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July Contents VOLUME 41 NUMBER 7 2026

FEATURES 8 Happy 250th Birthday, America! High-Rise Boards Can Approach Community 46 How Improvements Strategically Security Expectation Gap: 52 The Understanding the Role and Limits of Private Security in Florida Communities

Hurricane Preparedness: What Every Association Board Should Know About Connectivity Before the Next Storm

Financial Planning Helps Build 62 How Stronger Community Associations

IN EVERY ISSUE 6 Journal Notes

40 FCAP Community 66 CAM Matters 76 RCA Spotlight 80 Financial, Legal Services, and Management Directories 86 Products and Services Directory 88 Display Advertisers’ Index

When Pickleball Comes to the HOA:

72 What Boards Need to Know Before the Complaints, Conflicts, and Lawsuits Begin

LEGAL CORNER Rembaum’s Association Roundup

22 Understanding Responsibility for Hurricane Protection Removal and Reinstallation Under Florida’s Condominium Act

Cybersecurity Practices for Community 26 Best Associations: Managing Risk in a Digital Environment

to Know Before Buying, Selling, or Renting in 32 Factors Communities with Associations

34 Confirm Your Property Management Has Proper Insurance

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Journal Notes Hope for America

In early May 2026 Michael R. Strain

of National Review reported on a

conversation that took place between

Secretary of State Marco Rubio and a

reporter. The reporter asked, “What is your hope for America at a time such as this?”

The Secretary of State responded,

My hope for America? It’s the

same as it’s always been. We want [America] to continue to

be the place where anyone from anywhere can achieve anything. Where you’re not

limited by the circumstances of your birth, by the color of your

skin, by your ethnicity. But frankly, it’s a place where you are able to overcome challenges and achieve your full potential. I think in

the U.S. we’re not perfect. Our history is not one of perfection. But

it’s still better than anybody else’s history. And ours is a story of perpetual improvement. Each generation has left the next genera-

tion of Americans freer, more prosperous, [America] is a unique and exceptional country. And as we come upon this 250-year

anniversary, I think we have a lot to learn and be proud of in our history. It is one of perpetual and continuous improvement, where each generation has done its part to bring us closer to fulfilling the vision that the founders of this country had upon its founding.

As Strain points out, “Though he didn’t use the phrase, Rubio argued for the

health of the American Dream. He affirmed American exceptionalism.”

We are celebrating 250 years since the Declaration of Independence was

signed by 56 men from the 13 colonies. They spoke about why it was necessary for one people to dissolve their political ties to another and claimed several self-

evident truths. And then they listed 27 grievances against the King of England. They appealed to the Supreme Judge of the world, declared their independence, and spent the next eight years fighting to secure this independence.

At FLCAJ we believed it is worth highlighting our nation and this 250th anni-

versary of our independence. To that end, we share on page 8 the reasons why

several of our advertisers are proud to be Americans and what they will be doing to celebrate our freedoms on July 4, 2026.

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 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

Happy July 4th, and let freedom ring!

or email info@fcapgroup.com

Editor

6 July 2026 FLCAJ | www.fcapgroup.com

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Happy 250th Birthday, America! Editor’s Note: On July 4th, 2026, America will celebrate 250 years since the signing of the Declaration of Independence. In light of this special anniversary in our country, FLCAJ reached out to our advertising partners and asked them to share their reasons for being proud to be American and how they as individuals, a company, or a community plan to celebrate Independence Day.

ALLIED PROPERTY GROUP

By Ana Sanchez Rivero, President

I came to this country when I was six years old, and my story reflects that of so many immigrants— it is the American dream. Today, I am proud to lead a company that serves over 20,000 homes and employs more than 150 people. That journey—from arriving here as a child to becoming a business owner—is what makes me proud to be an American. What makes this even more meaningful is that my story is not unique. Many of our team members came to this country seeking opportunities and have built successful careers and lives. That is the foundation of this country—hard work, resilience, and the belief that anything is possible. This Fourth of July our communities will celebrate 8 July 2026 FLCAJ | www.fcapgroup.com

with fireworks, barbecues, and neighbors coming together. For me, it’s a celebration of freedom, opportunity, and the ability to build a better life. For more information, visit www.alliedpropertygroup.net

AGE OF EMPIRE

Age of Empire Inc. is proud to be part of a country built on opportunity, hard work, resilience, and the freedom to build something meaningful. Age of Empire Inc. was founded as a company that values the American spirit of entrepreneurship and the belief that dedication, craftsmanship, and integrity can create lasting success. That same spirit guides the company’s work throughout South Florida, where its team helps restore and preserve the

condominium communities that so many residents call home. So, on this July 4th Age of Empire Inc. celebrates America’s 250th anniversary with a deep gratitude for the opportunities this country had provided and with appreciation for the communities, families, workers, and businesses that continue to shape its future while we remain dedicated to honoring this milestone by continuing to serve with professionalism, safety, quality workmanship, and respect for the people and properties entrusted to its care. For more information, visit www.ageofempireinc.com.

ASPHALT RESTORATION TECHNOLOGY SYSTEMS By Connie Lorenz, President

For my 50th birthday I decided to do 50 days of travel as opposed to hosting a huge birthday party. I visited 26 countries and completed 11 cruises with my final destination ending in Alaska on my actual birthday! It was the most amazing time of my life, and I completed my travel over a three-month period. Though I thought my

idea was brilliant at the time, the countries and excursions blended together, and nothing really stands out for me other than the fact that EVERY time I would get back to the United States, my heart would jump for joy! I visited third world countries as a part of an organization I belong to, and some of the places weren’t necessarily the safest for a group of women with good intentions to be traveling alone in. By God’s grace everything played out perfectly, but I can still remember thinking to myself at times, “This would never happen in America,” or “I would sure like to be home right now,” or worse, “I hope I make it home.” Sometimes we never really know how great home is until we don’t have it or can’t get to it! We truly do live in the greatest country in the world, and sometimes it takes leaving it to appreciate it. Happy Birthday, America! For more information, visit asphaltnews.com.

AWARE BUILDINGS

By Beatriz Eguaras, Senior Account Manager

I come from immigrant parents who arrived in the United States through what is known in history as

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Operation Peter Pan. I was raised in a traditional Cuban family deeply grateful to this country for opening its doors to them and giving them opportunities they never took for granted. They left behind their homeland, loved ones, language, and familiar way of life in pursuit of freedom and the hope of creating something better for their children. I was born in Miami, Florida, and because of their sacrifice I grew up with the freedoms their courage and perseverance bestowed upon future generations. That is what makes me proud to be an American—the possibilities this country offers; the chance to work hard, live freely, and watch future generations grow with hope, opportunity, and the belief that their lives can become whatever they are willing to work toward. Even through challenges and change, I still believe the spirit of America is rooted in resilience, courage, opportunity, freedom, and unity. For more information, email beatriz@awarebuildings.com.

BREEZELINE

By Beth Sanzone, Regional Marketing Manager

I am proud to be an American, a pride strengthened by the courage of the immigrants I know. Many came here escaping political persecution—like my father-in-law who was jailed in Cuba because he

supported the Batista government, or a friend’s father who risked his life speaking out against Stalin—economic hardship, and the loss of basic freedoms. They arrived with nothing but a dream for a better life. This pursuit of opportunity is deeply reflected in Breezeline’s diverse, global workforce. Our employees bring exceptional technical skills, deep knowledge, compassion, and care. These are essential to building our world-class, reliable, fiber-powered network and delivering superior customer service every day. This Independence Day, as we celebrate our great nation’s 250th birthday, let us continue to honor the opportunity for a better life by building a stronger, more connected future together. For more information, visit breezeline.com/communities.

HOW TO CELEBRATE AMERICA’S 250TH ANNIVERSARY IN YOUR COMMUNITY By Ashley Dietz, VP of Marketing

In 2026 the United States marks its 250th anniversary. This is a great opportunity for communities to come together and celebrate freedom, unity, and a shared history. Start by planning inclusive events that bring

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residents of all ages together. A “Stars & Stripes” BBQ or pool party is a simple way to create a festive atmosphere with classic food and patriotic décor. Incorporate educational and interactive elements by hosting a “Declaration of Community” writing workshop, encouraging residents to reflect on what makes your neighborhood special. Organize a fireworks viewing party or a patriotic parade with music and red, white, and blue decorations to build excitement. For families, set up craft stations and photo booths for kids or host an all-American trivia night focused on U.S. history. By combining celebration, education, and connection, your community can create a memorable and meaningful semiquincentennial experience. For more information visit www.CampbellMGT.com.

LIVING THE AMERICAN DREAM

By Gabriella Bianchini, Director of Safety & Marketing

From childhood stories to lifelong aspiration, the American Dream has always called to every heart with its promise of opportunity, freedom, and prosperity through hard work. At Carousel Development and Restoration Inc., we have not only embraced this dream—we have lived it fully, built it daily, and

12 July 2026 FLCAJ | www.fcapgroup.com

made it our mission to pass its blessings forward to others. For 47 years, through dedication, integrity, and unwavering effort we have built more than a successful business—we have cultivated a thriving culture from within. We take great pride in uplifting our employees, empowering them to achieve their own success and entrusting them with the same opportunity to provide for their families in this great nation. As we celebrate America’s 250th anniversary, we are especially proud to stand as an American small business legacy. In this historic milestone, we reflect with deep gratitude on the freedoms and opportunities that have allowed our story to unfold. We celebrate with thankful hearts and a little bit of fireworks—honoring the past, embracing the present, and inspiring a brighter future for the next generation.This is the true pinnacle of the American Dream: hard work rewarded, families strengthened, legacies built, and a nation uplifted together. For more information visit www.CDRI.net.

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COGENT BANK

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What makes me proud to be an American is the opportunity this country provides to people from all backgrounds. When my family immigrated to the United States, we arrived with determination, a strong work ethic, and hope for a better future. America offered the chance to pursue that dream, and along the way we experienced the kindness of people who believed in us and helped open doors to opportunities. That journey shaped my values and the way I lead Cogent Bank today. I believe one of the greatest things about this country is the ability to create opportunities not only for yourself but for others as well. Whether it is helping businesses grow or supporting our communities, there is a spirit of opportunity that defines the American experience. This July 4th I will celebrate with family and friends while reflecting on the freedoms and opportunities that make this country special. For more information visit cogentbank.com.

As an Ecuadorian immigrant and president of Daniello, Salazar and Sons Inc., I’m proud to be an American because this country gave me the opportunity to build a business from the ground up. As a female general contractor, I’ve earned respect through hard work and resilience. I’m especially proud to work alongside my son, now a general contractor, continuing what we’ve built together; and I’m grateful for the guidance of my mentor, Mr. Louis Daniello. This July 4th we’ll celebrate as a company and as a family. With our team, we’ll gather for a simple barbecue at one of our completed projects, honoring the dedication behind every job. Personally, I’ll reflect on how far we’ve come and watch fireworks with gratitude. Independence Day reminds me of the freedom to grow, create opportunities, and build a lasting legacy. For more information on Daniello, Salazar & Sons, visit www.concreterepairing.net.

By Chirag Bhavsar, President and CEO

14 July 2026 FLCAJ | www.fcapgroup.com

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ELEVATE MONITORING By John Helmig, President

At Elevate Monitoring we’re proud to be an American-owned and -operated company, and this year’s Fourth of July carries even greater meaning as we celebrate the 250th anniversary of our nation’s independence. That milestone represents generations of innovation, resilience, and progress—values that directly align with how we serve our customers every day. Our mission is simple: help elevator companies and building owners modernize their operations, reduce costs, and create new recurring revenue streams. By replacing outdated copper lines with reliable cellular gateway solutions and providing dependable monitoring services, we empower our partners to stay ahead in a rapidly evolving industry—all while working with a company that understands the importance of U.S.-based support, responsiveness, and accountability. This Independence Day we’re not just celebrating our country—we’re reinforcing our commitment to the businesses we serve. Elevate Monitoring is here to help you take control of your monitoring, strengthen your customer relationships, and build long-term growth with solutions you can trust. As we mark 250 years of American independence, we look forward to continuing to support American 16 July 2026 FLCAJ | www.fcapgroup.com

businesses with innovative technology, reliable service, and a partnership-first approach. For more information, visit www.elevatemonitoring.com.

