Over the years, we’ve found that size matters! Often, a larger management company has such an extensive portfolio, in far-reaching locations, that associations’ needs may be overlooked. Managers could have so many properties and too many units that they can’t provide prompt, reliable solutions to everyday large and small management problems. The principals and management team of F&F Property Management are dedicated to a proactive, rather than reactive, approach. This saves the association time and money because trouble-shooting, rather than crisis management, is a cost-effective way to anticipate problems that may arise. The principals are actively involved in daily operations, decision making and problem solving – large and small. This close connection works to the advantage of condo associations, and makes F&F Property Management unique. Technologically sophisticated offices can never replace personal contact. There is no substitute for a voice at the other end of the line when there’s a question, a problem or a matter that needs a person rather than a machine. Technological advances aside, F&F Property Management will not give up the personal service our associations have come to expect.

Most of the staff has served on boards of trustees and has a working knowledge of how associations operate. Fortunna Carreiro, director of operations, has been largely responsible for the continued growth of the company. A strong negotiator, her strengths lie in solving financial challenges and negotiating contracts for long- and short-term projects, frequently below market rates. Fortunna takes continuing education courses in real estate to keep current with changing laws in the field. Fred Carreiro, principal of F&F Maintenance, brings over 30 years of experience. His business degree has been supplemented by courses in building technology and general contracting to stay current with changing building codes. Gail Harris, senior property manager, has a background in communications and public relations. Jessica Harvey’s expertise lies in interpreting condominium documents and technical support, streamlining communications and banking in the office.

Our expertise and many years in all aspects of real estate management services enable us to maximize quality and efficiency for our clients who look for personalized service. Daily, we work to identify the needs and concerns of individual unit owners and the association as a whole, strengthening our long-term relationships. The varied backgrounds of the F&F Property Management team make us ready to serve your association now.

COMPANY INFORMATION

F&F Property Management
1678 Beacon Street
Brookline, MA 02445
617-232-2224
617-232-6010 Fax
Contact: Gail Harris
www.FandFProperty.com

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Author name: Gail Harris

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During the early decades, developers, cities, and the California State Department of Real Estate established and approved budgets for each reserve line item associations were required to fund out of the property owner’s monthly dues. However, this mandate only applied to items with a life expectancy of less than 30 years (which is generally still the standard today). That interesting guideline likely made sense when associations were initially formed, but as the decades passed, problems and confusion frequently resulted.

The creators of the budgets and guidelines for associations formed in the late ’60s and early ’70s required a reserve line item for roof replacements to be budgeted for from their inception. In addition, most associations were required to establish a private street slurry coating reserve. However, few if any associations were required or encouraged to establish a street replacement reserve, even though asphalt experts were aware that asphalt streets seldom have a life expectancy beyond 20 years.

Another unanswered question awaits many associations in the future because of the likely circumstance that they will have to replace large common-area structures such as clubhouses and cabana buildings. Most professionals within the community association industry consider common-area structures are exempted from reserve funding because they believe such structures have a 50-year life expectancy or beyond. Nevertheless, if at the time of an association’s inception a clubhouse building has a 50-year expected life, what action if any should a board take to establish a reserve once the association becomes 21 years of age? At that time, the remaining life expectancy of the clubhouse would then become merely 29 years, thus falling within the existing guideline that a reserve replacement fund is required.

Most CPAs with the community association industry share mixed opinions on this troubling topic. Some contend that in practical terms a building will never require a complete replacement. Others disagree. No action on this topic has originated from the legislators or courts, and it remains an enigma to boards and managers. The homeowners are likely content too, since most are not supportive of paying higher fees or special assessments to save vast sums of money in reserves for such a large unknown expense that may never occur during their membership.

Perhaps the creators of the original association documents determined that eventually association boards would declare a special assessment for street replacements and other similarly expensive items, and they included language authorizing such action within the governing documents. Yet they failed to adequately address what action could be employed in the event a needed special assessment is never approved by the membership.

