By Tom Markell, AMS, PCAM Tom is the vice president of the High-Rise Division at Cardinal Management Group, Inc., located in Woodbridge, Virginia. He has been engaged in management of community associations since 2001 and has been with Cardinal for 15 years.
Avoiding the
F
Traffic Jam
or those of us in the DMV area, traffic problems are a way of life. However, if everyone were to follow the proper traffic rules, be considerate and respectful of one another, and take actions as simple as staying in the proper lane, much aggravation and delays could be avoided. Knowing when to merge and how to properly do so would believe it or not, result in a smoother continuance of speed and reduced congestion. This analogy can often apply to the world of community associations. Often, there can be confusion among volunteers, association management professionals and other service providers. There are many moving parts in managing the operations and day-to-day business of community associations.
Through clear communication, cooperation and clearly establishing roles, responsibilities and lanes, many problems and much confusion can be avoided. The result of “staying in your lane” provides for a more well-managed community where volunteers and management feel empowered, experience less stress and greater success. Association counsel, 28 | QUORUM
outside CPAs, committee volunteers, and many others working on behalf of the association have a part to play. For the purposes of this article we will be focusing on Board members, management teams and service providers. The primary responsibilities of the board include creating policies and providing direction for the Association. The Board, if professionally managed, should be relying on their Management agent to carry out these policies and directives. To accomplish this, Management will work with many service providers to ensure the will of the Board is accomplished. All involved can help facilitate the success of the Association by adhering to a few, “traffic rules”.
Board:
• Provide committee volunteers with clearly defined charters defining their lanes (avoid micromanaging or participating in the committees other than liaising). • Appoint a single point of contact to liaison with management between board meetings.
Management: • Communicate clearly, often, and effectively to your boards and membership. • Set realistic expectations, meet your deadlines, and honor you commitments. • Be an active participant in board meetings. Do not run them. • Be a resource to the Board and community volunteers. Share your knowledge and expertise.
• Communicate clearly, often and effectively to the community (avoid the social media potholes!)
• Proactively address concerns, planning and challenges, bringing important matters to the Board’s attention in an open and transparent fashion.
• Have a working knowledge of the governing documents and applicable statutes.
• Encourage education and training through CAI.
• Prepare for board meetings (don’t review your meeting material for the first time at the meeting. Be sure to ask management questions in advance to allow time to research).
• Correspond with and manage the service providers and ensure contract terms are met.
• Rely on the professional you have selected and make sound business decisions (avoid micromanagement).
• Communicate clearly, often, and effectively to management.
Service Providers:
• Honor the terms of your service agreement.
