FLCAJ — November 2026

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Every story holds power. And when voices unite, that power is magnified.

Resilience: Essays by Women in Law brings together powerful personal stories from women across Becker, sharing candid reflections on perseverance, leadership, mentorship and personal growth. Conceptualized and edited by Becker Shareholder Donna DiMaggio Berger, the book offers an inspiring look at overcoming obstacles, balancing professional and personal responsibilities, and forging a path in the legal profession. Now Available

November Contents VOLUME 41 NUMBER 11 2026

52

8

100

FEATURES 8 FLCAJ's Women Making a Difference Gave Boards More Choices. Who Gave 72 Florida Them the Information? Decorating in HOA Communities: Essential 78 Holiday Tips for Homeowners Critical Questions HOA Boards Should 82 Eight Ask Security Vendors Future of Florida High-Rise Management: 88 The Five Trends Boards Should Be Preparing For You Afford Not to Adopt Drone 92 Can Cleaning Technology?

96

Six Technologies That Are Offsetting HOA Board Stress in Florida Communities

IN EVERY ISSUE 6 Journal Notes

68 FCAP Community 100 CAM Matters 104 Financial, Legal Services, and Management Directories 110 Products and Services Directory 112 Display Advertisers’ Index LEGAL CORNER

38

Rembaum’s Association Roundup Important Information for New and Existing Board Members

Mae’s New Reserve Requirements: What Florida 46 Fannie Condominium Boards and Managers Need to Know Health and Artificial Intelligence in Florida 52 Mental Community Association Governance to Federal Condominium Lending Requirements 56 Changes Are Impacting Associations and Buyers/Owners

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Journal Notes It has been more than a decade

since FLCAJ introduced “Women of the Industry,” which six years ago was

renamed “Women Making a Difference.” The women who have been featured in these pages over the years have shown

themselves to be dedicated to their

communities and their flourishing as

well as committed to personal growth through ongoing education. Turn to page 8 to read the “2026 Women Making a Difference.”

This month’s legal articles starting

on page 38 address the following

topics: continuing education require-

ments, rules and policies boards should consider adopting, and collection and

foreclosure activities; Fannie Mae’s new reserve requirements; mental health and

artificial intelligence in community association governance; the impacts of changes to federal condominium lending requirements; and the responsible party for sewage backups and common-sense time off for sick employees.

Other articles in this November issue starting on page 72 address holiday

decorations in HOA communities, eight critical questions HOA boards should ask security vendors, and the financial and safety reasons to adopt drone cleaning technology.

As I have been reflecting on what I have to be thankful for, I was reminded

that everything I have in life is a gift from a good and faithful Creator. In the Bible in Acts 17:24-25 we read, “The God who made the world and everything in it…

gives to all mankind life and breath and everything.” I am truly blessed in knowing the God of the Bible, and I hope you know him also.

FLCAJ wishes you a “Happy Thanksgiving” and trusts that you have much to

thank God for including the gift of family and friends with whom to spend the holidays.

Editor

Publishers Richard Johns Dana Johns Editor Michael Hamline Art Director Nick Walker Advertising Sales Phone: (800) 443-3433 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 or email info@fcapgroup.com

6 November 2026 FLCAJ | www.fcapgroup.com

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Editor’s Note: Welcome to FLCAJ’s 11th annual “Women Making a Difference” feature. The women represented in these pages have made an impact on the community association industry in Florida, and they have each made a difference in their respective fields. They are deserving of our congratulations and recognition.

Reina Aguilar, MAcc and LCAM

Vice President of Business Development Bright Bookkeeping & Accounting 3810 Inverrary Blvd., Suite #404B Fort Lauderdale, FL 33319 754-348-0478 or 754-2601553 RAguilar@Brightbm.com Brightbm.com Reina Aguilar has been a licensed community association manager (LCAM) since 2008 and is the vice president of business development at Bright Bookkeeping & Accounting. 8 November 2026 FLCAJ | www.fcapgroup.com

With a master’s degree in accountancy and years of hands‑on community management, she brings practical leadership and financial rigor to South Florida associations. Reina specializes in budgeting and reserve planning, audits, vendor oversight, fraud prevention, and internal controls, and she directs the firm’s educational programs for boards and managers. As a trusted advisor and mentor, she helps boards and management companies strengthen oversight, enhance fiscal transparency, and reduce risk with clear, actionable guidance. Fully bilingual in English and Spanish, Reina makes complex financial information accessible to diverse communities and can coordinate workshops and training for association leaders.

Viviana Alzate

Project Manager Carousel Development & Restoration 561-272-3700 info@cdri.net www.CDRI.net Bridging Architecture and Construction for Lasting Impact on Carousel Development & Restoration Inc. Viviana Alzate is a project manager at Carousel Development & Restoration Inc., bringing an architectural background and 15 years of construction experience to every project. She combines design sensibility with practical expertise to navigate planning, coordination, documentation, budgets, schedules, and field execution. Bilingual and naturally collaborative, Viviana builds strong relationships with clients, engineers, subcontractors, and field teams, fostering the communication and trust essential to successful projects. Originally from Armenia, Colombia, and now living in Palm Beach County, she brings a diverse perspective and quiet determination to leadership in a traditionally male-dominated industry. Outside of

construction, Viviana enjoys yoga, true-crime podcasts, and documentaries. Happily married and raising an elementary-school-aged child, she brings warmth, curiosity, technical knowledge, and a grounded perspective to her professional and personal life while contributing to quality project outcomes.

Kristy Anderson

Sr. Director of Field Operations Fibernow 954-895-4723 kanderson@fibernow.com fibernow.com My career in cable began nearly 30 years ago, working alongside my brother at a small company in North Carolina, where I learned to draft and design cable systems. That start took me across the country and eventually to Florida, where I continued growing through field service, installation, and operations leadership roles. As the first woman in my department, I never thought twice about rolling up my sleeves and doing

Experienced Globally, Serving Locally Community Association Law & Litigation (CONDO/HOA) The firm has over two decades of experience in counseling clients on matters related to Community Association Law We have represented over 400 Associations in Florida Our firm provides legal counseling to master associations and sub-associations of both Condominiums and HOAs, Commercial and Residential, Timeshares, Co-Ops, Condotels, CDDs, Country Clubs, Mobile Homes, and individuals living in Associations

Erum S. Kistemaker Managing Attorney DaytonaBusinessLawyers.com I 386.310.7997 I 120 E. Granada Blvd., Ormond Beach, FL Licensed to Practice in Florida I New York I England I Wales Since 2007 www.fcapgroup.com | FLCAJ November 2026 9

the work alongside my teams. I always felt welcomed and supported by my colleagues, and I’m proud to have helped pave the way for more women to follow. My greatest influence is my mom, who taught me determination and perspective. I think of her when making decisions: Is this technology easy to use? Would this experience work for her? It’s a reminder to treat every customer like family and never lose sight of the people behind the technology.

Betsy Barbieux, CAM, CFCAM, CMCA

Owner Florida CAM Schools LLC 2501 West Main Street #110 Leesburg, FL 34748 352-326-8365 betsy@floridacam schools.com floridacamschools.com Betsy Barbieux has been a leading expert in condominium, cooperative, and HOA management since 1998. She has trained and consulted countless managers, staff, and board members, contributing significantly to the industry.

Betsy is a renowned columnist for the Journal and served on the Regulatory Council for Community Association Managers, appointed by Governor Rick Scott in 2013. Her expertise is also sought as an expert witness. To share her knowledge with a wider audience, Betsy hosts CAM Matters, a monthly YouTube show and podcast. This platform provides valuable insights into industry trends and features interviews with other experts. Betsy is uniquely qualified as a certified advanced behavior specialist, image consultant, speaker, and author. Her combination of skills sets her apart as a leading authority in Florida community association management.

Cindi Bass-Bell

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should be built on relationships, not transactions. As CAI West Florida chapter president, educated business partner, community seminar co-host, and Johns Hopkins Foundation volunteer, she has spent her career proving it. At Florida Southern Roofing she brings that same conviction to every condominium and HOA board and property manager she serves. When a community needs a roofing partner they can trust for the long term, Cindi is the reason they call and the reason they stay.

Barbara Bedgood

Director Builder & HOA ADT 2801 Gateway Dr. Pompano Beach, FL 33069 754-208-5408 adt.com For 30 years at ADT I’ve built my career around leading teams, developing strategy, and creating exceptional customer experiences. Today I lead ADT’s Builder & Community Association program, delivering customized solutions that help create safe, healthy, and smart homes for communities of all sizes. My proudest professional accomplishment is building, coaching, and mentoring teams for success and growth. Outside of work, my greatest joys are my husband; two adult daughters, a lawyer and a nurse; and two grandchildren, ages 1 and 3. My mother taught me a good work ethic, intentionality, and presence. I believe in paying opportunities forward through mentoring, coaching, volunteering, and helping others.

Gabriella Bianchini

Safety Director Carousel Development & Restoration 561-272-3700 info@cdri.net www.CDRI.net Building a Legacy of Safety, Creativity, and Leadership Gabriella Bianchini is safety director for Carousel Development & Restoration Inc., where for more than a decade she has helped strengthen safety practices across high-rise concrete restoration projects. Her work includes jobsite inspections, employee training, equipment certifications, compliance, and project documentation. With extensive 12 November 2026 FLCAJ | www.fcapgroup.com

OSHA training and scaffolding Train-the-Trainer qualifications, she works closely with field teams to promote safe, efficient operations. Gabriella also serves on the Board of the Safety Council of Palm Beach. A graduate of the Art Institute of Fort Lauderdale, she is a fine art photographer, fashion designer, accomplished author, and Type 1 diabetes advocate. Her books include Gwennie’s Gift, The Gift of Diabetes, and The Gift of Poetry. As a single mother, Gabriella combines construction, art, storytelling, fashion, and philanthropy to inspire awareness, education, and meaningful change.

Diane Braswell

CEO Artemis Lifestyles 1631 E. Vine Street, Suite 300 Kissimmee, FL 34744 407-705-2190 ArtemisLifestyles.com As CEO of Artemis Lifestyles, Diane leads the company’s operations, growth, and commitment to excellence in community association management. She is passionate about creating positive ownership experiences and inspiring the Artemis team to help homeowners love where they live. Diane brings more than 15 years of experience in the Central Florida association management industry and a proven executive leadership track record. Before joining Artemis, she served as chief information officer and vice president of technology for a large family-owned association management firm overseeing more than 400 communities. Diane became a licensed community association manager in 2017 and holds a bachelor’s degree in mechanical engineering from Auburn University.

Suzel Broe, CPA

Chief Financial Officer KW PROPERTY MANAGEMENT & CONSULTING 8200 NW 33 Street, Suite 300 Miami, FL 33122 305-476-9188 sbroe@kwpmc.com Suzel Broe brings extensive accounting expertise to support the associations of KW PROPERTY MANAGEMENT & CONSULTING, one of Florida’s largest residential property management companies, with

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over 3,000 employees and 100,000 units under management. A certified public accountant, Suzel has more than two decades of experience as a business owner, consultant, and senior accounting professional, having worked with major clients including Restaurant Brands International (NYSE: QSR), University of Miami, Cyxtera Technologies (NYSE: CYXT), and AppGate Inc. Since joining KWPMC in 2024, Suzel has applied her experience in accounting policy implementation, purchase accounting, acquisition integration, due diligence, and systems conversions. Most recently serving as CFO of Orion Real Estate Group, she has led strategic finance, planning, and financial modeling efforts, helping businesses optimize financial processes and achieve long-term success.

Rebecca N. Casamayor

Equity Partner Haber Law 251 NW 23 St. Miami, FL 33127 305-379-2400 rcasamayor@haber.law haber.law Rebecca N. Casamayor is an equity

14 November 2026 FLCAJ | www.fcapgroup.com

partner in the Miami office of Haber Law and currently serves as chair of the firm’s Condominium and HOA Practice Group. Rebecca has particular expertise in representing and providing guidance to condominium and homeowners’ associations in all aspects of their governance, operations, and legal compliance. What she loves most about her work is that no two days are alike in the South Florida condominium world—it’s always varied and keeps her on her toes. Outside of work you’ll find her trying to meet her goal of reading over 75 books per year and spending time with her family and two young children.

Angela Dawn Estilette

Director Tampa and Sarasota Divisions Leland Management 888-465-0346 lelandmanagement.com I’ve spent 26 years in community association management and the past 10 years with Leland Management, where I currently serve as the division director for our Tampa and Sarasota offices. I genuinely love the

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people, the challenges, and yes—even the chaos! I’m most proud of my accomplishments with Leland: stabilizing and growing a successful division, building strong teams, and helping people become better than they thought they could be. Outside of work I love the beach, gym, football, traveling, and making memories with my family. My greatest accomplishment is raising my two sons. My parents have been my greatest influence, teaching me strength, loyalty, and hard work. My priorities are God, family, and purpose—always. I work hard, love harder, laugh often, stay grateful, and believe in leaving people and places better than I found them.

Dania S. Fernandez

Florida Real Estate Attorney Dania S. Fernandez & Associates P.A. Serving Communities in the Keys, Miami, Fort Lauderdale and Fort Myers 305-254-4492 dania@dsfpa.com www.daniafernandez.com Dania S. Fernandez is the founding principal of

16 November 2026 FLCAJ | www.fcapgroup.com

Dania S. Fernandez & Associates, P.A., a Florida law firm devoted to condominium and homeowners’ association law. In her 26th year of practice, she serves as counsel to associations in Miami-Dade, Broward, and Fort Myers, advising boards on governance, collections, and compliance under Chapters 718 and 720. Known for clear, bilingual guidance, Dania turns complex statutes into practical, board-ready action. She regularly educates directors and writes an annual article on community association issues. She is married with three children.

Suly Encalada

Director of Business Development TRC Worldwide Engineering 7950 NW 53rd Street, Suite 244 Doral, FL 33166 305-903-8447 sencalada@trcww.com www.trcww.com Suly Encalada brings practical insight and collaborative leadership to her expanding role as director of business development at TRC Worldwide Engineering, a multidisciplinary

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Theresa Fletcher

Senior Vice President, Community Solutions Summit Broadband summitfiber.com/commu nities For more than 30 years Theresa Fletcher has built her career around leadership, relationships, and creating opportunities for others to succeed. From leadership roles with AT&T and Comcast to her current role at Summit Broadband, Theresa has championed collaboration, innovation, and client-focused solutions while driving meaningful business growth. Today she leads Summit’s Community Solutions team, helping Florida communities embrace the evolving role of connectivity and creating lasting value for residents, boards, and property partners. Known for her thoughtful leadership and commitment to teamwork, Theresa brings experience, perspective, and a genuine passion for making a difference wherever she leads.

Sandra French

Territory Representative— Central, North, and Panhandle of Florida Pecora Corporation 610-554-8465 frenchs@pecora.com www.pecora.com/coatings Sandra French’s connection to construction began early as she was influenced by her father and grandfather who were both skilled bricklayers. Throughout her career she has gained experience across 18 November 2026 FLCAJ | www.fcapgroup.com

multiple areas of the industry, from leading departments at multimillion-dollar property management firms to supporting clients in distribution. Since 2019 Sandra has served as a territory representative for Pecora Corporation, covering Central, North, and Panhandle Florida. She values a hands-on approach and finds fulfillment in helping clients succeed while making a positive impact within the industry. Her colleagues describe her as result-driven, enthusiastic, and creative, qualities she brings to every project and professional relationship.

Emily E. Gannon, Esq.

Firm Member Kaye Bender Rembaum 1200 Park Central Boulevard South Pompano Beach, FL 33064 954-928-0680 EGannon@KBRLegal.com Emily has practiced community association law at Kaye Bender Rembaum for over 14 years. She grew up in Westchester County, NY. Emily attended UNC at Chapel Hill and earned her law degree from Wake Forest University in 2005 before relocating to South Florida to be close to family. She enjoys working with board members and managers and sharing her knowledge through educational seminars. She is committed to providing thoughtful, practical guidance to clients as they address the legal and operational issues affecting their communities. Outside of the office Emily enjoys spending time with family and friends, attending her nephew’s baseball tournaments, watching Bravo, and playing kickball.

