Request for proposal overview and process

RFP -- Saddle Creek HOA

Letter of Transmittal

Hidden Creek Condominium Association

C/O Christopher Izzo, Condominium Treasurer

620 Frogs Leap Lane

Executive Vice President

SADDLE CREEK CONDOMINIUM ASSOCIATION

Section I INTRODUCTION

Section II PROPOSAL SUMMARY

Section III CORPORATE CAPABILITIES

Section IV THE PROPOSAL PLAN

Section V BUDGET JUSTIFICATION

Section V REFERENCES

Section VI VALUE FOR SERVICES

We are a privately held firm that has been in business since 1965. We began as a family operated business and have retained that quality today through our personal approach to management services for common interest communities. We started small and though our customer base has grown to over 215 common interest communities, we continue to place personalized, "down-home" services at the forefront. Below are some ways that we do just that:

Our Mission

Our mission statement provides the "aim star" for our provision of property management services.

We strive to provide seamless service in every realm of our responsibilities to the degree that we anticipate and address our customers' needs before they become manifest.

Our Focus

We are 100% focused on providing property management services to common interest communities. This what we do. This all that we do.

Your Customer Service

We provide the best customer service we know how -- and then we work to make it even better. We believe close links to the communities we serve are the best way to ensure that we understand our customers' needs, that we address those needs using "best practices" in the industry, and that we maintain a continuous feedback loop that encompasses all of our stakeholders. We don't just provide good customer service, we set the industry standards for customer service. Each time we meet a standard, we seek to ratchet it up to the next level.

The Technology

We are pleased to offer a strong technological infrastructure that is remotely located with a mobile interface for our customers. Efficient, timely communication is crucial to our meeting your needs and to ensuring that the components of our provision of services are effectively linked. All of our systems are digitally-based but are easy to access and to use. To keep our finger on the pulse of technological change, we maintain consultant relationships with students enrolled in communications and technology coursework at local colleges and universities. This keeps our technology development costs down and keeps us at the cutting edge of technological change that we can use to increase our efficiency and to easily communicate with community members.

Our Town Hall

Our town hall meetings are a trademark. No one else in the business of providing property management services to common interest communities opens the door this wide to regular, meaningful contact with customers and community members. The communities we create collectively deserve our best attention and unified efforts. This is what our town hall meetings are all about. The door to the town hall is always open. We encourage community members to stop by between meetings, too. Like an old fashioned country store, we like customers to drop in just to chat. We think you'll agree that some of the best ideas crop up over the "pickle barrel." We look forward to seeing you there.

SECTION II -- Proposal Summary

The purpose of this section is to provide confirmation of our understanding of the needs of the homeowners association as an environment -- as a built place -- and, further, that we understand the requirements of all components listed in the Request for Proposal, including but not limited to, the business features and technical specifications required to meet the objectives as outlined in the Request for Proposal.

We offer the following Statement of Understanding for the proposed property management services.

Proposal Objectives

As stated in the Request for Proposal, the following proposal objectives are addressed in this Statement of Understanding and in the body of the Proposal Plan. The services proposed in the scope of the plan are configured to ensure that the standards of living and quality of life are maintained in the community as outlined in the Request for Proposal. The proposal outlines the manner and method for attaining the following objectives.

Provide support for the daily needs of community residents.

Meet the documentation and reporting needs of the community for access to state funding.

Execute and co-ordinate the administrative functions of the homeowner association staff and governing board.

An outline of the combined goals and objectives of the property management plan and the annual work plan as outlined in the Proposal Plan are presented here.

Objective 1 - Provide Support to Community Residents

Property management services offered to the homeowners' association are needed to support the daily needs of the Saddle Creek residents. The provision of property management services shall include an array of administration functions, to include maintenance of the infrastructure, providing facilities for recreation, and administering an extensive network of modes of communication.

Maintenance of Infrastructure.

