NEW EAT IN DINER OPENS IN ROCHDALE
ROCHDALE VILLAGE
BOARD OF DIRECTORS 2023-2024
The Rochdale Village Board of Directors serves 5,860 middle income families and more than 25,000 people in the world’s second largest housing cooperative, located at 169-65 137th Avenue, Jamaica, NY 11434; Tel: 718-276-5700 extension 3360.
OFFICERS OF THE BOARD
Chairwoman of the Board
Dr. Althea Hicks
President
Jean Hall
Vice Presidents
Khedda Hayden-Ryan
Keysha Beasley
Cody Hamblin
Nadine Browne
Treasurer
Kamal Saleem
Assistant Treasurer
Sheila McKenzie
Secretary
Stacey Francis
Assistant Secretary
Dr. Yvette Joy Harris-Smith
MEMBERS OF THE BOARD
Keysha Beasley
Talib Bey
Nadine Browne
Janine Cross
Stacey Francis
Jean Hall
Cody Hamblin
Dr. Yvette Joy Harris-Smith
Khedda Hayden-Ryan
Dr. Althea Hicks
Sheila McKenzie
Jean Randolph-Castro
Kamal Saleem
Lisa Stark
Jacqueline Telfer
George Simon (State Representative)
COMMITTEE CHAIRPERSONS
Budget & Finance
Jean Hall
Commercial Services
Dr. Yvette Joy Harris-Smith
Community Center
Khedda Hayden-Ryan
Community Relations
Jean Randolph-Castro
Environment, Parks, Recreation & Parking
Althea Hicks
Legal & Management
Jean Hall
Maintenance
Keysha Beasley
Media & IT
Stacey Francis
Orientation
Keysha Beasley
Public Safety
Khedda Hayden-Ryan
Senior Citizens
Jean Hall
Youth Planning
Nadine Browne
MANAGEMENT
Summit Property Management Services Inc.
General Manager
Jay Williams
Assistant Manager
Wilfred Rodriguez
Assistant Manager
Leacroft Gordon
Controller
William Young
Director of Maintenance
Kelvin Pantaleon
Public Safety Chief
Adolph Osback
Power Plant Director
Corey Jones
Human Resource Director
Dolores Benner
General Counsel
Dean Roberts
Greetings,
President’s Message
-
by Jean Hall
Before I write about our finances, I want to share a little history regarding how business was conducted in Rochdale Village and why I and members of the new majority board fought and fought for systemic changes.
Over the past few weeks, you have heard references to “House Congress.” House Congress served to be a liaison between the Board and Shareholders. House Congress has its own set of bylaws and elect’s representatives from each building. The President of House Congress set on the dais with the board members at board meetings and presented recommendations and/or concerns to the board on behalf of the shareholders. House Congress had oversight and managed the community building rooms, the free storage rooms, and building hall patrols. The number of elected representatives from each building I believe was four (4) with two (2) alternates.
As the years progressed and the board (much like our current government today) began to give more and more control to management, Marion Scott Real Estate (MSI) and the lawyer (now deceased Bill Greenspan) any dissent from House Congress membership was met with the deliberate plan to dismantle the group. In fact, the board (some former members now deceased) voted to no longer recognize House Congress.
The members of House Congress continue to meet and organize and inform shareholders when both the board and management were not acting in the best interests of the community and its’ residents. To that end, the board allowed management to stop House Congress from meeting in the community center. Therefore, House Congress met in the community building.
When the voices from House
Congress continued to raise serious concerns regarding how management was handling the finances; the general Manager at the time, Marion Scott gave orders to lock House Congress out of the building community rooms. That did not stop House Congress, they walked over to the community center one cold winter night after being locked out of the community building rooms and were met by public safety at the order of the general manager and denied entry into the community center. (mind you our collective carrying charges pay for that facility).
That did not stop House Congress, they decided to meet and paid for space in Public School 80. This time when those board members who were against shareholder organization were denied access to the meetings in PS 80.
Over the years, the organization began to lose focus, lose membership and lacked leadership that was committed to doing the hard work to bring the organization back.
The board has recognized House Congress as a tenant association for Rochdale Village and it is time for those who have a desire to organize and work for the betterment of the community to get busy.
I bring this up to let you know voices of dissent, voices of inquiry and shareholder activity have not always been welcomed by your board and management officials. That is not the case today, I may disagree, other board members may disagree or agree but having these crucial conversations will always be a part of the leadership I represent.
Today, your board of directors is more engaged and does not rubber stamp anything that management presents. Your board of directors does not simply give lip service that shareholders have a voice and then when they
voice their displeasure or currently their outrage at proposed carrying charges increases, we do not want to hear it and try to shut them down. Those days, at least for now, no longer exist.
At one point I was the lone board member raising issues of concern about finances, contracts and more. I was stripped of serving as the Chair of the Maintenance Committee because I spoke out too much and did not stay in my place. That former leadership was punitive and disregarded minority board members. They even tried to remove board members but standing up to bullies has its merits.
Serving in Rochdale Village has not been a piece of cake, it has taken only a God given spirit for me to stay in the fight. And in the last two years I have had the pleasure of working with progressiveminded individuals who love this community and want to see us move forward into the 21st century. We do not always agree, but we understand at the end of the day we will reach a consensus and move forward. To our colleagues who represent a different viewpoint we welcome your input and engagement. Except for one board member the rest of us work together despite our differences. We simply embrace the concept community first.
ADDRESSING OUR FINANCES
The news of the proposed carrying charge increase for FY 26 (April
President, Jean Hall
2025 – March2026) at 22.3% sent shockwaves throughout the complex. The questions, how could this happened, there needs to be an investigation, this is mismanagement, I cannot afford this, this is gentrification – they don’t want us to live here anymore, why has the board allowed this, they expect us to pay for everything, maintenance service is lousy, they do not answer the telephone and let us not talk about the laundry rooms and they want to raise the “rent.” (Note we pay carrying charges not rent)
This is a cooperative and each person here is an owner and has a responsibility from day one to be engaged. Engagement should not only surface when carrying charges are on the table. Rochdale Village is supervised by the New York State Homes and Community Renewal aka HCR, the development is managed by a management company, selected by the board of directors and must be approved by HCR. The mortgage documents with Wells Fargo also require Rochdale to be managed by a management company and Wells must be notified if there is any change in management companies and may weigh in on the decision. The management company is responsible for the day-to-day operations of the development. The shareholders in Rochdale Village elect a 15-person board who serve a 3-year term and are now subject to term limits. (The terms are staggered – meaning each year 5 seats are up) Elections take place in October of each year. Generally, as stated there are five candidates for the board; unless someone resigned, was removed from the board or we failed to reach the required number of votes in the previous year’s election aka a quorum. The board of directors sets policies and has oversight of the development on behalf of the shareholders.
The board members are volunteers. We make decisions based on information and our own personal research on numerous issues such as budget, contracts, short- and long-term projects, community outreach via committees to highlight a few. We interact with management officials, maintenance, public safety and our power plant director. We hire a management company, and our general counsel. Years ago, the board also had oversight of the comptroller and hired an internal auditor. As the years progressed under the former management company (MSI) the board, despite having a resolution on the table, did not hire an internal auditor and allowed management to direct them that the controller should report to management and be a management employee. Your controller is the money person and has charge of the finances of the corporation. My personal feeling is there should be a level of independence. The controller should be free to speak with the board and advise them if they feel something may be out of order. However, the reporting line is not to blame for our financial woes, but thoughts to improve efficiencies may be warranted in the
future.
Rochdale Village also employs lawyers, we have our labor attorneys, three (3) landlord and tenant firms and our general counsel (the board directly hires general counsel).
There are many working parts and segments required to run this development. When each segment is not contributing or functioning properly the effectiveness and efficiency of the development suffers. Over the years each entity (HCR, Management, Board and Shareholders) has had a role in where Rochdale Village finds itself today. At this juncture while the tendency may be to blame, I believe we need to take accountability and set a new course for our development.
LOAN DEFERMENT
I am going to get into the weeds to explain how decisions made in the background impact us. During the global outbreak, COVID-19, our lender Wells Fargo in May 2020 offered Rochdale Village the opportunity to participate in their loan deferment program. It was initially thought that the deferred payments would be placed at the back end of the loan.
Rochdale deferred payment for six (6) months from May 2020 to October 2020. The amount deferred was $8,655,150. During this period management advised that they continued to pay the bills and accounted for the unexpected expenses related to COVID. (Masks, Gloves, Sanitizers, Cleaning Services etc.)
In November 2020 Wells Fargo notified Rochdale that they were to repay the $8,655,150 over 24 months beginning in November 2020. The additional monthly payment would be $360,631.00. Our regular monthly mortgage payment is $1,442,525. Therefore, from November 2020 to October 2022 Rochdale paid to Wells Fargo $1,803,156. Management stated this was unexpected and placed a significant strain on our cash flow.
It was in this period that the water bill started not to be paid. While I understand that management placed the mortgage responsibility first, I would have still tried to pay down on the water bill because it accrues interest. Allowing the water bill to ballon while trying to pay other bills and vendors is an example of borrowing from peter to pay paul. We must do better.
Note, we were not the only cooperative who took Wells Fargo up on their offer. And many of those developments defaulted on their mortgage payments which sent the Mitchell Lama portfolios under the state in a tailspin. Hence a reason why HCR is taking a different approach as it relates to carrying charge increase proposals. Rochdale did not default, and we have made all our mortgage payments timely.
IMPACT OF ISSUES BEYOND OUR CONTROL
As the new presidential administration continues its mission, if the tariffs they are proposing take effect that will have a negative impact on us. The price of goods and services will increase, and we will have to adjust accordingly. One of the issues HCR may raise when we present our budget is how will you compensate for the unexpected, did you give yourself a cushion. Management must be prepared to answer that question.
GOING FORWARD
Yes, we will keep working to make sure we can use all available resources. I participated in a meeting this week in which HCR, NYC Dept of Finance, HPD, NYC Land Use, Representatives from the Speakers office, our General Manager, Controller and General Counsel to discuss shelter tax which is billed by NYC Dept of Finance and the possibility that Rochdale has been being overbilled. The outcome of this review could assist us as we move forward.
