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Board Governance Review: November 2026 Edition – Why Can’t We Be Friends?

Fri, 30 Oct 2026 19:28:18 GMT

Board Governance Review – November 2026

Dear Board Member,

You agreed to serve your community. You probably did not expect that service to make a trip to the mailbox uncomfortable.

Yet when disagreements become personal, the effects can follow you beyond the board meeting. A familiar face becomes someone you would rather avoid. An ordinary question brings an immediate feeling of “Here we go again.” Gradually, serving the community can begin to interfere with enjoying it.

This November issue asks, “Why Can’t We Be Friends?” The title is lighthearted; the challenge behind it is real. Directors must make difficult decisions, sometimes disappoint their neighbors, and still live alongside the people affected.

We do not have to become friends or agree on every outcome to work together respectfully. But we do need to recognize when frustration is shaping our judgment—and when our own responses may be making a difficult situation harder.

My hope is that this issue helps you approach those moments with greater confidence: understanding what needs attention, protecting participation, explaining decisions clearly, and knowing when to establish a boundary or repair a mistake.

You cannot control every reaction to your leadership. You can help create conditions in which concerns receive fair consideration and disagreement leaves room for another conversation.

Thank you for the time, thought, and personal energy you give to your association. You deserve to feel comfortable in the community you work to care for.

Be well,

Doug

Upcoming Events

Condominium Board Member Certification

New Condominium Board Member Four-Hour Education Certification

DBPR Required Four-Hour Certification Course for new Condominium Association Board Members Subject to Florida Statute 718 – Presented by Doug Jenkins

November 4, 2026 01:00 PM – Registration Required

https://us02web.zoom.us/webinar/register/WN_XGrjw6ikQTCugH32_F5-qg

Homeowners’ Association Board Member Certification

New Homeowners' Association Board Member Four-Hour Education Certification

Four-hour certification course for new homeowners’ association directors under Chapter 720, Florida Statutes – Presented by Doug Jenkins

December 9, 2026 01:00 PM - Registration Required

https://us02web.zoom.us/webinar/register/WN_uNTEMErkQJid-IbAjy6UxQ

DBPR/CTMH Provided Board Member Certification

November Calendar:

https://www2.myfloridalicense.com/condos-timeshares-mobile-homes/event-calendar/#november-2026

On-Line Self Paced

The Division now offers a free, self-paced asynchronous Board Member Certification course for Condominium Association and Homeowners’ Association board members. Complete the course at your convenience with the ability to pause and resume the course, and satisfy the statutory board member education requirement through this online training. This course is self-paced and asynchronous, meaning you can start and stop as needed, complete the training on your own schedule, and are not required to attend a live class or participate at a specific time. To access the course, you will be required to create an account and verify your email address before beginning. Once your account has been created, you may log in at any time to complete the course at your own pace.

https://myfloridalicense.aomlms.com/login

When Did Our Neighbors Become Our Opponents?

How accumulated frustration changes what boards hear—and why recognizing the pattern matters.

By Doug Jenkins

At first, she was the owner who asked about the landscaping contract.

The board explained that the contractor had staffing problems. A month later, several areas still looked neglected, and she asked again. This time, a director reminded her that the board had already addressed the subject. She responded that explaining the problem was not the same as fixing it.

At the next meeting, she arrived with photographs.

Before she raised her hand, someone at the board table thought, Here we go again.

Somewhere along the way, the relationship changed. The board began expecting criticism. The owner began expecting dismissal. Now, even a reasonable question could sound like an accusation, and a reasonable explanation could sound like an excuse.

When did a neighbor become an opponent?

The History Enters the Room First

Directors bring more than the agenda to a meeting. They bring memories of previous exchanges, disputed decisions, and hours spent addressing concerns that never seem to be resolved.

Owners bring their history, too.

An owner remembers being promised an update that never came. A director remembers providing three explanations and receiving another lengthy email. Each believes the other has failed to listen.

Eventually, that history begins shaping the conversation before anyone speaks.

“Why did the cost increase?” becomes, in the director’s mind, You don’t know what you’re doing.

“We reviewed several options” becomes, in the owner’s mind, We have already decided, and your opinion does not matter.

People begin responding to the motives they suspect rather than the words they hear. The original issue acquires another layer: what each person believes the exchange reveals about the other.

How the Pattern Reinforces Itself

Once those expectations take hold, people start looking for confirmation.

The director notices the owner’s sharp tone but overlooks the unanswered question. The owner notices the director’s impatience but discounts the information provided.

The board offers a shorter response because previous discussions have been exhausting. The owner becomes more forceful because a shorter response feels dismissive. Each reaction strengthens the other person’s expectations.

Neither side needs to intend that result for the pattern to continue.

From the board’s perspective, the owner has become increasingly difficult. From the owner’s perspective, the board has become increasingly unwilling to engage. Both may accurately describe part of what is happening while missing their own contribution to it.

Recognizing this cycle gives directors a chance to evaluate the next concern without automatically repeating the last exchange.

Notice When the Person Replaces the Problem

One warning sign is the language used among directors.

“She complains about everything.” “He just wants attention.” “That group will never be satisfied.”

These descriptions may grow out of frustrating experiences. They also make it easier to dismiss the next concern before examining it.

The shift can be subtle. An email receives less attention because of its sender. Photographs are treated as an attempt to embarrass the board rather than possible evidence of a condition. A request for an explanation is interpreted as a challenge to the directors’ authority.

There may be genuine problems with an owner’s conduct. Those problems still need to be distinguished from the merits of the matter being raised.

A difficult person can identify a real problem. A diligent board can overlook something important.

Why Directors Should Pay Attention

An adversarial pattern can reduce the quality of the information reaching the board.

Owners may stop reporting concerns because they expect an unpleasant exchange. Directors may become reluctant to ask follow-up questions because they fear prolonging an argument. Other residents may withdraw from meetings, leaving fewer voices involved in community decisions.

The board can then begin mistaking a quieter room for a more satisfied community.

The pattern also consumes attention. Time that could be spent evaluating a proposal goes into anticipating someone’s reaction or rehearsing a defense. A practical question becomes a test of whether the board will “give in.”

Directors need enough distance from that contest to exercise judgment. The relevant question remains what the association should do about the matter before it.

Give the Next Conversation a Different Beginning

The next encounter offers a chance to interrupt the pattern. Begin by asking yourself:

Am I addressing this concern, or reacting to my history with this person?

That pause leaves room to hear something you might otherwise dismiss. A question you believe was answered may reveal an information gap. A familiar complaint may concern a condition that remains unresolved.

The practical articles in this issue explore how to respond. The leadership choice comes first: give the current concern a fair hearing before allowing the previous encounter to determine its outcome.

Leave Room for a Different Result

Some disagreements will remain. Directors may need to uphold an unpopular decision, and some behavior will require firm boundaries. Recognizing an adversarial pattern does not remove either responsibility.

It does help the board avoid treating every exchange as another round in an ongoing contest. The upcoming webinar, When Did Our Neighbors Become Our Opponents?, explores how everyday disagreements become community divisions—and how boards can change the pattern. That work begins in the small moment between hearing a familiar voice and choosing how to receive it.

Can we disagree with this person today and still leave room to work with them tomorrow?

What Is Behind the Complaint—and What Will Address It?

By Doug Jenkins

Identify the concern, then match the response to the problem.

“Cancel the project.”

One owner may be worried about affording the assessment. Another may question how the contractor was selected. A third may depend on an entrance that will be closed during construction.

Each could make the same demand for a different reason. Explaining why the project is necessary may leave all three concerns unresolved.

Before deciding how to respond, directors need to understand what the requested change would accomplish—and what kind of work could appropriately address the concern.

Start With the Requested Outcome

Owners often approach the board with a proposed solution: remove the tree, replace the vendor, waive the charge, reverse the decision.

The request identifies their preferred outcome. It may not explain the condition or experience that produced it.

A useful question is:

“What would this change resolve for you?”

A request to remove a tree might involve falling limbs, roots near a walkway, pool debris, or an obstructed view. Those concerns require different evaluations. The board should not assume that the requested solution is the only available response.

Nor should directors substitute their own explanation of the owner’s motives. Describing a complaint as “really about money” can close the inquiry before the board understands it.

Listen for the specific difficulty, then determine which response fits.

When the Concern Is Cost, Separate Understanding From Affordability

“This is too expensive” might mean the owner does not understand the price, doubts the value received, or cannot absorb the expense.

If the owner believes the proposal includes work that is unnecessary, the board may need to clarify scope and examine that claim. If the concern is personal affordability, another explanation of contractor pricing will accomplish little.

Match the response: Verify the financial information being questioned. Where individual payment concerns are involved, direct the owner to an appropriate private channel to discuss any available arrangements under applicable requirements and policy.

Understanding financial hardship does not determine whether necessary work should proceed. It does help the association respond to the actual difficulty without publicly speculating about someone’s finances.

When the Concern Is a Persistent Condition, Verify the Result

An owner repeatedly reports standing water near a walkway. Management issued a work order, and a vendor visited. The condition remains.

The board may see completed administrative steps. The owner sees an unresolved problem.

Match the response: Establish responsibility, investigate the cause, assign corrective work, and verify whether the result addresses the reported condition.

A reassuring explanation cannot substitute for inspection or repair. Before closing the matter, confirm what changed. If the association determines that no work is warranted, that conclusion should follow an actual evaluation.

The reasonable outcome is tied to the condition—not merely to whether someone responded to the complaint.

When the Concern Is Fairness, Examine the Comparison

“Why were they allowed to do it?” may identify inconsistent treatment. It may also compare situations with meaningful differences.

The board needs to establish which is true before defending the outcome.

Match the response: Compare the relevant facts, standards, approvals, and circumstances. Identify the basis for different treatment or review an inconsistency that cannot be justified.

A statement that the board has authority does not answer how that authority was exercised. Likewise, referring to an earlier exception without examining its circumstances may create a misleading precedent.

The reasonable outcome is a decision the association can explain using relevant distinctions and a consistent standard.

When Preferences Compete, Establish Decision Criteria

Some owners want more shade around the pool; others want unobstructed sun. Some prefer a natural landscape; others favor a closely maintained appearance.

Further discussion may clarify the preferences without reconciling them.

Match the response: Identify who has authority to decide and establish criteria for comparing feasible options. Depending on the subject, those criteria might include cost, maintenance, accessibility, safety, and consistency with an approved plan.

Consider a trial where it is affordable, reversible, and within the association’s authority. Where a trial is impractical, the board may need to make a lasting choice despite divided preferences.

The reasonable outcome is a defensible decision through an appropriate process. Universal satisfaction may be unattainable.

When Uncertainty or Inconvenience Drives the Objection, Look for Useful Adjustments

An owner opposing construction may be worried about losing access to a parking space, accommodating home-care visits, or living with an unknown completion date.

The project itself may need to proceed. Its implementation may still allow adjustments.

Match the response: Identify the practical effect on the owner. Determine whether sequencing, access arrangements, coordination, or better scheduling information could reduce the difficulty.

Where uncertainty cannot be eliminated, explain what is confirmed, what remains undecided, and when further information is expected.

The reasonable outcome may be an owner who still dislikes the project but can plan around it.

When Distrust Has Become Part of the Problem, Restore a Workable Channel

An owner may reject information from a particular director, question every update, or repeatedly return to past treatment. The original complaint may now be accompanied by a damaged working relationship.

First check whether an unresolved commitment or unanswered concern justifies that distrust. Do not label a continuing service failure as a personality conflict.

Match the response: Address any unfinished obligation and consider whether a neutral contact or facilitated conversation could improve future dealings. Provide a dependable channel for necessary association business.

The reasonable outcome may be functional communication rather than renewed personal trust. A specific mistake may also require acknowledgment and repair.

When a Formal Process Applies, Route the Matter Correctly

A records request, proposed enforcement action, accommodation request, insurance claim, or legal dispute may involve particular procedures, responsibilities, or deadlines.

Match the response: Identify the applicable process, preserve relevant information, and involve the appropriate professional or decision-maker.

An informal conversation may help clarify the issue, but directors should not assume it replaces a required step or pauses a deadline. Obtain guidance before promising an exception or outcome.

The reasonable outcome is a timely, properly authorized determination through the applicable process.

Separate Problems That Arrive Together

One complaint can contain several issues. A gate may still malfunction, owners may have received an inaccurate repair date, and some residents may want a different access system entirely.

Those matters need different assignments: verify the repair, correct the information, and evaluate any proposed replacement through the appropriate planning process.

Before assigning more work, complete this sentence:

“This matter will be addressed when…”

The answer might be a verified repair, corrected information, a documented decision, a practical adjustment, or completion of a required review.

That gives the board a meaningful way to evaluate progress. “When the owner is satisfied” places completion beyond the board’s control. “When we send another response” may leave the underlying problem untouched.

Understanding the concern doesn’t require granting the request.

It gives the board a better basis for deciding what should happen next.

Condominium Board Meetings: Protecting Owner Rights and Conducting Board Business

What Chapter 718 requires—and how the chair can put those requirements into practice.

By Doug Jenkins

A condominium board meeting serves two connected purposes: conducting association business and providing owners the access and participation required by law.

The chair must make room for both. A meeting that moves quickly while preventing lawful participation is not well conducted. Neither is a meeting that loses its ability to deliberate and reach decisions.

Clear procedures help directors protect owner rights while keeping the board’s work organized.

Begin With the Participation Rights

Section 718.112(2)(c), Florida Statutes, provides that board meetings with a quorum are open to unit owners, subject to specified exceptions. Owners may speak about designated agenda items and ask questions about construction or repair reports, current-year revenues and expenditures, and other issues affecting the condominium.

A residential condominium association with more than 10 units must hold a board meeting at least once each quarter. At least four times each year, the meeting agenda must give unit owners an opportunity to ask the board questions. The association may adopt written reasonable rules governing the frequency, duration, and manner of owner statements. Owners also have recording rights.

Practical implication: Build participation into the meeting plan. Before calling the meeting to order, the chair should know when owners will speak, how they will be recognized, and which adopted procedures apply. A sample Fair Participation Policy is included below.

The scheduled question opportunities should not be treated as a reason to disregard the separate right to speak about agenda items at other meetings.

Make the Agenda Useful

Meeting notices generally require at least 48 continuous hours of conspicuous posting and must specifically identify agenda items. Longer notice requirements apply to certain matters, including nonemergency special assessments and amendments to rules regarding unit use.

Owners representing 20 percent of the voting interests may petition to have an item placed on a board agenda within the statutory 60-day period.

Practical implication: Owners should be able to understand what business is coming before the board. As a recommended practice, identify the subject and anticipated decision clearly enough to support preparation.

For example, “Consider approval of the pool resurfacing contract” gives readers more useful information than “Pool.”

When an owner raises a new subject, distinguish between receiving the concern and taking action. Do not assume that an owner’s request authorizes an immediate, unannounced board decision. Arrange appropriate follow-up or future agenda consideration.

Adopt Procedures Before You Need Them

Written participation rules can establish an orderly process. Recommended subjects include recognition by the chair, speaking order, reasonable time limits, and a method for requesting to speak.

Have counsel review proposed restrictions for consistency with Chapter 718, applicable administrative rules, and the governing documents. A familiar practice used by another association is not automatically appropriate for yours.

Practical implication : Explain the procedure at the beginning of the meeting and make it readily available. Apply it consistently to owners who support the board and those who disagree.

A useful opening might be: “Owners will have an opportunity to address each agenda item before the board votes. Please wait to be recognized and direct your remarks to the chair. We will apply the association’s written participation rules consistently.”

Providing an opportunity before a vote is a sound recommended practice because it allows directors to consider owner input while the decision remains open.

Avoid a single, brief comment period that effectively prevents owners from addressing the designated agenda items.

Preserve the Board’s Deliberation

Owner participation should inform the board’s work. It does not turn every board decision into a vote of the audience.

Practical implication: Make the transitions clear: introduce the item, receive owner input under the applicable procedures, allow director deliberation, and announce the decision.

After the participation opportunity, the chair might say: “Thank you. The directors will now discuss the proposal and consider the motion.”

That transition helps prevent a discussion from becoming an unstructured exchange between individual directors and audience members. Where additional clarification would assist the decision, the chair can manage that clarification through the established process.

Provide Meaningful Electronic Access

For a board meeting conducted by video conference, the notice must identify that format and provide a hyperlink, conference telephone number, and physical attendance address. The association must record the meeting and retain the recording as an official record.

Practical implication: Assign someone to monitor remote participation. Test sound from both the meeting room and a remote connection, and explain how remote owners request recognition.

Muting background noise can help administer a meeting. Leaving owners without a workable way to exercise participation rights creates a different problem.

The chair should also know who will address a technical interruption and how the board will determine whether the meeting can properly continue.

Respect Recording Rights

DBPR’s published guidance recognizes owner recording rights and describes restrictions concerning distracting equipment. Certain additional recording procedures depend on written rules adopted in advance.

Practical implication: Do not improvise recording restrictions when an owner raises a phone. Review the association’s rules beforehand and distinguish an objection to being recorded from an actual disruption of the meeting.

The association’s own recording obligations and an owner’s right to record are separate considerations.

Use Closed Sessions Only for Authorized Purposes

The statutory exceptions include attorney meetings concerning proposed or pending litigation for seeking or rendering legal advice, and board meetings concerning personnel matters. An attorney’s presence alone does not make a meeting closed.

Practical implication: Confirm the legal basis before excluding owners. An uncomfortable subject, anticipated criticism, or preference for private discussion should not be treated as sufficient justification.

Keep Questions Connected to a Response Process

As a practical matter, some questions can be answered at the meeting. Others require document review, vendor information, or professional advice.

The chair should distinguish a question requiring follow-up from one the board can address responsibly at that time. Identify who will obtain the information and how an update will be provided.

Avoid guessing merely to move the agenda forward.

A verbal meeting question should also be distinguished from a formal records request or statutory written inquiry, each of which may trigger separate requirements.

Keep Proposed Rules Separate From Current Requirements

The Division published a Notice of Change to proposed Rule 61B-23.001 on October 16, 2026. It includes proposed changes affecting meeting participation and documentation. A Notice of Change is not itself an effective rule. Verify the final text and effective date before incorporating those provisions into association procedures.

The chair’s responsibility is to provide a lawful, understandable process in which owners can participate, and directors can complete the association’s business. Preparation makes that responsibility easier to fulfill.

Primary reference: Section 718.112(2)(b)–(c), Florida Statutes. Practical recommendations above are identified separately from statutory requirements.

Legislative Watch

Florida’s proposed Rule 61B-23.001, Condominium Meetings, would clarify meeting notices, agenda requirements, access to meeting materials, and participation by owners attending in person or remotely. Owners would have an opportunity to speak on each agenda item before the board votes. The board would make a good-faith effort to answer owner questions, and board and committee minutes would summarize the questions and responses, whether oral or written. The proposal also clarifies that associations must record open videoconference meetings even when audio or video is disabled.

HOA Board Meetings: Protecting Owner Rights and Conducting Board Business

Understanding Chapter 720’s participation requirements and the procedures that support effective meetings.

By Doug Jenkins

An HOA board meeting is where directors conduct association business—and where members exercise their right to observe and participate.

The chair needs a process that accommodates both. That begins with understanding the requirements applicable to homeowners’ associations. Procedures used by a condominium association should not simply be carried over to an HOA: Chapters 718 and 720 have important differences.

For directors, the practical task is to establish an orderly meeting without making owner participation dependent on the chair’s personal discretion.

Understand the Basic Right to Participate

Legal requirement: Under §720.303(2), board meetings generally must be open to members, who may speak about designated items. Associations may adopt written reasonable rules governing statements, including speaking frequency, duration, manner, and a sign-up sheet. A sample Fair Participation Policy is below.

A board meeting occurs when a quorum gathers to conduct association business. Calling the gathering a workshop does not change that test.

Recommended practice: Plan the participation process before the meeting. Identify when owners will speak and how the chair will recognize them.

A useful sequence is to introduce an agenda item, receive member input, allow director deliberation, and then vote. Providing input before the decision gives directors an opportunity to consider it.

Explain that sequence at the beginning so owners understand when to participate and when the directors will deliberate.

Be Precise About the Three-Minute Rule

Legal requirement: For an item placed on the board agenda through a qualifying petition from 20 percent of the total voting interests, the board must address it within 60 days and provide 14-day notice. Each member receives at least three minutes per petitioned matter, subject to the statutory sign-up or written-request conditions. Addressing the item does not require granting the petition’s requested outcome.

Do not confuse this provision with membership meetings. Section 720.306(6) separately provides a minimum three-minute speaking right on items at those meetings, subject to its terms. That is a different setting from an ordinary board agenda item.

Recommended practice: Have counsel review the association’s speaking rules. A three-minute limit may be a useful administrative choice for ordinary board items, but directors should distinguish an association-adopted time limit from a minimum speaking period established by statute. The petition provision establishes a minimum for each petitioned matter; it is not a three-minute total for the entire meeting.

Give Owners Meaningful Notice

Legal requirement: Under §720.303(2)(c)1., board meeting notices must specifically identify the agenda items. The ordinary requirement is conspicuous posting in the community at least 48 hours before the meeting, except in an emergency. If notice is not posted, the alternative is mailing or delivery to each member at least seven days before the meeting. For communities with more than 100 members, the bylaws may provide a reasonable alternative as authorized by the statute.

An assessment may not be levied unless the notice states that assessments will be considered and identifies their nature. Meetings considering special assessments or amendments to rules regarding parcel use require at least 14 days’ notice to members and parcel owners by mail, delivery, or authorized electronic transmission, together with conspicuous property posting or the statutory closed-circuit television alternative. [§720.303(2)(c)2.]

Electronic notice requires the member’s written consent. The website or mobile-app posting procedure authorized by §720.303(2)(c)1. supplements the authorized notice methods; simply uploading an agenda does not replace them.

Recommended practice: Review the agenda early enough to identify items requiring longer notice. Use descriptions that tell owners what will be considered. “Proposed fence-height rule amendment” gives useful information; “new business” does not identify that proposal. Check the governing documents for additional applicable requirements.

Apply Speaking Rules Consistently

Recommended practice: Make the written rules available before the meeting and explain how members will be recognized. Provide an opportunity to speak on each designated item, using a sequence and time limits consistent with the association’s lawful rules. A general comment period should not leave members without that opportunity.

Use the same standards for supporters and critics. If speakers must stay on the item under discussion, enforce that requirement regardless of whether the chair agrees with their position. Criticism, disagreement, and an uncomfortable question should not automatically be treated as disruption.

When an exchange loses direction, identify the behavior and give a clear instruction: “Please address the proposed rule and allow others to finish speaking. You have one minute remaining.” Avoid turning a procedural reminder into a judgment about the speaker.

Hear the concern without allowing the meeting to become an unlimited exchange. If an answer requires research, identify who will follow up and when an update can reasonably be expected.

Recognize the Limits on Closed Meetings

Legal requirement: Section 720.303(2)(a)–(b) provides exceptions for meetings with the association’s attorney concerning proposed or pending litigation, including discussions protected by attorney-client privilege, and for board meetings held to discuss personnel matters. The attorney’s presence alone does not make an ordinary business meeting closed.

Recommended practice: Confirm the basis for a closed session with counsel and keep the discussion within that purpose. A controversial contract, owner criticism, or the possibility of an unpleasant exchange is not, by itself, a statutory reason to exclude members.

Protect Access and Recording Rights

Legal requirement: A board meeting must be held at a location accessible to a person with a physical disability when requested by such a person who has a right to attend. The board-meeting provisions also apply to committees making final decisions on spending association funds and to bodies authorized to approve or disapprove architectural decisions concerning a specific residential parcel. [§720.303(2)(a).]

Under §720.306(10), a parcel owner may audio-record or videotape board and membership meetings. The board may adopt reasonable recording rules. This right does not create access to a session lawfully closed to members.

Recommended practice: Arrange the room so members can hear and participate. Address equipment placement or interference through reasonable recording rules. The fact that someone is recording should not be treated as misconduct.

Record Decisions and Follow Through

Legal requirement: Directors may communicate by email, but they may not cast a vote on an association matter by email. Directors may not vote by proxy or secret ballot at board meetings, except that secret ballots may be used to elect officers. [§720.303(2)(a), (c)3.]

Minutes must be maintained in written form or a form that can be converted to writing within a reasonable time. For each matter voted upon, the minutes must record the vote or abstention of every director present. [§720.303(3).]

Recommended practice: State the motion clearly, announce the outcome, and identify any follow-up assignment. Minutes should accurately record the board’s action. Keep track of promised owner updates so an unanswered question does not return next month as another grievance.

The Chair Sets the Pattern

Owners should know when they may speak, how their input will be considered, and what the board decided. Directors need enough order to deliberate and complete the association’s work.

A consistent process helps both. When the chair explains the rules, listens without becoming defensive, and applies the same standards throughout the room, disagreement becomes easier to manage. Even an owner who dislikes the decision should be able to recognize that the opportunity to participate was real.

Statutory references 2026 Florida Statutes §720.303(2)–(3) 2026 Florida Statutes §720.306(6), (10)

See below for a sample Fair Participation Policy your board can adapt.

Sample Fair Participation Policy

Owner comments and questions at board meetings

By Doug Jenkins

For board adaptation: Use the common policy and retain the applicable Chapter 718 or Chapter 720 provisions found at the end. The three-minute standard below is a suggested policy choice; it is not a universal statutory minimum for ordinary board agenda items. Review with association counsel, reconcile existing rules and governing documents, and adopt at a properly noticed meeting before use.

Association __________________________________ Effective date __________________

1. Purpose and Scope

The Association will provide owners a fair opportunity to be heard while allowing the board to deliberate and conduct association business. This policy applies to board meetings open to owners. “Owner” means a unit owner or association member entitled to participate under the applicable law. Membership meetings have separate requirements.

Applicable law and valid governing-document provisions control if they provide greater rights or conflict with this policy. This policy does not authorize business to be considered without required notice or create access to a lawfully closed session.

2. An Opportunity On Every Agenda Item

For each designated agenda item, the chair will introduce the matter, invite owner comments, close the owner comment period and allow board deliberation and a vote, when appropriate. An Open Owner Comment Period does not replace this opportunity for owner comment on individual items.

3. Recognition and Required Sign In

Owners who wish to speak must sign in before the meeting on the Speaker Sign-in Sheet. Each entry must include the owner’s name, unit number or parcel address, and the specific agenda item or items on which the owner wishes to speak. This information allows the Association to verify ownership and organize participation by agenda item.

The Speaker Sign-in Sheet will be available before the meeting. At the start of the meeting, the chair will explain the process, announce a final opportunity to sign in, and pause briefly for owners to complete their entries before closing sign-in.

When remote attendance is lawfully available, the Association will provide an equivalent sign-in method collecting the required information, with the same final reminder at the start of the meeting. The chair will explain how to request recognition and monitor both the room and the remote queue. Remote participants receive the same speaking opportunity.

The chair will then recognize registered owners in a consistent order for each item. For Chapter 720 petitioned items, advance written requests are also accepted as stated in the chapter-specific provisions.

4. Speaking Time

Each owner may speak for up to three minutes on each designated agenda item. The allowance belongs to each eligible owner, not to the unit or parcel collectively. Owners may not transfer or pool their time. The chair will give a brief warning before time expires.

Time used by board responses, interruptions by others, or technical difficulties will not count against the owner. The chair may extend time for clarification or other reasonable needs, using the same standards for comparable requests. No total comment-period limit will eliminate an owner’s allotted opportunity on an item.

5. Questions and Responses

Owners may ask questions during their speaking opportunity. The chair will allow a board response as appropriate. Comments expressing a preference, opinion, or disagreement with a board decision may be acknowledged without requiring a substantive response, debate, or reconsideration of the decision. When a question or concern warrants follow-up and requires research or professional advice, the chair will identify who will follow up and provide a reasonable target date for an update. The board will not guess at an answer or promise an outcome it has not authorized.

6. Open Owner Comment Period

If the board meeting agenda includes an Open Owner Comment Period, owners may speak on any association operational matter during that period, whether or not the matter appears elsewhere on the agenda. Examples include maintenance, services, common areas, association finances, policies, and management performance.

Owners wishing to participate must sign in before the meeting under item 3, identify Open Owner Comment Period as an item on which they wish to speak, and briefly state the operational topic. The same recognition, three-minute speaking limit, conduct, and question procedures used for agenda comments apply. The three-minute allowance is per owner for this period, not per topic raised.

The following are not appropriate for this period: • Personal disputes between residents that have no connection to association responsibilities. • Personal insults, threats, or comments about someone’s private life unrelated to association operations. • Disclosure of another person’s confidential medical, financial, or other legally protected information. • Requests to disclose privileged legal advice or confidential litigation strategy. • Individual employee discipline or other confidential personnel details. Concerns about service quality or management performance may be raised without those details. • Commercial solicitations or political or religious advocacy unrelated to association operations. • Requests to decide an individual violation, fine, collection dispute, or other matter requiring a separate hearing or procedure. Owners may raise concerns about the process without using this period to conduct that proceeding.

The chair will identify an appropriate follow-up channel for matters requiring private handling or a separate procedure. These limits do not bar relevant criticism of board or management conduct.

Comments may identify matters for follow-up or a future agenda; the board will not use this period to take action without any required notice.

7. Fair Treatment and Relevant Criticism

The same speaking procedures apply to supporters and critics. Owners may question decisions, challenge recommendations, and raise concerns about board or management conduct. An owner will not lose speaking time because the chair disagrees, finds the comment uncomfortable, or has already heard a similar concern from someone else.

Speakers will address the matter under discussion and allow others to finish. Threats, personal insults, and repeated interruptions interfere with participation. A relevant allegation about conduct is not a personal insult merely because it identifies a director, manager, or other person. Directors will model the same standards and avoid debating owners while they are using their allotted time.

8. A Measured Response to Disruption

The chair will identify the specific behavior, explain the rule, and give the speaker an opportunity to comply. If substantial disruption continues after a warning, the chair may pause the exchange, call a brief recess, or end the current speaking turn only as reasonably necessary and consistent with applicable law. An immediate safety threat may require an immediate response.

Disagreement alone is not disruption. This policy does not authorize a standing ban on an owner’s attendance or future participation.

9. Recording

Owners may record open board meetings as permitted by applicable law and reasonable recording rules. Recording alone is not misconduct. Recording equipment and its use must not obstruct other owners’ view of the proceedings or interfere with their ability to hear or participate in the meeting. Recording equipment must not produce distracting sound or light.

10.Administration

The Association will make this policy and the sign-in instructions available to owners and apply them consistently. The chair will explain any departure from the usual procedure and preserve all statutory rights and reasonable accommodations. The board will review the policy when the law changes or experience shows that an adjustment is needed.

Condo (718) and HOA (720) Specific Provisions Retain the provisions applicable to your Association

Condominium Associations Under Chapter 718

Owner petitions. If 20 percent of the voting interests petition the board to address an item of business, the board will place it on the agenda at its next regular board meeting or a special meeting called for that purpose, within 60 days after receiving the petition. Notice will comply with §718.112(2)(c) and any requirements triggered by the subject matter. The common policy’s speaking opportunity applies to all eligible owners, including owners who did not sign the petition.

Owner questions. Unit owners retain the right to speak on all designated agenda items and to ask questions relating to reports on construction or repair projects, current-fiscal-year revenues and expenditures, and other issues affecting the condominium. The chair will administer the policy’s timing and question procedures to preserve those rights. At least four times each year, the meeting agenda will expressly include an opportunity for owners to ask questions of the board. The optional Open Owner Comment Period does not replace or reduce these requirements.

Meeting schedule. A residential condominium association of more than 10 units will hold a board meeting at least once each quarter, as required by §718.112(2)(c).

Homeowners Associations Under Chapter 720

Owner petitions. If 20 percent of the total voting interests petition the board to address an item of business, the board will take it up at its next regular board meeting or a special board meeting no later than 60 days after receiving the petition. All members will receive notice in accordance with the 14-day notice requirement in §720.303(2)(c)2.

Each member has the right to speak for at least three minutes on each petitioned matter, provided the member signs the sign-up sheet, if one is provided, or submits a written request to speak before the meeting. The Association will make the sign-up sheet available before the meeting and accept advance written requests. A timely written request satisfies this registration requirement without a separate sign-in entry. This opportunity belongs to each member, not only to petition signers.

The board must address the petitioned item but is not required by the petition provision to grant the requested outcome. No provision of the common policy will reduce the statutory minimum speaking opportunity. [§720.303(2)(d).]

Adoption

The board adopts this Fair Participation Policy with the applicable chapter provisions above and directs that it be made available to owners.

Adopted on ____________________ Applicable chapter ____________________ Authorized signature ______________________________ Title ____________________

References and Drafting Note

Both chapters provide a 20 percent petition procedure. Chapter 720 expressly adds the three-minute minimum and 14-day notice for petitioned items. Chapter 718 does not impose those same special requirements solely because an item was petitioned; its other notice requirements still apply.

References checked October 30, 2026. Condominiums: Florida Statutes §718.112(2)(c) and (c)1. HOAs: Florida Statutes §720.303(2)(b)–(d) Recording: HOA recording rights under §720.306(10)

When the Conversation Gets Heated

How to lower tension, establish boundaries, and recognize when a stronger response is needed.

By Doug Jenkins

An owner raises their voice. A director interrupts. Someone in the audience calls out, and suddenly several people are speaking at once.

The chair needs to restore enough order for the concern to be heard and the meeting to proceed. That calls for a measured response—and a clear understanding of when conversation has stopped being productive.

Directors and employees should not have to tolerate abuse to demonstrate that they are listening. At the same time, the response should address the specific behavior without unnecessarily restricting legitimate participation.

The following sequence offers a practical approach within the association’s lawful meeting procedures.

Slow the Exchange

Begin with your own delivery. Take a breath, lower your speaking pace, and keep your volume steady. Avoid matching the speaker’s intensity.

Let one person manage the exchange. Several directors responding at once can make an owner feel surrounded and leave the chair competing with the board for control.

Try saying:

“Please pause. We need one person speaking so everyone can hear.” Or: “Let’s take this one point at a time.”

Avoid “Calm down.” It comments on the person’s emotional state without giving a useful direction.

Identify One Answerable Point

A heated statement may combine several complaints, past events, and demands. Trying to address everything at once usually produces a longer argument.

Narrow the immediate exchange to a specific question.

Try saying:

“For this agenda item, are you asking about the amount being approved or the work included?”