The property management services shall include the regular inspection, maintenance, and repair of the Saddle Creek infrastructure. This function shall incorporate a set of duties and responsibilities, many of which must be coordinated with city and county regulations and officials. The provision of maintenance services are to include both interior and exterior annual maintenance tasks, a responsive system of routines repairs as identified by community members, and periodic upgrades to residential spaces and common spaces. Additionally, maintenance of the infrastructure shall include coordination of regularly scheduled inspections by city and county public services, such as fire inspections, health and safety inspections of common areas, and road and access inspections.

Providing Facilities for Recreation.

The provision of recreation options and services for community members shall include upkeep and rotation of spaces used for recreational activities, such that community members may influence the schedule and menu of activities available within the community. In addition to maintaining the recreational common spaces, a robust volunteer program for assistance with recreational programs, community access, and service projects. A full spectrum curriculum is provided to the volunteers by property management staff that includes training about risk management, personal liability, emergency response, communication, organization, and leadership skills. A full range of recreational and leisure activities are provided by volunteers on an itinerant basis.

Administering Communication Network.

The provision of property management services shall include the establishment and maintenance of communication services for community members and the staff of the homeowners' association. These services shall include a community Website and mobile digital devices as a substantive contribution to ensuring that residents experience a rich community life characterized by information that is free-flowing, timely, and interesting. Maintenance and monitoring of the Website will be assumed as part of the provision of a communications network. The Website shall include a community calendar, a community newsletter, and a network system of e-mail announcements and notifications.

The digital platform to be provided is designed to meet both the administrative communication needs of the property management service through an Intranet, and one of several modes of communication with community residents. In order to effectively communicate with residents, the property management service will maintain a Website and a digital program that provides a platform for email communication. The property management group will, upon request, provide specialized communication systems that optimize the use of text-enabled cell phones, as well.

Objective 2 - Meet Documentation and Reporting Needs

Smart Growth and Neighborhood Conservation Initiative.

The property management firm will assume and manage all documentation and reporting needs of the homeowners' association that will enable successful application and reward under the Smart Growth and Neighborhood Conservation Initiatives. A component of this objective is to ensure grant application activities and subsequent development activities are executed on time, and that follow the annual fund-raising plans developed by the Board of Directors.

Objective 3 - Execute and Coordinate Administrative Functions.

Financial Reporting and Management Tools.

The provision of property management services to the homeowners' association shall include a system of financial reporting and management tools. The digital platform provided by the property management service shall include sophisticated capacity for generating financial reports for use by the homeowner associations' governing body and facility staff. The software shall employ best practice financial reporting and is further enhanced by color-coded analysis summaries and tracking of key performance indicators to enable quick assessment of operational status and trending. In addition, community residents will be able to access their individual homeowner accounts on this same platform within a separate system that requires login credentials.

Recordkeeping and Reporting.

The provision of property management services shall include the development, maintenance, and utilization of a comprehensive system of recordkeeping and reporting. The following duties related to recordkeeping and reporting shall be carried out by the property management service. A main database system shall be established and maintained as a repository for all resident-related information, community budget and finances, and transactions that entail vendor relationships. Training in the use of the administrative recordkeeping of the database shall be provided to homeowners' association staff.

Self-Evaluation and Accountability

The provision of property management services shall include an annual audit of the company's accounting and financial oversight. An independently owned accounting firm shall conduct the annual financial audit of the property management services company, on behalf of the homeowners' association. The Executive Vice President of the property management firm shall meet with the auditors to review the audit report and develop an action list for following up on each item to resolution. An audit report shall be submitted directly to the Board of Directors and shall include details about any findings or recommendations along with the disposition of each item.

Overall evaluation of property management. The provision of property management services to the homeowners' association shall include an overall evaluation of the property management services as outlined in the Proposal Plan. Evaluation opportunities shall be embedded in the processes and activities of the property management group. Specific reporting procedures shall be required of the local managers who attend meetings of the Boards of Directors and operations meetings with the homeowners' association officers. The property management group shall instill the importance of consistent practices that meet best practice standards.