Kristie Gentile

Vice President Brown & Brown 13450 West Sunrise Blvd., Suite 370 954-416-9676 bbrown.com Kristie Gentile is a vice president at Brown & Brown with 21 years of experience specializing in community association insurance. She is passionate about providing exceptional customer service and is supported by an experienced association team dedicated to helping clients navigate their insurance needs. Since her first day in the insurance industry, Kristie has maintained the same philosophy: educate clients,

provide honest guidance, and always be fully transparent. She believes association boards should understand not only what coverage they have but also why they have it and how it protects their community. Kristie also develops educational articles designed to bring value to association boards by making complex insurance topics easier to understand, practical to apply, and, whenever possible, a little less painful to read. She earned her BA from Montclair State University in NJ. Outside of work Kristie stays active in the Peloton community while also serving as chauffeur, cheerleader, and unofficial caddie for her son’s busy golf life.

Brenda Grochowski

Senior Director of Business Development for SE and SW Florida Vesta Property Services VestaPropertyServices.com Brenda Grochowski is Vesta’s senior director of business development for both SE and SW Florida, bringing more than 15 years of experience in Florida’s community association industry. Her background managing residential, condominium, and master-planned communities gives her practical insight into board needs, from financial

strategy to vendor alignment and operational planning. Known for her consultative style, Brenda builds lasting relationships with board members, developers, and community stakeholders while partnering with internal teams to deliver exceptional service. Beyond her professional work, she is an advocate with Freedom Fighters against sex trafficking and a member of the Cocoa Beach Women’s Club, reflecting her deep commitment to community service throughout South Florida.

Lindsay Guerrero

VP of Business Development for Palm Beach County and the Treasure Coast Campbell Property Management 561-591-6793 lguerrero@campbellproperty.com Campbellpropertymanagement. com Lindsay Guerrero is vice president of business development for Palm Beach County and the Treasure Coast at Campbell Property Management. With more than a decade of experience in community association management, she brings extensive knowledge of the operational, financial, and leadership needs of condominium, HOA, and masterplanned communities throughout South Florida.

www.fcapgroup.com | FLCAJ November 2026 19

Lindsay partners closely with boards of directors, community leaders, and industry professionals to develop strategic management solutions tailored to each community’s needs. She understands association challenges in financial management, capital projects, staffing, governance, vendor partnerships, and long-term planning. Passionate about building lasting relationships and delivering exceptional service, Lindsay connects communities with the resources and expertise they need to thrive. An active member of CAI, she volunteers with the golf committee. Outside of work Lindsay enjoys family time, community involvement, and golf.

Pratiksha (Pattie) Jay

Office Manager J.R. Frazer Inc. 125 S. State Road 7, Suite 104-197 Wellington, FL 33414 561-488-3012 pattie@jrfrazer.com www.jrfrazer.com Pratiksha (Pattie) Jay serves as the office manager for J.R. Frazer Inc., a company specializing in reserve studies for condominiums and homeowners’ associations. In her role

she consistently dedicates 50–60 hours a week to ensuring exceptional customer service, streamlining daily operations, and supporting fellow reserve analysts. Pratiksha’s diverse professional background has equipped her with adaptability and a broad skill set well suited to the evolving demands of the industry. She has previously worked with Disney, processed mortgage loan files, built a successful career in real estate, and owned two laundromat businesses. Beyond her professional achievements, Pratiksha is deeply committed to her family. She oversees household finances and manages a busy home life with children, balancing it all with grace and dedication. Her ability to excel both at work and at home makes her an inspiration to her colleagues and family alike. Owner LJ Services Group 12955 Biscayne Blvd #328 Miami, FL 33181 305-864-2790 ljohnson@ljservicesgroup.com www.ljservicesgroup.com Linda Johnson is an accomplished community association management leader whose more than 20 years of experience reflect a commitment to excellence,

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innovation, and service. As founder of her company, she has improved property operations, strengthened financial performance, increased efficiency, and elevated community satisfaction. Her hands-on leadership and expertise span financial management, resident relations, compliance, major projects, and stakeholder engagement, including successful oversight of projects exceeding $2 million. Linda’s professional achievements earned her the 2021 Property Manager of the Year award from CAI Southeast Florida, and she served as chapter president in 2023. She holds an MBA and continues advancing the profession through leadership and service.

Suzan Kearns

President Premier Association Management Lake Mary, Clermont, and Ormond Beach 407-333-7787 premiermgmtcfl.com Suzan Kearns is the president of Premier Association Management, a Summit Management Partners company, which she joined in 2021, where she has been responsible for all aspects of the company’s operations for more than five years. Drawing on decades of leadership experience, Suzan oversees Premier’s operational, strategic, and organizational initiatives, with a focus on delivering exceptional service to community associations. Her background managing complex communities and leading highperforming teams has earned her a reputation for operational excellence, strong client relationships, and a collaborative leadership style. Suzan maintains her Florida CAM license and holds the prestigious AMS and PCAM designations through the Community Associations Institute (CAI). She served on the CAI board of directors from 2013–2019 and currently serves on the Advisory Board for CAM University, reflecting her ongoing commitment to advancing professional education and excellence within the community association industry.

Erum S. Kistemaker

Kistemaker Business Law Group 120 E. Granada Blvd. Ormond Beach, FL 32176 386-310-7997 DaytonaBusinessLawyers.com Selected to Super Lawyers for the 11th year and Managing Attorney and Shareholder of the highly awarded 22 November 2026 FLCAJ | www.fcapgroup.com

Kistemaker Business Law Group (KBLG), Erum S. Kistemaker has been making a difference for over two decades. Attorney Kistemaker has prominently served in many Florida statewide governmental leadership positions—a voting member of the Florida Bar Condominium & Planned Development Committee, she serves as Co-Chair of the Education Subcommittee. Additionally, she served on the Senate Bill 4-D/154 Substantive Legislative Committee Task Force and Board Certification Course Committee. Attorney Kistemaker is legal counsel of Hope Community Health Center, has served in multiple leadership roles within the Junior League, and was Chair of the United Way of Volusia and Flagler Counties. She serves on the Historic Landmark Preservation Board, an Ormond Beach City Commission Advisory Board. KBLG’s renowned summer internship program is in its 15th year. Attorney Kistemaker and her firm were selected to the prestigious Gator100 in 2026.

Annie Klingel, CISR

Community Association Division Manager Atlas Insurance 7120 Beneva Road Sarasota, FL 34238 941-552-4113 atlasinsuranceagency.com Annie Klingel has spent 17 years working with community associations, including 14 years with Atlas Insurance. Her path into the industry was unexpected, beginning through work alongside engineers and procurement professionals, where she was introduced to developer transition studies and discovered a passion for the complexity of community associations and helping those who serve them. At Atlas Annie is especially proud of building a strong team, developing lasting client relationships, and being there when clients need support most, including during Hurricanes Ian, Helene, and Milton. Her supportive leadership style, practical problem-solving approach, and ability to relate to clients have also helped foster team growth, including interns who have gone on to build careers within Atlas. Outside of work Annie enjoys traveling, hiking, spending time outdoors, and cheering on her daughter at beach volleyball with her family.

Marcy Kravit

Vice President, HOA Regional Account Executive smartstreet Powered by Banc of California Marcy.Kravit@bancofcal.com Marcy Kravit is a nationally recognized leader in community association management and community relations. She currently serves as vice president, HOA regional account executive at smartstreet; vice president of the CAI Gold Coast Chapter; and vice president of her HOA in Weston, FL, as well as a contributing writer for the Florida Community Association Journal. A celebrated author and educator,

Marcy’s first book, Common Sense Community Management, has become a cornerstone for industry professionals. Over the past year she’s traveled nationwide, delivering powerful keynotes and hands-on workshops that inspire managers and boards to lead with empathy and innovation. Her journey has sparked a second book, Common Sense Community Leadership, deepening her commitment to education, technology, and human-centered leadership. With visionary clarity and a passion for uplifting others, Marcy continues to redefine what’s possible for women in the industry.

FLORIDA’S COMMUNITY FLORIDA’S COMMUNITY ASSOCIATION CLASSROOM ASSOCIATION CLASSROOM IS OPEN. IS OPEN.. CAMS + BO AR D MEMBER S

LEARN WITH US Free Education + CE Opportunities Stay informed. Build your knowledge. Bring valuable education back to your community.

EXPLORE BEYOND THE BOARDROOM Scan for programs, education and upcoming opportunities.

INDUSTR Y PR O FESSIO NAL S

TEACH WITH US

Share your expertise with CAMs and Board Members through educational opportunities designed to connect the industry with the communities it serves.

LEARN HOW TO BECOME AN ASSOCIATION ALLY Scan to learn more and watch how to get involved in this Association Ally video.

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24 November 2026 FLCAJ | www.fcapgroup.com

Diane Lee

Owner DLG Management Services Specializing in Central Tampa Bay 813-254-1600 dlee@DLGMgmt.com www.DLGMgmt.com DLG Management Services is a boutique management firm specializing in central Tampa Bay. • Multi-family management (under 100 units) • Condominium associations • Homeowner associations • Extensive experience in new development/turnovers • Single-family rental and management—Tampa area We provide personalized services, 38 years’ experience in the Tampa Bay area, and long-term board of director relationships. Let the professionals handle your management needs! See who we are at www.DLGMgmt.com

Lisa Licolli and Amylia Koenig East Coat Pools & Spas Office Manager and Design Consultant 300 Walnut Street Ormond Beach, FL 32174 386-451-2445 Eastcoastpoolsandspas.com

customer-first approach to help homeowners transform backyard ideas into beautiful outdoor spaces. Together, Lisa and Amylia represent the leadership, talent, and dedication women bring to today’s pool industry.

Connie Lorenz

East Coast Pools & Spas proudly celebrates Lisa Licolli and Amylia Koenig, two exceptional women helping shape the poolbuilding

industry. As Office Manager Lisa is the heartbeat behind daily operations—wearing countless hats, supporting customers and staff, and keeping the many moving pieces of a busy pool company on track. Serving the St. Augustine area as a Design Consultant, Amylia combines creativity, industry knowledge, and a

President Asphalt Restoration Technology Systems 1523 Pine Avenue Orlando, FL 32824 800-254-4732 www.asphaltnews.com I came to AR Tech in 1999 as a bookkeeper, and by 2007 I bought the company. Growing up in poverty taught me that honesty and hard work are the only shortcuts worth taking. What I love is educating people. Through CEU classes and articles, I’ve helped thousands of managers and board members understand asphalt before they spend a dollar on it. Today my consulting work puts me on the owner’s side of the table, managing paving projects and protecting associations from costly mistakes. My priorities: my family, my team, my clients. My coworkers would say I’m relentless, honest, and never boring.

Planning for the future is complicated. Your reserve study shouldn’t be.

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www.fcapgroup.com | FLCAJ November 2026 25

Zuly Maribona, LCAM, CMCA, GPRO: O&M

Executive Vice President for Southwest and Central Florida KW PROPERTY MANAGEMENT & CONSULTING 3365 Woods Edge Circle, Suite 102 Bonita Springs, FL 34134 239-495-3428 zmaribona@kwpmc.com Zuly Maribona brings a hospitality mindset to residential living as a leader in strategic growth at KW PROPERTY MANAGEMENT & CONSULTING, one of Florida’s largest residential property management companies, with over 3,000 employees and 100,000 units under management. Based in Bonita Springs, she curates exceptional living experiences across Naples-Fort Myers, Tampa, Orlando, and Jacksonville, championing service excellence, resident satisfaction, and elevated community standards. Since joining KWPMC in 2008, Zuly has shaped how residents experience home, blending hospitality-caliber service with operational excellence. Her background spans mortgage

9/24/26, 11:24 AM

26 November 2026 FLCAJ | www.fcapgroup.com

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banking, technology, and residential construction. She holds a business administration degree and is affiliated with Green Professional Buildings Skills, the Community Associations Institute, and the Worldwide Women’s Association.

Diane Michael (Digital Di) and Lindsay Lombardi Callan Group Communications Cofounders Beyond the Boardroom associationoutreach.org

Diane Michael is an entrepreneur, marketing strategist, educator, and connector with more than 25 years of experience helping businesses grow through communication, outreach, education, and storytelling.

Since founding Callan Group Communications in 2006, Diane has developed a strong presence within the community association industry, working alongside management companies, CAMs, board members, and the businesses that serve them. Her experience reinforced a belief that has become central to her work: meaningful relationships are built through education, consistency, and connection—not simply a sales pitch. That philosophy led Diane and licensed community association manager Lindsay Lombardi to create Beyond the Boardroom, bringing together CAMs, board members, and industry professionals through ongoing education and outreach. Known as “Digital Di,” Diane is a natural motivator who believes the best opportunities happen when the right people, knowledge, and ideas connect.

Priscilla Morales

Vice President, Organizational Enablement Hotwire Communications priscilla.morales@hotwire mail.com hotwirecommunications. com Priscilla Morales joined Hotwire Communications nearly 12 years ago in customer service and today serves as vice president, organizational enablement. Her career has taken her through client services, account management, and leadership roles, giving her the opportunity to build strong teams, strengthen relationships, and bring people together. She is grateful for the mentors and sponsors who challenged her, advocated for her, and opened doors, and she believes in doing the same for others. For Priscilla, making a difference means helping people recognize their potential, creating opportunities to grow, and leaving the teams around her stronger. Outside of work she is most proud of being a mom.

Stephanie Parker

President, Condo–HOA FirstService Residential LifeSimplified.com Stephanie Parker is president of FirstService Residential’s Condo–HOA division in Florida, where she leads teams dedicated to creating exceptional residential experiences. Outside of work she is

passionate about community service, music, and personal growth. A longtime supporter and former board chair of Children’s Harbor, she remains actively involved in advancing opportunities for youth in foster care. She is also a member of the Master Chorale of South Florida, combining her love of music with a mission to expand access to arts education. An Ironman triathlete, Stephanie credits endurance training with teaching her discipline, patience, and the value of clear expectations in life and leadership.

Ana Sanchez Rivero

Cofounder & Co-CEO Allied Property Group Inc. alliedpropertygroup.net Ana Sanchez Rivero has dedicated nearly 35 years to community association management, finding her greatest satisfaction in making a meaningful difference in the communities she serves. Whether transforming aging amenities, strengthening a community’s financial position, or helping keep assessments manageable for residents, Ana loves seeing communities thrive. As Cofounder and Co-CEO of Allied Property Group, she is proud to have built one of South Florida’s largest, privately owned management companies. A lifelong learner, Ana enjoys reading, traveling, and spending time with her children. Her priorities remain family, continued personal growth, and growing Allied while creating lasting value for its clients.

Robyn Rocco

Community Association Manager, Real Estate Agent, and Vice President Landex Resorts International Inc. 45 Alabama Road N., Suite 1 Lehigh Acres, FL 33936 239-369-5848 robyn@landexresorts.com www.landexresorts.com Robyn Rocco holds a degree in business and a bachelor of fine arts in interior design. She is currently serving as the corporate office manager of Landex Realty Inc. in addition to being the vice president of its parent company, Landex Resorts International Inc. As a licensed Florida real estate agent and community association manager, Robyn presently www.fcapgroup.com | FLCAJ November 2026 27

oversees management’s overall direction, coordination, and evaluation of day-to-day operations. Robyn proved instrumental in earning Dover House Resort a Florida Green Lodging Designation through the Florida Green Building Coalition and Environmental Protection Agency. She is a member of the National Realtor ’s Association, the Community Associations Institute, and the United States Green Building Coalition. Robyn is dedicated to providing every client with the very best solutions to fit their real estate needs.

