Central Florida Times | 2nd Quarter 2025

CENTRAL FLORIDA

TOPIC

A Message from the President

CONTACT INFORMATION

P.O. Box 941125 Maitland, FL 32794 www.caicf.org

Justine Tucker, CED exdir@caicf.org

Membership Manager Tara Ruch membershipmanager@caicf.org

THANK YOU 2025 BOARD OF DIRECTORS!

Tracy Durham, CMCA, AMS, CFCAM, PCAM, President

Stefanie Nicholson, CMCA, AMS, Vice President

Jessica Cox, CMCA, AMS, Treasurer

Stacey Loureiro, CMCA, AMS, Secretary

Brian Jones, Past President

Joey Arroyo, LCAM

Patrick Burton

Jarad Pizzuti, Past President

Frank Ruggieri, Esq.

Jackie Swisher

Can you believe we are already in the summer of 2025? It’s been a fantastic whirlwind of six months and I’m so excited to see what’s coming up for the Central Florida Chapter! First, I would like to thank everyone for the positive feedback in relation to the new locations for our luncheons. It continues to be very successful adventure and please feel free to share your ideas for a location you would like to attend. You can email Justine at exdir@caicf.org.

We will not have a luncheon in July but will be full-steam ahead for the Meet the Managers event on July 10th. This is sure to be an event you will not want to miss! A reminder to make sure you are utilizing all that CAI has to offer. You can find publications, educational offerings and National CAI information/events by visiting www.caionline.org. This is a great resource for our members, so make sure to check it out. Wishing you all a very safe and happy summer!

Sincerely, Tracy

Tracy Durham, CMCA, AMS, CFCAM, PCAM CEO, Edison Association Management 2025 President, Central Florida Chapter CAI

A Message from the CED

I wanted to take a moment to sincerely thank each of you for the warm and thoughtful welcome into my new role as Chapter Executive Director. Your kind words, support, and enthusiasm have truly meant the world to me. It’s an honor to be part of such a dedicated group of professionals who care deeply about our industry and community. I’m excited for the opportunity to serve, grow alongside you, and help elevate all the incredible work already being done within our Chapter. Thank you again for making me feel so supported—I can’t wait for what’s ahead!

With gratitude,

Justine

Justine Tucker Chapter Executive Directior Central Florida Chapter CAI

If you are interested in getting more involved in the chapter, joining a committee is a great thing to consider. Below are the different committees that we currently have active. Please feel free to contact any of the following committee chairs:

CA Day/Trade Show Committee

Christy Raymon

Don Asher & Associates christy@donasher.com

Joey Arroyo

Atmos Living joey.arroyo@atmoslivingmg.com

Cares Committee

John M. Calpey One Florida Bank jcalpey@onefloridabank.com

Education Committee

Heather Gambini

Hotwire Communications mrsgambini@icloud.com

Events Committee

Mia Heflin

Exclusive Landscaping mheflin@exclusivelandscapingnow.com

Finance Committee

Jessica Cox Leland Management jcox@lelandmanagement.com

Gala Committee

Joey Arroyo

Atmos Living

joey.arroyo@atmoslivingmg.com

Golf Tournament Committee

Michelle Lippai

Advanced Roofing

michellel@advancedroofing.com

Meet the Managers Committee

Anita Roberts

Premier Association Management anita.roberts@premiermgmtcfl.com

Membership Outreach

Brian Jones

Summit Broadband brianj.innovation@gmail.com

Social & Young Professional Committee

Jessica Street

Paul Davis Restoration of Orlando jessica.street@pauldavis.com

Legislative Committee

Tom Slaten Larsen and Associates tslaten@larsenandassociates.com

Shayla Mount Arias Bosinger sjmount@ablawfl.com make an

CHAPTER UPDATE

2025 Calendar of Events

More details regarding upcoming events will be posted to caicf.org under the “Events” tab. Check back regularly for the most up-to-date information. CAICF Board Meetings will be held before or after each of the Monthly Meetings. Please be sure to register for all events in advance, as we need an accurate head count for space and food purposes prior to the event. Thank you for your help!

• July 10, 2025: Meet the Managers at Orlando City Soccer’s Inter & Co Stadium on Thursday, July 10 from 2:00 pm –6:30 pm. Sign-in begins at 1:30 pm and be ready to Meet the Managers by 1:50 pm! Business Partners will be divided into two rounds. The first round will be 2:00 – 4:00 pm and the second round will be 4:30 – 6:30 pm. Once the first round is complete, we ask the first set of Business Partners to exit the Manager area and go to the bar or outside to keep the noise level to a minimum as the the second round begins. Each Business Partner will have 3 minutes to “Meet the Managers,” then rotate to the right when the monitor sounds the bell. This is a 4-hour event and request that Management Companies man their table for the entire event. If a shift change is needed, please make arrangements to have the table staffed the entire time. Managers have the opportunity to get to know new vendors for their communities, network with other CAMs, have some food and drinks and the Chapter will provide each manager with a $50 gift card at the end of round two.

• August 19, 2025: Monthly Meeting Luncheon on a Boat! All aboard!!! Drift away with us on a St. Johns Rivership in Sanford that will include the CEU, “Accounting 9000 – Financials Advanced CAMs Know,” presented by Bernie Mapili, CPA, MST (1 hour of IFM). Attendees MUST be present by 11:00 am to board the boat. Manager Members & Homeowner Leader Members (HOA Board Members) are FREE and Business Partner Members cost $45. REGISTER ASAP. When

registering for multiple members of your office, please be sure to enter each attendee’s name for a smooth check in process at the meeting. We will be collecting under garment and shoe donations for the The Mustard Seed of Central Florida When you bring items, you will receive one (1) raffle ticket per undergarment/shirts/socks and two (2) raffle tickets for a pair of shoes. To learn more about this organization, visit their website at mustardseedfla.org

• September 4, 2025: Monthly Meeting Luncheon: Legal Update with Shayla Mount, Matt Kuisle and Travis Moore

• September 26, 2025: Volusia Luncheon Meeting

• October 2, 2025: Monthly Meeting Luncheon: Legal Panel with Alan S., Miriam K. and Becker

• October 10, 2025: Annual Golf Tournament at Hawk’s Landing

• October 2025 (TBD): Brevard Meeting Luncheon

• October 16, 2025: Volusia Social

• November 6, 2025: Monthly Meeting Luncheon: Telecom CEU with Hotwire Communications

• December 16, 2025: Brevard Holiday Social at Venue Rising Tide

SPONSOR

AN UPCOMING CHAPTER MEETING!

Each sponsor for the Chapter Meetings receive face time in front of the membership with the microphone to talk about your company. You will also be able to put give-away items and collateral on all the tables. Space is also provided for our sponsors to display their marketing materials. Every sponsor is important to our chapter and your generous donation goes directly to off set the costs of the program. Only three sponsors are permitted per program. Please consider sponsoring today!

CONTACT THE EXECUTIVE DIRECTOR AT EXDIR@CAICF.ORG

LOOKING FOR A SERVICE PROVIDER?

CAI Central Florida has a list of great service providers in most every industry a Community Association could need! The best part is, they are members! Check it out at: caicf.org/directory.

Upcoming Workshops & Manager Education Classes

COMMUNITY CONNECTIONS WORKSHOP SERIES

This series is hosted in partnership by Orange County Neighborhood Services Division and the City of Orlando Office of Communications & Neighborhood Relations. The workshops are free to all and offered monthly. Note: there are no workshops in November and December.

Civic Engagement and Advocacy: Making Your Voice Heard

Saturday, July 12 from 9:00 - 11:00 am

Internal Operations Center 1: 450 E. South Street, Orlando

Empower yourself and your community by learning the essential skills for civic engagement and effective advocacy. This workshop will guide you through the process of understanding the local government structure, identifying key decision-makers, and mastering the art of communication to influence public policy. Whether you’re passionate about a particular cause or simply want to be more involved in your community, this session will provide you with practical tools to make your voice heard. Discover strategies for organizing community efforts, leveraging social media, and building coalitions to drive meaningful change. Join us and become a catalyst for positive transformation in your neighborhood! Click here to register on Eventbrite.

Healthy Conflict - Creating Boards that Work

Saturday, August 9 from 9:00 am - 11:00 am

Internal Operations Center 1: 450 E. South Street, Orlando

Using an assessment from The Five Dysfunctions of a Team, this facilitated program explores the basis of organizational politics and board failure. It helps managers identify barriers to effective, functional boards and explores tools they can use to overcome board dysfunctions. Click here to register on Eventbrite.