In addition to the ongoing evaluation processes that focus on governance, the property management group shall routinely conduct 360 degree evaluations regarding the implementation of the management plan and transactions with stakeholders. The results of the 360 degree performance evaluation shall form the basis for a plan of action to ensure that the goals and objectives that are resident-facing are being satisfactorily met.

The provision of property management services shall include availability of knowledgeable expertise to homeowners' association staff for assistance with normal requests and to address emergencies. A twenty-four hour customer service center shall be made available to homeowners' association members and staff. The customer service representatives shall also act as a backup system for homeowners / association members when the association staff are conducting business out-of-the-office or off-site. In addition, an after-hours emergency service shall be available 52-weeks of the year in which two managers are designated to respond to calls on a rotating basis.

SECTON III -- Corporate Capabilities

Personnel

Nick Mazzarella

True to our family owned and operated roots, we have selected a personal account manager for your homeowners' association. Nick Mazzarella is a second generation family member -- his parents started the property management services company before Nick was born.

Nick worked in his family's business through high school, but he will tell you that he worked for his father long before that, as a window-washer, trash-emptier, lawn-mower, custodian, Christmas light stringer, part-time harvest-time scarecrow, and sometime florist delivery boy. In the summers and between semesters at the university, Nick worked for his dad, but for these gigs, Nick actually earned a paycheck, instead of soda and movie money. According to Nick's mother, he has stepped in to carry out every role outside of the business office before he earned his university degrees. After he received his MBA, Nick claims, the family wouldn't let him out of the business offices.

Nick knows the property management business inside and out. He is delighted to be your account manager and property manager for the shared interest community complex.

Nick holds the following degrees and certifications:

MBA

PCAM®

CMCA®

SECTION IV -- The Proposal Plan

A private property management service can efficaciously address the various and fundamental administrative, communication, and operational needs of a homeowners' association. A property management service can help provide a high level of seamless services that community members expect from their association. In addition to enhancing the provision of resident-facing services, a property management service acts to coordinate a wide array of administrative tasks and responsibilities. A property management service brings together the disparate interests of community residents and the many responsibilities of the homeowners' association in an effective and efficient manner. The services offered by a property management firm can be customized to the meet the demands of the locality and the unique aspirations of the homeowners' association with regard to funding and the provision of services.

Goals and Objectives of Management Plan

The goal of the management plan is to ensure that the standards of living and quality of life are maintained in the community. To that end, the following objectives are delineated:

Provide support for the daily needs of community residents.

Meet the documentation and reporting needs of the community for access to state funding.

Execute and co-ordinate the administrative functions of the homeowner association staff and governing board.

Annual Work Plan

All managers work collaboratively to develop an annual work plan and timeline for joint and singular projects, routine operations tasks, and annual inspections. The work plan includes the development of a Calendar that lists all administrative functions that have substantive impact on the property management group or the homeowners' association officers and staff, such as the development of the annual budget, preparation for the Board of Directors' meetings, financial and investment reports, an annual treasury reserve study, and a preventative maintenance schedule.

The combined goals and objectives of the property management plan and the annual work plan are presented in subsequent sections.

Provide Support to Community Residents.

A property management service would help to support the daily needs of the Saddle Creek residents through administration of an array of functions, including maintenance of the infrastructure, providing facilities for recreation, and administering an extensive network of modes of communication.

Maintenance of Infrastructure

The regular inspection, maintenance, and repair of the Saddle Creek infrastructure will incorporate a set of duties and responsibilities, many of which must be coordinated with city and county regulations and officials. Some of the more common maintenance duties include:

Inspection of smoke detectors, fire extinguishers, emergency exit plans, and fire hydrants by the local Fire Marshall.

Inspection of common areas for fire related hazards, such as obscured or blocked exits.

Inspection of common areas with food preparation areas by local health inspectors.

Provision of lawn and landscape maintenance services

Provision of interior maintenance, such as repainting of resident spaces when they are vacated or as spaces are designated for regular upgrades.