Marines Rodriguez

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28 November 2026 FLCAJ | www.fcapgroup.com

Director of Marketing Castle Group 954-660-1845 mrodriguez@castlegroup.com www.castlegroup.com At Castle Group success is driven by people who bring passion, innovation, and dedication to their work. Marines “Nes” Rodriguez, director of marketing, exemplifies these qualities through her creativity, strategic vision, and collaborative leadership. With more than a decade of experience in marketing and brand development, Nes connects audiences with Castle Group through compelling storytelling, thoughtful strategy, and creative execution. She oversees brand strategy, communications, creative direction, and marketing operations, partnering across teams to ensure initiatives reflect Castle Group’s commitment to excellence, service, and identity. Beyond her professional life, Nes’ greatest inspiration is her family. A proud mother, she values creating meaningful memories with loved ones and believes those experiences shape her perspective both personally and professionally. Learn more about career opportunities at Castle Group at www.castlegroup.com/castlecareers.

Fearless

WOMEN MAKING A DIFFERENCE

Donna DiMaggio Berger

Kathleen “Katie” O. Berkey

Jennifer L. Biletnikoff

Jane L. Cornett

Jamie B. Dokovna

Yeline Goin

Ft. Lauderdale

Ft. Myers | Naples | Sarasota

Naples

Stuart

West Palm Beach

Orlando

Mary R. Hawk

Allison L. Hertz

Michelle H. Kaiser

Florence King

Elizabeth A. Lanham-Patrie

Yasmin B. Lee

Sarasota | Bradenton

West Palm Beach

Naples

Orlando

Orlando

Tampa

K. Joy Mattingly

Colleen R. McInerney

Carolyn C. Meadows

Marty Platts

Kathleen G. Reres

Robyn M. Severs

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Tampa

Tampa

West Palm Beach

Tampa

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Jessica S. Sheikhet

Bryony G. Swift

Nataly Gutierrez Vazquez

Tampa

Sarasota | Bradenton

Miami

Becker celebrates the women attorneys who comprise our robust Community Association practice. Our team provides the entire spectrum of legal services needed by condominium, cooperative, timeshare, and homeowners associations throughout Florida. Contact us today to see how we can help your association achieve its goals.

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Carmen Roozrokh, LCAM, FCAM, Realtor® Senior Regional Director; Lauren Chieffo, LCAM; and Megan Lundrigan-Kelly, LCAM, CMCA®

Regional Directors GRS Community Management 561-641-8554 sales@grsmgt.com www.grsmgt.com At GRS Community Management, strong communities begin with strong relationships. Senior Regional Director Carmen Roozrokh, LCAM, FCAM, REALTOR®, and Regional Directors Lauren Chieffo, LCAM, and Megan Lundrigan-Kelly, LCAM, CMCA®, bring decades of experience, leadership, and a people-first approach to the communities they serve. They share a passion for building relationships, guiding boards, developing teams, and finding solutions to complex challenges. Together their expertise reflects the GRS commitment to being a trusted extension of every board, working alongside community leaders to create positive, lasting impact throughout South Florida. Great Communities Don’t Just Happen.

30 November 2026 FLCAJ | www.fcapgroup.com

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45 Alabama Rd. N. Ste. 1 Lehigh Acres, FL 33936 / TEL: 239-369-5848 / www.landexresorts.com 110 S. Ocean Blvd. Delray Beach, FL 33843 / TEL: 561-562-8490/ www.landexrealty.com

G. Gisele Saygi, LCAM, CPM

Senior Director of Business Development Fortify Restoration 1580 Northeast 129th Street North Miami, FL 33161 844-40-FRTFY info@fortifyrestoration.com fortifyrestoration.com G. Gisele Saygi is a business development leader with extensive experience in Florida’s community association industry. As senior director of business development at Fortify Restoration, she focuses on strategic growth, cultivating industry partnerships, and connecting association leaders with solutions for complex restoration and capital improvement projects. Gisele studied marketing at UCLA and holds LCAM and CPM designations, giving her a unique perspective on both the operational and business sides of the industry. Known for her relationship-driven approach, she believes long-term success is built through trust, consistency, and genuine connections. As a woman in the construction industry, Gisele is passionate about creating opportunities, building strong professional communities, and making a meaningful impact through the relationships she develops.

Kejsi “KC” Shuaipi

Account Manager Reserve Advisors Fort Lauderdale— Miami—West Palm Beach—Orlando, FL 954-620-0908 kejsi.shuaipi@reserve advisors.com www.reserveadvisors.com Since entering the reserve study industry, KC has quickly learned to navigate new situations and support her clients while maintaining high standards. She also credits the connections she’s made, noting that having people to turn to for support and questions can make all the difference. As she puts it, “A crucial part of working for community associations is truly leaning into the ‘community’ part and sometimes even building one of your own.” KC’s favorite part of the job is building relationships with business partners, managers, and board members at trade shows, educational events, and social gatherings. She sees her main responsibility as educating managers and boards on the importance of their community’s financial health, helping them fulfill their fiduciary duties, and making their decisions as easy as possible. Looking ahead, she’s eager to keep building relationships, expanding Reserve Advisors’ reach, and growing the business.

ENG I N EE R I N G I N S I G HT

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Infinite Engineering 32 November 2026 FLCAJ | www.fcapgroup.com

www.infiniteengineering.net

SCAN TO LEARN MORE

From guesswork to strategy: smarter high-rise budget planning High-rise boards face a familiar tension: resident expectations keep climbing while cost pressures mount. Making sound budget decisions starts with solid information. Our 2026 BENCHMARK report draws on operating budgets from high-rises across North America's leading markets, giving boards the clarity to plan ahead, communicate budget decisions to residents, and protect their buildings' long-term value. What’s inside: Operating budget patterns from 1,500 high-rises in 22 North American high-rise markets, including major metropolitan areas in Florida What's shaping high-rise living: insurance, utilities, staffing, amenities, technology, and more

Budget trends snapshot Reserve funding is surging New legislation and updated reserve studies are impacting funding needs.

Insurance costs are correcting, in some areas Some areas are seeing major relief; others are facing double-digit hikes.

Labor costs keep climbing Wage pressure and talent availability are driving costs up.

Cost benchmarks for major expense categories Forward-looking guidance for capital planning and reserve strategy

LifeSimplified.com Copyright © 2026 FirstService Residential. All rights reserved.

Download BENCHMARK High-Rise report Scan the QR code with your mobile device

Charissa Smith

SVP, Commercial Relationship Manager Cogent Bank Winter Park Banking Center 321-315-6275 csmith@cogentbank.com www.cogentbank.com With more than 23 years of banking experience, Charissa Smith finds fulfillment in building relationships and helping businesses and community associations achieve their goals. Beyond banking, she is passionate about giving back and supporting women. Charissa serves as alumnae director for ATHENA Orlando Women’s Leadership and as president of the board of Meals on Wheels, reflecting her commitment to leadership and community service. She is also a co-host of Her Bold Blueprint, a podcast dedicated to amplifying the stories and experiences of women leaders. For Charissa, making a difference means creating connections, serving her community, and helping others succeed.

Patricia E. Staebler, SRA, RS Principal Staebler Consulting Sarasota/Bradenton, Florida 941-705-0123 patricia@staeblerconsulting.com www.staeblerconsulting.com Patricia Staebler, SRA, RS, founded Staebler Consulting after beginning her career in the traditionally male-dominated construction industry, an experience that continues to shape her practical approach to valuation and reserve studies. Her work focuses on complex insurance appraisals, FEMA valuations, and reserve studies for Florida community associations. Patricia believes expertise carries an obligation to educate others. She has authored professional articles, developed continuing education courses, and taught industry professionals throughout Florida. Her greatest

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34 November 2026 FLCAJ | www.fcapgroup.com

Suly Encalada

Director of Business Development

sencalada@trcww.com

(305) 903-8447

satisfaction comes from solving difficult problems and providing clients with information they can understand, defend, and act upon. Her guiding principle remains simple: do the work thoroughly and independently, and get it right.

Tree Tietsort

President & Owner LCM Engineering PLLC 5294 Summerlin Commons Way, Suite 1201 Fort Myers, FL 33907 239-590-0263 Tree@LCM.com www.LCM.com LCM has been providing consulting engineering services to Southwest Florida for many years. Projects range from multi-level, multi-building condominiums and commercial and residential structures to churches, schools, marinas, and hotels. LCM has grown stronger and increased our services to include milestone surveys and private provider services. LCM continues to dispense structural engineering services for new construction, inspections, drawings, specifications, condition surveys, master plans, evaluations, repair, and renovation services. LCM has extensive experience

analyzing storm-damaged buildings and their components. LCM formulates safe, code-compliant repairs in a timesensitive manner and takes pride in its personal client service, integrity, commitment to excellence, quality, and successful completion of every project. A huge “thank you” to the loyal clients that have supported LCM through the changes. As president, Tree runs a successful business with an excellent team. Tree and the staff are active in the surrounding communities and are members of several organizations, including the Above Board Chamber, Fort Myers Beach Chamber of Commerce, FGCU Concrete Expo, My Autism Connection, ICRI, and CAI, to name just a few.

Kyla Thomson

Partner Varnum LLP 4501 Tamiami Trail North, Suite 350 Naples, FL 34103 239-373-8027 skthomson@varnumlaw.com varnumlaw.com Kyla Thomson is a partner at Varnum LLP who advises condominium and homeowners’ associations across Florida. She counsels community association boards on governance,

We Manage the Community. You Build the Memories. True togetherness starts with a sense of home. As an association management company, we take great pride in knowing the neighborhoods we serve are safe, beautiful, and thriving, especially during the holidays. This Thanksgiving, we celebrate the true centerpiece of every neighborhood: the families gathered around the table. Thank you for letting us care for your community so you can care for what matters most.

Happy ThanksGiving!

VestaPropertyServices.com | Request a proposal today!

www.fcapgroup.com | FLCAJ November 2026 35

covenant enforcement, and operations. She helps clients resolve disputes, finding solutions that preserve relationships, avoid unnecessary expenses, and keep communities moving forward. Kyla is known for her practical and optimistic approach to issues, drawing on a strong work ethic and commitment to service. She is actively involved in educating board members and association managers and dedicated to helping associations operate effectively and with confidence. Outside of work, Kyla spends time with her husband and three daughters.

Karyn Walter

VP of People Services Access Management 1170 Celebration Blvd., Suite 202 Celebration, FL 34747 888-813-3435 accessdifference.com For 14 years Karyn has been the heart of Access Management. She joined when the company had just 15–20 employees and helped it grow into an organization of nearly 400. Along the way, she did whatever was needed— from administration and HR to accounts payable and countless behind-the-scenes tasks—ultimately becoming vice president of people services and forever influencing the culture at Access Management. Karyn’s greatest legacy is the people she has cared for. She listened, encouraged, solved problems, and was always there, no matter the hour. Her dedication, compassion, and unwavering willingness to help made her a trusted colleague, mentor, and friend. Karyn’s impact will be felt for years to come. n

36 November 2026 FLCAJ | www.fcapgroup.com

Photo by iStockphoto.com/kupicoo

WELCOME BACK! YOUR PIPES DESERVE A CHECK-IN, TOO BY SULY ENCALADA

You made it back to Florida. Before unpacking your flip-flops, give your condominium’s plumbing a little attention. Months of vacancy can leave leaks unnoticed until someone returns—or the downstairs neighbor spots a stain. From an engineering perspective a seasonal return is an ideal time to catch small problems early. Check beneath sinks, around toilets, and near water heaters for moisture, staining, or corrosion. Look for cracked or bulging appliance hoses, and have a licensed plumber evaluate concerns. Never force a stubborn shutoff valve. For boards and property managers, make plumbing checks part of your welcome-back message. Ask residents to report leaks promptly, and track where problems occur. Repeated leaks in the same plumbing stack may warrant an engineering evaluation rather than another isolated repair. Consider leak sensors that send alerts to a designated responder. This season, let the pool be your gathering place—not an unexpected puddle in your kitchen. For more information about TRC Worldwide Engineering, call 305-903-8447, email sencalada@trcww.com, or visit www.trcww.com.

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Photo courtesy of Kaye Bender Rembaum

REMBAUM'S ASSOCIATION ROUNDUP

Important Information for New and Existing Board Members BY JEFFREY A. REMBAUM, ESQ.

E

DUCATION REQUIREMENTS

As election season will soon be at hand, it is always a good idea to review both initial certification and continuing board member education requirements. There are significant differences as related to condominium board members as compared to homeowner association board members for both the board certification class and the continuing education requirements, as you can see in the chart on page 39. Throughout the year Kaye Bender Rembaum P.L. offers free board member certification courses as well as continuing education courses for all attendees on a rotating schedule so that you can enjoy one or more of them from the privacy of your own home. To view the calendar, use your browser to visit www.kbrlegal.com.

38 November 2026 FLCAJ | www.fcapgroup.com

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.

Requirement

Condominium Association (Ch. 718, F.S.)

Who must comply?

Only residential condominium directors

All HOA directors

Complete a board-certification course AND complete the written certification. Requires written certification that the board member read the governing documents, will abide by them, and makes a commitment to exercise fiduciary duties.

Complete a board member certification course; the written certification in lieu of taking the class alone is no longer an option.

Initial certification Education

DBPR-approved curriculum of at least four hours covering mandated subjects.

DBPR-approved course; no minimum duration stated (typically about two to three hours).

Initial deadline

Within one year before election/appointment or within 90 days afterward.

Within 90 days after election/appointment; the ability to certify in advance was removed.

Recertification/initialcourse frequency

Written and educational certificates remain valid for seven years during uninterrupted service.

Education for newly elected/appointed directors must be completed at least every four years.

Continuing education

One hour annually (due by June 30 of the year in question), starting one year after submitting the most recent certification course.

Four hours annually for associations under 2,500 parcels, eight hours annually (due by June 30 of the year in question) for associations with 2,500+ parcels; both starting the year after taking the certification course.

Certificate retention

Seven years after election or throughout uninterrupted service, whichever is longer.

Five years after election.

Consequence of noncompliance

Director is suspended until compliant.

Director is suspended until compliant .

Initial requirement

Written certification

Homeowners’ Association (Ch. 720, F.S.)

Removed as a way to meet certification requirements.

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www.fcapgroup.com | FLCAJ November 2026 39

RULES AND POLICIES EVERY BOARD SHOULD CONSIDER ADOPTING

If you wait until you actually need any of the types of rules and policies discussed below, then in all likelihood you have waited too long. The purpose of adopting the rules and policies discussed below is to provide for the orderly operation of your association so that your day-to-day activities are not encumbered by one or more cantankerous association members whose sole purpose is to wreak havoc upon the board. A. OFFICIAL RECORD REQUESTS RULES The board should consider adopting rules regarding official record requests and where and how such requests must be sent. Absent that, a member could send an email or scribble their request on a napkin and give it to a board member triggering the statutory timeline for a response, which can lead to financial penalties for failure to timely make the requested records available for inspection and copying. Such rules can also take into account the permitted frequency of official record requests from a member as well as maximum time to perform such inspections. Condominium associations should also consider adopting similar rules regarding written inquiries received from an owner via certified mail as failure to properly respond can lead to the association not being able to collect attorneys’ fees and costs in the event of later litigation that was the subject matter of the written inquiry received via certified mail. Such rules can also take into account 40 November 2026 FLCAJ | www.fcapgroup.com

that each subpart of a question counts as a separate individual question, thereby providing for a total number of questions, including all subparts, to not exceed 20 in total.

late fees to be charged in accordance with the association’s governing documents.

B. BOARD AND MEMBERSHIP MEETING DECORUM RULES These rules can assist business being conducted in an orderly fashion at meetings and can include, without limitation, when the members have the right to speak, a time limit for owner statements (such as three minutes), and other important conduct provisions. Failure to follow such rules leads to the member being excused from the meeting, pending the circumstances. In addition, these rules can also provide for board member decorum as well.