As the decades passed, some associations chose to ignore the impending likelihood of street replacements, while others took notice early and established a street replacement reserve fund. However, while the concept of funding reserves for large, costly future replacements was a worthy one, the whole process is flawed in many ways. One of the most notable flaws concerns the fact that with most construction-related work such as roofing and street replacements, there is a much higher inflation rate than many indexes such as CPI (Consumer Price Index/cost of living index) typically indicate. Coupled with the high inflation rate on these large construction-related projects is the problem that securing valid price quotes on a regular basis every three years is a difficult task. How many times are contractors willing to expend their time and resources to continue bidding repeatedly over a two- or three-decade period when they are never awarded a project? Finally, the yearly cost increases for some large construction-related projects such as roof and street replacements typically experience unimaginable cost increases due to the huge cost increases of other key products used to manufacture the roof and street materials. During recent years, the high cost of traded commodities like oil increased the cost of roofing asphalt and street asphalt, causing their cost to double and beyond.

Boards and managers are often relegated to exclaim, “It’s not our fault!” Similarly, property owners that ponder this disconcerting circumstance seldom find solace in their deliberations.

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Author Name: Robert Sacket, CMCA, CCAM

Robert Sackett, CMCA, CCAM, on-site operations/property manager/comptroller, Country Road Homeowners Association, Brea, Calif. Mr. Sackett personally holds many licenses, including California State License #351682, general contractor B1, roofing contractor C39, landscape contractor C27, pool and spa contractor D35.

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Active adult communities that combine a variety of lifestyle and entertainment amenities have become the standard within the retirement industry. But as retirement communities age and the interests of seniors change, managers will have to find new ways to revitalize recreational programming in order to continue meeting the needs of their residents.

In some cases, the solution will be to renovate or develop new amenities. This can be very costly and possibly lead to a drastic increase in HOA fees. Creativity will go a long way in rejuvenating your recreational offerings both on and off site without spending large amounts of money.

Outings
Community outings are an important aspect of a recreational program because they allow residents to build relationships with their neighbors in new settings. Each outing should be unique. Instead of offering residents trips to the shopping mall, allow them to experience new and exciting adventures.

The Colony at California Oaks in Murrieta, Calif., organizes extraordinary outings, including a chocolate tour of downtown Los Angeles and trips to the local military base to dine with active soldiers. In other communities, residents are given the opportunity to visit horse races and attend local festivals.

Each region of the country offers a variety of unique and fascinating festivals, tours, shows and other events that residents will find interesting. Revitalizing event programming can be achieved by consistently evaluating the local leisure activities. Always keep an eye out for grand openings and special events such as traveling museum exhibits or chili cooks-offs.

Bring entertainment to the community
Organizing memorable on-site events is essential to a successful leisure program because they build a sense of community. Some communities only offer movie nights and barbeques, but to truly engage residents it is necessary to be creative and offer something new each month.

Think outside the box and stage events such as celebrity impersonators, flea markets, themed balls, car washes, treasure hunts, mystery dinners and wine and cheese tastings. Coordinate a resident fashion show similar to the Huntington Landmark Community Association in Huntington Beach, Calif., which allows its residents to model the latest fashions in an annual show.

Keep residents entertained by maintaining an open mind and not discarding any ideas. These types of events are extremely fun and can be organized at little cost.

Clubs and fitness programs
It is also important to provide a wide variety of clubs, classes and fitness programs as part of a community’s recreational offerings. Today’s seniors are more focused on healthy living; they consider physical and mental exercise to be very valuable. By beefing up the activity and hobby agenda, a community’s management team can stimulate the interests of its residents community-wide.

Some communities offer residents a monthly wine club, jazzercise and line dancing classes. For example, Laguna Woods Village in Laguna Woods, Calif., formed a Baby Boomer Club to gather neighbors for activities such as the Art Walk in Laguna, dancing at Brio and the Dana Point Boat Parade.

Bocce ball, scrapbooking, poetry, singing, dog walking and wood-working clubs are also very popular with the senior community.

In addition to clubs, a community should focus on providing health and physical fitness programs, such as Pilates, yoga, weightlifting, aqua aerobics and walking. Chair-exercise classes have become popular because they allow seniors to exercise with less risk of injury or strain.