Building Financial Foundations for Neighborhood Success

Saturday, September 13 from 9:00 am - 11:00 am

Internal Operations Center 1: 450 E. South Street, Orlando

Ready to launch a small business or organization in your community?

This workshop offers a simple, step-by-step process to help you get started. From creating a budget to securing funding, managing cash flow, and planning for long-term success, you’ll learn the essential strategies needed to bring your vision to life. Perfect for beginners, this session breaks down each stage into easy-to-follow steps, ensuring you have the knowledge and confidence to start your venture on solid financial footing. Click here to register on Eventbrite.

EDUCATION FOR MANAGERS

CAI offers many online learning opportunities (click on the dates below to register or obtain more information on these Live Virtual Courses) that lead to professional credentials. View the CAI Courses and Online Catalog for additional resources.

» July 10-11: M-201: Facilities Management (Live Virtual Class)

» July 17-18: M-350: Manager and the Law (Live Virtual Class)

» August 7-8: M-100: The Essentials of Community Association Management (Live Virtual Class)

» August 14-15: M-310: Management Company Administration (Live Virtual Class)

» August 21-22: M-202: Association Communications (Live Virtual Class)

» September 4-5: M-204: Community Governance (Virtual Class)

» September 25-26: M-100: The Essentials of Community Association Management (Live Virtual Class)

» October 9-10: M-205: Risk Management (Live Virtual Class)

» October 23-24: M-206: Financial Management (Virtual Class)

» November 6-7: M-100: The Essentials of Community Association Management (Live Virtual Class)

» November 13-14: M-330: Advanced Insurance & Risk Management (Live Virtual Class)

» November 20-21: M-202: Association Communications (Live Virtual Class)

» December 4-5: M-203: Community Leadership (Virtual Class)

» December 11-12: M-100: The Essentials of Community Association Management (Live Virtual Class)

Truist

Carlos Serrano

Relationship Manager 904-755-2523

Carlos.Serrano@Truist.com

Chelsea Ruggiero

Market Manager 407-237-1757

Chelsea.Ruggiero@Truist.com

NEW CHAPTER MEMBERS

BUSINESS PARTNER MEMBERS

Commercial Energy Specialists

Len Leon

Cotton Coatings

Austin Cotton

Doggy Duty, LLC

Tatiana Anderson

Duval Landscape Maintenance

Jack R Gillespie

Insyte Security, LLC

Sara Monica

Kelley Painting Services

Amanda Kelley

Welcome Members!

NATIONAL BUSINESS PARTNER MEMBERS

First Century Bank

Robin Storey

Newman Certified Public Accountant PC

Nick Newman

MANAGEMENT COMPANY MEMBERS

Advanced Property Management of Central Florida

Diana Moore

Bono & Associates, LLC

Michael L Bono

Extreme Management Team

Richard A Pizzuti

Lowndes, Drosdick, Doster, Kantor & Reed

Shayla Michelle Johnson Mount

Orlando Roofing LLC

Jason Burger

Precision Concrete and Construction

Nikki Mejia

R.L. James, Inc. General Contractor

Seamus Devlin

STAR Technology Group, Inc

Jayme Wright

Walden Security

Frank Mccall

MANAGER MEMBERS CONTINUED

Mariann Mullan Bradley

Stacey Fryrear

Lauren Gunnyon, Esq.

VOLUNTEER LEADER MEMBERS

John Hebden

Summerwoods Four Condo Association

Tom Hedman Wekiva Hunt Club Community Association

Patricia Bona

Beth Ciullo

Platinum Association Management

Alexis J Berbas, CMCA

Southern States Management Group, Inc.

Valerie Steger

MANAGER MEMBERS

Michael Joseph Fleshman, CMCA

Complete Association Management Professionals

Brian Quillen, CMCA, AMS

Kai

Deanna B Sims, CMCA

Sentry Management, Inc.

Join THE CHAPTER!

Homeowners, Managers, and Business Partners can become members. If you provide products or services to community associations, CAI can give you direct access to thousands of potential customers and provide unique opportunities through networking luncheons, socials, and other great events. Visit caicf.org/resources/ membership to learn more!

New and Returning CAICF Chapter Members from March 29, 2025 to June 26, 2025

CHAPTER PARTY - MAY 8, 2025

Thank You

CHAPTER PARTY SPONSORS

CHAPTER PARTY - MAY 8, 2025

2025 CAI Congressional Advocacy Summit - Registration Launched!

CAI is thrilled to host our annual CAI Congressional Advocacy Summit on Capitol Hill in Washington, D.C. on Thursday, November 6th! This exciting event is exclusively for CAI members and is free. Together, we will meet with members of Congress and their staff, advocate for industry federal legislative priorities, and represent the interests of community associations and their residents nationwide.

CAI’s 2025 Congressional Advocacy Summit is the premier advocacy event of the year for the community association housing model! Informative and inspirational, the CAI Congressional Advocacy Summit is your chance to speak with federal lawmakers and their staff face-to-face and help advance CAI’s public policy priorities.

Participants will also witness expert presentations on a variety of critical topics influencing the community association industry and network with their peers and business partners.

Join us on November 6, 2025 in the nation’s capital. You won’t want to miss it! Registration is FREE and includes:

» Admission to catered Breakfast Briefing

» Bus transportation from The Canopy Hilton to Capitol Hill

» Meetings scheduled with your members of Congress

» Guidance and support from CAI staff

» Bus transportation from Capitol Hill to rooftop reception at Cornerstone Lobbyist Headquarters

» Admission to celebratory catered rooftop reception at Cornerstone Lobbyist Headquarters

TENTATIVE 2025 CONGRESSIONAL ADVOCACY SUMMIT SCHEDULE

» 7:30 - 8:00 am: Bus to Capitol Hill

» 8:00 - 8:15 am: Pictures on Capitol Hill

» 8:30 – 10:00 am: Breakfast Briefing

» 10:00 am - 12:30 pm: Meetings with House of Representatives

» 12:30 - 1:30 pm: Lunch

» 1:30 - 4:00 pm: Meetings with Senate

» 4:00 - 4:30 pm: Transportation to The Wharf

» 4:30 - 6:00 pm: Rooftop Reception and Debrief

For those joining CAI from out of town, a limited number of sleeping rooms has been booked at The Canopy by Hilton Washington, DC | The Wharf (975 7th Street SW, Washington, DC 20024 - (202) 4882500). Click here for more information and to REGISTER.

We Are Castle Group

The premier choice for property management, we specialize in serving the finest residential communities With over 3,000+ dedicated team members, we are the preferred service provider for over 500+ associations Our philosophy stays the same no matter where we are –putting the resident first At Castle, we call it Royal Service® To learn more about how Castle Group can serve your community, request a proposal at www castlegroup com/request-a-proposal

RICH Management

BY TYLER BROWN, CFCAM, CMCA, AMS, PCAM, MANAGER, ORMOND HERITAGE CONDOMINIUM MANAGEMENT ASSOCIATION, INC

Yankees great, Yogi Berra once said that baseball was “ninety percent mental and the other half was physical.”

Providing good customer service, especially during difficult situations, is much the same with ninety percent prior preparation and half execution. In association management, dealing with people— providing customer service—is a major part of the job. Working with residents during difficult situations, or when they are upset, can be a challenging endeavor on the best of days. Handling difficult situations and upset owners starts long before a bad situation causes the owner to get upset.

Much like selling, dealing with association residents successfully is a campaign through time. As a manager, you must be aware that every interaction with an owner or resident is an opportunity to foster and further a professional relationship with that owner, building trust and confidence in you as manager and in your association. We preemptively prepare disaster plans, contingency plans, operational guidelines, reserve studies, and checklists to better handle difficult situations, but we think very little about how to interact with residents on a regular basis helping with future issues. Having a

proven track record of being honest and forthright with an owner before a bad situation rears its head can be the difference between that owner trusting your judgment or trying to micromanage every detail of a situation you, as the manager, have handled numerous times.

