Community Association Stress from a Homeowner Perspective

The American Psychological Association (APA) Dictionary of Psychology defines stress as “the physiological and psychological response to internal or external stressors.” They add, “stress involves changes affecting nearly every system of the body, influencing how people feel and behave.”1 Stressors are defined by the APA as “any event, force, or condition that results in physical or emotional stress.”2 Because stress is so pervasive in America, the American Psychological Association with The Harris Poll have conducted and published an annual “Stress in America” survey dating back to 2007. The surveys show a trend of increasing stress. The APA subtitled their 2020 survey report—the first year of COVID—“A National Mental Health Crisis.”3

What stressors elicit homeowner stress? Each community association has its unique mix of issues.

To tap into a broader pool of homeowner stressors for this article, this author collaborated with the

Chesapeake Chapter to survey its homeowner membership. The survey indicated top stressors for homeowners are: Î Governance issues—Instances of selective enforcement, ignoring governing documents and, possibly, state, and federal statutes. Solutions include: There are several levels of support for concerned homeowners: The community board, the governing documents, the community or property manager and management company, the community attorney, the state Attorney General’s Office and its Consumer Protection Division (Maryland and Delaware).

Î Developer governance issues—Attempting to function as a board member when the developer controls the majority votes. One survey respondent reported their community developer has controlled the board and its decisions to the detriment of owners/residents. The respondent continues s/

he is documenting in detail the issues. Solutions include: The community attorney or the state AG’s office can also offer legal and practical counsel.

Î Board personality—“Bullying” or unfair treatment, sarcasm, derision, ignoring board members’ input, conflict of interest and lack of transparency, retaliatory attacks when called out. Solutions include: Bullying is toxic to boards, to residents, and to advancing association business. Everyone in a community deserves to feel safe and valued.

Some personalities—or their agendas—are intractable. The high road is setting conduct limits, both in meetings and in the community. Refer to the community documents, confer with the manager or community attorney. Also consider how to untangle the bully’s points from his/her behaviors.

Managing the behaviors might include a plan of who can most effectively engage him/her outside the meeting (preferably before a meeting?). Legal and ethical violations need to be reported to the manager, the community attorney, the state AG’s office.

Î Board meetings—Yelling, anger. Solutions include: Contentious meetings impede associations. Uncivil, unmanaged conflict robs the board of conducting its business, attendees feel angry and unheard. For most people, learning to redirect heated conflict into synergistic sharing requires education to master: CAI and Chesapeake offer many educational opportunities. Community events and meetings offer practice opportunities: Several professionals have experienced success setting out meeting expectations at the opening of the meeting, whether in-person or virtual. And follow through with the stated consequences. Some managers report inviting local police to be present for contentious meetings. For virtual meetings, after opening with meeting expectations and consequences, the virtual host can follow through quietly by turning off the offender’s microphone.

Î Owners who speak up (critically) once a year but will not volunteer—A frustrating issue, especially when communities need engaged owners to volunteer their skills and time on boards and committees.

Solutions include: Some questions for thought: Is the “annual speak up” the only opportunity the owner can share a rankling issue? Is their non-volunteerism the result of a work schedule, medical or family issues, or other priorities? Does additional responsibility or time come from a lack of personal

relationship or not personally being invited? Do the tasks align with their interests or expertise? The bottom line—what would make a win-win? One way community leaders can engage neighbors is to be visible in the community. Walking around, meeting and chatting also are opportunities to build friendships, to learn about neighbors, and to extend personal invitations to engage.

Î Resident spreading false information about the community’s business—Someone in authority affirmed the true facts to the resident but he/she persisted to gossip about the false information, which frustrated other community residents. Solutions include: Some residents may prefer the gossip of the falsehood.

Others may not truly understand or have another agenda. One step toward the resident might be to meet with a third person, someone neutral who has listening and/or negotiation skills. If there is an agenda’—or distrust—that neutral person can clarify what is said, what is heard\. Perhaps the true agenda or reason(s) for distrust will surface. If such a meeting results in movement toward truth and understanding, both the resident and the community win.

Î Manager issues—When a manager is ineffective, not knowledgeable, when his/her responsibilities go uncompleted, a community suffers. One homeowner documented the manager’s performance issues in hopes the documentation would lead the management company to replace the poor performer. Solutions include:

The first step is to review the Community’s documents and the manager’s contract. Secondly, get attorney advice regarding the responsibilities of both the association and the manager. Sometimes an informal discussion with the manager is enough. More consequentially, the board may need to meet formally with the manager to discuss the issues and develop a formal performance improvement plan (likely to include better performance elements for both the manager and the community/board). The manager’s supervisor should be included. The plan should include industry education to make up any professional gaps. The manager’s supervisor should be informed. If the plan is not successful, the appropriate body (board, manager’s supervisor) will make the next level decision of the manager’s future with the community. Î Owners without social support becoming a (legal)

“nuisance”—Residents with cognitive issues, verbal outbursts and/or hygiene issues. Solutions include: Without legal incompetence rulings, such residents’ needs and neighbors’ concerns are difficult to solve. Families are critical to managing the needs and safety of these residents. Boards/managers also should consult with the community manager and attorney for advice. County

Departments of Social Services may be helpful.

Î Aging infrastructure, Finances and Reserves—A Board member shared the concern of owner resistance to increasing the monthly assessment in their community. Solutions include:

Frequently, monthly assessments may be set low to attract buyers.

Frequently, Boards are tempted not to act against the owners’ resistance and vote to keep assessments low. In the aftermath of the 2021 Surfside FL condominium collapse several states, including Maryland, have passed Reserve laws in 2022. Maryland’s HB107 expands the Reserve legislation applicable to

Montgomery and Prince George’s Counties to common association communities in all Maryland counties. Communities must have a Reserve Study every five years by a qualified professional.

The study’s annual projects must be funded in a community’s annual budget. One survey respondent reported education is key to community buy-in. This is especially true in underfunded communities. A second respondent noted stewarding community finances is aided by able residents volunteering around the community; though liability issues need to be considered.

References 1, 2 American Psychological Association. (n.d.) Stress and Stressor definitions. In American Psychological Association Dictionary of Psychology. Retrieved March 2022 from https://dictionary.apa.org. 3 American Psychological Association (2020). Stress in America TM 2020. A National Mental Health Crisis. Retrieved March 2022 from https://www.apa.org.

Written by Cindy McKoin (Condominium owner, Potomac Ridge Association Board president, CAI Chesapeake Chapter Homeowner-Board member)

D.H.BADER

MANAGEMENT, INC.

David H. Bader, CMCA, AMS

President

website: www.dhbader.com email: dbader@dhbader.com 14440 Cherry Lane Court Suite 219 Laurel, Maryland 20707 (301) 953.1955 ext.120 phone (301) 953.1912 fax

Complete Disaster Restoration Since 1962 24 Hour Emergency Service

Dani Bressler, CAS

dbressler@toepferco.com www.toepferco.com 1101 Ritchie Road, Capitol Heights, MD 20743 • Ph: 301-336-8600