M-201 Instructor Guide - Facilities Management

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M-201Facilities Management> > >INSTRUCTOR GUIDE

Association of Professional Community Managers (APCM) is Community Associations Institutesspecialized member group for managers.

PROFESSIONAL MANAGEMENT DEVELOPMENT PROGRAM


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2009 Community Association Institute Revision 1

i

2009 Community Associations InstituteCommunity Associations Institute. All rights reserved. Reproduction in whole

or in part is not permitted without the expressed, written consent of CAI.

Community Associations Institute

225 Reinekers Lane, Suite 300Alexandria, VA 22314

(888) 224-4321

(703) 684-1581 Faxwww.caionline.org

CAI is a national, nonprofit 501(c) (6) association created in 1973 to educate

and provide resources to Americas community association industry. Itsmembers include: volunteer leaders of condominium and homeownerassociations, cooperatives, and planned communities of all sizes; community

managers and management firms; builders and developers; and attorneys,accountants, lenders, reserve specialists, insurance providers, and other

providers of professional services and products for community associations.CAI has more than 50 chapters throughout the United States. Each chapter

has its own menu of programs and services and serves geographic areas,entire states, and multiple states. CAI estimates that there are currently

300,000 community associations in the United States.

The Association of Professional Community Managers (APCM) is a specialized

member group for managers dedicated to giving you added advantages on

the job, in your career, and in the community association marketplace.

APCM is a home for managers in the broader CAI communitya professionalsociety that focuses on you, your career, your job, and your professionalgrowth, whether youre an onsite, portfolio, or large-scale community

manager.

The material presented in this publication has been prepared for the general

information of the reader. While the material presented is believed to beaccurate, neither CAI nor its chapters warrant the publications suitability

other than as information guidelines.

This publication is designed to provide accurate and authoritative

information in regard to the subject matter covered. It is distributed with theunderstanding that the publisher is not engaged in rendering legal,

accounting, or other professional services. If legal advice or other expertassistance is required, the services of a competent professional should be

sought.

From A Declaration of Principles, jointly adopted by a Committee of theAmerican Bar Association and a Committee of Publishers


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ii

Acknowledgements

Community Associations Institute members were instrumental in the overall

design and development of this course. As content developers, reviewers,and advisors, they devoted hours to this project, generously sharing their

expertise and ensuring successful completion. Their hard work, enthusiasm,and dedication made this endeavor possible.

M-201: Facilities Management

Team Leaders:

Steven Hurwitz, CMCA, AMS, PCAM

Marjorie J. Meyer, CMCA, PCAM

CAI is grateful to the M-201 team members who offered assistance and

shared their sample materials.

Thomas C. Engblom, CMCA, AMS, PCAM

Jo-Ann M. Greenstein, CMCA, AMS, PCAM

Shelly Holland, CMCA, LSM, PCAM

Theodore Nye, CMCA, PCAM

Kathleen R. Smith, LSM, PCAM

DOTZ contributor: Neil Moreland

Instructional Design Consultant: ICF International


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A special thanks is extended to the CAI Presidents Club for their financialcontribution, which helped to support the development and redesign of the

PMDP educational series.

Dennis Abbott, CMCA, AMS, PCAMAbbott Enterprises, Inc.

Charlotte, NC

Mark E. Blasch, CIRMSCommunity Association Underwriters

of America

Newtown, PA

Bradford J. Brady, CMCA, PCAMMarjorie J. Meyer, CMCA, PCAMAssocia

Glen Allen, VAHouston, TX

Robert Browning, PCAM, RSBrowning Reserve GroupSacramento, CA

Kenneth E. Chadwick, Esq.Wilbert Washington II, Esq.Chadwick, Washington, Moriarty,

Elmore & Bunn, P.C.Fairfax, VA

Mark A. Conner, CIC, CIRMSHilb Rogal & Hobbs

Houston, TXKevin Davis, CIRMSKaren Shirvanian, CIRMSKevin Davis Insurance Services

Los Angeles, CA

Robert M. Diamond, Esq.Reed Smith LLPFalls Church, VA

Jeff Douglas, PCAMCreative Management CompanyHouston, TX

Ross W. Feinberg, Esq.Feinberg, Grant, Mayfield, Kaneda &Litt, LLP

Newport Beach, CA

Linda P. Frey, CMCA, PCAMDiana L. Barak, CMCA, PCAMPlanned Community Management, Inc.Houston, TX

Marshall Frost, P.E., P.P., RSSteven Morris, P.E., RSFrost, Christenson & AssociatesBound Brook, NJ

Mitchell H. Frumkin, P.E., P.P., RSKipcon, Inc.North Brunswick, NJ

Howard A. Goldklang, CPAKevin Cavanaugh, CPAGoldklang, Cavanaugh and Associates,

PC, CPAsReston, VA

Vincent J. Hager, CIRMSJacobson, Goldfarb & Scott, Inc.

Holmdel, NJ

Jeff HardyBruce R. Gran, CMCA, AMS, PCAMProperty Management Systems, Inc.Gaithersburg, MD

Thomas J. Hindman, Esq.Loura Sanchez, Esq.HindmanSanchez, P.C.

Arvada, CO

Craig HuntingtonMutual of Omaha Bank

Las Vegas, NV

E. Richard Kennedy, Esq.Karyn A. Kennedy Branco, Esq.Kennedy, Wronko, Kennedy

Attorneys at Law

Sea Girt, NJ

Craig E. Koss, AMS, PCAMKramer-Triad Management Group, LLC

Ann Arbor, MI


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John Lawton, CMCA, PCAMBob Hassol, CMCA, PCAMHRW, Inc. AAMCRaleigh, NC

Stephen M. Marcus, Esq.Seth Emmer, Esq.

