For the most part, the roles and responsibilities of a Community Manager are consistent across association management companies. That is why it is very common for companies to recruit Community Managers from their competitors. The role is largely transferable: a manager may need to get familiar with their new company’s software (there are about six platforms currently in use) and learn the nuances of how that company operates, but their day-to-day work and how they interact with owners and boards remain fairly consistent.
The best way to explain what a Community Manager does is to walk through the role in roughly the order they would approach it when taking on a new community.
How Does a Manager Get to Know a New Community?
Every common interest development is unique because its governing documents are written specifically for that association. Over time, those documents may be amended by future boards or superseded by legislation passed at the state level. A new manager will read and review the CC&Rs (Covenants, Conditions, and Restrictions), bylaws, meeting minutes, a community matrix if one is available, and any amendments made since the association’s inception.
The next document to be reviewed is the reserve study. The reserve study outlines every amenity and common area item the association is responsible for repairing now or replacing in the future. A community with low reserves, particularly one that is 20% funded or less, reflects poor financial health. It is not the Community Manager’s job to fix this; that is the board’s responsibility, but the manager needs to understand the current financial constraints or opportunities the board is working with. An association with healthy reserves may make more discretionary decisions, such as updating or beautifying the common areas. A community with little in the bank does not have that option.
A Community Manager must also be able to navigate the association’s finances. This means reviewing the balance sheet, profit and loss statement, and annual budget to identify any significant gaps between projected and actual expenses. Each community has its own vendors, and while the manager does not have authority to change them, being familiar with those vendors helps when issues arise and cooperative problem-solving is needed. Beyond the financials, the manager should understand the personalities of the board members and how they prefer to be managed. Some boards are controlling and primarily want compliance. Others want the manager to take a more hands-on role and help facilitate meetings. A good manager knows how to adapt.
What Does the Annual Calendar Look Like for a Community Manager?
State law requires every HOA to comply with the Davis-Stirling Act, the foundational rules governing all California associations. Part of the manager’s role is keeping the board on track with these obligations throughout the year. Key annual requirements include:
- Registering the association’s nonprofit corporation with the Secretary of State every two years.
- If the board collects more than $75,000 annually, auditing their financials before filing tax returns.
- Conducting an annual election in strict compliance with election laws. If the election is not properly carried out, decisions made by the resulting board may be unenforceable.
- Completing a reserve study before the following year’s budget is finalized and voted on. Every third year, a reserve study specialist must conduct an on-site inspection. In the other two years, a desk review is sufficient.
- Mailing the annual disclosure, including the proposed budget, to every owner.
What Are a Community Manager’s Monthly Responsibilities?
Some boards meet monthly, others quarterly, and a few meet less frequently. Regardless of the schedule, the manager must create and post an agenda before each board meeting so all owners can see what will be discussed and what votes may be taken. Each board member receives a packet with the information needed to make informed decisions, typically including monthly financials, a delinquency report, vendor payment records, prior meeting minutes, and anything relevant to the agenda.
After each meeting, the manager documents the board’s decisions in meeting minutes. The manager also conducts regular on-site walkthroughs to assess the condition of the community and note any owner violations of the governing documents.
What Other Duties Does a Community Manager Handle?
Beyond the calendar and monthly tasks, Community Managers handle a range of additional responsibilities. When the board requests bids for a new vendor or an upcoming project, the manager gathers and presents those bids. If a project moves forward and is large in scope, the manager may coordinate it directly. For very large projects, they may work alongside a dedicated Project Manager hired by the board.
Community Managers also field owner complaints and serve as the enforcement arm of the board, applying the association’s rules and regulations consistently. They are expected to stay current on changes to the Davis-Stirling statutes and keep the board informed of any new laws that affect the community.
What Can You Expect to Earn as a Community Manager?
In California, Community Managers typically earn between $60,000 and $90,000, with benefits that often include medical insurance and retirement plans. Some companies allow managers who hold a real estate license to work as independent contractors remotely. Most Community Managers are exempt employees, meaning they are not paid for overtime and may work weekends and evenings, which is when most board meetings take place.
Skilled Community Managers are in high demand, and the role is widely considered to be relatively insulated from AI disruption, given how much of the work depends on relationship management, judgment, and on-the-ground knowledge of each community.