Adding a few entertainment or fitness clubs and classes to the leisure program can be relatively inexpensive. It may only require purchasing a few supplies or enlisting a local expert to instruct residents. The management team should always stay abreast of the latest hobby and fitness programs.

Planning for a revitalized recreational program
When a community updates its recreational program, it is important to make sure the activities it chooses meet the interests of its residents. Surveying residents is the best way to identify interest. From there, the community’s management team will be able to choose the right mix of activities. Getting residents involved by starting a social committee is a second option; it provides direct guidance and can ensure the programs take off.

How much money the community plans to allocate toward the program and where it will come from must be determined next. To generate funds, the community can choose to slightly increase monthly HOA fees, or fundraise, which is a fun activity in itself. Once in place, evaluate the program annually and scale back as necessary.

When planning activities, it is crucial to keep in mind that many seniors have fixed incomes. The community’s management team should be courteous about which events they choose and how much they will have to charge for them. When dealing with vendors, make sure to conduct research and get competitive rates and quotes.

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Author Name: Donny Disbro

Donny Disbro is executive vice president of marketing of Professional Community Management of California Inc.

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As a concerned unit owner, I wanted to check with you to see if you know of any adverse experience with unlocked swimming pools and recreation areas that could be considered in this decision.

Any information you could share with me would be helpful.
Regards,
Jim Heine
Clearwater, Fla.

Look at all the angles before deciding whether to unlock the gate
By Richard E. Larsen

Making the decision to leave a community swimming pool unlocked certainly runs the risk of adverse circumstances. The most obvious, and most serious of these risks involve the injury or drowning of a child in the swimming pool. Under Florida law, a swimming pool can be considered an “attractive nuisance” to a child. In such a circumstance, if a child has easy access to the pool, the association can be held legally responsible for any accident or injury that occurs to the child. The underlying theory of “attractive nuisance” is that the amenity (pool) is of such a nature that most would understand that a child would be drawn to it. This is not to say that the removal of a pool lock will automatically subject an association to such liability. Rather, any such accidents are examined on a case-by-case basis. Therefore, while the association may not be held responsible in a particular case, one must understand that the risk of liability is greatly increased.

There are several other issues that should be examined by a board as well. First and foremost, it is important to make certain that the governing documents of the community do not require the pool area to be locked for security. While such a requirement is somewhat rare, I have seen documents requiring locks and security for such amenities. Second, always check with your insurance carrier to make certain that maintaining a locked gate is not a condition of maintaining your liability coverage. You would certainly not want to remove a lock only to find out later, after an accident occurs, that the removal of the lock was a violation of the terms of your policy.

Finally, the board needs to be aware of the fact that counties throughout the state of Florida have adopted local codes or ordinances that typically contain requirements for securing a pool area. Most local codes contain provisions requiring a fence or barrier around a pool, as well as a self-closing latch mechanism on the gate. Therefore, depending on where you reside, a lock may not be required as long as the gate latches.

The decision of whether to unlock a gate permanently is not a simple one to make. Make certain that you first have the right to do it, then weigh the risks and make an informed decision.

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Author Name: Richard E. Larsen

Richard E. Larsen is a partner with Larsen & Associates, P.A. in Orlando, Fla.

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When I got into the condo management business back in 1986, I carried a huge bag cell phone that cost 50 cents per minute to talk. It was like carrying a large awkward lunch box with a phone receiver and a long silly cord dangling out of it. It was a big deal when the next generation of cell phone was reduced to the size of half a cereal box with a stiff weapon-like antenna pointing out of the top. The other must-have device of the day was the clip-on pager. I carried one for 14 years. To this day, I still think there is a fire, flood or disaster somewhere when the microwave beeps.

Today I have a website that allows homeowners to make a request online, which is directly fed to my Blackberry, which instantly allows me to release a contractor. Additionally, there are devices to forward calls to multiple locations, find someone by GPS position and instantly alert someone when on the computer. Which of these do you think is helping me to communicate best? We’ll get to that later.

My wife is a director of communications for a large national communications company. Would it surprise you that with all the technology available to her, each morning she reaches for a single sheet of 8.5 X 11-inch paper to handle the majority of her communication needs? She puts in a 10-hour day and directs meetings for hundreds of corporate middle management Type-A people who all have many questions and opinions.

