PRSRT STD US POSTAGE PAID PERMIT NO. 177 13600 Gulfbreeze Street FT. MYERS, FL Fort Myers, FL 33907

Serving Community Volunteer Leaders, Professional Managers, and Business Partners

CAI ~ South Gulf Coast Chapter CHAPTER PARTNERS

The Official Publication of the

Second Quarter 2014

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…. Continued from page 8 protect and preserve your pavement Total Asphalt, Inc. He can be reached The Official Publication of CAI assets. by email: [email protected] or

South Gulf Coast Chapter cell 727-482-8550 Remember: Implement, execute and Pete Engle is Director of Special Pro- Serving Condominiums, Cooperatives and Homeowner Associations document costs of the work performed jects in FL, AL, GA, NC and SC for FIRST QUARTER 2014- VOLUME XXXIII No. 1 for future use. It’s the best way to

...continued from page 19 maker, and will take more than a pep talk to repair. Good decision making Footnotes: 1. Sadan, Elisheva (1997)

easiest no-decision decision to point skills takes study, coaching and men- Empowerment and Community Plan- to is any Board failing to fund re- toring and still some folks are never ning: Theory and Practice of People- IN EVERY ISSUE serves through a no-decision deci- able to perform (a personal flaw). Focused Social Solutions. Tel Aviv: sion. The reserve study says fund, Hakibbutz Hameuchad Publishers (in 4 ………..……………………. President’s Message What can you do? The decision Hebrew). Peter Bachrach and Morton management says fund, the Board talks about special assessments, rais- making process is sufficiently compli- Baratz introduced the nondecision- 6 ………………………..……. CED’s Message cated in the first place to bedevil aca- making in 1970 as a theory for con- ing dues and a combination thereof, yet is unable to bring themselves to a demics; the no-decision making pro- trolling discussion. This is a critique of 6 ………………..………….… CAI-South Gulf Coast Chapter Partners vote on the matter because it creates cess is equally complicated. The pro- Robert Dahl's assumption of pluralism a political mess for them (i.e., "tabled cess could be likened to what goes on in decision making, where all interests 7………………...……………. Advertisers forever"). Or, how about the manag- in a black box: A mystery too compli- are represented by an open process. ers outlined previously who, because cated to quantify? Maybe. There are Thus Bachrach and Baratz contend they suffered the effects of a no- books aplenty on how to make a good that no decision-making is an overt decision decision, simply decide to decision, but getting your supervisors strategy to control power. pull up stakes and head to another or Boards to make a decision? Not so ARTICLES company? Turnover costs real mon- much. If a decision is yours to make and you feel it is too overwhelming, 5 ………………………………….……. Security Assessments & Implement- ey. Either way or myriad others, the no-decision makers of this world seek help from a mentor, apply some Page Five tation would do themselves and everyone of the techniques for successful deci- Security Assessment By Len Ford sion making, and look at the root else a favor if they would put a price tag on their indecisiveness. Of cause for your inability to decide. If & Implementation 8 …………………………….…………. Avoid Costly Asphalt Resurfacing course, that would require a decision the decision is not yours to make, un- More Art By Pete Engle fortunately, there is not a whole lot to do so.

you can do other than remove your than Science Julie Adamen is president of Adamen Inc., a 19……………….…….…..……… The No-Decision Decision Are they evil? The no-decision mak- personal feelings from the equation. consulting and placement firm specializing in the community management industry. Julie By Julie Adamen ers aren't directly trying to hurt you, can be reached via email at julie@adamen- it's just how they are. Fear, lack of Unfortunately for us, a few of those no inc.com or through her website http://www.adamen-inc.com/ 20…………………….………….……… The Smart Things Managers Do information or lack of understanding - decision makers were just re-elected By Julie Adamen of their true role and responsibilities to the Board, and, well, you under- stand, don't you? all play a part in forming a no-decision 26 ………….……...…….….….. Managing Board Conflict By Julie Adamen … continued from page 28 butions from your business partners. we do: Partner with management

Our industry is so small that any Yes, it is marketing for them, but it is forming a united front in solving the 27 ……………………………………… When Worlds Collide also helping you develop profession- problems that face community asso- Connections is published quarterly by the By Julie Adamen damage to credibility can have long South Gulf Coast Chapter of the Community ally. Business partners want you to ciations, be they leaky roofs, financial Associations Institute, 13600 Gulfbreeze St., term repercussions.. What goes Fort Myers, Florida 33907. All articles 28 ………………………………. Then: Vendor Now: Business Partner be as knowledgeable as possible distress or sticky-wicket legal issues. appearing in Connections reflect the author’s around, comes around. opinion and not necessarily the opinion of CAI. By Julie Adamen because your success means their Now, as for you managers out there - Acceptance of advertising in Connections does not constitute an endorsement of the success. Wait - is that a partnership? start thinking that in addition to products or services by CAI. Remember who underwrites your

CAI encourages submissions of articles So, now I get it. From this moment providing prompt and excellent ser- subject to space limitation and editing. Mission industry education and events. statement: CAI is a multidisciplinary member- Business partners invest in you. Eve- forward I'm endeavoring to call ven- vice, we are joined with you to help ship alliance leading the community associations industry. Its purpose is to foster ry professional organization in our dors (and myself!) business partners you with expertise in our given fields effective community associations and to forge a spirit of community harmony. CAI industry lives on the charitable contri- because that really describes what so you can be great at yours. Frank- accomplishes this purpose with the highest standards of quality, integrity and professionalism.

Website at www.southgulfcoastchaptercai.com

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PRESIDENT’S MESSAGE The Official Publication of CAI South Gulf Coast Chapter

Here we are and its June already and the 2014 BOARD OF DIRECTORS welcomed summer rains have returned

President Robert C. Samouce, Esq. Things within the chapter are moving along Samouce & Gal, P.A. quite well. Our 2014 Trade Expo was a re-

Vice-President -President-Elect sounding success and the reports back that I have heard was that our exhibitors, Gerry Renke, CAM Cypress Woods Association managers and board members enjoyed all facets of the show. I must say that our sec- Treasurer William Chini, CAM, CMCA , AMS ond year offering the “Taste of the Expo” was well received Fountain Lakes Community Association and I have heard that the fine restaurants that participated

Secretary have all indicated that they want to be able to participate in Ragan Votaw 2015. Votaw Enterprises, LLC

Director Our Annual Golf Tournament held May 9th was also a great Lee Dixon success. Good weather and a full turnout made for a fun Turtle Lakes Golf Colony day. Congratulations to the Sherwin Williams team for being Director the 2014 Champions. Greg Havemeier, AAI, CIRMS Gulfshore Insurance With so many programs being worked on the chapter has not Director as yet finalized 2014 CHAPTER SURVEY to send out. This Mark Hein Hein Brothers, LLC survey will be asking questions relative to seminars, events, and participation. We will be asking you to forward by mail or Director Joseph Gennaro, CAM, CMCA, AMS, PCAM fax and we are leaving off name and address from the sur- vey so it will be entirely confidential. Hopefully this survey will Director Sarah Spector, Esq. provide us good direction for 2014 and into 2015. Becker & Poliakoff, P.A.

Director Coming in August will be our Five Seminar Day on Marco Mary Danitz, CAM Island. In September we will be holding two additional con- Florida Shores Bank tinuing education Five Seminar Days. One at Cypress Lake

Director Country Club and in Bonita Bay at Worthington Country Clifford Verderber, CAM Club. Flyers will be emailed to all chapter partners prior to Mediterra the scheduled dates of these educational programs. Get all

2014 Committee Chairpersons your years education completed in one day and have break-

Trade Expo fast and lunch on the chapter through our Chapter Partner Valerie Hoover, CAM,

program. Managers Committee Sarah Spector, Esq.

