FLCAJ — February 2025

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OUR ONGOING CONTINUING EDUCATION PROGRAM As leaders in Community Association Law, we not only helped write the law – we also teach it.

Did you know Becker provides over 200 educational classes per year throughout the State of Florida on a variety of topics ranging from board member certification to compliance, and everything in between?

As a service to the community and industry, we are pleased to offer some of our most popular classes online for you to participate in from the comfort of your own home!

To view our entire class roster, visit www.beckerlawyers.com/classes Pioneers in Community Association Law Becker grew out of its pioneering role creating the law pertaining to the operation of common ownership housing, with many of the leading cases in the field bearing the firm’s name. In keeping with our committment to our clients and the industry, Becker attorneys provide over 200 educational classes per year for board members and managers, and also advocate on behalf of clients through the firm’s lobbying arm, the Community Association Leadership Lobby (CALL).

Becker has more certified attorneys in Business Litigation, Construction, Real Estate, and Condominium & Planned Development Law combined than any other law firm in the state. Board certification demands rigorous testing and is in recognition of having the highest standards of skill, specialty knowledge, proficiency, professionalism, and ethics in community association law.

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February Contents VOLUME 40 NUMBER 2 2025

26

8

62

FEATURES

IN EVERY ISSUE

8 2025 Is a Great Year to Serve on the Board of Directors 6 Journal Notes Guide to Thriving as a Community Association 50 Your 42 FCAP Community Board Member in Florida 82 CAM Matters Welcome to the Board— 54 Roles, Responsibilities, and Requirements Readers' Choice Awards Spotlight 86 58 How to Spot and Avoid Conflicts of Interest Financial Services, Legal Services, and 88 Management Companies Directories 62 Annual Review of Service Agreements for Associations Products and Services Directory 93 Roles and Responsibilities of Board Members 66 vs. a Management Company

68 Navigating an Evolving Landscape and Developing Security Strategies

72 I'm New to the Board, Now What?

76 Insurance for Your Roofing Project Financial Reports to Understand Your 79 Using Association's Financial Health

FOLLOW

96 Display Advertisers’ Index

LEGAL CORNER

26 Information Is Key Association Roundup: 32 Rembaum’s Thinking of Filing a New Lawsuit?

36 Authority to Tow and Insurance Dismissal

US www.facebook.com/FCAPFloridaCommunityAssociationProfessionals

twitter.com/fcap_florida www.fcapgroup.com | FLCAJ February 2025 3

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Journal Notes Legislation passed in 2024 has led

to extensive changes in the requirements for those who serve on their board of

directors. According to the article on page 26 “Information Is Key” by Lilliana

M. Farinas-Sabogal of Becker, she shares

why

the

more

extensive

educational requirements are a good

thing. She highlights the emphasis on direct responsibilities of board members,

consequences for a failure to comply with official records statutes, and policies like unit owner participation at board meetings.

On page 8 several service providers

offer their expertise to those serving on

the board, with the goal of helping them

to carry out their responsibilities with excellence. Their advice aims to educate, support, and encourage those who take on this serious responsibility in 2025 of serving on the board.

On page 50 Ashley Dietz Gray with Campbell Property Management has

penned “Your Guide to Thriving as a Community Association Board Member in Florida.” She lists the typical officer positions and their responsibilities as well as a wide range of tasks for which board members are responsible.

Turn to page 58 to read the article by Camille Moore with RealManage, “How

to Spot and Avoid Conflicts of Interest.” She offers a conflict-of-interest definition, the red flags to notice, steps to try and prevent a conflict of interest, and ways to handle a conflict of interest when it arises.

Flip to page 62 to read the article “Annual Review of Service Agreements for

Associations” by Darion Samuels with ADT. He stresses the importance of reviewing

annual service agreements, and points out that when planning year-end budgets,

boards should assess the status of all service agreements and solicit personal experiences residents have had with current vendors.

On page 76 Best Roofing has provided the article “Insurance for Your Roofing

Project.” The article defines what payment and performance bonds are, why they matter to CAMs and associations, and how to obtain these bonds.

Turn to page 79 to read the article “Using Financial Reports to Understand Your

Association’s Financial Health” by Rodrigo Contreras with The ERRO Group. He shares that the monthly financial reports are the cornerstone of financial transparency because they provide real-time, up-to-date information on income, expenses, and

reserve balances. He lists the key components of these monthly financial reports and what each component offers.

FLCAJ is glad to provide such rich, educational resources, and we hope they

serve your board well this year.

Editor

6 February 2025 FLCAJ | www.fcapgroup.com

Publishers Richard Johns Dana Johns Editor Michael Hamline Art Director Nick Walker Advertising Sales Phone: (800) 425-1314 Email: info@fcapgroup.com Circulation/Accounting Tammy Hanner Phone: (800) 443-3433 Fax: (501) 280-9233 Editorial Phone: (800) 443-3433 Fax: (501) 280-9233 FCAP Coordinator Dana Johns Phone: (800) 443-3433 Email: djohns@fcapgroup.com Florida Community Association Journal is published monthly by True Source Publishing LLC 1000 Nix Road Little Rock, AR 72211-3235 Email: info@fcapgroup.com Website: FCAPgroup.com Copyrighted by Florida Community Association Journal. Reproductions of any part of this publication without written permission of the publisher are prohibited.

Subscription Rates

$24 for one year, $48 for three years.

Back issues are $5 each plus postage.

Group rates for 3 or more people are available at $12 per person.

The publisher and editor(s) of this magazine do not accept responsibility for the content of any advertisement, including statements made by advertisers herein, or for the opinions expressed by authors of by-lined articles. The publisher and editor(s) also reserve the right to reject any ad or article for objectionable content in verbiage or images. The intent of this publication is to provide general information only and is not intended to provide specific advice or recommendations. Appropriate legal, financial, or engineering advice or other expert assistance should always be sought from professionals.

Postage paid at Little Rock, AR and additional offices (permit #1085).

Postmaster Send address changes to: Florida Community Association Journal 1000 Nix Road Little Rock, AR 72211-3235 or email info@fcapgroup.com

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2025 Is a Great Year to Serve on the Board of Directors Editor’s Note: The role of board member is essential to community association living. The role can be satisfying when the community is thriving and residents are mostly content. But serving on the board is a serious responsibility, and there are many areas with which to be occupied. With that in mind, a variety of professionals have provided sound counsel in their areas of expertise to assist board members in carrying out their responsibilities well. Thank you for your service to your community in 2025, board members!

MAKE A DIFFERENCE AND IMPROVE YOUR COMMUNITY

By Connie Lorenz

Welcome to the board! Trust me when I tell you in advance, this isn’t going to be what you thought you signed up for! Less than two percent of the community takes care of 100 percent of the problems while the remaining 98 percent complain about them. But that’s ok because that is exactly why you wanted to become a board member—to make a difference and better your community! What better way to start improving your community than by making sure your roadways and parking lots are safe for all your residents as well as visitors! Are you uncertain where to start? Reach out to us here at Asphalt Restoration Technology Systems for your free, no-obligation property evaluation! Wherever the road takes you, Asphalt Restoration Technology Systems will be there!

Connie Lorenz is president of Asphalt Restoration Technology Systems. For more information visit www.Asphaltnews.com or www.Asphaltchick.com, call 800-254-4732, or find her on X (formerly Twitter) at #theAsphaltChick.

8 February 2025 FLCAJ | www.fcapgroup.com

NEW BOARD MEMBERS, WELCOME

By Bryony G. Swift

Condominium and homeowners’ association boards of directors across the state of Florida are gaining new members this election season.

All board members of a condominium, cooperative, or homeowners’ association have a fiduciary relationship to the owners in their community, so board members must serve their association in good faith, with the care an ordinarily prudent person in a like position would exercise under similar circumstances, and in a manner they reasonably believe to be in the best interests of the association.

There are a few necessary steps all new board members must complete within the first 90 days of board service. First, new board members must familiarize themselves with the governing documents of their community. The governing documents are the declaration, articles of incorporation, and bylaws. These documents establish the rights and obligations of both the membership and the association, so a general understanding of the governing documents is crucial to understanding the role of the board. In Florida the business judgment rule protects the business decisions of a board of directors so long as the board acts in a reasonable manner. Acting in accordance with the rights and powers granted by the governing documents is a necessary component of acting in a reasonable manner.

Next, a newly elected director must complete a new director educa-

tion curriculum within 90 days from the election, obtain a certificate proving completion of this education course, and provide that certificate to their board secretary no more than 90 days after the election. Additionally, within 90 days after the date of election, all new directors serving on a condominium association board of directors must certify in writing that they have reviewed the association’s declaration of condominium, articles of incorporation, bylaws, and current written policies; will work to uphold such documents; and will faithfully discharge their fiduciary responsibility to the association’s members. This written certification must also be given to the association secretary within the first 90 days.

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donating your time and energy to making your community a better place to live.

Bryony G. Swift is a shareholder with Becker. For more information visit beckerlawyers.com, email bswift@beckerlawyers.com, or call 941-957-2991.

HIDDEN FEES AND FINE PRINT: WHAT BOARDS NEED TO KNOW

By Keith Minarik

Congratulations on being elected to the board! One of the many things you may take on over the next year is choosing a new provider for your community’s internet and/or TV. When selecting a vendor for your association, it’s tempting to focus solely on the lowest price. But savvy board members know that what’s in—and what’s missing from—a contract can have a greater impact on your community’s bottom line.

Start by ensuring you’re comparing vendors on an “apples-to-apples” basis. Are all proposals equally comprehensive? Beware of hidden pitfalls like vague terms, omitted services, or surprise fees. Some vendors may exclude taxes, administrative costs, or service upgrades, leaving your association to foot the bill later.

Look for contracts that clearly define performance guarantees, timelines, and responsibilities. A vendor that stands behind their work will be transparent about deliverables and costs.

In the end the cheapest option isn’t always the best value. Choosing a vendor with a well-structured contract protects your association from financial surprises and ensures long-term satisfaction. Your community deserves nothing less.

Keith Minarik is vice president of community development. To learn more about Blue Stream Fiber or about bringing fiber-optic internet to your community, please visit bluestreamfiber.com/partner, email kminarik@bluestreamfiber.com, or call us at 888-960-2855.

TAKE CHARGE IN 2025: SERVING ON YOUR COMMUNITY’S BOARD

By Ashley Dietz Gray

First off, thank you for volunteering to serve on your community association’s board!

Community association boards are unique and differ in form and function from other boards, such as corporate or school boards. Your community board is a political organization run by unpaid volunteers, with highly invested shareholders (homeowners) who have differing values and may not agree on common goals.

10 February 2025 FLCAJ | www.fcapgroup.com

Board members are responsible for overseeing the administration, maintenance, management, and operation of the association property. Key duties include working with your management company in establishing an annual budget, conducting legal elections, overseeing maintenance, managing finances, participating in meetings, enforcing rules, and collaborating to achieve the association’s goals.

New HOA and condominium board members must complete a state-approved board certification course within their first 90 days. Check out campbellevents.org to see our full schedule of virtual HOA and condominium board certification courses for 2025.

Being on the board is a thankless job, but someone must do it. Like George Washington, who reluctantly stepped into leadership as the first President of the United States, you’ve taken on a challenging but vital role. Thank you for your commitment to serving your community and helping it thrive!

Ashley Dietz Gray is vice president of marketing for Campbell Property Management. For more information visit www.campbellmgt.com or www.GetFAN.org, email adietz@campbellproperty.com, or call 954-427-8770.

WELCOME TO THE BOARD—EMBRACE THE POSSIBILITIES

By Gabriella Bianchini

Welcome, new board members and those who are returning to these important roles! We extend our heartfelt appreciation for your commitment to volunteerism as you advance your communities’ daily lifestyles and associa-

tions to the next level.

As you excel in your position as a board member, it comes with a number of responsibilities. Within 90 days after being elected, appointed board members must execute a written certification and complete education requirements. Board members have a fiduciary duty to govern following all govering documents as well as policies and procedures appropriately. This can sometimes be challenging as new codes often arise.

To gain knowledge and insight, one can always consult

with an association attorney.

It’s valuable for board members to be proactive, communicate strategic decision-making, collaborate on leadership, be a force of involvement within the community, and stay informed on professional development schedules.

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For more insight regarding Carousel Development & Restoration Inc. and their philosophies, please call 561-272-3700, emails are greatly welcomed at CDRI@info.net, or our website can be viewed at www.CDRI.net.

UNDERSTAND AN ASSOCIATION’S FINANCES

By Castle Group

As a new board member, understanding an association’s finances is critical to getting up to speed. Learning from the shortcomings and successes of previous budgets, while staying focused on their impact on the future, allows new board members to be onboarded faster and with a complete understanding of the “why” behind where the community stands financially.

For returning members, help prepare new board members to govern by providing the contacts and resources necessary to understand the association’s current financial standing.

Lastly, maintaining open and transparent communication with the association’s property management company will give board members access to information and resources. From hiring the right vendors to reviewing the budget, property managers are valuable to board members seeking to comprehend how the community has used and is currently using its funds.

To learn more about how Castle Group can serve your community, request a proposal at castlegroup.com/request-a-proposal/.

www.fcapgroup.com | FLCAJ February 2025 11

REACH OUT TO YOUR BUSINESS PARTNERS

By Kathy Naughton, CMCA, AMS

Welcome to the board! Association budgets are expected to face rising challenges due to increased costs in insurance, maintenance, and state-mandated structural integrity upgrades for condominiums. Our budgets are being driven by legislation that demands greater financial transparency and stricter reserve fund requirements.

These adjustments may lead to increased monthly dues or special assessments to cover the rising cost of condominium ownership. As a board member you will be tasked with making difficult financial decisions. Balancing fiscal responsibility with realistic budgets while meeting new statutory requirements may prove to be difficult.

Be sure to reach out to your business partners for their guidance and expertise. Being a board member doesn’t mean you have to know everything; that is why you partner with the subject matter experts in the industry. Business partners are here to help and support your association!

Kathy Naughton is a vice president of the association banking group for Centennial Bank. For more information, visit www.my100bank.com or call 866-227-0441.

12 February 2025 FLCAJ | www.fcapgroup.com

BOARD SUCCESS BLUEPRINT

By Anna Rogers

As a board member, your role carries significant responsibilities and challenges aimed at preserving, protecting, and enhancing your community. To support you, we’ve outlined the following essential focus areas: Fiduciary Duties—Uphold the principles of care, loyalty, and confidentiality. Pursue board certification to guide informed decisions, safeguard sensitive information, and prioritize the community’s well-being while adhering to legal requirements.

Transparency—Foster trust through clear communication.

Share updates on projects, finances, and community matters via newsletters, emails, or a website to keep members informed.

Financial Oversight—Work with an experienced banking professional, establish fraud controls, and create a robust budget covering operations, reserves, and projects. Maintain accurate records and distribute financial statements regularly.

Life Safety—Ensure compliance with Florida’s structural inspection and reserve study mandates, if applicable.

Legal Compliance—Review governing documents with an association attorney to uphold legal and regulatory standards.

Approach these areas proac-

tively to foster a thriving, well-managed community.

Anna Rogers is SVP, community association relationship manager at Cogent Bank. Explore Cogent Bank’s association banking offerings at cogentbank.com and contact me at arogers@cogentbank.net.

REGULAR VENT CLEANING AND MAINTENANCE: A CRITICAL RESPONSIBILITY

By Kendal Kopp

Congratulations and welcome to the board! Starting this exciting new journey of serving your community means you’ll play a key role in shaping decisions that impact fellow residents of shared amenities like FAMILY OWNED AND OPERATED FOR OVER 50 YEARS your laundry room facility. As your favorite local laundry equipment vendor, here is our best practice tip to ensure interior structural maintenance within your community.

