Waldrop Farms Homeowners...

2014

Deborah S. Thompson

Boise State University – MET

Program

12/12/2014

Waldrop Farms Homeowners Association

Program Evaluation Completed By:

ThomDeSco Consulting Firm, Inc.

0123 Consulting Blvd

Atlanta, Ga. 30303

of 15 EdTech-505: Deborah S. Thompson

Table of Contents SUMMARY .................................................................................................................................................. 2

PROGRAM OVERVIEW ............................................................................................................................ 3

Program Objectives ................................................................................................................................... 3

Program Components ................................................................................................................................ 3

EVALUATION METHOD .......................................................................................................................... 4

Participants ................................................................................................................................................ 4

Procedures ................................................................................................................................................. 5

Data Sources ............................................................................................................................................. 8

RESULTS ..................................................................................................................................................... 9

DISCUSSION ............................................................................................................................................. 10

PROJECT COST ........................................................................................................................................ 10

APPENDIX A: Interview Questions........................................................................................................... 11

APPENDIX B: Property Management Transition Checklist ...................................................................... 12

APPENDIX C: Board Past Decision-Making ............................................................................................. 13

APPENDIX D: Invoice for Payment .......................................................................................................... 15


SUMMARY Waldrop Farms, a covenant community, located just 15 miles east of downtown Atlanta, Ga.

The community has 92 homes and is managed by a Homeowners Association (HOA). The HOA

is managed by a Board of Directors (4 volunteers who live in the community). The operation of

the Board of Directors, has been in existence since 2002, and is defined as a non-profit

organization called Waldrop Farms Homeowner’s Association Inc. The non-profit organization

is responsible for managing and maintaining the overall community. However, over the past few

years, the Board of Directors has experienced internal issues. Therefore, a request was made to

solicit the assistance of a program evaluator. The program evaluation’s role is to identify the

organizations current state; expected outcomes; and recommend solutions.

The purpose of this report is to provide Waldrop Farms HOA – Board of Directors with a

recommended solution that should resolve lingering internal organization issues and hopefully

rebuild the trust of all homeowners within the community. During the initial stages of this

evaluation, the evaluator chose to follow the program cycle (Missions/Goals; Needs Assessment;

Program Planning; Formative Evaluation; Summative Evaluation). The evaluation began by

identifying missions and goals of the organization. Once mission & goals were identified, a

detailed needs assessment was performed. During the needs assessment phase, the evaluator

documented organization goals; the current state of the organization; and the desired future state.

The needs assessment was followed by program planning. During the program planning phase,

the evaluator documented action plans to accomplish each goal. Throughout each phase,

meetings were held to provide formative evaluations.

The overall evaluation was very beneficial to everyone involved. The results, however, proved

the Waldrop Farms HOA – Board of Directors needed to make critical changes in the following

areas: (Financial Documentation Management, Financial Reporting; Defined Board Roles &

Responsibilities; HOA Dues Management, Defined Rules & Regulations; on-time Bill Payment;

Filing Income Taxes).

EVALUATION FINDINGS

GOALS CURRENT STATE (Area of Improvement)

Financial

Management

Financial documentation is not properly maintained and therefore is not

always available to support income and expenditures

Financial Reporting No annual financial statements or operating budgets provided to the

community

Roles &

Responsibilities

Board members have never reviewed roles & responsibilities for each

position

Checks and Balances No defined checks and balances exist to reduce conflicts of interest or

unethical behavior/conduct

HOA Dues Some homeowners do not pay dues because of internal issues that exist on

the Board of Directors

Rules & Regulations A rules and regulations document does not exist

Monthly Bills Board members lacks skills and/or time to properly manage monthly bills

Income Taxes Since 2003, the Board of Directors have not filed Income Taxes for the

HOA

Communication Board does not communicate with homeowners in a timely manner


PROGRAM OVERVIEW Waldrop Farms is a covenant community that consists of 92 homes which is managed by a

Homeowners Association (HOA). Each homeowner, who signed a deed during their home

closing process, is considered to be a member of the HOA and is expected to abide by the rules

and regulations as defined in the covenant and bylaws. The Homeowner’s Association is

managed by a Board of Directors (a team of 4 volunteers who live in the community). The

operation of the Board of Directors, has been in existence since 2002, and is defined as a non-

profit organization called Waldrop Farms Homeowner’s Association Inc.