To build trust that will reduce instances of, and help during difficult situations, every encounter with owners or residents must be handled with respect, integrity, consistency, and honesty. That should be easy to remember. Just remember to be RICH

RESPECT

Respect for your owners starts with listening to what your association’s residents have to say. One of the best times to build the level of trust that will enable easier handling of a difficult situation is when owners come to you with an issue about the association. If an owner has taken time out of their day to stop and speak with you about an issue with the association, then take it as an opportunity to

Continued on page 18

MANAGEMENT

further your relationship with that owner. Take time to truly hear what they are saying, process their thoughts in the context of the association, and give honest, truthful feedback. Show interest in their position or idea. If you have time, go with the resident to see the issue. Do not just assume that you have heard it all before and give a canned managerial answer to the question.

Initially, it can be intimidating for owners to approach board members or management with concerns or ideas. Owners remember that you respected them enough to actually hear them and listen to them instead of just brushing them off as another obligation of the job.

INTEGRITY

Residents speak with management about numerous issues: complaints about neighbors, complaints about board Members, family and medical situations, dwelling alterations, and financial obligations are just a few of the many issues residents might speak about with an association manager. Handling the information obtained during these conversations in the manner expected by the resident, while meeting your professional obligations to your association, establishes a history of integrity, by enabling owners to speak with you in confidence about concerns without worry that the information is going to be used against them.

A resident who comes to you in confidence with an issue they are having with a neighbor they do not want to confront should be able to assume your confidence. You should not go around announcing who the complainant was to the entire residency of the association. Sometimes residents have issues with other residents but still must walk by and speak with the other resident on a daily basis. As managers, we assume the role of mediator and agree to shoulder the burden of enforcing rules and regulations. Residents should have the option to complain about infractions without being shunned by their neighbors.

A resident who comes to management with a financial issue, hoping to work out a payment plan for their maintenance assessments,

should be able to assume your confidence. Explain to this owner that you will need to speak with the board about the issue, but assure them the information will travel no further than necessary. In both cases, the information should be handled with the professional integrity expected by the owner. Showing owners that you can handle information presented to you with integrity will make it easier for them to speak with you about issues, thus reducing instances of difficult situations.

CONSISTENCY

Handling all owners in a consistent manner further helps reduce instances of difficult situations. We all know that residents speak to each other about the actions of the board and management. Having instances of inconsistency can foster and enflame resentment, escalating a minor incident into a very difficult situation.

We have all dealt with the resident who habitually violates covenants, taking up more time than the other residents combined. This does not mean those residents can be discounted and ignored.

Residents must be handled consistently regardless of their past transgressions. Showing residents that even difficult residents will be handled consistently is a vital step in reducing instances of difficult situations.

HONESTY

In association management, the only thing managers and board members have is their word. Handling every interaction with honesty is the most important aspect of reducing difficult situations. Always strive for complete and full honesty in interactions with residents. No other action can convey respect, integrity, and consistency like being honest on every occasion.

Having established a history of handling situations and residents with respect, integrity, consistency, and honesty makes every difficult situation easier to handle while hopefully reducing their frequency. When owners know that they are going to be treated with respect, integrity, consistency, and honesty, it encourages them to be willing to approach you and discuss concerns they have before they become full-fledged problems. Numerous, difficult situations arising from association living can be reduced if the individual with the problem can approach management and explain why they are having an issue.

Customer service is not a one-day-a-week concern. It is something that must be built on every day, through every interaction, with every resident. It should be handled the same during difficult situations or a simple “hello.”

Published in the September 2013 issue of the Florida Community Association Journal, FCAP Alive section.

Why are Asphalt Shingles Not Lasting Like They Used To?

BY DAVID J. LEVY, PCAM, NATIONAL SALES MANAGER, ROOF MAXX TECHNOLOGIES LLC

Typically, roofs are one of the most important and the most expensive components of a condominium community. Learn why asphalt shingles are not lasting as long and how board members and community managers can utilize best practices to help their communities maximize the useful life of their asphalt shingle roofs.

WHAT IS DRIVING THE SHORTER USEFUL LIFE OF ASPHALT SHINGLES?

Liquid Asphalt: Asphalt shingles today have 25-33% less liquid asphalt than in the 1990s due to global shortage of liquid asphalt, created by global changes in how crude oil is refined. Less liquid asphalt = higher prices AND less flexibility of the shingles.

Building Design: New construction designs often have reduced roof ventilation versus homes built before the 1980s. Older homes have large, open attics. Today attics are much smaller as developers have added aesthetic features such as cathedral ceilings, skylights, dormers, and valleys which dramatically reduce the air flow from your soffit vents (intake air) to your roof’s ridge vents (exhausted air). Hotter interior air just under the roof sheathing reduces the expected life of your roofs, of all types, but especially those covered with traditional asphalt shingles.

Weather: Hotter weather, in temperature and in frequency, has trended upward in the past 30 years. Summertime roof surface temperatures can be 40-80+ degrees higher than the air temperature, based on the sun’s orientation and the color of the roof. Florida’s harsh UV exposure leads to further reductions in roof life as compared to other parts of the country.

Fewer Inspections: Due to labor shortages, at the management office and at most contractors, there are very few proactive roof inspections at most condo communities.

WHAT ARE THE BEST-PRACTICES TO EXTEND THE USEFUL LIFE OF ASPHALT SHINGLES?

1. Ask your reserve study specialist about trends and bestpractices. They inspect dozens of HOA communities per year, per employee.

2. Inspect roofs at least every two years and immediately after big storms. In Florida the first inspection should be around the 5th or 6th year. Request a summary inspection report with a link to all of the pictures taken. Some roofing firms provide this service at no additional cost.

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ROOFING

3. Handle small repairs, reactively and proactively, to extend the useful life of your roof, at a very small investment. Doing your “punch-list” complex-wide, dramatically lowers the per building cost.

4. Obtain an electronic measurement from a satellite-based firm specializing in roof imaging and measurements. Knowing the exact roof surface area for each building is helpful in ensuring accurate repair (or replacement) quotes. Some roofing firms provide this service at no additional cost.

5. Request training on roof maintenance and inspection from a reputable company that offers “lunch and learn” Zoom-based seminars. Some roofing firms, including Roof Maxx, provide this service at no additional cost.

6. Work with roofers who have experience with HOA’s/Condos, nationally and locally.

7. Work with roofers who offer roof rejuvenation. Why? Roof rejuvenation is a proven solution. Since the mid 2010’s, advances in bio-science, allowed trained roofers, such as your local Roof Maxx dealer, to assist you with understanding roof

replacement instead of very costly total roof replacement.

In summary, the use of less liquid asphalt in manufacturing along with other contributing factors have shortened the lifespan of asphalt shingle roofs. Implementing these best practices will ensure your community maximizes the useful life of your roofs.

David Levy, Roof Maxx National Sales Manager, brings over 20 years of experience working with Multi-Family Communities, Landlords, and Management Companies and is a long-time CAI member. Roof Maxx specializes in roof rejuvenation; additional services include free third party satellite-based measurement on any asphalt shingle roof, roof inspections, roof cleaning, roof maintenance consultation and roof replacement consultation. For additional information visit www. roofmaxx.info/b2b. Contact David Levy at 508-294-9460 or dlevy@roofmaxx. com. Contact your local 5-Star Certified dealer, Roof Maxx of Melbourne FL, at 321-448-0123.

Homeowner Association: Rainy Season Preparation

BY MONTJE S. PLANK, PE, CENTRAL FLORIDA ENGINEERING CONSULTANTS, LLC

In Central Florida, our often-intense rainy season typically begins in late May and extends through the summer. When that time comes, the Association must be prepared. Recent years have seen storms dropping more water, more quickly, than in the past. These heavy downpours push stormwater systems beyond their original design capacities, as determined by engineering and permitting standards.

Stormwater infrastructure is designed based on what are known as “Design Storms.” These dictate pipe sizing and the dimensions of stormwater treatment ponds. Pipes are generally sized for a 10Year Storm event, while ponds are designed for a 25-Year Storm event. However, with increasing rainfall intensity and volume, along with expanding residential development, surface runoff has grown significantly. This excess water leads to concentrated flows that can overwhelm inlets, swales, and stormwater ponds.

Clogged street drains, often blocked by leaves or silt, further exacerbate flooding and erosion. This makes stormwater management a critical public safety and welfare issue, necessitating regular inspections and maintenance. The Water Management Permit for private communities mandates these actions, as do numerous Central Florida jurisdictions.

Specialty contractors may offer remediation services, but without proper professional oversight, they could perform unnecessary, substandard, or even non-compliant work. To avoid these risks, seeking guidance from a Civil Engineer is often the most prudent course of action. These professionals specialize in stormwater management and can also oversee construction management for

necessary improvements. Many Civil Engineering firms provide these additional services.