Regular Vent Cleaning and Maintenance: A Critical Responsibility One of the most crucial, overlooked aspects of laundry facility maintenance is scheduling regular dryer vent cleanings. Clogged vents not only reduce the productivity of the machines but can also pose severe fire hazards. As part of your association responsibilities, boards should schedule regular cleanings of all dryer vents at

www.fcapgroup.com | FLCAJ February 2025 13

least once a year or more. Proper vent maintenance will extend the life of your equipment, reduce energy consumption, and enhance the overall safety of your laundry room, contributing to both cost savings and resident satisfaction.

Kendal Kopp is director of public relations and media content for Commercial Laundries Inc. For more information visit commerciallaundries.com, email kendal@ciifl.com, or call 786-982-7729.

MAKING COMMUNITY SAFETY A TOP PRIORITY

By Brie Shouppe

Ensuring the safety of a community is crucial for homeowner associations and residents alike. As a board member there are several security practices to consider that can greatly enhance your community’s security.

Regular Security Audits—Conduct periodic security assessments to identify vulnerabilities.

Partner with an expert for strategic advice.

Implement Security Technology—Employ advanced access management technology and camera systems to deter crime and provide valuable data and surveillance footage.

Install Adequate Lighting—Well-lit streets and common areas can significantly reduce unwanted behavior. All lighting should be regularly maintained.

Promote Communication—Use newsletters, apps, or email communication to share security updates and tips with residents. Keeping the entire community engaged and informed is just as important as the security systems and methods in place.

By implementing these best practices, new and returning HOA board members can effectively enhance the safety and security of their associations.

Brie Shouppe is vice president of marketing for Envera Systems. For more information, visit www. enverasystems.com, email info@enverasystems.com, call 855-380-1274, or find us on social media at https:// www.linkedin.com/company/envera-systems.

14 February 2025 FLCAJ | www.fcapgroup.com

BEING A CONDOMINIUM BOARD MEMBER: A REWARDING CHALLENGE

By Anastasia Kolodzik

Serving on the board of a condominium is no small task.

The role comes with significant responsibilities, from navigating new regulations to managing insurance increases and handling the day-today operations of the community. While it may lack glamour, approaching the role with a business mindset, staying informed, and listening to the needs of your members can lead to substantial benefits—not just for the property but for your investment as well.

Here are a few key responsibilities and requirements for board members to keep in mind as follows: Replacement Cost Valuations Florida law mandates that condominiums perform replacement cost valuations every 36 months. While this may not align with your insurance renewal cycle, it’s a critical legal requirement to ensure your property is adequately insured.

Reserve Studies Structural Integrity Reserve Study— Condominiums are now required to conduct this study at least every 10 years. Doing so more frequently can be a valuable tool for planning and maintaining the community.

Traditional Reserve Studies—Although not legally required, these comprehensive reports provide insight into all the components the association is responsible for. They are an invaluable resource for creating a thorough and accurate budget.

Milestone Inspections Properties that are 25 years or older must undergo milestone inspections every 10 years. The requirements for these inspections vary depending on the governing municipality but are essential for ensuring structural safety and integrity.

Board Member Certification All board members are now required to complete a certification class provided by the Department of Business and Professional Regulation or certain law firms. This training equips members with the knowledge to effectively manage their responsibilities.

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Welcome to the Board!

While the road ahead may be challenging, the work you put in promises great results for your community and your investment. With the right approach and dedication, your efforts can make a lasting positive impact.

Anastasia Kolodzik is president of Expert Reserve Services. For more information, visit expertreserveservices.com or call 866-480-8236.

ENSURING YOUR COMMUNITY’S RECORDS ARE COMPLETE

By Justin Smith

Congratulations! You are now a member of your condominium association’s board of directors, but what comes next? Outside of complying with board certification requirements and overseeing the general operations and maintenance of the community, one of the core duties of an association is the maintenance of required official records. When someone leaves the board or is not re-elected, the outgoing board member is required to turn over all association records in his or her possession within five days following the election. As a new member of the board, you should ensure that all steps reasonably necessary to obtain records from prior board members are taken. Recent changes to Section 718.111(12)(b), Florida Statutes, impose an obligation that associations maintain their records in an organized manner to facilitate unit owner records inspections and undertake reasonable efforts to recover any records that are lost, destroyed, or unavailable. Ensuring that former board members turn over all records in their possession is the first step toward ensuring the association’s records are complete and can be maintained in an organized manner. If you run into any challenges obtaining records from prior board members, you should consult with counsel regarding documenting efforts to obtain the records and any remedies available to the condominium association.

Justin Smith is a senior associate at Haber Law. For more information, visit www.haber.law or call 305-379-2400.

HOW COMMUNITY ASSOCIATIONS CAN CHOOSE THE RIGHT INTERNET PROVIDER

By Marcy Kravit, CMCA, AMS, PCAM, CFCAM, CSM

Choosing the right internet provider is essential for community associations to ensure reliable connectivity, resident satisfaction, and seamless management. Here are some key strategies to help board members make informed decisions.

Reviewing existing contracts—Begin evaluating current agreements for services at least two years before they expire to allow ample time for research and ensure a smooth transition, if needed.

Assess service offerings—Look for providers with high-speed, symmetrical capabilities and those that offer a community channel to boost engagement.

Understand financial terms—Look for clear pricing structures, avoid 16 February 2025 FLCAJ | www.fcapgroup.com

hidden fees, and explore incentives for switching providers.

Evaluate technical expertise—Research potential providers’ technical capabilities and verify whether technicians are direct employees or subcontractors.

Dedicated support— Consider providers that offer a dedicated account manager to address community-specific needs and clear service level agreements (SLAs).

Prioritize security and future-proofing—Choose a provider that offers robust security solutions and the latest technology to keep your community connected and protected.

Gather resident feedback— Host townhalls to foster community involvement and ensure the provider meets the community’s needs.

By following these best practices, community associations can select an internet provider that not only enhances connectivity but also elevates the overall resident experience.

Marcy Kravit, CMCA, AMS, PCAM, CFCAM, CSM is senior director of community association relations—emerging markets for Hotwire Communications. For more information, visit www.hotwire communications.com.

CLARIFYING RESERVE TERMINOLOGY

By Sundeep Jay, RS, PRA

There are still many associations confused about some of the reserve terminology being used, which I hope to clarify for the readers of this article.

A term commonly found on your typical reserve study is “fully funded balance.” Another term that can also be used is “total accrued depreciation.” A better definition to

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help understand this phrase is the following: what reserve balance the association should have had in their reserve account as of the date of the report “in a perfect world.” If you take the actual balance in the association reserve account and divide it into the fully funded balance, you will obtain a percent funded level. In the State of Florida, the average two years ago was 0 percent to 35 percent. I believe that this number is now going to get better since the passage of the new legislation for condominiums. All condominiums and co-ops in the State of Florida now require a majority vote of its membership to waive any type of reserves (although the structural integrity reserve study or SIRS funds can’t be waived). This is very difficult to obtain for most condominiums, hence the board has no choice but to annually fully fund their reserves for the following budget year.

Sundeep Jay is a senior reserve specialist and professional reserve analyst at J.R. Frazer Inc. For more information visit www.JRfrazer.com, email JRFrazerENT@aol.com, or call 561-488-3012.

STAY COMPLIANT—HEED MANAGEMENT AND LEGAL ADVICE

By Robyn Rocco

We’d like to welcome back board members as we kick off the 2025 New Year!

With so many changes in the Florida Statutes and reporting requirements this year, it’s important to heed management and legal advice to ensure your association is compliant. When tackling updated structural safety regulations, new website requirements, and financial transparency acts, it’s important to know your rights and responsibilities as board members. To start, be sure to get your condominium or HOA board member certification class taken care of within 90 days of being elected. This will help prepare you for your new role. With over 65 years of experience in the industry, Landex is here to help guide you. We have extensive knowledge in administration, accounting, billing and collection, contract negotiation, deferred maintenance, and owner and vendor management in commercial and residential condominium, HOA, and timeshare properties. We wish you continued success!

Robyn Rocco is vice president and a CAM for Landex Resorts. For more information, visit www.landexresorts.com, call 239-369-5874, or email Robyn@ landexresorts.com.

BEST PRACTICES FOR HOA AND CONDOMINIUM BOARD MEMBERS

By Vanessa Furlow and Greg Ashworth

Serving on the board of a Florida HOA or condominium association is a rewarding yet challenging role. Board members are entrusted with maintaining the community’s quality of life, financial health, and property values. Below are essential best practices to help guide new and returning board members: Understand Governing Documents—A thorough understanding of the 18 February 2025 FLCAJ | www.fcapgroup.com

association’s bylaws, covenants, and Florida state laws (such as Chapters 718 and 720 respectively) is foundational. These documents outline the board’s responsibilities and the community’s operational framework.

Prioritize Financial Management—Sound financial practices are crucial. Boards should approve realistic budgets that ensure adequate funding of the reserves. Conducting regular audits of the financials and understanding variances in expenditures is also important to the fiscal management of the association. Transparency in financial matters and communicating those updates to the membership fosters trust and helps aid compliance with regulations and generally accepted accounting principles (GAAP).

Focus on Maintenance— Proactive maintenance planning helps the association avoid costly and potentially avoidable repairs.

Proactive maintenance plans also help preserve property values.

Regular inspections of both the exterior and interior of the building and common areas can identify potential issues early, ensuring timely and efficient resolution.

Navigate Legal Challenges Carefully—Legal compliance is key to reducing liability risks.

Boards should work closely with qualified legal professionals to address enforcement issues, interpret governing documents, draft sound operational resolutions, aid in contract execution, and respond to legal challenges.

Encourage Community Engagement—Effective communication strengthens community trust and involvement. Regular meetings, newsletters, e-blasts, and open channels for homeowner input ensure transparency and foster a strong culture in the community.

Inspect the structure every six months, especially after severe weather. Check for rust, wear and tear, or any signs of damage to the roof and supports.

Roof Care—Clean gutters and downspouts regularly to prevent water damage. Inspect fasteners and replace as needed.

Pest Control—Florida’s tropical environment invites pests. Treat wooden beams and support structures to prevent termite infestations.

Paint & Coatings—Apply rust-resistant paint to metal surfaces to protect against weathering.

Drainage—Ensure proper drainage around carports to avoid water pooling, which can erode the foundation.

Regular care helps extend the lifespan of HOA carports, saving on costly repairs.

Nate Yoder is vice president at Mullet’s Aluminum Products. For more information visit www.mulletsaluminum.com, email nate@mulletsaluminium. com, or call 941-371-3502.

By following these practices, HOA and condominium board members can create harmonious, well-managed communities that thrive both financially and socially.

Vanessa Furlow and Greg Ashworth are vice presidents with Leland Management. For more information visit www.

LelandManagement.com or call 888-465-0346.

KEEP YOUR CARPORT IN TOP SHAPE

By Nate Yoder

Maintaining existing HOA carports in Florida is crucial to ensure safety, durability, and aesthetic appeal. Given Florida’s humid, hurricane-prone climate— especially if located in a coastal location—regular maintenance is essential. Here are some top tips for keeping carports in top shape: Regular Inspections—

SELECTING TECHNOLOGY PARTNERS: BEST PRACTICES FOR BOARDS

By Stephanie Mollison Foulds

Florida’s community associations deserve seamless, reliable connectivity and technology services designed to enhance residents’ daily lives. Fibernow specializes in delivering high-speed fiber internet, premium television packages, and digital phone services tailored for community living.

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With a focus on innovation and unparalleled customer support, Fibernow ensures your association stays connected with the tools and entertainment your residents value most.

Our dedicated community services team collaborates closely with property managers and board members to customize solutions that meet your unique needs. By offering competitive pricing and exceptional performance, we empower associations to make informed decisions that benefit everyone. With 24/7 technical support and a commitment to innovation, Fibernow is a trusted technology partner across Florida.

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with Fibernow’s reliable, future-ready technology. Together, we can make every connection count—because a well-connected community is a thriving community.

Stephanie Mollison Foulds is vice president of marketing at Fibernow.

Visit fibernow.com to learn more and schedule a consultation today.

OUR SOLUTION TO SILICONE-BASED WALL COATINGS

By Alexandra Freeman

Welcome to the new board members and those who are returning! Did you know that silicone-based architectural wall coatings may, over time, become unsightly due to atmospheric deposits of dust and dirt? Even cleaning can be costly and only a temporary measure for remediation. Unfortunately, recoating is typically limited to siliconebased materials as most organic coatings will not adhere to the existing silicone-based coating. Recoating with high-quality acrylic architectural coatings is also not an option. Don’t fret; we have a solution—Pecora SilcoPrime. SilcoPrime is an STPU- (silyl-terminated polyurethane) based interlaminary primer specifically formulated to promote the adhesion of exterior-grade, non-silicone-based architectural wall coatings when applied over existing silicone-based wall coatings. The coating will act as a permanent bridge between the existing silicone base coating and the new acrylic architectural coating. This provides the advantage of flexi-

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AVOIDING COSTLY REPAIRS: THE ROLE OF PREVENTIVE MAINTENANCE

By Camille Moore

Preventive maintenance is the cornerstone of effective community management, ensuring communities remain safe, attractive, and financially stable. By addressing potential issues early, community associations can save significant money and avoid disruptive emergencies.

Regular inspections of roofs, plumbing, electrical systems, and common areas help identify wear and tear before it escalates into costly repairs. For example, addressing small cracks in pavement early can prevent expensive resurfacing down the line. Routine HVAC servicing not only prolongs system life but also reduces unexpected breakdowns that inconvenience residents.

Proactive maintenance also boosts property values by keeping shared spaces well-maintained and visually appealing. Furthermore, consistent upkeep establishes trust and satisfaction among homeowners, showcasing the association’s commitment to their investment.

By adopting a preventive mindset, associations can create a maintenance plan that ensures smooth operations, lowers long-term expenses, and preserves the community’s quality for years to come.

Investing in prevention today saves on repairs tomorrow.

Camille Moore is a creative content writer for RealManage Family of Brands. For more information visit www.realmanage.com, email camille.moore@realmanage. com, or visit on social media at https://www.linkedin.com/ in/camille-m-2169548a/.

UNDERSTANDING STRUCTURAL INTEGRITY RESERVE STUDIES: KEY CONSIDERATIONS

By Matt Kuisle, PE, PRA, RS

When reviewing a structural integrity reserve study (SIRS) for your community association, it’s essential to be aware of potential gaps in the funding 22 February 2025 FLCAJ | www.fcapgroup.com

analysis. Studies that fail to consider pooled funding or cash flow projections may present an inaccurate picture of the true financial needs. For example, if the study mandates that your association maintains a specific funding percentage, it could be overestimating the required reserves. On the other hand, a plan with deferred special assessments or phased increases might be understating the actual amount needed to maintain long-term structural integrity.

To ensure your community is properly funded and prepared for future repairs, carefully review the assumptions and calculations in the study. If you have any questions or concerns, don’t hesitate to reach out to professionals who can provide guidance.

Visit www.ReserveAdvisors.com/resources for more resources, or give our team a call at 800-980-9881—we’re here to help, even if we didn’t conduct your SIRS.

FINANCIAL FRAUD PREVENTION

By Lori Anderson

Whether you are a new or returning board member, it is crucial to remain vigilant for potential financial fraud that could impact your association. As your fiduciary obligation is to serve in the community’s best interest, take time to understand how your association's funds are managed and its system of checks and balances for fraud prevention. This ensures you can quickly identify and react to fraud attempts.

Some fraud prevention measures you may want to consider include the following: New vendors are registered by a different person than the one who issues the vendor checks.

Checks and invoices must be signed by two separate individuals.

Association bank signers have no accounting duties, such as preparing checks and reconciling accounts.

Financial reports are prepared by bookkeepers without access to payment capabilities.

A third-party, independent CPA performs tax returns and audits for your association.

Lori Anderson is division vice president at Sentry Management Ocala. For more information about Sentry Management, call 800-932-6636 or visit www.sentrymgt.com.

