365 Tips: For Community Association Managers, Property Managers and Property Owners

By Tanoa Lynne Poirier

You have just passed the test to become a licensed community association manager. Congratulations! Now what? Where would you like to begin your journey? Have you considered what area of community management you would prefer? Would you like to manage vertical homes (high-rise condominiums) or horizontal homes (typically homeowner associations)? How about all age or active-adult communities? Are you interested in large or small communities? Are your prepared to manage staff, coordinate projects, assists in the preparation of community budgets? I know; it is a lot to think about right? You can do it!
Dive in for an idea of what you may experience as a practicing community association manager. I promise you it will not be boring!

• Language: English
• Publisher: AuthorHouse
• Release date: Jun 4, 2015
• ISBN: 9781504904773

Tanoa Lynne Poirier

Lynne Poirier is a practicing community association manager and real estate broker, celebrating her eighth year in business. She is the managing principal of Poirier Enterprises Inc., specializing in the management of community associations, commercial and investment properties, and individual residences in South Florida. A graduate of the University Phoenix with a bachelor of science degree in business management, she began her career in the financial services industry, working as an inside mutual fund wholesaler for Dreyfus Founders Funds and was promoted to regional sales manager for the East Coast, with a sales territory of Maine to Miami. Due to the heavy travel requirements, she changed careers and earned her real estate and community association manager licenses in Florida and started a business with her husband, Robert Poirier, a licensed general contractor. She currently resides in Delray Beach, Florida, with her husband and their furry four-legged adopted children.

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© 2015 Tanoa Lynne Poirier. All rights reserved.

No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means without the written permission of the author.

Published by AuthorHouse 06/03/2015

ISBN: 978-1-5049-0475-9 (sc)

ISBN: 978-1-5049-0476-6 (hc)

ISBN: 978-1-5049-0477-3 (e)

Library of Congress Control Number: 2015905111

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and such images are being used for illustrative purposes only.

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Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

CONTENTS

Foreword

Introduction

The Manager

The Board Of Directors

The Management Staff

Meetings

Managing The Property

Landscaping

Reporting

Communication

Committees

Owners And Residents

Rules And Covenant Enforcement

The Social Life

Recommendations

I give thanks and glory to God

in the name of my Lord and Savior,

Jesus Christ

and

Thank you to my husband Robert

for

choosing me to be your wife and taking this journey with me now

and in the ages to come……..

FOREWORD

Everyone has a different style of management. The manager dictates the tone of the management in terms of how the staff will be managed, vendor relations, board interaction, resident relations, scheduling, availability, and level of community involvement….just to name a few.

INTRODUCTION

Imagine yourself at a desk in a large, well appointed office with plenty of staff to support you. They are all experienced, skilled professionals ready to tackle the next big project. You work with a cohesive Board of Directors who work well as a group and are motivated to get things done. The residents, for the most part, are happy although they have occasional issues that they patiently wait to be resolved. You are valued, appreciated and richly rewarded.

Wake up! You were dreaming.

Although you will likely not experience the dream staff, cohesive board or have the most patient residents, property management is a great profession. It is designated as a profession in Florida. Different States will have different licensing regulations. As of 2012, Alaska, California, Connecticut, District of Columbia, Florida, Georgia, Illinois, Nevada, and Virginia have all adopted various forms of regulations that govern community association managers. In your role as manager, you will be responsible for the enforcement the association documents, and the health, safety and welfare of the common elements of an Association (people and property) including the Association financial assets. It is a fiduciary position; a position of trust.

Regulating community managers is a trend that seems to be increasing in popularity for obvious reasons. The following states have begun to consider how to regulate community management companies and managers: Colorado (very soon), Maryland, Michigan, New York, New Jersey, North Carolina, Pennsylvania, South Carolina and Wisconsin.

As the owner of Poirier Enterprises Inc., a property management company, I speak with many newly licensed property managers who believe they understand how to manage a community association because they have passed the test and they have some management experience in another industry. It does not necessarily transfer. Community association management is different from everything else. It is my hope that this book will give a sense of how to navigate some of the issues you will likely encounter on the job. This is not a how-to book. It may help you understand what to expect on the job. Simply speak to any property manager and they will have similar experiences to share. Property management is a rewarding, exciting and challenging career. If you are interested in pursuing a career in property management and you do not like people, please choose another career path. Put the book down and walk away.

You will need patience, commitment, caring, empathy, management and financial skills, a desire to solve problems, and a very thick skin! You will be required to manage projects large and small, resolve disputes, ask for money, enforce rules, supervise vendors and sub-contractors, prepare reports, perform inspections, and manage staff all before lunchtime!