PROUD TO PROTECT WHAT BUILT AMERICA By Paige Crowe, Marketing Director

At Hinterland Group we are proud to do work that most people never see, but everyone depends on. Beneath every American city, town, and community lies a network of water, sewer, and stormwater infrastructure that makes modern life possible. Protecting and restoring those systems is not just our business—it is our contribution to this nation. As America celebrates 250 years, we are reminded that great nations are built on great foundations. We are honored to strengthen those foundations every day across the Southeast, using trenchless technologies that minimize disruption and maximize longevity. We are equally proud that our sister company, Global Materials Company, is American-based and manufactures its pipeline rehabilitation products right here at home—supporting American workers, American supply chains, and American communities. This July 4th we celebrate the infrastructure of freedom and the people who keep it running. For more information visit hinterlandgroup.com.

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MULLET’S ALUMINUM PRODUCTS By Nate Yoder, Vice President

As we celebrate our great country’s 250th anniversary, being a proud American means honoring the values of freedom, resilience, and unity that define our nation. As a company we recognize the importance of celebrating these ideals, especially on the Fourth of July—a day that reminds us of our shared history and the sacrifices made to secure our independence. This year we are excited to celebrate with our team, customers, and community. We will decorate our workplace in red, white, and blue; host a cookout with hot dogs and hamburgers; and encourage everyone to take a moment to reflect on what this day represents. It’s also an opportunity to express gratitude to first responders and those who serve and protect our country. By coming together we strengthen not only our company culture but also our connection to the broader American spirit. We are proud to celebrate this great nation and the people who make it strong every day. For more information visit www.mulletsaluminum.com Photo by iStockphoto.com/lawcain

CELEBRATING A NATION OF OPPORTUNITY By Jorge Lago, President

As we prepare to celebrate America’s 250th anniversary, we reflect on how our nation was founded on a profound idea: that opportunity belongs to everyone. It is a promise built not on uniformity but on the strength of a collective group of individuals working together toward something greater than themselves. At KW PROPERTY MANAGEMENT & CONSULTING, we take that founding spirit to heart. KWPMC is proud to be a diverse, entrepreneurial company of opportunity. With more than 3,000 employees across our portfolio, we see each person not as a headcount but as a possibility. Every role is a chance to elevate a career, strengthen a community, and build something lasting. We bring this culture of opportunity into every community we serve and into every life we touch. Like America itself, we believe our greatest asset is our people. Here’s to 250 years of that promise and to the work still ahead. Visit kwpmc.com for more information. 18 July 2026 FLCAJ | www.fcapgroup.com

REALMANAGE

By Camille Moore, Creative Content Writer

At RealManage, serving communities is at the center of what we do. As America celebrates its 250th anniversary, we are proud to help support the neighborhoods, associations, and shared spaces where people come together to mark meaningful moments like Independence Day. This July 4th we will celebrate by continuing the work we are honored to do every day: providing exceptional management services that help communities thrive. From supporting board members and residents to helping neighborhoods operate smoothly, our teams are committed to making community living better, more connected, and more enjoyable. Across the communities we serve, Independence Day will be marked with traditions that bring neighbors together, from parades and poolside gatherings to fireworks and family celebrations. We are proud to support those moments and to play a role in helping communities celebrate America’s milestone anniversary with pride, connection, and care. For more information visit RealManage.com.

SIEGFRIED RIVERA CELEBRATES AMERICA’S 250TH YEAR As the United States marks its 250th anniversary, the Fourth of July invites reflection on everything that inspires pride in being a part of this great country. At its core the nation is defined not by perfection but by a shared commitment to the ideals of liberty, equality, and opportunity that generations have worked to build and defend. From the courage of those who fought for the country’s independence to the countless individuals who have since reinforced its founding principles, the American story is one of resilience. The USA has continually evolved, shaped by diverse voices and experiences, and strengthened by civic participation. Freedom of expression, democratic governance, and the ability to pursue one’s aspirations remain powerful cornerstones of our national identity. To celebrate the Fourth of July in this milestone year, our firm’s attorneys look forward to gathering with family and friends to honor tradition and engage in acts of service supporting noteworthy causes. This year’s celebration will serve not only as a tribute to the past but also as a reminder of our commitment to shaping a more just and united future. For more information visit www. SiegfriedRivera.com.

protecting the places Floridians are proud to call home. Every day we see those values reflected in volunteer board members who give their time, homeowners who care deeply about their neighborhoods, and professionals who work behind the scenes to support thriving communities. As America marks 250 years, we are grateful for the opportunities this nation provides and respectful of the sacrifices that made them possible. This Independence Day we will celebrate with pride in our country, appreciation for those who serve, and gratitude for those who help keep our communities strong, connected, and moving forward. For more information visit www.signaturepropertymgmt.com.

SIGNATURE PROPERTY MANAGEMENT

By Dawn Hale, Vice President

At Signature Property Management we are proud to be American and committed to the ideals of freedom, service, and strong local stewardship. We believe in the freedom to pursue meaningful goals, the responsibility to serve others, and the importance of www.fcapgroup.com | FLCAJ July 2026 19

STAEBLER CONSULTING

VESTA PROPERTY SERVICES

As we approach America’s 250th anniversary, we are reminded that the strength of this nation lies not only in its history but in the principles that continue to guide it—resilience, responsibility, and the freedom to build and protect what we value. As professionals in the built environment, we take pride in contributing to the longevity and safety of our communities. Whether through reserve studies, structural planning, or insurance valuations, our work supports informed decisionmaking and responsible stewardship—cornerstones of a thriving society. Independence Day is a time to reflect on those who came before us, the systems they established, and the opportunities we are entrusted to preserve. It is also a time to look forward—committing ourselves to diligence, integrity, and service in our respective roles. This July 4th we celebrate not just our nation’s founding but also our shared responsibility to maintain and strengthen it for generations to come. For more information visit www.staeblerconsulting.com.

I’m proud to be an American because our country is resilient. We value liberty, diversity, and the ongoing work of expanding equality and opportunity for all. I believe in a future shaped by inclusive policies, civic engagement, and compassion. Our diversity and willingness of ordinary people to organize for the common good keeps me optimistic about our future. These commitments inspire me and make me proud to be part of a nation that strives to live up to its highest ideals. I’ll be celebrating this July 4th in Gatlinburg, TN, famous for hosting “The First Independence Day Celebration in the Nation,” with my wife and in-laws. We’re excited to catch the infamous Midnight Parade, watch the drone show and fireworks, and spend the evening strolling through the beloved mountain town together. For more information visit VestaPropertyServices.com. n

By Patricia Staebler, RS, SRA

20 July 2026 FLCAJ | www.fcapgroup.com

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REMBAUM'S ASSOCIATION ROUNDUP

Understanding Responsibility for Hurricane Protection Removal and Reinstallation Under Florida’s Condominium Act BY JEFFREY A. REMBAUM, ESQ.

s I write this, Florida’s hurricane season is only a few days away. Not too long ago the Florida legislature amended Section 718.113(5)(d) of the Florida Statutes, and the change has significant financial implications for condominium associations and unit owners. This statute now directly addresses who must pay for the removal and reinstallation of hurricane protection such as shutters, impact windows, doors, and similar systems when that removal is necessary for the association to perform work on the common elements. This article addresses both who pays for the removal and

22 July 2026 FLCAJ | www.fcapgroup.com

reinstallation and who performs the work to do so. The relevant statute provides that unless the declaration of condominium expressly provides otherwise, a unit owner is not responsible for the cost of removing or reinstalling hurricane protection when the association must temporarily remove it to complete maintenance, repair, or replacement of condominium property for which the association is responsible. This means that the default rule under the amended statute is that the association bears the cost of removal and reinstallation of hurricane protection. This could be a major shift for many communities, especially those with older declarations that never contemplated modern hurricane protection systems. Removal and reinstallation can be very expensive, particularly for impact-rated shutters and windows, and the cost can multiply quickly during largescale projects such as concrete restoration, painting, balcony work, or window replacement. The statute also provides a

JEFFREY REMBAUM, PARTNER, KAYE BENDER REMBAUM Attorney Jeffrey Rembaum has considerable experience representing countless community associations that include condominium, homeowner, commercial, and cooperative associations throughout Florida. He is a board-certified specialist in condominium and planned development law and is a Florida Supreme Court circuit civil mediator. Every year since 2012 Mr. Rembaum has been inducted into the Florida Super Lawyers. He was twice awarded as a member of Florida Trend’s Legal Elite. Kaye Bender Rembaum P.L. is devoted to the representation of community and commercial associations throughout Florida with offices in Palm Beach, Broward, Hillsborough, and Orange Counties (and Miami-Dade by appointment). For more information, visit kbrlegal.com.

mechanism for determining who performs the work. If the declaration does not specify responsibility, the board must decide whether the association or the unit owner will physically remove and reinstall the protection. However, regardless of who performs the labor, the association must pay unless the declaration clearly shifts the obligation to the owner. If the association performs the work, it cannot charge the owner. If the owner performs the work, the association must reimburse the owner or apply a credit toward future assessments equal to the owner’s cost. This ensures that owners are not financially penalized for work required solely because the association is performing a common-element project. A practical consideration arises when the hurricane protection is outdated or noncompliant with the current building code. In those cases, the association’s obligation is generally limited to reinstalling the protection only if it is code compliant. If it is not, the owner may be required to upgrade their hurricane shutters and other related protection at their own expense. This is an important nuance that

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associations should discuss with their legal counsel and engineers before beginning major projects. In addition, boards may wish to consider amending the declaration to clarify that should such systems need updating before reinstallation, then that, too, is an expense to be borne by the unit owner. Many associations may prefer to shift the cost of removal and reinstallation to the unit owners or at least reserve the option to do so. But that shift must be set out clearly in the declaration of condominium itself. Board policies, rules, or resolutions, without an ammendment to the declaration, are not sufficient. If a community’s declaration does not contain language assigning responsibility for hurricane-protection removal and reinstallation to the unit owner, then the association will remain responsible under the statute. For many associations this could mean substantial unbudgeted expenses during upcoming repair cycles. Associations that wish to change this new statutory default rule should consult their attorney to prepare an amendment to the declaration. Such an amendment can clarify that owners are responsible for the cost of removing and reinstalling their own shutters or impact systems when necessary for association-related projects. Without such an amendment, the statutory default will continue to apply, and the association will bear the cost. Remember too, Florida law requires both condominium associations governed by Chapter 718, Florida Statutes, and homeowners’ associations governed by Chapter 720, Florida Statutes, to adopt written hurricane protection specifications. These specifications must address the types of hurricane protection permitted, the color and style of such protection, installation standards, and any other structural or aesthetic requirements the association deems necessary. In both statutory schemes the purpose is the same: to create clear, enforceable standards that protect the property while maintaining architectural consistency. n

24 July 2026 FLCAJ | www.fcapgroup.com

SUCH AN AMENDMENT CAN CLARIFY THAT OWNERS ARE RESPONSIBLE FOR THE COST OF REMOVING AND REINSTALLING THEIR OWN SHUTTERS OR IMPACT SYSTEMS WHEN NECESSARY FOR ASSOCIATIONRELATED PROJECTS. WITHOUT SUCH AN AMENDMENT, THE STATUTORY DEFAULT WILL CONTINUE TO APPLY, AND THE ASSOCIATION WILL BEAR THE COST.

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Best Cybersecurity Practices for Community Associations: Managing Risk in a Digital Environment BY COOP COOPER, ESQ.

his article could have been called “Phishing and Hacking and Ransomware, Oh My!” Estimates range from thousands to millions of cyberattacks occurring every day around the world, and community associations and their vendors are prime targets. Community associations increasingly rely on digital technology for their operations. Official records are stored electronically. Banking records are accessible online, and financial transactions are completed over the internet. Online payment systems and cloud-based property management systems have helped increase efficiency and convenience throughout the industry, but they have provided malicious actors with access and opportunities they have never previously had. Boards and vendors alike must recognize that cybersecurity is not just for IT departments of Fortune 500 companies; it is a matter of proper governance and risk management. 26 July 2026 FLCAJ | www.fcapgroup.com

THE GROWING CYBERSECURITY THREAT

As use of digital technology increases to integrate the functions of community association operations, malicious actors develop new ways to access information or harm associations. One of the most common types of cyberattack is phishing. Phishing is the term used to describe when an attacker sends an email designed to trick the reader into disclosing sensitive information or transferring funds. Tricking people through psychological manipulation to give away confidential information or access is called “social engineering.” Even if it looks like an email is from a trusted vendor, a board member, a manager, etc., it may not be. Malicious actors often “spoof” an email address to make the reader believe it is coming from a trusted source. A lower case “l” looks a lot like the number 1.