EFFECTIVE ASSOCIATION VIOLATION LETTERS EMPLOY CLARITY AND PROFESSIONALISM

By Roberto C. Blanch

When residents run afoul of a community’s rules and policies, associations and their property managers should utilize clear and effective communications to alert them of the infraction and the required remedy.

Such communications begin with a violation letter to formally notify a resident of the specific conduct which creates the infraction(s) against the community’s established rules and policies, the rules or policies being violated by such conduct, and the ensuing actions that need to be taken as a result to eliminate the violation. The language should be courteous, professional, and informative, and it should avoid being hostile or combative.

These letters and communications may include details such as the date and time of the infraction, a description of the issue, and any relevant evidence such as photos or videos. They should also provide

details on how to resolve the matter and regain compliance. If a fine or suspension is called for, the notice should include it together with any other required actions.

By using clear communications in highly professional and nonconfrontational violation letters, association boards of directors and property managers can enforce and maintain their community’s rules and standards while minimizing the potential for creating or escalating disruptive conflicts.

For more information about Siegfried Rivera, visit www.SiegfriedRivera.com or call 800-737-1390.

SERIOUS ABOUT THE RECERTIFICATION PROGRAMS

By Jaimini Samaroo

Depending on which city or county your building is located in, the board of directors will be faced with a structural building safety recertification. Dade and Broward Counties were the first requiring that buildings 40 years and older be recertified; the cities of Boca Raton and

www.fcapgroup.com | FLCAJ February 2025 23

Highland Beach followed with similar programs.

Recently the State of Florida instituted the statewide milestone inspections program for buildings 25 or 30 years and older. Once the first recertification is completed, future recertifications are mandated on a 10-year cycle. The building departments send a notice requiring the inspection of the building by a Florida registered professional engineer or architect. If structural deficiencies exist, such as cracked or spalled concrete, the association is required to effect repairs in a specified time period, usually 180 days. The building departments are serious about the recertification programs and will levy fines for noncompliance. The board can be proactive by researching when they will receive the notice and performing the necessary inspection and repairs prior to receiving the notice.

Jaimini Samaroo is director of operations at Swaysland Professional Engineering Consultants. For more information visit www.specengineering.net, email info@specengineering. net, or call 888-264-7732.

your community. No pressure, right? Don’t worry— here are some tips to help serve your community efficiently and successfully.

First, get comfortable with those governing documents and state laws. They might not be the most riveting reads, but they’ll save you headaches later.

Next, sharpen your interpersonal skills.

Communication isn’t just a nice-to-have; it’s essential for building trust. Keep your neighbors in the loop with updates that are clear, honest, and engaging.

Remember, you’re part of a team. Decisions work best when everyone collaborates and keeps the community’s best interest front and center. And don’t skimp on the financial stuff—budget reviews and professional advice are your best friends.

Finally, get out there! Encourage residents to join meetings and events. A connected community is a happy one.

Rajika Baterina is in marketing administration at Vesta Property Services. For more information visit VestaPropertyServices.com, email rbaterina@vestaproperty services.com, or call 904-355-1831. n

LEADING YOUR COMMUNITY WITH STYLE

By Rajika Baterina

Congratulations! Whether you’re new to the board or making a comeback, you’ve signed up to help shape

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Information Is Key!

BY LILLIANA M. FARINAS-SABOGAL

I

t can be difficult to keep up with the seemingly never-ending stream of information nowadays.

This is especially true if you are joining your condominium’s board of directors for the first time. Given all the new laws and new requirements that have been brought about these last few years with amendments to the laws governing condominiums and homeowners’ associations, even those board members who were already on the board may find themselves having trouble keeping up with the new requirements.

If you are reading this article, you are already ahead of the game because that means you are actively pursuing information regarding these responsibilities.

26 February 2025 FLCAJ | www.fcapgroup.com

However, you already know reading an article here and there is not enough. This is why one of the better changes to come about in the new laws is the extensive educational requirement for board members. Yes, it is time-consuming to take a four-hour new board member certification course. However, most board members that I know who took the course shared they learned so much from it.

The new laws place a heavier emphasis on direct responsibilities of board members, so the more board members know, the better.

Although community association managers are not required to take this specific course, it would be a good idea for them to do so. This would not only give managers a window as to what their boards know but also

LILLIANA FARINAS-SABOGAL, SHAREHOLDER, BECKER

Lilliana Farinas-Sabogal is a shareholder in Becker’s Community Association and Business Litigation practice groups. In addition to her experience in assisting community associations in their day-to-day business, management, and operational aspects of governing their communities, she assists boards of directors, unit owners, and community association managers in analyzing and resolving their often complex contractual and transactional disputes and issues.

Ms. Farinas-Sabogal is also one of a select number of attorneys statewide who are board-certified specialists in condominium and planned development law. For more information, visit www.beckerlawyers.com, email LFarinas@beckerlawyers.com, or call 305-262-4433.

open the avenue for a conversation between the board and the manager as to what each can expect from the other. Some boards are very “hands on,” and some are not. Misunderstandings about the relative responsibilities between boards and management can lead to inadvertent failures to comply with the community association laws, so clarity in this respect is very important.

One of the biggest changes is the consequences to board members for failing to comply with the official records statutes. A board member who knowingly, willfully, and repeatedly (meaning two or more violations within a 12-month period) violates the obligations to keep the official

www.fcapgroup.com | FLCAJ February 2025 27

records of the association in the way required by the statute is deemed to have committed a second-degree misdemeanor and must be removed from office and a vacancy declared. Any person (not just board members) who intentionally destroys accounting records required by the statute faces a first-degree misdemeanor charge and personal liability for a fine under the statutes (in addition to being removed from office, if the person is a board member).

Similarly, any person (not just board members) who knowingly refuses to release or produce association records with the intent to avoid or escape detection (or assist others in the avoidance or escape) of a crime commits a felony (in addition to being removed from office, if the person is a board member).

Regardless of whether the association is professionally managed, board members should be aware that they could still bear responsibility for compliance with the statute. In order to streamline requests for official records and ensure that requests are not inadvertently lost in the shuffle of emails and mail, the association should adopt a clear policy regarding official records. Such a policy should clearly inform unit owners where and how requests are to be made, set forth costs associated with copies if requested, and provide other important details regarding the association records.

In addition, the board of directors should ensure that its website is in compliance with the statute requirements and is continually and punctually updated with new documents as may be necessary.

Another policy that boards 28 February 2025 FLCAJ | www.fcapgroup.com

should be considering this year is one regarding unit owner participation at board meetings. As you know, the new statutes include a requirement that not only must boards meet at least once per quarter, but also at least four times per year the meeting agenda must include an opportunity for members to ask questions of the board. The statute goes further to specifically state that the unit owner right to attend meetings includes the right to ask questions related to the status of construction or repair projects, revenues and expenditures of the current year, and “other issues affecting the condominium.” While it was always the case that unit owners had the right to participate in board meetings and speak as to noted agenda items, the new laws greatly broaden that right to allow for questions on items that may not be on the agenda. In order to avoid derailment of important board business that does need to take place in meetings, a board policy on unit owner participation could set forth time limits for questions, requirements regarding when questions may be posed, and other organizational directions to allow for the most productive and efficient exchanges to take place. In this way the statute’s apparent objective of confirming unit owner participation and the board objective of having productive meetings will both be met.

The beginning of the year is a great time for association boards and management to review the current rules and regulations. Do they still serve the community? Are they all being enforced? Are there any gaps that should be filled? A thorough review of your rules and regulations will not only help even-handed enforcement of actual requirements, but it will also help weed out any outdated or conflicting information that may have been sitting there for years and which could cause an issue in

the future. The board can do the initial review on its own, it can work with management (which usually has a very good idea of what should be changed or updated), or it could appoint a committee for this purpose.

Once the board, management, and/or committee have completed their initial review and recommendations, the association should contact its attorney to make sure the changes it wants to make are in line with the rest of the association’s governing documents and Florida law. The attorney can advise as to the proper notice requirements for the board meeting at which the changes should be adopted and assist as needed. After all of this is done, the association should make sure to publish any changes to its membership and residents.

After all, if people don’t know

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what the rules are, they cannot be expected to follow them.

Unlike board members, unit owners are not required to take any education courses on the dos and don’ts of community living. Yet, as G.I. Joe used to say, “…knowing is half the battle.” So, one last item of business that board members and managers should consider for the new year is a regular communication to unit owners and residents above and beyond the required meeting notices. I generally recommend the association consider sending a monthly or quarterly newsletter with ongoing projects, posting on the association website regarding upcoming events or deadlines, and sending regular email communications regarding important information (even if not necessarily community related, like local city or neighborhood information) or activities. These communications can be peppered with reminders about particular issues (“Remember association rules require pet owners to clean up after their pets,” “Kindly remember to keep the building entry doors closed for safety reasons,” or, “Reminder, board meeting on Monday at 7:00 in the lobby”, etc).

Informed boards and informed residents lead to better community living and more rule compliance.

Of course, when in doubt, reach out to your association’s attorney! n 30 February 2025 FLCAJ | www.fcapgroup.com

Photo courtesy of Kaye Bender Rembaum

REMBAUM'S ASSOCIATION ROUNDUP

Thinking of Filing a New Lawsuit?

What You Need to Know

BY JEFFREY A. REMBAUM, ESQ.

32 February 2025 FLCAJ | www.fcapgroup.com

T

he Florida Supreme Court approved multiple substantial amendments to the Florida Rules of Civil Procedure that went into effect on January 1, 2025. While these changes are significant, they do not appear to be terribly overwhelming. This article is not intended to provide a comprehensive review of these changes but rather to point out some of the more interesting changes. It is important to note that these new procedural amendments to the Florida Rules of Civil Procedure only apply to lawsuits filed on or after January 1, 2025. In speaking with several litigators about these new rules, their takeaway is that a plaintiff best be ready for trial when filing your

lawsuit. They say this because of the new discovery rules that fast track the process.

Courts now have the authority to extend deadlines for responding to motions either with or without a formal motion and with or without notice. This increased flexibility should streamline procedural timelines and reduce delays. Litigants may find that the court is not as willing to grant such motions as it was in days gone by.

Newly filed cases must be assigned to one of three tracks: complex, general, or streamlined within 120 days of the filing date. Each of the three tracks has their own unique deadlines for filing and service of motions, etc., ensuring that the cases are managed according to their complexity.

Deadlines outlined in case management orders, which must

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be issued by the relevant court within 120 days of the commencement of action, will be strictly enforced unless modified by a court order. Obtaining extensions for these deadlines will be more challenging and limited to extraordinary circumstances only.

Courts can schedule case management conferences either on their own initiative or upon proper notice by a party. When a party requests such a conference, it must outline all specific issues to be addressed and provide a list of all pending motions. Failure to include unresolved motions may result in those motions never being heard by the court, highlighting the importance of thorough preparation.

Interestingly, motions for summary judgment and motions requiring

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www.fcapgroup.com | FLCAJ February 2025 33

an evidence hearing may be heard at case management conferences upon agreement of the parties. Attorneys are now expected to enter the courtroom prepared to make decisions and enter binding agreements regarding motions, issues, and scheduling. The excuse “I need to check with my client” does not seem as though it will suffice any longer.

Failure to attend a case management conference can lead to serious consequences, including the dismissal of the action, striking of pleadings, or limitations on witness testimonies.

When filing a motion that is not dispositive of the case (a dispositive motion is a motion to dismiss or motion for summary judgment), the moving party must file a statement with the court certifying that they conferred with the opposing party and whether the opposing party agrees on a resolution of the motion or not.

Certain discovery disclosures must be made within a 60-day window after service of the complaint is completed, and discovery cannot commence before these initial disclosure obligations are satisfied unless otherwise provided for by court order.

Objections to interrogatories must be stated with specificity including the actual reasons for objecting, and if done incorrectly such objections can be considered waived. The same goes for production of documents required by subpoena.

Motions to continue the trial date are now disfavored and should be rarely granted except upon a showing of good cause.

The deadline to respond to a motion for summary judgment is 40 days after service of the motion. A hearing on the motion must be scheduled at least 10 days after the response deadline. Due to previously

congested court calendars, it has been nearly impossible to schedule hearings promptly.

Hopefully this will no longer be the case.

The Florida Supreme Court hopes that the adoption of these changes to the Florida Rules of Civil Procedure will streamline cases to help avoid backlogs, to provide for more timely hearing of motions, and most importantly to keep the case on track for the intended trial date unless the case is settled sooner.

Only time will determine whether these procedural changes achieve their intended effects. The legal community will no doubt closely monitor the implementation and impact of these amendments on the efficiency and effectiveness of Florida’s civil litigation process.

What is the takeaway from all of the above information?

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THE FLORIDA SUPREME COURT HOPES THAT THE ADOPTION OF THESE CHANGES TO THE FLORIDA RULES OF CIVIL PROCEDURE WILL STREAMLINE CASES TO HELP AVOID BACKLOGS, TO PROVIDE FOR MORE TIMELY HEARING OF MOTIONS, AND MOST IMPORTANTLY TO KEEP THE CASE ON TRACK FOR THE INTENDED TRIAL DATE UNLESS THE CASE IS SETTLED SOONER. Well, those in the know say that the plaintiff in any newly filed a litigation better have all of their ducks in a row before they file their lawsuit. Failure to be prepared in this fashion could be disastrous. Stay tuned for further updates and analyses as these rules take effect and are applied in practice. Of course, your association’s attorney can also explain these procedural changes to you as they may relate to your association’s litigation. n

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FLORIDA LAW

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Authority to Tow and Insurance Dismissal

BY MICHAEL J. GELFAND, ESQ.

A

SSOCIATION IS AUTHORIZED TO HAVE AN OWNER’S VEHICLE THAT WAS PARTIALLY PARKED ON THE GRASS TOWED

If an owner parks a vehicle in an area that is in violation of the association’s parking rules, can the association have the vehicle towed? Does the association have to give the owner notice of the parking violation before having the vehicle towed? It may depend on whether the association posted a sign stating that unauthorized vehicles would be towed at the owner’s expense.

A recent Florida appellate court ruled that a homeowners’ association was authorized to tow an owner’s vehicle which was parked on grass in violation of the association’s parking rules. The facts in Norman v. Ashburn Square Homeowners’ Association, Inc., 49 Fla. L.

36 February 2025 FLCAJ | www.fcapgroup.com

Weekly D 1899 (Fla. 2nd DCA, September 13, 2024), indicate that the association had an owner’s vehicle towed because it was partially parked on the grass.

The owner sued the association in small claims court alleging the association violated Section 715.07(2), Fla. Stat.

(2020), claiming she parked her vehicle in an area where she had permission to park. Section 715.07(2) permits the towing of vehicles that are parked on property “without…permission.” The association moved for summary disposition relying on photographs showing that the right rear tire was on the grass.

The trial court granted summary disposition for the association, rejecting the owner ’s new claim in her motion for reconsideration, stating that “[w]hether the

MICHAEL J. GELFAND, ESQ., SENIOR PARTNER, GELFAND & ARPE, P.A. Michael J. Gelfand, Esq., the senior partner of Gelfand & Arpe, P.A., emphasizes a community association law practice, counseling associations and owners how to set legitimate goals and effectively achieve those goals. Gelfand is a dual Florida Bar board-certified lawyer in condominium and planned development law and in real estate law, a certified circuit and county civil court mediator, a homeowners’ association mediator, an arbitrator, and parliamentarian. He is a past chair of the Real Property Division of the Florida Bar’s Real Property, Probate & Trust Law Section, and a Fellow of the American College of Real Estate Lawyers.

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association’s tow was lawful under its own rules is a separate question from determining whether a vehicle had permission form the property owner to park on the grass under section 715.07(2)” and that “the mere failure to notify Ms. Norman of the parking violation does not constitute implied permission to park on the grass.”

The Florida appellate court agreed with the decision of the trial court in favor of the association. The court noted that the association posted a sign stating that unauthorized vehicles would be towed at the owner’s expense and that the owner was well aware of the association rules

www.fcapgroup.com | FLCAJ February 2025 37

prohibiting parking on the grass. Therefore, because the owner knew her vehicle was not authorized to park on the grass and signs were posted, the association was authorized to tow her vehicle.