Education In conclusion I do hope that our fine manager membership Marie Martel, CAM, AMS, CMCA, PCAM will take this opportunity to get their continuing education Lambert H. Lang, Honorary Chairman

Governmental Affairs from the member chapter. We look forward to a good William D. White, CAM, CMCA tournout and hopefully some managers that have never tak-

Golf Committee en part in this Five Seminar program will be pleased with the Tammy Lovecchio

Finance results that this event brings and obviously frees up time Cindy D’Artagnan, CPA from monthly seminars and offers the opportunity to attend our monthly networking events Chapter Executive Director 2320 Bruner Lane Robert J. Podvin

Fort Myers, Florida 33912 Regards, South Gulf Coast Chapter (239)939-4412 13600 Gulfbreeze Street Toll Free (888) 386-4412 Fort Myers, Florida 33907 Robert C. Samouce, Esq. Telephone 239-466-5757 Fax 239-466-1818 Chapter President [email protected]

Connections 46 Connections 4

Security Assessment & Implementation More Art than Science

ATTENTION! By Len Ford, ALERT Protective Services Your pavement assets need your help!

What are the “standards” for implementing an access control or security program in your community? Have you ever heard Our approach will: of security “standards” that will keep everyone and everything reasonably safe and secure? How much protection is enough? What is the right amount of money to spend? What is the risk of certain incidents occurring and what are your ac- tual vulnerabilities? What is the correct mix of security inputs to the program? Why should one access control measure be  Protect and Preserve the life of your pavement and save you money implemented and not another?  Extend the life of your reserves and reduce life cycle costs  Rejuvenate the molecular structure while providing rich black “Curb Appeal” You would think by 2014 there would be well defined security and access control “standards” for just about all types and kinds of environments and facilities. However, there really are no actual standards for a security program for a community or other types of environments and facilities. If this surprises you, don’t worry too much about it; because there really are no Please visit our website, www.TotalAsphalt.com and call us today, 1-888-735-8868 standards for any non-military entity. Actually, the security programs in place in most residential and commercial environ- ments are based more on personal preference and the existing budget for such programs. So what should a residential se- curity committee, board of directors and a property manager do? EDUCATION CONSULTATION REJUVENATION RESTORATION Fortunately, there are some procedures and processes that can be used to help guide discussions and provide a framework for a solution. There are four security concepts that are used by security professionals. These concepts help security profes- sionals ascertain how much security to put in place and what kind of security will work the best. In addition, these concepts will help show that the security measures chosen should provide the best payoff for their specific environment. There is still more art than science involved, but these concepts provide valuable input.

As Mr. Richard Sem, CPP states:

 “Security is more art than science. Few formulas will cover all organizations, situations and needs and that’s the beau- ty and challenge of our profession. We are about probabilities.” (Security Management, March 1998).

The four security concepts are as follow: 1. Security Assessment Tool 2. The 4 D’s 3. Cost/ Performance & Security Countermeasures 4. Layers of Defense

Let us first take a look at the “Security Assessment Tool”. The importance of conducting a proper security assessment can be brought down to a very basic reason; it will help show a strong and succinct possibility of the criminal element effectively taking advantage of vulnerabilities, the implications of such an event, and the best ways and means for lessening the suc- cess and resulting damage from a criminal event.

…….. Continued on page 10

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CED’S MESSAGE The Official Publication of CAI South Gulf Coast Chapter

On May 14 -1, 2014 I had the pleasure of South Gulf Coast Chapter attending the CAI’s National Conference in Orland at the Lowes Royal Pacific Hotel. The chapters President-Elect Gerry Renke CHAPTER PARTNERS also was in attendance for this yearly

event. We attended CED and President- ♦ ACE ASSOCIATION ACCOUNTING Elect seminars and had a great opportunity ♦ ADVANCED ROOFING AND SHEET METAL, INC. to speak with other CED and President- ♦ ALERT PROTECTIVE SERVICES Elect people from all four corners of the ♦ AMERIFLOOD United States.

♦ ASSOCIA GULF COAST We heard from CAI’s CEO Tom Skiba that ♦ BB & T ASSOCIATION SERVICES our membership is now over 33,000 and 60 chapters. What ♦ BB & T OSWALD TRIPPE AND COMPANY, INC. makes me proud is the fact that Florida chapters have over ♦ BECKER & POLIAKOFF, P.A. 107 PCAM’s and the South Gulf Coast Chapter has 21 man-

♦ C1 BANK agers holding this prestigious certification. A certification that is copied by some but no where near the real thing. ♦ CARDINAL MANAGEMENT GROUP OF FLORIDA

♦ CINDY D’ARTAGNAN, CPA, LLC The chapter gained two more PCAM managers and that being ♦ COMCAST CAM Manager Fred Calfo and CAM Manager Robert Oliveira. ♦ CONSTRUCTION LAWYERS, LLP We congratulate Fred and Robert for their desire to carry this

♦ CONVERGED SERVICES INCORPORATED designation.

♦ CROWTHER ROOFING & SHEETMETAL OF FLORIDA The pinnacle of community association management. The PCAM designation is the highest professional recognition available na- ♦ D & G SEALCOATING tionwide to managers who specialize in community association ♦ DAWSON OF FLORIDA, LLC

♦ ELIAS BROTHERS GROUP

♦ FIRESERVICE, INC.

♦ GOEDE ADAMCZYK & DEBOEST, PLLC

♦ GULFSHORE INSURANCE

♦ HEIN BROTHERS, LLC

♦ HOMETEAM PEST DEFENSE

♦ LATITE ROOFING & SHEETMETAL, LLC MAKING THE RIGHT DECISIONS FOR YOUR ASSOCIATION

♦ LMFUNDING

♦ MARIO’S PAINTING OF SOUTH FLORIDA

♦ MYERS BRETTHOLTZ & COMPANY, PA

♦ MUTUAL OF OMAHA

♦ RESERVE ADVISORS, INC.

♦ R. L. JAMES, INC.

♦ ROETZEL & ANDRESS, P.A. management. I would also like to express how proud we are of all ♦ SAMOUCE, MURRELL & GAL, P.A. those chapter managers that also carry the PCAM designation

♦ SENTRY MANAGEMENT that have joined the elite - the select - the best. We recognize your dedication. ♦ SERVICE PAINTING OF FLORIDA

♦ SHERWIN WILLIAMS/FLEX BON Regards, ♦ SOUTHWEST PROPERTY MANAGEMENT ROBERT C. SAMOUCE

♦ STROEMER & COMPANY, PA 5405 PARK CENTRAL COURT

♦ STONEGATE BANK NAPLES, FLORIDA 34109

♦ TRAMCO Telephone (239) 596-9522 Facsimile (239) 596-9523

♦ TOTAL ASPHALT [email protected]

Robert J. Podvin Executive Director

Connections 6 Connections 43

ADVERTISERS’ INDEX … continued from page 35 going in to the future, remove ego and 2 I do not use this term disparagingly

above all be realistic. Always hire as whatsoever. A The Wrap Up much professionalism as you can afford - H Ace Association Accounting ………………………………………. 44 Hein Brothers ……………….………………..……..……..…..…….16 really afford, not just some arbitrary dollar Advanced Roofing & Sheetmetal …… ……………….……..…… 46 HomeTeam Pest Defense …………………..…………..…..…….. 10

figure that's overly frugal. Somewhere AmeriFlood ………………………………………………………….. 16 Boards need to be aware that what value Julie Adamen is president of in management they have today may within all of these, you'll be able to find Associa Gulf Coast …..……….…………… ….……...…...……… 21 L the manager you need, at a price that is Adamen Inc., a consulting and Alert Protective Services ………………………………………….. 38 not be available for the same price to- Latite Roofing and Sheetmetal …….………………...…....…...… 41 right for both of you. placement firm specializing in the B LMFunding …………………………………..……………………. 9 morrow. In fact, chances are very high it BB & T Association Services…………………………..…....……. 22 will not. When looking for that manage- community management industry. M BB&T-Oswald Trippe and Company…….……………....…...….. 24 1 Note that I no longer consider the Mario’s Painting of S Florida ……………………………………..… 24 ment replacement, or just making sure Julie can be reached via email at Becker & Poliakoff, P.A. ……………..……………..…….……….. 41