Then confirm your understanding:

“You want to know whether the additional drainage work is included in tonight’s proposal. Is that correct?”

Allow a brief correction before answering. Leave broader investigation of the complaint for the appropriate follow-up process.

State What Must Change

When interruptions or personal accusations prevent discussion, identify the conduct and the direction needed to continue.

Try saying:

“You may question the proposal. Please allow the speaker to finish before responding.” Or: “We can address the expense. Please direct your remarks to the decision rather than personal accusations.”

Keep the instruction short. A lengthy lecture about respect can become another argument.

Apply the same standard to directors. The chair’s credibility suffers when board members interrupt owners while insisting that owners wait their turn.

Answer What Can Be Answered

Provide a brief, verified answer when one is available. If information is missing, identify that limit without guessing.

Try saying:

“The revised proposal includes the drainage work. The total being considered tonight is $42,000.” Or: “The engineer needs to confirm that detail. We should not speculate about it tonight.”

Next, explain how the meeting will proceed:

“We will ask the engineer to clarify the scope before the directors deliberate.”

The immediate goal is to give everyone a clear point of reference and a workable next step.

Use Proportionate Procedural Responses

An occasional interruption and a sustained refusal to yield the floor are different situations.

Under the association’s lawful procedures, a recurring disruption may call for a reminder, a clear warning, and an appropriate procedural consequence if the conduct continues. The chair should announce only measures they are authorized and prepared to carry out.

Avoid improvising fines, removal, or loss of participation rights. Confirm the applicable authority and process before imposing restrictions.

A brief recess may help when the room cannot settle enough to continue. Announce when the meeting will reconvene and use the pause to restore workable conditions.

For significant incidents, preserve a factual account: what happened, what direction was given, and whether the behavior continued. “Interrupted the recognized speaker four times after a warning” is more useful than “acted outrageously.”

Keep Opposition Separate From Disruption

A pointed question, criticism of the board, or continued disagreement does not automatically justify a conduct restriction.

Before responding, consider whether the problem is the owner’s position or the way the person is behaving. Apply the same standard when someone interrupts to defend the board.

A useful test is: Would we respond the same way if this person agreed with us?

That question helps keep procedural authority focused on maintaining the meeting.

Address Persistent Conduct Beyond the Meeting

Some difficulties continue through repeated calls, messages to multiple directors, or confrontations with employees.

First determine whether an unanswered matter is driving the repeated contact. If the association has responded and substantially identical demands continue, a structured communication arrangement may help: a designated contact, centralized correspondence, and a schedule for routine updates.

Preserve appropriate handling of emergencies, formal requests, new information, and matters subject to deadlines. Restrictions affecting legal rights should be reviewed with association counsel.

An individual director can also establish a personal boundary:

“I do not handle association requests through my personal phone. Please send the information to management so it can be tracked and directed appropriately.”

The receiving channel must be monitored and functional. Redirecting someone to an unattended inbox simply relocates the problem.

Employees should know how to report abusive encounters and when a supervisor will take over. No employee should be left to negotiate an ongoing boundary without organizational support.

Recognize When Safety Takes Priority

A credible threat, aggressive pursuit, attempted physical confrontation, or immediate danger requires a different response from an ordinary meeting dispute.

If danger is immediate, move to safety and contact emergency services. Do not remain in the exchange merely to complete an explanation.

For concerning conduct without an immediate emergency, preserve relevant messages and factual incident information, notify appropriate leadership, and obtain guidance from counsel, security professionals, or law enforcement as circumstances warrant.

Serious conduct may require protective action without a sequence of preliminary warnings.

Make Boundaries a Shared Practice

The chair, directors, and management should understand who communicates a boundary, who documents significant incidents, and who seeks further guidance. Conflicting instructions make an arrangement difficult to enforce fairly.

Keep any restriction suited to the conduct, review it as appropriate, and avoid allowing a temporary measure to become indefinite through inattention.

Success is a meeting where people can hear one another, concerns receive appropriate attention, and the board can proceed. When that is no longer possible, clear procedures and proportionate action protect the people doing the work.

What should the chair respond to?

The owner has the floor

“I still think this contract costs too much.”

The chair responds to an interruption

“Please let Ms. Rivera finish. I’ll come back to you.”

Explain the Decision—Especially When the Answer Is No

Give owners enough information to understand the board’s judgment and what remains open for consideration.

By Doug Jenkins

“The board reviewed your request and denied it.”

That sentence communicates an outcome. It gives the owner little basis for understanding the decision. Without an explanation, the owner is left to supply one: the board did not take the request seriously, someone objected personally, or the decision was made before the review began.

A useful decision message closes that information gap. It explains what the board considered, which factors controlled the outcome, and whether any further review is available.

The explanation should be proportionate to the decision. A routine request may need only a short paragraph. A decision affecting substantial expense, access, or community services may warrant a fuller account.

State Exactly What Was Decided

Begin with the action and its scope.

“The board declined the request to extend pool operating hours until midnight.”

That is clearer than “The board cannot accommodate your request at this time.” The latter leaves several questions unanswered. Is the decision temporary? Was the request denied or postponed? What might change?

Distinguish among a denial, a deferral pending information, and approval subject to conditions. Avoid softening the language so much that the owner cannot tell what happened.

Where relevant, identify when the decision takes effect and which parts of the request it covers.

Explain the Reasons That Controlled the Outcome

Owners do not need a recital of every remark made during deliberation. They need to understand the considerations that determined the result.

For the pool-hours request, the explanation might identify nearby residences, the experience during existing evening hours, and the additional operating arrangements an extension would require.

Use reasons supported by the board’s actual review. A polished explanation should not become an opportunity to invent stronger justifications afterward.

Be precise about the weight of each factor. If cost was considered but noise was decisive, say so. Otherwise, an owner may reasonably assume that solving the cost issue would change the answer.

Distinguish a Requirement From a Judgment

“We are not permitted to approve this” and “We have decided not to approve this” make different claims.

If a governing-document provision or other applicable requirement controls the outcome, identify it accurately and explain its relevance in plain language. Avoid a broad reference to “the documents” when a specific provision would make the explanation understandable.

If the board had discretion, acknowledge that it exercised judgment.

For example: “The board considered whether the proposed benefit justified the additional annual expense and concluded that it did not.”

Do not describe a preference as a legal prohibition. Likewise, avoid describing counsel’s advice as an instruction that relieved the board of responsibility for its decision. Obtain guidance on what can appropriately be disclosed without revealing privileged communications.

Show How Alternatives Were Evaluated

Where the board considered alternatives, briefly explain why they did not resolve the issue.

Perhaps a smaller project would leave the underlying condition uncorrected. Perhaps a trial arrangement would require nearly the same initial expense as a permanent change. Perhaps a proposed exception would create an ongoing obligation the association could not reasonably administer.

This helps owners understand why an apparently simple option was not selected. However, do not imply that alternatives were investigated if they were merely mentioned. The explanation should accurately reflect the depth of the review.

Make the Boundary of Further Review Clear

A decision message should explain what, if anything, could lead to another review.

That might include missing documentation, a materially revised proposal, new technical information, or a scheduled policy review. Identify the appropriate submission channel and any applicable process.

Avoid an open-ended invitation such as “Let us know if you disagree.” If disagreement is already established, the invitation adds little direction.

A more useful statement is: “If you wish to submit a revised proposal addressing the access requirements identified above, please provide it to management for review through the application process.”

Where no additional review is being offered, state the current position accurately. Any applicable hearing, appeal, or other review rights must still be preserved.

Put the Explanation Together

A concise response to the pool-hours request might read: The board declined the request to extend pool hours until midnight. Its principal concern was the effect of later activity on nearby residences. The board also considered the additional closing and monitoring arrangements the change would require.

A shorter extension was discussed, but the board concluded that the same residential impact remained. The existing hours will therefore continue.

The board plans to review amenity operating hours during its annual planning discussion in March. Suggestions for that review may be submitted to management by February 15.

This example identifies the outcome, the controlling concern, an alternative considered, and a defined future opportunity. The dates and commitments should appear only if the board has actually established them.

Let the Written Decision Carry the Message

Once a clear explanation has been provided, individual directors should avoid issuing competing versions of the board’s reasoning. “I think we really did it because…” can undermine the official account and reopen uncertainty.

Use the approved explanation consistently. If it contains an error, correct it. If new information warrants reconsideration, route it through the appropriate process.

Repeated disagreement alone does not require a progressively longer defense. A follow-up can refer to the explanation already provided and identify whether the new submission contains information requiring further review.

A well-explained decision gives an owner something concrete to understand, evaluate, and respond to—even when the requested outcome has been declined.

Before You Send the Decision

Use these prompts to draft your board’s reply.

What exactly did the board decide?

Which fact or consideration carried the most weight?

What alternative, if any, did the board consider, and why did it decline it?

What can the owner do next, if anything, and when?

After the Conversation Goes Wrong

How directors can address a mistake and begin rebuilding credibility.

By Doug Jenkins

The meeting is over, but one exchange stays with you.

You interrupted an owner before hearing the full question. You answered too confidently and later discovered the information was wrong. Or you promised an update, became occupied with other business, and never provided it.

The moment cannot be undone. What happens afterward is still within your influence.

Repair begins when a director recognizes that leaving the matter untouched may allow it to shape future interactions. The owner may reasonably wonder whether the same thing will happen again. Other people who witnessed the exchange may wonder, too.

Identify What Needs Repair

Before reaching out, be specific about what went wrong.

Was it your delivery? The accuracy of the information? An unfulfilled commitment? Did the owner lose an opportunity to have a concern considered?

Different mistakes require different remedies. A courteous message will not correct a false statement still circulating in the community. Providing the correct information may leave a humiliating remark unaddressed.

Review the exchange honestly. If necessary, ask a colleague who witnessed it to describe what they observed. Avoid using that conversation to assemble a defense of your intentions. You may conclude that the board’s decision remains sound while your own response needs attention. Both can be true.

Acknowledge Your Part Directly

A useful acknowledgment names the action you are taking responsibility for. “I interrupted you before you finished explaining the concern. I should have allowed you to complete your question.”

That gives the owner something clear to evaluate. “I’m sorry if you felt unheard” leaves uncertainty about whether you recognize what happened.

Avoid Attaching a Justification to the Acknowledgment

“I should not have raised my voice, but you kept repeating yourself.” The second half asks the owner to accept responsibility for the first. Any separate concern about the owner’s conduct can be addressed through the appropriate process.

Keep the acknowledgment proportionate. It does not need to become a lengthy confession or a request for reassurance.

Correct Information Where It Matters

If you supplied inaccurate information, identify the error and provide the verified correction. “At the meeting, I said the contractor’s warranty had expired. I have since reviewed the contract and confirmed that the warranty continues through next June.”

Then consider who relied on the original statement.

A private correction may be sufficient for a private exchange. Information presented to the board, distributed to owners, or used in a decision may require correction through the corresponding channel. If an error affected board action or an official record, obtain guidance on the appropriate corrective process.

Do not quietly replace a document and assume everyone will notice. Make the correction recognizable enough that readers can distinguish the earlier information from the verified version.

Also separate what you have confirmed from what remains under review. Repair loses credibility quickly if the correction itself proves unreliable.

Complete the Missed Commitment

When an update was promised and not delivered, begin by checking the current status. Contacting the owner with another unsupported deadline repeats the original mistake.

A useful response might be: “I said I would provide an update last Friday and did not follow through. The inspection is now scheduled for Tuesday. Management will provide the findings after they are received and reviewed.”

Where you cannot yet provide a completion date, explain what you can verify and establish a realistic update point.

The internal remedy matters as much as the message. Assign responsibility, record the commitment in the appropriate tracking system, and confirm that someone will check it. A personal intention to remember is a weak substitute for a reliable handoff.

Reopen Any Opportunity That Was Lost

Sometimes the consequence was more than hurt feelings. An owner may not have finished presenting relevant information, or an incorrect explanation may have discouraged further consideration.

Where appropriate, provide a practical way to restore that opportunity. “You were not able to finish describing the drainage condition. Please send the photographs to management so they can be included in the inspection review.”

Be clear about the purpose of the follow-up. Receiving the missing information does not promise a particular decision. It ensures that the information reaches the people responsible for evaluating it. An individual director should also distinguish a personal acknowledgment from an action requiring board authorization. You can take responsibility for your conduct without promising that the board will reverse a decision.

Allow Credibility to Return Gradually

The owner may appreciate the acknowledgment. They may remain skeptical or decline to respond. Do not make acceptance a condition of completing the correction. Avoid asking the owner to withdraw criticism, express gratitude, or agree that the matter is now closed.

Credibility is rebuilt through subsequent experience: the corrected information stays consistent, the promised update arrives, and the next interaction is handled with greater care.

Other directors should support that effort. Sarcastic remarks afterward or private complaints that the owner “got an apology” can undermine the repair.

Make One Lasting Adjustment

After addressing the immediate mistake, identify what would reduce the chance of repeating it. Perhaps technical questions should be answered after document verification. Perhaps commitments need a shared tracking system. Perhaps the chair needs a better way to ensure speakers finish before directors respond.

Choose a specific adjustment that addresses the failure you identified. The owner does not need a description of every internal discussion, but the association benefits when reflection produces a change in practice.

A mistake becomes more damaging when people see that it will not be acknowledged or corrected.

A direct acknowledgment, a completed remedy, and dependable follow-through give the next interaction a better foundation.

Before Disagreement Becomes Division

A board member’s conversation guide.

By Doug Jenkins

Use these prompts before a difficult conversation or when an exchange begins to lose direction.

1. Pause Before Responding

Ask yourself: “Am I responding to this concern—or to my history with this person?”

Give the current issue a fair hearing.

2. Identify the Concern

“What is the specific issue you would like us to address?”

Separate the requested outcome from the problem the owner wants solved.

3. Check Your Understanding

“Let me make sure I understand. Your concern is…”

Allow the owner to clarify before explaining the board’s position.

4. Acknowledge the Impact

“I understand that losing access to that parking area creates a difficulty for you.”

Recognize the specific effect without agreeing to an unverified claim or promising a particular outcome.

5. Explain What Can Be Addressed

“Here is what the board considered, what it decided, and what remains open for review.”

Distinguish confirmed information from matters requiring further investigation.

6. Establish the Next Step

“Management will confirm the schedule, and we will provide an update by Friday.”

Identify responsibility and a realistic update point. Promise only what can be delivered.

7. Close With Clarity

“We may see the decision differently. The next step available is…”

Make sure the owner understands where the matter stands and how any further consideration will occur.

When You Need to Redirect

Personal accusations:

“We can discuss the concern. Please keep your remarks focused on the issue.” Overlapping voices:

“Please allow one person to finish so everyone can hear.” A question requiring research:

“I do not have verified information to answer that today. We will identify who can confirm it.” Repeated disagreement without new information:

“The board’s explanation remains the same. Is there additional information you would like considered?”

Your aim is to understand the concern, respond fairly, and make the next step clear. Agreement may remain out of reach; respectful treatment should not depend on it.

You Still Have to Live Here

Serving your community should leave room to enjoy being part of it.

By Doug Jenkins

The meeting ends. You gather your papers, turn off the lights, and head home.

Tomorrow, you may encounter the owner who challenged the budget while collecting your mail. The neighbor who questioned your judgment may be at the pool. Someone who strongly opposed the board’s decision may sit beside you at the next community gathering.

Board service takes place where you live. There is no separate office you can leave behind at the end of the day.

That makes the work personal in ways that are easy to underestimate.

When Service Changes the Experience of Home

Most directors accept the responsibility because they care about their community. They want the property maintained, the finances managed responsibly, and decisions made with the future in mind.

Over time, however, service can begin to change how it feels to live there.

A walk becomes an opportunity for someone to raise a complaint. A social invitation brings uncertainty about whether association business will dominate the evening. You find yourself taking a different route to avoid another uncomfortable encounter.

Eventually, you may be doing more for the community while enjoying less of it. That is a meaningful cost. It deserves attention before withdrawal becomes your normal way of living.

Leave Room for Ordinary Neighborliness

A difficult meeting does not have to determine every encounter that follows.

You can greet someone whose position you opposed. You can ask about a neighbor’s recovery from surgery without reopening last month’s disagreement. You can attend a community event without needing everyone there to approve of your board service.

Those ordinary interactions allow people to remain more than the roles they occupied during a dispute.

The owner who challenged a contract is also a person with family, work, interests, and worries you may know little about. You are more than a director, too. Your neighbors may need opportunities to remember that.

A brief conversation unrelated to association business can help preserve that broader relationship. It need not lead to friendship to make shared space more comfortable.

Recognize What You Cannot Control

Some owners will remain dissatisfied. Some will question a decision even after receiving a careful explanation. A few relationships may stay distant despite your efforts.

You do not need universal approval to serve responsibly.

A more useful personal measure is whether you can look back on your conduct with confidence. Did you prepare? Consider the information fairly? Treat people with dignity? Fulfill the commitments you made?

That confidence can help you stop carrying every disagreement home as unfinished personal business.

There will also be times when taking a break from service—or deciding not to seek another term—is appropriate. Caring about the community does not obligate you to serve indefinitely.

Remember the Life the Work Supports

The purpose of association governance becomes visible in ordinary moments: a well-kept entrance, a functioning elevator, children enjoying the pool, neighbors gathering in a shared space. You are entitled to enjoy those moments as well.

Make time to participate in community life without a board packet in your hands. Attend something you did not have to organize. Sit with neighbors without turning the conversation toward the next project. Notice what you appreciate about living there.

The closing question for this issue is personal: Is the way I am serving helping me remain part of the community I care about?

Your service matters. So does the experience of coming home.

Board Governance Review: August 2026 Edition – Membership Meetings

Thu, 29 Oct 2026 14:14:50 GMT

Board Governance Review – August 2026

Dear Board Member,

Welcome to the inaugural edition of the Board Governance Review, a Professional Learning and

Development publication created specifically for community association board members.

Over the past several months, our newsletters have continued to grow—not only in length, but in

purpose. With each issue, our goal has been to move beyond simply sharing information and

instead provide practical guidance that boards can rely upon throughout their service. As a result, it

just had to grow.

Each edition of the Board Governance Review will focus on a governance topic and explore it

through practical articles, statutory guidance, professional practices, illustrations, checklists, and

real-world examples. I will continue to include important legislative updates, upcoming Board

Certification and Continuing Education opportunities, as well as Learning & Development news.

However, the primary objective is to create a publication that earns a permanent place in your

board reference library.

The August issue focuses on Membership Meetings . Membership meetings are where owners

exercise their rights, directors are elected, important decisions are made, and confidence in the

association’s governance is strengthened. When these meetings are well planned, properly noticed,

and conducted in an appropriate and transparent manner, they do more than satisfy statutory

requirements—they reinforce the trust that is essential to every successful community.

Whether you serve on the board of a homeowners’ association or a condominium association the

information contained in this issue provides both practical guidance and a deeper understanding of

the principles that support effective community governance.

I hope this publication becomes a trusted resource that supports your very important work.

As always, your comments and questions are welcome as well as suggestions for future topics.

Learning is most valuable when it is shared, and I look forward to continuing that conversation with

you each month.

Be well,

Doug

Upcoming Online Board Education Events

Individual Registration is required for all courses*.

New Homeowners' Association Board Member Four-Hour Education Certification

DBPR Required Four-Hour Certification Course for Homeowners' Association Board Members

Subject to Florida Statute 720

Aug 13, 2026, 01:00 PM

Registration: https://us02web.zoom.us/webinar/register/WN_NB4LKxH7TLy_4e2dOa8KxQ

New Condominium Board Member Four-Hour Education Certification

DBPR Required Four-Hour Certification Course for new Condominium Association Board

Members Subject to Florida Statute 718

Aug 19, 2026 01:00 PM

Registration: https://us02web.zoom.us/webinar/register/WN_j0ypSI7jTb6e_vjJfvMMPQ

Membership Meetings: Where Ownership is Exercised

By Doug Jenkins

When owners purchase a home in a community association, they acquire more than property—they become members of a corporation governed by Florida law. Membership meetings are where that ownership is exercised.

Every community association operates through two distinct groups with different responsibilities. The board of directors manages the affairs of the association, while the members—the owners themselves—retain certain powers reserved by statute and the governing documents. Membership meetings are where those owners come together to exercise those rights.

Although many people think of an annual meeting as little more than an election or a procedural requirement, membership meetings serve a much broader purpose. They provide the formal process through which owners elect directors, amend governing documents, vote on matters reserved to the membership, receive important reports, and participate in the governance of their community. In many respects, these meetings represent the association's version of a democratic process—one in which every eligible owner has the opportunity to participate in decisions that shape the future of the community.

Well-managed membership meetings also strengthen trust within the community. When owners receive proper notice, understand the matters to be considered, observe an orderly process, and have confidence that every vote is counted fairly, they are more likely to view the association as transparent and professionally managed. Even when members disagree with the outcome of a vote, confidence in the process itself helps preserve confidence in the association.

Conversely, poorly planned membership meetings often create avoidable problems. Missed notice deadlines, incorrect election procedures, confusion over proxies, uncertainty regarding quorum, or inadequate preparation can delay important business, invalidate actions, increase legal expenses, and erode owner confidence. In many cases, these issues arise not from bad intentions but from a misunderstanding of the statutory requirements governing membership meetings.

For board members, understanding these meetings is an essential component of fiduciary leadership. Directors have a responsibility not only to conduct association business effectively but also to protect every owner's right to participate in the governance process established by law. Proper planning, accurate notices, transparent procedures, and careful adherence to statutory requirements demonstrate respect for both the membership and the responsibilities entrusted to the board.

Throughout this issue, I will examine membership meetings under both Chapters 718 and 720 of the Florida Statutes. While condominium associations and homeowners' associations follow different statutory procedures in several important areas, they share the same fundamental objective: providing every member with a fair, transparent, and orderly opportunity to participate in the governance of their community.

Florida Condominium (718) Statutes: Understanding Membership Meetings

By Doug Jenkins

Membership meetings are among the most important events in the life of a condominium association. They are the formal occasions when the owners—not the board—exercise the rights reserved to them under Florida law and the governing documents. Directors are elected, amendments are approved, material decisions requiring owner approval are considered, and the board reports to the community it serves.

While the board of directors is responsible for managing the affairs of the association throughout the year, the membership remains the ultimate governing body for matters reserved by statute or the declaration. For that reason, Chapter 718 establishes detailed procedures designed to ensure every owner has a fair opportunity to participate, vote, and observe the process. These procedures are not administrative formalities; they protect the integrity of the association's democratic process.

Membership Meetings Serve Different Purposes

Not every membership meeting is the same. Although the annual meeting receives the most attention because it typically includes the election of directors, associations conduct membership meetings whenever the owners must exercise a right reserved to the membership.

Common membership meetings include:

Annual Membership Meeting – Election of directors, reports to the membership, and other business authorized by the governing documents.
Special Membership Meeting – Called to consider a specific matter requiring owner approval, such as amendments to the declaration, articles of incorporation, or bylaws.
Membership Votes on Reserved Matters – Owner approval of issues such as waiving or reducing reserves, material alterations or substantial additions to the common elements, and other matters specifically reserved to the membership by statute or the governing documents.
Membership Votes Conducted by Written Ballot – Certain matters may be submitted to the owners in accordance with Chapter 718 and the governing documents.

Each type of meeting carries its own notice, voting, quorum, and procedural requirements. Boards should always begin with Chapter 718 and then determine whether their declaration or bylaws establish additional requirements.

Election Planning Begins Months Before the Meeting

Successful annual meetings rarely happen because of good preparation the week before the meeting. Instead, they begin several months in advance. For election meetings, Florida law establishes one of the most structured election processes of any community association statute in the country. Boards and managers should work backward from the meeting date to ensure every statutory deadline is met.

The election timeline generally includes:

At least 60 days before the election – First Notice of Election.
At least 40 days before the election – Candidate Notice Deadline.
At least 35 days before the election – Candidate Information Sheets Due.
At least 14 days before the meeting – Second Notice mailed or delivered, including the ballot package, candidate information sheets, inner and outer envelopes, and voting instructions.

Each deadline exists to ensure every owner has adequate notice, equal access to information, and a fair opportunity to participate.

Meeting Notice Requirements—Other Than the Election

The election has its own 60-day first-notice and second-notice process. For the annual membership meeting itself, however, the written notice must include an agenda; must be mailed, hand delivered, or electronically transmitted (if the owner has consented) to each unit owner at least fourteen (14) days before the meeting; and must be posted conspicuously on the condominium or association property for at least fourteen (14) continuous days before the meeting.

For a special or other nonannual unit owner meeting, the notice must also include an agenda and must be mailed, hand delivered, or electronically transmitted (if the owner has consented) to each unit owner and posted conspicuously on the property within the timeframe stated in the bylaws. If the bylaws are silent, the statutory default is at least fourteen (14) continuous days before the meeting. Electronic transmission may be used only for owners who have consented to receive notice electronically.

The notice should state the date, time, physical location, any video-conference access information, and the purpose of the meeting. Special meetings should identify the specific action to be considered. When another provision of Chapter 718 imposes a different notice package or procedure—such as a budget meeting, reserve vote, amendment vote, recall, material alteration, or electronic-voting authorization—the association must also satisfy that provision and its governing documents.

Website Posting Requirements

Effective January 1, 2026, a non-timeshare condominium association operating twenty-five (25) or more units must maintain the website or mobile-application postings required by Section 718.111(12)(g), Florida Statutes. The notice and agenda for any unit owner meeting must be posted no later than fourteen (14) days before the meeting, in plain view on the front page or on a conspicuously linked subpage labeled “Notices.”

Any document that will be considered and voted on by the owners, and any document listed on the agenda, must be posted at least seven (7) days before the meeting.

The association must also post copies of affidavits required by Chapter 718, subject to required redaction of protected information. If the meeting is conducted by video conference, the recording is an official record; for an association subject to the statutory website requirement, the recording or a hyperlink to it must remain posted for the preceding twelve (12) months.

Website posting supplements the required delivery and physical posting of the meeting notice; it does not replace those methods. The meeting file should therefore show each compliance step separately: owner delivery, physical posting, website posting, supporting: document posting, and the required affidavit or certificate of mailing.

Affidavit and Proof-of-Mailing Requirements

An officer of the association, the community association manager, or another person who provides the meeting notice must complete an affidavit—or obtain a United States Postal Service certificate of mailing—affirming that the notice was mailed or hand delivered in accordance with Section 718.112(2)(d), Florida Statutes. The proof should identify the meeting, the date and method of notice, and the person who provided it, and it must be placed in the association's official records.

Meeting Agenda Requirements

Every annual, special, or other unit owner meeting notice must include an agenda. The agenda should identify each item of business with enough specificity for an owner to understand what will be presented and what action or vote may be requested. If a vote will occur, the agenda and accompanying materials should state the proposal, identify the required voting threshold, and include the proper proxy, ballot, amendment text, budget, or other document required for informed voting.

The agenda is more than a meeting outline. Chapter 718 gives owners the right to participate with reference to all designated agenda items, subject to reasonable rules governing the frequency, duration, and manner of participation.

For that reason, the chair should follow the published agenda and should not ask the membership to take binding action on a material matter that was not fairly disclosed in the notice and agenda. Questions about whether an item may be added or acted upon should be evaluated under Chapter 718, the bylaws, and the specific voting requirement involved.

Membership Votes Beyond Director Elections

While the annual election often receives the greatest attention, condominium owners vote on many matters other than the election of directors. Depending upon the governing documents and the Condominium Act, owners may be asked to approve amendments to the declaration, articles of incorporation, or bylaws; authorize material alterations or substantial additions to the common elements; waive or reduce reserves; approve certain financial matters; or consider other issues specifically reserved to the membership.

Unlike director elections, these votes generally do not use the statutory two-envelope election ballot process. Instead, they are conducted through the voting procedures established by Chapter 718 and the association's governing documents.

For most membership business, the association must establish a quorum of the membership, as defined by the bylaws, before conducting business. Owners attending in person together with owners represented by valid proxies are counted toward the quorum.

Without a quorum, the membership generally cannot approve actions requiring owner approval.

Understanding Proxies

One of the most common areas of confusion involves proxies. Unlike director elections, proxies generally may be used for other membership votes, unless prohibited by Chapter 718 or the governing documents.

Florida law recognizes two primary types of proxies:

General Proxy – Authorizes another person to attend the meeting, establish quorum, and vote on matters that may properly come before the membership, except where the law requires a limited proxy or prohibits proxy voting.

Limited Proxy – Directs the proxy holder exactly how the vote must be cast on the specific issues identified in the proxy. Florida law requires limited proxies for certain matters, including votes to waive or reduce reserves and other actions identified by statute or administrative rule.

Providing the correct proxy form is essential. Using the wrong form can invalidate votes or create unnecessary challenges to the meeting.

Understanding the 20% Election Rule

One of the most misunderstood provisions of Chapter 718 is that the annual election of directors operates under different rules than the remainder of the annual membership meeting.

Most membership business requires the association to establish a quorum of the membership before business may be conducted.

Director elections are different. Chapter 718 provides that there is no quorum requirement for the election itself. Instead, the election is valid if at least twenty percent (20%) of the eligible voting interests cast ballots. Directors are elected by a plurality of the ballots cast.

This distinction often surprises board members. An association may conduct a perfectly valid election even though too few owners attend or are represented to establish a quorum for the remainder of the annual meeting. In that situation, the election results are valid, but other membership business requiring a quorum generally cannot be conducted.

Understanding this distinction helps boards avoid confusion on meeting day and allows managers to accurately explain why an election may proceed even when the remainder of the meeting cannot.

Owners' Participation and Meeting Rights

A membership meeting is the owners' meeting: it is the occasion when the membership receives information, considers matters reserved to the owners, and exercises its voting authority.

Section 718.112(2)(d)8., Florida Statutes, expressly gives unit owners the right to participate with reference to every designated agenda item. The chair should therefore provide a meaningful opportunity for owner comments or questions before the membership votes or concludes discussion on each item. The association may adopt reasonable rules governing the frequency, duration, and manner of participation, but those rules should promote an orderly meeting rather than eliminate the right itself.

General Owner Discussion

Because membership meetings belong to the owners in a governance sense, a well-planned annual meeting should ordinarily include a clearly identified owner forum or general discussion period. This gives owners an opportunity to raise community concerns that are not otherwise listed on the agenda and allows the board to hear issues that may require later attention.

Chapter 718, however, expressly guarantees participation on designated agenda items; it does not independently guarantee unlimited discussion of subjects that are not on the agenda. The bylaws and any reasonable meeting rules should therefore be reviewed. An owner forum should be used for listening, questions, and identifying future business—not for taking binding action on a material matter that was not properly noticed.

Why Boards Should Educate Owners About Their Rights

Boards benefit when owners understand how and when to participate. A short pre-meeting explanation of speaking procedures, voting methods, proxy limitations, recording rights, and the purpose of an owner forum reduces confusion, prevents procedural disputes, and makes the meeting easier to conduct. Education also helps owners distinguish between an opportunity to be heard and the authority to take formal action, which must remain tied to proper notice, quorum, voting thresholds, and the governing documents. When boards explain these rights before conflict arises, they demonstrate respect for the membership, encourage informed participation, and strengthen confidence that the association's decisions are fair, transparent, and legitimate.

Meeting Minute Requirements

The association must prepare and retain minutes of all unit owner meetings as part of its official records. The minutes should provide a clear, accurate record of what occurred, including the meeting date, time, and location; whether the meeting was held in person or by video conference; the person presiding; confirmation that notice was provided; establishment of quorum; approval of prior minutes when applicable; the exact wording or substance of motions; the name of the mover and seconder when recorded under the association's procedure; the vote or outcome on each matter; election results; points of order or rulings that materially affected the proceeding; and the time of adjournment.

Minutes are a record of actions taken, not a transcript of every comment. They should be objective, concise, and free of editorial observations. Draft minutes should be clearly labeled until approved in the manner required by the bylaws or the association's established procedure.

The statute's separate website list specifically requires approved board-meeting minutes but does not independently require unit owner meeting minutes to be posted unless another applicable requirement or the governing documents do so.

2025 Changes Reshaped Membership Meetings

Annual Meetings Conducted by Video Conference

Annual and other unit owner meetings may be conducted through video conference, allowing owners to participate remotely while preserving the legal validity of the meeting.

Remote participation does not eliminate the requirement for a physical meeting location. Owners must continue to have the opportunity to attend the meeting in person at the designated location.

When a membership meeting is conducted by video conference, a quorum (majority) of the board of administration must be physically present at the designated meeting location.

The annual meeting cannot simply consist of directors attending individually from remote locations. This requirement preserves accountability by ensuring directors remain available to the membership.

Meetings Conducted by Video Conference Must Be Recorded

One of the most significant transparency provisions added by House Bill 913 requires that membership meetings conducted by video conference be recorded.

The recording becomes an official record of the association and supplements the written minutes by preserving an accurate record of the proceedings.

Expanded Electronic Voting Options

Florida law has continued to expand electronic voting opportunities. Associations may continue to use approved third-party online voting platforms that satisfy the authentication, ballot security, secrecy, and record retention requirements established by Section 718.128.

If an association has not adopted an approved online voting platform, it must designate an email address to receive electronically transmitted ballots as authorized by the 2025 amendments. Owners choosing this method must comply with the statutory procedures, including acknowledging that submitting a ballot by email waives ballot secrecy.

DBPR – Department of Business and Professional Regulation

Florida Homeowners (720) Statutes: Understanding Membership Meetings

By Doug Jenkins

Membership meetings are among the most important events in the life of a homeowners' association. They are the formal occasions when the members of the association exercise the rights reserved to them under Florida law and the association's governing documents. Directors are elected, governing documents may be amended, matters requiring member approval are considered, and the board reports to the community it serves.

Although the board of directors is responsible for managing the affairs of the association throughout the year, certain decisions remain with the membership. Florida's Homeowners' Association Act establishes the legal framework for these meetings, while the association's declaration, articles of incorporation, and bylaws provide many of the specific procedures governing how membership meetings are conducted.

These meetings are more than annual business sessions. They represent one of the most important opportunities for owners to participate in the governance of their community. Wellplanned membership meetings encourage transparency, strengthen confidence in the board, and ensure that every owner has a fair opportunity to participate in decisions affecting the association.

Membership meetings occur whenever the owners are called upon to exercise authority reserved to the membership.

