Condo Media - November 2024 - 25

fi nancials, another maintenance
projects, and another administration
and correspondence, but often, a single
board member carries the major burden
and is essential to the successful management
of the community. It is important
for the board to recognize that
while this system may work reasonably
well for a period, it is likely not sustainable
as unit owners sell and move on.
miniums and HOAs that will bring in
larger fees. Because the amount of work
involved to provide management services
is almost the same to each association,
the fees are more readily absorbed over a
greater number of unit owners. The cost
of a monthly management fee divided
by 30 units is signifi cantly less per unit
than that same property management
fee shared by 10 units. In addition, the
board of the self-managed association is
directly accountable to unit owners and
neighbors who may fi nd it unacceptable
that the condominium fee is being driven
upward by a management fee.
BENEFITS
Often unit owners do not recognize
that property management is a multifaceted
endeavor that requires discrete
knowledge of accounting, fi nance, communication,
insurance, maintenance,
law, and governance as well as an overall
understanding of the culture of the
community and its unit owners and residents.
Homeowners just do not believe
that the job encompasses more than collecting
the condo fees, paying the bills,
and enforcing the rules.
While the board sets policy and establishes
a direction for the association,
a professional property management
company sees that the policies are
implemented. But self-management
means that the board, rather than
delegating the job of operating the community
to a professional management
fi rm or property manager, takes on the
responsibility of managing the operations
of the community in addition to
establishing policy and governing the
association. Consequently, the viability
of a self-managed community depends
not only on the decision-making practices
of its board members but their
willingness to do the work to make the
association succeed.
In the management of smaller associations
unable to obtain professional
management services, the trustees are
required to be hands-on individuals
who divide the workload, with each taking
responsibility for some tasks. One
board member may handle the
SERVICES
But what other option is there for a
small association that has been unable
to fi nd a professional management
company that will take them on at a
price that they can aff ord?
COVID-19 made it apparent that
quality property management services
could be delivered from off site and
home offi ces. The use of electronic
communication systems, like Zoom and
GoTo Meeting, ramped up and were
found to be very eff ective in reaching
residents. In addition, meeting virtually
resulted in better participation and less
travel-related downtime for all, including
the management professionals.
Encouraging the use of email to handle
inquiries and requests for service was
found to reduce the hours staff spent
on the phone while providing the same
or better response time and the ability
to serve more homeowners with the
delivery of important information.
It was also discovered that construction
projects and routine maintenance
of properties could be successfully accomplished
with limited site visits.
Negotiating contracts with vendors
could be easily handled remotely, as
could the writing of specifi cations,
review of bids, and delivery of notices
to residents and homeowners.
This new way of looking at the old
methods of handling property management
made it more apparent to some
management company executives that
they could provide service to a broader
group of communities, including
smaller self-managed associations.
In addition, these " a la carte " services
could be delivered so cost-effi ciently
that they might even be aff ordable.
November 2024 CONDOMEDIA 25
Condo Media - November 2024

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