So how does she do it? To begin with, she asks people questions and demands answers. If someone asks her a question, she answers it. Sure, she has the phone, e-mail, instant message and cell phone making demands at all times. But she eliminates the steamrolling effect with precise get-to-the-point-result-oriented-Samurai-management tactics. I made that term up, of course, but you get the point. Picture a heard of buffalo coming straight at you. Are you going to survive by just standing there and getting trampled, or are you going to launch a counterattack of some kind? You can’t allow yourself to get to things later. All it takes is one person to stand up at an annual meeting and say, “You never returned my call,” to put you on the fast track to reality.

Too many get bogged down with the need for the latest in speedy and shiny technology. Spending money doesn’t improve communication … listening and then talking does. I used to love going to the drive-thru at Dunkin’ Donuts when on the highway or on my way to work. Then one day I realized they aren’t selling coffee – they are selling procrastination! Communication is important whether it’s an association manager, a trustee, a maintenance person or a homeowner. To keep the condo association engine running, all the cogs in the machine have to be functioning as they were designed. The homeowner asks the question. The manager listens and acts. The maintenance person responds. The trustees make decisions. And it all gets reported accurately in the minutes of the historical documents so that future generations can benefit from the success and avoid the mistakes of the current program in play.

So I ask you once again: What is the most important tool in the communication process? Is it the computer, the Blackberry, the cell phone or the pager? Or is it listening with your ears to the words being spoken, processing the request with your mind and speaking the results with your mouth? I don’t need another drive-thru coffee this time.

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Author Name: Ken Foley

Ken Foley is a director of property management with Next Gen Property Management.

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Developing a management style should be a key emphasis throughout the training process. Successful managers must be able to effectively advise and partner with boards to guide homeowners’ associations toward their goals. A management style that works well with one, however, may not always work for another.

Encouraging trainees to find a professional mentor within the office or the industry is important. Every manager needs to find a style that works best for each community. For some this comes naturally, but for others, there may be some initial investment in getting to know a person, just like in personal relationships. New managers should observe their communities and consult with more experienced industry professionals to help them gain a better sense of how they can adapt their personal business style to accommodate different clients.

Remember, knowledge is power, especially when it comes to training. One person can never know everything about community association management, so encouraging an ongoing professional learning environment is invaluable. Finding ways to provide a solid foundation of knowledge and tools for trainees with a wide range of experiences and learning styles can be tough, but it is possible.

Providing employees with the means to nurture and sharpen their professional knowledge base will have greater effects in the long run, while also enabling them to be better prepared to handle board and homeowner inquiries. For businesses without formal training programs, taking the initiative to look for learning opportunities is important. Organizations such as CACM (California Association of Community Managers) and CAI (Community Associations Institute) offer classes and educational programs for managers from beginning to advanced levels. These classes serve as great learning and networking opportunities.

Management firms should also keep employees up-to-date on critical technology practices. Rapid technology growth has contributed to the continual evolution of the industry, and companies need to stay current and utilize technological tools such as paperless records and electronic planning and organizing. Lacking knowledge of commonly used programs such as Microsoft Office can lead to bigger learning hurdles for employees down the road. To ease internal learning transitions, firms must be open to utilizing new systems and embracing change along the way.

Lastly, patience is a virtue. Don’t always just look for the short answer – a better understanding of why things are done a certain way provides better insight into how things are done. Never provide a short answer; always encourage employees to be part of the solution process. Co-workers are teammates too; everyone plays a pivotal role in each manager’s professional development. When everyone works and grows together, they contribute to a more thorough, shared knowledge of the community association management industry – a result from which all can benefit.

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Author name: Lani Kaneshiro, CCAM

Lani Kaneshiro, CCAM, is the regional manager for Keystone Pacific Property Management Inc., an Irvine, Calif.-based community association management firm.

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While no one is ever excited to pay a bill, there are ways that residents can get more out of their association. When residents’ perspectives about dues shift from a set of “mandatory fees” to “amenity fees,” their opinion of the association may begin to change. Residents no longer see the association as purveyors of arbitrary code and rubber stampers of fees if the amenities included are suited to residents’ needs and bring a sense of pride to the community as a whole.