The purpose of the WF Homeowners Association, Inc. is to provide for the enforcement of the

protective covenants; the collective maintenance of community property; beautification of the

subdivision’s grounds, amenities and homes; civic awareness and social outlets and any other

purposes consistent with maintaining a healthy, harmonious and prosperous communal

environment.

However, for the past several years, the Executive Board for Waldrop Farms HOA has been

experiencing internal issues. Therefore, the Board of Directors agreed that the HOA program

needed to be evaluated in order to identify areas in need of improvement along with possible

resolutions.

Program Objectives

As a non-profit organization that is responsible for managing the operations of the Waldrop

Farms Community, there are specific goals and objectives that must be accomplished. Below is

a list of goals/objectives the Board of Directors must adhere to per the covenant & bylaws.

Financial Management Plan, direct, organize, monitor and control the financial resources of the HOA

Maximize Community profits and minimize expenses

Financial Reporting

Provide timely and accurate Financial Statements and Operating Budgets

Roles & Responsibilities

Each board member must adhere to the duties of his/her position as defined in the

covenant & bylaws

Homeowners Dues

Collect annual homeowner dues by following the process defined in the covenant &

bylaws

Communication

Provide timely and informative communication to homeowners

Program Components

The Waldrop Farms Homeowners Association (HOA) must choose to operate under provision of

the Georgia Property Owners Association Act (Article 44-3-220) of the Georgia State Code.


Therefore, the Board of directors is expected to provide various services to the community and

abide by a defined set of rules and regulations defined in their covenant and bylaws.

EVALUATION METHOD

For the Waldrop Farms HOA evaluation project, the evaluator is also a staff member and

actively participated in the overall evaluation process. Therefore, the evaluator chose to utilize

the transaction model. This model allowed the evaluator to combine monitoring with process

evaluation through a continuous back-and-forth between evaluator and staff. As a result of using

the transaction model, the evaluator was able to incorporate the qualitative. The qualitative

technique was implemented throughout most phases of the evaluation. During the initial phase,

the evaluator made firsthand observations to understand the present situation. Afterwards, the

evaluator collected qualitative data using different data sources.

Participants

Waldrop Farms is a medium-sized community. Considering the organization is an HOA, the

evaluation participants were assigned categories.

Category One: Board of Directors

Because the Board of Directors manages the overall operation of the HOA, they were selected to

be the main participants. For this evaluation, each position on the board is equally important

and everyone participated in the data collection process. The Board of Directors consists of 4

team members which are:

1. President

The President supervises the executive affairs of the HOA and makes an annual report to the

general membership.

2. Vice-President

The Vice-President shall assume direct supervision over the responsibility and functions of

the committees assigned by the President. This role performs other duties and assumes the

role of President in his/her absence.

3. Secretary

The Secretary is the recording officer of the association and custodian of its records. This

individual keeps a record of all proceedings of the Association, keep on file all committee

reports, and to keep the association’s membership rolls.

4. Treasurer

The Treasurer shall receive and disburse all funds of the Association and supervise a standing

committee assigned by the President. The Treasurer pays all bills on order by the Executive

Board. In addition, the Treasurer bill members for their dues and maintain a ledger of each

member’s account.

Category Two: Members in the Community

There are a total of 92 homes in the Waldrop Farms Community and each homeowner is a

member of the HOA. Based on the covenant & bylaws, the board of directors is responsible for


providing services to the community. Therefore, during the initial stage of the evaluation, a

letter was mailed (via USPS) to inform each homeowner about the evaluation. Also, to gain

insight regarding how satisfied homeowners were with services provided by the Board of

Directors, an optional online survey was provided. Refer to the “Results section” for survey

questions.

Procedures

To evaluate the Waldrop Farms HOA, the evaluator chose to follow the program life cycle. The

evaluation began by first evaluating the HOAs covenant & bylaws to identify missions and

goals. After ascertaining an understanding of the organizations missions & goals, each member

of the Board was interviewed to ascertain different perspectives regarding areas of concern. A

one-on-one interview was conducted with the President, Vice-President, Treasurer, and

Secretary. The same list of questions was asked during each interview and the results were

documented for further review. During the interviewing sessions, members identified different

concerns and some appeared to be very frustrated with the overall operation of the HOA. It was

apparent, from the interviews, a high level of tension and divisiveness existed between board

members. As a result, this behavior had a negative impact on the community. This type of

behavior was not normal and the evaluator assumed it may be a contributor to the issues and

problems that needed to be resolve. Refer to Appendix A for interview questions.

