COMMUNITY ASSOCIATION
SUNCOAST REVIEW THE OFFICIAL JOURNAL OF COMMUNITY ASSOCIATION INSTITUTE - SUNCOAST CHAPTER
WHAT’S
INSIDE MANAGER’S PERSPECTIVE ON CAI PLANNING AHEAD: THE VALUE OF A MASTER CALENDAR KEY GUIDANCE FOR COMMUNITY ASSOCIATION BOARDS TRANSITIONS IN LEADERSHIP: BUILDING A LEGACY THAT LASTS
4TH QUARTER 2025 VOL. 19 NO.75
President's
letter
Dear Suncoast Chapter Members, As my term as President comes to a close this January, I want to express my heartfelt gratitude to each of you. Serving as President has been an incredible honor, and I truly appreciate the support, collaboration, and dedication that have made our chapter so successful. While my role will change, my commitment to our chapter’s growth and success remains strong—I look forward to supporting our initiatives and celebrating future achievements together. I am excited for new leadership, so please attend the December 18th annual meeting and Mimosa Holiday party to be part of the vote. As we close out another incredible year, we’re proud to celebrate the many accomplishments that made this one truly special for the Suncoast Chapter. Together, we’ve grown, learned, and strengthened our community through education, collaboration, and engagement. EDUCATIONAL EXCELLENCE: We hosted a dynamic lineup of breakfast programs covering timely and impactful topics, including: A Property Manager’s Guide to Storm Damage Pet Waste and Your Community Building Components in Florida Annual Legal Panel featuring Jaime Ballard, Travis Moore, Matthew Kuisle, and Bryony Swift HOA and Board Governance HR: Background Checks Hurricane Claims: What Are You Owed & How Do You Get It? Q4 2025 | SUNCOAST REVIEW
NETWORKING AND INNOVATION: Hosted a tremendously successful Reverse Trade Show featuring 24 management company tables, 20 association board leader tables, and 174 business partner attendees. Launched two new pilot events — a Shuffleboard Social with 26 sponsors and nearly 70 attendees, and a Happy Hour at a new northern location with five sponsors and 40 participants. Represented the Suncoast Chapter at the Tampa Bay Condo and HOA Expo Show in October. Held a Knock Out Golf Tournament, selling out 144 players and 32 sponsors Gearing up to hold one of the funnest events of the year with our Willy Wonka and the Chocolate Factory themed annual Trade show on January 29, 2026 ORGANIZATIONAL GROWTH AND LEADERSHIP: Enhanced our board committees (Business Partner, Membership, Events, and Editorial) with new charters. Conducted a full review and update of our organizational bylaws. Added the CEU course calendar to our website where we feature other certification courses that come to our attention Achieved the exciting milestone of moving from Large Chapter to Very Large Chapter designation by CAI National. 1
MANAGER’S PERSPECTIVE ON CAI
Jocelyn St. Hilaire, CMCA®, AMS®, PCAM®, LCAM
As a manager, being a CAI member has countless benefits. For me, the educational opportunities stand out as one of the most valuable aspects of being a CAI member. Each of the M-200 classes was thoughtfully structured, expertly taught, and provided practical insights that I could immediately apply in my role as an onsite manager. I highly recommend that every manager complete the full series of M-200 classes and pursue their PCAM designation if they are able to. The process of pursuing the PCAM, culminating in attendance at the National Conference, was a truly challenging but rewarding experience and has set me up for success in my career. CAI’s commitment to supporting community managers is evident through its extensive catalog of classes, webinars and the national conference. CAI’s commitment to supporting community managers is evident through its extensive catalog of classes, national and regional conferences, and ongoing webinar offerings. These resources demonstrate CAI’s dedication to professional excellence and to advancing the standards of community association management. Thanks to CAI’s continuous efforts, its members are among the most knowledgeable, well-trained, and effective professionals in the industry. My membership has not only enriched my career but also strengthened my ability to serve my community with professionalism and integrity.
