The big issue here deals with communication through participation. As the residents participate, they take ownership of the process and the board is less likely to get resistance from the residents, especially during our current economic climate.
 
Committees do not work for every corporation but should be considered. The next stage in the planning process is the development of the scope of work. If the board has access to a committee system then the board will need to review all the committee reports and compile the information accordingly. If the board is working alone, then the board will need to develop the scope of work.
 
Good planning makes all the difference for a successful project. The board should have all the background planning completed before launching the project.
 
The reserve fund is typically the impetus for a refurbishment project but other issues can also influence the timing. The latest federal budget provided condominium residents with a renovation tax credit which can play a part in the timing of a refurbishment project. Also the provincial government has influenced the process by announcing the harmonization of the Goods and Service Tax with the Provincial Sales Tax adding additional costs typically not budgeted for in the reserve fund report.
 
These two issued aside, a board should not rush into a refurbishment project without careful planning. Any perceived financial gain by advancing the timing of the project to take advantage of these issues could be offset through poor planning and execution leaving residents extremely unhappy. Once a refurbishment project is completed, the result will last 12 to 15 years so the impact of poor planning can be felt far into the future!
 
Good planning will start with a good understanding of the scope of work, not only for the immediate project but also for future projects. A single plan should be developed to deal with the transition from project to project. The plan, in this case will be the design. A master design involving all the major areas of the building will act as the master plan.
 
The plan can be staged over time reflecting how the reserve fund schedules each project. With a master design, the building will now have a homogeneous appearance even if different contractors do different projects. There is nothing worse than walking into a building where the design was piecemealed with the project and the designs of the various projects do not work together.
 
So now that we know our design will form the master plan, it is time to populate the plan. The board will need to itemize all the areas that should be included in the plan. For example: the entrance lobby, all amenity areas, parking levels, corridors and even the elevator cab interiors.
 
Once the board has developed the overall scope then the board should analyse each area outlining all the issues and concerns regarding that area. An example with residential corridors might be how the carpet hasn’t performed to expectations and has even worn out in the elevator lobbies. Or the light level is too low and inconsistent and should be increased without increasing electricity consumption.
 
This type of analysis is good because it is the driving force behind design development. The more the board analyses each area, outlining their concerns, the easier it will be to develop a design.
 
The opposite side to this coin, and just as important, is to make a list of the things the board doesn’t want to see. This list will save the corporation time and money as the designer will know what not to bring to the board in the way of design ideas and concepts.
 
Now the board has a strong foundation to work with and an action plan to follow. A thorough preplanning will save countless hours down the road and avoid costly mistakes. Once the preplanning is developed, then the board or Committee can begin to interview designers and design build firms and start the refurbishment process in earnest.