CAI-NJ February 2021

varied that it deserves an article of its own. This article will only touch upon the manager’s role as it relates to dealing with the other members of the project team. The manager is the center of the project team and must guide the board through the project. The manager will also work with the professionals and consultants on the team to coordinate their efforts. The manager should control, or at least be included on, all communica- tions with team members. All commu- nication between the board or commit- tees and the team’s professionals and consultants should flow through one “gatekeeper”, typically the association’s property manager. If the team members are receiving communications from mul- tiple sources, they may get conflicting directions, which may not reflect the consensus of the board. In addition, the board may be shocked when they receive a large bill for professional time spent responding to multiple phone calls and/or emails from various board and committee members. Engineer or Architect Most larger construction projects will require an engineer or architect to assist the association with technical aspects of the project, material selec- tions, compliance with building codes and preparation of specifications. The engineer/architect must be able to work closely with management and the board to help clearly define the needs, goals, details and budget for the project. In this phase of planning, budgets must be discussed among the project team. This information should be recorded in a project outline. Once the project is outlined, the CONT I NU E S ON PAGE 28

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