Your board will be meeting with Senator Sanders to give him an overview and determine the next steps as this is a state supervised development. We will share with him the shareholders’ desire to have a community wide meeting.
Congressional – I have provided information to keep Congressman Greg Meeks aware of the issues we are facing. He was responsible for making sure approximately 97% of the PPP loan was forgiven.
Cuts – Cuts were made however keeping in mind this is a service driven development we were mindful not to make cuts that would negatively impact our service delivery. When the board was presented with the first proposed increase of 30% management was asked to go back and look where cuts could be made. Management reviewed the budget and made a 2.6 million dollar cut to the FY 26 budget. Cuts were made to the administrative, janitorial and grounds, maintenance, public safety and power plant lines. Additionally, the contracted services for landscaping were terminated.
Community Engagement – I encourage everyone to continue to stay engaged and ask the hard questions.
Communications – It is imperative that our communication efforts are improved. We need to reach everyone on the different and diverse platforms that exist in the 21st century.
Rochdale Village is a community build on family and as a family we will work to make sure affordability does not fall by the wastside.
-
by Jay Williams
General Manager’s Monthly Report for January 2025
INFORMATION ABOUT THE NEXT CARRYING CHARGE INCREASE
WHY DO WE NEED AN INCREASE?
Rochdale, like other Mitchell Lama communities, budget themselves like a not-for-profit business. Meaning, we only seek to cover our expenses nothing more nothing less. Over the years our shareholders have enjoyed this method of budgeting because it has afforded us years in the past with no increases. But what happens when the world around us experiences a crisis causing expenses to dramatically rise.
This has happened a number of times in our financial history (see chart below). When September 11 happened in 2001, a spike in costs caused Rochdale to experience a 19.2% increase from 2003 – 2005. Another example of this was from 2008 – 2010, Rochdale experienced a 30.77% increase as a result of utility cost spikes. Now we have an unprecedented spike in insurance costs industry wide (350%) and maintenance supply costs that have tripled in the last 5 years. Because of this shortfall, management had to prioritize “must pay” bills to keep Rochdale out of default with our lender and keep services going for the community.
(ROCHDALE CARRYING CHARGE HISTORY)
OPTIONS IDENTIFIED BY MANAGEMENT
Management has been working on the best financial path forward for Rochdale Village over the past 9 months. We ended up with 3 viable ways forward.
1. Option 1; 22.3% increase in year 1 and 4.5% increase in year 2. The minimum increases necessary to cover our budget for the next 2 years and begin a (5) year plan to get out of debt. This option includes a $20 million HPD loan at 3% interest for 30 years for Local Law 11 façade work. Please see the chart below for details (the exclamation points mark when new budgets must be submitted to our supervising agency New York Homes and Community Renewal (“HCR”):
-
by Jay Williams
General Manager’s Monthly Report Continued
2. Option 2; 34.7% increase in year 1 and 5% increase in year 2. Refinance the existing Wells Fargo loan of $195 million with an Federal Housing Administration (“FHA”) Loan of $339 million at 5.7% interest** for 35 years that will include full payment of all vendor arrears** and provide approx. $144 million for capital work. To include a $20 million HPD loan at 3% interest for 30 years for Local Law 11 façade work.
This option would allow us to continue working on Rochdale’s aging infrastructure. Please see the chart below for details (the exclamation points mark when new budgets must be submitted to HCR. We have also identified much needed infrastructure items the need to be upgraded/maintained: (Please note the ** mark terms that are not finalized)
Capital Projects Identified For Future
3. Option 3; 29% increase in year 1 and 5% increase in year 2. This is a variation of option 2 with a lower loan. Refinance the existing Wells Fargo loan of $195 million with an FHA Loan of $278 million at 5.7% interest** for 35 years that will include full payment of all vendor arrears** and provide approx. $60 million for capital work. To include a $20 million HPD loan at 3% interest for 30 years for Local Law 11 façade work.
This option would allow us to continue working on Rochdale’s aging infrastructure albeit less because the loan amount is lower. Please see the chart below for details (the exclamation points mark when new budgets must be submitted to HCR. We have also identified much needed infrastructure items the need to be upgraded/maintained:
General Manager’s Monthly Report Continued
(Highlighted lines are projects earmarked for Option 3)
WHY ARE ALL THESE PROPOSALS SO MUCH, CAN WE SPREAD IT OUT MORE?
Management went through many increase scenarios and option 1 was the absolute lowest responsible option. Again option 1 balances your budget and provides a plan to pay all past vendor arrears. Our supervising agency, HCR, will not accept an unbalanced budget submittal.
WE HAVE TOO MANY LOANS, WHY DO WE TAKE OUT LOANS?
Rochdale is a 60-year-old building with an aging infrastructure that we have been working to upgrade for the past decade. To keep the lights on and walls standing costs money. We have two ways to get money. We pay for it upfront out of pocket, or we take out a loan. Below is a chart of projects from the 2019 refinance.
If I take the convector upgrade project at a cost of $31,731,200 and calculate the out of pocket cost, with no loan, to get that done it would take a 42.3% increase to pay for it. That is the cost for just one project on the list. So that begs the question, how do we maintain an aging infrastructure and keep Rochdale affordable. The short answer is loans.
Management regularly applies for grant and tax credit monies, but those awarded monies are typically too small to cover our larger needs. Management and the Board are working on developing alternative income streams to offset the need for large loans in the future.
THE BOARD VOTE AND NEXT STEPS
In the January Board meeting, option 1 was voted on by our Board of Directors. Please understand that this may not be the final number. HCR will receive our finalized budget in 2 weeks and from there they will make their own determination of what our increase will be. We [the Board & Management] firmly believe that option 1 works and our increase should be no more than that. We will see what HCR comes back to us with. There will be at least one more in-person meeting regarding our next increase. I hope that more shareholders make the time to understand our financial position and how we are affected going forward.
Public Safety Report
- by Chief Adolph Osback
December 2024
Public Safety department maintains 24 hour / 7 day a week coverage.
complaints of which 55 were marked as unfounded (officers responded but no loiters were present)
complaints of which 96 were marked as unfounded (officers responded but no noise could be heard)
verticals resulted in 21 violations being issued and 12 loiterers encountered during the vertical patrols. In addition, 6 tenant verifications were made.
Note: Directed verticals are additional post inspections performed in order to proactively reduce quality of life conditions in designated “hot spots” as determined by community complaints and analysis of various patrol reports.
WELCOME, NEW INSPECTOR FOR 113TH PRECINCT!
On January 20, 2025, at the 113th Community Council Meeting a bittersweet moment as Inspector Jenkins passed the torch to Deputy Inspector Claxton by pinning him as the new Commanding Officer of the 113 Precinct. Chief Osback, Rochdale Public Safety
A Message From The Chief
Dept. expressed “It has been a pleasure working with Inspector Jenkins. He was attentive to our community’s needs and was always willing to offer the NYPD’s resources whenever needed. I wish him all the best as he continues to pursue his endeavors and
Greetings Cooperators,
We have been receiving complaints from cooperators regarding extended wait times for vehicle escorts. Please see the chart on the right showing that we have been providing this service at increased rates year over year. Although we take make every effort to provide vehicle escorts in a timely fashion to cooperators when requested, calls for quality of life and safety matters take precedent over these escorts. For example, if an Officer is driving to pick up a cooperator for a vehicle escort and we receive a call of individuals loitering in the stairwell, the Officer will be redeployed to respond to the loitering location in order to provide back-up to the post officers. Once this job is completed, the Officer will resume his cooperator escort assignment. I ask that Cooperators exhibit patience and understanding when requesting these escorts and remember that the Public Safety Department’s primary function is maintaining the safety and quality of life of the Rochdale Village community. Thank you and be safe!
Adolph Osback Public Safety Chief
I look forward to continuing our Community policing relationship with the newly assigned Inspector.” We would like to thank Inspector Jenkins for all of his hard work within the community and officially welcome Deputy Inspector Claxton!
ATTENTION ALL COOPERATORS RE: STOLEN PACKAGES
HAVE A PACKAGE THAT’S BEEN STOLEN AND VIDEO EVIDENCE OF THE THEFT? PLEASE EMAIL PUBLIC SAFETY’S INVESTIGATIONS UNIT AT PSI@ ROCHDALEVILLAGE.COM. INCLUDE YOUR LOCATION, DATE & TIME OF THEFT, AND A COPY OF THE VIDEO SO THAT PUBLIC SAFETY CAN ATTEMPT TO IDENTIFY THE PERSON(S).
(Photo Credit : 113th Precinct.)
Controller’s Report
- by William Young
Profit and Loss Financial Statement Narrative
For the Eight Months Ended November 30, 2024 (Fiscal 2025)
Rochdale Village Inc. PROFIT & LOSS STATEMENT FY 2025 vs. Budget Summary of Key Performance Indicators For the Eight Months Ended November 30, 2024 (Fiscal 2025)
Rochdale Village Inc. Summary of Total Revenue For the Eight Months Ended November 30, 2024 (Fiscal 2025)
on a positive note, a new Tenant Auntie Ann Pretzels has agreed to terms to rent this space. 2. JS Diner began paying rent in July 2024. 3. Brooks Barber Shop started paying rent in July 2024. 4. New Yummy Chinese Restaurant started paying rent July 2024.
Total revenue Total revenue For the Eight Months Ended November 30, 2024(FY 2025)Total revenue decreased $(231,000) to $59,670 as compared to $59,902,000 in the FY 2025 Budget. Although the Total Revenue was in-line with the Budget, there were variances which are explained below:
Apartment revenue - For the Eight Months Ended November 30, 2024(FY 2025)Apartment revenue was relatively in-line with the FY 2025 Budget at $52,407,000 as compared to $52,417,000 in the FY 2025 Budget.
