A Quick Look at Management of Complexes
The Pool People Ltd are full committed to Complex Management in the Paphos region. From Polis to Paphos and Coral Bay/Peyia area. For some, we provide pool and garden services only; for others, the ‘’full monty’’.
Just a quick thank you for the great service you have been providing to us over the past year or so. We have had great feedback from the residents on how well the pool is now being maintained since it was taken over by yourselves
In every Complex Management scheme we help with the process to acquire pool licences (where applicable) and ensure our PHTA (Pool & Hot Tub Alliance), formerly known as the NSPF CPO pool operatives are fully trained first aiders. This is vital for cleaning pools on complexes. Like a Lego set, services can be added-on. Though our experience is that it’s always healthier to have one supplier accountable for all elements of the service!
General information about Complex Management
Whilst this note isn’t by any means a complete guide to management of complexes, it serves only to highlight some key areas.
01. Chairman and Committee
Complexes need a named person to act as Chairman or Leader of the committee or management team. This person and team, should be democratically elected by all owners on site (or a majority) and will provide the leadership/management of the business of the complex. The role of Chairman or committee member is often a thankless one BUT is required to ensure that all service providers/financial institutions/suppliers and owners have a point of contact.
02. Business of the Complex
The Chairman and Committee will ‘create’ the working agreement for the complex – a memorandum or articles of association . These should cover all aspects of the complex and its upkeep, including the finances of the committee. It is recommended that all owners have a copy of these and that any process of eg complaint or input, is written in the Mems/Agreement.
03. Cost of running a Complex
There are many elements which make up the costs of running a complex. These include ( but are not limited to):
- Public liability insurance for all communal areas
- Payment of communal utilities
- Payment of upkeep of pools/spas
- Cleaning of the communal areas
- Upkeep of lifts
- Cleaning/management of septic tanks
- Cleaning of rooftops/pigeon waste
- Renewal of any signage
- Contingency for repairs to eg paintwork/woodwork/roadways
- Purchase of consumables for communal toilets/showers
- Payment to the Chairman and committee (if payment to be made)
- Payment of any admin for debt collecting (if applicable)
04. Provision of Utilities
The utilities providers will require one or two guarantors from the Committee for the provision of services. Such guarantees can be undertaken in the name of the complex committee and only in place as long as such organisation exists/is viable. Guarantees can be withdrawn if funds are not in place. (Legal advice recommended).
05. Collection of Funds
It is recommended that smaller complexes collect their own funds via the Chairman or named treasurer. This will keep the cost of running the complex, to a minimum and eliminate the need for a third party involvement. It is recommended that funds are paid to the complex, min quarterly in advance so the complex committee are able to function and pay suppliers responsibly and with confidence.
However, many complexes find it very helpful and healthier to have an independent party, such as an accountant or Company, collect the funds and manage them accordingly.
06. Due Process
It is recommended that a clear process of communication with the Chairman and committee is in place from the beginning with timeframe and method of response, built into this to ensure smooth running of the complex and peace of mind for the Chairman, committee and all owners
07. Contingency Fund
It is recommended that the annual fee payable by all parties, is slightly higher than the running costs, to allow a fund to be built up from which the monies can be used, with the appropriate approval, for eg repairs/renewals.
08. Handover of Complex
A clear, professional handover from one party to another should be undertaken in the presence of a named person from the Complex. Any faults/problems or concerns should be voiced by the named person at this stage and noted by all parties, with the exiting management team advising on the course of action to address the problems or the compensation to allow the new company to address the problems.
Is key. Communication between the Chairman, committee and management company/suppliers – and between the owners and Chairman/committee and management team
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