Additionally, the appellate court rejected the owner’s argument that the association was required to give her personal notice of a parking violation before towing her vehicle. “Ms. Norman did not have permission to park her vehicle on the grass because the association’s rules expressly provide that “vehicles parked on or across any grassed surface…are subject to towing at owners[‘] expense,” the court wrote.

“The fact that the rules require that the Association provide notice and that the vehicle remain in violation following the notice before towing can occur does not grant permission until such time as notice is given.”

The lesson for owners—park your vehicles in areas which are authorized parking places. The lesson for associations is to make sure you have signs posted stating that unauthorized vehicles would be towed at owner’s expense. And most importantly, make sure you have rules and regulations providing where owners can park and where owners cannot park.

INSURANCE CLAIM IS DISMISSED FOR FAILURE TO PROVIDE THE INSURER NOTICE OF INTENT TO FILE LAWSUIT

In South Florida in the path of tropical storms and hurricanes, as was evidenced this fall on the west coast, it is not uncommon for associations to sustain water damage to property. Filing claims with insurers becomes almost commonplace. What happens if you file a lawsuit before giving your insurer notice of your intent to file a lawsuit? Your lawsuit will be

dismissed!

A Florida appellate court recently ruled that a homeowner’s lawsuit must be dismissed because she did not provide her insurer with notice that she intended to file a lawsuit before she actually filed her lawsuit. In Citizens Property Insurance Corporation v. Walden, 49 Fla. L. Weekly D 1815 (Fla. 3rd DCA, September 4, 2024), the insured sued Citizens Property Insurance Corporation for breach of contract seeking damages for the insurer’s failure to pay for the claim. Importantly, however, the insured did not first provide the insurer with notice of her intent to file a lawsuit before she actually filed the lawsuit.

Citizens moved to dismiss the case on the grounds that the insured did not provide it with pre-suit notice of the insured’s

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38 February 2025 FLCAJ | www.fcapgroup.com

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A FLORIDA APPELLATE COURT RECENTLY RULED THAT A HOMEOWNER’S LAWSUIT MUST BE DISMISSED BECAUSE SHE DID NOT PROVIDE HER INSURER WITH NOTICE THAT SHE INTENDED TO FILE A LAWSUIT BEFORE SHE ACTUALLY FILED HER LAWSUIT. intention to file a lawsuit. The trial court denied the motion to dismiss.

The Florida appellate court disagreed and quashed the trial court’s order. The court pointed out that Section 627.70152, Fla. Stat.

(2022), requires insureds who want to sue their property insurer to first file a written, pre-suit notice of their intent to file a lawsuit with Florida’s Department of Financial Servies.

The statute provides the following: “If an insured files suit without first providing the required pre-suit notice, or without giving the insurance carrier adequate time to respond to the notice, the trial court ‘must dismiss’ the insured’s action without prejudice.”

This case applies to all property owners, including associations.

Associations often find themselves filing claims for damages after heavy rains, hurricanes, fire, or other events. If you do not provide the required pre-suit notice of your intent to file a lawsuit, your lawsuit will be dismissed. n 40 February 2025 FLCAJ | www.fcapgroup.com

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BECAUSE YOU ASKED

By Betsy Barbieux, CAM, CFCAM, CMCA Betsy, Your Florida Community Associations Journal articles and your YouTube videos have been instrumental in making our lives more enjoyable and productive. Our condominium association is over 20 years old and consists of the master board and several subassociations. When we first became owners here, we had a three-person board of directors. It was difficult for them to Betsy Barbieux communicate with each other without constituting an official board meeting requiring notice. Consequently the president had to make hard decisions; and when the board met, they were sometimes unprepared and argued.

Finally we moved to expand the board to five members as allowed in the bylaws.

One of the first things the new board did, thanks to your advice, was to change the documents to allow amendments with a simple majority of members present or by proxy instead of the original 67 percent with no vote counting as a no. We then hired a firm to establish electronic voting. After this we revised our governing documents that were over 20 years old. We were able to pass them with no problem. As a result we are operating smoothly in the 21st century. Our board members watched and learned from your YouTube channel. We share the FLCAJ to stay up to date. All our board members have completed the required four-hour board member training.

Your understanding of the importance of communication skills and listening without attributing motives is so correct. So much frustration and anger can be avoided through active listening, empathy, and nonjudgmental responses.

Your guidance on conducting board meetings has been instrumental in our productivity and harmony. While the Florida legislators have passed vague, ambiguous new laws recently without consulting knowledgeable folks like you, we still do our best to understand 718 and other legislation affecting our community and our lives, and we consult our manager and attorney before making decisions.

We just wanted you to know we are so grateful for your guidance and leadership.

- Name withheld at the request of the author Dear Anonymous, I don’t know what to say! This is the best gift you could give me. Thank you so much for the feedback on my articles and YouTube channel. Your comments are priceless.

And just so you know, I am available to train the remaining board members in your association! I’ve been on the road this fall conducting private board certification classes, so have briefcase, will travel.

I hope to meet you in person some day! Again, thank you for taking the time to write me.

- Betsy

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Marcy L. Kravit

STRENGTHENING VENDOR RELATIONSHIPS IN COMMUNITY ASSOCIATIONS

By Marcy Kravit, CMCA, AMS, PCAM, CFCAM, CSM Director of Community Association Relations Hotwire Communications FCAP Education Program Coordinator

As a community association manager, regional director, and board member with over 20 years of experience, I’ve discovered that strong relationships with our vendors are essential for creating vibrant communities. Recently I taught my stateapproved class, “Synergy Unleashed: Excelling in Vendor and Community Association Manager Relations Best Practices Class.”

I enjoyed meeting with managers and boards, and we discussed that it’s not just about getting the job done; it’s about building partnerships that enhance the living experience for residents. Let’s explore how we can strengthen those connections, ask the right questions, and evaluate service levels effectively—all while keeping things engaging and enjoyable!

UNDERSTANDING OUR ROLE AS CAMS

As community association

managers we play a critical role in connecting homeowners, boards, and service providers. Think of us as the conductors of an orchestra, ensuring that every piece plays in harmony. We juggle various needs and expectations, creating a balanced environment where everyone can thrive.

One of the best ways to foster strong relationships is by asking the right questions when engaging with potential vendors. It’s about getting to know who we’re working with. They are business partners serving the community. It truly is a partnership. For instance, I always ask vendors about their experience with community associations. What challenges have they faced, and how did they overcome them? These conversations provide valuable insights into their capabilities and how they can meet our community’s unique needs.

CRAFTING RFPS THAT ATTRACT THE RIGHT VENDORS (BUSINESS PARTNERS)

An effective request for proposal (RFP) is key to attracting the right vendors. When I draft an RFP, I focus on being clear and specific about the services we need. Whether it’s maintenance, landscaping, or security, outlining our expectations and our goals helps vendors understand exactly what we’re looking for.

I also make sure to include performance standards, so vendors know how they’ll be evaluated. Providing context about our community— whether we’re a bustling, family-friendly neighborhood or a serene retirement community—helps vendors tailor their proposals to fit our vibe.

A crucial aspect of the RFP process is ensuring that all potential vendors specialize in community associations and are licensed and insured. This not only protects the community but also demonstrates that the vendor is a legitimate professional in their field. Additionally, I always make it clear that we prefer vendors who do not require startup or upfront costs as this helps maintain our budget and ensures a smoother onboarding process.

When engaging with potential vendors, it’s important to inquire about their workforce structure. Specifically, ask whether their employees are on the vendor’s payroll or if they utilize subcontractors or leased employees. Understanding this aspect can provide valuable insights into the vendor’s operational practices and accountability. Direct employees typically have a stronger commitment to the company’s standards and culture while subcontractors may vary in quality and reliability. By clarifying this information upfront, we can ensure that we’re partnering with a vendor who aligns with our expectations for service quality and consistency within our community.

Setting clear deadlines for proposal submissions is also essential.

This keeps everyone organized and ensures timely decision-making.

Plus, it adds a little excitement to the process!

EVALUATING PROPOSALS EFFECTIVELY

Once the proposals start coming in, we enter the evaluation phase, which is both rewarding and insightful. Evaluating proposals is about more than just the numbers; it’s about understanding the level of service we can expect.

I always start by reviewing each vendor’s qualifications and www.fcapgroup.com | FLCAJ February 2025 43

experience. Have they worked with communities like ours?

What do their references say?

Reaching out to past and present clients gives me valuable insight into a vendor’s reliability and service quality. A strong track record can make all the difference!

To ensure an objective evaluation, I use a standardized scoring system to compare proposals. This helps us weigh important factors like cost, service quality, and alignment with our community’s needs. If something raises a flag, I’m not afraid to follow up with interviews. A quick chat can clarify concerns and enhance our understanding of the vendor’s approach.

BUILDING LASTING PARTNERSHIPS

Selecting a vendor is just the beginning; building a strong partnership is where the real magic happens. Once we’ve chosen a vendor, I emphasize the importance of regular communication. Keeping the lines open allows us to address any issues that arise and celebrate our successes together!

I encourage vendors to share updates and feedback proactively. When they feel like part of the team, they’re more likely to go above and beyond in their service delivery. It’s wonderful to have vendors who are genuinely invested in making our community shine.

Setting up regular performance reviews is also crucial.

These evaluations provide an opportunity for constructive feedback and recognition of hard work. They help us stay aligned to our shared goals and ensure everyone is focused on delivering the best service possible.

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EMBRACING TECHNOLOGY FOR EFFICIENCY

In today’s fast-paced world, embracing technology can significantly streamline our vendor management processes. I’ve found that utilizing software and digital tools can make a world of difference. For instance, project management platforms help keep track of tasks, deadlines, and communications. This saves time and ensures everyone is on the same page.

Digital communication tools also enhance our interactions with vendors. By using platforms for real-time updates and feedback, we create a more collaborative environment that fosters trust and transparency. Inquire if the vendor provides a portal for you to access their reports or report service issues. Are they available 24/7 in the event of an emergency?

CREATING A POSITIVE COMMUNITY ATMOSPHERE

At the end of the day, our goal is to create a positive atmosphere for our residents. Strong vendor relationships play a crucial role in achieving that. When vendors understand our community’s needs and culture, they can deliver services that truly resonate with residents.

Encouraging vendors to participate in community events is a great way to strengthen these ties. Whether it’s sponsoring a neighborhood picnic or helping with a community cleanup, these activities not only promote good relationships but also enhance the overall community spirit.

In my experience in this industry, I’ve found that enhancing business partner relationships goes beyond just managing contracts; it’s all about creating a collaborative atmosphere where everyone feels appreciated.

By embracing our roles as managers, asking the right questions, crafting clear RFPs, and thoroughly evaluating service levels, we can engage vendors who genuinely understand and are enthusiastic about supporting our communities.

When we take these steps, we set the stage for partnerships that not only get the job done but also enhance the overall experience for our residents for the long term.

Let’s build strong relationships with our vendors and reap the rewards. Here’s to creating a vibrant community that everyone is proud to call home! Together, we can make a difference and ensure our residents enjoy the best living experience possible! n

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G E T

E V E R Y

I S S U E

O F

T H E

FLORIDA COMMUNITY ASSOCIATION JOURNAL As a community association manager or board member, you make crucial decisions for your community. Don't miss out on the insights and updates that can help you make informed choices. Subscribe now to the Florida Community Association Journal and receive every issue delivered directly to your mailbox.

Visit www.fcapgroup.com/flcaj/subscribe/ to secure your subscription and never miss an issue.

www.fcapgroup.com | FLCAJ February 2025 47

Photo by iStockphoto.com/LoveTheWind

Your Guide to Thriving as a Community Association Board Member in Florida

BY ASHLEY DIETZ GRAY

C

ongratulations! You’ve been elected (or appointed) to serve on the board of directors for your community association. This is an important role that directly impacts the lives of your fellow residents. This guide will help equip you with the knowledge and understanding necessary to navigate your responsibilities effectively.

UNDERSTANDING COMMUNITY ASSOCIATIONS

Community associations are the backbone of planned residential communities in Florida. They ensure order, consistency, and proper maintenance of shared areas, ultimately enhancing property values and fostering a sense of community. These associations typically manage a range of responsibilities, from basic maintenance (like landscaping) to more complex tasks like managing recreational facilities.

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Residents’ membership in the association is usually mandatory upon purchasing a property within the community. This membership comes with certain obligations, including adhering to established rules, contributing towards maintenance costs, and complying with association rules and guidelines.

THE ROLE OF THE BOARD OF DIRECTORS

The board of directors is the governing body of the association. They are entrusted with overseeing the association’s operations, adhering to Florida statutes, and managing affairs according to the governing documents established when the community was first developed.

These governing documents typically include a declaration, articles of incorporation, and bylaws that outline the association’s and owners’ responsibilities, organizational structure, and procedures.

Board members serve without compensation, acting as volunteers dedicated to the community’s well-being. Their authority is derived from Florida law and the governing documents. A strong board, equipped with knowledge, leadership, and empathy, is crucial for the successful functioning of any community association.

BOARD ROLES AND RESPONSIBILITIES

The board operates as a cohesive unit, with each member playing a vital role. Here’s a breakdown of typical officer positions and their responsibilities: President—Often considered the CEO of the association, the president executes contracts, acts

ASHLEY DIETZ GRAY, VP MARKETING, CAMPBELL PROPERTY MANAGEMENT Ashley Dietz Gray has been handling the marketing at Campbell Property Management since 2013. She is a native Floridian who shines at building relationships and getting things done with a positive attitude. Ashley graduated summa cum laude from Florida Atlantic University with her bachelor’s in communications. She has always believed “knowledge is power” and has made it Campbell’s mission to offer free education through in-person events, webinars, and their blog, Florida Association News (FAN), to board members and property managers of condominiums and HOAs throughout Florida. Ashley has worked hard to spread the word about FAN, which currently has over 35,000 subscribers. To check out FAN and access all of Campbell’s past and upcoming webinars, visit ReadFAN.org. For more information, call 954-427-8770, email contact@CampbellPropertyManagement.com, or visit www.campbellpropertymanagement.com.

as the official spokesperson, and presides over board and member meetings.

Vice President—Steps into the president’s role during absences and may oversee specific committees like architectural review.

Secretary—Maintains official records of the association and ensures record access to members upon request.

Treasurer—Oversees the association’s finances, manages financial records, and coordinates budget development and reporting. (In most cases management companies handle day-to-day finances, with the treasurer focusing on oversight.)

YOUR RESPONSIBILITIES AS A BOARD MEMBER

Working collaboratively as a board, you’ll be responsible for a wide range of tasks that directly impact the community. Here’s a summary of key areas: Enforcing Governing Documents—Ensuring adherence to bylaws and rules is paramount for maintaining community standards and protecting property values.

Financial Management—Developing sound fiscal policies, maintaining accurate records, creating workable budgets, establishing reserve funds, and determining assessment rates are all crucial responsibilities.

Rules and Regulations—Establishing clear rules governing behavior within the community and ensuring compliance through fair and transparent processes helps promote harmony.

Risk Management—Reviewing local laws before passing rules, acquiring adequate insurance coverage, and selecting qualified professionals like legal counsel and auditors are essential for mitigating risks and protecting the association’s interests.

Communication—Keeping residents apprised of important board decisions and transactions is critical for transparency and resident engagement.

Fiduciary Duty—You hold a position of trust, requiring you to act in good faith and with the best interests of the association and its members always in mind. This translates to exercising due diligence, acting within your authority, and avoiding conflicts of interest. www.fcapgroup.com | FLCAJ February 2025 51

EDUCATIONAL REQUIREMENTS

New HOA and condominium board members must complete a state-approved board certification course within their first 90 days.

