A one-page status overview and 20 questions for the board
In this article
By a status overview we mean here the board’s up-to-date understanding of what condition the building is in, what risks are involved and what lies ahead in the next few years. To maintain it, the board and the property manager should agree on what is monitored at meetings, gather the information into a concise summary and look for gaps in knowledge by asking the right questions.
The law does not use the term status overview, nor does it prescribe how the board should gather information. However, the board must prepare its decisions carefully, and that is difficult without an up-to-date overall picture.
What makes up a status overview
A status overview is not a single document. It emerges when information from different sources is combined: the financial statements describe the finances, the maintenance needs report (kunnossapitotarveselvitys) the future needs, maintenance reports the work done, the repair history the past, residents’ reports everyday problems and technical surveys the building’s condition.
The maintenance needs report is an important part of the whole, but it is prepared once a year and gives the board’s assessment of needs over the next five years. A status overview should be updated more often than that, because a building changes all the time. Many expensive repairs start with a change that was not noticed in time.
What the board needs to see at every meeting
Technical situation. New observations and damage, faults that are still open and risks raised by rounds and inspections.
Maintenance work. Which work is in progress, which has been completed, which is delayed and which is awaiting a decision. When the list is visible, nothing gets forgotten between meetings.
Finances. How the budget is being met, significant deviations, and the financial impact of current and upcoming projects.
Risks and safety. For example, an ageing roof or facade, recurring leaks, fire safety shortcomings, obstructed emergency routes, inadequate lighting and slippery walkways. Accidents and near misses are also worth reviewing.
Consumption. An unusual increase in energy or water consumption can indicate a fault, an adjustment problem or a leak.
Open decisions and the year ahead. If the same matter keeps coming back to the table from one meeting to the next, there is usually no clear list of open matters. Upcoming surveys and investments belong here too.
Everything on one page
At its best, a status overview fits on a single page that is sent to all members before the meeting. It shows the building’s condition, open maintenance work, significant risks, findings from rounds, key financial figures, consumption and upcoming projects. It is also good to note what is not yet known, who is responsible for the next step and when the matter will be revisited. When the meeting starts from this page, time goes on decisions rather than on hunting for information.
The page needs to be based on recent information. How to read condition reports, and when old information is no longer enough, is covered in the article on monitoring the condition of a housing company’s buildings.
Many problems show up first inside the apartments: as signs of moisture, leaking joints or blocked floor drains. The law does not require regular apartment inspections, but without visits to the apartments the status overview is missing the part of the building where people actually live.
20 questions for the board
The questions are a practical tool, not a statutory checklist. They help the board see how well it knows its own company.
The building and its condition
- What condition are the buildings in? Age does not tell you the condition, and the fact that “nothing serious has come up” is not a condition assessment.
- What are the company’s five biggest risks right now? They may relate to structures, pipework, electrics, moisture, fire safety, finances or contracts.
- Which parts of the building need action within the next five years?
- What might the upcoming repairs cost? A rough cost estimate is better than no estimate at all.
- When were the pipes, facade, roof, windows, electrics and ventilation last repaired?
- Which problems keep recurring? A drain that keeps blocking or the same fault in many apartments should be seen as a whole. See housing company fault history.
- Which matters are unresolved? Separate those that are resolved, in progress, being monitored and not yet investigated.
Finances and contracts
- Do you know the company’s finances as a whole? A building in good condition can have weak finances, and strong finances can go with a large repair backlog.
- How much debt does the company have, and what financing needs are coming up? You need to understand how a loan affects charges and future investments.
- Where do the largest annual costs come from, and are there any anomalies?
- Do you know the main points, durations and notice periods of the maintenance, cleaning, property management and energy contracts?
- What does the maintenance contract cover, and how does the maintenance company report its observations?
Systems and preparedness
- What kind of ventilation system does the building have, and how is its maintenance organised?
- What condition are the stairwells, basements, storage rooms, saunas, technical rooms and yard in?
- What happens in the event of a power cut, water damage or a heating failure, and how are residents informed? Is the rescue plan up to date?
Quality of information
- When was the building’s overall condition last assessed?
- Are decisions based on information or on assumptions? “This is how it has always been done” or “the maintenance company said everything is fine” is not enough on its own as a basis for a major decision.
- What needs to be investigated next? A sensible next decision may be to commission a survey rather than go straight to an expensive repair.
- Which things could quickly become expensive? A slowly developing shortcoming is less urgent than a fault that can suddenly cause extensive damage.
- Could you explain the situation to a new board member without them having to piece the picture together from different people over several months?
What the answers tell you
If the answer to many of the questions is “we don’t know”, there is not necessarily anything wrong with the housing company, but there are gaps in its knowledge. Once they have been identified, things can be prioritised: some need immediate action, some go into next year’s plan, some are monitored and some need more information first. The board should also know where to find the articles of association, financial statements, minutes, contracts and technical surveys; more on these in the article on housing company documents.
Frequently asked questions
Is the status overview a statutory document?
No. Statutory documents include, for example, the financial statements, the annual report and the maintenance needs report, which the status overview draws on.
Who puts the status overview together?
The board is responsible for the company’s administration and for organising the upkeep of the property. The property manager usually plays a central role in gathering the information.
How often is it updated?
In practice, it is worth reviewing the status overview at the board’s regular meetings and updating it after every round, condition assessment and condition survey, as well as before the annual general meeting.
This article provides general information and does not replace case-specific legal or technical advice.
