https://www.communityassociationinsider.com/a-welcome-change-managers-slim-down-their-new-owner-packets/?access_code=02677

​Contributed to by Erik Robinson, Senior Community Manager for CAI Insider

Aperion Management and business partners contributed over $7,000 to Family Access Network as a part of the annual Pay It Forward campaign. Watch the full video on KTVZ.com below:

​https://ktvz.com/videos/2021/01/19/fan-gets-a-generous-donation/

Read the full article here: Relationship Advice on CAI Common Ground

by Katie Anderson, CEO

www.hoaleader.com/public/Group-Home-Must-Be-Accommodated-By-HOA-Federal-Court-Rules.cfm

HOAleader.com
Contributed to by: Katie Anderson, CEO, ​PCAM, AMS, CMCA

​www.hoaleader.com/public/Whats-Exactly-Condo-HOA-Lawyers-Role.cfm

HOALeader.com
Contributed to by: Katie Anderson, CEO, ​PCAM, AMS, CMCA

​www.hoaleader.com/public/What-Have-in-Your-Condo-HOA-Communications-Policy.cfm

HOALeader.com
Contributed to by: Katie Anderson, CEO, ​PCAM, AMS, CMCA

​www.hoaleader.com/public/Case-Study-in-How-HOA-Boards-Can-End-Up-At-Odds-and-How-Fix-It.cfm

HOALeader.com
Contributed to by: Katie Anderson, CEO, CMCA, AMS, PCAM

​www.hoaleader.com/public/OK-or-Not-CondoHOA-Pool-Used-for-Private-Lessons-Taught-by-Directors.cfm

HOALeader.com
Contributed to by: Katie Anderson, CEO, ​PCAM, AMS, CMCA

​www.hoaleader.com/public/This-HOA-Swim-Clinic-Fishy-Should-HOA-Directors-Get-Paid-Run-It.cfm

HOALeader.com
Contributed to by: Katie Anderson, CEO, ​PCAM, AMS, CMCA

CAI Insider August 2020
​BY KATIE ANDERSON, CMCA, AMS, PCAM

In a tight economy where every incoming dollar matters, a community association’s reputation perhaps is more important than ever. “Being a referral-based business, where you’re selling your experience and your knowledge, I think reputation is the most important thing,” says Katie Anderson, CEO of Aperion Management Group, LLC, which manages around 65 associations in Central Oregon. After all, no one wants to recommend a business with a bad reputation.

So how you can build and maintain your reputation? Here are some tips from the trenches.

1. Mind Your Online Presence

Long-time managers know that the Internet changed everything when it came to reputation management. With unhappy board members or owners able to easily launch online rocket fire that could potentially reach mass audiences, the Internet plays an outsized role in your reputation.

“It’s a double-edged sword,” Anderson says, “because, if you have an online presence, you have to devote some resources to manage that presence.” And, with the proliferation of review sites, almost every business has an online presence, regardless of whether they want it. “If you’re not paying attention to it,” Anderson says, “someone else is going to determine what your story is. You’re better off being in control of that yourself.”

Anderson is a big believer in specifically dedicating resources to branding and marketing your management company. “It takes energy to make sure the right information is getting out there. It’s more than just asking your happy customers to write positive reviews.”
Aperion has a strategy for handling both positive and negative reviews. “We always respond, positive or negative, unless it’s just a star rating without any content,” she says.
“We’re human, and we’re going to screw up; it’s a matter of how we respond. We’ve gotten feedback from associations we were bidding on that saw how we responded to complaints and liked it.”

Individual managers should think about how their Internet image can affect their career prospects, too. “As an employer, there’s access to a lot of information about an individual online,” Anderson says. “Before, the resume was the only thing an employer had to go from.
“You have to be aware of, for example, how you’re portraying yourself on your LinkedIn page. What are you putting out there that people have access to?” Consider, too, whether potential employers and clients can see embarrassing photos or posts on your social media accounts.

