Managers Managing within Management Agreements

By: Michaela Audet, AMS
Goodman Management Group

As community managers, our goal is always to provide exceptional service, support our Boards, and help our communities succeed. However, one of the most important responsibilities we have is understanding and maintaining the boundaries of our management agreements.

It is easy to fall into the habit of saying “yes” when a Board needs assistance. Sometimes we take on extra tasks to be helpful, we have the knowledge to complete them, or we feel it will benefit the community. While this dedication is often appreciated, consistently performing services outside the management agreements without compensation can create expectations that are difficult to reverse.

A one-time favor can quickly become a standard expectation or viewed as normal contracted responsibility. This not only affects our current workload but can also have impact on future managers who inherit the community. A new manager who follows the actual management agreement may appear to be providing less service, when they are simply maintaining the appropriate contractual services.

One common pitfall is becoming an “unofficial project manager” for large community projects. Community managers should absolutely assist with communication, vendor coordination, and updates; however, it is important to recognize the scope and limitations of the community management profession. Community managers are trained and certified in association management practices, but they are not engineers, Class A contractors, construction managers, or other licensed professionals responsible for designing, inspecting, or overseeing construction work. Major construction projects often require specialized oversight from professionals with appropriate training, licensing, and expertise. While the community manager can help facilitate communication and support the Board throughout the process, assuming responsibility for these specialized duties can create additional liability, and responsibilities outside the intended scope of the management agreement. If the Association requires this level of involvement, the appropriate approach is to provide an additional service agreement or contract addendum that clearly defines the additional duties, expectations, and compensation for these services.

Another area where boundaries are often crossed, is availability outside normal business hours. While emergency situations may require flexibility, most management agreements include an emergency call service for after-hours assistance through an on-call manager. Community managers should respond appropriately to true emergencies, but routinely handling non-emergency calls, emails, or requests outside designated hours can create an expectation of constant availability. Over time, this can lead to burnout and make it difficult to maintain a healthy work-life balance.

Maintaining professional boundaries does not mean being unwilling to help; it means providing the right support in the right capacity. A successful manager understands the Association’s needs while also recognizing when additional services or outside professionals are necessary. Reviewing the management agreement regularly with the Board, discussing expectations, and documenting additional requests can help prevent misunderstandings and ensure a successful partnership.

Clear boundaries ultimately benefit everyone involved. They allow community managers to provide consistent, quality service while ensuring Boards understand what is included within their management agreement and when additional resources may be needed. By setting these expectations early and maintaining them consistently, managers can continue to serve their communities effectively while protecting the long-term success of both the Association and the management relationship.