M-201 Instructor Guide - Facilities Management

PROFESSIONAL MANAGEMENT DEVELOPMENT PROGRAM
M-201
> > > Facilities Management

INSTRUCTOR GUIDE
Association of Professional Community Managers (APCM) is Community Associations Institutes

specialized member group for managers.
2009 Community Associations Institute

Community 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 300
Alexandria, VA 22314
(888) 224-4321
(703) 684-1581 Fax
www.caionline.org
CAI is a national, nonprofit 501(c) (6) association created in 1973 to educate
and provide resources to Americas community association industry. Its
members include: volunteer leaders of condominium and homeowner
associations, 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 professional
society that focuses on you, your career, your job, and your professional
growth, 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 be
accurate, 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 the
understanding that the publisher is not engaged in rendering legal,
accounting, or other professional services. If legal advice or other expert
assistance is required, the services of a competent professional should be
sought.
From A Declaration of Principles, jointly adopted by a Committee of the
American Bar Association and a Committee of Publishers
i
2009 Community Association Institute
Revision 1
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
ii
Revision 1
A special thanks is extended to the CAI Presidents Club for their financial
contribution, which helped to support the development and redesign of the
PMDP educational series.
Dennis Abbott, CMCA, AMS, PCAM
Linda P. Frey, CMCA, PCAM

Diana L. Barak, CMCA, PCAM
Abbott Enterprises, Inc.

Charlotte, NC
Planned Community Management, Inc.

Houston, TX
Mark E. Blasch, CIRMS
Community Association Underwriters

of America
Newtown, PA
Marshall Frost, P.E., P.P., RS

Steven Morris, P.E., RS
Frost, Christenson & Associates

Bound Brook, NJ
Bradford J. Brady, CMCA, PCAM

Marjorie J. Meyer, CMCA, PCAM
Mitchell H. Frumkin, P.E., P.P., RS
Kipcon, Inc.
North Brunswick, NJ
Associa
Glen Allen, VA
Houston, TX
Howard A. Goldklang, CPA

Kevin Cavanaugh, CPA
Robert Browning, PCAM, RS
Goldklang, Cavanaugh and Associates,

PC, CPAs
Reston, VA
Browning Reserve Group

Sacramento, CA
Kenneth E. Chadwick, Esq.

Wilbert Washington II, Esq.
Vincent J. Hager, CIRMS
Jacobson, Goldfarb & Scott, Inc.

Holmdel, NJ
Chadwick, Washington, Moriarty,

Elmore & Bunn, P.C.
Fairfax, VA
Jeff Hardy
Bruce R. Gran, CMCA, AMS, PCAM
Mark A. Conner, CIC, CIRMS
Property Management Systems, Inc.

Gaithersburg, MD
Hilb Rogal & Hobbs

Houston, TX
Thomas J. Hindman, Esq.

Loura Sanchez, Esq.
Kevin Davis, CIRMS

Karen Shirvanian, CIRMS
HindmanSanchez, P.C.
Arvada, CO
Kevin Davis Insurance Services

Los Angeles, CA
Craig Huntington
Robert M. Diamond, Esq.
Mutual of Omaha Bank

Las Vegas, NV
Reed Smith LLP

Falls Church, VA
E. Richard Kennedy, Esq.

Karyn A. Kennedy Branco, Esq.
Jeff Douglas, PCAM
Creative Management Company

Houston, TX
Kennedy, Wronko, Kennedy

Attorneys at Law
Sea Girt, NJ
Ross W. Feinberg, Esq.
Feinberg, Grant, Mayfield, Kaneda &

Litt, LLP
Newport Beach, CA
Craig E. Koss, AMS, PCAM
Kramer-Triad Management Group, LLC

Ann Arbor, MI
iii
Revision 1
John Lawton, CMCA, PCAM

Bob Hassol, CMCA, PCAM
Ronald L. Perl, Esq.
Hill Wallack, Attorneys At Law

Princeton, NJ
HRW, Inc. AAMC

Raleigh, NC
Judi Phares, CMCA, PCAM

Paul D. Grucza, CMCA, AMS, PCAM
Stephen M. Marcus, Esq.

Seth Emmer, Esq.
Marcus, Errico, Emmer, & Brooks, P.C.

Braintree, MA
RTI/Community Management
Associates, Inc. AAMC
McKinney, TX
Marc D. Markel, Esq.

Jeffrey D. Roberts, Esq.
Gary A. Porter, CPA
Porter & Co.

Ventura, CA
Roberts Markel, P.C.

Houston, TX
J. David Ramsey, Esq.
Paul Mengert, CMCA, PCAM

Randy Fann, PCAM
Ramsey Berman. P.C.

Morristown, NJ
Association Management Group, Inc.

Charlotte, NC
Dean A. Riddle, Esq.
Riddle & Williams

Dallas, TX
Barry Minkoff
Minkoff Co., Inc.

Beltsville, MD
Edward San George, PCAM
Integra Management Corp.

Mt. Arlington, NJ
H. Alan Mooney, P.E., RS
Criterium Engineers
Portland, ME
John Springthorpe
Rick Hunter
Drew R. Mulhare, CMCA, AMS, LSM, PCAM

Steven Hein, CMCA, AMS, PCAM
SouthData, Inc.
Mt. Airy, NC
Realtec Community Services

Williamsburg, VA
Robin Storey
Jim LaHaise
P. Michael Nagle, Esq.

Craig B. Zaller, Esq.
SmartStreet
Norcross, GA
Nagle & Zaller, P.C.

Columbia, MD
Debra A. Warren, CMCA, PCAM
San Rafael, CA
William P. "Rip" Norman

John A. Rhodes, PCAM
Legum & Norman, Inc.

Alexandria, VA
Tricia Ostendorff, CMCA, AMS, PCAM
Wm. Goldsmith Co.

Greenville, SC
Michael R. Parades, CPA, PCAM
Sentry Management, Inc.

Charleston, SC
iv
Revision 1
vi
Revision 1
Preface
Your Participant Guide is your organizer for this course. The pages for each
of these sectionsFacilities Management and Bidding and Contractingare
organized around a set of basic community association management
objectives. 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 order
to 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 for
note 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 in
small 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 you
have learned in this course, solutions for some of your associations needs,
samples from other associations, and related CAI publications and reprints
for reference.
Work well and enjoy!
vii
Revision 1
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 Resources
Sample 1: Midtown Lofts Condominium Maintenance Responsibilities ............................. 1
M-201 Review Quiz .................................................................................................. 4
viii
Revision 1

Instructor Guide
Module 1: Facilities Management

Course Materials
Overview
This course contains two modules:
Module 2: Bidding and Contracting
Time Required
This course will take approximately 1.5 days.
Instructional
Methods
The following instructional methods are used in this course:
Slides
Guides
CD-ROM
Lecture
Group Discussions
Class Role Plays
Individual Activities
Instructor Guide
Participant Guide
The M-201 CD-ROM includes many sample documents, additional

readings, M-100 excerpts, and much more!
1
Revision 1

Instructor Guide
Course Materials (cont.)
Activities
Module 1:
1. Benefits of Effective Facilities Management
2. 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
Knowledge
Checks
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 are designed to assess the students

understanding of the lesson objectives.
2
Revision 1

Instructor Guide
Course Materials (cont.)
Samples
Module 1:
Happy Land Condominiums Disaster Plan
The Plantation Hurricane Evacuation Disaster Plan
Module 2:
Excerpts &
Reports
Suggested
Materials
Easy Street Condominiums, RFPAsphalt Work
Greenlawn Master Homeowners Association, RFP

Landscaping
Request for Proposal for Painting, RFPPainting
Leisure Condominium, RFPPool Maintenance
Snow Condominium, RFPSnow Removal
Completed Contract for Landscaping Maintenance
Two Guides for Association Practitioners (GAPs) are included with

this course.
Landscape Contractors
Bids & Contracts
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 is
completed 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.
3
Revision 1

Instructor Guide
Course Introduction
Self Introduction
Purposeto establish your credibility

as an expert.
Briefly describe the positions youve

held in community association
management and the types of
community associations youve
managed.
Mention any national or chapter

positions 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 have
each group come up with short list (2-4
items) answering the question what would
they 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 briefly
present two-four of their groups common
items. May go around the groups randomly
so people are less aware of their turn
coming up.
4
Revision 1

Instructor Guide
Instructor Notes
Housekeeping
Ground Rules
Go over the basic ground rules.

Inquire whether these rules are
agreeable. Ask the participant for
additional rules to add to the list.
Write the ground rules on a flip

chart and post in the front of the
class.
Facilities
Breaks
Lunch
Parking Lot Place a piece of paper

on the wall titled Parking Lot. Use
this to capture items that are outside
the scope of the lesson. Parking lot
items will be discussed at the end of
each module.
PMDP Course
Ask how many participants have
taken one of the PMDP education
courses already.
Adjust your review of the course
materials accordingly.
5
Revision 1

Instructor Guide
Instructor Notes
Course Materials
Purpose is to be sure participant is

familiar with core concepts used in
this course.
Course activities will draw on these

sources.
Briefly describe the session readings

for Module 1 Optional Pre-session
Assignment
Excerpt from M-100: The

Essentials of Community
Association Management
Ask how many participants were

able to read the pre-session reading for
Module 1.
Adjust your use of core concepts

accordingly.
Mention that additional readings

and resources are located on the
M-201 CD-ROM and the CAI
website.
Participant Guide
Basic Concepts
Activities
Samples
Challenges
Knowledge Checks
Evaluation Form
Course Test
6
Revision 1

Instructor Guide
Course Agenda
Course Introduction
30 min.
4 hours
40 min.
Lesson 1: Maintaining Physical Assets
90min.
Lesson 2: Maintenance Responsibilities
50 min.
Lesson 3: Disaster and Evacuation Planning
50 min.
4 hours
Lesson 1: RFP and Bid Specifications
140 min.
Lesson 2: Review, Monitor, and Evaluate Contracts

Course Conclusion
85 min.
5 min.
Course Exam
60 min.
9.5 hours
7
Revision 1

Instructor Guide
Notes:
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
8
Revision 1

Instructors Guide
Module 1: Facilities Maintenance
1-1
Revision 1

Instructors Guide
Module 1 Agenda
Module Introduction
5 min
Basic Concepts
40 min.
Activity #1: Benefits of Effective

Facilities Management
10 min.
Activity #2: Overview of Physical Assets

Maintained
15 min.
90 min.
Activity #3: Analyzing and Evaluating

Maintenance of a Physical Asset
25 min.
Activity #4: Community Associations Go

Green
15 min.

Activity #5: Work Group Exercises

Activity #6: Identify Potential Perils
50 min.
35 min.
50 min.
15 min.
Activity #7: Evacuation Plan

Requirements
15 min.
Module Summary
5 min.
1-2
Revision 1

Instructors Guide
Instructor Notes
Introduce the Module 1.
Explain you will be reviewing some basic

concepts from M-100 that will be used in
this module.
Discuss the difference between:
Approving payment of invoices

exceeding the limit and, approving
the work for which the association
is liable.
Review the three primary goals of

facilities maintenance from M-100.
1-3
Revision 1

Instructors Guide

Most attorneys advise that we avoid referencing protection of the residents because
it increases the associations potential liability to an unreasonable level. Unless the
governing 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
system for 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 program is 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 within
specified parameters. For example, as long as the cost of a repair is within the
approved 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. For
example, if the board has to approve everything under $500 that limitation would
eliminate timely responses to maintenance requests and impose unreasonable time
demands on the manager. A more reasonable limit may be $1,000 or more.
1-4
Revision 1

Instructors Guide
Instructor Notes
Review the 5 steps in establishing a
maintenance system.
Ask if there are any questions.
Transition to Activity#1: Benefits of

Effective Facilities Management.
1-5
Revision 1

Instructors Guide
Instructor Notes
Activity #1: Benefits of Effective
Facilities Management
Purpose: To develop participants
awareness of the various benefits of
effective facilities management.
Directions:
Discussion: Ask for the benefits
of effective facilities management and
record participants answers.
Answers: Be sure the following answers
come out:
Less time spent on emergency

and corrective maintenance
because routine and preventive
are performed
Economies of scale when plan

ahead
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
Transition to Activity #2: Overview of

Physical Assets Maintained
1-6
Revision 1

Instructors Guide
Activity#1: Benefits of Effective Facilities Management

Class discusses the benefits of effective facilities management.
1-7
Revision 1

Instructors Guide
Instructor Notes
Activity #2: Overview of Physical
Assets Maintained
awareness of full scope of community
association elements and areas to be
maintained and to familiarize them with
their responsibilities for the individual
components.
Directions:
Discussion: Ask what types of
common property participants are
responsible for maintaining and record
answers. Class will discuss Common Real
Property first (Buildings, Grounds,
Recreational Facilities) and then move
onto Common Personal Property
(Equipment).
Use flip chart to record answers
If range of answers is narrow, try

to get people to think beyond their
current situations:
Do community associations in this area

maintain ____?
Do you maintain ______________?
Do you know anybody who maintains
____________________?
1-8
Revision 1

Instructors Guide
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)
1-9
Revision 1

Instructors Guide
Module 1 Introduction
Focus
How to recognize basic community association maintenance needs and

provide 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 and

management 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.
1-10
Revision 1

Instructors Guide
Instructor Notes
Review the focus and objectives for
Module 1.
1-11
Revision 1

Instructors Guide
Notes:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
1-12
Revision 1

Instructors Guide
Lesson 1: Maintaining Physical

Assets
1-13
Revision 1

Instructors Guide

Learning Objectives
What a Community Manager Needs to Know
Governance documents
Property inspection
Basic maintenance programs
Decision chart
Work order/response form
Maintenance management controls
1-14
Revision 1

Instructors Guide
Instructor Notes
Introduce Lesson 1.
Restate Lesson 1 Objectives
Transition into what a community

manager needs to know.
1-15
Revision 1

Instructors Guide

Maintenance Responsibilities Defined in Documents
Generally are defined in the Declaration, Covenants, Conditions and

Restrictions (CC&R), or Master Deed.
Plat The developer must record the plat before the community is
established.
Covenants, Conditions, and Restrictions, typically used for planned

communities.
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; for
condos, Condominium Declaration; and for cooperatives, Master Deed.
Using Declaration or governing documents refers to all three types of
community associations.
Where in the governing documents varies by association.
If responsibilities are not defined elsewhere, the board should use a policy
resolution.
Important to locate this information before committing the community

association to do some work.
Working with documents
Look for an index, title, or subtitle that indicates where a description of the
common 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).
1-16
Revision 1

Instructors Guide
Instructor Notes
Explain where in the governing documents
a community associations responsibilities
for maintaining physical assets are
defined:
Plat
Declaration
CC&Rs
Master Deed
Explain to the class that the Midtown

Lofts Condominium chart is reproduced
in the Samples section of their Participant
Guides.
Transition into Maintenance

Responsibilities.
Begin a class discussion on how

to inspect property for maintenance needs.
Use a flip chart to record answers.
1-17
Revision 1

Instructors Guide

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 order

of 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.
1-18
Revision 1

Instructors Guide
Instructor Notes
Be sure to cover the following points:
Who should inspect?
Bring out the variation related to

differences in forms of community
association management.
Generally done by the manager or

someone reporting to management.
Community volunteers tend to be

involved when they are experts or the
community association is selfmanaged.
However, many associations have

very effective Maintenance
Committees composed of volunteers
who may not be experts in
maintenance-related issues, but have
a very sincere interest in the
appearance and upkeep of their
property.
Plat or map of property. Some

managers 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 with
site managers. The booklet contains
instructions about what to inspect
and what maintenance needs to
record. The site manager carries the
booklet and a blank sheet of paper for
recording information.
Some inspectors bring previous

checklist to ensure follow-up.
Electronic checklist template.
1-19
Revision 1

Instructors Guide
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 the
inspection.
1-20
Revision 1

Instructors Guide
Instructor Notes
Begin a class discussion on what

and how much should be recorded.
Use a flip chart to record answers.
Discuss some standard/common

maintenance terminology.
Explain when a contractor should

accompany an inspector.
1-21
Revision 1

Instructors Guide

Use of reports to 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 associations
carbon footprint by managing utility consumption efficiently and using
alternate 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.
1-22
Revision 1

Instructors Guide
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 Activity
3.
1-23
Revision 1

Instructors Guide
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
1-24
Revision 1

Instructors Guide
Instructor Notes
Activity #3: Analyzing and Evaluating Maintenance of a Physical Asset

Materials:

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 physical

assets to be maintained by the community association.
If a maintenance need is the community associations responsibility, check to

see if its under warranty before you proceed.
Review the basic instructions for small-group work on the PowerPoint slide.
Review steps #2-3 and 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 #4-7 for Activity #3 and ask if there are any questions.
The purpose of steps #4-7 is to give participants practice in analyzing maintenance
needs and evaluating maintenance programs and management controls.
Tell groups to stay focused on maintenance management and not on discussing
how to do the maintenance.
1-25
Revision 1

Instructors Guide
Activity#3: Analyzing and Evaluating Maintenance of a Physical

Asset
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 association
is 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 the
group. 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 the
activity. Determine which of the five types of maintenance is required.
7. Decide whether association employees or a contractor should be used to
perform 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 maintenance
programs, if any.
2. Decide what changes should be made in the associations
maintenance management controls, if any. (See pages 215 and
229 230 in M-100).
3. Decide what changes should be made in the associations programs
for the five different types of maintenance, if any.
1-26
Revision 1

Instructors Guide
Instructor Notes
Give participants about 15 minutes to 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 so
when it is convenient during their small-group work.
As the groups work, circulate to gather insights and issues to raise during
debriefing.
Offer help only after a group has attempted to help itself first.
Take about 5 minutes to discuss with the class what was learned about
conducting inspections.
Possible comment:
Different formats work for different managers and communities.