Provision of common repairs to interior spaces, both residential spaces and common areas.

Provision of common repairs to exterior building surfaces, both residential and common.

Provision of repairs to the roofs and overhangs of buildings, both residential and common.

Regular power washing of outdoor concrete surfaces.

Repair of sidewalks and walkways.

Resurfacing of parking areas and driveways.

Maintenance of a waste removal system that includes door-side pick-up for disabled or elderly residents.

Coordinate, promote, and maintain a recycling program.

Provide licensed and bonded personnel for security services for the community.

Training and oversight of maintenance and repair staff.

Providing Facilities for Recreation

Volunteer Services

The property management group operates a robust volunteer program for assistance with recreational programs, community access, and service projects. A full spectrum curriculum is provided to the volunteers by property management staff that includes training about risk management, personal liability, emergency response, communication, organization, and leadership skills. A full range of recreational and leisure activities are provided by volunteers on an itinerant basis.

Offering Specialty Discounts and Services

1. Offer membership in a discount purchasing service reserved for association homeowners.

2. Insurance coverage is offered to homeowners' association members who choose to subscribe to the volume and membership discount services.

3. Website and internet access services are substantively discounted for homeowner associations that join the discount services organization.

4. Negotiated agreements with vendors to obtain the best possible rates for trash collection, landscape services, grocery delivery, shuttle and taxi service, and on-site routine healthcare services.

Administering Communication Network

Residents experience a richer community life when information is free-flowing, timely, and interesting. In addition, residents must be kept informed of maintenance programs that may entail a measure of inconvenience, and of any severe weather advisory and warnings. Residents appreciate learning special offers, programs, or community events. In order to effectively communicate with residents, the property management service will maintain a Website and a digital program that provides a platform for email communication. The digital platform is designed to meet both the administrative communication needs of the property management service through an intranet, and one of several modes of communication with community residents. The property management group can provide specialized communication systems that optimize the use of text-enabled cell phones, as well. It is important to note that this digital platform also permit the homeowners' association to be responsive to the governing Board of Directors.

The following list provides an outline of several of the functions served through the communication network.

1. Maintenance of a community calendar with specific permissions and access.

2. Development and circulation of the homeowners' association newsletter.

3. Maintenance of a repository of documents held by the homeowners' association, including architectural guidelines, rules and regulations, handbooks, maintenance manuals, vendor agreements, financial reports, board reports, and minutes of meetings.

4. Maintenance of a community photo gallery of local events, suggested entertainment venues, and association activities submitted by residents.

5. Interpretation of Website analytics to identify needed changes, to evaluate the utility of the Website for community residents, and to establish the ROI for the digital platform.

6. Programming for regular and periodic announcements that may be automatically sent, such as reminders about community association meetings, dates of lease expiration, and scheduled maintenance.

7. Monitoring of blog related to experiences with vendors and an associated index of preferred vendors.

8. Hosting forums for discussion groups, such as the Board of Directors, the homeowners' association officers, managers, and special interest groups.

9. Assistance with customization of the Website appearance and features.

10. Establishment and maintenance of communication systems that employ text-to-speech, recorded voice, and text messages.

Meet Documentation and Reporting Needs

Smart Growth and Neighborhood Conservation Initiative

The property management firm will manage all documentation and reporting needs of the homeowners' association that will enable successful application and reward under the Smart Growth and Neighborhood Conservation Initiatives. This is a substantive undertaking that includes typical grant application activities and subsequent development activities that enable the plan to be realized. The following steps are proposed:

1. Identify projects and activities of interest to the homeowners' association that meet the Growth and Neighborhood Conservation Initiative stipulations. This step includes focus groups with residents, meetings with the homeowner association staff, and meetings with community officials.

2. Prepare the application for the Growth and Neighborhood Conservation Initiative.

3. Review the application with homeowner association staff, and submit the approved application to the State.

4. Assuming an award is granted by the State, prepare a statement of work for each major activity delineated in the grant application.

