14 Aug 2008 FLCAJ

ceanwalk Condominiums at New Smyrna Beach is a growing development which currently stands fourteen communities strong. Each individual association consists of 33 units with its

own board of directors. Developer Franco Silvestri is still building in thecomplex and is in charge of the master association, which maintains thepools, landscaping, clubhouse, and two condominium buildings. Heplans to continue building another five buildings of condominiums, withthe possibility of an additional commercial building on the 75-acre site.

O

Oceanwalk’s Keith Ginsburg

by Kathy Danforth

A “Supernatural” Manager

FLCAJ Aug 2008 15

Since December 2007,Keith Ginsburg of SentryManagement has been incharge of twelve Oceanwalkassociations, after managingsix of them (with additionalproperties) for over threeyears. This was where hestarted property manage-ment, though Keith says,“I’ve been in management allmy life so this goes hand-in-hand with all my past expe-rience.” Though the detailshave changed from his expe-rience as a catering conven-tion service manager andbarter business owner, thebasics of managing haveremained the same. “I lovedirecting people to get the jobdone,” Keith explains. “Mostof the time, I don’t feel like I go to work. I really enjoywhat I do and my attitudeshows it. Everybody knowsme as ‘supernatural’—because whenever anybodycalls and says, ‘How areyou?’ I say, ‘Supernatural.’”

Keith says, “I really enjoythe property that I have tothe extreme that I feel like I live there, even though Idon’t. But I’m on call 24 hoursa day, 7 days a week, andthat’s the fun part for me. Iam only a phone call away.”

The individual condo-miniums are 1700–2000square feet and Keith saysthe size of the units and themultitude of amenities dis-tinguishes Oceanwalk fromsome of the older commu-nities in the area. The siteoffers an exercise room, apool with decks and walk-way, a poolside spa, tennisand shuffleboard courts, abasketball hoop, a barbequearea, and a clubhouse. Cur-rently, construction of a new

16 Aug 2008 FLCAJ

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$1.5 million clubhouse is under-way. Keith says, “A theater room,offices, and an exercise room willbe on the second floor. The wholefirst floor will be a common areawith a plasma TV and a fireplace—a real social gathering place. Italso has a bocce area.”

Keith explains, “It is a gatedcommunity in the aspect that when you drive up there is a gatewhere you have to put in a code.All the buildings have a garagegate with underground parkingand there are four doors aroundthat are all locked with keyaccess.” The master associationhas two security personnel, andthe developer has decided to add a guardhouse.

Though each building has itsown board of directors, they joinforces on common issues. “Thelandscape committee and the socialcommittee are intertwined withmembers from the different asso-ciations,” says Keith. The socialcommittee coordinates monthlySaturday morning coffees, cruises,cookouts, and parties, which aretypically very well attended.

The landscape committee isnewly-formed and will have re-sponsibilities regarding protection

FLCAJ Aug 2008 17

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of the estuary behind the building as well as the usual groundsmaintenance. This is a plus, though, as Keith explains, “The land-scaping is unique. They’ve kept native plants as much as theycould, and the property backs up to the wetlands.” This provides a view of natural surroundings out the back, and the ocean is visible between buildings across the road to the front.

Since the twelve associations have just recently been united withthe same firm, Keith says, “I think the buildings will start gelling asa community even more than it has now that there is one manage-ment company on board. I think the management company canbring everyone together as one community speaking with one voice.That’s my goal, that we’re all speaking with one voice together.”

“Now that we have twelve buildings,” says Keith, “we’re look-ing at economy of scale. We’re looking at reducing telephone costsand pest control costs by combining contracts. By going togetherfor a group discount, we’re looking at getting a better rate for trashpick-up, and cable television versus satellite television. SentryManagement is looking at having insurance for all the condomin-iums they manage, and that’s going to save them about 20 percent. I implemented pre-pay monitoring for the fire alarm system anddifferent things to give them a discount of about five percent.”

“We are starting to feel the effect of the foreclosures,” commentsKeith. “Most of the newer condominiums were purchased with the purpose of renting or flipping [reselling], and we’re getting ahandful of people that are being foreclosed on. Obviously, it’s reallyimportant to the associations to have units occupied and payingmaintenance fees.”

One new management issue for Keith is understanding the home-owner versus renter strain and what the needs of both are. Keith says,“The community is a 50/50 split between renters and permanent res-idents. As with all communities, there’s a concern about the rentals.We’re trying to bridge that gap. The owners don’t feel that the renterstake responsibility for the property like they do. And of course they

18 Aug 2008 FLCAJ

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don’t—they’re on vacation.”Once the associations are allturned over by the developer,they may consider the optionof handling all rentals inter-nally by a division of themaster association if the governing documents can be satisfactorily amended.

Because the people busi-ness was already familiar,Keith says, “My biggest chal-lenge has been developingthe preventive maintenanceprogram and learning thebuildings.” This has involvedlearning the when and howof various tasks, and thenkeeping track of the sched-ules for all twelve buildings.Keith enumerates some oftheir tasks: “We clean andlubricate roof fans; we lubri-cate locks and anything thatmoves; we check the firepump for oil, water, andantifreeze. I spend quite a bit of time researching betterways to do what we do. Forexample, we’re always tryingto look at new and betterproducts for our fire alarmsystem. And living acrossfrom the beach, we’re alwayslooking for new lubricants.”

Keith’s advice for a newmanager is, “Don’t be afraidto take your own initiative.The most important part ofbeing a manager is to takeinitiative and make thingshappen. I love to see results;that’s why I love this business.”Though Keith says, “Myenthusiasm sometimes getsin the way of the details,” hisconclusion is: “Most boards arewaiting for your direction—that’s what you’re hired for.”Keith loves the challenge forhimself, and Oceanwalk canenjoy the fruit of his enthusi-asm in getting things done!