Common membership meetings include:

Annual Membership Meetings for the election of directors and other annual business.
Special Membership Meetings called to consider a specific matter requiring member approval.
Meetings to Amend Governing Documents, including the declaration, articles of incorporation, or bylaws.
Meetings to Consider Financial Matters requiring owner approval under the governing documents.
Recall Meetings and Other Special Proceedings authorized by Florida law.

Each meeting should begin with a simple question:

What authority has been reserved to the membership?

The answer determines the applicable notice requirements, voting procedures, quorum, proxy requirements, and approval threshold.

Notice Is More Than a Legal Requirement

One of the primary purposes of statutory notice is to provide every owner with a meaningful opportunity to participate.

Unless governing documents indicate differently, actual notice of a membership meeting must be mailed, delivered, or electronically transmitted (if the owner has consented) to each parcel owner and member at least fourteen (14) days before the meeting.

Physical posting is not a universal statutory requirement for every Chapter 720 membership meeting, but it may be required by the governing documents. Website-posting requirements apply to associations with 100 or more parcels and must correspond to the timing for physical notices.

The notice should clearly identify:

The date, time, and location of the meeting.
The purpose of the meeting.
The business to be conducted.
Any documents owners should review before voting.

When amendments, special assessments, or other significant matters will be considered, supporting documents should accompany the notice.

A clear, informative notice is often the first step toward a successful meeting.

Membership Meeting Agenda Requirements

Chapter 720 does not prescribe one universal agenda format for every homeowners' association membership meeting; the association must also follow its articles of incorporation and bylaws. Even so, the agenda is a central part of fair notice and owner participation. It should identify each matter to be presented, discussed, or voted upon with enough specificity for owners to understand the business of the meeting. If a vote will occur, the agenda and accompanying materials should identify the proposal, the applicable approval threshold, and the form of voting to be used, and should include any amendment text, proxy, ballot, budget information, or other document required by law or the governing documents.

For a special membership meeting, Section 720.306(4), Florida Statutes, requires the notice to describe the purpose or purposes for which the meeting is called, and Section 720.306(3) limits the business conducted at that meeting to the purposes stated in the notice.

The agenda should track those stated purposes closely. The association should not ask the membership to take binding action on a material matter that was not fairly disclosed.

An association with 100 or more parcels must also post the notice and agenda for a scheduled membership meeting on its website or mobile application at least fourteen (14) days before the meeting. Any document that will be considered and voted on by the members, and any document listed on the agenda, must be posted at least seven (7) days before the meeting.

Members' Participation Rights

A membership meeting is the members' meeting. It is the occasion when owners receive information, discuss community concerns, and exercise the authority reserved to the membership. Section 720.306(6), Florida Statutes, gives members and parcel owners the right to attend every membership meeting and to speak with reference to every item opened for discussion or included on the agenda.

Regardless of contrary language in the governing documents or association rules, each member and parcel owner must be allowed to speak for at least three (3) minutes on each item. The association may adopt written reasonable rules governing the frequency, duration beyond the statutory minimum, and manner of statements, but those rules must remain consistent with the right itself.

General Owner Discussion

The agenda should include a clearly identified Member and Owner Forum or General Community Discussion item. A general forum allows owners to raise concerns, identify emerging issues, and suggest matters for future board or membership consideration. It should be conducted respectfully and under reasonable written rules, but it should not be reduced to an unimportant opportunity in which owners cannot meaningfully address the community's business.

The forum does not eliminate the requirements for notice and proper authority. Owners may discuss an issue and request future consideration, but the membership should not take binding action on a material matter that was not properly noticed or that is not within the membership's authority. Matters raised during general discussion can be referred to the board, placed on a future agenda, or addressed through an applicable petition or special-meeting process.

Why Boards Should Educate Owners About Their Rights

Boards benefit when owners understand how and when to participate. A short explanation before the meeting of speaking procedures, the three-minute minimum, the purpose of the owner forum, voting and proxy rules, recording rights, and the petition and special-meeting processes reduces confusion and prevents avoidable procedural disputes. Education also helps owners distinguish between the right to be heard and the authority to take formal action, which remains subject to notice, quorum, voting thresholds, and the governing documents. When boards explain these rights before conflict arises, they demonstrate respect for the membership, encourage informed participation, and strengthen confidence that the association's decisions are fair, transparent, and legitimate.

Elections Begin with Good Planning

Unlike many other membership actions, the election of directors is often governed primarily by the association's bylaws. For that reason, the board should review its governing documents well in advance of every annual meeting to determine the nomination process, voting procedures, candidate qualifications, quorum requirements, and the number of directors to be elected.

If the governing documents establish specific election procedures, those procedures should be followed unless they conflict with Florida law.

When the governing documents provide little or no direction, Chapter 720 supplies the default process.

Unless otherwise provided in the bylaws:

Directors are elected at the annual membership meeting.
Nominations may be made from the floor during the meeting.
Voting occurs at the meeting after nominations have been closed.
Each member casts the number of votes authorized by the governing documents.
The candidates receiving the highest number of votes are elected to fill the available positions.

Because nominations may be accepted during the meeting when the bylaws do not establish an advance nomination process, voting generally cannot occur before the meeting. This ensures that owners have the opportunity to vote for every eligible candidate who is properly nominated.

Boards should communicate the election procedures well before the annual meeting so owners understand how candidates may be nominated, when voting will occur, and how the results will be determined.

Membership Votes Beyond Director Elections

Many membership meetings involve voting on issues other than electing directors.

Owners may be asked to approve amendments to the governing documents, authorize financial matters requiring owner approval, approve mergers or other corporate actions, or vote on matters specifically reserved to the membership.

Each proposal should be presented clearly so that owners understand exactly what they are being asked to approve.

Understanding Proxies

Proxies are one of the most important tools available for membership meetings.

Many associations rely upon proxies to establish quorum and allow owners who cannot attend the meeting to participate in association business.

Florida law recognizes two primary types of proxies.

General Proxy

A general proxy authorizes another individual to attend the meeting, establish quorum, and vote on matters that properly come before the membership.

Limited Proxy

A limited proxy directs the proxy holder exactly how to vote on one or more identified issues.

Whenever a limited proxy is required by Florida law or the governing documents, the association should provide the appropriate proxy form together with the meeting notice.

Preparing accurate proxy forms is one of the simplest ways to avoid disputes and ensure every owner's voting intentions are honored.

Quorum Makes Membership Action Possible

Before conducting membership business, the association must establish that a quorum of the membership is present in person or by proxy as provided in the governing documents.

Without a quorum, the membership generally cannot conduct business requiring owner approval.

Because quorum requirements vary among associations, every board should review its governing documents well before scheduling a membership meeting. If the governing documents are silent, a simple majority represents a quorum per statute.

Understanding the quorum requirement early allows the board and management to communicate with owners, encourage participation, and avoid postponing important association business.

Transparency Builds Confidence

Membership meetings are about more than voting.

They provide owners with an opportunity to become informed, participate in the governance of their community, and observe the association conducting its business openly and professionally.

Boards that communicate frequently, provide complete information before meetings, encourage participation, and conduct meetings in an organized and respectful manner build confidence throughout the community.

Owners may not always agree with the outcome of every vote. They are far more likely, however, to accept the outcome when they believe the process was fair, transparent, and conducted in accordance with Florida law and the association's governing documents.

Professional Practice

Successful membership meetings begin long before the first owner arrives.

Boards should establish an annual meeting calendar, review their governing documents well in advance, prepare accurate notices and proxy forms, clearly explain the business to be conducted, and encourage owner participation throughout the planning process.

Good governance is built on preparation. When a meeting is well organized, owners spend less time questioning the process and more time participating in the future of their community.

DBPR – Department of Business and Professional Regulation

Seven Membership Meeting Pitfalls to Avoid

Even the most experienced boards occasionally encounter challenges when planning or conducting membership meetings. Here are seven common pitfalls to avoid.

1. Waiting Too Long to Begin Planning

Many membership meeting problems begin months before the meeting is ever called to order. Waiting until notice deadlines are approaching often results in rushed decisions, incomplete meeting packets, scheduling conflicts, and avoidable mistakes. Professional Practice: Establish an annual governance calendar and begin planning membership meetings well before statutory notice deadlines.

2. Missing Notice Requirements

Meeting notices are among the most common sources of procedural errors. Missing a posting deadline, failing to properly deliver notice, omitting required documents, or providing an incomplete agenda can delay business and undermine owner confidence in the process.

Remember: A meeting notice is more than an announcement—it protects every owner's right to participate.

3. Confusing Board Business with Membership Business

Not every decision belongs to the board, and not every meeting belongs to the membership. Before scheduling a meeting, determine whether the proposed action is one the board may approve or whether it has been reserved to the membership by Florida law or the governing documents.

Ask First: Who has the legal authority to make this decision?

4. Using the Wrong Voting Method

Election ballots, general proxies, limited proxies, electronic voting, and voting at the meeting each serve different purposes.

Selecting the wrong voting method—or providing the wrong forms—can create unnecessary confusion and may affect the validity of the vote. Professional Practice: Match the voting procedure to the specific action being considered and verify that it complies with both Florida law and your governing documents.

5. Overlooking the Governing Documents

Florida law establishes the framework for membership meetings, but many important procedural details including quorum requirements, voting procedures, nomination processes, and approval thresholds—are found within the association's declaration, articles of incorporation, and bylaws.

Best Practice: Review the governing documents before planning every membership meeting—not after questions arise.

6. Misunderstanding Quorum

Many boards focus on how many votes are needed to approve a motion without first determining whether enough members are present or represented by proxy to legally conduct business.

Quorum should be established early in the meeting and clearly reflected in the minutes.

Professional Reminder: Without quorum, the membership generally cannot conduct business requiring owner approval.

7. Treating Minutes as a Transcript

Membership meeting minutes should record the official actions of the membership—not every discussion, opinion, or debate.

Effective minutes document:

The date, time, and location of the meeting.
Confirmation that proper notice was given.
Whether quorum was established.
Motions made and voting results.
Actions approved by the membership.
Time of adjournment.

Clear, concise minutes become part of the association's permanent official records and provide an accurate history of the decisions made by the membership.

The Common Thread

Boards that begin planning early, understand both Florida law and their governing documents, and communicate clearly with owners rarely experience significant membership meeting problems. Good governance is seldom the result of good fortune—it is almost always the result of thoughtful preparation.

DBPR Begins Rulemaking to for Key Legislative Changes

Key legislative changes affecting Florida community associations in 2024 and 2025 were substantial. These proposed administrative rules represent the next step, the DBPR translating statutory requirements into practical administrative procedures. While many of the proposals simply implement existing legislation, others provide important clarification that will influence how associations, managers, and education providers carry out their responsibilities. We will continue to monitor the rulemaking process and report on significant developments as these rules move toward final adoption.

Proposed Rule 61B-23.001 – Condominium Board and Membership Meetings

This proposal substantially revises the administrative rule governing condominium board, committee, and membership meetings. It incorporates many of the meeting requirements enacted through recent legislation, including expanded definitions of meetings, standards for meetings conducted by video conference, recording requirements for electronically conducted meetings, inspection of meeting materials before meetings, enhanced notice requirements, detailed agenda requirements, owner participation rights, and procedures governing audio and video recording by owners. The proposal also provides additional guidance regarding rescheduled meetings and meeting conduct intended to improve transparency and consistency throughout the state.

Proposed Rule 61B-21 – Enforcement Guidelines and Penalties

The Department has also proposed a comprehensive update to its enforcement rules governing condominium associations. The proposal modernizes the Department's enforcement process by expanding definitions, establishing formal citation procedures, clarifying what constitutes minor violations, identifying aggravating and mitigating factors used when determining penalties, and updating the Department's disciplinary guidelines. Collectively, these revisions reflect the Legislature's expansion of the Division's enforcement authority and provide greater transparency regarding how investigations and enforcement actions will be handled.

Proposed Rule 61B-19.001 – Condominium Board Education Providers

Following the Legislature's creation of standardized condominium board education requirements, the Department has proposed new administrative rules governing providers of Board Member Certification and Continuing Education programs. The proposal establishes instructor qualification standards, provider approval and renewal procedures, acceptable course delivery methods, participant verification requirements, record retention obligations, and standardized certificates of completion. The rules are intended to ensure consistent delivery and administration of board education statewide.

Proposed Rule 61B-19.004 – Homeowners' Association Board Education

The Department has also proposed a new rule establishing the framework for homeowners' association board education under Section 720.3033, Florida Statutes. Similar to the condominium proposal, the rule establishes provider qualifications, course approval procedures, delivery methods, participant verification standards, record retention requirements, and continuing education requirements for HOA directors. It also creates an approval pathway for existing Community Association Manager continuing education courses to satisfy certain HOA continuing education requirements when appropriate.

Board Governance Review: September 2026 Legislative Supplement – DBPR Administrative Updates

Thu, 29 Oct 2026 13:23:23 GMT

Board Governance Review – Legislative Supplement, September 2026

DBPR Administrative Updates

61B-19.001 Final as of September 3rd, 2026

61B-19.004 Final as of September 7th, 2026

Dear Board Member,

As I promised in Legislative Watch section of my last issue of the Board Governance Review this is the update on DBPR rule making. The DBPR has taken two important actions: it revised the education rule for condominium directors and adopted a new rule for homeowners’ association directors.

Rule 61B-19.001 and Rule 61B-19.004 are now final.

Two others, 61B-23.001 dealing with Condo Meetings and 61B-21.001-.003 dealing with Condo Enforcement are still on the horizon.

This supplement highlights the provisions I believe are most relevant to board members and the managers who support them. It is a guide to the changes, not a review of every provision. For a full understanding of the requirements, please read the complete rules: Rule 61B-19.001, condominium board education and Rule 61B-19.004, homeowners’ association board education.

If you are an approved education provider or instructor, please review the rules with particular care. They include changes affecting course approval, delivery, verification of completion, and certificates that may require adjustments to your programs and procedures.

My hope is that these pages make the new rules easier to understand and easier to apply. Thank you for the time, care, and judgment you bring to serving your community.

Be Well,

Doug

Rule 61B-19.001: A New Framework for Condominium Board Education

By Doug Jenkins

Effective September 3, 2026, revised Rule 61B-19.001, Florida Administrative Code, establishes the procedures used to administer Florida’s education requirements for residential condominium directors.

Section 718.112, Florida Statutes, creates the underlying certification and continuing-education obligations; the revised rule defines important terms, establishes a uniform education year, regulates instructor approval and course delivery, identifies how directors document compliance, and assigns specific responsibilities to the association.

The following discussion focuses on the actions, definitions, and procedures established or clarified by the revised rule rather than repeating the broader statutory requirements.

Defines the Two Types of Education

The rule distinguishes between two forms of condominium director education:

Board Member Certification, or BMC: The initial Division-approved course covering milestone inspections, structural integrity reserve studies, elections, recordkeeping and inspection of official records, financial literacy and transparency, levying fines, and notice and meeting requirements.
Continuing Education, or CE: Ongoing education primarily focused on recent changes to Chapter 718 and applicable Division rules during the preceding education year.

This distinction matters because a course should be approved for the purpose for which the director intends to use it. A program may provide valuable information without qualifying as either BMC or annual CE.

Establishes a Uniform “Education Year”

The rule defines an education year as the period beginning July 1 and ending June 30 of the following calendar year.

This creates a common compliance period for condominium director education rather than requiring each association to calculate a separate rolling year for every director.

The education year serves two principal purposes:

It establishes the period in which annual CE must be completed; and
It provides the unit by which the seven-year validity of a BMC certificate is measured.

Clarifies the Initial BMC Submission Window

The amended rule incorporates the statutory timing options for initial certification. A director may submit the BMC certificate:

Within one year before being elected or appointed; or
Within 90 days after being elected or appointed.

This means a candidate or prospective appointee may complete the approved course in advance. If the course was completed within the preceding year, the person does not need to wait until after joining the board to submit the certificate.

The rule also establishes a separate deadline when BMC renewal becomes necessary. The renewed certificate must be submitted within 90 days after the beginning of the education year in which renewal is required.

Because the education year begins July 1, this generally creates a renewal period beginning July 1 and extending for 90 days.

Measures BMC Validity by Seven Education Years

The rule provides that a completed BMC certificate is valid for seven education years, provided the director continues serving without interruption.

This is more specific than simply treating the certificate as valid for 84 months from its completion date. The rule measures validity through defined July 1–June 30 education years.

The association should therefore record:

The certificate-completion date;
The education year in which the certificate was completed;
The director’s continuity of service; and
The education year in which renewal will be required.

Because a certificate may be completed partway through an education year, associations should not automatically assume that every certificate remains valid for exactly seven full calendar years after the completion date.

Establishes the Annual CE Cycle

The rule requires a condominium director to complete at least one hour of CE during each education year in which the director does not complete BMC.

This provides a more workable compliance cycle:

If the director completes BMC during an education year, the BMC course satisfies the education requirement for that education year.
In each subsequent education year in which BMC is not completed, the director must complete at least one hour of qualifying CE.
The CE certificate must be submitted on or before June 30, the final day of the applicable education year.

For example, if a director completes BMC in December 2026, that occurs during the July 1, 2026–June 30, 2027 education year. The director’s next annual education period would begin July 1, 2027, and the required CE would be due by June 30, 2028.

This clarification replaces the need to calculate annual CE solely from each director’s individual certificate-submission anniversary.

Assigns Responsibility to the Association Secretary

The rule makes the association secretary, or equivalent officer, responsible for:

Ensuring director compliance with the education requirements; and
Maintaining the association’s education records.

Directs the Board to Suspend a Noncompliant Director

If a director fails to satisfy an education requirement by the applicable deadline, the rule directs the board to suspend the director until the director becomes compliant.

During the suspension:

The individual should not participate as a serving director;
The board may temporarily fill the vacancy; and
The suspension continues until the applicable requirement is satisfied.

The association should therefore have a procedure for identifying an approaching deadline and notifying the director before noncompliance results in suspension.

Requires Reasonable Steps to Verify Completion

Before issuing a certificate, an instructor must take reasonable steps to ensure that the participant satisfactorily completed the approved course in its entirety.

This standard recognizes that verification methods may differ based on how the course is delivered. A live classroom, live webinar, self-paced program, and hybrid course may use different verification procedures, but each must reasonably demonstrate complete participation.

Merely registering, signing in briefly, or receiving the course materials does not establish satisfactory completion.

Conclusion

Revised Rule 61B-19.001 transforms condominium director education into a more uniform and trackable compliance system. It establishes a July 1–June 30 education year, measures initial certification through seven education years of uninterrupted service, places annual CE on a common statewide cycle, defines instructor qualifications and verification responsibilities, and requires the association secretary to monitor compliance and maintain the records.

For condominium boards, the practical direction is clear: use properly approved courses, preserve valid certificates, track education by the defined education year, monitor continuity of service, and address missed deadlines before they result in a director’s suspension.

Rule 61B-19.004: A New Framework for HOA Board Education

By Doug Jenkins

Effective September 7, 2026, Rule 61B-19.004, Florida Administrative Code, establishes the procedures used to administer Florida’s education requirements for homeowners’ association directors.

Section 720.3033, Florida Statutes, created the underlying certification and continuing-education obligations; the new rule defines important terms, establishes a uniform education year, regulates course and provider approval, identifies how directors document compliance, and assigns specific compliance responsibilities to the association.

The following discussion focuses on the actions and procedures established by the new rule rather than repeating the broader statutory requirements.

Defines the Types of Education

The rule defines two distinct forms of HOA director education:

Board Member Certification, or BMC: A Division-approved course satisfying the initial education requirement. The course includes financial literacy and transparency, recordkeeping, levying fines, and notice and meeting requirements.
Continuing Education, or CE: Ongoing Division-approved education used to satisfy the annual education requirements under section 720.3033.

A course must be approved for the specific purpose for which the director intends to use it. An informative association seminar does not automatically qualify as either BMC or CE.

Establishes a Uniform “Education Year”

The rule defines an education year as the period beginning July 1 and ending June 30 of the following calendar year.

This definition gives all HOA directors a common period for measuring annual continuing education. CE must be completed and the certificate submitted on or before June 30, the end of the applicable education year.

The education year does not replace the initial 90-day certification deadline. A newly elected or appointed director must still complete and submit the BMC certificate within 90 days after election or appointment.

Measures BMC Validity by Education Years

A BMC certificate is valid for four education years, provided the director serves without interruption. The director must submit the new certificate within 90 days after the beginning of the applicable education year.

This is an important clarification. The rule measures validity by education years rather than simply counting four years from the certificate’s calendar completion date. Because a partial education year may be involved, directors and associations should not assume that every certificate expires exactly 48 months after completion. The association should record:

The certificate-completion date;
The education year in which it was completed;
The director’s continuity of service; and
The education year in which renewal will be required.

The Division has not published an official example explaining whether every possible completion date receives the same amount of usable time. Therefore, associations should avoid extending a certificate beyond the four education years permitted by the rule.

Allows Multiple Courses to Satisfy Annual CE

The rule permits a director to combine multiple approved courses to reach the required annual CE total. A director is not required to obtain all required hours through one program.

For example, a director requiring four annual hours could potentially satisfy the requirement through four approved one-hour courses or another combination totaling at least four approved hours.

Prohibits Repeating the Same Course for Additional Credit

A director may not take the same course more than once during the same education year and count it repeatedly toward the minimum CE requirement.

The restriction applies within the education year. Replaying or retaking the same program does not generate additional qualifying hours for that July 1–June 30 period.

Defines How a Director Demonstrates Compliance

A director satisfies the applicable BMC or CE requirement by submitting a valid certificate of completion to the association secretary or equivalent officer within the required timeframe.

The operative document is the certificate of completion. Registration confirmations, payment receipts, attendance emails, course materials, or a director’s verbal statement do not replace it.

Assigns Responsibility to the Association Secretary

The rule expressly makes the association secretary, or equivalent officer, responsible for:

Ensuring board-member compliance with the education requirements; and
Maintaining the association’s education records.

This is more than a passive filing responsibility. The association should maintain a tracking system showing each director’s election or appointment date, initial BMC deadline, certificate-validity period, annual CE hours, and applicable June 30 deadline.

Although management may assist with tracking and recordkeeping, the rule assigns the formal responsibility to the secretary or equivalent officer.

Directs the Board to Suspend a Noncompliant Director

If a director fails to meet an education requirement by the applicable deadline, the rule directs the board to suspend that director until the director becomes compliant.

During the suspension:

The director should not participate as a serving board member;
The board may temporarily fill the vacancy; and
The suspension continues until the applicable educational requirement is satisfied.

The rule therefore turns education tracking into an active governance obligation. The board must respond to an expired compliance deadline; it should not simply note the deficiency and allow the director to continue serving.

Authorizes Multiple Delivery Methods

Division-created or Division-approved BMC and CE courses may be offered through:

Asynchronous instruction: Self-paced modules, prerecorded presentations, written materials, or electronic media;
Synchronous instruction: Live instruction delivered by or in the presence of an instructor; or
Hybrid instruction: A combination of live and self-paced education.

The method of delivery may vary, but the instructor must still take reasonable steps to confirm that the director satisfactorily completed the entire course.

Requires Verification of Complete Participation

An instructor must verify that a participant satisfactorily completed the approved course in its entirety before issuing a certificate.

This means merely registering, signing in, or attending only part of a program is insufficient. Providers must have a procedure for verifying completion, particularly for virtual and self-paced programs.

Creates a Path for CAM Courses to Qualify as HOA CE

A course already approved as Community Association Manager continuing education does not automatically qualify as HOA board-member CE. However, the rule creates a separate application process through which a provider may seek approval of an existing CAM CE course for HOA directors.

The provider must identify the CAM course and explain how it relates to homeowners’ association governance. This creates the possibility that one program may qualify for both audiences, but separate HOA approval is still required.

Board members should therefore confirm that a CAM course has also received approval as HOA director continuing education before relying on it.

For Education Providers:

Establishes Approval Standards for Providers and Instructors
Requires Provider Recordkeeping
Allows DBPR to Withdraw Course Approval

Conclusion

Rule 61B-19.004 converts the HOA director-education requirements into a more structured compliance system. It establishes a uniform July 1–June 30 education year, measures BMC validity by four education years and uninterrupted service, permits directors to combine approved CE courses, prevents duplicate credit for repeating the same course, and places responsibility on the association secretary to track compliance and maintain the records.

The practical lesson for every HOA board is clear: verify the course approval, obtain and submit the certificate, track deadlines by education year, and act promptly when a director becomes noncompliant.

Board Governance Review: October 2026 Edition – The All About Elections Issue

Wed, 28 Oct 2026 20:59:48 GMT

Board Governance Review – October 2026

Dear Board Member,

This edition of the Board Governance Review was created with a slightly different purpose—and a broader audience. It is intended to be shared with the owners in your community.

I have repeatedly heard the lament from Board Members about the frustration and difficulty getting owners to step up. Hopefully, I have created a resource that will help owners understand how their association works, participate thoughtfully in elections, cast informed votes, and consider whether they might have something valuable to contribute through board service.

For many owners, the election process can feel distant, complicated, or reserved for people with specialized experience. Board service may appear equally intimidating. That uncertainty can discourage participation before an owner ever considers becoming involved.

Understanding changes that. When owners understand what directors actually do, what an election requires, and how board service begins, participation becomes more approachable. They can make better-informed decisions about candidates, protect their own voting rights, and realistically consider whether serving their community might be right for them.

My hope is that boards will share this edition freely—not merely as an explanation of election procedures, but as an invitation to participate.

An informed and engaged membership strengthens the election process. It expands the pool of future leaders. Most importantly, it reminds owners that the community’s future is not shaped by the board alone. It is shaped by everyone willing to understand, participate, and contribute.

In this edition

Your Community Wants You: What It Takes to Serve on the Board and Why It Matters
Upcoming Board Educational Events
Condominium Elections: What Owners Should Expect
HOA Elections: Start with the Governing Documents
Owner Election Checklists (Condo and HOA)
I Was Elected—Now What?

Be well, Doug

Upcoming Online Board Education Events

Individual registration is required for all courses.

New Condominium Board Member Four-Hour Education Certification

DBPR Required Four-Hour Certification Course for new Condominium Association Board Members Subject to Florida Statute 718 – Presented by Doug Jenkins

October 8, 2026, 01:00 PM – Registration Required

Registration: https://us02web.zoom.us/webinar/register/WN_ZH5MWjFtSXqxCXT9h8l6_g

November 4, 2026, 01:00 PM – Registration Required

Registration: https://us02web.zoom.us/webinar/register/WN_XGrjw6ikQTCugH32_F5-qg

New Homeowners’ Association Board Member Four-Hour Education Certification

DBPR Required Four-Hour Certification Course for Homeowners’ Association Board Members Subject to Florida Statute 720 – Presented by Doug Jenkins

October 21, 2026, 01:00 PM – Registration Required

Registration: https://us02web.zoom.us/webinar/register/WN_Rgz2Njj8Se-g-aOgUlxwtw

December 9, 2026, 01:00 PM – Registration Required

Registration: https://us02web.zoom.us/webinar/register/WN_uNTEMErkQJid-IbAjy6UxQ

DBPR/CTMH Provided Board Member Certification

October calendar: https://www2.myfloridalicense.com/condos-timeshares-mobile-homes/event-calendar/#oct-2026

November calendar: https://www2.myfloridalicense.com/condos-timeshares-mobile-homes/event-calendar/#november-2026

Online, Self-Paced

Course login: https://myfloridalicense.aomlms.com/login

Your Community Wants You! What It Takes to Serve on the Board—and Why It Matters

By Doug Jenkins

Your community wants you—or at least it wants people like you: owners willing to contribute their experience, judgment, time, and perspective. But what does serving on the board actually involve? And before you raise your hand—or take one cautious step backward—what should you know?

Governance, Not Management

Let’s begin with one of the most important distinctions in community-association leadership: The board governs. Management manages.

The board establishes direction, adopts policies, approves budgets, authorizes contracts, and makes the decisions assigned to it by law and the association’s governing documents. Management carries out the board’s lawful decisions, oversees daily operations, coordinates vendors, maintains records, communicates with residents, and helps the board fulfill its responsibilities.

That means serving on the board does not make an individual director the community manager, maintenance supervisor, contractor coordinator, or twenty-four-hour complaint department.

It also does not give one director the authority to independently direct employees, vendors, or management. Board authority is generally exercised collectively, through properly made board decisions.

Strong boards remain focused on oversight, direction, and results without stepping unnecessarily into day to day operations.

Board Meetings

Much of the board’s work takes place during board meetings. This is where directors review information, discuss community business, consider recommendations, listen to different perspectives, and make decisions.

Good meetings require preparation. Directors should review the agenda and supporting materials before the meeting—not for the first time while someone else is waiting for an answer. Preparation allows the board to ask better questions, have more productive discussions, and make more informed decisions.

Directors will not always agree. In fact, thoughtful disagreement can be healthy. The goal is not for every director to think alike. The goal is to examine the issue, debate it respectfully, reach a decision, and then support the board’s lawful action.

The boardroom should be a place for informed discussion—not personal battles, surprise agendas, or a competition to see who can win arguments.

Membership Meetings

Directors also participate in membership meetings, including annual meetings, elections, and special meetings when association members must consider or vote on community matters.

These meetings belong to the membership. They provide owners with an opportunity to hear about the association’s work, participate in the governance process, ask questions, and exercise their voting rights.

Directors should understand the purpose of the meeting, the required procedures, and the rights of the membership. They should also help create an environment where owners can participate respectfully—even when the questions are difficult or the opinions are strongly expressed.

A well-run membership meeting strengthens confidence in the association. A poorly planned one may become memorable for entirely different reasons.

Resolving Problems

Community associations bring people together—and wherever people gather, questions, disagreements, and occasional conflict are sure to follow.

Directors may face concerns about maintenance, finances, rules, vendors, neighbors, parking, pets, landscaping, or why someone’s favorite shrub was trimmed.

The board’s responsibility is not to guarantee that everyone will always be happy. That would be an unfeasible goal for any group of neighbors.

The responsibility is to address issues consistently, fairly, and within the board’s authority. Directors should gather reliable information, listen carefully, avoid reacting emotionally, and focus on solutions that serve the community as a whole.

Some problems can be resolved through communication. Others require professional guidance, formal board action, or enforcement of the governing documents.

Knowing when to seek assistance from management, legal counsel, accountants, engineers, insurance professionals, or other experts is part of responsible board service.

Rules and Policies

Another important board responsibility is adopting and reviewing reasonable rules and policies for the community.

Rules should address legitimate community needs, protect association property, promote safety, support consistent operations, and help residents live together successfully. They should be based on the authority provided by Florida law and the association’s governing documents.

Good rulemaking requires reasonableness and balance. The board must consider the needs of the community as a whole—not simply the preferences of an individual director, the loudest voice in the room, or the frustration created by a single incident.

Not every annoyance requires a new rule. A policy created in response to one unusual situation can sometimes produce unintended consequences for everyone else.

Before adopting a rule or policy, the board should ask: Is it necessary? Is it within the board’s authority? Is it clear and understandable? Can it be applied consistently? Is the burden it creates proportionate to the problem it is intended to solve? And will it serve the community fairly over time?

Residents should be able to understand what is expected, why the requirement exists, and how it will be enforced. Rules that are vague, overly restrictive, selectively enforced, or disconnected from a legitimate community purpose can undermine confidence in the board.

The strongest policies balance individual interests with the board’s responsibility to protect the association and serve the entire community. Thoughtful rulemaking is not about controlling community life. It is about establishing reasonable expectations that allow the community to function fairly, safely, and successfully.

Acting as a Fiduciary

A director serves in a fiduciary role. In practical terms, that means acting honestly, carefully, and in the best interests of the association—not merely in the director’s personal interest or in the interest of a particular group of friends or neighbors.

Directors must protect association funds, safeguard confidential information, disclose potential conflicts of interest, exercise reasonable care, and make decisions using appropriate information.

A director may rely on qualified professionals when the issue calls for specialized expertise. Being a good fiduciary does not mean knowing everything. It means recognizing what you do not know, asking good questions, and obtaining the guidance the board needs.

The question should not simply be, “What do I want?” The better question is, “What decision best fulfills my responsibility to the association?”

The Commitment of Time

Board service requires time—and not only the time spent sitting in meetings.

Directors must review financial reports, proposals, contracts, correspondence, and other meeting materials. They may participate in workshops, committees, planning sessions, community inspections, educational programs, and association social events.

Some months will be relatively quiet. Others may include a major project, an insurance renewal, budget preparation, an unexpected repair, or an issue that seems to generate twelve emails before breakfast.

Directors do not need to be available every minute of every day. They do need to make a realistic commitment to attend meetings, arrive prepared, respond when appropriate, and complete the work they have agreed to undertake.

Board service works best when responsibilities are shared. One director should not attempt to do everything—and one director should not be expected to.

Continuing to Learn

No one joins a board already knowing everything about association governance—and education is more than simply a good practice.

Florida law establishes education and certification requirements that directors must satisfy. The specific requirements and completion deadlines may vary depending on the type of association and the law governing the community. Each director is personally responsible for understanding and timely completing the requirements that apply to their service.

Directors must also become thoroughly familiar with the association’s governing documents. These generally include the declaration, articles of incorporation, bylaws, rules and regulations, and other controlling documents. Together, they establish the rights and responsibilities of the association, the board, and the membership—and define the boundaries of the board’s authority.

Just as importantly, directors should develop a working knowledge of the Florida Statutes applicable to their community. The governing documents explain how the particular association operates, while Florida law establishes requirements and limitations that the board must follow.

When the documents and the law appear to conflict—or when the proper course is unclear—the board should seek qualified legal guidance rather than make assumptions.

Effective directors continue learning about financial reporting, reserves, insurance, contracts, meetings, elections, recordkeeping, enforcement, and the respective roles of the board and management.

Laws change. Community needs evolve. Good practices improve. Continuing education helps directors make decisions with greater confidence, recognize when professional assistance is needed, and avoid preventable mistakes.

Education is not an admission that a director lacks knowledge. It is evidence that the director takes the responsibility of governing the community seriously.

Building Community

Board service is not limited to budgets, contracts, rules, and meetings. Directors also help shape the culture of the community.

Community events, volunteer activities, welcoming new residents, recognizing contributions, and communicating openly can strengthen relationships and create a greater sense of belonging.

Directors set an example through their conduct. Respectful communication, thoughtful listening, professionalism, and a willingness to work with others can influence the tone of the entire association.

People may not remember every motion the board approved—but they will remember whether they felt heard, respected, and informed.

