Ah, realign duties of the others to include that of the porter that will be laid off.

You can't just get rid of a porter and expect the other porter(s) to pick up his work load! The Union won't stand for that, you have to show cause that you don't nned the services of that Porter. I thought you Board Members were smarter then that!!!

What's wrong with affordability/ cost control as the reason?! You have the financials to prove it. Only thing I can say is to offer as part time work.

You can't just get rid of a porter and expect the other porter(s) to pick up his work load! The Union won't stand for that, you have to show cause that you don't need the services of that Porter. I thought you Board Members were smarter then that!!!

Carol, We too are trying to cut expenses. We have about 90 units -- live in Super, two porters.. (not counting doormen) We think we may be able to do with one porter and the Super.

We are also looking at the perks that were given to the Supers over the years (by generous BM who we finally got rid of) -- but are not part of the Union contract. Such as: We pay the Supers electic, phone/cell and cable bills. Our new board canceled a $500 monthly parking perk for the Super. One Super abused the electric perk, and we capped it at 300 a month,,, which is still too much.
We have people in the building who have lost there jobs, are canceling Cable and are probably not going to run thier AC full time this summer. There are over 9 apartments for sale -- with no buyers. So the old theory that without these perks, we cant keep a good super -- is out the door.
Would like to hear from others on this subject...HG

This isn't about building staff, but here's an idea that may interest some of you.

We try to build a "neighborly" spirit in our coop. We posted a note telling residents to see our bulletin board for our "Ways to Cut Costs and Save Money" flyer. It has bullet point tips on finding bargains, using less electricity, shopping, etc. It also invites residents to submit tips that we'll post on more flyers. We've received many. Residents say they find them very helpful and have seen tips they never would have thought of.

Here's a surprising one. When you buy a roll of stamps in the P.O., count them before you leave. I bet few people think of doing this. The claim is that rolls often don't have a full 100 stamps. I bought a roll recently and it only had 86! That's a $5.88 shortage on 42-cent stamps. I went to the clerk who sold me the roll and let him count. He gave me 14 more stamps. Quality control on stamp packaging obviously isn't what it should be!

Hg please let know what building your in, I wouldn't what a good Super to go and work there! The world is all in the same boat, and your blaming the Super because people are losing their jobs and you have apartments that are not selling? Get real!

Anonymous, We have 90 units, and have over ten SH in the building who have lost thier jobs or clients... and are cutting back: no more Cable TV, high electric bills... We also, within the last three months, have ten apartments on the market, that are not selling.

Except for your email, there was an intellegent discussion on how to save money. We have no intention of fireing anyone, but if cutting back on the Supers perks, (which add up to close to $1000 month) will help us keep a porter or help a SH,,,than the board will have to make hard decisions.

Perks dont make or keep a good Super. As for keeping a good Super, our present Super was living with his famlily in a basement with no healthcare etc.... he has landed in heaven. Our last three "good Supers" who got all the perks,,,abused thier postion and were fired for lazyness, stealing and one, because the SH were afraid of him -- and demanded that he be fired ....etc.

If you dont have a good ideas, please dont join this discussion. These are serious times, and we are all making sacrifices...

Our Board is meeting with the union rep this week. We have considered cutting some of the super's perks, ie electric, gas, phone and parking and we will definitely confirm if these are all included in the union contract since they were granted prior to our coop becoming union.
We have deployed many cost saving suggestions- dual fuel, thermostat controls, efficient light bulbs and fixtures, hall window replacement etc. Our current board is managing to a budget and longer term capital improvement plan. The critical task at hand is managing the maintenance staff. We have started to review their work schedules, generate task lists and logs to ensure we are getting the most for our current investment.

Carol,

We would very much like to hear what the Union rep says... We too are looking a the perks that have been given out over the years. Two years ago we did away with an outragous $500 monthly parking perk for the Super ... Our MangAgent and certain BM's said that this was "Industry Standard" -- we did the research and discovered that within 20 blocks of our coop, with the exception of buildings with garages -- we were the ONLY building giving this expensive parking perk... Lesson: Take what the MangAgent and Union says with a gain of salt.