Regular inspections and proactive maintenance of Association-owned stormwater systems can make all the difference in preventing costly damage and ensuring community safety. Now is the time to act.

HOMEOWNER ASSOCIATION STORMWATER MAINTENANCE CHECKLIST:

» Inspect and Clear Drains – Ensure street drains and inlets are free of debris, such as leaves and silt, to prevent blockages.

» Check Swales and Stormwater Ponds – Look for signs of erosion, sediment buildup, or blockages that could hinder water flow.

» Schedule Professional Inspections – Engage a Civil Engineer or stormwater specialist to assess system integrity and recommend necessary improvements.

» Review Water Management Permit Requirements – Stay compliant with local regulations and ensure permits are up to date.

» Coordinate with Landscaping Services – Properly maintain vegetation near stormwater systems to reduce debris accumulation and improve drainage.

» Prepare for Heavy Rain Events – Have an emergency response plan in place to address unexpected flooding and drainage failures.

By taking these proactive steps, Homeowner Associations can better manage stormwater and reduce the risk of flooding and property damage.

How to Keep Your Family, Friends & Job

BY BETSY BARBIEUX, CAM, CFCAM, CMCA, FLORIDA CAM SCHOOLS

Attitude and motive are two very powerful qualities. In fact, Carol Kleiman writes “attitude...the word is emerging as a key factor in career advancement.” She differentiates between a positive attitude, “She has an excellent attitude and deserves a promotion,” and a negative one. “He has an attitude problem, and I’d love to get rid of him.”

A positive attitude is hopeful, grateful, authentic, and satisfied. A negative attitude is selfish, stingy, manipulating, and lonely. It could cost you a raise or promotion or even your job. It could cost you your family.

So, what is a negative attitude? Here are 11 examples. Any combination of these will be the best way to lose your family, friends, employees, or job, and guarantee that you won’t be invited to visit this summer:

1. I cannot let others be wrong without attempting to correct them.

2. I condemn others and often wish them to be punished.

3. I do my own thinking and make my own decisions.

4. I exaggerate and lie to maintain my self-image.

5. I belittle my own talents, possessions, and achievements.

6. I habitually deny, alibi, justify, or rationalize my mistakes and defeats.

Continued on page 27

7. I am critical and belittling of others.

8. I am prejudiced toward racial, ethnic, or religious groups.

9. I blame others for my handicaps, problems, and mistakes.

10. I take disagreements personally and feel put down and rejected.

11. I boast about myself, my possessions, and achievements.

If you find yourself without friends or a job or any plans to visit family, you might trade your negative attitude for a positive one.

Equally important is motive. It’s “why you do what you do.” Motives can be genuine or selfish. Genuine motive is defined as doing the right thing for the right reason. Be aware, it is possible to do the right thing for the wrong reason. Motives must be genuine and expect nothing in return. For instance, giving praise to an employee can come from a pure motive or it can come from a selfish one. Genuine praise for work well done is authentic when it comes from a grateful attitude. It is well received when the praise is specific. Praise will not be received well when it is given selfishly. Your employees will feel just like the little boy who said to his mother after she “praised” him, “you’re just telling me I did a good job because you want me to do more.” Bingo. The little boy “read” his mom’s real motive even though she did not state it.

The by-products of genuine motive are rapport and empathy. Rapport says, “we have something in common, you can trust me, I’m on your side.” It makes the other person feel part of the team in resolving issues at hand. Rapport looks for win-win solutions for both parties whenever possible. Use tones, words, and concepts that are like the other person to establish rapport, but don’t mimic accents or gestures. Avoid any “industry specific” words the other person doesn’t understand. Be sensitive to their level of vocabulary. Rapport should put you in synch with the other person.

Empathy is not the same as sympathy. Sympathy is feeling sorrow or pity for the pain or distress of another person. Empathy is the ability to identify with and understand another person’s feelings or difficulties because you have experienced similar ones. Empathy validates another’s feelings. Validating is not the same as condoning. Validating is not the same as agreeing, pardoning, or excusing. Empathy puts to words the feelings of another. Empathy does not say to another “You should not feel that way. Get over it. Move on.” Those words may need to come later in the conversation, but not at the beginning when empathy is needed.

When the confused, embarrassed, and frustrated resident yells about the rules violation letter he received, the empathetic receptionist

SELF-IMPROVMENT

will respond, “Mr. Smith, I can tell you are very frustrated. Yes, sir, I understand that you are embarrassed. I would be too.” It’s very possible that having someone validate his embarrassment will be enough. Hopefully, he’ll voluntarily comply, and no further action will be taken against him.

Managers who report they enjoy their work at their communities appear to have learned to take control of their attitudes, examine their motives, establish rapport, and practice empathetic listening. They like their residents and are well liked in return. They receive compliments instead of complaints and have been at their property for decades.

You might be able to tell if you are one of these positive, well-adjusted managers if you receive invitations from your family and friends to come and visit this summer!

Betsy Barbieux, CAM, CFCAM, CMCA, a Professional Development Coach, of Florida CAM Schools, LLC, can be reached at Betsy@FloridaCAMSchools.com, or 352326-8365. For more information, visit floridacamschools. com. Subscribe to CAM Matters™ on YouTube.

RESERVE STUDIES

SUBMITTED

BY

How Often Should a Reserve Study Be Done?

NICK

BRENNEMAN,

SE REGIONAL ACCOUNT MANAGER, RESERVE ADVISORS

Every community is ever-changing in its unique physical and financial status and needs. Plans change, component deterioration happens, and economic factors can reshape the way an association tackles maintenance and financial planning. Because of these natural disruptions to a reserve study’s plans, updating your reserve study is crucial to maintain an accurate understanding of your community. The Community Associations Institute’s Reserve Study Standards, revised and re-published in 2022, recommend a Level II Reserve Study at least every three years.

TYPES OF RESERVE STUDY UPDATES

A level II reserve study is an update of a prior study that includes the reserve specialist visiting the property and re-inspecting each component. The site visit allows the reserve specialist to ensure that component quantities are accurate and conduct detailed condition assessments and life and valuation estimates as they would during an initial reserve study.

A level II study is nearly identical to a full reserve study, with one minor difference. Where a full reserve study establishes a quantified component inventory, level II updates simply ensure the inventory remains accurate. A level II reserve study is recommended every three years by CAI specifically to guarantee that the remaining useful life of each component and their respective funding plans remain accurate, leaving minimal room for surprise expenses that could force deferred maintenance or compromise resident safety.

A level III reserve study is an update of a previous study that does

not include the reserve specialist visiting the property. Rather, the reserve specialist analyzes and adjusts the schedule of capital projects and funding plan based on which components were repaired or replaced since the last study. The existing funding plan is altered to reflect the current reserve balance, and future funding needs are then re-calculated.

While a level III study is a cost-effective solution to account for current economic conditions, this update type should not be relied upon if the association has not had a study with a site visit in the last two years due to its limited scope. The condition of any component can deteriorate at an unanticipated rate, and if a miscalculation of a component’s useful life is incorporated into the study, both the project schedule and funding plan will not be accurate. This is why a full reserve study or a level II reserve study with a site visit are recommended on a 3–5-year basis.

TIMING OF RESERVE STUDY UPDATES

Because each property is unique, so is the appropriate timing of reserve study updates. Based on our experience, older and more complex properties (i.e., a high-rise structure built prior to 1980) may need to update their study more frequently than every three years. Newer, less complex properties can generally follow CAI’s guideline of updating on a three-year basis as there are likely fewer major components needing near-term replacement.

For example, newer communities will only require minor repairs as needed on long-lived assets such as piping, given that these systems are new. But, for an older community, components like piping begin reaching the end of their useful life and may need a full replacement. Piping replacement is an incredibly expensive project, so it is paramount that associations are prepared in advance to fund such projects. By updating the reserve study more frequently, older associations can ensure they are funding reserves properly for timely replacement of critical components.

The timing of major projects can also be a contributing factor to update timing. Getting a reserve study up to date prior to a major project can help provide guidance on funding options, including the possible use of a loan if needed. On the flip side, if a capital-intensive project has just been completed, an update can guide associations towards re-building a sufficient reserve balance. Deferring or accelerating the timing of major projects, or if a component is increasingly experiencing problems, can also prompt the need for a reserve study update.