"handyman" as on site manager. Thank Mutual of Omaha ……………………………………..……….……. 32

you are going to keep your current man- [email protected] or through ager, think about your metric and take in heavens they are going the way of the her website C Myers Brettholtz & Company, PA ………………...……...…...…… 23 C 1 BANK …………………………………………………………….. 2 dinosaur, or respectful political discourse.

an honest account of what your communi- http://www.adamen- Cardinal Management ………………………………………………. 36 R ty has and what your community desires Cindy D’Artagnan CPA LLC .……….…………..……………….…. 22 Reserve Advisors ………………………….………………...……... 24 CSI ……………………………………………………………………. 40 Comcast ……………………………………..…………….…………. 46 R. L. James, Inc. …………….………………………………..…….. 32

Construction Lawyers, LLC. ……………………….…...…….……..36 Roetzel & Andress, P.A. ……………...……...………..…………. 30

Crowther Roofing and Sheetmetal …….. …………………………. 29 S

Samouce & Gal, P.A. …………....…….……………....……..….... 42 D Sentry Management ……………………………………………….. 32 D&G Sealcoating …………………………………….……………. .. 47 ... Service Painting of Florida ……………………………………...… 12 Dawson of Florida, LLC ……... …………..………….….……….… 37

Sherwin Williams/Flex Bon Paints…………...... 10

Southwest Property Management Corporation ………….……….. 2 E

Elias Brothers Group. ………………..……………….…....…..…… 18 StoneGate Bank ……………………………………………………. 18

Stroemer & Company, PA ….…...………………………………... 14

F Fireservice, Inc. ……………………………………….……………. 7 T

Total Asphalt………………………………………………………….. 44 G Tramco………………………………………………………………….47

Goede Adamczyk DeBoest ………………………………………… 9 Gulfshore Insurance…………………………………………………. 42

Connections 42 Connections 7

Avoid Costly Asphalt Resurfacing

By Pete Engle Director of Special Projects

Too often we consider valuable in the future and become even more you information on how to prioritize infrastructure in our communities as acute, especially when we consider that your treatment strategy. permanent and are surprised when it these resins and oils have a much higher begins to fail and the cost for repairs far dollar value than liquid asphalt and are Next, analyze field surveys and outstrips what’s budgeted in the re- used in hundreds of products, from cos- reports to determine a mainte- serves. metics to plastics. nance strategy. Severely dis- Asphalt roadways and surface parking To further illustrate the importance of tressed pavements aren’t the best are prime examples: Without proper keeping oils in the pavement, let’s com- and timely preventative maintenance, candidates for a surface or pene- pare asphalt pavement to a strip of ba- asphalt pavements will deteriorate at an trating treatment because you con. When you take a fresh strip of ba- accelerated rate. may have to reconstruct them con out of its package it’s extremely Asphalt happens to be one of those ma- flexible. But when you put it in a pan fairly soon. It may be better to terials that deteriorate quite rapidly. In and cook the oils out, it becomes brittle apply a surface treatment to recent years, deterioration of asphalt and breaks easily. Asphalt pavement pavement with light or moderate has accelerated due to advancements in also breaks when the loss of oils de- distress instead. the petrochemical refining process that stroys its intended flexibility.

allow a more complete extraction from the asphalt of many beneficial elements It’s clear that lower quality liquid as- Treatment selection has become that are now being used in other prod- phalt means lower quality asphalt pave- critical in today’s economy and ucts. ments that just don’t last and are expen- there are technologies that afford

ASPHALT BINDER-which is the black sive to replace. your pavement protection that “glue” that holds the sand and stone would extend its life cycle signifi- together-comes from the very end resi- Asphalt pavement roads and parking cantly while measuring favorably due of the refining process and has sig- lots have been constructed with the ex- against the cost of repaving. nificantly more essential elements re- pectation that they will last 15 to 20 moved from it than ever before. The years or more with little or no mainte- increase in ASPHALT BINDER prices nance. The key is the Right treatment from January 2001 through 2012. Bind- at the Right time on the Right er has increased 380% compared to the For those of you looking to manage the pavement. Consumer Price Increase of 160% over life-cycle cost of your asphalt infrastruc- the same period. ture and avoid costly repaving, I would recommend our plan that embraces the Create a strategy using your anal- Pavement Preservation Concept, which ysis. This makes your decision Typically the Binder makes up approxi- is endorsed by the Federal Highway easier, especially if you have mately 6% of Hot Mix Asphalt. One Administration. many pavements that need atten- square yard of compacted hot-mix as- phalt weighs about 168 pounds. 6% of First, inventory and index your pave- tion in the near future. 168 lbs = 10 lbs. Thus, 10 lbs of Binder ment. This will give you a starting point. is in a square yard of hot-mix. The $21 dollars per ton of HMA placed in 2001 Second, field surveys determine your

now costs $97 per ton. pavements’ condition. We suggest using the Army Corps of Engineers Pavement … continued on page 45

We can anticipate this trend to continue Condition Index (PCI). This PCI will give

Connections 41 Connections 8

John C. Goede, Esq. Mark E. Adamczyk, Esq. Richard D. DeBoest, Esq. Steven J. Adamczyk, Esq. Brian Cross, Esq. Jason R. Himschoot, Esq. Megan E. Richards, Esq.

8950 Fontana Del Sol Way Westside Plaza II 2030 McGregor Boulevard Suite 100 8200 NW 33rd Street Fort Myers, FL 33901 Naples, FL 34109 Suite 303 239-333-2992 239-331-5100 Miami, FL 33122 Toll Free 855-331-5100 786-294-6002 Toll Free 855-331-5100

Connections 40 Connections 9

… continued from page 17

On Fagan's second attempt, an alarm sensor detected him. A member of the palace staff thought the alarm was faulty and silenced it. En route to see the Queen, Fagan loudly broke a glass ashtray, cutting his hand. Quality and Service The Queen woke when he disturbed a curtain, and initial reports said Fagan sat on the edge of her bed. But in a 2012 in- At Sherwin Williams/Flex Bon, We’re Proud To Provide terview, he clarified that she in fact left the room immediately, seeking security. She phoned twice for police but none You With The Most Professional came. Fagan then asked for some cigarettes, which were brought by a maid. When the maid did not return to base for some time, footman Paul Whybrew appeared. The incident happened as the armed police officer outside the royal bed- Products And Services Available room came off duty before his replacement arrived. He had been out walking the Queen's corgis.

How many rings of security did this unemployed decorator penetrate to accomplish his goal?

Detailed Project Specifications 1. 14 ft. perimeter wall - topped with revolving spikes and barbed wire Comprehensive Building Evaluations 2. Drainpipe – it was actually supposed to have a coating of grease to keep intruders from being able to climb it, how- 5-7 Year Warranty Programs ever, the grease coating was not maintained – this was not mentioned in the above article 3. Housemaid 4. Guards 5. Unlocked window For The Most Supportive Project Involvement Call: 6. Several alarms; but they were faulty 7. Human error resulting in silencing an alarm thought to be faulty 9. 8. Palace staff Police Caleb Spence The main theme from these two factual accounts is that security can be simple and does not have to look like something (239)229-6649 out of a James Bond movie to be effective. Having layers of defense to deter, detect, delay and deny is significant as a se- curity program is best if it is multileveled in nature. Most importantly, the countermeasures you decide to put in place need simply be maintained and be in working order. Additionally, the human protective element must never be careless and must always remain observant, attentive and a little bit suspicious.

In conclusion, an overall security program needs to fit your environment, make sense from an assessment perspective, perform to your specifications as you determine from the security model and, as we see from the stories above, be inspect- ed and maintained. What you want to implement in the form of a security program may get back to a matter of personal preference, however, at least now you have been able to recognize some talking points, which will hopefully be helpful, as you plan your community security/ access control/ privacy program.

