HOA Management Program

We Will Guide Your Association In The RIGHT Direction

– The chief reasons for HOA and Condo association Board members’ and unit owners’ dissatisfaction with their management firms come from slow response to problems; lack of care, involvement, and attention to the general welfare of the property and association; poor knowledge of the common interest development industry; substandard customer service; and reactive management style of the homeowner association and condominium managing agents.

“It is an immutable law in business that words are words, explanations are explanations, promises are promises — but only performance is reality.”

~ Harold S. Geneen

J & N Realty, Inc. offers only full service HOA and Condo management programs.

Our Full Service Management Program includes all the following homeowner association and condominium management services and activities:

Fiscal Billing & Collection ActivitiesCollection and Deposit of Assessments

Financial ServicesFiscal Billing and Collection Activities, Payment of Invoices, Preparation of Comprehensive Financial Reports (balance sheets, income statements, receipts and disbursements journals, check registers, delinquency reports, delinquency follow-up reports, operating statements, trial balances, member ledgers, current membership listings), and Fiscal Compliance to California Civil & Corporations Code

Administrative & Compliance ProgramCompliance to Regulations and California Civil & Corporations Codes, and Administrative Duties (record keeping and correspondence for and within the Association and other administrative duties; paper documentation as required by law for compliance with federal, state, and local regulations and requirements; day-to-day communication and problem solving with unit owners on common area issues; preparation of budget; communication with contractors and vendors performing services for the Association; monthly attendance of Board of Directors’ meetings, if requested; 24/7/365 assistance in genuine emergencies; enforcement of the governing documents; collection of delinquent assessments and fines; and any other managerial and administrative duties — other than extraordinary and special activities and services — that are required for the successful management of the Association)

We will make certain that you receive exceptional value for your money.

Out-of-pocket costs (costs that are over and above the generally expected and normal office expenses) and expenses for extraordinary and special services (services that are not included in the Management Agreement; such as, coordination of internal and/or alternative dispute resolutions meetings; formulation of Board resolutions, rules, and regulations; income tax preparation; court appearances; architectural approval administration and monitoring; recording and releasing of liens; collection of judgments, etc.) shall be borne by the Association.

File Transfer & Set-Up Fees: $0.00

Bank Charges: $0.00

Our quoted management fees and services may be negotiated and adjusted based upon your particular circumstances

Our Service Quality & Industry Knowledge Are Unsurpassed!

Our Los Angeles townhome and townhouse association property managers will give the Board members valuable guidance and assistance regarding the laws and regulations pertaining to common interest developments, the interpretation of such laws and regulation, and the ways to lawfully, ethically, and effectively manage the property, condominium, and homeowner association.

We provide the Board of Directors with unlimited phone consultation on any Association matter.

Detailed description of services provided:

“Financial Services”: acts performed, including, but not limited to, the preparation of internal unaudited financial statements, internal accounting and bookkeeping functions, billing of assessments, and related services.

“Management Services”: acts performed including, but not limited to, the following:

1. Administering or supervising the collection, reporting, and archiving of the financial and common area assets of the association at the direction of the association’s board of directors.

2. Implementing resolutions and directives of the board of directors of the association elected to oversee the operation of the common interest development.

3. Implementing provisions of governing documents, as defined in Section 1351 of the Civil Code, that govern the operation of the common interest development.

4. Administering association contracts, including insurance contracts, within the scope of the association’s duties or with other common interest development managers, vendors, contractors, and other third-party providers of goods and services to the association.

5. Adherence to a code of professional ethics and standards of practice for certified common interest development managers.

Personnel Issues, including, but not limited to, general matters related to independent contractor or employee status, the laws on harassment, the Unruh Civil Rights Act, the California Fair Employment and Housing Act, and the Americans with Disabilities Act.

Risk Management, including, but not limited to, insurance coverage, maintenance, operations, and emergency preparedness.

Property Protection for the association, including, but not limited to, pertinent matters relating to environmental hazards such as asbestos, radon gas, and lead-based paint, the Vehicle Code, local and municipal regulations, family day care facilities, energy conservation, Federal Communications Commission rules and regulations, and solar energy systems.

Business Affairs of the association, including, but not limited to, necessary compliance with federal, state, and local law.

Enforcement Matters, including, but not limited to interpretation, implementation, and enforcement of governing documents, codes, and regulations relating to the activities and affairs of the association.

General Management that is related to the managerial and business skills needed for management of the common interest development, including, but not limited to, the following:

Finance issues, including, but not limited to, budget preparation; management; administration or supervision of the collection, reporting, and archiving of the financial or common area assets of the association or common interest development; bankruptcy laws; and assessment collection.

Contract negotiation and administration.

Supervision of employees and staff.

Management of maintenance programs.

Management and administration of rules, regulations, and parliamentary procedures.

Management and administration of architectural standards.

Management and administration of the association’s recreational programs and facilities.

Management and administration of owner and resident communications.

Training and strategic planning for the association’s board of directors and its committees.

Implementation of association policies and procedures.

Current issues relating to common interest developments.

Conflict avoidance and resolution mechanisms.

Topics covered by the Davis-Stirling Common Interest Development Act, contained in Title 6 (commencing with Section 1350) of Part 4 of Division 2 of the Civil Code, including, but not limited to, the types of California common interest developments, disclosure requirements pertaining to common interest developments, meeting requirements, financial reporting requirements, and member access to association records.