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PLANNING AHEAD: THE VALUE OF A MASTER CALENDAR Jocelyn St. Hilaire, CMCA®, AMS®, PCAM®, LCAM
We’ve made it! Another annual meeting and budget season successfully completed…congratulations! Time to kick back and relax, right?! Well, not quite. As any manager well knows, the beginning of the new year brings a fresh set of challenges, responsibilities and opportunities. One of the most valuable tools you can create during this transition is a master calendar for each property you manage. A comprehensive annual calendar serves as your roadmap for the year ahead. It helps ensure that important tasks, deadlines, and maintenance needs are not only remembered, but also wellplanned and executed in a timely manner. of mind.
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From recurring maintenance schedules to administrative deadlines, having everything organized in one place provides structure and peace. Your master calendar should include key association dates such as annual and budget meeting timelines, contract renewals, insurance expirations, and scheduled inspections. It’s also helpful to list recurring maintenance tasks—for example, seasonal landscaping, irrigation checks, and pressure washing. Tracking these items in advance allows you to plan efficiently and avoid lastminute coordination issues. Administrative reminders are equally important.
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Use your calendar to schedule annual mailings, newsletter deadlines, assessment notices, and annual budget preparation deadlines. You can even include details about what each mailing should contain to make preparation easier when the time comes. The ideal time to build or update your master calendar is at the end of the year, when recent tasks are still fresh in your mind. Reflect on what went smoothly and what could be improved for the upcoming year. Be sure to include recurring board agenda items such as annual contract reviews, reserve study updates, or insurance discussions that occur on a predictable schedule. Use your calendar to schedule annual mailings, newsletter deadlines, assessment notices, and annual budget preparation deadlines. You can even include details about what each mailing should contain to make preparation easier when the time comes. The ideal time to build or update your master calendar is at the end of the year, when recent tasks are still fresh in your mind. Reflect on what went smoothly and what could be improved for the upcoming year. Be sure to include recurring board agenda items such as annual contract reviews, reserve study updates, or insurance discussions that occur on a predictable schedule. If your association anticipates large-scale projects in the coming year, use your calendar to schedule deadlines for obtaining bids, reviewing proposals, and selecting vendors. This proactive approach helps keep projects on schedule and within budget while maintaining transparency with your board and homeowners. Whether you prefer a spreadsheet, a project management platform, or a shared online calendar accessible to your board, choose a format that is simple, consistent, and easy to update. The goal is to create a living document that supports organization, accountability, and forward planning. With a thoughtfully designed master calendar, you’ll be well-prepared for whatever the new year brings, allowing you to manage your communities more efficiently and with greater confidence. Happy planning!
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NAVIGATING MANAGEMENT COMPANY TRANSITIONS:
KEY GUIDANCE FOR COMMUNITY ASSOCIATION BOARDS
By James Kellard, Community Association Insurance Specialist and Annette Byrd, CMCA, PCAM, Owner of CopperDoor | Community Management
Changing management companies is one of the most significant decisions a board can make. While communication issues often spark the discussion, underlying problems such as missed contractual duties, financial oversight concerns, and poor vendor coordination usually drive the need for change. A smooth transition requires careful preparation, documentation, and an understanding of legal responsibilities; because management turnover can also create confusion and disruption for owners, boards must weigh the risks of staying with an underperforming manager against the temporary challenges of transitioning to a new one. Before acting, boards should review the existing management agreement carefully. Pay close attention to termination notice requirements (often 30 to 90 days) as well as early termination fees, performance standards, and dispute-resolution procedures. Boards should also review indemnification language, ownership of digital records, and the manager’s transition obligations. At the same time, boards should document the issues prompting the transition, including communication challenges, incomplete reporting, or unmet contractual duties. This documentation should be factual, dated, and tied to specific contract sections to strengthen defensibility.