2. Remember that Appearance Counts

“Perception is reality,” says Judy Rosen, CMCA, AMS, PCAM, a newly retired Scottsdale-based community association consultant with 40 years’ experience working in management companies. The maxim applies to your social media accounts and beyond — the way people perceive you, accurate or not, largely determines your reputation.
So, for example, when providing a board with suggestions on vendors, you should avoid actions that might make the board wonder if you’re receiving a kickback. “You shouldn’t recommend only one contractor,” Rosen says. “I would say you should list a minimum of five options.”

Managers should watch their behavior when they’re not directly servicing clients, too. “When they’re at networking events, are they behaving in a way that would make board members see them as a professional?” Anderson says. “We want our managers are recognized as leaders, and behavior affects that.” Back in her managing days, Rosen paid particular attention to alcohol consumption at functions. “One drink max,” she says,” even if the party is seven hours long.”

3. Avoid Manager Overload

Rosen says companies must consider how many communities a manager can be responsible for and still do a good job. Client dissatisfaction with managers who are stretched too thin to meet their needs isn’t good for a company’s reputation.
“It’s not uncommon for smaller companies to give their managers anywhere from eight to 12 properties,” Rosen says. “You can’t be effective if you have that many communities, even if they’re small.”

It certainly can be tempting to take on as many clients as possible, especially during an economic downturn. But Rosen cautions that word will get out if your managers complain they’re overworked. That could backfire on you in the long run.

4. Solicit Feedback

Don’t assume that a quiet client is a happy client. To the contrary, complaints often fester unknown to a management company until they boil over. Preempt such a prospect by asking your clients how you’re doing.

“We would do an annual survey of our clients,” Rosen says. “If something’s not working right, you need to know. And you have to be responsive when you learn about it.”
Rosen says surveys aren’t enough, though. “A senior-level representative from the company should show up at meetings, not every time but at least annually. You need to show your support of the manager and listen to what the client is saying.”

5. Boost Your Visibility in the Industry

This goes for both management firms and individual managers. “To build the reputation of a company or a manager, they have to expose themselves to the industry,” Rosen says.
“Be involved in programs, write articles, get your designations, give back to the industry by teaching or giving seminars. You have to have that exposure, in addition to providing good customer service.”

6. Educate Yourself Continuously

Of course, for high visibility to be a positive, you have to know what you’re talking about. You don’t want to be well known among your peers for being behind the times.
“Our industry is constantly evolving so you have to really continue learning,” Anderson says, “whether reading industry resources, attending continuing education, or taking advantage of vendor resources. The more managers educate themselves, the more they can carry themselves as professionals.”

That includes knowing what you don’t know. “We as managers are generalists, so you have to build your deck of specialists, whether it’s vendors, attorneys, or accountants,” Anderson says.

Katie Anderson, CMCA, AMS, PCAM

​

​





​Moving into a community association, especially if you’ve never lived in one before, may seem daunting. There’s a lot to know—from governance, operations, and assessments to rules, architectural standards, amenities, and more. A well-crafted welcome packet can help simplify new residents’ lives.

The welcome packet is a vital tool for making a good first impression, cultivating positive feelings toward the community, and potentially getting someone involved as a volunteer down the road. Its contents will depend on the community, its features, and what the most important things a new owner should understand.

Here are a few relatively standard items that should be included in an association welcome packet:

Welcome letter. This general greeting from an association representative typically contains contact information, assessment amounts, and frequency and payment remittance instructions. It also directs owners to the association’s website, if it has one.

Community rules and regulations. Provide a brief and broad overview of the rules and regulations. Invite owners to seek more details in the association’s governing documents or to talk to an association representative about them.

Board and committee makeup. Illustrate the board’s structure, its directors, as well as existing committees and their members. Offer new owners a transparent look at the community’s governance. Part of this document also should include who to contact in the event an owner is interested in volunteering.