Sources: Scott L. Ksander, Purdue University Shon Harris, All in One Book Official Guide to the CISSP CBK ((ISC) Overseas Security and Strategic Information, Inc. ASIS International Field Manual 3-19.30: Physical Security. Headquarters, United States Department of Army Richard Kibbey, Science Applications International Corporation John Motlagh, Components of an Integrated Physical Security System Robert Gruber, PSP Perimeter Security: Deter, Detect, Delay, and Deny Master Halco Security Solutions Group Jane Jacobs, The Death and Life of Great American Cities

Author: Len Ford, Executive Vice President & Managing Director, ALERT Protective Services; SW Florida’s “premiere provider” of residential lifestyle security officer service. www.alertprotectiveservices.com Len is a Certified Protection Professional (CPP™), as awarded by ASIS International, the world’s largest security organi- zation with over 36,000 members worldwide. As such, he is Board Certified in Security Management. This certification is awarded to individuals whose primary responsibilities are in security management, have the necessary experience & education and who have demonstrated advanced knowledge in eight separate disciplines that include: Security Principles & Practices, Business Principles & Practices, Personnel Security, Physical Security, Information Security, Emergency Prac- tices, Investigations and Legal Aspects. Len earned a Bachelor’s Degree in Criminal Justice, an MBA and DBA. He is a member of ASIS International and the South Gulf Coast Chapter of the Community Association Institute. Len can be reached at 239-745-5618 or [email protected]

10 Connections Connections 39

…..continued from page 5

Len Ford CPP, DBA In a residential environment, it is important to plan in the greatest detail for the most probable events with the greatest im- ExVP & Managing Director pact on families, dwellings and other property. According to Mr. James Broder, CPP, planning takes into consideration the 5237 Summerlin Commons Blvd. following: Fort Myers, FL 33907 The Private Bank For Business(239) 745 - 5618 direct [email protected]  Identification of the assets in need of protection;

Formerly  Identification of the kinds of risk or peril that may affect the assets involved; [email protected]  Determination of the probability of occurrence (not a science, but an art, the art of projecting probabilities);  Determination of the impact or effect (in dollars if possible) if a loss occurs. (Risk Management & the Security Survey, 2000)

The security assessment tool is a mechanism that presents the community the necessary qualitative and quantitative infor- mation required to make decisions relating to assets, threats, vulnerabilities, current and optional security countermeasures and the feasibility of options based upon culture, esthetics and a cost/ benefit analysis. The board, security committee and property manager should be able to take into consideration the local crime picture as well as a trend report of troubling events which have occurred in the community to create a detailed summation of areas requiring additional emphasis. Additionally; the board, security committee and property manager will be able to make sug- gestions and recommendations for specific security improvements where the highest possibility of a repeat event may occur as the result of a current vulnerability or threat.

It is helpful and even critical to keep and maintain a thorough database of unusual events. This database will prove im- mensely helpful in making decisions concerning what type of security to implement. It will also prove to be indispensable in Board Certified the reassessment process, which should be ongoing. The reassessment process should continually look at the local threats, community vulnerabilities and the countermeasures in place to deter, detect, delay and deny the criminal element.

2. LC BB1200016 This brings us to the next set of devices in our security assessment toolbox. These are commonly referred to as the 4 D’s; www.alertprotectiveservices.com Deter, Detect, Delay and Deny/Respond…………At this step a discussion should result to determine how deep into the process of implementing countermeasures it may be necessary to delve based upon prevailing threats. The amount of se- curity a community may need will be the result of this discussion as it is determined how vulnerable the community is to at- tack and the likelihood of such an event occurring.

Following is a description of each

Deter: To deter is to avert an action through a fear of penalties. It is a mental perception that your security program provides to the criminal element as they review your community and consider their successful completion of their crime within your community. A wrongdoer should recognize a fear of being observed and apprehended which should make him/ her move on to an easier or softer prospect, which is, unfortunately for the other target, what deterrence does. However, if all communities in a local area would create the same environment exhibiting a strong presence deterring the criminal ele- ment, criminals would be encouraged to move even further away from the protected venue, and on to communities less pro- tected.

Perception of security can increase objective security when it affects or deters malicious behavior, as with visual signs of security protections, such as video surveillance, alarm systems in a home, or an anti-theft system in a car such as a vehicle tracking system or warning sign. Since some intruders will decide not to attempt to break into such areas or vehicles, there can actually be less damage to windows in addition to protection of valuable objects inside. Without such advertisement, an intruder might, for example, approach a car, break the window, and then flee in response to an alarm being triggered. Either way, perhaps the car itself and the objects inside aren't stolen, but with perceived security even the windows of the car have a lower chance of being damaged.

Detect: To detect is to define and communicate the awareness that an incident has occurred. Detection can occur through the use of human beings or technology. It is advantageous to be able to detect a problem as far away from the as- set being secured as feasible.

Delay: Once the threat has been detected it is best to be able to have resources in place to slow the threat down and provide the threat difficulties in reaching its intended target. This can be accomplished through the use of humans, technology and barriers. The objective at this point is to have the time needed to summon a response force and or have in place the ability to record the threat for later investigation.

… continued on page 13

38 Connections 11 Connections

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Connections 12 Connections 37

…..continued from page 11

Deny/Respond: Finally, the denial stage causes the threat to keep from completing its objective by either having a response force stop it or having enough physical security in place so that the threat simply concedes the intended target and decides to pursue a different and easier/softer target.

3.

We now move on to the third step which is to determine, based upon the assessment and the desired extent of the “4 D’s”, what we should implement from a countermeasures perspective. It is up to the board, the security committee, the property manager and perhaps a security consultant to balance security controls against risks, taking into account the costs along with broader issues such as aesthetics, residents’ wants and needs, health and safety, and societal norms or conventions. Physical access security measures that are appropriate for a military site are not, obviously, appropriate in an office, a home or a vehicle, although the principles are similar.

Physical security describes security measures that are designed to deny unauthorized access to communities and homes, equipment and resources, and to protect personnel and property from damage or harm. Physical security involves the use of multiple layers of interdependent systems which include warning signs, community watch programs, access control pro- tocols, protective barriers, lighting, locks, CCTV surveillance, security officers, and many other techniques.

Another type of physical security is referred to as “crime prevention through environmental design” (CPTED) and is a multi- disciplinary approach to deterring criminal behavior through environmental design. CPTED strategies rely upon the ability to influence offender decisions that precede criminal acts. Specifically altering the physical design of the communities in which humans reside and congregate in order to deter criminal activity is the main goal of CPTED. CPTED principles of design affect elements of the built environment ranging from the small-scale (such as the strategic use of shrubbery and other veg- etation) to the overarching, including the building form of an entire neighborhood and the amount of opportunity for detec- tion and communication of threats. These models rely on the ability to influence offender decisions preceding criminal acts. Research into criminal behavior demonstrates that the decision to offend or not to offend is more influenced by cues to the perceived risk of being caught than by cues to reward or ease of entry. Consistent with this research CPTED based strate- gies emphasize enhancing the perceived risk of detection and apprehension.

As we can see from the diagram above, there are various levels of security countermeasures to choose from based upon need (determined in the assessment and 4 D’s stage). The amount of security will increase as we move along the horizon- tal access from left to right; however, the cost of security, in most cases, will also increase at the same time.