Marcus, Errico, Emmer, & Brooks, P.C.Braintree, MA

Marc D. Markel, Esq.Jeffrey D. Roberts, Esq.

Roberts Markel, P.C.Houston, TX

Paul Mengert, CMCA, PCAMRandy Fann, PCAMAssociation Management Group, Inc.

Charlotte, NC

Barry Minkoff

Minkoff Co., Inc.Beltsville, MD

H. Alan Mooney, P.E., RSCriterium EngineersPortland, ME

Drew R. Mulhare, CMCA, AMS, LSM, PCAMSteven Hein, CMCA, AMS, PCAMRealtec Community Services

Williamsburg, VA

P. Michael Nagle, Esq.Craig B. Zaller, Esq.

Nagle & Zaller, P.C.Columbia, MD

William P. "Rip" NormanJohn A. Rhodes, PCAMLegum & Norman, Inc.

Alexandria, VA

Tricia Ostendorff, CMCA, AMS, PCAMWm. Goldsmith Co.

Greenville, SC

Michael R. Parades, CPA, PCAMSentry Management, Inc.Charleston, SC

Ronald L. Perl, Esq.

Hill Wallack, Attorneys At Law

Princeton, NJ

Judi Phares, CMCA, PCAMPaul D. Grucza, CMCA, AMS, PCAMRTI/Community ManagementAssociates, Inc. AAMC

McKinney, TX

Gary A. Porter, CPAPorter & Co.

Ventura, CA

J. David Ramsey, Esq.

Ramsey Berman. P.C.Morristown, NJ

Dean A. Riddle, Esq.Riddle & Williams

Dallas, TXEdward San George, PCAMIntegra Management Corp.Mt. Arlington, NJ

John SpringthorpeRick HunterSouthData, Inc.

Mt. Airy, NC

Robin StoreyJim LaHaiseSmartStreet

Norcross, GADebra A. Warren, CMCA, PCAMSan Rafael, CA


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Preface

Your Participant Guide is your organizer for this course. The pages for eachof these sectionsFacilities Management and Bidding and Contractingare

organized around a set of basic community association managementobjectives. For each objective that we focus on in this course, you have

pages in the workbook that define the information you need to know in orderto perform a skill. Each objective also has activity pages to help you

develop your ability to perform the skill. Pages also have plenty of space fornote taking during discussions.

To make your manager skill development as practical as possible, you will

use materials from sample community associations for each activity. You will

also perform a number of these activities with other community managers insmall and large groups to give you the opportunity to learn from one

anothers experience.

When you return to your job, you will take with you the skill knowledge youhave learned in this course, solutions for some of your associations needs,

samples from other associations, and related CAI publications and reprintsfor reference.

Work well and enjoy!


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viii

Table of Contents

Course Introduction ............................................................................................... 4

Module 1: Facilities Management ........................................................................ 1-1

Review of Basic Concepts 1-4

Activity #1: Benefits of Effective Facilities Management 1-7

Activity #2: Overview of Physical Assets Maintained ............................................ 1-9

Module 1 Introduction ....................................................................................... 1-10

Lesson 1: Maintaining Physical Assets .............................................................. 1-13

Activity #3: Analyzing and Evaluating Maintenance of a Physical Asset ................ 1-26

Activity #4: Community Associations Go Green ................................................ 1-30

Lesson 2: Maintenance Responsibilitiess ........................................................... 1-33

Activity #5: Work Group Exercises.................................................................. 1-42

Lesson 3: Disaster and Evacuation Planning ..................................................... 1-53

Activity #6: Identify Potential Perils ................................................................ 1-58

Activity #7: Evacuation Plan Requirements ...................................................... 1-77

Module 1 Summary............................................................................................ 1-78

Module 2: Bidding and Contracting ...................................................................... 2-1

Lesson 1: RFP and Bid Specifications .................................................................. 2-7

Activity #1: Review an Incomplete RFP and Bid Specification .............................. 2-12

Activity #2: Discuss Recruiting Bidders............................................................ 2-37

Activity #3: Evaluate Proposals and Prepare a Written Recommendation .............. 2-47

Lesson 2: Review, Monitor, and Evaluate Contracts .......................................... 2-61

Activity #4: Analyze a Maintenance Contract for Any Weaknesses ....................... 2-66

Activity #5: Monitoring and Evaluating Contract Performance ............................. 2-83

Activity #6: Interpreting and Invoking Contract Warranties ................................ 2-87

Module 2 Summary............................................................................................ 2-88

Additional ResourcesSample 1: Midtown Lofts Condominium Maintenance Responsibilities.............................1

M-201 Review Quiz .................................................................................................. 4


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Instructor Guide Module 1: Facilities Management


1

Course Materials

Overview This course contains two modules:

Module 1: Facilities Management

Module 2: Bidding and Contracting

Time Required This course will take approximately 1.5 days.

InstructionalMethods

The following instructional methods are used in this course:

Lecture

Group Discussions

Class Role Plays

Individual Activities

Slides Module 1: Facilities Management

Module 2: Bidding and Contracting

Guides Instructor Guide

Participant Guide

CD-ROM The M-201 CD-ROM includes many sample documents, additionalreadings, M-100 excerpts, and much more!


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2009 Community Associations Institute Revision 1

2

Course Materials (cont.)

Activities Module 1:

1.

Benefits of Effective Facilities Management2. Overview of Physical Assets Maintained

3. Analyzing and Evaluating Maintenance of a Physical Asset

4. Community Associations Go Green

5. Work Group Exercises

6. Identify Potential Perils

7. Evacuation Plan Requirements

Module 2:

1. Review an Incomplete RFP and Bid Specification

2. Discuss Recruiting Bidders

3. Evaluate Proposals and Prepare a Written Recommendation

4. Analyze a Maintenance Contract for Any Weakness

5. Monitoring and Evaluating Contract Performance

6. Interpreting and Invoking Contract Warranties

Challenges Challenges are included in the Participant Guide and all

answers to the challenges are located in the Instructor Guide.Challenges may be reviewed in a variety of ways to include:

Individually

As a group

Solve independently and then review as a group

Knowledge

Checks

Knowledge checks are designed to assess the students

understanding of the lesson objectives.


