T
he question to be answered, but which is seldom asked, is: “What are the best ways of getting things accomplished?” Many boards opt to use professional management companies. The services available from professional managers can be extensive, from collecting assessments to repairing sidewalks, with rule violation hearings and unforeseeable emergencies sandwiched in between, as long as an agreeable fee arrangement can be established.
But what if the board feels there is better control by using volunteer talent from within the association, and professional management could be scaled back or eliminated? Surely, there are residents in the community with life experience and skills useful to the association who might be willing and able to contribute part of their expertise for the common good. Some may be professional or business types, or have backgrounds in a myriad of other fields that could be genuine resources for the association. Of course, few people move into a community intending to do yard work on their days off. But what could be a better way to develop camaraderie and strengthen a sense of community within the association than by organizing such volunteers for a common benefit? Either one of the two approaches to effective governance can be successful as long as the board remains in charge and clearly sets the agenda for anyone acting on behalf of the association. Here’s where a prudent decision must be made.
Licensing laws require professional managers to have available to an association a minimal level of competence in all aspects of association management. The manager’s engagement for an association establishes the structure of a business relationship that an impartial person (or entity) is responsible as the “go-to” person to handle any issue that may arise for a resident. With licensed personnel, trained and skilled in the subject matter unique to
any service is available and/or negotiable between the association and a management company. The professional manager, after being instructed by the board of the desired results, becomes the quarterback of the team, that directs the play to the right players at the right times; that’s why they’re called managers!
In contrast, after comparing the duties of a professional manager with the abilities needed to replicate that same function, boards may opt to derive the same end results by using local talent from within the association membership—and at reduced cost. For such reasons, enthusiastic volunteers will always attract the attention of board members—and should always be welcomed. However, boards need to understand that enthusiasm does not necessarily equal competence in the same areas where a professional manager might excel. The goals and actions of volunteering homeowners may not be in sync with the goals of the board and may actually compromise better options that could be made if the board more clearly describes what needs to be done. Without clear direction, a volunteer left in a position of management of other volunteers may develop a scope of work never envisioned (nor directed) by the board. But because the volunteer is so enthusiastic, there is reluctance to restrain the volunteer’s actions. Some volunteers may not be aware of a larger plan that the board may have for the community; without good communication and a coordinated effort among all volunteers, the most desirable outcome will likely be compromised and fall short of expectations.
ENTHUSIASTIC VOLUNTEERS WILL ALWAYS ATTRACT THE ATTENTION OF BOARD MEMBERS—AND SHOULD ALWAYS BE WELCOMED
community associations, the pros already have on staff, or as backup consultants, a stable of many other professionals when such specialized expertise is needed in the areas of law, architecture, engineering, accounting, etc. Also, relationships are maintained with reliable vendors or contractors for competitively bidding projects that require landscaping, paving, concrete/masonry, roofing/residing, repainting, or general handyman repair work. Realizing that not all associations need the same level of service, almost
Association by-laws often sanction the establishment of committees to assist boards in the performance of their duties. The objective concurrence of thoughts derived from volunteers on committees can be invaluable to a board’s decision-making process whether an association is self-managed or not. Committees pull together the collaborative efforts of interested fellow investors in the association, with the
capacity to focus on the details of issues that need to be explored, to avoid board decisions being made hastily. The thoughtful work of committees will also go a long way to validate and give support to the action taken by a board. Committees also need direction from the board so there is no uncertainty of the committee’s mission. Mission statements and an operating protocol strive to identify the purpose of a committee and the means of attaining the objectives, and may also encourage recruitment of
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