Condo Media - November 2013 - 40

COVER STORY
COLUMN NAME

Management Performance Standards: Asking the Right Questions
Performance reviews, like computer programs, operate on the "garbage in, garbage out" principle: Their value will depend on
the assessment criteria boards use. Boards in different communities will have different priorities and concerns, and their evaluations will necessarily reflect those differences. Although most will target the same broad areas of management performance,
the questions they ask will differ in emphasis and detail. The example we've compiled highlights the major assessment areas
most boards will want to consider, but this list is not all-inclusive. It isn't a template boards should adopt but a starting point
they should use in creating performance criteria appropriate for their managers and their communities.

Communication. Does the manager
communicate effectively - orally and
in writing - with the board and owners?
This is a huge category, encompassing
everything from how the manager provides
information, answers phone calls, and
responds to e-mails (from board members
and owners), to how he/she deals with
complaints and resolves disputes.

sure the individuals involved are satisfied
with the information or services provided?

Facilities management. Are common areas well-maintained? Are
maintenance and repair issues addressed
promptly? Does the manager oversee a
scheduled maintenance plan for major
systems and equipment?

Administration. Stated simply, does
the manager get things done? Does he/
she handle the association's business and
implement the board's decisions effectively and efficiently? This includes paying
bills, managing records, scheduling and
overseeing property maintenance, preparing financial and other reports, enforcing
rules and regulations, overseeing special
projects, and all the other myriad tasks for
which managers are responsible.

Leadership. Is the manager proactive?
Does he/she alert board members to
potential problems before they surface?
Does the manager advise the board and
suggest solutions, in addition to implementing decisions the board makes? Is the manager able and willing to make decisions?
Does he/she demonstrate good judgment,
common sense, and creative thinking in
analyzing problems and responding to
them?

Organization. Is the manager wellorganized? Does he/she manage time
and prioritize tasks effectively, meet deadlines, and respond quickly and appropriately to requests from board members and
owners? Does he/she follow up to make

Community Solutions, who advises community associations and management
companies, thinks the feedback performance reviews generate can be helpful.
But these periodic assessments are no
substitute, in her view, for the regular
communication needed to keep management-board relationships on track.

An Ongoing Dialogue

The dialogue between the manager
and the board "should be ongoing,"
Brawley says. If problems develop, "you
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Condo Media * November 2013

Interpersonal skills. This is partly
a function of communication, but it's
also a question about whether the manager
"plays well" with others. Does the manager
interact positively and constructively with
board members and owners as well as with

don't want to wait for a performance review to address them." If the board and
manager are "in sync," she adds, "both
will have a sixth sense that tells them
that things are going well - or not."
That board at Rothwell's community
supplements its annual performance
reviews with monthly questionnaires sent
randomly to 10 owners. The board reviews the comments and discusses them
with the manager in an open meeting.
How do they distinguish owners who
have "real" concerns from those who

the other professionals (attorneys, accountants, insurance agents, etc.) and vendors
providing services to the community? Does
the manager give instructions clearly to
staff and vendors and accept direction and
criticism from the board?

Industry knowledge. Is the manager
well-informed about industry issues
and best practices? Does the manager
consistently apply that information for the
benefit of the community and share it effectively with board members and owners?

Crisis management. A crisis doesn't
have to be a disaster. Unanticipated
challenges requiring fast but thoughtful
responses come in all sizes. How does the
manager respond to the unexpected?

Management success. Has the
manager met the expectations of the
board and owners? Has he/she achieved the
goals the board set? Board members should
be specific and should ask owners to be
specific about areas in which the manager
has met or exceeded expectations and areas
where the performance has been deficient.

complain chronically about everything?
"We consider that anything owners take
the time to put on paper is real to them"
and merits attention, Rothwell replies.
Riddick's community, which conducts formal performance reviews
only every three years, requests owner
feedback monthly in the association's
newsletter. The board also meets twice
annually with the principals in the management company, including the CEO,
to talk about how things are going.
That direct communication is essential,

Condo Media - November 2013

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