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3

Course Materials (cont.)

Samples Module 1:

Happy Land Condominiums Disaster Plan The Plantation Hurricane Evacuation Disaster Plan

Module 2:

Easy Street Condominiums, RFPAsphalt Work

Greenlawn Master Homeowners Association, RFPLandscaping

Request for Proposal for Painting, RFPPainting

Leisure Condominium, RFPPool Maintenance

Snow Condominium, RFPSnow Removal

Completed Contract for Landscaping Maintenance

Excerpts &

Reports

Two Guides for Association Practitioners(GAPs) are included with

this course.

Landscape Contractors

Bids & Contracts

Suggested

Materials

Have the participants bring the following items to class:

Work Order

Evacuation Plan

Disaster Plan

Governing Documents

Inspection Checklist (completed)

Project Punch list

Note:A punch list is created after a work project iscompleted to identify shortcoming in work product. A

checklist is a reminder to look at different components and

issues during property inspections.

Additional

Resources &Readings

Additional readings, samples and resources are located on the

M-201 CD-ROM and on the CAI website.


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4

Course Introduction

Self Introduction

Purposeto establish your credibility

as an expert.

Briefly describe the positions youve

held in community associationmanagement and the types ofcommunity associations youve

managed.

Mention any national or chapterpositions youve held in CAI.

Participant Introductions

Ask participants to introduce

themselves:

Name

Years in business

Name of community or company

Number of communities and units

managed

Icebreaker - Common Ground

(Optional)

Have groups select a recorder. Then haveeach group come up with short list (2-4

items) answering the question what wouldthey like to get out of the course.

Allow the groups to work together for 5-7

minutes.

Bring the small groups back to the big

group and have each small group brieflypresent two-four of their groups common

items. May go around the groups randomlyso people are less aware of their turn

coming up.


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5

Instructor Notes

Housekeeping

Ground Rules

Go over the basic ground rules.Inquire whether these rules areagreeable. Ask the participant foradditional rules to add to the list.

Write the ground rules on a flip

chart and post in the front of theclass.

Facilities

Breaks

Lunch

Parking Lot Place a piece of paper

on the wall titled Parking Lot. Usethis to capture items that are outside

the scope of the lesson. Parking lotitems will be discussed at the end of

each module.

PMDP Course

Ask how many participants have

taken one of the PMDP educationcourses already.

Adjust your review of the coursematerials accordingly.


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6

Course Materials

Purpose is to be sure participant isfamiliar with core concepts used in

this course.

Course activities will draw on thesesources.

Briefly describe the session readingsfor Module 1 Optional Pre-session

Assignment

Excerpt from M-100: TheEssentials of Community

Association Management

Ask how many participants wereable to read the pre-session reading forModule 1.

Adjust your use of core concepts

accordingly.

Mention that additional readingsand resources are located on theM-201 CD-ROM and the CAI

website.

Participant Guide

Basic Concepts

Activities

Samples

Challenges

Knowledge Checks

Evaluation Form

Course Test

Instructor Notes


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7

Course Agenda

Course Introduction 30 min.

Module 1: Facilities Management 4 hours

Review of Basic Concepts 40 min.

Lesson 1: Maintaining Physical Assets 90min.

Lesson 2: Maintenance Responsibilities 50 min.

Lesson 3: Disaster and Evacuation Planning 50 min.

Module 2: Bidding and Contracting 4 hours

Lesson 1: RFP and Bid Specifications 140 min.

Lesson 2: Review, Monitor, and Evaluate Contracts 85 min.

Course Conclusion 5 min.

Course Exam 60 min.

9.5 hours


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Instructors Guide Module 1: Facilities Maintenance


1-1

Module 1: Facilities Management


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1-2

Module 1 Agenda

Module Introduction 5 min

Basic Concepts 40 min.

Activity #1: Benefits of EffectiveFacilities Management

10 min.

Activity #2: Overview of Physical AssetsMaintained

15 min.

Lesson 1: Maintaining Physical Assets 90 min.

Activity #3: Analyzing and EvaluatingMaintenance of a Physical Asset 25 min.

Activity #4: Community Associations Go

Green15 min.

Lesson 2: Maintenance Responsibilities 50 min.

Activity #5: Work Group Exercises35 min.

Lesson 3: Disaster and Evacuation Planning 50 min.

Activity #6:Identify Potential Perils15 min.

Activity #7:Evacuation PlanRequirements

15 min.

Module Summary 5 min.


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1-3

Instructor Notes

Introducethe Module 1.

Explain you will be reviewing some basicconcepts from M-100 that will be used in

this module.

Discussthe difference between:

Approving payment of invoices

exceeding the limit and, approving

the work for which the associationis liable.

Review thethree primary goalsof

facilities maintenance from M-100.


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1-4

Review of Basic Concepts

Most attorneys advise that we avoid referencing protection of the residents because

it increases the associations potential liability to an unreasonable level. Unless thegoverning documents specifically require the association to protect life or ensure

the safety, the association is responsible for maintaining the common elements,period.

Chapter 9 in M-100 introduced the five steps in establishing a maintenance

systemfor a community association.

Develop maintenance management controls

Identify the physical assets to maintain

Analyze your assets maintenance needs

Establish five basic maintenance programs

Evaluate your maintenance system and efforts

A major benefit of a good maintenance programis the reduction of board

micromanagement. If adequate wording is not in the management contract, some

management firms craft a policy resolution that authorizes them to act withinspecified parameters. For example, as long as the cost of a repair is within theapproved budget, its not necessary for the manager to ask the boards permission

to affect the repair.