As a reminder, the Florida legislature enacted requirements not too long ago that the association provide one final 30-day notice to a delinquent member before commencing collection and foreclosure activities. This is referred to as a notice of late assessment (NOLA). Upon request the association’s attorney can prepare detailed instructions and provide draft forms so as to ensure statutory compliance.

C. ADOPTION OF A COLLECTIONS POLICY Essentially, having a standardized collections policy ensures that not only are all owners treated similarly in regard to a delinquency, but also it provides for timely and standardized procedures. Such a policy can provide for such things as sending a reminder letter when an owner is a certain number of days past due (such as 15 days), followed by a continuing instruction to management to send the notice of late assessment if the debt is not paid within 30 days of the first letter. If the owner still has not satisfied their delinquency prior to the expiration of the 30 days of the notice of late assessment, then management is instructed to turn the matter over to the association’s attorney to begin collection/ foreclosure proceedings, which are so authorized by the collections policy. Such a policy would also include the appropriate interest rate and

COLLECTION AND FORECLOSURE ACTIVITIES

Your board is reviewing delinquencies and discovers that certain members are very delinquent with their payment of assessments. The manager is instructed to turn those files

Miami Dade | Broward | Palm Beach To learn more, contact Kristina Dumornay at 954-845-6102 and email at Kdumornay@miamimanagement.com

www.miamimanagement.com www.fcapgroup.com | FLCAJ November 2026 41

over to the association’s law firm to begin collection-related activities. Because the burden of proof is on the association to prove the debtor is delinquent, all supporting information regarding the delinquency should be part of the turnover file given to the attorney, which includes providing the “basis” or “backup,” if you will, to substantiate the monies due to the association. Therefore, typically the association needs to provide the following documentation to its attorney as a part of the collection turnover package to commence collection related activities: 1. A copy of the debtor’s ledger that goes back to the last zero balance (in other words, the ledger showing the last time the owner was not delinquent). 2. A copy of the notice of late assessment as required by Florida law (and the affidavit of mailing, if available). 3. If a special assessment is included on the ledger, then a copy of the meeting notice that was posted and mailed to all of the members at least 14 days in advance, the resulting meeting minutes and the notice that was sent to the membership advising that the special assessment was adopted/passed, and the due dates. 4. If a fine is included on the ledger, and the declaration permits fines to be converted into an assessment, then all of the backup paperwork must be provided, which would include the notice of board meeting where the fine was considered, a copy of the correspondence sent to the owner at least 14 days prior to the fining committee meeting, the minutes resulting from the fining committee hearing, and a copy of the correspondence sent to the owner thereafter advising them as to the debt owed. In addition, depending on the exact language in the declaration, it may be necessary for

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... ALL SUPPORTING INFORMATION REGARDING THE DELINQUENCY SHOULD BE PART OF THE TURNOVER FILE GIVEN TO THE ATTORNEY, WHICH INCLUDES PROVIDING THE “BASIS” OR “BACKUP,” IF YOU WILL, TO SUBSTANTIATE THE MONIES DUE TO THE ASSOCIATION.

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... UNLESS THE DECLARATION PROVIDES THE AUTHORITY FOR THE FINE TO BE TREATED AS AN ASSESSMENT, THEN IT CANNOT BE COLLECTED AS AN ASSESSMENT. RATHER, THE ASSOCIATION WOULD HAVE TO RESORT TO OTHER COLLECTION MEANS SUCH AS SMALL CLAIMS COURT TO COLLECT THE FINE.

44 November 2026 FLCAJ | www.fcapgroup.com

the board to actually take official action to convert the fine into an assessment (please note that a fine can only potentially be converted into an assessment for a homeowners’ association governed by Chapter 720, F.S.). It is not always automatic, even if the language might lead the ordinary reader to believe as much, and at times it is still necessary to convert the fine into an actual assessment. With that in mind, it is always a good idea to discuss whether your declaration permits the fine to automatically be treated as an assessment, or if other action is required by the board to do so. And remember, unless the declaration provides the authority for the fine to be treated as an assessment, then it cannot be collected as an assessment. Rather, the association would have to resort to other collection means such as small claims court to collect the fine. The association’s attorney will be a tremendous resource to the board and will play an integral role with assisting the board in conforming all of the above-discussed rules and regulations and policies to your association. n

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Fannie Mae’s New Reserve Requirements: What Florida Condominium Boards and Managers Need to Know BY STEVE ADAMCZYK

F

annie Mae plays a critical role in the residential mortgage market. Although it does not lend directly to consumers, Fannie Mae purchases loans from banks and mortgage companies on the secondary market, allowing those lenders to replenish capital and make new loans. To have their loans purchased, lenders must ensure those loans meet Fannie Mae’s guidelines at origination. When a condominium project does not meet Fannie Mae’s standards, prospective buyers may face fewer financing options, higher down payments, higher interest rates, and a smaller pool of eligible buyers, potentially affecting property values across the entire community. Florida condominium associations should understand two options for meeting Fannie Mae’s reserve funding requirements for conventional mortgage financing. Beginning January 4,

46 November 2026 FLCAJ | www.fcapgroup.com

2027, the minimum reserve allocation under one of those options will increase from 10 percent to 15 percent of qualified annual budgeted assessment income. The second option allows an association to qualify with a lower budgeted reserve allocation if it meets Fannie Mae’s requirements for a current reserve study. This distinction between these two options is important. An association that meets Fannie Mae’s reserve study requirements may not need to increase its budgeted allocation to 15 percent. For associations that do not qualify under the reserve alternative, however, the new 15 percent threshold will become the applicable reserve allocation requirement. Fannie Mae announced the changes in Lender Letter LL-2026-03 on March 18, 2026, and retired its “Limited Review” process as of August 3, 2026. As a result, condominium loan applications will require a full review of the project’s financial information, which may result in greater scrutiny of budgets, reserve studies, and financial records.

TWO OPTIONS FOR MEETING FANNIE MAE’S RESERVE REQUIREMENTS

Condominium associations have two ways to satisfy Fannie Mae’s reserve requirements.

STEVE ADAMCZYK, PARTNER, VARNUM LLP Steve is a partner at Varnum LLP and focuses his practice on residential and commercial real estate. He routinely provides legal counsel to real estate organizations, condominium associations, and homeowners’ associations throughout Florida, offering guidance on a wide range of matters. Steve regularly supports boards and real estate entities with corporate governance, compliance, insurance, risk management, and contract drafting and negotiation. He also frequently leads board member certification courses, equipping newly elected directors with the knowledge and tools they need to manage their responsibilities and support their communities. For more information visit varnumlaw.com.

Option 1—Meet the 15 percent reserve allocation requirement. Beginning January 4, 2027, an association can qualify by factoring at least 15 percent (previously 10 percent) of its annual budget assessment income for replacement reserves. Under this option, Fannie Mae does not require a reserve study. The required reserve allocation must be reflected in the association’s adopted annual budget. Importantly, Fannie Mae calculates 15 percent based on qualified annual budget assessment income. Certain types of income are excluded from the calculation, including income allocation to reserve accounts, special assessment income, utility pass-throughs such as water and bulk cable payments, and incidental income. As a result, the amount an association may need to budget could be somewhat higher than 13 percent of its total income, rather than a full 15 percent of all assessment income. Option 2—Meet the reserve study alternative. An association may qualify even if its budgeted reserve allocation is below 15 percent if it has a reserve study that was conducted or updated within the past three years and is funding reserves at the highest recommended allocation identified in the study. If the study contains multiple

www.fcapgroup.com | FLCAJ November 2026 47

funding recommendations, the association must fund at the most conservative level. For associations that qualify under this alternative, the 15 percent budget allocation is not required simply because of the January 4, 2027, change.

WHY FANNIE MAE’S REQUIREMENTS MATTER

Private lenders are not legally required to follow Fannie Mae’s guidelines. However, because many conventional mortgage loans are sold on the secondary market after closing, lenders typically structure loans to meet Fannie Mae’s requirements from the start. As a result, changes to Fannie Mae’s condominium standards can directly affect which projects lenders are willing to finance.

When a project does not qualify, buyers may need to turn to portfolio lenders, non-qualified mortgage products, or cash purchases. These alternatives typically require larger down payments or carry higher interest rates. The resulting reduction in eligible buyers can decrease demand for units and put downward pressure on prices throughout the community.

FLORIDA’S RESERVE REQUIREMENTS ADD ANOTHER LAYER

The issue is more complicated for Florida condominiums because Florida law and Fannie Mae’s requirements do not always align. Under Florida Statutes Section 718.112, condominium associations required to complete a structural integrity reserve study (SIRS) may fund these reserves through regular assessments, special assessments, lines of credit, or loans, subject to applicable requirements and member approvals. Fannie Mae’s requirements are different. Certain funding methods permitted under Florida law may not satisfy Fannie Mae’s reserve requirements. As a result, a condominium association can comply with Florida’s statutory reserve requirements without necessarily satisfying Fannie Mae’s requirements for conventional financing. This distinction is particularly important for associations that have considered alternative methods of funding their SIRS obligations. Boards should understand how those funding arrangements interact with Fannie Mae’s requirements. A Florida SIRS also does not automatically satisfy Fannie Mae’s reserve study requirements. The two types have different purposes,

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standards, update requirements, and applicability. For example, Florida law generally requires a SIRS at least every 10 years for buildings three stories or higher, while Fannie Mae’s reserve study alternative requires a study conducted or updated within the past three years. Boards should not assume that a SIRS completed in 2024 or 2025 will continue to satisfy Fannie Mae’s requirements after the applicable three-year period.

WHAT FLORIDA CONDOMINIUM ASSOCIATIONS SHOULD DO NOW

Review the 2027 budget—The January 4, 2027, effective date applies to loan applications. Boards should consider the new Fannie Mae requirements as they prepare their 2027 budgets and determine which qualification option makes the most sense for the association.

50 November 2026 FLCAJ | www.fcapgroup.com

Evaluate the reserve study option—Associations should determine whether their existing reserve study meets Fannie Mae’s requirements and whether their current funding level meets the highest recommended allocation identified in the study. Understand the differences between SIRS and Fannie Mae requirements—Compliance with Florida’s reserve requirements does not necessarily mean a condominium project will satisfy Fannie Mae’s requirements for conventional financing. Review reserve funding methods—Boards that rely on special assessments, loans, or lines of credit to fund reserve obligations should understand whether those arrangements will satisfy Fannie Mae’s requirements. Keep reserve studies current—Associations relying on the reserve study alternative should pay close attention to Fannie Mae’s threeyear requirement, which differs from Florida’s SIRS requirements. Review financing eligibility proactively—Boards and managers should work with their association’s professionals to understand whether the condominium project is likely to satisfy the requirements lenders will apply to future mortgage applications. The changes to Fannie Mae’s reserve requirements give Florida condominium associations another important consideration as they prepare budgets and plan for future capital expenditures. Understanding the two available qualification options, as well as the differences between Florida’s statutory requirements and Fannie Mae’s lending standards, can help boards make informed decisions about reserve funding and reduce the risk of financing issues for unit owners. n

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Mental Health and Artificial Intelligence in Florida Community Association Governance BY MARY R. HAWK

F

lorida community associations are experiencing a period of rapid change. While much of the industry’s attention remains focused on legislative compliance, reserve requirements, insurance challenges, and corporate governance reforms, two emerging issues are quietly reshaping how communities are governed: mental health awareness and artificial intelligence. Together these trends are influencing how boards make decisions, how managers perform their duties, and how associations serve their residents.

MENTAL HEALTH AND COMMUNITY ASSOCIATIONS

Historically, mental health has been viewed as a private matter outside the scope of community association governance. That perspective has changed dramatically. Community association managers and board members increasingly encounter residents struggling with mental health issues, including anxiety, depression, dementia, hoarding 52 November 2026 FLCAJ | www.fcapgroup.com

disorders, and substance abuse, with social isolation being a major risk factor leading to mental health issues. These issues can directly impact community operations through nuisance complaints, maintenance concerns, safety risks, and conflicts between neighbors. It is difficult to know when and how the association should step in when these situations arise. There are increasingly more continuing education classes offered for community association managers and board members on these topics. The aging demographics of many Florida condominium and homeowners’ associations often amplify these challenges. Managers sometimes find themselves serving as the first (or only) point of contact when a resident exhibits concerning behavior or becomes unable to maintain his or her person or property. In many instances residents lack nearby family support or any family support, leaving associations to navigate difficult situations while remaining mindful of privacy rights and fair housing obligations. Forward-thinking associations

MARY R. HAWK, SHAREHOLDER, BECKER Mary R. Hawk is a shareholder in the firm’s Condo, Co-Op & HOA practice group and is based out of the firm’s Bradenton office. She has been practicing in the Sarasota/ Bradenton area since 1998. Ms. Hawk focuses her practice in the areas of general representation and dispute resolution for condominium, homeowner, and cooperative associations. She is a Supreme Court certified circuit civil mediator and certified arbitrator. Ms. Hawk is a two-time past president of the Community Associations Institute West Florida Chapter and served nearly nine years on its board of directors. She is a frequent speaker, continuing education provider, and writer on issues concerning community associations. For more information call 941-957-2994, email mhawk@beckerlawyers. com, or visit www.beckerlawyers.com.

are responding by adopting a more compassionate governance model. Instead of immediately viewing every problem through an enforcement lens, boards are considering whether accommodation requests, social service referrals, wellness checks, or collaborative solutions may be appropriate. This does not mean abandoning covenant enforcement; rather it means recognizing that effective governance often requires balancing legal compliance with empathy and practical problem-solving. Mental health issues also affect board members and managers themselves. Increased or outrageous owner expectations, rising complaint volumes, social media scrutiny, and expanding regulatory obligations have contributed to burnout throughout the industry. Many management companies are investing in resilience training, conflict-resolution education, and employee wellness initiatives to help professionals manage these pressures. Kudos to the management companies that are adopting protective policies outlining how harassment of managers will not be tolerated, and even putting such policies into the management agreement with the association. No manager or board member should feel they are obligated to endure harassment, threats, or bullying. A unit

www.fcapgroup.com | FLCAJ November 2026 53

owner or homeowner’s rights under the governing laws do not give them the right to harass, threaten, or bully managers, association employees, vendors, or board members. Many associations are adopting civility policies and enforcement procedures to put all members on notice of their expected level of behavior vis-à-vis the association and the consequences when they do not meet that expectation.

AI IN COMMUNITY ASSOCIATIONS

The second transformative trend is the increasing use of artificial intelligence (AI) in community association management. So far, reports are that AI is a blessing to overworked and overburdened managers. Community association management firms are already using AI-assisted tools to draft communications, including clear and concise directives to professionals such as attorneys, contractors, and accountants. AI tools are also used for drafting notices and minutes, summarizing meetings, organizing records, analyzing financial data, identifying compliance deadlines, and responding to routine owner inquiries. Industry leaders increasingly view AI as an administrative support tool capable of reducing repetitive work and allowing managers to focus on higher-value activities such as governance, resident relations, and strategic planning. Further, managers and board members who once struggled to digest hundreds of pages of records can now receive concise summaries highlighting critical issues requiring attention. However, AI’s greatest strength is also its greatest risk. AI systems can generate confident-sounding information that is incomplete, inaccurate, or entirely fabricated. This phenomenon, commonly referred to as a “hallucination,” has become one of the primary concerns surrounding AI adoption in the legal and community association industries. AI routinely gets legal conclusions wrong, cites outdated statutes, and creates case law that does not exist. AI can augment professional work but cannot replace professional judgment and human verification. Boards and managers remain responsible for every decision they make, regardless of whether AI was used during the decision-making process. AI should function as a decision-support tool, not a decision-maker. Managers and board members should verify AI-generated legal conclusions by

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AI ROUTINELY GETS LEGAL CONCLUSIONS WRONG, CITES OUTDATED STATUTES, AND CREATES CASE LAW THAT DOES NOT EXIST. AI CAN AUGMENT PROFESSIONAL WORK BUT CANNOT REPLACE PROFESSIONAL JUDGMENT AND HUMAN VERIFICATION. consulting legal counsel. Acting in reliance on AI-generated legal conclusions most likely constitutes the illegal, unlicensed practice of law. AI cannot replace legal counsel, accountants, reserve specialists, engineers, or licensed community association managers. n

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Changes to Federal Condominium Lending Requirements Are Impacting Associations and Buyers/Owners BY LAURA MANNING-HUDSON

T

he recent changes to the condominium lending standards imposed by Fannie Mae and Freddie Mac are beginning to have a significant impact on associations as well as unit owners and prospective buyers. The changes from the mortgage industry giants, which are government-sponsored enterprises that help keep the U.S. housing market running smoothly by buying mortgages from lenders, are aimed at addressing concerns about aging buildings, inadequate reserves, deferred maintenance, and insurance coverage. For buyers and existing owners, they directly affect whether individual units qualify for conventional mortgage financing, which means they will have a significant impact on the ability to purchase, sell, or refinance many residences.

