5. Investing Time

Managers work around the clock, working a full business day and then attending evening meetings and responding to  Condominium Association, is impressed by Kristen Ledbetter of Trestle Community Management’s “willingness to work evenings and weekends to complete her efforts to support” the community.

6. Knowledge of Vendors

Communities need a lot of work to keep them operating and attractive. Managers like Johnathan, who “has a vast number of vendors to draw from,” help communities like Ashley House         familiarity with reputable contractors and service providers in the industry also helps ensure that associations do not get taken advantage of when contracting with a vendor.

7. Punctual and Prepared

Managers like Aimee keep things moving by showing up on time and having the materials needed to get to work during board and community meetings. “What impresses me even more is that ours is only one of her properties,” says Linda. While it is difficult given their heavy workloads, managers who stay on top of their professional commitments are managers who boards like to keep around.

8. Professionalism

Having a professional manager better helps an association operate like a well-run business. This is critical, since boards are in charge of wisely using owner assessments, and often deal with significant community budgets. Rod credits Cameron’s “more professional approach” to helping reassure his association that things are running smoothly and in accordance with best practices. A professional attitude when interfacing with owners, who sometimes can be less than polite, also ensures that if a dispute ever escalated to litigation, the association will be able to prove that it took the high road even when invited not to do so.

9. Familiarity With Governing Documents and Laws

 their strong working knowledge of the associations’ governing documents and community association statutes. This allows Ann to “provide very quick analysis and guidance,” says Jan. Managers who are familiar with the covenants and laws are also able to efficiently identify the issues and pertinent citations when interfacing with association counsel, keeping costs down and increasing the likelihood of prompt, accurate legal analysis. 21

10. Responsiveness to Board and Owners

Jan notes that boards including her own are often made up of “working professionals who often travel and have other demands that can interfere with being as responsive to board business as we would like” Delays in responsiveness can make owners feel like their needs are not important, which causes them to lose trust in the association. That’s why board members appreciate managers like Ann who provide the communication connection between owners and the Association, so owners can receipt prompt feedback for things like architectural requests and complaints about non-compliance. Manager responsiveness to board needs is also invaluable, as postponing  of water damage that needs mitigation.

11. Engagement

Managers who are actively involved in the matters faced by an association—rather than, say, just forwarding emails with a “what do you want to do about this?” tone— help their boards                  the issue, discussions any limitations or requirements affecting the Board’s action, and offers suggestions.” Key to providing good management advice is an understanding of how other communities have approached similar problems.

12. Bookkeeping

Boards are entrusted with the association’s funds. Incorrect figures result in the need to send out new notices and incur other additional costs. Managers like Kristen who are savvy number-crunchers reduce the chances of calculation mistakes, which are critical when drafting budgets and working with counsel to collect delinquent assessments.

As the list above shows, managers contribute a lot both behind the scenes and front and center to make sure associations successfully overcome challenges and create a welcoming, functioning place to live. If you work with a manager as an employer, board member, owner, or business partner, take the time to let them know that their efforts are appreciated. (Also, take the time to let their boss know.) Managers are on the front lines working to protect and enhance the interests of the associations they serve, and it is important for them to be recognized for all the hard work they do.

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