5. Ensure documentation and reporting to regulators and the governing board of the homeowners' association occurs according to the specified schedule.

6. Develop a communication plan to be used to keep community residents up-to-date regarding the plans and progress of the Growth and Neighborhood Conservation Initiative projects.

7. Develop a plan for fund development that maximizes access to continuous funding for projects associated with the Growth and Neighborhood Conservation Initiative projects, and for other projects identified and approved by the governing board of the homeowners' association.

Execute and Coordinate Administrative Functions

Financial reporting and management tools. The digital platform provided by the property management service includes sophisticated capacity for generating financial reports for use by the homeowner associations' governing body and facility staff. The software employs best practice financial reporting and is further enhanced by color-coded analysis summaries and tracking of key performance indicators to enable quick assessment of operational status and trending. In addition, community residents can access their individual homeowner accounts on this same platform within a separate system that requires login credentials.

Recordkeeping and reporting. The following is a list of duties related to recordkeeping and reporting that will be carried out by the property management service.

1. Establish and maintain the main database system as a repository for all resident-related information, community budget and finances, and transactions that entail vendor relationships.

2. Provide training in the use of the administrative recordkeeping of the database to homeowners' association staff, to include:

a. Covenant and architectural compliance

b. Delinquency can late fee processing

c. Builder / Developer Processing

d. Accounts receivable / account inquiry

e. Accounts payable and general ledger

f. Resale certificates and mortgage lender letters

g. Work orders

h. In-unit service

i. Automated lockbox, direct debit, and scanning

j. Budget processing and tracking

k. Mailing labels and voter registration

l. Utility sub-metering

3. Provide training in the use of the financial reporting system to facility staff, homeowner association officers, and the Board of Directors.

4. Provide troubleshooting and Webmaster consultation for the financial reporting system.

5. Provide training for use of the accounts receivable function to facilities staff for tracking deposits, pool passes, parking permits, and deposits for commons use by pets.

6. Provide training for use of the residents' and units files to homeowners' association staff.

Self-Evaluation and Accountability

Financial audits. An independently owned accounting firm conducts the audits of the property management services company, on behalf of the homeowners' association. The Executive Vice President of the property management firm meets with the auditors to review the audit report and develop an action list for following up on each item to resolution. An audit report is submitted directly to the Board of Directors and includes details about any findings or recommendations along with the disposition of each item. Once the database has been set up to accommodate the recordkeeping and financial analysis tasks of the homeowners' association, the following actions are scheduled.

1. Prepare hardcopies of the financial documents.

2. Schedule the audit with the independent third-party auditing firm.

3. Grant temporary access to the database and online accounts to the auditor.

4. Following completion of the audit, meet with the auditor, the homeowners' association officer, and the Treasurer of the Board of Directors to review any findings or recommendations.

5. Develop a plan of action and a report to submit to the Board of Directors.

6. In conjunction with the homeowners' association officer, execute the audit report recommendations and directives.

7. Submit a follow-up report to the Board of Directors.

Overall evaluation of property management. Evaluation opportunities are embedded in the processes and activities of the property management group. By requiring specific reporting procedures of the local managers who attend meetings of the Boards of Directors and operations meetings with the homeowners' association officers, the property management group instills the importance of consistent practices that meet best practice standards.

Specifically, a Morning After report summarizes all substantive actions taken or recommended by the Board of Directors and serves as the official documentation of board activities. This Morning After report is reviewed by the divisional manager and provides performance information about the local manager and about the operations of the property management group at the local level. These reports are a catalyst to the development of revisions to operations and to the property management plan.

In addition to the ongoing evaluation processes that focus on governance, the property management group routinely conducts 360 degree evaluations of the implementation of the management plan and transactions with stakeholders. The emphasis of this evaluation process is to ensure that a representative group of stakeholders is able to provide feedback to the property management group. The results of the 360 degree performance evaluation form the basis for a plan of action to ensure that the goals and objectives that are resident-facing are being satisfactorily met.

