Now we demand they give all their information and depending on the situation smile for the camera ...
I'm old now, they don't :(
It didn't help that the LLM was confidently incorrect.
The smallest things can throw off an LLM, such as a difference in naming between configuration and implementation.
In the human world, you can with legacy stuff get in a situation where "everyone knows" that the foo setting is actually the setting for Frob, but with an LLM it'll happily try to configure Frob or worse, try to implement Foo from scratch.
I'd always rather deal with bad human code than bad LLM code, because you can get into the mind of the person who wrote the bad human code. You can try to understand their misunderstanding. You can reason their faulty reasoning.
With bad LLM code, you're dealing with a soul-crushing machine that cannot (yet) and will not (yet) learn from its mistakes, because it does not believe it makes mistakes ( no matter how apologetic it gets ).
Bad human code to me is at least more understandable in what it was trying to do. There's a goal you can figure out and fix it. It generally operates within the context of larger code to some extant.
Bad LLM code can be broken from start to finish in ways that make zero sense. Even worse when it re-invents the wheel and replaces massive amounts of code. Human aren't likely just make up a function or methods that don't exist and deploy it. That's not the best example as you'd likely find that out fast, but it's the kind of screw up that indicates the entire chunk of LLM code you're examining may in fact be fundamentally flawed beyond normal experience. In some cases you almost need to re-learn the entire codebase to truly realize "oh this is THAT bad and none of this code is of any value".
But like all such initiatives it vanished as it's hard to show how awesome it is and your average engineering manager's incentives are not to make support (the red headed step child of most orgs) better :(
It should apply to sales too. I often tell this story:
I was working tech support and a sales guy calls me up and says "Hey my customer is upset that you haven't fixed their problem." I look it up and it's a Priority 3 problem. I tell them, "I have 5 P1 tickets, 12 P2 tickets, and more P3 tickets." (Gave them a run down on our response metrics and so on too.)
They tell me to make their customer's ticket a P1. So I do.
They call back an hour later with the same complaint. I tell them "I have 6 P1 tickets ...."
I eventually got that sales guy and his customers taken care of and gave him a bit of an education on the processes and how to run through the escalation process more effectively. Even so it's amusing how hard it is for folks who don't juggle things like that to understand how that works.
Honestly, the amount of money you have in reserve, plus the list of amenities you list, makes it sound like the HOA has been sitting on a spigot of endless cash for a very long time and finding nice-to-have things to justify the continued fees.