COOP COOPER, SENIOR ATTORNEY, BECKER “Coop” Cooper is a senior attorney in Becker’s Condo, Co-Op & HOA practice based in the Orlando office. Mr. Cooper has more than 20 years of experience specializing in real property law, with a focus on community association governance, landlord/tenant disputes, and complex legal transactions. Mr. Cooper graduated cum laude from the University of Miami School of Law where he continued his studies beyond the usual three years of law school to earn an LL.M. in Real Property Development, an advanced degree specializing in real estate law. Mr. Cooper has a deep understanding of all aspects of real estate law, including finance, purchase/sale, title, development, land use, community associations, drafting and enforcement of governing documents, foreclosure, commercial and residential leasing, landlord/tenant, evictions, zoning ordinances, business creation/dissolution, and more. For more information visit www.beckerlawyers.com.

Can you tell the difference between joe@gmail.com and joe@gmai1.com if you are not looking closely? More troublesome is that different alphabets have different characters, some of which look identical to English characters to humans but different to a computer. In those cases you would not be able to tell the difference between two distinct email addresses merely by sight. A similar threat is known as business email compromise, where a malicious actor gains access to a business email account through hacking or, more commonly, phishing for usernames and passwords. The malicious actors use

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real credentials and email addresses to trick the reader into divulging sensitive information or even to access bank accounts and drain them. Additionally, community associations can fall victim to ransomware, where the malicious actor is able to gain access to the association’s digital files and lock them with encryption, making them unreadable to anyone without the key to unencrypting them. Usually a ransomware attack is accompanied by a demand for payment to provide the key, but a disgruntled owner might lock all the association’s files and demand nothing just to spite the association or for revenge.

CYBERSECURITY RISKS FOR COMMUNITY ASSOCIATIONS

There are several general categories of risk a community association must protect against. Financial fraud is likely most associations’ greatest concern. Florida community associations are estimated to have lost between $20 million and $45 million to cyberattacks over the last five years, mostly due to fraudulent wiring instructions and business email compromise. These attacks can be difficult to detect without proper safeguards because they often rely on social engineering rather than technical vulnerabilities. Malicious actors are not only after money in the bank, though. Data breaches are also common. There is a market for personal identifying information, so the association’s stored data, such as confidential resident information, is often the target. Such data breaches are not just harmful to the association’s and board’s reputation but also can subject the association to significant liability. Now that condominium associations are required to accept email ballots if they have not adopted formal online voting, there is a risk that someone may attempt to influence an

28 July 2026 FLCAJ | www.fcapgroup.com

election or other vote of the owners by gaining access to the association’s emails and deleting ballots or by obtaining owners’ email addresses and spoofing them to submit additional votes. Ransomware can interfere with billing, recordkeeping, violation enforcement, and communication with the association’s residents. Some cybersecurity risks are outside of an association’s direct control. Associations frequently rely on third-party providers for management, accounting, and technology services, such as for electronic voting and the owner portal. If the vendors do not have adequate cybersecurity practices in place, the association can be exposed to the cyberthreats.

BEST PRACTICES FOR CYBERSECURITY RISK MANAGEMENT

Community associations must

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be proactive and address these risks before an attack occurs. Most associations do not have a dedicated IT team working in the background to keep the association’s data safe, so it is up to board members and managers to do so. Associations should take the following steps to mitigate the risks of a cyberattack. Ensure secure payment procedures. Do not rely on emailed payment instructions, especially for electronic transfers. Verify payment details through a separate, known communication method, such as by phone. Do not simply rely on the phone number provided with the payment instructions. If you do not recognize the number, find the company’s number online and call that number to verify the payment. For large transactions, the association should require authorization from multiple individuals. Always use multi-factor authentication for systems that contain sensitive information, including email, banking, payment systems, and management systems.

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Ensure vendors have adequate cybersecurity practices. Ask about the vendor ’s policy on data storage, its security measures, and its cyber insurance coverage for data breaches and other attacks. It is always a good idea to include requirements for cybersecurity in vendor contracts. Minimize the amount of data available by collecting and storing only the data that is necessary for operations. The association should also limit who has access to sensitive data to as few people as necessary. Train and educate board members and managers on phishing techniques and alert them to trending scams. Test them repeatedly and often with simulated phishing attempts. Human error is the largest cause of cybersecurity failures, and malicious actors are constantly refining their attacks and methods. Be extra vigilant before elections and other owner votes. If the association is hit with a cyberattack or the association just suspects it may have been attacked, have a plan for how to respond, including a list of key contacts such as legal counsel, insurance carrier, IT, etc. Maintain a physical copy of key governing documents, contracts, vendor lists, etc. to ensure the association can still manage operations if its digital files are locked or destroyed. Have adequate cyber insurance. Although insurance will not stop a cyberattack, it can help protect the association from the financial effects of one.

CONCLUSION

It is unlikely that a system can be built to stop all possible cyberthreats. Cybersecurity is a constant game of cat and mouse. However, by being aware of the threats and implementing secure payment procedures, multi-factor authentication, vendor oversight, and training, associations can significantly reduce their exposure to cyberthreats while continuing to enjoy the benefits advancing technology provides. n

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Factors to Know Before Buying, Selling, or Renting in Communities with Associations BY CHRISTYNE D. SANTISTEBAN

ommunities with associations come with many advantages, and the particulars of buying/selling or renting in such enclaves should not come as a surprise for anyone. In accordance with Florida law, buyers of a condominium unit have a statutory right to cancel their transaction within the applicable recission period after executing a contract and receiving a current copy of the condominium community’s governing documents. These will include the declaration of condominium, articles of incorporation, bylaws, rules of the association, most recent annual financial information, and a frequently asked questions and answers document. The documents for condominium and homeowners’ association communities may list restrictions regarding pets, vehicles, parking, rentals, noise, and many other issues. The broker/agent or salesperson should advise the buyer to consult with experienced association legal counsel to review the documents and discuss the 32 July 2026 FLCAJ | www.fcapgroup.com

potential impact of any restrictions on their plans for the property. Florida law allows a condominium association to charge transfer-related fees for the sale, mortgage, lease, sublease, or other transfer of a unit only if the association has the authority to approve such transfer, and the fee is expressly included in the governing declaration, articles, or bylaws. The fee may not exceed $150 per applicant other than the husband/wife or parent/dependent child, which are considered one applicant. Such fees are to be used for screening and transfer approval and not for capital contributions. Homeowners’ associations do not have this restriction. Many developers charge a one-time capital contribution when the builder sells a residence to its initial buyer. In some cases these funds are set aside and delivered to the HOA at turnover to provide the community with start-up funds. After turnover from the developer, the HOA that is then controlled by the unit-owner members may be able to continue to charge a capital contribution fee on resales. The amount of such a fee is then regulated by the association’s documents, which the unit-owner members can amend to adjust.

CHRISTYNE D. SANTISTEBAN, ATTORNEY, SIEGFRIED RIVERA Christyne D. Santisteban is an attorney with the South Florida law firm of Siegfried Rivera who focuses on community association law and is based at the firm’s Coral Gables office. She is a regular contributor to its Newsroom blog at www.SiegfriedRivera.com/blog. The firm also maintains offices in Broward and Palm Beach Counties, and its 49 attorneys focus on real estate, community association, construction, and insurance law. For more information email CSantisteban@SiegfriedRivera.com, visit www.SiegfriedRivera.com, or call 305-442-3334.

Associations may also charge a fee for the screening of rental tenants if such provisions are contained in their governing documents. Florida community associations may also collect a security deposit from a prospective tenant if their governing documents so stipulate. Such security deposits protect the association’s common elements and areas from the expense of any potential future damage caused by the tenant. They are capped at one month’s rent for condominium associations, but there is no cap for HOAs (other than the reasonableness standard). These and other measures stipulated under Florida law as well as most governing documents are designed to provide uniform disclosures and reasonable fees for all those who are buying, selling, or renting in communities with associations. Our firm’s website at www.SiegfriedRivera.com/practice-areas/ community-association lists our South Florida community association attorneys who write about important matters for associations and other property owners in our Miami Herald column, which appears every two weeks on Sundays, and our Newsroom blog at www.SiegfriedRivera.com/ blog. We encourage association directors, members, and property managers as well as all property owners to subscribe to our newsletter at www.SiegfriedRivera.com/contact/#newsletter to receive our future articles. n

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FLORIDA LAW

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Confirm Your Property Management Has Proper Insurance BY MICHAEL J. GELFAND, ESQ.

S YOUR ASSOCIATION STILL AT RISK WHEN CONTRACTING DIRECTLY, NOT THROUGH MANAGEMENT?

Is that not what workers’ compensation coverage handles? Many Florida community associations—their directors and managers—may think so, but increasingly it may not be true! So, what happens when an employee of the business hired to maintain the pool at a complex is injured while “on the job” cleaning the pool? That employee may receive benefits through workers’ compensation coverage that protects the pool company and the association. But, can the injured employee collect those benefits and then turn around and sue the

34 July 2026 FLCAJ | www.fcapgroup.com

property manager for which the association may have to indemnify? Or will the property manager be immune from the lawsuit, insulating the association from the indemnity claim? These issues were recently addressed by a Florida appellate court. The facts in Teed v. Everest Campus East, LLC, 51 Fla. L. Weekly D 721 (Fla. 2nd DCA, April 8, 2026), indicate that Teed, while working for Bay Guard Pool Services, was injured while servicing the pool at an apartment complex. Bay Guard Pool Services contracted with the owner of the apartment complex to maintain the pool. After the injury, Teed received workers’ compensation benefits under a policy that Bay Guard had to cover employees. Teed then sued the apartment’s property manager for negligence, alleging that the manager failed to fulfill a duty to properly maintain the complex. The property manager argued that the manager was

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. Contact him at ga@gelfandarpe.com or 561-655-6224.

immune from the lawsuit under Florida’s workers’ compensation law, Section 440.10(1)(e), Fla. Stat. (2023), because the manager was a subcontractor for the apartment complex’s owner. The trial court granted final judgment for the property manager, finding that both the property manager and Bay Guard Pool Services were subcontractors for the same contractor. Allowing the claim to be heard, the Florida appellate court reversed the decision of the trial court finding that the property manager did not qualify for workers’ compensation immunity. The court pointed out that Section 440.10(1)(e) provides the following:

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A subcontractor providing services in conjunction with a contractor on the same project or contract work…is protected by the exclusiveness-ofliability provisions of s[ection] 440.11…on account of injury to an employee of another subcontractor,… provided that: 1. The subcontractor has secured workers’ compensation insurance for its employees…; and 2. The subcontractor’s own gross negligence was not the major contributing cause of the injury. For readers who are technically inclined, the court explained that “horizontal immunity” exists between subcontractors working for the same contractor on the same project, but that was not the situation underlying the lawsuit. In simpler prose, the court explained that the term “contractor” as defined by the Workers’ Compensation Act was obligated to perform subcontracted work which was required pursuant to a contract with a third party. The court stated that the property manager made no showing that the complex’s owner had contracted to another business to provide maintenance, which maintenance work was then subcontracted. Thus, the property manager cannot be immune from the lawsuit because the manager was not a subcontractor working for a contractor on the same project as Bay Guard. The only contracts in this case were 1) the management agreement between the owner and the 36 July 2026 FLCAJ | www.fcapgroup.com

property manager, and 2) the pool maintenance contract between the owner and Bay Guard. Neither contract qualified the owner as a contractor or the property manager as a subcontractor under the law. This decision reinforces the importance for a Florida association to confirm that its property manager has proper insurance, including workers’ compensation coverage. If the Florida association directly contracts with a vendor, then the association has created a similar situation. Some may say not to worry because the claim was only against the manager; however, as more management contracts seem to require an association to indemnify their management, if the claim can be brought against the manager, the association may well have to defend or pay for the defense of the manager!