… continued on page 15

Connections 36 Connections 13

… continued from page 27 ware of current compensation packag- er? Blend the metrics? Yes, but maybe

es in our industry. Also, if the Board better said as "make the worlds collide in to perform many of those tasks. In members are largely retired they often softly." The Board should start by ask- this instance, the Board is subsidizing compare what the average profession- ing themselves these important ques- the cost of management. al manager makes in mid-life with what tions:

they made at that same time in their Each of these elements increases the lives. Where have we been? Has your as- gap between metrics because the sociation had an executive administra- Board is unaware of the hidden subsi- Board (member) ego. Real conver- tor or an administrative assistant? And dies that either they or their current sation with a Board President: "Oh, how did it work, and why, or why not? manager is providing. Until, of course, people have always wanted to work for Do you have a small budget and heavy it comes time to replace that manager. me. They don't care about the money, Board involvement for the foreseeable Then worlds collide. they just like working for me. I'm a future? If so....

wonderful boss. " Uh-huh. Metric Gap # 2: The Executive Man- Are we willing to subsidize the asso- ager v. The Executive Secretary Lack of qualified managers. Most ciation? Is the Board willing to sub- Many associations are in a deep state Boards are under the impression there sidize the association by undertaking of confusion (or denial) when it comes will be dozens of qualified, local candi- management duties, enabling it to pay to what they currently have in terms of dates lining up to work for them. It's lower wages to an employee? If so, management and what they think they simply not the case. They'll place an then maybe a manager with a lower have. Here are the two basic types of ad on Craig's list or monster.com and skill-set is right for you. But be advised on site manager:1 get hundreds of resumes, none of the Board usually does not have suffi-

them qualified. cient time required to manage an asso- An Executive Manager refers to a pro- ciation. If you do choose this path keep fessional community association man- Location, Location, Location. It's a in mind that today your Board may be ager, one qualified and experienced to lot easier to find a qualified manager to willing and able, but tomorrow they not only carry out the policies of the take on a property in, say, South Caro- may not. Board, but is competent to guide the lina than in Wisconsin. Board in formulating those polices. Where do we want to go? Is the This person will be paid on upper end Reputation. Boards should never, Board happy with the status quo? Or of the scale for the position. ever, think that how they administrate does a majority think a change in

their community is a secret. If a com- scope of service is in order? If so, de- An Administrative Assistant2 refers to munity has a reputation for good- fine the scope and be very specific an employee who is more function- decision making, a thoughtful Board here - define exactly what your com- oriented; i.e., the Board makes deci- and "happy" owners, it will usually be munity wants, and more importantly sions on all major issues and most mi- easier to find a qualified manager. where it needs, to go. nor ones, and this administrator works However, if the community is conten- to ensure those decisions are execut- tious, litigious, micromanaging and/or What can we pay? Let's be realistic. ed. This person will be paid on the low- with a history of manager turnover and Your association may be ready for a er end of the scale for the position poor administration, the harder and top-notch manager, but you may not held. more expensive it will be to find a good be able to afford one yet. If you are

manager. unwilling to raise dues to hire this man- Metric Gap(s) # 3 - Other common ager, think beyond this year and into factors What to do with all this infor- the next, act with prudence and adjust Board unaware of current salaries. mation... your budget accordingly. Unfortunately, when it comes to salary ... If you are a Board of Directors and packages, Boards are woefully una- looking to replace your current manag- Continued on page 42

Connections 14 Connections 35

… continued from page 13

Much can be accomplished and considerable money can be saved by investing more time in the planning stages. Thoroughly determining the use of countermeasures, toward the left of the diagram, can be very effective in saving money. Policies and procedures well implemented and communicated can create a very fine base to a security program. A good example is the famous “Crime Stoppers” program.

Barriers are designed to restrict, deny or direct pedestrian and vehicular traffic. These barriers are not impassable, but they do increase the chances of detecting or discouraging people and vehicles from trying to unlawfully access your prop- erty. Other countermeasures that can be grouped in this category, to name just a couple, would include lighting and locks.

Electronics have become so numerous that I hesitate even trying to name very many. However, to simplify, these countermeasures fall into primarily three categories; access control, surveillance and intrusion detection. Security Officers are primarily in place to observe and report. However, they are also often first responders. It is very important to determine the scope of the particular security officer’s duties before trying to implement a security officer pro- gram. In addition, not all security officer environments are the same. A residential community will require completely different security officer characteristics than a logistics facility, call center or manufacturing environment.

4.

Security Layers or Target Hardening Physical security should be based on a layered defense model. Layers are implemented at the perimeter and continue toward an asset. These layers, as we have discussed, include: Deterrence, Detection, Delaying, Denying/ Response. Target harden- ing focuses on denying access through physical and artificial barriers. It is always important to take into consideration how this process can lead to restrictions on use, enjoyment, and aesthetics of the environment. So there is a continuum starting with a completely open environment and ending with a completely closed environment.

Following are some examples of the difference in implementing the same security counter measure, but in varying degrees of strength:

Low Degree of Protection…………………………………….…………………………………………..High Degree of Protection

Lighting: Flashlights – Exteriors lighted – Sensors activated/ timed – Entire site illuminated

Glass: Standard – Tempered – Acrylic – Wired – Laminated - Solar Window Film - Security Film

Gates: Class I: Residential usage – Class II: Commercial usage, where general public access is expected (e.g., public parking lot, gated community, self- storage facility) – Class III: Industrial usage, where limited access is expected (e.g., warehouse property entrance not intended to serve public) - Class IV: Restricted access (e.g., a prison entrance that is monitored either in person or via CCTV)

Barriers: Signs – Shrubbery/ Ditches/ Berms – Fences/ Walls – Ankle breaker rock - Mechanical barriers & fences

Locks: Warded Lock: Basic padlock & easiest to pick. Tumbler Lock: Has more pieces and parts than a warded lock. Combination Locks: Require the correct combination of numbers to unlock them. Cipher Locks; aka Programmable Locks Smart Locks: Specific codes to be assigned to unique individuals

As we can see, there can be literally hundreds of options available. What is exactly correct for your particular commu- nity and environment can better be determined after working through the process using these tools.

Finally, there is no such thing as perfect security. We all have heard commentators on the news talk about how the Department of Homeland Security must be perfect all the time and a terrorist only has to be perfect one time. Unfortunately, it is not much different for a residential community. If the criminal element is bound and determined to attack a community or home, they probably can find a way to do it successfully. Our job is to make it as difficult as possible for them, without restrict- ing our freedom or damaging our esthetics. Unfortunately, sometimes the best we can do is provide enough fortification to make them go to a softer target.

… continued on page 17

34 Connections Connections 15

… continued from page 26 cense): "I see both points of view, and matter. The daily conflicts or long-

Long-term conflict between Board I like both of you, so I am hopeful you term conflicts between Board mem- members is simply a fact of life. If you can work things out and we can move bers are just a part of human nature are going to survive and manage forward together. I have no opinion on and, as a result, a part of your job. within these environments, here are this matter." The interplay of board politics and some key things to remember: personalities do make our work very Rarefied air: Use a professional interesting. Know that resolving con- Remain impartial. You can be em- mediator. If your community flict is only some times within your pathetic to the conflict, but good na- has the budget for occasional ex- abilities or your purview. For the most turedly resist being dragged in to it perts (and are big thinkers) this is a part you need to manage around and on one side or the other. Taking great way to go: An impartial third Board conflict as best you can by re- sides in any conflict where you are party skilled in dispute resolution that maining impartial and resisting every the expendable person (i.e., you are isn't free and isn't you. Excellent. effort they make to drag you in to it. an employee) has danger written all over it. Are you the cause of the conflict? Remember: It's their life and their If you are the source, or perceived to community. Conflicts will come Listen attentively - but not too be the source, of conflict, examine and Board members will, eventually, long. When the parties to conflict why that is and change your behavior move on. We are the professional call you or drop by your office to com- with regard to the issue. Or, go to administrators and our goal is to go plain about the other person (and your executive and ask for help and the distance with the community and they will), listen politely and attentive- be honest about your involvement. our companies. To do that, we need ly, but always find a reason to cut it Sometimes, your relationship with a to avoid the mine fields wherever we short. Listening for too long not only community has simply run its' can and insert ourselves only when wastes time but can give the impres- course, and it may need to be given it's appropriate and when it will have a sion that you are sympathetic to their to another manager. Again, you are positive outcome for all involved. cause and thus on their side. the expendable party and when it Julie Adamen is president of comes down to you or someone who Adamen Inc., a consulting and If they are persistent in dragging lives there. placement firm specializing in the community management industry. you in to the conflict, firmly but Julie can be reached via email at So, what's your job? (1)To keep the politely decline the invitation to this [email protected] or through disaster-in-waiting. What to say? account for your company and (2) her website http://www.adamen- Think the language of politics and to manage it in a professional man- diplomacy (or, stone-rubbing and in- ner. These two points are all that

16 Connections Connections 33

….continued from page 15

One last very important point can be illustrated by the next two stories. The point is that any one layer of security can, and as described below, often fails. Please notice how these two very supposedly secure venues were violated, and not by a master- mind criminal, but by very common and unprofessional people.