Remember also that there can be a reasonable limit on approving expenditures. Forexample, if the board has to approve everything under $500 that limitation would

eliminate timely responses to maintenance requests and impose unreasonable timedemands on the manager. A more reasonable limit may be $1,000 or more.


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1-5

Instructor Notes

Reviewthe 5 steps in establishing a

maintenance system.

Ask if there are any questions.

Transitionto Activity#1: Benefits ofEffective Facilities Management.


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1-6

Instructor Notes

Activity #1: Benefits of Effective

Facilities Management

Purpose:To develop participants

awareness of the various benefits ofeffective facilities management.

Directions:

Discussion: Ask for the benefitsof effective facilities management and

record participants answers.

Answers: Be sure the following answerscome out:

Less time spent on emergencyand corrective maintenance

because routine and preventiveare performed

Economies of scale when planahead

Possible reduction in reserves

needed

Smoother daily management

Efficient and effective use of all

resources, including personnel Satisfied owners and residents

Potential for higher resale values

Less stress on the job

Transitionto Activity #2: Overview of

Physical Assets Maintained


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1-7

Activity#1: Benefits of Effective Facilities Management

Class discusses the benefits of effective facilities management.


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1-8

Instructor Notes

Activity #2: Overview of Physical

Assets Maintained

Purpose:To develop participants

awareness of full scope of communityassociation elements and areas to be

maintained and to familiarize them withtheir responsibilities for the individual

components.

Directions:

Discussion:Ask what types ofcommon property participants are

responsible for maintaining and record

answers. Class will discuss Common RealProperty first (Buildings, Grounds,

Recreational Facilities) and then moveonto Common Personal Property

(Equipment).

Use flip chart to record answers

If range of answers is narrow, try

to get people to think beyond theircurrent situations:

Do community associations in this areamaintain ____?

Do you maintain ______________?

Do you know anybody who maintains____________________?


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1-9

Activity#2: Overview of Physical Assets Maintained

Class discusses physical assets maintained.

I. Common Real Property

a. Buildings (interiors and exteriors)

b. Grounds (landscaped areas, site improvements)

c. Recreational facilities

II. Common Personal Property

a.

Equipment (general, office)


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1-10

Module 1 Introduction

Focus

How to recognize basic community association maintenance needs andprovide for adequate maintenance of the association physical assets.

Learning Objectives

Identify the physical assets the community association must maintain.

Inspect the physical assets to be maintained.

Analyze the physical assets maintenance needs.

Evaluate the community associations existing maintenance programs andmanagement controls.

Receive, clarify, and respond to maintenance requests from residents.

Make maintenance requests and recommendations to the board.

Identify the basic elements for a disaster plan.

Identify the necessary elements for an evacuation plan.


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1-11

Instructor Notes

Review the focus and objectives for

Module 1.


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1-12

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1-13

Lesson 1: Maintaining Physical

Assets


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1-14

Lesson 1: Maintaining Physical Assets

Learning Objectives

Identify the physical assets the community association must maintain.

Inspect the physical assets to be maintained. Analyze the physical assets maintenance needs.

What a Community Manager Needs to Know

Governance documents

Property inspection

Basic maintenance programs

Decision chart

Work order/response form

Maintenance management controls


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1-15

Instructor Notes

IntroduceLesson 1.

Restate Lesson 1 Objectives

Transitioninto what a community

manager needs to know.


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1-16


Maintenance Responsibilities Defined in Documents

Generally are defined in the Declaration, Covenants, Conditions andRestrictions (CC&R), or Master Deed.

Plat The developer must record the plat before the community is

established.

Covenants, Conditions, and Restrictions, typically used for plannedcommunities.

Master Deed is usually used in cooperatives, but title confused attorneys;also call condominium governing documents a Master Deed.

In an ideal world, the governing documents for a planned community are

called Declaration of Covenants, Conditions, and Restrictions; forcondos, Condominium Declaration; and for cooperatives, Master Deed.

Using Declaration or governing documents refers to all three types ofcommunity associations.

Where in the governing documents varies by association.

If responsibilities are not defined elsewhere, the board should use a policyresolution.

Important to locate this information before committing the communityassociation to do some work.

Working with documents

Look for an index, title, or subtitle that indicates where a description of thecommon element or common areas can be found.

Once you find the description, read it carefully.

Look for summary descriptions at the end of paragraphs.

Read the description of owners maintenance responsibilities as a way to

distinguish the community associations responsibilities (e.g., Responsibilities

chart, table, or matrix).


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1-17

Instructor Notes

Explain where in the governing documentsa community associations responsibilities

for maintaining physical assets are

defined:

Plat

Declaration

CC&Rs

Master Deed

Explain to the class that the Midtown

Lofts Condominiumchart is reproducedin the Samples section of their Participant

Guides.

Transitioninto MaintenanceResponsibilities.

Begin a class discussionon howto inspect property for maintenance needs.

Use a flip chart to record answers.


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1-18


Frequency of inspections:

Depends on the community, asset, season, and budget.

Depends on management agreement.

Depends on management companys practices and number of community

associations.

Frequency varies by type of inspection

Regular/schedules

Re-inspect: recent work, problem area, item of high interest (pool gate)

Special timers for outdoor lighting after change standard/savings time

Randommanager out for a walk

Ways to record observations:

Tape recorder or note pad require transcription.

Checklist with addresses of units or common areas/elements listed in orderof inspection with items to inspect is most efficient and comprehensive.

How much detail?

Location and type of maintenance needed.

Enough for employee or contractor to follow up on, unless complex

situation.


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1-19

Instructor Notes

Be sure to cover the following points:

Who should inspect?

Bring out the variation related todifferences in forms of communityassociation management.