Many associations have begun to think outside the box when it comes to which amenities to include in dues. Outside of pools and pet parks, which are amenities that are used occasionally by a subset of the residents, one option to consider is upgrading the property’s entertainment and communications networks. According to a recent survey of homeowners, an amenity package that includes more luxury services, such as a powerful broadband connection, is considered “important to very important” by 35 percent of those polled. By upgrading to a fiber-optic network, which is capable of delivering multiple services to a resident’s door, an association can bring cutting-edge services to the property as well as provide an overall cost savings to residents by including monthly service fees into dues – all without spending any upfront capital.

The value in a technology upgrade
Unlike the copper wiring in most condos, which has many limitations, fiber-optic wiring offers virtually unlimited bandwidth within fine strands of glass. Optical electronics transmit data through each strand at the speed of light, and advances in this technology continue to push more information through the same glass fibers. As future applications drive bandwidth demands, the capacity of fiber-optic networks is readily available to accommodate them.
Fiber does not conduct electricity, so it is more reliable than coax and copper cable. This means fewer service interruptions during storms and power outages. With the growth of bandwidth-hungry technologies, the demand for fiber has risen dramatically. Demand will continue to grow for services such as more HD channels, faster Internet, more Video on Demand content and VoIP and other applications in the future, and fiber is the only way to meet that demand.
Increase convenience
Since dues are a fact of life, many condo residents around the country enjoy the convenience of having services like telephone, television and Internet covered by their dues. By purchasing a set of services for the entire property, tremendous cost savings and performance guarantees can be realized for both the resident and the COA.
“Fiber-optic technology and infrastructure allows our residents the best of worlds, the most advanced performance and services at a cost that cannot be matched in a conventionally engineered building,” said Chris Crosby of SPIRE, a luxury high rise in Denver. “Robust content and ultra-high-speed services are an expectation of our buyers, and we enjoy delivering that technology at a value.”
With a more powerful fiber-optic network, demand will continue to grow to more HD content, faster Internet, as well as almost any new telecommunications amenity that comes to market. In a turbulent market, finding cost effective means to add value and reduce overall monthly spending is not only a performance advantage, but also a means to increase residents’ pride in their community.

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Author Name: Sussan Knowles

Susan Knowles is the media relations coordinator for Connexion Technologies, a fiber-optic amenity company based in Cary, N.C.

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The application of a pesticide by a landscape company is not a task to be taken lightly. There are many precautions that a landscaper must go through to ensure the safety of the homeowners and pets in the area being sprayed. Before any landscaper is allowed to use a pesticide, they must first be evaluated and registered by the Environment Protection Agency (EPA). Once the EPA registers a company, it is closely monitored to ensure that all safety procedures are being followed according to the label of the product they are using.

If you are planning to spray a pesticide in your garden, you should be aware of the possible risks involved in spraying. Pesticides are meant to kill, so harm to humans or animals is possible. However, there are a couple of variables that a landscaper or homeowner should be aware of before they spray. First and probably the most important is whether it is windy outside. If it is too windy, spraying cannot take place because of the risk of the chemical floating through the air. Pesticides are meant to be applied directly on the plant and only the plant. Secondly is rain: If there is even a slight drizzle, there can be no spraying. Water runs out of the planter bed, down the gutter and into the sewer, and we all know where it goes from there.

Putting the risks aside, there are benefits to pesticides that should be recognized; otherwise, why would anyone use them? Pesticides help to ensure the health of plant material by eliminating the pests that eat and destroy them. They also help to ensure the safety of you and your family by killing harmful bacteria that could be in your home. It is becoming increasingly common for produce companies to use organic pesticides. And while it may be organic and less harmful than other pesticides, it is always best to wash whatever produce you buy as soon as you get home.

So the next time you spray for ants, or are trying to get those nasty aphids off your roses, remember that pesticides are all around us, and you should use them properly. You can find all you need to know about the pesticide you are using by reading the label on the can or bag. However, if you desire more information, you can always contact the NPIC (National Pesticides Information Center) at npic@ace.orst.edu, or call 1-800-858-7378.