“Start at the top of the page” has been the instruction for reading a contract. But are all words on a page treated equally? What should a Florida association do if the words at the top of the page contradict words that follow? What is a court to do? This dilemma was the root of a recent Florida appellate court decision, City of Gainesville v. Parkwood Alachua Land Investments, Inc., on rehearing, 51 Fla. L. Weekly D 707, (Fla. 1st DCA, April 8, 2026). The “words at the top of the page” explained that Parkwood, which purchased land for residential and commercial development, was required to purchase water and wastewater services from Gainesville

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Regional Utilities (“GRU”). In conjunction with this requirement, Parkwood had to construct a lift station. Parkwood sued the City for breach of contract, alleging that GRU failed to pay Parkwood a lift station rebate when anyone else connected to the lift station. GRU argued that based on the unnumbered paragraphs at the beginning of the contract, GRU owed the rebate only when an outside development connected to the lift station. The trial court ruled that the initial language in unnumbered paragraphs at the start of the contract was “merely” prefatory, or introductory, setting the stage to explain the context of the contract, and was not binding on the parties; thus, final judgment was entered in favor of Parkwood. Taking a second look at the situation, the appellate court agreed that the initial language in the contract was prefatory. In practical terms that meant that the prefatory language could not be used to challenge the contract where no ambiguity existed in the remainder of the contract. “To the extent that there is any conflict between the prefatory language and the operative provisions of the contract, the operative provisions prevail,” the court stated. This case should serve as a warning that the recitals setting the context at the beginning of a contract should not govern the interpretation of the contract. In other words, you should know what is in the body of the contract. Do not read just the first page! n

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SMART COMMUNITIES START WITH SMART LEADERSHIP

TECHNOLOGY, SECURITY, AND SYSTEMS THAT PROTECT WHAT MATTERS By Marcy Kravit, CMCA, AMS, PCAM, CFCAM, CSM Vice President, HOA Regional Account Executive smartstreet, powered by Banc of California

“Technology Does Not Replace Leadership. It Elevates It.” Smart communities are not built by accident. They are built by leaders who use technology with purpose, clarity, and confidence. Florida’s community associations are facing a new reality. Threats are more sophisticated, expectations are higher, and the pace of change is relentless. Technology is no longer a luxury. It is the backbone of modern community protection, communicaMarcy L. Kravit tion, and stability. This is the same message I have championed in Common Sense Community Leadership and Common Sense Community Management. Strong systems and strong leadership create strong communities. In 2026, technology is the system that holds everything together.

THE NEW SECURITY LANDSCAPE: AI, ACCESS CONTROL, AND REAL-TIME INTELLIGENCE

Florida communities are adopting advanced security tools at record speed. AI-powered surveillance, license plate recognition, and mobile access control are now essential rather than optional. These systems allow for the following: • Detect unusual behavior before a human notices • Reduce false alarms and improve guard accuracy • Streamline gate operations with digital guest passes • Provide transparent, time-stamped audit trails • Strengthen emergency response and communication 40 July 2026 FLCAJ | www.fcapgroup.com

This is what modern leadership looks like. It is proactive, informed, and prepared.

CYBERSECURITY: THE THREAT YOU CANNOT SEE BUT CANNOT IGNORE

While physical security improves, cyberthreats have become a silent danger. Florida associations are increasingly targeted by the following: • Wire fraud • Vendor impersonation • Email phishing • Ransomware • Data breaches Industry data show that more than 30 percent of HOAs nationwide have experienced an attempted cyberfraud incident in the last two years. Florida is among the top three states targeted. One compromised email can cost a community more than a hurricane deductible. Cybersecurity must be treated with the same seriousness as gate access or patrol services. Smart banking tools such as dual-control approvals and realtime alerts are now part of a community’s security strategy. Financial security is community security.

FAST, RELIABLE INTERNET: THE NEW UTILITY EVERY COMMUNITY DEPENDS ON

If security is the backbone of a smart community, connectivity is the bloodstream. Fast, reliable fiber-optic internet is now essential for the following:

• • • • • • • • •

Cloud-based cameras Access control systems Emergency communication Remote board meetings Digital voting Online payments Resident portals Smart home devices Telehealth and remote work Florida’s demographics make this even more critical. More than 40 percent of residents in managed communities now work remotely at least part time. More than 60 percent rely on streaming for communication, entertainment, or education. When internet service is slow or unreliable, the entire community feels it. Smart communities invest in infrastructure that supports the technology they depend on.

COMMUNITY ASSOCIATION SOFTWARE: THE ENGINE BEHIND SMARTER OPERATIONS

Security systems protect the gates. Connectivity powers the infrastructure, but it is purposebuilt community association management software that keeps daily operations running with precision and accountability. Today’s platforms integrate accounting, communications, maintenance tracking, violation management, and owner portals into a single, centralized system eliminating disconnected tools, manual processes, and the costly errors that come with them. Smart communities are using these platforms for the following processes: • Automate accounts payable and streamline collections • Process online payments and reconcile bank accounts in real time

• • •

Manage reserve funding, budgets, and multi-year financial planning Track work orders, vendor contracts, and maintenance histories Communicate with residents through automated notices and mass alerts • Manage violations with documented, defensible workflows • Provide owners with 24/7 access to their accounts, financials, and community documents • Generate board-ready financial reports with a single click When paired with smart banking integrations—dual-control payment approvals, automated reconciliation, and real-time transaction alerts—these platforms become a powerful line of defense against fraud, mismanagement, and liability. Operational efficiency is not a convenience. It is a governance responsibility.

COMPLIANCE, DOCUMENTATION, AND DIGITAL ACCOUNTABILITY

Florida’s regulatory landscape is shifting. Reserve mandates, recordkeeping requirements, and transparency expectations are higher than ever. Digital platforms now help communities with the following: • Maintain accurate, centralized records • Track board decisions and meeting minutes • Store contracts, insurance documents, and vendor agreements • Manage reserves and financial reporting • Provide transparent owner access to financials and community documents • Create audit-ready documentation with time-stamped accountability This is the foundation of good governance. Systems protect communities. Documentation protects everyone.

MY PERSPECTIVE: TECHNOLOGY SHOULD AMPLIFY LEADERSHIP, NOT REPLACE IT

As a board member, licensed manager, and business partner, I have seen communities succeed or fail based on one thing: their willingness to evolve. Technology does not replace leadership. It elevates it. Smart communities use technology to strengthen communication, enhance physical and digital security, improve financial oversight and operational efficiency, reduce liability, support long-term planning, and build trust through transparency. The communities thriving in 2026 are those embracing integrated systems where security, internet, software, communication, and compliance work together rather than in silos.

TODAY’S REALITY MAKES THIS URGENT

Cybercrime is rising. Fraud attempts are increasing. Regulations are tightening. Insurance pressures are mounting. Residents expect real-time information and real-time action. Florida now has more than 9.6 million residents living in community associations. These communities are larger, more complex, and more interconnected than ever before. Continued on page 42 www.fcapgroup.com | FLCAJ July 2026 41

Continued from page 41 Boards can no longer rely on outdated processes or the way things have always been done. Smart communities are not the future. They are the standard.

BECAUSE YOU ASKED

By Betsy Barbieux, CAM, CFCAM, CMCA

THE 2026 SMART COMMUNITY REALITY CHECK

If you want a safer, stronger, and more resilient community, start by asking the following questions: • Can our security system detect a threat before a human sees it? • Are we still relying on paper logs at the gate, or do we have real-time digital access control? • Would our current cybersecurity protocols stop a wire fraud attempt today? • Is our internet fast and reliable enough to support the technology we depend on? • Are our records digital, centralized, and audit ready or scattered across inboxes and file cabinets? • Can we communicate instantly with residents during storms, emergencies, or security events? • Do our systems integrate, or are we still operating in disconnected silos that create risk? • Are we using purpose-built community association software to manage financials, operations, and owner communications—or are we patching together spreadsheets and workarounds? • Are our financial controls strong enough to prevent fraud, catch errors, and meet regulatory requirements? • Are we leading with intention or reacting after the fact? If the answer is not a confident yes, the community is exposed, and the board has work to do. Smart communities are built by leaders who understand that technology is only as strong as the intention behind it. The systems we choose, the standards we set, and the consistency we model become the framework our communities rely on. This is the heart of my work and the message woven through my books. When boards commit to preparedness, clear communication, and common-sense decision-making, technology becomes a force multiplier that protects people, strengthens trust, and elevates the entire community. The future belongs to associations that lead with purpose, embrace modern tools, and stay grounded in the fundamentals of good governance. That is how we create communities that are not only smart but resilient, connected, and ready for whatever comes next.

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Betsy Barbieux

Betsy, It was great to have attended your presentation in January at the Harborside Convention Center. Every year I gain more knowledge as a board member. You mentioned at the presentation that a quorum of the board must be present at the annual meeting. We have three board members as required, but they are snowbirds. All our meetings are Zoom meetings, and for one of the quarterly meetings we may all have to be on Zoom. Is that allowed, or is there a requirement that a member be present at the meeting? Thank you again for your help, and I’m looking forward to January for the next certification class. — Mike Mike, I always enjoy being with all of you each year. I hope for another invitation to speak for 2027. Two different meetings are mentioned in your question—board meetings and annual membership meeting/elections. For board meetings you may conduct them via Zoom, and any or all board members may participate via Zoom and be counted toward the quorum. You are required to schedule at least one meeting each quarter and have on the agenda the additional statutory agenda item. If the meeting is conducted via Zoom, you must put the Zoom link on the notice/agenda, indicate a physical location, and record the meeting. See Section 718.112(2)(c) and (c)1, Florida Statutes. You’ll find the required additional statutory agenda item is this paragraph. It is “the right to ask questions relating to reports on the status of construction or

repair projects, the status of revenues and expenditures during the current fiscal year, and other issues affecting the condominium.” For annual or special membership meetings, if any part is conducted via Zoom, a quorum of the board members must be present at the physical location. This meeting is to be recorded per Section 718,112(2)(d)2, Florida Statutes. This paragraph (d)2 clearly indicates the legislators do not know the difference between a board meeting and a membership meeting. There has never been, nor should there be, any requirement for board members to be present at a membership meeting. The board members have no collective duty or authority at a membership meeting, so there is no need for them all to be there or sit together. The officers of the corporation such as the president, treasurer, and secretary will have duties to perform at the annual meeting, but that is as individuals. — Betsy Betsy, Yesterday we had our first quarterly meeting. When it came time to approve minutes from the previous meeting, the CAM advised the board that the minutes from the annual meeting should not be approved until the next annual meeting in March due to a quorum of association members not being at these quarterly meetings. Because our documents were written prior to the quarterly meeting being a requirement, we deferred until we got some type of official opinion. Do you have a position or documentation on this issue? — Mike Mike, The statute and your bylaws outline the fact you have two groups of people who need to meet—members and the

board of directors. You are mixing up the meetings as board meetings are the quarterly meetings. Owners may attend but do not participate, don’t sign in, don’t vote, and don’t need to be there; and it isn’t the board’s concern how many owners there are. Board meetings and membership meetings are distinctly different. The purposes are different. The seating should be different. Board members sit at a round or square table looking at each other. At a membership meeting there is no board of directors sitting together, and only the president needs to be up front. Owners may sit in theater-style seating or at tables/chairs. Board meetings are where the board members make decisions about operations, maintenance, finances, insurance, repairs, etc. Members do not participate in those decisions. Those members who are there may make a statement about an agenda item, but it’s not Q&A time—just a statement. There is no “open forum” for random questions from owners. This is not an informational meeting. Owners’ statements are not recorded in the minutes. The membership meetings are (hopefully) only once a year. They only vote on amendments to the documents, to lower or waive the regular reserve contributions, to raise or lower the year-end financial reporting, material alterations, substantial additions, and previous annual meeting minutes. During the annual meeting condominium and cooperative owners also elect their directors. Each group approves the minutes from their meeting. Only the membership can approve the annual or special membership meeting minutes, and only board members approve board meeting minutes. Check out this CAM Matters™ show: Episode 3: The Truth About Community Association Meetings — Betsy n

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HOWARD J. MILLER CONSULTING ENGINEERS CAN DO MUCH FOR YOUR COMMUNITY ASSOCIATION

Over the course of 30 years working among the high-rises of Southeast Florida, Steve Young, P.E., S.I., of Howard J. Miller Consulting Engineers Inc., has seen the structural engineering industry move through several distinct eras of practice. From the salt-sprayed balconies of Miami to the towering condominiums of Fort Pierce, Steve has been a firsthand witness to how the coastal environment and shifting building codes dictate the way we maintain our skylines. Over the decades the firm has inspected hundreds of high-rise buildings from top to bottom, gaining a practical perspective on the region’s aging infrastructure. We treat each condominium with the utmost care and dignity. We meticulously inspect concrete balconies, flat roofs, pool patios, parking garages, concrete slabs, columns, and beams by hand. Our customers retain us decade after decade because we keep a detailed history of their specific building. This long-term involvement allows us to track how a structure changes over time and report those findings to boards with true professionalism. Reflecting on his start in the early 1990s, Steve recalls a time when the industry was much smaller. “Back then, there were only a handful of engineers and contractors in the concrete restoration business,” Steve notes. “Today the market is crowded with new contractors claiming to be the best.” This shift makes it critical for associations to rely on proven experience, particularly when overseeing complex repairs. Our qualified inspectors are licensed building inspectors with the experience to actually direct contractors. Our senior inspectors not only know how to build it; they know how to guide the younger generation of labor who often lack proper direction from their own construction supervisors. A critical component of any restoration is selecting the right contractor. Howard J. Miller Consulting Engineers Inc. provides comprehensive bidding services, allowing associations to choose with confidence. While competitive bidding often leads to a “lowestbidder” scenario, Steve warns that the lowest price rarely equals the best outcome for a building’s longevity. “Our consultation services give board members the support of the most experienced structural inspectors in Southeast Florida.” This evolution coincides with a period of intense regulatory updates. Steve emphasizes, “The Florida Building Code and the Florida Board of Professional Engineers have seen a dramatic change in stringency and complexity in the past five years.” These changes demand a higher level of professional accountability. To ensure public safety, Steve believes it is vital for engineers to be proactive. “It is very important for engineers to keep up to date with their licensure, study the laws, and stay involved with the