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The board should also recognize that legal action may be necessary if the outgoing company delays or withholds required transition materials Legal counsel should always be consulted before issuing a termination notice. An attorney will confirm that proper procedures are followed, ensure compliance with Florida statutes, and help the board navigate any risk associated with early termination. Counsel should also review the new management agreement to prevent repeating the same contractual weaknesses. Additionally, legal counsel should confirm whether the board must vote in an open meeting under the governing documents before issuing or finalizing a termination. Once the decision is made, selecting a new management company becomes a critical task. A board-appointed search group can help gather proposals, interview candidates, and verify experience with similar communities. Boards should request sample financial reports, review manager-to-property ratios, evaluate emergency response procedures, and contact at least three references. A technology demonstration should also be included, as software platforms vary significantly. These steps strengthen due diligence and help ensure the new firm can address any historical concerns, especially related to reporting gaps or software limitations A well-planned transition timeline is essential. Most communities should allow 30 to 45 days, though larger or more complex associations may need more time.
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Poorly timed notices can result in additional months of management fees, so coordination is important. During the transition, the incoming management company should meet with the board to review priorities and expectations. Outgoing companies are rarely willing to coordinate directly with their replacements, so boards should request written summaries of ongoing projects, open violations, and critical pending matters. Boards should also ensure that all bank account signature updates, owner payment portals, ACH transfers, and auto-pay systems are scheduled early to avoid owner payment disruptions. Clear communication about how assessments will be paid is crucial, as owner payment confusion is one of the top risks during transitions. Record transfer is one of the most important steps in the process. Florida law requires the outgoing management company to provide all financial records, owner ledgers, governing documents, vendor agreements, insurance policies, owner rosters, violation files, ARC records, meeting minutes, passwords, and system access credentials within twenty (20) days of the termination date. Boards should use a comprehensive checklist to confirm all required materials are received promptly and completely. This includes bank reconciliations, reserve schedules, payroll/staffing records (if applicable), and digital backups stored offsite. Special emphasis should be placed on complete digital access, financial controls, password transfer, and system credentials, as these are common points of failure during turnover. Several common challenges can arise during transitions. Missing or incomplete records should be documented immediately, with written follow-up to the outgoing company and legal support as needed. Financial discrepancies should be reviewed by a CPA, who can verify bank reconciliations, reserve balances, and outstanding invoices. Vendor coordination issues can be minimized by obtaining all vendor contracts early and having the new management company introduce themselves to each vendor. Clear communication with homeowners is equally important: residents should be notified of the change and provided with updated contact information, payment instructions, and service request procedures. A multi-channel communication plan (email, portal message, posted notices, and mailed letters) helps ensure no owner is missed. Owners should also be told exactly when the old portal shuts down to prevent payments from being sent incorrectly.
