Barb Simser

Retired-Assisting a Manager in the Homeowner Association Industry

Show Low, AZ 85901

adzf8i@r.postjobfree.com

+1-928-***-****

Work Experience

Executive Assistant

Troon - Show Low, AZ

January 2021 to February 2022

Resort Manager

Equity Lifestyle Properties - Show Low, AZ

September 2015 to July 2017

• Responsible for the daily operation of the resort; Ensured all operations adequately staffed, stocked, and open for business during business hours.

• Ensured proper inventory operations; Control costs and minimized waste, performed inventory counts and ran inventory reports.

• Identified and worked with management to resolve departmental problems and potential problems. Financial Responsibilities:

• Assisted with ensuring the profitability of all operations and the smooth and efficient operation of all departments; Ensured each operation complies with financial guidelines and meets or exceeds all financial and operational goals.

• Ensured all accounting and security procedures were followed; Submitted AP/AR, Payroll, and Transaction reports as required.

• Recommended and implemented strategies to maximize revenues and control costs.

• Responsible for maintaining a high degree of customer service and maintaining high customer satisfaction scores; Measured quality of customer service through customer surveys and comment cards and made suggestions on customer service improvement strategies.

• Responded to customer complaints in a professional manner.

• Safety & Compliance Responsibilities:

• Knowledge of and enforcement of all company Programs and policies; Responsible for overseeing and ensuring compliance to all Environmental, Health, Compliance, and Safety Management Programs and policies.

• Responsible for ensuring compliance to all local, state and Federal regulations concerning all facilities, operations and activities.

• Responsible for proper safety procedures and facilitation of all risk management programs to promote proper staff health, safety and welfare.

Supervisory Responsibilities:

• Ensured all team members were properly oriented and adequately trained in department standards, security procedures, department operations, and safe work methods.

• Mentored and coach staff members on developing and improving skills.

• Enforced department standards, policies, and team member expectations; Performed progressive discipline, coaching and training department employees as required.

• Followed and enforced company policies including uniform and grooming standards.

• Verified payroll hours and resolved payroll issues for department personal as required.

• Other duties as assigned.

On-Site Manager/Villages at Greyhawk & Sincuidados First Service Residential - Scottsdale, AZ

December 2013 to August 2015

Successfully Managed and Administered daily operations of these Community Associations. On-Site Manager/Villages at Rancho El Dorado

ASSOCIATED ASSET MANAGEMENT - Phoenix, AZ

May 2005 to November 2007

• Maintaining the operation in a positive, effective forward path.

• Providing a high level of customer service – timely answering of phone calls, responding to emails and other correspondence.

• Answering questions and going the extra step to assist the client.

• Documenting and maintaining records

• Reviewing policy and making recommendations for policy generation and implementation procedures such as but not limited to the:

• Areas of common area rules

• Deed restriction enforcement

• Collection of assessments

• Amenity operations (pool, tennis, access, hours, guests)

• Communications, advertising, etc.

1. Maintenance of Common Areas – The manager is responsible for overseeing all aspects of maintenance on behalf of the board including:

• Knowing the common areas like the back of my hand and working closely with the relevant service providers to insure all common areas are:

• Safe

• Well maintained

• Properly insured

• Ensuring contracts for services are appropriate, competitive and perform according to specifications

• Completing special projects on time and within budget

• Ensuring services get performed within budget.

• Educating the Board ahead of time of forecasted budget overruns and given options on other ways to deal with expense variances

• Implementing effective preventative maintenance schedule

• Documenting and revising schedules when appropriate

• Knowing who does what, when, where and why and have a schedule and associated costs so that you can:

• Tracking compliance of contractual obligations

• Overseeing expense forecasting and future budgeting

• Assisting when coordinating multiple contractors to work in the same area or project

• Planning, communicating, implementing, evaluating, and adjusting accordingly 1. Provision of Common Services – The association’s governing documents; management contract; budget; and Board of Directors are the drivers for this area. • The manager needs to fully understand what he or she is obligated to do:

• The manager must understand that he or she has a moral obligation to uphold the association’s governing documents which have higher authority than any board of directors.

• Conflicts in instructions or being asked to do something that is illegal or immoral is not a contractual obligation.

• The manager has an obligation to honestly and legally perform services and should never do anything he or she feels is against the law or potentially liable to the association.

• In providing common services, the Community Association Manager is responsible for several areas including but not limited to:

• Developing or updating contract specifications to assist in bidding out contracted services.

• Managing contracted services.

• Communicating any deficiencies of services to the contractor, issues to be resolved and effects of non-resolution.

• Researching more appropriate vendors, better services, better prices (low price is not always better service), more efficiencies of services such as:

• Share services with neighboring communities to get better price.

• Share maintenance or portering contract employee with other communities.

• Reduce janitorial or other services in slow use periods.

• When possible, buy in bulk.

• For large scale evaluate hiring on-site maintenance person vs. all the paid out dollars to various general contractors.