In some cases, communities can safely wait longer than three years to conduct an update. However, this decision should be made together with your reserve study provider. At Reserve Advisors, we provide complimentary consultations to discuss the merits of updating your study versus delaying the service, and if your community can push back an update without financial or physical risk, we can inform your board.

RESERVE STUDIES

Updating your association’s reserve study is essential for the financial and physical wellbeing of the property and residents alike. Updates keep funding plans and repair and replacement schedules on track, and current and future homeowners will benefit from stable, equitable reserve contributions. Boards can fulfill their fiduciary responsibilities by utilizing an up-to-date reserve study, keeping the association happy, healthy, and financially sound.

As the Southeast Regional Account Manager at Reserve Advisors, Nick is responsible for developing long-term client relationships and providing industry-leading reserve study consulting services. Since joining Reserve Advisors in 2010, he has worked with hundreds of management companies throughout the Southeastern United States, ensuring that their associations receive comprehensive reserve studies, customized funding solutions, and consultative support allowing community leaders to understand and implement their plan for long-term financial sustainability. For more information, visit www.reserveadvisors.com.

GOVERNANCE

IRightness, Rules, and Deontological HOA Governance

BY MITCH DRIMMER, CMCA, LCAM, AXELA

n the courtroom of community governance, the Homeowners’ Association stands as both judge and jury. It holds power over property, landscape, and peace of mind. But the question remains, does the HOA wield that power with justice, or merely convenience? What would happen if HOAs operated on moral principles, not just enforcement?

There is a school of thought called deontology, which is a moral theory that guides decisions based on the ethics of an action rather than the consequences it might produce. And if ever there was a corner of civil society in need of this compass, it is the HOA.

Let us imagine a world where HOA boards, property managers, and association vendors made decisions not because they could, but because they should.

FAIRNESS, NOT FEAR, GUIDES GOVERNANCE

A rule enforced selectively is not a rule, it is an expression of bias. If one homeowner is cited for a cracked driveway while another is ignored, your HOA is not promoting order, it is sowing resentment.

Deontological governance demands consistency. It is our duty to enforce all rules equally, even when it is uncomfortable or unpopular. Governance sometimes requires us to take a principled stand even if it is unpopular. Like putting a delinquent owner into collections for defaulting on assessments.

COMMUNICATION IS HONEST, EVEN WHEN IT’S INCONVENIENT

The truth does not need embellishment. Homeowners deserve letters that speak clearly and respectfully, not “friendly reminders”

laced with threats hidden between the lines. All community associations can benefit from adopting a Uniform Collection Policies and instituting standard notification benchmarks. It is always in the best interests of Boards to communicate clearly with owners when there are problems, from delinquency to facility matters.

Ethical communication means respecting the homeowner’s right to understand. Not every violation is a rebellion. Not every delinquency is defiance.

RESPECTFUL TECHNOLOGY DESIGN

Many communities today rely on technology to help facilitate everyday needs. If your online platform makes it easy to pay dues, but hard to appeal a violation or dispute a debt, you’re not managing efficiently, you’re manipulating silently.

Deontological design in HOA software means:

» No hidden buttons

» No confusing patterns

» No “gotchas”

Your technology partners, from community management to accounting to debt collection, should all include unintrusive design and be easy to navigate. Technology tools should support autonomy, not submission.

COLLECTING ETHICALLY

Delinquent assessments are a problem, but not a license to intimidate. The homeowner who owes $1,500 is still a member of

Continued on page 32

GOVERNANCE

the community, not a criminal. The first step to ensure you have the correct contact information before you send first party “courtesy letters.”

The second step is a robust notification engagement campaign that is set, established, and deployed. A letter on day one of the delinquency, perhaps an email ten days later, a text message five days after that, and then restart the cycle until it becomes apparent that the community needs to bring a professional collections partner. One courtesy letter is hardly going to move the needle when an owner has actively defaulted on their assessments.

Deontological collections put dignity first. We must collect ethically, or we lose moral authority. And once that is gone, so too is trust.

TAKING RESPONSIBILITY, NOT JUST CREDIT

The deontological board doesn’t hide behind procedures. It confronts consequences and owns outcomes, even when unintended.

When a policy causes harm, the question is not “Did we follow the rules?” It is “Did we do what was right?”

HOAs are more than administrators. They are guardians of order in the most intimate realm of society, the neighborhood. And when

they act with moral clarity, when they put principle over power, they don’t just maintain property values. They build communities worth living in.

It is not the easiest path, but the road to good governance never is. If the time has come for your community to change how they approach governance and delinquencies, consider finding an ethical HOA collections technology partner.

Mitch Drimmer, CMCA, is a licensed community association manager and President of AxelaTechnologies, a leading technology company that has revolutionized HOA collections with itsinnovative platform. Mitch is also the author of The Art of Collections for Community Associations, apractical guide designed to help managers and board members navigate the complexities ofcollections.

The Lawyers You Want On Your Side Anywhere In Florida

Zach Roth

Barry Ansbacher

Alejandra Gonzales

Hannah Rullo

Key Components to Borrowing: What to Know about Bank Loans

BY TAMMY ZUKNICK, VICE PRESIDENT, ASSOCIATION BANKING, AMERICAN MOMENTUM BANK

In a perfect world, associations could budget for and have the funds available to cover all expenses. Natural disasters would never cause damage that exceeds the cost of what’s available in the association’s reserves. Pool pumps and fire sprinkler systems would never need to be replaced earlier than planned. Capital improvement projects, like installing new roofs and replacing windows, would never go over budget. Insurance costs would never significantly increase from one year to the next.

Unfortunately, we don’t live in a perfect world. These types of unexpected expenses can and do arise. This means that associations will face situations where, for various reasons, they don’t have or can’t access operating or reserve funds to cover over-budget or surprise projects. That’s when borrowing money may be a good option. If your association has decided to pursue a bank loan, the following insights and tips can help you best prepare.

COMMON QUESTIONS ABOUT LOANS FOR ASSOCIATIONS

When our team talks to association board members, we often get the following questions about loans.

What’s the difference between a line of credit and a term loan?

A line of credit for an association is similar to owning a credit card as an individual. If an association is approved for a line of credit, there is a maximum credit limit that the association can draw from as needed.

Typically, this is ideal for managing short-term cash flow issues or smaller unexpected expenses. Interest rates are often variable and can fluctuate based on market conditions, and the duration is usually short-term or renewable annually.

Meanwhile, a term loan provides a lump sum upfront for a specific purpose or project. It’s suitable for defined, large-scale projects

like major renovations, repairs or improvements. Interest rates are usually fixed, making budgeting predictable, and the duration is typically longer, such as from five to 20 years for repayment installments.

Will I need to personally guarantee a term loan for the association?

No; the association is wholly responsible for the loan, and board members are not required to personally guarantee a loan for the association.

We have heard of other banks asking board members to personally guarantee association loans, and that is absolutely unnecessary. This is a good example of why it’s beneficial to work with a bank that specializes in working with associations and understands the ins and outs of the industry and its requirements. Similarly, board members also do not need to personally guarantee a line of credit for the association.

What should I do before approaching a bank about a loan?

Before applying for a bank loan, check the association’s governing documents for any guidelines about pursuing a loan, such as first consulting with an attorney, having a board meeting or getting input or a vote from homeowners.

Also, have a basic understanding of loan repayment options and amounts, to ensure the association and homeowners can withstand an increase to the budget and/or special assessments to make payments on a term loan.

LOAN UNDERWRITING BASICS

If a bank loan makes sense for your community, your banker, who may be working on your behalf through your property management company, will collect financial information on the association. This

Continued on page 35

may include, but is not limited to:

» The past three years’ tax returns

» Audited financial statements

» Current debt schedule, if applicable

» Year-to-date budget

» Proposed budget reflecting increase for loan repayment and current delinquency report

» Current financial statement

» Current delinquency report

» Insurance policies covering the property

After this information is compiled, your banker will construct a credit memo detailing the loan requirements and recommendation for the underwriting department. The bank’s credit officer then has all the information needed to review your association’s loan application.

WHAT BANKS LIKE TO SEE IN LOAN APPLICATIONS

A bank will review and assess several aspects of your association when considering your loan application. The following factors can play in your favor – or against it:

» Fully Completed Paperwork – This may seem like a silly suggestion, but we often see applications with missing information. Fill out all paperwork completely before submitting it to the bank; otherwise, your application will get delayed until the bank receives all the details.