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After the transition is complete, boards should conduct 30, 60, and 90-day check-ins with the new management company to ensure expectations are met, financial reports are accurate, and communication remains strong. Early oversight helps address issues quickly and sets the foundation for a productive long-term partnership. Boards should establish measurable performance standards, including financial reporting deadlines, violation report frequency, work-order turnaround times, and responsiveness benchmarks. Setting clear KPIs gives the board leverage, improves accountability, and eliminates uncertainty about performance expectations. While transitioning management companies can feel daunting, proper planning and communication make the process manageable. Florida’s professional management companies support thousands of communities statewide, and when the right partnership is in place, they can be one of the association’s most valuable assets. However, boards should approach the process with a firm understanding of their fiduciary responsibilities, clear documentation, and a structured evaluation plan to ensure the new partnership succeeds long-term. This reinforces the board’s duty to protect the community and highlights the importance of disciplined oversight throughout the transition
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MANAGEMENT COMPANY TRANSITION CHECKLIST
A little help to get you working well with your new management company. 1. CONTRACT & SETUP
■Signed management agreement ■ Effective transition date confirmed ■ Transition timeline received ■ Board officer contact list sent ■ Confirm task responsibility (old manager/new manager/board)
2. BANKING & FINANCIAL TRANSFER
■ Prepare banking resolution for new signers ■ Add/remove bank account signers ■ Provide new manager with operating & reserve account info ■ Cancel old manager’s financial access ■ Transfer: financials (24 months), budget, audits, tax returns ■ Transfer: AR aging, AP aging, chart of accounts, vendor W-9s
3. OWNER DATABASE & COMMUNICATIONS
■ Export full owner roster (names, addresses, contacts) ■ Transfer violation history ■ Transfer ARC/ACC history ■ Notify owners of management change ■ Provide new payment instructions & portal login info ■ Confirm shutdown date of old portal
4. GOVERNING DOCUMENTS & RECORDS
■ Provide CC&Rs: Bylaws, Articles, Rules, ARC guidelines ■ Provide 24 months of Board & Annual meeting minutes ■ Provide insurance policies, legal files, contracts, reserve studies
5. TECHNOLOGY & SYSTEM ACCESS
■ Remove old manager access (bank, gates, cameras, website, cloud) ■ Transfer system credentials (domain, email admin, ACH/lockbox) ■ Update passwords on all shared logins
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6. CONTRACTS, VENDORS & FIELD OPERATIONS
■ Provide all vendor contracts & pricing ■ Provide vendor contact sheet ■ Transfer open proposals & work orders ■ Transfer maintenance schedules & logs (landscape, pool, elevator, fire safety, pest) ■ Confirm transfer of prepaid/unbilled work orders
7. COLLECTIONS, VIOLATIONS & LEGAL
■ Transfer delinquency files and payment plans ■ Provide status of attorney-handled cases ■ Transfer violation logs & letters ■ Provide open legal case documentation
8. PHYSICAL ASSETS & ACCESS CONTROL
■ Transfer keys, fobs, remotes, clickers, parking tags ■ Transfer check stock and any physical files/binders ■ Update access lists with new manager ■ Confirm transition date for amenity access systems ■ Confirm after-hours emergency procedures
9. COMMUNICATIONS PLAN
■ Draft & send “New Management Welcome Notice” ■ Set optional owner Q&A; call ■ Update website & bulletin boards ■ Provide owner FAQ (payments, violations, ARC, emergencies)
10. FIRST 60 DAYS WITH NEW MANAGER
■ Review first monthly financials together ■ Conduct property walk ■ Review top 5 unresolved issues ■ Update 12-month operations calendar ■ Confirm compliance with governing docs ■ Establish communication & response standards
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TRANSITIONS IN LEADERSHIP: BUILDING A LEGACY THAT LASTS By Kelly Ann Vickers
“Leadership changes, but the vision should always continue.” When a Board of Directors changes in a Florida condominium or homeowners association, it’s more than a change in names — it’s the passing of a torch. Each new board inherits not only the responsibilities of governance but also the opportunity to strengthen the foundation laid before them. With planning, cooperation, and a shared vision, transitions can become moments of renewal that keep a community thriving. The Purpose of the Board The Board of Directors serves as the governing body of the association, representing the interests of all homeowners. Their work goes well beyond motions and meetings — they are the stewards of the community’s assets and the architects of its direction. Working closely with the management company, the board ensures that day-today operations reflect the association’s long-term goals. They oversee budgets, maintain common areas, enforce governing documents, and make decisions that preserve property values while fostering harmony among residents. “A strong board doesn’t just manage — it leads with vision and integrity.” Roles and Responsibilities of Officers Each officer of the board carries specific duties that ensure structure and accountability: President – Presides over meetings, executes contracts, and serves as the primary liaison between the board, management, and residents. Vice President – Supports the President and assumes leadership duties when necessary, ensuring continuity. Q4 2025 | SUNCOAST REVIEW
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Secretary – Maintains the association’s official records, documents board actions, and upholds transparency. Treasurer – Oversees financial management, reviews budgets, and monitors the fiscal health of the association. Together, these roles create balance and ensure that community governance remains both compliant and collaborative.