What You Bring to the Community

Every director brings something valuable: professional experience, financial knowledge, technical expertise, communication skills, historical perspective, creativity, sound judgment, or simply a sincere desire to help.

You do not have to be the expert on every subject. A strong board benefits from different perspectives and from directors who are willing to listen, learn, and work together.

Your service can help protect property values, improve financial stability, preserve community assets, solve long-standing problems, and prepare the association for the future.

You can help the board move beyond reacting to today’s concerns and begin planning for tomorrow’s needs.

The Value of Your Service

Board service is not always easy. Some decisions will be difficult. Progress may take longer than expected. Meetings may occasionally run past the time everyone hoped to be home.

But there is something deeply rewarding about helping to care for a community.

As a director, you have the opportunity to protect the place people call home. You can help preserve the community’s property, strengthen its financial future, improve communication, solve meaningful problems, and create an environment where residents feel respected and connected.

Some of the most important results of your service may not be immediately visible. They may be found in the problem that was prevented, the project that was properly planned, the difficult decision that protected the association, or the financial preparation that placed the community in a stronger position for the future.

You may also experience the satisfaction of seeing a long-awaited improvement completed, watching neighbors come together at a community event, welcoming new residents, or knowing that your leadership helped restore confidence during a challenging time.

Along the way, you will learn. You will meet people you might not otherwise have known. You will develop new skills and gain a deeper understanding of your community—and perhaps more knowledge than you ever expected about roofs, pavement, landscaping, insurance, budgets, and reserve schedules.

Most importantly, you will know that you chose to participate. You stepped forward when your community needed people willing to listen, learn, lead, and serve.

A strong community does not happen by accident. It is built over time by people who care enough to contribute their judgment, experience, energy, and time. That is the opportunity of board service.

You do not need to know everything on your first day. You do not need to solve every problem yourself. You simply need to come prepared, ask thoughtful questions, listen respectfully, continue learning, and work with your fellow directors toward the good of the entire community.

Being a director is more than holding a position. It is an opportunity to practice leadership, demonstrate stewardship, and make a lasting difference in the place you and your neighbors call home.

Whether you are considering board service, beginning your first term, or have served for many years, you should be proud of your willingness to contribute.

Your service matters. Your leadership matters. And your community can be stronger because you chose to serve.

Condominium Elections: What Owners Should Expect

By Doug Jenkins

The Chapter 718 Process Explained Chronologically

Condominium elections follow a detailed process established by Chapter 718, Florida Statutes, applicable administrative rules, and the association’s governing documents.

For owners, the process may appear to be a series of notices, envelopes, forms, and deadlines. Each step, however, serves an important purpose: informing owners, providing candidates with an opportunity to run, protecting ballot secrecy, verifying voter eligibility, and producing results the community can trust.

This article follows the typical residential condominium election from the first notice through the announcement of results.

The procedures described here generally apply to residential condominium associations. Different requirements or exceptions may apply to certain associations, including timeshare condominiums, nonresidential condominiums, and associations containing 10 or fewer units that have properly adopted alternative election procedures.

Before the Notices Are Sent

The election process begins well before owners receive anything in the mail. The association must determine:

The date of the annual meeting and election
The number of board positions to be filled
Which directors’ terms are expiring
The length of the terms to be filled
The list of owners entitled to vote
The deadlines for notices, candidate submissions, and election materials
The authorized methods for submitting ballots

The regular election occurs on the date of the annual meeting. The association’s bylaws should be reviewed to confirm the timing of the meeting, the size of the board, terms of office, and any provisions affecting candidate eligibility or election procedures.

Owners should not assume that every condominium follows the same annual calendar. The statutory deadlines are calculated backward from the association’s scheduled election date.

At Least 60 Days Before the Election: The First Notice

The association must send the first notice of election to each unit owner entitled to vote at least 60 days before the scheduled election.

The first notice may be provided as a separate association communication or included in another association mailing, delivery, electronic transmission, or regularly published newsletter.

Its central purpose is to tell owners:

The date of the election
That board positions will be filled
How an eligible person may become a candidate
Where the written notice of intent should be submitted
The deadline for submitting that notice

An owner who may be interested in serving should not wait for the second notice. By the time the second notice arrives, the candidate deadline will have passed.

Owner action: When you receive the first notice, immediately record the election date and candidate-submission deadline. If you are considering running, review the instructions and governing documents promptly.

At Least 40 Days Before the Election: Candidate Notices Are Due

A unit owner or other eligible person who wants to become a candidate must give the association written notice of the intention to run at least 40 days before the scheduled election.

The notice is effective when it is received by the association—not simply when the candidate places it in the mail.

Owners should follow the delivery instructions in the first notice carefully and retain evidence showing that the notice was timely received. When a notice is personally delivered, the candidate should request and retain a written receipt.

The candidate must be eligible to serve at the time of the filing deadline. Eligibility can depend on Chapter 718 and the association’s governing documents. Statutory restrictions may apply to individuals who:

Are delinquent in paying an assessment due to the association
Have been suspended or removed by the Division of Florida Condominiums, Timeshares, and Mobile Homes
Have certain felony convictions without the required restoration of civil rights
Are co-owners seeking to serve simultaneously when the statutory exception does not apply
Are affected by the statutory limitation on consecutive board service

Because eligibility questions can be fact-specific, a prospective candidate with a concern should seek clarification before the deadline rather than assume the issue can be corrected after ballots are prepared.

Owner action: Submit the written notice early enough to confirm receipt and resolve any eligibility question before the filing deadline.

At Least 35 Days Before the Election: Candidate Information Sheets Are Due

A candidate may provide the association with an information sheet to be distributed with the second election notice.

The candidate information sheet must be furnished at least 35 days before the election and may not exceed the permitted size. It may describe the candidate’s background, qualifications, experience, priorities, and reasons for seeking office.

The association distributes properly submitted candidate information sheets but is not responsible for their contents. The association may not edit or alter a candidate’s submission.

An effective information sheet should help owners understand:

Why the candidate wants to serve
What experience or perspective the candidate would bring
How the candidate views the board’s governance role
Whether the candidate is prepared to consider the entire community
How the candidate approaches preparation, education, and collective decision-making

The information sheet should not promise outcomes that one director cannot independently deliver. Statements based primarily on personal attacks, rumors, or guarantees of specific results may reveal more about a candidate than intended.

Owner action: Candidates should prepare the information sheet before submitting the notice of intent. The five-day interval between the two deadlines passes quickly.

Between 34 and 14 Days Before the Election: The Second Notice Arrives

The association must provide the second notice of election not less than 14 days and not more than 34 days before the election.

The second notice is generally delivered with the annual-meeting notice and agenda. It also includes the election materials, which may include:

The official ballot
An inner envelope
An outer return envelope
Candidate information sheets
Instructions for completing and returning the ballot
Information regarding any authorized electronic or alternative voting method

The ballot must list the eligible candidates. Write-in candidates are not permitted in the regular statutory condominium election process.

Owners should read the entire package before marking or submitting anything. Election materials may look familiar from prior years, but assumptions create avoidable mistakes.

Owner action: Review the candidate materials, confirm the voting deadline, and follow the instructions provided for the method you choose to use.

Understanding the Paper Ballot Package

The traditional paper-ballot process uses two envelopes to verify voting eligibility while protecting ballot secrecy.

The ballot: Mark the ballot according to its instructions. Do not sign the ballot or place identifying information on it.

The inner envelope: Place the completed ballot inside the inner envelope and seal it. The inner envelope should not contain the owner’s name, unit number, signature, or other identifying markings. Its purpose is to separate the anonymous ballot from the information used to verify the voter. Only one ballot should be placed in each inner envelope.

The outer envelope: Place the sealed inner envelope inside the outer envelope and seal the outer envelope. Complete the information requested on the outside of the outer envelope. This generally includes the eligible voter’s name, the unit identification number, and the eligible voter’s signature.

The signature and unit information allow the impartial election committee to verify that the ballot came from an eligible voter. The committee performs that verification before the anonymous inner envelope is opened.

An unsigned outer envelope—or one signed by someone who is not shown as an eligible voter—may cause the ballot to be disregarded.

Owners of multiple units should follow the package instructions carefully. Each ballot must remain in its own inner envelope, even when the authorized procedure allows multiple inner envelopes to be returned within one properly completed outer envelope.

Owner action: Before returning the ballot, confirm that the ballot is inside the sealed inner envelope and that the outer envelope contains the required voter information and signature.

Returning the Ballot

Owners should use one of the voting methods authorized and explained by the association.

Depending on the association’s adopted procedures and applicable law, an owner may receive instructions for submitting a paper ballot, voting through an authorized online system, or using another permitted method.

Do not assume that sending a photograph, scan, ordinary email, portal message, or other communication constitutes a valid ballot. Follow the association’s instructions precisely.

Paper ballot envelopes must remain sealed until the election process permits them to be opened. Once a ballot has been received by the association, the owner generally may not withdraw or change it.

Owners should return election materials well before the deadline whenever possible. Waiting until the final day creates unnecessary risk from mail delays, delivery problems, or incomplete envelopes.

When Is an Election Not Required?

A contested election is required only when more eligible candidates submit timely notices of intent than there are board vacancies to be filled.

If the number of candidates is equal to or fewer than the number of available seats, balloting is not required. The qualified candidates generally become directors effective upon adjournment of the annual meeting. If seats remain unfilled, the remaining vacancies are addressed as provided by Chapter 718 and the association’s bylaws.

An uncontested election does not make the annual meeting unnecessary. The meeting may still be required for reports, owner votes, announcements, or other properly noticed business.

Election Day: Ballots Are Collected

The regular election occurs on the date of the annual meeting.

Eligible voters who have not already submitted ballots must be given an opportunity to vote in accordance with the authorized election procedures. Any paper ballot cast at the meeting must be handled through the required ballot and envelope process.

At the announced closing of balloting, the association stops accepting additional ballots. Owners should not assume they can arrive after the meeting begins and still vote. The election materials should be reviewed for the exact deadline and procedure.

Protecting Ballot Secrecy

After voter eligibility has been confirmed, the accepted outer envelopes are opened and separated from the sealed inner envelopes.

The anonymous inner envelopes are combined so that a particular ballot cannot be connected to the owner who submitted it. The inner envelopes are then opened, and the ballots are removed for counting.

This separation is why owners should never place identifying information on the ballot or inner envelope.

The 20% Participation Requirement

A quorum of the membership is not required to conduct the condominium board election. However, at least 20% of the eligible voters must cast ballots for the election to be valid.

This is different from the quorum that may be required to conduct other business at the annual meeting. The election may satisfy its 20% participation requirement even if the annual meeting lacks a quorum for other matters. Similarly, establishing a quorum for the annual meeting does not necessarily mean that enough ballots were cast to validate the election.

Owner action: Your ballot matters even when you believe a particular candidate is certain to win. Without sufficient participation, the election cannot be completed successfully.

Counting the Votes

The impartial committee counts the ballots in the presence of unit owners at the election meeting.

Condominium elections are decided by plurality. This means the candidates receiving the greatest number of votes fill the available seats.

A candidate does not need to receive a majority of all eligible votes unless some separate lawful provision requires otherwise. If three seats are available, for example, the three candidates receiving the highest vote totals are elected.

Owners must follow the ballot instructions and should not vote for more candidates than the number of available seats.

Announcing the Results

After the ballots are counted and the totals verified, the election results are announced.

The announcement identifies the candidates elected and may include the number of votes received by each candidate. The results become part of the association’s election records.

Newly elected directors generally begin serving as provided by Chapter 718 and the governing documents. An organizational meeting may then be held for the board to select officers and address other organizational matters.

Owners elect directors. The board generally selects the president, vice president, secretary, treasurer, and any other officers provided by the bylaws.

After the Election

Election records—including ballots and envelopes, whether counted or disregarded—must be preserved as association official records for the required period.

A challenge to the election process must be commenced within 60 days after the results are announced. Owners with a genuine concern should act promptly and preserve relevant notices, envelopes, correspondence, and other information.

Newly elected directors must also satisfy the certification and education requirements applicable to condominium board service. Election to the board is the beginning of the responsibility—not the completion of it.

Participation Protects the Process

Condominium elections are structured to provide notice, opportunity, secrecy, verification, and transparency. Those safeguards work best when owners read the materials, meet the deadlines, follow the instructions, and participate.

Whether you are becoming a candidate or simply casting a ballot, the election gives you a direct role in selecting the people who will help govern your community.

Your vote is more than a mark on a ballot. It is part of the community’s decision about who will be entrusted with its property, finances, responsibilities, and future.

Primary references: § 718.112(2)(d), Florida Statutes; Florida DBPR Office of the Condominium Ombudsman, Election Monitor Overview and Training, March 2026.

A Condominium Owner’s Election Checklist

Before submitting your ballot, confirm:

I reviewed the election notice and instructions.
I understand how and when my ballot must be submitted.
I voted for no more than the permitted number of candidates.
I did not sign or identify the paper ballot or inner envelope.
I placed only one ballot in each inner envelope.
I sealed the inner envelope.
I placed the inner envelope inside the outer envelope.
I entered the required name and unit information on the outer envelope.
I signed the outer envelope.
I returned the ballot before the deadline.

HOA Elections: Start with the Governing Documents

By Doug Jenkins

How Chapter 720 Elections Work

Florida condominium elections generally follow a detailed statutory schedule involving a first notice, candidate deadlines, a second notice, ballots, and a prescribed envelope process. Chapter 720 takes a different approach.

It establishes important baseline requirements for homeowners’ associations, but many of the actual election procedures are determined by the association’s governing documents.

That is why the first instruction for anyone considering becoming a candidate—or preparing to vote in an HOA election—is simple: Read the governing documents.

The declaration (CCRs), articles of incorporation, and bylaws work together with Chapter 720 to establish how the association is governed. Election procedures are most commonly found in the bylaws, although relevant provisions may appear elsewhere.

Starting with the governing documents does not mean that an association may disregard Florida law. A document provision that conflicts with a controlling statute may not be enforceable. It does mean that two HOAs located across the street from each other may conduct their elections differently and still comply with Chapter 720.

Before the Election Begins

The association should review its governing documents and identify:

The date and location of the annual meeting
The size of the board
The number of positions to be filled
The length of each term
Whether terms are staggered
Candidate eligibility requirements
Whether candidates may be nominated in advance
Whether nominations from the floor are permitted or required
Whether proxies may be used
Whether voting occurs by voice vote, show of hands, written ballot, secret ballot, mail-in ballot, or another authorized method
The percentage required for a membership quorum
The method used to determine the winning candidates
The procedures for filling any remaining vacancies

Owners should not assume that a procedure used in another HOA—or even a procedure used by their association several years ago—automatically applies. The current governing documents and current law control.

The Annual Meeting

Chapter 720 requires an HOA to hold a meeting of its members annually for the transaction of proper association business.

If an election is required, it must generally be held at or in connection with the annual meeting, unless another procedure is authorized by the governing documents.

The bylaws should establish the time, date, and place of the annual meeting or provide a method for setting them. They should also explain how notice is given and what constitutes a quorum.

Unless the bylaws provide a lower number, Chapter 720 establishes a default membership-meeting quorum of 30% of the association’s total voting interests.

A proxy may count toward the quorum when proxies are permitted and properly completed. However, establishing a quorum and casting an election vote are not always the same act. Owners should follow the association’s instructions regarding both.

Notice of the Meeting and Election

The bylaws should explain how and when notice of the annual meeting must be provided.

If the bylaws do not establish a notice procedure, Chapter 720 supplies a default requirement: the association must provide actual notice of the membership meeting to parcel owners and members at least 14 days before the meeting. Notice may be mailed, delivered, or electronically transmitted as authorized.

Evidence that the notice requirement was satisfied must be documented by an affidavit and maintained in the association’s official records.

An HOA’s governing documents may require additional notice, an earlier notice, a nomination notice, a candidate form, a ballot package, or other election materials. Those document-based requirements are important and should not be ignored merely because Chapter 720 does not establish the same statewide 60-day and 40-day election calendar used for residential condominiums.

Owner action: Read every election communication when it arrives. Record all candidate and voting deadlines immediately.

Becoming a Candidate

Chapter 720 generally makes association members eligible to serve on the board, subject to statutory and governing-document restrictions.

The method for becoming a candidate depends heavily on the association’s election procedure. Some HOAs invite owners to submit candidate forms or nominations before the annual meeting. Others accept nominations at the meeting. Some use both methods.

Chapter 720 generally allows a member to nominate himself or herself at the meeting where the election is held. However, if the association’s election process allows candidates to be nominated in advance of the meeting, the association is not required to accept nominations at the meeting.

This distinction is important. An owner should not assume that waiting until the annual meeting will preserve the opportunity to run. If the governing documents or election procedure establish an advance nomination process, the owner must follow it.

Similarly, an owner should not assume that advance submissions eliminate meeting-day nominations unless the association’s governing documents and election process support that conclusion.

The association must also comply with any nomination requirements in its bylaws. If the bylaws require nominations from the floor, allowing advance nominations does not eliminate that requirement.

Owner action: Ask for the current nomination procedure in writing and submit all required materials before the stated deadline.

Candidate Eligibility

A candidate must satisfy the eligibility requirements established by Chapter 720 and any lawful requirements in the governing documents.

Chapter 720 restricts candidacy when a person is delinquent in paying any fee, fine, or other monetary obligation to the association on the day the person could last nominate himself or herself—or be nominated—for the board.

The statute also restricts individuals with certain felony convictions unless their civil rights have been restored for the required period.

Because the final nomination date may be established by the governing documents or election procedure, determining eligibility may require identifying the precise last date on which a candidate could lawfully be nominated.

A prospective candidate who is uncertain about eligibility should seek clarification before submitting a nomination or waiting for the annual meeting. Eligibility disputes are easier to address before ballots are prepared and votes are cast.

Candidate Information

Chapter 720 does not establish the same statutory candidate-information-sheet process used in residential condominium elections.

An HOA may nevertheless request candidate biographies, questionnaires, statements, photographs, or other information under its governing documents or election procedures.

Candidates should comply with the stated format, length, content, and submission deadline. A useful candidate statement should explain:

Why the candidate wants to serve
What experience or perspective the candidate would bring
How the candidate understands the board’s role
Whether the candidate is prepared to serve the entire community
How the candidate approaches preparation, education, and disagreement

The statement should avoid promises that one director cannot independently fulfill. A director is one member of a governing body—not a candidate for individual control of the association.

Are Proxies Allowed?

Unlike the statutory process for residential condominium board elections, Chapter 720 does not generally prohibit proxy voting in HOA elections.

Members generally have the right to vote in person or by proxy unless Chapter 720 or the governing documents provide otherwise.

A valid proxy must satisfy applicable requirements. It must be dated, identify the meeting for which it is given, and be signed by the authorized person. A proxy applies to the specific meeting and any lawful adjournment and generally expires automatically 90 days after the original meeting date.

The governing documents may limit or prohibit proxy voting, establish the form to be used, or distinguish between election votes and other membership business.

A proxy used to establish a quorum may not necessarily authorize the proxy holder to cast every vote presented at the meeting. Owners should read the proxy carefully and understand the authority being granted.

Owner action: Do not use an old proxy or a form copied from another association. Use the form and instructions supplied or authorized for your HOA’s meeting.

Are Secret Ballots Required?

Chapter 720 does not impose a universal secret-ballot requirement on every HOA director election. Whether a secret ballot is used may depend on the governing documents and the association’s authorized election procedures.

Some associations vote in person at the annual meeting. Others use written ballots, proxies, secret ballots, advance voting, or a combination of authorized methods.

If the governing documents permit owners who are not present at the meeting to vote by secret ballot, Chapter 720 establishes an inner-and-outer-envelope process. Under that process:

The completed ballot is placed inside an inner envelope.
The inner envelope contains no identifying markings.
The inner envelope is placed inside an outer envelope.
The outer envelope identifies the member, lot or parcel, and contains the owner’s signature.
The association verifies the owner’s eligibility before separating the unidentified inner envelope.
The secret ballot is then combined with the ballots cast in person.

If more than one ballot is submitted for the same lot or parcel, the ballots for that property are disqualified. A ballot received after the close of balloting may not be counted.

Owners should not use a condominium ballot package as a model unless the HOA’s governing documents and election instructions establish that procedure.

When Is an Election Required?

An election is required only when more candidates are nominated than there are board vacancies.

If the number of qualified candidates equals the number of available seats, there is no contested election. The candidates generally begin serving without balloting.

If fewer candidates come forward than there are available seats, those qualified candidates may begin serving, and one or more positions may remain vacant.

When nominations from the floor are not required by Chapter 720 or the bylaws, write-in nominations are not permitted merely because fewer candidates than vacancies exist.

The qualified candidates may begin serving regardless of whether a quorum is attained at the annual meeting when the statutory requirements for an uncontested election are satisfied. Remaining vacancies are filled according to Chapter 720 and the bylaws.

Election Day

At the annual meeting, the association should follow the procedure established by its governing documents and election materials. Depending on those procedures, the meeting may include:

Confirmation of the membership quorum
Acceptance of any nominations permitted at the meeting
Candidate introductions
Distribution or collection of ballots
In-person voting
Verification of proxies
Verification of advance or secret ballots
Closing of the polls
Counting and announcement of results
Other annual-meeting business

Owners have the right to attend membership meetings and speak on matters opened for discussion or included on the agenda. Chapter 720 provides at least three minutes to speak on an item, subject to reasonable written rules governing the manner of participation.

Candidate speeches or owner comments do not replace the formal nomination requirements. A person who wants to become a candidate must comply with the association’s authorized nomination procedure.

Counting the Votes

The governing documents and election procedures should determine how ballots are collected, verified, and counted.

When secret absentee ballots are authorized, the association must first verify the identifying information on the outer envelope. The inner envelope is separated only after voter eligibility is confirmed.

The association should count only ballots submitted through an authorized method and received before balloting closes.

Unless the governing documents provide otherwise, directors are elected by a plurality of the votes cast by eligible voters. The candidates receiving the highest numbers of votes fill the available seats.

A plurality is not necessarily a majority. If three seats are available, the three candidates receiving the highest vote totals are generally elected, even if none receives more than half of all votes cast.

Announcing the Results

Once the votes have been counted and verified, the election results are announced.

The newly elected directors begin serving as provided by the governing documents and applicable law. The board may hold an organizational meeting to select its officers and address other organizational matters.

Owners elect the directors. The directors generally select the association’s officers. The owner who received the highest vote total does not automatically become president unless the governing documents contain an unusual provision producing that result.

Filling Vacancies

A vacancy may exist because:

Too few candidates sought election
A director resigned before completing the term
A director became ineligible or abandoned the position
A position was otherwise left unfilled

Unless the bylaws provide differently, a vacancy occurring before the end of a director’s term may generally be filled by an affirmative vote of the majority of the remaining directors—even when the remaining directors constitute less than a quorum or only one director remains.

The board may instead hold an election to fill the vacancy. If it does, the election must follow the governing documents. Unless the bylaws provide otherwise, the person appointed or elected fills the remainder of the unexpired term.

Vacancies created by a recall follow separate statutory procedures.

After the Election

A newly elected or appointed HOA director must complete the applicable board-education requirements within the statutory period. The new director should also:

Read the declaration, articles, bylaws, rules, and current policies
Learn the applicable provisions of Chapter 720
Understand the difference between governance and management
Review current financial reports, contracts, projects, and major issues
Disclose potential conflicts of interest
Learn the board’s meeting and communication procedures
Recognize that authority belongs to the board acting collectively

Winning the election provides the opportunity to serve. It does not provide individual authority to act for the association.

Challenging an Election

Any challenge to the HOA election process must be commenced within 60 days after the results are announced.

An election dispute between a member and the association may be submitted to binding arbitration with the Division or filed in a court of competent jurisdiction.

Owners who believe a material irregularity occurred should preserve the relevant notices, governing-document provisions, ballots or proxy information available to them, correspondence, and other supporting records. Concerns should be addressed promptly rather than after the challenge period has passed.

The Documents Create the Roadmap

Chapter 720 establishes important protections and default requirements, but it does not create one identical election process for every homeowners’ association. That flexibility makes the governing documents especially important.

Owners who read the notices, understand the bylaws, meet nomination deadlines, complete proxies and ballots properly, and participate in the annual meeting help protect both their own voting rights and the integrity of the community’s election.

In an HOA election, the most reliable answer to “How does our process work?” often begins in the same place: Let’s read the governing documents.

Primary references: § 720.306, Florida Statutes; § 720.3033, Florida Statutes.

An HOA Owner’s Election Checklist

Before the annual meeting and election, confirm:

I reviewed the association’s current governing documents.
I understand how candidates are nominated.
I know whether advance nominations are accepted or required.
I know whether nominations may be made at the meeting.
I understand the candidate eligibility requirements.
I know the date, time, and location of the annual meeting.
I know whether a proxy may be used and what authority it grants.
I understand the voting method authorized by the association.
I know whether the election uses an in-person, written, secret, advance, or other authorized ballot.
I followed the association’s instructions rather than relying on another community’s process.
I submitted my proxy or ballot before the applicable deadline.
I understand how the winning candidates will be determined.

I Was Elected—Now What? The First Steps in Becoming an Effective Director

By Doug Jenkins

The ballots have been counted, the results have been announced, and your neighbors have entrusted you with a seat on the board. Congratulations. Now the real learning begins.

New directors sometimes feel pressure to arrive with immediate answers, a list of changes, or a fully developed plan for the community. That is rarely necessary—and may not be helpful. Your first responsibility is to understand the association, the role of the board, and the decisions already in progress.

A strong beginning is not measured by how quickly you take charge. It is measured by how thoughtfully you prepare to serve.

Confirm When Your Service Begins

The association should confirm when the newly elected board takes office. The answer may depend on applicable law and the association’s governing documents.

In a typical residential condominium election, newly elected directors generally assume their positions when the election results are announced and the annual meeting concludes. When the number of eligible candidates does not exceed the number of open seats, the candidates generally become directors effective upon adjournment of the annual meeting.

Homeowners’ association procedures may vary because Chapter 720 relies heavily on the association’s governing documents. A new HOA director should review the bylaws and election materials to determine when the term officially begins.

The distinction matters. A candidate does not exercise board authority merely because voting has started or the outcome appears certain. The prior board remains responsible until the new directors’ terms begin.

Remember: You Were Elected as a Director

Owners ordinarily elect directors to the board. They do not necessarily elect the president, vice president, secretary, or treasurer. Those officer positions are typically filled by the board after the directors have been elected, subject to the association’s governing documents. This distinction is important:

Directors collectively govern the association and vote on board decisions.
Officers perform particular responsibilities assigned by the bylaws, the board, and applicable law.
An officer title does not ordinarily give one person greater voting power than another director.
The president is not the “boss” of the other directors.
The treasurer does not personally own or control the association’s funds.
The secretary is not expected to perform every administrative task alone.

A person may be both a director and an officer, but the two roles are not the same.

Attend the Organizational Meeting

After the election, the new board will ordinarily hold an organizational meeting. Depending on the governing documents and the notice provided, it may occur shortly after the annual meeting or at a separately scheduled board meeting. The organizational meeting commonly includes:

Confirming the members of the new board
Selecting officers
Establishing signing authority
Confirming authorized banking representatives
Reviewing committee appointments
Confirming the regular board meeting schedule
Addressing immediate transition items
Identifying upcoming deadlines and projects
Confirming who will receive and retain required director certificates

The organizational meeting is a board meeting and should be noticed and conducted in accordance with applicable law and the governing documents. The board should not assume that it may simply conduct unannounced business because all directors happen to be present after the election.

Selecting the Officers

Before selecting officers, the directors should review the bylaws. The bylaws may identify the required positions, describe their duties, establish eligibility requirements, and explain how and when officers are chosen.

Florida’s Not For Profit Corporation Act provides that a corporation has the officers described in its articles or bylaws. If those documents do not provide a selection process, officers are elected or appointed annually by the board. One person may hold more than one office unless the governing documents provide otherwise. See Section 617.0840, Florida Statutes.

For condominium associations, if the bylaws do not provide otherwise, the board must have a president, secretary, and treasurer. The board may appoint other officers unless the bylaws prohibit it. See Section 718.112(2)(a), Florida Statutes.

Officer selection should be based on the needs of the association and the abilities of the directors—not on assumptions about status or seniority.

President: The president commonly presides at meetings, helps the board maintain an orderly process, and signs authorized documents. The president may act as an important point of communication, but does not independently control the association.

Vice President: The vice president generally performs the president’s duties when the president is unavailable and may accept additional responsibilities assigned by the board.

Secretary: The secretary is associated with meeting minutes, notices, corporate records, and the authentication of association documents. Many administrative tasks may be performed by management or another authorized person, but the secretary retains an important oversight role.

Treasurer: The treasurer helps the board oversee budgets, financial reports, banking controls, assessments, expenditures, reserves, and other financial matters. The treasurer is not required to be the board’s accountant and should not act as the sole controller of association funds.

The exact duties of every officer should be confirmed by reviewing the bylaws, adopted policies, management agreement, and established association practices.

Understand Collective Authority

One of the most important lessons for a new director is also one of the simplest: An individual director does not have the authority of the board.

Board authority is exercised collectively through decisions made at properly noticed meetings. A director may ask questions, request that an item be considered, express an opinion, and cast a vote. A director generally may not independently:

Direct the manager or association employees
Hire or terminate a contractor
Commit association funds
Promise a particular outcome to an owner
Waive a rule or assessment
Authorize repairs
Negotiate on behalf of the association
Speak for the board without authorization

Even the president ordinarily acts within authority granted by the board, governing documents, or applicable law.

This does not make an individual director powerless. It makes the director part of a governing body. The ability to listen, persuade, collaborate, and exercise sound judgment is more important than the ability to issue instructions.

Obtain and Read the Governing Documents

Every new director should receive access to the association’s current governing documents, including:

Declaration of condominium or declaration of covenants
Articles of incorporation
Bylaws
Rules and regulations
Current written policies
Recorded amendments
Applicable resolutions
Frequently used forms and procedures

Read them carefully. Do not rely only on summaries, past practice, or statements beginning with, “We have always done it this way.”

The governing documents explain how authority is divided, what responsibilities belong to the association, what rights belong to the owners, how meetings are conducted, and what limitations apply to the board.

Questions should be identified and discussed with management or association counsel when appropriate. A director is not expected to interpret every provision alone, but should know where the association’s authority comes from before voting to exercise it.

Learn the Law That Applies to Your Community

The governing documents are only part of the association’s legal framework.

Florida condominium directors should become familiar with Chapter 718, Florida Statutes, and the related administrative rules. Homeowners’ association directors should become familiar with Chapter 720. Most incorporated associations should also understand that Chapter 617, the Florida Not For Profit Corporation Act, may apply when it does not conflict with the more specific association statute.

Other laws may also affect records, fair housing, employment, insurance, construction, collections, accessibility, and corporate governance.

A director does not need to memorize every statute. The goal is to recognize when a legal requirement may apply and when the board should seek qualified advice.

Complete the Required Education

Education is not merely a best practice. Florida law establishes specific education requirements for directors of residential condominium and homeowners’ associations.

Condominium directors: A newly elected or appointed residential condominium director must complete the required educational curriculum and submit the completion certificate to the association’s secretary. The director must also provide the required written certification concerning the association’s governing documents, policies, and fiduciary responsibility. These items must be submitted within one year before election or appointment or within 90 days afterward. The initial educational curriculum must be at least four hours long. One year after submitting the most recent certificates, and annually thereafter, the director must complete at least one hour of continuing education addressing recent changes to Chapter 718 and the related administrative rules. Failure to submit the required documentation on time results in suspension from board service until the director complies. See Section 718.112(2)(d)5.b., Florida Statutes.

Homeowners’ association directors: A newly elected or appointed HOA director must complete the department-approved educational curriculum within 90 days of election or appointment and submit the completion certificate to the association. The certificate is valid for up to four years, and the new-director education must be completed at least once every four years. HOA directors also have annual continuing-education requirements: at least four hours annually for an association with fewer than 2,500 parcels, and at least eight hours annually for an association with 2,500 parcels or more. A director who does not timely file the educational certificate is suspended from the board until the requirement is satisfied. See Section 720.3033(1), Florida Statutes.

Do not wait until the 90th day. Complete the required education early so it can help you understand the responsibilities you have already accepted.

Ask for a Board Orientation

A thoughtful orientation can shorten the learning curve and reduce avoidable confusion. The board or manager should help new directors understand the association’s current position. A useful orientation may include:

Current board roster and officer responsibilities
Management agreement and points of contact
Current budget and recent financial reports
Reserve funding or reserve study information
Insurance policies and upcoming renewals
Active contracts
Pending projects and major repair needs
Open legal or collection matters, subject to confidentiality
Current committees and committee assignments
Meeting calendar and annual planning deadlines
Banking and payment-approval procedures
Official-records procedures
Emergency response responsibilities
Current owner concerns and unresolved board matters

The purpose is not to overwhelm the new director with every association record. It is to provide enough context to participate responsibly in upcoming decisions.

Understand the Financial Picture

Even if you are not the treasurer, every director shares responsibility for the association’s financial decisions. Begin by reviewing:

The current operating budget
Recent balance sheets and income statements
Budget-to-actual reports
Assessment collections and delinquencies
Reserve accounts and planned expenditures
Major contracts
Insurance costs
Pending capital projects
Existing loans or other obligations
Financial controls and approval procedures

Ask how the figures were developed, what assumptions were used, and what significant expenses may be approaching.

You do not need to become an accountant. You do need to understand enough to make informed decisions and recognize when additional explanation is necessary.

Learn How the Board Communicates

Ask how directors receive board packets, financial reports, owner correspondence, professional advice, and emergency notifications. Also clarify appropriate email practices.

Directors may communicate for informational purposes, but association decisions should be made at properly noticed meetings—not through informal email chains, text messages, or private discussions. Condominium directors may use email to communicate but may not cast votes on association matters by email.

A practical communication protocol helps prevent confusion about who may contact management, how requests are routed, when the entire board should be copied, and what information belongs in the association’s official records.

Disclose Potential Conflicts Early

New directors should identify any personal, family, professional, or financial interests that could intersect with association business.

A possible conflict does not always mean the association is prohibited from considering a matter. It does mean the issue should be disclosed and handled in accordance with applicable law and the governing documents.

Do not wait until the board is preparing to vote. Early disclosure allows the board to obtain advice, follow the required procedure, and protect the integrity of the decision.