A New Jersey teen got past the wall of security at 1 World Trade Center and a sleeping guard and made it up to the spire. According to the New York Post, 16-year-old Justin Casquejo crawled through a hole in a Ground Zero fence at about 4 a.m. one weekend and got a lift up the tower from a union elevator operator, even though he had no ID. He was dropped off on the 88th floor and hiked the stairs up to the 104th floor — where a security officer was asleep, the New York Post reported. Casquejo told cops he then climbed up to the roof and made it up to the antenna, said the New York Post. After two hours, he was caught by a construction worker as he made his way back down. When police questioned him, he said that he had little trouble getting past security at a building that was supposed to be cloaked in a “ring of steel.”

How many rings of security did this 16 year old penetrate to accomplish his goal? 1. no trespassing signs, 2. barrier wall, 3. elevator operator (regular citizen that should have said something, after seeing something), 4. lack of proper credential and, 5. security officer.

Maybe the most famous occurrence of layers of defense failure can be described in the story below. As you read, please count the number of times this intruder could have been stopped if only just one defense mechanism would have worked, or been attended to, properly.

At around 7:00 am on Friday morning, 9 July 1982, Michael Fagan, who was by then a 33-year-old unemployed decorator whose wife had just left him, scaled Buckingham Palace's 14 ft. perimeter wall - topped with revolving spikes and barbed wire - and shinned up a drainpipe before wandering into the Queen's bedroom at about 7:15 am. By his own account, it was his second attempt: on his first he shinned up the drainpipe, startling a housemaid, who called security. When guards reached the scene, Fagan had disappeared, leading them to believe the housemaid was mistaken. Fagan entered the palace through an unlocked window on the roof and spent the next half hour eating cheddar cheese and crackers and wandering around. He tripped several alarms, but they were faulty. He viewed the royal portraits and rested on the throne for a while. He then en- tered the postroom, where Diana, Princess of Wales had hidden presents for her first son, William. Fagan drank half a bottle of white wine before becoming tired and leaving. Continued on page ….37

32 Connections Connections 17

… continued from page 25 and divide it by the hours - and your ex- or soon to be ex- number of employees, the amount there you are (depressing isn't employer? and complexity of common it?) But smart managers know 2. Are you involved in the industry? area, the amount of manager there are other quantifiable 3. Do you have any industry edu- turnover in the past 5 years, aspects to their position, or one cation? 4. Do you have an updated, two etc.) the higher your salary. they may be considering. For page resume readily available? Anyone with budgets in excess example: Is there a benefit of $2 or $3 million should be package? Does the employer 5. Do you suffer from Remunera- making around the $100k mark pay for your education? As- tion Myopia? or more. Budgets in excess of suming you would like to move 6. Do you know how to quantify $5 million should be over that up, is their opportunity availa- your current package? figure. This does vary by geo- ble at your current or potential 7. Have you ever accepted addi- graphic location, but it should- firm? How are the working tional work or responsibility n't vary by more than about conditions? Do you feel appre- without asking for an increase? 15%. A $4 million dollar budget ciated? Make no mistake; each is the same amount of respon- one of these things can be Smart managers are competitive. sibility whether you are in N. quantified in dollars. They act with continual professional- Carolina or Arizona. ism, are involved in the industry, are Smart Managers don't accept addi- prepared for opportunity and know  Smart Portfolio Managers tional accounts or responsibility what they are worth. They have a know how to quantify (and without asking for an increase in quality, professional resume that compare) their current remu- salary. Smart managers know that doesn't sell their skill set short. neration package. I know it's if they ask their employer for appropri- a salaried job, but when trying ate compensation, more than likely Can you pass the Smart Manager to weigh one position against they will receive it. Most management Test?

another, and it appears there is company executives want their staff [1] A series of articles on professional no significant difference, smart to be paid what they should be paid - success are posted on our website at The Private Bank For Business managers know they can and they also understand it's cheaper www.adamen-inc.com, look under quantify the packages if they to pay their staff appropriately than to Formerly archived articles for the months of think a few things through. For replace that staff. But smart manag- ers also know that if they ask for the Feb, Mar and Apr 2004. Complete Lockbox Association Services System (CLASS) example: How many hours do [2] Remuneration Myopia: you work per week, including proper remuneration and get blown "The unwillingness or inability travel time to and from proper- off - to take it with grace and start to see and/or understand ap- Association Loans: Lockbox Services ties and Board meetings? (I looking for another position. It's not No Personal Guarantees Payments Stopped personal, it's just business. propriate compensation for No Liens placed on units Automatic Exception Processing talk to a lot of managers who Low Closing Costs Interest on All Association Accounts work performed." - Adamen Competitive Rates CDARS F DIC Insured Deposits to $50 million work over 60 hours per week Lines of Credit to Fund Wind Storm Deductibles Complete Online Interface when they include all of their So - take the Smart Manager Test: Dictionary of Clever Terms Loans for Repairs and Improvements Online Payments Accepted Insurance Premium Financing commute time). This is easily 1. Have you ever bad-mouthed FIVE STAR BAUER RATING quantifiable - take your salary

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Contact: Mary Danitz  239-849-5726 www.stonegatebank.com

18 Connections Connections 31

The No-Decision Decision

By Julie Adamen [email protected]