Creating a Smooth Transition The most successful transitions begin with preparation and communication. New directors should be provided with a board orientation packet that includes: Recent meeting minutes Current contracts and proposals Financial statements and budgets Ongoing project lists Governing documents and policies Outgoing members can help by offering context — not just what was decided, but why. This exchange of institutional knowledge prevents setbacks and builds continuity.
Many management companies also host orientation sessions for new boards, reviewing Florida Statutes Chapters 718 (Condominiums) and 720 (Homeowners Associations) to ensure directors understand their fiduciary and legal obligations. Developing a Shared Vision A change in leadership is also a chance to look ahead. Every board should define a clear vision for the community — one that remains consistent from term to term. Ask: What kind of community do we want to be? Is the focus on safety, aesthetics, engagement, financial strength, or all the above?
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To help preserve that vision: 1. Engage residents through surveys and open discussions. 2. Define long-term goals that connect to financial and reserve planning. 3. Document priorities in a “Board Legacy Binder” or shared “Master Calendar.” 4. Communicate clearly with owners to foster trust and unity. “A vision written down and shared becomes a roadmap that outlives any single board term.” Leadership That Endures Transitions can either disrupt or strengthen — the difference lies in preparation and mindset. A board that views its service as one chapter in a continuing story leaves behind more than completed projects; it leaves behind a culture of leadership. Through transparency, collaboration, and respect for process, each new board can honor past efforts while paving the way for future success. When guided by a consistent vision, progress doesn’t reset — it evolves.
BOARD TRANSITION CHECKLIST For HOA & Condo Boards – All Items will not apply to all Associations 1. Governance & Records Governing documents: Declaration / CC&Rs Bylaws Articles of Incorporation Rules & Regulations / Policies Architectural guidelines (if applicable) Current Board resolutions & adopted policies (collections, fines, ARC, parking, pets, etc.) Last 12–24 months of: Board meeting minutes Member meeting minutes (including last annual meeting) Committee charters & minutes Corporate records: State corporate registration info Federal EIN Any amendments on file
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2. Financial & Banking Current operating budget & reserve schedule Last 2 years of: Financial statements Year-end reviews/audits & management letters Tax returns & extensions Current assessment schedule & collection policy Delinquency report (aged receivables list) Accounts payable list (open vendor invoices) Bank accounts: Operating and reserve account numbers & institutions Authorized signers list Online banking login info (to be changed by new board) Investment accounts (if any): statements & contacts 3. Contracts, Vendors & Professional Team Management company contract (if applicable) All active vendor/service contracts, including: Landscaping Pool Janitorial Security/access control Gate/garage Elevator Pest control Trash/recycling Fire/life safety Roof/structure maintenance IT/website/email Professional contacts & agreements: Association attorney CPA/auditor Reserve specialist/engineer Insurance agent/broker Contract summary sheet for each: scope, term, auto-renew dates, pricing, termination notice requirements 14
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4. Insurance & Risk Current insurance policies & declarations pages: Property General liability Directors & Officers (D&O) Fidelity/crime Umbrella/excess Workers’ comp (if applicable) Insurance contact info & claims procedures Open claims list and status updates 5. Legal, Litigation & Compliance List of all current or recent legal matters: Collections & foreclosures Contract disputes Construction defect or warranty claims Owner disputes/mediation Summary of deadlines, hearings, mediation dates, or response dates Copy of any settlement agreements or consent orders Compliance calendar (state filings, annual report, tax deadlines, required owner notices, etc.) 6. Physical Assets & Access Keys, fobs, remotes & codes: Clubhouse/amenities Mechanical rooms & roof access Gates/entry systems Mailroom/package rooms Inventory of association-owned equipment and supplies Storage unit/room inventory & access (who has keys/codes) Current reserve study & any engineering reports (roofs, balconies, stucco, structural, etc.) Map or list of ongoing & planned projects (with status and responsible party) 7. Technology, Systems & Communication Website and/or portal admin access Board email addresses/shared inboxes Document storage locations (cloud, management portal, physical binders) Social media accounts (if any) Mass-communication tools (text/email platforms, listservs, etc.)