Check out campbellevents.org to see our full schedule of virtual HOA and condominium board certification courses for 2025. In addition to the board certification course, HOA board members with fewer than 2,500 parcels must complete four hours of continuing education annually, and if there are more than 2,500 parcels, the HOA board members must complete eight hours of continuing education annually. Each condominium association board member is required to take one hour of continuing education per year.

This is just a starting point for your journey as a board member. There are numerous resources available to help you thrive in this role, including Florida Association News. FAN is the online resource for thousands of board members, CAMs, owners, and service providers in the community association industry. It includes the latest thoughts from the brightest minds on community association management topics in Florida. FAN is completely free to you and includes a blog, monthly newsletter, educational courses and a search engine. FAN can be accessed at GetFAN.org.

Remember, you are now a key player in shaping your community’s future. By understanding your responsibilities, working collaboratively with fellow board members, and maintaining open communication with residents, you can contribute significantly to a vibrant and well-managed community.! n 52 February 2025 FLCAJ | www.fcapgroup.com

Photo by iStockphoto.com/Liubomyr Vorona

Welcome to the Board— Roles, Responsibilities, and Requirements

BY TRISHA FOHR

T

he board of directors of a community association has a fiduciary responsibility for the financial health of the association.

Officers are elected or appointed by the board at the board’s organizational meeting, which usually follows their election at the annual meeting. A 48-hour posted notice is required for the board’s organizational meeting. A majority vote of the board is needed to elect the officers, and an individual may hold more than one office.

Officers carry out policies established by the board of directors and provide administrative functions for the association. Often the duties of the officers are delegated to a manager or management company by contract.

Though officers may delegate their duties, they may never delegate their responsibilities.

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The board president chairs the membership meetings and the board of directors’ meetings.

The president also serves as the point of contact for service providers, the association attorney, and manager and signs the contracts and checks.

The secretary maintains all of the association’s official records and minutes for all meetings of the membership, board, and committees. In addition, the secretary countersigns contracts along with the president and signs checks.

The treasurer has the responsibility to secure and properly maintain the following association records: Internal controls—Review and supervise payment of all expenses and receipt of all income. Analyze actual expenditures and receipts with regard to current budget. Keep records of assets, including the operating and reserve funds of the association. Sign checks. Monitor association’s credit card purchases.

Financial records, audits, and tax records—Be a point of contact with the association accountant/CPA. Periodically audit the association’s financial and account records to ensure the CPA or bookkeeper conduct this important task regularly.

Supervise the progress of the annual audit and ensure the appropriate tax returns are filed on time.

Budgets—Prepare the annual budget and work closely with the association manager or CPA to ensure the members’ values, preferences, and needs are reflected in the budget. Include increased costs from business partners. This is a good time to consider getting new bids for new business part-

TRISHA FOHR, ASSOCIATION BANKING RELATIONSHIP MANAGER, CENTENNIAL BANK Trisha Fohr is an association banking relationship manager for Centennial Bank. She is a banking sales professional with over 20 years’ experience. Trisha obtained her Florida community association manager’s license this year and has been a Florida notary public commissioned since 2000. She is a member of CAI Gold Coast Chapter and is a CAI educated business partner. For more information, call 561-354-4283, email tfohr@my100bank.com, or visit www.my100bank.com/associationbanking.

ners or to renegotiate current contracts. Revisit reserve studies to determine what reserves are needed for future projects.

Assessments—Oversee the assessment collection and monitoring of delinquent accounts that are typically services provided by the manager or management company. Report any concerns to the board regarding areas of delinquencies. If the association has a lockbox service, an association banking service group should be able to provide a daily report of payments received to the manager or accounting staff.

Reserves—Periodically conduct a reserve study to confirm the association is adequately funded in the annual budget. This can be a difficult task as unit owners do not want to pay extra money to allow the association adequate funding for reserves. Pro Tip—Remind unit owners that they save funds in their personal financial lives by accommodating for emergencies or unexpected repairs that may occur, and the association should do the same. No owner wants a special assessment for a large amount due in a short period of time.

Insurance—Verify the association has adequate insurance of all types: casualty, fidelity, worker’s compensation, and other necessary protections including directors’ and officers’ policies for the association’s board of directors. Having proper insurance in place is part of the fiduciary responsibility of the board.

Investments—Monitoring the association’s investments is wise, and the decision to invest should be made based primarily on safety.

Boards will also consider liquidity and availability (penalties for early withdrawal). Investments that earn a modest return are probably safest. Verify the association’s bylaws for restrictions on where the association may maintain funds. Most associations require funds to be maintained in FDIC-insured products. www.fcapgroup.com | FLCAJ February 2025 55

The association treasurer’s job is to maintain the integrity of the association’s finances. Given the important nature of this responsibility, it is highly recommended the board consider hiring a property manager or an association accountant who is required to stay up to date on current laws within the state they practice.

These professionals are considered the experts in the industry and provide guidance to the volunteer board members.

BOARD REQUIREMENTS

The following highlights are from the condominium board member certification and education requirements: Written certification—Statutes require written certification that the director has read the governing documents and will uphold them and meet their fiduciary duty along with attendance at a division-approved educational course.

from the board until he or she complies with the requirement. The board may temporarily fill the vacancy during the period of suspension.

For more important requirement details refer to Chapter 720, Florida Statutes.

DISPUTE RESOLUTION

The following highlights are from the HOA board member certification and education requirements:

There are two methods for resolving disputes: mediation (it is recommended to try this first before going to court) and arbitration.

Mediation is an informal process where a neutral third person, called a mediator, facilitates the voluntary settlement of a dispute between two or more parties. The objective is to help the disputing parties reach a mutually acceptable and voluntary agreement.

Arbitration is a formal process where a neutral third person, called an arbitrator, reviews the written facts and arguments presented by the parties and renders a decision.

The arbitration is conducted by the DBPR, and the arbitrators are employees of the DBPR and must be members of the Florida Bar.

•

RESIDENT ENGAGEMENT

Certification timing—All board members must be certified within 90 days of being elected or appointed to the board but can receive their written certification and education certificate up to one year prior to being elected or appointed to the board.

New certification course requirements—The board member certification course must be at least four hours long and provide instructions on milestone inspections, structural integrity reserve studies, elections, recordkeeping, financial literacy and transparency, levying of fines, and notice and meeting requirements.

New continuing education requirements—Each year after being certified, all board members must take continuing education courses and provide a certificate of having satisfactorily completed at least one hour of continuing education relating to recent changes for condominium associations.

For more important requirement details, refer to Chapter 718, Florida Statutes.

• • •

•

A newly elected or appointed director must complete the department-approved education for newly elected or appointed directors within 90 days after being elected or appointed. A written acknowledgment affirming that you read your governing documents and will uphold them is no longer sufficient for the certification requirement.

The certificate of completion is valid for up to four years.

A director must complete the education specific to newly elected or appointed directors at least every four years.

The department-approved educational curriculum specific to newly elected or appointed directors must include training relating to financial literacy and transparency, recordkeeping, levying of fines, and notice and meeting requirements.

A director who does not file the educational certificate for newly elected or appointed directors on time is suspended

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In a community association “resident engagement” means actively involving residents in the decision-making process, community events, and overall management of their neighborhood. Allowing residents to have a voice and contribute to the well-being of their community goes beyond paying dues and submitting maintenance requests; it aims to build a stronger sense of belonging and participation among residents. n

Photo by iStockphoto.com/Olga Kurbatova

How to Spot and Avoid Conflicts of Interest on HOA Boards

BY CAMILLE MOORE

S

erving on an HOA board is an excellent way to contribute to your community. However, with great responsibility comes the potential for conflicts—specifically, conflicts of interest. These conflicts can erode trust, create divisions, and even lead to legal issues if not properly addressed. Understanding how to identify and avoid conflicts of interest is a must for maintaining a transparent and effective board. So, let’s get started.

WHAT IS A CONFLICT OF INTEREST?

A conflict of interest occurs when a board member’s personal, financial, or professional interests interfere with his or her duty to act in the best interests of the association. The following serve as some examples: Financial Gain—A board member awards a landscaping contract to his/her own company.

Family Ties—A board member pushes for a contract with a vendor owned by a close relative.

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Dual Roles—A board member also serves on the board of a vendor’s company.

These situations can create an appearance of bias even if the board member’s intentions are pure. Transparency and accountability are key to avoiding these pitfalls.

SPOTTING RED FLAGS

Identifying conflicts of interest early on can save your association a lot of headaches.

Some common red flags to watch out for are as follows: Unexplained Decisions Does a board member strongly advocate for a particular vendor without offering a clear explanation? A lack of transparency often signals a deeper issue.

Close Relationships with Vendors If a board member has personal ties to a vendor, his or her objectivity could be compromised. This doesn’t automatically mean foul play, but it does warrant scrutiny.

REALMANAGE If you’re looking for professional guidance, RealManage offers a suite of services tailored to help HOA boards like yours operate smoothly and ethically. From governance best practices to financial management, we’ve got you covered. For more tips, insights, and resources, check out the RealManage blog at www.realmanage.com/blog. It’s packed with educational content designed to empower board members and promote stronger communities. Let RealManage be your partner in building a better community. Contact us to learn more at www.realmanage.com/proposal-request.

Recurring Patterns Does one board member always seem to benefit from decisions?

Repeated instances of personal gain are a strong indicator of a conflict of interest.

Opaque Financial Records When financial documents are incomplete or inaccessible, it can obscure conflicts of interest. Clear and open financial records are essential.

STEPS TO AVOID CONFLICTS OF INTEREST

Preventing conflicts of interest requires proactive policies and a culture of transparency. Here’s how your HOA board can stay on the right track.

Adopt a Conflict-of-Interest Policy Create a written policy outlining what constitutes a conflict of interest, how conflicts should be disclosed, and the steps to mitigate them. This policy should require the following: • Full disclosure of personal or financial relationships • Abstention from voting on matters where a conflict exists • Documentation of all disclosures in meeting minutes

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Encourage Open Communication Foster an environment where board members feel comfortable discussing potential conflicts. Make it clear that raising concerns isn’t about accusations but about protecting the integrity of the board.

Implement Vendor Bidding Processes Require multiple bids for all contracts and document the decisionmaking process. Competitive bidding ensures fairness and reduces the likelihood of favoritism.

Regularly Audit Financials Conduct routine financial audits to ensure all transactions are above board. Having a third-party auditor review the association’s financial records can help uncover any irregularities.

Rotate Responsibilities Avoid consolidating too much power in one person’s hands. Rotate key roles like treasurer or committee chairperson to prevent potential abuse of authority.

WHAT TO DO IF A CONFLICT ARISES

Even with the best intentions, conflicts can arise. Here’s how to handle them.

Immediate Disclosure The board member should disclose the conflict as soon as he or she becomes aware of it. Transparency is the first step to resolution.

Recusal The conflicted board member should abstain from voting or participating in discussions related to the matter. This removes any perception of bias.

Document Everything Record the conflict and the steps taken to address it in the meeting minutes. This provides a clear record of the board’s actions and demonstrates accountability.

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Seek Legal Advice In complex situations consult the association’s attorney to ensure compliance with state laws and the community’s governing documents.

THE CONSEQUENCES OF IGNORING CONFLICTS

Failing to address conflicts of interest can have serious repercussions for your association. These include the following: Legal Risks—Conflicts can lead to lawsuits, fines, and penalties.

Erosion of Trust— Homeowners may lose confidence in the board’s ability to act impartially.

Financial Loss—Poor decision-making driven by conflicts can hurt the association’s budget and overall financial health.

Avoiding these outcomes starts with vigilance and accountability.

Moving Forward with Integrity Navigating conflicts of interest is no easy task, but with the right tools and mindset, your board can thrive with transparency and trust. n

Photo by iStockphoto.com/insta_photos

Annual Review of Service Agreements for Associations

BY DARION SAMUELS

A

s a homeowners’ association (HOA) board member or property manager (CAM), it’s crucial to stay vigilant concerning the expiration and renewal periods of all service agreements for their community. Overlooking these dates can have significant impacts on the association potentially leading to lapses in essential services and increased costs. Usually property managers are responsible for overseeing all paid service agreements, ensuring they align with budget planning and adhere to the fiscal budget allocated for the association. Typically

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this requires an ongoing collaboration with all companies contracted to deliver essential services, such as lawn maintenance, cable/internet, and alarm systems monitoring. As an ADT HOA account manager, I strongly emphasize the importance of meeting with association leaders to discuss any changes or enhancements in smart home technology that would benefit their residents, particularly in terms of security and life safety

IMPORTANCE OF ANNUAL SERVICE AGREEMENT REVIEW

During year-end budget planning and forecasting for the upcoming fiscal year, it’s crucial to assess the status of all service agreements. This approach guarantees that no agreement expires without board discussion and provides residents the opportunity to share their experiences with current vendors. When associations are not aware of their service agreement expiration dates, voluminous issues can arise. If the service agreement expires without automatically renewing, there could be a sudden halt in critical services.

DARION SAMUELS, SENIOR ACCOUNT MANAGER, ADT Darion Samuels is senior account manager for ADT HOA, boasting an impressive 27-year journey with the company. Starting as a technician, Darion’s dedication and expertise propelled him through roles as a field manager and tech manager. In his current role he thrives on building and nurturing relationships with associations, skillfully managing current HOA accounts while also attracting new ones. Providing top-tier customer care to over 100,000 homes through bulk agreements, Darion’s passion for meeting new people and the dynamic challenge of his role make every day an exciting adventure. His career at ADT has been nothing short of an amazing journey, filled with growth, learning, and meaningful connections. He shares, “My motto is ‘Building trust, one relationship at a time.’” For more information visit www.adt.com.

For example, an expired alarm system service agreement can leave the community without professional monitoring, increasing the risk of unmonitored burglar alarm incidents. Renewing an expired agreement may come at an increased cost as the previous terms may no longer apply. Associations might lose out on any special rates or discounts that were initially negotiated. Expired agreements may mean missing out on beneficial upgrades or enhancements that come with renewed contracts.

This is particularly important for technology-based services where advancements are frequent.

THE INTERSECTION OF SECURITY ALARM COMPANIES AND ASSOCIATION AGREEMENTS

As a key player in the security alarm industry, we prioritize regular meetings with community association leaders to discuss technological advancements and improvements. Security and life safety are paramount for associations, and staying updated on the latest advancements can significantly benefit residents. In the alarm industry service agreements

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Photo by iStockphoto.com/Galeanu Mihai

typically include communication methods like phone line or cellular communication. As technology has advanced, cellular communication has become more efficient and dependable compared to traditional phone lines. The rapid transmission of alarm signals to our monitoring center through cellular communication is unparalleled. Historically phone-line communication was the industry standard for alarm commu-

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nication. The integrity of the alarm communication relied on physical wiring, which can be susceptible to damage and outages and slower signal transmission compared to modern

methods. Cellular communication utilizes cellular towers, which are more reliable, have faster signal transmission— enhancing response times in emergencies—and are less prone to physical damage. Cellular and Wi-Fi technology is vastly becoming the new standard as phone-line services and wiring become obsolete. Advancements in the alarm industry, such as the integration of smart technology and enhanced connectivity, have significantly transformed how security systems operate. These innovations are often highlighted in the association’s annual review of service agreements, which provide a comprehensive overview of current trends and technological progress. This proactive approach not only enhances security measures but also maximizes the benefits of innovative technology, ensuring your association stays ahead in a rapidly evolving industry.

In summary, conducting an annual review of paid services is vital for any association. By keeping up to date and actively engaging with the association, you can prevent service agreement lapses and disruptions, avoid additional costs for the community, and consistently benefit from ongoing service improvements. Regular consultations with service providers, especially as it relates to alarm security protection, enable associations to stay updated on technological advancements and integrate them effectively into their communities. By doing so, the association can maintain a high level of security and life safety for all residents, ensuring peace of mind and a well-protected community. n

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Roles and Responsibilities of Board Members vs. a Management Company

BY LEIGH QUINN, LCAM

A

cohesive community can be achieved with a collaborative partnership between elected community board members and a community’s management company. While both board members and a management company work for the betterment of the community, each one’s roles and responsibilities are unique, and seamless teamwork is essential.

