HOA Property Management Services

05/12/2025

05/12/2025

02/10/2024

Work Lunch!

28/07/2024

HOA Property Management Services
Office hours are
Monday through Thursday, 9 am to 4 pm
Fridays 9am to 3pm
Our phone number is 719-212-8923

28/07/2024

Boss Lady Juli Henry is hard at work!! Come by and visit us at HOA Property Management Services!
336 Main Street
Colorado Springs, Co
We look forward to seeing you!!

28/07/2024

Come see us at our new location!!
336 Main Street
Colorado Springs, CO 80925
719-731-3174

31/03/2021

HOA Management Companies:
A Practical Guide for Homeowners Association Boards

With a great HOA management company, your homeowners association will flourish. With a weak one, your association will struggle. Without one, you need to be a jack of all trades—and an informed one at that.

It's not easy finding the best HOA management company you can afford. You need one that fits your association's lifestyle and members' needs. You also need to be sure you're paying "the going rate" or better, instead of being nickel-and-dimed to death. Once you've nailed down those two tasks, you need to be sure your contract with your HOA management contract memorializes the promises the management company made to you during the bidding process and protects your association from surprises. Finally, you need to know how to handle an HOA management company that's not meeting its responsibilities.

And if you're a member of an HOA board of directors that's decided to manage your association without the aid of a management company, you need to know the rules you should live by to reduce your association's legal exposure—and your personal legal risks as a director.

In this exclusive HOA management special report, we offer insight and guidance on every one of these issues—and many more. We provide tips on finding a good property manager and determining whether you need an onsite manager, must-have and must-not-have contract language, and tips for responding when your management company isn't doing its job, including guidance on when to cut ties or work toward a better relationship. We also educate going-it-alone boards on best practices for self-managed homeowners associations.

We are HOA Property Management Services strive to be the best HoA management Company. We believe in Transparency.

13/03/2021

Best Practices for Working with Your HOA Management Company

December 2008
Unless you're careful in choosing a management company, you could end up with someone like Jeffrey S. Koger. In November, the 39-year-old Herndon, Va., man pleaded guilty to bilking about $3 million from 400 homeowners associations in Northern Virginia, according to the Washington Post.

As chief financial officer of Koger Management Group in Fairfax, Va., Koger collected association dues from homeowners. Rather than distributing those funds into the appropriate associations' accounts, he used them to open a restaurant, remodel his house, join a health club, and to buy a new car and a home in New Mexico. Under federal sentencing guidelines, Koger is eligible for six to eight years in prison.

Not only can you protect your association from managers like Koger, but you can build a positive working relationship with your management company. Here's how.

1) Identify your needs. Know what you need a management company to do for your association. For example, many managers offer a range of services, including full-blown management of an entire community, oversight of the basics, or project management for such infrequent but complex tasks as determining a special assessment plan or helping with a bid process to control costs and identify quality vendors. Determine what services you need, and then interview at least three companies to choose the one that can provide just what you need at the most reasonable cost.

2) Consider a trial period. If you've never worked with a management company, or you've recently switched companies, consider a short-term contract of three to six months so that both sides can get a better feel for the work involved, the services provided, and the fees before committing long term.

3) Have a contract. Regardless of the length of your agreement, make sure it's in writing and spells out which services your management company will and will not provide, how often if will provide the services, and the fees the company will charge. "The most common complaint I get is the management company's failure to provide accurate and timely financial reports," says Michael S. Hunter, an attorney and partner at Horack Talley in Charlotte, N.C. To avoid that, state in the contract that your association needs accurate financial reports by specific dates—such as the 10th of every month—and that the failure to meet that requirement will be considered a material breach of the contract. Also make sure you carefully review the termination provision. "If the association isn't happy with the services provided, make sure you can quickly and inexpensively terminate the contract," explains Hunter. "In some cases, the management company will insist on an early termination fee during the first 12 months usually totaling one to three months of its fee."

4) Spell out when to contact the manager. No property manager should have to field calls from every resident on every issue. Ask the management company which calls you should tell residents to direct to the board and which should be directed to the management company. For example, it may be fine for residents to contact the management company about improperly parked vehicles. However, it's inappropriate for residents to call the management company to discuss budget issues or complain about contractors or maintenance workers. Those calls should be fielded by the board and, if necessary, later addressed by the board with the property management company.