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Immediately: Remove former board members’ access Add new board members & update permissions Change passwords for all shared logins 8. Owner & Community Communication Updated owner roster with: Names Unit/lot numbers Mailing addresses Email/phone (if on file) Welcome communication to owners: Introduce new board members & roles Confirm how owners should communicate with the board/manager Remind owners of key rules (parking, pets, noise, ARC requests, etc.) Share meeting schedule & how to access agendas/minutes 9. New Board Orientation & Housekeeping Hold a formal transition meeting between outgoing and incoming boards Review: Governing documents & key policies Fiduciary duties & conflict-of-interest expectations Communication protocol (board-only vs. board + manager) Assign officer roles (President, VP, Treasurer, Secretary) per documents Confirm meeting calendar for the year (board, budget, annual meeting) Set board “ground rules” (email use, response times, confidentiality, speaking with vendors/owners, etc.) Have all directors sign: Code of conduct / ethics policy (if available) Conflict-of-interest disclosure 10. First 60–90 Days Priorities Review financial health (reserves, delinquencies, aging repairs) Confirm insurance coverage adequacy and renewal dates Identify top 3–5 immediate issues (safety, maintenance, legal, communication) Create or update a simple one-year plan: Maintenance priorities Policy updates needed Owner education/engagement items Thank you for volunteering, let’s make it a smooth transition. 16
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HAVE YOU HEARD Here are the top four trending topics on the Exchange—though many more are available. If you have a pressing issue to discuss, this is your platform. Log in today to join the conversation 1. It’s Thanksgiving and I’m Thankful for… 2. Reserve Study Questions 3. Questions on how to handle ADR (Alternative Dispute Resolutions) 4. Access to online ledgers maintained by Managing Agent
UPCOMING EVENTS
🎄 Annual Meeting & Holiday Breakfast Party
Date: December 18, 2025
Time: 8:30 AM – 10:00 AM Location: Marriott, 12600 Roosevelt Blvd N, St. Petersburg, FL 33716 Join us for a festive morning filled with laughter, mimosas, and community spirit!
✨ Best Holiday Sweater Contest ✨ Annual Check Presentation to Habitat for Humanity ✨ Delicious Breakfast & Great Company
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🍫 2025 Annual Trade Show
“Willy Wonka & The Chocolate Factory” Date: January 29, 2026 Step through the gates and into a world of chocolate, magic, and imagination! Our whimsical Willy Wonka–themed Trade Show will be a golden-ticket experience filled with sweet surprises, networking, and fun. Stay tuned for more details — this is one event you won’t want to miss!
February CEU Breakfast – Get Quorum Topic: Electronic Voting and Virtual Meetings for Florida Condominiums and HOAs Date: February 19, 2026 Time: 8:30 AM – 10:00 AM Location: Marriott, 12600 Roosevelt Blvd N, St. Petersburg, FL 33716 Join us for this informative CEU session covering modern tools for community associations — from digital voting to effective virtual meeting management.