Commercial rental revenue – For the Eight Months Ended November 30, 2024(FY 2025)Commercial rental revenue decreased $(183,000) to $3,89,000 as compared to $4,075,000 in the FY 2025 Budget. This decrease is due to more vacancies that were anticipated in the FY 2025 Budget. There are recent additions to the commercial revenue that is anticipated in FY2025 that were not anticipated in the FY 2025 Budget which will increase revenues.
1. UJ Pizzeria – Permanently Closed. However,
Other Rental Revenue - (Includes Parking) - Other rental revenue decreased $(77,000) to $1,307,000 as compared to $1,384,000 in the Budget. The decrease is related to less Parking lot Rent. NOTE: - Approximately 80% of Other rental revenue is related to Parking revenue.
Community Center Revenue - Community Center Revenue increased $30,000 to $446,000 as compared to $415,000 in the Budget. This increase was
Controller’s Report
- by William Young
Rochdale Village Inc. Summary of Total Revenue For the Eight Months Ended November 30, 2024 (Fiscal 2025)
related to a Grant received than was not anticipated in the Budget.
Other Income (accounts - Laundry, & Interest income) - For the Eight Months Ended November 30, 2024(FY 2025)other income increased $54,000 to $1,322,000 as compared to $1,268,000 in the FY 2025 Budget. The increase is due to an increase in revenue from administrative fees, late fees for cooperators an insurance check received for coverage of certain legal expenses for claims covered by Insurance.
Rochdale Village, Inc. Summary of Administrative, Janitorial & Ground, Maintenance & Operating and Public Safety Expenses For the Eight Months Ended November 30, 2024 (Fiscal 2025)
Administrative - For the Eight Months Ended November 30, 2024(FY 2025)Administrative expenses increased $364,000 to $4,496,000 as compared to $4,132,000 in the FY 2025 Budget. This increase was related to increases in Telephone, Information Technology; offset, in part, by a decrease in salaries.
Janitorial & Grounds - For the Eight Months Ended November 30, 2024(FY 2025), Janitorial & Grounds expenses decreased $(848,000) to $4,827,000 as compared to $5,676,000 in the FY 2025 Budget. This decrease is related to (1) a decrease ) in Salaries because the FY 2025 Budget was budgeted at Full Staff and we are not at Full Staff and (2) lower than anticipated Ground Maintenance expenses.
Maintenance and Operating costs -For the Eight Months Ended November 30, 2024(FY 2025)Maintenance and Operating costs increased $693,000 to $9,404,000 as compared to $8,710,000 in the Budget. The increase in Repairs Material, tools & supplies is related to the impact of inflation on purchases and approximately $300,000 of costs related to scaffolding for the façade.
Public Safety - For the Eight Months Ended November 30, 2024(FY 2025) Public Safety expenses decreased $624,000 to $3,533,000 as compared to $4,158,299 in the FY 2025 Budget. The decrease is related to to the Budget projected at Full Staff and we are not at Full Staff.
Rochdale
Village, Inc. Summary of Power Plant (Fuel & Utilities), Water, Salaries and Other Expenses For the Eight Months Ended November 30,
2024 (Fiscal 2025)
Power Plant - For the Eight Months Ended November 30, 2024(FY 2025) Total expenses increased $343,000 to $11,503,000 as compared to $11,180,000 in the FY 2025 Budget. This variance is explained below:
a. Fuel & Utilities - increased $201,000 or 13.9% as compared to the Budget. The increase is due to increased cooperator usage and during the Budget preparation in 2022 there was a broken meter which was not discovered till after the FY (CONTINUED NEXT PAGE)
Rochdale Village, Inc. Summary of Power Plant (Fuel & Utilities), Water, Salaries and Other Expenses For the Eight Months Ended November 30, 2024 (Fiscal 2025)
2024 & 2025 was finalized. The broken meter distorted the FY 2024 & FY 2025 Budgets. In addition, the seasonality of the spreading the Fuel & Utilities Budget cost is based upon prior years % of monthly costs impacts the comparison to actual usage by month, plus weather also contributes to monthly variances.
b. Water & Sewer - increased $258,000 due to cooperator usage.
c. Salaries & Other -Salaries & Other expenses increased $116,000 due higher Contracted Services costs for Electrical & Building Maintenance.
Rochdale Village, Inc. Summary of Insurance, Shelter Rent, Employee Benefits & Payroll Taxes Expenses For the
Eight Months =Ended November 30, 2024 (Fiscal 2025)
Insurance Expense (Property, General Liability & Workers Compensation) - For the Eight Months Ended November 30, 2024(FY 2025) Insurance expenses increased $440,000 or 7.3% to $6,468,000 as compared to $6,027,000 in the Budget. The increase is related to the significant industry wide increases in General Liability and Works Compensation premiums. This trend continued in our recent renewal where our renewal % increase was 8.7% . That % doesn’t reflect Workers Compensation which renews in March of each year.
Real Estate Taxes (Shelter Rent) - For the Eight Months Ended November 30, 2024, Real Estate Taxes (Shelter Rent) expenses increased $147,000 to $2,947,000 as compared to $2,800,000 in the Budget.
In comparing the HCR Calculation to the NYC billing, it was noted that NYC is overbilling Rochdale by approximately $800,000 to $1,000,000 per year since FY 2020. The Company is in the process of working with HCR, DOF and NYC to recover the over-billing.
Rochdale Village, Inc. Summary of Bad Debt, Inventory Usage and Community Center Expenses For the Eight Months Ended November 30, 2024 (Fiscal 2025)
Bad Debt Expense - Bad Debt Expense of $600,000 is an estimate of the write-off ofResidential and Commercial receivables that may be required at March 31, 2025. The increase over the Budget is due to more cooperators not paying rent which has resulted in a significant increase in the write-off of receivables. NOTE: That the estimated write-off is a GAAPentry and we still continue to pursue collection of the receivable.
Inventory Usage - The inventory usage account
Rochdale Village, Inc. Summary of Bad Debt, Inventory Usage and Community Center Expenses For the Eight Months Ended November 30, 2024 (Fiscal 2025)
reflects an estimate of the year-end adjustment for the actual inventory taken at 3/31/25.
Community Center - The community center expense increased $348,000 to $667,000 as compared to $319,000 in the Budget. The increase is related to approximately $59,000 of Grant expenses and $83,000 of summer camp expenses that were not anticipated in the Budget.
Rochdale Village, Inc. Summary of Board, Election, Social Services, Bulletin and Committee Expenses For the Eight Months Ended November 30, 2024 (Fiscal 2025)
Note: For the Eight Months Ended November 30, 2024, (1) Board Expenses were lower than anticipated in the FY 2025 Budget. The Budget was spread out evenly over the year. (2) Election Expenses were in-line with the Budget.
Rochdale Village Inc. Summary of Accounts Payable by Month (4 Month Trend) FY 2025
Commercial
Expense For the Eight Months Ended November 30, 2024 (FY 2025)
For the Eight Months Ended November 30, 2024 (FY 2025), Commercial expenses increased $75,000 to $299,192 as compared to $225,000 in the Budget. This increase is due to the Broker fees related to obtaining Crunch as a Tenant.
Rochdale Village Inc. Balance Sheet
FY2022, FY 2023,FY 2024 AND FY 2025
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Poetry & Art Corner
HIDDEN VOYAGE
By Byron Plummer
Snares of dark
Deep sea floors of light, A wizard’s zoo, A witches brew
Shells of light, Deep waters of dark, A preachers school, A ministry few,
Jinns and demons, Satan and his legions, Jesus and Angels, Abba Father and His dominions,
Vast spiritual afflictions, An opra of Voodoo, Prayer and communion, A Psalms of Protection, The Peace of Salvation,
The sun is Hot, The moon is cold, Love is warm, Hate is Frozed,
Iniquities of Invivibilities, Sections of Adders, Ladders of Heaven, The people that watches us From The Infinities,
CIVIL RIGHTS EYES
BIRTHDAY TRIBUTE TO DR. MARTIN LUTHER KING
By Anthony Blake
The march and Chant
We Shall Overcome and we can
We must be on the mission shall
On Dr. King’s Birthday, we must do more than just reflect on his accomplishment and establishment
A call for action
Civil Rights call
Dr. King’s vision is still among us His Legacy reigns
Stand Up with Head Up
It’s dignity and Reality
We have abilities and assurance
We are the strength in endurance
Dr. King’s influence
There is a cause and we are the effect
It matters when and how
We are the now
A need for change and rearrange
No time to blame
Civil Rights aim
Bulls eye right on target
Dr. King wants us to wake up and not pause on his dream
Waters are flowing and we can’t just let go dry
We are America
Be ever proud
This is all Races time
Dr. King wants us to all to come together and converse
His message is clear in how we will preserver
Dr. King is looking down on us from Heaven and wondering
Did his cause die in vain?
The mission he couldn’t finish must be continued
There is work to be done if we intend to be among
Dr. King was the purpose and we are the supporters yet to walk in Dr. King’s footsteps
Step by step ever Civil Rights closer
The Lord says, “I am the world’s firm foundation”
The creation being Mighty Don’t settle, but speak out
Don’t be still, but have a determined will Civil Rights is still needed to fulfill Dr. King’s birthday I couldn’t let go by
Let us all fight for Civil Rights and have courage in the movement to try
Dr. King wants us to stand with him and in honor of him I still hear the echoes of “WE SHALL OVERCOME”.
PRAYERS FOR BLESSINGS IN 2025
By Alanda I. Wasserman Edwards
What ever is true
What ever is honorable
Whatever is right whatever is Pure Good and love as well as of excellence
Everything worthy of praise
Dwell on these positive things
To lift your Spirits all year in “2025”
Cultivate this new year that we Are entering into with the Peace of mind knowing that all things work
Together for the good when
We stand firm in knowing that
We can have a common Prayer for good in humanity Blessings
Let there be peace of earth
And have a bless New year
Be encouraged and let Your faith hope and love arise
The Lord sustain you never Give up on love and your dream Be encouraged Happy New Year May the Lord’s Love
Continue to abide in 2025
SHARE YOUR VOICE
Submit your original poetry, spoken word, or artwork to be published in the Rochdale Village Bulletin! Send to mrichards@rochdalevillage.com
(Photo Credit : Shannon Vassell.)