MORE EXTENSIVE PROJECT REVIEWS

As of August 3, 2026, Fannie Mae has terminated its limited review process, and

56 November 2026 FLCAJ | www.fcapgroup.com

Freddie Mac has similarly moved away from its streamlined review. Condominium communities that previously qualified for a less intensive review are now subject to full reviews unless they qualify for a waiver or another applicable review option. Full reviews place greater emphasis on the condominium project itself. Lenders may ask for information concerning the association’s budget, reserves, insurance, delinquent assessments, litigation, building condition, and other matters. In practical terms, strong credit and income by individuals hoping to buy or refinance may not be sufficient if the condominium project does not satisfy the applicable requirements. This change has made accurate and readily available association records of the upmost importance. Associations should be prepared to

LAURA MANNING-HUDSON, MANAGING SHAREHOLDER, SIEGFRIED RIVERA Laura Manning-Hudson is the managing shareholder of the West Palm Beach office of the law firm of Siegfried Rivera. She is board certified as an expert in community association law by the Florida Bar and is one of the firm’s most prolific contributors to its Newsroom blog at www.SiegfriedRivera.com/blog. The firm also maintains offices in Miami-Dade and Broward counties, and its 51 attorneys focus on real estate, community association, construction, and insurance law. For more information visit www.SiegfriedRivera.com, email LManning@SiegfriedRivera.com, or call 800-737-1390.

respond to lender questionnaires and provide current financial, insurance, reserve, and building-condition information.

INCREASED RESERVE REQUIREMENTS

Perhaps the most consequential change for associations is the expected increase in required replacement reserves. Beginning January 4, 2027, Fannie Mae and Freddie Mac will increase the minimum replacementreserve allocation for projects which are subject to a full review from 10 percent to 15 percent of the association’s annual budgeted assessment income. Associations may therefore need to reevaluate their annual budgets,

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reserve funding strategies, and long-term capital plans. A failure to maintain the increased reserves could make financing more difficult for individual unit owners, not to mention contributing to higher assessments in the future.

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The 2026 updates also eliminate the requirement that condominium master policies insure roofs on a replacement-cost basis, and the required documentation for determining replacement costs and deductibles has also been revised. For unit owners these changes make it especially important to understand the relationship between the association’s master policy and the owner’s individual HO-6 policy. Under the updated Fannie Mae requirements, an individual policy may be required where the master policy does not cover portions of the unit interior or where the master policy has a per-unit deductible. Associations should therefore review their insurance policies with their insurance professionals and legal counsel to determine whether coverage remains consistent with both their governing documents and the new lending requirements.

IMPACT ON BUYERS AND OWNERS Before entering into a purchase contract, condominium buyers should now ask whether the project is eligible for conventional financing and whether their lender has identified concerns involving reserves, insurance, deferred maintenance, special assessments, or litigation. Existing owners considering

refinancing may also face a different review today. Project eligibility can change as the association’s financial condition, insurance coverage, or physical condition changes. Buyers and sellers should also bear in mind that Fannie Mae has expanded its waiver of project review to certain new and established projects containing 10 or fewer units, and it eliminated the 50 percent investor-concentration limit for certain established projects. For Florida condominiums the agency has also eliminated its separate Project Eligibility Review Service requirement for new or newly converted projects, so qualifying projects can now proceed through lender-delegated full reviews. The 2026 updates have made due diligence vitally important for buyers and owners. Understanding the financial and physical condition of a condominium project before purchasing or refinancing can help avoid an unexpected financing denial, and the information may reveal larger issues that could affect property values and the long-term costs of ownership. The 2026 changes to the condominium financing requirements from the two national mortgage industry leaders have sent a clear message to condominium associations that lending eligibility is increasingly tied to sound governance, adequate reserves, appropriate insurance, and well-maintained buildings. Associations should carefully review and consider their budgets, reserve studies, insurance policies, inspection reports, and responses to lender questionnaires before a financing problem arises. n

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www.fcapgroup.com | FLCAJ November 2026 59

FLORIDA LAW

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Sewage Backups and Sick Employees BY MICHAEL J. GELFAND, ESQ.

S

EWAGE IN YOUR HOME: DO YOU KNOW YOUR DUTY TO PREVENT BACKUPS? IS YOUR COMMUNITY TAKING REASONABLE PRECAUTIONS?

Must your Florida community association pay a unit/lot owner when wastewater backs up into their home? Have your community leaders confirmed what their “governing documents” require? What can be done to protect not only the association but also the owners and their property?

60 November 2026 FLCAJ | www.fcapgroup.com

Why now? Recently a Florida appellate court was faced with this situation, which could apply to Florida condominium and homeowners’ associations. This time the situation was not just a wastewater backup but also a personal injury that followed. The facts recited in Vera v. Parkwood Condominium Association, Inc., 51 Fla. L. Weekly D 1288 (Fla. 3rd DCA, June 24, 2026), indicate that while walking into her bathroom inside her condominium unit, Cecelia Vera slipped, fell, and sustained alleged injuries. She attributed the fall to the backup of water and wastewater on her floor. Vera sued her association, alleging that the association was aware of plumbing problems causing backups in her bathroom and that the association was negligent by not curing the problem. All of Vera’s witnesses testified that they did not know the source of the blockage causing the backups. Because she did not prove that the backups were caused by waste-

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.

water pipes located in the common areas, the trial court on a summary basis granted judgment for the association. Vera appealed the summary judgment, arguing that precedent provided that all she had to prove was that the water she slipped on was a regularly occurring condition and that the association had notice of the backups. Her argument invoked what is known as Florida’s transitory foreign substance rule that in this circumstance would allow the existence of water to be evidence of negligence. Evaluating the literal “lay of the land,” the appellate court ruled for the association. The court drew a distinction that many associations will appreciate. First, the transitory foreign substance rule applies to substances on a defendant’s property, not on the plaintiff/claimant’s property. Because Vera slipped and fell in her own unit and not in a common area, the rule did not apply. In addition, the appellate court sought to look at the source of the problem. The backup could have resulted from more than one source.

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62 November 2026 FLCAJ | www.fcapgroup.com

For example, there were pipes that were part of Vera’s unit which were her responsibility to maintain. There were also sanitary stack pipes outside her unit which were the association’s responsibility to maintain. “In these circumstances Vera had to carry the evidentiary burden of identifying facts that would support a reasonable inference that it was more likely than not that the wastewater spillage in her unit was due to a problem in the condominium’s sanitary stack pipes rather than her wastewater pipes,” the court stated. “Because Vera did not file such materials, summary judgment was properly entered.” Moving forward, does your association know who is responsible for which pipes? Usually an owner is responsible for pipes inside their homes, but not always. Many assume that the pipes outside a home are automatically the association’s responsibility, but that circumstance is not universal. The key usually starts with an understanding of the community’s “governing documents.” Frequently the documents result in surprises—not always welcome surprises. With the knowledge of who is responsible for what, the next step likely will include evaluating the piping system and seeking expert advice as to what is necessary to avoid backups. Many Florida condominium associations have milestone inspection and structural inspection reserve requirements that include plumbing, and some homeowners’ associations have reserve requirements. The bottom line is that waiting to act until a burbling sound is heard from plumbing and fleeing as waste rises

through fixtures is not just an unpleasant experience but can be costly.

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NOTE TO EMPLOYEES: IF YOU ARE SICK, GO HOME! There it is: a cough, a sneeze, or a wheeze! When do you send an employee home? Long before COVID-19, employers recognized that just one person with the flu could infect an office or warehouse. Many businesses have had for decades policies that required infectious employees to go home. This is in spite of the impact of an absent staff person and the potential cost of the day’s absence. Many looked at these policies as just good business and plain old-fashioned common sense. Beyond common sense and internal polices, what duty does a business, such as a Florida community association, have to prevent an employee from passing on an infectious disease to customers and members? A knee-jerk reaction may be that there is no law; thus, there should be no duty! After a bit of thought, especially if you consider that a family member may be infected, then the reaction shifts to, “Wait, that could be me who is getting sick!” In a recent Florida appellate decision, the court found if a business knew or should have known that an employee had a contagious disease, then that business could be held liable for a sick customer’s damages. The facts in Massaua v. Cervelli focused on a restaurant and the restaurant’s food server (Fla. 2nd DCA, July 8, 2026). The decision related that Visoiu worked as a server at the restaurant Casa Ludovico. In

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September 2016 Visoiu visited an urgent care with flu symptoms and was prescribed antibiotics. In January 2017 Visoiu stopped working at the restaurant due to a dispute over tips. In March 2017 Visoiu again

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MIKE MCGILVARY

Mike McGilvary is President of Mike McGilvary Roofing, Inc., a Florida Certified Roofing Contractor specializing in tile roof preservation, remaining useful life evaluations, roof certifications, forensic roof inspections, and condition-based roof assessments throughout South Florida.

President | Mike McGilvary Roofing, Inc. Florida Certified Roofing Contractor – CCC1331721

His work focuses on helping homeowners, condominium associations, homeowner associations, community association managers, engineers, reserve specialists, and property professionals make informed roofing decisions through documented inspections, technical evaluations, and evidence-based recommendations centered on actual roof condition rather than chronological age alone. Through thousands of roof inspections, published educational articles, technical presentations, and documented preservation projects, Mike has dedicated his work to advancing industry education surrounding Florida's Roof Age Law, remaining useful life evaluations, roof certification documentation, and responsible tile roof preservation strategies.

BEFORE YOU BUDGET FOR ROOF REPLACEMENT

what florida community associations should know about roof condition, remaining useful life evaluations, and florida's roof age law

Across Florida, condominium associations and HOAs are facing increasingly complex roofing decisions. Rising construction costs, insurance market changes, reserve funding obligations, and aging roofing systems have made roof replacement one of the largest capital expenditures many communities will undertake. As a result, boards are increasingly challenged to answer an important question: Is the roof truly at the end of its service life, or is there documented evidence that it remains structurally serviceable with isolated areas requiring targeted rebuilding? That distinction is becoming increasingly important.

Understanding where deterioration is occurring—and whether it is localized or systemic—helps boards make decisions based on documented roof condition rather than assumptions based solely on age. Our hope is that this article encourages readers to begin every major roofing decision with one fundamental question: "What is the documented condition of the roof system, and what solution best serves the long-term interests of the community?" We believe that question represents responsible stewardship of association assets and aligns with sound engineering, maintenance, and financial planning principles.

Florida Statute §627.7011 reflects the importance of evaluating roof condition—not simply chronological age—in certain insurance contexts. For qualifying roofs, documented inspections and remaining useful life evaluations can provide important information regarding the roof's current condition. Beyond insurance considerations, that same condition-based approach can help associations make more informed decisions regarding reserve planning, maintenance prioritization, capital budgeting, and long-term asset management. Tile roofing systems rarely deteriorate uniformly. In our field experience, failures commonly develop first in high-water-flow areas such as valleys, flashing transitions, penetrations, wall tie-ins, drainage concentrations, and other critical details, while substantial portions of the remaining roof system may continue performing satisfactorily.

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Department of Health began an investigation. Stephanie Allen dined at Casa Ludovico in November 2016, and George Massaua dined at the same restaurant in December 2016. Both Allen and Massaua, who were ultimately diagnosed with TB, sued Casa Ludovico, Carmine Cervelli, a part-owner and manager of Casa Ludovico, and Visoiu for negligence, alleging they “knew or reasonably should have known” that Visoiu “had been and was very sick and likely contagious” and that they allowed him to continue working and interacting with the public, exposing the public to TB. The trial court granted a summary judgment for Casa Ludavico and other defendants. The trial court found that the plaintiffs had to establish actual or constructive knowledge that

Visoiu was infected with TB and not another contagious disease. The court concluded that the evidence showed “at most” that Visoiu had cold or flu symptoms. The Florida appellate court disagreed with the trial court’s decision, explaining that a business owes a duty of reasonable care to their invitees to maintain safe conditions. While the defendants did not have actual knowledge that Visoiu had TB, the court held that there was enough evidence that the defendants had “constructive knowledge”; that is, that they should have known that Visoiu was infected with a contagious disease before the plaintiffs dined at the restaurant. “We conclude that the evidence in the instant case creates a genuine issue of material fact as to whether Cervelli and [Casa Ludovico] could reasonably foresee that allowing an ill server—who has been suffering from a cough for a lengthy period—to interact with restaurant patrons and their food would likely result in the patrons contracting the infectious disease,” the court stated. A careful reader will recognize that this decision likely will have a significant impact on how Florida community associations supervise employees and others within their communities. Associations have a duty, at a minimum, to observe employees and be alert to signs of illness. Unanswered is, what is the threshold for sending an employee home? It may be expected that if an employee has been coughing and sneezing for more than a few days, the employee should be sent home. Do not bury your head in the sand! n

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Community Community Florida Community Association Professionals (FCAP) primarily publishes the Florida Community Association Journal, the leading resource for Florida community association managers, service providers, and board members. Through our publication we provide education, industry insights, and resources to support the professionals who serve Florida's community associations. Contact us at 800-443-3422, info@fcapgroup.com, or www.fcapgroup.com for more information.

HIRING RIGHT THE FIRST TIME: A CONTRACTOR VETTING GUIDE FOR HOA AND CONDOMINIUM COMMUNITIES By Marcy Kravit, CMCA, AMS, PCAM, CFCAM, CSM Vice President, HOA Regional Account Executive smartstreet, powered by Banc of California

Every board member and community association manager has at least one contractor horror story. The bad news: Those stories are usually preventable. The good news: With the right process, you can dramatically reduce your risk before a single shovel Marcy L. Kravit hits the ground. This guide walks you through how to vet, hire, and manage contractors the right way—protecting your community, your budget, and your sanity.

START WITH A SOLID PLAN

Don’t skip the planning phase. It’s the foundation of every successful project. Vague plans produce vague bids—and vague bids lead to disputes, change orders, and cost overruns. A few rules of thumb are as follows: • If it’s not on the plans, don’t expect to get it. • Consider engaging an architect or engineer for complex projects. The upfront cost saves money later. • Define your scope of work in writing before you talk to a single contractor. When you do sit down with a potential contractor, come prepared. Explain the board’s goals clearly. Ask

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specific questions. Listen carefully. A contractor who can’t speak to your needs in plain language is a contractor who will cause problems later.

VET BEFORE YOU COMMIT

Check References—Really Check Them Don’t just ask for references. Use them. Call them. Visit a job site if you can. A contractor who hesitates to provide references—or whose references give lukewarm reviews—is showing you exactly who they are. Ask for references in the following three timeframes: • Projects completed within the past 12 months (or currently in progress) • Projects completed within the past three years • Projects completed more than three years ago Also search county records for any lawsuits naming the contractor. It takes 10 minutes and can save your community thousands. Questions to Ask References –

Was the quality of the work what you expected?

