That issue isn't the problem. The doorman we have is very helpful/conscientious, and everyone likes him. The problem is this SH. Many others are complaining loudly that she's calling, e-mailing, ringing bells and bothering them. They all told her to stop but she hasn't and they want the coop to do something about it.
The board spoke to her and sent her a letter saying we have complaints that she's creating a disturbance and asking her to stop. Since she came here in '03, she's been nice and seemingly "rational," but suddenly she's ballistic about the doorman. We thought maybe something happened between them, but she hasn't said anything about him personally. He's 54-55, very courteous, and we don't he got fresh or anything like that. She's been bothering everyone almost daily since early July. She called me 3x today. I finally said the issue was no longer up for discussion and I was hanging up, which I did.
Our SHs feel as we do about her and the doorman is not an issue with them. I think we should all just ignore her and hopefully she'll tire and stop this. We don't want to get our coop attorney involved but if she doesn't stop, he may have to send her a letter.
Anyone have any other suggestions on how to deal with her?
Our co-op is about 35 years old. They are 2 story brickfaced garden apts. On average for the last few years we have had to repair at least a dozen pinhole pipe leaks a year from copper pipes that run through the ceiling between the up and downstairs apts. Any information about why these leaks would occur and/or how to prevent them would be greatly appreciated. Thank you.
Many of you have written wise things and have also given me good advice in the past; I'd like to get your feedback on this.
Miraculously, it looks as though our current VP is serious about getting rid of our managing agent/management company. (I've posted in the past about proxy tampering and other issues.) This is a great, great sign. It also gives me hope that the VP may be starting to think independently of the BP (who wants to retain the MA/management company).
The current managing agent was hired by the BP, who was the only one to interview her and presented it to the rest of the board as a fait accompli: "Here is our new managing agent." The way it always worked was this: the BP would meet with the MA on a monthly (sometimes bi-monthly) basis. Alone. During my stint on the board, I found this odd and asked if I could attend. Initially the BP told me I could, but that first meeting came and went and I wasn't notified that it was happening. So I asked that I be included in the next one (and the next one, and the next one...). The BP hemmed and hawed and said: "Well, the thing is, often we change the time at the last minute, so it's difficult to set up with an additional person..." To which I would respond: "Well, let me know anyway. Give me a heads-up. If I can make it, I will." And he would just never let me know that these meetings were happening.
Subsequently friends in other buildings raised their eyebrows at this and told me that it is not standard procedure for the MA to meet solely, alone, with the BP. In their buildings, the MA meets with the entire board (or a majority).
How does it work in your buildings?
Now that we're shopping for a new management company and MA, I'd kind of like it if we could start out on the right foot. I'd like the entire board to have a working relationship with the MA. It just seems healthier to me.
Interested in feedback on this idea:
"To join our coop, you must run for election to the board one year out of every five, or else pay a $500 fee in lieu of your year of service."
First a house rule and, depending on the results, perhaps later a bylaw (with the sum left open).
To all - here's the situation:
We need $250K for a bldg project (must do it within 1-2 yrs)
- We have 20% that amt in reserve (just did a big project)
- $250K would eat up our entire LOC (not a good idea)
- We could take out an add'l mortgage (not desirable)
- A 2-yr assessment would be a very steep hit on Shs
- We'd need a 30% mnt increase to raise $250K in 2 yrs
(could lower it by, say, 25% after we raised the $250K)
We're in good financial shape with no debt but the need for $250K was totally unanticipated, hit us out of the blue.
Other options to raise $250K? Appreciate any suggestions.
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