Carol, As to the Parking Perk,,, We canceled a $500 garage parking perk for the Super two years ago.. We were told by our MangCompany (who no longer is our MC) that this was "Industry Standard", we took 20 block survey of the surrounding coops -- and discovered that WE were the only ones giving this "Industry Standard" perk. Buildings with garages do give free parking to the Super... As for the phone/elect... In the past this has been abused, and for one Super we put a cap on the Elec bill (he ran his three A/C units 24/7) and had to do the same with the PH bill (called all his family in Europe every day) for another... We have been told that we cant get good Supers without these perks... again Not True... our present Super lived in a tiny apat with no perks and did not even have health care at his last job -- and cant believe his luck. We have too may SH who have hit hard times, and eveyone has to pull in.

Carol,,, We too want to look into our staffing, overtime and perks... Would be very greatful if you could share your findings with us... We have a live in Super (who we like), with an office down stairs. It seems extravagant in these times, to pay his electric (esp in summer) cable, and personal phone bills -- not to mention a hefty Xmas bonus.

Our old M/Company tried to talk us into a Parking perk, but since most of the SH cant afford parking, we considered this (and extra $5000 per year) extravagant. And if asked, our Super would prefer the money.

We have 485 units.

We have two live-in superintendents (senior and assistant).

We have a maintenance staff: 8 AM to 8 PM, M-T-W-T-F, and 8 AM to 4 PM, S-S

We have a porter staff: 8 AM to 11 PM, M-T-W-T-F, and 8 AM to 8 PM, S-S

We have doormen: 24 x 7, at least two 7 AM to 9 PM, M-T-W-T-F, and two 7 AM to 7 PM S-S

We have a contracted security staff: 24 x 7 for our upper and lower garage, and our rear (delivery) door. Most often there are five on duty during the hours 7 AM to 7 PM and three overnight.

= = = = = = = = =

Yes we have a bleak economy and the near term is bleak. Our panache is that we are a luxury building and we are not considering any retrenchment in services, amenities or staff.

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Our residents expect and receive a high level services and quality of life that we feel would be diminished by staff reductions. As our building ages, additional “fix-it” projects emerge on a daily basis, thus staff resources continue unabated. Plus, our maintenance staff will perform such repairs as a new trap under a sink, a new flush valve for the toilet, snaking a drain line, new hose from the water supply to the toilet, repair windows and window mechanisms, replace standard faucet washers, repair apartment door bells (mechanical), bedroom door lock, bathroom door lock, etc. The first thirty minutes of a “repair” call is free except that the resident pays for any parts. After thirty minutes, we assess a nominal fee per half hour.

Of note is that some residents are chary of climbing a stepstool or ladder and will ask a member of the house staff to replace a defective light bulb.

= = = = = = = = =

Yes, we have expended millions for capital improvements: pool overhaul, façade maintenance, terrace maintenance, window and terrace door replacement, recreation deck upgrade, garage parking deck overhaul, much larger emergency generator, elevator system total overhaul, driveway repaving, roof fan replacement, new air handlers for public spaces, new mailroom with larger mailboxes and parcel lockers, lobby redecoration, automated digital controls for central HVAC and heating, as well as control of new fresh water pumps and tanks, etc.

= = = = = = = = =

And, we retired the original mortgage without ever refinancing, extending or taking a second mortgage.


= = = = = = = = =

And by comparison with nearby co-ops (in our neighborhood) we are one of the lowest cost co-op residences, with substantially more amenities than other buildings with a lesser number of "perks".

= = = = = = = = =

But you need to do what you need to do. So, let me not be seen to be chastising your building and the decisions that are being faced. Rather, just offering a view.

There are many ways to cut costs without diminishing services. I would not suggest cutting essential services, and you would be doing so by virtue of cutting an employee because no one will pick up the slack.

SK seems to understand this. I admire and applaud his management and Board for a job extremely well done.

I have learned that there are differences however in how I must manage a Park or 5th avenue Coop, a SoHo Coop and an UES Coop, etc.. Every building has its own personality and Character that must be recognized and built on. And every building I go into I can spot many areas to build on and/or save money... I say this only to bring out a point...


There are lists of just energy savings alone that can add up to thousands (see REAPConsultingLLC.com), cut down on overtime hours* & have a lower paid staff member perform tasks that the higher paid staff would do, then have them concentrate on areas that will net a larger impact on the building, be more proactive in your management style to deflect or minimize future expenditures and liabilities.