Ramon Batista Owner (left), with Management and Board members.
MAINTENANCE
glazier
CLASSIFIEDS
training.
Benefits: Union (Service Employees International Union, LOCAL
Key Responsibilities: Maintain inventory of tolls and equipment in your care, and ensure tools are in working order at all times; Remove and replace complete windows in apartments, as requested via requisition; Cut, assemble, measure or install metal frames and enclosures for glass panels in various areas and structures, including store fronts/lobby vestibules; Cut and remove old and broken glass before installing replacement glass; Drive trucks to work locations and unload tools and equipment and use suction cups to lift out glass panels from truck; Prepare for and complete scope of work, closely following job specifications, code requirements and safety standards; and Service and troubleshoot glazing panels and systems.
Qualifications: High School Diploma or equivalent, and training through an apprenticeship or job; Certification through the National Glass Association (a plus); Knowledge of glass types and various materials required for glass repair and installation; The ability to use glazier hand tools and equipment to measure, cut, and shape various materials for repair or maintenance; The ability to apply re-glaze adhesives or putty to doors, glass areas and windowsills; Ability to work cooperatively with other trades; Good communication skills; and Current New York State Driver’s license.
Benefits: Local 32BJ, SEIU
Salary: $30.2153 Hourly. Full time position.
door
Mechanic/ door insTaller
This is a full-time position, 40 hours a week, 8:00 a.m. to 5:00 p.m.
Key Responsibilities: Experience in installation, maintenance and repair of doors and doorframes; Proficient in using hand and power tools, and taking measurements; Ability to work independently, and as part of a team; Must be flexible and adaptable to changing situations; Perform routine preventative maintenance on common space doors; Experience in installation of doorknobs and locks; Ability to install door saddles; Experience in installation of panic bars.
Salary: $31.0903 Hourly.
PorTers
This is a full-time position, 40 hours a week, 8:00 a.m. to 5:00 p.m.
Key Responsibilities: Stripping, mopping and buffing of all lobby and hallway floors; Cleaning of all glass, metal and painted surfaces; Cleaning and deodorizing of stairwell floors and walls; Collection of garbage from lobbies; Cleaning of all elevator floors, walls and tracks, office spaces, kitchens and bathrooms, including windows, removing garbage, dusting, mopping; All bright work and high dusting; Replacement of blown bulbs; and Miscellaneous duties such as distributing and posting flyers on bulletin boards.
Qualifications: High school diploma or equivalent; Knowledge of floor stripping supplies. Ability to operate floor care equipment: scrubbers, orbital buffers. Must be reliable with availability on weekends and holidays.
Benefits: Union (Service Employees International Union, LOCAL 32BJ).
Salary: $21.4952 Per Hour
PuBlic safeTy officers
Key Responsibilities: Frequent patrol of building lobbies, stairwells and other assigned areas; Files accurate reports; and Follows proper protocol and procedures in the event of crime/accident/incident.
Qualifications: High School Diploma or equivalent; Valid NYS Driver License; Current security license (preferred); current certificates (preferred), FDNY Certificate of Fitness (preferred); Minimum 3 years’ experience working in a security capacity, residential environment (preferred); Outstanding customer service; Proficient report writing; and Great communication skills.
Benefits: Medical and Pension Plan, Paid Vacation, Holiday and Sick Leave. Uniform allowance. Union (Special and Superior Officers Benevolent Association -- SSOBA)
VacaTion relief Workers
Key Responsibilities: Stripping, mopping and buffing of all lobby and hallway floors; Cleaning of all glass, metal and painted surfaces; Cleaning and deodorizing of stairwell floors and walls; Collection of garbage from lobbies; Cleaning of all elevator floors, walls and tracks; Cleaning office spaces, kitchens and bathrooms, including windows, removing garbage, dusting, and mopping; All bright work and high dusting; Replacement of blown bulbs; and Miscellaneous duties such as distributing and posting flyers on bulletin boards.
Qualifications: Knowledge of floor stripping supplies; Ability to operate floor care equipment: scrubbers, orbital buffers; Great communication skills - written and verbal; and Must be reliable with availability on weekends and holidays.
Benefits: (Service Employees International Union, LOCAL 32BJ)
Salary: $16.2062 Hourly. Potential for permanent employment.
cusToMer serVice rePresenTaTiVe
Full Time, Temporary, Monday - Friday, 35 hours.
Key Responsibilities: Greet and assist residents and visitors; Assist cooperators with required forms; Verify completion of forms and submission of documents; Accurate data entry, filing and answering phones; and Perform other related duties as assigned.
Qualifications: High school diploma or equivalent (required); Must be computer literate; Great organizational skills; Prior customer service experience; and Ability to work in a fast paced environment Type a minimum of 45 wpm (preferred); Computer proficiency with Microsoft Office Suite products; Time management - the ability to organize and manage multiple priorities; Self-starter able to work independently; Ability to trouble-shoot and problem solve; and Excellent interpersonal and communication skills.
recePTionisT
Full Time, Temporary, Monday - Friday, 35 hours.
Key Responsibilities: Greet and assist residents and visitors; Maintain and update visitor log; Answer phones and transfer call to their respective departments; Take messages if necessary; Separate and distribute mail to all departments; Record all certified, overnight mail; Handle outof-town and local business calls, record same; Supply cooperators and public with applications for apartments, employment, move-in/out permits and other informational material in regards to Rochdale Village, Inc.; Check parking and apartment waiting lists status upon request; Record cooperators who request appointments with representatives in different departments in relation to housing-related business; and Perform other related duties as assigned.
Qualifications: High school diploma or equivalent (required); Must be computer literate; Great organizational skills; Prior customer service experience; Ability to work in a fast-paced environment Time management - the ability to organize and manage multiple priorities; Ability to trouble-shoot and problem solve; and Excellent interpersonal and communication skills.
Benefits: Medical/Hospitalization, Dental, Vision, Flexible Spending Account, 401K
Salary: $16.50 Per Hour Rochdale Village has excellent benefits for all employees, including major medical and hospitalization, dental, and vision, as well as a 401K and Flexible Spending Account. We are proud to offer a pleasant working environment and a friendly atmosphere.
Qualifications: Valid NYS driver’s license, and have a clean driving record; Must have attention to detail and accuracy; Good communication skills; Knowledgeable in safety procedures and regulations; Physical ability to lift heavy objects, and work in different environments; Be receptive to on-the-job
Salary: $23 Hourly. Full time position.
Benefits: Medical/Hospitalization, Dental, Vision, Flexible Spending Account, 401K
Salary: $16.50 Per Hour
MLK DAY OF SERVICE LUNCH BAG PREP
The Community Center and With Actions And In Truth, Inc. are working together to host mutiple Feeding the Homeless Lunch Bag Prep Sessions, and the first one was held on MLK Weekend on Friday, January 17, 2025 from 6:30 p.m. to 8:30 p.m. in the Club Lounge. Volunteers came out with great numbers, making sandwhiches and bagging the meals for those that would later receive them.
(Photo Credit : Yolanda Brannon.)
Marc Taylor, With Actions And In Truth, Inc. Founder.
Dr. Martin Luther King,Jr.
CELEBRATING HIS LIFE AND LEGACY
minister - activist - civil rights leader - nobel peace prize winner
J anuary 15, 1929 - a pril 4, 1968
“The ultimate measure of a man is not where he stands in moments of convenience and comfort, but where he stands at times of challenge and controversy.”
F ROM T HE O FFICE O F S PEAKER A DAMS
Dear Rochdale Village Neighbor,
Looking Back on 2024 and Moving Forward in 2025. As we bid farewell to 2024, I’m filled with pride as I reflect on the New York City Council’s achievements this year, particularly for the residents of #TheGreat28. Together, we’ve made significant progress in building a brighter future for generations. While there is still much to do, I’m optimistic about the opportunities to make our city stronger and more equitable in 2025.
New Year, New Opportunities for Progress
The City Council began 2025 on January 8th with our annual Charter Meeting, marking the start of another year of impactful legislative work. It has been a tremendous honor to serve as the first Black Speaker of the City Council, alongside the first women-majority and most diverse Council in history. Serving the residents of District 28 remains my highest priority, and I’m committed to addressing the challenges our city faces together with all of you.
As we approach Martin Luther King Jr. Day on January 20th, let us honor Dr. King’s legacy by recommitting ourselves to the fight against discrimination, inequality, and poverty. His vision of a just and compassionate world inspires us to continue striving for progress that benefits everyone.
This week also marked a significant occasion: Founder’s Day for Alpha Kappa Alpha Sorority. On January 15th, I joined my Sorors in celebrating 117 years of sisterhood, scholarship, and service. These values continue to guide my work every day.
Additionally, on January 16th, Mayor Adams released the Fiscal Year 2026 Preliminary Budget, launching this year’s budget season. While the city’s resilient economy has generated higher tax revenues than anticipated, it’s crucial that we invest these resources in solutions to pressing issues like housing, education, mental health, and parks. The Council will rigorously review the Preliminary Budget to ensure it reflects the priorities of New Yorkers and advances a stronger, more equitable city.
Key Updates and Opportunities for District 28 Residents
• Participatory Budgeting: Residents of Rochdale Village, your input is vital in deciding how to allocate $1 million for capital projects in #TheGreat28. Eligible projects must cost at least $50,000 and have a lifespan of five years or more. For more information, please contact or visit the district office.
• Academic Success Tutoring Program: I’m thrilled to announce the return of our free in-person tutoring program for grades 3-12, running from January 4th to May 31st. This initiative, supported by $18,000 in city funding for 2025, aims to help our young scholars excel academically.
• Community Board Applications: Local government shapes the future of our neighborhoods. If you’re passionate about public service, I encourage you to apply for a position on your local community board. The deadline for applications is February 14th at 5 p.m. Apply at https://form.jotform.com/ mcarlier/2025-queens-cb-application
• Fair Fares Program: For those who qualify, the Fair Fares program offers half-price MetroCards to make transportation more affordable. Visit www. nyc.gov for eligibility requirements and details.