Whether you are a new or returning board member, it is important to know the expectations of both a board member and a management company to ensure productivity.

THE ROLES AND RESPONSIBILITIES OF A BOARD MEMBER

Board members are the direct decision-makers for the association, working to ensure it operates in the community’s best interests. Elected from among the residents, board members carry a fiduciary duty to make decisions prioritizing the collective well-being of the community over personal agendas and strive

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each day to put the association’s interests first.

As board members enforce the community’s governing documents, they establish and implement policies to address the community’s evolving needs and ensure compliance with established rules. Board members are tasked with fostering community engagement and serving the needs of the community homeowners while also addressing resident questions and concerns in board meetings. In addressing these concerns, board members communicate decisions transparently and work to build a sense of trust within the community and board. Board members must also demonstrate integrity and communicate clearly to all residents to prioritize the association’s overall well-being.

Board members vote to select which directors will hold and fulfill the unique duties of the offices of president, vice president, secretary, and treasurer. Typically the president chairs meetings and communicates decisions to all stakeholders, while the vice president fills in for the president as needed and works with community committees. The secretary maintains the association’s official records and ensures they are stored safely and are easily accessible to all association members. The treasurer reviews the monthly financial package and reports this information to the rest of the board and community. A director-at-large is a full voting member and serves as a liaison to the community.

Some other general board member responsibilities include protecting the association’s interests; maintaining and

LEIGH QUINN, LCAM, DIVISION PRESIDENT, SENTRY MANAGEMENT Leigh Quinn, LCAM, is a division president in Sentry Management’s Orlando office, overseeing an experienced team managing a wide variety of communities including HOAs, condominium and townhome associations, master associations, and large communities with on-site services.

Sentry Management is a full-service community management company providing experienced operational leadership for communities. Sentry has 14 offices managing hundreds of condominium and HOA communities across the state of Florida. Sentry is an employer of choice in Florida and named a National Top Workplace of 2024 by USA Today. For more information, visit sentrymgt.com.

enhancing all common areas; enforcing the governing documents and collecting assessments; communicating with vendors, industry experts, and the community management company or manager; contributing to productive meetings; and more.

THE ROLES AND RESPONSIBILITIES OF A MANAGEMENT COMPANY

While the board is focused on governance, a community management company executes the day-to-day operations that keep the association running smoothly. Management companies bring specialized expertise, resources, and systems to ensure that administrative, financial, and operational tasks are executed effectively, allowing the board to concentrate on what’s most important—bettering the community.

The management company’s responsibilities include financial management, operational support, and homeowner communication. For example, some of these responsibilities include managing financial processes, collecting assessments, providing delinquency services, preparing monthly financial reports, and ensuring compliance with tax filings. They review vendor contracts, communicate with vendors, verify vendor insurance, and create board packets for meetings. In addition, the management company also facilitates communication by maintaining homeowner portals, addressing resident inquiries, and serving as a bridge between the board, homeowners, and external professionals. By taking on these responsibilities, management companies enable the board to concentrate on strategic decision-making.

SO, WHAT ROLES AND RESPONSIBILITIES DO THEY HAVE IN COMMON?

The board and management company partnership is built on trust, mutual respect, and effective communication. They work together to align goals and strategies, ensuring the community’s needs are met efficiently.

The management company provides recommendations based on its operational expertise, while the board retains ultimate decision-making authority. When this relationship functions well, both parties can seamlessly fulfill their respective roles, and the board can focus on the long-term vision of the association while the management company ensures that dayto-day operations run without disruption. Together, they create a wellmanaged, thriving community! n www.fcapgroup.com | FLCAJ February 2025 67

Photo courtesy of Envera Systems

Navigating an Evolving Landscape and Developing Security Strategies

BY BRIE SHOUPPE

I

n today’s rapidly evolving landscape, community associations face many security challenges that necessitate a proactive approach. While the layout of each property and neighborhood differs, that doesn’t typically change the commonalities of the threats each association may face.

Here are several key topics that associations and property managers should consider when developing their security strategies.

1. Understanding Security Threats Communities must first understand the various types of potential security challenges. On the physical side, these can range from unauthorized access to theft and vandalism or even more severe 68 February 2025 FLCAJ | www.fcapgroup.com

incidents. Rather than waiting for something to occur, conduct a thorough risk assessment to identify vulnerabilities.

The Role of Evolving Technologies and Artificial Intelligence Examine modern systems and how advanced technologies are enhancing security and optimizing systems. Artificial intelligence (AI) is revolutionizing security technology, particularly in surveillance and access management systems.

AI-powered cameras can analyze footage in real time with more accurate detection of potential threats, and this predictive capability allows for quicker responses. As mentioned in another article titled “The Future of Community Security” in the Florida Community Association Journal, a security expert commented, “Beyond cameras, there is a whole world of possible applications… such as machine learning that is focused on pattern recognition

BRIANNA SHOUPPE, VICE PRESIDENT, MARKETING, ENVERA

2.

Brie Shouppe is the vice president of marketing at Envera, leading the marketing, business development, and sales support teams. Envera is a leading provider of cutting-edge security software and technology for community associations.

Contact Envera at 855-380-1274 or www.EnveraSystems.com.

for improved alerting; also, device monitoring that enables predictive maintenance and process optimization.”

As technology continues to advance, communities should aim to stay informed about emerging trends in security. Such developments may enable associations to adapt their strategies to incorporate cutting-edge solutions. However, keep in mind, it’s not always necessary to adopt every new trend as it arrives.

3. Resident Engagement and Education Engaging residents in security matters is essential for fostering a culture of awareness as well as the successful implementation of security technology. While a board and property manager likely work closely with a selected security vendor, and that vendor may assist in educational aspects for the residents, the association can lead the way in communication, informational sessions, and workshops to educate all residents about best practices for personal and community security. By

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involving residents in the conversation, associations empower them to take an active role in maintaining safety, which can lead to a stronger sense of collaboration and more effective use of the employed security systems.

4. Cost-Benefit Analysis When considering a new technology or system, communities can conduct a thorough cost-benefit analysis, ideally with guidance from their property manager. This involves evaluating the initial investment versus potential long-term savings, such as reduced insurance premiums, lower crime rates, and enhanced property value. Not only does this assist the association in making an informed decision that aligns with a budget and security needs, but also it can serve as beneficial information for the residents when a security change is taking place.

Partner with Security Experts Collaborating with security experts will assist communities in identifying the technology and systems that best address their security concerns or challenges. A security provider is able to assess a property’s needs, recommend appropriate solutions, and help implement a comprehensive security plan. These partnerships can also include training for community staff and residents to better understand security processes and best practices.

Navigating the complex landscape of security technology requires associations and their community managers to adopt a strategic, multilayered approach. By understanding the types of threats, leveraging advanced technology, engaging residents, and partnering with experts, communities can establish a comprehensive security framework to best protect their neighborhood assets and the residents. Ultimately, planning strategically, staying proactive, and regularly addressing security protocols can help ensure the security methods in place remain effective now and in the future. n 5.

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Photo courtesy of Envera Systems

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I’m New to the Board, Now What?

BY SHAUN PATTERSON

A

ssociations and their boards of directors are pivotal in managing and maintaining shared community spaces, protecting property values, and fostering harmonious neighborhoods. Joining an HOA board of directors for the first time can be both exciting and overwhelming. Whether you’ve volunteered or been elected, understanding what lies ahead is crucial to fulfilling your role effectively. Here’s a comprehensive guide to help you navigate your new responsibilities as an HOA board member.

UNDERSTANDING THE BASICS OF GOVERNANCE One of your primary responsibilities as a board member is governance. This involves making decisions that align with the association’s governing documents—such as the bylaws and covenants, conditions, and restrictions (CC&Rs)—and applicable local, state, and federal laws.

Familiarizing yourself with these documents early on is essential. They serve as the foundation for all your decisions and actions.

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Additionally, you’ll need to understand the role of fiduciary duty. As a board member you are required to act in the best interest of the community, avoiding conflicts of interest and ensuring transparency in decision-making. This responsibility underscores the importance of ethical conduct and accountability.

REGULAR MEETINGS AND COMMUNICATION Board members are expected to attend regular meetings, which are typically held monthly or quarterly. These meetings are where decisions are made, issues are discussed, and updates are shared with homeowners. Board members should review agendas, financial statements, and other materials to prepare before each meeting.

Effective communication is also vital. You’ll interact with homeowners and fellow board members. Open, respectful dialogue fosters trust and cooperation. Keep in mind that disagreements may arise, but maintaining professionalism ensures productive outcomes.

COLLABORATION WITH PROPERTY MANAGEMENT COMPANIES Many communities partner with property management companies to handle day-to-day operations, such as maintenance, landscaping, and accounting.

While the management company executes these tasks, the board retains ultimate decision-making authority. Self-managed associations may use a management company as a support function, only implementing the services in an as-needed role. Some of

SHAUN PATTERSON, PRESIDENT, JILSA MANAGEMENT LLC Shaun Patterson, president of Jilsa Management LLC, is a seasoned community management professional with over a decade of experience working with HOAs. Passionate about fostering vibrant neighborhoods, Shaun Patterson specializes in board member training, conflict resolution, and financial management. When not guiding boards toward success, Shaun enjoys volunteering in local initiatives and exploring scenic trails. Shaun believes that strong leadership and open communication are the cornerstones of a thriving community. Jilsa Management specializes in assisted community management (ACM) services supporting communities who want to retain control over daily operations while benefiting from additional support. For more information, visit jilsamanagement.com.

these services can include accounting, software integration, back-office resident support, vendor management, and consulting. As a board member you’ll work closely with the management team, providing direction and oversight. Building a strong relationship with the management company can streamline operations and enhance the community’s overall quality.

BUDGETING AND FINANCIAL OVERSIGHT A significant aspect of your role involves managing the HOA’s finances. This includes approving budgets, setting assessment fees, and ensuring funds are allocated appropriately. You’ll also need to review financial reports regularly and address any discrepancies.

Be prepared to make difficult decisions, such as prioritizing projects or adjusting fees. Transparency in financial matters is critical; homeowners should feel confident that their contributions are being used responsibly. It’s also wise to consult with financial professionals or auditors when necessary.

MAINTENANCE AND VENDOR MANAGEMENT HOA boards oversee the upkeep of common areas, such as parks, pools, and clubhouses. This requires coordinating with vendors for services like landscaping, security, and repairs. As a new board member, you may be involved in selecting vendors, negotiating contracts, and monitoring performance.

Establishing clear expectations with vendors and regularly evaluating their work ensures that community standards are met. When issues arise, addressing them promptly demonstrates the board’s commitment to maintaining a high standard of living for residents.

CONFLICT RESOLUTION Disputes are inevitable in any community. Whether it’s a disagreement between neighbors or a homeowner’s noncompliance with HOA rules, board members play a crucial role in resolving conflicts. Approach www.fcapgroup.com | FLCAJ February 2025 73

these situations with fairness, empathy, and a focus on finding solutions that benefit the community as a whole.

Having a clear process for handling disputes—including formal hearings if necessary— helps maintain order and ensures all parties are treated equitably. Remember, your goal is to uphold the association’s rules while fostering a sense of community.

CONTINUING EDUCATION HOA laws and best practices evolve over time. To stay informed, take advantage of educational resources such as seminars, webinars, and industry publications. Many states and organizations offer training specifically for HOA board members. Staying up to date enhances your ability to serve effectively and confidently.

TIME COMMITMENT AND PERSONAL GROWTH Serving on an HOA board requires a significant time commitment.

From attending meetings to responding to homeowner inquiries and reviewing documents, your involvement will likely extend beyond occasional board meetings.

However, this role also offers opportunities for personal growth.

You’ll develop skills in leadership, problem-solving, and financial management. Additionally, you’ll have the satisfaction of contributing to your community’s success.

MANAGING EXPECTATIONS AND CHALLENGES New board members often face a learning curve. It’s normal to feel unsure at first, but with time and effort, you’ll gain confidence.

Remember that you’re part of a team; rely on experienced board members and seek guidance when needed.

Balancing competing priorities and addressing homeowner concerns can be challenging. Staying focused on the community’s long-term goals will help you make decisions that benefit everyone. Patience, persistence, and a positive attitude are your best assets.

Becoming an HOA board member is a rewarding opportunity to make a difference in your community. By understanding your responsibilities, fostering collaboration, and staying informed, you can navigate the challenges of this role with confidence. Remember, your efforts contribute to creating a thriving, harmonious neighborhood for all residents. n

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Insurance for Your Roofing Project

BY BEST ROOFING

W

HAT ARE PAYMENT AND PERFORMANCE BONDS IN ROOFING AND CONSTRUCTION PROJECTS?

For community association managers, property managers, and condominium boards, large-scale roofing and construction projects require careful planning and risk management. Payment and performance bonds are essential tools that help protect your investment and ensure a smooth project.

UNDERSTANDING PAYMENT AND PERFORMANCE BONDS (P&P BONDS) Payment Bond A payment bond ensures the contractor will pay all suppliers, subcontractors, and laborers involved in a project. For roofing projects, this means that suppliers and subcontractors are compensated, preventing any liens on your property. Payment bonds are 76 February 2025 FLCAJ | www.fcapgroup.com

A PERFORMANCE BOND GUARANTEES THAT THE CONTRACTOR WILL COMPLETE THE PROJECT AS SPECIFIED IN THE CONTRACT. FOR A ROOFING JOB, IT ENSURES THAT THE INSTALLATION OR REPAIR IS DONE CORRECTLY AND TO INDUSTRY STANDARDS.

BEST ROOFING Since 1978 Best Roofing has been committed to understanding client needs and building strong, professional relationships that stand the test of time. We offer a seamless, stress-free experience, delivering quality service and clear communication at every stage of your roofing project. With the personalized care of a dedicated team and the expertise of a large contractor, Best Roofing has become the trusted partner for South Florida’s community associations, property managers, and commercial property owners.

Our unwavering commitment to excellence in roof repairs, restorations, and replacements has solidified our position as South Florida’s premier roofing company. Proudly serving Broward, Miami-Dade, and Palm Beach counties, we’re ready to bring our expertise to your roofing needs.

Call us today at 888-892-2378 for a comprehensive roof audit or visit www.bestroofing.net.

crucial for protecting association managers and property owners from legal issues that could arise from unpaid parties.

Performance Bond A performance bond guarantees that the contractor will complete the project as specified in the contract. For a roofing job, it ensures that the installation or repair is done correctly and to industry standards. If the contractor fails to deliver, the performance bond covers the cost of completing or correcting the

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work, safeguarding the property owner’s investment.

Together, these bonds provide a comprehensive safety net, making them vital for property management professionals overseeing complex projects.

WHY THESE BONDS MATTER FOR PROPERTY MANAGERS AND ASSOCIATIONS

Property managers and association boards face significant responsibilities, from managing budgets to ensuring quality work. Payment and performance bonds mitigate risks, ensuring financial and project security.

They offer peace of mind, knowing that your project is backed by strong financial protections and high standards.

HOW TO OBTAIN A PAYMENT AND PERFORMANCE BOND

While contractors are responsible for securing these bonds, understanding the process can guide you in hiring the right roofing partner.

CHOOSING A REPUTABLE SURETY

Top contractors work with experienced surety companies.

At Best Roofing, we partner with industry-leading sureties, reflecting our reliability and financial stability.

APPLICATION AND VETTING

The contractor must demonstrate financial health, a solid credit history, and a successful track record. The surety reviews financial statements and project performance to determine eligibility. This process gives you confidence in the contractor’s ability to deliver.

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BOND APPROVAL

Upon approval, the bond is issued, with the cost often being a small percentage of the project’s total value. Best Roofing’s position in the top one percent nationally for bonding capacity allows us to handle even the most extensive roofing projects with ease.

