Owner Information Summary

Building projects, communication, and governance considerations

I prepared this summary to give owners a factual overview of several building projects that have been completed, remain underway, or are currently under consideration. My goal is to share observations about project planning, communication, cost control, and follow-through so that owners can make informed decisions about the building’s future direction.

This summary reflects my perspective based on my service on the board, my direct involvement in certain projects, and conversations with residents and vendors. I recognize that reasonable people may differ on some of these issues. My intention is not to personalize disagreements, but to encourage informed discussion, clearer communication, and thoughtful decision-making on matters that affect all owners.

1. The entryway ceiling painting was one of the first projects completed by the new board, and the finished result looks very good. However, the work might have been planned more carefully. If the painting had been done on one side at a time, residents could likely have continued using one lobby door throughout the project. With additional coordination, it may also have been possible to better align the work with mail delivery times.
2. The drainage project appears to have moved forward without sufficient planning or the benefit of specialized drainage expertise. In my view, the landscape company may have been capable of installing irrigation pipe, but not necessarily of designing or completing an effective drainage solution. As a result, the work currently appears incomplete and, based on what residents continue to hear, may still not fully address the underlying problem.
3. The repair of the stairs at both ends of the building required multiple phone calls and emails before it moved forward. When I asked why the project was delayed, I was told that the issue involved only surface rust. After inspecting the area myself with a flashlight and camera, I documented that an 8-inch I-beam was rusted completely through in several places. Four companies submitted bids for the work, and the contractor I considered the strongest option indicated that they could proceed if the board acted quickly, as they were about to begin a major project elsewhere. Unfortunately, the project was delayed. There was also discussion about whether the similarly rusted railings should be replaced with bike racks since some type of protective barrier is required under the stairs to prevent people from striking their heads.

Bob suggested placing large urns under the stairs, but there were concerns about cost. By the time the board attempted to schedule the work, the preferred contractor was no longer available. Although three companies had submitted bids below $5,000, I later observed that more than $13,000 had been spent, and there still appears to be no protective barrier under the stairs to prevent head injuries. If that remains the case, the building may still be out of compliance with state requirements. In my view, this reflects another project that would have benefited from better planning and follow-through.

4. Another example is the lobby door opener. Before I was on the board I asked the board several times to install an automatic opener and, when no action was taken, I purchased the parts myself and, with help from several residents, installed the system. I was later told that I did not have the authority to do so, and there was discussion about removing it. However, resident response was strongly positive, and several residents even collected money to help cover the cost. The board ultimately reimbursed me for the parts. In September 2025, a nearby lightning strike damaged the opener. When the issue was raised again, one board member indicated there was no intention to replace it. Residents continued to express support for the feature, and a company was eventually hired to install a replacement. The original opener activated whenever the door was opened more than half an inch, allowing the heavy door to open with minimal effort. The replacement now in place functions as a handicap door opener, but in practice it appears more difficult to activate and less convenient for residents.
5. Another issue under consideration has been the water pressure on the third and fourth floors. Based on my understanding of the Florida Plumbing Code, the relevant question is not whether the utility delivers a specific pressure to the third and fourth floors, but whether the building’s own water system provides adequate pressure at the highest fixtures after accounting for elevation, friction, and equipment losses. If it does not, the building may need a booster pump or another building-side solution. I spoke with JEA, and they tested the supply and stated that they were delivering the required pressure to the building. Their view was that the building itself needs a pump in order to maintain adequate pressure on the upper floors. This is not uncommon in multi-story buildings.

When the new board was asked to address the problem, they also spoke with JEA. My understanding, based on informal conversations rather than documentation I have personally reviewed, is that the board may have decided not to oppose individual unit owners installing their own systems at their own expense, provided the board is notified. If that is the board’s position, I believe owners would benefit from having that guidance communicated clearly and in writing, together with an explanation of why this is being treated as an individual owner expense rather than a building-wide association issue.

More broadly, I am concerned that some maintenance responsibilities may be shifting from the Association to individual owners without clear explanation. For example, our porches and lanais are identified in the condominium declaration as Association property, even though access is generally limited to the unit resident and guests. The screens are now nearly 20 years old and, in many cases, appear deteriorated, while the screen frames seem to need paint or other refinishing. If the Association’s position on responsibility for these items has changed, I believe owners should receive a clear written explanation that cites the governing documents supporting that position.

Two years ago, the Association and volunteers purchased and spread mulch around the building and gardens to keep down dust that was intruding on the lanais on the first floor. My understanding is that the board’s current position is that this is the owner’s responsibility, and that owners are permitted to add their own mulch at their own expense. Once again, greater communication might help owners understand why this shift in responsibility is considered appropriate.