Should you choose to be a property manager, you will not be bored. You will have the opportunity to help people, solve problems and make a real difference in the lives of the residents in the community. Every day will present a new set of challenges and opportunities.

Endeavor to be respectful of other people and their property. It’s not about you. Remember: strive to maintain balance in your professional and personal life.

Enjoy the journey……

THE MANAGER

Choose Your Style, Set the Tone

What style of manager will you be?

The manager sets the tone for how the management staff responds to the board, the residents, guests and vendors. How the office staff is perceived may be a direct reflection of the manager’s style, attitude and behavior.

If a manager is dissatisfied and a chronic complainer, the staff will believe it is acceptable to behave similarly. They will not just limit their murmuring to the office; it will leak out in their dealings outside of the office. On the other hand, if you are a manager who is optimistic, knowledgeable and confident, the staff will likely be influenced positively.

You should decide now. Set the tone for how you want to spend your day. What will people sense when they enter the office? Tension? Anger? Stress? Confidence? Warmth? Hospitality? As the leader, you will greatly determine the tone for the office and, by extension, the community.

No management assignment is ideal. You will have to continually work at smoothing out the wrinkles of the day. Address concerns, respond to complaints, repair hurt feelings, don’t hold grudges, endeavor to improve communication, and set a positive tone.

THE MANAGER

1.   Read the Governing Documents

One of the first tasks should be to read the association governing documents! You need not commit them to memory, but you should read them all (including the Plat Plan and Articles of Incorporation). A great suggestion is to add a printable, self-adhesive tab to the pages that you will refer to regularly (ex. annual meeting dates, quorum requirements, association responsibility for maintenance repair and replacements, owner’s responsibility, and architectural alterations rules). Get out your favorite colored highlighter, (I like pink) self adhesive tabs, and start underlining, highlighting and adding labeled tabs to the important pages you will refer to again and again.

2.   Present Professionally

A property manager is a serious, professional position. Present yourself in a manner befitting the position. Set a good example for the staff. You don’t have to purchase a new wardrobe, but leave the jeans and flip-flops for after work or the weekend.

3.   Ask the Attorney

Don’t hesitate to utilize the association’s attorney for any issues needing clarity. Do not just wing it. Licensed or unlicensed Community Association Managers are not authorized to practice law. Resist the temptation to interpret or explain laws or statutes. Get an attorney opinion on easements, large contracts, rules and regulations, document changes, owner disputes, or any issue that may pose a risk liability to the Association.

4.   Complete Community Projects (Don’t Procrastinate)

What projects do you and Board of Directors want to accomplish in the next quarter, six months or next year. Put pen to paper and write down the goals along with a timeline for completion and project costs. Gain consensus, get it on the calendar and get it done!

5.   Shed and Shred

Stop making piles. You don’t need to keep every piece of paper in twelve different places. Keep important, official documents accessible in electronic form. If necessary, keep one hard copy. Shred the rest. Clear your desk, tables and floor. You will feel and think better with a clutter free environment.

6.   Attend All Annual Meetings and Elections

Check the association documents for the date, time and location of meeting. Work with the association legal counsel, and your Board of Directors to prepare the annual meeting and election documents. Allow plenty of time for planning and mailing notices. Prepare forms well ahead of the first notice to alleviate unnecessary stress and avoid needless mistakes. Prepare a template for ballot forms, sign in sheets, notices, proxy forms (with stamped and addressed return envelopes) voting certificates and the meeting agenda. We recommend having the attorney prepare the meeting notices; they will have the most current information and statute update(s). Enlist the help of support staff, peer managers or community volunteers to help with the meeting.

7.   Budget Preparation

The typical process for creating a budget is to begin at a zero basis. Begin looking at the next year’s budget in July by reviewing the June financials. Look at the monthly run rate(s), and year-to-date expenses taking note of any over/under budgeted line items at the 6 month mark. Make sure you understand any unanticipated expenses that may have pushed the line item over budget. Conversely, scrutinize the line items that are under budget. Was it poor forecasting, or are there planned projects yet uncompleted? Take into consideration the current year’s budget (surplus or deficit), current revenue, current expenses (contractual and ad hoc), future goals and projects, reserves for replacements, payroll and benefits, insurance, anticipated legal fees (collections and general counsel), permit and licensing fees and do not forget accounting and audit fees. Solidify the audit contract with your CPA firm. You may get a discount for multi-year commitments. Now add, subtract, multiply and divide. Remember: The path is math.

8.   Check Writing and Invoice Processing

Determine with the Board of Directors, the property manager’s spending limits for repairs, maintenance and emergencies. For non-contractual expenditures, limit spending to the