5) Build a positive relationship. Always be professional with your management company. But remember that some personalities simply don't gel. If you find that the person overseeing your account just doesn't seem to click with your board or owners, it may be time for a change. "If you can't resolve issues directly with the manager," advises Hunter, "go to the president of the management company and ask for a new manager to be assigned to your association." Consider including a provision in your contract stating you can request a new manager for any reason.

26/02/2021

What are the nine major areas of association operations:

What are the Essential Duties of an HOA Manager?
General Administration – including but not limited to:
Maintaining the operation in a positive, effective forward path.
Providing a high level of customer service – timely answering of phone calls, responding to emails and other correspondence.
Answering questions and going the extra step to assist the client.
Documenting and maintaining records
Reviewing policy and making recommendations for policy generation and implementation procedures such as but not limited to the:
Areas of common area rules
Deed restriction enforcement
Collection of assessments
Amenity operations (pool, tennis, access, hours, guests)
Communications, advertising, etc.
Maintenance of Common Areas – The manager is responsible for overseeing all aspects of maintenance on behalf of the board including:
Knowing the common areas like the back of his or her hand and work closely with the relevant service providers to insure all common areas are:
Safe
Well maintained
Properly insured
Ensuring contracts for services are appropriate, competitive and perform according to specifications
Completing special projects on time and within budget
Ensuring services get performed within budget.
Educating the Board ahead of time of forecasted budget overruns and given options on other ways to deal with expense variances
Implementing effective preventative maintenance schedule
Documenting and revising schedules when appropriate
Knowing who does what, when, where and why and have a schedule and associated costs so that you can:
Tracking compliance of contractual obligations
Overseeing expense forecasting and future budgeting
Assisting when coordinating multiple contractors to work in the same area or project
Planning, communicating, implementing, evaluating, and adjusting accordingly
Provision of Common Services – The association’s governing documents; management contract; budget; and Board of Directors are the drivers for this area.
The manager needs to fully understand what he or she is obligated to do:
The manager must understand that he or she has a moral obligation to uphold the association’s governing documents which have higher authority than any board of directors.
Conflicts in instructions or being asked to do something that is illegal or immoral is not a contractual obligation.
The manager has an obligation to honestly and legally perform services and should never do anything he or she feels is against the law or potentially liable to the association.
In providing common services, the Community Association Manager is responsible for several areas including but not limited to:
Developing or updating contract specifications to assist in bidding out contracted services.
Managing contracted services.
Communicating any deficiencies of services to the contractor, issues to be resolved and effects of non-resolution.
Researching more appropriate vendors, better services, better prices (low price is not always better service), more efficiencies of services such as:
Share services with neighboring communities to get better price.
Share maintenance or portering contract employee with other communities.
Reduce janitorial or other services in slow use periods.
When possible, buy in bulk.
For large scale evaluate hiring on-site maintenance person vs. all the paid out dollars to various general contractors.
Internal communications – The manager is responsible for:
Coordinating communications amongst Board members particularly when conducted via email; summarize results and ask Board to ratify at future meeting so it is read into minutes.
Compiling to-do and action items lists for Board, Manager, and Support Staff; with updates so all can track progress throughout the month.
Asking for clarification when he or she receives conflicting direction or doesn’t understand the information.
Managing Board communications point of contact(s):
A manager should not have five different ‘go to’ or ‘take direction from’ people on the board as this can create confusion
It is best when it can be agreed that, while the manager works with all the board members, he/she funnels his/her communication via the President and/or Treasurer.
Financial Management
Understanding the association’s financial position
Reading and reporting on the financial statement
Monitoring the budget and forecasting the income and expenses monthly looking forward
Explaining the positive and negative variances of actual vs. budget as well as recommending how to deal with cost overrun
Managing affect accounts payable to insure invoices are paid correctly and only when services are verified, etc.
Implementing and managing a professionally aggressive assessment collection policy that adheres to the association’s documents yet provides results
Exhibiting sound budgeting finesse from a historical and forward thinking perspective
Conveying adaptability, flexibility and accountability
Procurement of Insurance and Loans – no contract for insurance or loan should be secured without Board review and approval. However, the manager is responsible in:
Assisting in seeking viable insurance bids, preparing the applications, etc. and presenting the options to the Board
Recommending appointment of finance committee to work with treasurer and manager when seeking a loan
Looking to the association documents for the authority, obligation, and requirements first.
Knowing what maximum thresholds must be met.
Documenting the assets in a list, with values as well as photos.
Bringing competitive information and options to the Board in both arenas.
Preparation of Tax Return and Other Reports
Ensuring that the board seeks and obtains insight and feedback from qualified, respected professionals within the Association Management industry including:
CPAs
Attorneys
Reserve specialists
Landscape architects and horticulturists, engineers, etc.
Presenting a variety of experienced bids to the board based on his or her depth of experience and business association relationships.
Developing and presenting a monthly manager’s report with topics including (some large scale on-site communities request weekly reports due to the high walk-in traffic issues).
Financial report and high-level summary
Collection report including accounts at or going to attorney
Deed restriction enforcement including those requiring board action
ARC including any requiring board action
Service Contracts – summary of all contracts as well as any that have been put out for bid for board consideration
Special requests, issues from residents or special projects
Operational trends