Amenity information. Does your community have a clubhouse, pool, tennis courts, or fitness center? Outline the operational hours, reservation system, rules, and other pertinent information. Help new owners understand what a large portion of their assessment funds and how to use those amenities.

Owner contact sheet. Ask new owners to fill out a form so the association can communicate with them. Compiling reliable email addresses from contact sheets for your association members makes getting information out much easier.

After developing your community’s welcome packet, ask yourself what other information would be useful to new homeowners, such as what assessments pay for and the community’s policies on short-term rentals. A series of FAQs can fill information gaps and can easily be written in a document or on the association’s website, if applicable.
​
Taking these simple steps will help new owners understand their rights and responsibilities—and may prevent a few conflicts down the road. They’ll also feel like they’re part of a friendly, welcoming community.

Erik Robinson is a senior community manager with Aperion Management Group, AAMC, in central Oregon. [email protected]

Article originally published in CAI Community Manager Ungated Blog June 2020.

https://blog.caionline.org/hoas-must-continue-collections-during-crisis/

BEND, Ore. (KTVZ) -- Swimming pools are allowed to reopen in Phase 2 of Gov. Kate Brown’s reopening plan. Even so, Central Oregon pool operators and property managers say they have to meet some challenging requirements in order to reopen.
​
The reopening guidelines for pools require on-site staff posted at entry/exit points, contract trace logs, regular sanitizing of high-touch areas and capacity limitations. 
Julie Brown, a spokeswoman for the Bend Park and Recreation District, said Monday the district has not yet decided on a date for reopening the swimming pool at Juniper Swim and Fitness Center.

She said the district is still in the process of planning for the pool reopening, which would require them to hire more staff, and will release details next week. The rest of the facility reopened Monday, with rules in place to curb the spread of COVID-19.

The Sunriver Homeowners Aquatic and Recreation Center (SHARC) has also not yet decided on a reopening date for its indoor pool or aquatic park.

Aperion Management Group in Bend, which manages homeowners associations for communities around Central Oregon, said all of the expectations asked of swimming pools will be difficult, although not impossible, for an HOA to meet.

Reporter Rhea Panela is speaking with property managers about how they plan to meet the reopening guidelines, and when community pools can be expected to reopen. She will bring updates to this story starting at Fox at 4. 

https://ktvz.com/news/2020/06/08/swimming-pools-can-reopen-in-phase-2-but-requirements-prove-challenging/

Common Ground Magazine May/June 2020

​BY ERIK ROBINSON, CMCA, AMS

 You only get one chance to make a first impression. The age old adage applies in personal and professional relationships and in community associations. We only have one opportunity to start out a relationship with a new owner on a positive note.

MOVING INTO AN HOA

Imagine you are planning to move from one neighborhood without an HOA to a new neighborhood that is governed by one.
Moving is a stressful and expensive endeavor that can drag on for months, and when the right home is found, the process is loaded with escrow, real estate and title documents. In addition to those, you are also provided the Covenants, Conditions & Restrictions (CC&Rs) and Bylaws for your new HOA, documents that combined are typically more than 50 pages of very dry legalese that is difficult to interpret and understand.
After moving in, unpacking and entering the nesting phase, things have finally started to settle down. Then you receive a compliance violation letter in the mail for parking in the street. Unknown to you, this is a violation of the CC&Rs and you are one step away from being fined.

You call the number on the letter and talk to a board member or community association manager, who informs you about the rule, as well as many others you didn’t know about. The manager asks you if you have read the CC&Rs and Bylaws and, though you had every intention of doing so, had not been able to find the time with all the other issues that come with moving.

While this interaction was not necessarily negative (though it can easily end up that way!), the manager and community associations missed an opportunity to provide a much more informative and welcoming experience, which may have led to a new owner feeling embraced, informed, and impressed.
Let’s be honest: Becoming a member of a community association, especially if you have never lived in one before, can be daunting. There are many rules, regulations, architectural guidelines, application processes, fees, amenities, maintenance standards and more which need to be understood by every member, regardless of the amount of time they have resided in the community.