During the needs assessment phase of the HOA evaluation, the evaluator noticed a change in the

attitudes of board members. Board members were beginning to realize how the evaluation

would be very beneficial to the HOA organization. This change of attitude had a positive impact

on the overall evaluation process.

Needs Assessment

Second, a needs assessment was performed to determine the actual need for the program and

how vital it is to the customers. Using the covenant & bylaws as a base, the evaluator

documented all tasks the board is required to perform for the community. The results of this

information were used to document high-priority goals that should serve as the FUTURE

STATE of the revised program/organization. Also, the evaluator held community and board

meetings to discuss the current state of the organization and areas of improvement. After

reviewing the results of community/board meetings, bank statements/emails, and

interviews/surveys, the evaluator documented the CURRENT STATE of the organization.

Below is a summary of the organization’s high-priority goals; current state; and desired outcome.

GOALS CURRENT STATE (Area of

Improvement)

DESIRED/FUTURE STATE

Financial Management Financial documentation is not

properly maintained and therefore is

not always available to support

income and expenditures

At year-end have all required

documentation to support income and

expenditures in order to produce timely

year-end financial statements and budget

reports

Financial Reporting No annual financial statements or

operating budgets provided to the

community

Annually, provide timely financial

statements and an operating budget to all

homeowners


GOALS CURRENT STATE (Area of

Improvement)

DESIRED/FUTURE STATE

Roles & Responsibilities Board members have never reviewed

roles & responsibilities for each

position

All board members fully understand the

responsibilities for each board position

Checks and Balances No defined checks and balances exist

to reduce conflicts of interest or

unethical behavior/conduct

All board members adhere to a defined set

of checks and balances.

HOA Dues Some homeowners do not pay dues

because of internal issues that exist on

the Board of Directors

Have 100% of homeowners pay dues on

time within the next 2-3 years

Rules & Regulations A rules and regulations document

does not exist

Complete a rules & regulations document

that is approved & adhered to by all board

members

Monthly Bills Board members lacks skills and/or

time to properly manage monthly bills

Hire a Property Management Company to

manage HOA monthly bills

Income Taxes Since 2003, the Board of Directors

have not filed Income Taxes for the

HOA

Have all back taxes, (2003-2013), filed by

end of year 2015. Also file 2014 taxes by

end of year 2015.

Communication Board does not communicate with

homeowners in a timely manner

Provide HOA updates to the community

once per quarter (minimum 4 times per

year)

Program Planning

Third, the evaluator performed the program planning phase to determine the means for achieving

previously selected goals. Below are a summary of activities to achieve stated goals and

objectives.

GOALS GAP ACTION PLAN

Financial Management &

Reporting

Board members lack

skills to properly manage

finances

Hire a Property Management Company to manage the

financial operations of the organization. This includes

creating and distributing required financial reports to

the community on a yearly basis.

Roles & Responsibilities Roles & Responsibilities

for each board position

are not documented

Create a document that explains specific roles and

responsibilities for each board position. Review and

discuss position requirements at board meeting to

ensure everyone understands and accepts their role.

Checks and Balances To prevent conflict of

interest, specific

guidelines for checks and

balances are not defined

Create a document that defines all scenarios that

constitutes a conflict of interest within the

organization. Create a process that must be adhered

to when performing duties that require funds (making

purchases, selecting contractors etc.)

HOA Dues Board leaders do not have

a process in place to

follow-up with

homeowners who are

delinquent paying dues

Hire a Property Management Company to manage

homeowner HOA dues process

Rules & Regulations No document exist that

defines specific rules and

regulations the board

members & homeowners

must adhere to

Create a Rules & Regulations document that defines

specific guidelines that must be adhered to. Review

& discuss document at board meeting to receive

approval and sign-off from all members

Monthly Bills Board Treasurer and other In addition to defining roles & responsibilities, each


key leaders do not review

and discuss monthly bills

at board meetings

board member will be responsible for managing a

specific area within the organization. For example: a

member will be responsible for one of the following:

(upkeep of the community; foreclosed homes;

reviewing monthly bills etc.)