» Adequate Reserves – Banks will want to know whether your reserves are healthy. Has your association recently borrowed from reserves and, if so, have those funds been replaced or budgeted to be replaced? And are there adequate reserves for future projects?

» Consistent Assessment Payment History – Banks like to see that your owners are consistent with assessment payments and that delinquencies are under 5%, ideally.

» Low Percentage of Investor-Owned Units – Communities with a high percentage of investor-owned units may have difficulties securing a loan. This is an issue because, for example, if your community has 100 units and 40 are owned by one investor and that investor goes under, that investor could take the property down with it.

» Favorable Repayment Capacity – Banks will take a close look at the likelihood that your association will be able to repay the loan. One area the bank will review is whether or not it’s feasible for your association to increase the budget and special assessments to cover loan payments.

FINANCE

For example, an association with no reserves seeking a $1 million bank loan would need to substantially increase assessments to owners. Even if the budget increase passes a board vote, the bank could decline the loan application if it thinks the assessment increase is too high to realistically collect on or may cause a spike in delinquencies.

Also, banks may be less willing to approve a loan following natural disasters, depending on the circumstances. For example, a community with units valued at $125,000 per unit seeking a $25 million loan to repair roofs following a hurricane may have a hard time securing a loan. A bank could anticipate that unit owners may walk away from their damaged units, therefore decreasing the amount in assessments the association could collect and put toward repaying the loan.

BENEFITS OF ASSOCIATION BANKING SPECIALISTS

If you’ve made the decision to borrow money, it’s important to find the right bank. Some banks, such as American Momentum Bank, specialize in association banking. Because these banks better understand an association’s budgeting process, financial position and other variables specific to associations, they tend to be less conservative than other banks.

Banks that specialize in association banking can be particularly helpful for associations that may not be able to meet all the suggestions listed above.

For example, even though banks typically like to see a low percentage of investor-owned units, institutions with association banking experts may be willing to take a closer look at the details during underwriting, such as how many investors are involved. The bank may look more favorably on a community that has 40 units owned by 35 different investors than 40 units owned by one investor.

Similarly, these banks also may be more willing to work with communities with delinquency rates over 5%, if the other numbers look good. Note that many association-friendly banks may require an existing banking relationship before considering a loan application. When the real world presents financial challenges that your association didn’t plan for, the above insights should help prepare you for understanding and pursuing a bank loan.

Tammy Zuknick is Vice President of Association Banking at American Momentum Bank. For more information, Tammy can be reached at tzuknick@ americanmomentum.bank and 941-713-8523.

FIBER

Understanding Wireless Technology

BY BRIAN JONES, SUMMIT BROADBAND

Understanding wireless technology and the modern evolution of connectivity. And by the way, what is Internet of Things (IoT) and how does it affect me?

Wireless technology is how we connect. We do this by using radio waves or infrared signals to tranmit data. Wireless tech not only plays a big role in how we communicate and use devices in modern life, but it’s become the most common type of wireless technology. This includes Wi-Fi, Bluetooth, cellular networks like 5G, satellite communication, and infrared (IR) typically used in remote controls.

This is why Fiber To The Home (FTTH) has become a necessity. FTTH enables users to maximize the speeds and bandwidth offered by the Interent Service Provider (ISP).

Fiber-optic internet provides a seamless solution to reliable connectivity and bandwidth needed for a large number of connected devices. Fiber’s high speed and stability allow for more efficient and complex IoT networks without performance degradation, especially wireless technology.

Ultimately, we want to ensure the delivery of data from FTTH in today’s environment due to the mass volume of IoT or smart objects in each household. In 2023, the average number of IoT objects in each household was 17. These IoT items not only include computers, gaming devices, smart phones, and smart TVs, but they also include some common household items you don’t often consider like appliances, sensors, thermostats and door bells.

So, how does it work? Fiber-optic cables carry data at very high

speeds over long distances using light signals. They form a core infrastructure (or “backbone”) of the internet. Wi-Fi is the final step that delivers a signal wirelessly from your router to your phone, laptop, or device. Your Internet Service Provider (ISP) will bring you FTTH or premise – a modem or router takes that ultra-fast fiber connection and converts it into Wi-Fi. Then your device connects wirelessly to the router. In summary, fiber-optic internet enables your Wi-Fi to provide faster speeds, low latency, support more devices, and provides future proof technology for a digital home.

This robust connectivity provided by fiber is essential to power the advanced features of today’s digital homes, which increasingly rely on integration and AI to learn user preferences and adapt to anticipate needs, like adjusting the thermostat based on weather forecasts or customized lighting based on time of day. This technology can utilize gesture control and facial recognition. It provides conservation such as energy management for meters and appliances to reduce consumption and help homeowners save money while being more sustainable.

The future of digital homes or fully integrated homes will operate seamlessly, with devices communicating automonously. We will see the development of health and wellness integration and enhanced security such as biometric authentication and AI surveillance for an even smarter security environment or privacy management. The modern evolution of digital homes reflects a shift from simple automation to intelligent, interconnected ecosystems that leverage AI, cloud computing, and IoT to create homes that learn, adapt, and enhance the way we live – making daily life more convenient, secure, and energy efficient.

& PONDS

The Top 5 Things to Know if You’re New to Lake and Pond Management

ARTICLE & PHOTOS BY SOLITUDE LAKE MANAGEMENT

If you’re a property manager or community leader suddenly tasked with overseeing a lake or pond, you might feel unsure where to begin. Maybe you’re new to managing waterbodies altogether, or perhaps you’ve done so before, but feel you still have a lot to learn. You’re not alone—many people in your position find lake and pond management intimidating.

Fortunately, with the right knowledge, you can approach this responsibility with confidence.

These are the top five things you need to know to successfully manage your waterbody, ensure it remains a valuable asset to your community, and help keep residents happy.

1. MOST COMMUNITY WATERBODIES ARE MANMADE

Most urban ponds are man-made and designed primarily for stormwater collection. While they may offer aesthetic and recreational benefits like fishing or kayaking, their core purpose is to manage stormwater runoff during heavy rainfall, filter pollutants, and prevent flooding. Stormwater ponds contain important infrastructure that require regular inspections. Keeping an eye on this equipment—and working with professionals when necessary— is crucial to maintaining the health and function of your stormwater

pond. Neglecting these structures or failing to address potential issues could lead to costly damage, safety risks, and regulatory fines.

2. LAKES & PONDS ARE ALWAYS CHANGING

Lakes and ponds are dynamic ecosystems influenced by a variety of factors, including seasonal weather shifts, temperature fluctuations, and varying levels of sunlight. For example, warmer temperatures and abundant sunlight can promote nuisance plant or algae growth and diminish dissolved oxygen, which is essential to a healthy waterbody.

Additionally, practices such as gardening, landscaping, and dog walking can introduce runoff containing fertilizers, pet waste, and other contaminants into the water, creating imbalanced conditions. Environmental changes happen quickly, but with the right management practices in place, you can minimize the impact of these fluctuations.

3. MOST URBAN WATERBODIES NEED TO BE MANAGED

This is a common question for new lake or pond owners, and the short answer is: yes, most require year-round management to stay healthy

and meet your specific goals, whether for stormwater collection, resident engagement and recreation, or improved aesthetics and property values. On the other hand, poor management can rouse complaints, create safety risks, and contribute to more serious issues like cultural eutrophication—the accelerated aging process of a waterbody.

Over time, stormwater ponds carry excess nutrients into the water that fuel nuisance weeds and algae and promote muck development. Eventually, the waterbody will fill with muck and sediment until it can’t hold sufficient water levels. Proactive management can help slow this aging process, but it’s also essential to plan for future muck removal solutions like dredging. Dredging helps restore waterbodies to their original depth and volume, but is one of the costliest projects a community will ever face. In addition to ongoing management, budgeting

far ahead of time (10-20 years) will help ensure you have the funds in place when the time comes.

4. NO TWO POND MANAGEMENT PROGRAMS ARE THE SAME

When it comes to lake and pond management, there is no one-sizefits-all solution. This means that even if a neighboring community has a similar pond, their management approach could be completely different. Your custom management program will depend on factors such as the pond’s size, the surrounding landscape, and your budget. A program focused on keeping water clear and aesthetically pleasing will look very different from one aimed at creating fun fishing opportunities. Likewise, a waterbody surrounded by trees has different needs than one near a well-manicured lawn. Effective programs are designed with all of these factors in mind.

