MANHATTAN

Recent news affecting co-op / condo buyers, sellers, boards and residents. This week: Seriously? Mark Andermanis, board president of the subsidized Mitchell-Lama co-op East Midtown Plaza, jumps ahead of others to score a four-bedroom apartment — reserved for families of six, which, additionally, he does not have —  and when he won't budge, an alert shareholder sues him. But he gets to keep the primo place because the shareholder doesn't have standing to sue ... and while the co-op board, perhaps, could, here's the thing: He's the co-op board president! Does this sound proper or right to anyone ethical? The good guys do win one, though, when a developer who refused to fix a Long Island condominium complex is permanently barred from selling condos. That's something, at least.

And then there's another reason for condo and co/op boards to be wary of Airbnb....

In the immediacy of the moment during an apartment-house fire, people can panic. Timely information helps prevent panic. And so in the wake of high-profile high-rise fires, the question of how to get crucial fire information to building residents — whether through Internet- or phone-based systems or through what the industry calls "one-way communication" such as public-address systems in hallways or individual apartments — has become the New York City Council's next burning issue.

And unless that issue's addressed quickly, the desire to mandate life-saving communication paradoxically may cost lives.

Disaster never strikes at a convenient time, but the timing of this one was particularly bad.

Butterfield House, a 100-unit co-op in Greenwich Village, had just begun an $8 million capital improvement campaign that will eventually replace all windows and heating and air-conditioning units, redo the hallways, install a backup generator on the roof and increase the electric capacity available to each apartment. But when a City water main broke on Jan. 15, these upgrades and several major apartment renovations were halted. Fortunately, the inconveniences were eased because the building made it a point to keep residents in the loop about the situation — and to follow the playbook it had created for just such an occasion.

Recent news affecting co-op / condo buyers, sellers, boards and residents. This might be a first: A rich developer is suing shareholders at the City-subsidized, middle-income co-op Madison Park Apartments just for complaining about what they called shoddy construction and repairs, including leaks dating to 2002. Since one of the defendants is a 68-year-old retiree on Social Security, we're guessing developer Donald Capoccia of BFC partners isn't figuring on them mounting an expensive defense. Gag me with a lawsuit.

Plus, a Central Park West condominium extends balloting time for an anti-smoking vote. Should it have? City Council members rail at the Fed for delayed Sandy relief funds. And we've reverse-mortgage realities, Airbnb telling people not to hotel illegally, and how to compile a great co-op board package.

As a rule, co-op and condo boards achieve fiscal security through conservative strategies and long-range planning. But occasionally a dash of creativity can help.

That has been the experience of the co-op at 90 Riverside Drive, which enjoys an enviable financial profile with low maintenance and solid capital reserves. The shareholders have never been hit with an assessment. But as the co-op board got ready to refinance the mortgage, a round of mandatory Local Law 11 repairs came due in the summer of 2012, a year before the board's latest 10-year mortgage expired. Once the LL11 work began, unanticipated repairs and expenses arose. By the following summer, with the mortgage about to expire, some sort of interim backup financing became crucial for the co-op to cover the unanticipated bills.

Are you having a dispute with a staff member over a thorny issue, such as a denied request for overtime, which is seen as a vendetta? Are you involved in a dismissal for cause that the dismissed party believes involves discrimination? And are you finding that such situations have led to drawn-out lawsuits?

Certainly many managers are. "We fired someone and they sued," says Paul Brensilber, president of the Manhattan-based management firm Jordan Cooper & Associates. "What with the trial and appeals, we spent a fortune fighting it."

Recent news affecting co-op / condo buyers, sellers, boards and residents. This week, residents' outrage over rodents reaches a roar in one middle-class Bronx neighborhood's historic old co-ops (albeit spelled "coops"). Meanwhile, in a more upscale area of the borough, a condominium gets millions in tax breaks. Life as usual, in other words. And speaking of taxes, we've news on the class-action suit aiming to make New York City's crazy property-tax calculations fairer, and an Upper East Side condo is suing the MTA for Second Avenue subway-related damage. Plus: Celebrities buy penthouses!

I'd probably be dead right now. Maybe you, too.

That's because in all the years I've been writing about co-ops and condos, including fire-exit regulations and Fire Dept. inspections, I probably would have headed down the stairs at The Strand. That's what Daniel McClung did during the blaze at that W. 43rd Street condominium on Jan. 5. Knowing only that his building was on fire, he tried to escape from the 32nd floor — and ran headlong into smoke from the 20th that killed him.

But I mean — it's a fire. You're supposed to get out, right?

A trio of New York City statutes instituted last year are designed to make it easier for co-op and condo boards and other building owners and managers to address the extreme-weather effects of climate change, as well as better prepare for emergencies generally. We've written about Local Law 110/2013, which requires, among other things, drinking-water stations that draw separate from the main water line; and Local Law 111/2013, which addresses the complicated rules that govern backup-power generators.

The third leg of this triangle is Local Law 109/2013, which helps make it easier for buildings to install flood barriers.

I moved to my building, a Greenwich Village co-op at 45 West 10th Street, in the late 1970s. I was drawn to the location. I knew it would be a nice place to live — but it turned out to be a very nice place to live. I never thought about it before, but our board contains six professionals. We have a retired attorney, a professor, a financial executive, a photographer and a real estate executive, and I'm in the textile business. It gives us a professional air; everybody contributes. It also helps that I run my own company — that means I bring a business sense to the board. We don't always agree at first, but we end up agreeing in the end. It's a great co-op board.