Enter the welcome packet.

It’s a vital tool to knock that first impression out of the park, cultivate positive feelings towards the community, and potentially get someone involved as a volunteer down the road. Variations of this exist across the industry, and its contents really depend on the community, its features, and what are the most important things a new owner should understand right off the bat.

Here are a few relatively standard items that should be included in your packet:
​
Welcome Letter. This should act as a general greeting from the association representative. It typically contains vital information on contact information, assessment amounts, frequency and payment remittance instructions, and directs owners to any website.

Community Rules & Regulations. This document should bullet point the rules and regulations for the community for quick reading and digestion. It should not provide all the details, nuances
and potential consequences of violation, Instead, it should be a brief and broad overview, with an invitation to seek more details in the association’s governing documents or talk with an association representative about them. This section should include a note that if CCRs and Bylaws were not provided during the real estate transaction, to reach out and request copies from the board or manager.
 
HOA Board of Directors & Committee Makeup. A brief document illustrating the makeup of the Board, its directors, as well as existing Committees and their members can go a long way in making a new owner feel like the governing bodies of the community are transparent and open. Part of this document should also include who to contact in the event an owner is interested in getting involved.
 
Amenity Information. Does your community have a club-house? Pool? Tennis Courts? Gym? A document outlining the operational hours, reservation system(s), and other pertinent info needs to be included. This helps new owners immediately understand what a large portion of their assessment funds and how to utilize those amenities.
 
Owner Contact Sheet. This document is vital for collecting contact information communication with new owners. The association should urge owners to fill it out and return it promptly. Many Associations now have electronic communication policies and compiling reliable email addresses from contact sheets for your Association members makes getting information out much easier.

THE NEXT STEP

Hopefully, the elements in the list make a good first impression, but there’s more a community can do to go from good to great.

Crosswater Owner’s Association in Sunriver, OR, established a hospitality committee after one member moved in and did not find the community or management to be very friendly.
“When we bought and built our home, we did not feel like Crosswater was a very welcoming community. It was all about collecting money and following rules. It was a bad experience,” said owner Gene Krueger. “Once we got to know people in the community our feelings did an about face and we realized that the people were welcoming, friendly and hospitable.”

Crosswater didn’t want any other new owner to feel the same way upon moving in, so the Board appointed Gene the Chair of a new Hospitality Committee, provided a budget and general goals, and the Committee has since welcomed many new owners with a personalized letter, bottle of wine, local well-known foods, and gift cards to local small businesses -- in addition to the welcome packet sent by management. The Committee also schedules quarterly mingle events for new and existing members at the Clubhouse and helps plan the annual owner’s barbecue.
“The feedback from the new owners regarding the welcoming packets, written and verbal interaction has been no less than phenomenal. Expressions of thanks for the welcoming baskets and the discounts and goodies included have met with great acceptance and appreciation. One of our new owners even gave a testimony of appreciation at the annual meeting stating their appreciation for the positive and welcoming outreach they received after purchasing their lot in Crosswater,” Gene said.

Taking these simple steps will ensure new owners feel like they’ve made the right choice and are a part of a friendly community.

PROVIDING MORE DETAILS

So, now you’ve developed a comprehensive Welcome Packet for new owners in a community, and possibly some volunteers have stepped up and a Committee formed to further the neighborly spirit. What else can be done to ensure a new owner’s understanding of everything happening in the community? How can you provide more useful information without bogging down the owners in lengthy email correspondence or a spirited game of phone tag?
A series of FAQs can assist here and isn’t difficult to produce for an association board or manager. Your FAQs should fill in the information gaps and offer a few more details. Some examples include:

• When and where are Board meetings held?
• How are the documents enforced?
• Does the community have security?
• Who are the utility providers?
• When is garbage and recycling pickup?
• What do my association dues pay for?
• What is a reserve study?
• What are my maintenance responsibilities as an owner?
• What are my insurance responsibilities as an owner?
• What are the criteria for snow removal/landscaping/irrigation?
• What are the rental policies?