6. Before I joined the board, former president Jim and I discussed the water faucet near the monument. Because outside landscapers had been using it to fill their tanks, a lock had been installed. That solved one problem, but it also made it difficult for residents who simply wanted to rinse pollen or love bugs from their cars. We found a practical solution by placing a key, a bucket, and a collapsible hose in one of the lobby closets for residents to use. It worked well. After the new board cleaned out the closet, the bucket, hose, and key were removed, and since then the faucet appears to be accessible only through a board member. It would be helpful to restore resident access in a controlled and practical way.
7. The appearance of the monument and surrounding landscaping has also changed noticeably. When a landscape committee was active, flowers were consistently maintained around the monument and along the walkway to the lobby. I recognize that the current drought has affected many properties and has been cited as a reason for the condition of our grass. Even so, our landscaping appears to be in significantly worse condition than that of nearby communities. A simple comparison with the townhomes’ monument area illustrates the difference clearly.
8. There has also been discussion about replacing the DoorKing access control system. As far as I can tell, the system itself was functioning adequately until work associated with the handicap door opener appeared to interfere with it, after which recurring problems began. Before spending a substantial amount on a full replacement, I believe it would be prudent to determine whether the existing system can be repaired or restored.
9. The elevators have been a recurring concern since I moved into the building. They are aging, and the original manufacturer was later acquired by a private investment firm that outsourced repair and maintenance functions. Justin indicated that one challenge was the limited number of local providers aside from our current elevator maintenance company. However, I located four companies that expressed interest in bidding on our elevator maintenance and shared that information with Justin. I understand the board is now considering elevator replacement at an estimated cost of $100,000 to $450,000. Because this would be a major expense, I believe the project requires especially careful planning, vendor evaluation, and communication with owners before any final decision is made. TKE, which currently maintains the elevators was here just a week or so ago since elevator two hadn’t worked in several weeks and they got it working again however, a trip from the third floor in elevator 1 takes 15 seconds the same trip an elevator 2 takes 95 seconds.
10. It appears that recent board meetings may have been announced only by posting notice in the lobby, without additional email or written notice to owners who rarely leave their units or to owners whose units are rented to others. I understand the bylaws to require communication with all owners, and if that understanding is correct, broader notice practices may be advisable so that all owners have a fair opportunity to remain informed.

Conclusion

Taken together, these examples reflect concerns, based on my personal observations and experience, about project planning, communication with owners, cost awareness, and the follow-through needed to bring building matters from proposal to completion. At the same time, the building is currently operating with three board members, which I understand may be permissible under the bylaws, although not ideal. There are also two vacant positions, and at present there is no treasurer. In a building with many older residents, it is understandable that board service may feel burdensome. For that reason, I believe it is especially important for owners to review these issues carefully, consider all available information, and refer to the governing documents and any applicable legal requirements before reaching conclusions about next steps.

If owners determine that changes in leadership or governance should be considered, it may be helpful to remember that any such process should be conducted in an orderly manner, consistent with the condominium’s governing documents and applicable law. A successful transition would also depend on owners who are willing to serve in good faith and carry out the board’s responsibilities responsibly and constructively. Even reluctant volunteers can contribute meaningfully by supporting communication, budgeting, recordkeeping, and project oversight. My hope is that owners will approach these issues thoughtfully, focus on documented facts and the long-term interests of the community, and participate in whatever course of action they believe is appropriate under the governing procedures.

These are my observations. Do you agree or disagree? Please let me know by clicking this link to an appropriate form hosted on this site. I will preserve your anonymity. 

Lester

By Shel Silverstein more Shel Silverstein

Lester was given a magic wish
By the goblin who lives in the banyan tree,
And with his wish he wished for two more wishes-
So now instead of just one wish, he cleverly had three.
And with each one of these
He simply wished for three more wishes,
Which gave him three old wishes, plus nine new.
And with each of these twelve
He slyly wished for three more wishes,
Which added up to forty-six -- or is it fifty-two?
Well anyway, he used each wish
To wish for wishes 'til he had
Five billion, seven million, eighteen thousand thirty-four.
And then he spread them on the ground
And clapped his hands and danced around
And skipped and sang, and then sat down
And wished for more.
And more...and more...they multiplied
While other people smiled and cried
And loved and reached and touched and felt.
Lester sat amid his wealth
Stacked mountain-high like stacks of gold,
Sat and counted -- and grew old.
And then one Thursday night they found him
Dead -- with his wishes piled around him.
And they counted the lot and found that not
A single one was missing.
All shiny and new -- here, take a few
And think of Lester as you do.
In a world of apples and kisses and shoes
He wasted his wishes on wishing.

Shel Silverstein. "Lester." Family Friend Poems, https://www.familyfriendpoems.com/poem/lester-by-shel-silverstein

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