Stay Connected
Sign up for my District e-mail at www.council.nyc.gov/district-28 to stay informed about important news from City Hall and how it impacts District 28.
As we embark on this new year, let’s work together to build a better, stronger, and more equitable city for all. Wishing you and your loved ones a Happy New Year!
Committed to Serve.
Adrienne E. Adams
New York City Council Speaker District 28, Queens
RECOGNIZING 17 YEARS OF SERVICE
The Public Safety office said goodbye to a dedicated employee, Special Patrolman Philip Thomas, who recently retired after 17 years of service.
Public Safety Chief Adolph Osback had this to say, “SP Thomas or “PT” as he was known, will be missed. He always brought a positive outlook to his environment and was quick to offer words of encouragement to his fellow officers whenever he saw the need. A true example of a God-fearing man in uniform. We wish him all the best on his retirement!”
(Photo Credit : Mikell Richards.)
See what’s going on in and around our community... There’s a little something for everyone!
aBouT rochdale Village coMMiTTees
Cooperative living embraces the principle that we are a community that works together for the common good. This means each resident plays an active role in supporting their community, and ultimately, each other. Cooperators may join any committee by simply calling the board office, 718-275-5700 ext. 3360 and request your name be added to the members list. You are free to join as many committees as you choose!
Monthly Meeting Minutes
BudgeT and finance coMMiTTee
Date: 1/23/25 Time: 7:00pm
Location: Community Room 11/12/13
Chairperson: Jean Hall
PLANNED AGENDA
1. Proposed Carrying Charge Increase
2. Decision – Recommendation to Board on the selected proposal
ANNOUNCEMENTS:
» None.
DISCUSSION
Chair JH opened the meeting and welcomed all in attendance. She acknowledged the board members who were present at the time, Stacey Francis. Later joining, was Janine Cross, Jean Castro and Khedda Hayden-Ryan.
JH introduced the general manager, Jay Williams, who presented information regarding the proposed carrying charge increase and the rationale thereof.
Below represents highlights of the information presented:
Rochdale takes in approximately 7 million dollars monthly. There are expenses that Rochdale must pay each month. Below these expenses are outlined:
Total that comes
6,013,000 vs 6,463,000 (based on 4 vs 5 wk. payrolls)
Once the must pay monies are deducted – Rochdale has either 987,000 during the 4-week cycle to pay all other bills or 537,00 when payroll is 5 weeks to pay all other bills.
What are the other expenses needed to pay: •
•
Therefore, each month we face a shortfall in our ability to pay an additional 1,891,211 in expenses. (Remember after what we must pay, we have left either 987,000 or 537,000)
The shortfall is -904,211 or -1,354,211.
This clearly illustrates the Corporation has insufficient cash flow on a monthly basis to cover the above-mentioned expenses.
***Management decided not to pay the NYC water bill. This bill is approximately $500,000 each month.***
Mr. Williams stated he made the decision not to pay this bill because he knew that our water would not be turned off.
Note: I and others on board have expressed to Mr. Williams and his team that his decision has only compounded our problems. The water bill when not paid accrues interest, therefore, the decision not to pay this bill increased our debt. Currently, we owe the water board $13 million dollars.
Note: a 1% carrying charge increase is equal to 750,000. Therefore, looking at the water bill alone – we start out needing about 17% increase.
Note: The board was notified by management about the water bill – once the proverbial XXX hit the fan. Needless to say, there were intense conversations, but at the end of the day we must now figure out how to get out and stay out of this inability to meet our expenses.
Additionally, we owe approximately $8.7 million in contracted vendor payments.
Therefore, on top of the monthly 1,891,211, we must find a way to pay the water bill and contracted payments, called vendor arrears which is a combined total of $21.7 million dollars.
These are the numbers that management must look at and prepare a balance budget to submit to New York State Housing and Community Renewal (HCR) which is our state supervising agency.
Based on these numbers management has projected revenue shortfalls for each year of the two-year budget cycle.
Year 1 – FY 2026 (April 2025 – March 2026) 11.4 million short in revenue Year 2 – FY 2027 (April 2026 – March 2027) 15.1 million short in revenue
Total shortfall for the next two years is $26.5 Million
Note: the above projected shortfall does not include the $21.7 million in vendor arrears. (which HCR now requires all Mitchell Lama developments to account for and provide a means of payment)
The true total shortfall over the next two years if we include vendor arrears is 48.2 million dollars.
How to infuse more revenue into the Corporation = Carrying Charge Increase.
Note: I remain extremely upset those poor decisions (not paying the water bill) and poor past practices by previous boards (giving no increase or increases that were not sufficient to address the financial issues) are now left to the shareholders to cover.
Therefore, I remain committed to having every conversation I can have, speaking and lobbying state lawmakers with our sister co-ops to get financial relief. I also
Chairperson, Jean Hall.
BudgeT and finance coMMiTTee
welcome shareholders organizing and lending their voices. We must be united and stand together to make sure our homes remain affordable. Many talk about affordable housing but are silent when we ask for help. We need a financial bailout!
The Proposed Options for Carrying Charge Increase
Option 1
Propose a budget that will:
9 Balance our operating budget (making up the 26.5 million shortfall)
9 Begin a 5-year plan to pay off our vendor debt (21.7 million in vendor arrears)
9 Take out a 20-million-dollar HPD loan at 3% interest for 30 years to complete the local law 11 façade work. (the scaffolds you see throughout the development)
9 Propose an equity increase for incoming shareholders. (These monies would be earmarked for needed capital work)
The proposed carrying charge increase:
Year 1 22.3%
Year 2 4.5%
What is my calculation – (you may refer to the handout for a more detailed explanation. If you were not present at the meeting you can view the presentation by going to the Rochdale Village website or you can request a hard copy at the management office)
My calculation – you take your base rent – For example, 717.00 x 22.3% = 159.89 monthly increase. Which brings your monthly payment from 717 to 876.88 –round = 877.00 This is year 1.
Next year 2 – you take your new base rent – For example 877.00 x 4.5% = 39.46 monthly increase. Which brings your new monthly payment from 877 to 916.46 – round = 916.00. This is year 2.
Total increase over two years = $199.00
Option 2
Propose a budget that will:
9 Balance our operating budget (making up the 26.5 million shortfall)
9 Full payment of vendor arrears (21.7 million)
9 Refinance exiting Wells Fargo loan of 195 million with an FHA loan for 339 million at 5.7% interest for 35 years.
9 This loan would balance budget, pay vendor arrears and have approximately 144 million for capital work.
9 It would also allow for additional monies to be placed in the HCR reserve account.
9 Take out the HPD loan for 20 million dollars at 3% interest for 30 years to complete the local law 11 façade work. (the scaffolds you see throughout the development)
The proposed carrying charge increase: Year 1 34.7% Year 2 5.0%
My calculation – you take your base rent – For example, 717.00 x 34.7% = 248.79 monthly increase. Which brings your monthly payment from 717 to 965.70 –round = 966.00 This is year 1.
Next year 2 – you take your new base rent = For example 966.00 x 4.5% = 48.30 monthly increase. Which brings your new monthly payment from 966 to 1,014.30 – round = 1,014.00. This is year 2.
Total increase over two years = $297.00
Option 3
Propose a budget that will:
9 Balance our operating budget (making up the 26.5 million shortfall)
9 Full payment of vendor arrears (21.7 million)
9 Refinance existing Wells Fargo loan of 195 million with an FHA loan for 278 million at 5.7% interest for 35 years.
9 This loan would balance the budget, pay vendor arrears and have approximately 60 million for capital work.
9 It would also allow for additional monies to be placed in the HCR reserve account.
9 Take out the HPD loan for 20 million dollars at 3% interest for 30 years to complete the local law 11 façade work. (the scaffolds you see throughout the development)
The proposed carrying charge increase:
Year 1 29% Year 2 5%
My calculation – you take your base rent – For example, 717.00 x 29% = 207.93 monthly increase. Which brings your monthly payment from 717 to 924.90 –round = 925.00. This is year 1.
Next year 2 – you take your new base rent = For example 925.00 X 5% = 46.25 monthly increase. Which brings your new monthly payment from 925 to 971.25 – round = 971.00. This is year 2.
Total increase over two years = $254.00
Note: Capital work projected: Cooling Towers 22 million
Roof Replacement 3.6 million
Replace 8 chillers 18.7 million
Switch gear replacement 6 million Asphalt pavement walkways
million Totals
Assistance for Shareholders:
million
Shareholders may be eligible for the following programs:
SCRIE
DRIE
Section 8 voucher City PHEPS/HRA
More information about these programs will be made available. There will be outreach as was done in the past to have all eligible shareholders sign up.
Management will complete the Budget rent determination (BRD) within the next two weeks and submit to HCR for their review and recommendations.
There was a Q&A session held throughout the meeting. Some concerns included:
9 Why weren’t we informed about this before
9 Calls for audits by HCR or a forensic audit
9 How does this impact shareholders who currently have surcharges (paying more because they are over the income limit)
BudgeT and finance coMMiTTee
9 How soon would these increases go into effect
9 What goes on outside of Rochdale does not concern us, we only care about RV
9 Your numbers about what people pay outside of Rochdale are inflated and we do not care
9 How can you ask for more money when you have mice, plumbing issues and poor maintenance
9 You need to fix the pipes
9 These increases will make Rochdale Village no longer a place for affordable living
9 This is indicative of mismanagement
Recommendation for Board
Based on a show of hands the majority of those presented selected option 1 – to recommend to the board.
It should be noted, this was a great deal of information to share thereby making the recommendation difficult.
FYI – History of Carrying Charge Increases
11434
79,713
Only pointing out information available from census data and other websites on cost of living in 11434. Note, many of the units being built may not be our definition of affordable (housing by LIRR Sutphin Blvd. and may make costs cited for units higher)
Does what go on outside of Rochdale Village Impact us?