Listen Before Trying to Change Everything

New directors often bring valuable energy and fresh ideas. That perspective should be welcomed. At the same time, an unfamiliar decision or practice may have a history that is not immediately apparent. Before concluding that something makes no sense, ask:

Why was this approach adopted?
What problem was the board attempting to solve?
Is there a contractual or legal requirement involved?
Has professional advice already been obtained?
What alternatives were previously considered?
What would it cost to change direction?
Is the current process written in a policy or simply a past practice?

Listening does not require accepting every explanation or preserving every prior decision. It provides the context needed to distinguish between a practice that should change and one that exists for a sound reason.

Your First 30 Days

During the first month of service, a new director should aim to:

Confirm the beginning and length of the term
Attend the organizational meeting
Understand any officer position accepted
Obtain the complete governing documents
Enroll in the required director education
Submit all required certificates on time
Review the current budget and financial reports
Learn the board’s meeting and communication procedures
Review pending contracts, projects, and major deadlines
Understand the association’s management structure
Identify and disclose potential conflicts
Ask questions before casting unfamiliar votes
Begin building productive working relationships with fellow directors

You Do Not Have to Know Everything on Day One

Election to the board does not transform an owner into an expert overnight. It creates an obligation to become informed.

Your neighbors did not elect you because they expected perfection. They elected you because they believed you had something worthwhile to contribute.

Bring that contribution to the board with humility. Read the materials. Complete the education. Learn the documents. Ask questions. Listen to the people who have been carrying the work. Respect the limits of individual authority, and participate fully in the decisions entrusted to the board.

The election placed you in the chair. What you learn, how you work with others, and the care you bring to each decision will determine what you accomplish from it.

Please Share This Edition with Your Community

This special edition of the Board Governance Review was created to help owners understand board service, participate confidently in association elections, and consider stepping forward to serve. Please share it with your community.

Board members with questions about an upcoming election, notice requirements, or the certification deadlines for new directors can reach their Precedent community manager at any time.

Board Governance Review: September 2026 Edition – The Board’s Guide to Contracting & Procurement

Wed, 28 Oct 2026 20:43:15 GMT

Board Governance Review – September 2026

Dear Board Member,

A community association contract is much more than an agreement to purchase a product or service. It is the culmination of a governance process through which the board identifies a need, confirms the association’s responsibility and authority, determines how the work will be funded, obtains appropriate professional guidance, evaluates competing proposals, selects a qualified provider, allocates risk, and establishes how performance will be monitored.

That is why this month’s Board Governance Review examines contracting and procurement as a complete process—not simply as the act of obtaining bids or signing a vendor’s proposal.

We begin at the moment when the final agreement is presented to the board for approval. Before the Board Signs: Five Final Questions provides a final governance test: Does the agreement reflect what the board selected? Does the board understand the association’s complete financial commitment? Has risk been appropriately addressed? Have the conditions required for signing been satisfied? Has the association established how the agreement will be administered after execution?

From there, the issue traces the decisions that should lead to that signature. Separate articles address the statutory and practical considerations affecting condominium and homeowners’ association boards. They examine responsibility for the proposed work, board and owner authority, competitive-bidding requirements, conflicts of interest, project funding, reserves, special assessments, licensing, insurance, permits, Notices of Commencement, contract approval, website and recordkeeping obligations, and continuing oversight after work begins.

The board’s responsibility does not end when a vendor is selected—or even when the contract is signed. Significant projects must also be administered carefully. This issue therefore includes a detailed discussion of payment applications, schedules of values, stored materials, progress verification, change orders, lien releases, contractor affidavits, retainage, final payment, and project closeout. The goal is not to turn directors or managers into engineers, construction managers, accountants, insurance professionals, or attorneys. It is to help the board recognize which questions must be answered, which documents should be received, and when qualified professional guidance is needed.

The Questions from the Board section addresses several of the practical issues that frequently arise during procurement: whether management may obtain bids, how many bids are actually required, whether a director may recommend a vendor, how potential conflicts should be handled, when a contract may be renewed without rebidding, whether the preferred vendor may be asked to negotiate, and whether work should begin before the agreement is fully executed.

Finally, the Florida Association Procurement Checklist brings the issue together as a working reference for condominium and homeowners’ associations. It follows the process from defining the need and confirming authority through competitive bidding, vendor verification, contract approval, project startup, payment administration, closeout, and preservation of the association’s records.

No publication can anticipate every contract, property, governing document, or project condition. The purpose of this issue is to provide boards with a practical governance framework: a disciplined process that helps directors understand the proposed commitment, ask informed questions, involve the right professionals, document the decision, and protect the association throughout performance.

The board’s signature should confirm an informed decision—not create one. Thank you for your continued commitment to responsible, informed association governance.

— Be well. Doug Jenkins, Director of Learning & Development

Upcoming Online Board Education Events:

Individual Registration is required for all courses*.

HOA - Record Keeping – Licensed Community Association Manager 3-Hour EH-1 CEU

Homeowners’ Association Record Keeping - Understanding the Statute. Managing Compliance.

Protecting the Association. Three (3) hours of Continuing Education Unit credit for Licensed

Community Association Managers for the EH-1 HOA - Record Keeping category. – Presented by Doug Jenkins

BOARD MEMBERS ARE WELCOME TO ATTEND BUT RECEIVE NO CEU CREDIT

Sept 9, 2026 at 02:00 PM – Registration Required

https://us02web.zoom.us/webinar/register/WN_qCYqFlSHTrCIizMbE87_NQ

Sept 15, 2026 02:00 PM – Registration Required

https://us02web.zoom.us/webinar/register/WN_oqgbgQjWT62PUHE_jsE1Tg

Homeowners’ Association Board Member Certification

New Homeowners' Association Board Member Four-Hour Education Certification

DBPR Required Four-Hour Certification Course for Homeowners' Association Board Members

Subject to Florida Statute 720 – Presented by Doug Jenkins

Sept 30, 2026 01:00 PM - Registration Required

https://us02web.zoom.us/webinar/register/WN_tLNDvDDVQJ-yNM_pE8p8aQ

Condominium Board Member Certification

New Condominium Board Member Four-Hour Education Certification

DBPR Required Four-Hour Certification Course for new Condominium Association Board

Members Subject to Florida Statute 718 – Presented by Doug Jenkins

Oct 8, 2026 01:00 PM – Registration Required

https://us02web.zoom.us/webinar/register/WN_ZH5MWjFtSXqxCXT9h8l6_g

Myth vs. Reality: “The Proposal Is the Contract”

❌ Myth

The board approved the vendor’s proposal, so signing the proposal gives the association an

adequate contract.

✅ Reality

A signed proposal may become an enforceable contract, but that does not mean it contains the

protections the association needs.

Proposals often lack: Clear change-order authority; Payment conditions and retainage; Start and completion requirements; Insurance and indemnification; Permit and lien responsibilities; Propertydamage responsibility; Termination and default rights; Warranty administration; Dispute provisions; Required closeout documents and other important contract language.

The question is not whether the signed proposal can be a contract. The question is whether it is an adequate contract for the protection of the association and the project scope.

BEFORE THE BOARD SIGNS: 5 FINAL QUESTIONS

Prior to executing major vendor contracts, ensure your board reviews these essential checkpoints:

Scope Verification — Does the final contract match the board-approved proposal, specifications, and project scope?
Total Financial Commitment — Are all extra costs—such as permits, allowances, material storage, change orders, and professional fees—accounted for beyond the base price?
Risk Allocation — Have you thoroughly reviewed termination rights, indemnification language, and insurance requirements?
Governance & Prerequisites — Have all board meeting notices, owner approvals, permits, and Notices of Commencement been fully satisfied?
Contract Administration — Has the board designated a single point of contact to manage timelines, invoice approvals, and contractor performance?

PROCUREMENT & CONTRACTING GUIDE

Navigating Association Contracts & Statutory Mandates

Managing association vendor relationships and large-scale projects requires clear processes, fiscal responsibility, and strict adherence to statutory compliance. Before entering into binding agreements, boards must carefully evaluate legal bidding thresholds, reserve requirements, and risk mitigation strategies.

Key Statutory Bidding Requirements

Condominium Associations (Chapter 718): Competitive bidding is legally required for any contract that exceeds 5% of the association’s total annual budget, including reserve funds.

Homeowners' Associations (Chapter 720): Competitive bidding is triggered when a proposed contract exceeds 10% of the total annual budget, inclusive of reserves.

Conflict of Interest Disclosures: Under Chapter 720, board directors are required to disclose any potential conflicts of interest at least 14 days prior to a board vote on a contract.

Architectural Review Independence (HB 803): Associations cannot require an owner or contractor to obtain a building permit as a prerequisite for submitting or receiving association architectural review approval.

Essential Contracting & Governance Best Practices

Scope & Financial Alignment: Always verify that the final contract accurately reflects the board-approved proposal and scope of work. Account for potential costs beyond the base contract price, including permits, contingencies, allowances, material storage fees, and professional oversight.

Material Alterations & Reserves: Confirm whether planned work constitutes a material alteration requiring a 75% owner approval vote under Chapter 718. Additionally, cross-reference structural projects against the association’s Structural Integrity Reserve Study (SIRS) and declaration responsibilities.

Payment Administration & Lien Protection: Before approving payment applications (such as AIA G702/G703 forms), have a designated project professional verify work progress and stored materials. Always collect progress or final lien releases and contractor affidavits under Chapter 713 to safeguard the association against double liability.

Clear Roles & Administration: Designate a single point of contact (such as the property manager or project manager) to oversee contractor performance, track schedules, and handle invoice workflows.

Questions From the Board: Contracts, Bids, Authority, and Vendor Selection

By Doug Jenkins

When is competitive bidding legally required?

Condominium Associations (Chapter 718): Required for any contract that exceeds 5% of the total annual budget, including reserves.
Homeowners' Associations (Chapter 720): Required for any contract exceeding 10% of the total annual budget, including reserves.

What authority and prerequisites are needed before signing?

Board & Owner Approvals: Confirm all board meeting notices were properly issued and required owner votes are secured—such as the 75% owner approval required for material alterations under Chapter 718.
Conflict Disclosures: Ensure board members disclose any potential conflicts of interest at least 14 days prior to voting on a contract under Chapter 720.
Permit Independence: Under HB 803, associations cannot require building permits as a prerequisite for architectural review approval.

How should vendor contracts be evaluated and total costs managed?

Scope & Terms: Verify that the written contract matches the board-approved proposal and clearly defines risk allocation, termination rights, indemnification, and insurance coverage.
True Financial Commitment: Account for costs beyond base pricing, including permit fees, allowances, material storage, change orders, and professional oversight.

What safeguards exist for payment and project execution?

Contract Administration: Designate a single point of contact to manage timelines, performance, and invoice workflows.
Lien Protection: Review AIA G702/G703 forms with a professional prior to payment, and collect progress/final lien releases and contractor affidavits under Chapter 713 to prevent double liability.

Proxies in Florida HOA Elections: What the Form Actually Authorizes

Tue, 13 Oct 2026 14:14:47 GMT

In a master-planned community, the annual meeting often depends on proxies. Many owners are traveling, some are seasonal, and a sizable share would simply rather not attend. Proxies are how those owners are counted and, in many cases, how they vote.

They are also one of the most misunderstood documents an owner signs. A proxy can authorize a great deal or very little, and the difference is found in the form itself.

Proxies are generally allowed in HOA elections

Residential condominium board elections in Florida follow a statutory process that does not use proxies to elect directors. Homeowners' associations are different. Under Chapter 720, members generally have the right to vote in person or by proxy unless the statute or the governing documents provide otherwise.

That last condition matters. The declaration or bylaws may limit proxy voting, prohibit it, require a particular form, or treat director elections differently from other membership business. The governing documents should be checked before anyone assumes how proxies will work at a given meeting.

What makes a proxy valid

A valid proxy must meet a few basic requirements. It must:

Be dated
Identify the specific meeting for which it is given
Be signed by the person authorized to give it

A proxy applies to that meeting and any lawful adjournment of it. It generally expires automatically 90 days after the date of the original meeting. A proxy signed for last year's annual meeting has no effect this year.

Quorum and voting are not the same thing

This is where most confusion arises.

Unless the bylaws set a lower figure, Chapter 720 establishes a default quorum for membership meetings of 30% of the association's total voting interests. A properly completed proxy may count toward that quorum when proxies are permitted.

Counting toward quorum, however, does not necessarily mean the proxy holder may cast every vote taken at the meeting. Some proxies are written only to establish quorum. Others authorize the holder to vote on particular matters. An owner should read the proxy carefully and understand exactly what authority is being granted before signing it.

Proxies and secret ballots

Chapter 720 does not require a secret ballot in every HOA director election. Whether one is used depends on the governing documents and the association's adopted procedures.

Where the documents allow owners who are not present to vote by secret ballot, an inner-and-outer-envelope process applies. The ballot goes into an unmarked inner envelope, which goes into an outer envelope identifying the member, the lot or parcel, and the owner's signature. Eligibility is verified before the inner envelope is separated. If more than one ballot is submitted for the same lot or parcel, the ballots for that property are disqualified, and a ballot received after balloting closes is not counted.

Owners should not use a condominium ballot package as a model unless their HOA's documents and election instructions call for that procedure.

Practical guidance for owners

Use the proxy form supplied or authorized for this meeting. Do not reuse an old form or copy one from another community.
Read what the proxy authorizes: quorum only, specific votes, or general authority.
Date it, identify the meeting, and sign it.
Deliver it by the deadline stated in the meeting materials.
If voting is done by ballot rather than proxy, follow the ballot instructions instead.

For boards in master and sub-associations

Communities with a master association and several neighborhood associations sometimes use different proxy rules at each level. A proxy form that works for the master meeting may not be appropriate for a neighborhood meeting, and the reverse is also true. Each association's documents should be read on their own terms.

Precedent manages HOA, master-planned, and golf communities across Southwest Florida and prepares proxy and ballot materials that match each association's governing documents. Boards preparing for an annual meeting are welcome to reach out.

Rule 61B-19.004: How HOA Director Education Deadlines Work in Master-Planned Communities

Thu, 08 Oct 2026 18:30:40 GMT

Florida's homeowners' association directors were given a statutory education requirement in section 720.3033, Florida Statutes. Until recently, the administrative detail behind it was thin. That changed on September 7, 2026, when Rule 61B-19.004 took effect. The rule fills in how the requirement is measured, documented and enforced.

In master-planned communities, where a master association may sit above several neighborhood associations, the same rule applies separately to each board. A director who serves on two boards is tracked by each association. This article walks through the parts of the rule that matter most for that kind of structure.

The 90-day certification window

A newly elected or appointed HOA director satisfies the board member certification (BMC) requirement by giving the association's secretary a certificate of completion within 90 days. HOA directors are not given the condominium option of certifying up to a year in advance; the window opens with the election or appointment. The BMC course covers financial literacy and transparency, recordkeeping, levying fines, and notice and meeting requirements.

The certificate is treated as valid for four education years, provided the director serves without interruption. A gap in service means a new BMC course must be taken. When renewal comes due, the new certificate is owed within 90 days after the start of that education year.

The education year and annual CE

The education year is defined as July 1 through June 30. Continuing education must be completed, and the certificate submitted, by June 30 of each education year. Under the statute, the annual requirement is four hours for associations with fewer than 2,500 parcels and eight hours for associations with 2,500 parcels or more. A large master association and a small neighborhood association within the same community may therefore be held to different hour counts.

Hours may be gathered from several approved courses. The same course cannot be repeated within one education year to add credit, so a director who sits through a familiar program twice is credited once.

Who is responsible

The rule places responsibility for board compliance and for the education records on the association's secretary or equivalent officer. A management company can keep the calendar and send reminders, and many do, but the formal duty is assigned to the officer.

If a director has not submitted the required certificate when the window closes, the board is directed to suspend that director until the requirement is met. The vacancy may be filled temporarily. For a master association whose board includes representatives from neighborhood associations, a suspension can also affect how the master board reaches quorum, which is worth checking against the governing documents before it happens.

CAM courses and HOA credit

Many community association managers already take continuing education approved under the CAM licensing rules. Those courses are not counted automatically toward HOA director CE. The rule provides a separate application, DBPR Form CO 6000-14, through which a provider can seek HOA approval for an existing CAM course by explaining how it relates to HOA governance. Until that approval has been granted, the course should not be relied on by a director.

What counts as proof

Only a valid certificate of completion is accepted. Its title must match the approved course title. Courses may be delivered live, self-paced or as a hybrid, and in each case the instructor is required to confirm completion of the entire course before a certificate is issued.

Precedent manages master-planned and resort-style communities across Southwest Florida and keeps director education on the same compliance calendar as elections and budgets, board by board.

Condo Director Education Under Rule 61B-19.001: A Tracking Guide for Board Secretaries

Thu, 08 Oct 2026 18:04:24 GMT

When revised Rule 61B-19.001 took effect on September 3, 2026, one line in it changed who is accountable inside a condominium association. Responsibility for director education compliance, and for keeping the education records, was placed on the association's secretary or equivalent officer. For many Southwest Florida boards, that role has historically been a minutes-and-notices job. It now carries a compliance function with real consequences for the board.

This guide is written for that officer. The underlying duties come from section 718.112(2)(d)5.b.(II), Florida Statutes. The rule supplies the mechanics: how years are counted, which certificates count, and what happens when a deadline is missed.

Two kinds of education, tracked separately

Two requirements are defined in the rule, and they should be kept in separate columns of any tracking log.

Board member certification (BMC) is the initial Division-approved course. Its required subjects are milestone inspections, structural integrity reserve studies, elections, recordkeeping and official records inspection, financial literacy and transparency, levying fines, and notice and meeting requirements.

Continuing education (CE) is ongoing education delivered through a Division-created course. It is focused mainly on changes to Chapter 718 and to Division rules during the previous education year.

A seminar can be useful to a board without counting as either one. Only a course approved for the specific purpose is accepted.

The education year is the unit of measure

Every deadline in the rule is tied to the education year, which runs from July 1 through June 30 of the following calendar year. Once the log is organized by education year, most of the remaining questions answer themselves.

Initial BMC: the certificate is submitted within one year before, or 90 days after, the director is elected or appointed.
BMC renewal: the new certificate is due within 90 days after the start of the education year in which renewal is required, which in practice means by late September.
Annual CE: at least one hour is required in every education year in which a BMC is not completed, and the certificate is due by June 30.

A worked example

Suppose a new director is elected at a February 2027 annual meeting and finishes the BMC course in March 2027. That completion falls in the July 1, 2026 to June 30, 2027 education year, so no separate CE is owed for that year. One hour of CE is then owed in the 2027-28 education year, with the certificate due by June 30, 2028, and again in each later year.

The BMC certificate is treated as valid for seven education years, provided the director serves without a break. Validity is counted in education years rather than 84 calendar months, so the log should record the education year of completion, not just the date. If the director leaves the board and later returns, a new BMC course is required.

What should be kept on file

Compliance is shown by one document: a valid certificate of completion delivered to the secretary. Registration emails, payment receipts and a director's own assurance are not substitutes. Under the rule, the certificate must match the Division-created course title and must show the provider number and the date the course was completed. A certificate missing either item should be returned to the director before the deadline, not after it.

A workable log usually carries, for each director: the election or appointment date, any gap in service, the BMC completion date and its education year, the renewal education year, and the CE hours received for each year.

When a deadline is missed

If a certificate has not been submitted when the applicable window closes, the board is required to suspend the director until the requirement is met. The seat may be filled temporarily during the suspension. Because the outcome is mandatory, the most useful habit is a reminder sent to each director 60 days before each June 30 and each renewal deadline, with a copy kept in the records.

A note on course providers

Providers are required to take reasonable steps to confirm that a participant completed the entire course before a certificate is issued, whether the class was live, self-paced or a mix of both. Provider approval lasts two years. Credit already earned is preserved even if a provider's approval is later rescinded, so a director is not penalized for a provider's problem.

Precedent helps condominium boards in Southwest Florida set up education tracking alongside the association's official records, so the secretary is not working from memory when a deadline arrives.

Your HOA Election Runs on Your Governing Documents, Not the Condominium Statute

Fri, 02 Oct 2026 19:07:43 GMT

Where HOA elections differ from condominiums

Boards that manage both condominiums and homeowners’ associations tend to assume elections work the same way in each. They do not, and the gap is wide enough to invalidate a result.

Florida residential condominium elections follow a detailed statutory schedule: a first notice 60 days out, a candidate deadline, a second notice, ballots, and a prescribed envelope process. Chapter 720 takes a different approach for homeowners’ associations. It establishes baseline requirements and then leaves most of the actual procedure to the association’s own governing documents.

That single structural difference drives everything below.

Read the documents before anything else

For anyone preparing to vote in an HOA election, or weighing whether to run in one, the first instruction is the least exciting and the most important. Read the declaration, the bylaws and the articles of incorporation.

Those documents determine how candidates are nominated, whether nominations are accepted from the floor, what notice the association owes you, how voting is conducted, and what the deadlines are. Two associations three miles apart can run genuinely different elections, both entirely lawful.

Document-based requirements deserve the same respect as statutory ones. They should not be treated as optional merely because Chapter 720 does not impose the statewide 60 day and 40 day calendar that residential condominiums follow.

The practical version for owners: read every election communication the moment it arrives, and write down every candidate and voting deadline it contains. Nobody will send a reminder.

Becoming a candidate

Chapter 720 generally makes association members eligible to serve, subject to statutory limits and to whatever restrictions the governing documents impose.

How you actually become a candidate varies. Some associations invite written notice of intent by a stated deadline. Some accept nominations from the floor at the meeting. Some use a nominating committee. Some combine these. The only way to know which applies is to read the procedure your association uses.

If your association invites a candidate statement, write one that describes what you bring rather than what you promise. A statement that commits to outcomes a single director cannot deliver creates a problem on the day you take your seat. As Doug Jenkins puts it, a director is one member of a governing body, not a candidate for individual control of the association.

Proxies, and why this surprises people

Here is the difference that catches boards moving between property types.

The statutory process for residential condominium board elections generally prohibits proxy voting. Chapter 720 generally does not. HOA members ordinarily have the right to vote in person or by proxy unless Chapter 720 or the governing documents say otherwise.

A valid proxy has to meet its requirements. It must be dated, it must identify the meeting it is given for, and it must be signed. An association that collects proxies casually, or that applies condominium habits to an HOA election, can end up with a result that does not survive a challenge.

The meeting itself, and the 60 days after it

Depending on your procedures, the annual meeting may involve confirming the membership quorum, accepting any nominations permitted at the meeting, candidate introductions, distributing or collecting ballots, in person voting, verifying proxies and advance ballots, closing the polls, counting, and announcing the result.

Owners have the right to attend and to speak on matters opened for discussion or on the agenda. Chapter 720 provides at least three minutes to speak on an item, subject to reasonable written rules.

If something went wrong, the clock is short. Any challenge to an HOA election must be commenced within 60 days after the results are announced. A dispute between a member and the association can go to binding arbitration with the Division or to a court. Owners who believe a material irregularity occurred should preserve their documentation immediately rather than wait to see whether it matters.

What boards should do with this

Most HOA election disputes we see are not about misconduct. They are about owners who did not know what the procedure was, because the procedure lives in a document nobody has opened since closing.

The new board will inherit real decisions quickly, from the budget it has to adopt to the reserve study obligations already in motion . Owners who understand how directors are chosen tend to choose better ones.

Doug Jenkins wrote the October Board Governance Review to be shared with owners rather than read by directors, and it covers all of this in plain language. Send it out before your election communications, not with them.

If you would like us to walk your board through what your own documents actually require before the next cycle, that is a straightforward review and a good use of an hour.

Contract, Experience, or Placeholder? How to Tell What Your Budget Numbers Rest On

Thu, 01 Oct 2026 23:39:11 GMT

Every budget number rests on a contract, recent experience, or an estimate. Knowing which is which helps boards understand the level of certainty behind the numbers they are approving.

Budget season can be particularly challenging for associations in Southwest Florida.

Consider insurance.

A board may be asked to approve its annual budget before the association has received its final renewal terms. The insurance line may be one of the largest expenses in the entire budget, yet the final number may not exist when the board votes.

That does not necessarily mean the budget process is flawed.

It means the board needs to understand what the number is based on and how much uncertainty is attached to it.

That is the focus of Doug Jenkins' second budget question from Association Training Hub:

Is this amount based on a contract, recent experience, or a placeholder?

The question is simple, but it can change how a board evaluates the numbers in front of it.

Three Very Different Kinds of Budget Numbers

Not every number in a budget has the same level of certainty.

A useful way to evaluate the assumptions is to place them into three categories:

Contract.

The association has a signed agreement and knows the price.

For example, a landscaping contract may establish a fixed monthly rate for a defined period. If the agreement is already in place for the upcoming budget year, the board has a firm basis for that expense.

Experience.

There is no fixed contract, but the association has reliable historical information.

Twelve months of utility bills can provide a meaningful basis for estimating future utility expenses. Several years of repair invoices can establish a reasonable range for recurring maintenance needs.

Placeholder.

There is not yet enough firm information to establish the final amount.

The number may be based on the previous year's expense, an expected percentage increase, a preliminary indication, or professional judgment about what the association may encounter.

All three types of numbers can belong in a responsible budget.

The problem is not having placeholders.

The problem is failing to recognize which numbers are placeholders.

A Budget Can Be Reasonable and Still Contain Uncertainty

This distinction matters because boards sometimes treat every number in the budget as though it has the same level of certainty.

It doesn't.

A contracted expense may be relatively straightforward.

A utility estimate may have a strong historical basis but still fluctuate.

An insurance estimate may carry considerably more uncertainty if the renewal has not yet been finalized.

The board's job is not necessarily to eliminate uncertainty. That is not always possible.

The board's job is to understand where the uncertainty exists and make its assumptions explicit .

That creates a more informed budget discussion.

The Sentence That Makes a Placeholder Defensible

When a major expense is based on an estimate rather than a final number, the board should say so.

A useful way to frame the discussion is:

"We don't have the renewal yet. Here's what we used, and here's the risk."

That approach acknowledges three things:

The final number is not yet known.
The board has chosen a specific assumption for the budget.
The board understands what could happen if the assumption changes.

That is much more informative than simply putting a number into a spreadsheet and moving on.

For example, an insurance budget line may be based on a preliminary indication or historical renewal pattern because final renewal terms are not yet available.

The board can still adopt a budget.

But it should understand that the number is an assumption rather than a confirmed expense.

Why the Basis Behind the Number Matters

Imagine two budgets contain the exact same insurance allocation.

On paper, they look identical.

But in one case, the board knows the number comes directly from a signed agreement.

In the other, the number is a placeholder based on an estimate because the renewal has not yet been received.

The number is the same.

The level of certainty is not.

That distinction matters when the actual expense eventually comes in.

If the final insurance renewal is higher than the budgeted amount, the board should be able to explain what information it had when the budget was adopted and why that assumption was reasonable at the time.

That is much easier when the basis for the number was documented from the beginning.

Southwest Florida Adds Another Layer of Uncertainty

Associations in Southwest Florida often have to plan around expenses where final pricing or renewal information may not be available when the budget is being prepared.

Insurance is an obvious example.

But the same principle can apply to vendor renewals, utilities, repairs, maintenance, capital projects, and other expenses where future pricing or scope is not yet fully established.

The challenge is not necessarily that the board lacks information.

It is that the information available today may not be the information available six months from now .

A responsible budget acknowledges that distinction.

Instead of presenting an uncertain number as a certainty, identify the assumption and the risk attached to it.

Try the C, E, P Test

There is a simple exercise boards can use during their next budget workshop.

Take the major expense lines and mark each one:

C = Contract

E = Experience

P = Placeholder

For example:.

The exercise can take only a few minutes.

But it gives the board something that a spreadsheet alone cannot provide:

a picture of how much of the budget is based on firm information and how much depends on judgment.

The results may be surprising.

A board may discover that many of its largest expenses are supported by contracts or reliable historical data.

It may also discover that several significant expenses depend on assumptions that deserve closer attention.

Neither outcome is inherently good or bad.

The value is knowing the difference.

Don't Hide the "P" Column

Placeholder does not mean irresponsible.

Sometimes a placeholder is unavoidable.

An association may have to approve its budget before an insurance renewal is finalized. A capital project may still be awaiting final pricing. A vendor may not have completed a renewal proposal.

In those situations, the important question is:

What did the board use as the basis for the placeholder?

Was it the current contract?
A recent quote?
Historical spending?
A preliminary indication?
A percentage increase?
Professional judgment?

And what happens if the final number is different?

Those are the questions that turn an uncertain number into a documented assumption.

Document the Basis Before the Vote

When a material expense is a placeholder, record the reasoning before the budget is approved.

For example:

Insurance was budgeted using the preliminary renewal information available at the time of budget preparation. Final renewal terms had not yet been received, and the board discussed the potential for the final premium to differ from the budgeted amount.

That note gives future board members context. That matters because the board reading it may not be this one, depending on how directors are elected .

It also makes the budget easier to explain to owners.

Most importantly, it makes clear that the board understood the uncertainty when it made the decision.

The Goal Is Not Perfect Certainty

No board can predict every expense with complete accuracy.

The goal of a good budget is not to pretend that uncertainty does not exist.

It is to identify where uncertainty exists, understand its potential effect, and make reasonable assumptions based on the information available.

That is especially important for major expenses.

A $500 placeholder and a $500,000 placeholder do not carry the same significance.

The larger the potential impact, the more important it becomes to understand the basis for the assumption and what could happen if it changes.

Before Your Next Budget Vote

Take your major budget lines and ask four questions:

Is this based on a contract?
If not, is it based on recent experience?
If neither, is it a placeholder?
If it is a placeholder, what is the basis and what is the risk if the actual number changes?

Those questions can help the board distinguish between what is known, what is supported by experience, and what still requires judgment.

The goal is not to eliminate every estimate.

It is to make sure the board knows which numbers are estimates before it votes on them.

Watch the Full Webinar With Doug Jenkins

Doug Jenkins of Association Training Hub explores this concept as part of a broader discussion about how Florida condominium and HOA boards can approach budgets with greater context and explain their decisions to owners.

The full session covers five questions boards can use to look beyond the arithmetic and understand the assumptions behind the numbers.

Question #2 is worth bringing into your next budget workshop:

Is this amount based on a contract, recent experience, or a placeholder?

Knowing the answer can make the rest of the budget discussion much more productive.

Need a Closer Look at Your Budget Assumptions?

A strong budget is not one where every number is perfectly predictable.

It is one where the board understands why each significant number is there, how much confidence it can place in that number, and what assumptions could change before the year is over .

Precedent works with community association boards to help them navigate the financial and operational decisions that come with managing complex communities.

If your board wants to understand which parts of its budget are based on firm commitments, historical experience, or assumptions that still need to be tested, talk with Precedent before your next budget vote .

December 31, 2026: What Condo Boards Should Confirm Before the SIRS Deadline

Tue, 22 Sep 2026 13:47:10 GMT

Introduction: The real meaning of the SIRS deadline

The December 31, 2026 date is narrower than it is often described. Under section 718.112(2)(g)7. of the Florida Statutes, unit-owner-controlled associations that existed on or before July 1, 2022 were required to complete a Structural Integrity Reserve Study by December 31, 2025. An association whose milestone inspection is due on or before December 31, 2026 may complete the SIRS at the same time as that inspection, and no SIRS may be completed after that date. If your board is working to that later date, or is not certain which deadline applied, the items below are what to confirm before it arrives.

Confirming inspection completion: Don’t assume the job is done

It’s not enough to have a contract with an engineer or architect. Your board should verify that the SIRS and any required milestone inspection are actually completed, with all required components evaluated. This means:

The inspection must be performed by a licensed engineer or architect.
All structural elements required by law, such as foundations, load-bearing walls, balconies, and major waterproofing systems, must be included in the report.
If your building is three habitable stories or higher, both the SIRS and milestone inspection are mandatory and may be scheduled together for efficiency.

Boards should not rely on verbal assurances or partial documentation. Request the full, signed inspection report and review it as a board before marking the task complete.

Documentation: Keep records organized and accessible

Once the SIRS and milestone inspection are finished, the next step is documentation. Florida law requires associations to maintain official records for at least seven years, and the SIRS report is now part of that record set.

Best practices include:

Storing digital and hard copies of the SIRS and inspection reports in a secure, board-accessible location.
Uploading the most recent SIRS to your association’s website or secure portal, as required by new transparency laws for associations with 25 or more units.
Ensuring that all board members know where to find these documents and how to provide them to owners or regulators upon request.

Reporting: Meet state and local requirements

Florida’s updated statutes require more than just internal recordkeeping. Associations must submit key information to the state’s Division of Condominiums, including:

Board contact information
Building age
Dates of inspections
Reserve funding status

This information must be submitted online and updated within 30 days of any changes. Failing to report or update this information can result in fines or other penalties.

Check with your management company or legal counsel to confirm that all required filings are complete and that your association’s online profile is current.

Reserve funding: Update your budget and plan for compliance

The SIRS sets the direction for your reserve funding. After receiving the study, your board must:

Review the recommended funding levels for each structural component.
Update your annual budget to reflect the required reserve contributions.
Ensure that any pause or adjustment to reserve funding under HB 913 is approved by a majority of the total voting interests, properly documented, and compliant with both state law and your governing documents.

If a milestone inspection completed within the last two calendar years recommends urgent repairs, the board may pause or reduce reserve contributions to fund those repairs, but only with the approval of a majority of the total voting interests of the association. The pause may run for no more than two consecutive annual budgets, and is available only for budgets adopted on or before December 31, 2028. Before contributions resume, the association must have a structural integrity reserve study performed. Handle the pause transparently, and record the inspection findings, the owner vote and the revised budget.

Owner communication: Transparency is now a legal requirement

Owners have a right to know the results of the SIRS and what it means for their community. Boards should:

Share a summary of the SIRS findings with all owners, highlighting any major repairs or funding changes.
Post the full report (with any sensitive information redacted as required) on the association’s website or portal.
Hold an open board meeting to discuss the results, answer owner questions, and explain next steps for budgeting and repairs.

Clear communication helps build trust and reduces the risk of owner complaints or legal disputes.

Operational follow-through: Don’t let the report gather dust

A completed SIRS is only valuable if your board acts on its recommendations. After the study:

Prioritize repairs and maintenance identified as urgent or time-sensitive.
Develop a multi-year plan for addressing less critical items, with clear timelines and funding strategies.
Schedule regular check-ins to monitor progress and update owners on completed work.