1. Internal communications – The manager is responsible for:

• Coordinating communications amongst Board members particularly when conducted via email; summarize results and ask Board to ratify at future meeting so it is read into minutes.

• Compiling to-do and action items lists for Board, Manager, and Support Staff; with updates so all can track progress throughout the month.

• Asking for clarification when he or she receives conflicting direction or doesn’t understand the information.

• Managing Board communications point of contact(s):

• A manager should not have five different ‘go to’ or ‘take direction from’ people on the board as this can create confusion

• It is best when it can be agreed that, while the manager works with all the board members, he/she funnels his/her communication via thePresident and/or Treasurer. 1. Financial Management

• Understanding the association’s financial position

• Reading and reporting on the financial statement

• Monitoring the budget and forecasting the income and expenses monthly looking forward

• Explaining the positive and negative variances of actual vs. budget as well as recommending how to deal with cost overrun

• Managing affect accounts payable to insure invoices are paid correctly and only when services are verified, etc.

• Implementing and managing a professionally aggressive assessment collection policy that adheres to the association’s documents yet provides results

• Exhibiting sound budgeting finesse from a historical and forward thinking perspective

• Conveying adaptability, flexibility and accountability 1. Procurement of Insurance and Loans – no contract for insurance or loan should be secured without Board review and approval. However, the manager is responsible in:

• Assisting in seeking viable insurance bids, preparing the applications, etc. and presenting the options to the Board

• Recommending appointment of finance committee to work with treasurer and manager when seeking a loan

• Looking to the association documents for the authority, obligation, and requirements first.

• Knowing what maximum thresholds must be met.

• Documenting the assets in a list, with values as well as photos.

• Bringing competitive information and options to the Board in both arenas. 1. Preparation of Tax Return and Other Reports

• Ensuring that the board seeks and obtains insight and feedback from qualified, respected professionals within the Association Management industry including:

• CPAs

• Attorneys

• Reserve specialists

• Landscape architects and horticulturists, engineers, etc.

• Presenting a variety of experienced bids to the board based on his or her depth of experience and business association relationships.

• Developing and presenting a monthly manager’s report with topics including (some large scale on-site communities request weekly reports due to the high walk-in traffic issues).

• Financial report and high-level summary

• Collection report including accounts at or going to attorney

• Deed restriction enforcement including those requiring board action

• ARC including any requiring board action

• Service Contracts – summary of all contracts as well as any that have been put out for bid for board consideration

• Special requests, issues from residents or special projects

• Operational trends

• What is on the horizon for next 30-60-90 days

• Knowing the deadlines for the state and federal required reports and working with the Board and their selected vendors to insure reports are filed accurately and timely. 1. Assist the Board on Policy Matters

• Evaluating current policies to see if they:

• Comply with governing documents and state law

• Are effective or need to be updated or extinguished

• Even exist or not

• Looking at all policies with these questions in mind:

• Is it enforceable?

• Is it necessary?

• Is there a better way?

• What is the best practice?

1. Environmental Standards – The manager should work with the board to adopt resolutions based on identifying and defining different approaches to energy conservation based on the specific needs of the community including:

• Evaluating common areas for green operations such as:

• Utilize more energy efficient equipment and lighting

• Reduce schedule for exterior and landscape lighting

• Install modern timers on filtration systems

• Plan sustainable landscaping

• Looking for more ways to conserve natural resources such as water and electricity without detrimental effects to services or community curb appeal

• Implementing Horticultural practices that can reduce landfill use:

• Reduce lawn clipping waste

• Consider more natural herbicides and fertilizers

• Compost clippings and tree debris

• Re-use as mulch after it is properly cured

• Encouraging the residents to be more energy friendly and conservation minded:

• Institute a recycling program to the community

• Introduce water and electricity saving tips through newsletter and website articles

• Seek out city and county incentive programs

Developing and adopting rules and procedures to address energy conservation activities including: • Clotheslines

• Solar panels

• Street lighting

Portfolio Property Manager

Property Management Hawaii Inc. - Kailua-Kona, HI

October 2002 to April 2005

Work under the direction of the Director of Operations in meeting guidelines of Board of Directors

• Inspects community and facilities in order to determine maintenance and security needs.

• Documents, interviews and assists residents regarding complaints about direct employees and vendor staff conduct.

• Investigates and makes full report of all accidents or claims for property damage and personal injury relating to the ownership and maintenance of the common elements and operation of the Association, including damage or destruction to common elements.

• Assists in preparation of reports and insurance claims for damages to Association property, including estimated cost of repair and ensures repairs are made in accordance with the Board of Director’s approval.

• Prepares for and attends Board meetings, Annual meetings, or special meetings of the Association and its homeowners.

• Provides monthly management report to Board of Directors with recommendations, as appropriate, to enhance community appearance values, and promote harmony among residents.

• Assists in monitoring compliance with rules and regulations of the association.

• With prior Board of Director approval, creates service contracts, contracts for furnishing of landscape maintenance, janitorial and maintenance services, water, electricity, gas, telephone, pool maintenance, exterminator service, repairs or reconstruction of structural improvements, preventative maintenance, and such other services deemed to be in the best interests of the Associations and necessary in order to administer the Association in a first class manner in accordance with the Declarations.