Income Taxes Board have not looked for

a CPA to file taxes

Hire a CPA to file 2003-2014 taxes for the HOA

Communication The Board does not

exercise open

communication with the

community

Establish guidelines that require the Board to have

one HOA Community meeting per quarter. This is a

minimum of 4 HOA Community meeting per year.

Program Implementation

The program evaluation for Waldrop Farms Community - HOA began in Jun-2014. After 6-

months of collecting, reviewing, and analyzing information, one of the action plans is ready for

implementation. However, all other action plans are currently a work-in-progress. Below is an

update on the implementation process for the defined action plans.

1. Hire a Property Management Company to manage financial operations

In Sept-2014, the evaluator and other board members began the search for a reputable HOA

Property Management Company (PMC). Two neighboring communities recommended the

PMC that manages their community. The Board scheduled a meeting with both PMC’s to

discuss the needs of Waldrop Farms and learn about services they provide. After careful

review of the PMC’s proposal, in Oct-2014, Waldrop Farms sign a 1-year contract with

Dekalb Property Management Company. Since Oct-2014, the evaluator and members of the

Board have been working diligently to gather financial information required by the PMC. As

of Dec-2014, Waldrop Farms officially completed the transition process and will be managed

by a Property Management Company starting 1-Jan-2015. Refer to Appendix B for the

Property Management Company Transition Checklist.

2. Create a Roles and Responsibilities document

In Dec-2014, the evaluator met with board members to begin the process of creating a roles

and responsibilities document. By 31-Dec-2014, a document will exist that clearly explains

the roles and responsibilities of all board positions. Therefore, this action plan is scheduled

to be implemented in Jan-2015.

3. Create a Conflict of Interest document

In Jan-2015, the evaluator will begin the process of working with board members to create a

conflict of interest document. By 31-Jan-2015, a document will exist that clearly define

scenarios that constitute a conflict of interest. Therefore, this action plan is scheduled to be

implemented in Feb-2015.

4. Create a Rules & Regulations document

In Jan-2015, the evaluator will begin the process of working with board members to create a

Rules & Regulations document. The first version of this document is scheduled to be

completed by 31-Jan-2015. However, after 31-Jan-2015, the evaluator will turn this


document over to a board member. The assigned board member will be responsible for

updating the Rules & Regulations document.

5. Hire a CPA to manage Income Tax filing

In 2015, the hired PMC will utilize services of their in-house CPA to file 2014 Income

Taxes. The Board will also need to work with the CPA to file all back taxes (2003- 2013).

This activity will be implemented by Apr-2015.

6. Improve Communication with homeowners

In Jan-2015, the evaluator and board members will have an HOA Community meeting. The

HOA Board hopes to begin the New Year by updating the community with pertinent

information in a timely manner.

Formative / Summative Evaluation

Throughout the evaluation, HOA Board meetings were held twice a month to review and discuss

the evaluation process. During these meetings, formative evaluations were held. The formative

evaluation consisted of reviewing and discussing all information gathered during each phase of

the evaluation lifecycle. Each board member was responsible for providing feedback on the

evaluations progress. This feedback was used to determine if changes needed to be made to

certain or all components of the evaluation process.

A summative evaluation will be implemented for each action item once the procedures and

methods are fairly stable and no changes are required.

Data Sources

For the program evaluation, qualitative data was collected using the following data sources.

Observations: During the initial phase, firsthand observations were performed to understand the

present situation of the HOA organization. During board meetings, the evaluator sat and

observed the following characteristics while board members discussed HOA issues: (body

language; tone of voice; attitude; willingness to cooperate; candidness etc.). Through

observation, the evaluator was able to collect personality/character data about each board

participant. Throughout the evaluation, all board members were willing to participate when

asked to provide ideas and suggestions. However, when actual work/research had to be done to

find out information, board members were reluctant to get involved. It appeared that board

members would rather someone else do the work. The evaluator strongly believes that board

members must be more active in performing tasks. Hopefully, members will be more responsive

and take ownership of assigned tasks once roles and responsibilities are clearly defined.

Survey: An online survey was available to allow homeowners to answer questions regarding the

HOA and Board of Directors. The optional survey was available to homeowners for a 3-week

period.

Bank Statements: The evaluator reviewed all bank statements from 2012-2014. Information

from bank statements was used to create financial income & expense statements for 2012-2014.

