Setting Goals |
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| Set your goals, make your plans, and
live your dreams! |
The first step community associations must consider in setting goals is determining
the needs and concerns of their members. This information can be obtained
through the use of a resident questionnaire or by holding town hall meetings
where residents have an opportunity to express their concerns.
Goals that are supported by a majority of resident members of
an association will attract more volunteers and are more likely
to be achieved. Once needs and concerns are ascertained, goal setting
becomes easy. Achieving them, on the other hand, may be another
matter entirely.
Goal setting is part of the overall community planning process.
Once needs are determined and goals are set, the board members
must consider various options for meeting the needs and must then
establish priorities for achieving the goals. The board should
develop specific plans and programs to work from.
New association presidents often know what they would like to
accomplish before their first day on the job. By defining these
goals, a new president takes the first big step toward fulfilling
them. Here are a few suggestions to help new board presidents get
started:
- After identifying the association's most urgent needs, make
a list of five goals you would like to accomplish in the next
six months. Only include realistic attainable goals.
Seek out those that are achievable in the near term with results
that are likely to be highly visible to the community. Examples
of short term goals include: removing an abandoned vehicle,
acquiring a stop sign, or clearing a vacant lot. Many associations
view common area improvements as the most pressing community
need. Volunteers who address these needs before they become
larger issues are adopting a proactive management style that
should be well received.
- Set realistic goals. A board president who
sets unattainable goals may frustrate other board members and
create the perception of failure for all concerned.
- Establish a solid working relationship with management
staff. Start by setting up a meeting with management
and sharing the board's ideas. Solicit advice from the manager.
The success of many association programs depends on open communication
and interaction with management.
- Plan improvements in stages. Even dedicated
volunteers with unlimited resources need time to accomplish their
goals. Don't plan to achieve all of the association's goals overnight.
Continuity is better than drastic change – unless the association
requires immediate change to continue or safeguard operations.
Long term goals are more time consuming and are more difficult
to accomplish. These goals require patience and hard work on
the part of the membership. Long term goals might include developing
a park, amending legal documents, raising funds for a street
lighting project, or acquiring a community center.
- Clarify association goals with the manager. Managers
often help new board presidents utilize existing programs to
achieve their goals. Though enthusiastic new presidents often
want to make their mark on the community, they should never waste
resources by ignoring existing programs or the expertise of previous
volunteers or a management professional.
- Give appropriate credit to contributing members. Always
thank members who help out. This helps to maintain volunteer
interest and will draw new members into association activities.
- Work as a team. Board and committee members
and management staff are all part of a team that runs the community.
As team captain, the association president should not overlook
the value of the other members' contributions. Compliment members
when they make valued suggestions and ask for advice when needed.
By expressing confidence in volunteers, the president helps to
build a strong team.
Remember, success is the art of trying to improve upon the very
things you are currently doing. Achieving goals keeps the momentum
of an association going. When board members can see the results
of their efforts, they are more eager to get on with the next project
and are more willing to tackle the toughest of assignments.
Linda A. Bartel, AMS®, LSM®, PCAM®
Principal Management Group of Houston
Houston, TX
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