COMMUNITY MANAGER (CM) - A Community Manager takes reponsibility, ownership and leadership of managing a portfolio of associations which includes condominiums, single family homes, high rises and commercial properties. A few Community Managers may manage a single planned unit development as their portfolio. 

MIT PROGRAM - To become a Community Manager at Brown, a manager will undergo rigorous training through our MIT (Manager-In-Training) Program. The MIT Program includes training in the areas of customer service, management, financials and organization.

Job Descriptions / Duties

As the community CM, you are the key contact between the client and Brown Community Management (BCM). The primary focus is to provide for the financial management, efficient operation and administration of an assigned portfolio. You will work at the direction of the Board of Directors for the Association. The position responsibilities require a professional and competent image, maximize services offered and supervise services offered by BCM and other service providers.  

The schedule of the CM position is rarely the normal business hours of 8 to 5. The demands of board meeting schedules, emergencies, continuous training and paperwork contribute to the extra hours. The responsibilities of a Community CM (CM) can change frequently and is subject to the evolving nature of the community management industry in general. 

Each community association CM brings different strengths, techniques, personality and applications to the job.

Job Complexity and Critical Skills Necessary

• The CM must follow the instructions of the board and decide how to apply available resources to the association’s budget. The CM must provide resolution of management/operation problems presented by the board or recognized through his/her own knowledge or experience. 
• The CM will decide on the delegation of tasks to BCM employees, support staff and service providers with the assignment of priorities because most CM’s will have multiple community boards. The CM must also maintain an appropriate level of communication between BCM and the association.  
• The CM must be capable of analyzing alternative solutions to problems and be able to effectively convey the recommendations that will help the Association achieve the goals directed by the board. 
• The CM must be capable of managing multiple projects. This requires organizational skills to provide efficient and timely follow-up to see projects to resolution, many with deadline pressures. The CM must be able to plan and execute actions based on the mandates of the board in compliance with industry and company practices. 
• The CM must acquire the knowledge of state and federal statutes in addition to each association’s community’s documents, policies and procedures. CM’s must apply this knowledge to ensure that the community and its members are in compliance with these requirements. 

External and Internal Contacts

• The CM is in a position of direct contact with BCM clients - the board members and homeowners. The professional demeanor, image and competence must be projected to these clients and must reflect upon BCM in a positive manner in order to have a successful partnership. 
• The CM must maintain external contacts with community members, third party service providers and industry professionals engaged to provide many products and services. CM’s should be active in trade organizations of AACM and CAI for a network of contacts that contributes to the success of a CM. 
• As the liaison between clients and BCM services and support personnel, the CM is responsible to monitor and troubleshoot the quality of all services provided to the Association. Communication with internal support staff is necessary to ensure the satisfaction of the Association. 
• The CM must be capable of carrying out company directives within the limitations of policies and procedures established by both the Association and BCM. 
• If the CM is in a supervisory capacity such as a Senior Manager or on-site community association, the CM must be able to supervise and train staff immediately under their direct control within the limitations of policies and procedures established by both the Association and BCM. 

Primary Responsibilities and Accountability to a Community

• Provide experienced assistance and recommendations for preparation of annual budgets, the analysis of historical information (operational results) and assessment of trends. This includes monthly reviews of financial results versus budgets (variances) to ensure that community boards take appropriate actions to protect community assets and future financial performance. The monthly review of financial statements includes a balance sheet analysis and a review of cash balances, accounts receivables, accounts payables, cash flow and cash reserves. These items are essential to the community’s ability to deliver services required by its members. 
• Provide routine maintenance inspections of the associations, reporting on the physical status of all common areas, including recommendations for necessary services, repairs and (routine or preventative) maintenance for common areas,  buildings and equipment. The solicitation and analysis of bids for services to be performed, recommendations to the board for approval and follow through in monitoring the performance of all services is necessary in the operations of the Association. 
• Review all bills, statements or claims of monies owed by the Association. If vendor billings are appropriate, code them to the proper budgetary accounts and submit them to the board in the monthly financial documentation in the form of Income/Expense Statements, General Ledgers and Check History Reports. 
• Monitor and ensure that all Association insurance coverage is professionally (only a licensed insurance professional can perform the necessary coverage review) are viewed and in force. Oversee the filing and administration of all claims made against or on behalf of the Association. 
• Monitor all designated reserve funds and ensure that funding is transferred per the approved annual budget. Provide recommendations (from a professional financial expert) for the timely investment of reserve funds to ensure maximum benefit (with limited risk) to the community. 
• Organize and attend the annual membership meeting, the regularly scheduled board meetings and any other ad hoc committees of the Association. 
• Collect, maintain and organize all files of the Association including annual membership meeting, monthly board minutes and community bylaws, rules and regulations. 
• Enforce and administer the violations of the rules and regulations. Report such findings and the results of actions that were taken to the board per the policy of the Association.  
• Provide assistance to the Association with a newsletter, special notices, survey questionnaires and websites. 

Primary Responsibilities and Accountability to BCM

• Prepare a monthly and weekly management report to the Association, documenting services performed and clearly communicating management recommendations for the community. Competitive bidding procedures are expected to be followed as dictated by BCM standard operating procedures. 
• Review the quality of services provided to community by other service providers, BCM operations, and support staff. Recommend and implement changes and improvements to improve services offered and “exceed expectations”. 
• Monitor and assist in the collection of BCM billings to the Association. 
• Communicate with BCM upper management on any problems with implementing improvements in services required by clients from BCM operations and support staff. 
• Build a network of contacts, which can be used for continuing professional education within the property management industry and for development of prospective BCM clients.  
• Supervise maintenance of Association websites and production of community newsletters.