A twenty-four hour customer service center is available to homeowners' association members and staff. The customer service representatives also act as a backup system for homeowners / association members when the association staff are conducting business out-of-the-office or off-site. In addition, an after-hours emergency service is available 52-weeks of the year in which two managers are designated to respond to calls on a rotating basis. This ensures that knowledgeable expertise is always available to homeowners' association staff.

SECTION V - Budget and Sustainability

Line Item Budget - Fiscal Year 2011

INCOME

Assessment Income

$223,200

Total Assessments

$223,200

OTHER INCOME

46450

Interest Income

1,200

46550

Late Charge Income

46700

Misc. Income 200

47000

Reimbursement Legal Fees

8,000

Total Other Income

$9,400

Total Income All Sources

$232,600

EXPENSES

ADMINISTRATIVE

50150

Audit and Tax Preparation

$1,500

50200

Bad Debt

6,000

50700

Legal Expenses

15,000

50702

Legal Collection

15,000

50850

Master Association Dues

50900

Misc. Administrative 800

51250

Postage & Printing

2,500

Total Administrative

$40,800

UTILITIES

52050

Electricity

$15,000

52300

Telephone

7,500

52400

Water & Sewer

1,200

Total Utilities

$23,700

CONTRACTED SERVICES

53100

Cable TV

53450

Extermination

$500

53700

Lawn Maintenance

11,700

53750

Management Fee

10,000

53950

Snow Removal

23,000

54000

Surveillance Contract

Total Contracted Services

$45,2000

FIRE SERVICES

56050

System Preventative Maintenance

$1,700

56055

Fire System Monitoring

3,200

Total Fire Services

$4,900

MAINTENANCE

58100

Building Maintenance

$3,500

58480

Landscaping

5,000

Total Maintenance

$8,500

TAXES & INSURANCE

61000

Insurance

$29,000

61050

Income Taxes

Total Taxes & Insurance

$29,500

OPERATING CONTINGENCY

65200

Operating Contingency

$25,000

Total Operating Contingency

$25,000

INSURANCE CLAIMS EXP.

65100

Insurance Claims Expenses

$5,000

Total Insurance Claims / Exp.

$5,000

RESERVES

67500

Reserves Contribution

$50,000

Total Reserves Contribution

$50,000

TOTAL EXPENSE & RESERVE

$232,6000

NET INCOME / LOSS

Budget Justification -- Fiscal Year 2011

INCOME

Assessment Income

$223,200

This figure is based on full occupancy of residences and a $20 increase in the monthly dues, bringing the total monthly dues amount to $160. The figure for total assessments does not anticipate any gap months for transitions of residents, other than the customary two weeks of maintenance and preparation for new owners. Number of residences (1,452) X $160 X 12 months = $223,200

Total Assessments

$223,200

OTHER INCOME

46450

Interest Income

1,200

Interest income is based on the projected year end figure for FY 2010. The figure anticipates full occupancy with no empty units during transitions.

46550

Late Charge Income

Implementation of the email reminder system and community calendar cut-off dates makes late payments an unlikely problem. As a result, no late payments charges have been included as budge income.

46700

Misc. Income 200

Anticipated refunds, coupons, discounts from contractors and vendors. Based on FY 2010 yearend figures.

47000

Reimbursement Legal Fees

8,000

This figure includes legal fees collected from vendors, contractors, and residents, where applicable. The amount is larger than FY 2010 because some fees are collected up front as part of the new resident move-in costs. Following a year of on-time monthly dues and no other accrued fees or penalties, the monies are refunded to the resident.

Total Other Income

$9,400

Total Income All Sources

$232,600

EXPENSES

ADMINISTRATIVE

50150

Audit and Tax Preparation

$1,500

Due to some changes in fees charged and the new plan to avoid late payments, the amount dedicated to an external audit has been increased. Otherwise, charges for the audit are for preparation of the Board's Annual Review, and the customary preparation of the income tax return.