KEY FACTORS INFLUENCING BONDS Contractor’s Financial Health A contractor’s financial stability is crucial. Contractors with strong financials are better equipped to handle obligations, reducing risks. A solid roofing contractor’s good financial strength ensures it can always back up its commitments.

Experience and Track Record Contractors with proven success are more likely to secure bonds easily. A roofing contractor with decades of experience and consistent performance gives its clients peace of mind.

Project Scope and Complexity Larger or complex projects require higher bonding amounts.

Contractors with high bonding capacity, can handle these demands without compromising project integrity.

BENEFITS OF PAYMENT AND PERFORMANCE BONDS Protect Against Liens Payment bonds ensure all subcontractors and suppliers are paid, preventing liens on your property. This is crucial for condominium boards and property managers who need to avoid legal entanglements.

Ensure Quality and Completion Performance bonds guarantee that work is completed to contract standards. If issues arise, the bond covers corrective measures, protecting your property from substandard work. At Best Roofing, we pride ourselves on consistently meeting these standards.

Trust and Reliability A high-bonding capacity reflects a contractor’s credibility. It signals financial strength and reliability, important for property managers looking to protect their investments.

Effective Risk Management Bonds shift financial risk from property owners to the surety and contractor, minimizing stress and protecting budgets. This is particularly important for association managers handling large, multi-building projects.

When managing a roofing or construction project, using a bonded contractor like Best Roofing provides crucial protection. Our top one percent national bonding capacity ensures your investment is secure while our expertise delivers outstanding results. For community associations and property managers, this means partnering with a contractor you can trust. n

Photo by iStockphoto.com/William_Potter

Using Financial Reports to Understand Your Association’s Financial Health

BY RODRIGO CONTRERAS

C

ongratulations on your election (or re-election) to your community association’s board! Among your many responsibilities, one of the most impactful undertakings you can pursue is understanding your association’s financial health.

While requesting bank statements or account balances from your property manager or accountant may be tempting, these documents often fall short of providing a complete and accurate picture of your association’s overall financial standing. Relying solely on these limited snapshots can obscure underlying issues or future financial challenges your association may face. www.fcapgroup.com | FLCAJ February 2025 79

To truly understand your association’s fiscal health, it’s essential to review financial reports, such as audits, annual unaudited financial reports, and monthly financial reports.

These detailed documents provide a clear breakdown of income, expenses, and reserve balances, allowing you to assess the accuracy of your association’s budget, identify potential shortfalls that may require special assessments, and uncover aspects of your community that required greater than anticipated maintenance.

THE MONTHLY FINANCIAL REPORTS: YOUR KEY TO CLARITY

Your association’s monthly financial reports are the cornerstone of financial transparency. While audits, annual unaudited financial reports, and monthly financial reports all provide insights into your association’s income, expenses, and overall financial health, the key difference lies in their frequency. Audits and annual reports, while valuable, are conducted annually and primarily reflect a historical snapshot of the association’s finances. Monthly financial reports, on the other hand, deliver real-time, up-to-date information on income, expenses, and reserve balances.

This regular reporting allows the board to monitor financial trends and track budget performance.

By providing a clear and current view of the association’s financial standing, monthly reports empower the board to make informed decisions and ensure the community remains on a stable financial path throughout the year.

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RODRIGO CONTRERAS, LCAM, COFOUNDER AND CHIEF OPERATIONS OFFICER, THE ERRO GROUP Rodrigo Contreras is a Cofounder and Chief Operations Officer for The ERRO Group. For more information call 786-7672111, email ro@theerrogroup.com or info@theerrogroup.com, or visit www.theerrogroup.com.

KEY COMPONENTS OF MONTHLY FINANCIAL REPORTS

Balance Sheet The balance sheet shows your association’s assets, liabilities, and equity at a specific point in time. The following is what to focus on: Assets—Cash in bank accounts, investments, and receivables (such as unpaid assessments).

Liabilities—Outstanding debts or obligations (like loans or vendor payments).

Equity—The difference between assets and liabilities, representing the community’s net worth.

A healthy balance sheet will show positive equity and sufficient cash reserves to meet upcoming obligations.

Income Statement (or Profit and Loss Statement) This report details the association’s income and expenses over a specific period, usually the prior month. The following are key items to review: Assessment Revenue—Is the association collecting assessments as expected?

Operating Expenses—Are expenses aligned with the budget, or are there significant variances?

Net Income—This is the difference between revenue and expenses. A negative figure might indicate a problem.

Budget-to-Actual Comparison This section compares actual financial performance to the association’s approved budget. Look for the following: Overages—Are certain line items exceeding the budget? If so, investigate why.

Savings—Are there areas where the association is spending less than anticipated? This can provide insight for future budgeting.

Delinquency Report • Unpaid assessments directly impact cash flow and the association’s ability to fund operations. This report shows the following: • The total amount of unpaid assessments • The number of delinquent accounts and their aging (how long they’ve been overdue) • Steps being taken to recover unpaid amounts, such as late notices or legal action.

Reserve Fund Summary Reserves are savings set aside for major repairs and replacements (think roofs, elevators, and roads). The reserve summary shows the following items: • Current reserve balances • Contributions made during the reporting period • Upcoming projects and whether reserves are sufficient to fund them

PUTTING FINANCIAL REPORTS TO WORK

HOW TO APPROACH FINANCIAL REPORTS

Strategize • Monitor unpaid assessments monthly to identify trends and increases.

• Evaluate the current collections process: Are reminders being sent on time? Are penalties being enforced?

• Use the reports to plan for large expenses, such as capital projects, and ensure reserves are being adequately funded.

START WITH THE BIG PICTURE

Communicate Transparency is key to building trust with owners and fostering a sense of community. Use monthly financial reports to keep residents informed about the association’s financial health. Sharing clear, concise updates—such as addressing budget variances, upcoming expenses, or progress on reserve funding—demonstrates accountability and ensures owners understand how their assessments are being used to maintain and improve the community. Open, honest communication helps avoid misunderstandings and reinforces confidence in the board’s leadership.

As a board member, understanding your association’s financial standing is one of the most impactful ways you can serve your community. By familiarizing yourself with monthly financial reports, asking the right questions, and collaborating with your property manager and accountant, you’ll be well-equipped to make informed decisions that ensure your community’s financial health and long-term success. n

Financial reports can be overwhelming, especially if you’re new to the board. Here are some tips to help you navigate them.

Focus on overall trends rather than getting bogged down in minutiae. Is your association’s financial position improving or deteriorating? Are you on track to meet budget goals?

ASK QUESTIONS

Don’t be afraid to ask your property manager, treasurer, or accountant for clarification. Common questions might include, Why are certain expenses over budget? What steps are being taken to address delinquencies? Are reserve contributions sufficient to meet future needs?

Understanding financial reports isn’t just about keeping the books balanced. It’s about making informed decisions that benefit your community. Here’s how to apply what you learn from your reports.

Analyze • Review budget variances to identify any line items consistently exceeding their limits.

• Determine if overages are due to one-time events (e.g., emergency repairs) or recurring issues (e.g., rising vendor costs).

• Compare month-to-month expenses to spot patterns that may signal inefficiencies or financial strain.

COLLABORATE WITH PROFESSIONALS

Your association’s accountant or property manager is a resource—use them! They can help break down complex financial concepts and provide insights tailored to your community’s needs. www.fcapgroup.com | FLCAJ February 2025 81

CAM MATTERS

Photo by iStockphoto.com/gustavofrazao

Habits—For You or Against You?

BY BETSY BARBIEUX, CAM, CFCAM, CMCA

82 February 2025 FLCAJ | www.fcapgroup.com

I

t’s the end of the year and beginning of the year. How did you do last year? Did you meet your personal and professional expectations? Did you nail your deadlines or miss them? Did you develop positive relationships? What about taking time for yourself? Did you skip your vacation?

If the year didn’t turn out quite like you wanted and you’ve set goals for the coming year, what will you do differently to achieve the new year goals? If you don’t change something, it won’t get better.

BETSY BARBIEUX, CAM, CFCAM, CMCA, FLORIDA CAM SCHOOLS Betsy Barbieux, CAM, CFCAM, CMCA, guides managers, board members, and service providers in handling daily operations of their communities while dealing with different communication styles, difficult personalities, and conflict. Effective communication and efficient management are her goals. Since 1999 Betsy has educated thousands of managers, directors, and service providers. She is your trainer for life! Betsy is the author of Boardmanship, a columnist in the Florida Community Association Journal, and a former member of the Regulatory Council for Community Association Managers. Subscribe to CAM MattersTM at www.youtube.com/c/cammatters. For more information, contact Betsy@FloridaCAMSchools.com, call 352-326-8365, or visit www.FloridaCAMSchools.com.

Changing something likely means creating different habits— positive ones.

Below are some thoughts from the book Atomic Habits by James Clear.

POSITIVE COMPOUNDING Productivity compounds.

Accomplishing one extra task is a small feat on any given day, but it counts for a lot over an entire career. The effect of automating an old task or mastering a new skill can be even greater. The more tasks you can handle without thinking, the more your brain is free to focus on other areas.

Knowledge compounds.

Learning one new idea won’t make you a genius, but a commitment to lifelong learning can be transformative.

Furthermore, each book you read not only teaches you something new but also opens different ways of thinking about old ideas. As Warren Buffett says, “That’s how knowledge works. It builds up, like compound interest.”

Relationships compound.

People reflect your behavior back to you. The more you help others, the more others want to help you. Being a little bit nicer in each interaction can result in a network of broad and strong connections over time.

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TURNOVER & CONSTRUCTION DEFECT SERVICES: Turnover meetings Review of turnover documents Assisting in the selection and hiring of turnover auditors, engineers and other consultants

Chapter 558 inspections and procedures Negotiating repair protocols All aspects of state/federal litigation for construction warranty claims, from settlement negotiations through trial

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www.fcapgroup.com | FLCAJ February 2025 83

NEGATIVE COMPOUNDING

Stress compounds like the frustration of a traffic jam, the weight of parenting responsibilities, the worry about making ends meet, or the strain of slightly high blood pressure. By themselves, these common causes of stress are manageable. But when they persist for years, little stresses compound into serious health issues.

Negative thoughts compound. The more you think of yourself as worthless, stupid, or ugly, the more you condition yourself to interpret life that way. You get trapped in a thought loop. The same is true for how you think about others. Once you fall into the habit of seeing people as angry, unjust, or selfish, you see those kinds of people everywhere.

Outrage compounds. Riots, protests, and mass movements are rarely the result of a single event. Instead, a long series of microaggressions and daily aggravations slowly multiply until one event tips the scales and outrage spreads like wildfire.

Habits are the compound interest of self-improvement. Getting one percent better every day counts for a lot in the long run. Habits are a double-edged sword. They can work for you or against you, which is why understanding the details is essential. Small changes often appear to make no difference until you cross a critical threshold. The most powerful outcomes of any compounding process are delayed. You need to be patient. An atomic habit is a little habit that is part of a larger system. Just as atoms are the building blocks of molecules, atomic habits are the building blocks of remarkable results.

If you want better results, then forget about setting goals. Focus on your system instead. You do not rise to the level of your goals. You fall to the level of your systems.

There are three layers of behavior change: a change in your outcomes, a change in your processes, or a change in your identity. With outcome-based habits, the focus is on what you want to achieve. With identity-based habits, the focus is on who you wish to become.

The goal is not to read a book, the goal is to become a reader. The goal is not to run a marathon, the goal is to become a runner. The goal is not to learn an instrument, the goal is to become a musician.

Putting this all together, you can see that habits are the path to changing your identity. The most practical way to change who you are is to change what you do. Each time you write a page, you are a writer.

Each time you practice the violin, you are a musician. Each time you start a workout, you are an athlete. Each time you encourage your employees, you are a leader.

There are three levels of change: outcome change, process change, and identity change. The most effective way to change your habits is to focus not on what you want to achieve, but on who you wish to become.

Your identity emerges out of your habits. Every action is a vote for the type of person you wish to become. Becoming the best version of yourself requires you to continuously edit your beliefs and to upgrade and expand your identity.

The real reason habits matter is not because they can get you better results (although they can do that) but because they can change your beliefs about yourself.

Changing your environment can help you transition to desirable habits. If you want to remember to take your medication each night, 84 February 2025 FLCAJ | www.fcapgroup.com

OUTRAGE COMPOUNDS. RIOTS, PROTESTS, AND MASS MOVEMENTS ARE RARELY THE RESULT OF A SINGLE EVENT. INSTEAD, A LONG SERIES OF MICROAGGRESSIONS AND DAILY AGGRAVATIONS SLOWLY MULTIPLY UNTIL ONE EVENT TIPS THE SCALES AND OUTRAGE SPREADS LIKE WILDFIRE. put your pill bottle directly next to the faucet on the bathroom counter. If you want to practice guitar more frequently, place your guitar stand in the middle of the living room. If you want to drink more water, fill up a few water bottles each morning and place them in common locations around the house. If you want to send out meeting notices, use a paper file and put it in plain view with the deadline boldly written on top. Don’t depend on the computer or cell phone calendar reminder.

Whether you want to develop better personal habits or business ones, focus on the process of becoming instead of the goal. n

COMING THIS APRIL THE SPECIAL HOA ISSUE

DON’T MISS OUT

Are you a service provider for HOAs in Florida? Our readers – the decision-makers in thousands of communities across the state – need to know about your services!The April issue of the Florida Community Association Journal is your next big opportunity to get noticed.

Reserve your ad space today and be part of the April Special HOA Issue!

Call 800-425-1314 or email sales@fcapgroup.com

Editor’s Note: FLCAJ would like to congratulate these two outstanding 2024 Readers’ Choice Awards winners! (For a full list of 2024 RCA winners, please read the March 2024 issue or visit www.fcapgroup.com/flcaj/readers-choice/.

Seacrest Southwest

Diamond Level Winner—Management Companies (Winner 2024) The Seacrest Southwest mission is to guide and propel Southwest Florida communities toward a thriving and successful future. This journey involves harnessing technological advancements, providing efficient management and oversight for our partner communities, and serving as a reliable professional resource for board members.

86 February 2025 FLCAJ | www.fcapgroup.com

At Seacrest Southwest, we believe in providing a total quality management approach toward management and services to our customers. Defining the desired results, identifying the appropriate means, and implementing systems of measurement while continuously seeking improvement all become underlying foundations of this approach.

We set ourselves apart through resolute 24/7 customer service and hospitality, robust accounting and reporting capabilities, a steadfast focus on total quality management, tailor-made solutions, cuttingedge technology integration, and our family-owned, locally driven decision-making. These aspects collectively solidify our position as leaders in the industry.

Through dedicated performance and a commitment to excellence for over 40 years, Seacrest Southwest stands as the premier leader in full-service community association management in Southwest Florida.

For more information on Seacrest Southwest, contact us at 239-261-3440 or visit us at www.SWPropMgt.com.

the very finest unarmed and armed officers and mobile patrols, plus concierge and front desk services at homeowners’ associations, condominiums, and country clubs. In an industry known for its challenges, St. Moritz has become a real standout for their expertise, seasoned management team, exceptional officers in uniform, industry-leading training regimens, superior quality control and reporting tools, and an intense focus on customer service.

The readers of the Florida Community Association Journal have spoken—and quite emphatically—that St. Moritz Security is the best of the very best in the residential security category this year, which is rarified air indeed.

Congratulations, St. Moritz! Well done.

For more information about St. Moritz Security Services, call 239-537-1711 or visit www.smssi.com. n Outlines_Update_Proposal AD Florida Community Association Journal.pdf

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1/9/25

St. Moritz Security Services

Diamond Level Winner—Safety and Security (Winner 2024 and one previous RCA win) After receiving the Platinum Award in last year’s Readers’ Choice Awards contest, ST. MORITZ SECURITY SERVICES has been voted a premier security officer provider in the State of Florida, and a first choice of Florida’s exclusive and prestigious gated communities and condominiums for 2024, by winning this years’ Diamond Level Award… our highest level of achievement. St. Moritz expertly serves the entire state, with offices located in Ft. Lauderdale/Miami, Naples/Ft. Myers, Orlando, Pensacola, Tampa, and West Palm Beach. As of January, they employed over 5,500 security professionals nationwide and are ranked in the Top 6 American-owned and -operated security officer firms with regards to size.