What is on the horizon for next 30-60-90 days
Knowing the deadlines for the state and federal required reports and working with the Board and their selected vendors to insure reports are filed accurately and timely.
Assist the Board on Policy Matters
Evaluating current policies to see if they:
Comply with governing documents and state law
Are effective or need to be updated or extinguished
Even exist or not
Looking at all policies with these questions in mind:
Is it enforceable?
Is it necessary?
Is there a better way?
What is the best practice?
Environmental Standards – The manager should work with the board to adopt resolutions based on identifying and defining different approaches to energy conservation based on the specific needs of the community including:
Evaluating common areas for green operations such as:
Utilize more energy efficient equipment and lighting
Reduce schedule for exterior and landscape lighting
Install modern timers on filtration systems
Plan sustainable landscaping
Looking for more ways to conserve natural resources such as water and electricity without detrimental effects to services or community curb appeal
Implementing Horticultural practices that can reduce landfill use:
Reduce lawn clipping waste
Consider more natural herbicides and fertilizers
Compost clippings and tree debris
Re-use as mulch after it is properly cured
Encouraging the residents to be more energy friendly and conservation minded:
Institute a recycling program to the community
Introduce water and electricity saving tips through newsletter and website articles
Seek out city and county incentive programs
Developing and adopting rules and procedures to address energy conservation activities including:
Clotheslines
Solar panels
Street lighting

29/10/2020

We have a lot of homeowners asking what certain types of meetings the board/HOA hold. We are also asked, how soon notices have to be sent out to homeowners about these meetings.

BOARD MEETING

There are five common types of HOA meetings.

The first is known as the "board meeting" – this is the most common type of HOA meeting, and the one you're most likely already are familiar with. This is a meeting of the board of directors and is open to all members (and possibly others, see below).

These meetings usually are held either quarterly or monthly, generally dependent on the size of the organization. Members are required to be notified of these meetings, often between seven and thirty days prior to the meeting.

The notice should include an agenda of topics to be discussed; as a rule, no other business is addressed during these meetings unless the governing documents provide for an open forum during which members may raise new business.

At these meetings, the board discusses the routine management of the community. Topics might include reviewing the property manager's work, resolving disputes between members, or tracking the progress of maintenance projects. A member of the board will keep minutes of these meetings, and those minutes will be available to HOA members.
ANNUAL MEETING

The second type is the annual meeting, which, as its name suggests, is held annually and usually is open to all members. The annual meeting serves to address the “big-picture issues” of the HOA – the board presents the annual budget, new board members are elected, and upcoming capital projects are announced.

If the board has committees, they present their reports at the annual meeting. A notice must be provided to all members according to the governing documents, often at least thirty days before the meeting. Minutes are taken and made available to members.
EXECUTIVE SESSION

Third, the HOA board periodically will hold “executive session” meetings, to which the members of the HOA are not invited – only the board of directors is permitted to attend these meetings.

The board holds an executive session when it needs to discuss confidential, private, or privileged information. For example, a conversation with the HOA lawyer about ongoing litigation may be held during an executive session. Other topics of an executive session include personnel issues or delinquent assessments. The board may vote on actions during an executive meeting, and those votes are binding.