The income & expense statements provided a visual financial picture of how the board managed


funds over the past 2-3 years. The financial statements were also provided to the new Property

Management Company.

Invoices: The evaluator searched through all emails to review paid invoices for the past 2-years.

This information was used to determine estimates on the 2015 Operating Budget. This data was

also collected, documented and provided to the new Property Management Company.

RESULTS

The primary data source for the Waldrop Farms evaluation was a survey for homeowners to

complete. The results of the survey were not very positive. After reviewing and discussing the

survey results, it allowed the evaluator and board members to come to a mutual agreement that

changes needed to be made to improve how the Board of Directors are managing the operations

of the HOA.

Survey

Total Homeowners: 92

No# of homeowners who participated in Survey: 47

No# of homeowners who did not participate in Survey: 45

SURVEY QUESTIONS YES NO DON’T CARE

Do you have concerns about the operations of the HOA

Board

38 4 5

Do you understand what the Board does 6 34 7

Do you receive timely board communication 0 47 0

Do you receive timely financial reports 0 47 0

Do you have concerns about how the HOA funds are used 38 6 3

Do you pay your annual dues 39 8 0

If no to the above (annual dues) question, is it because of

the operations of the Board

7 0 1

Do you attend community meetings 25 22 0

Do you believe information presented at community

meetings is informative

13 12 22

Have you considered volunteering on the HOA board 6 41

Interviews

Total Board Members: 4

Total Board Members participated in Interviews: 4

Total Homeowners: 92

Total Homeowners who participated in Interviews: 10

Bank Statements

Total Bank Statements Reviewed: 30

Year 2012: 12

Year 2013: 12

Year 2014: 06


Invoices

Total Supplier/Vendor Invoices Reviewed: 9

DISCUSSION

In May-2014, it was brought to the attention of the evaluator that the Board of Directors was

experiencing internal issues. These internal problems were having a negative impact on the

management and operations of the HOA. Therefore, the purpose of the Waldrop Farms HOA

evaluation is to: identify the organizations current state; areas of improvement; and expected

outcomes.

The results of the evaluation allowed the evaluator and board members to see the actual problems that exist. After identifying the problems and identifying solutions, the board can

begin the process of implementing the recommended changes.

The one thing that stood out throughout the evaluation is: The community continues to vote the

same leader (President) in office although this is the second time the Board has experience a

setback under this Presidents leadership. The evaluator communicated this concern to Board

Members (including the President) and made recommendations regarding the Presidents

decision-making skills. Refer to Appendix C for a summary of poor decision making performed

by the President.

The overall evaluation went very well. Needless to say it took a great deal of work to gather the

necessary information. But now that the evaluation is nearing the end, the following

recommendations were made to improve the management and operations of the HOA.

1. Hire a Property Management Company to manage the financial aspects of the business

2. Define specific job descriptions for each board position and assign tasks to each position.

The job description document can be used to hold board members accountable for tasks.

3. Create a Rules & Regulations document that must be adhered to by current and future board

members. This document will be used as a guideline when certain decisions need to be

made. Once this document is finalized, updates can only be made with approval from all

board members.

4. Create a check and balance process to identify areas considered to be a conflict of interests

and/or unethical behavior

PROJECT COST

The evaluation project for Waldrop Farms HOA began in May-2014 and lasted for 7-months. A

daily rate of $500 was charged throughout the life of this project. The evaluator worked a

minimum of 30 hours per week. Refer to Appendix D for Customer Invoice.


APPENDIX A: Interview Questions

Board Members

1. How long have you volunteered on the board

2. When did you first notice problems on the Board of Directors

3. What type of problems have you observed

4. Do you believe changes need to be implemented

5. Do you believe other board members are committed to doing what is best for the

community?