Take about 10 minutes to discuss with 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 to

emphasize the benefits of having adequate maintenance programs and
Encourage participants whose punch lists were not discussed in small groups to go
through the process with their lists when they get back home.
1-27
Revision 1

Instructors Guide
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.
COMMUNITY
ASSOCIATION
WORK REQUIREMENTS
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
1-28
Revision 1

Instructors Guide
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 or
Tenants Signature: ___________________________ Date:_________________
Owner/Tenant Comments:
1-29
Revision 1

Instructors Guide
Activity #4: Community Associations Go Green

Submitted by Margey Meyer, CMCA, PCAM
Maintaining the common elements involves more than simply reconstructing an existing
component and restoring it to its original condition. Weve seen tremendous improvements
in materials and procedures over the past few years that reduce the cost of maintenance as
well as the associations consumption of energy.
Several state legislatures have passed laws overriding community associations prohibition
against clotheslines and solar panels. If your legislators have yet to pass laws encouraging
associations to go green, they may do so in the not-too-distant future.
Even without a legal mandate, associations should seriously consider eco-friendly
alternatives to this is the way weve always done it. Managers need to take the lead in
educating their board members about the many options available to them, such as:
1. Distributing newsletters and other informational communications through a website
instead of by hard copy.
2. Replacing the common area landscape with native shrubs and trees that require less
water.
3. Replacing the old-fashioned irrigation system with one that senses the dryness of the
soil 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 LightEmitting 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, If
you always do what you always did, you always get what you always got. If you rebuild a
balcony that has a rotted floor and from which rainwater was penetrating a unit, why rebuild
it with the same reverse slope so it can again fail? Instead, recommend that your board hire
an 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 by
understanding that the various components of a maintenance program are integrally
connected 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 associated
with maintenance, reserves and energy, as well as their environmental footprint on the
earth. Using the value engineering approach will cut energy costs with higher efficiency
equipment and slash maintenance and replacement costs by spending more on better
materials and appropriately funding reserves.
1-30
Revision 1

Instructors Guide
Instructor Notes
Activity #4: Community Associations
Go Green
awareness of the community associations
options for going green.
Directions: Ask participants to read the
Community Associations Go Green article.
Discussion: Take about 10 minutes
to discuss environmental options managers
should consider when maintaining and
repairing common elements.
Before break, ask who has had

previous role-playing experience and
recruit volunteers for all three role
plays during break.
Verify that role-players for all three

role plays understand the purpose of
their role play and what they are to
do.
Give role-players time to prepare

during break.
1-31
Revision 1

Instructors Guide
Lesson 1: Challenges
1. Find the following hidden words for the five basic maintenance programs:
Routine
Preventive
Emergency
Requested
Scheduled
EDDQEPHSISFT
NICEZHAGWTNO
GSDTLAGYFEOR
OENANUNCEEME
ENDSRWDNWOER
DETSEUQERTME
MRNUEOFGHTNF
ZENITUORSCNK
RELTRSLEFSSP
OIGGVURMEVAB
EVITNEVERPRR
KSQJRSOACIHL
2. Unscramble the letters to find the words.
ispyahlc
nutoveiaca
enaitanenmc
eiclatfsii
qsteeur
Answers: 1. physical, 2. evacuation, 3. maintenance, 4. facilities, 5. request
1-32
Revision 1

Instructor Guide
Lesson 2: Maintenance
Responsibilities
1-33
Revision 1

Instructor Guide
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 following
information 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 the
appropriate 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.
1-34
Revision 1

Instructor Guide
Instructor Notes
5 min
Introduce the lesson on maintenance

responsibilities. Review the Lesson 2
Objectives.
Analyzing Maintenance Needs

Lead a discussion on how to analyze
a communitys maintenance needs.
Discuss each of the following sources
of information:
Conduct a detailed, thorough

inspection of the property. Suggest
taking 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.
1-35
Revision 1

Instructor Guide
Create Controls For Ensuring the Work is Actually Done
5 min

The first step in establishing a maintenance system is to develop effective
management controls for developing, implementing, and evaluating your
communitys system. A management control is 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 involves
controlling the communitys use of its resources. The following are some common
management controls for ensuring that maintenance work actually gets done in a
timely 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 you
can 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 the
records 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 the

maintenance 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
1-36
Revision 1

Instructor Guide
Instructor Notes
Create Controls For Ensuring the Work
is Actually Done
The manager must have methods in place
for controlling the facilities maintenance
program 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 current

conditions and outstanding items
Provide verification of completed

work
Help to identify potential problems
May result in the need for onsite

meetings with staff or contractors
Provide a method for follow up on

previous maintenance items
Ask someone to volunteer their experiences

in working with maintenance calendars,
maintenance records, or written inspection
reports. 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.
1-37
Revision 1

Instructor Guide
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 or

tenants
Indicates if the work is a recurring problem necessitating further

evaluation
1-38
Revision 1

Instructor Guide
Instructor Notes
Work order systems:
Purpose:
Provide written documentation of

maintenance activities
Assign maintenance tasks to staff

and 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 management
controls, make the same inquiry about work
order systems. Ask someone to volunteer
their experiences in working with a work
order system and to offer benefits in
addition to those noted above. Specific
examples of how these systems are
effective will help other students realize
their value.
1-39
Revision 1

Instructor Guide
Evaluating Maintenance Systems and Efforts
5 min
Evaluating Maintenance Systems and Efforts

Here are some common methods community association managers use to evaluate
their 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 request

has 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 a

first-hand comparison or self-check.
Lack of complaints does not necessarily mean that you have a good maintenance
system that is well-implemented. Take steps to obtain feedback.
1-40
Revision 1

Instructor Guide
Instructor Notes
Evaluating Maintenance Systems and
Efforts
The manager must have methods in
place for evaluating the effectiveness
of the facilities maintenance
program.
Review financial reports on how
funds have been allocated and
expended.
Review all work orders as to the
type of work, time spent, and
costs.
Establish a system to monitor callbacks or repeat work orders.
Establish a system to follow up
with residents on requested
maintenance to ensure that repairs
were timely and were completed to
their satisfaction.
Inspect the maintenance work
performed in the community.
1-41
Revision 1

Instructor Guide
35 min
Activity 5: Work Group Exercises
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:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
1-42
Revision 1

Instructor Guide
Instructor Notes
Activity 5: Work Group Exercises

Five work group exercises are described
here. Divide the class into work groups of
three to six persons depending upon the
size of the class and assign an exercise to
each group. Allow approximately 20
minutes for the work groups to complete
their exercise. After the work groups have
completed their exercises, have them share
their assigned problem and recommended
solution with the remainder of the class.
Answer for Exercise #1:
Items to be included:
Monthly: Change return air filters.

Air conditioning
Monthly: During use, keep debris away
from the exterior compressor unit.
Monthly: During use, keep landscape
items away from the exterior
compressor unit to allow free air
movement to cool the unit.
Annually: Before use, clean compressor
coils, blower fan, and oil motors, and
check freon levels (must be certified by
the EPA to deal with refrigerants).
Furnace
Annually: Before use, check the pilot
light or electronic starter.
Annually, Before use, check and clean
the burner grates.
Other items may also be noted. The point is

that ignoring these types of preventive
measures will cause the units to fail at a
faster rate, cost more money, and be
reflective of poor management.
1-43
Revision 1

Instructor Guide

Work Group Exercises

Prepare a written procedure for responding to a sewer back-up. Be sure to include
procedures for both regular business hours and after hours. Also include any follow
up issues.
Work Space:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
1-44
Revision 1

Instructor Guide
Instructor Notes

Answer:
A plumbing company or staff

member should be called.
Have a back-up company or staff
member ready, if the primary is
unavailable.
Check with the resident to see if
there is a need for interior damage
clean up or restoration.
Follow up with the repair person to
determine the cause of the back
up. Residents negligence? Sewer
line problems? Is this a repeat
problem? Can more problems be
expected?
Follow up with residents. Should
they be counseled about a possible
negligence factor? Are interior
repairs or clean up efforts
completed?
Is this covered by insurance? Is the
claim amount more than the
deductible? Do you want to make a
claim?
1-45
Revision 1

Instructor Guide


Describe an effective method for completing a property inspection that will insure
all areas are covered and any outstanding issues are addressed.
Work Space:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
1-46
Revision 1

Instructor Guide
Instructor Notes
Answer to Exercise #3:
The list of completed contractor

work 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 to
inspect the completed work.
Use an inspection checklist that is
specific to the communitys unique
aspects.
Do the inspection at different
times of the day.
Do the inspection on different
days. For example, if you typically
inspect the site after the
scheduled landscape maintenance
occurs, inspect sometimes before
the work is done to gain a
different perspective.
Conduct your inspection tour in a
different direction and manner
each time. Do not always park
and walk in the same direction. If
you do, you will always see the
same things.
Inspect regularly, but dont overinspect. Sometimes too many
inspections can cause you to
overlook issues.
1-47
Revision 1

Instructor Guide


The sample governing documents for XYZ Community Association do not address
the issue of who is responsible for ceiling repairs resulting from roof leaks. Many
owners have damaged ceilings and are calling board members and demanding that
something be done. The board is sympathetic to the owners pleadings. Create a
resolution that you would recommend to clarify this issue.
Work Space:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
1-48
Revision 1

Instructor Guide
Instructor Notes
Items to be considered:
Authority: The bylaws give the board the powers
and duties necessary for the administration of the
affairs of the association and allow them to provide
for the operation, care, upkeep, and maintenance of
all property.
Purpose: There is a need to clarify an ambiguous or
unclear provision of the maintenance responsibilities.
Scope: Those owners who have suffered ceiling
damage as a result of roof leaks.
Specifications: The association will repair ceiling
damage and repaint ceilings for those units that
have been damaged as a result of roof failurea
common element for which the association is
responsible. Owners are not allowed to make roof
repairs and could not prevent their ceilings from
being damaged.
Ask students to discuss these additional issues:
What should be the policy on repairs other than
ceilings, 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 pays
for the repair, the owner pays for the paint.
2) Consider including a requirement that the owner
report the leak within 30 days of occurrence
(renters sometimes take months to report a
problem to the owner, and the damage could
have been greatly mitigated if the association
was alerted to the problem as soon as it
occurred).
3) The board should understand that repairing
ceilings/sheetrock damaged by roof leaks
requires an increase in the budget for that
component.
1-49
Revision 1

Instructor Guide


Prepare a time-line outlining each step and completion date required to replace the
roofs 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 scheduled
maintenance activity.
Work Space:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
1-50
Revision 1

Instructor Guide
Instructor Notes
Begin roof replacement work
120 days before work begins:
Seek out engineers.
Board decision on an engineer.
60 days before work begins: RFP
to roof contractors.
Board decision on a contractor.
Finalize contract. Advise residents.
Timelines will vary based upon the
community and the size of the job.
However, the emphasis needs to be on
the planning and preparatory aspects of
a major project such as this. Managers
must understand that they cannot get a
successful roofing project underway or
completed in a brief period of time. They
should allow 90 to 120 days for
planning, bidding, deciding, and
preparing for the work to be done.
1-51
Revision 1

Instructor Guide
Notes
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
1-52
Revision 1

Instructor Guide
Lesson 3: Disaster and Evacuation

Planning
1-53
Revision 1

Instructor Guide

Learning Objectives:
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.
1-54
Revision 1

Instructor Guide
Instructor Notes
Restate Lesson 3 objectives.
Transition from maintenance to

disaster/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 a
disaster situation for an association and, if
so, what they learned from the experience.
1-55
Revision 1

Instructor Guide
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 plan
for.
Ask participants to take out their
copies of Natural Disasters and review the
key item on page 4.
Remind them that the Natural Disaster
discusses 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 (located
on page 2 of the Natural Disasters).
1-56
Revision 1

Instructor Guide
Instructor Notes
Purpose: To get participants to think
about potential perils that may affect their
community.
Activity: Participants to list the perils that
could affect their associations.
Directions:
Explain that because of limited

course time, the class will just
consider potential perils.
Use flip chart to summarize list of

perils.
Ask participants to list the perils that

could affect their associations.
When most participants seem to be

finished, invite them to make notes
on the activity page while the class
discusses the perils that they listed.
Begin with a quick survey of the

potential perils identified by the
participants.
Call attention to the influence of

geographic location, type of
community, and type of residents on
potential perils and type of response
required.
Relate your comments to the

participants situations as much as
possible.
Answer any questions participants

have about each of the remaining
six steps in disaster planning listed.
Discuss the fact that plans for

different types of disasters have several
common elements.
1-57
Revision 1

Instructor Guide

Identify potential perils for own community association.
Most Frequent
Exposure
Average Exposure
Infrequent Exposure
1-58
Revision 1

Instructor Guide
Instructor Notes
Ask participants to turn to the Happy Land Disaster Plan
Ask participants to skim through the pages of the sample disaster plan, noting the
different sections and the completeness of the packet.
Note that this particular plan uses a policy resolution format, which is one type of
format to use.
Ask participants what implications they draw for their associations as they look at
the sample.
Encourage people to focus on their own associations, not the one in the sample.
Explore participants alternatives for developing a disaster plan.
Suggest that if preparation of a disaster plan is not part of the participants

employment agreement or management contract that he or she consider:
Negotiating with the board to prepare one at extra cost.
Delegating the task to a committee and using the Natural Disaster as a

guide.
This is an excellent assignment for volunteers.
Circulate copies of any additional sample disaster plans while the class moves on to the
next topic.
Plantation Hurricane Evacuation Disaster Plan
1-59
Revision 1

Instructor Guide
Happy Land Disaster Plan

RESOLUTION 93-01
HAPPY LAND CONDOMINIUM ASSOCIATION, INC.
F.S. 718.118 Equitable Reliefs. - In the event of substantial damage to or destruction
of all or a substantial part of the condominium property, and if the property is not
repaired, reconstructed, or rebuilt within a reasonable period of time, any unit owner
may petition a court for equitable relief which may include a termination of the
condominium and a partition.
Declaration of Condominium, Sections I, II, and III - Insurance, Repair and Rebuilding.
- In the event of substantial destruction of a whole building (more than fifty per cent
[50%] of the Units substantially destroyed), the owners of the Units in the
Condominium shall meet on ten (10) days notice and, under the procedure used by the
Association for the calling and conduct of meetings, shall vote to determine whether
said building shall be rebuilt or whether the insurance proceeds, if any, shall be
accepted and apportioned among the owners of Units in the destroyed building, or the
lands sold, or some other alternative followed, provided however, that said owners
shall be under an obligation to rebuild said building unless ninety per cent [90%] out of
a possible one hundred per cent [100%] of the votes are for some other alternative...
WHEREAS, following a disaster event, the responsibilities of the Association to protect
life and property and assure orderly transition to reconstruction are greatly amplified
and,
WHEREAS, the need to establish a Happy Land Condominium Disaster Plan, to be
effected as required by conditions preceding or following a disaster, has been clearly
demonstrated by the lessons of Hurricane _______________,
BE IT THEREFORE RESOLVED, the Board of Directors of Happy Land Condominium
Association, Inc. have approved the following Disaster Plan, to be executed in the event
of hurricane or other disaster requiring immediate action to protect the property of
Happy Land Condominium Association.
1-60
Revision 1

Instructor Guide

AUTHORITY TO ACT:
In the event of hurricane or other disaster, the Board of Directors herein delegate to
the following Person(s) authority to contract for security and emergency services, as
may be required to execute the Disaster Plan:
The President, or in his absence, the Vice-President, or in his absence, the Secretary,
or in his absence, the Treasurer of the Association OR:
The Authorized Person(s) is/are:
____________________________________________
Phone: _______________
____________________________________________ Phone: _______________

UPON EXECTION OF THE DISASTER PLAN THE FOLLOWING
SHALL BE UNDER TAKEN:
I. ACCOUNT FOR RESIDENTS
Upon notification of impending disaster or Hurricane Watch, and in lieu of a Hurricane
Warning or Mandatory Evacuation order, a Resident Survey Committee, appointed by
the Board of Directors and composed of permanent residents of Happy Land
Condominium, shall attempt to contact all residents to ascertain which are remaining
with the community and which are evacuating.
In the event of Hurricane, the Resident Survey Committee shall attempt to complete
the attached Evacuation Notice form incorporated herein (page 5) for all units and
attempt to provide residents with the Hurricane Preparedness memo (page 6).
A copy of the Evacuation Notice form will be made available to emergency authorities in
event of mandatory evacuation.
1-61
Revision 1

