Living & Managing in a 55+ Community

It is not a great idea to generalize, certainly not about 55+communities. After all, to be eligible to live in one, only one resident has to be over 55, the others can be any age over 18. But there are characteristics of these communities which make them unique. Let’s look at them from both a resident and manager perspective.

RESIDENTS IN 55+ COMMUNITIES
Residents may or may not stay at home or still be working. Many older residents continue to work either from home or travel regularly to full or part time work. Others may be retired and tend to stay closer to home. There is probably a mix of technical abilities in 55+ communities. Some residents are proficient in the latest technology. Unfortunately, a considerable number of others are good at some functions but not everything that may be used by management.

From a social perspective again, there is a diverse variance. Some residents have active social lives with friends, their families, or within organizations. There are others that do not as the song goes “get around much anymore.” Their social circle is the community or perhaps even just the immediate neighbors. People who once had a rich social life based on their work may find themselves limited or even frustrated. All of this has a direct impact on management.

55+ communities do have some very common traits. The people living there often come from homes that were not in a common interest community. Associations are somewhat new to them as are the rules and regulations. They may not fully realize they are giving up some freedom for the benefits of an association. In 55+ communities the residents see everything and talk to their neighbors about what they see. This is especially true of the large number of walkers who have the time to notice anything in the community or around homes. Small things may tend to irritate residents, and they let the manager know about what they are. Residents who are/were used to getting things done immediately may be frustrated if action is not taken quickly.

COMMUNITY MANAGERS IN 55+ COMMUNITIES
Community managers in 55+ communities are in a different situation than managing just a regular association. On top of the ordinary work of governance, finance, maintenance, and administration, there is the added complexity of a different social clientele. A good manager will understand all the features of the community and the intricacies of individuals who are over 55.

Like a regular community, 95 percent of the issues come from 5 percent of the residents. Because residents have more time, they tend to take up more of the manager’s time. It is difficult to say no, or you are busy when someone just wants to talk to you, and this is an important daily interaction for them. It becomes an art in managing these situations.

Successful managers understand this and take concrete steps to mitigate issues. Repetitive communication is a key facet in managing a 55+ community. Make clear what the office hours are and keep to it. People love to send emails; some managers get well over 100 per day. A good manager will respond within a reasonable time frame to address whatever comes up – do not deviate. Whatever is happening, let the residents know well in advance. For example, a standard communication explaining that trash and recycling will be delayed this week, what the landscapers are doing, or that there will be inspectors walking around will cut down on emails, calls, or residents dropping in to make a report. Another example, every time there is a windy day, remind residents to tie down loose objects or keep an eye on their trash receptacles. To get the regular work of management accomplished, communicate then shut the door or work from home as required. Meet residents by appointment or during office hours. As long as everyone knows what the expectations are – it works.

As for the board of directors, they all are volunteers and do not necessarily get around the community regularly. Managers should write a weekly report on what happened and what is planned. The manager serves as the eyes and ears of the community for the board. If it can be arranged, meet the board president on a weekly basis for an hour or so. At this time, private work and social issues can be communicated, and the manager can get directions on what the board would like done. The board or president also can intervene with residents above and beyond what a manager can do. Boards or residents have to realize that managers are there to work, not to be friends during working hours.

It is the same in all communities, but trust is even more crucial in 55+ communities. If residents feel they know what is going on, they tend to leave the manager free. They will also notice that the manager takes care of even the little things, they will then talk to their neighbors. Residents who may take up a lot of time will feel good even if their interaction is kept short; they may just want some recognition. There are differences in a 55+ community but in the end both residents and managers are people. Respect, communication, and trust lead to successful relations and community.