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decision-making process in Tallahassee,” he asserts. Amidst these changes, Howard J. Miller Consulting Engineers Inc. continues to serve as a cornerstone for structural integrity. Established in 1979, the firm is now under the leadership of Dylan O’Berry, P.E., who took over as the engineer of record in 2024. Dylan is dedicated to maintaining the high standards the firm is known for while applying modern engineering techniques to today’s tougher regulatory climate. His transition into the lead role ensures that the firm’s deep project history and technical expertise remain a resource for South Florida’s high-rise communities for years to come. The firm remains a leader in high-rise building inspections, specializing in structural engineering design of repairs to structural components on threshold buildings, 50-year recertifications, and MiamiDade and Broward structural milestone inspection reports (SIRS). We have also recently become certified as reserve study specialists to provide SIRS reports to condominium associations. By combining decades of field experience with modern technical standards, the firm ensures that associations receive the specialized attention necessary to maintain their structures. For more information, visit www.HowardJMiller.net or contact their office directly at (561) 392-2326. n

Photo by iStockphoto.com/:Bilanol

How High-Rise Boards Can Approach Community Improvements Strategically BY JASON TAIC

n a high-rise, you can’t close the building and start over. Residents live above, below, and beside. Whatever projects the board takes on affect all the residents, so a single capital project ripples through everything: daily routines, the operating budget, vendor logistics, and the value of every unit in the stack. The hard part is rarely spotting needs. They announce themselves. The elevators run slower and break down more often. The lobby was built before everyone ordered everything online, and now packages spill across the mailroom floor. Out of sight, the risers, the roof, the garage waterproofing, and the life-safety systems all age at once. The real work is deciding what comes first, what can wait, what can be combined, and how to pay for it without blindsiding the people who live there. A strategic approach lets the board make those calls on purpose instead of in a panic. 46 July 2026 FLCAJ | www.fcapgroup.com

START WITH THE WHY, NOT THE WHAT

Before anyone pulls up product samples or contractor bids, there’s a simpler question worth answering: What is this project actually for? A lobby renovation looks like it’s about how the space looks. Dig in, and it’s usually about more: where packages go now that there are dozens of deliveries a day, how guests are screened, and whether the lighting feels safe after dark. Once the purpose is clear, the scope, budget, and timing organize around a goal instead of a mood board, and the board can tell residents what the project solves rather than only what it costs.

SEE THE WHOLE BUILDING AT ONCE

High-rises are stacked systems, and what happens in

JASON TAIC, VICE PRESIDENT OF HIGH-RISE SALES, REALMANAGE Jason Taic is vice president of high-rise sales for RealManage. If your high-rise community is preparing for capital work or mapping out future needs, RealManage would welcome the chance to talk through how the right partnership can help your board move forward with clarity. For more information contact us today at www.realmanage.com/proposal-request/ to learn more!

one part of the building usually touches several others. Planning any single improvement in a vacuum is risky. There are the spaces residents see every day, like the lobby, elevators, corridors, amenity floors, and parking, which shape both daily life and a buyer ’s first impression. Then there’s everything behind the walls: plumbing, HVAC, electrical, fire and life-safety systems, as well as the roof, the façade, and the garage structure on the exterior. Residents rarely think about any of it until something fails; and when one system is put off too long, the bill rarely stays small. Deferred work becomes an emergency repair or a surprise assessment instead of the planned project it could have been.

LET THE BUILDING’S DATA BREAK THE TIE

Improvement debates can drift toward whoever spoke up most recently. Resident input matters, and it works best beside solid

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information about the building. Before ranking projects, it’s worth pulling together the following information: • The reserve study and its replacement timelines • Recent engineering reports and inspection findings • Maintenance history, especially the problems that keep coming back • Current vendor input and real cost estimates, not last year’s guesses • Insurance, safety, and codecompliance considerations Side by side, the priorities tend to sort themselves. A project that addresses water intrusion, an unreliable elevator, a structural concern, or a lifesafety issue almost always outranks one driven by appearance, however much that lobby could use the refresh.

TREAT THE RESERVE STUDY AS A LIVING DOCUMENT

For a high-rise board, the reserve study is a checkpoint worth revisiting every time a major project comes up. The real question is whether its assumptions still match what’s happening on site. Say the study has the elevators slated for modernization four years out, but service calls have climbed all year. That gap matters because the timeline on paper may no longer match real life. Or say a corridor renovation is on the table; a quick check on whether pipes or equipment behind those walls are due for work soon can spare the board from installing new finishes and reopening the wall a year later. It’s also the moment to test the study’s cost projections against current bids. Pricing has moved a great deal, and drifted numbers may call for a rethink of scope, funding, or phasing before anything is committed to.

BUNDLE THE WORK THAT NATURALLY GOES TOGETHER

High-rise projects are disruptive by nature. Contractors mobilize, elevators get reserved, and residents live through the noise. That’s exactly why it pays to solve more than one problem per project. If the corridors are already torn up, that’s the moment to look at lighting, durable flooring, signage, and wall protection. If the lobby is being reworked, weigh package storage, camera placement, and how the front desk really functions. This isn’t a license to let every project balloon. It’s the opposite: A short, deliberate pause to ask whether a few related needs can be handled together can prevent the building being torn up three separate times for three projects that could have been one main project.

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GET THE RIGHT MANAGEMENT PARTNER BEHIND THE EXECUTION

A board can run a flawless planning process and still watch a project go sideways once the work starts. Approving the direction is one thing. Chasing proposals, keeping records straight, tracking budgets and timelines, holding vendors accountable, and keeping residents informed is steady, detailed work that’s hard to do well in spare evenings. This is where a strong management partner earns its place, bringing structure to the full arc of a project: gathering proposals, holding vendors to schedule, watching the budget, and keeping residents in the loop. RealManage’s Construction Services division was built for exactly this kind of work, giving boards dedicated projectmanagement support to plan, coordinate, and oversee capital projects and major repairs. That counts for even more in a high-rise, where a project can hinge on building access, freight elevator scheduling, insurance requirements, and logistics that a garden-style community never faces. Decisions are not taken away from the board; the board has better information going in and steadier follow-through coming out.

MOVE FORWARD WITH A PLAN, NOT A WISH LIST

Capital improvements are among the most consequential decisions a high-rise board makes. They shape the operating budget, the reserve fund, resident confidence, and the value of every unit a decade from now. Decisions like that deserve more than a running list of things that need fixing.

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CAPITAL IMPROVEMENTS ARE AMONG THE MOST CONSEQUENTIAL DECISIONS A HIGH-RISE BOARD MAKES. The goal was never to do everything at once. It’s to build an honest plan, phase it so the building and the budget can absorb it, explain it to residents in terms they can get behind, and weigh each decision with the community’s future in view. That mix of structure, communication, and confidence is what the right management partnership brings. n

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The Security Expectation Gap Understanding the Role and Limits of Private Security in Florida Communities BY DAVID FAMBRINI

rivate security has become an essential part of many HOA and condominium communities throughout Florida. From gated entrances and front desks to patrols and amenity monitoring, security personnel are often one of the most visible parts of daily community operations. Despite how common security services have become, many boards and property managers still misunderstand the actual role—and limitations—of private security officers. As resident expectations continue to increase, understanding what security officers can and cannot do has never been more important.

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SECURITY IS NOT LAW ENFORCEMENT

In Florida, private security officers are licensed under Chapter 493 of the Florida Statutes. Unarmed officers hold a Class “D” license while armed officers must also hold a Class “G.” Their role is to protect persons and property through observation, reporting, monitoring, and deterrence. That distinction matters because private security officers are not law enforcement officers, firefighters, or emergency responders. Professional security officers play an important role in maintaining visibility, awareness, and order within a community, but their responsibilities differ significantly from public safety agencies. Private security officers are generally responsible for the following:

DAVID FAMBRINI, SECURITY PROGRAM DEVELOPMENT AND OPERATIONS SUPPORT, GARDAWORLD

David Fambrini is a Florida-licensed security & investigative agency manager with more than 25 years of experience in physical security operations, investigations, and guard force management. He currently works in security program development and operations support for GardaWorld South Florida and previously directed large-scale security operations for residential and condominium properties throughout the region. For more information, email David.Fambrini@garda.com or call 561-698-1014.

• • • • • •

Observing and reporting Monitoring access points Conducting patrols Reporting suspicious activity Supporting community procedures Providing visible deterrence Their role is to help reduce risk and support daily operations, not replace public safety agencies. Security works best when expectations are clearly defined before problems arise.

COMMON MISUNDERSTANDINGS IN HOA COMMUNITIES In many communities, especially during stressful situations or resident disputes, security personnel are sometimes asked to perform

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SIX QUESTIONS EVERY FLORIDA BOARD SHOULD ASK ABOUT SECURITY 1.

Are our post orders current, written, and approved by both management and the security provider? Do residents understand what on-site officers are and are not authorized to do? Is there a written escalation path from security to management and law enforcement? What is our policy for officer safety during hurricanes or emergencies? When was the last time the security contract was reviewed for scope and insurance requirements? Could the security provider produce documentation showing what officers were trained and authorized to do?

duties outside the scope of their responsibilities. Examples may include the following: • Searching vehicles or residences • Physically intervening in nonemergency disputes • Enforcing HOA rules beyond assigned authority • Performing maintenancerelated tasks • Handling hazardous materials • Remaining on site during unsafe storm conditions

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• Managing situations requiring law enforcement intervention These situations can create liability concerns for both the community and the security provider when expectations are not clearly defined. One common issue in gated communities occurs when officers follow established access procedures but are pressured to make exceptions. For example, a community may have contractor access hours beginning at 9:00 a.m., yet a contractor arrives early to work inside a board member’s unit. When the officer denies access in accordance with posted procedures, the officer may then be instructed to “just let them in.” Over time, repeated exceptions like this can lead residents to believe rules are optional depending on who is asking. This undermines operational consistency and places officers in difficult positions. Communities with clear post orders and consistent management support typically experience fewer gate disputes, better resident communication, and more consistent officer performance. The issue is rarely the contractor itself. The issue is whether the community supports officers when they properly follow established procedures. Florida communities also face difficult security expectations during hurricanes and severe weather events. Some communities expect security officers to remain on site during dangerous weather conditions to monitor property, manage generators, or control resident movement. But private security officers are not emergency responders, and many communities fail to establish written policies addressing when officers should shelter, evacuate, or suspend operations during unsafe conditions. The best-prepared communities address these questions before hurricane season begins by clearly defining emergency procedures and officer safety expectations in writing.

WHAT CLEAR EXPECTATIONS ACTUALLY LOOK LIKE

The best-run communities in Florida tend to share a few habits. Their post orders are written, reviewed regularly with their security provider, and clearly define what officers are expected to handle—and when management or law enforcement should be contacted. Residents are also informed about the role and limitations of on-site security through welcome materials, newsletters, and community communication. Most liability issues do not come from officers acting independently. They often arise when officers are directed, in real time, to take actions outside their scope or training. Security is most effective when discussions about its limitations take place in the boardroom, not at the front gate during an incident.

SECURITY AS A COMMUNITY PARTNER

Private security in Florida has evolved well beyond the gatehouse. In many communities officers are the most consistent professional presence on site—noticing unfamiliar vehicles, unsecured doors, or unusual activity before problems escalate. What they cannot be is a substitute for every operational, enforce-

ment, and emergency function within the community. A community that treats security officers as backup law enforcement, maintenance staff, hurricane response, and HOA enforcement will eventually discover that those substitutions create operational and liability problems. The communities that get this right treat their security provider the same way they treat their attorney, engineer, or insurance broker: as a specialist with a defined scope and documented procedures. If you sit on a board or manage a Florida community, the following three conversations are worth having before your next meeting: First, review your current post orders. If they are outdated—or cannot be located—that is the first issue to solve. Second, walk through your top “what if” scenarios with management and your security provider—a major storm, an after-hours dispute, or an unfamiliar person refusing to leave the property. If expectations are unclear, that is the second issue. Finally, evaluate how residents have been informed about the role of security within the community. If the last communication was years ago, it may be time for another one. None of this is expensive. All of it is documented, and in Florida in 2026, documented is the only kind of safety there is. n

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Hurricane Preparedness: What Every Association Board Should Know About Connectivity Before the Next Storm BY BRANDON HIGHTOWER

or Florida condominium and homeowners’ associations, hurricane preparedness involves so much more than putting away pool furniture and preparing potential evacuation plans. In today’s communities, reliable telecommunications infrastructure has become an essential part of storm readiness, safety, and post-storm recovery. In the case of any emergency, residents rely on the internet for critical updates, emergency alerts, remote work capabilities, telehealth access, and staying connected with loved ones. As association boards and property managers prepare for another hurricane season, it is important to evaluate not only physical property readiness but also the resilience of the technology partners serving the community.