Think about the kind of information a new owner needs to be informed, engaged and responsible.

EASY SOLUTIONS, TERRIFIC RESULTS

If your community isn’t taking these steps or others like them, it’s time.
Documents for the Welcome Packet likely already exist, volunteering on a hospitality or welcoming committee would be a lot more fun than serving on something like an architectural review committee so it shouldn’t be too hard to garner interest. And if you have experienced volunteers or a manager who has been working in a community for even a short time, developing FAQs also should come easily.
Taking these simple steps will ensure new owners feel less stressed about having to read recorded governing documents. They’ll also feel like they’ve made the right choice and are part of a friendly community, not a rigid, rules-and-assessments-focused machine.

Erik Robinson is a senior community manager with Aperion Management Group, AAMC, in Central Oregon. [email protected]

Common Ground Magazine May/June 2019

BY MAUREEN RADON, MBA, CMCA 
​
Facilities and finances probably weren’t top of mind for many community association residents before the COVID-19 outbreak. Now, as residents spend more time at home and household income possibly decreases, association expenses have come into focus. Are costs going down because the pool is off limits? Is the association saving money since the clubhouse is closed and kids can’t play in the playground? How does this impact my assessments? 
 
Homeowners are asking whether associations plan to decrease or completely hold off on charging assessments. It’s a tough conversation for community association board members and community managers to have because we know this isn’t a possible outcome regardless of the circumstances.
 
Those of us who have managed communities through tough economic downturns know that collections will be challenging, and it will take a while for association finances to recover. That still doesn’t mean assessments can stop or decrease for contracted maintenance and upkeep, or that the value of our management services goes down.
 
Temporarily closing the pool doesn’t stop ongoing maintenance requirements. Cancelling the contract would have an adverse impact on property values once the pool fills with algae and parts break, requiring larger expenses than would have been incurred to maintain it as usual.
 
Cutting back on landscaping services would have a similar result, as overgrowth or dead plant material would negatively impact the community both short- and long-term. Minimizing the value of contracted security takes away a great asset that keeps eyes and ears on the property and enforces facility closures. These contracted expenses were put in the budget for a reason, and they’re still important.
 
Projects that have been budgeted in the reserves fund and planned for years should go on as long as proper safety and social distancing measures are taken by contractors. Managers and contractors may find it’s easier to accomplish some projects while fewer owners are in the common areas, such as repainting interiors, replanting areas with heavy foot traffic, and making repairs to laundry facilities that have constant use.
 
If it can be avoided, the reserve fund should not be used to offset operating costs; associations that use reserve funds in this way will take years to recover. 
 
How about the community management contract? Homeowners may believe that community managers now have fewer obligations since amenities are closed, but there are still contracts to coordinate, residents to assist, and legal requirements to meet. It’s not an option to let the insurance lapse or choose to let litigation go unanswered. Someone needs to pay the association’s bills, process architectural review applications, and keep the proverbial wheels for the association going in all sorts of ways. 
 
Now is the time when community managers can become familiar with their association’s budget and figure out if there are any places to cut costs, deploy resources to accomplish projects under a changing timeline, and build deeper relationships with the contractors who service their communities.
 
How will your community handle questions from homeowners about assessments? Comment below.
 
Maureen Radon is a senior community manager with Aperion Management Group, AAMC, in Central Oregon. 

Coronavirus Creates Meeting Mayhem
https://www.communityassociationinsider.com/coronavirus-creates-meeting-mayhem/?access_code=491728

Dealing with the Financial Fallout of a Public Health Emergency
​https://www.communityassociationinsider.com/dealing-with-the-financial-fallout-of-a-public-health-emergency/?access_code=045280