–

Did the contractor stay on budget?

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Were change orders handled professionally and in writing?

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Did the contractor keep the job site clean and safe?

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How did the contractor handle problems when they came up?

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Would you hire them again?

Interview the Contractor Directly The interview matters. You’re not just evaluating their technical qualifications; you’re evaluating their communication style, professionalism, and accountability.

BECAUSE YOU ASKED

Questions to Ask the Contractor –

How many crew members work per supervisor?

–

How often is the supervisor on site?

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Are your workers OSHA-certified?

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Are workers drug tested?

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Who carries workers’ compensation for subcontracted crews?

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What are your daily cleanup procedures?

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Are you the qualifying agent on the license?

–

What warranties do you offer, and are they in writing?

–

Can you provide a payment and performance bond?

–

How long have you been in business?

By Betsy Barbieux, CAM, CFCAM, CMCA

Betsy Barbieux

Look for five or more years in business. Research consistently shows that contractors who have made it past that mark have a more stable foundation and are more likely to be around if something goes wrong after the job is done.

VERIFY CREDENTIALS AND INSURANCE

License Verification A license is not optional. Verify it is current and in good standing before you go any further. In Florida, you can check at myfloridalicense.com/Default.asp. Insurance Requirements Require proof of all three types of coverage and require it be sent directly from the insurance agency, not from the contractor. A faxed or emailed copy is not adequate. Required Insurance Coverage –

Workers’ Compensation—Protects your community if a worker is injured on your property

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General Liability—Covers property damage caused by the contractor

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Automobile Insurance—Protects against vehicle damage on your property

The certificate must name you and your property as co-insured. If a contractor can’t produce this, stop there.

GET COMPETITIVE BIDS AND COMPARE THEM INTELLIGENTLY

Always get a minimum of three written bids. Require all bids to be based on identical plans and specifications. Comparing a detailed bid to a vague estimate is comparing apples to assumptions. The lowest bid is not automatically the best bid. Ask yourself the following questions: • Are the materials specified? Are they the same quality across bids? Continued on page 70

Betsy, After receiving an email from CAI about CAMs not completing their license renewal properly, I decided to check mine. I had already renewed my license but wanted to double-check my account to

make sure all was good. I noticed on the main page for my CAM license, it said I managed HOAs. I never checked anything about HOAs when I renewed my license. The only community connected to my license is a condominium. I spent 30 minutes going through everything on my license page to try to remove that modifier. There was nowhere to do it. I finally broke down and emailed the DBPR. They got back to me saying it had to be removed internally by the DBPR. They removed it. How did it get added? Do they just add it to everybody since they don’t trust the selfreporting? I wonder if other CAMs are seeing the same thing and are going to have to contact the DBPR to have it removed? — Tyler

Tyler, Another manager called me with the same problem. Somehow, the HOA modifier got added to her account. She didn’t do it, and neither does she manage HOAs. Since she attended YES and the YES included the HOA CE hours, I gave her the credits. From now on, I’ll tell people to email the DBPR to have it removed. Thanks for the research; I know it’s awful to have to deal with the DBPR. Readers, here is the email address to have the HOA modifier removed: DBPR.CAM@myflori dalicense.com. — Betsy

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Continued from page 69 • •

Does the low bid reflect a gap in scope or a gap in quality? Has the contractor possibly made a pricing error? Weigh price against experience, references, and professionalism. A slightly higher bid from a contractor with a strong track record is often the right investment.

KNOW THE RED FLAGS

Trust your instincts but also know what to look for. Any of the following should give you pause: ⚠ Red Flags: Walk Away ▶ Can’t verify a business address, phone number, or license ▶ Pressures you to sign today with “limited-time” pricing ▶ Asks for full payment upfront or cash payment to a salesperson ▶ Slow or reluctant to provide references ▶ Asks you to pull the building permit (this is the contractor’s responsibility—if they can’t pull it themselves, find out why) ▶ Requests you sign a completion certificate before the work is done

On permits specifically, the person who pulls the permit is responsible for ensuring the work meets local code. If a contractor asks you to do it, that’s a serious warning sign—they may be in bad standing with the local building department.

NEGOTIATE A CLEAR, COMPREHENSIVE CONTRACT

A handshake deal is not a contract. Everything that matters should be in writing. A solid contract protects both parties and eliminates room for “I thought you meant...” conversations down the road. Your contract should include the following: • Project start and projected completion dates • Liquidated damages for delays—up to $1,000 per day is reasonable • A payment schedule tied to performance milestones—never pay ahead of completed work • A 10 percent retention held until final completion • Scope of work with specific details—no generalities • Exact materials to be used, including brand names where applicable • Written warranty covering both materials and workmanship • Who is responsible for cleanup, permits, and subcontractor management • Contractor insurance details • A dispute resolution clause—mediation or arbitration is faster and less expensive than litigation

PROTECT AGAINST MECHANIC’S LIENS

Here’s a scenario that plays out more often than it should. Your community pays the general contractor in full—then a subcontractor shows up claiming they were never paid and files a lien on your property. Now you’re paying for the same work twice. Protect yourself with lien waivers. Require them as a condition of each payment. A lien waiver is a signed acknowledgment from a supplier or subcontractor that they have been paid and waive any right to file a lien. 70 November 2026 FLCAJ | www.fcapgroup.com

Make sure the waiver explicitly states that the right to assert a mechanic’s lien is being knowingly and voluntarily waived. Get this in writing every time.

KEEP A COMPLETE PROJECT FILE

Document everything from day one. If a dispute arises, your file is your protection. Your project file should include the following: • The signed contract and all change orders • Plans and specifications • All invoices and bills • Canceled checks or payment records • Lien releases from subcontractors and material suppliers • All written correspondence with the contractor • Progress photos • Records of every subcontractor on-site: name, work performed, dates • A log of material deliveries: company name, date, and description • A running record of who has and has not been paid

WHEN PROBLEMS ARISE

Even well-planned projects hit bumps. When they do, address them immediately in writing. Document the issue, date the communication, and send it directly to the contractor. If the contractor refuses to make corrections, you have the following options: • File a written complaint with the Contractors State License Board. • File a complaint with your local building department. • Consult an attorney—especially if the contract included a dispute resolution clause.

THE BOTTOM LINE

The best time to prevent a contractor disaster is before the contract is signed. Do the homework. Ask the hard questions. Demand documentation. A community that plans well runs well, and that starts long before the first crew shows up. n

Betsy, Can you vote to accept the annual membership meeting minutes at a regular board meeting during the year, or should it be done at the next annual membership meeting? I’m just wondering. — Karen Karen and Gene, Only the membership can approve membership meeting minutes. That will be done at the next meeting of the membership, not the board. That means the membership minutes will likely stay in draft form for a year. During that time they ARE available to owners if they want a copy. Similarly, the board members can only approve board meeting minutes. Each committee can only approve its minutes. — Betsy Betsy, To clarify, the new required condominium email ballots must be returned to a designated election-only email address that is not the regular email address for the condominium. Is that correct? So, do I have to create another email address? — Geri Geri, Yes. This new paragraph in Section 718.128(7) is so awful. There is so much that is going to go wrong. If I understand the way Erin Wollett, the attorney at YES explained it, for condominium elections we MUST PROVIDE THIS OPTION for returning your ballot via email. This email ballot must have the “waiver warning” on it. Erin suggested the election-only email address have a name that clearly identifies it as the one for submitting your email ballot. I guess if the owners don’t read the instructions and they email the ballot to the regular condominium email address, their vote is “disre-

garded.” Also, if they put the email ballot in the traditional two envelopes, it is “disregarded.” And if they email the traditional ballot, it is “disregarded.” There is no verification that the owner’s email ballot was received, and it is way too easy to hit “delete,” and oops! “We didn’t want that owner’s vote anyway.” Now in all condominium elections, you must create TWO ballots to send in your election package: one traditional secret ballot with two envelopes AND an email ballot with the required spaces to sign and put the unit number and with the “waiver warning” and the voting email address. For years we have had the statutory ability to receive PROXIES and LIMITED PROXIES via email, fax, or text. But this second email address will only be for election voting. — Betsy Readers, contact me at Betsy@FloridaCAMSchools.com if you want a copy of my email ballot. n

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Florida Gave Boards More Choices. Who Gave Them the Information?

Florida’s reserve rules added obligations and the discretion to meet them. The information is only now catching up. BY JENNIFER HELLE

M

ost of what has been written about Florida’s reserve legislation covers what associations must now do. That ground is well covered and by people well positioned to cover it. The more interesting question is what the requirements did to the decisions themselves: how many there are now, where they land, and what support came with them. The structural integrity reserve study and milestone inspection reached condominium and cooperative buildings of three or more habitable stories. The SIRS created a new population of reserve

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obligations—components that had to be separately identified, priced, and funded on a schedule the board no longer sets. It also opened alternative funding sources to meet them. Meanwhile, mortgage lending standards moved for every project seeking conventional financing. Baseline funding no longer satisfies lender review; and where a reserve study is used, the highest funding level in it now sets the floor. The board no longer picks which scenario governs. What arrived alongside those floors was discretion. Switching between the cash flow and component methods no longer requires a member vote. Closing a shortfall through a special assessment, a line of credit, or a loan became a recognized funding path. And every board, for any building height,

JENNIFER HELLE, COFOUNDER, TELEMETRYX RESERVE ANALYTICS Jennifer Helle is a cofounder of Telemetryx Reserve Analytics, a Florida-based reserve analytics platform for community associations and the management companies that serve them. Her background is in institutional financial risk management, and she previously served on a condominium board, an experience that shaped her interest in how reserve decisions actually get made at the board table.

with or without a SIRS, now carries an explicit duty to weigh risk against return in managing the association’s money. Each is a real choice. Each is also a decision someone has to make and defend. Boards have less room in the budget and more decisions around it.

DISCRETION CANNOT BE DELEGATED

A requirement with no discretion is black and white. You comply, or you do not. Someone owns it, executes it, and it is done. Discretion sits in a gray area. The reserve specialist will model project parameters when the board asks. The banker will offer financing and investments to meet the association’s cash needs. The manager will manage the bids and contractors. None of them will decide which option to take. That sits squarely with the board.

www.fcapgroup.com | FLCAJ November 2026 73

So every increment of flexibility, however welcome, requires discretion that lands in exactly one place. The space between the professional scopes is where the board’s own judgment is supposed to live. The requirements, paired with new options, simply made that space much wider and more consequential within about two budget cycles.

THE SPACE IN BETWEEN

Everyone supporting an association’s reserve decisions has a defined role. Each scope is real, and each is bounded. Consider what falls in the space between. The reserve specialist prices full replacement at the end of the full useful life. If the asset fails five years early, the board decides whether to draw reserves now, and what that draw does to the funding path for everything still scheduled behind it. The study sets an interest rate assumption, but the investment account earns an actual rate. The study cannot see the account. The account has never seen the study. The board has to determine whether the revenue is on track with the path laid out in the study. Cash is short, and the work cannot wait. The bank will help the board weigh a special assessment against a loan. The board has to decide if current owners or future owners should foot the bill. None of these decisions were assigned to the professionals. They belong to the volunteer board. The board carries the responsibility, and the decision is properly theirs. It is also the assignment that receives the least support. The 74 November 2026 FLCAJ | www.fcapgroup.com

reserve consultant has training and software. The manager has systems for project workflow. The bank has analysts and risk models. Though pivotal, the board is only armed with volunteers, a folder of documents, and an agenda with a dozen other items. The risk here is not in each decision, taken alone. It is the aggregate that drifts: a draw taken here and there, revenue that silently misses the projection, an assessment that collects less than expected. The fund stops tracking the path, not because the board lacked data but because the system is compartmentalized.

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THE INFORMATION CATCHES UP

The most interesting development in this industry is not a product. It is a shift in how boards approach capital planning and the questions they ask. A board could always ask whether the plan is funded, what the balance is, and when the certificates of deposit mature. What has been hard is asking what happens next if a project moves or costs do not meet the estimates; if two major replacements land in different years but have a dependency, such as concrete restoration that has to precede painting; or if the cash is locked in a certificate on the date the invoice comes due? Those questions were always legitimate. The answers were impractical because answering each one meant rebuilding the picture from scratch. I did that rebuilding, from a board seat, more times than I want to count. That is changing. The requirements increased the stakes of not having answers. Assessments have risen under

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You will enjoy how simple and easy we make banking for Homeowner Associations and Prroperty Managers with a suite of products developed uniquely to meet your needs and a level of service that consistently reminds you of how important you are to us at U.S. Century Bank.

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pressure from several parts of the economy at once, and residents are reading the numbers and asking for answers. Capital planning used to be something many associations did once a year at budget time from a document produced every few years. It is becoming standing work, and it does not go away between meetings. Regulation put it on the agenda. Boards are paying more attention to it, and attention draws effort from managers, consultants, banks, and the people building tools for all three. Innovation is putting comprehensive information within boards’ reach through more doors than before: reserve studies paired with software the board keeps working in, specialized services and products from banks and financial advisory firms, and analytical packages boards can run on their own. None of that moves the line between where the professional’s role ends and the board’s begins. What is moving is who controls the information. This matters because control now sits where the responsibility for the decisions already was. A board that can see the reserve plan, what is actually happening, and the available funds in one place can test hypotheses and weigh several options before the next meeting. Answers are available without commissioning them. That is the shift worth noticing because it changes the conversation. A board that works from the same picture as its advisors arrives at the table on equal footing, asking better questions and getting more out of the discussion. Disclaimer This article is provided for general informational and educational purposes only and does not constitute legal, financial, investment, accounting, or engineering advice. n

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Holiday Decorating in HOA Communities: Essential Tips for Homeowners BY RAJ BATERINA

D

ecorating your home for the holidays is a beloved tradition, but homeowners living in HOA-managed communities need to follow specific rules. Understanding HOA holiday decorating guidelines ensures your displays are safe, neighbor-friendly, and compliant with community standards. This guide covers everything you need to know for a festive and stress-free holiday season.

WHY HOAS HAVE HOLIDAY DECORATING RULES

Homeowners’ associations implement decoration rules for several key reasons: Safety first—Improperly installed lights or decorations can create fire hazards, electrical issues, or tripping risks. Neighborhood harmony—Guidelines prevent disputes over decorations that may be considered too bright, noisy, or oversized. Maintain property values—Tasteful décor enhances curb appeal and keeps neigh-

78 November 2026 FLCAJ | www.fcapgroup.com

borhoods visually appealing throughout the season.

COMMON HOA HOLIDAY DECORATION GUIDELINES

While every HOA has its own governing documents, most communities share similar rules: Installation and removal dates—Decorations are typically allowed during the holiday season, often from late November through early January. Some communities allow flexibility for weather delays. Lighting restrictions—Use LED or low-voltage lights and avoid flashing or overly bright displays that may disturb neighbors. Sound limits—Music or animated decorations should remain at a reasonable volume, especially at night.

RAJ BATERINA, MARKETING ASSISTANT, VESTA PROPERTY SERVICES Rajika “Raj” Baterina serves as a marketing assistant at Vesta Property Services, supporting both the marketing and business development teams. She manages social media content, performs data entry, and provides administrative support to ensure smooth and efficient operations. Raj brings creativity, curiosity, and a proactive mindset to her role. She enjoys contributing values and innovative ideas and being part of a collaborative, supportive team. Outside of work Raj spends her time exploring outdoors, practicing photography, and enjoying meaningful moments with her family and friends. For more information call 877-988-3782 or visit www.VestaPropertyServices.com.

Size and placement rules—Avoid blocking sidewalks, driveways, streets, or shared areas. Oversized decorations may violate HOA standards. Shared area approvals—Decorating common areas like parks, clubhouses, or entryways usually requires board permission. Safety precautions—Secure decorations properly, use outdoor-rated extension cords, and keep pathways clear.