Instructor Guide

The members of the Resident Survey Committee are:
NAME
UNIT
PHONE
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
In the event of a disaster, the first action should be to direct emergency medical
assistance to any residents in need.
II. SURVEY PROPERTY
Following a storm or other disaster, the Authorized Person(s) will coordinate a survey
of the property with Management to determine the extent of damage and authorize
emergency services required to secure the property and prevent further damages.
The Association shall, upon approval of this Disaster Plan, provide copy of all available
building plans to a designated engineer, who shall maintain such building plans in a
location other than Happy Land Condominium for immediate access in event of
emergency.
III. ESTABLISH LINES OF COMMUNICATION
The Board of Directors shall appoint or retain the services of an Emergency
Coordinator, whose primary residence or place of business is inland from any
anticipated Hurricane or tropical storm event, for the purpose of coordinating
communications between members of the Board of Directors following a disaster.
The Authorized Person(s), upon implementation of the Disaster Plan, shall immediately
contact the Emergency Coordinator, who shall, in turn, immediately contact all
Directors and Officers of the Corporation.
1-62
Revision 1

Instructor Guide

The Emergency Coordinator shall maintain the following records:
1. Owner list, with address of record, updated monthly.
2. Name, address and phone number of Directors and Officers.
3. Name, address and phone number of employees.
4. Listing of Associations Management Agent, Insurance Agent and
Carriers, Attorney, Accountant, Engineer and Architect.
5. List of vendors.
6. Copy of current contracts.
7. List of bank accounts, investments, Corporate Resolutions, signature
cards and location of funds.
8. Copy of monthly Financial Statement.
9. Copy of all available building plans.
Every Officer and Director shall contact the Emergency Coordinator within 24 hours
following a Hurricane or other disaster requiring implementation of this Plan, regardless
of prior communication by the coordinator.
Emergency Coordinator:
Name: ______________________________________
Address: ____________________________________
Phone: _____________________________________
1-63
Revision 1

Instructor Guide

IV. INFORM MEMBERSHIP
The Board shall appoint a member of the Association to serve as Members Liaison,
whose function shall be to disseminate information to members of the Association and
organize Special Members Meetings with the help of Management and the Emergency
Coordinator.
Members Liaison:
Name: _________________________________________
Address: _______________________________________
_______________________________________
Phone: ________________________________________
V. CONTACT EMPLOYEES AND VENDORS
It shall be the primary responsibility of Management, in accordance with the Hurricane
Preparedness plan, to contact employees, vendors and emergency services personnel
following an emergency event.
In the unlikely absence of Management, the Authorized Person(s) shall contact the
Emergency Coordinator for information necessary in the performance of his/their
responsibilities.
APPROVED this ____ day of _________, 20XX by the Board of Directors
of Happy Land Condominium Association, Inc.
___________________________________________
Secretary
1-64
Revision 1

Instructor Guide

MEMORANDUM
TO:
FROM:
DATE:
SUBJ:
All Residents
Ima Ready, Community Association Manager
March 16, 20XX
Hurricane Preparedness
Some items not always considered in event of hurricane:

1. If you are going to leave town do it before I-75 corridors are filled. Evacuation
notices for the East Coast, Miami and the Keys will slow your progress. Consider
leaving when a Hurricane Warning or evacuation is issued for the East Coast, not
when it is issued for the West Coast.
2. In the event of a hurricane coming up the slot, i.e. up through the Gulf of
Mexico, consider leaving when a Hurricane Watch is issued.
3. All businesses require electricity to function. Unless you have an established line
of credit, or your grocer, pharmacist, or gas station will accept checks, make
sure you have plenty of cash before a storm.
Credit cards may be useless;
banks will not be able to operate; and vendors will be more hesitant to accept
checks.
4. If you require special medical assistance, register now with the Emergency
Management Infirm Registry (951-5932) for emergency evacuation.
5. Prescriptions, medications, baby diapers, formulas, and personal hygiene
supplies will be limited after a storm. Have plenty on hand, at least a 10-day
supply.
Hurricane _______________ reminded us just how devastating a tropical storm can
be. There were many injuries in buildings previously considered safe. Dont be misled.
The safest option is to evacuate to a safer area. A tank full of gas, 6 hours drive, and a
few dollars for a motel room is a lot less expensive than the risk of staying.
1-65
Revision 1

Instructor Guide

April 2, 20XX
To:
All Employees
Happy Land Condominium Association, Inc.
RE:
Disaster Preparedness
Upon notification by Capable Management, Inc. and/or Sarasota County Emergency

Management or other authority the following actions are to be taken:
UPON NOTICE OF A TROPICAL STORM WATCH:
1. Fill BBQ propane tanks.
2. Inventory and update emergency suppliespurchase additional materials as
required.
3. Review Hurricane Plan, step by step, to assure all materials necessary are
available to insure orderly action upon implementation.
UPON NOTICE OF A HURRICANE WARNING:
1. Stack pool furniture in Clubhouse.
2. Install Clubhouse hurricane boards.
3. Super-chlorinate pools and turn off electric to all pool equipment, and place pool
closed signs at both ends of pools.
4. Remove any loose item, including pool cover and stands, from pool deck and
grounds and secure same in exercise rooms and maintenance area.
5. Tape all Clubhouse and laundry room windows that cannot be boarded.
6. Move BBQ grills into clubhouse.
7. Secure electric room doorsDo Not Lock.
1-66
Revision 1

Instructor Guide

1. Secure roof hatchesDo Not Lock.
2. Turn off propane fuel at all in ground gas tanks and at all gas appliances.
3. Secure trash dumpsters.
4. DO NOT pull building electrical services. Florida Power and Light (FPL) will shut
down electrical service before the storm hits. We will pull the electric as soon as
we can get back before FPL turns power back on.
5. Secure all loose materials in the maintenance area.
6. Elevate all stock and equipment as high as possible.
7. Fill all sinks with water.
8. Place mailbox benches in laundry rooms.
AFTER THE STORM:
1. Report to Capable Management, Inc. office, 1111 Blustery Street, Sarasota,
92111, as soon as possible after the storm for assignment.
2. The offices of Capable Management, Inc. will be set up for emergency response
to client associations. You may be assigned to assist other associations.
ON RETURN TO HAPPY LAND CONDOMINIUM:
1. Immediately pull all electrical power after confirming that power is still off from
FPL. IF POWER IS ON, DO NOT GET NEAR ELECTRICAL ROOMS OR ELEVATOR
ROOMS UNTIL THE AREA HAS BEEN INSPECTED AND APPROVED BY A
QUALIFIED ELECTRICIAN.
2. The first priority will be to make temporary repairs to correct safety hazards and
prevent further damage. Specific instructions, dependent on the extent of
damages, will be given by the Property Manager.
1-67
Revision 1

Instructor Guide

Many injuries occur after the storm as a result of house fires, electrocution, and
accidents during cleanup activities. Dress appropriately and think twice about
safety before attempting any repair or cleanup.
We sincerely hope these instructions will never have to be utilized. All
employees, however, are to become familiar with them and be prepared to
carry them out.
Very truly yours,
Ima Ready, Community Association Manager
Capable Management, Inc.
Managing Agent for
1-68
Revision 1

Instructor Guide

Recommended Hurricane Supplies

Drinking water
Duct tape
Candles
Flashlights & batteries
Radio with batteries
OSHA-approved first aid kit
Roof hatch clips (in lieu of locks)
Visquine (plastic sheets)
Spare sheets of plywood
Camera and lots of film
Bug spray
Water purification tablets
Generator(s)
Wire to hook up temporary lights
Fix-A-Flat (spray) and tire plugs
Spot lights
Chain saws
Extension cords
Rope
Gloves
Chains
[
[
[
[
[
[
[
[
[
[
[
[
[
[
[
[
[
[
[
[
[
]
]
]
]
]
]
]
]
]
]
]
]
]
]
]
]
]
]
]
]
]
1-69
Revision 1

Instructor Guide

EMPLOYEES ASSIGNED TO

Name
Address
Phone Number
1-70
Revision 1

Instructor Guide

PROFESSIONAL CONTACTS

Management Agent

Address:
Phone:
Insurance Agent
Goode Insurance Service of Sarasota, Inc.

Address:
Phone:
Attorney
Better Attorney Firm

Address:
Phone:
Accountant
Mitch Fun, CPA

Address:
Phone:
Engineer
Sterling Engineers
Address:
Phone:
1-71
Revision 1

Instructor Guide

VENDORS

The following is a list of vendors and contractors to contact in emergency at
Happy Land Condominium:
SERVICE
VENDOR
PHONE
Air-Conditioning:
Aluminum:
Appliance:
Answering Service:
Beach Grading:
Electric:
Elevator:
Fire Alarm:
Fire Alarm Monitor:
Fire/Water Restore:
General Maintenance:
Generator Fuel:
Generator:
Grounds:
Hauling:
Pest Control:
1-72
Revision 1

Instructor Guide

CONTINUE VENDOR CONTACTS:
SERVICE
VENDOR
PHONE
Plumbing:
Pool:
Pool Heater:
Roof:
Security Services:
Security Systems:
Signs:
Temporary Services:
Towing:
Trash Disposal:
Tree Service:
Utilities:
Window/Glass:
1-73
Revision 1

Instructor Guide

Identify the Necessary Elements of an Evacuation Plan
To plan for an evacuation, a manager must be able to identify the necessary elements
to plan for.
Necessary Elements
Means of Emergency Contact of Residents and Staff
Alternative Methods of Communication
Evacuation Routes
Destination for Reassembly and Communication
Secure Building to Prevent Looting
1-74
Revision 1

Instructor Guide
Instructor Notes
Evacuation Planning
Transition from disaster planning to
evacuation planning.
Call attention to the evacuation

plans in the sample disaster plans.
Be sure both public safety and

natural disaster events are
mentioned.
Ask what types of situations might

require a community association to
evacuate residents.
Ask if anyone has an evacuation plan.
Ask if anyone has had to use one. If
so, ask the participant what prompted the
evacuation and how it went.
1-75
Revision 1

Instructor Guide
Instructor Notes
Activity #7: Evacuation Plan
Requirements
Activity: Participants identify evacuation
plan requirements for own community
association.
Directions:
Ask participants to brainstorm
evacuation plan requirements for one

of their associations.
Remind the class to consider the type
of association and type of residents
involved.
When most participants seem to be
finished, invite them to make notes
on pages 1-59 and 1-60 while the
class discusses what participants
learned about their associations
evacuation needs.
Evacuation plans should emphasize
resident-to-resident communication
because of the strong possibility that
management may not be on site at
the time of the evacuation or
unavailable by telephone.
Preparation of an evacuation plan is
another excellent assignment for a
committee of volunteers.
Conclusion: Conclude the discussion of
disaster and evacuation planning.
Summarize the main points that came
out in discussion.
Deliver a persuasive message about
the importance of developing both
types of plans for community
associations.
1-76
Revision 1

Instructor Guide
Activity#7: Evacuation Plan Requirements

Participants identify evacuation plan requirements for own community association.
REQUIREMENTS
COMMUNITY ASSOCIATION
NEEDS
Means of emergency contact of
By phone:
residents and staff:
If phone inoperative:
Alternative methods of
communication
on site:
Evacuation routes:
Destination for reassembly and

communication:
Securing of buildings to prevent

looting:
1-77
Revision 1

Instructor Guide

Module 1 Summary
Focus
How to recognize basic community association maintenance needs and provide
for adequate maintenance of the association physical assets.
Learning Objectives
Evaluate the community associations existing maintenance programs and

Analyze your communitys maintenance needs.
Create controls for ensuring the work is actually done.
Evaluate maintenance systems and efforts.

Module 1 Knowledge Check
1.
Physical assets are defined on the Master Deed.

a. True
b. False
2.
Which of the programs listed below is not a basic maintenance program?

a. Routine Maintenance
b. Preventive Maintenance
c. Service Maintenance
d. Corrective Maintenance
e. Scheduled Replacement
3.
Evacuation plans should emphasize ________-to-_________ communication.

Answer: Oneto-one
4. Who should inspect the physical assets to be maintained?

a. manager
b. tenant
c. board member
d. contractor
1-78
Revision 1

Instructor Guide
Instructor Notes
Summary
Announce that the class has come to the
end of Module 1.
Use the focus and objectives for Module 1
to summarize what participants
accomplished in this module of the course.
Knowledge Checks
Encourage participants to complete the
knowledge check in their guides if they
havent already.
Discussion Questions
What changes or trends are you

seeing relating to inspections?
How has technology affected the

way inspections can be done?
What are some ways to effectively

communicate with the board
regarding maintenance?
Discussion Parking Lot Items
Review any items and questions that were

placed in the parking lot.
Remind participants that additional resources
are located on the CAI website.
Point out that one of the resources is shown on
the slide.
Invite the participants to share with the class
other resources they use. Also, invite the
participants to submit their own resources for
posting to the new CAI website.
Distribute copies of Trees, Turf & Shrubs to

participants.
Explain that the GAP is take-home material
for Module 1.
1-79
Revision 1

Instructor Guide
Notes:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
1-80
Revision 1

Instructor Guide
2-1
Revision 1

Instructor Guide
Module 2 Agenda
Module Introduction
5 min
140 min.
Activity #1: Review an Incomplete RFP and

Bid Specification
50 min.
Activity #2: Discuss Recruiting Bidders
30 min.
Activity #3: Evaluate Proposals and Prepare

a Written Recommendation
60 min.
85 min.
Activity #4: Analyze a Maintenance Contract

for Any Weaknesses
30 min.
Activity #5: Monitoring and Evaluating

Contract Performance
30 min.
Activity #6: Interpreting and Invoking

Contract Warranties
20 min.
Module Summary
5 min.
Course Summary
5 min.
4 hours
2-2
Revision 1

Instructor Guide
Focus
How to contract for specific community association maintenance needs.
Learning Objectives
Prepare a request for proposal, including bid specifications.
Recruit bidders.
Review bid proposals
Work with a board to select a bidder.
Check a contract for all necessary elements.
Monitor fulfillment of a contract.
Evaluate performance under a contract.
Interpret and invoke contract warranties as necessary.
2-3
Revision 1

Instructor Guide
Notes:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
2-4
Revision 1

Instructor Guide
Transition from Module 1 to Module 2.
Module 1 focused on facilities

managementspecifically
maintaining and preserving the
community associations physical
assets and ensuring the safety of
residents.
Module 2 focuses on using bidding

and contracting to meet maintenance
needs.
Briefly describe the readings for Module 2
Chapter 10, M-100: The Essentials of

Community Association Management
Bid & Contracts

Module 2.
2-5
Revision 1

Instructor Guide
Notes:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
2-6
Revision 1

Instructor Guide
Lesson 1: RFP and Bid

Specifications
2-7
Revision 1

Instructor Guide

Learning Objectives
Prepare a request for proposal, including bid specifications
Recruit bidders
Review bid proposals
Work with a board to select a bidder
2-8
Revision 1

Instructor Guide
Instructor Notes
Restate Lesson 1 objectives.
Introduce the section on RFPs and bid
specifications.
Emphasize the importance of

complete, specific, and accurate RFPs
and specifications if a community
associations needs are to be met.
In general, a manager should not be

expected to prepare specs. The
board needs to pay a professional to
develop customized specs for their
specific work requirements.
Note that a manager must have a

good understanding of bid
specification requirements in order to
prepare a complete RFP.
It is important to encourage the

board not to sign a proposal from the
contractor. All RFPs should be
reviewed by an attorney.
Ask participants to take out their copies

of Bid & Contracts and turn to page 12.
Ask the class which of the items listed

in the chart ordinarily should appear in the
bid specifications, as opposed to the
contract.
2-9
Revision 1

Instructor Guide
Instructor Notes
Activity #1: RFP & Bid Specifications
Purpose: To review an incomplete RFP and
set of bid specifications as a way to
strengthen the ability to prepare both.
Activity: Small groups review an RFP and
bid specification for maintenance of
common element or common area.
Directions:
Assign participants to groups of

approximately five people each,
based on the maintenance area they
are interested in.
This means that:
You may have more than one

group working on the same
incomplete RFP.
You may not use all the

incomplete RFPs prepared for
the activity.
Review the steps in Activity #1 and ask if

there are any questions.
Remind people to focus on preparing RFPs
and bid specifications, not on maintenance
issues.
2-10
Revision 1

Instructor Guide
Instructor Notes
Give the participants about 15 minutes
to do the activity and post the focus, steps,
and allotted amount of time.
As the small groups work, circulate to be
sure people are focusing on preparation of
RFPs and not on strictly maintenance
issues.
When people are done, ask the
recorder from each group to:
Identify the areas where changes

must be made.
Explain why a change is needed.
If more than one group works with

the same RFP, give each recorder an
opportunity to identify at least one
change in the RFP.
See pages 1-26 and 1-27 for a list of

suggested changes for each incomplete
RFP.
Conclusion:
Conclude Activity #1. Summarize some of
the general conclusions recorders made.
Advise participants that they will use the
complete landscaping RFP for an activity
later in the course.
Remind people that samples are for
illustration, not for use as is.
2-11
Revision 1

Instructor Guide
Activity #1: Incomplete RFP and Bid Specification

Small groups review an RFP and bid specification for maintenance of common
element or common area.
STEPS
1. Choose a leader, a timekeeper, and a recorder.
2. Review the incomplete RFP and bid specifications.
3. Identify any changes that must be made.
4. Decide why each change is necessary.
2-12
Revision 1

Instructor Guide
Activity #1: Incomplete RFP Asphalt
EASY STREET CONDOMINIUM, INC.

