Paul K. Mengert
Managing a community association involves far more than keeping buildings attractive and common areas tidy. Behind every roof replacement, paving project, pool renovation or emergency response lies a series of decisions involving significant sums of money — and assets belonging to other people.
In the third book in his Lessons from the Neighbourhood series, Property, Projects and Better Maintenance, community association management professional and author Paul Mengert draws on years of experience to explore what happens when property projects go wrong — and, more importantly, what associations can learn from them.
Speaking with Matt Bird on the PublishU podcast, Mengert explains why good governance and stewardship must eventually translate into effective property maintenance and sound operational decisions.
One of the stories Mengert shares begins with a seemingly harmless phrase: “I know a guy.”
A board member believed someone he knew could complete a major paving project more effectively and at a lower price. The problem was not necessarily the recommendation itself, but what can happen when an established professional process is abandoned.
Without a carefully defined scope of work and comparable proposals, an association may find itself assessing several bids that are actually offering different things. What initially looks like the cheapest option may therefore prove difficult to compare — and potentially much more expensive.
For Mengert, the lesson is straightforward: when large sums of money and important community assets are involved, following a professional process can provide valuable protection for everyone concerned.
Good property management is not only about planned maintenance. Communities must also be prepared for the unexpected.
Mengert recalls an association facing a storm on a Tuesday evening, only to discover that its community emergency plan could not be found.
The community survived, but the experience demonstrated an important principle: even excellent planning has limited value if nobody knows where the plan is when an emergency occurs.
The same principle applies whether records are kept on paper or electronically. Emergency procedures should be accessible, understood and ready to use. Communities will encounter unexpected events, but effective preparation can help them navigate a crisis with less disruption.
Another example involves a pool deck project originally expected to cost around $85,000. By the end, the price had risen to approximately $178,000.
The lesson again comes back to planning and establishing a thorough scope before work begins.
Starting a major construction or maintenance project without fully understanding existing conditions creates opportunities for expensive surprises. If a board waits until an old deck has been removed before investigating what lies beneath it, unexpected problems may quickly emerge.
Bringing in engineers to conduct tests and take samples may cost more and delay the start of construction, but that upfront investment can provide greater certainty and allow boards to understand their options before committing substantial funds.
Community association board members carry a significant responsibility. Replacing the roof on your own home is one thing; making decisions about roofs covering dozens or even hundreds of neighbours’ homes is something entirely different.
That is why Mengert stresses the value of professional expertise.
Engineers can help determine an appropriate maintenance scope, attorneys can provide guidance on legal matters, and experienced community managers can present boards with options based on lessons learned elsewhere.
A professional manager’s role, Mengert explains, is not necessarily to tell a board which decision to make. Instead, managers can help directors understand their options, explain what has happened in comparable situations and connect them with appropriate professional guidance.
The final decision remains with the association.
Even conscientious and well-intentioned directors can encounter problems. The precise legal implications depend on factors including an association’s governing documents, state law and the circumstances involved, which makes appropriate legal advice important.
Mengert also highlights directors and officers insurance as something community association boards should take seriously.
Things can go wrong even when people act with good intentions. Investing in insurance, careful planning and professional guidance can therefore form part of responsible community governance.
Property, Projects and Better Maintenance builds naturally on the earlier books in the Lessons from the Neighbourhoodseries.
The journey begins with governance — establishing the framework for how an association operates. It then moves to stewardship and the question of how resources and responsibilities are managed. Eventually, those principles must become practical.
Every community association has something to maintain, whether that is a large residential building, roads and roofs, or simply an entranceway or playground.
This is where governance becomes reality.
Property maintenance may appear to be primarily about buildings, budgets and contractors, but the decisions behind it reveal something deeper about community leadership. Effective associations create clear processes, seek appropriate expertise, prepare for unexpected events and recognise the responsibility involved in managing other people’s assets.
Planning may require more time and money at the beginning of a project. But as the real-life lessons in Mengert’s book demonstrate, investing in the right process upfront can help communities avoid costly surprises later — and allow those responsible for making the decisions to sleep a little better at night.
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