SAFE AND APPROVED HOLIDAY DECORATIONS

HOAs generally allow decorations that are safe, tasteful, and visually appealing. Popular options include the following: • LED or low-voltage lights • Wreaths, garlands, and door décor • Small banners or festive signs

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•

Minimal lawn decorations that do not obstruct views or walkways

COMMONLY RESTRICTED HOLIDAY DECORATIONS

Certain decorations are often prohibited due to safety, noise, or aesthetic concerns: • Large inflatables or oversized yard figures • Flashing or strobe lights • Loud or animated decorations • Items that block sidewalks, driveways, or shared spaces

RELIGIOUS HOLIDAY DISPLAYS

HOAs must allow religious decorations if secular décor is permitted, in compliance with the Fair Housing Act. Communities that allow holiday lights or décor for Halloween, Valentine’s Day, or St. Patrick’s

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Day must also permit Christmas, Hanukkah, Kwanzaa, and other religious displays. Denying religious decorations can lead to claims of discrimination.

CONSEQUENCES OF VIOLATING HOA HOLIDAY RULES

Homeowners who fail to follow HOA decoration rules may face the following consequences: • Friendly reminders for minor infractions • Courtesy letters requesting adjustments or removal • Formal warnings recorded in HOA documents • Fines or penalties for repeated violations

TIPS FOR STRESS-FREE HOA HOLIDAY DECORATING

Review HOA documents— Check your community’s rules for lighting, placement, and removal timelines. Ask questions—Contact your community manager or HOA board before installing unique or larger decorations. Plan ahead—Install safely, follow guidelines, and remove decorations on time. Keep it tasteful—Choose décor that complements your home and neighborhood without overwhelming neighbors.

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Holiday decorating in HOA communities is both possible and enjoyable. By following HOA rules, practicing safety, and being considerate of neighbors, homeowners can create beautiful, festive displays while maintaining harmony in the neighborhood. With careful planning, your holiday décor can spread cheer safely and stylishly throughout your community. n www.fcapgroup.com | FLCAJ November 2026 81

Photo by iStockphoto.com/AndreyPopov

Eight Critical Questions HOA Boards Should Ask Security Vendors BY DEVON WATSON

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hoosing a security partner for your community is a significant decision, and the reality is that a slick demo doesn’t always translate into great service. Instead of focusing only on technology, HOA boards should ask questions that reveal how a security company actually operates day to day. The answers can help you compare apples to apples and avoid costly surprises after installation. Here are eight questions every HOA board should ask

1. WHAT IS YOUR EXPERIENCE WITH RESIDENTIAL COMMUNITY SECURITY?

A strong answer—They can tell you how long they’ve served HOAs

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specifically, how many communities they protect today, and connect you with boards like yours for references. Bonus points if residential communities are their core focus, not a sideline. Longevity in the industry matters. Inquire about their history specifically serving HOAs and gated neighborhoods. Managing residential communities requires different capabilities than commercial or industrial sites.

2. DO THEY SERVE OTHER SIMILAR-SIZED COMMUNITIES IN MY AREA?

A strong answer—They name nearby communities you can call and tell you how quickly a technician typically arrives on site. They should also know your local permitting

DEVON WATSON, PRESIDENT AND CEO, ENVERA SYSTEMS Devon Watson is president and CEO of Envera Systems, where he leads the company’s focus on customer experience, operational excellence, and technology innovation. He brings executive leadership experience from always-on, high-security technology sectors including bank ATMs, retail payment systems, cloud computing, and access control—industries where reliability isn’t optional. That same standard shapes his approach to community security at Envera, where residents and boards depend on systems and people that show up when it matters most. For more information call 855-3801274 or visit EnveraSystems.com.

process and handle it for you. A security provider must understand your local geography, municipal codes, and regional challenges. Having a strong, local footprint means they have the infrastructure to deploy supervisors and service technicians quickly when on-site hardware needs maintenance.

3. DO YOU MANAGE THE ENTIRE LIFECYCLE OF THE SYSTEM, OR DO YOU RELY ON SUBCONTRACTORS?

A strong answer—One company owns design, installation, maintenance, and monitoring, and you have one number to call. If they

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subcontract any piece, they say so plainly and explain who’s accountable when something breaks. Many security companies act as middlemen. They design the system but subcontract the installation to one crew, use a different company for maintenance, and outsource monitoring to a thirdparty company. When an issue arises, this structure leads to finger-pointing and delayed resolution.

4. ARE EQUIPMENT REPAIRS AND REPLACEMENTS COVERED?

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A strong answer—They provide a clear monthly agreement that spells out what’s covered, including weather damage (important in Florida!) and hardware replacement. Ask to see the exclusions in writing. The best answer leaves no room for surprise invoices. Security hardware placed outdoors is subjected to harsh weather and wear and tear. If repairs are billed individually, a single lightning strike can consume your HOA’s annual maintenance budget.

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A strong answer—Trained people watch live from the company’s own monitoring center and act in real time. That means speaking to someone at the gate through two-way audio and contacting law enforcement directly when needed. Ask how long it takes to go from alert to action. Passive systems simply record footage, leaving your

community to piece together what happened after the damage is done. Many remote-guard systems merely flag issues with an automated alert or leave the responsibility of calling law enforcement to the on-site team.

6. WHAT HAPPENS IF THE INTERNET OR POWER GOES DOWN?

7. WHAT RESOURCES AND SUPPORT DO YOU PROVIDE TO ENSURE RESIDENTS ACTUALLY UNDERSTAND THE SYSTEM? A strong answer—We provide a real onboarding plan, not just a manual. Look for setup help, on-site resident training, ready-to-share materials like newsletter copy or flyers, and a simple app for managing guest lists. Ask what resident adoption looks like at a community similar to yours. A security system is only as good as its resident adoption. If guest management is too complicated, residents will bypass the system, creating security gaps and frustration.

A strong answer—There should be a battery backup, a secondary internet connection like cellular or satellite, and local storage so video and access records aren’t lost. Then ask the real test question: What happened in their communities during the last major storm? Storms, power surges, and internet drops are inevitable. If your security system goes completely dark during an outage, your gates may get stuck.

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8. IF WE KEEP STAFFED GUARDS, WHAT TOOLS WILL THEY BE USING?

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A strong answer—They will be using digital visitor management that guards can learn quickly, guest lists that update in real time, reporting boards can customize, and a system that keeps working offline. Ask whether the software was built specifically for guardhouse operations. Guards bring judgment and a visible presence residents value, but they’re only as effective as the technology in front of them. Paper logs and rigid reports slow the line at the gate and leave boards guessing. If the system goes dark when the internet drops, so does your guardhouse.

RED FLAGS TO WATCH FOR

As you compare providers, be cautious if you hear responses like the following: • “AI handles most of that.” Technology is valuable, but critical security decisions should still involve trained people. • “You’ll need to call us during business hours.” Emergencies don’t follow business hours. • Unclear answers about data ownership or recordings. If the ownership isn’t clearly defined, ask for clarification before moving forward.

MAKE AN INFORMED DECISION: TRANSPARENCY IS KEY

The best security partner won’t hesitate to answer difficult questions. In fact, they should welcome them. A little extra due diligence today can help your HOA avoid unexpected costs, service gaps, and operational headaches in the future. n

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The Future of Florida High-Rise Management: Five Trends Boards Should Be Preparing For BY JUAN D. GARCIA, VICE PRESIDENT OF MARKET DEVELOPMENT– SOUTHEAST FLORIDA

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lorida high-rise communities are entering a period of significant change. Boards are being asked to navigate aging infrastructure, evolving structural and reserve requirements, insurance pressures, major capital projects, new technology, and rising resident expectations, often at the same time. For board members, keeping pace does not mean adopting every new technology or reacting to every industry development. It means understanding which changes could affect the building, the budget, and the residents who call the community home. 88 November 2026 FLCAJ | www.fcapgroup.com

As boards look ahead, five trends are likely to play an increasingly important role in how Florida high-rises are managed.

1. MAINTENANCE IS BECOMING MORE PROACTIVE

For years many communities have approached major building systems largely through scheduled maintenance and repairs as problems arise. High-rise communities are increasingly looking further ahead. Preventive maintenance programs are becoming more structured, with communities maintaining better records on equipment condition, repair histories, and anticipated replacement timelines. Building systems can also provide more information than they once did. Sensors and monitoring tech-

JUAN GARCIA, VICE PRESIDENT OF SALES & MARKET DEVELOPMENT FOR SOUTHEAST FLORIDA, REALMANAGE Juan Garcia is vice president of sales and market development for Southeast Florida at RealManage, where he works closely with community association boards, industry partners, and local leadership teams across one of Florida’s most dynamic and complex markets. With a focus on HOA and condominium communities, Juan brings a relationship-driven approach to helping boards navigate the evolving operational, financial, and service expectations facing community associations throughout Southeast Florida. His experience spans a diverse range of communities, from master-planned and single-family associations to luxury condominiums and high-rise properties throughout Miami-Dade, Broward, and Palm Beach Counties. For more information visit www.realmanage.com.

nology can help identify water leaks, equipment irregularities, and other warning signs before residents notice a problem. That does not eliminate the need for inspections or experienced professionals. Instead, better information can help management teams understand how building components are performing between inspections and routine service visits. This shift is particularly important in high-rises, where a relatively small issue can quickly affect multiple units or building systems. A plumbing leak that might be contained in a single-family home, for example, can create damage across several floors of a condominium tower.

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For boards the opportunity is to move from asking, “What needs to be repaired?” to also asking, “What can we identify before it becomes a larger repair?” For high-rise boards, proactive maintenance increasingly means understanding the building as an interconnected set of assets rather than a collection of individual work orders. Maintenance history, equipment condition, recurring service issues, and anticipated replacement cycles can help management and the board identify patterns and prioritize resources before smaller issues become larger capital problems.

2. CAPITAL PLANNING IS BECOMING A LONGER-TERM CONVERSATION

Florida’s requirements surrounding milestone inspections and structural integrity reserve studies have placed greater attention on building conditions, reserve funding, and future repair needs. Under current state law, qualifying condominium buildings three habitable stories or higher are subject to structural integrity reserve study requirements, while buildings subject to milestone inspections generally begin those inspections at 30 years and continue every 10 years thereafter. But the larger trend extends beyond regulatory requirements. Boards are increasingly being asked to think about capital planning as an ongoing process rather than an exercise completed when a reserve study arrives. A high-rise may plan for roofing, waterproofing, elevators, plumbing, electrical systems, and exterior work while simultaneously considering updates to amenities or technology. Looking at those needs separately can make it difficult to understand how projects compete for

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funding, affect residents, or overlap operationally. A longer-range plan gives the board an opportunity to see those connections. Could two projects be coordinated to reduce disruption? Does an upcoming infrastructure project create an opportunity to modernize another system at the same time? How could the sequence of major projects affect future budgets? Reserve studies provide important information. The next step is turning that information into an actionable capital strategy that the board continues to revisit as building conditions and priorities change. For boards the challenge is often not identifying that future work exists. It is determining how and when that work should occur, how projects interact, how they will be funded, and how

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disruption to residents can be managed. That requires the reserve study, operating plan, and capital strategy to work together rather than exist as separate exercises.

3. RESILIENCE IS EXPANDING BEYOND HURRICANE PREPARATION

Storm preparedness will always be a major responsibility for Florida high-rise boards, but resilience goes beyond hurricane planning. Across the state, boards are considering how well their buildings can withstand and recover from major weather events and other disruptions. In Southeast Florida especially, that can include water intrusion, building envelope performance, backup power, elevator and access continuity, vendor availability, and resident communication before and after a storm. The focus is shifting from simply having an emergency plan to understanding how the building will function when key systems are disrupted. For older properties that may mean identifying vulnerable infrastructure. For others it may mean improving communication, so residents know what to expect when elevators, access systems, or other services are temporarily unavailable. Resilience can also shape capital planning. When a major system needs replacement, boards can consider whether the project is an opportunity to improve reliability and reduce future vulnerabilities.

4. ELECTRIC VEHICLES ARE CREATING NEW INFRASTRUCTURE QUESTIONS

Electric vehicle charging is

becoming an increasingly important issue for condominium communities, particularly because high-rise residents cannot simply install a charger in a private garage as many single-family homeowners can. Florida law provides condominium owners with certain rights to install EV charging stations within qualifying parking areas, subject to specific conditions, including requirements related to metering and payment for electricity. The strategic question is therefore not simply, “How do we accommodate this request?” but, “What could EV adoption look like across this community five or ten years from now, and what infrastructure decisions should we make today to prepare for it?” Even communities where demand is currently limited may benefit from understanding their existing capacity before requests accelerate. Planning early gives boards more options than waiting until infrastructure limitations become an immediate problem.

5. HIGH-RISES ARE BECOMING MORE CONNECTED

High-rise management generates an enormous amount of information. Work orders, vendor contracts, financial reports, inspection records, resident requests, architectural documents, maintenance histories, and board decisions can all affect how successfully the building operates. The trend is not simply toward more technology. It is toward making that information easier to access and use. When information is scattered across spreadsheets, emails, paper records, and separate systems, boards and management teams spend more time finding answers. Centralized technology can provide greater visibility into what has been completed, what is pending, and where attention may be needed. High-rise communities accumulate years of engineering reports, contracts, project records, warranties, maintenance histories, and board decisions. Preserving and organizing that information becomes increasingly important as boards, managers, and vendors change over time. Residents have changing expectations as well. Online payments, digital service requests, electronic communications, and convenient access to community information have increasingly become part of everyday life. The challenge for boards is to choose technology based on the problem it solves rather than the number of features it offers. A new platform should make information easier to manage, improve communication, or simplify an existing process.

PREPARING TODAY FOR THE HIGH-RISE OF TOMORROW The role of high-rise management is evolving with these challenges. Increasingly, effective management means helping boards connect day-to-day operations with long-term capital planning, infrastructure, technology, risk, and the resident experience. For Florida high-rises, preparing for the future is therefore less about predicting the next trend and more about building the operational discipline to respond to change. Communities that understand their assets, preserve institutional knowledge, plan capital needs early, and give boards reliable information will be better positioned to navigate whatever comes next. n

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Photo by iStockphoto.com/Samuel Choy

Can You Afford Not to Adopt Drone Cleaning Technology? BY JEREMIAH KIEFER | FOUNDER/CEO OF DEFT GROUP

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very swing-stage or rope-access deployment on a coastal high-rise puts a worker directly into one of construction’s highest-risk categories. Falls remain the leading cause of fatality in the trade, and federal data tracking window-cleaning accidents over a 15-year period found that 62 of 88 recorded incidents were fatal. That risk doesn’t stop with the worker; rather it flows straight into the association’s liability exposure, the contractor’s insurance overhead, and increasingly your insurance carriers’ read on how well you’re managing the risk sitting on your facade. At the same time, buildings in our coastal states are losing a quiet fight against their own climate. UV exposure is the single most damaging factor to structural silicone sealants, ahead of humidity and mechanical stress even, and coastal salt spray roughly doubles the rate of sealant degradation compared to inland exposure. If left unaddressed, that deterioration accelerates water intrusion at window and door assemblies. 92 November 2026 FLCAJ | www.fcapgroup.com

Drone-based facade cleaning is emerging as the operational answer to both problems at once.

FEWER PEOPLE AT HEIGHT EQUALS LESS LIABILITY

Every worker removed from a swing stage or rigging point saves lives over time. These reductions also lower workers’ compensation and general liability premiums for multiple interests while minimizing insurance costs baked into traditional cleaning proposals.

