A facilities management agency is a cake ordered off the shelf. An in-house facilities management team is a cake baked at home— often by greenhorns, certainly the case in the beginning. The latter obviously calls for a greater outlay of energy and time. But the icing on this cake is thicker, double-layered. Layer one: owners at a gated community that opts for this bold arrangement, actually begin to “own” the space, every jot of it. Layer two: the facilities management team they put together, handpicking workers and assigning them to roles, can be won over in ways that a team sent in by an outside agency with a human resources roster, cannot be. The workers are likely to be in for the long haul. And as time rolls on, the possibility of workers rising to the status of trusted lieutenants increases.
One finds this possibility illustrated with arresting images by the flood experience of The Central Park South (TCPS) in Sholinganallur in 2015. The workers pitched tent at the gated community. If it were dry harbour they were looking for, these workers could have found it elsewhere. They stayed at the community — occupying vacant flats — in the days after the floods to ease the challenges it faced. Remember, there were places on earth dryer than TCPS: at this community, vehicles were marooned, some gulping rainwater all the way into their engines.
The fact that even now workers are offered places downstairs where they can stay and cook, and an AC room for a dash of comfort, proves offering shelter to them during floods is not a calculated, self-serving move.
At Bollineni Hillside
“They are not servants. They are helpers,” says Rakesh Ohri, president of the TCPS Owners’ Association, his conviction crystallised by the memory of many difficulties surmounted, and achievements scaled, all because these workers went the extra yard. Rakesh notes that when the managing committee is running the show, dignity of the workers can be safeguarded more easily. Residents are instructed not to scold workers; complaints are handled by the managing committee to maintain respect. He is of the view that a facilities management agency would not give this instruction to residents with the same emphasis.
A yard for a yard — that is how it works. Loyalty is earned and goodwill returned. Rakesh notes that one sign of a happy workplace and even loyalty is that on an average, a worker stays on the team for 10 to 11 years.
If a worker hits a rough patch, the Association extends a financial lifeline — advances with a flexible repayment plan stretching up to a year. “Some repay earlier, some take the full period. And if they genuinely can’t pay for one month, we grant an extension,” explains Rakesh. Health insurance is another non-negotiable thread in this safety net. A group policy covers all workers. What is done for these workers in their darkest hour, returns as burnished loyalty.
“One of our plumbers lost his 25-year-old son recently to leukaemia” — the association had banded together to help the family with medical and other expenses.
Workers join residents in festivities, breaking bread and thereby, barriers. “We do Dandiya, and on May Day we arrange free food,” says Rakesh. “During Diwali, we arrange short eats and programmes. They are encouraged to participate in that.” In these shared moments, the line between “worker” and “resident” blurs into a sense of a joint family.
Some communities grasp what a team formed and installed by them can do for them, but baulk at taking the exercise all the way to the finish line.
The Central Park East — a hop away from TCPS — follows the same script but with significant tweaks.
“We have seen the South’s model — it is very structured and policy-driven,” says Sujatha Y, Secretary of the Owners’ Association. “Here at Central Park East, we are a bit more flexible. We hire some people directly, but also use a contractor, especially since crossing the 20-employee mark triggers statutory compliances.”
Different strokes for different folks, indeed! East does have a group insurance option for workers it has appointed, but cares for the absolutely helpless through non-institutionalised aid.
“We have elderly gardeners with no bank accounts or family support,” Sujatha says. “We make sure they are looked after.” Financial help here is often personal and spontaneous, with residents stepping up to support the workers in paying their children’s education fees or medical bills. 3. Some community members contribute to programs supporting children’s education, e.g., treasurer’s family trust aiding economically weak children with minimum 60% marks.
At Navin’s Maris Dale in Semmancherry, Arokya Inian shares a unique way their community cultivates bonds. “We have garden spaces with fruit-bearing trees, and the harvest is shared with our workers,” he explains. This gesture isn’t just about food — it is about sharing the fruits of collective effort, fostering dignity and connection.
They have also embraced sustainability: recyclable waste is collected and sold, and the proceeds distributed among workers to cover minor expenses such as tea and refreshments. It is a small but meaningful way to say, “We’re in this together.”
At Bollineni Hillside in Arasankalani, the owners association has made arrangements for staff to live onsite in dorms. It is a win-win situation. The need for daily commuting has been struck off the list for the staff who avail this option. And for the residents, there is 24/7 availability of workers for urgent repairs. Staff receive group medical, life, and accident insurance. And the owners association has introduced a system of incentives to motivate the staff to do quality work.
Secretary K. Thirugnanam highlights another key aspect of this arrangement: easy knowledge transfer through mentorship. For example, experienced electricians train apprentices, creating a pipeline of talent that is clued into the unique power system within the community.
The challenges
In this scenario, committee members do not just step into the shoes of a facility management services provider, but wear an additional pair of shoes over the ones they are already wearing. A majority of them do this work in the midst of another work, one that puts bread on their table. In some seasons, the added responsibility can get overwhelming.
At Bollineni Hillside, Thirugnanam explains: “For example, in May, despite my responsibilities as a government advocate, I dedicated all my time outside of court to association work — covering recurring maintenance, new developments, public relations and government liaison.” He emphasised the workload intensifies during certain periods, such as the rainy season, which requires additional planning and precautionary measures.
At TCPS, Rakesh notes that while many members have day jobs, two or three of them form the core committee are involved in daily operations. “I do not have a day job. Two or three of us do not. One is a housewife who also has other commitments such as singing. So, these responsibilities are managed as and when required.”
Rakesh underscores the advantage of digitalisation: “Everything is online — we can do it from anywhere. All our vouchers and accounting are handled online. Even auditing is online.”
Thirugnanam underscored that while the work is demanding, the commitment to maintaining a harmonious and efficient community drives the team to persevere despite these challenges.
Published – June 05, 2025 10:26 pm IST