My viewpoint, yes it does. Many of our sister co-ops are facing the same or similar financial challenges. I feel if we join together there is more strength in numbers. We must make sure City, State, and Federal officials understand affordable housing means you need to address existing developments. Our organizational efforts should be both internal and external.
UPCOMING EVENTS
» N/A
NEXT MEETING: TBD
Meeting ended at: 10:36 p.m.
Attendance: 112
Minutes submitted by: Jean Hall
coMMuniTy relaTions coMMiTTee
Monthly Meeting Minutes
Date: 1/14/2025
Held at Location Club Lounge
Chairperson: Jean Randolph-Castro
PLANNED AGENDA:
• Discussion on Events for 2025
• Open Meeting began @ 7:10pm
ANNOUNCEMENTS:
• A request was made for a member to be the secretary to take the meeting minutes.
• A warm welcome, wishing the committee members a Happy New Year.
• The Annual Children Christmas Party was a huge success. Over 300 children received gifts.
• Thanks to all the committee members who came out to help and show their support.
DISCUSSION:
The committee event calendar for the year 2025 was presented to the committee.
Monthly Meeting Minutes
Date: 1/16/25 Time: 7:07pm
Location: 11, 12, 13
Chairperson: Keysha Beasley
INVITED GUEST:
• Maintenance Director: Kelvin Pantaleon
• Genesys Construction: John and Nicholas Kordistos
PLANNED AGENDA:
The past chairperson added some events under the community relations committee and these events have always been a success. Most of the events will go on as planned but there will be some events that will not take place this year because there are other committees hosting the same type of event and we do not want to duplicate events. Example, the Community Center committee also host a Father’s Day event.
There are 3 events listed in the month of June. The Health Fair and Family Fun Day will go on as planned.
The 1world Fest was something new that was added. We will continue with this event. The lead person on the event will be attending one of the meetings to give some information on the next event which will be in September.
The Committee will reach out to the community center director to ensure the ballroom is available on the dates provided.
Mr. Craig Clinkscales presented some information on the Super bowl watch party. The family of Five will collaborate with the community relations committee to host the event. The event will be held on Sunday, February 9, 2025, at 5pm, in the community center room#11/12/13. Light refreshments will be served, and attendees can bring their brown bags.
It was suggested that attendees can wear their Jersey for the watch party
The Women History month will be taking place on Sunday, March 30, 2025, from 2pm-7pm.
The committee members were asked to nominate someone who is active in the Rochdale community. At the next meeting, 5 women will be selected from the list.
Mr. Shawn Chandler spoke about outstanding women right here in Rochdale Village who can be awarded and asked about the budget for the
MainTenance coMMiTTee
1. Building 5 Convector Update 2. Open ANNOUNCEMENTS: N/A
Monthly Meeting Minutes
Date: 1/8/25 Time: 10:00am
Location: Grand Ballroom
Chairperson: Jean Hall
DISCUSSION:
1. The meeting was called to order and shareholder were advised of the importance of adhering to the convector schedules given. It is most important to have ALL shareholders available for installation, when we have shareholders who are noncompliant it affects everyone on that line and more time is spent on the project and we all know the famous saying (Time is money.
2. With our already exuberant water bill it is important for shareholders to know that the water is drained
from the line and once the install is completed we have to replace the water and supplies upon turning the line back on. When there are non-compliant shareholders we have to repeat this process each time costing the corporation more money. We ask that if you have any issues or questions, please call the numbers that were provided in advance. Most importantly, please adhere to the schedules provided. We recommend that if you are not able to be home and said date, please ask a family member, friend or neighbor.
3. Help us to help you make this project as seamless as possible for everyone!
1. Suggested tips for convector
Women History event.
Senator Sanders will collaborate with the committee to host the Women History event.
Committee members volunteered to help for the women history event
UPCOMING EVENTS: Super Bowl watch party on February 9, 2025
Chairperson, Jean Randolph-Castro.
NEXT MEETING: Wednesday, February19, 2025, at 7:00 P.M.
Meeting ended at: N/A
Attendance: 14Minutes submitted by: Jean Randolph-Castro
installation:
*Be home for scheduled installation
*Provide at least 4 feet of space in and around the convector area, move *furniture, plants, area rugs.
*Keep your cell phone charged (electricity down time)
UPCOMING EVENTS: Shredfest Preparation
NEXT MEETING: February 2025
Meeting ended at: 8:38 p.m. Attendance: 30 ppl
Minutes submitted by: Keysha Beasley
senior ciTizen coMMiTTee
Co-Chairs Jean Randolph-Castro & Clara Sheppeard
PLANNED AGENDA:
DISCUSSION:
Preliminary End of Year Budget for 2025: Chair, JH provided the members with an overview of the preliminary end of year budget figures for the committee. (numbers and report are still being prepared) The budget
Chairperson, Keysha Beasley.
Miscellaneous: 9.95
Total Expenses: $45,113.29
Revenue 53,971.00 Expenses -45,113.29
Underbudget: $8,857.71
senior ciTizen coMMiTTee
verticals.
• Budget discussions - the Controller and Assistant Controller. Members would like them to speak on the proposed carrying charge increase – what is driving our budget and decisions. SCRIE and DRIE and what other eligibility programs are available.
What topics and presenters would we like to see this year:
• Management Executives – the General Manager and Assistant General Managers. Members would like them to speak on projection for the Corporation over the next 12 months, what they are doing about shareholders not paying their fair share, and how they will better manage the budget and did they cut anything from the budget.
• Management representatives – members would like to be better educated on succession rights, income affidavits and emergency contact update process.
• Maintenance - the Director and Assistant Director and Group Manager. Members would like them to speak on the organization and accountability of the group offices, and why maintenance continues to miss appointments.
• Public Safety the Chief & Gaither. Members would like them to address package theft and
• Convector Project – the Project Manager and Contractors. Members would like to know what to expect, are the rumors true particularly about the mice and noise problems.
• Quality of Life – how to live well in retirement, also have someone from Probate Court speak, do we have our house in order items such as health care proxy, wills, instructions in case of emergency.
• Technology: how to work with today’s technology – what are the bare minimums I should know.
• Breakfast in the Courtyard!
• Elected Official Day – invite our leaders to speak with us or their Chief of Staff
Trips:
Winery – this time when the weather is warmer Broadway Show Exhibit – something of interest that may be taking place in the city
Casino – trip to Long Island, Atlantic City or Ct.
Shopping – trip to Woodbury Commons
Poetry Corner
Our very own, Gwen Whitted treated the membership to several poems for the New Year!
UPCOMING EVENTS: N/A
NEXT MEETING: Wednesday, February 5, 2025
Meeting ended at: 11:40 AM
Attendance: 76
We collected a total of $79.00
Minutes submitted by: Jean Hall, Chair
synoPsis of cooPeraTor’s session
- for December 16, 2024 board meeting
Chairperson, Dr. Althea Hicks opened the cooperator’s session at 7:05PM.
Question: In building 2, A section both elevators are frequently not working. It appears every week there is a problem with one or both elevators. How is management dealing with parts and proper inspections?
Response: The Maintenance Director indicated a follow-up with the contractor would be made. In addition, a review of the reports regarding how often the elevator(s) have been out of service will be done. Finally, a request will be made with Kone to provide any additional information and immediate corrections. (ACTION ITEM)
Question: Is there an update on the lime green scooter situation? Is a letter being sent to the elected officials or anyone in NYC who can address the matter?
Response: Although management and the board have spoken to the Department of Transportation (DOT) they have ignored our concerns regarding the scooter program and proceeded as they like. It is recommended that shareholders take action by writing letters and contacting city officials regarding this program, in particular reach out to DOT and the Mayor’s office. https://www.nyc.gov/office-of-the-mayor/ contact-the-mayor.page
Question: When is the new laundry company coming to the complex?
Response: The process of obtaining the new contract is still ongoing. As we obtain more definitive information it will be shared with everyone.
Question: Now that it is cold outside what is going on with the Key Food entrance?
Response: Management has the lead in working with Key Food. They have been doing a redesign for over six (6) months. The projection for this project will be winter 2025. (ACTION ITEM)
Question: Allegation submitted by third party that her neighbor’s car was stolen from parking lot 1 and another person informed her that there was also another car stolen. Is management, the board, or public safety aware of this?
Response: No report of any stolen vehicles has been submitted to public safety. It is
suggested that if a vehicle was stolen from the parking lot a report should be made with public safety.
Question: How long will it be before the Long Island Railroad work is completed? I have not had access to my parking spot since September 2024 due to this work.
Response: For those who are unaware the Long Island Railroad is renovating the entrance to the Locust Manor space. Because of that work several shareholders have been relocated while the work is in progress. Management will follow-up with the Long Island Railroad and get an updated time frame. Once we obtain the information it will be posted in the newspaper and on our social media site (ACTION ITEM)
Question: Shareholder in Building 3A has an issue with toilet.
Response: Shareholder requested to place their specific information in the chat and the group one manager will make contact. (ACTION ITEM)
Question: When will Auntie Anne Pretzel open in mall one?
Response: Management is still in the negotiation process. It is anticipated that it will take place once all negotiations are completed the store should open in May or June 2025.
Question: Shareholder alleges issue with roaches in her unit and is requesting a transfer.
Response: Place your information in the chat and maintenance will follow-up. (ACTION ITEM)
Question: When are the new convectors scheduled for group 4?
Response: We do not have a definitive date at this time. Once groups 5 and 2 are completed an evaluation will be made. Because of the ongoing façade work on our buildings, we want to make sure that the coordination of both projects is efficient.
Question: Why did Rochdale Village Social Services (RVSS) allow JASA to remove all NORC’s client’s personal files when they left approximately two or three
Chairperson, Jean Hall.
years ago?
synoPsis of cooPeraTor’s session
- for December 16, 2024 board meeting
Response: The president of RVSS, Mr. Bey will have to address that question. Rochdale Village Inc. is a separate entity.