5. ALGAE AND POND WEEDS ARE SYMPTOMS OF UNDERLYING PROBLEMS

Aquatic weeds and algae are often viewed as isolated issues, but they’re actually visible signs of water quality imbalances, such as high nutrient levels or dissolved oxygen deficiencies, or of underlying problems like muck accumulation. While reactive strategies like herbicides and algaecides can safely eliminate nuisance growth, they provide only temporary relief.

A preventative approach is essential to maintain lasting water quality balance. In addition to regular water quality monitoring tests, proactive solutions like nutrient management can help reduce the availability of nutrients in the water, limiting the potential for future growth.

Fountains, surface aerators, and submersed aerators can help increase circulation and dissolved oxygen, making the waterbody more resilient to imbalances. Furthermore, mechanical hydro-

LAKES & PONDS

raking can be used to scoop out nutrient-rich muck and debris in areas with severe accumulation.

Even for those managers who may be familiar with pond management best practices, there are always new innovations in water management to discover. Emerging photocatalyst solutions are now being used to help remove muck build-up, increase depth, and restore balanced water quality. These environmentally-friendly options help break down muck and decay, leaving behind sand and a more balanced ecosystem. The toolbox of proactive management solutions is large and an experienced professional can help you incorporate these and many other sustainable tools to ensure lasting waterbody health.

The journey of lake and pond management doesn’t have to be overwhelming—it can be a rewarding opportunity to showcase your professional expertise and dedication to your community. With the right knowledge, you can create a thriving waterbody that elevates your community’s appeal, value, and reputation for years to come.

SOLitude’s team of aquatic scientists specialize in providing customized lake, stormwater pond, wetland and fisheries management programs. Services include water quality testing and restoration, algae and aquatic weed control, installation and maintenance of fountains and aeration systems, shoreline erosion control, muck and sediment removal and invasive species management. Contact SOLitude at 855-534-3545 or visit solitudelakemanagement.com.

RESERVE STUDIES

CThe Importance of Communication in Reserve Studies

BY ANASTASIA KOLODZIK, PRESIDENT, EXPERT RESERVE SERVICES, INC.

lear and timely communication is essential in the preparation of accurate and effective reserve studies. For a reserve study to truly reflect the needs of the association, the professional conducting the study must receive complete and reliable information from the board, management, or developer. Without proper communication, the reserve study may lack accuracy, leaving the association vulnerable to underfunding, unexpected assessments, or costly repairs.

The foundation of a successful reserve study begins with a thorough understanding of the property’s physical and financial condition. This requires the association to share essential documents, such as governing documents, historical maintenance records, past reserve studies, insurance appraisals, and detailed financial statements. Photos of major components, invoices for past repairs, and information on vendor contracts also help reserve professionals accurately assess useful lives and current costs. Delays or gaps in this communication can result in guesswork and generic assumptions that do not reflect the actual needs of the community.

To accomplish a successful transfer of information, associations can take several proactive steps:

1. Designate a Point of Contact: Having one knowledgeable and responsive person—such as the property manager or board treasurer—serve as the primary liaison ensures consistency and prevents mixed messages.

2. Use Checklists: Reserve professionals typically provide a

checklist or document request form at the beginning of the process. Reviewing and completing this thoroughly helps set the foundation for a comprehensive study.

3. Schedule a Pre-Study Meeting: A virtual or in-person meeting with the reserve analyst at the start of the engagement allows for clarification of the association’s unique needs and components.

4. Digital File Sharing: Using organized digital platforms like Google Drive or Dropbox to share documents ensures that nothing is lost in transit and allows both parties to track submissions in real time.

5. Respond Promptly to Follow-Ups: Reserve professionals often require clarifications or additional data as they prepare the report. Prompt responses help keep the study on schedule and reduce the risk of errors.

In summary, communication is not a passive step in the reserve study process, it is the cornerstone. Associations that engage openly and consistently with their reserve professionals receive the most accurate, actionable, and tailored reports, ultimately protecting their long-term financial health.

Timely Landscaping Tips for Community Associations

BY STERLING BAKER, TOP NOTCH LANDSCAPE & IRRIGATION

Maintaining a well-kept landscape in a community requires efficient processes, proactive management, and a reliable system for handling service requests. A structured approach ensures that landscapes remain healthy, visually appealing, and functional while minimizing unexpected issues. Communities can ensure timely landscaping solutions that enhance property value and resident satisfaction by implementing preventative maintenance strategies, utilizing an organized work order system, and relying on experienced on-site personnel.

PROACTIVE LANDSCAPING FOR PREVENTATIVE MAINTENANCE

A well-maintained landscape doesn’t happen by chance; it requires consistent monitoring and proactive decision-making. One of the most effective ways to manage landscaping efficiently is to identify and address potential issues before they escalate.

For example, regularly inspecting irrigation systems can help detect inefficiencies such as leaks, clogged nozzles, or misaligned sprinkler heads. Addressing these problems early prevents overwatering, dry

patches, and costly water waste. Similarly, monitoring plant health allows for early detection of pests, diseases, or nutrient deficiencies, reducing the need for large-scale replacements or extensive treatments.

AN EFFICIENT WORK ORDER SYSTEM FOR TIMELY SERVICE

Even with proactive maintenance, landscaping concerns will inevitably arise. A structured work order system is essential for tracking and addressing issues promptly. When work orders are organized and prioritized efficiently, common concerns, such as broken irrigation components, fallen tree limbs, or drainage problems, can be resolved promptly, reducing disruptions for residents.

A well-managed system ensures that all service requests are logged, assigned, and tracked, providing clear accountability and reducing delays. Keeping property managers, board members, and landscaping teams informed about the status of each request fosters Continued

transparency and trust while ensuring that critical issues receive prompt attention.

EXPERIENCED ON-SITE LEADERSHIP FOR IMMEDIATE SOLUTIONS

Any landscaping maintenance plan’s success depends on the expertise of on-site personnel. Well-trained production managers and crew leaders are key in identifying potential issues and ensuring that work is completed efficiently and to a high standard.

Having experienced leadership on-site means minor problems can be corrected before they become major concerns. Suppose a crew leader notices a developing issue, such as an irrigation zone not functioning correctly or signs of stress in a plant. In that case, they can address it immediately rather than waiting for a service request. This level of responsiveness minimizes downtime and ensures that landscapes remain in top condition.

A PROCESS-DRIVEN APPROACH TO LANDSCAPING SUCCESS

Timely and effective landscaping requires more than just routine maintenance—it demands a well-structured process that prioritizes prevention, organization, and on-site expertise. Communities

LANDSCAPING

implementing proactive landscape management, efficient work order tracking, and experienced leadership can maintain beautiful, functional outdoor spaces with minimal disruption.

By adopting a process-driven approach, property managers and community associations can ensure that landscaping issues are handled quickly and efficiently. This leads to enhanced curb appeal, improved resident satisfaction, and long-term cost savings.

Sterling Baker of Top Notch Landscape & Irrigation is a local Floridian, born and raised in Orlando. I have worked in various locations, including the Appalachian and Rocky Mountains, the Central and coastal east coast of Florida. My expertise encompasses tropical plants, shade gardens, native plants, water features, hardscaping, and xeriscaping, as well as the proper techniques to build/construct and maintain those projects. I take pride in my passion for plants and my dedication to creating the strongest teams in the industry.

A TRUSTED PARTNER FOR COMMUNITY ASSOCIATIONS

Sherwin-Williams understands the needs of HOAs and has the products and services to ensure long-lasting curb appeal and easy maintenance. From premium paints that provide performance and protection to color design services, on-site assistance, maintenance manuals and more — we’re here to help throughout the state of Florida.

Orlando Metro District

Amber Schmidt

Community Association Specialist

The Sherwin-Williams Company (352) 504-9079

Proper Spa Management Prevention of Legionellosis Outbreaks in Spas

BY LAUREN BROOM, SPACE COAST SCHOOLS

Legionella in spas (hot tubs) is a serious concern, especially for community association managers overseeing multi-unit properties like condominiums, apartment complexes, or HOA-managed communities. Improper maintenance of spa facilities can lead to Legionnaires’ disease, a potentially deadly form of pneumonia, which can then result in lawsuits, fines, or even criminal liability.Here’s what community association managers need to know to keep spas safe and avoid liability.

WHAT IS IT? HOW DOES IT SPREAD? HOW AND WHO DOES IT AFFECT?