7 Pothole Lane
Curvyville, MD 11142
REQUEST FOR PROPOSAL
ASPHALT WORK
January 15, 20XX
Easy Street Condominium, Inc. is soliciting proposals for asphalt repair and sealcoat
work to be done between June 15 and August 15, 20XX with at least two weeks
advance notice. The Board of Directors of the Association will select a contractor for
the project.
The yardages given are estimates. The job will have to be field measured before
submitting your proposal.
Contractor must provide certificate of insurance evidencing workers compensation
and employees liability insurance as required by law and general liability insurance
covering both public liability and motor vehicle liability with single liability limit of
not less than $500,000.00.
The work to be performed is as follows:
1. Thorough cleaning of all asphalt surfaces by brooming, washing, and air
blowing.
2. Remove oil and grease deposits by scraping and scrubbing with compatible
with sealing material.

3. Dig out sections of asphalt that have an alligatored appearance in rectangular
shape to neat even lines; install new aggregate base; install and compact
new asphalt.
4. Protect all utility covers from seal by oiling or other means prior to sealing.
All covers to be cleaned by contractor after sealing is complete.

5. Apply two coats of sealing material in accordance with manufacturers
instructions.
6. Prevent excessive buildup or unsightly appearance.
2-13
Revision 1

Instructor Guide

7. Use appropriate squeegees to spread slurry in areas not accessible to large
equipment.
8. Do not apply materials if weather is rainy, if temperature is below 45
Fahrenheit, or if either of these conditions is likely to occur during the eight

hours following application.
9. Remove any splattered material from adjoining surfaces.
10. After the paving and seal coat is completed, restripe the parking lots in the
current locations with white traffic paint.

11. Repaint all handicapped markings, fire lanes, no parking curbs, and
reserved stencils as currently shown. The contractor must note the

appropriate locations.
All work and materials must be in accordance with contract specifications.

Please submit your bid by February 15, 20XX to:
Excellent Condominium Management Company
1111 Professional Court
Dogood, MD 11141
To inspect the property, obtain directions from Ima Condomaniac at:
301-411-4111.
Remember, submit prices and your material specifications. If you can only bid on
seal coating, please so state. Include striping as outlined.
2-14
Revision 1

Instructor Guide

WORK DETAIL:
Location
Sq. yds.
Work Item to be Bid
Gravel Court
16,000
Asphalt repair, seal coat

Bldgs. 7, 8, 9
Aggregate Court
3,400
Seal coat
Bldgs. 10, 11, 12, 13
Concrete Drive
9,000
Asphalt repair, seal coat

Bldgs. 1, 2, 3, 4, 5, 6
EASY STREET CONDOMINIUM, INC. ASPHALT BID

COMPANY: _________________________________________________
ADDRESS: __________________________________________________
CONTACT: __________________________________________________
CONTACTS PHONE: (______) _______ - _____________
BID:
Gravel Court
asphalt repair
$____________
Gravel Court
seal coat
$____________
Aggregate Court
seal coat
$____________
Concrete Drive
asphalt repair
$____________
Concrete Drive
seal coat
$____________
BID TOTAL:
INSURANCE:
$____________
Attach Certificate of Insurance to bid
Attach list of references to bid
2-15
Revision 1

Instructor Guide
Activity #1: Incomplete RFP - Landscaping

GREENLAWN MASTER HOMEOWNERS ASSOCIATION, INC.
LANDSCAPE MAINTENANCE SPECIFICATIONS
August 12, 20XX
SCOPE OF WORK
Work shall include all labor, materials, equipment, supplies, and services required
for the maintenance of trees, shrubs, ground covers, annuals, lawns, and irrigation
systems. Services included shall be as follows:
Mowing, edging, and trimming of lawn areas and ground covers
Pruning and trimming of plant materials
Cultivating tree basins and maintaining shrub beds
Applying fertilizers, insecticides, fungicides, and herbicides
Installing and maintaining annual color beds
Monitoring, adjusting, and minor repairing of irrigation systems
Collecting and removing debris
Controlling weeds in cul-de-sac pavestone
* Private courtyards shall be maintained by the individual home owners.
* The Contractor shall be responsible for the installation of annual color beds in the
common areas only and shall not be responsible for those installed by individual
home owners.
GENERAL INSTRUCTIONS
The Contractor shall follow accepted horticultural practices to keep the property
attractive and clean in appearance and maintain all plant materials and lawns in a
healthy and vigorous condition. All work shall be performed in a professional
manner, using quality equipment, methods, and materials, all of which must be
maintained and operated with the highest standards.
CONTRACTORS PERFORMANCE
The Contractor shall perform all work required once per week or as often as
required during the Monday through Friday time frame to fulfill the spirit and intent
of the contract.
The workers shall be neat in appearance, wear a standard shirt or uniform that
identifies the Contractor, perform their work in a professional manner, keep noise
to a minimum, and stage their work from a location on site out of the way of the
mainstream of the users. In general, the Contractors presence on the site shall be
as inconspicuous as possible.
NEGLECT AND VANDALISM
Turf, trees, or plants that are damaged or killed due to the Contractors operations,
negligence, or chemicals shall be replaced at no expense to the Association. No
charges will be made for damages caused by conditions beyond the Contractors
control. Irrigation equipment that is damaged due to the Contractors operations
must be replaced or repaired by the Contractor promptly.
2-16
Revision 1

Instructor Guide
Activity #1: Incomplete RFP Landscaping

The Contractor shall immediately notify the Association Manager of all other
irrigation equipment damages and proceed with repairs following authorization by
the Association Manager.
MAINTENANCE RECORD
The Contractor shall prepare and complete a comprehensive record of all activities
performed and chemicals applied for each day of work on the property. Any special
situations that the Association should be made aware of shall also be noted on the
record. A copy of the maintenance record shall be left with the Association Manager
or be submitted with the monthly invoice.
EQUIPMENT
Lawn Mowers: Shall be of the mulcher type, in good working order, finely tuned to
protect the lawn from excessive exhaust fumes. Blades shall be sharpened and
balanced to reduce shredding of the grass blades.
Lawn and Ground Cover Edgers: Shall be of a rigid or flexible blade type that will
produce a fine clean edge where lawns meet walkways, pavements, or curbs.
Fertilizer Spreaders: Cyclone type spreader or equal. No visible under-lapping of
applications will be permitted.
Line Trimmers: Shall not be permitted for use at the base of trees or wood signs, or
any area susceptible to damage from the use of line trimming-type equipment.
Pruning Tools: Shall be maintained in good working order. Cutting edges shall be
sharp. Disinfect all tools when used for the removal of diseased limbs.
TREE MAINTENANCE
1. Work shall be limited to only those trees which are below 12 feet
tall.
2. Prune and/or shape as needed annually with trained personnel, in
accordance with sound horticultural practices (January-February).
3. Remove dead or damaged limbs (continually).
4. Remove sucker growth on shrubs and trees (continually).
5. Cultivate uniform, circular tree basins, remove grass, weeds, rock,
and other debris (continually).
2-17
Revision 1

Instructor Guide

SHRUB AND GROUND COVER MAINTENANCE
Prune and shape shrubs, mondo, and monkey grass throughout growing season
with trained personnel, in accordance with sound horticultural practices (MarchNovember). Maintain Asian Jasmine at 6-inch height, trim runners from growing up
adjacent plants, paved, and building surfaces. Shear all ground cover annually
(January-February).
Remove dead or damaged limbs from photinias and crape myrtles (continually).
Maintain planting beds by removing grass, weeds, rock, and other debris
(continually).
ANNUAL COLOR MAINTENANCE
All annual selections and colors shall be made by the Association. Annuals shall be
changed-out bi-annually (April-May and October-November). Plants shall be wellrooted in 4-inch pots, planted 9 inches on center.
Bed preparation prior to planting shall include 1 inch of organic material (to be
approved by the Association Manager) roto-tilled into the top 9 inches of the
planting bed.
After planting, the entire annual bed shall be mulched with 1 inch of shredded
hardwood mulch.
Dead or damaged annuals shall be removed and replaced immediately at a charge
agreeable to the Association.
Pruning and shaping shall be as required to maintain the plant in a neat, attractive,
and compact form.
Remove debris, invading grass of weed growth (continually).
LAWN MAINTENANCE
Mow and edge.
Avoid blowing grass at windows, walls, signs, planting beds, etc. Mow parallel to
grading contours and not across so as to prevent scalping.
Grass along sidewalks, curbs, walls, and other structures shall be edged by
mechanical means only with equipment designed specifically for this work. Line
trimmers shall be permitted only where access does not permit the use of
mechanical edgers. Any damages caused by the use of line trimmers shall be the
responsibility of the Contractor.
2-18
Revision 1

Instructor Guide

FERTILIZER
Fertilizers shall incorporate iron and trace elements.
Tree fertilizer shall have a dry weight percentage of 21-7-14 (N-P-K). Fertilizer shall
be applied at the rate of 1 pound per inch of trunk diameter at ground level, spread
uniformly below the canopy spread (March, September). Root feed all new trees,
including aristocrat pears planted in 1994.
Flowering tree fertilizer shall have a dry weight percentage of 21-7-12 (N-P-K).
Fertilizer shall be applied at the rate of 2 pounds per inch of trunk diameter at
ground level, spread uniformly below the canopy spread (March, June, and
September).
Annual color fertilizer shall be Miracle-Gro, or equal, applied every 3 weeks as per
labeled directions.
Lawn fertilizer shall be applied at the rate of 5-6 pounds per 1,000 square feet of
area. Fertilizer composition shall have a dry weight percentage of 21-7-14 (N-P-K);
50% sulfur coated urea (April 1-May 15, June 1-July 1, August 15-September 1).
When applicable, broadcast fertilizer in two applications with the second pass at a
right angle to the first to minimize missed spots and overlaps. Water all fertilizer
into the soil immediately after application to avoid chemical burn to foliage.
INSECTICIDES, FUNGICIDES, HERBICIDES
Chemical controls shall be used as needed to protect all plant material from
damage. Application shall be made by a licensed operator using EPA-approved
materials, under the direction of a Certified Pest Control Operator. All chemicals
shall be applied according to the manufacturers labeled directions. The Contractor
shall be responsible for the choosing of chemicals that are used and shall be held
accountable for any misuse of the same. All chemical applications shall be approved
by the Association, prior to commencement. The Contractor shall notify the
Association Manager of any danger associated with the use of such chemicals.
The use of Diazinon shall be permitted when needed.
Dormant oil spray shall be applied during the winter season to kill scale and prevent
the hatching of insect eggs (February).
2-19
Revision 1

Instructor Guide

Fire ant mounds shall be controlled with Logic or Award per label instructions at 1
pound per acre broadcast (every 4-6 weeks beginning in April). Apply Orthene to
active mounds (weekly as necessary). Inactive mounds shall be knocked down and
blended in with the natural grade.
Weeds shall be controlled by pre-emergent weed control applied twice a year
(February and September). Weeds will also be controlled by spot spraying as
necessary with post-emergent herbicides.
Herbicides shall be used to eradicate the growth of weeds and grasses in pavement
cracks and joints (monthly).
If needed, white grubs are to be controlled with Oftanol, watered in (AugustSeptember).
IRRIGATION SYSTEM MAINTENANCE
The Contractor shall be responsible for the application of sufficient water to all
landscaped areas and the prevention of over-watering.
Operation of the irrigation system shall be monitored continually on a weekly basis
to assure proper coverage and operating. Repairs and maintenance shall be
supervised by a Licensed Irrigator.
Labor for minor repairs to the irrigation system shall be made at no additional cost
to the Association (i.e., adjusts spray patterns, unclog nozzles, re-set heads, etc.).
Labor for major repairs to the irrigation system shall be reimbursed by the
Association (i.e., line breaks, non-operational valves, etc.). Reimbursable repair
work shall require authorization by the Association prior to the commencement.
Material costs shall also be reimbursable by the Association upon prior
authorization.
The Contractor shall be responsible for the programming of the irrigation controllers
to eliminate excessive run-off of water; repeat cycles on controllers shall be utilized
as needed. The irrigation system shall be operated during early morning hours
(prior to 6 A.M.) except for specific tests or other special operations (i.e., fertilizer
applications). Watering shall not be programmed on the same day as mowing.
During the winter and spring seasons, the watering program should be reduced
considerably. When freezing temperatures are forecast, the Contractor shall be
responsible for shutting down all controllers. The Contractor shall be responsible for
any damages to the irrigation system and/or plant material resulting from failure to
follow the above stated procedures.
2-20
Revision 1

Instructor Guide

GENERAL CLEANUP
The property shall be cleaned of debris by the Contractor (weekly). Grass clippings
and leaves shall be collected after being blown out of plant beds and off of paved
surfaces. All waste materials and refuse from the maintenance operations shall be
legally disposed of off site.
END OF LANDSCAPE SPECIFICATIONS
2-21
Revision 1

Instructor Guide
Activity #1: Incomplete RFP - Painting

REQUEST FOR PROPOSAL FOR PAINTING
Community Name: Andrew Wyeth Community Association
Location: 1001 Paintbrush Court, Blacksburg, TN 11114
Description: Community association with office/recreation center
Contact: Violet Browne, PCAM, Greene Management Company, (613) 333-1613
General Information: By February 15, the Andrew Wyeth Community Association
Board of Directors will choose a contractor to paint the exterior of its
office/recreation center. Work will include all materials, equipment, supplies, labor,
and supervision to perform the work required. Work will begin by April 1 and end by
April 21.
PAINTING SPECIFICATIONS
Contractor shall:
1. Apply Olympic Supreme primer and paint to all wood trim and wood or
siding.
2. Not prime or paint gutters or down spouts.
3. Clean primer and paint from all adjacent surfaces.
WORK SPECIFICATIONS
1. Work shall be performed Monday through Friday between the hours of 8 A.M.
and 5 P.M.
2. Contractor shall furnish qualified supervision to oversee all work.
3. All work shall be performed by properly trained and qualified personnel.
4. All personnel shall conduct their work in a professional manner, with minimal
disturbance to others.
5. All personnel shall comply with the posted community rules and regulations
while on site.
No personnel shall discard refuse, except in suitable refuse containers.
2-22
Revision 1

Instructor Guide
Activity#1: Incomplete RFP PAINTING

INSPECTION
1. The representative of the association shall have the right at any time to
inspect the materials or equipment used by the contractor.

2. The representative of the association shall have the right at any time to
observe the operations of the contractor.

PAYMENT
1. Bill shall be sent to Greene Management Company, Little Experience Hwy.,
Blacksburg, TN 11114. Payment will be sent within ten days of billing receipt.
2. Contractor agrees that the property manager may withhold payment to when
the property is damaged by poor performance, defective equipment or

defective materials, or for unsatisfactory performance.
PREBID INSPECTION
1. All bidders are encouraged to inspect the office/recreation center at 1001
Paintbrush Court prior to bidding.

