Monthly Report

- by Marion Scott

- by Jay Williams

General Manager’s Monthly Report for February 2023

Where we are now & were we are headed

As I approach my 1-year anniversary of being a business owner and the General Manager of Rochdale, I find much to reflect on. My role as General Manager has many similarities to my previous role in scope and responsibility with one notable exception, I have the final word pertaining to managerial decisions. While operational decisions are not made in a vacuum, with an emphasis on team input, it is nice to be able to implement new initiatives. To name two significant changes, we have redefined the integrity control position with a focus on maintenance and customer service. This includes additional building walk-throughs, spot-checking our group office managers for quality control, and customer service callbacks for all work performed in Rochdale. We’ve also redefined the role of group secretary changing the job description and pay rate to reflect that of an office manager. The creation of a Management led Facebook page was also a longtime desire of mine. With the understanding that social media, in general, has its challenges as it pertains to misinformation, I am glad to expand the ways that we can communicate directly with shareholders. We have several staff members periodically checking the page daily. Our communications department has done a good job with managing the group so far.

Rochdale, like many other communities in the affordable housing world, took a financial hit because of COVID and its aftermath. Unlike some of our contemporary Mitchell Lama developments, we are headed decisively in a positive direction. We are current with our mortgage payments; we have a 24-month plan to catch up on all outstanding bills and we are anticipating that our reserves will be back up to approximately $7 million by this time next year. We were fortunate that we locked in our gas rate and changed our gas classification. Based on the post-Covid prices we see now, we would currently have had an extra $5.6 million in additional expense, and this would be a very different conversation.

In my travels as the President of MSI, I found other developments that are similar to ours in serious financial trouble. This trouble runs the gamut from giant price hikes in insurance and gas to delinquent mortgage payments, double digit increases and shortfalls in capital funding for projects started 10 years ago. Rochdale is not exempt from some of these issues, but the Board and Management have diligently worked and are working toward providing Rochdale with a stable financial future.

We are here to serve (Revisited)

Years ago, I helped draft a portion of the management report with the hope that management would be included in the social media conversation. This, of course, predated the Facebook group that exists now. So, the first thing I want to say to our shareholders is “Thank you” for all those that are participating. It is as true now as it was then, that regardless of any negativity the word “Management” garners we want to be a part of the solution. We appreciate the feedback because 20,000 plus pairs of eyes can see a whole lot more working together.

Social media has continued to expand our connectivity to the world. These tools are a great way to exchange ideas and generate new ones. Concepts like movie night or the definition of Mitchell Lama affordability or operational questions about a missed appointment are compelling and should be discussed freely among residents. Posting events as they happen or new amenities that neighbors may have missed reading about is thoughtful and fosters a sense of community. Board members and Management can also provide further insight into many topics where residents are uncertain. With the advent of “Fake News” permeating our network of friends and family, the work for all of us is being able to sift through information with objectivity in search of the ultimate truth.

Am I My Neighbors Keeper?

In a community such as Rochdale, being a neighbor is a fundamental value that is essential to its continued growth and success. When I lived here, we all knew each other on our floor. I looked out for them, and they looked out for me. When a package was sitting in front of a door someone would pick it up and keep it safe until the other got home. When the neighbor’s kid looked like she was in trouble we would come out to make sure she was ok. In building 11C on the 7th floor; that was community. I have a version of it where I live now, but in apartment buildings it’s more acute. For the most part, we have neighbors on all sides that can hear many of our day-to-day happenings. So being a good neighbor here means not making excessive noise, making sure you put your trash down the chute, cleaning up any spills you cause in the hallway, making sure to share laundry machines and other considerations when living in close proximity. If we are unable to be concerned about or treat each other with respect, how then can we expect anyone to show respect for a building made of brick and mortar?

A neighbor knows the importance of getting to know those around them. A neighbor is one who cares, shows compassion for and is willing to help those in need but also one who is unafraid to speak up when something is awry. We are not suggesting putting yourself in any danger by directly confronting individuals but at the very least, you must be willing to report incidents to the proper authorities. For those that may insist not to get involved in this manner, we only ask that you show compassion for your fellow residents. We have the potential, we only need to do our very best to be a good neighbor and expect nothing less from those around us.