Simply put, Legionella pneumophila is a bacterium that can be transmitted to people from poorly maintained spas. Why do you ask for only spas?? The bacteria loves the hot water temperature of 77°F - 108°F usually found in a spa. It also loves if the water in the spa is not circulating for a period. Additionally, the Legionella bacteria is spread by aerosolized water droplets or mist created by the spa therapy jets. The mist of water contains bacteria that enables it to get deep into the lungs and cause specific symptoms.

You do not even have to be in the spa to breathe in the mist. Simply sitting right next to the spa downwind to the mist can put you at risk.These symptoms can be loss of appetite, body aches, headache, fatigue, fever, chills, diarrhea, abdominal pain, pneumonia, and nonproductive cough. The severity of symptoms can vary by person based on if that person’s immune system is compromised.

The groups of people most likely to be impacted by this bacterium are: elderly, pregnant women, children and others with conditions that lower their immune system (medical conditions, smokers, and other medical breathing conditions. Legionellosis is not a common outbreak, but when it does occur, it is more serious than many of the other recreational water illnesses.

The number of cases in the United States have increased in recent years. This could be due to many reasons like inexpensive testing or simplified testing options for the medical community. Simply, it could just be that the awareness of this illness to the public and the medical community has grown and the reporting of it has increased. I believe there is a combination of all these reasons that are at the heart of why Legionellosis is being spoken more about in the pool industry.

WHERE IS IT FOUND?

Legionella is always found in natural and artificial freshwater environments worldwide. Within a spa environment, Legionella will reside in the biofilm in the spa piping, jets and other spa equipment. What is biofilm? It is a community of microorganisms surrounded by the slime they secrete, attached to either an inert or living organism. Most of the time, Legionella likes to shelter with amoeba in the spa piping.

WHAT CONDITIONS INCREASE ITS SPREAD?

Water temperature between 77°F - 108°F causes rapid growth of this bacteria in spa water. Spa water which is not circulating for a period creates better environments for the bacteria to form in the biofilm in the spa plumbing lines, spa therapy jets and return lines. Decreased filtration and improper water chemistry can have some effect on the bacteria’s presence in the water.

Scaling water conditions will increase the number of rough surfaces in the spa pipes, equipment, return lines and spa therapy jets, which bacteria can adhere to with buildup of biofilm. Filtration helps to remove sediment from the water, otherwise the bacteria can easily bind with these sediments in the water. If biofilms or

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SPA MAINTENANCE

amoebae are allowed to be present in the spa lines and equipment, then the bacteria can reside in this biofilm, or with the amoebae, in a perfect environment for it to survive. Lack of spa disinfection can also contribute to bacteria being present at sufficient levels to cause illness. High pH levels will decrease the percentage of active chlorine working in the water. This reduces its’ ability to kill this bacterium. High cyanuric acid levels will also prevent free chlorine in the water from disinfecting at its peak performance.

CASE STUDY: LEGIONELLA PNEUMOPHILA

OUTBREAK

IN

INDIAN RIVER COUNTY, FL

In 2016, I worked on an outbreak of two people infected with Legionella pneumophila from beginning to end, in a 55+ community in Indian River County, Florida.

How did the Health Dept. learn about it?

The people that were ill had visited either a local hospital or doctor’s office after developing pneumonia or other symptoms of Legionella. This resulted in the doctor’s office using a simple urine antigen test to determine if the antigen was present. This test is very simple and inexpensive compared to many other lab tests used to diagnose. If a patient is currently symptomatic with pneumonia and tests antigen positive, then doctors usually diagnose them with Legionella. The following step is for the doctor’s office or laboratory to report the results to the local health department since it is on the Reportable Diseases/ Conditions List for Florida.

What does the Health Dept. do with the Lab Results?

The local health department will not just sit on the result. Once received, it is assigned to a nurse or environmental health professional to contact the ill person and conduct a lengthy interview, involving specific questions regarding this bacterium to try and determine how the person became infected. In this instance, we found that both individuals used a public spa in the same 55+ community within the same week of each other.

What’s next for the Health Dept.??

The public spa, which is in common between the subjects, is then assigned to an environmental health pool inspector to conduct an inspection of that spa for risk factors that may exist, which could have contributed to the Legionella outbreak. Possible violations are notated on an inspection report and given to the property owner.

In this example, the spa was inspected and found to have no disinfectant level, a high pH level, their ORP controller was not operating properly, and there was no daily log of chlorine and pH levels. These violations were notated, and the spa was immediately closed. Poorly maintained ORP controllers can contribute to many issues in the spa. ORP shall be maintained between 700-850 mV per Florida Dept. of Health.

LOW ORP LEVEL & HIGH PH LEVEL ON ORP CONTROLLER

The spa was reinspected and once all violations had been corrected, the spa was allowed to re-open. A formal notice of violation was also issued to the property owner to alert them that if these violations existed during the next year, there would be fines imposed or further involvement by the Department of Health.

What was the issue?

This public spa was serviced by an offsite licensed pool service contractor. The conditions found upon inspection were possibly due to negligence on the part of the pool service tech by not maintaining proper disinfectant levels, pH levels, operable ORP controller and current daily chemical log on the property.

Other Legal Issues….

There were other legal issues that this property had to deal with. The family of one of the ill persons obtained a lawyer and sued the property owner and the pool service company. The lawyer issued a public records request from the Florida Dept. of Health for inspection records and other documents within specific time period that were relevant to this outbreak. They cannot obtain any medical records that would be protected by HIPPA.

In the end, it was found that the pool service company and property owner were both negligent due to improper maintenance of the public spa. The property owner and pool service company both had to pay monetary damages to the family who filed the lawsuit.

WHAT CAN YOU DO TO CONTROL LEGIONELLA IN THE PUBLIC SPA?

A pool pro can maintain the following items to minimize the potential for Legionella outbreaks in public spas they service. It is important that a pool pro treat all spas/hot tubs as having the potential for Legionella growth.

» Follow all manufacturer recommendations and local jurisdictional health agency requirements.

» Daily monitoring (recommend twice per day or hourly depending on use) of disinfectant and pH levels and record on chemical log.

» Daily review of chemical logs and operating records for trends on disinfectant residuals or pH levels to indicate specific maintenance that needs to occur.

» Maintain proper disinfectant levels at all times - Chlorine 3-10 ppm; Bromine 4-8 ppm.

» Maintain pH levels between 7.2-7.8

» Use of ORP to monitor disinfectant and pH levels and use automatic chemical feed to maintain these levels.

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SPA MAINTENANCE

» Maintain cyanuric acid levels below 40 ppm so that chlorine is free to disinfect properly

» Maintain proper water balance to prevent scale & better % of chlorine working

» Run jet therapy pump daily for 15-30 minutes to ensure that chlorinated water is run through the therapy jet lines

» Backwash sand and diatomaceous earth (DE) filters routinely per manufacturer’s recommendations.

» Replace cartridge filter elements regularly per filter manufacturer recommendations.

» Ensure there is steady water movement across spa filter 24 hours per day.

» Post and enforce the maximum bather load from spa rules sign.

» Post rules on spa rules sign on appropriate use of the spa.

» Post spa signs with warnings regarding increased risk to those who are immune-compromised or chronic lung conditions/illnesses.

» Close spa daily to carry out disinfection of higher than allowed disinfectant residual per health code for at least 1-4 hours. Free chlorine level of 10 ppm O; 10 times the combined chlorine level.

» Drain, vigorously scrub, clean and disinfect spas walls, surfaces, tile and all holding tanks. Use 1:10 sodium

hypochlorite to water solution that is freshly made for disinfection.

» Spa water ages, thus need to be replaced per equation - water Replacement Frequency in days= Spa Volume /3/Average users per day.

» Indoor spas/hot tubs should be in rooms with isolated air handlers and dehumidifiers. Locate building air handling system outlets and returns to reduce transmission.

These items should be of high importance to the property and should be closely monitored. Prevention of this type of recreational water illness outbreak should be of the utmost importance, due to the possible legal and financial ramifications.

Lauren Broom is the owner of Space Coast Pool School, LLC for the past 13 years. She is a PHTA® Authorized Instructor. She attended college at the University of Central Florida where she received a Bachelor of Science in Biology. She holds her Registered Sanitarian, R.S. with the National Environmental Health Association (certification in public health). Lauren has 17 years of experience in the inspection of commercial public pools in Florida as an inspector from the Florida Department of Health along with recreational waterborne disease outbreak investigations.

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