• Solicits bids or maintenance and construction projects and participates in the selection of contractors and vendors.

• Assists in the preparation of the annual reports and budgets for the associations assigned.

• Processes and tracks all architectural requests by homeowners.

• Reviews and approves time sheets for all direct employees, if applicable, and reviews vendor invoices before payment.

Qualification/requirement:

• Strong communication and organizational skills

• Detail oriented

• Excellent time management

• Customer Service Skills

• Ability to prioritize

• Excellent verbal and written skills

• Ability to multi-task and produce exceptional results from vendor contracts

• Must represent the organization in a positive and professional manner

• Works well in a team environment

• Able to work with a diverse group of people

Experience/Training:

Associate degree; or equivalent from a two-year college or technical school; or 3 or more year’s related experience and/or training; or equivalent combination of education and experience. Physical Demands:

40 hour work week typically 8:00 A.M. – 5:00 P.M. Monday through Friday. Work week may require after hours and weekend work/meetings and the ability to respond to on-call requests to respond to emergencies.

Safety Hazards:

Minimal. General office working conditions.

Will involve travel to sites, with exposure to normal safety hazards associated with traveling in conjunction with property management.

This job description does not list all the duties of the job. Owner/President

G&B Simser LLC - Keauhou, HI

April 1996 to April 2005

Portfolio Community Manager

Caretaker HOA Management/Brown Management - Mesa, AZ March 2008

Education

Associate in General

Pasadena City College - Pasadena, CA

Skills

• Microsoft Office (10+ years)

• Microsoft Outlook (10+ years)

• Osha

• Site Safety

• Onsite

• Accounting

• Financial Reporting (10+ years)

• Asset Management

• Accounts Payable

• Property Management

• Budgeting

• Financial Analysis

• Journal Entries

• Forecasting (10+ years)

• Payroll

• Account Reconciliation (10+ years)

• Office Management (10+ years)

• QuickBooks (10+ years)

• Bookkeeping (10+ years)

• Accounts Payable (10+ years)

• Accounts Receivable (10+ years)

• Proprietary Accounting Software (10+ years)

• GAAP

• Financial Statement Preparation

• General Ledger Accounting

• General Ledger Reconciliation

• Business Analysis

Assessments

Attention to Detail — Proficient

December 2019

Identifying differences in materials, following instructions, and detecting details among distracting information.

Full results: Proficient

Creating Presentations with Microsoft PowerPoint — Familiar December 2019

Knowledge of Microsoft PowerPoint tools and features. Full results: Familiar

Indeed Assessments provides skills tests that are not indicative of a license or certification, or continued development in any professional field.

Groups

Community Association Institute

April 2005 to June 2015

Community Associations Institute (CAI) is an international trade association and special interest groupheadquartered in Falls Church, Virginia, with more than 60 chapters in the United States[1] that asserts that it provides "education and resources to the volunteer homeowners who govern community associations", and provides petitions for legislative and regulatory beneficence for its members.[2] Since CAI was founded in 1973, the organization has sought to be the people that build and service common interest developments (CIDs), in order to become a significant force in interest group politics in many states. According to Evan McKenzie, they are dominated by lawyers and property managers that have shaped legislative and judicial policy making to prevent meaningful regulation of CID activity,[3] and to keep the discourse on such matters largely private.[4] In the absence of legislative regulation or oversight perceived as meaningful to their objectives, the idea of residential private government took the shape advocated originally by developers through the Urban Land Institute and the Federal Housing Administration, and later, by lawyers and property managers, through CAI.[5]

Over the decades, CAI has worked to address concerns raised about the development industry by critics, such as, about professor McKenzie. Board and manager training classes and national certifications for core competency have been developed. Led initially by community managers Bill Overton and Rob Felix, over the last 20 years in particular, the Institute has shifted its primary focus from tasks related to asset management to creating a process that "Builds Community" and delivers positive customer service. McKenzie has been invited to participate in dialogue on this philosophy shift on more than one occasion.

Arizona Association of Community Managers

August 2005 to July 2015

CAAM Certification ProgramProfessionalism, accountability, and education are of utmost importance to credibly and capably represent the tens of millions of dollars of real estate throughout Arizona. To that end, AACM developed its Certified Arizona Association Manager (CAAM) Certification Program. CAAM and CAASP are Arizona-specific designations under the CAAM Certification Program signifying that a manager or community management industry professional is trained to address community association management issues specific to our climate and laws particular to our state. Additional course completion and testing requirements in the areas of essential management principles and ethical business practices round out the CAAM Certification Program curriculum, ensuring that community management professionals are comprehensively prepared to represent the values of Arizona’s communities and homes.

Continuing Education Units, or CEUs, support the CAAM and CAASP designations by enhancing the professional education of those professionals who have completed a designation under the CAAM Certification Program through elective courses developed by AACM and approved by our Professional Standards Committee.

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