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START WITH A COMPREHENSIVE PREPAREDNESS PLAN

The most helpful contingency plans begin long before a storm is on the horizon. Boards and management teams should work in advance to build and review emergency communication processes, update resident contact information, verify vendor emergency contacts, and establish clear lines of authority for decision-making during an emergency. Residents should receive timely communications before, during, and after a storm. Setting expectations in advance regarding communication frequency, amenity closures, emergency contacts, and recovery procedures can significantly reduce confusion and anxiety when conditions deteriorate. Just as importantly, associa-

BRANDON HIGHTOWER, EXECUTIVE DIRECTOR OF COMMUNITY DEVELOPMENT, BLUE STREAM FIBER Brandon Hightower is the executive director of community development at Blue Stream Fiber, where he works with property leaders and boards to deliver fiber solutions that enhance communities and improve resident satisfaction. With more than 25 years of telecommunications experience across enterprise, MDU, HOA, and COA markets, he has held leadership roles with companies including DIRECTV, AT&T, Frontier, WOW, Quantum, and Dish Network. Brandon combines industry expertise with a strong focus on relationship-building, helping communities stay connected through reliable, future-ready fiber solutions. For more information, visit bluestreamfiber.com.

tions should maintain updated contact information for all critical service providers, including electric, water, security, and telecommunications partners.

WHY TELECOMMUNICATIONS RESILIENCE MATTERS

While many associations focus on restoring power following a storm, connectivity is just as important. Internet and communication services serve as a lifeline for residents and management teams coordinating recovery efforts.

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When considering a telecommunication provider, it’s important to ensure their storm contingency plan is solid. The following are some questions to ask in conversations with them: • What is included in the storm contingency plan? • Is the network designed with redundancy to minimize single points of failure? • Are critical portions of the network underground or otherwise protected from wind and debris? • What backup power systems are in place if commercial power is lost? • Does the provider maintain local response teams that can be deployed quickly after a storm? • How does the provider communicate outage information and restoration updates? The answers to these questions can have a significant impact on how quickly a community recovers following a major weather event.

PREPAREDNESS BEYOND INFRASTRUCTURE

The strongest telecom partners conduct annual storm readiness exercises, maintain dedicated network monitoring centers, stage equipment and generators in advance of landfall, and coordinate response plans well before hurricane season begins. Providers should be able to clearly explain their emergency response procedures and restoration priorities. Boards may also wish to ask whether temporary connectivity solutions, such as mobile WiFi hotspots or alternative communication methods, can be deployed if traditional services are disrupted for an extended period.

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RECOVERY STARTS WITH STRONG PARTNERSHIPS

Hurricanes are an unavoidable reality of life in Florida, but prolonged disruption does not have to be. Communities that prepare early, communicate consistently, and partner with resilient service providers are often better positioned to recover quickly and efficiently. As boards review budgets, vendor agreements, and emergency plans this year, telecommunications readiness deserves a place on the agenda. The right provider should be more than a utility; it should be a trusted partner that helps keep residents informed, connected, and supported before, during, and after the storm. To learn more about hurricane preparedness, storm-resilient network design, and what communities should consider when choosing a telecom provider with strong storm contingency planning, visit bluestreamfiber.com/. n

Photo by iStockphoto.com/whyframestudio

How Financial Planning Helps Build Stronger Community Associations BY CHARISSA SMITH

or community associations, maintaining attractive and functional amenities is essential to preserving property values, enhancing resident satisfaction, and keeping communities competitive. Whether renovating a clubhouse, updating landscaping, modernizing fitness centers, or improving outdoor spaces, strategic upgrades can significantly improve how residents experience their communities. However, successful improvements require more than simply selecting renovation projects. Associations must also balance enhancement goals with long-term financial stability. As many Florida communities continue to face rising insurance costs, inflation, and evolving reserve requirements, boards are under pressure to improve shared spaces while carefully managing budgets and reserves.

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Amenities play an important role in shaping buyer perception and resident satisfaction. Wellmaintained common areas help communities remain desirable and can positively impact home values. Even smaller updates, such as improved lighting, refreshed furnishings, or landscaping enhancements, can create a more welcoming and modern environment. At the same time, deferred maintenance can quickly become costly. Aging amenities, deteriorating recreational spaces, and outdated interiors not only impact appearance but also can lead to larger repair expenses later. Communities that postpone improvements often face difficult financial decisions, including unexpected special assessments that place added strain on homeowners. Proactive planning and clear

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communication are also critical when communities begin improvement projects. Homeowners are more likely to support upgrades when boards clearly explain project timelines, financial impacts, and long-term benefits to the community. Providing transparency around reserve funding, budgeting, and renovation priorities can help build trust while ensuring projects move forward more smoothly. One of the most important steps associations can take before starting major projects is conducting a comprehensive reserve study. Reserve studies help boards understand the condition of assets, estimate future replacement costs, and develop long-term funding plans. A properly funded reserve account, paired with a strong financial partner, allows associations to plan for future repairs and upgrades without relying heavily on emergency assessments or loans. Financial planning also helps boards prioritize projects more effectively. Instead of focusing solely on design upgrades, associations

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Our local, Naples-based team provides comprehensive legal services to boards and property managers, including: ■ Practical answers to both everyday and complex association questions. ■ Certification and continuing education programs. ■ Ongoing guidance on changing Florida laws and regulations. ■ Additional legal support from our full-service, 190-attorney law firm. To learn more or discuss your association’s needs, please visit varnumlaw.com or call 239/241-7380.

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should evaluate improvements that provide both visual and operational value. Energy-efficient lighting, durable materials, sustainable landscaping, and efficient irrigation systems can improve aesthetics while reducing ongoing maintenance and utility costs. For many associations, financing may also play a role in completing larger improvement projects. Community association-focused banks can provide financing solutions tailored to the unique operational needs of HOAs and condominium associations. Capital improvement loans, treasury management services, reserve fund solutions, and fraud prevention tools can help communities complete projects while maintaining healthy cash flow and protecting reserve balances. Choosing the right banking partner is especially important for boards navigating long-term planning. Financial institutions like Cogent Bank, which specialize in association banking and take a more relationship-driven approach to understand dues collection schedules, reserve requirements, and the operational complexities communities face, are vital. By working closely with boards and property managers, these banking teams can better understand each community’s unique needs and long-term goals. This expertise and personalized support can help associations make more informed financial decisions and create a stronger foundation for long-term planning, allowing communities to move forward with improvements more confidently while remaining financially prepared for the future. As communities continue evolving, associations that take a strategic approach to both property improvements and financial planning will be

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better positioned to meet resident expectations while protecting long-term community value. Thoughtful investments today can help reduce future financial strain and create more sustainable, desirable communities for years to come. Ultimately, maintaining and improving community amenities is about more than appearance. It is about protecting the long-term value, functionality, and financial stability of the community itself. Associations that combine proactive planning with responsible financial management are better positioned to enhance resident experience, maintain property values, and navigate future economic challenges with confidence and peace of mind. n

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CAM MATTERS

Photo by iStockphoto.com/Olivier Le Moal

EQ—Character and Competence BY BETSY BARBIEUX, CAM, CFCAM, CMCA

n the world of Florida community association management, professionals and board members are expected to demonstrate character and technical and emotional competence. Character is viewed as the ethical backbone—honesty, transparency, and a commitment to fiduciary duty. While technical competence is needed (knowledge of the statutes, documents, and maintenance and operations), emotional competence may be more important. Character and emotional competence are two sides of the same

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coin. Together we could call them emotional intelligence, or EQ. Without EQ, a manager with a flawless understanding of the law can still alienate a community during a crisis. Conversely, a well-meaning board member can fail to execute their duties if they are easily overwhelmed by the friction of a contentious annual meeting. For Florida association leaders, developing EQ is not a “soft skill”—it is a core business requirement that directly demonstrates both your character and your emotional competence. Supporting this idea of EQ are four qualities.

SELF-AWARENESS

The foundation of emotional intelligence begins internally with self-awareness. In community management this means understanding your own

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.

emotions, your biases, and your specific emotional triggers. Consider the daily environment of a Florida community association. Managers and board members are rarely contacted by residents just to be thanked. They deal with high-stakes friction: assessment increases, strict parking enforcement, architectural review denials, and compliance notices. These interactions can easily feel personal. Self-awareness is the ability to recognize that moment your chest tightens or your defensive instincts kick in. It allows you to say to yourself, “I am feeling attacked right now because this owner is questioning my integrity, but their anger is actually about their financial stress.” By recognizing your triggers before you react, you demonstrate character. A self-aware leader does not match aggression with aggression.

www.fcapgroup.com | FLCAJ July 2026 67

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68 July 2026 FLCAJ | www.fcapgroup.com

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ANYONE WHO HAS SPENT EVEN FIVE MINUTES IN COMMUNITY MANAGEMENT KNOWS THAT NOBODY RINGS THE OFFICE OR STORMS A BOARD MEETING JUST TO SAY, “HEY, THE STORM DRAINS ARE CLEARING BEAUTIFULLY TODAY, KEEP UP THE GREAT WORK!” IT’S ALMOST ALWAYS A LEAK, A PARKING DISPUTE, OR A ROGUE PET. SELF-MANAGEMENT

If self-awareness is the internal recognition of an emotion, self-management is the internal application of that knowledge. It is the distinct ability to stay logical, analytical, and professional in a highly emotional situation. You analyze your thoughts, words, actions, attitudes, and motives. Then you act or speak appropriately. You don’t fuel the anger, panic, or hatefulness. Self-management is the mechanism that keeps your logic online when adrenaline spikes. It allows a manager to look past

an owner’s insults and focus strictly on the underlying problem: What is the actual issue here, and how do the governing documents dictate we solve it?

SOCIAL AWARENESS

Beyond self-regulation, EQ requires looking outward. Social awareness is the ability to accurately read the emotional temperature of individuals and groups, recognizing how your own emotions, tone, and body language actively affect those around you. Management and board members can set the tone for the entire community. Body language like crossed arms, rolling eyes, or heavy sighs during a meeting send signals of disapproval or dismissal. Even if their spoken words are polite, their body language communicates a lack of respect. By adjusting your posture, maintaining open body language, and speaking with a calm, deliberate cadence, you can de-escalate tension in the room.

RELATIONSHIP MANAGEMENT

The pinnacle of emotional intelligence is relationship management, which is built on a simple but profound principle: honoring the other person. In community associations you honor people by listening to them—not just waiting for your turn to speak but being genuinely curious about what they are saying. Too often leaders listen

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YOUR TECHNICAL KNOWLEDGE OF THE LAW OR A CONTRACT IS COMPLETELY USELESS IF YOU LOSE EMOTIONAL CONTROL DURING A CONFLICT.

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only to find a loophole in an owner’s argument so they can shut it down with a quote from the bylaws. True relationship management uses active listening to uncover the root cause of an owner’s distress and uses thoughtful follow-up questions to bridge the gap. By asking that next question rather than issuing a flat denial, you shift the dynamic from adversarial to collaborative. You are no longer two opposing sides fighting over a rule; you are two partners exploring a solution. Self-awareness and selfmanagement are inward qualities that support your character. Social awareness and relationship management are outward qualities that demonstrate your EQ competence. Ultimately, managing a Florida community association is a human business wrapped in a legal and financial framework. Character and emotional competence are indeed two sides of the same coin—and emotional intelligence is the currency that makes them both valuable. n

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When Pickleball Comes to the HOA

What Boards Need to Know Before the Complaints, Conflicts, and Lawsuits Begin BY CHARLES LEAHY

72 July 2026 FLCAJ | www.fcapgroup.com

ickleball has become the new “must-have” amenity. In most HOAs it does not arrive through construction of a purposebuilt new facility. It arrives by conversion: one tennis court becomes four pickleball courts. That is where the trouble starts. The original developers could place tennis courts close to homes because tennis did not create a conflict. The game was familiar, the sound profile was muted, and the number of

simultaneous players was limited. Then boards began converting those same courts to pickleball, assuming the compatibility would remain the same. Pickleball is not just “a little louder than tennis.” Tennis is a racquet with flexible strings hitting a soft felt-covered ball. Pickleball is a hard paddle hitting a hard plastic ball—a 20-decibel difference, but also a sharp, impulsive sound that happens at about the same 1200 hertz frequency range in which human hearing is the most sensitive. The smaller court allows a rapid pace of play averaging 15 popping noises per minute for each court—that’s 3,600 individual noises per hour from the four pickleball courts. Four pickleball courts mean more players, more games, and more noise impacts. Popularity means more hours of use in the same location. A site that worked for tennis can fail for pickleball. Unfortunately, experience now shows that complaints are not limited to homes sitting right on top of the courts. In disputes around the country, residents report serious disturbance even when courts are located hundreds of feet away. Communities have spent heavily on barriers, restricted hours, and quieter equipment without bringing the conflict to an end.