Generally done by the manager orsomeone reporting to management.

Community volunteers tend to be

involved when they are experts or thecommunity association is self-managed.

However, many associations have

very effective MaintenanceCommittees composed of volunteers

who may not be experts inmaintenance-related issues, but have

a very sincere interest in theappearance and upkeep of their

property.

Plat or map of property. Somemanagers bring the map with them.For example, its very difficult to

identify some condo addresses from

the alleyways. Some management companies use an

inspection instruction booklet withsite managers. The booklet contains

instructions about what to inspectand what maintenance needs to

record. The site manager carries thebooklet and a blank sheet of paper for

recording information.

Some inspectors bring previouschecklist to ensure follow-up.

Electronic checklist template.


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1-20


When should a contractor accompany an inspector?

When routine major or minor maintenance is involved. When there is a maintenance issue beyond the managers scope of expertise.

When the manager wants to learn more about a physical component in the

community and depends on the expertise of a contractor to teach him or her.

When the association has an identified contractor for minor maintenance.

When the contractor is willing to spend the time involved.

Contractor can give professional opinion and quote a price at the time of theinspection.


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1-21

Instructor Notes

Begin a class discussionon whatand how much should be recorded.

Use a flip chart to record answers.

Discuss some standard/commonmaintenance terminology.

Explain when a contractor should

accompany an inspector.


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1-22


Use of reportsto answer resident and board inquiries can

Answer resident and board inquires

Confirm whether item has been noted

work has been completed

board has approved work

or not approved work has been scheduled

Five Basic Maintenance Programs

Routine Maintenance

The regular, recurring upkeep that must be done.

Preventive & Environmental Maintenance

Periodic Maintenance to 1) avoid disruptive breakdowns, 2) prolong the

useful life of the physical assets in question, and 3) reduce the associationscarbon footprint by managing utility consumption efficiently and usingalternate energy sources.

Emergency Services Maintenance

Respond to unpredictable problems.

Requested or Corrective Maintenance

Maintenance requested by an owner, a tenant, or the board.

Scheduled Replacement

Planned replacement of physical assets as they wear out.


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1-23

Instructor Notes

Introduce the 5 Basic Maintenance Programs

Transition to Activity #3.

Ask participants to refer to Chapter 9 of the

M-100 reading, which may be used in Activity3.


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1-24

Five Basic Maintenance Programs

1. Routine Maintenance

The regular, recurring upkeep that must be done.Examples: cleaning windows, cutting grass

2. Preventive & Environmental Maintenance

Periodic maintenance to

1) avoid disruptive breakdowns,

2) prolong the useful life of the physical asset in question, and

3) reduce the associations carbon footprint by managing utility

consumption efficiently and using alternate energy sources.

Examples: changing oil, belts, and spark plugs

3.

Emergency Services Maintenance

Respond to unpredictable problems.

Examples: repair leaking roof, clearing sewer backups

4. Requested or Corrective Maintenance

Maintenance requested by an owner, a tenant, or the board.

Example: request by resident to replace common light fixture thats

broken

or

Maintenance identified during routine inspection of the property.

Example: repair stair treads

5. Scheduled Replacement


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1-25

Instructor Notes

Activity #3: Analyzing and Evaluating Maintenance of a Physical Asset

Materials: Five Basic Maintenance Programs

Decision Chart

Sample Work Order/Response Form

M-100- Chapter 9

Purpose: To provide practice in managing the maintenance of a physical asset.

Directions:

Create small groups of approximately 5 people each by asking what common

elements or common areas were inspected in preparation for the course and

grouping participants with similar punch lists together. RFP Examples: pool, building exteriors, asphalt

If several participants have similar punch lists, form more than one group.

If a participant didnt bring a punch list, assign the person to a group of

interest to him or her.

Review step #1 for the activity and ask if there are any questions.

If a person didnt bring any governing documents, pair him or her with

someone who did.

The purpose of step #1 is to give participants practice in identifying physicalassets to be maintained by the community association.

If a maintenance need is the community associations responsibility, check tosee if its under warranty before you proceed.

Review the basic instructions for small-group work on the PowerPoint slide.

Review steps #2-3and ask if there are any questions.

The purpose of step #3 is to develop participants ability to inspect physical

assets and analyze maintenance needs.

Review steps #4-7for Activity #3 and ask if there are any questions.

The purpose of steps #4-7 is to give participants practice in analyzing maintenanceneeds and evaluating maintenance programs and management controls.

Tell groups to stay focused on maintenance management and not on discussinghow to do the maintenance.


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1-26

Activity#3: Analyzing and Evaluating Maintenance of a PhysicalAsset

Small groups analyze and evaluate maintenance of a common element or common

area.

Materials:

Participants governing documents

Participants inspection checklist and an inspection report/punch list

Directions:

1.

After your instructor has placed you in a small group:

2. Check your governing documents to verify that your community associationis responsible for maintaining the items on your punch list.

3. Choose a leader and a timekeeper for the rest of the steps in this activity.

4.

Distribute copies of your inspection checklist to the other members of thegroup. Explain how your checklist does or does not indicate the assignment

of maintenance responsibilities in the governing documents.

5.

Review one anothers checklists and discuss how the format and content of

each makes the inspection process easy or difficult.

6. Select someones punch list to work on during the remaining steps of theactivity. Determine which of the five types of maintenance is required.

7.

Decide whether association employees or a contractor should be used toperform the maintenance involved. List the reasons for your choice.

8.

Prepare the necessary work order.

1. Ask the manager who brought the punch list to explain the

associations maintenance management controls and maintenanceprograms, if any.

2. Decide what changes should be made in the associationsmaintenance management controls, if any. (See pages 215 and

229 230 in M-100).

3. Decide what changes should be made in the associations programsfor the five different types of maintenance, if any.


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Instructor Notes

Give participants about 15 minutesto do steps #2-4 and post the focus, the

steps, and the allotted amount of time.