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Author Name: Trevor Martin

Trevor Martin is with Steven Smith Landscape Inc.

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Stoller, whose company currently manages more than 6,000 condo units in Greater Chicago, and who has logged countless hours sitting in on hundreds of condominium board meetings, comments on the scope of the problem, “In many urban condominiums especially, where parking is below residences and the overall site design is tight, garage structures are usually dictated by the structure above and not by the best design for parking or safe navigation. This often means the parking garages are less than ideal, especially if developers cut corners budget-wise by eliminating garage lighting, mirrors, speed bumps or similar expenses. When collisions occur – and they do – it can get quite messy because everyone’s insurance company gets involved and association boards can also get embroiled in legal wrangling, while underlying problems in the garage design remain unresolved.”

Indeed, tight condominium garage spaces are becoming more prevalent in many parts of the country where space comes at a premium. In these condo garages, parking spaces are very tight, squeezed in between columns supporting the building above. Most of the car damages come from a parker hitting the columns while getting into or out of parking spaces. Many condo managers report more problems with such collisions and are searching for solutions to avoid collisions, or at least minimize their impact.

There have been several approaches to minimizing the impact of collisions on garage structures and vehicles. One common approach has been to attach angle iron to square concrete columns in the garage. Or steel bollards are sometimes placed around objects to prevent collisions. These metal devices can help protect condominium buildings from collision impacts, which is no small matter if you consider the costs of roof and building repair that collisions sometimes entail. However, these metal protective devices do nothing to prevent scratches or dents on the vehicles themselves, and in some instances the space they take up makes tight spaces even tighter in crowded garage areas.

Another approach has been to wrap soft materials around parking garage columns and corners in hopes of precluding scratches on cars as they navigate in tight spaces. Rubber has been used, but its success has often been short-lived because rubber materials tend to capture grit and dirt and lose their scratch-prevention potential. Another common homegrown solution has been to wrap carpet around columns. While this may lessen scratches, it does little to prevent dents and does not contribute much if anything to protecting the structural integrity of the building.

In recent years a workable solution has developed, which is the strategic use of energy absorbing molded foam products that are specifically engineered to absorb impacts in parking garage collisions. Unlike the haphazard rubber or cloth protectors that some condominiums have used in the past, these highly engineered plastic foam energy absorbers are able to simultaneously protect vehicles and structures during collisions. These impact-absorbing protectors are clean and easy to install, and are moderately priced, paying for themselves many times over in crowded high-traffic parking garages where collisions can be expected.

Because engineers have pioneered these impact-absorbing materials, it no longer takes much effort to make acrimonious and costly parking garage disputes a thing of the past. Now every association has the choice of managing parking garage issues before they encumber the association with unexpected and unnecessary costs and conflicts.

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Author Name: Jim Ryan

Jim Ryan is general manager of Sentry Protection Products.

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In some instances, the holder of a first mortgage will fail to take actions, which will expose the first mortgagee to past-due assessments beyond the statutory limitations. For example, a first mortgagee that fails to name the community association in a foreclosure action will be responsible for all past-due assessments. Even when the mortgagee names the governing association, the mortgagee may still be responsible for all past-due assessments. After a mortgage company forecloses on a property, the property is sold at a public auction. A mortgage company may, after the foreclosure but before transfer of title, assign its right to bid on the foreclosed property to a new entity. Whether these new entities receive the protection of the limitation on liability remains an open question in the courts.

Only certain bidders are entitled to such protection under the law, and the law does not necessarily protect these new entities just because they received an assignment of bid. Careful attorneys will be able to monitor foreclosure cases and the official records to ensure that such new entities are not receiving protections for which they are not entitled. An association may be able to recover from these new entities all of the assessments, interest, costs and attorney’s fees due to the association. It is important to consult with a qualified attorney who can properly monitor the transfer of title to mortgage companies to ensure that the association’s rights are protected.

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Author Name: Peter Sachs

Peter S. Sachs is the managing director with Sachs Sax Caplan in Boca Raton, Fla.

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