2. To obtain access, be at center on Thursday, January 3, 20XX between 1 P.M.
and 4 P.M. or contact Violet Browne, PCAM, Greene Management Company

(613) 333-1613.
DEADLINE FOR BIDS
1. All bids shall be received by December 11, 20XX at 5 P.M.
2. All bids shall be mailed or delivered to: Greene Management Company, Little
Experience Hwy., Blacksburg, TN 11114.
2-23
Revision 1

Instructor Guide
Activity #1: Incomplete RFP - Pool

LEISURE CONDOMINIUM
1212 WATERFALL CT, WATERTOWN, NH 12122
POOL MAINTENANCE REQUEST FOR PROPOSAL
GENERAL DESCRIPTION
Throughout the term of the agreement, the contractor shall maintain, at his sole
expense, Comprehensive General Liability of not less than $1,000,000.00 and
adequate Workers Compensation Insurance coverage, and shall furnish the
Association with a certificate of insurance evidencing the required coverage(s) and
naming the Association as named insured.
The contractor shall furnish all materials, tools, equipment, and labor necessary to
complete the work described in this specification.
All work shall be performed in accordance with all applicable laws, codes,
ordinances, and regulations of all local, state, and federal government agencies. It
will be the responsibility of the contractor to obtain at its cost all necessary
certificates, permits, and licenses required by such agencies and to provide the
Association with copies of the same.
SCOPE OF WORK
OPEN POOL
Contractor agrees to open the pool no later than Memorial Day Weekend.
During said pool opening, contractor agrees to the following:
drain and remove the cover
spread cover out and fold when dry
remove leaves from the cover
remove winter plugs and inspect the pool for damage
advise management of any problems found before repairing
fill pool with Associations water supply and monitor said operation
to guarantee pool will not overflow
install any lights if required
shock pool with chlorine
start filters
2-24
Revision 1

Instructor Guide

INITIAL CLEANING
During said initial cleaning, contractor agrees to the following:
remove leaves and vacuum pool at least two times until clean
test and balance the water
sweep and wash down cement area surrounding pool
WEEKLY MAINTENANCE
All of the weekly maintenance tasks listed below will be performed
three (3) times per week for sixteen (16) weeks.
During said weekly maintenance, contractor agrees to the following:
vacuum pool and backwash filter
test pool and add chemicals
empty baskets and brush walls
skim the surface of the pool
remove leaves
sweep the cement area surrounding the pool
NOTE: PARTS AND CHEMICALS ARE AN ADDITIONAL CHARGE
CLOSING
During said closing, the contractor agrees to the following:
drain water below the skimmers, remove lights and ladders
blow out the lines, add antifreeze, and plug the lines
add all necessary chemicals to guarantee a proper closing
add clean filter (D.E.)
remove leaves
reinstall the pool cover
TIMINGNOTICE
Contractor agrees to commence work in a timely manner so that the pool is up and
running properly in time for Saturday of Memorial Day Weekend.
Contractor agrees to close the pool according to the above scope of work, after
Labor Day Monday.
DAMAGEINSURANCE
Damage caused by contractor, its agents, and/or employees to the Condominium
common elements or units shall be the responsibility of the contractor to repair or
replace. Further, the contractor agrees to provide evidence of insurance sufficient
to the Trustees of the Condominium and guarantee the Condominium that any and
all damage will be paid for by the contractor or its insurance agent.
2-25
Revision 1

Instructor Guide

MISCELLANEOUS
The Association may terminate this Agreement, for cause, upon fourteen days
written notice without penalty. Any extension of the time period shall be submitted
in writing and signed by both parties.
The contractor shall hold harmless from and indemnify the Association against all
claims, suits, actions, cause, counsel fees, expenses, damages, judgments, or
decrees by reason of any person or persons or property being damaged or injured
by the contractor or by any of the subcontractors.
PAYMENT
The condominium agrees to pay contractor for the services listed above within
fourteen days from receipt of invoice on or about the 15th of every month. The last
payment of this contract, on or about September 15th, will be held until an
inspection is conducted by management to assure no damages have occurred.
Following repair of all damages discovered during said inspection, final payment of
the monies withheld shall be rendered to the contractor. If said damage repairs are
not completed within a 15-day period following the inspection, an independent
contractor will be hired to repair same, and the funds withheld under the terms
described above shall be utilized to compensate the independent contractor hired to
complete the repairs.
2-26
Revision 1

Instructor Guide
Activity #1: Incomplete RFP Pool

BID SHEETPOOL MAINTENANCE
Company Name: ______________________
Phone No.: _____________________
Address: _____________________________
Tax ID No.: _____________________
Please provide three community association references.
_____________________________________________________________
OPENING POOL $________
FIRST CLEANING$________
WEEKLY MAINTENANCE (3x per wk. for 16 weeks) $________
CLOSING
$________
TOTAL AMOUNT OF CONTRACT.. $________

ADDITIONAL EMERGENCY SERVICE RATES ... $______/hr
AGREED: ____________________________________
DATE: ______________ Contractor
AGREED: ____________________________________
DATE: ______________ Manager
2-27
Revision 1

Instructor Guide
Activity #1: Incomplete RFP Snow Removal

SNOW CONDOMINIUM
111 Ski Lane
White Peaks, MA 11141
2000
Request for Proposal: SNOW REMOVAL
GENERAL DESCRIPTION
The property encompasses Ski Drive in White Peaks, MA.
The contractor shall be familiar with the community premises and how the existing
conditions will affect his work.
Throughout the term of this one-season agreement, the contractor shall maintain,
at his sole expense, Comprehensive General Liability of not less than
$1,000,000.00, Bodily Injury Liability of not less than $500,000.00, Property
Damage Liability, Workers Compensation Insurance coverage, and Comprehensive
Vehicle coverage with a contractual liability endorsement. The contractor shall
furnish the Association with a certificate of insurance evidencing the required
coverage(s) and naming the Association as named insured.
The contractor shall furnish all materials, tools, equipment, and labor necessary to
complete the work described in this specification.
All personnel shall conduct their work in a professional manner with minimal
disturbance to the contracting party
All work shall be performed in accordance with all applicable laws, codes,
ordinances, and regulations of all local, state, and federal government agencies. It
will be the responsibility of the contractor to obtain at its cost all necessary
certificates, permits, and licenses required by such agencies, and to provide the
Association with copies of the same.
SCOPE OF WORK
Contractor agrees to provide all labor, materials, equipment, supplies, and
supervision necessary to expeditiously and efficiently plow and remove to another
location in the community the snow and ice at Snow Condominium, to include all
asphalt parking areas, walkways, stairways, driveways, entrances, exits, access
roads, the mail room area, and fire hydrants.
Contractor shall apply 25% salt and 75% sand mixture to all access roads and use
ice melting agents ONLY to the brick steps when periodic inspections by the
contractor determine it is necessary due to two or more inches of snow or ice.
2-28
Revision 1

Instructor Guide

Contractor agrees to back plow the parking spaces into the center of the streets
and then remove the snow, to avoid piling the snow at the fences.
Contractor shall respond to snow storms with the necessary equipment when a
snow depth of two (2) inches is met or exceeded.
Contractor shall supply the Trustees of the Condominium with the office telephone
number, 24-hour number, and home number of the person or persons responsible
for responding to a snow storm or snow emergency.
TIMINGNOTICE
All paved roads shall be opened by 6:00 A.M. during a night storm and by 4:00
P.M. during a day storm.
During storms residents will remove vehicles from the front of the buildings, and
the contractor will clear the parking spaces. All parking spaces to be cleared
following the opening of the roadways.
During night storms, the walks must be cleared prior to 6:00 A.M.; during day
storms, prior to 4:00 P.M.
INSPECTIONS
Contractor agrees to check the roadways in the Condominium, as needed during a
period of precipitation, to determine necessary measures.
DAMAGEINSURANCE
An inspection will take place with representatives of the undersigned to review
damages. Damages caused by contractor, its agents, servants, and/or employees
to the Condominium common areas or units to include, but not be limited to,
asphalt, concrete, bricks, speed bumps, sod, lawn, shrubs, buildings, fences, and
irrigation system shall be repaired or replaced by the Association, which will utilize
its own contractors. The cost for the repairs and/or the replacements shall be
deducted from the final snow removal payment. Further, the contractor agrees to
provide evidence of insurance sufficient to the Trustees of the Condominium and
guarantee the Condominium that any and all damages will be paid for by the
contractor or its insurance agent.
2-29
Revision 1

Instructor Guide

MISCELLANEOUS
Contractor agrees to relocate all snow piles created during excessive periods of
snow depth if such piles inhibit a drivers vision.
Contractor agrees to return to the Condominium after the snow cleanup to clean
the entrances and exits where Department of Public Works trucks may have plowed
the snow back into the road.
Contractor agrees to respond to any special request by the Trustees to handle any
unanticipated problems that may arise.
PAYMENT
The Condominium agrees to pay contractor for the services listed above within
fourteen days from receipt of invoice. Ten percent of each invoice will be withheld
until the spring, at which time an inspection conducted by the undersigned (both
the contractor and a representative of the Association) for damages (such as
broken speed bumps, damaged sod, broken fence posts) will be conducted by the
Association and the contractor. Damages shall be repaired by the Association,
utilizing the funds withheld from this contract. Any balance of the withheld funds
remaining following the repairs performed by the Associations contractors shall be
rendered to the snow removal contractor.
2-30
Revision 1

Instructor Guide

SNOW REMOVAL BID SHEET
Bidding Company: ___________________________________________________
Contact: ________________________________
Phone: _____________________
(Please use this sheet to submit your bid with three community association
references before July 31, 20XX. Completely fill in all lines.)
PLOWING:
four-wheel drive pickup truck$_______ per hour
back hoe $_______ per hour
loader$_______ per hour
shoveler..$_______ per hour
SANDING:
pure sand..$_______ per ton
sand and salt mixture. $_______ per ton
melting agents for application to steps....$______ per 40 lb.
AGREED: _____________________________________
Manager
DATE: ______________
AGREED: _____________________________________
Contractor
DATE: ______________
2-31
Revision 1

Instructor Guide
Activity #1: RFP Answer Key

ASPHALT
Does not specify:
What items should be included in price
Who will be responsible for informing residents and moving cars
Depth of base and of asphalt
No request for warranty of work and materials

Bid sheet asks for price, but not the square yards involved
LANDSCAPING
No address or phone number given for association
Does not specify:
Frequency of mowing and edging

Height of mowing
Start date
Contract term
PAINTING
Does not specify:
Preparation work
How many coats of paint
How paint should be applied
No insurance requirement
No warranty requirement
No request for references
2-32
Revision 1

Instructor Guide
ACTIVITY #1: RFP Answer Key

POOL AND SNOW REMOVAL
No personnel qualifications 65
No supervision requirements
No contact for questions regarding RFP
Does not specify where to submit bid
Association and contractor representatives are signing proposal as

the contract
Manager is signing on behalf of the association, instead of an officer
SNOW REMOVAL ONLY
Prices for sanding do not specify whether both labor and materials
are included
2-33
Revision 1

Instructor Guide
Instructor Notes
Recruiting Bidders
Preparing a well-developed RFP with

clear bid specifications is the first
step in obtaining good maintenance
services.
The next step is to recruit qualified

bidders.
Ask participants to refer to Chapter 10 from

M-100 and Bids & Contracts.
Review sources for names of potential
contractors on page 241 in M-100 and Tips
for Working with Contractors on page 21 of
Bids & Contracts.
2-34
Revision 1

Instructor Guide
Instructor Notes
Purpose: Identify the pros and cons of
obtaining referrals.
Activity: Class discusses recruiting bidders
Directions:
Discuss the pros and cons of obtaining
referrals from the different sources
suggested in M-100 and Bids & Contract.
Answers: Be sure to cover the following
points:
Always verify that previous

experience is comparable to what
your community association needs.
Work with a variety of contractors to

avoid the board:
perceiving a conflict of interest
over-identifying management
with the contractor.
Some boards dont want to bid. We

need to educate them about why
they cant keep using the same
contractor on large projects. Boards
also need to know when we dont
need to get a bidrule of thumb is if
its under $1000 to $1500, no bid is
necessary.
Some firms have a rule of

thumb that projects under
$1,500 arent worth bidding
out.
2-35
Revision 1

Instructor Guide
Instructor Notes
If a board member makes a personal

recommendation of a contractor,
other bids should be obtained
everyones references should

be checked thoroughly, and
the board member should
abstain from voting on
selection of a contractor.
The board should avoid
staying with the same

contractor out of habit when
they really should re-bid
bidding on projects that are

too small
2-36
Revision 1

Instructor Guide
Class discusses recruiting bidders
2-37
Revision 1

Instructor Guide
Lesson 1: RFP and Bid

Strategies for avoiding problem contractors
1. Provide detailed written specifications in the RFP and the contract.
WhyBoth parties have the same clear idea of what is expected. The
community association is more likely to get the work done the way it wants.
2. Check references
WhySome contractors have good sales personnel, but are deficient in
performance.
Current & former clients
Better Business Bureau (BBB)
Memberships in professional organizations such as unions, the chamber of
commerce, associations, CAI, etc.
3. Verify that the contractors previous work was similar in scope and nature by
checking with references.
WhyIf your project is much larger or very different, the contractor may not
be equipped and staffed to complete the work in a timely, satisfactory
manner.
4. Verify contractors property and liability insurance coverage by asking
selected bidder to produce a certificate of insurance before signing the
contract.
WhyThis ensures that any damage to community association or owner
property is covered.
5. Verify a contractor has workers compensation insurance by asking selected
bidder to produce a certificate of workers compensation insurance before
signing the contract.
WhyA contractor may not have workers compensation.
6. Verify contractors license by asking selected bidder to produce one before
signing the contract.
WhyA license might be required by state statue or local ordinance.
7. Tie payment to completion of work.
8. WhyThis encourages a contractor to get work done on time. It is also
easier to get a contractor to correct something if a payment is still
outstanding.
9. Put a clause in the contract that penalizes the contractor for each day of
overrun if the contractor has a reputation for good work, but also has trouble
meeting deadlines.
WhyThis is an effective way to encourage a contractor to meet completion
deadlines
2-38
Revision 1

Instructor Guide
Instructor Notes
Ask participants to review the eight
strategies for avoiding problem contractors.
Continue the discussion on recruiting
bidders.
Call attention to the fact that problem
contractors do not meet many of the same
work requirements listed on the decision
chart for choosing between association staff
and a contractor on page 2-37 in their
guide.
Ask for strategies to add.
If time allows, ask participants if they have
heard about or have had any problem with
a contractor that they would like class to
strategize solutions for.
Conclusion: Conclude Activity #2 by
summarizing the main points of the
discussion.
Review Bid Proposals and work with a
board to select a Bidder
After identifying qualified bidders and

sending them RFPs, the next steps in
the bidding and contracting process
are to:
review the submitted proposals
make recommendation to the

board.
2-39
Revision 1

Instructor Guide

Eight Steps in Evaluating Bids
Review the steps in evaluating bids.
1. Eliminate any bid that does not qualify at each succeeding step.
2. Ensure that the bid is submitted on your form so you do not have to spend
hours comparing every word.
3. Contact a bidder for clarification if you have any question about a term, a
price, or a promised service.
4. Check each qualified bidders references and involvement in this industry.
5. Check each qualified bidder with your local Better Business Bureau to see
what type of complaints it has receivedif any.
6. Compare the remaining bids in terms of price, qualifications, and service.
7. Make calls to verify that each qualified bidder has a contractors license, if
applicable.
8. Make calls to verify that each qualified bidder has adequate insurance.
2-40
Revision 1

Instructor Guide
Instructors Notes
Ask participants to review the Eight Steps
in evaluating bids.
Ask for questions or comments.
2-41
Revision 1

Instructor Guide

Criteria for recommending a bidder.
Demonstrated understanding of what needs to be done.
Possesses necessary qualifications to do the job, including:
low staff turnover for ongoing service contractsthis can be difficult to

know precisely, but often you and/or the residents will have a sense of
the turnover of people working in your community
adequate supervision
training and education
adequate equipment
experience with community associations
adequate communication system
availability
interest in the project
proximity
Demonstrated good work for others with similar specifications.
Reasonable price.
Active in the industry. Supports the industry and profession through

membership in CAI or other professional groups.
2-42
Revision 1

Instructor Guide

Review the criteria for recommending a
bidder.
Ask for questions or comments.
2-43
Revision 1

Instructor Guide
Instructor Notes
Activity #3: Evaluate Proposals and
Prepare a Written Recommendation
Purpose: To evaluate a set of maintenance
proposals and prepare a written
recommendation to the board.
Activity: Small groups evaluate a set of
maintenance bid proposals and prepare a
written recommendation.
Directions:
Reassign participants to new small groups
of five.
Ask participants to turn to their copy

of the incomplete landscaping RFP used in
the beginning of the lesson.
Replacement for this one?
Review the steps in Activity #3 and ask if

there are any questions.
Ask Participants to turn to the review
the five bid proposals.
2-44
Revision 1

Instructor Guide
Instructor Notes
Review the slide that contains background information on Green lawn Master
Homeowners.
Explain that each group will put its recommendation in writing because
bidder recommendations typically appear in the written management report.
Give each group a marker and flip chart sheets.
Recommend that groups prepare a bid comparison chart to accompany their

recommendation.
Give the participants about 20 minutes to do the activity and post the steps
and the allotted amount of time.
Encourage participants who havent already taken brief individual breaks to

do so when it is convenient during their small-group work.
When people are done, ask the recorder for each group which bidder it
recommends and why.
See page 1-51 and 1-52 in this guide for suggested reason for selecting each bidder
or not.
If more than one group recommends the same bidder, ask if a group has a
rationale for their selection that differs from the previous rationale(s) given.
If a group recommends a bidder other than the one we do, accept the
recommendation if the reasons given are sound.
Comment on how each group presented its recommendation in writing. Bid
comparison chart for board decision-making:
Summarizes information.
Provides a comparison.
Briefly raise the issue of how to respond when a board unexpectedly asks for a
recommendation.
Example: A committee makes a recommendation and a board member asks,

What is managements recommendation?
Ask who does and who does not make a recommendation under these
circumstancesand the reasons why.
Possible reasons for refusing:
1. Board may ask for information not contained in bids.
2. If a committee is involved, there is the possibility of undermining it.
3. Why has a committee if management is going to make the recommendation
anyway?
4. Management may be perceived as getting a kickback from the contractor.
2-45
Revision 1

Instructor Guide
Instructor Notes
Ask those who make a recommendation under these circumstances what
precautions they take, if any.
Possible precautions:
List the known facts and let the board draw its own conclusions.
Discuss possible strategies to help a board that has difficulty in reaching a

decision.
Clearly list the strengths and limitations of all qualified bidders so any
differences are apparent.
If a board tries to delay by asking for additional information, ask how the
information will affect its decision.
This can help a board see that it has enough information to make a decision
now.
Conclude Activity #3 with a summary of main points of discussion.

Highlight major points that came out during discussion, and acknowledge good
ideas.
2-46
Revision 1

Instructor Guide
Activity #3: Evaluate Proposals and Prepare a Written Recommendation

Small groups evaluate a set of maintenance bid proposals and prepare a written
recommendation.
STEPS
1. Choose a leader, a timekeeper, and a recorder. Choose people who did not fill
the same role in the last small group activity.

