Board Dos & Don’ts  Continued From Page 15


history of the community and the reason that certain items may seem unaddressed. Check your reserve study. It is an optimal tool to provide a snapshot of the association’s financial health and can be used to assist in the multi-year planning to care for and replace major components. An experienced manager will remind you that association goals are a marathon and not a sprint.


Know what the board’s goals are for the association.


Don’t


Fall into the power trap. Having someone refer to you as the honorific


of President/Treasurer/Secretary can be a heady thing. Especially if another board member was persistent in recruiting you to lend your skillsets to the association. Being objective is crucial. Some directors will find themselves in a situation where they may be tempted to let the “nice neighbor” get a pass on a violation, yet, will come down like Mjolnir (Thor’s hammer) for the very same violation made by a different neighbor who handed out raisins at Halloween. While the board’s discretion may allow for a case-by-case consideration in these matters, it’s important that decisions are impartial and do not smack of favoritism in enforcement.


Don’t give the “nice neighbor” a pass on a violation, and then come down like Mjolnir (Thor’s hammer) on the crabby neighbor who gives out raisins at Halloween.


Do


Be objective. Understanding that this role means you agree to serve the association’s best interest


as a whole. No one wants their neighbors to be upset about assessment increases, but the board has a responsibility to ensure that the association has adequate income for both the operating and reserve accounts.


Be objective. You have to serve the association’s best interest as a whole.


As upset as you think someone will be about a 4.5% fee increase next year, you can bet they will be considerably


16 Community Associations Journal | November–December 2022


more upset that the reserves are not adequate to make a major replacement when a component reaches the end of its useable life and a special assessment becomes necessary.


Neighbors will be more upset if the reserves are not adequate when a component reaches the end of its useable life and a special assessment becomes necessary.


Don’t


Put off important decisions. Everything from regular maintenance, to collecting


on delinquent accounts. Does your association have a maintenance calendar that has more than just landscaping and janitorial services? If not, reach out to your manager and schedule a time that is convenient for you both to map out the items of priority for the association and get a reasonable timeline in place that allows enough room to get projects handled without having it become a last minute rush.


Don’t put off important decisions. Everything from regular maintenance, to collecting on delinquent accounts.


Do you have a collections process in place? Don’t wait until someone is six months in arrears to think about adopting one. Do you have a directors code of conduct? Adopt one now, before the next election to establish the expectations of what is and is not acceptable for director behavior.


If you are a seasoned director, be patient with new board members.


Final Thoughts For Seasoned Directors


One final item, it can take a little time for new directors to learn the ropes to become effective. If you are a seasoned director, be patient with the new members of the board until they get their footing and guide them to check out the WSCAI website and prior issues of the Journal for valuable information while they wait for the next training opportunities.


*Please note, the suggestions in this article are general and not intended as a substitute for your management contract; nor is it to be construed as legal advice.


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