Collection for delinquent payments

A homeowner association can face a serious financial crisis if even a small percentage of members do not pay their assessments on time. In many cases, the few members who do not pay are the ones who simply do not understand why they have to pay and how their delinquencies affect everyone else. How can an HOA educate these holdouts and motivate them to make good? By communicating clearly the reasons it is important for them to pay, the fact the association has a legal duty to collect, and the progressively more serious steps the condominium’s board of directors will have to take if members let things go too far. Create a policy that will help members understand the consequences of late payment and show them that you intend to apply your collection policy uniformly, fairly, and consistently.

Contact us, and we will send you a sample letter.

Member must pay assessment regardless of grievance

Most homeowner associations have faced the tough situation of a member’s withholding payment of his monthly assessment because he has some type of grievance against the association. Most states laws do not allow members to withhold assessments because of a grievance. However, in court, the law is not always applied so clearly. That is why it is important to remind a member who withholds assessments that he must pay the assessments despite his grievance. A well-prepared policy will tell the member that the Association has received his explanation of why he has not paid his assessments, and explains that he must pay them regardless of any complaint he has about the Association, even if the complaint is valid. It should say that the board will investigate the member’s grievance and try to resolve it if it is valid, and warns the member that the Association will continue taking steps to collect the debt until it is paid in full. The policy should also include a statement required by the Fair Debt Collection Practices Act.

Members inform renters about community association life

Homeowners association and condominiums often face difficulties when members lease their units to renters. Many renters who come to live at an HOA have lived only in rental building before, and they do not really understand how condominiums operate.

Condo boards should distribute a letter to their members explaining that both the member and the renter must abide by the HOA’s rules, that rules violations are also lease violations, that the homeowners association can fine the member for the renter’s rules violations, and that both the member and the condominium have the right to enforce the renter’s lease.

Guidelines for business use of units

For years, homeowners associations that wanted to preserve the residential nature of their community have banned all business use of the members’ units. This might have made sense 20 years ago, but with the proliferation of telecommuters, Internet businesses, and home computers and fax machines, it no longer does.

Still, many condominium associations continue to use the same ban as they have in the past. This ban tends to forbid all business use of the units at any time. Setting a total ban on business use can create a variety of problems. Instead, HOAs should create specific rules that account for things like telecommuting and other business uses that do not have a negative effect on condominium life.

Written board consent required prior to modification to units

Occasionally, members want to make modifications either to the interior or exterior of their units. But if they make a modification without notifying the board, it could harm your homeowners association. For example, low-quality or ill-advised construction can drive down property values, increase the premiums on your community’s liability insurance or even render important warranties void. You can prevent things like this from happening by including language in your declaration forbidding any significant modifications without prior written board approval.

Policy for outdoor barbecue grills

Assuming it is legal under local fire codes and allowable under your insurance policy, should you let members use outdoor barbecue grills? Outdoor grilling creates fire hazards and smoke disturbances. But not allowing grilling can be unpopular with members.

That is why so many condo associations opt for a compromising solution: they allow members to use grills but establish a clear and comprehensive safety policy.

Space heater safety

When the weather turns colder, many members use portable space heaters in their units. But space heaters can be dangerous if members do not know how to use them properly.

Unfortunately, properly operating a space heater is not always just a matter of common sense. That is why it is a good idea to give your members a set of rules for operating space heaters. Then, at the beginning of each winter season, remind them of those safety rules. You can do this by putting the rules in your condominium association newsletter or sliding a copy of them under your members’ door.

Member who refuses to maintain his property

Members who fail to properly maintain their units hurt the entire property. Lawns overgrown with weeds reduce the HOA’s appeal and affect everyone’s property values. Plumbing leaks can cause damage to adjoining units. Because it is the HOA’s obligation to enforce its bylaws and rules, the condominium must take assertive steps to resolve these types of problems.

Most condo associations’ governing require member to maintain their properties and authorize the HOA to compel compliance. Often, they even authorize the condominium association to make repairs if the member refused to do so and to bill the cost of those repairs to the member who owns the unit. But what can a homeowners association do when a member refuses to make repairs and refuses to allow anyone from the association onto his property to do so?

One step is to send a polite letter letting the member know there is a problem and politely remind him that the HOA has rules about property maintenance and that his property is in disrepair. Specify in what way his property is substandard and ask him to make the repairs within a specific time. Also, consider offering to make the repairs for him and bill the cost to him. That may be all it takes to get the matter resolved.

If the polity letter does not work, send a tougher follow-up letter. In the letter, tell the member that certain conditions at his unit do not meet the standards set in the condominium’s governing document. Tell the member exactly what is wrong with his unit and which of the HOA’s governing documents this violates. Then tell him that unless he makes the necessary repairs by a specific date, the homeowners association’s board of directors will take action against him (the governing documents will determine this). Tell the member that the condo management will bill all costs and attorney’s fees to him. Finally, if the repair is the type that requires a professional contractor, tell the member that he must provide the HOA with proof from the contractor that the repairs were made.

Transition Meeting Between Old and New Boards

Homeowners associations benefit when outgoing board members cooperate with their successors. Outgoing HOA board members can serve as mentors to their successors, help them with ongoing projects, and provide them with important background information about property operations. One way to get outgoing board members to cooperate with their successors is to set a policy requiring the first official meeting of the new board to be a transition meeting between the old and new boards. This way, the outgoing board members can explain the projects and issues that are pending to the new board members to get them up to speed the right way.

J & N Realty, Inc. — real estate, property, planned unit development (PUD), townhouse, townhome, hoa, condo, condominium, homeowner association, common interest (CID)management services