THE DISPUTE DOES NOT STAY ABOUT SOUND When a board proceeds with conversion near residences, the first phase is predictable. Pickleball players are enthusiastic, nearby residents object, and tennis players resent loss of court time. The board often sees this as ordinary member friction that can be managed later through scheduling, signage, or

CHARLES LEAHY

Charles Leahy is a retired mechanical engineer and attorney who became involved in pickleball noise issues while serving on the board of a California homeowners’ association. He writes and speaks on the governance, zoning, and nuisance implications of pickleball in residential communities. He has published research at the Acoustical Society of America and American Planning Association.

courtesy rules. “They will get used to it,” the board remarks. The board soon finds itself presiding over three simultaneous disputes: pickleball versus neighbors, pickleball versus tennis, and residents versus the board. Affected owners make calls to city code enforcement or local police, but city officials often view the association as a self-governing private community. The complaining owner learns that relief is unlikely to come from municipal enforcement.

WHY HOAS ARE ATTRACTIVE LAWSUIT TARGETS

Many law firms specialize in serving the needs of aggrieved HOA members. HOAs are attractive defendants because they are solvent and well insured. Governing documents and the legislature put limits on board actions while the actions or inactions of the board are well documented by meeting minutes or the lack thereof. The legal theories are also familiar, and the core claim is typically some combination of the following: • noise nuisance under the statewide law • interference with quiet enjoyment under the governing documents • breach of fiduciary duty or improper board approval procedures The case is referred to the D&O carrier. HOA lawyers answer with the standard denials. Discovery begins, experts are retained, and settlement pressure rises. And even when the case settles without trial, the community can be left with major defense costs, retrofit or closure of the courts, and future increases in D&O premiums.

WHY THE USUAL NOISE MITIGATIONS DISAPPOINT

Once the conflict is underway, boards usually reach for the same toolbox: reduced hours, sound barriers, and quieter paddles or balls. All can help at the margins. None should be mistaken for a dependable cure. Reduced hours These reduce total exposure, but they do not solve the core problem if the noise still intrudes during the hours residents most value their homes: mornings, evenings, weekends, work-from-home periods, and patio time. Barriers Barriers may help, but boards routinely overestimate them, particularly with the performance exaggerations coming from barrier suppliers. Their real-world effectiveness depends on height, length, continuity, materials, receiver elevation, flanking paths, and site geometry. A barrier that helps a ground-floor patio does very little for upstairs bedrooms or balconies. www.fcapgroup.com | FLCAJ July 2026 73

AN AWARD-WINNING & INNOVATIVE

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THIS IS THE MITIGATION THAT SOUNDS BEST IN THE BOARDROOM AND FAILS MOST OFTEN IN PRACTICE. IF EVEN ONE PLAYER BRINGS LOUD EQUIPMENT ONTO THE COURT, THE CHARACTER OF THE SOUND CHANGES IMMEDIATELY. COMMUNITIES ALSO UNDERESTIMATE ENFORCEMENT DIFFICULTY. Quiet equipment This is the mitigation that sounds best in the boardroom and fails most often in practice. If even one player brings loud equipment onto the court, the character of the sound changes immediately. Communities also underestimate enforcement difficulty. Players swap paddles, guests arrive, and staff are rarely willing to police equipment at the level needed to make the rule credible.

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THE HARD CONCLUSION MANY BOARDS RESIST

For many HOAs, the best decision is simply this: keep tennis and let residents pursue pickleball off site at public or commercial facilities better suited to the activity. That may sound harsh, but it is often the most responsible answer. Tennis fits the original site planning of many HOAs better than pickleball. Preserving tennis avoids neighborhood conflict, the politics of reallocation, and the transformation of a manageable amenity into a liability-producing one. Where an HOA nevertheless decides to proceed, the board should do so with open eyes and a disciplined process: • Focus first on distance from residences. • Assume courts will be heavily used. • Evaluate exposure to second-story homes. • Do not assume you can wait and fix it later. • Engage with an acoustical engineer for advice. • Consult your attorney. • Be honest about whether the association will truly enforce equipment and hour limits. • Involve the membership before the decision hardens into a legal and social battle. The core lessons from California, Florida, and other states are no longer theoretical. The disputes are here. The nuisance claims are here. The failed mitigation stories are here. What boards need to know is not just that pickleball is popular. They need to know that in the wrong location, with the wrong assumptions, it can become one of the most expensive “amenity improvements” an HOA ever makes. n

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Readers' Choice Award Spotlight

Editor’s Note: FLCAJ would like to congratulate these six outstanding 2026 Readers’ Choice Awards winners! (For a full list of 2026 RCA winners, please read the March 2026 issue or visit www.fcapgroup.com/flcaj/readers-choice/.

Blue Stream Fiber

Diamond Level Winner—Technology and Communications (Winner 2026 and three previous RCA wins) Earning the Diamond Level Readers’ Choice Award status for the fourth straight year is an honor we don’t take lightly. This recognition reflects the strong partnerships we’ve built with communities across Florida. At Blue Stream Fiber we don’t just deliver internet service; we create connections that matter. Thank you to every association professional, board member, and community manager who chose us again this year. For 47 years Blue Stream Fiber has been proudly Florida-based, bringing future-ready fiber technology to neighborhoods throughout the state. Our 10-gig capable network delivers Total Home Managed Wi-Fi, awardwinning TV service, and crystal-clear phone connectivity to HOAs, condominiums, and master-planned communities. What makes us different? We design solutions around your community’s unique needs, handle installations with minimal disruption, and back everything with responsive, U.S.-based support that’s there when you need it most. 76 July 2026 FLCAJ | www.fcapgroup.com

Starting from our headquarters in Coral Springs, we’ve grown to connect more than 385,000 customers statewide. Our team has earned recognition, including receiving the 2025 Cablefax AI Innovation Team of the Year award, ranking as the #1 Fastest Cable Provider by BroadbandNOW, being named one of the 10 Most Innovative Telecom Solution Companies by CIO Insight, and achieving Top Workplace status from the Sun Sentinel multiple years in a row. These honors validate what our communities already know—we’re committed to delivering exceptional technology and service that exceeds expectations. Curious if your community qualifies for fiber infrastructure at our cost? We’d love to explore how we can help your association stay connected with Florida’s most reliable fiber network. Call us at 855-734-2377 or visit www. bluestreamfiber.com/partner to start the conversation.

Campbell Property Management

Diamond Level Winner—Management Companies (Winner 2026 and 12 previous RCA wins) Founded in 1953, Campbell Property Management is Florida’s highest-rated community association management company and one of the largest and most experienced, locally owned property management companies in Florida. With eight fully staffed offices and more than 1,300 fulltime employees, Campbell serves more than 500 associations from Miami to Central Florida. Their management services include administration, finances, accounting, maintenance and janitorial, valet and concierge, lifestyle director, gate access, human resources development, community websites, information technology, and landscape maintenance. Although very similar in purpose, every board has its own unique goals and objectives, so there is no one-size-fits-all solution. Campbell’s experienced team invests the time and energy necessary to truly understand the needs of the community and board. They pride themselves on being responsive and providing customized solutions for their clients. They make a promise to the boards they serve: that Campbell will help them accomplish their goals and achieve the peace of mind they are seeking. For more information on Campbell Property Management, call 954-427-8770, email sales@campbellproperty.com, or visit www. CampbellPropertyManagement.com.

Landex Resorts International

Diamond Level Winner—Management Companies (Winner 2026 and seven previous RCA wins) Thank you for recognizing us in the Reader’s Choice awards for outstanding management. Based on the west coast of Florida since 1981, Landex has been providing services to associations from central to south Florida. For years Landex has enjoyed many professional relationships within the industry. We are proud members of many area Chambers of Commerce, the Better Business Bureau, American Resort Development Association, Community Associations Institute, Realtor Associations, and Florida Community Association Professionals (FCAP), to

name a few. Our team collectively manages over $10 billion in insurable assets for over 4,000 residential, commercial, timeshare, and vacation plan association clients in our portfolio. In addition, our team produces over $3 million in rental revenue annually for our owners through their vacation rental program. The president and CEO, Ruth Anglickis, has worked with the owner of Landex for over 67 years. She has been instrumental in the development and management of the associations in Landex’s portfolio. She brings a multifaceted business sense to the company, offering first-class public relations, and works to uphold the corporate image. Ruth finds purpose in helping people and associations we manage enjoy a new quality of life. Our vice president, Robyn Rocco, has been with the firm for 18 years. As COO she oversees all the day-to-day operations, administrative employees, and portfolio account managers. Robyn is a licensed CAM and real estate agent. She has an associate degree in business and a bachelor’s degree in interior design and has been instrumental in promoting green initiative programs and securing green lodging certifications for Landex associations. Landex is happy to announce that Leonardo Lucena, an 11-year veteran general manager at a timeshare property managed by the firm, has recently been named as their newest regional manager, overseeing their east coast operations. Leonardo has a bachelor’s degree in business administration and real estate and brings a wealth of knowledge and experience in the market. Landex looks forward to growing the company and serving more associations. For more information about Landex, call 239-369-5848 or 561-562-8490 or visit www.landexresorts.com.

MAY Management

Diamond Level Winner—Management Companies (Winner 2026 and eight previous RCA wins) To the Florida boards, association volunteers, and industry professionals who voted, “Thank you.” Recognition from the people we serve every day is the recognition that matters most. MAY Management was founded in St. Augustine in 1988 and has served Florida community www.fcapgroup.com | FLCAJ July 2026 77

associations for nearly four decades. Today MAY serves 200-plus communities and 27,500plus homes across ten Florida markets, with five offices anchored from the First Coast to Southwest Florida. What makes MAY different is the people who do the work—more than 125 employees, 36 licensed CAMs, and a 15-person in-house accounting team that works hand-in-hand with our community managers. The CAM you hire is statistically the CAM you keep. Ninety-three percent of our community managers stay with their boards year over year, and 98 percent of our clients have stayed with us through decades, not snapshots. Modern tools support our people. Vantaca tracks every board request. Strongroom gives boards full invoice visibility. Our AI tools handle routine inquiries, so managers can focus on the work that requires judgment, history, and trust. We are legacy driven, professionally scaled, and Floridaonly since 1988. For more information about MAY Management, visit maymgt.com or call 904-461-9708.

St. Moritz Security Services

Diamond Level Winner—Safety and Security (Winner 2026 and three previous RCA wins) St. Moritz Security Services has once again reaffirmed its winning formula by earning the prestigious Diamond-level award for three consecutive years, as voted by the readers of the Florida Community Association Journal. This remarkable accomplishment underscores the company’s steadfast dedication to excellence in security and access control, a legacy built over 44 years of exceptional service. With a workforce of over 6,000 dedicated professionals, St. Moritz has risen to become one of the top 10 security officer providers in the United States, renowned for delivering unparalleled protection to high-end residential communities nationwide. This continued recognition from the Florida Community Association Journal readers further cements St. Moritz’s reputation as a juggernaut in the security industry. The top award serves as a testament to their enduring standards of professionalism, reliability, and perfor78 July 2026 FLCAJ | www.fcapgroup.com

mance. Being named “best of the best” year after year is no easy feat, but for St. Moritz, it reflects their unwavering pursuit of excellence and their commitment to creating safe and secure environments for their clients. As they rightfully celebrate this latest achievement, St. Moritz Security Services solidifies its position as the benchmark of their industry—an enduring legacy that shows no signs of slowing down. For more information about St. Moritz Security Services, call 239-537-1711 or visit www.smssi.com.