Boards that treat the SIRS as a living document, rather than a one-time obligation, are better positioned to avoid emergency assessments and maintain property values.

Practical takeaway: Treat the SIRS deadline as a starting line, not a finish line

The December 31, 2026, SIRS deadline is a milestone, but it’s not the end of your board’s responsibility. Confirming completion, documentation, reporting, funding, and owner communication will keep your association compliant and your community safer. Much of this is condominium specific. Associations governed by Chapter 720 answer to a different set of rules, and HOA elections work differently as well. If your board needs help navigating the SIRS process or implementing its recommendations, Precedent’s team is ready to support you with practical guidance and hands-on management.

Your Condo Has Its SIRS. What Should the Board Do Next?

Tue, 22 Sep 2026 13:33:33 GMT

Understanding what the SIRS actually tells you

A Structural Integrity Reserve Study (SIRS) goes well beyond a checklist. It is a professional assessment of your building’s major structural components: roofs, load-bearing walls, plumbing, electrical, elevators, and more. The SIRS identifies what needs attention now, what will need work in the next few years, and what can wait. It also estimates the cost and timing for each item, giving your board a roadmap for both immediate and future repairs.

The SIRS is a tool for decision-making rather than a budget or a work order. Boards need to interpret the findings, prioritize projects, and translate recommendations into action. This means reviewing the report in detail, asking clarifying questions of the reserve specialist, and making sure every board member understands the implications for the association’s finances and operations.

Prioritizing repairs and maintenance

Once you have the SIRS in hand, the first step is to identify which repairs are urgent and which can be scheduled over time. The study will flag any components that are at or near the end of their useful life, or that pose a safety risk if not addressed soon. These items should move to the top of your project list.

If a milestone inspection completed within the last two calendar years recommends urgent repairs, Florida law allows the board to pause or reduce reserve contributions to fund those repairs, but only with the approval of a majority of the total voting interests of the association. The pause may run for no more than two consecutive annual budgets, and is available only for budgets adopted on or before December 31, 2028. Before contributions resume, the association must have a structural integrity reserve study performed to reset its funding plan.

For less urgent items, use the SIRS timeline to plan repairs in a way that spreads costs and minimizes disruption. Don’t delay necessary work just to keep assessments low, because deferred maintenance almost always costs more in the long run.

Updating your reserve funding plan

The SIRS will include funding recommendations for each major component. Florida law now requires associations to fully fund reserves based on the SIRS results. Waiving or reducing reserves is no longer an option for most associations.

Your board should work with a reserve specialist or financial advisor to update your reserve schedule and annual budget. This means:

Adjusting reserve contributions to match the SIRS recommendations
Accounting for inflation and rising construction costs
Planning for special assessments only as a last resort

If your association’s documents allow, you may also consider borrowing to fund reserves or major repairs. Loans and credit lines are now permitted under Florida law, but using a special assessment, line of credit or loan to fund reserves for SIRS items requires the approval of a majority of the total voting interests of the association, and each carries its own risks and requirements.

Communicating with owners

Transparency is critical. Owners need to understand what the SIRS found, what repairs are coming, how much they will cost, and how the board plans to pay for them. Schedule a meeting to review the SIRS findings, answer questions, and explain the next steps.

Be clear about the reasons for any increases in assessments or reserve contributions. Share the long-term benefits: well-funded reserves protect property values, reduce the risk of special assessments, and keep the community in good condition.

Regular updates through newsletters, emails or open meetings help build trust and reduce surprises. If a special assessment or loan is needed, early and honest communication can make the process smoother.

Selecting vendors and managing projects

With priorities set and funding in place, the board’s next job is to select qualified vendors for repairs and maintenance. Use the SIRS as a scope-of-work document when soliciting bids. Make sure contractors understand the specific issues identified in the study.

Check references, verify licenses and insurance, and get multiple bids for major projects. Consider working with a project manager or engineer for complex repairs. Document every step, from bid selection to project completion, to protect the association and ensure accountability.

Integrating SIRS findings into long-term planning

The SIRS is not a one-time event. Florida law now requires a new SIRS every 10 years for buildings three habitable stories or higher, but best practice is to update your reserve study every three to five years to account for changing conditions and costs.

Use the SIRS as the foundation for your association’s long-term capital plan. Review and update your reserve schedule annually. Track completed projects, adjust timelines as needed, and keep an eye on emerging issues. This proactive approach helps avoid last-minute crises and keeps your community financially stable.

Practical takeaway

A SIRS is only as valuable as the action it inspires. The most successful boards treat the study as a living document that guides repairs, budgeting, and communication year after year. That continuity depends on the directors who carry it forward, which is worth keeping in mind as your next election approaches. If your board is working through the next steps after receiving a SIRS, Precedent can help you interpret the findings, update your reserve plan, and manage projects from start to finish.

Hurricane-Proofing Your Budget: Why Emergency Funds Matter More Than Ever

Tue, 22 Jul 2025 19:51:00 GMT

No Matter What...

If you live in Florida, hurricanes aren’t just a possibility—they’re a guarantee. For HOAs and condominium associations, storm season can quickly become a financial nightmare without proper planning. A strong emergency fund isn’t just a safety net; it’s the difference between a fast recovery and months of financial strain. Today, we’re diving into why emergency funds matter more than ever, how to build them, and why your board should start hurricane-proofing its budget now.

Why Emergency Funds Are Non-Negotiable

The unpredictability of hurricanes has only increased in recent years. According to NOAA’s hurricane outlook , the last five years have seen stronger, slower-moving storms with record rainfall. This isn’t just about damaged roofs and landscaping; flooding, power outages, and infrastructure damage can cripple a community. When your board doesn’t have reserves, you’re forced into unpleasant options: issuing emergency special assessments or taking out loans with high interest rates. Both options upset residents and increase long-term costs.

Emergency funds protect property values and community trust. When a hurricane hits, residents expect quick repairs, safe conditions, and strong leadership. Associations that lack funds often face backlash, lawsuits, and even state compliance issues. Having a healthy reserve is not just smart—it’s essential.

How Much Should You Save?

The rule of thumb is three to six months of operating expenses. But in hurricane-prone areas like Florida, six to nine months—or even a full year—makes sense. A reserve study can help your board calculate the right amount. These studies examine long-term costs like roofing, elevators, and common-area systems, factoring in inflation and climate risks. Florida Statute Chapter 718 requires associations to maintain reserve accounts for specific items, so compliance isn’t optional.

Funding Your Emergency Account

Building an emergency fund takes planning. One approach is gradually increasing your annual contribution by two to four percent each year until you hit your goal. Another option is allocating a “disaster contingency” line item in your annual budget and prioritizing it as much as insurance premiums. Some associations use high-yield savings accounts or short-term municipal bonds to make reserves grow slightly while keeping them liquid. Always consult your association attorney and CPA for compliance with Florida’s reserve requirements.

If your association is behind on reserves, now is the time to start. Waiting until storm season approaches will only increase the risk of emergency assessments. Boards should schedule budget workshops focused on disaster planning and review their financial health regularly.

If your board needs help creating a funding strategy, contact Precedent Hospitality for guidance from experts who understand Florida’s unique challenges.

Insurance Alone Is Not Enough

Many boards assume insurance will handle everything, but that’s a costly misconception. In Florida, most policies come with significant wind and hail deductibles, often two to five percent of your insured value. That means on a $5 million building, the deductible could be $100,000 to $250,000—money your association must pay before the insurer covers a single repair. Some policies also exclude common elements like fences, landscaping, and recreational facilities. This is why a well-funded reserve is crucial. Insurance and reserves work together: one covers catastrophic loss, the other handles gaps and deductibles.

For more information on coverage specifics, visit the Florida Office of Insurance Regulation . You can also use resources like the National Flood Insurance Program to understand flood coverage, which is often separate from windstorm coverage.

Keeping Homeowners Informed

Transparency is key to avoiding pushback when raising assessments for reserves. Boards should use newsletters, portals, and town hall meetings to explain the real cost of not saving. Show homeowners scenarios: what happens if the reserve account has zero dollars when a Category 3 storm hits versus having a nine-month cushion. These conversations build trust and prevent accusations of mismanagement later.

Consider directing homeowners to educational resources such as FloridaDisaster.org and Ready.gov so they understand why these measures matter. Sharing visuals and real-life examples can make a huge difference in homeowner support.

Post-Storm Recovery Planning

When the storm passes, having a financial plan allows for immediate action. Document all damage with photos, notify insurers within 48 hours, and use reserve funds to begin cleanup without delay. Keep all receipts and maintain a transparent ledger for homeowner review. After the crisis, update your reserve study and rebuild any depleted funds. The goal is to avoid dipping into operating budgets or issuing unplanned assessments.

Tying It All Together

Hurricane season is unpredictable, but your financial planning doesn’t have to be. Strong emergency funds are your best defense against both storm damage and community discord. If your association is unsure where to start, we can help you create a proactive plan tailored to your community’s needs. Schedule a consultation with Precedent Hospitality today and let’s make sure your community is financially hurricane-proof.

FAQs

1. Why do HOAs need emergency funds for hurricanes?
Emergency funds cover deductibles and uninsured losses, ensuring fast recovery and avoiding special assessments.

2. How much should an HOA save for emergencies in Florida?
Aim for six to nine months of operating expenses, or more in high-risk coastal areas.

3. Are reserve funds required by Florida law?
Yes. Florida Statute 718 mandates reserves for major repairs and replacements.

4. Can insurance replace emergency funds?
No. Insurance rarely covers all costs and often includes high deductibles.

5. How can an HOA build reserves without raising dues too much?
Gradually increase contributions and allocate a contingency line item in the budget.

6. What happens if an HOA has no reserves after a hurricane?
Expect special assessments, loans, and delayed repairs—leading to resident frustration.

7. Are reserve funds taxable?
Generally, no, but always check with a CPA for your specific association.

8. Should reserve funds be in a regular bank account?
Use insured accounts or short-term investments for safety and liquidity.

9. How often should boards review their reserve studies?
Annually, or immediately after a major storm or significant expense.

10. Can owners opt out of reserve contributions?
No. Reserve funding is a shared obligation under most governing documents.

Understanding the "Why" Behind Florida HB 913

Wed, 09 Jul 2025 19:02:40 GMT

If you're managing a condominium association in Florida, you’ve probably felt the pressure over the last few years. Since the Surfside tragedy in 2021, compliance rules have gotten stricter, deadlines have loomed, and many boards have struggled to balance safety with affordability. That’s why the recent signing of House Bill 913 is something I’m genuinely excited to talk about. It’s not just another piece of legislation—it’s a much-needed dose of common sense for Florida’s condo communities.

When Does HB 913 Take Effect?

Governor Ron DeSantis signed HB 913 into law on June 23, 2025. The bill goes into effect July 1, 2025. You can view the full bill on the Florida Senate website . The idea behind it is simple: maintain the core safety mandates set in 2022 while softening the financial blows they unintentionally created. For many associations, especially those with aging buildings and older residents, this bill could be the difference between foreclosure and stability.

If your board hasn’t reviewed how HB 913 affects your reserves, operations, or funding plans— reach out to Precedent Hospitality today. We’ll walk you through it.

A Game-Changer in Reserve Flexibility

Let’s start with the biggest shift: the flexibility around reserve funding. Associations now have until December 31, 2025, to complete their Structural Integrity Reserve Studies. In addition, if a milestone inspection calls for immediate repairs, boards can vote—with owner approval—to pause reserve contributions for up to two consecutive budget years. That flexibility wasn’t there before, and for communities with older residents on fixed incomes, it’s an absolute game-changer. This change provides breathing room without compromising long-term safety.

Increased Thresholds for Planning

Another major change is how repairs get classified. Previously, anything over $10,000 had to be included in reserve planning. That number is now bumped to $25,000—and it’ll adjust for inflation every year. This means your association can focus on truly critical needs and not get weighed down by minor capital projects that used to trigger funding mandates.

Emergency Powers and Liability Protection

Now, let’s talk about board authority. HB 913 gives condo boards the legal power to order emergency evacuations during natural disasters. But here’s the kicker—if a resident refuses to leave after a lawful evacuation order, the board is not liable for what happens next. This liability shield gives boards confidence to act quickly and decisively when safety is at stake. You can read more about this authority and protections on the Florida Governor’s official press site .

New Rules for Transparency and Digital Access

Transparency just got a lot more structured. Associations are now required to register with the Division of Florida Condominiums by October 1, 2025. This registration includes essential data like board contact info, unit count, building age, inspection history, and reserve status. That info must be updated within 30 days of any change. This creates a living database accessible to residents, buyers, and state officials alike. Full requirements are published on the Florida Department of Business and Professional Regulation.

Electronic Voting Is Now Official

One of the updates generating a lot of buzz is the formal approval of electronic voting and remote participation in meetings. If 25% of your owners request it in writing, your board must implement electronic voting within 21 days. Virtual meeting attendance now counts toward quorum, as long as participants can hear and be heard throughout. This is especially helpful for snowbirds or investors who aren’t always in town but want to stay engaged.

Resale Buyer Protections Are Expanding

Buyers of resale units now have more time to review association financials before closing. Specifically, they now have seven days, up from three, to examine the budget and financial statements after developer control ends. This longer window allows for better-informed purchasing decisions, especially in communities with ongoing major repair projects or rising assessments. For practical consumer guidance, visit Florida Housing and related state consumer resources.

Accountability for Community Managers

HB 913 also takes a hard stance on professional accountability. Any community manager whose license is revoked by the DBPR cannot work for or own a management company for 10 years. This builds in important safeguards for boards and owners alike. You can check the license status of professionals at the DBPR’s License Search.

Updated Insurance Valuation Standards

Under the new bill, associations must base insurance coverage—especially windstorm and catastrophic loss—on independent appraisals updated every three years. The appraisal must reflect the probable maximum loss of a 250-year windstorm event. This isn’t just bureaucratic housekeeping; it brings consistency and fairness to how communities protect themselves. State-level information about insurance regulations can be found via FLOIR, the Florida Office of Insurance Regulation.

Expanded Options for Repair Funding

Another smart adjustment allows associations to fund required structural items using loans or lines of credit, not just special assessments. With the right vote and documentation, this gives boards flexibility to act fast on repairs without pushing owners into financial crisis. It’s particularly helpful for mid-sized communities who may not have deep reserves but still face major expenses after milestone inspections.

Getting Started with HB 913 Compliance

If you’re wondering where to start, the key is to not delay. October 1 is closer than it seems, and many communities are still trying to understand what applies to them and what doesn’t. Precedent Hospitality has already begun helping boards review their reserve study readiness, update governing documents where needed, and draft simple, owner-friendly communication to explain what these changes mean.

Want help implementing these changes the right way? Precedent Hospitality is here to assist with everything from reserve strategy to digital compliance. Let’s get your board prepared—before the deadlines hit.

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FAQ's

What is HB 913 and when does it start?

HB 913 is Florida’s 2025 condo reform law, signed in June 2025 and effective starting July 1, 2025.

Do all associations need to complete a Structural Integrity Reserve Study?

Yes, for buildings that are three stories or taller. The deadline to complete this study is now December 31, 2025.

Can our board pause reserve contributions?

Yes, if an inspection recommends significant repairs and the owners approve, you may pause contributions for up to two years.

Are virtual meetings now allowed?

Yes. Virtual participants count toward quorum as long as they can hear and be heard. Boards must also adopt e-voting if 25% of owners request it.

What information needs to be submitted to the state?

Boards must register association data including board names, inspection dates, building age, and budget history by October 1, 2025.

How long do buyers have to review condo documents?

Buyers now have seven days, instead of three, to review financials and budgets for resale transactions.

Are there consequences for managers with revoked licenses?

Yes. Any individual whose CAM license is revoked is banned from working in or owning a management firm for 10 years.

What’s the new reserve item threshold for planning?

Items costing more than $25,000 (up from $10,000) must be included in reserve studies. This figure is adjusted annually for inflation.

Can associations borrow money for reserve obligations?

Yes. Boards can now use loans and lines of credit as funding options with the proper documentation and approvals.

Where can we learn more about state compliance?

You can visit the Florida Senate Bill page, DBPR, or FLOIR for official guidance.

Alligators, Crocodiles, and HOA Rules: Who’s Responsible for Wildlife Hazards?

Thu, 26 Jun 2025 19:02:24 GMT

Trouble in paradise?

Living in Florida means embracing sunshine, palm trees—and the reality that alligators might wander into your HOA’s or condo’s shared water features. In Lee and Collier counties, communities often wake up to the question: who’s responsible when a gator shows up in your pond?

According to the Florida Fish and Wildlife Conservation Commission (FWC), which defines nuisance wildlife in its FAQs on taking wildlife, alligators are fera naturae—wild by nature—not owned by homeowners or associations. That means liability usually doesn’t fall on you—unless your board ignored known gator sightings or failed to take responsible action.

Rules governing wildlife incursions

Lee County’s land-use rules, including Ordinance No. 84‑28 , detail how waterfront communities must manage buffer zones and signage near natural habitats. In Collier County, property development docs like the Coastal Advisory Committee agenda reflect the county’s emphasis on preserving agricultural and natural environments, including wildlife. If your condo was built near the Barfield Burrows or McIlvane Marsh preserves, it may already fall under ecological guidelines that expect wildlife management.

I still remember the day I first realized how serious this can be. My cousin’s HOA pond don’t just attract ducks—they draw alligators. In Lee County, bird feeders near pond edges might attract smaller wildlife, which in turn lures in gators, as outlined in FWC land-use guides. That chain reaction often gets overlooked until a gator shows up unannounced and your board wonders if it's their responsibility.

HOA's MAY have SOME responsibilities

You’ll want to start by reviewing Lee County’s LPA agendas , where planners discuss pond-edge housing and HOA responsibilities—clues that your community may have obligations to manage wildlife. And in Collier, county land-development documents highlight stewardship of natural reserves such as Alligator Flag Preserve.

FWC’s regulations on alligator harvest show how tightly Florida regulates alligator handling. The SNAP program, and the alligator hotline number (866‑FWC‑GATOR) link back to FWC’s nuisance wildlife pages . These reflect the state’s expectation that land managers (like HOAs) will partner with licensed trappers and FWC before liability concerns escalate.

See dangerous wildlife? Make it KNOWN!

One case that stuck out was Spanish Lakes Fairways in Fort Pierce. They weren’t sued for having a gator—they were sued for not communicating with residents after sightings. That pattern echoes across Florida, including Lee and Collier, especially since tragedies at sites like Orlando’s BoardWalk Villas made headlines. After those incidents, developers in both counties reviewed CC&Rs for wildlife components and added formal signage rules—again seen in Lee's agendized land-use changes.

Development plans like Lee County’s Galt Preserve stewardship report list American alligators among local wildlife, underscoring how ponds are magnet zones in shared water features. FWC’s alligator license and permit portal is also essential reading for boards seeking lawful removal solutions.

To protect your community, first log all gator sightings with date and place. Then notify residents immediately, honoring transparency. Contact licensed trappers or FWC through SNAP. Post clear signage (“No Swimming – Alligators Present”, “Do Not Feed Wildlife”) as per FWC sign policy . Update CC&Rs and board resolutions to enforce pond-edge pet supervision and prohibit feeding.

Wonder how to craft these protocols for your community? Contact Precedent Hospitality now for a custom wildlife safety plan that brings peace of mind.

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FAQ'S

1. Are HOAs or Condo Associations responsible for managing wildlife on the property?

In most cases, associations are responsible for addressing wildlife issues that pose a safety hazard or nuisance within common areas. However, they are not typically responsible for managing natural wildlife unless state or local regulations require specific actions.

2. Can an HOA remove protected wildlife from the community?

No. Many species in Florida, such as gopher tortoises, manatees, and certain birds, are protected by state or federal law. Removing or disturbing them without proper permits can lead to hefty fines and legal consequences.

3. What should residents do if they see an alligator or other potentially dangerous wildlife?

Residents should not approach or feed wild animals. They should report the sighting to the Florida Fish and Wildlife Conservation Commission (FWC) or the property management, who can contact appropriate authorities.

4. Who is responsible for maintaining natural preserves, ponds, or conservation easements within the community?

Usually, the HOA or condo association is responsible for maintaining these areas in accordance with local environmental regulations and permit conditions, especially if they are part of the community's development plan.

5. Can residents feed wildlife in the neighborhood?

Feeding wildlife is discouraged and often illegal in Florida, especially for species like alligators, sandhill cranes, and bears. Associations can—and often should—enforce rules prohibiting feeding to avoid habituation and risks to public safety.

6. Is the HOA liable if a resident is injured by wildlife?

Liability depends on the circumstances. If the HOA was negligent in managing a known risk (like failing to address overgrown vegetation near a playground attracting snakes), they could potentially be held liable. However, wildlife encounters in natural areas often fall under “act of nature” exceptions.

7. Can an HOA remove trees or modify landscaping to deter wildlife?

Yes, but modifications must comply with local tree ordinances and environmental protection laws. For instance, removing trees that house nesting birds during nesting season may violate wildlife protection laws.

8. What steps should associations take to protect residents from wildlife hazards?

Maintain proper landscaping (trimmed grass, cleared brush)
Install signage warning of wildlife (especially near ponds or wetlands)
Educate residents about wildlife awareness and safety
Coordinate with FWC when necessary

9. Can HOAs set rules about pets and wildlife interaction?

Yes. Associations can restrict pets from certain areas (e.g., nature preserves), require leashing, and fine owners if pets are allowed to harass wildlife—actions that can also prevent injury to pets.

10. How can associations stay compliant with state and federal wildlife laws?

Boards should consult with environmental attorneys, stay updated on FWC guidelines, and possibly hire ecological consultants when developing or modifying common areas. Proactive planning helps avoid costly violations.

Is Your Management Company Doing Its Job? Questions Every HOA and Condo Board Should Be Asking

Wed, 04 Jun 2025 19:02:05 GMT

There’s a common misconception among many HOA and condo board members that once a management company is hired, everything is being handled seamlessly behind the scenes. After all, they’re the professionals, right? But in the world of community association management, trust but verify is more than a catchphrase—it’s a best practice. If you’re on the board of your Florida association, monitoring your management company’s performance isn’t micromanagement. It’s fiduciary responsibility.

Board Members Are Busy People

Board members are volunteers, often juggling personal careers and lives, while trying to navigate complicated regulations, budgets, vendor contracts, and community concerns. Hiring a management company is supposed to make all of that easier. But even the best contract in the world won’t safeguard your community if no one is checking whether that contract is being fulfilled.

If you're questioning whether your current company is delivering the value it promised, it may be time for a reality check. Use this article as your guide to identifying performance gaps, asking the right questions, and getting the tools you need to take control. If you’re considering a change, we invite you to request a proposal here to see what working with a proactive partner truly looks like.

Ignorance Is Not Bliss

So how can your board know if your management company is really performing?

It starts with communication. Is your property manager responsive and accessible? Do they return emails in a timely manner, provide proactive updates, and address community concerns without requiring a second follow-up? It seems simple, but communication breakdowns are one of the top reasons boards part ways with their management companies. Ask to see response time metrics if you’re unsure—and pay attention to how often you're the one initiating follow-ups rather than receiving them.

Financial transparency is another critical area to monitor. Your board should have easy access to monthly financial reports, bank reconciliations, reserve balances, and operating budgets. These documents should not only be accurate, but also timely. If your financials are delayed month after month, it may be a sign of internal disorganization—or worse, deeper issues. Want to compare standards? Florida’s Department of Business and Professional Regulation outlines record-keeping requirements here .

It’s also wise to ask whether the company’s accounting methods meet current best practices. Are your reserves kept in separate, interest-bearing accounts? Are invoices reviewed by your CAM and double-checked for accuracy before payment? The Florida Administrative Code explains the requirements surrounding reserves, while the Internal Revenue Service provides insight into exempt income and tax rules for associations.

Why Does This Maintenance Issue Keep Happening?

Next, consider how your manager handles maintenance and vendor oversight. A strong company doesn't just call the plumber when there's a leak—they manage service contracts, obtain competitive bids, inspect completed work, and follow up on recurring issues. If you find yourself asking why the same problem keeps coming back, or why it took three weeks to fix a broken gate, these are red flags. Make sure your management company is using platforms that track work orders and vendor response times, and that your CAM isn't simply reacting—but planning ahead. If you're unclear about bidding requirements, Florida's Sunshine Laws on transparency in contracts might help.

It’s also important to evaluate how well your management company enforces your governing documents. Violations should be addressed consistently and fairly, with adequate documentation and communication. This includes everything from improper parking and unsightly patios to unauthorized architectural changes. If your board members hear more from upset homeowners than from your management company about these issues, something’s wrong. The Florida Condominium Act and HOA Act outline the rules associations must follow.

Who's The New Person?

Are you also seeing consistent turnover in your CAMs? That’s worth noting. A revolving door of managers can be disruptive and erode institutional knowledge. High turnover might indicate problems within the company that could eventually impact your community. If your assigned manager changes more than once a year, ask why.

Technology is another area where performance can vary widely. Is your company offering secure, modern portals for owners to pay assessments, review documents, or submit service requests? Are you still doing things by fax or waiting for paper reports? If your board is spending time reprinting documents or chasing down updates, you’re not getting the efficiency today’s tech can provide. The Cybersecurity & Infrastructure Security Agency has best practices your company should follow to protect your data.

We're Covered...Right?

Evaluating insurance readiness is also part of performance. Does your management company schedule regular reviews of your insurance policies, ensure flood and windstorm coverage are up to date, and help your board understand replacement cost estimates? The Florida Office of Insurance Regulation is a great resource to stay current on what's required and what changes might be coming.

Now let’s talk about the most important measure: homeowner satisfaction. Are your residents generally happy? Do they feel heard and respected? A good management company reflects well on the board. When complaints about communication, service delays, or maintenance escalate, your board takes the blame. Consider conducting an annual homeowner survey. If you’re unsure how to set this up, check out the guidance from HUD on community engagement and fair housing best practices.

Checkin It Once...

Midway through your board’s term is a great time for a performance check-in. Schedule a sit-down with your manager to review key performance indicators. Request a report of completed work orders, reviewed invoices, resolved violations, processed architectural applications, and any vendor changes in the past 6-12 months. Ask how your management company is preparing for legislative updates, like those announced on Florida Senate’s bill tracker.

If your board is preparing for a budget season, it’s even more critical to know if your management company is negotiating the best contracts, identifying cost-saving opportunities, and offering guidance on rising expenses like insurance or utilities. The Florida Public Service Commission provides helpful data on utility increases that could affect your association’s budget. If your manager isn’t proactively bringing this to your attention, they may not be delivering full value.

Don’t forget to review your contract. Are all agreed-upon services being performed? Are there hidden fees that keep showing up unexpectedly? The Florida Attorney General’s website outlines deceptive practices and your rights under consumer protection laws. If your company isn’t following through on deliverables, it’s time to revisit that agreement—and possibly your partnership.

If any of this sounds familiar and you’re wondering what other boards are experiencing, the Division of Condominiums offers complaint records and updates on licensing for management firms. It’s a great place to verify credentials and see how your provider compares.

Still unsure whether it’s time to make a change? You don’t have to do it alone. Mid-year reviews or RFPs can open doors to improved service without disrupting your community. Reach out here for a custom proposal based on your unique needs—we’re happy to help you evaluate your options.

Whether you're navigating new legislation, dealing with budget concerns, or hearing homeowner frustration, remember: the management company works for you. You’re not a bystander—you’re the board. Ask questions. Request documentation. Follow up. That’s how successful, stable communities are built.

And if you’re ready to see what a results-driven management company can do,

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—because your community deserves better.

When Damage Crosses Walls: Who Pays In Shared Living Spaces?

Wed, 07 May 2025 19:00:59 GMT

In shared communities like condominiums and townhome associations, walls don’t just separate homes—they define legal responsibility. So what happens when damage doesn’t stop at a unit’s boundary? Maybe a pipe bursts upstairs, and the water seeps through the ceiling below. Or mold quietly spreads between units, making it hard to tell where it started. When damage crosses those invisible lines, determining who pays can get complicated fast.

At Precedent Hospitality, we’ve seen firsthand how confusing this issue can be for both board members and residents. If your association has ever found itself in a gray area about cross-unit damage, you're not alone—and you're not without options either. We can help you figure out exactly what you’re responsible for and what you’re not. Let’s connect about how we can support your community .

Let’s talk about what really happens when damage travels between units, why it's so often misunderstood, and how to keep your community from getting caught off guard.

Damage Doesn’t Respect Walls—And Neither Does Responsibility

It’s a common assumption: what happens inside my unit is my problem, and what happens outside is the association’s. But that logic doesn’t always hold up. Think about how many systems in a building aren’t confined to one home—plumbing, electrical wiring, insulation, even structural supports. These systems often run through multiple units or through common areas. That means a small problem in one place can turn into a much bigger one somewhere else.

In Florida, state condominium law (Fla. Stat. §718.111(11)) requires associations to insure the common elements of a building, but the exact definition of “common” varies depending on what your governing documents say. Meanwhile, unit owners are often expected to have HO-6 insurance that covers interior finishes and personal property. The problem is that when something goes wrong in the space between—like a shared pipe or subfloor—it’s not always clear who’s on the hook.

Here’s a scenario we’ve seen before. A resident notices a growing water stain on their ceiling. Maintenance discovers it’s coming from a dishwasher leak in the unit directly above. The ceiling is damaged, the walls are wet, and now there’s concern about mold. The upstairs resident wasn’t aware of the leak, so they didn’t report it. The downstairs resident is angry. And the board is wondering whether it’s now their responsibility to step in.

This kind of situation isn’t just frustrating—it can also be expensive. If negligence can be proven, the owner responsible for the original issue might end up footing the bill. If not, repairs might fall to the association or be split among insurance carriers. Some of these answers are found in your governing documents, but even then, interpretation can be tricky.

That’s why many boards work closely with legal experts, like those at https://www.floridacondohoalawblog.com or the Department of Business and Professional Regulation, to figure out their next steps.

Why Your Documents Can Be Your Best—or Worst—Asset

One of the most common issues we see in communities facing cross-unit damage is that their governing documents are either out of date or too vague. Maybe they were written 20 or 30 years ago and don’t account for today’s building standards or common ownership trends. Or maybe they use unclear language about who is responsible for what when things go wrong.

If your documents don’t spell out who maintains what—especially when it comes to shared systems—it can create confusion and even legal risk. In some cases, associations have ended up paying for damages they didn’t have to, simply because the documents weren’t clear enough to enforce another solution.

This is one reason we recommend having your documents reviewed and updated by a professional. Legal experts, like those at Varnum Law , can help you revise declarations, bylaws, and maintenance policies so that your community isn’t left in limbo when a problem arises. The Community Associations Institute (CAI) also offers a range of guides and templates that help clarify best practices for HOAs and condominium boards.

If it’s been more than 10 years since your documents were reviewed, that’s usually a sign it’s time for an update. Precedent Hospitality offers document audits as part of our onboarding process, so you don’t have to figure it out alone.

What About Insurance?

If your community’s insurance policies haven’t been evaluated recently, now’s a good time to do it. One of the biggest pain points for associations dealing with shared damage is misunderstanding what’s covered—and what’s not.

Typically, the association’s master insurance policy covers structural elements, like walls, foundations, roofs, and original building systems. But it usually doesn’t cover things like upgraded cabinets, flooring, or appliances inside a unit. That’s where the unit owner’s HO-6 insurance comes in. These policies should cover interior finishes and personal belongings, and ideally they also include loss assessment coverage, which helps in cases where the association needs to levy a special assessment after damage.

This coverage mix only works when everyone understands it—and when unit owners are actually carrying HO-6 policies. That’s why many associations now require owners to submit proof of insurance annually.

Boards should also sit down with their broker at least once a year to evaluate deductibles, exclusions, and overall risk. Some great resources to help you better understand these policies include https://www.insurancejournal.com , and Florida-based specialists like Palm Insurance .

If your community is dealing with a tricky claim, or if an insurance company is dragging its feet, it might be worth bringing in a public adjuster or legal consultant. Sites like Varnum Law offer consultations and claim support for associations.

We also work directly with our clients’ insurance carriers and legal counsel to coordinate efficient, fair resolutions to multi-unit damage.

So, How Do You Prevent It?

You can’t always prevent cross-unit damage, but you can definitely reduce how disruptive it becomes. Regular maintenance and clear communication are everything. Schedule routine inspections for plumbing and electrical systems—especially in older buildings. Keep digital logs of issues, and encourage residents to report small leaks or concerns before they turn into big problems.

Educating your residents also helps. Most owners don’t understand where their responsibility ends and the association’s begins. You can provide annual insurance reminders, offer FAQ sheets, or host informational meetings. Sites like https://www.naic.org offers easy-to-understand resources you can share.

We also help our clients develop maintenance tracking tools and standardized owner communication templates. That way, when a problem arises, you’ve already laid the groundwork for how it will be handled.

If you’re not sure where to start, we can walk you through our process. Let us show you how we help communities stay proactive and protected.

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FAQ's

1. Who is liable if a leak from one unit damages another?

It depends on whether negligence was involved. If an owner failed to maintain their unit, they could be responsible. If not, the damage may fall under insurance policies.

2. Can the association make an owner repair their unit if it's causing damage?

Yes, especially if there’s a risk to other units or common areas. Most governing documents allow for emergency access and enforcement.

3. What counts as a “common element”?

This usually includes things like roofs, shared plumbing, electrical lines, and exterior walls. Your governing documents define it.

4. Should associations require proof of owner insurance?

Absolutely. Requiring HO-6 coverage protects both the owner and the community when things go wrong.

5. What if neither owner admits fault?

The association may have to get involved, perform an investigation, and potentially submit an insurance claim to avoid delay.

6. Can owners sue each other for damage?

Yes, especially in cases of negligence. But mediation is often more efficient and less costly.

7. Can the board access a unit for inspection?

Yes, with notice—or immediately in an emergency. Florida law supports this right for associations.

8. Is it a good idea to raise the insurance deductible?

It depends. Higher deductibles lower premiums but increase the out-of-pocket burden during claims.

9. What’s mediation and when is it used?

Mediation is a legal method of resolving disputes without going to court. Florida’s Division of Condominiums offers services for this.

10. How do we prevent future issues?

Strong documents, good maintenance, annual insurance reviews, and clear resident education go a long way.

Short-Term Rentals in Florida HOA Communities: Community Killer or Cash Cow?

