Your First 90 Days with Professional Management
What to expect and how to get the most value from your new management relationship in the critical first 90 days.
The first 90 days of a management relationship set the tone for everything that follows. It's when systems are established, expectations are calibrated, and trust begins to build (or erode).
As a board member, you play a key role in making this period successful. Your engagement, feedback, and communication help your new manager understand your community and deliver what you actually need.
This guide covers what to expect month by month and how to maximize value from day one.
Month 1: Foundation and Stabilization
The first month focuses on getting operational. Your manager is learning your community while ensuring nothing falls through the cracks.
What your manager is doing:
- Setting up financial systems and processing first payments
- Learning your governing documents and policies
- Contacting vendors and confirming relationships
- Responding to homeowner inquiries (often about the transition itself)
- Conducting initial property inspection
- Preparing first month's financial reports
What the board should do:
- Be available to answer questions about history and context
- Introduce the manager to key community contacts
- Share any immediate concerns or urgent issues
- Provide feedback on initial communications
- Be patient with the learning curve
Expect some questions you've answered before. Your new manager doesn't have institutional knowledge yet and needs to build it.
Month 2: Assessment and Recommendations
With operations stabilized, month two shifts to evaluation and improvement.
What your manager should be doing:
- Presenting an initial assessment of community status
- Identifying deferred maintenance and needed repairs
- Evaluating vendor performance and pricing
- Reviewing delinquent accounts and collection status
- Assessing violation backlog and enforcement consistency
- Beginning to make recommendations for improvement
Questions to ask your manager:
- "What have you found that concerns you?"
- "Where do you see opportunities for improvement?"
- "Are our vendors performing well and priced fairly?"
- "How does our financial position compare to similar communities?"
- "What should we prioritize over the next year?"
A good manager brings fresh eyes and industry perspective. They should be able to tell you things you didn't know about your own community.
Month 3: Rhythm and Relationship
By month three, you should be settling into a comfortable working rhythm.
Signs things are going well:
- Regular reporting arrives on schedule
- Board communications are prompt and professional
- Homeowner inquiries are handled without board involvement
- Vendor relationships are running smoothly
- You're making progress on identified priorities
- Board meetings are more productive than before management
Warning signs to watch for:
- Still chasing for reports or information
- Homeowner complaints about responsiveness
- Feeling like you're managing the manager
- Lack of proactive communication about issues
- No recommendations or improvements suggested
If you're seeing warning signs, address them directly. A 90-day checkpoint meeting is a good opportunity to recalibrate.
The Board's Role in Success
Professional management doesn't mean the board steps away entirely. Your role changes from operations to oversight and strategy.
What the board should focus on:
- Policy decisions: Setting direction, not managing details
- Financial oversight: Reviewing reports, approving budgets, monitoring reserves
- Strategic planning: Long-term vision for the community
- Manager accountability: Ensuring the manager performs as contracted
What the board should delegate:
- Routine homeowner inquiries
- Vendor coordination and supervision
- Payment processing and collections
- Violation inspections and initial notices
- Meeting preparation and minute-taking
The hardest adjustment for formerly self-managed boards is letting go of operational details. Trust your manager to handle them while you focus on governance.
Setting Communication Expectations
Clear communication expectations prevent frustration on both sides.
Establish early:
- How often will you receive reports? (Monthly is standard)
- What's the expected response time for board inquiries? (24-48 hours)
- How will urgent issues be communicated?
- Who is the primary board contact for the manager?
- How do board members communicate (email, calls, portal)?
Communication best practices:
- Funnel board communication through one contact when possible
- Use email for non-urgent matters to create documentation
- Be specific about what you need and when
- Provide feedback, both positive and constructive
- Schedule regular check-in calls or meetings
A quick weekly or bi-weekly call with the board president can prevent small issues from becoming big problems.
Measuring Success
How do you know if management is working? Look for tangible improvements.
Financial improvements:
- Reports delivered on time and are clear
- Delinquency rates stable or declining
- Budget tracking and variance reporting
- Reserve contributions on track
Operational improvements:
- Vendor performance monitored and addressed
- Maintenance issues resolved promptly
- Violation enforcement consistent
- Projects completed on time and on budget
Board experience improvements:
- Less time spent on operational details
- Better-prepared board meetings
- Access to professional guidance and expertise
- Reduced personal stress and burnout risk
Homeowner satisfaction:
- Inquiries handled without board involvement
- Fewer complaints about responsiveness
- Positive feedback about professionalism
Document improvements. You'll want to reference them when evaluating the relationship at renewal time.
Key Takeaways
- 1Month 1 focuses on stabilization; be patient with the learning curve
- 2Month 2 should bring assessment and recommendations for improvement
- 3Month 3 should feel like a comfortable working rhythm
- 4The board's role shifts from operations to oversight and strategy
- 5Establish clear communication expectations from day one
- 6Measure success through financial, operational, and experience improvements
Frequently Asked Questions
- How much should board members be involved after hiring management?
- The board should focus on governance, not operations. Attend meetings, review reports, make policy decisions, and provide oversight. Let management handle day-to-day operations. If you're still handling details, you're not getting full value from management.
- What if we're not happy with our manager after 90 days?
- Address concerns directly and specifically. Most issues can be resolved with clear communication. If fundamental problems persist despite good-faith efforts to resolve them, review your contract's termination provisions. Don't suffer in silence, but give the relationship a fair chance.
- How often should we meet with our manager?
- Monthly board meetings with manager attendance are standard. Many boards also have brief weekly check-ins with the president or designated board contact. More frequent contact is appropriate during the first 90 days while establishing the relationship.
- What should monthly management reports include?
- Expect financial statements (balance sheet, income statement, receivables aging), operational updates (violations, maintenance, vendor issues), and any pending matters requiring board attention. Reports should be clear and received before board meetings.
- When should we start budget planning for next year?
- Budget preparation typically begins 3-4 months before your fiscal year end. If you start management mid-year, your manager should participate in budget prep for the following year. This is often one of the first major collaborative efforts.
Disclaimer
This content is provided for general informational purposes only. Management relationships and expectations may vary based on your specific contract and community needs.