Board of Directors
Your current Board of Directors was elected this year during our first Board of Directors meeting in February. The first board was elected at the end of 2010 at our first meeting. The board below was elected for 2021.
Your current Board Members are:
- Terry Bodenhorn – President
- Kristen Nolen – Secretary
- Jim Rodriguez – Treasurer, Architectural Review Committee
- David Moriconi – Board Member
- James Richards – Board Member
- John Druhot – Board Member, Architectural Review Committee
- Ryan Augustine – Board Member
- Mike Robinson – Board Assistant
The board has a maximum of seven (7) openings. To serve on the board you must:
- Own at least one property in Oakbrook Estates
- Contact any board member or president@OakbrookEstatesChatham.com and express your desire to serve.
What Are Association Officer Responsibilities?
Oakbrook Estates Homeowner’s Association elects new Officers at he first Board of Directors meeting each year. The main Board officer positions include President, Vice-President, Treasurer and Secretary. Officers are expected to serve for one year.
The President serves as its chief executive officer and generally has all of the powers and duties of any president of any other corporation. These powers generally include, but are not limited to, appointing committees, calling special meetings of the association members, establishing agendas for all association and board meetings, and presiding over those meetings.
At the beginning of his or her term, the President should help the board define the association’s goals and establish a plan for achieving each of those goals, including periodic reviews during the year of goals and progress made toward meeting them.
To achieve the board’s goals, it is also important to establish procedures for conducting the business of the board of directors. At the beginning of each year, the President should schedule regular board meetings for that year, accommodating member schedules as much as possible. In addition, the President should lead the board in establishing a master calendar for the association that will include such items as board and regular association meeting dates and timelines for sending any required notices therefore, budget planning and approval time periods, vendor contract renewal dates, newsletter publishing dates, and dates for a community walk-through.
The President is responsible for the efficient operation of board and association meetings. As presiding officer, the President is required to:
- Call meetings to order on time and adjourn meetings at the appropriate time
- Announce business according to the prescribed order of business
- Recognize members who are entitled to speak
- State and put to vote all questions that are legitimately raised, and announce the results of all votes
- Maintain order through the meeting and rule on points of order
- Conduct the meeting expeditiously and in a fair manner
To ensure effective board meetings, the President should prepare an agenda and distribute it to the board in advance of the meeting. This will permit each director time to review it and ask questions or obtain additional information before the meeting. Relevant information and documents should be distributed with the agenda to allow directors to study issues and make informed decisions by the business judgment rule on matters handled at meetings.
The Board vice president shares many of the leadership and procedural duties with the president, including assuming the leadership role when the president is unable to do so. The vice president’s responsibilities include ensuring order is maintained during meetings and parliamentary procedures, ensuring a smooth flow of business and serving as an informed source about association rules, bylaws and governing documents.
The Secretary is the association’s chief information officer and bears responsibility for ensuring that the association’s records are created and maintained in accordance with state law and the association’s legal documents.
Aside from financial records maintained the association’s treasurer, the association’s Secretary maintains most permanent records of the association.
Records that an association must keep as part of its permanent records. These include, but are not limited to:
- Minutes of all meetings of the members and board of directors
- Signed consents evidencing all actions taken by the members or a board without a meeting
- Records of all actions taken by a committee in place of the board
- The membership list of all association members, including names, addresses, and the number of votes each member is entitled to cast
- Copies of the association’s articles of incorporation, bylaws, declaration of covenants and all amendments
- The association’s most recent annual registration filed with the Secretary of State
- Copies of resolutions adopted by the members or board of directors
- Copies of all written communications from the association to the membership as a whole during the past three years
The Secretary also should maintain copies of all correspondence received from members, as well as communications with third parties, such as vendors.
In addition to records maintenance, the Secretary also plays an important role in preparing for, and documenting, association meetings. Perhaps most prominently, the Secretary bears responsibility for taking minutes of all meetings (Board and membership), getting minutes approved, and distributing approved minutes.
Further, most association bylaws make the Secretary responsible for issuing notices on behalf of the board, such as notifying members about meetings. These notices generally must include the date, time and place of the meeting and, for special meetings, the purpose of the meeting. The bylaws typically establish requirements concerning the number of days’ notice that must be given to the members prior to a meeting and the method for delivery of that notice. The Secretary must ensure that meeting notices, proxies, ballots and/or consent forms to be used by the association are prepared in accordance with the documents and all applicable legal requirements. Otherwise, a meeting or association vote could be challenged or invalidated.
Although it is common for associations to delegate performance of many of the Secretary’s tasks outlined above to a management company, the Secretary remains ultimately responsible to ensure that his or her duties are properly discharged. For that reason, it is important that a newly elected Secretary familiarize himself or herself with the responsibilities of the role upon taking office.
Like the Association Secretary, the Treasurer may delegate many of the tasks for which he or she is responsible to the association’s managing agent; however, the Treasurer is ultimately responsible for ensuring that all of these tasks are performed properly. In light of this responsibility, the Treasurer should be familiar with the critical areas of financial responsibility.
The Treasurer should review a package of financial material before each board meeting. That financial package should include a balance sheet, statement of income, bank reconciliations, schedule of accounts payable, cash receipt and disbursements activity and homeowner delinquency report. If self-managed, the Treasurer may personally prepare these items or may use the assistance of a bookkeeper to do so. The Treasurer should give a presentation of the association’s financial position at each board meeting.
The Treasurer should monitor homeowner delinquencies and ensure the association’s attorneys and agents are pursuing the collection of delinquent balances in accordance with a collection policy established by the board.
The Treasurer’s major responsibility is to prepare the association’s annual operating budget. The budget process should begin as far in advance of the end of the fiscal year as possible. Prior year budgets serve as the historical basis for the current years’ budget. Delinquent assessment receivables should be analyzed to develop a realistic bad debt account and costs to collect delinquent amounts should be included in the budget. The Treasurer should inform the board when the budget and annual assessment are inadequate, regardless of the personal burden that may be created, and the Treasurer should recommend solutions, including assessment increases or special assessments when necessary.
As part of budget preparation, the Treasurer also should implement a replacement reserve budget and program, based on a long term capital reserve study, and ensure that funding is adequate. To establish a replacement reserve program, major capital assets must be inventoried to establish the remaining useful service life of those assets and their replacement cost. Typically, professionals such as consulting engineers are employed to assist in this process by preparing a “capital reserve study”. Once the study is in place, it should be funded annually through portions of the annual assessment and updated periodically. The association should update its reserve schedule every three to five years.