St. Moritz Security, headquartered in Pittsburgh, PA, is now 42 years old; and those readers who voted for St. Moritz have remarked that they offer

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7:06 PM

ACCOUNTING/AUDITING E R RO

APPRAISALS

BANKING

The ERRO Group Co m m u n i t y A s s o c i a t i o n A c c o u n t i n g F i r m

Co m p re h e n si ve M ont hly Acco un ti n g S e r v ices Fi n a n ci a l Co n sult ing For HOA , Condo, & Com merci al Associ ati o n s

w w w. t h e e r r o g r o u p.c o m info@theerrogroup.com (786) 767 2111

allianceassociationbank.com (888) 734-4567 A division of Western Alliance Bank.

Member FDIC.

Bank OZK 100 5th Street South St. Petersburg, Florida 33701 844-905-6975 www.OZK.com/association services Cogent Bank 407-545-2662 www.cogentbank.com Moving You Forward ACCOUNTING/CPA

Monthly accounting and bookkeeping services for Florida Condos, HOAs, and Co-ops.

Monthly financial review meetings with a CPA. Hands-on financial support and guidance.

(954) 372-0138 info@condohoaaccounting.com www.condohoaaccounting.com 88 February 2025 FLCAJ | www.fcapgroup.com

Popular Association Banking 7920 Miami Lakes Drive W. Miami Lakes, Florida 33016 800-233-7164 www.popularassociation banking.com Serving the community association industry exclusively.

Truist Association Services 12485 28th Street N St. Petersburg, FL 33716 727-549-1202 or 888-722-6669 www.Truist.com/ AssociationServices

SVP/Director of Specialty Products

uscentury.com/specialties/association-banking

INSURANCE

S pe c i a l i z i n g i n C o nd om i ni um a n d H om e ow ne r Ass oc i ati o ns

Serving Our Community Since 1962 Unit Owners, Policies, Life and Health (954) 943-5050 • npridemore@acrisure.com Gene Pridemore • www.acrisure.com/southeast

Rick Carroll Insurance 2160 NE Dixie Highway Jensen Beach, Florida 34958 800-290-3181 or 772-334-3181 www.rickcarroll.com The Turner Insurance Advisor Group 2121 NE Coachman Road Clearwater, Florida 33765 www.turnergroupfl.com

RESERVE ANALYSIS

J R Frazer, Inc. SIRS, RESERVES AND INSURANCE VALUATIONS

Sundeep Jay, RS, PRA 561.488.3012

800.298.0683 • jrfrazerent@aol.com

www.JRFrazer.com

INSURANCE VALUATIONS

Expert Reserve Services Inc. 433 Silver Beach Ave., Suite 104 Daytona Beach, FL 32118 866-480-8236 www.expertreserveservices.com Covering Florida's Insurance Valuation Needs PRIVATE LENDING

Gelt Financial LLC: 561-221-0900 Funding Community Associations Since 1989 Herbie Wiles Insurance Agency 400 N. Ponce de Leon Boulevard St. Augustine, Florida 32084 800-997-1961 www.herbiewiles.com Insuring over 100 FL condo associations and HOAs.

PUBLIC INSURANCE ADJUSTERS

Hunter Claims LLC 4613 N. Clark Avenue Tampa, Florida 33614 813-774-7634 www.hunterclaims.com

Fraga Consulting Group Headquartered in Miami, FL 305-317-1075 info@FragaConsultingGroup.com fragaconsultinggroup.com

Funding Community Associations since 1989

561-221-0900

Capital Improvements

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LEGAL SERVICES Siegfried Rivera

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201 Alhambra Circle, 11th Floor Coral Gables, Florida 33134 800-737-1390 www.siegfriedrivera.com

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Experience Personalized Professionalism.

Tripp Scott Law Firm

110 SE 6 Street Fort Lauderdale, Florida 33301 954-525-7500 www.trippscott.com For over 50 years, Tripp Scott

has served our community.

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ZONE 1

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Gelfand & Arpe, P.A. 1555 Palm Beach Lakes Boulevard, Suite 1220 West Palm Beach, Florida 33401 561-655-6224 www.gelfandarpe.com

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ZONE 6

Access Management

ZONE 5

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Zone Map on Page 88

ZONE 4

Florida Management Companies by Zone

ZONE 3

KW PROPERTY MANAGEMENT & CONSULTING, LLC 8200 NW 33rd Street, Suite 300 Miami, Florida 33122 305-476-9188 www.kwproperty management.com A Professional and Independent Approach to Management.

ZONE 2

844-815-5321 www.castlegroup.com

Jilsa Management 2005 Vista Parkway, Suite 211 West Palm Beach, FL 33411 561-544-1122 www.jilsamanagement.com

ZONE 1

Allied Property Group Inc. 12350 SW 132 Court, Suite 114 Miami, Florida 33186 305-232-1579; 239-241-6499 www.alliedpropertygroup.net Providing service to South Florida since 2003.

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Qualified Property Management 5901 US Highway 19, Suite 7 New Port Richey, Florida 34652 877-869-9700 www.QualifiedProperty.com Proudly Serving HOA, COA, Co-ops, Master Planned Comm.

Assoc.

Landex Resorts 25 Homestead Road N., Suite 41 Lehigh Acres, Florida 33936 239-369-5848 www.landexresorts.com

5523 W. Cypress Street, Suite 102 Tampa, Florida 33607 866-403-1588 www.RealManage.com Serving Orlando and Tampa Communities.

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Towers Property Management 1320 N. Semoran Blvd., Suite 100 Orlando, FL 32807 407-730-9872 www.towerspropertymgmt.com

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MAY Management Services, Inc. 5455 A1A South St. Augustine, Florida 32080 904-461-9708 www.maymgt.com Over 20 years in Northeast Florida!

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92 February 2025 FLCAJ | www.fcapgroup.com

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on the go

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Products and Services Directory ACCESS CONTROL, SECURITY AND CUSTOM GATE AUTOMATION

Smart Entry Systems: 626-213-7557; www.SmartEntrySystems.com; sales@SmartEntrySystems.com AIR DUCT CLEANING

Air Duct Aseptics Air Duct & Dryer Exhaust Cleaning, Mold Testing, Free Inspection 888-707-7763 www.adaflorida.com

ASPHALT REPAIR/ REJUVENATION

ELEVATOR SERVICE/REPAIRS

Asphalt Restoration Technology: 800-254-4PDC (4732); www.asphaltnews.com.

Connections Elevator: Elevator maintenance agreements, repairs and modernizations; 954-792-1234; www.ConnectionsElevator.com.

Howard J. Miller Consulting Engineers: 561-392-2326; www.HowardJMiller.net

Kings III Emergency Communications: 844-357-3849; www.kingsiii.com

BALCONY INSPECTIONS

COMMUNITY SECURITY

ELEVATOR/POOL EMERGENCY COMMUNICATIONS

Promar Building Services LLC: Alfredo Amador; 561-598-4549; info@promarbuilding.com CONCRETE RESTORATION PROJECT MANAGEMENT

ALARM MONITORING

ENGINEERS

Chalaire & Associates, Inc.: 561-848-7055; www.chalaire andassociates.com.

Consult Engineering, Inc: 941-206-3000; www.consultengineering.com.

Daniello Companies: 888-370-4333; www.concreterepairing.net.

Howard J. Miller Consulting Engineers: 561-392-2326; www.HowardJMiller.net

EDUCATION

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ALUMINUM RAILING

Mullets Aluminum: 941-371-3502; nate@mulletsaluminum.com; www.mulletsaluminum.com

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ELECTRIC

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FLCAJ on the go

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Hypower Electrical & Utility Contractor 888-978-9300; www.hypowerinc.com

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ADVERTISING Opportunities For advertising opportunities please call 800.425.1314

www.fcapgroup.com | FLCAJ February 2025 93

NV5: 954-495-2112; nv5.com

PEGroup Consulting Engineers, Inc.: 800-698-2818; 305-655-1115; www.pegroup.com.

Swaysland Professional Engineering Consultants (SPEC): 954-473-0043; 888-264-7732.

GENERAL CONTRACTORS

Hartman & Sons Construction, Inc.: 407-699-4549; fax: 407-6990919; Serving Central FL INTERNET/TELEVISION/ VOICE SERVICES

LAUNDRY EQUIPMENT AND SUPPLIES

Commercial Laundries: 786982-7729; kendal@ciifl.com; www.commerciallaundries.com MANAGEMENT SOFTWARE

Blue Stream: 954-753-0100; www.mybluestream.com

Comcast: 800-934-6489; www. xfinity.com

Fibernow: 800-921-7701; sales@ fibernow.com; fibernow.com

WE SERVICE THE ENTIRE STATE OF FLORIDA

Restore. Repaint. Renew.

Specialists in Condo and HOA Repainting, Repairs, & Restoration Call 877-442-5062 for a FREE quote! www.MunyanPaintingcom www.MunyanRestoration.com

Power ful & intuitive association software

Promar Building Services LLC: Alfredo Amador; 561-598-4549; info@promarbuilding.com

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PAINTING

FENCING AND GATES

Summit Broadband: 407-2212777; bulk@summitbb.com; www.summitbb.com/community JANITORIAL SUPPLIES

FIRE ALARM SYSTEMS

PAINTING AND WATERPROOFING

Bass United Fire & Security Systems, Inc.: 954-785-7800; www.bassunited.com.

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Your Concrete & Structural Experts for High-Rise Condominiums Since 1978

• Professional Engineering & Special Inspections • Threshold & Milestone Inspections & Recertification Reports • Construction Administration & Restoration Inspections Serving Associations in the Treasure Coast & Southeast Florida

Call (561) 392-2326 or visit www.HowardJMiller.net Schedule a Consultation Today 94 February 2025 FLCAJ | www.fcapgroup.com

PEST/ANIMAL CONTROL

ROOF MANAGEMENT & CONSULTING

SECURITY

TRASH CHUTE ODOR CONTROL

Southern Chute: 954-475-9191; toll free 866-475-9191; fax 954475-9476; www.southernchute.com.

WATER, SEWER AND DRAINAGE—INSPECTION AND REPAIRS

PIPELINING

Mike Douglass Trenchless Technologies: 877-426-8660; www. mikedouglassplumbing.com

ROOFING

Ramco Protective: 888-3989700; www.ramcoprotective.com.

SWIMMING POOLS

ROOF COATINGS

Polo International: 954-7825851; www.polo14.com

Hinterland Group: 561-6403503; hinterlandgroup.com

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WATERPROOFING

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Dan Tennis Roofing: 954-4857778; info@dantennisroofing.com; www.dantennisroofing.com

TRADE SHOW

CAI Central Florida: exdir@caicf.org; 407-913-3777; caicf.org TRASH CHUTE CLEANING AND REPAIR

WINDOWS AND SHUTTERS

First Alert: 561-210-5944; www. firstalerthurricaneshutters.com

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SEALANT

Pecora Corporation: 800-5236688; freemana@pecora.com

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US ChuteLining: 800-504-5108; www.uschutelining.com

ADVERTISING

Opportunities For advertising opportunities please call 800.425.1314

www.fcapgroup.com | FLCAJ February 2025 95

DISPLAY ADVERTISERS INDEX Alliance Association Bank . . . . . . . . . . . . . 40 Allied Property Group . . . . . . . . . . . . . . . . 13 Ansbacher Law . . . . . . . . . . . . . . . . . . . . . . 7 Asphalt Restoration Technology Systems, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Association Reserves . . . . . . . . . . . . . . . . 52 Bass United Fire & Security Systems . . . . 12 Becker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Best Roofing . . . . . . . . . . . . . . . . . . . . . . . 52 Blue Stream Fiber . . . . . . . . . . . . . . . . . . . 74 CAI Central Florida . . . . . . . . . . . . . . . . . . IFC Campbell Property Management . . . . . . . 35 Carousel Development & Restoration, Inc. 37 Castle Group . . . . . . . . . . . . . . . . . . . . . . . 30 Centennial Bank . . . . . . . . . . . . . . . . . . . . 60 Cogent Bank . . . . . . . . . . . . . . . . . . . . . . . 24 Commercial Energy Specialists . . . . . . . . 29 Commercial Laundries . . . . . . . . . . . . . . . 34 Dan Tennis Roofing . . . . . . . . . . . . . . . . . . 17 Daniello Companies . . . . . . . . . . . . . . . . . 13 Envera Systems . . . . . . . . . . . . . . . . . . . . . 38 Expert Reserve Services . . . . . . . . . . . . . . 15 Fibernow by OpticalTel . . . . . . . . . . . . . . . 87 First Alert Shutters . . . . . . . . . . . . . . . . 48-49

Fraga Consulting Group . . . . . . . . . . . . . . 29 Haber Law . . . . . . . . . . . . . . . . . . . . . . . . . 24 Hinterland Group, Inc. . . . . . . . . . . . . . . . . 31 Hotwire Communications . . . . . . . . . . . . . . 5 Hunter Claims . . . . . . . . . . . . . . . . . . . . . . 44 Hypower . . . . . . . . . . . . . . . . . . . . . . . . . . 12 J.R. Frazer Inc. . . . . . . . . . . . . . . . . . . . . . 65 Jilsa Management . . . . . . . . . . . . . . . . . . . 75 Kaye Bender Rembaum . . . . . . . . . . . . . . 33 KW PROPERTY MANAGEMENT & CONSULTING . . . . . . . . . . . . . . . . . . . . . . 12 Landex Resorts International Inc . . . . . . . 21 Lang Management Company . . . . . . . . . . 28 Leland Management . . . . . . . . . . . . . . . . . 20 Mike Douglass Trenchless Technologies . 28 Mullet's Aluminum Products, Inc. . . . . . . . 39 Munyan Painting . . . . . . . . . . . . . . . . . . . . . 4 NV5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Osborn Engineering . . . . . . . . . . . . . . . . . . 65 Pecora Corporation . . . . . . . . . . . . . . . . . . 23 Poliakoff Backer . . . . . . . . . . . . . . . . . . . . 70 Polo International, Inc. . . . . . . . . . . . . . . . 57 Promar Building Services . . . . . . . . . . . . . 63 Quality Chemical Company . . . . . . . . . . . BC

Ramco Protective . . . . . . . . . . . . . . . . . . . 11 RealManage . . . . . . . . . . . . . . . . . . . . . . . 23 Reserve Advisors . . . . . . . . . . . . . . . . . . . 30 Rick Carroll Insurance . . . . . . . . . . . . . . . . 59 Robotics Security . . . . . . . . . . . . . . . . . . . 53 Seacrest Services . . . . . . . . . . . . . . . . . . IBC Sedgwick | Valuation Services Division . . 61 Sentry Management . . . . . . . . . . . . . . . . . 40 Siegfried Rivera . . . . . . . . . . . . . . . . . . . . . 83 Smart Entry Systems . . . . . . . . . . . . . . . . 27 SOCOTEC . . . . . . . . . . . . . . . . . . . . . . . . . 64 Southern Chute . . . . . . . . . . . . . . . . . . . . . 23 Summit Broadband . . . . . . . . . . . . . . . . . . 41 Swaysland Professional Engineering Consultants . . . . . . . . . . . . . . . . . . . . . . . . 24 The ERRO Group . . . . . . . . . . . . . . . . . . . 20 Tripp Scott Law Firm . . . . . . . . . . . . . . . . . 20 US Century Bank . . . . . . . . . . . . . . . . . . . 35 US Chute Lining . . . . . . . . . . . . . . . . . . . . 19 Vesta Property Services . . . . . . . . . . . . . . . 9 WeatherTight Systems . . . . . . . . . . . . . . . . 1 Yardi Systems, Inc. . . . . . . . . . . . . . . . . . . 25

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