**Mr. Bey arrived and provided the following: It is true when JASA left they took all the documents with them. I never received anything with your name specifically, but I did get a letter saying that there was somebody that wanted information from the documents that had been taken. Although we reached out to the former General Counsel at the time he did not provide a reply. However, I will speak with you after this meeting and see if I can get some help from the General Counsel for RV Inc., Mr. Roberts. (ACTION ITEM)
Question: Is the land on Baisley Blvd owned in whole or in part by Rochdale?
Response: Parts of the parcels of land were sold years ago, and some were leased years ago. At this point management and general counsel are working to find out what stake
Rochdale has in the parcel that was supposed to come back to Rochdale Village. (ACTION ITEM)
Question: I am following up on my suggestion from November about the opportunity of Amazon employing youth from the community to assist in deliveries of packages. What is the status?
Response: Regarding Amazon, management is working on several solutions with Amazon. The issue of hiring from Rochdale will be discussed at our next meeting with them. (ACTION ITEM)
Question: I received a letter regarding the 2020 tax verification, the head of household is now deceased. How do I handle this?
Response: In obtaining clarification it was found that the shareholder had already been to management office to discuss and resolve the issue with management. Management provided additional explanation: Rochdale Village is overseen by New York State Community Homes and Renewal aka HCR. Each year the income survey information is required and submitted to HCR. There are times when random checks of income years are made matching the data submitted to actual NYS income tax returns. When discrepancies are found shareholders will be notified and requested to submit certified information from NY State Tax division.
No further questions, the cooperator’s session ended at 7:41PM.
rochdale Village Board of direcTors
Resolutions - December 16, 2024
R42-24:
Moved by: Khedda Hayden-Ryan
Seconded by: Janine Cross
WHEREAS, Healing Qi Oasis, LLC, has agreed to rent Five Hundred Seventy-Five (575) square feet in Mall 1 on the second floor for five (5) years; WHEREAS, the Healing Qi Oasis, LLC lease terms are attached; WHEREAS, Tania Martin is the primary owner of Healing Qi Oasis, LLC; and
WHEREAS, Healing Qi Oasis, LLC shall use and occupy the demised premises to provide a pathway to wellness, well-being, convenient and affordable treatment and wellness services through massage.
THEREFORE BE IT RESOLVED, Healing Qi Oasis, LLC lease is approved by Rochdale Village, Inc. Board of Directors.
FOR
Keysha Beasley
Stacey Francis
Yvette Joy Harris-Smith
Althea Hicks
Kamal Saleem
Jacqueline Telfer
AGAINST Talib Bey
ABSTAIN
Janine Cross
Nadine Browne
Cody Hamblin
Khedda Hayden-Ryan
Jean Randolph-Castro
Lisa Stark
Jean Hall
ABSENT FOR VOTE
Sheila McKenzie
Eleven for, one against, two abstentions, one absent; motion passes.
The next meeting of the Board of Directors will be on Monday, February 24, 2025 via Zoom at 7:00 p.m. There will be no in person meeting until April 2025.
BOARD MEMBERS
Althea Hicks
Chairperson
Jean Hall
President
Khedda Hayden-Ryan
First Vice President
Keysha Beasley
Second Vice-President
Cody Hamblin
Third Vice-President
Nadine Browne
Fourth Vice-President
Stacey Francis
Secretary
Yvette Joy Harris-Smith
Assistant Secretary
Kamal Saleem
Treasurer
Sheila Mckenzie
Assistant Treasurer
Talib Bey
Janine Cross
Jean Randolph-Castro
Lisa Stark
Jacqueline Telfer
SUMMIT PROPERTY MANAGEMENT SERVICES, INC.
Jay Williams
General Manager
Wilfred Rodriguez
Assistant General Manager
Lance Williams (Not Present)
Director Of Operations
Dean M. Roberts, Esq. Corporate Counsel
Norris, Mclaughlin
William Young
Controller
Kelvin Pantaleon
Director Of Maintenance
Adolph Osback
Chief Public Safety
Corey Jones
Director Of Power Plant
Leacroft Gordon
Director - Commercial Services
Mario Petrie
IT Systems Manager
CONGESTION PRICING HITS NYC
By Cynthia Bernadine
Congestion Pricing has been a topic of discussion for as long as we can remember. Originally scheduled to begin back in 2021, the plan encountered numerous obstacles and was at that time paused last minute by New York Governor Kathy Hochul. However, after years of political back and forth, Congestion Pricing finally hit New York City.
Congestion Pricing is a policy that charges drivers a fee to enter “congested areas” and NYC has become the first US City to implement this policy which took effect on Sunday, January 5, 2025. Drivers who enter local streets and avenues south (below) of and including 60th Street in Manhattan (not including the FDR Drive, West Side Highway and Hugh L. Carey Tunnel connections to the West Side) will be charged a toll. A fee of $9
for EZpass holders during what is considered “peak hours” from 5am to 9pm on weekdays and $2.25 during overnight hours. Those who do not have an EZpass can expect to pay more. Although the original toll of $15 was reduced to $9, commuters are still not happy with this change.
This policy significantly effects Queens residents as there are not too many ways for drivers to enter Manhattan, so the bridges and tunnels are heavily relied. Drivers from Queens who need to regularly commute into Manhattan will now face this additional toll which will impact those with already tight budgets, especially if they drive frequently during the designated peak hours. Some residents may decide to take the already overcrowded public transportation to cut cost which can lead to parking issues in neighborhoods where parking is already a huge problem; and will
ultimately cause residents to incur more travel time and delays to commute to and from work, school etc. For those opting to take a taxi within the zone will be charged $0.75 per trip, while those using ride-sharing vehicles such as Uber or Lyft will be charged $1.50 extra per trip. There is no getting around it.
The Metropolitan Transit Authority (MTA) says the overall goal is intended to reduce traffic, improve air quality, support public transit improvement projects, and speed up response times for emergency vehicles such as ambulances and fire trucks. The transit agency says it should result in 80,000 fewer vehicles entering the Congestion Relief Zone each day. Only time will tell but for now it looks like this policy is here to stay. To learn more about the congestion pricing policies, zones, tolls etc. you can visit https://congestionreliefzone. mta.info/faqs
PROJECTS IN PROGRESS
Project Name: Convectors
Description: Replace all (20,000) convectors with modern convectors with washable filters, thermostats, and leak prevention.
Status: Installation is complete in the following Buildings: 20,19,18. Awaiting delivery of additional units to complete building #17. We received 998 new convectors; we anticipate an additional 1,000 soon. It became necessary to add freeze protection to the fan coil units to prevent freezing up during winter operation. A change order was approved to add additional equipment to the units for a cost of $1.7 million dollars. Genysis has completed the first pass through in Building 20. Genesys is currently in Building 19 bringing the total retrofit installation total to 259.
Funding Source: Wells Fargo Contract Amount: $33,219,155
Money Spent: $20,136,652
Projected Completion: September 2026
Project Name: Federal Pacific Breaker Panels in Apartments
Description: Replace electric panel located in hallway in every apartment.
Status: In Progress: (3583 installed)
Funding Source: Wells Fargo Contract Amount: $2,380,480
Money Spent: $1,983,808
Projected Completion: June 2025
Project Name: Building Capacitors
Description: Upgrade to improve quality of electrical distribution and replace electric panels at ground level.
Status: All capacitors were installed, and the specialized breakers are back ordered. Once received, we have 36 breakers remaining to install.
Funding Source: Wells Fargo Contract Amount: $1,210,325
Money Spent: $1,139,113
Projected Completion: June 2025
Project Name: Parking Lot Repair & Sidewalk/Curb Repair Architect
Description: Repave, restripe, and add expansion parking lots 1, 2,4,5,9a/9b and Big Mall.
Status: O&S submitted revised
JANUARY 2025
drawings after receiving the Board’s input. Jay to create RFP for Parking Lot repair/expansion. O&S created RFP for Sidewalk/Curb Repair HM-23AE pending approval.
Funding Source: Wells Fargo
Contract Amount: $246,500.00
Money Spent: $50,132.00
Projected Completion: TBD
Project Name: Parking Lot Repave/Repair Contractor
Description: Repave and restripe parking lots 1,2,4,5,9a/9b and Mall 1.
Status: On hold. Three Lots completed: #2 (11 new spaces), #9A (1 new space), 9B. Stasi- Brothers were the lowest responsible bidder awaiting board approval
Funding Source: Wells Fargo
Contract Amount: $2,554,110.00
Money Spent: $489,970.80
Projected Completion: TBD
Project Name: Sidewalk & Curb Repair Contractor
Description: Concrete repair of worst areas campus wide.
Status: Completed: Groups #1, 2, 3 & 5. Group 4 is on hold for Façade work. MSS is the lowest bidder at $360,000 and Board approved.
Funding Source: Wells Fargo
Contract Amount: $369,000.00
Money Spent: $297,293.04
Projected Completion: TBD
Project Name: Deaeration Tank
Description: Used to remove oxygen and other gases from the water that feeds into boilers that generate steam and prevent corrosion.
Status: Deaeration Tank: Installed May 10, 2022. The Unit will be connected to the existing system soon. We anticipate completion in the spring 2024 as work needs to be done in the shoulder season (Power Plant switches from heating to cooling). We will begin upon completion of Deisel #2 to maintain Plant redundancy while we make final connections.
Funding Source: Wells Fargo
Contract Amount: $1,169,000
Money Spent: $1,010,380
Projected Completion: August 2024
Project Name: Diesel Generators
Description: Replace or rebuild two emergency backup diesel gen-
erators in Power Plant.
Status: In Progress - Diesel #2 Is dismantled and parts and quotes for the for necessary work are being reviewed by the project representative.
Funding Source: Wells Fargo
Contract Amount: $4,529,672
Money Spent: $201,392
Projected Completion: July 2024
Project Name: Various
Description: Engineers and Architects and Construction mgmt. - allowance for architect, engineer, and construction mgmt. fees.
Status: Ongoing
Funding Source: Wells Fargo Contract Amount: $400,000
Money Spent: $291,908
Projected Completion: N/A.
