There are also sections in the checklist for the Bookkeeper, the Association Manager and his/her Assistant, Records Coordinator, and, if applicable, a Website Administrator. All of the items in these sections will vary slightly depending on your needs. I suggest sitting down with a representative from each area who will be handling tasks for the community and ask them what is needed when a new community comes into the fold. This will give you a starting point for your checklist. Over time, you may fine-tune the list until you get one that works best for your needs.

The last sections are checklists of the different types of documents that you’ll receive: Governing and Corporate Documents, Financial Information and Property Information. I’ve listed everything I could think of in my checklist and left plenty of space to write information not already included. This section is extremely helpful in familiarizing the Manager with their new community.

Of course, going through all the documents received for a new community is a lot of work and can be very repetitive. Going through years of financial information can make it hard to stay awake! I try to think of it as a game of hide and seek. What information can I find that will make the Manager’s / Bookkeeper’s work more productive? There have to be nuggets of information lurking somewhere in those stacks of papers!

Okay, I’ve talked about what to do when you take on a new

community. What about when a community leaves? Well, surprise, surprise, I have a checklist for that too. Good news, though! This one is a lot shorter than the other one!

It includes things like: a. Noting the new management company’s contact information and the date the records will be picked up.

b. Letting the Bookkeeper, the Manager, the Receptionist and Records Coordinator know of the association’s exit, the effective

date and the new management company’s contact information. If you have an answering service for after-hours emergencies, they will need to be notified of the change as well and be given the contact info for the new management company (we don’t want to delay any emergency response).

c. Gathering up all the documents (both physical and electronic) from offsite storage, in-house archives, as well as the Bookkeeper and Manager files – including all keys, fobs and plat maps. We take the time to inventory everything that is being transitioned. It’s an easy way to see if something is missing.

d. Generating reports (as of the transition date) for owner account histories, open and closed architectural change requests, compliance issues, late letters, gate & entry information, etc. Include any operating and maintenance manuals you may have as well.

e. A notation to memorialize the check(s) given to the new management company for the community’s operating and reserve accounts.

Remember to include the items that need to be done to remove the client from the company’s records!

All of this seems to be very detailed and time-consuming and, to tell you the truth, it is. However, when you compare it to the frustration and waste of time for all parties when only partial information is given / received and the missing info has to be tracked down, the extra effort makes the entire process much easier and more productive for everyone.

By and large, the management companies I’ve dealt with over the years have realized that smooth transitions (whether for incoming or outgoing clients) are just part of the responsibilities we have in managing our wonderful associations.

19