Encourage participants who havent already taken brief individual breaks to do sowhen it is convenient during their small-group work.

As the groups work, circulate to gather insights and issues to raise duringdebriefing.

Offer help only after a group has attempted to help itself first.

Take about 5 minutes to discusswith the class what was learned aboutconducting inspections.

Possible comment:

Different formats work for different managers and communities.

Take about 10 minutes todiscusswith the class what was learned from going

through steps #5-8.

Possible comment about use of employees versus use of contractors for

certain types of maintenance.

Similar physical plants can have different needs based on resident profile and

desired level of service.

Summary: Conclude Activity #3. Use participants situations and discussion toemphasize the benefits of having adequate maintenance programs and

management controls.

Encourage participants whose punch lists were not discussed in small groups to gothrough the process with their lists when they get back home.

Transition to Activity #4.


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Decision Chart for Choosing Between

Association Staff and Contracting Out

Place a check in a column if the party meets the work requirement.

If the work requirement is not necessary, put an N/A for Not Applicable in a

column. After you have reviewed all the work requirements, select the party that best

meets the set of requirements as a whole.

COMMUNITYWORK REQUIREMENTS ASSOCIATION CONTRACTOR

An adequate number of people are

available to do the job _____ _____

The people available have the necessary skills _____ _____

Adequate supervision is available _____ _____

Available to do the work immediately _____ _____

Available for a job of this length _____ _____

Will not be pulled off assignment to do

other work _____ _____

Least expensive option _____ _____

Has access to the necessary tools,equipment, and supplies _____ _____

Has adequate insurance coverage for this job

(liability, workers compensation, vehicle) _____ _____

Has the necessary license(s) and permit(s) _____ _____

Storage facilities are available for any

tools, equipment


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Sample- Work Order/Response Form

Work Order No.______________

Association: __________________________Date:___________ Time:________

Homeowner Name: _________________________________________________

Home Phone: ____________________ Work Phone:_______________________

Service Requested: _____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Comments:_________________________________________________________________________________________________________________________

Request Taken by: ________________________Keys Needed? ______________

Assigned to: ___________________________________ Date: ______________

Date Job Completed: ________________________________________________

Completed by:_____________________________________________________

Comments:_________________________________________________________________________________________________________________________

_________________________________________________________________

Signed:_____________________________________ Date: _________________

Owners orTenants Signature: ___________________________ Date:_________________

Owner/Tenant Comments:


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Activity #4: Community Associations Go Green

Submitted by Margey Meyer, CMCA, PCAM

Maintaining the common elements involves more than simply reconstructing an existingcomponent and restoring it to its original condition. Weve seen tremendous improvementsin materials and procedures over the past few years that reduce the cost of maintenance aswell as the associations consumption of energy.

Several state legislatures have passed laws overriding community associations prohibitionagainst clotheslines and solar panels. If your legislators have yet to pass laws encouragingassociations to go green, they may do so in the not-too-distant future.

Even without a legal mandate, associations should seriously consider eco-friendlyalternatives to this is the way weve always done it. Managers need to take the lead ineducating their board members about the many options available to them, such as:

1.

Distributing newsletters and other informational communications through a websiteinstead of by hard copy.

2. Replacing the common area landscape with native shrubs and trees that require lesswater.

3. Replacing the old-fashioned irrigation system with one that senses the dryness of thesoil and delivers only the amount of water necessary.

4. Using natural solutions instead of chemicals to fertilize and treat the grounds.5. Hiring a professional energy auditor to identify ways to reduce consumption.6. Replacing incandescent bulbs with Compact Fluorescent Lights (CFL) or Light-

Emitting Diode (LED) lamps.7. Cleaning or upgrading existing HVAC and laundry equipment.8. Using solar energy for the pool, clubhouse, and other common areas.9. Offering a community-wide recycling program to reduce both contributions to

landfills and the cost to the association of trash removal.

10.Usingrecycledmaterialthatwilllastmuchlongerthantheexistingmaterialforfencing,siding,

roofing,etc.

Another issue to consider when determining how to repair a component is the old adage, Ifyou always do what you always did, you always get what you always got. If you rebuild abalcony that has a rotted floor and from which rainwater was penetrating a unit, why rebuildit with the same reverse slope so it can again fail? Instead, recommend that your board hirean engineer to evaluate the cause of the failure and redesign the balcony.

Value engineering is a systematic method for a community association to go green byunderstanding that the various components of a maintenance program are integrallyconnected to each other, and should not be treated as stand-alone parts. Implementing a

value engineering approach will help an association reduce the long-term costs associatedwith maintenance, reserves and energy, as well as their environmental footprint on theearth. Using the value engineering approach will cut energy costs with higher efficiencyequipment and slash maintenance and replacement costs by spending more on bettermaterials and appropriately funding reserves.


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Instructor Notes

Activity #4: Community AssociationsGo Green

Purpose:To develop participantsawareness of the community associations

options for going green.

Directions:Ask participants to read the

Community Associations Go Greenarticle.

Discussion: Take about 10 minutesto discuss environmental options managers

should consider when maintaining andrepairing common elements.

Before break, ask who has had

previous role-playing experience andrecruit volunteers for all three roleplays during break.

Verify that role-players for all threerole plays understand the purpose of

their role play and what they are to

do.

Give role-players time to prepare

during break.