Project Name: Central Plant Engineering Work
Description: Remedial Work for Cooling Towers and Tower Dunnage, Screen-Wall, and other necessary control, filtering and piping life-cycle evaluation and energy management work.
Status: Revaluating the most effective approach for new condenser lines (plumbing) and steel dunnage (cooling tower structural supports and beams).
Funding Source: Reserves
Contract Amount: $115,300
Money Spent: $115,300
Projected Completion: April 2023
Project Name: Fire Alarm/Sprinkler in Big Mall
Description: Install sprinkler system as required by FDNY in Mall 1 common area.
Status: Fire Alarm: Sprinkler and Smoke Purge system completed. As of August 11, 2021, we are still awaiting NYC FDNY approval of system. FDNY Application was resubmitted, and we are awaiting FDNY approval. Sprinkler: Completed as of 2/7/2020
Funding Source: Reserves
Original Contract Amount: $815,000 Change Order: $115,000; Total Contract: $930,000
Money Spent: $648,995.48
Projected Completion: TBD
Project Name: Fire Alarm for 18 Bldgs.
Description: Install fire alarms in building community rooms as required by FDNY.
Status: Eleven (11) rooms completed (#1, 3, 4, 5, 8, 13, 14, 16, 17, 18, & 20) Bldg. #4 is completed and inspected by FDNY. Bldg. 15 filed at FDNY - Awaiting approval. Eight (8) bldgs. approved by management and sent to contractor for FDNY filing. Awaiting NYCFD approval. HM-23 pending at HCR. HM-180 approved 10/23/19
Funding Source: Reserves
Contract Amount: $438,857
Money Spent: $338,194
Projected Completion: TBD
Project Name: Public AssemblyPA’s
Description: Certificate required for places where people gather for parties, meetings, etc.
Status: This work is on track with the other renovations of the community rooms. Architect - DOB search for all 20 Bldgs. Architect will file when fire alarms are completed for all 16 social rooms and the 4 nurseries.
Funding Source: Reserves
Contract Amount: TBD
Money Spent: N/A
Projected Completion: TBD
Project Name: Bldg. Community Room Renovation
Description: Renovate all building community rooms including main area, bathrooms, and kitchens. The lathe and plaster ceilings will be removed and re-placed with 24’ x 24’ dropped ceilings.
Status: Bldg. #15 is in progress and twelve (12) Bldgs. are completed: #1, 3, 4, 5, 8, 10, 13, 14, 16, 17, 18, & 20. Two (2) bldgs. remaining for 2023 (#2 & 7) drawings are still pending at DOB for approval. HM-23 pending at HCR & HM-180 approved.
Funding Source: Reserves
Contract Amount: $1,995,612 Money Spent: $1,138,460.09
Projected Completion: October 2024
Project Name: Sitewide Roofing Replacement/Repairs Consultant
Description: Long-term contract for roof repairs and replacement throughout Rochdale Village.
Status: Consultant is William Da-
vis.
Funding Source: Reserves
Contract Amount: $100,800
Money Spent: $100,800
Projected Completion: June 2023
Project Name: Sitewide Roofing Replacement/Repairs Contractor
Description: Long-term contract for roof repairs and replacement throughout Rochdale Village. The contractor is Bay restoration. Roofing Mfr. is SIPLAST. Completed work carries a 20 year no dollar limit guarantee.
Status: Eight (8) Bldgs. Completed: #1 - 5, 12, 17 & 20. Year 1 (#1, 3, 4, 12 & 17); Year 2 (#2, 5, & 20). Management, Architect & Contractor agreed to close out/ place this project on hold until funding is available. Five (5) remaining buildings (#6, 7, 8, 18 & 19) will be rebid and done later.
Funding Source: Reserves Contract Amount: $8,277,850
Money Spent: $5,481,466
Projected Completion: N/A
Project Name: Bulkhead Repairs
Description: Repairs include Pointing, Lintels, Caulking, brick replacement, and Coping Stone Replacement.
Status: Start date: 7/27/21. Nine (9) Bldgs. Completed: #1 - 6, 12, 17 & 20. This project will be placed on hold until funding is available to complete the remaining buildings (7-11, 13-16, 18-19).
Funding Source: Reserves Contract Amount: $700,000 Money Spent: $205,533
Projected Completion: Re-evaluating
Project Name: Façade
Description: Long-term plan for brick and terrace repairs including Local law 11 work every 5 years.
Status: Probes inspections: Completed (#11, 13, 14 &16). In progress (#3, 4, 15)
FAÇADE & BALCONY: Four (4) Bldgs. are completed: #5- 8. In progress: #15 (75%) & 16 (75%). Will recommence with inspection and probes once funding has been approved by the Board. HM23 pending at HCR. HM-180 approved.
Funding Source: Reserves
Contract Amount: $12,764,400
JANUARY 2025
Money Spent: $5,119,204
Projected Completion: November 2026
Project Name: Façade
Description: Long term plan for brick and terrace repairs including FISP each 5 years.
Status: RJSA selected by Management HM-23AE pending at HCR as of 1/28/2020.
Funding Source: Reserves
Contract Amount: $880,000
Money Spent: $812,867
Projected Completion: November 2026
Project Name: Air Monitoring
Description: Service contract
Status: Ongoing
Funding Source: Reserves
Contract Amount: $200,000
Money Spent: $28,694
Projected Completion: N/A
Project Name: Mold Assessment
Description: Service contract
Status: Ongoing
Funding Source: Reserves
Contract Amount: $100,000
Money Spent: $39,940
Projected Completion: N/A
Project Name: Brownfield SSDS
Mall 1 & 2
Description: Air clean up underground
Status: Exhaust fan installation completed. Awaiting the Certificate of Completion (COC) from DEC.
Mall 1 - JS Cleaners Remediation is completed. Mall 2 - HIP cleaners
Remediation is completed.
Funding Source: Reserves
Contract Amount: $411,800
Money Spent: $341,500
Projected Completion: N/A
Project Name: Pylon Signs
Description: Merchant list signs for Mall #1.
Status: In progress. New designsigns awarded to ASG.
Funding Source: Reserves
Contract Amount: $288,683
Money Spent: $250,815
Projected Completion: November 2023
Project Name: Pylon Signs
Description: Merchant list signs for Mall #1.
Status: Structural work for pylon
bases was competitively bid and awarded to Sky, Inc.
Funding Source: Reserves
Contract Amount: $145,400
Money Spent: $14,580
Projected Completion: September 2023
Project Name: General Consultant
Description: Service contract. Status: Ongoing
Funding Source: Reserves
Contract Amount: $210,000
Money Spent: $160,498
Projected Completion: N/A
PROJECTS ON-HOLD
Project Name: Lobby Enhancement & Door Replacement & ADA
Accessible Vestibules
Description: Replace 20 lobby entrances, doors and make ADA complaint.
Status: On Hold. Management is working with Wells Fargo and Freddie Mac on reallocating funds from this project to fund convector change order. This project will be revisited at a later date.
Funding Source: Wells Fargo Contract Amount: $800,000
Money Spent: $323
Anticipated Re-start: This project will be reevaluated once funding is available.
Project Name: Elevators/Utilities/ Demising Walls - Mall 1
Description: The installation of an elevator, demising walls, and utilities on the 2nd floor of mall. Status: On Hold. All work is complete and funded except the 2nd elevator which is no longer being done. Management is working with Wells Fargo and Freddie Mac on reallocating funds from this project to fund convector change order.
Funding Source: Wells Fargo Contract Amount: $750,000
Money Spent: $213,100.00
Projected Completion: N/A
Project Name: Elevator Modernization & Preventative Maintenance
Description: Elevator modernization including new maintenance.
Status: On hold, however, we are moving forward with the preventative maintenance portion.
Funding Source: Reserves Contract Amount: N/A
Money Spent: N/A
Anticipated Re-start: This project will be reevaluated once funding is available.
Project Name: 15 Cardboard Balers
Description: Machine to compress cardboard waste into small and compact bales.
Status: On hold
Funding Source: Reserves
Contract Amount: N/A
Money Spent: N/A
Anticipated Re-start: This project will be reevaluated once funding is available.
PROJECTS TO BE REMOVED
Project Name: Lot 3A/3B Tier 1
Architect
Description: Design Work for Building a tier above Lot 3A/3B to create additional parking
Status: To be removed. Original budget of $5 million no longer applies due to Covid-19, supply chain issues and inflation total cost ow exceeds $12 million for adding approximately 300 new spaces. These considerations make this project financially infeasible. Management will continue to look at other alternatives to address the parking issues.
Funding Source: Reserves
Contract Amount: N/A
Money Spent: N/A
Anticipated Re-start: N/A
Project Name: Lot 3A/3B Tier 1
Contractor
Description: Building a tier above Lot 3A/3B to create additional parking.
Status: To be removed. Original budget of $5 million no longer applies due to Covid-19, supply chain issues and inflation total cost now exceeds $12 million for adding approximately 300 new spaces. These considerations make this project financially infeasible. Management will continue to look at other alternatives to address the parking issues.
Funding Source: Reserves
Contract Amount: N/A
Money Spent: N/A
Anticipated Re-start: N/A
Puzzles
Word Search
Crossword
Sudoku
Across
1. What university did Martin Luther King Jr. go to
5. Who gave the “I Have a Dream” speech
6. Where was the “I Have a Dream” speech
9. How long did the “I Have a Dream” speech last
11. Who assassinated Martin Luther King Jr.
13. How old was Martin Luther King Jr. when he received his Nobel Peace Prize
14. What were Martin Luther King’s dreams
15. What state did Martin Luther King Jr. live in
Down
2. What college did Martin Luther King Jr. go to
3. When was the Martin Luther King Jr’s Speech
4. When was Martin Luther King Jr. assassinated
7. When is Martin Luther King Jr. Day (month)
8. How many brothers and sisters did Martin Luther King Jr. have
10. How many children did Martin Luther king Jr. have
12. Where was Martin Luther King Jr. born
