“We know neighborhood watch programs can reduce crime and ease the fears of residents, but they also pose major risks when appropriate procedures aren’t followed,” says Thomas M. Skiba, CAE, chief executive officer of Community Associations Institute (CAI). “It’s essential that those who organize and lead watch programs work with local law enforcement authorities to ensure that all volunteers understand and accept the extent and limitations of their responsibilities.”

Skiba said it’s not CAI’s place to pass judgment on the criminality of the events in Florida or the state’s stand-your-ground law. “But the horrible fact remains that family and friends now grieve for a young man,” he says. “As the father of a 17-year-old son, I can’t begin to imagine the horror facing Trayvon’s family. If nothing else, the regrettable confrontation that night reminds us that such programs must be carefully implemented and rigorously monitored.”

Skiba urges all community associations—even when a watch program isn’t managed by the association—to review procedures and to do everything possible to prevent confrontations that should be handled by police.

For communities considering neighborhood watch programs, Skiba offers the following advice:

(1) Contact the local police department for start-up support, guidance and training. Volunteers who skip this critical step can find themselves on the wrong side of the law—or worse.

(2) Seek the advice of an attorney with expertise in community association law.

(3) Create processes for recruiting only responsible volunteers who will follow all procedures.

(4) Develop methods, such as websites and e-mail, to keep volunteers and residents informed.

(5) Continuously reinforce all procedures—including do-not-engage rules for resident volunteers.

“Community associations should proceed very carefully before they decide to create or manage a neighborhood watch program or before they even formally endorse a watch program organized by residents,” Skiba says.

He says association boards considering this issue need to ask three fundamental questions:

(1) What is the extent of the association’s powers under its governing documents?

(2) Does the association have the authority to establish a community watch?

(3) What are the legal and ethical liabilities of an association-sponsored watch program?

“These questions should be answered—definitively—before board members take formal action to establish a watch program or even lend support to such an initiative,” Skiba concludes. “Communities that can’t or won’t answer these questions should drop the idea altogether.”

Community Associations Institute

Thomas Skiba

The official snow season ends on April 1, but the officials say they can make their judgment based on the forecast for above-average temperatures for the rest of the month.

The emergency-free winter of 1986-87 saw only 16 inches of snow. This season’s tally stands at 22 inches.

The city says its savings from having no snow emergencies won’t be known until the end of the year. The snow and ice control budget is about $9 million.

In the winter of 2010-11, however, snowfall of nearly 99 inches quickly pushed the city over budget and required eight snow emergencies. This season’s spending is coming in about $2.8 million below the previous winter.

In neighboring St. Paul, there was one snow emergency called this season and nine the previous winter.

Snow emergencies are declared to allow for the orderly movement of parked vehicles along curbs so crews can plow the full width of streets.

www.StarTribune.com

Paul Walsh

Aaron Dickinson made the declaration on his blog this morning. Here’s an excerpt: “The last six months have shown a dramatic turn in many fundamentals – far faster than many, including me, expected. While statistics are great, actual experiences of those on the street are still quite helpful in “taking the temperature” of the real estate market. As many of the housing statistics were showing improvement, that data was supported by the experiences I’ve had and the stories I have heard from many other agents in our market.”

Some economists aren’t as optimistic, and we’ll never really know when the market has hit bottom until it’s already happened. Even the two largest Realtors’ associations avoided making such a prediction at its annual year-end press conference last week, saying only that “the outlook is positive.”

Dickinson, who has a deep understanding of the association’s data, makes the case using several kinds of data that rising sales and falling inventory will put an end to the broad price free fall we’ve seen overall the past several years. For example, last year inventory was down almost 30 percent while sales increased 8.2 percent, according to data from the Minneapolis Area Association of Realtors. While he doesn’t expect any across-the-board price increases, he astutely notes that some segments of the market are healthier than others and could even see some price gains. Other micro-markets will continue to see declines.

www.StarTribune.com

Jim Buchta

2011 BEST PLACES TO WORK

#18 SMALL COMPANY

COMMUNITY DEVELOPMENT, INC.

BY SAM LANE

STAFF WRITER

When Community Development, Inc. employee Shelly Horton-Tuma died suddenly in December, her co-workers rallied to support each other through a very difficult time.

Horton-Tuma was a funny and lively addition to the firm, said company co-owner Chuck Schneider. The 39-year-old’s death solidified a nurturing environment in the office.

“If someone needed to leave the building and get out, they’d do that,” Schneider said. “Everyone else would step in and cover for them….[The employees] bonded.”

The spirit team members exhibited through that period is an example of what makes Community Development a great place to work, Schneider said. “As the owner, I try to create an environment where we’re encouraging, supporting, fostering positive attitudes and creativity. My view is my employees are my clients, and we have to make sure they’re taken care of as much as real clients.”

For Golden Valley based Community Development, that involves a number of morale boosting activities and incentives to keep employees engaged.

Every other Friday, Schneider lets some employees go home at 1 p.m. If they’re not meeting with clients, employees don’t have to follow any sort of dress code. The company frequently holds lunches, dessert breaks, barbecues and happy hours.

“We like to create a culture that is unique,” Schneider said. “I’ve heard so many times from employees: “I’ve never worked any place where the culture is so fun.”

What does having fun at work mean to you? “One thing I love is when I walk through the halls and hear laughter.” – Chuck Schneider, CEO of Community Development, Inc.

Schneider says he’s modeled his leadership after Tony Hsheih, the successful Zappos.com CEO. Schneider founded the company with business partner Ryan Hall 12 years ago. Community Development now has 95 full and part time employees.

The Company uses a “team style” at work that officials say encourages camaraderie. Every group of three community managers is assigned a community specialist, who assists the “pod” in day-to-day tasks.

“It’s a group that really works closely together,” said Amanda McManus, the company’s director of community management. “They end up being a team. They get to know things about other people’s properties and can brainstorm.”

The firm also has created a Random acts of Kindness Committee. Twice a month, a group of employees walks around the building in costumes for 15 minutes, blowing whistles and making noise in an effort to keep up the office’s morale. The group also will pick an employee’s name out of a hat and show appreciation for that individual for two weeks through gifts and other recognitions.

Russ Lis, vice president of client development, said the committee goes a long way in promoting the happiness of employees.

“It’s the overall atmosphere,” Lis said. “You feel like you’re working with a family. If you didn’t have to work, no one would, but it’s a good place to work. People enjoy coming to work, they enjoy talking to people, they have friendships outside of work.”

Lis noted customer service businesses can be tough, and those in the industry often liken the stress to having squirrels running around in their heads. To lighten the load, Schneider bought a stuffed squirrel, which employees pass around to co-workers who seem to be having a rough week.

So what’s Lis’ favorite part of the company? “It’s got to be the squirrel.”

Community Development’s Random Acts of Kindness Committee includes, from left, Michelle Gaskill, Aimee Adams, Brenda Clay, Jesse Dubuque, Angie Blazek (kneeling), Amanda McManus (not pictured).

This article appeared in Volume 29, Number 11 of the Minneapolis/St. Paul Business Journal on August 19, 2011, page A11.

http://www.bizjournals.com/twincities/