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Lesson 1: Challenges

1. Find the following hidden words for the five basic maintenance programs:

RoutinePreventive

Emergency

Requested

Scheduled

2. Unscramble the letters to find the words.

ispyahlc

nutoveiaca

enaitanenmc

eiclatfsii

qsteeur

Answers: 1. physical, 2. evacuation, 3. maintenance, 4. facilities, 5. request

E D D Q E P H S I S F TN I C E Z H A G W T N OG S D T L A G Y F E O R

O E N A N U N C E E M EE N D S R W D N W O E RD E T S E U Q E R T M E

M R N U E O F G H T N FZ E N I T U O R S C N KR E L T R S L E F S S P

O I G G V U R M E V A B

E V I T N E V E R P R RK S Q J R S O A C I H L


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Lesson 2: Maintenance

Responsibilities


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Lesson 2: Maintenance Responsibilities Time: 50 min

Lesson 2 Objectives.

Analyze your communitys maintenance needs. Create controls for ensuring the work is actually done.

Evaluate maintenance systems and efforts.

Analyze Your Communitys Maintenance Needs

To identify what maintenance must be done, you will have to record the followinginformation for every physical asset:

1. Description of the asset (age, condition, location, maintenance responsibility,

etc.).

2.

What maintenance needs to be done?3. How often?4. How long it will take?

5. Criteria for satisfactory maintenance.6. Preventive and emergency plans needed.

You will be able to obtain much of this information when you conduct an inventory

of your communitys physical assets. Another source of this information is in theappropriate section of your community associations service contracts, which

specifies the scope of work to be done for each physical asset.

Assess the current condition and needs of the property:

Conduct a detailed, thorough inspection of the property. Take photos for

future comparison and historical record.

Examine any available building plans or specifications. Review any reserve studies that have been prepared. Review all maintenance records. Interview board members, employees, or contractors providing maintenance

services. Review product or equipment information from manufacturers.


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Create Controls For Ensuring the Work is Actually Done 5 min

Create Controls For Ensuring the Work is Actually Done

The first step in establishing a maintenance system is to develop effectivemanagement controls for developing, implementing, and evaluating yourcommunitys system. A management controlis any means used to track, record,

remind, or command attention. Usually these means are forms or documents.

In addition to planning, organizing, and leading, management also involvescontrolling the communitys use of its resources. The following are some common

management controls for ensuring that maintenance work actually gets done in atimely manner:

Maintenance calendar: This is a calendar or schedule that identifies what

needs to be done during the yearand how frequently.

Maintenance record: While the calendar tells you when maintenance ought

to be done, the record tells you when it actually was done. Sometimes youcan enter the date work was done right on the maintenance calendaras we

suggest for our pool and spa sample.

A separate maintenance record is useful when you contract work out. Use therecords to verify that work was done before you pay any invoices.

Inspection checklist: An inspection checklist

Documents your current maintenance standards

Helps you to identify potential problems

Inspection report: An inspection report is a compilation of all themaintenance needs identified during an inspection. Use it to:

Assign maintenance tasks to your staff or contractors

Budget for maintenance needs

Identify any preventive maintenance that needs to be done

Determine when on-site staff or independent contractors are not

properly performing work on time


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Instructor Notes

Create Controls For Ensuring the Work

is Actually Done

The manager must have methods in placefor controlling the facilities maintenanceprogram to ensure that the work is

completed properly and in a timely manner.

Methods include maintenance calendar,maintenance record, inspections and

inspection reports and work order systems.

Inspections and inspection reports:

Provide documentation of currentconditions and outstanding items

Provide verification of completedwork

Help to identify potential problems

May result in the need for onsitemeetings with staff or contractors

Provide a method for follow up on

previous maintenance items

Ask someone to volunteer their experiencesin working with maintenance calendars,

maintenance records, or written inspectionreports. Ask someone to tell the class how

these controls were of benefit to them,especially in dealing with a contractor or

with the board of directors.


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Create Controls For Ensuring the Work is Actually Done

Create Controls For Ensuring the Work is Actually Done, continued

Work order/response form: A work order is a form for assigning work to

be done in any one of the five maintenance programs. With some planning, it

can be used

To document owner and tenant requests

To assign maintenance tasks to both maintenance staff and

contractors

As a response form to be returned to an owner or tenant, indicating

that work was completed or confirming that it was assigned

As a basis for allocating charges, when appropriate

A work order/response form has several benefits. It

Identifies whether the need is an emergency or not

Requires attention

Allows follow-up to evaluate satisfaction

Provides a means of monitoring costs

Provides a history of the repairs that have been made

Documents any problems with contractors reported by owners ortenants

Indicates if the work is a recurring problem necessitating further

evaluation


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Instructor Notes

Work order systems:

Purpose:

Provide written documentation of

maintenance activities

Assign maintenance tasks to staffand contractors

Feedback process from residents

Basis for cost allocation

Benefits:

Provides follow up

Helps to monitor costs

Provides historical data on repairs

made

Documents contractor problems

In the same manner as you asked for class

participation with other managementcontrols, make the same inquiry about workorder systems. Ask someone to volunteer

their experiences in working with a work

order system and to offer benefits inaddition to those noted above. Specificexamples of how these systems are

effective will help other students realize

their value.



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Evaluating Maintenance Systems and Efforts 5 min

Evaluating Maintenance Systems and Efforts

Here are some common methods community association managers use to evaluatetheir maintenance systems and implementation efforts:

Have your board of directors fill out a report card that addresses your basic

maintenance programs in specific terms.

Survey residentseither periodically or at the time their maintenance requesthas been handled.

Review budget costs for the previous year to determine

How monies have been allocated

What the results were

Review all maintenance work orders in terms of Nature

Time spent

Money disbursed

Any other key factors

Physically inspect the property.

Drive through and/or visit other similar community associations to obtain afirst-hand comparison or self-check.

Lack of complaints does not necessarily mean that you have a good maintenancesystem that is well-implemented. Take steps to obtain feedback.


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Instructor Notes

Evaluating Maintenance Systems andEfforts

The manager must have methods in

place for evaluating the effectivenessof the facilities maintenanceprogram.

Review financial reports on howfunds have been allocated and

expended. Review all work orders as to the

type of work, time spent, andcosts.