Managerial life is full of problems you sit for 30, 40, 50 minutes or er "no" he can't have the tree removed that need to be solve either by us more crawling along at a snail's (make a decision). This leaves the man- directly or by others making deci- pace. When you finally are close ager in the position of responsibility as sions and tasking us to carry out enough to see what is causing the point-person for the homeowner but with those decisions. As much as this hold-up (by now you are thinking: no authority, in addition to having to happens, many is the time we as Zombie Apocalypse!), it turns out to apologize for the Board's inaction. The employees of management compa- be a little old guy completely off the Board destroys staff morale by transmit- nies and agents for our Boards have side of the road in a Chevy Luv ting they are less important than the to rely on others who don't want to Truck (look that up, youngsters!) with Board's political safety. Low morale = make decisions, so they don't. This a flat. steadily lowered performance. We've all is the no-decision decision. All right, been there; it's not a happy place. The the "no-decision decision" is a mis- worst part is we know it won't be an nomer because no-decision is a de- isolated incident because the indecisive cision. 1 Here's how it goes: tend to stay indecisive. The no-decision makers don't usually think about their As either the agent of the Board or effect on others, but reticence to commit as an employee you take a problem has a very negative impact on staff mo- or policy issue you genuinely do not rale and performance. have the authority and/or knowledge to resolve, to your supervisor, be Example #2: Manager Bill, at the re- they a Board member or manage- quest of a Board, emails the supervising ment company executive. They: executive Laura asking that Laura meet with that Board to discuss Project X. As- 1) Tell you to resolve the issue your- sume Project X is important to the Board, self (authority given) and the outcome of the meeting will 2) Send it "upstairs" for someone have direct bearing on whether or not else to deal with (the "out of my hair" the account stays with Bill and Laura's play) management company. Laura fails to 3) Say they'll get back to you (and answer three emails and 2 voicemails in never do) That's all. It's the same with the no- a one-week period. Manager Bill has to 4) Change the subject( the "let's not decision decision: One clog in the explain, delicately and without throwing discuss it" tactic) flow of decision making traffic and Laura under the bus, that he just can't 5) Inform you that the issue will be everything jams up behind it. Com- get a response. Bill knows the Board only tabled for now (the put off) munity management is like a big needs a little executive attention from wheel that keeps on turning with one Laura and all will be well; yet Laura fails Each of these, except for number 1, deadline to meet after another. Any to respond to repeated requests. For is a no-decision decision and de- shortage of cogent decision making both the Board and Bill there is feeling of pending upon the matter at hand, at the association or management malaise and confusion. Bill feels sabo- can have effects both subtle and company level - from the manager taged. The Board feels as if their busi- gross on myriad people and is- all the way to the executive who sets ness isn't important to Laura, and termi- sues. The interesting thing is that the example - starts out as one little nates their contract. Bill's salary is re- the effects can be unintentional or old guy with a flat, but rapidly turns in duced due to the loss of the account. can be very intentional. Either way, to the end of times for efficient work- Laura isn't happy with the account loss, the no-decision decision thwarts effi- flow. but is quickly on to other crises. Bill feels cient and effective work flow, damp- as if he can't trust Laura. So: The no ens morale and often has a detri- Impacts morale and performance decision-decision (not answering commu- mental financial impact. nication) results in: Loss of account, Example #1: A homeowner wants a (financial impact) poor staff morale, and Effects of the no-decision deci- tree removed, and has gone through all eventual loss of a staff member to a sion proper procedures to obtain permission competitor as well (resource loss). from the Board. The Board tables the Stops the flow of work traffic like issue, month after month, fearing politi- Financial impacts of a no-decision the Walking Dead. Everyone has cal retribution from other owners, yet at decision been caught in a traffic jam: There the same time will not tell the homeown- Continued on page 45 ...

30 Connections Connections 19

The Smart Things Managers Do ….. when it comes to looking for work

By Julie Adamen

As you can imagine, a big part of my they are different. This may make you Although, yes, you can obtain employ- job involves talking with managers who look ridiculous and unprofessional. ment in the field without a single certifi- are either thinking about changing Smart managers know: TAKE THE cation, smart managers know they are jobs, seriously thinking about changing HIGH ROAD, make a graceful exit and not likely to be considered for better jobs, or changing jobs involuntarily. be quiet. positions with better firms, associa- And although I am able to assist many tions, and premier positions with ven- of them, there are a lot of folks out Smart Managers obtain industry ed- dors when they have no involvement, there that I just can't help because they ucation and have industry involve- education or contacts. Even if you are haven't started to help themselves be ment. I have heard every excuse paying for your attendance at industry competitive in the manager employ- known to manager-kind as to why a he functions or your industry education, ment market. Here are just some of or she doesn't have any industry in- it's a very small price to pay in terms of things smart managers do to help volvement or education: "It's too ex- your career. Look - If someone invest- themselves when it's time to seek em- pensive- I don't have the time- It ed $500 in the stock market and got ployment (and there will be a test at doesn't make me a better manager- back $5000, you'd think they were the end - open book!): My employer won't pay for it- I've been pretty smart, wouldn't you? The only doing this job for five years without any difference is that an investment in your Smart managers don't dis' their ex industry education or involvement, why career has a 98% guarantee of a re- (or soon to be ex) employer public- do I need to-?" turn on your investment. Now THAT is ly. We are a very small industry, even smart! on a national basis. When a smart I cannot stress enough how important Smart managers don't "shotgun" manager is let go from his or her posi- industry involvement and education is their resumes to every position tion, they do themselves a big favor to every manager out there. Industry available, continually. You know and THEY DON'T TALK ABOUT education and involvement shows po- who you are. Every time anything re- WHAT A JERK THEIR EX - (or soon to tential employers you are smart motely within your capabilities and ex- be ex-) EMPLOYER IS. Not "dissing" enough and care enough about your perience (or, not) shows up on a web- your ex-employer can save you embar- business to stay educationally current, site or in the paper, you send out your rassment down the road when all the network with others and be connected resume. STOP! Think about it for a manure you spread is found out to be, in a real way with the industry in your moment: if you have sent your resume well, just that, manure. And even if area, and as a whole. This is unbeliev- to the same firm for various positions your employment situation was truly ably valuable, especially if you are over and over and have never been less than desirable, remember: One looking to move up to large-scale on- contacted, chances are you won't be person's ceiling is another's floor. What site positions, executive positions or the next time, either. you may have been unable to accom- working for a vendor in a sales/

plish, another may accomplish by vir- marketing or executive capacity. Continued on page 25 ... tue of their skill set, or just because

20 Connections Connections 29

Then: Vendors Now: Business Partners

By Julie Adamen

I'm a business partner. That's a term plines and their expertise is one to partners to bid jobs they indeed have for a more accurate description: Busi- which managers should closely pay a fair shot of getting. If you know that ness Partner. And like anyone who attention. Many is the time that a you are simply heading out for a com- has seen the light, now I think all of business partner gives information parison bid, pay the business partner us should use the term. Why? The that the manager doesn't want to for his time to prepare that compari- term "vendor" indicates that we only hear, and the manager dismisses that son. The expenditure is well worth it - have a product or service to sell, or information out of hand. Rejecting a next time you need that partner he vend, to a client. That is true; howev- business partner's knowledge be- may just be too busy to help you out er "business partner" serves to con- cause it (at the moment) doesn't fit when you need him most. vey to managers and vendors that your current meme is nothing short vendors are more than disposable of, well, dumb. Managers aren't paid It should go without saying, but it assets, and quite the contrary. Com- to be right; they are paid to bring the doesn't: Don't throw the partners munity management is now, more best knowledge and expertise to bear under the bus. Have you ever done than ever, a complicated endeavor on any given issue. If the expert ad- this? Chances are, yes, you have requiring collaboration/partnerships to vice you are receiving isn't what you overtly, covertly or accidently blamed accomplish ever-more intricate agen- were hoping to hear, ask questions a business partner for something that das of associations. Vendors are and gain clarity. The wider your was your fault. For the most part, it's partners in providing excellence in knowledge base, the more valuable not something managers set out to community management service to you are to your boards and your em- do at a meeting or on that phone our mutual clients, and should be rec- ployer. The information business call... But there it was, a non-truth ognized, and treated as such. partners have to impart is invaluable, blurted out because you didn't want if not for this problem, then for the to look bad and after all, how will it Here's how to best utilize that collab- next. harm the business partner? He'll nev- oration of efforts between you and er even know! I have news: If you the business partner for better ser- Respect their time. We've all had to think a little (or big) white lie couldn't vice to the client: "shop" our business partners, be it at possibly harm your business partner the directive of the Board, or simply and will benefit you, I guarantee you Respect their expertise. Let's face as a function of the "get three bids" that benefit will be short-lived and it: Most managers know something standard of care. Our partners know likely your deviousness will impart about a lot of things but are seldom this, and in fact don't really mind it as lasting damage to your credibility and experts in any one field, save for long as you are up front about what is your self-respect. If you lie about this, community management. Business going on. Their time is valuable (just what else will you lie about? partners are the manager's doorway like their expertise) and they don't to expertise in their various disci- want it wasted. Only ask business Continued on page 45 ...