Summit Broadband

Diamond Level Winner—Technology and Communications (Winner 2026 and one previous RCA win) Florida’s Fiber Future Starts Here We are FOCUSED ON humbled Fiber. Florida. You. and proud to be recognized as a Diamond Level Readers’ Choice Award winner. This marks our second year being nominated and awarded in the top category, and we are grateful for the continued support of our readers and community. Summit Broadband is a Floridabased, fiber-optic telecommunications provider dedicated to enhancing lives through cutting-edge connectivity. For more than 30 years, we have delivered fast, reliable internet, TV, and phone services to homes and businesses while supporting enterprise and wholesale customers with Ethernet and dark-fiber Transport solutions. With over 6,000 route miles of fiber and deep investments in Florida’s infrastructure, we proudly serve more than 300 residential communities statewide. Our Florida-only focus means our employees live and work here, providing personalized, responsive service tailored to the unique needs of Florida families and businesses. As a local provider and a leader in modernizing Florida’s telecommunications infrastructure, Summit Broadband stays agile—solving challenges quickly, driving innovations, and delivering solutions that truly work—while fostering better connections not only through technology but between people, families, businesses, and communities. At Summit Broadband, service comes first. Our customers are more than clients—they are our neighbors. We listen, respond, and deliver reliable, intuitive solutions that simplify telecommunications and help Florida grow today while building a stronger, more connected tomorrow. For more information about Summit Broadband, email bulk@ summitbb.com or visit summitbb.com/communities. n

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BANKING

Bank OZK 100 5th Street South St. Petersburg, Florida 33701 844-905-6975 www.OZK.com/association services

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Cogent Bank 407-545-2662 www.cogentbank.com Moving You Forward

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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.

INSURANCE

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

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Hunter Claims LLC 4613 N. Clark Avenue Tampa, Florida 33614 813-774-7634 www.hunterclaims.com Landfall Public Adjusters 4 Cedar Falls Drive Ormond Beach, FL 32173 386-301-0868 insuredclaimhelp@gmail.com landfallpublicadjusters.com

reserveadvisors.com | (800) 980-9881

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Reserve Advisors Inc.

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Siegfried Rivera

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

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. Varnum LLP

4501 Tamiami Trail North Suite 350 Naples, Florida 34103 239-241-7380 varnumlaw.com

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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.

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Exceptional Property Management DELIVERED BY DEDICATED PROFESSIONALS. POWERED BY RESIDENTIAL INTELLIGENCE.

AKAM

ZONE 6

Access Management

ZONE 5

844-815-5321 www.castlegroup.com

ZONE 4

Zone Map on Page 80

ZONE 3

Florida Management Companies by Zone

ZONE 2

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.

ZONE 1

954.843.2526 AK AM.COM

Allied Property Group

Allied Property Management America's Community Management

C&S Management, Inc.

Campbell Property Management

Castle Group

Don Asher & Associates

HOA Amplified by Jilsa

America's Community Management 4733 W. Atlantic Avenue, Suite C-22 Delray Beach, Florida 33445 833-628-8288 americascommunitymgmt.com

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KW Property Management

Lang Management Company Inc.

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Leland Management

Marquis Association Management

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MAY Management

Miami Management

Premier Association

Qualified Property Management Inc.

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RealManage Sentry Management Inc.

Towers Property Management Vesta Property Services

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Miami-Dade, Broward and Palm Beach Counties Contact Kristin Dumornay at 954-845-6102 or

kdumornay@miamimanagement.com

www.miamimanagement.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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ADVERTISING

Opportunities For advertising opportunities please call 800.425.1314

84 July 2026 FLCAJ | www.fcapgroup.com

Premier Association Management 1064 Greenwood Boulevard, Suite 480 Lake Mary, Florida 32746 407-333-7787 www.Premiermgmtcfl.com 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.

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

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

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Chosen by Florida Communities. FLCAJ Readers’ Choice Award Winner

Sunbelt Gated Access Systems delivers reliable, expertly designed access control solutions for Florida community associations.

Gated Entrances

Keypads/Mobile Access

Vehicle Gates

Integrated Security

Sunbelt Gated Access Systems of Florida (904) 354-7060 | sunbeltsys.com Licensed

Certified

Insured

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

Smart Entry Systems: 626-2137557; www.SmartEntrySystems. com; sales@SmartEntrySystems. com

CONCRETE RESTORATION

South Florida’s Premier Contractor

General Contractor Concrete Restoration

AIR DUCT CLEANING

Air Duct Aseptics Certified Air Duct Cleaning, Dryer Exhaust Cleaning repair & replacement. Mold testing 888-707-7763 www.adaflorida.com

Painting Waterproofing Our Linkedin

(305) 851-5897

www.ageofempireinc.com

Licensed

Bonded

Insured | CGC# CGC1514379

ELECTRIC

Hypower Electrical & Utility Contractor 888-978-9300; www.hypowerinc.com ELEVATOR SERVICE/REPAIRS

Connections Elevator: Elevator maintenance agreements, repairs and modernizations; 954-792-1234; www. ConnectionsElevator.com. Elevate Monitoring: 877-990-9191; elevatemonitoring.com ELEVATOR/POOL EMERGENCY COMMUNICATIONS

ALARM MONITORING

Kings III Emergency Communications: 844-3573849; www.kingsiii.com

Hartman & Sons Construction, Inc.: 407-6994549; fax: 407-699-0919; Serving Central FL

SERPE-CO: 954-718-3094; info@ serpeco.com; serpeco.com INTERNET/TELEVISION/ VOICE SERVICES

Blue Stream Fiber

888-960-2855 www.bluestreamfiber.com

ENGINEERS

Consult Engineering, Inc: 941-206-3000; www.consultengineering.com. Howard J. Miller Consulting Engineers: 561-392-2326; www.HowardJMiller.net 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.

ALUMINUM RAILING

Mullets Aluminum: 941-371-3502; nate@mulletsaluminum.com; www.mulletsaluminum.com ASPHALT REPAIR/ REJUVENATION

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

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

COMMUNITY SECURITY

FENCING AND GATES

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

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

JANITORIAL SUPPLIES

EDUCATION FIRE ALARM SYSTEMS

Bass United Fire & Security Systems, Inc.: 954-785-7800; www.bassunited.com. GENERAL CONTRACTORS MANAGEMENT SOFTWARE South Florida’s Premier Contractor

General Contractor

Concrete Restoration

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Painting

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Waterproofing

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Our Linkedin

(305) 851-5897

www.ageofempireinc.com

Licensed

Bonded

Insured | CGC# CGC1514379

Get Your CFCAM fcapgroup.com/cfcam

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Power ful & intuitive association software

yardibreeze.com

PAINTING AND WATERPROOFING

PIPELINING

USA Pipelining LLC: 954-9149966; usa-pipelining.com

SECURITY

TRASH CHUTE CLEANING AND REPAIR

ROOF COATINGS

South Florida’s Premier Contractor

General Contractor Concrete Restoration Painting

Polo International: 954-7825851; www.polo14.com ROOF MANAGEMENT & CONSULTING

Waterproofing Our Linkedin

Security solutions for condominiums and HOA properties David.Fambrini@garda.com (561) 698-1014 | garda.com

(305) 851-5897

www.ageofempireinc.com

Licensed

Bonded

Insured | CGC# CGC1514379

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

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

WATER, SEWER AND DRAINAGE—INSPECTION AND REPAIRS

SWIMMING POOLS

Hinterland Group: 561-6403503; hinterlandgroup.com WINDOW CLEANING

Squeegee Squad: 305-897-1310; marcellomagno@squeegeesquad. com; squeegeesquad.com

Florida Roofing and Sheet Metal: Built for Florida; Built to Last; 561-448-0425 and 954787-8714; Commercial Roofing and Waterproofing Parking Decks and Garages.

WE SERVICE THE ENTIRE STATE OF FLORIDA

SPF Systems, Inc.: (866) 5613626; HurricaneProofRoof.com. Sutter Roofing: 800-741-0090 or 941-377-1000; sutterroofing.com

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Restore. Repaint. Renew.

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

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

SEALANT

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

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Get Your CFCAM fcapgroup.com/cfcam

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DISPLAY ADVERTISERS INDEX Acentria Insurance . . . . . . . . . . . . . . . 30 Age of Empire Inc. . . . . . . . . . . . . . . . . . 5 Allied Property Group . . . . . . . . . . . . . 64 America's Community Management . . 53 Ansbacher Law . . . . . . . . . . . . . . . . . . . 7 Asphalt Restoration Technology Systems, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Association Reserves . . . . . . . . . . . . . 20 Aware Buildings, LLC . . . . . . . . . . . . . 49 Bass United Fire & Security Systems . 70 Becker . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Blue Stream Fiber . . . . . . . . . . . . . . . . 11 Breezeline . . . . . . . . . . . . . . . . . . . . . . 65 Campbell Property Management . . . . 38 Cardillo Law Firm . . . . . . . . . . . . . . . . 67 Carousel Development & Restoration . 12 Castle Group . . . . . . . . . . . . . . . . . . . . 14 Centennial Bank . . . . . . . . . . . . . . . . . 24 Cogent Bank . . . . . . . . . . . . . . . . . . . . 20 Commercial Energy Specialists . . . . . 48 Daniello Companies . . . . . . . . . . . . . . 14 Devin & Associates Inc. . . . . . . . . . . . . 38 Elevate Monitoring . . . . . . . . . . . . . . . . 1 Envera Systems . . . . . . . . . . . . . . . . . . 47 Fibernow . . . . . . . . . . . . . . . . . . . . . . . 17 Florida CAM Schools . . . . . . . . . . . . . 31 Florida Roofing & Sheet Metal . . . . . . 51

GardaWorld . . . . . . . . . . . . . . . . . . 56—57 Haber Law . . . . . . . . . . . . . . . . . . . . . . 74 Hinterland Group . . . . . . . . . . . . . . . . . 71 HOA Amplified . . . . . . . . . . . . . . . . . . . 61 Hotwire Communications . . . . . . . . . . IFC Howard J Miller Consulting Engineers, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Hunter Claims . . . . . . . . . . . . . . . . . . . 37 Hypower Electrical Services . . . . . . . . 74 J.R. Frazer . . . . . . . . . . . . . . . . . . . . . . 38 Kaye Bender Rembaum . . . . . . . . . . . 50 Kings III Emergency Communications 13 KW PROPERTY MANAGEMENT & CONSULTING . . . . . . . . . . . . . . . . . . . 75 Landfall Public Adjusters . . . . . . . . . . . 38 Lang Management Company . . . . . . . 28 Leland Management . . . . . . . . . . . . . . 68 MAY Management Services Inc . . . . IBC Miami Management, Inc. . . . . . . . . . . . 35 Mullet's Aluminum Products, Inc. . . . . 21 Munyan Painting . . . . . . . . . . . . . . . . . 29 NV5 . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 Pecora Corporation . . . . . . . . . . . . . . . 53 Poliakoff Backer . . . . . . . . . . . . . . . . . 75 Polo International, Inc. . . . . . . . . . . . . 25 Premier Association Management . . . 23 Promar Building Services . . . . . . . . . . 33

Quality Chemical Company . . . . . . . . BC Ramco Protective . . . . . . . . . . . . . . . . 59 RealManage . . . . . . . . . . . . . . . . . . . . 70 Reserve Advisors . . . . . . . . . . . . . . . . 64 Sarasota Patio . . . . . . . . . . . . . . . . . . . 43 Sedgwick | Valuation Services Division 79 SERPE-CO . . . . . . . . . . . . . . . . . . . . . 10 Siegfried Rivera . . . . . . . . . . . . . . . . . . 68 Signature Property Management . . . . 63 Smart Entry Systems . . . . . . . . . . . . . 60 Southern Chute . . . . . . . . . . . . . . . . . . 74 SPF Roofing Systems, Inc. . . . . . . . . . . 4 Squeegee Squad . . . . . . . . . . . . . . . . . 15 Staebler Consulting . . . . . . . . . . . . . . . 69 Sunbelt Gated Access Systems . . . . . 85 Sutter Roofing . . . . . . . . . . . . . . . . . . . 36 Swaysland Professional Engineering Consultants . . . . . . . . . . . . . . . . . . . . . 75 The ERRO Group . . . . . . . . . . . . . . . . 48 Tripp Scott Law Firm . . . . . . . . . . . . . . 70 Unicoat Industrial Roofing Corporation 45 US Century Bank . . . . . . . . . . . . . . . . 37 USA Pipelining LLC . . . . . . . . . . . . . . . 19 Varnum LLP . . . . . . . . . . . . . . . . . . . . . 63 Vesta Property Services . . . . . . . . . . . . 9 Yardi Systems, Inc. . . . . . . . . . . . . . . . 39

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