Preface
By Bill Overton, PCAM
Like a fine wine or an artist's masterpiece, the notion of Building Community just keeps getting better with age. In fact, as a philosophical movement within the Community Association Institute (CAI), it has become a full-blown juggernaut and has literally changed the face of the association management industry for the better. This phenomenon can only be explained by accepting the fact that our competitive marketplace, as defined by our customers—the homeowners, demands it.
This has been an interesting process to watch unfold over the last few years. We began with some CAI conference sessions on how to build a sense of community in condominium and homeowner associations rather than focus only on rules enforcement. These sessions were well received by managers, but they clamored for more "how to" information. This feedback set the Institute on the course of developing publications such as Be Reasonable! How Community Associations Can Enforce Rules Without Antagonizing Residents, Going to Court or Starting World War III and Community First! Emerging Visions Reshaping America's Condominium and Homeowner Associations. Educational programs such as"Leadership Practices in Building Community" also were developed. These were big steps that added practical content to CAI's resources for managers. Still, managers asked for even deeper how-to assistance.
CAI went back to the drawing board to meet its customers' needs and came up with the concept for this practical, strategy-oriented guidebook. This book is intentionally designed to be collaborative and anecdotal. Many of the industry's best management and legal practitioners share their successes, their best practices, with you in their own words.
Try out those practices that seem workable for your community and run with them—refine and improve on them. Help us continue to raise the bar as we serve our country in perhaps its most important area—at the grass roots community level.
If September 11th has taught us anything, it's the importance of our connection and interactions as Americans. As such, what higher mission could possibly get us out of bed in the morning than helping people make a difference in their communities? Thankfully, the practical tools to do so just keep on growing at CAI.
Manage well, and with passion for helping people!
Introduction—Aspiring Beyond Administration: How to Achieve Social and Civic Well Being
By Brent E. Herrington
After working with community associations for nearly 20 years, I have reached the conclusion that all community associations—and the people who lead them—fit pretty neatly into one of two distinct categories: administrative or aspirational.
The first (and by far the largest category) comprises what I call administrative associations. They operate under the premise that a community association is essentially a neighborhood housekeeping organization. The association's purpose is to maintain common elements and enforce rules. Thus, the role of management is to furnish competent administration for the maintenance and enforcement operations of the association. The board and the manager in an administrative association tend to regard a high level of resident apathy as a compliment. Residents must be happy if they're not showing up for community meetings or casting votes for board positions. The more invisible and unnoticed the association becomes, the happier its members are presumed to be. Issues of conflict are resolved in a dispassionate, process-oriented manner.
The board's goal, in administrative associations, is to treat every person and every issue in a consistent and uniform fashion. Interaction with such an association tends to feel professional and businesslike. For example, a resident who has an issue to address with the board (his or her neighbors) should not expect to have a neighborly discussion to resolve the matter. Instead, the resident is typically allowed to come before the board and recite his or her case, while the board members remain completely silent and refuse to engage. No conversation about the matter will occur until the resident has physically left the meeting. Only then will the board members discuss the matter among themselves. They will later transmit their verdict to the resident in writing via the U.S. mail. The resident may feel as if they were participating in a tribunal of sorts rather than a meeting of neighbors.
The second and much smaller category is made up of what I call aspirational communities. In this type of association, the role of the board and manager is as much about building the social and civic well-being of the community as it is about maintaining the physical plant or enforcing the rules. Aspirational communities tend to be managed by people who express a sense of passion and idealism about community. These managers and board members believe their role is to provide leadership and inspiration, not merely administration. They strive to engender a sense of caring, civic pride, and shared responsibility. They position the association as a wellspring of resident volunteerism in a wide range of community-related activities, both inside and outside the association's boundaries. Apathy is viewed as a negative characteristic, and community meetings tend to draw very high levels of attendance and participation.
These managers often identify themselves as community managers rather than association managers. In an ironic twist, these managers have learned that their efforts to build a sense of community tend to greatly reduce the number of administrative problems such as rules violations and delinquent assessments. Conflicts in such a community tend to be addressed in a humanistic, compassionate manner. The emphasis is on dealing empathetically with people as neighbors, and appreciating whatever unique circumstances may exist. The overarching goal is to transform mere housing units into vibrant neighborhoods and communities.
The difference between the two types of associations has little to do with the written word of their CC&Rs; it has everything to do with the values and priorities of the people who lead them. Somehow, those who place a strong emphasis on community seem to transcend the legalistic nature of their governing documents.
In recent years, CAI has worked to elevate community-building as a central component of an association's mission. This book explores the entire concept of building community within the context of the community association. By reading this book, you will learn how residents, board members, and managers can achieve this lofty, but attainable, goal.
On the operations side, Rob Schwarting, a manager of a large community in New York, looks at strategic planning in associations. He provides an inside look at how the planning process, as well as the plan itself, can be used to provide strategic direction and infuse enthusiasm for creating a great a community. Bill Greer, of the Southeastern Institute for Research, writes about how surveys can be used to check the pulse of a community and tap into ideas and opinions of residents who may otherwise remain silent. California attorney Beth Grimm looks at alternative dispute resolution and shows how mediation, rather than litigation, solved a tough problem and saved an association $50,000. From the opposite coast, Maryland attorney Mike Nagle demonstrates how to steer clear of many common problems that plague association meetings. Ford's Colony Vice President Drew Mulhare discusses the roles of the manager, board, and resident in fostering community spirit, and attorney Ron Perl explores community governance systems. To assist in combating one chronic challenge to community associations, Virginia attorney Pia Trigiani provides tips on creating reasonable rules. She shows how this exercise will prevent future conflict and promote community harmony. Jo-Ann Greenstein looks at how volunteer community service projects and neighborhood social gatherings can foster a more vibrant community environment.
Five Concepts for Building Community
- As a "community builder," you will need perseverance and determination. Not every new initiative or program will be successful. Don't be discouraged when a new project gets off to a slow start. They tend to start slowly and gradually gain momentum.
- Set a tone that is light-hearted and fun. It should be a joy to be active in the community. Remember to celebrate small victories. Recognition and applause are like rocket fuel for volunteer-based activities.
- Don't make the community an island. Establish significant points of connection and collaboration with the community at large. Your community can have important, mutually beneficial relationships with area schools, businesses, clubs and leagues, city government, social service agencies, worship groups, activity groups, and more.
- A significant part of your volunteer activity should be based on helping others in need. Community-based philanthropy or social service projects help engender a deep sense of community pride and embody the highest ideals of community.
- Build community traditions. In the greatest of communities, residents look forward year after year to major seasonal events and community celebrations. These recurring events create countless memories and become deeply ingrained in the pattern of life in the community.
My Perspective
If you are new to the concept of community building in associations, this book will provide inspiration and know-how to get you started. All the contributors to this book share a common goal: to build stronger, more active, more caring communities.
If your experience as a community-builder proves to be anything like my own, I know you'll find the journey to be fun, inspiring, and deeply satisfying. I wish you much success in fulfilling your highest aspirations for your own community.