More value for our maintenance
Clearer budgets and billing, competitive bids where appropriate, useful updates on major projects, and accountability for the service we pay for.
Six priorities
Practical improvements. Not change for change’s sake.
These priorities reflect recurring conversations I’ve had so far. They are a starting point, not a closed platform.
Everyday living that works
Revisit legacy policies, including deliveries and other recurring quality-of-life issues, through today’s lens of security, convenience and resident expectations. Recognize great staff and set clear service standards.
Get more from our management relationship
Professional management is a significant operating expense and a frequent shareholder touchpoint. I want better digital communication, easier access to information, clear service expectations, and full value from that relationship.
Recommendations that mean something
If the building recommends contractors, that recommendation should mean something: proven work, verified references, shareholder feedback, quality materials, solid craftsmanship, and professionals who stand behind their work.
Better communication & accountability
Explain decisions, communicate next steps, track issues through resolution, and make it easier for shareholders who cannot attend every meeting to be heard.
One co-op, two buildings
Most of my recent conversations have been at 340. I want to hear just as directly from 333 and make sure decisions reflect the interests of the full co-op.
Think something belongs here that doesn’t?
That is exactly why the feedback form exists.
Tell me what I’m missing