Hall Management Corporation

Current News

VOLUME 1, NUMBER 1

MAY, 2001

Enhancing the Quality of Life In
Your Condominium Community

As published in News & Views Canadian Condominium Institute Toronto & Area Chapter, Volume 5, Number 4

By Richard G. Hall, B.A.

THE CONDOMINIUM experience differs significantly from other forms of housing. It means buying into a lifestyle with promises of care-free living and convenience. There are many advantages to condo living, but they can only be realized to their fullest potential if the condominium community is continually developed and enhanced.

When a property management team sits down to prepare its annual management plan, it is able to draw from a large pool of property management theory, documented procedures and historical management practices. Sound traditional property management deals extensively with operational, financial and administrative matters. Preventive maintenance programs, purchasing controls, budgeting techniques, cash-flow management procedures, detailed reporting and audit trail integrity are all good examples of traditional management issues.

The effective management of condominium housing demands more and goes beyond traditional property management. It remains a property management team that is sensitive to the condominium community. In fact, property managers must recognize that they are not just managing buildings. Rather, managers are tasked with helping the Board of Directors and the residents enrich their quality of life by formulating a Community Development Programs.

There are three essential components to a Community Development Program. Firstly, a solid communication infrastructure between the Board of Directors, the residents and the management team must be established. Secondly, a formal Resident Relations Program setting out detailed policies and procedures must be formulated. And finally, a resident association should be encouraged and supported.

The communication infrastructure requires a coordinated effort to establish regular and consistent performance and service. The following identifies the main features:

	A Welcome Package should be developed following input from the Board of Directors and interested residents. This package, which would be given to all residents when they move into the community, helps to make them feel welcome and gives them important information. A Welcome Package should contain the following: summary of the rules and regulations; a "quick list" of contact names and numbers; a recent copy of the condominium's newsletter; a business card from the property manager with a 24'hour contact number; local transit information; parking information and a general map of the local area including parks, schools, shopping facilities, community centers and places of worship.
	A newsletter can be produced to help to help to unite the community. In addition to any newsworthy event or information regarding the community, the newsletter may also publish a community want-ad section where residents can advertise for free--allowing people to offer items up for sale or trade, note lost articles, advertise home office services or simply seek information. As well, a community happenings column serves to further inform people about important events. The on-site property manager may also write a column addressing any concerns and news about the property.
	Timely resident surveys can be used to help ensure that the management team is consistently meeting and surpassing the needs of the residents and the Board of Directors. With this proactive approach, residents are able to come forth with their concerns, the Board of Directors can gauge the community, and management can check its own performance.
	Exit interviews with those leaving the community provide the management team with vital information about the community. These brief interviews can help focus on concerns in the general community and can help to prevent future problems.
	It is important to have a professional property management team that assumes a responsive management role. All resident inquiries should be responded to quickly and diligently. By handling all inquiries promptly, the management team builds trust and confidence in the working relationship.
	A community brochure can be assembled for the benefit of all residents. This will greatly assist in the ultimate marketing or sale of a unit.
	A special computer database can be developed to help further establish communication infrastructure. This database can use the information gathered from the resident exit surveys, or from regular contact with residents by management and the Board to gauge the status of the community. By understanding common interests of the residents, specific social programs can be developed. The Board and management can use this database as a tool to build rapport with members of the community.

ONCE THE COMMUNICATION INFRASTRUCTURE IS ESTABLISHED, policies and procedures must be developed to implement the Resident Relations Program. This should entail the creation of a detailed document specifying various items, such as how and when a Welcome Package is issued. In regard to the newsletter, this policy document would determine its frequency, layout and content. The resident survey form would be outlined and include a schedule for issuance.

The Exit Interview Forms would be defined, include instructions regarding their completion and present the process of identifying pending move-outs. The Manager would also ensure that regular office hours are posted with times convenient for the community. Finally, detailed information would be tracked in the resident database to provide the best information on which to make management decisions.

Lastly, a resident's association should be encouraged, developed and supported by the management team. This association would reflect the character of the specific condominium community. Encouraging residents' involvement motivates people to enhance the quality of life within their own community and ultimately increase condominium values. This approach helps to beat out apathy which may hold back the potential success of the Community Development Plan. Once again, a condo newsletter will help encourage communication and cooperation.

Building conversation is essential; yet, so is community development. Achieving your community development objectives does not have to be costly. A good, progressive management plan should include a community development plan and budget. The benefit is twofold: firstly, enthusiasm and spirit from the residents about their condominium community and its programs mean a more enjoyable lifestyle. Secondly, a strong community could place a higher value on condominium units. After all, a condominium community which is respected, nurtured and developed will have established social programs, well0maintained buildings and an organized and cooperative resident base. By appealing to resident lifestyle demands, a community can be made to works. And that certainly is a valuable and marketable investment.

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