Tue, 22 Apr 2025 19:00:43 GMT

If you’ve ever lived in or served on the board of a Florida homeowners association (HOA), chances are you’ve already heard the debates around short-term rentals. You know, the Airbnbs and Vrbo listings that pop up in your community seemingly overnight. For some, they’re a brilliant way to generate income. For others, they’re a threat to peace, property values, and even security. So which is it—community killer or cash cow?

The truth, as with most HOA issues, lies somewhere in between.

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What's The Deal With Short-term Rentals?

Let’s start by understanding why short-term rentals are so appealing in the first place. Florida is one of the top vacation destinations in the country, and platforms like Airbnb make it easier than ever for homeowners to open their doors to travelers. Many owners see the potential to earn extra income, especially during the busy winter season when tourists flock to the Sunshine State. Some even argue that allowing short-term rentals increases their property’s value because it becomes an income-generating asset.

But while one homeowner sees dollar signs, their next-door neighbor might see an unfamiliar car in the driveway, loud music past midnight, or a group of college spring breakers using the community pool like it’s a waterpark.

So why are HOA's concerned?

Security is one of the top issues. When guests are constantly coming and going, it becomes harder to keep track of who actually belongs in the community. Parking headaches often follow, especially if guests don’t understand (or care about) the rules. Then there’s the noise factor, which can turn peaceful communities into something that feels more like a motel.

From an infrastructure standpoint, amenities like pools, gyms, and clubhouses weren’t designed for transient use. Short-term guests might treat common areas with less care than long-term residents, increasing wear and tear. Not to mention the strain on community relationships when homeowners feel like they’re living next to a revolving door of strangers.

Now, legally speaking, HOAs in Florida do have some options—but they’re not unlimited. According to Florida Statute 718.110, associations can amend their governing documents to regulate rentals, but those changes typically only apply to new owners or those who vote in favor, unless the original documents say otherwise.

If you’re on a board and wondering whether you can restrict or ban short-term rentals altogether, the short answer is: maybe. But it depends on how your governing documents are written. That’s why it’s so important to work with a legal expert like Becker & Poliakoff or ShuffieldLowman to ensure you’re interpreting the law correctly.

Even at the state level, Florida has tried to strike a balance. The state allows local governments to regulate short-term rentals but doesn’t let them ban them outright (Fla. Stat. § 509.032). That leaves cities and counties with some room to create permitting systems and zoning rules, like those you’ll find in St. Petersburg or Orlando.

So what can an HOA actually do?

Start by reviewing your current documents. If your declaration of covenants or bylaws are silent on short-term rentals, that might be your first red flag. It’s wise to engage with your community’s attorney or review helpful articles from firms like Pye Law Firm or Jimerson Birr.

If you decide to pursue restrictions, be specific. Define what constitutes a short-term rental—whether that’s less than 30 days or anything under 6 months. Decide whether you’ll allow a certain number of rentals per year or only permit owners to rent after a waiting period. And most importantly, think through how you’ll enforce the rules. Will there be fines? Will you require owners to register their rentals in advance?

Hill Ward Henderson has a great guide on implementing these kinds of policies without overstepping legal boundaries.

Regular communication with homeowners is essential. Many owners aren’t even aware that STRs are controversial until a violation notice lands in their mailbox. Newsletters, board meetings, and even friendly reminders from management can go a long way toward getting buy-in.

Ready to Take Action?

If you’re ready to bring clarity to your community’s short-term rental policies, we’re here to help. Request a proposal and let’s protect your community’s future together.

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FAQs

Can a Florida HOA ban short-term rentals completely?

Yes, but only under specific conditions and usually through an amendment to governing documents.

What if the rental restriction was just recently adopted?

It likely won’t apply to owners who bought before the rule unless otherwise stated in your original docs.

Are there statewide rules on STRs in Florida?

Yes, the state allows regulation but not full bans by local governments.

How should HOAs define short-term rentals?

You’ll want clear language that outlines duration, frequency, and registration expectations.

Do these policies affect home values?

That’s debated—some buyers see STR potential as a plus, others see them as a community disruption.

What role does the local municipality play?

Your city may require STR permits or have zoning rules in place.

Can an HOA require rental guests to follow community rules?

Yes, but those rules need to be clearly communicated and enforceable.

Is there an insurance issue with STRs?

Absolutely. Most standard homeowners insurance doesn’t cover short-term rental activity.

How can an HOA legally enforce STR rules?

Fines, amenity suspensions, or legal action are common enforcement methods—always in accordance with your docs.

Where can I learn more about HOA regulations and Florida law?

Start with resources like flsenate.gov , myfloridalicense.com , or the Florida Bar.

Who's Responsible? Real-Life Scenarios That Confuse Even the Best Condo Boards

Mon, 31 Mar 2025 18:58:48 GMT

One of the biggest pain points for condominium boards is figuring out who’s responsible for repairs — the association or the unit owner? It seems simple at first, but once real-life situations like a leaking pipe or a cracked balcony come up, the lines blur quickly. Even experienced board members can find themselves second-guessing, and unclear responsibilities can lead to disputes, delays, and unhappy residents.

In this blog, we’ll walk through real-life maintenance scenarios, break down where responsibilities typically lie, and offer practical advice for resolving confusion — all while keeping your community running smoothly.

Understanding the Basics: Who Maintains What?

Before diving into examples, let’s clarify the basics. Generally, the condo association maintains common elements like hallways, exterior walls, landscaping, and elevators. Unit owners, on the other hand, are responsible for what’s inside their unit — cabinets, flooring, appliances, and interior fixtures. That sounds straightforward, right? But in real-world situations, it’s not always so black and white.

Many responsibilities can change based on the community’s governing documents. Similarly, confusion arises when owners assume associations handle everything outside the unit — not always the case.

Scenario 1: The Leaky Ceiling

A homeowner notices a water stain forming on their ceiling. Is it their issue? Or did a pipe burst in the unit above? Maybe it’s a roof leak? Here’s where it gets tricky. If the leak is from a common element, like the roof or shared plumbing, then the association is usually responsible for the repair. But if the water is coming from the upstairs unit’s dishwasher, then the upstairs owner could be held liable.

Cobb & Gonzalez explains that these situations require professional inspections and documentation. Associations should act fast to identify the cause — and boards should follow their documents carefully to determine liability.

Scenario 2: Balcony Breakdown

A resident reports cracked concrete and rusted railings on their balcony. They assume the association will fix it — but the governing documents say balconies are limited common elements. What does that mean?

Limited common elements as areas designated for one unit’s exclusive use (like balconies or windows), but the maintenance responsibility may vary by association. Some documents place that responsibility squarely on the unit owner.

Scenario 3: Foggy Windows and Drafts

An owner wants their windows replaced due to seal failure and drafts. The windows are old, and the issue clearly affects the home’s efficiency. But are they part of the unit or a common element? There’s no universal answer — you have to look at the governing documents.

Owners often maintain things like windows and doors, while associations handle structural or exterior items. The important takeaway: Be consistent. If the board replaced one owner’s windows last year, denying the next one could create tension and possible legal issues.

Scenario 4: Backed-Up Sewer Line

A main sewer line clogs and backs up into three different units. One owner believes the blockage started in another unit, but the other says the system is old and needs to be replaced. Common pipes — especially those shared by multiple units — are almost always the association’s responsibility. But if it’s caused by owner negligence (think: flushing baby wipes), the cost could shift.

Quick action is key. The association should bring in a plumber and document everything. Proactive sewer maintenance should prevent expensive emergencies like this one.

Scenario 5: Broken HVAC

An owner’s air conditioning fails in the middle of a Florida summer. The condenser is outside, mounted on the roof. The unit cools only their space. Who pays? If the HVAC system only serves one unit, it’s usually the owner’s responsibility.

However, if any portion of the system is considered a shared mechanical component — like rooftop compressors — responsibility could shift to the association.

Best practice? Review your governing documents and consult your management company or attorney.

Pro Tips for Boards (and Owners)

Too often, boards and residents wait until an emergency hits before asking, "Whose job is this?" That’s when tempers flare, and associations risk legal exposure.

Review your governing documents thoroughly. You can't enforce what you don’t understand. Create an easy-to-read responsibility chart. There are tools that can help homeowners know exactly what’s theirs to handle. And be consistent. Clark Simson Miller notes that inconsistent decisions are one of the top reasons associations get into trouble.

For boards considering professional guidance, Association Reserves also provides reserve study tools to plan for shared maintenance costs ahead of time.

10 Common FAQs

1. Can the association enter my unit for repairs?

Yes, most governing documents allow entry for emergency repairs or maintenance of common elements, typically with prior notice.

2. What’s a limited common element?

Spaces like patios, balconies, and assigned parking that only one unit uses but may still be maintained by the association.

3. Who handles pest control?

Usually the unit owner, unless pests are coming from a common element like a roof or shared crawlspace.

4. Is mold damage covered by the association?

Only if the cause originates from a common element (like a roof leak). If it’s due to owner negligence, they’re responsible.

5. What if two units disagree on responsibility?

Refer to your governing documents first. If it’s still unclear, consult a qualified attorney.

6. Does my condo insurance cover damages from a neighbor’s leak?

It might. Review your personal and master insurance policies, and notify your insurer first.

7. Are electrical panels my responsibility?

Usually, yes — anything inside the unit is generally the owner’s responsibility. Check your docs.

8.How are windows usually handled?

Some associations treat them as common elements; others place responsibility on the unit owner. It varies.

9. Can the board charge back costs for repairs?

Yes, if the owner was responsible and failed to act, the association may front the repair and bill the owner later.

10. How often should we review responsibilities?

Annually, or after any major property or legal changes.

Final Thoughts (and 3 Helpful Next Steps)

Clear maintenance policies reduce confusion, prevent conflict, and protect everyone involved. When in doubt, return to your governing documents, consult your manager or legal team, and document everything.

If your board is still navigating murky maintenance rules, you don’t have to figure it out alone.

Get expert help and peace of mind — schedule a free consultation with our condo specialists today:

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How Our HOA Got Back on Track

Wed, 29 Jan 2025 12:00:00 GMT

When I first decided to join our HOA board, I thought it would be an easy way to give back to the neighborhood—a few occasional meetings, perhaps some discussions about landscaping or parking rules. Nothing major. But it didn’t take long before I realized the reality was quite different, and there was a lot more responsibility than I had expected.

All of us on the board were volunteers, genuinely passionate about making our community better. But none of us were exactly experts when it came to running a neighborhood. We suddenly found ourselves trying to balance budgets, oversee repairs, and address the endless stream of residents’ questions and complaints. Meetings dragged on for what felt like forever, weekends disappeared into answering emails and taking calls, and the work just never seemed to end.

Things hit a boiling point when the pool pump broke out of the blue. The cost of fixing it was way more than we had in our budget, and there was no backup plan for situations like this. Residents were upset (understandably so), and we were stuck without a clear solution. That’s when someone floated the idea of hiring a professional management company. At first, I wasn’t convinced it was necessary, but after weighing the pros and cons, we decided to give it a shot. Looking back, it was hands down the best decision we could’ve made.

Financial Peace of Mind

One of the first things the management company tackled was our finances. They went through everything with a fine-tooth comb, found areas where we could save money, and set up a reserve fund specifically for emergencies. Just having that safety net in place took an enormous weight off our shoulders. If your HOA struggles with financial management, the Internal Revenue Service (IRS) offers resources on tax obligations and exemptions for associations. Learn more on their official site .

Navigating Legal Challenges

Another area where we struggled was keeping up with Florida’s ever-changing HOA regulations. Between paperwork deadlines, legal updates, and proper ways to handle disputes, it felt like we were constantly at risk of making mistakes. When one resident dispute started spiraling out of control, the management company stepped in, reviewed our policies, and found a fair resolution. They also made sure we were better prepared for future challenges. For anyone navigating similar challenges, the Florida Department of Business and Professional Regulation (DBPR) is an invaluable resource for HOA boards.

Clearer Communication with Residents

Before hiring help, our inboxes were overflowing with emails from residents—some asking questions, others voicing complaints. It was chaotic. The management team introduced a website where residents could pay dues, request maintenance, and get updates about the community. Everything became so much more streamlined, and residents seemed much happier. For legal guidance on communication standards and fair housing compliance, check out resources from the U.S. Department of Housing and Urban Development (HUD) .

Smooth Project Management

Big projects used to completely overwhelm us. We didn’t even know where to start when it came to things like repaving the parking lot—finding contractors, figuring out timelines, the works. But with the management company’s help, we didn’t have to stress. They coordinated everything, and the project was finished on time. For more insights into managing large projects while staying compliant with labor laws, visit the U.S. Department of Labor (DOL).

Building a Sense of Community

An unexpected bonus of having professionals on board was how they helped bring our neighborhood closer. They encouraged us to plan events like holiday parties and clean-up days, even helping with the details. Those events turned neighbors into friends and made the community feel tighter-knit. If your HOA wants to encourage more engagement while staying within state regulations, the Florida Administrative Code is a helpful starting point.

A New Chapter for Our Neighborhood

Looking back now, I wish we’d reached out for help much sooner. It wasn’t just about making our jobs easier—it was about improving life for everyone in the neighborhood. With stable finances, better organization, and stronger relationships, everything changed for the better.

If you’re part of an HOA or condo board that feels overwhelmed, don’t hesitate to look for professional support. You don’t have to figure it all out on your own. Start by exploring resources like the Florida Bar for legal advice or the Community Associations Institute for broader support. With the right help, your neighborhood can thrive.

You can get help for your association too! If you want to learn more, reach out to us to learn how we help boards

FAQ's:

What services does Precedent Hospitality offer?
They handle financial management, legal compliance, communication, vendor oversight, and much more to make HOA and condo management easier.

How does Precedent Hospitality simplify communication?
They provide online tools and act as the point of contact for residents, streamlining the process and saving you time.

Can Precedent Hospitality help with legal issues?
Absolutely. They ensure compliance with state laws and keep your association up-to-date on new regulations.

What size communities does Precedent Hospitality work with?
They work with communities of all sizes and tailor their services to fit your needs.

Does hiring Precedent Hospitality mean the board loses control?
Not at all. You stay in charge of decisions while they handle the execution.

What kind of events can they help with?
From holiday parties to clean-up days, they assist with planning events that bring the community together.

How do they handle vendor selection?
Precedent Hospitality works with trusted vendors and oversees projects to ensure quality and cost-effectiveness.

How much does it cost to hire Precedent Hospitality?
Costs vary, but their efficiency often saves money in the long run.

Can they help improve resident satisfaction?
Yes! Their approach to communication, events, and management fosters a happier, more connected community.

How do I get started with Precedent Hospitality?
Contact them today to learn how they can tailor their services to meet your community’s needs.

2025 Florida HOA & Condo Laws: What You Need to Know to Stay Compliant

Wed, 15 Jan 2025 12:00:00 GMT

As we step into 2025, I’ve been immersing myself in the ever-changing landscape of HOA and condominium laws in Florida. Honestly, it’s been eye-opening to discover how much is involved and how many updates board members and residents need to keep track of. Let me share some of what I’ve learned so far and the resources that have helped me along the way.

Board Members Need To Know Right Away

One of the first things that really stood out to me is how much emphasis is being placed on reserve studies now. These aren’t optional anymore for many associations. They’re critical for ensuring that communities are financially prepared for big repairs and replacements, so nobody gets hit with surprise costs. I found a great guide on the topic at the Community Associations Institute , which breaks it all down really well.

Another big thing I came across is the updated requirements for board member certifications. Starting this year, board members have to take a refresher course every three years. It makes sense, though—things change so fast, and it’s important to stay informed. If you’re wondering what that entails, the Florida Department of Business and Professional Regulation has all the details.

I also learned about the growing adoption of electronic voting in 2025. It’s supposed to make participating in community decisions easier and more secure, which sounds like a win-win to me. Platforms like HOAst are helping associations get set up with compliant digital voting systems.

Something else that’s been a hot topic is the Milestone Structural Inspections Law. This has been around since 2022, but it’s really ramping up now. If your condo is over 30 years old, you’re probably already familiar with these mandatory inspections to ensure the building’s safety.

Champlain Towers Taught Us A Lot

On a related note, there are new Surfside-inspired regulations that aim to improve accountability for board members. These include stricter requirements for engineering inspections and better reporting practices. Becker Law’s site ( Becker Law ) had some great information on staying compliant with these.

I was surprised to learn about the introduction of cybersecurity protocols for associations. With all the data associations handle, this feels like it’s been a long time coming. If you’re not sure where to start, the National Cyber Security Alliance has tons of tips and best practices.

Transparency has always been important to me, so I’m glad to see the push for greater financial disclosure. Associations now need to make financial records like budgets and audits more accessible to residents. The Florida Bar’s Real Property Section is a great resource for understanding what this means for your community.

Another thing that’s evolved is how associations handle short-term rentals. Platforms like Airbnb and VRBO have always been tricky, but associations now have more authority to enforce restrictions. The Short Term Rental Advocacy Center has a lot of information on navigating these rules.

For those of you who are into landscaping or environmental projects, I learned about new laws encouraging the use of Florida-native plants. It’s part of a sustainability push, which I think is great. The Florida Native Plant Society has some excellent resources if you’re interested.

Insurance is another area that’s seeing changes, especially given Florida’s weather challenges. Reviewing and updating policies is more important than ever. The Florida Office of Insurance Regulation has the latest guidelines if you’re looking for updates.

It’s not all legal stuff, though. I came across ideas for community-building initiatives that associations are encouraged to try. Things like small events can really bring people together. Nextdoor’s Blog had some great suggestions on this.

I also want to mention fair housing compliance. It’s so important for boards to be aware of the Fair Housing Act and avoid unintentionally discriminating against anyone. The U.S. Department of Housing and Urban Development is a solid resource for understanding these requirements.

I was especially interested in the push for green building initiatives, like installing solar panels. It’s becoming easier for associations to approve these projects. The Solar Energy Industries Association has everything you need to know about getting started.

Another topic I dug into is delinquent assessments. The new procedures are meant to protect both associations and residents. If you’re dealing with this, the Community Associations Network has some great advice.

Mental health is something that’s really important to me, so I was glad to see associations focusing on mental health resources. Having tools and support available for residents can make a big difference. The National Alliance on Mental Illness is a good place to start if you’re looking for resources.

Finally, I discovered a growing interest in eco-friendly waste management solutions. Things like composting and recycling programs are being encouraged. The Florida Recycling Partnership Foundation is a great resource if your association wants to go green.

I know it’s a lot to take in, but these updates are setting the stage for a more innovative and responsible 2025. If you want to dive deeper into any of these topics, I’ve been finding HOAleader.com really helpful for keeping up with the latest trends.

Curious about how these changes might impact your association? Visit Precedent Hospitality to connect with experts who can guide you through these updates and ensure your community is compliant.

I’m still learning, but it’s been rewarding to explore how these changes can help associations and residents alike. If you’ve come across something I missed, let me know. We’re all in this together, working toward stronger, more informed communities.

FAQ's

1. What are reserve studies, and why are they now required?

Reserve studies are mandatory financial assessments for many associations to ensure they have funds for major repairs and replacements, preventing surprise costs for residents.

2. Do Florida board members need to take certification courses?

Yes. As of 2025, Florida board members must complete a certification course every three years to stay updated on changing laws and responsibilities.

3. What are the new requirements for electronic voting in associations?

Electronic voting is becoming more common in 2025 to make community decision-making more efficient and secure. Associations can use platforms like HOAst to comply with Florida regulations.

4. What is the Milestone Structural Inspections Law?

This law requires mandatory safety inspections for condo buildings over 30 years old to ensure they remain structurally sound. It’s been enforced more strictly in recent years.

5. What new accountability rules apply to board members?

New surfside-inspired regulations require stricter engineering inspections and better reporting practices to improve safety and accountability within associations.

6. Why are associations now focusing on cybersecurity?

With the sensitive data they handle, associations are required to adopt cybersecurity protocols to protect residents' information and reduce the risk of data breaches.

7. What transparency measures are now required for associations?

Associations must make financial documents like budgets and audits more accessible to residents, promoting greater financial transparency and accountability.

8. How are short-term rentals being managed by associations?

Associations now have more authority to enforce restrictions on short-term rentals, such as those through Airbnb and VRBO, to maintain community standards.

9. Are there any new laws promoting sustainability in Florida communities?

Yes. New laws encourage associations to use Florida-native plants in landscaping to promote sustainability and reduce water use.

10. How are associations addressing mental health in their communities?

Associations are encouraged to provide mental health resources and support for residents. Organizations like the National Alliance on Mental Illness offer helpful tools.

Eco-Friendly Living: Innovations for HOAs and Condo Associations

Tue, 03 Dec 2024 12:00:00 GMT

Sustainability is about more than sorting out your trash in recycling bins.

Sustainability is about creating a lifestyle that’s good for people, the planet, and yes, even your pocket. If you’re part of a Homeowners Association (HOA) or condominium association, you have a golden opportunity to make a bigger impact by going beyond the basics.

So Many Natural Solutions

Think solar panels powering common areas, green roofs cooling buildings and cutting energy costs, or native landscaping that doesn’t just look great but thrives with minimal effort. Sounds ambitious? It’s easier than you might think.

Let’s start with solar panels. These aren’t just for eco-enthusiasts anymore; they’re practical, increasingly affordable, and a smart way to reduce energy bills for the entire community.

Imagine your clubhouse, pool pumps, or even your streetlights running on clean energy generated right above your parking lot or rooftops. Plus, there are grants, tax credits, and financing programs that make the upfront costs less intimidating. Curious about how it works? Check out this helpful solar guide to get started.

Ready to make your community more sustainable? Explore custom eco-friendly solutions for your HOA or condominium association by requesting a proposal today . It’s the perfect first step toward a greener future.

Now, let’s talk about green roofs. I know, a garden on a roof might sound like something out of a sci-fi movie, but it’s happening everywhere.

Green roofs are about more than aesthetics—they insulate buildings, reduce stormwater runoff, and even combat the “urban heat island” effect that makes cities hotter than they need to be. Whether you’re in a bustling metro area or a suburban neighborhood, this is a solution that works. Maintenance? Surprisingly minimal, and there are professionals who handle the heavy lifting.

And we can’t forget native landscaping. This is a personal favorite because it’s all about working with nature instead of against it. Instead of fighting to keep turf grass green in the middle of summer, why not plant flowers and shrubs that actually want to grow in your climate?

Native plants require less water, fewer chemicals, and bring pollinators like bees and butterflies to your community. It’s also a budget-friendly upgrade that beautifies your space and creates a sense of place. Need inspiration? Check out Florida-specific options if you’re in the Sunshine State.

"I don't know, it sounds like a lot of effort."

Now, I get it—this can all feel a bit overwhelming. Where do you start? The answer is simple: small steps. Maybe your board starts with something like rain barrels or energy-efficient lighting, then works up to bigger projects like solar or green roofs.

The key is to keep the lines of communication open with residents. Let them know how these changes will benefit them personally, whether it’s lower HOA fees, better air quality, or simply a more beautiful neighborhood.

I also want to answer some of the most common questions communities have when they’re thinking about going green. For example, are green roofs expensive to maintain? Actually, once they’re set up, they’re pretty low maintenance and can even help reduce heating and cooling costs.

How long does it take to see savings from solar panels? You’ll likely notice a difference in your utility bills within the first year. And what about residents who resist change? Education is key. Hosting workshops or sharing simple, straightforward cost-benefit analyses can make all the difference.

If you’re wondering whether your community is big enough—or wealthy enough—to take on projects like these, let me reassure you: it doesn’t matter. Even small changes can have a huge impact. Start by replacing non-native plants or installing a rain garden. These little wins build momentum and create a sense of shared purpose among residents.

Sustainability isn’t just a feel-good project—it’s a way to future-proof your community while making it a more enjoyable place to live. Whether you go all in with solar energy or take baby steps with native landscaping, every action counts. Learn more about community sustainability projects here .

The truth is, the future is green, and there’s no better time to start than right now. Let’s work together to create communities that aren’t just good for the planet, but for the people who call them home.

Explore sustainable landscaping solutions, find eco-friendly HOA initiatives , or discover funding opportunities for green projects . If you’re ready to take the next step, or check out this guide on starting sustainability initiatives. And start your journey toward a greener, more sustainable community today.

FAQ's

1. What are the benefits of installing solar panels in HOA communities? Solar panels reduce energy costs, increase property value, and help communities transition to renewable energy.

2. How do green roofs benefit condo associations? Green roofs improve insulation, reduce stormwater runoff, and enhance aesthetics while lowering energy costs.

3. What is native landscaping, and why is it important? Native landscaping uses plants suited to the local climate, reducing water use and chemical maintenance while supporting local ecosystems.

4. Are sustainability initiatives affordable for small HOAs? Yes, grants, tax credits, and cost-effective solutions like native landscaping make sustainability accessible for all community sizes.

5. How can HOAs start implementing eco-friendly practices? Begin with small steps like energy-efficient lighting and rain barrels, then progress to larger projects like solar panels or green roofs.

6. What financial incentives are available for green projects in Florida? Programs like DSIRE offer tax credits, rebates, and funding opportunities for renewable energy and sustainable initiatives.

7. How do green roofs impact maintenance costs? While initial setup costs can be higher, green roofs are low-maintenance and can reduce long-term heating and cooling expenses.

8. How can HOAs overcome resident resistance to change? Hosting educational workshops and sharing clear cost-benefit analyses help residents understand the value of eco-friendly initiatives.

9. What eco-friendly upgrades have the biggest return on investment? Solar panels, energy-efficient lighting, and native landscaping typically offer the highest ROI for community associations.

10. Why is sustainability important for HOAs and condo associations? Sustainability future-proofs communities, reduces costs, enhances property values, and creates a healthier living environment for residents.

Managing Holiday Package Overflow in Your HOA or Condo Community

Fri, 15 Nov 2024 12:00:00 GMT

The holiday season is just around the corner, and you know what that means: packages, packages, and—yes—more packages! Between gifts, décor, and those irresistible online holiday deals, residents in HOA and condo communities are about to see their lobbies and package rooms bursting at the seams.

While all those deliveries bring holiday cheer, managing them can be a handful for community managers. But don’t worry—we’ve got some helpful tips to keep things running smoothly, so residents can enjoy their goodies without a hitch!

Holiday packages

Why Package Management Gets Crazy During the Holidays

It’s no secret that online shopping is bigger than ever, especially during the holidays. Delivery services like UPS and FedEx see a major increase in residential deliveries this time of year, and that means a lot more packages arriving at your community. While this is fantastic for residents, it can lead to some storage and security headaches if we’re not ready for the rush.

Let’s dive into a few easy (and festive!) steps that HOAs and condos can take to keep everything merry and bright—even as the packages pile up.

Create a Secure Space for Deliveries

First things first: do you have a dedicated package area? If not, now might be the time to set one up! Even a small corner in the lobby or a back office can work wonders for managing packages. Not enough room? Think about temporary solutions like rented storage lockers for the holiday season. Companies like Amazon offer lockers that can be installed onsite, and these are great because they’re secure, convenient, and easy for residents to use.

Another key to keeping packages safe is good lighting and security cameras. Trust us, the added visibility and surveillance make a difference! According to Ring, well-lit areas and cameras not only make residents feel safer but also help deter package theft.

Need help setting up a secure holiday delivery area or finding the right locker solution? Need to talk with us about holiday delivery solutions and how best to handle them, reach out to us for guidance.

Partnering with Delivery Services

You’re not in this alone—most delivery services are more than willing to work with communities to make the holiday season easier. Consider reaching out to local drivers from USPS, UPS, or FedEx and see if they can deliver packages during set hours. This helps manage the flow and keeps things organized.

Some communities even arrange specific delivery windows. If that sounds like a good fit for your HOA or condo, you can communicate it through a sign posted near entrances or by notifying residents.

Keep Residents in the Loop with Pickup Reminders

It’s amazing how much smoother things go when residents pick up their packages right away! Sending quick notifications when a package arrives is a game-changer. If you don’t have package management software, no worries—a simple email reminder or a daily update on a community board can work just as well.

A gentle nudge to residents goes a long way. Try sending a fun holiday email with a few package pickup reminders. You might even include tips on safe package handling or let them know about local Amazon Hub Lockers , where they can have their packages sent if they know they won’t be home right away.

Keep your packages safe, alert a trusted neighbor about any expected packages while you're awayStep Up Security for a Safe (and Merry) Season

There’s nothing like a safe and well-organized delivery system to make the holidays sparkle! Unfortunately, with so many packages in transit, package theft does tend to rise during the holiday season. But with a few simple security upgrades, you can make your community a tough target for thieves. The Federal Trade Commission (FTC) suggests steps like encouraging residents to track their deliveries and reminding them not to leave packages unattended for too long.

Extra security cameras or seasonal hires to monitor high-traffic areas can also help you stay on top of things. If your community has the budget, a temporary holiday helper could be a huge asset, sorting packages and even helping with pickup reminders.

Encourage Residents to Use Off-Site Lockers

Let’s face it: sometimes there just isn’t enough room. For those high-volume shippers, suggest that residents use off-site lockers. Many services, like Amazon and UPS, offer convenient locker pickup points that are safe, easy to access, and nearby. Not only do these lockers reduce the load on your property, but they also make it easy for residents to grab their packages whenever they’re free.

Another great tip: encourage residents to use package tracking notifications. UPS and FedEx both offer text or email notifications, which help residents stay in the loop and pick up packages right away.

Packages at doorKeep the Holiday Cheer High with Communication

The holidays are all about giving, and one of the best gifts you can give your community is clear, friendly communication. A quick email reminder or a festive sign by the entrance can make a huge difference. For instance, a message from the National Security Council highlights the importance of holiday safety tips, which are always good to share with residents during this busy season.

Remind residents to pick up packages promptly, suggest they use alternative pickup locations, and share a few helpful safety tips. A cheerful holiday-themed bulletin board with delivery tips and safe storage practices adds a fun touch and keeps residents informed. By keeping everyone in the loop, you can help create a secure and joyful environment that lets everyone fully enjoy the season.

If you're looking for an association that knows how to deal with holiday packages, maintenance issues or anything else, reach out to us for guidance.

FAQs

Q1: What should I do if I think my package was stolen?
A1: First, double-check with the delivery service to confirm if it was delivered. If confirmed and still missing, report it to property management and, if needed, local authorities.

Q2: How can I make sure my packages are safe during the holidays?
A2: Try to be home for deliveries, or consider sending items to a trusted pickup location like an Amazon Locker or nearby collection point.

Q3: Can our HOA set specific delivery hours?
A3: Absolutely! Many communities work with delivery services to set preferred hours to avoid congestion. Check with management for your community’s guidelines.

Q4: Are there fees for using package lockers?
A4: Some communities offer free lockers, while others might charge a small fee. You can also check out public lockers, which are often free to use.

Q5: Can I have packages sent to an off-site locker?
A5: Definitely. Many delivery services offer lockers or pickup points nearby, which can be handy during the busy season.

Haunted Condos: Urban Legends of Community Living

Fri, 15 Nov 2024 12:00:00 GMT

When it comes to living in a condo or homeowners association (HOA), daily life typically involves routines like adhering to rules, attending meetings, and participating in community events. But as Halloween approaches, it's fun to explore the spookier side of community living. Here are some eerie tales and urban legends from condos and HOAs that might just send a shiver down your spine:

The Elevator That Never Stopped

In a high-rise condo, residents reported that the elevator would always stop at the 7th floor, regardless of the destination selected. Legend has it that a former board member from the 7th floor insisted on making their presence known, even after their passing. While maintenance attributed it to a faulty panel, residents believed otherwise.

For insights on high-rise living and management, consider this course offered by the Community Associations Institute: High-Rise Maintenance and Management

Halloween 2 precedent

The Mysterious Neighbor

Every community has that one resident who keeps to themselves. In one HOA, a shadowy figure was often seen in a corner window, never moving, just watching. When the board investigated, they found the unit empty, with no signs of occupancy.

For guidance on managing vacant properties, refer to: Empty Property Management: Turning Vacant Properties into Profitable Assets

The Groundskeeper's Ghost

In a gated community known for its lush gardens, residents spoke of a former groundskeeper named Gus, renowned for his dedication. Even after his passing, sightings of a figure tending to the roses at dawn persisted. New landscapers would find mysteriously trimmed hedges and freshly planted flowers, attributing it to Gus's enduring care.

For tips on enhancing your community's green spaces, explore: Best Enhancements For HOA Common Areas

The Pool Party from Beyond

In a Florida HOA community, residents claimed to hear late-night pool parties—music, laughter, and splashes. However, upon investigation, the pool area remained quiet and empty. The legend suggests that an HOA summer bash continued in spirit, even after a storm had cut the power.

To ensure your pool is safe and well-maintained, check out: The Most Essential HOA Swimming Pool Rules for Your Community

The Haunted HOA Office

An HOA office became infamous for unexplained events: disappearing agendas, printers malfunctioning, and the coffee maker brewing at 3 AM without prompt. Staff humorously speculated that former board presidents were reluctant to relinquish their roles.

For advice on organizing your HOA office effectively, read: Six Organization Tips for HOA Paperwork

The Lurking Parking Spot

In one HOA, a particular parking spot remained perpetually empty. Residents reported seeing headlights in the space, but no vehicle was ever present. The tale goes that a resident, frustrated with parking shortages, vowed to "save that spot forever."

For strategies on managing parking in your community, consider: A Complete Guide to HOA Common Area Rules & Policies

While these stories add a touch of mystery to community life, it's essential to approach them with a sense of fun. Most tales have logical explanations, but they undeniably contribute to the unique lore of HOA living.

If you have your own spooky experiences or urban legends from community living, and you want to make them less "spooky" Reach out to us to learn how we help boards .

Happy Halloween, neighbors! ��

FAQs

1. Should I report paranormal activity to the board? While your board may not have policies for ghostly encounters, reporting unusual events can lead to investigations into potential safety or maintenance issues.

2. Are there any real haunted HOAs in Florida? Florida has a rich history of haunted sites, but there are no confirmed haunted HOAs. However, the state's storied past makes such tales plausible.

3. How can I enhance my HOA's community engagement during Halloween? Organize events like Halloween parties, decorate common areas, or host storytelling nights to foster community spirit.

Personalities in HOA and Condo Associations (And How To Deal With Them)

Wed, 25 Sep 2024 12:00:00 GMT

Most of the time, HOA residents are respectful, dedicated individuals who contribute positively to their associations. They volunteer their time and effort to keep the community running smoothly, making decisions that benefit everyone. In fact, these hardworking residents often don’t get enough recognition for their vital roles. So, how can you reward and acknowledge these positive contributors while also managing the challenging personalities that occasionally arise? In this blog, we explore ways to recognize helpful residents and navigate difficult personalities for a more harmonious community.

