The Grange Homeowners Association is a nonprofit mutual-benefit association that operates for the long-term benefit of its member residents. We are governed by a volunteer Board of Directors, elected by fellow residents at the Annual General Meeting.

What does it mean to be self managed?

The Grange does not have a management company to oversee the daily operations of the homeowners association. All operations are managed by a volunteer board. Some of the duties managed by the volunteer board include administration of meetings, invoicing members, collections, accounts receivable/payable, development/delivery of maintenance contracts and managing complaints. Without a volunteer board, The Grange Homeowners Association would not exist.

The Grange community consists of fewer members than most homeowners associations with only 1078 properties. To make this association viable, keep fees to a minimum and increase the aesthetic appeal of the neighbourhood a volunteer board is a necessity. We are proud of where we are today which is why we have shared our history. We also hope, that through reading our history you realize how important it is to get involved.

Our History

The Grange Home Owners Association (GHOA) was created to provide a means to collect funds so that the general areas of the community could be maintained. Among the directives the GHOA was pursuing were painting the fences on the main routes through the community, maintaining the flower gardens on the street islands and possibly adding dispensers for dog bags as seen in other communities. The GHOA originally started out with great momentum. A web site was created, we acted as a community association for several years until the Glastonbury Community Association was created and we provided regular updates in the community.

At the end of 2008, the entire country was impacted by the financial downturn. At the same time, we had our last Annual General Meeting (AGM). When the meeting was held, only 21 people from a community consisting of 1078 properties. The general discussion centered on if there was value in continuing the homeowners association. No one attending the meeting from the public was willing to become an executive member or general member of the board. The extent of new participants was the two people who volunteered to provide non-professional auditing services for the 2008 year end, but that was the extent of interest in the GHOA. The President of the homeowners association had been involved since 2004 and had already been in the president position over two terms. The treasurer and one of the other board members were in similar situations. Essentially, all the executive had served well past a reasonable time period but there had been no new persons elected to continue the momentum. All the other members on the board had previously simply stopped attending, became busy with their lives or not returned any further requests to be involved.

Prior to this, the GHOA had completed two invoice periods of which less than half of the owners within the GHOA jurisdiction had responded and paid their fees.

The original members of the GHOA in the first term (2004-2005) had been involved in an audit of the GHOA books. The provincial government had indicated that their “Statement of Audit” was insufficient to process the GHOA’s yearly financial submittal. At the time, the GHOA was notified, the members who had completed the Audit in 2005 had long since left the community. On numerous occasions, contact was requested of the individuals but the Association was unsuccessful.

In 2007 we had also hired a property management group to keep track of all the invoice payments and correspondence from the lawyers. At the time they were to maintain records of all payments from all properties on an excel document created by the GHOA from which future invoices would be generated. The property management group was also to handle all mailings and notifications to the GHOA members.

The filings following that time period were complete and accepted but as the GHOA did not have a professional auditor to redo the 2005 submittal on September 2, 2008, the GHOA received notification that the association was going to have their certification revoked as they had not resubmitted the correct forms to verify an audit in 2005. (We have the original signed statement from the 2005 GHOA auditors if requested).

At the end of 2008, the board started to look for an accounting firm to complete the audits of the 2005 statements. We were challenged as we were trying to minimize the costs of a professional financial audit. During this time period, other developments within the Grange community were started and some were being completed. As the developers completed their developments they wanted to hand the covenants and titles over to the GHOA but we were unable to act upon changing title or invoice until the association was restored.

In the fall of 2009, we had established a retainer with CASKEY & COMPANY LLP to complete the audits for the association. The actual audit work was not completed until the spring of 2010 and the association was not re-established until the fall of 2010. To re-establish the association required significant
work by the firm Parlee McLaws LLP. They were also involved in registering and transferring the title of all the new properties built within the Grange community since 2008 that had been placed on hold until the time the association was reinstated.

Between work by the accounting group, legal fees and fees for the assistance from the property management company, the GHOA had exhausted their funds. A commitment was made by both the accounting and legal firms to continue their work based on the fact that the association would proceed
to invoice for the years from 2007 through 2010 and conduct an AGM in 2011 to elect a new board.

At the end of 2010, an accounting group was retained to prepare the statements and collect fees for the association for the previous years. This fee collection was successful. Over the next 8 years, the board has slowly taken on more responsibility resulting in a board that manages the daily operations of the homeowners association, outsourcing only a few services. This has resulted in the HOA having sufficient funds to take on many projects including fence painting, mulch replacement, summer landscaping, erection of entrance banners and development of a reserve fund.