Facilities management - Inspect physical assets , evaluate existing maintenance programs and management controls, analyze a maintenance
contract for weaknesses, oversee maintenance of common areas using checklists and reports, make maintenance requests and recommendations
to the board, Identify the basic elements for a disaster plan, prepare a request for proposal including bid specifications , review bid proposals ,
monitor fulfilment of a contract , interpret and invoke contract warranties as necessary.
Risk management -Research and assess your association’s exposure to loss, conduct an inventory of your association’s current risk management
situation identify your association’s possible loss exposures , recognize and respond to loss exposures that require immediate attention, review
alternative risk management techniques help your board select the right risk management techniques for your community, develop an insurance
request for proposal, manage the insurance claims process, monitor and improve your association’s risk management program.
Communications - Implement proven strategies in your own associations, teach your staff the basics of good customer service, identify your
owners’ needs and respond effectively and quickly , respond to complaints and handle angry owners, manage public relations crises, prepare
effective annual meeting notices, management reports and rule violation letters, Write a readable, informative newsletter.
Governance - When to use an attorney , what the governing documents require, when a document amendment may be necessary, statutes
and case law that affect community management, How to distinguish the corporate roles of community association boards, committees, and
managers, how the management contract affects and protects the manager and the association, how to tell when you’re legally acting as an
agent , which situations could lead to conflict of interest or unethical decisions, how to avoid common problems when developing and enforcing
rules, how to revise existing rules and develop new ones, how to enforce architectural rules.
Leadership - Cut costs but not services , make meetings shorter and more focused, get more cooperation from volunteers, take the stress out
of meetings, elections, record keeping, and more, motivate board and committee members to do their jobs so you can do yours, help your
board create, recruit, and motivate winning committees, develop election procedures everyone will follow , outline solutions for typical problem
situations at meetings , use an action-item list for management control , lay out your community association’s calendar of significant dates,
organize your records by knowing what to keep and what to lose.
Financial management - Develop budget line items using zero-base budgeting and historical trend budgeting , transform budget development
into a financial planning process , reconcile budget revenues and expenses—balance the budget, recognize and analyze your association’s
various financial reports and records, present financial reports to your board of directors in a professional and logical manner, use your budgets
and financial reports as management and decision making tools , create a budget using historical trends, identify the level of service for an
association budget , understand replacement reserves and basic investment principles, assess the benefits of accrual and fund accounting for
community associations.
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