Recognizing and Rewarding Positive Contributors

Celebrating the people who help make your HOA or condo association a great place to live is important. One easy way to show appreciation is through public acknowledgment at board meetings or community events. Thanking those who have gone above and beyond can make a significant impact.

You can also highlight positive contributors in your association's newsletter or emails. A simple "Volunteer Spotlight" with details about how their efforts benefit the community goes a long way in making people feel appreciated. Additionally, small gestures like personalized notes or plants are thoughtful ways to express gratitude.

Hosting a community appreciation event is another great way to honor volunteers. This could be a picnic, potluck, or BBQ that not only celebrates those who contribute but also brings the community together. Encouraging these contributors to stay involved in leadership roles or committees is also crucial for maintaining their active participation.

For more ideas on recognizing volunteers, check out these resources:

Dealing with Challenging Personalities

Of course, while many residents contribute positively, you may occasionally encounter difficult personalities that can complicate community management. Here's how to handle them:

For the Control Enthusiast , someone who tends to dominate discussions and decision-making, setting clear meeting rules and sticking to the agenda is key. Ensuring that decision-making remains a group effort, with open discussions and voting, can help balance their influence.

When dealing with the Perpetual Complainer , listening without dismissing their concerns is important. Encourage them to submit their complaints in writing through a formal process, which helps structure how their issues are addressed.

For the Drama-Stirrer , transparency is crucial. Regular updates and open communication can prevent rumors and disputes. A private conversation about how their behavior affects the community can also help resolve conflicts.

The Know-It-All may offer unsolicited advice or try to steer the conversation. Acknowledging their input while reminding them of the need for professional guidance and structured decision-making can help keep things on track.

Lastly, the Passive-Aggressive resident who avoids confrontation but resists decisions behind the scenes can be managed by encouraging open dialogue during meetings and closely monitoring community projects.

FAQs

1. How do we keep meetings productive with difficult personalities involved? Establish clear ground rules for meetings. Stick to the agenda, limit speaking times, and ensure respectful dialogue. Having a firm but polite chairperson to guide the conversation helps keep things on track.

2. What should we do if someone is constantly complaining? Set up a formal system for addressing complaints, like a written submission process. This structure helps prevent verbal complaints from taking over meetings and allows a more organized path for resolving issues.

3. How do we handle someone spreading misinformation? Transparency is key. Share meeting minutes, updates, and financial reports regularly. If necessary, have a respectful private conversation to address their behavior directly.

4. What happens if one person dominates meetings? Remind everyone that the board is a team effort. Implement a voting process to ensure everyone’s voice is heard. Consider rotating meeting facilitators to give different residents a chance to lead.

5. How do we handle personal attacks during meetings? Keep everything professional and document all interactions. Set clear expectations for behavior during meetings, and don’t hesitate to enforce them to maintain a respectful environment.

Would you like to know how Precedent Hospitality can make your association stronger, organized creating a strong sense of community? Reach out to us and learn how we help boards .

Why HOA's May Be the Unsung Heroes of Your Community

Mon, 16 Sep 2024 12:00:00 GMT

When someone mentions "Homeowners Association" (HOA), what's the first thing that comes to mind?

For many, it might be thoughts of rules, fees, and maybe a little bit of frustration. But before you jump to conclusions, let's have a chat about how HOAs can actually make your life—and your community—better. Whether you’re already living in an HOA-managed neighborhood or considering moving into one, you might be surprised at the benefits these organizations bring to the table.

First off, let’s talk about your home’s value. One of the key roles of an HOA is to help maintain, or even increase, the value of your property. How do they do that? By making sure the neighborhood stays looking sharp. That means enforcing rules about yard upkeep, home maintenance, and keeping everything visually consistent. When everyone in the community keeps their property in tip-top shape, it not only makes the neighborhood look great, but it also helps boost property values. If you’re curious about how HOAs contribute to property value, this article dives deeper into this topic.

Most people would like to have access to amenities like a pool, a gym, or a beautiful park—all without leaving your neighborhood. Sounds pretty nice, right? Many HOAs offer these kinds of perks and…wait for it…you don’t have to lift a finger to maintain them! The HOA takes care of everything, so you can enjoy these amenities without any of the hassles typically experienced by traditional homeowners. If you’re wondering what types of amenities you might find in an HOA community, this guide provides an overview of common amenities.

Safety is another big benefit of living in an HOA community. Many HOAs invest in security measures like gated entrances, security patrols, and surveillance cameras. Those residents, more often than not, watch out for each other as well. These added layers of protection can give you peace of mind, knowing that your community is actively working to keep things safe. If you’d like to know more about security options in HOA communities, this resource explains how HOAs enhance safety in neighborhoods.

Of course, living close to other people can sometimes lead to conflicts—whether it’s over noise, parking, or other issues. HOAs are designed just for this! You may need an HOA to help resolve disputes, ensuring that small problems don’t turn into big ones… or “mountains out of molehills.” By having clear rules and processes for addressing grievances, HOAs help keep the peace in your community. Disputes can be tricky, so if you’ve ever wondered how HOAs manage to keep things running smoothly, this article offers tips and insights on how they handle disputes.

One of the most enjoyable aspects of living in an HOA community is the sense of connection it fosters among neighbors. HOAs often organize events like holiday parties, neighborhood clean-ups, and yard sales, giving you a chance to get to know the people around you. These events are always fun, and they help build a strong sense of community which makes the neighborhood a more enjoyable place to live. If you’re interested in how community events can bring people together, this article provides plenty of ideas and examples to explore.

Managing a community can be very difficult. Because of this, most HOAs work with professional management companies such as Precedent Hospitality to handle the day-to-day operations. This includes everything from landscaping and maintenance to financial management and ensuring compliance with local regulations. By relying on professionals, homeowners can rest easy knowing that their community is in good hands. If you’ve ever wondered what goes on behind the scenes, this article provides more insights into how these management partnerships work. If you’d like to know more, you can request a proposal and get all the information you need.

Looking ahead, HOAs are also great at planning for the future. They set aside reserves for big projects, like repaving roads or replacing roofs on shared facilities. This kind of forward-thinking helps avoid unexpected expenses for homeowners and ensures that the community stays well-maintained over time. If you’re curious about the importance of reserve funds for HOAs, this guide explains why they’re so crucial for the long-term health of a community.

So, is living in an HOA community right for you? It’s worth considering all the benefits. From maintaining property values and providing great amenities to enhancing safety and fostering a strong sense of community, HOAs offer a lot more than just rules and fees. If you’re thinking about buying a home in an HOA-managed neighborhood or want to learn more about how these organizations work, this resource can help you make an informed decision.

And if you’re ready to explore how an HOA could make your community even better, we’re here to help. Whether you’re a homeowner looking to protect your investment or a board member interested in better management, we’ve got you covered.

Request a proposal today and see how our HOA management services can make your neighborhood the best it can be.

What Is A Community Association Manager in Florida?

Tue, 03 Sep 2024 12:00:00 GMT

As I’ve been navigating the process of learning my new job for a property management company, I stumbled upon something pretty interesting—Community Association Managers, or CAMs. To be honest, before I started this journey, I had no idea these folks even existed! But after doing a bit of digging, and thanks to the incredibly helpful insights I learned from working with Precedent Hospitality , I realized that CAMs are like the behind-the-scenes stars of our neighborhoods, the ones making sure everything runs smoothly.

Precedent Hospitality was kind enough to take the time to talk to me and really educate me about what CAMs do. It was eye-opening to learn just how much they contribute to the communities we live in. If you’ve ever wondered who’s handling the day-to-day stuff that keeps your community ticking, it’s the CAM. They’re the ones making sure that all those little details (and the big ones too) are taken care of. I figured, why not dive a little deeper and share what I’ve learned? It’s pretty fascinating when you see just how crucial these roles are and how much they shape the communities we’re thinking about calling home.

What Exactly Does a Community Association Manager Do?

So, what does a CAM actually do? The more I learned, the more I realized how central they are to keeping everything in our communities running like clockwork. A CAM is a licensed pro who’s in charge of managing community associations—whether it’s a condo complex, an HOA, or even a co-op. These places can be pretty big, with loads of residents, and managing them is no small task. The CAM is the go-to person who makes sure that everything from maintenance to finances is handled efficiently. They also keep the lines of communication open between the board of directors and the residents.

As I dug into it, it became clear that being a CAM is all about wearing a lot of different hats. They’re balancing financial management , property upkeep, rule enforcement—you name it. And on top of that, they’ve got to keep everyone happy. It’s a job that requires both technical skills and a good dose of people smarts, which really caught my attention.

The Heart of the Community: Managing Finances

One thing that really stood out to me is how CAMs handle the community’s finances. It’s not just about crunching numbers; it’s about planning for the future and making sure the community stays financially healthy. CAMs are the ones who put together and manage the community’s budget. They’ve got to forecast income and expenses, ensuring there’s enough money stashed away for any big repairs or projects that might pop up later on. I found this part of the job really fascinating because it’s all about striking a balance between what the residents need right now and what’s going to keep the community thriving in the long run.

But that’s not the end of it. CAMs also collect dues from homeowners, often called assessments. These are the funds that keep everything running smoothly. The CAM makes sure that everyone pays on time, and if there are issues with overdue payments, they’re the ones who handle it—sometimes even involving legal action . It’s a tough part of the job, but it’s essential to keep the community on solid ground financially.

On top of managing the budget and collecting dues, CAMs are responsible for paying for all the community’s expenses—things like utilities , insurance, and maintenance services. They’ve got to ensure every dollar is spent wisely, and that financial records are kept spot-on. Keeping accurate records isn’t just about keeping the board informed; it’s also about maintaining transparency with us, the residents. If you’re curious about how CAMs manage all this, there’s a great resource on financial best practices that’s worth checking out: Florida Community Association Professionals (FCAP) .

Keeping the Community in Tip-Top Shape: Property Maintenance

Another area where CAMs really shine is in property maintenance. This is where their role gets hands-on, and I was honestly surprised to learn just how much work goes into keeping a community looking its best. CAMs are the ones who coordinate all the regular maintenance and repairs for common areas—think swimming pools, landscaping, elevators, and building exteriors. These are the spaces we all see and use, so keeping them well-maintained is crucial for the community’s overall vibe.

What really impressed me is how CAMs manage relationships with the various service providers who handle these tasks. Whether it’s negotiating contracts with landscapers or overseeing the work of maintenance crews, the CAM ensures that everything is done to a high standard. They’re constantly keeping an eye on things and addressing any issues that pop up. It’s all about keeping the community running smoothly without overpaying for services or settling for mediocre work.

And it doesn’t stop there. CAMs are also involved in major projects like roof replacements, repainting buildings, or upgrading the community’s infrastructure. These are big undertakings that require careful planning and project management skills. The CAM makes sure these projects are completed on time, within budget, and that they meet all the necessary standards. It’s a demanding part of the job, but it’s also incredibly rewarding to see a major improvement come to life. If you’re curious about how CAMs handle property maintenance, there’s a guide that offers some really interesting insights from the Florida Department of Business & Professional Regulation (DBPR) - Community Association Managers.

Navigating the Maze of Laws: Compliance and Legal Oversight

One of the most challenging—and crucial—parts of a CAM’s job is ensuring that the community complies with all the laws and regulations that apply. Florida has some pretty specific and sometimes complex laws that govern community associations, and CAMs need to be on top of all of them. This includes staying updated on any changes in the law and making sure the community’s policies and practices are in line with these regulations.

Did you know there are Florida laws that dictate how meetings should be conducted, how records should be kept, and what rights we as residents have? The CAM is the one who navigates these laws, ensuring that everything is done “by the book”. Legal oversight is important because failing to comply with the law can cause serious problem, like fines, legal disputes, or even the dissolution of the community association. You can explore more about these legal requirements by visiting the Florida Statutes - Chapter 720: The Homeowners' Association Act .

In addition to ensuring compliance with the law, CAMs also enforce the community’s own rules and regulations. These rules are set by the board of directors and are outlined in the association’s governing documents. If a resident breaks the rules, the CAM has to step in to address the issue, and that sometimes can include taking legal action to enforce compliance. It’s a part of the job that requires a lot of diplomacy and firmness—skills that are essential for keeping the peace in the community. If you’re curious about the legal side of being a CAM, this legal resource provides a great overview: The Florida Bar - Condominium and Planned Development Law .

Something that really struck me is how much of a CAM’s job involves working with people. CAMs are the main point of contact between the board of directors and the residents, and they play a big role in keeping everyone informed and connected. Newsletters, emails, and meetings are normally used to communicate important information, making sure we all know what’s going on in the community. Good communication is key to building trust, keeping everything running smoothly AND making residents happy.

CAMs also often find themselves in the middle of disputes, whether it’s between residents or between a resident and the board. This is where their people skills really come into play. They need to mediate these disputes, working to resolve issues fairly and in accordance with the community’s rules. It’s not always easy, but it’s essential for maintaining harmony in the community.

Another aspect of the job that I found interesting is how CAMs organize community events. Whether it’s a holiday party, a board meeting, or an informational session, these events always help bring residents together and advance a sense of community. A well-planned event can make a big difference in how we feel about our neighborhood, and it’s another way CAMs help create a positive living environment. Want to learn more about how CAMs manage these events? There’s a great article on community event planning with some fantastic tips from the Community Associations Institute (CAI) - Florida Chapter .

CAMS and the Board of Directors: A Key Partnership

Another crucial part of a CAM’s role is supporting the board of directors. The board, which is usually made up of volunteer residents, depends on the CAM for expert advice and day-to-day management of the community. CAMs prepare for and manage board meetings, ensuring that everything is conducted according to Florida law and the association’s governing documents. They handle the agendas, provide financial reports, and keep minutes of the meetings. This support is vital for the board to make informed decisions and to ensure those decisions are implemented effectively.

CAMs also play a big role in helping the board execute policies and decisions. They provide guidance on best management practices, legal requirements, and operational effectiveness. This partnership between the board and the CAM is essential to the community’s success, and it’s reassuring to know that such a vital partnership exists.

FAQs

Q: What exactly does a Community Association Manager (CAM) do in Florida?
A: A Community Association Manager (CAM) is like the behind-the-scenes hero in your community. They handle everything from managing finances and keeping the property in good shape to making sure the community follows all the legal rules. Whether it’s an HOA or a condo association, the CAM is there to keep things running smoothly.

Q: How do CAMs manage the finances for an HOA or condo association?
A: CAMs are the financial wizards of the community! They create and manage budgets, collect dues, pay for all the community’s expenses, and make sure everything is financially sound. They’re the ones making sure there’s enough money to keep things looking great and running well, both now and in the future.

Q: Why is property maintenance so important in a community association?
A: Keeping the property in tip-top shape is super important for maintaining a community’s vibe and value. CAMs are the ones who make sure that everything from the landscaping to the pool is well taken care of. They coordinate all the regular upkeep and tackle big projects, so everything always looks its best.

Q: How do CAMs make sure our community is following the law?
A: CAMs are like the community’s legal experts. They stay up-to-date with Florida’s rules and regulations, making sure everything the community does is by the book. This includes everything from how meetings are held to making sure all the records are kept correctly, helping avoid any legal trouble.

Q: How do CAMs help build a strong community vibe?
A: CAMs are all about building a sense of community! They’re the go-to person for residents, keeping everyone informed with newsletters, organizing fun events, and stepping in when there are disputes. Their goal is to make sure everyone feels connected and happy in their community.

Building A Community: The Importance of Resident Relations

Why HOAs Are More Helpful Than You Think | Boost Property Value & Community Spirit

Wed, 24 Jul 2024 12:00:00 GMT

DMVs, post offices, and HOAs—love to hate them, right? But wait, before you lump your HOA into the same dreaded category, let’s take a closer look. HOAs could be your neighborhood’s secret weapon. From skyrocketing property values to creating a tight-knit community vibe, here’s why your HOA might just be the hero you didn’t know you needed.

Boosting Property Values: The HOA Secret Sauce

Ever wonder why your neighbor’s lawn looks like it belongs on a magazine cover? That’s the HOA working behind the scenes. By enforcing community standards, HOAs ensure all properties are well-maintained, significantly boosting property values. In real estate hotspots like Fort Myers, Florida, this is not just a perk—it’s a game-changer.

Regular Maintenance and Landscaping

HOAs manage regular maintenance and landscaping of common areas, from mowing lawns to planting flowers and maintaining parks. In scenic areas like Fort Myers, these efforts ensure the community always looks its best, attracting potential buyers and keeping current residents happy. Local services like TruGreen Fort Myers and Coastal Landscaping offer the professional touch needed to keep these areas pristine.

Architectural Standards

Uniformity is key. HOAs enforce architectural standards, ensuring all homes adhere to a specific aesthetic. This uniformity makes the neighborhood more visually appealing and cohesive, further boosting property values. In Fort Myers, where many communities boast a distinct Mediterranean or coastal style, these standards preserve the area’s unique charm. For architectural services, visit Fort Myers Design Group .

Exclusive Community Amenities

Ever dreamed of having access to high-end amenities? Many HOAs make it possible by providing facilities that individual homeowners might not afford alone. Swimming pools, fitness centers, clubhouses, and even golf courses—these perks enhance the quality of life and make the community more desirable. Check out Pelican's Nest Golf Club for an example of luxurious amenities available in the area.

Is your HOA not experiencing these enhancements? Precedent can help strategize and collaborate to achieve this.

Request A Management Proposal

Recreational Facilities

The benefits don't stop there. In Fort Myers, many HOAs offer top-notch recreational facilities like golf courses, tennis courts, and swimming pools. These amenities significantly enhance residents' quality of life. More information can be found at Fort Myers Recreation .

Social Activities and Events

Building a sense of community is crucial, and HOAs excel here too. They organize social activities and events, providing a great way for neighbors to meet and connect. In Fort Myers, where many residents are retirees or seasonal visitors, these events are especially valuable for making connections and staying engaged. For community events, visit Fort Myers Events .

Conflict Resolution

HOAs play a crucial role in managing and resolving conflicts within the community. Whether it's a dispute over property boundaries, noise complaints, or other neighborhood issues, the HOA provides a structured process for addressing and resolving conflicts. Learn more at Mediation Group of Florida.

Enforcing Rules and Regulations

Prevention is better than cure. HOAs enforce rules and regulations that all residents must follow, which helps prevent conflicts before they start. These rules can cover everything from parking restrictions to pet policies, ensuring everyone’s rights and responsibilities are clearly defined. Check out local regulations at Fort Myers Code Enforcement.

Mediation Aid

When conflicts arise, HOAs can help facilitate mediation to resolve disputes amicably. This approach can be particularly helpful in avoiding costly and time-consuming legal battles, allowing residents to resolve issues fairly and impartially. By aiding in mediation, HOAs strive to maintain peace and avoid legal conflicts. More details can be found att Lee County Clerk of Court Mediation.

Enhancing Safety and Security

Safety is paramount, and HOAs are on the front line. Many invest in security measures like gated entries, surveillance cameras, and neighborhood watch programs. Learn about local safety initiatives at Fort Myers Police Department.

Gated Communities

Gated communities are common in Fort Myers, with HOAs managing these gates to control access and enhance security. This can significantly reduce crime risk and make residents feel safer. Information on local gated community policies can be found at Fort Myers Gated Communities.

Surveillance and Patrols

Some HOAs employ security personnel or arrange regular patrols to monitor the community. These measures deter criminal activity and provide residents with peace of mind. Additionally, many HOAs invest in security measures like gated entries, surveillance cameras, and neighborhood watch programs. More details can be found at Fort Myers Security Services .

Maintaining Common Areas and Shared Spaces

A major perk of HOAs is the upkeep of common areas and shared spaces. Parks, playgrounds, community centers, community gardens, and swimming pools are kept in top condition for residents' enjoyment. HOAs ensure these areas are always clean, safe, and accessible, providing a pleasant environment for residents. For more information, visit Fort Myers Parks & Recreation and Fort Myers Landscaping .

Repairs and Upgrades

HOAs often handle repairs and upgrades to common areas, ensuring they remain functional and attractive. This can include fixing broken playground equipment or updating landscaping. For more details, visit Fort Myers Maintenance Services.

Financial Management

Managing the financial aspects of maintaining and improving the community is another critical role of HOAs. This includes collecting dues, budgeting for maintenance and repairs, and planning for future improvements. For financial management assistance, visit Fort Myers Financial Services.

Reserve Funds

A well-managed HOA maintains a reserve fund for major repairs and unexpected expenses. This financial planning ensures the community can handle emergencies without imposing sudden financial burdens on residents. HOAs in Fort Myers maintain reserve funds for unexpected expenses and major repairs, ensuring financial stability.

Budgeting and Transparency

HOAs provide transparency in financial matters, often holding meetings to discuss budgets and expenditures. This allows residents to understand how their dues are being used and ensures funds are managed responsibly. HOAs are required to be transparent in their financial dealings, often through regular meetings and detailed financial reports.

Ensuring Legal and Regulatory Compliance

HOAs help ensure the community complies with local laws and regulations, covering everything from building codes to environmental regulations.

Legal Support

HOAs often have legal counsel to advise on issues such as property disputes, zoning laws, and other legal matters. This support is invaluable for residents, helping them navigate complex legal situations. Communities in Fort Myers benefit from such services, ensuring residents are well-supported in legal matters. For legal support, visit Fort Myers Legal Services .

Regulatory Adherence

By ensuring all community activities adhere to local regulations, HOAs protect residents from potential fines and legal issues. This adherence also helps maintain the community’s reputation and desirability. Ensuring adherence to local regulations helps avoid fines and legal issues, protecting the community’s reputation. This is crucial in high-end communities like Fort Myers.

Fostering Community Spirit

Beyond tangible benefits, HOAs play a crucial role in fostering a sense of community. Through organized events, newsletters, and community meetings, HOAs help build connections among residents.

Community Events

Events like holiday parties, barbecues, and community clean-up days provide opportunities for residents to meet and socialize. These events strengthen bonds between neighbors and create a more cohesive community. Events hosted by HOAs in Fort Myers help build a strong sense of community among residents. For upcoming events, visit Fort Myers Community Events .

Communication Channels

HOAs often maintain communication channels like newsletters, websites, or social media groups. These keep residents informed about community news and events, fostering a sense of belonging and engagement. Effective communication through newsletters and social media keeps residents informed and engaged. Communities in Fort Myers have robust communication systems in place.

Conclusion

Homeowners Associations offer a range of benefits that enhance the overall quality of life in a community. In Fort Myers, Florida, where community living is a hallmark, the role of HOAs is particularly significant. From boosting property values and providing amenities to ensuring safety and fostering community spirit, HOAs play a vital role in maintaining and improving neighborhoods. Understanding these benefits can help homeowners appreciate the value that HOAs bring to their communities and see them as more helpful than they might initially think.

Transform Your HOA Hassles into Harmony

Tired of HOA headaches? We get it. At Precedent, we turn chaos into community bliss. Partner with us, and watch your HOA become a source of joy, not frustration. Ready for a change? Reach out now and let's elevate your HOA experience together.

Request A Management Proposal

FAQs

What are the main benefits of living in an HOA community?

Living in an HOA community ensures regular maintenance, access to exclusive amenities, enhanced safety and security, and a structured environment that helps boost property values. HOAs also foster a sense of community through organized events and activities.

How do HOAs enforce community standards?

HOAs enforce community standards through rules and regulations that residents must follow. This includes guidelines for property maintenance, architectural standards, and behavior within the community. Violations can result in fines or other penalties to ensure compliance.

Can HOA fees increase, and why?

Yes, HOA fees can increase. The increase typically covers rising costs of maintenance, repairs, upgrades, and additional amenities. Fee adjustments ensure the community continues to receive high-quality services and remains well-maintained.

Are HOA rules legally binding?

Yes, HOA rules are legally binding for all residents within the community. These rules are part of the community’s governing documents, and residents agree to abide by them when purchasing a property in the community.

What happens if I don’t pay my HOA fees?

Failure to pay HOA fees can result in penalties, including fines, interest on overdue amounts, and potential legal action. In extreme cases, the HOA may place a lien on the property or initiate foreclosure proceedings.

How can I get involved in my HOA?

Residents can get involved in their HOA by attending meetings, volunteering for committees, and participating in community events.

For more information, browse Precedent or check out our other resources and blogs here .

7 Types Of Insurance Coverages Your HOA Should Consider

Fri, 14 Jun 2024 12:00:00 GMT

A homeowners association or HOA must have insurance just like individual homeowners. However, the insurance needs of an HOA are different from those of individual homeowners. Home HOA insurance covers the association for risks involved with property maintenance and liability matters in neighborhoods with a homeowners association. It's important to note that this insurance is not the same as regular homeowners insurance. Associations must ensure they are covered with the right home HOA insurance specific to an HOA's needs to keep everyone and their belongings protected. Below is a list of the top seven insurance coverages that your HOA should consider investing in to protect itself from any liabilities.

1. General Liability Property Insurance

Property insurance, also called general liability insurance, is necessary for any HOA that manages condos and co-ops to protect their buildings. These policies cover the structures themselves, not their contents, which are the responsibility of the condo owner or renter.

For instance, if a building is damaged by a fire or a storm, this coverage can help the association cover the repair costs.

2. Regular Liability Insurance

HOAs must be aware that their general liability policy does not cover injuries to visitors. It's their responsibility to add regular liability coverage to their HOA insurance policy, ensuring they are prepared for any unforeseen circumstances.

3. D&O Coverage

Liability coverage that explicitly covers the Directors and Officers of homeowners associations is a vital addition. This policy provides a safety net, protecting volunteer officers from liability in case of claims against the homeowners association, instilling confidence in their decision-making.

4. Social Host Liability Coverage

Some homeowners associations have clubhouses and social gatherings where members and guests can meet for planned events. Many HOAs even rent their facilities for weddings and special events. If alcohol is ever served on association grounds at any of these events, HOAs need liability coverage. For instance, if a guest becomes intoxicated and causes damage to the property or injures someone, this coverage can protect the association. If the HOA does not permit liquor serving on the grounds, this coverage may not be necessary.

5. Garagekeepers Coverage

An association with a garage where non-members are permitted to park must have garage keeper's insurance. This insurance protects the HOA and the vehicle owner against vehicle damage or theft while the guest is on the premises and parked in the association's garage.

6. Workers' Compensation and Employee Dishonesty Bonds

Like any other business, if an HOA has employees, workers' compensation insurance is necessary to avoid lawsuits should an employee be injured while on the job. These policies are also recommended for associations that pay contractors or freelancers. These individuals could claim employee status depending on the scope of the job they perform and if they are regular workers on association grounds. Overall, employee dishonesty bonds protect the association from dishonest employees' theft and damage to association property.

7. Discrimination Claims Coverage

Discrimination claims coverage is a must for associations so foreclosing on residents who fail to keep up with their mortgages is possible. When facing foreclosure, many people look for any way to avoid losing their homes; one of those ways may be filing a discrimination claim. This vital home HOA insurance covers associations against this liability if they must foreclose a resident who claims they are being unfairly targeted for foreclosure due to their ethnicity. Discrimination coverage is becoming more critical for HOAs as foreclosure rates climb.

These coverages differ significantly from those provided by any standard homeowners insurance policy. Home HOA insurance aims to protect the association as a business and the people responsible for making decisions for the association.

To learn more about necessary home HOA insurance, homeowners associations should contact an experienced homeowners insurance company to help them determine the various types of coverage they may require.

Precedent Hospitality may have the right insurance company to help. Click below to make a Request For Proposal. We can help navigate and answer all your insurance related questions.

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How to Amend Your Florida HOA Governing Documents

Wed, 05 Jun 2024 12:00:00 GMT

Amending your Florida HOA's governing documents is a process that demands the active involvement of the board, as you must adhere to all rules and regulations. Association documents such as declarations and bylaws are legal documents that shape the future of your HOA. If the board has identified a valid reason for a proposed change to the CC&Rs or other association documents (such as addressing outdated regulations or accommodating new community needs), it's crucial that you understand the steps involved. This guide underscores the pivotal role of the board in managing this significant task.

Follow these steps to amend your Florida HOA Legal Document:

The critical first step is reviewing the HOA's existing governing documents , including bylaws and CC&Rs. Dedicate the time and effort to this task, understanding the procedures outlined for amendments and the areas that require a change or update. This process is about demonstrating diligence and taking responsibility for your HOA's future. By doing so, you equip yourself with the necessary knowledge to navigate the amendment process with confidence.

Identify necessary changes by amending the specific sections or rules . Be sure to have a solid "why" behind your proposed changes and clearly define what you want to amend.

It's essential to seek counsel from an attorney experienced in Florida HOA law before changing your HOA's covenants and restrictions. They are not just a legal advisor but guides who can navigate you through the legal aspects of the process, including drafting the amendments and ensuring your proposed amendments comply with state laws and the existing governing documents. Their expertise is invaluable in this process, assuring you that you're on the right legal track.

Draft the amendments by working closely with your HOA attorney . Ensure the language is clear, concise, and aligned with the existing legal framework. Be specific about the changes and why they were made. Your notice of proposal, which can be based on the attached template, should be sent 10-30 days before the next board meeting. It should also include the drafted proposed rule change, a description of the purpose, and whether the rule change or new law may have any changes. It helps to inform property owners about any proposed CC&R amendments.

Gain the board's approval by presenting the proposed amendments to the HOA board, inviting them to discuss changes and address any concerns or questions the board members may have. Open the floor to homeowners, allowing them to ask questions and voice their opinions. This step fosters inclusivity and ensures every voice is heard and considered. Then, formally vote to approve the new rule or amendment, further reinforcing the value of community involvement in the decision-making process.

Notify the community and update records to ensure everyone understands them. Upon approval of the amendment, the board should notify the community detailing the changes. The board should update the association's records and provide copies of the updated governing documents to property managers, homeowners, and any other relevant parties.

Following the above steps and receiving guidance from your attorney can provide your HOA with the skills necessary to amend its governing documents efficiently and in compliance with Florida laws and regulations.

If you have questions or need help changing CC&Rs in Florida, contact Precedent for a Request For Proposal today.

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The Top Five Benefits of Having An HOA Manager

Wed, 22 May 2024 12:00:00 GMT

HOA managers are onsite managers who handle financials, organize meetings, enforce compliance, and more. It's a job that requires many hats, and you need highly qualified HOA managers to do them all. An HOA manager's responsibilities cover much more than just HOA property management.

Benefitting from an HOA Manager

There are no complex rules on what an HOA manager does for an HOA board. Ultimately, an HOA manager can help the board stay focused on the community.

Many homeowners and condominium associations should employ a manager for their Board of Directors . If your HOA board members are not fully versed in keeping an HOA running smoothly, hiring an HOA manager is the next right move.

Having a manager handle HOA billing, reserve funding, and running annual meetings can help the flow of your condo or homeowners association. Below are the top five reasons your board should consider hiring an HOA manager.

Handling Financial Details

External HOA managers can relieve board members' pressure when collecting assessments and association fees. The board can have a manager send collection notices and prepare actions for an attorney.

Good managers also know the financial details that board members may need to gain background. The manager guides and advises the association on dealing with finances and financial statements and provides resources from their HOA property management company.

A manager can guide when unexpected expenses, such as unplanned property repairs or projects, arise. They will understand the different payment options, such as taking out a loan, pulling money out of the reserve fund, or applying for a special assessment.

Enforcing Rules and Regulations

While the board decides on drafting and approving the community rules and regulations, the manager should assist the board in ensuring that the rules fully comply with state laws and other statutes that cover associations.

The HOA manager also plays an active role in enforcing these rules. One of the manager's responsibilities is to perform compliance checks and onsite inspections. If the board allows this, he or she can also send board-approved violation letters to homeowners.

Expanding Member Involvement

Keeping members of the community informed is the best way to keep members involved. The Board Members are volunteers, so they will have other life matters and may only have a little time to keep up with HOA details.

Communicating with board members and residents is critical. A manager who keeps members informed and plans events will get the community more involved. The manager can assist with invitations or newsletters, helping members stay informed and involved.

HOA managers are also often in a position to respond to complaints from residents. As the face of the board, a good manager should receive this feedback and assure residents that the board will act on their concerns promptly.

Maintaining the Community

The onsite manager's duty includes maintaining the development's common areas, which can include the property's swimming pools, community entrances, sidewalks, landscaping, and lighting.

An HOA manager should have good relationships with vendors they trust when your HOA needs to hire services. Whether legal services or landscaping work, a professional association management company will have established relationships with quality vendors to handle the community appropriately.

Managing the Office and Employees

The day-to-day responsibilities of an HOA manager usually cover the roles typically performed by a business' human resources and accounting office departments.

The manager oversees the hiring and supervising staff, such as janitors and landscapers. The manager typically has the power to let go of staff as well.

HOA managers oversee many of the back office duties on behalf of the association members, although the board typically performs these duties.

It ultimately depends on the manager's contract. In many cases, the manager makes bank deposits, pays the bills, handles banking transactions, and does all the associated bookkeeping.

Some HOA boards can even count on an excellent manager to draft a budget proposal or a reserve study for the community. However, a clear line separates the board from the manager here.

A manager can introduce a budget proposal, but he or she is not accountable for the budget. The board is elected to study and approve the budget and make the big decisions that will take the community in a specific direction.

Find an HOA Manager Who Works For You

Quality HOA managers are assets to the boards and communities they serve. Good HOA managers can take a lot of the everyday responsibilities of running an association off of the board members so they can focus on decisions and policies for the better of the community.

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How to pack your stuff

Tue, 19 Dec 2023 19:33:02 GMT

This is a subtitle for your new post

Write about something you know. If you don’t know much about a specific topic, invite an expert to write about it. Having a variety of authors in your blog is a great way to keep visitors engaged. You know your audience better than anyone else, so keep them in mind as you write your blog posts. Write about things they care about. If you have a company Facebook page that gets lots of comments, you can look here to find topics to write about.

Preparing your home for a private viewing

Tue, 19 Dec 2023 19:32:05 GMT

Preparing your home for a private viewing is essential. These are the things you should focus on...

Clean up

First impression is everything! Clean up your home and make it spotless.

Organize everything, including closets

Don’t forget to check inside your closets and other hidden places. They will want to see everything.

Make Your home cozy and inviting

Add artwork, plants, dried flowers, candles and other things that will make the property feel homey.

PetsAsk a friend to take care of your pet during the viewing.