2. Review the set of proposals.
3. Select a proposal to recommend.
4. Record the reasons for the recommendation.
5. Record the reasons for not recommending the other bidders.
6. Prepare a written recommendation to the board.
Greenlawn Master Homeowners Association
260 lots with single family homes in price range of $250,000 and up
Landscaping maintained includes four entrance areas and the right of

way on each side of the main street
Five board members
Board expects expertise and quick responses
Landscaping budget is $26,000
2-47
Revision 1

Instructor Guide
Activity #3: Evaluate Proposals and Prepare a Written

Recommendation
Greenlawn Master Homeowners Association, Inc.
Landscape Contract Bid Form
Bidder: Natures Own Landscaping Company
Contact: Andy Johnson
Phone: 481-9199
Address: Mesa Road
Base Bid:
The bidder proposes to furnish all labor, material, equipment, and services required
to perform the work described in the specifications to include services as needed for
at least a one-year period.
Item No.
Activity
Amount
1.
Lawn maintenance
$7,000
2.
Tree, shrub, and ground cover maintenance
$1,000
3.
Annual color (2 change-outs)

Association to supply plants
$500
4.
Insecticides, fungicides, herbicides
5.
Fertilizer
$500
6.
Irrigation system maintenance
$700
7.
Pick up trash in common area
$500
Total Base Bid amount for one year at

Greenlawn Master Homeowners Assn., Inc.
$2,500
$12,700
Irrigation System Repair:

Major irrigation system repair work shall be performed on a time and materials basis
as authorized by the Association. The Contractor shall charge the Client $55.00 per
hour for associated labor.
2-48
Revision 1

Instructor Guide

Recommendation
NATURES OWN LANDSCAPING COMPANY
Natures Own Landscaping Company began landscaping services four months ago.
Andy Johnson is the owner of the company and is first cousin of Jeremy Johnson,
Vice President of the Greenlawn Master Homeowners Association Board of Directors.
Andy had several years of landscaping experience before starting his own company
and is knowledgeable and certified in all areas needed for the Greenlawn
community. The company has little in the way of contracts, employees, or
equipment at this point. But it has an aggressive business plan and anticipates
providing services for community associations, apartment buildings, shopping
centers, commercial buildings, and residential clients.
Andy Johnson met with Jeremy to inspect the communitys grounds and gave his
landscaping bid to Jeremy to give to the community. Jeremy submitted Andys bid
prior to the deadline. At the time he turned in his cousins bid, he made a point of
noting what a hard worker his cousin is and how competitive the bid would be,
because Andy was giving the community a discount.
No references submitted.
2-49
Revision 1

Instructor Guide

Recommendation
Bidder: Designers and Landscapers, Inc.
Contact: Susan Jefferson
Phone: 481-1199
Address: 18 Nursery Trail, Redrock, TX 75000
Base Bid: The bidder proposes to furnish all labor, material, equipment, and
services required to perform the work described in the specifications to include
services as needed for at least a one-year period.
Item No.
Activity
Amount
1.
Lawn maintenance
2.
3.
$11,975.00
$3,635.00
$750.00
4.
$2,270.00
5.
Fertilizer
$1,995.00
6.
$1,470.00
7.
$2,500.00

$24,595.00

Attachment: Company History
Landscaping Inspection
Certificate of Insurance
List of References
Reference Letters
2-50
Revision 1

Instructor Guide

Recommendation
DESIGNERS AND LANDSCAPERS, INC.
Designers and Landscapers, Inc. opened its doors thirteen years ago in 19XX. Susan
Jefferson is the owner and founder of the company and is a horticulturist. She is a
Certified Texas Nurseryman, Certified Pesticide Applicator, State Certified Wildlife
Habitat Designer, a State Certified Planner, and a Professional Grounds Manager.
The firm works with several community association developers, recommending and
implementing landscaping plans. In addition, the company maintains several
shopping centers and community associations. Equipment is in good repair.
Turnover of staff is fairly high.
Susan Jefferson met with the community manager to inspect the property. The
landscaping bid was hand delivered to the association on October 7th. The proposal
included a professional cover letter, a completed bid sheet, a list of seven references
with name of community and contact persons with phone numbers, three letters of
recommendation from current community clients, and a professional punch list of
the community based upon the inspection of the property with the managing agent.
Condominium Association Reference 1Designers and Landscapers, Inc. is a very
professional firm. Our community has been really pleased with their services over
the past five years. Susan and her crew chiefs have given us excellent guidance
several times when special landscaping issues have come up. They show up when
they are scheduled, and they perform their work in a way that results in very few
complaints.
Homeowner Association Reference 2Its a pleasure to provide a reference for
Susans company. We went through several landscape companies in the time before
we contracted Designers and Landscapers four years ago and, again, we have no
inclination to put the contract out to bid this year. The crew that does our
community is really good, and Susan is always available for advice.
Homeowner Association Reference 3I dont have much time to talk, as I was just
leaving for an appointment. Ill just say that they do a great job and we are totally
satisfied with our communitys landscaping maintenance. Sorry I dont have more
time to talk. Good luck to you.
2-51
Revision 1

Instructor Guide

Recommendation
Bidder:
Contact:
Phone:
Address:
Community Landscaping, Inc.

Mark Douglass
481-1920
823 Shrubbery Lane, Redrock, TX 75000
Base Bid:
Item No.
Activity
Amount
1.
Lawn maintenance
2.
3.
$13,100.00
$4,200.00
$900.00
4.
$2,700.00
5.
Fertilizer
$2,400.00
6.
$1,800.00
7.
$3,600.00

$28,700.00

Attachment:
Company History
Certificate of Insurance
List of References
2-52
Revision 1

Instructor Guide

Recommendation
COMMUNITY LANDSCAPING, INC.
Community Landscaping, Inc. began operations twenty-eight years ago in 19XX and
specializes in community association landscaping installation and maintenance. The
companys founder is Mark Douglass. Mark has a horticulture degree from Kentucky
University and is knowledgeable in all aspects of landscaping. He is a frequent
speaker at CAI events regarding landscaping topics and is respected by the various
management firms in the area. Community Landscaping, Inc. has several crews,
each with an experienced and knowledgeable supervisor. Turnover of landscape
crew persons is fairly high. Equipment is quality and maintained at a high level.
Community Landscaping, Inc. is the present landscaping contractor. Mark Douglass
met with the property manager to discuss the contract, and on October 9 he hand
delivered detailed information about the firm and the completed bid form in a
professional binder. The information included several other community references.
Condominium Reference 1Community Landscaping isnt cheap, but they do a
great job. They have had our landscaping contract for four years, and we wouldnt
consider replacing them. We like their work and the way our community looks.
Homeowner Association Reference 2Mark Douglass and Community Landscaping
have worked with our community for eight years, and Mark and his company know
what they are doing. Our communitys landscaping is a source of pride for our
owners. We would highly recommend them as a landscaping contractor.
Condominium Association Reference 3Community Landscaping has been our
contractor since last year, and we are happy to be able to recommend them. They
are good at what they do, and whenever there is a problem, we call and the
problem is taken care of right away. Our community looks much better now than it
did a year ago due to their efforts.
2-53
Revision 1

Instructor Guide

Recommendation
Bidder: Professional Landscaping, Inc.
Contact: Maichel Peters
Phone: 482-5555
Address: Professional Court, Redrock, TX 75001
Base Bid:
Item No.
Activity
Amount
1.
Lawn maintenance
2.
3.
$12,500.00
$3,000.00
$1,100.00
4.
$2,450.00
5.
Fertilizer
$2,210.00
6.
$1,450.00
7.
$2,200.00

$24,410.00

Attached:
Company History
References
2-54
Revision 1

Instructor Guide

Recommendation
PROFESSIONAL LANDSCAPING, INC.
Professional Landscaping, Inc. has been in business in Redrock, Texas for twentyfive years. Ed White, founder, retired eighteen months ago, and Maichel Peters and
John Davis purchased the company at that time. Maichel is in charge of running the
office, and John oversees the landscape operations. The firm has thirty landscaping
contracts with community associations. Most of those thirty communities are
managed by another CA management firm in Redrock. Equipment is in good repair;
turnover of staff is high.
Maichel Peters met with the community manager to inspect the property. The bid
was mailed, and it was received by the community three days prior to the deadline.
The proposal included a completed bid sheet, basic information about the companys
history, and three references.
Homeowner Association Reference 1Professional Landscaping hasnt been our
contractor for very long, but they seem to be doing O.K. The only problem so far
has been that when we have a problem and report it to management, Professional
Landscaping doesnt always respond. But when the Landscaping Committee Chair
talks to Maichel, he says his firm hasnt been told by the manager that there is a
problem. As soon as we get the communications straightened out, we think we will
be totally satisfied with the contract.
Condominium Association Reference 2Our management company, SoSo
Management, hired Professional Landscaping because they think they are the best
landscaping company in the area. They have not impressed us that much. But SoSo
Management just hired them a few months ago, so it is too early to tell. Wish I
could be more helpful, but dont really have much to say about them at this point.
Homeowner Association Reference 3Ive only been on the Board a month. Ive
been assigned to the Landscaping Committee, but havent met the contractor yet. I
plan to inspect the grounds within the next couple of weeks and will have more of
an opinion then. So call me back if you want to. Id be happy to talk to you after I
make that inspection with my wife.
2-55
Revision 1

Instructor Guide

Recommendation
Bidder:
Contact:
Phone:
Address:
Heardon Landscaping
Jack Heardon
482-9333
Route 3, Flatrock, TX 75303
Base Bid:
Item No.
Activity
Amount
1.
Lawn maintenance
$9,200.00
2.
$1,500.00
3.

$995.00
4.
$3,100.00
5.
Fertilizer
6.
7.
$900.00

$17,395.00
$800.00
$1,100.00

Attachment: List of References
2-56
Revision 1

Instructor Guide

Recommendation
HEARDON LANDSCAPING
Heardon Landscaping was founded three years ago in 19XX by Jack Heardon, who
has worked in landscaping in Texas for the past twenty years. Heardon Landscaping
is located in Flatrock, forty minutes from Redrock. The companys initial contracts
were mostly individual residential homes, but beginning a year ago the firm began
taking on larger jobs. As of the date of their proposal, in addition to residential
homes, they had thirteen contracts with apartment complexes. Their equipment is in
excellent condition and includes three pickup trucks and several push type mowers,
weed eaters, edgers, and sprayers. There has been little turnover in staff since the
companys beginning.
Jack Heardon inspected the community with the managing agent and hand delivered
his companys proposal on October 10. The proposal consisted of the completed bid
form and a list of three apartment references with contact names and phone
numbers.
Apartment Reference 1Heardon does a good job for us. All of our renters are
pleased with their work. I can vouch for that. Jack is real friendly, and he is always
out on the job making sure things are done right.
Apartment Reference 2Heardon Landscaping has been doing our 400 apartments
for several months and so far we dont have any complaints about their work. It is a
little aggravating to get an answering machine when I call from time to time, but
thats just a minor inconvenience. The important thing is that they seem to be doing
a good job.
Apartment Reference 3Jack and his company just started working for us last
month, and they are a dramatic improvement over the deplorable firm that we had
before. Were really glad that we found them.
2-57
Revision 1

Instructor Guide

Recommendation
Reasons for choosing Designers and Landscapers, Inc.:
Excellent credentials
Knowledge
Excellent references
Community planning expertise will provide knowledge source for
problems
Community association experience
Price 10.8% lower than other acceptable contractor
Professional punch list of property shows detail and expertise
Professional proposal
Reasons for choosing Community Landscaping, Inc.:
Existing contractor satisfied with performance

Knowledge
Excellent references
Respected by community association managers
Community association experience
Professional proposal
Good equipment
Reasons not to choose Community Landscaping, Inc.:
Bid is 10.8% higher
Punch list by other firm shows landscaping problems not being

addressed
Reasons for not choosing Heardon Landscaping:
Rapid growthtook on 13 community associations in last year; may be

too much too fast to provide adequate service
Owner is on the job to superviseas number of contracts increase,
service may weaken
No one in office to answer phone
No community association experience
No community association references
Numbers dont add to total on proposal
Proposal is not professional
Bid is too lowcant provide services and supplies for that amount
2-58
Revision 1

Instructor Guide

Recommendation
Reasons for not choosing Natures Own Landscaping Company:
Board director conflict
No experience
No contractsmay not make it as a business
Equipment??
New employees to be hired
Did not work through proper communication channels for bid
Bid is not professional
Bid is too lowcant provide the services and supplies at that cost
(Probably isnt insured)
(Probably doesnt have a contractors license)
Reasons for not choosing Professional Landscaping, Inc.:
Office manager looked at property without field person
Poor references
Communication problems
Has not made effort to meet new board member in charge of

landscaping at another community that was listed as a reference
Company is twenty-five years old, but properties given for references

have been with contractor only a short time and references marginal
Primary client is one management firmmight be apt to respond to

that client first when a response is needed
Recent change in company ownership
Proposal was only marginally professional
2-59
Revision 1

Instructor Guide

Recommendation
Landscaping Bid Comparison Spread Sheet
Company
Lawn
Tree
Color
Insecticides
Fertilizer
Irrigation
Trash
Total
Community
$13,100
$4,200
$900
$2,700
$2,400
$1,800
$3,600
$28,700
Designers
$11,975
$3,635
$750
$2,270
$1,995
$1,470
$2,500
$24,595
Heardon
$9,200
$1,500
$995
$3,100
$800
$1,100
$900
$17,395
Natures
$7,000
$1,000
$500
$2,500
$500
$700
$500
$12,700
Professional
$12,500
$3,000
$1,100
$2,450
$2,210
$1,450
$2,200
$24,910
2-60
Revision 1

Instructor Guide
Lesson 2: Review, Monitor, and

Evaluate Contracts
2-61
Revision 1

Instructor Guide

Learning Objectives:
2-62
Revision 1

Instructor Guide
Instructor Notes
Restate Lesson 2 Objectives.
Transition into Checking a Contract for all

Necessary Elements.
Once a bidder is selected, the community
association manager is responsible for
having a contract drawn up that contains all
the necessary elements for the work
involved.
Review the key contract provisions
presented on pages 246253 in M-100.
Ask for questions and comments as you

go through the provisions.
2-63
Revision 1

Instructor Guide
Instructor Notes
Activity #4: Analyze a Maintenance
Contract for Any Weaknesses
Purpose: To develop the ability to check a
contract for all necessary elements.
Activity: Participants analyze a
maintenance contract for any weaknesses.
Directions:
Ask participants to turn to the complete
landscaping RFP and the bid proposal from
Designers and Landscaper, Inc. that they
looked at before the break.
Review the steps in the activity.
Give participant about 15 minutes to do the
activity and post the steps and the allotted
amount of time.
When participants are done, ask
individuals to identify weaknesses in the
contract. Write them on the flip chart.
Ask each individual to briefly explain why a
particular clause or phrase needs to be
changed.
Review contract weaknesses:
Incomplete identification of
association and contractor because
addresses are missing
No statement of contractors status

and legal responsibilities as
independent contractor
No reference to specifications for

service
No restriction on subcontractors
2-64
Revision 1

Instructor Guide
Instructor Notes
Review contract weaknesses (cont.)
No date due for monthly payments
Does not specify number of days

required for notice of termination of
contract
Does not specify payment terms in

the event of termination
Calls for managers signature instead

of association presidents signature
Conclusion: Conclude the activity by

asking each participant to the next page for
a complete sample contract.
Remind participants that samples are for
illustration, not for use as is.
2-65
Revision 1

Instructor Guide
Activity #4: Analyze a Maintenance Contract for Any Weakness
Participants analyze a maintenance contract for any weaknesses.

