The document discusses the relationship between community association boards and management companies. It emphasizes that the board and management have a symbiotic relationship built on trust. For this relationship to work, expectations must be clearly defined and managed. This includes clarifying the roles of the board and management, being familiar with the management contract terms, and developing written plans and policies to guide the association's goals. Open communication and building a team approach are also important.

1. THERE’S NO ‘I’ IN TEAM:
DEFINING COMMUNITY
ASSOCIATION MANAGEMENT
Presented by:
Rolf M. Crocker, AMS, CCAM
Chief Executive Officer
OMNI Community Management

2. There’s No ‘I’ in Team . . .
 Board and Management have a ‘Symbiotic’
relationship
 This relationship is predicated on TRUST
 The key to making this relationship work is
summed up in this:
Defining and Managing
Expectations
 The role of the Board and Management
must be clear in order to minimize
confusion, clarify accountability and insure
positive results

3. HOA as a Core Service
Provider
Three Areas of Service…Three Areas of Service…
 Business Services
 Governance Services
 Community Services
*taken from ”Financial Management of Community Associations” by Clifford J. Treese, CPCU, ARM

4. Business Services
Asset Management:
 Maintenance Tasks
 Reserve Studies
 Capital Replacement Projects
Revenue Management:
 Budgets & Reserve Studies
 Assessment Collections
 Delinquencies

5. Governance Services
BOD Management:
 Discharge duties under Governing Docs &
Law
 Annual and Long Range Planning
 Continuing Education
Compliance Management:
 Promulgate & Enforce Governing
Documents, including Operating Rules
 Architectural Control
 Oversee Association Legal issues

6. Community Services
Communications Management:
 Newsletters/Official Notices
 Website & In-House Broadcast
 Resident Forum & Input
Community Management:
 Resident Orientation
 Community Enhancement Projects
 Quality of Life quotient

7. The Role
of the Board

8. Board Members are . . .
 Homeowners elected to serve by their
peers
 Responsible for the conduct of business
and delivery of services to the Association
 Subject to Governing Documents and the
Law
 Trustees on behalf others
 To provide Oversight and Guidance to the
organization
 Held accountable to the membership for

9. Board Members must . . .
 Observe the Business Judgment Rule
 Act for the benefit of the community as a
whole (avoid acting out of self-interest)
 Manage the inherent conflict of interest
1. Fiduciary
2. Client/Procurer
3. Funder
4. Peer
 Be diverse, yet ‘speak as one voice’
 Be the ‘Servant Leader’ to the
membership
*Recommended Reading – “Servant Leadership” by Robert K. Greenleaf
and “Reinventing Your Board” by John & Miriam Carver

10. The Role
of Management

11. Manager as Agent . . .
 Carries out the provisions of the
Management Agreement
 Acts in good faith, using their best skill and
judgment at all times
 Acts in the best interest of the Association
at all times, as determined by Law, the
Governing Documents and the Board
 Invests in Continuing Education regarding
Industry ‘Best Practices’, legislation and
case law activities

12. Manager as the ‘Hub’ . . .
 Administrator – Support the Board in the
execution of their duties
 Implementer - Responsible for the
execution of the Association’s policies and
procedures
 Team Builder – bring together the
appropriate personnel to accomplish the
goals of the Association
 Customer Support – Assist owners with
their day-to-day needs as it relates to the
Association

13. Defining and Managing
Expectations

14. Defining Contractual
Expectations
 Start with the Management Contract – be
familiar with the terms and conditions of the
contract
 Review the Management Contract on an
annual basis
 Be aware that it’s not ‘Per Door’ pricing, but
‘Level of Service’ pricing
 The higher the expectations, the more time
is required, accompanied by a greater cost
 Find the ‘Sweet Spot’ between pricing and
level of service

15. Defining Operational
Expectations
 Hold an Annual Orientation/Workshop and
develop an Annual Agenda
 Develop a set of written Policies that define
what the Board wants to see accomplished
 Review those policies on a quarterly or
semi-annual basis
 Remember - Exceptions Breed
Expectations; Beware of ‘Scope Creep’

16. Managing Expectations . . .
 Work from written Plans and Policies
 Review what has been done to see if it
lines up with the Association’s Plans and
Policies
 If not, request appropriate corrections
 If a request is outside of the scope of the
Contract, clarify the expectations in writing
 Always work to build a Team relationship
 If necessary, request a meeting with the
Executive Leadership to clarify any
misunderstandings

17. Wrap Up . . .
 The Board and Management have a
Symbiotic Relationship
 The key to that relationship is defining and
managing expectations
 Understand the respective roles of the
Board and Management
 Be familiar with the terms of the
Management Contract
 Develop written Plans and Policies that
define the goals of the Association
 Build a Team relationship predicated on
TRUSTTRUST

19. Thank You
For Your Time!
This program is not endorsed by anyone. Must be present to win. Friends and family of
this organization and their affiliates not eligible. Past performance does not guarantee
future results – your results may vary. Valid in the 48 contiguous states, Guam and the
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member. The one saying it can’t be done shouldn’t get in the way of the one who is
doing it. If opportunity doesn’t knock, build a door. Excellence is a deviation from norm.
Success is the one unpardonable sin against one’s fellows. Courage is grace under
pressure.
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