28 Connections 21 Connections

When Worlds Collide

By Julie Adamen

The Executive Replacement Metric Vs The Associations Metric

Over 15 years’ experience in common interest “What should we pay our site manager?” realty associations

Providing 6369 Bethany Ave. Fort Myers, FL 33919 Prompt It seems a simple enough question, right? ation Professional, and Phone:239-277-1040 Personal Fax: 239-277-1019 Uh, not right. In fact the answer - or ra- When Worlds Collide Service Email:[email protected] ther, processing the answer - becomes The long-term GM: Many Boards are complicated because each association, For a quick example of the Executive Re- lulled in to blissful ignorance by having a has, over the years, developed a "metric" placement metric reference, review this long-term manager who has worked for Audits, Reviews, Compilations, Tax and Consulting on which they base their expectations for hypothetical association: below-market value for many years. Often remuneration of their general manager, these managers choose to stay in one and more importantly, their expectations Number of units: 465 place for security or convenience; some- on what to remunerate a new GM. That Types: Condominiums times they are simply unaware of their measure, what I call the Association Met- Annual budget: $850,000 value on the market. This GM is subsidiz- ric, is often at odds with the true value Number of employees: 6 ing the Association by working for less is for executive service. That value is de- Amenities: All common area build- than market value. termined by the Executive Replacement ings (14), swimming pools (4), Metric. recreation room, landscape areas, Retired guy (gal) with a nice pension. etc. Many is the time an association is lucky The Executive Replacement Metric is Current general complications enough to hire a site manager who choos- reflective of the current state of the com- (lawsuits, reconstruction, etc.) De- es to work for less because they have a munity management industry regionally fect litigation, year 2. great pension and "don't need the mon- and nationally, based upon what is availa- Professional on-site manager with ey" (what is up with that?). Again, the As- ble and for what price. It refers to replac- at least 5 years' experience: sociation is being subsidized by their GM. ing a current on site manager with a pro- Yes. fessional community association manag- Answer: $70k - 90k, (location depend- Current individual has lower than in- er, capable of stepping in and administrat- ent) + moving fees dustry standard skills and/or qualifica- ing the community immediately at today's tions for the position. Boards hire or dollars. That answer is often met with a stunned inherit a GM with less than appropriate silence. "But we are paying our current qualifications or abilities to perform the The Association's Metric is colloquial manager $52k." Yes, I am sure you are. complexities of the job and that manager and subjective, based on: a) What we now And here's where we will analyze how the is compensated thusly. Eventually, that remunerate our manager; b) What type of association got to their current metric, current manager is unable to handle all manager we currently have (whether we causing the gap between it and the Exec- aspects of the job and so the Board steps know it or not); c) Other factors that affect utive Replacement Metric. the thought processes of the Board and; Continued on page 35 ... d) anecdotal information. Metric Gap # 1: The Subsidized Associ-

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Managing Board Conflict

Julie Adamen is president of Adamen Inc., a consulting and placement firm specializing in the community management industry. Julie can be reached via email at [email protected] or through her website http://www.adamen-

I know it's a shock, but, there's a lot Board of Directors; and they sure members due to personalities, com- of conflict in community management. don't know what is expected of them peting agendas, the need for atten- Some of the most difficult, from a and why unless someone provides tion, etc., are issues usually irresolva- manager's point of view, is that which that information. It's either going to be ble due to their personal nature; thus arises between Board members. That the manager, or a veteran member of the only thing you can manage is the conflict can be very stressful, particu- the Board. If the Board is savvy, they stress that conflict induces on a long- larly when the members try to drag the will require that some sort of Board term basis. By taking this tack, you manager in to their internal Orientation take place every year, manage your mental health, your job, spats. The vast majority of Board right after the Election of Direc- and the account around the conflict. conflict is not only rife with danger for tors. Orientation gives everyone Short-term conflict political conflict the average manager, but irresolvable some knowledge of how the Boards Short-term political conflicts usually by them anyway. operate, how the chain of command consist of issues that Board members works and which office does what. can resolve themselves because the First, let's identify why the Board con- issue is negotiable and the members flict arises. Here are some of the most 2) Lack of information. As the man- accommodating. For example, two common sources: ager, this is right in your bailiwick: You members of the Board may put their are the provider and purveyor of infor- name in for the office of President. 1. Don't understand their role mation for all things association, com- The vote is close, but Mark wins out 2. Lack of information municating early, often and with a over Kellie. Kellie is very unhappy with 3. Politics smile. Give those Board members the the election results. Mark immediately 4. Personalities information they need to be comforta- nominates her to become Vice Presi- 5. Competing agendas ble with their role (and yours). Good dent, negotiating with Kellie by throw- 6. Need for attention managers can see these guys coming ing his support behind her for the # 2 7. Poor communication skills a mile away, so there's no excuse not slot. She accepts and is a party to the 8. Mental illness (seriously) to address the uninformed Board negotiation. The Board votes Kellie in, 9. Just an unhappy person member and their concerns right up accepting the negotiation and moves front and avoid the conflict that will be forward. The manager did an Conflict you should see coming inevitable otherwise. *excellent* job of sitting quietly and (and help resolve) letting the situation play out. The above are likely the only scenari- 1) They don't understand their os where the manager can actually Managing conflict for the long-term role. Most folks have no idea what is mitigate conflict. The others sources in store for them when they join a of conflict that arise between Board Continued on page 33 ….

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… continued from page 20 looking resumes at their fingertips. service. It's worth the $100.

There may be a good reason for your The dead have something else. Here Smart Managers don't suffer from not having been contacted, then are some suggestions for those of Remuneration Myopia.[2] This is a again, there may not be. But smart you in the "something else" category: big subject, and I am thinking of start- managers know that continually send-  Resumes should be two pages. ing self-help group for you folks who ing out their resume for everything If you are sending your resume suffer from RM, or, at the very least, under the sun has a tendency to to Microsoft, or another em- alerting the Dr. Phil staff . ployer who receives thousands make them look 1) Unemployable, 2) But I digress. Here are some of the resumes on a monthly basis, Desperate, 3) Unable to read the ad things smart managers know about then one page is probably fine. regarding qualifications required, and getting paid: 4) Quickly in danger of being labeled For our industry, I find that one a "re-tread." For those who adhere to page resumes have a tenden-  Smart Portfolio Managers this practice, the constant rejection cy to sell a manager's abilities know what they should be takes an emotional toll, too. And I can short. And, for those of us who making. There is no excuse tell you from personal experience that have been around awhile…. not to know what you should be getting paid. Once again, the major employers can name, off No one cares what you did in and still, a good rule of thumb the top of their heads (as can I) those 1976. Really. If you have in- for portfolio managers is that managers who send out their re- dustry experience prior to you should get paid approx. sumes willy-nilly. You may think get- 1990, and you must include it, 33% of the gross amount of simply list where you worked, ting your resume out there gives you contracts you manage. This your title and the dates of em- name recognition. Well, it does, ex- does vary, and depending on cept that is may not be the type of ployment. where you work and it may or name recognition you want.  Put your designations after may not include support staff. So, you ask, how do I get a job or your name at the top of your At the very least you should move up in this business without resume. have a computer you don't sending out my resume? Yes, you  Don't list your salary. First, it's not share, a desk (or cubicle) of your own, a decent phone sys- must send it out, but not for positions their business at least until you tem with voicemail, and email. for which you are not qualified, and are being interviewed. Second, (Smart managers know that if not for everything that comes down you have no chance at all of they network more with their the pike. You move up by being pre- being considered for a $75k peers, they'll probably have a per year job if you list your cur- pared for the right opportunity by hav- good idea of what others in rent salary at $35k. Converse- ing the requisite qualifications, flexibil- similar positions get ity and attitude. Then, pick and ly, if you list a high salary, you paid!) choose what you apply for, apply may not be considered for a  Smart on site managers know what you are qualified for, do so with lower paying job, regardless of what they should be making. conviction, and follow up. [1] the reason for which you are Here's the smart manager rule applying. of thumb: The higher the budg- Smart managers never fail to have  Check for typos. Nothing is et and the more complicated the property (this can include, updated and appropriate resumes. worse than having typos on but is not limited to, the num- There are only two types of job candi- your resume. It's like a beauti- ber of Boards members and dates: The smart and the dead. The ful woman who smiles to reveal

committee members, smart have updated, professional- spinach in her teeth. Continued on page 31  When in doubt, use a resume

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