STEPS
1. Review the contract.
2. Identify any changes that must be made.
3. Decide why each change is necessary.
2-66
Revision 1

Instructor Guide
Activity #4: Analyze a Maintenance Contract for Any Weaknesses

Contract Weaknesses
Incomplete identification of association and contractor because addresses are

missing
No statement of contractors status and legal responsibilities as

independent contractor
No reference to specifications for service
No restriction on subcontractors
No date due for monthly payments
Does not specify number of days required for notice of termination of

contract
Does not specify payment terms in the event of termination

Calls for managers signature instead of association presidents signature
2-67
Revision 1

Instructor Guide
Activity #4: Analyze a Maintenance Contract for Any Weaknesses

LANDSCAPING MAINTENANCE CONTRACT
This agreement between Greenlawn Master Homeowners Association, Inc., herein
called Association, and Designers and Landscapers, Inc., herein called Landscape
Contractor, is made and entered into on November 16, 20XX.
EMPLOYMENT: The Association agrees to engage the services of the Landscape
Contractor, and the Landscape Contractor agrees to accept the engagement.
TERM: This agreement shall begin January 1, 20XX and be in effect for a one-year
period. This agreement shall automatically be renewed at the end of the original
term for successive terms of one year each, unless one party gives notice of its
intent to terminate or renegotiate to the other in writing at least sixty (60) days
prior to the end of any term.
COMPENSATION: The Association shall pay to the Landscaping Contractor a fee of
$2049.96 per month.
TERMINATION: This agreement may be canceled with or without cause by either
party.
NOTICE: Notice which either party desires to give under this agreement shall be
given by Certified Mail, return receipt requested, to the business address of the
other party.
INTEGRATION CLAUSE: This agreement constitutes the full understanding of the
parties, and no oral representations or prior written representations made by either
party shall be binding. This agreement may be modified only in writing signed by
both parties.
Association Manager: ______________________
Date: ______________________
Attest: ______________________
Association Secretary
Contractor: ______________________
Date: _______________________
Attest: ______________________
Association Secretary
2-68
Revision 1

Instructor Guide
General ContractSample
THIS CONTRACT, entered into by and between ___________________________
located at (Street)________________________________________________
(City) _____________________ (State) _____________ (ZIP) __________ ,
phone _____________, hereinafter referred to as Contractor, and Association
_________________________________________, hereinafter referred to as
Owner, a (State) ______________ non-profit corporation managed by
_________________________, located at (Street) _________________________,
(City) ____________________, (State) ________ (ZIP) ____________,
hereinafter referred to as Agent. The work to be performed is located at
___________________________________________ , herein after referred to as
Job Site or Premises.
In consideration of the covenants and agreements set out herein and the payments
provided for herein, Owner and Contractor agree as follows:
A.
WORK SPECIFICATIONS
1.
Description of work to be done:
2.
Terms
2.01. Unless canceled or renewed pursuant to paragraphs 2.02 or 2.03
below, this Agreement, shall be in effect for a term of _______________
commencing ___________________.
2.02. Termination by either party. Notwithstanding any other provision of
this Agreement (including Section 2.03) for the convenience of the parties,
this Agreement may be terminated by either party by giving written notice of
termination at least thirty (30) days in advance of date of termination.
2.03. Renewal. This Agreement will automatically renew for additional oneyear term unless one party has given the other party written notice of its
election not to renew this Agreement at least thirty (30) days before the end
of the current term.
3.
Hours of Work
3.01. Work shall be performed Monday through Friday between the hours of
8:00 A.M. and 6:00 P.M.
2-69
Revision 1

Instructor Guide
4.
Clean Up
4.01. The contractor shall remove all debris generated from the work
performed each visit.
4.02. If a dispute arises between contractor and separate contractors as to
their responsibility for cleaning up as required herein, Owner may clean up
and charge the cost thereto to the contractor responsible therefore as
determined by Owner.
B.
CONTRACT AMOUNT
5.01. Price
Owner shall pay Contractor
________________________________________
per ____________, including all applicable taxes, for the work described
herein. This contract price shall be for a turn-key project; all costs related
to the undertaking and completion of this work shall be for the above fee,
unless specified as follows:
C.
PAYMENT PROCEDURE
6.01. Payment will be made (at the end of the month for services rendered
during the same month, upon original invoice from Contractor).
D.
TERMINATION OF WORK
7.01. Termination by Owner
If the contractor defaults or persistently fails or neglects to carry out the
work in accordance with the contract documents or fails to perform any
provision of the contract, the owner, after five days written notice to the
contractor and without prejudice to any other remedy it may have, may
make good such deficiencies and may deduct the cost thereof from the
payment then or thereafter due the contractor or, at its option, may
terminate the contract and take possession of the site and may finish the
work by whatever method it may deem expedient, and if the unpaid balance
of the Contract Sum exceeds the expense of finishing the work, such excess
shall be paid to the contractor, but if such expense exceeds such unpaid
balance, the contractor shall pay the difference to the owner.
2-70
Revision 1

Instructor Guide
7.02. Contractor Default
If the contractor defaults or neglects to carry out the work as specified herein
and fails within seven days after receipt of written notice from Owner to
commence and continue correction of such default or neglect with diligence
and promptness, the Owner may, without prejudice to any other remedy he
may have at law and equity, make good such deficiencies. In such case an
appropriate change order shall be issued deducting from the payments then
or thereafter-due contractor the cost of correcting such deficiencies, including
compensation for any consultants service made necessary by such defaults,
neglect or failure and such attorneys fees as required. If payments then or
thereafter due Contractor are not sufficient to cover such amount, Contractor
shall pay the difference to Owner. Should such a default or neglect occur,
Owner may, at that point, terminate the contract with Contractor and select
another, without penalty.
E.
PERMITS, LICENSES AND FEES

8.01. Contractor Responsibility
Contractor shall secure and pay for all permits and governmental fees,
licenses, and inspections necessary for the proper execution and completion
of the Work.
8.02. Contractor shall alert all appropriate utility companies of the scheduled
work. Contractor shall give all notices and comply with all laws, ordinances,
rules, regulations, and lawful orders of any public authority bearing on the
performance of the Work.
8.03. Contractor shall provide and pay for all labor, materials, equipment,
machinery, transportation, and other facilities and services necessary for the
proper execution and completion of the work to be performed.
F.
Verification of Specifications
9.01. It is not the responsibility of the Contractor to make certain that the
specifications attached hereto are in accordance with applicable laws,
statutes, building codes, and regulations. If Contractor observes that any of
the specifications are at variance therewith in any respect, he shall promptly
notify Owner in writing, and any necessary changes shall be accomplished by
appropriate modification.
9.02. If Contractor performs any work knowing it to be contrary to such
laws, ordinances, rules, and regulations, and without providing such notice to
Owner, he shall assume full responsibility therefore and shall bear all costs
attributable thereto.
2-71
Revision 1

Instructor Guide
9.03. Owner will not be required to make exhaustive or continuous onsite
inspections to check the quality or quantity of the Work. The Owner will not
have control or charge of and will not be responsible for construction means,
methods, techniques, sequences or procedures, or for the safety precautions
and programs in connection with the Work, and will not be responsible for
the Contractors failure to carry out the Work in accordance with the Contract
Documents.
9.04. Manufacturers Specifications
Contractor shall comply with all manufacturers labels and directions for use.
G.
LIENS
10.01. Contractor agrees to pay off and satisfy all claims for labor employed
or used by it in connection with the work performed hereunder, and to permit
no liens of any kind to be affixed upon or against the property of Owner by
Contractors laborers or suppliers and agrees to indemnify, protect and save
Owner and Agent harmless from and against all such claims and liens.
H.
RESPONSIBILITY FOR DAMAGE

11.01. Contractor shall promptly remedy all damage or loss (other than
insured damaged or loss to any property caused in whole or part by
Contractor, any Subcontractor, or any Sub-subcontractor, or anyone else
directly or indirectly employed by any of them, or by anyone for whose acts
any of them may be liable, and for which Contractor is responsible except
damage or loss attributable to the acts or omissions of Owner or Agent or
anyone directly or indirectly employed by either of them, or by anyone whose
acts either of them may be liable, and not attributable to the fault or
negligence of Contractor, and for rain damage to the interior of any units
under roofs being repaired.
I.
SAFETY PRECAUTIONS AND PROGRAMS

12.01. Contractor shall be responsible for initiating, maintaining, supervising
all safety precautions and programs in connection with the work.
J.
INDEPENDENT CONTRACTOR
13.01. Contractor acknowledges, affirms and agrees that he is not an
employee of the Owner, nor is he a borrowed employee or borrowed servant
of the Owner. In this connection, Contractor acknowledges that while the
Company may direct the work to be performed,
2-72
Revision 1

Instructor Guide
Contractor retains the absolute right to control the details of the performance
of the work and how such work shall be accomplished. It is the express
intent of Contractor to acknowledge that in fact he is an independent
contractor, is not an employee and that he at no time shall seek to make any
claims to be an employee or as an employee, specifically, any claim for
compensation or any other benefits under the workers compensation
statutes of Texas.
13.02. Contractor expressly acknowledges that his contractual relationship
with the Owner is dependent upon his assertion and acknowledgment that he
is not an employee and he recognizes that the Owner would not otherwise
have entered into any contractual relationship with Contractor, but for his
acknowledgment that he is not an employee.
K.
PERSONNEL AND SUPERVISION

14.01. Contractor shall pay his employees and shall comply with all payroll
deduction and reporting requirements and all laws regarding wages, hours,
and legal residency or citizenship of such employees. Contractor shall be
responsible for all employment decisions pertaining to his employees,
including hiring, termination, and discipline decisions.
14.02. Contractor shall employ a competent superintendent and necessary
assistants who shall be in attendance at the project site during the progress
of the Work. The superintendent shall represent Contractor and all
communications given to the superintendent shall be as binding as if given to
Contractor.
L.
SUBCONTRACTORS
15.01. A subcontractor is a person or entity who has a direct contract with
the Contractor to perform any of the Work at the site. Contractor shall
procure Owners prior written approval to subcontract any portion of the
work described herein.
2-73
Revision 1

Instructor Guide
M.
INSURANCE
16.01.Contractor agrees to maintain and require its subcontractors to
maintain at all times the following coverages at no less than the limits
indicated:
Workers Compensation
Statutory
Employers Liability
$100,000
Automobile Liability (including Owned and Non-Owned autos):

Bodily Injury
$500,000 each occurrence
Property Damage
$100,000 each occurrence
Commercial General Liability:

Combined Single Limits for Bodily Injury and Property Damage:
$ 500,000 each occurrence for premises/operations, including all broad
form CGL Liability coverage
$ 500,000 Products/Completed Operations aggregate
$ 1,000,000 General Aggregate
Umbrella Liability:
$ 1,000,000
each occurrence
$ 1,000,000
annual aggregate
self-insured retention
25,000
16.02.Contractors coverage must be written on an Occurrence (not claims made) basis
with companies acceptable to Agent and Owner and must stipulate that no take-out
endorsements are included on the General Liability policy. Each policy providing
coverage hereunder shall contain provisions that no cancellation or material reduction in
coverage in the policy shall become effective except upon thirty (30) days prior written
notice thereof to Agent and Owner. Agent and Owner shall be named as an additional
insured with respect to liability imposed upon resulting from the performance of work
under this contract. There shall be no right of subrogation against Agent and Owner, and
this waiver of subrogation shall be endorsed upon the policies.
2-74
Revision 1

Instructor Guide
16.03.Prior to the commencement of performance of work, Contractor shall
furnish certificates to Agent and Owner, evidencing compliance with all
requirements herein. The limits of such insurance shall in no way be
construed as limiting Contractors obligation to completely defend, indemnify
and hold harmless Agent and Owner.
N.
INDEMNIFICATION
17.03. To the fullest extent permitted by law, the Contractor shall indemnify,
and hold harmless the Owner and their agents and employees from and
against all claims, damages, losses, and expenses, including but not limited
to attorneys fees arising out of or resulting from the performance of the
work, provided that any such claim, damage, loss or expense (1) is
attributed to bodily injury, sickness, disease or death, or to injury to or
destruction of tangible property (other than the work itself) including the lose
of use resulting there from, and (2) is caused in whole or part by any
negligent act or omission of the contractor, any sub-contractor, anyone
directly or indirectly employed by any of them or anyone for whose act of
them may be liable, regardless of weather or not it is caused in part by a
party indemnified hereunder. Such obligation shall not be construed to
negate, abridge, or otherwise reduce any other right or obligation of
indemnity which would otherwise exist as to any part of persons described in
this paragraph 26. In any claims against the owner or any of their agents or
employees by any employee of the contractor, any Subcontractor, anyone
directly or indirectly employed by any of them or anyone for whose acts any
of them may be liable, the indemnification obligation under this paragraph 26
shall not be limited in any way by any limitation on the amount or type of
damages, compensation or benefits payable by or for the Contractor or any
Subcontractors under workers or workmens compensation acts, disability
benefits acts or other employee benefit acts. The indemnity provided for in
this paragraph shall have no obligation to any claim, liability, or cause of
action resulting from the sole negligence of Agent and Owner.
O.
ASSIGNMENT
18.01. Contractor shall not assign this Contract without prior written consent
of the owner.
2-75
Revision 1

Instructor Guide
P.
CONFLICT RESOLUTION
19.01. In the event of a disagreement on the withholding of payment, the
assessment of damages, or any other matter arising out of this Contract,
Contractor and Owner shall utilize whatever legal recourse available,
including binding arbitration, to resolve the dispute. Attorney fees and
related costs will be awarded to the prevailing party.
Q.
WARRANTY
20.01. Contractor expressly warrants that he shall be responsible for abiding
by all applicable codes, regulations, standards, etc. which may be required of
him by all applicable local, state and federal jurisdictions and their respective
agencies, offices, bureaus and other administrative/regulatory entities.
20.02. Contractor agrees that he shall be liable to Owner for actual damages
requiring replacement or repair of property, materials or services caused by
this damage or destruction of Owners or individual resident(s)s property.
R.
ENVIRONMENTAL RISKS
21.01. Covenants, Representations and Warranties of Contractor
Contractor covenants, represents and warrants that no toxic or hazardous
substances, including without limitation, asbestos or any substance
containing asbestos and deemed hazardous under any Hazardous Materials
Law (defined below), the group of organic compounds known as
polychlorinated biphenyls, flammable explosives, radioactive materials,
chemicals known to cause cancer or reproductive toxicity, pollutants,
effluents, contaminants, emissions, or related materials and any item
included in the definition of hazardous or toxic waste, materials or
substances(Hazardous Material)under any law relating to environmental
conditions and industries hygiene, including without limitation, the Resource
Conservation and Recovery Act of 1976 (RCRA), 42 U.S.C. Sec. 6901 et
seq., the Comprehensive Environmental Response, Compensation and
Liability Act of 1980 (CERCLA), 42 U.S.C. Sec. 9601-9657, as amended by
the Superfund Amendments and Reauthorization Act of 1986 (SARA),
2-76
Revision 1

Instructor Guide
the Hazardous Materials Transportation Act, 49 U.S.C. Sec. 6901, et seq., the
Federal Water Pollution Control Act, 33 U.S.C. Sec. 1251 et seq., the Clean
Air Act, 42 U.S.C. Sec. 741 et seq., the Clean Water Act, 33 U.S.C. Sec.
7401, et seq., the Toxic Substance Control Act, 15 U.S.C. Sec. 2601-2629,
the Safe Drinking Water Act, 42 U.S.C. Sec. 300f-300j, and all similar
federal, state and local environmental statutes, ordinances, and the
regulations, orders, decrees now or hereafter promulgated there under
(collectively the Hazardous Material Law) will be installed, used, generated,
manufactured, treated, handled, refined, produced, processed, stored or
disposed of, in completing the improvements set out in this agreement.
24.02. Contractor hereby agrees unconditionally to indemnify, defend and
hold Owner harmless against any (i) loss, liability, damage, expense or claim
arising from the imposition or recording of a lien, the incurring of costs of
required repairs, clean up or detoxification and removal under any Hazardous
Material Law (as defined above with respect to the Property or liability to any
third party in connection with any violation of a Hazardous Material Law), (ii)
other loss, liability, damage, expense or claim which may be incurred by or
asserted against Owner directly or indirectly resulting from the presence on
or under, or the discharge, emission or release from the Property into or
upon the land, atmosphere, or any watercourse body of surface or
subsurface water or wetland, arising from the installation, use, generation,
manufacture, treatment, handling, refining, production, processing, storage,
removal, clean up or disposal of any Hazardous Material placed upon or
installed by the Contractor.
24.03. Contractor shall pay when due any judgments or claims for damages,
penalties or otherwise against Owner, and shall assume the burden and
expense of defending all suits, administrative proceedings and resolutions of
any description with all persons, political subdivisions or government
agencies arising out of the occurrence set forth in this Agreement. In the
event that such payment is not made, Owner, at its sole discretion, may
proceed to file suit against Contractor to compel such payment.
24.04. The terms of this Article Q only apply to persons under the direct
supervision and/or control of Contractor and shall include without limitation
all suppliers and subcontractors of Contractor.
2-77
Revision 1

Instructor Guide
THIS AGREEMENT entered into as of the ______ day of ______________,

20_____.
CONTRACTOR: _______________________
OWNER: _____________
By: ________________________________
By: _________________
2-78
Revision 1

Instructor Guide

Enforcing Contract Provisions
Once a contract is signed and the contractor begins work, a community association
manager must:
1. Monitor fulfillment of the contract.
2. Evaluate the contractors performance.
3. Interpret and invoke contract warranties as necessary.
Only then will the contract be successfully completed.
What a community association manager needs to know
What to monitor
When to monitor
How to monitor
How to evaluate performance or quality of work
Definition of warranty
A promise or guarantee that parts, materials, or labor will last for a

designated period of time
What should be warrantied
How items should be warrantied
When warranties should be invoked
How warranties should be invoked
2-79
Revision 1

Instructor Guide
Instructor Notes
Review Enforcing Contract Provisions.
Review the list of what a community

association manager needs to know,
including the definition of a warranty
2-80
Revision 1

Instructor Guide
Instructor Notes
Activity #5: Monitoring and Evaluating
Contract Performance
Purpose: To identify ways to effectively
monitor and evaluate contract
performance.
Activity: Class discussion monitoring and
evaluating contract performance.
Directions:
Ask for ideas and questions under

each subtopic.
If you think its helpful, enter

participants ideas on a flip chart
while they enter the ideas on their
own sheets.