Establish a system to monitor call-

backs or repeat work orders. Establish a system to follow up

with residents on requestedmaintenance to ensure that repairs

were timely and were completed totheir satisfaction.

Inspect the maintenance work

performed in the community.



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Activity 5: Work Group Exercises 35 min

We will now participate in a series of work group exercises to help reinforce the

items discussed in this lesson.

Work Group Exercise #1

Prepare a simple preventive maintenance schedule for the year for the air

conditioning and furnace that service the clubhouse and office area. The air

conditioning is electrical and the furnace is powered by natural gas.

Work Space:

___________________________________________________________________

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Work Group Exercises


Prepare a written procedure for responding to a sewer back-up. Be sure to includeprocedures for both regular business hours and after hours. Also include any follow

up issues.

Work Space:

___________________________________________________________________

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Describe an effective method for completing a property inspection that will insureall areas are covered and any outstanding issues are addressed.

Work Space:

___________________________________________________________________

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Instructor Notes

Answer to Exercise #3:

Items to be included:

The list of completed contractorwork should be verified.

The list of completed staff

member work should be verified. Check items noted previously on

the last inspection report. Information from the work order

system should be verified. Schedule the contractors or staff

members to meet with you to

address specific issues or toinspect the completed work.

Use an inspection checklist that isspecific to the communitys unique

aspects. Do the inspection at different

times of the day. Do the inspection on different

days. For example, if you typicallyinspect the site after the

scheduled landscape maintenance

occurs, inspect sometimes beforethe work is done to gain adifferent perspective.

Conduct your inspection tour in a

different direction and manner

each time. Do not always park

and walk in the same direction. Ifyou do, you will always see thesame things.

Inspect regularly, but dont over-

inspect. Sometimes too manyinspections can cause you to

overlook issues.


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The sample governing documents for XYZ Community Association do not addressthe issue of who is responsible for ceiling repairs resulting from roof leaks. Many

owners have damaged ceilings and are calling board members and demanding thatsomething be done. The board is sympathetic to the owners pleadings. Create aresolution that you would recommend to clarify this issue.

Work Space:

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

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Instructor Notes


Items to be considered:

Authority: The bylaws give the board the powersand duties necessary for the administration of theaffairs of the association and allow them to provide

for the operation, care, upkeep, and maintenance ofall property.

Purpose: There is a need to clarify an ambiguous orunclear provision of the maintenance responsibilities.

Scope: Those owners who have suffered ceiling

damage as a result of roof leaks.

Specifications: The association will repair ceilingdamage and repaint ceilings for those units that

have been damaged as a result of roof failureacommon element for which the association is

responsible. Owners are not allowed to make roofrepairs and could not prevent their ceilings from

being damaged.

Ask students to discuss these additional issues:

What should be the policy on repairs other thanceilings, such as carpeting or personal property?Should there be a deadline by which all claims must

be submitted?

Instructor Hints:

1) Consider sharing the cost the association paysfor the repair, the owner pays for the paint.

2) Consider including a requirement that the ownerreport the leak within 30 days of occurrence

(renters sometimes take months to report a

problem to the owner, and the damage couldhave been greatly mitigated if the associationwas alerted to the problem as soon as it

occurred).

3) The board should understand that repairingceilings/sheetrock damaged by roof leaks

requires an increase in the budget for thatcomponent.


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Prepare a time-line outlining each step and completion date required to replace theroofs in our sample community. Assume that there are adequate reserve funds to

pay for the replacement, but as of yet, no work has been done on this scheduledmaintenance activity.

Work Space:

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Instructor Notes


Items to be included:

Begin roof replacement work 120 days before work begins:

Seek out engineers.

90 days before work begins:Board decision on an engineer.

60 days before work begins: RFP

to roof contractors. 30 days before work begins:

Board decision on a contractor.

15 days before work begins:

Finalize contract. Advise residents.

Timelines will vary based upon thecommunity and the size of the job.

However, the emphasis needs to be onthe planning and preparatory aspects of

a major project such as this. Managersmust understand that they cannot get a

successful roofing project underway orcompleted in a brief period of time. They

should allow 90 to 120 days for

planning, bidding, deciding, andpreparing for the work to be done.


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Notes

__________________________________________________________________

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Lesson 3: Disaster and Evacuation

Planning


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Lesson 3: Disaster and Evacuation Planning

Learning Objectives:

Identify the basic elements for a disaster plan.

Identify the necessary elements for an evacuation plan.

Disaster and Evacuation Planning

The three primary goals of facilities management involve more than maintenance

of the physical assets. The three goals are:

Meeting the needs of residents

Preserving and enhancing the property

Reduce the potential liability to the association from injury to residents,

guests, and employees

They also obligate community association managers to be prepared for possible

disasters and evacuations.


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Instructor Notes

Restate Lesson 3 objectives.

Transition from maintenance todisaster/evacuation planning.

Mention some of the disasters in the

headlines over the past few years that

have affected community associations:

Hurricanes

Floods

Earthquakes

Ice storms

Riots

Terrorism

Ask if anyones community association

has a disaster plan and, if so, for what

type of disaster(s).

Ask if anyone has had to handle adisaster situation for an association and, if

so, what they learned from the experience.


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Instructor Notes

Identify the Basic Elements for a

Disaster Plan

To plan for a disaster, a manager must be

able to identify the basic elements to planfor.

Ask participants to take out their

copies of Natural Disastersand review thekey item on page 4.

Remind them that the Natural Disasterdiscusses the necessary elements of a

comprehensive plan and includes a

Disaster Plan outline.

Refer to Happy Land Disaster Plan.

Review questions you should consider

when developing a Disaster Plan (locatedon page 2 of the Natural Disasters).


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Instructor Notes

Activity #6: Identify Poten