🏗️ March CEU Breakfast – The Falcon Group Topic: Basics of Concrete Restoration Date: March 12, 2026 Time: 8:30 AM – 10:00 AM Location: Marriott, 12600 Roosevelt Blvd N, St. Petersburg, FL 33710
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SUNCOAST WELCOMES OUR Q3 AND Q4 NEWEST MEMBERS Mr. Louis Abrams Mr. Aloyn Hawthorne, Jr. Mr. Brent Adamczyk Hadlie Hinojosa Mrs. Andrea Andrews Mr. Robert Holte Ms. Donna Arceneaux Mr. John Howley Sherry Armentrout Bailey Irvine Natasha Barlow Mr. Rick Isom Mr. Charles H Bennell Wilma Stanley Jasper Shannon Berry Ms. Kim M. Johnson Pat Bissonnette Mr. Joshua Jay Jordan Mr. Jimmy Boswell James Kellard Bernie Bourdeau Jeremiah Kiefer Logan Bozek Miss Jennifer Kline John Brown Mr. Jason Kubus, RS Mr. Rob Buffington, CMCA Daniel Langlois Mr. Steve Buscema Kathryn Ann Larsen Valery Calatrava Michael Laskey Anthony Cole Catone Mr. David Michael Latrella Mrs. Ashley Liann Chiorando, CMCA Mr. Jim Lewchuk Victoria Clough Matt Lott Lawrence Carlyle Cottrell Jason Lubliner Doug Dasenbrock Mr. Michael Marciano Ms. Andrea Deutsch Mr. Mark McCord, CMCA Mark Doyle Melissa Mccrann-deszcz Ms. Carol Everhart Ms. Maria Teresa Mendoza Steve Fisher Eric Mercado John Forbes Adele Molinaro Mr. Michael J Galley, Sr. Mr. Mike Nadeau Mrs. Michelle Lynn George, CMCA, AMS Mr. Don Noble Kyle Goda Mr. Forrest Oliver Mr. Ronald Jose Gonzalez, Jr. Mr. Sam Passafiume Mr. Bob Hardy Ms. Sharde Pereira
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Suzanne Perkins Ariana Photakis Mr. Paolo Leone Picciani Mr. Chuck Pugh Mr. Phillip Quinn Kim Radler Scott Rosen Jonathan Santiago Blake Scarberry Ms. Annette Sindar Alan W Siscoe Mr. Bob Smith Asjia Smith Mr. Bucky Snell Melissa Spatafora Ms. Patricia Elisabeth Staebler, RS Diann Stern Jeffrey A Stowell Mr. David Sumner Deanna Vaughn Andy Velez Daniel Villegas Tre Washington Mrs. Michele Webb Hannah Whalen Michelle White John Wilczorek Shelby Ann Wilson Melissa Wolf Jennifer Yackle
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Thank You
2025 SUNCOAST SPONSORS 2025 DIAMOND CHAPTER SPONSORS Bashor & Legendre Go Painting Gordian Business Solutions Blue Stream Fiber Dry Medic Restoration Services McGriff Insurance Services Munyan Painting, Roofing, & Restoration Pinnacle Financial Partners Recon Response Engineering, LLC Resource Property Management Truist Bank USI Insurance
2025 GOLD CHAPTER SPONSORS Bank OZK Becker Biller Reinhart Engineering Group Inc. Flagship Bank Marsh McLennan Agency PCS Insurance Group Naturzone Pest Control RealManage Rose Paving Company Valley Bank/Insurance Services Sherwin Williams Russell Landscape Vantaca
2025 PLATINUM CHAPTER SPONSORS Acentria Insurance AGX Exteriors Alliance Association Bank -Western Alliance Bank Baldwin Acquisitions LLC d/b/a TWI Reconstruction Burg Simpson Cadence Bank-Association Services Centennial Bank Cogent Bank Condominium Associates First Citizens Bank Gerstle, Rosen & Goldenberg, P.A.
Greenberg Nikoloff, P.A. Karins Engineering EmpireWorks Reconstruction Landcrafters Landscape Workshop Management & Associates Morgan & Morgan Rabin Parker Gurley, P.A. PLG Law Reserve Advisors Yardnique
COMMUNITY ASSOCIATIONS INSTITUTE - SUNCOAST CHAPTER 6798 CROSSWINDS DRIVE NORTH #C-107 - ST. PETERSBURG, FLORIDA 33710