6. What areas within the organization do you believe needs to be evaluated

7. Do you plan to continue volunteering on the Board

8. Do you have any suggestions for improvement? Is so, what?

9. Explain the duties/responsibilities of your board position

10. Since you have been on the board, have there been any discussions at board meetings to

address what each board position does

11. Do board members review financial records at each board meeting

12. Do you know who maintains supporting documentation for finances

13. Can you give me an example of a situation that you would consider to be a conflict of

interest

14. Is there a ‘Rules & Regulations’ document to provide guidance to the community and

board

Community / Homeowners

1. Are you pleased with the performance of the HOA Board of Directors

2. What areas within the HOA are you displeased with

3. Are there any changes you would like to suggest for the HOA

4. Are you willing to participate on the Board

5. Would you rather have the Board of Directors hire a Property Management Company

6. When was the last time you received a financial statement and/or operating budget from

the Board

7. How many HOA Community meetings have you attended over the past 2 years


APPENDIX B: Property Management Transition Checklist

NO# ITEMS LISTED IN HERITAGE EMAIL

1 Income Tax Return (2012 & 2013)

2 HOA Federal Tax ID#

3 Startup funds to open Association's Operating Account at BB&T

4 Owner Property Address List

5 Bank Statements (2013 & 2014)

6 Monthly Balance Sheet Statements (2013 & 2014)

7 Monthly Income Expense Statement (2013 & 2014)

8 Operating Budget (2014)

9 Assessment Information

a) Assessment Amount

b) Assessment Frequency

c) Late Fee and Interest

d) Due Date

e) Late Date

f) Collections/Lien Information

g) Initiation fee / Capital Contribution

h) Special Assessments (if applicable)

i) Payment Options (if applicable)

j) Loan Information (if applicable)

10 Delinquency Report & Prepaid Report thru end of month (if applicable)

11 Copies of Paid Invoices

12 Copies of Checks

13 Deposit History (2013/2014)

14 General Ledger Transaction History (January - November 30, 2014)

15 Homeowner Payment History

16 Vendor Information (contracts, vendor history etc.)

17 HOA Copy of Insurance Policy (with contact information)

18 Recorded Documents

a) Covenant & Bylaws

b) Rules & Regulations

19 Plats, Site Maps

20 Heritage Property Set-up Form

21 P.O. Box Address and Owner

22 List of Board Members

23 A/R History Payment Record


APPENDIX C: Board Past Decision-Making

Past actions taken by President that HAVE NOT BEEN beneficial to the Board or Community

1. Making decisions apart from Board Meeting (where all members are engaged)

Sending delinquent homeowners to attorney (without having board discussions)

Not following-up with attorney regarding delinquent account (overcharged by

attorney)

Requesting community landscaping services (before discussing needs with board

members)

A landscaping company has provided services for community (over 5 years) and the

board does not know the exact amount that is charged. Board has never requested a

yearly contract - listing a breakdown of cost and services

Past President and Treasurer making critical decisions (apart from the board)

Unauthorized payments to the President (Not approved by Community)

Not providing community with 2-3 quotes when selecting contractors / suppliers

2. Making decisions that are definitely a conflict of interest and/or unethical

Giving treasurer permission to maintain front entry floral (without board approval)

Giving treasurer authority to write checks to herself (signed by President)

Signing blank checks

Giving treasurer permission to repair front entry fence (without board approval)

Writing and signing checks to various board members (without proper

documentation)

Unethical handling of Community Day funds and Front Entry fence repair funds

3. Being Reactive vs. Pro-Active

When a homeowner notices a problem in community, if it is not an emergency that

needs to be addressed ASAP, the issue should be brought before the board. An

example of an emergency would be (squatters in a vacant home, water leak at front

entry etc.). In my opinion, a light that is out at the front entry is not an emergency.

4. Overall Management of the HOA

This is a business that is still performing critical tasks manually

No Financial Statements or Budget Reports

Bank Account (too many names on checking account)

Tracking homeowner dues, Finances (no accountability), no online banking, bank

deposit documentation not available etc.

Inadequate payment history for homeowner dues (No follow-up letters for unpaid

dues)

The President approaches homeowners regarding annual dues and /or infractions (in

lieu of mailing letter)

Board members lack key skills to operate and manage the HOA

No Check and Balance process exist


Payment of bills (not ALL board members know what has to be paid and how the

funds are distributed).

Monthly Financial Statements are not reviewed at board meetings.

Unauthorized names left on HOA accounts (Ga. Sec. of State, Bank account etc.)

Hand-delivering information to homeowners (in lieu of mailing)

Infraction Notices (Board needs to exercise fairness when distributing infraction

citations. The President exercises unfair practices.

No income taxes filed since inception of the HOA Board

5. Bias Treatment of some homeowners (need to be non-bias in ALL decision making)


APPENDIX D: Invoice for Payment

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