What to monitor
Products, colors, and materials
What is done
How it is done (according to

schedule, completeness, free from
error)
Cleanup and debris control
Material storage
When to monitor
Work in progress should be regularly

inspected
For a one-time activity:
- Weekly inspection, unless
milestones are more frequent or
the project is large or complex
enough for more frequent ones
- Inspect before making a payment
- Inspect at the end of one step or
stage before the next one is
begun
For recurring services:
- How often and how thoroughly
depends on the service
- Inspect after first few visits and
then spot check
2-81
Revision 1

Instructor Guide
Instructor Notes Activity 5

How to monitor
Should be the same person throughout the contract, if possible, for
consistency
Who: manager, permanent or ad hoc committee, architect or engineer for
highly technical project
Take contract & specs with you when you inspect
Decide how you will measure
Examples: present or absent, done or not done, how many items or times,
conformity to schedule
Communicate association needs and corrections orally and in writing
Give positive feedback; it demonstrates that you are paying close attention
Evaluating performance or quality of work
Well-written specs spell out the expected standards to be met
Be prepared for fact that no set of specs can anticipate everything
Discuss as a class considerations regarding invoking the default provision.
Conclude Activity #5 by summarizing the important points that participants made
during the discussion.
2-82
Revision 1

Instructor Guide
Activity #5: Monitoring and Evaluating Contract Performance
What to monitor
When to monitor
How to monitor
How to evaluate performance or quality of work
2-83
Revision 1

Instructor Guide

When to monitor
Work in progress should be regularly inspected
For a one-time activity:
Weekly inspection, unless milestones are more frequent or the project

is large or complex enough for more frequent ones
Inspect before making a payment
Inspect at the end of one step or stage before the next one is begun
For recurring services:
How often and how thoroughly depends on the service
Inspect after first few visits and then spot check
How to monitor
Should be the same person throughout the contract, if possible, for

consistency
Who: manager, permanent or ad hoc committee, architect or engineer for

highly technical project
Persuade board to hire professionals when work is beyond managers

expertise (roofing, concrete, structural & design issues, etc.)
Take contract and specs with you when you inspect
Decide how you will measure
Examples: present or absent, done or not done, how many items or

times, conformity to schedule
Communicate community association needs and corrections orally and

in writing
Give positive feedback; it demonstrates that you are paying close

attention
Emphasize the need to persuade the board to hire professionals when

the work is beyond the managers expertise
2-84
Revision 1

Instructor Guide
Instructor Notes
Transition to Interpreting and Invoking
Contract Warranties.
2-85
Revision 1

Instructor Guide
Instructor Notes
Activity #6: Interpreting and Invoking Contract Warranties
When monitoring and evaluating contract performance, it may be necessary to
interpret and invoke contract warranties.
Purpose: To identify ways to effectively interpret and invoke contract warranties.
Activity:
Class discusses interpreting and invoking contract warranties.
What should be warrantied
How items should be warrantied
When warranties should be invoked
How warranties should be invoked
Directions:
Ask for ideas and questions under each subtopic.
If you think its helpful, enter participants ideas on a flip chart while they
enter the ideas on their own sheets.
Be sure the following points are made:

What should be warrantied?
Materials
Parts
Labor
How should items be warrantied?
Expressly stated in contract, including length of time
What manufacturer doesnt warranty, contractor should
Be reasonable in expectations
When should warranties be invoked?
When work or product doesnt hold up within the given time frame
Go with your expectations and the boards; you probably will not reach
consensus among all homeowners
How should warranties be invoked?
In writing, even if you call first
Ask community association attorney to review letter for appropriate wording
Conclusion: Conclude Activity #6 by summarizing the important points that

participants made during the discussion.
2-86
Revision 1

Instructor Guide
Activity #6: Interpreting and Invoking Contract Warranties
What should be warrantied?
How should items be warrantied?
When should warranties be invoked?
How should warranties be invoked?
2-87
Revision 1

Instructor Guide

Module Summary
Focus
How to contract for specific community association maintenance needs
Learning Objectives
Prepare a request for proposal, including bid specifications.
Recruit bidders.
Review bid proposals.
Work with a board to select a bidder.
Module 2 Knowledge Check

1. Which of the following is not a strategy to use to avoid problem
contractors?
a. Provide detailed written specifications in the RFP and the
contract.
b. Demonstrated good work for others with similar
specifications.
c. Tie payment to completion of work.
d. Check references
2. Place a check next to the criteria for recommending a bidder.
Check Description
1. Bid is very low
9
2. Demonstrated good work for others with similar specifications
3. Demonstrated understanding of what needs to be done

4. Possess some of the qualifications necessary to do the job
5. Is not insured
2-88
Revision 1

Instructor Guide
Instructor Notes
Summary
Announce that the class has come to the
end of Module 2.
Module 2 to summarize what participants
accomplished in this module of the course.
Include some comments that reflect the
class experience.
Explain that the Natural Disaster is takehome material.
Discussion Questions
How do economic conditions affect

bidding and contracting?
What resources do you use to

identify potential bidders?
What are some important principles

to understand when working with
contractors/vendors/business
partners?
There are over 3,500 firms who are

CAI Business Partner Members. How
do Business Partners contribute to
strengthening this industry and
profession?
Discuss Parking Lot Items
Review any items and questions that

were place in the parking lot.
Invite the participants to share with the class
other resources they use. Also, invite the
participants to submit their own resources for
posting to the new CAI website.
2-89
Revision 1

Instructor Guide
Instructor Notes
Distribute course evaluation forms and
collect them before participants leave.
Course Exam
Provide participants information on the Course
Exam.
45 multiple-choice questions
Results will be mailed within 4-6

weeks
2-90
Revision 1

Instructor Guide
Instructor Notes
Contact CAI
Provide participants the contact information for
CAI.
Thank You
Thank participants for participating in the
course.
2-91
Revision 1

Instructor Guide
Notes:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
2-92
Revision 1
1
Sample #1: Midtown Lofts Condominium Maintenance Responsibilities (Exhibit B to the Bylaws)
I
ITEMS
Plumbing & related systems

& components thereof.
Electrical & related systems

& components thereof
excluding appliances,
fixtures & lights serving
only one unit.
Heating, ventilation, &
cooling systems &
components thereof.
Parking Spaces.
Storage Spaces (if any).
Refuse collection system.
Grounds, including all paved
areas and other
improvements thereon lying
outside the main walls of
the building and all
underground utility
systems.
Building, exterior roof,
exterior vertical walls,
foundation.
Windows.
Doors, main entry to units.
Screens (windows).
II
COMMON ELEMENTS UNDER
ASSOCIATION
RESPONSIBILITY
III
LIMITED COMMON ELEMENTS
UNDER ASSOCIATION
RESPONSIBILITY
IV
UNIT COMPONENTS UNDER
ASSOCIATION
RESPONSIBILITY
V
CERTAIN OTHER
COMPONENTS UNDER UNIT
OWNERS RESPONSIBILITY
WITHOUT RESPECT TO
OWNERSHIP OF THE
COMPONENT
All portions within a unit
including fixtures & appliances
attached thereto. Water damage
to a unit, when the primary
source of such problem is
through the negligence of the
occupants of that unit.
If any, same as in Column II.
Only to the extent that a

malfunction originates outside
the unit in which the malfunction
occurs or may occur.
All, in all regards, from the

common side of the unit panel.
N/A
All, in all regards, serving more

than one unit.
All, in all regards serving more

than one unit at the unit owners
expense.
All, in all regards, at the unit

owners expense. Fan coil unit in
residential units.
All surface parking spaces in all

regards.
N/A
N/A
N/A
Routine cleaning.
All, in all regards.

All underground parking spaces in

all regards.
All, in all regards except routine
cleaning.
N/A
N/A
All, in all regards, for items

serving only one unit and
located within the unit (on the
unit side of the units electrical
panel, including the panel itself).
Maintenance, repairs and
replacement to be performed by
Association at unit owners
expense. Fan coil unit motors
and filters in all units.
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
All which do not serve a unit, in

all regards.
All, in all regards except routine

interior cleaning.
All surfaces exposed to corridor
including door panel, buck, trim &
sill
N/A
Routine interior cleaning.
N/A
All which do not serve a unit, in

all regards.
N/A
N/A
Interior of door panel interior

trim. Hardware set including
lock and door chime assembly
and hinges/closure.
All which serve the unit in all
respects. Replacement to be of
same color, grade & style.
All maintenance, repair &

replacement of portions of
plumbing serving more than one
unit. Water damage to common
elements or units other than the
one which is the primary source
of the problem through
negligence of the occupants of
such units.
2

Module 2
Samples
Midtown Lofts Condominium Maintenance Responsibilities (Exhibit

B to the Bylaws) (cont.)
Notes:
This chart and the titles and headings used herein are not intended to describe or
encompass all maintenance functions nor to delineate all respective responsibilities
between the unit owners, severally, and the association. The placement of
responsibility under any specific column does not always accurately reflect the
precise character and nature of ownership. The appropriate sections of the
Declaration determine ownership. In many cases maintenance responsibility is
allocated to the unit owners association to ensure central maintenance responsibility,
uniformity and quality of repair, and to protect community health and safety. Where
such maintenance is required due to the negligent or wrongful act or omission of a
unit owner (or such unit owners household, tenants, employees, agents, visitors,
guests or pets), the association will perform the necessary maintenance at the sole
expense of the unit owner.
Column I: Items. Items appearing in this column are illustrative and not
exhaustive.
Column II: Common Elements Under Association Responsibility. Responsibility for
determining and providing for the maintenance, repair and replacement
requirements of the common elements and determining the costs thereof shall be
primarily the responsibility of the board of directors and such designees to which it
may delegate certain such responsibilities.
Column III: Limited Common Elements Under Association Responsibility.
Responsibility for determining the maintenance, repair and replacement
requirements of the limited common elements shall be a shared responsibility
between the board of directors and the unit owner of a unit to which a specific
limited common element is exclusively appurtenant; provided, however, that the
board shall have the final responsibility for determining the need for and
accomplishing such maintenance, repair and replacement activities.
Column IV: Unit Components Under Association Responsibility. The items in this
column are legally and by definition a part of a unit but are attached or directly
connected to or associated with the common elements and common expense items
in such a way that a clear distinction between unit owner and association
responsibility cannot be made. Moreover, such items frequently involve matters of
concern relative to the general safety, health and welfare of all the occupants of the
building. Thus, certain costs which appear to benefit a single unit owner but which
affect other unit owners are declared a common expense, especially when the
correct functioning of an activity or element is integral to or supportive of the legally
defined common elements and common expenses. Heating, cooling and ventilating
systems and components thereof are an exception due to the split system being
used; the only practical method is to provide for central maintenance responsibility
at the individual unit owners expense.
Column V: Certain Other Components Under Unit Owners Responsibility Without
Respect to Ownership of the Component. The items in this column are not intended
to be exclusive and all-encompassing and do not affect responsibilities expressly
provided for otherwise.
3

Module 2
Samples
M-201 Review Quiz

1. Name the five types of maintenance and examples of each:
Type #1: ________________________________________________
Example: ________________________________________________
Type #2: ________________________________________________
Example: ________________________________________________
Type #3: ________________________________________________
Example: ________________________________________________
Type #4: ________________________________________________
Example: ________________________________________________
Type #5: ________________________________________________
Example: ________________________________________________
2. List the major types of maintenance controls:
1.
2.
3.
4.
5.
6.
7.
8.
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
3. List key factors for choosing between association staff and contracting
out: (see Decision Chart on page 237 of M-100 excerpt)
1. ______________________________________________________
2. ______________________________________________________
3. ______________________________________________________
4. ______________________________________________________
5. ______________________________________________________
6. ______________________________________________________
7. ______________________________________________________
8. ______________________________________________________
9. ______________________________________________________
10.___________________________________________________
11.___________________________________________________
4

Module 2
Samples
4. Major job requirements are usually found in which section of a

contract? ________________________________________________
5. True or False. It is always a good idea to send an RFP to potential
contractors just to get an idea of the potential cost of a project even
if you know it will not be undertaken.
6. True or False. A potential contractors inability to produce proof of
insurance should not disqualify them from being selected.
7. True or False. It is a good idea to ask a contractor to accompany you
on maintenance inspections every workday to check work under a
regular contract for minor maintenance.
8. True or False. It is a good idea to ask a contractor to accompany you
on a maintenance inspection when you want a professional opinion and
price quote on the spot.
9. Payment provisions of a potential contract are usually found in:
a. The RFP
b. The bid proposal
c. The contract
d. Both b and c
10.What would be your best choice after discovering a need for some
touch up painting?
a. Convene the board to discuss the problem
b. Send a memo to all owners about the problem
c. Evaluate the scope of work
d. Send out an RFP
Note: This question calls for your opinion.
11.A work order/response form has several benefits. It
______________________.
a. Identifies whether the need is an emergency
b. Provides a means of monitoring costs
c. Allows follow-up to evaluate satisfaction
d. All of the above
12.Which of the following would most strongly recommend a bidder for
work with a community association?
a. Lowest cost
b. Zero Better Business Bureau complaints
c. Excellent sales personnel
d. An excellent record with similar clients
5

Module 2
Samples
13. An RFP should include:

a. Detailed specifications
b. Expected start and completion dates
c. Insurance requirements
d. All of the above
14. Which of the following is a recommended practice in dealing with
contractors?
a. Better to select friends of board members
b. Tie payments to completion of specific tasks
c. Always delay all payments until the end of the contract
d. All of the above
15. A(n) ____________________ is a compilation of all the maintenance
needs identified during an inspection.
a. Maintenance calendar
b. Maintenance record
c. Inspection report
d. Work order/response form
6

Module 2
Samples
Thank you for participating in Facilities Management (M-201). We hope that

you have enjoyed the learning experience. CAI also offers the following
Professional Management Development Program (PMDP) courses that provide
community association managers the necessary information about insurance,
law, leadership, governance, and finance to help create and maintain strong
and vibrant communities.
M-100: The Essentials of Community Association Management
M-201: Facilites Management
M-202: Association Communications
M-203: Community Leadership
M-204: Community Governance
M-205: Risk Management
M-206: Financial Management
M-310: Management Company Administration
M-320: High-Rise Maintenance and Management
M-330: Advanced Insurance and Risk Management
M-340: Managing the Large-Scale Association
M-350: Manager and the Law
M-360: Leadership Practices in Building Community
M-370: Managing Developing Communities
M-400: Contemporary Issues in Community Association Management
PCAM Case Study
For more information about any of these classes, or to obtain more
information about the CMCA (Certified Manager of Community
Associations) certification, or the AMS (Association Management
Specialist), LSM (Large-Scale Manager), RS (Reserve Specialist),
CIRMS (Community Insurance and Risk Management Specialist), AAMC
(Accredited Association Management Company), or PCAM (Professional
Community Association Manager) designations, please call 888-224-4321 or
visit www.caionline.org.
7
Community Associations Institute

225 Reinekers Lane, Suite 300
Alexandria, VA 22314
(888) 224-4321, (703) 684-1581 FAX
www.caionline.org
Copyright 2009, by CAICommunity Associations Institute. All rights reserved. Reproduction in
whole or in part is not permitted without the expressed, written consent of CAI.

M-201 Instructor Guide - Facilities Management

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

M-201 Instructor Guide - Facilities Management

Uploaded by

Copyright:

Available Formats

PROFESSIONAL MANAGEMENT DEVELOPMENT PROGRAM

> > > Facilities Management

Association of Professional Community Managers (APCM) is Community Associations Institutes

2009 Community Associations Institute

Linda P. Frey, CMCA, PCAM

Abbott Enterprises, Inc.

Planned Community Management, Inc.

Mark E. Blasch, CIRMS

Community Association Underwriters

Marshall Frost, P.E., P.P., RS

Frost, Christenson & Associates

Bradford J. Brady, CMCA, PCAM

Mitchell H. Frumkin, P.E., P.P., RS

Howard A. Goldklang, CPA

Robert Browning, PCAM, RS

Goldklang, Cavanaugh and Associates,

Browning Reserve Group

Kenneth E. Chadwick, Esq.

Vincent J. Hager, CIRMS

Jacobson, Goldfarb & Scott, Inc.

Chadwick, Washington, Moriarty,

Mark A. Conner, CIC, CIRMS

Property Management Systems, Inc.

Hilb Rogal & Hobbs

Thomas J. Hindman, Esq.

Kevin Davis, CIRMS

Kevin Davis Insurance Services

Robert M. Diamond, Esq.

Mutual of Omaha Bank

Reed Smith LLP

E. Richard Kennedy, Esq.

Jeff Douglas, PCAM

Creative Management Company

Kennedy, Wronko, Kennedy

Ross W. Feinberg, Esq.

Feinberg, Grant, Mayfield, Kaneda &

Craig E. Koss, AMS, PCAM

Kramer-Triad Management Group, LLC

John Lawton, CMCA, PCAM

Ronald L. Perl, Esq.

Hill Wallack, Attorneys At Law

HRW, Inc. AAMC

Judi Phares, CMCA, PCAM

Stephen M. Marcus, Esq.

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

Marc D. Markel, Esq.

Gary A. Porter, CPA

Porter & Co.

Roberts Markel, P.C.

J. David Ramsey, Esq.

Paul Mengert, CMCA, PCAM

Ramsey Berman. P.C.

Association Management Group, Inc.

Dean A. Riddle, Esq.

Riddle & Williams

Minkoff Co., Inc.

Edward San George, PCAM

Integra Management Corp.

H. Alan Mooney, P.E., RS

Drew R. Mulhare, CMCA, AMS, LSM, PCAM

Realtec Community Services

P. Michael Nagle, Esq.

Nagle & Zaller, P.C.

Debra A. Warren, CMCA, PCAM