*if they are nonunion employees, then cut out overtime pay all together and add time to the natural workday if possible.. create tasks lists, schedules, reports & logs to include more work in less time, thereby maximizing your current investment. (I just realized you wrote that they are union!)

For 5 - 49 unit buildings, the amount of staff you currently have appears tight but adequate for the amount of units. Eliminating one will definitely impact your coop negatively.

Just a few broad spectrum ideas:
Buy services (cable, internet (even a wireless building wide network, electric gas with sub metering, etc..) in bulk and either pass the savings along to the residents or have the Coop net the difference (which will eventually pass through anyway)

It may sound silly, but adding services such as a gym, etc.. can add value, and people who would be paying elsewhere would now pay less of a membership fee to the Coop for the service (win-win)

Pre-purchase fuel; or, if the building is dual fuel, lock in on gas and hedge the market pricing with your oil so your always ahead...

5 Contingent buildings can share a single boiler in the summer for hot water, and 2-3 on mild winter days rather than have all 5 running.. this is an easy project to do...

You have to ask yourselves what are your long term and short term financial and building wide/resident goals, then make a plan to get there...

Best
~AR

Whenever we think we have saved all that we can, newer technologies provide new venues.

For instance, a digital/automated HVAC, hot water and heating control system is saving us bundles in natural gas. And don’t forget good boiler maintenance is the first place to start.

Last year we installed new more efficient chiller towers for our central site cooling system. The replacement was part of our regular capital improvement program, but we did not delay as the savings are nearly paying off the upgrades

LED prices have begun to decline and we are beginning to experiment with LED bulbs and fixtures. Our aircraft warning lights atop the building were onerous to replace when they failed and expensive to maintain. New (albeit expensive) LED lights have been installed and have a ten year useful life, saving electrical costs and maintenance team costs.

We raised the ambient temperatures in our hallways such that we occasionally, as opposed to always, run the HVAC air handlers for the hallways. Similarly we lowered the temperatures in our hallways for the winter, but the fact that the hallways are well isolated from the outside air, we are saving the air handler costs as well.

We always operate one of three huge central plant heating boilers in the summer for domestic hot water. But now we are obtaining estimates to install a condensing boiler for domestic hot water during the non-heating months. Early estimates show payback within a year or so and reduced natural gas costs (as well as reduced boiler maintenance costs) thereafter.

Yes we have a health club restricted to residents only (it is small). We buy about $10,000 in new equipment each year, to retire and replace a third of the equipment each year. The health club is open from 4 AM to 2 AM. It is unstaffed, and under our inhouse video surveillance, I don’t know why it’s not 24 x 7. The health club users collegially select the equipment that we purchase and the fee is $100 a person per year, adults only (correct per person per year).

For some areas of the building, e.g.: community room, card room, children’s play area, management offices, board room, health club, concierge/doorman area in lobby and outer lobby we are installing split system heat pump to permit more granular controls of the heat and cooling and time of day in each areas, to reduce the air handler 24 x 7 burden and cost.

Many public areas now have motion detectors to activate lighting. This includes compactor chute room on each floor (21), laundry room on each floor (21), mail room (yup), community room, children’s play area and card room.

Elevator cab lighting has been reduced to nice “mood” lighting. Yes, the "numbers" are visible.

Of course we went to CFL bulbs in all hallway fixtures years ago.

In about another year or so, we believe LED light bulb costs will be substantially lower and we plan to adopt more LEDs.

My only word is to check your union agreement. It may not allow you to cut your workforce unless there is a way to show that because of services not provided, mechanization or other forms of improvements, a member of your workforce is redundant. I don't know what your super does, but I think the handyman may be the redundant person. Three porters for five buildings seem a tight workforce.

AdC

Maybe you should consider selling your apartment and let your neighbors enjoy the flip tax instead of pushing to live in squalor.

Ultimately the Board is the overseer and responsible for mang of the building.

We noted a jump in our payroll and discovered that our new MangAgent stopped the practice of using non-union workers (yes, its legal) for overtime and holidays.

Regular workers are paid substancially more than part-time, non-union. Its easier for the MangAgent because they dont have to process the paperwork, keep a list of non-union workers or be responsible for contacting and scheduling. But it is their job to help us find every way to save money.

No one wants to live in squalor, but we do want to be able to afford our apartments, and discussing ways to cut cost -- is a valuable trade of information. Carol, did you meet with the Union and could you share your findings.

VP