REDUCING PHYSICAL DAMAGE AND INCONSISTENT RESULTS

Swing stages can swing in high wind and strike the facade, and infrequent cleaning cycles often force crews to use higher pressure to strip buildup that has bonded to the surface. EIFS

JEREMIAH KIEFER, FOUNDER/CEO, DEFT GROUP Jeremiah Kiefer is Founder/CEO of Deft Group. He entered the property claims industry in 2004–05 and rose to executive general adjuster, specializing in complex commercial and high-net-worth assignments nationally, settling more than 10,000 claims over his adjusting career. In 2022 he founded Deft Risk, followed in 2025 by Deft Resilience. Jeremiah works to shift coastal and wildfire-prone markets from a reactive mindset to one of prediction and prevention, partnering year-round with association management, boards, producers, insurers, and contractors to identify maintenance and resiliency priorities while remaining ready to support clients through recovery should they sustain a loss. For more information visit www.deftresilience.com

and stucco manufacturers generally cap safe pressure near 500 psi and warn that aggressive or frequent high-pressure washing can etch, streak, or strip a finish, exactly the failures boards want to avoid. Drone platforms use soft-wash, low-pressure delivery and never contact the surface, giving associations a more consistent, even clean without rigging strikes or coating damage, provided the vendor’s pressure and chemistry are matched to the facade material.

DRONE TECHNOLOGY KEEPS IMPROVING

Early platforms were little more than pressure washers on a drone frame. Current commercial systems offer soft-wash configurations for biological

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growth, controlled-pressure systems for mineral deposits, and real-time operator adjustment of pressure and solution concentration mid-flight presenting a level of precision that rope-access crews can’t replicate at scale.

LOWER COST AND INCREASED SPEED LEND TO PRESERVING WARRANTIES

Industry-reported figures (vendor and operator case studies, not yet independently audited by Deft) put drone cleaning cost reductions in the 30–80 percent range versus scaffold or rope access, timeline reductions of 50–80 percent, crew reductions from four-to-eight workers down to one or two operators, and water-use reductions of 60–80 percent. If treated as directional industry ranges, these values easily validate at least asking more questions as a property owner or stakeholder. Furthermore, the lower-cost, more-frequent cleaning methodology allows a community to better adhere to warranty requirements associated with facade materials.

REGULAR CLEANING EXTENDS MATERIAL USEFUL LIFE

Consistent, lower-pressure cleaning intervals prevent the mineral deposits and biological film that chemically bond to glass and degrade edge seals on insulating glass units (IGUs). They protect sealant and gasket integrity at frame perimeters, which are the primary pathway for water intrusion, and they hand painting and restoration contractors a clean substrate that improves adhesion and can extend the useful life of a waterproofing or coating system.

REGULAR CLEANING STRENGTHENS YOUR POSITION WITH YOUR INSURANCE CARRIER

Florida’s property insurance market is showing signs of easing in 2026, but underwriting still rewards documented condition evidence (the same remaining-useful-life standard already applied to aging roofs). A dated, photographic cleaning record is one of the most accessible tools a property stakeholder has to demonstrate active stewardship at policy renewal.

WHAT YOUR BOARD CAN DO NOW

Read your warranties first—Review written warranties and care instructions for windows, doors, finishes, and sealants, and consider whether the association’s current facade cleaning cycles are adequate to defend any potential warranty. Put cleaning on the maintenance calendar—Ask your reserve specialist and engineer how cleaning should line up with your next SIRS update, milestone inspection, repainting, and sealant work. Bid process diligence—Florida condominium associations must obtain competitive bids when a contract exceeds five percent of the annual budget, including reserves (10 percent for homeowners’ associations), and service contracts must be in writing. Give every bidder the same scope, request a priced test section both ways, and confirm requirements with association counsel. Vet the operator—Ask for the pilot’s FAA Remote Pilot Certificate and each aircraft’s registration. Probe the bidding contractor’s experience. Also, ask for references on buildings similar to yours. Verify insurance—Request certificates for general liability, aviation (UAS) liability, and workers’ compensation; name the association as additional insured; and have your broker review limits before signing. Start small—Request one side-by-side quote against your current 94 November 2026 FLCAJ | www.fcapgroup.com

IF TREATED AS DIRECTIONAL INDUSTRY RANGES, THESE VALUES EASILY VALIDATE AT LEAST ASKING MORE QUESTIONS AS A PROPERTY OWNER OR STAKEHOLDER. FURTHERMORE, THE LOWER-COST, MORE-FREQUENT CLEANING METHODOLOGY ALLOWS A COMMUNITY TO BETTER ADHERE TO WARRANTY REQUIREMENTS ASSOCIATED WITH FACADE MATERIALS. cleaning contract, and hold one conversation with your reserve specialist. Then let the warranties, the numbers, and the documentation decide. The move from “someday” to “on the calendar” starts with one side-by-side quote against your current cleaning contract and one conversation with your reserve specialist about what a documented program does to your building’s useful-life assumptions. Get ahead of the next evolution in building maintenance. n

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Six Technologies That Are Offsetting HOA Board Stress in Florida Communities BY ALYSON THEALE

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lorida community associations are navigating a level of complexity that would have been hard to imagine just a few years ago. Volunteer board members are being asked to oversee aging infrastructure, rising insurance premiums, reserve funding requirements, hurricane preparedness efforts, and increasingly sophisticated resident expectations. At the same time, community association managers (CAMs) are balancing growing workloads while helping boards make informed decisions that protect property values and financial stability. 96 November 2026 FLCAJ | www.fcapgroup.com

Fortunately, technology is helping Florida communities work smarter. Across the state, associations are adopting practical tools that reduce administrative burden, improve risk management, and allow boards and managers to focus on strategic priorities. Here are six technologies gaining momentum in Florida community associations and the headaches they’re helping eliminate.

1. AI-POWERED RESIDENT SUPPORT

One of the most promising developments in community management is the use of artificial intelligence to handle routine resident inquiries. Community associations receive a steady stream of questions about architectural applications, amenity reservations,

ALYSON THEALE, VICE PRESIDENT OF SOUTHEAST FLORIDA CONDO–HOA, FIRSTSERVICE RESIDENTIAL Alyson Theale is vice president of Southeast Florida condo–HOA at FirstService Residential, where she leads teams that partner with condominium and homeowner association boards to deliver operational excellence, strategic guidance, and exceptional resident experiences. She also oversees service delivery and market growth across Southeast Florida. Before joining FirstService Residential in 2016, Alyson worked in hospitality management. She holds a bachelor of science in hospitality management from Florida International University. For more information visit LifeSimplified.com.

account balances, governing documents, maintenance requests, parking rules, and more. While each question may only take a few minutes to answer, the cumulative impact can consume a significant portion of a manager’s day. AI-powered resident support tools, like FirstService Residential’s HODA®, can provide instant answers to many frequently asked questions 24 hours a day, seven days a week. Rather than waiting for office hours or a return email, residents receive immediate guidance while managers focus on more strategic issues that require human expertise. The result is often a better experience for residents and less administrative burden on management teams.

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For boards that means fewer complaints about response times and more management attention devoted to long-term community priorities.

2. WATER LEAK DETECTION AND AUTOMATIC SHUT-OFF SYSTEMS

In Florida’s high-rise and condominium communities, water intrusion remains one of the most expensive and disruptive risks associations face. A leak originating in one unit can quickly affect multiple floors and neighboring residences, resulting in significant remediation costs, insurance claims, and resident dissatisfaction. Today’s leak detection technology offers a proactive alternative. Sensors placed throughout units or critical building systems can detect moisture, monitor water flow patterns, and alert staff or residents when abnormalities are identified. Some systems can even automatically shut off the water supply when a major leak is detected. When compared to the cost of a major water loss event, the investment can often pay for itself many times over. As insurance carriers continue to scrutinize property conditions and loss histories, many boards are exploring leak detection systems as part of a broader risk management strategy. Some communities have even found that these technologies strengthen conversations with insurance providers by demonstrating a proactive approach to loss prevention.

3. SMART ACCESS CONTROL AND MOBILE CREDENTIALS The days of managing physical keys, gate remotes, and access cards are quickly fading. New access control systems allow residents to enter buildings,

98 November 2026 FLCAJ | www.fcapgroup.com

amenities, and gated communities using their smartphones. Management teams can grant or revoke access instantly, track entry activity, and simplify visitor management processes. For boards and managers the advantages extend beyond convenience. Lost keys no longer trigger expensive rekeying projects. Amenity access can be managed more effectively. Security incidents can be investigated more efficiently. Residents enjoy a more seamless experience, while communities reduce administrative work and operational costs. As labor shortages continue to affect many markets, these systems also help communities maintain service levels without adding additional staff.

4. PACKAGE MANAGEMENT TECHNOLOGY

Florida’s growing

population and increase in seasonal and part-time residents have only amplified package delivery volumes. Communities that once handled a handful of daily deliveries may now process hundreds each week, creating significant demands on front desk staff and on-site management teams. Modern package management solutions help automate the process. Package lockers, digital tracking platforms, barcode scanning systems, and automated notifications allow residents to retrieve deliveries on their own schedule while providing a clear chain of custody. For management teams these systems significantly reduce interruptions and administrative tasks. For residents they provide greater transparency and convenience. What was once a persistent source of frustration has become a largely self-service process in many communities.

5. REMOTE MONITORING AND BUILDING INTELLIGENCE SYSTEMS

Building engineers and management teams have historically spent countless hours identifying issues after they occur. Today, many communities are shifting toward continuous monitoring and predictive maintenance. Remote monitoring systems can track critical building equipment such as pumps, HVAC systems, generators, elevators, and water systems in real time. This technology is particularly valuable in Florida, where aging buildings, mechanical system failures,

and weather-related risks can quickly become costly emergencies. Early warning systems can help identify issues before they escalate into resident disruptions, property damage, or expensive emergency repairs. These systems help boards make more informed decisions regarding maintenance investments while reducing the likelihood of unexpected breakdowns.

6. VIRTUAL SECURITY AND REMOTE-GUARD SOLUTIONS

Labor challenges have affected many Florida markets in recent years, and some communities have struggled to maintain consistent staffing for gatehouses and security posts. Virtual security technologies are increasingly being evaluated as a way to supplement on-site personnel while maintaining resident safety and operational efficiency. High-definition cameras, remote monitoring centers, license plate recognition technology, and two-way communication systems allow trained personnel to monitor properties from centralized locations. These systems can help communities extend security coverage while managing labor costs more effectively. They can also improve monitoring consistency and provide additional documentation when incidents occur. While they are not appropriate for every community, many boards are finding that virtual solutions can complement existing staff and create a more cost-efficient operating model.

TECHNOLOGY SHOULD SUPPORT PEOPLE, NOT REPLACE THEM

The most successful community associations are not adopting technology simply because it is available. They are investing in solutions that eliminate routine tasks, improve communication, strengthen risk management, and allow managers and board members to focus on higher-value work. Technology will never replace the judgment of an experienced board member, the expertise of a professional manager, or the relationships that help communities thrive. What it can do is remove many of the operational frustrations that consume time and energy. As associations continue to face rising complexity, the communities that embrace practical, proven technologies will be better positioned to reduce costs, improve resident satisfaction, and create a less stressful experience for everyone involved in community governance. In a world where volunteer leaders and management professionals are being asked to do more than ever before, that may be one of the most valuable innovations of all. For more trends and benchmarking data for Florida highrise communities, download FirstService Residential’s HighRise BENCHMARK guide. n www.fcapgroup.com | FLCAJ November 2026 99

CAM MATTERS

Photo by iStockphoto.com/Andrii Iemelyanenko

Community Association Social Contract BY BETSY BARBIEUX, CAM, CFCAM, CMCA

100 November 2026 FLCAJ | www.fcapgroup.com

M

ost owners in a condominium, cooperative, or homeowners’ association don’t realize they are in a contractual relationship with all the other owners in that community. Individually and collectively the governing documents create a binding contract; and when you sign your closing documents, you have agreed to all the restrictions and responsibilities contained in them and have become contractually obligated. This relationship could be known as a social contract. The idea of a social contract started centuries ago among the great thinkers of the time who asked a simple question: Why do people follow rules made by a government?

Their answer was the social contract, which is a “deal” with a “payoff.” Citizens give up a little bit of total freedom based on the governing “law,” and in return, the “payoff” is the government gives them safety, laws, protected rights, and public services. In a similar way our communities are micro-governments where the social contract works the same way but on a much smaller scale. Just as a government serves people in a geographic area (country, state, county, and city), so do our community associations. A town serves a geographic area; a community association serves a geographic area. A town has a city council; a community association has a board of directors. The town has a city manager; we have a CAM. The town provides services for which the residents pay; we do too. If you don’t pay the town your electric bill, they turn off your utilities. If community association owners don’t pay their share of the annual expenses (the assessment), the community can take their homes. These are the components of a community association social contract. Our community associations are very similar to a municipality except for one thing, and this one thing is what often creates a lot of misunderstanding and anger among the owners. Though the city council members are elected to represent their constituents, nothing could be further from the truth for community associations. Board members are not elected to represent the wishes of the people; they are elected to fulfill the requirements in the governing documents—the declaration, articles of incorporation, bylaws, and rules and regulations. Community

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.

association board members do not serve a constituency. Do they need to consider the owners when making decisions? Yes, but the decisions still must be anchored in the mission statement, which is protect the property and its value, maintain the things used in common, and enforce the owners’ restrictions on the use of their own property and the use of the common property. A city council makes laws for the citizens of the town. A community association has laws. This is the “deal” side of the social contract. The laws were created by the developer, and the board’s responsibility is to implement and enforce them. These laws may include rules on parking, pets, noise, collecting owners’ share of the expenses (assessments), restricting what you can do with your own property, etc. The “payoff” side is the board members manage and maintain the common property such as the swimming pool, clubhouse, roads, and other amenities. For the owner who buys into a community association, the “deal” side of the social contract requires you to give up total freedom over your own property. You may not be able to paint your house without permission, hang a wreath on your condominium door, or play loud music at 3 o’clock in the morning. The “payoff” is that your neighbor can’t play loud music at 3:00 a.m. either, and you have the use of amenities you don’t have to maintain and protected home values. In a sense it is communal (commune—ity) living. Those who purchase a unit, parcel, or share in a community have voluntarily agreed to live together and abide by the laws of the community and share the maintenance and operational expenses. Key points of the social contract are as follows: • Surrender of individual autonomy—Owners agree to abide by restrictions on how they use their private property (e.g., architectural controls, leasing limits, pet policies, and noise rules). • Mandatory financial contribution—Members must pay regular assessments and special assessments to maintain common elements and fund reserves, regardless of whether they personally use specific amenities (e.g., swimming pool, clubhouse). • Delegation of authority—As a corporation, owners elect a board of directors to make operational and financial decisions on behalf of the community. • Collective mutual protection—Individual restrictions protect neighbors from actions that could lower property values or disrupt peaceful enjoyment. www.fcapgroup.com | FLCAJ November 2026 101

In Florida, there is a statutory framework that formally sets out the elements of the social contract. First, there is law—the governing documents (declaration, articles of incorporation, bylaws, and rules and regulations). These documents are recorded in the county public records and run with the land. Purchasing a unit, parcel, or share constitutes a formal legal assent to the law. Second, Florida statutes define the minimum standards for the framework of each community’s laws. Other statutes define the board members’ fiduciary duties, records and transparency, meeting notice and agenda requirements, members’ rights, and financial obligations of the board and owners. The relevant statutes are Chapters 718, 719, and 720 as well as Chapter 617 and possibly Chapters 607 and 723. Third, the duties and responsibilities of the board members as outlined in Chapters 718, 719, and 720 are a higher standard than required of board members in the corporation

Chapters 607 and 617. Community association board members are elevated from “prudent and ordinary” to a fiduciary relationship to the owners. In this case fiduciary is seen as someone whose decisions could affect the value of the common property and thus the value of an individual’s unit, parcel, or share. If board members fail to maintain the common property and owners fail to maintain theirs, the overall value of the community, including an individual owner’s property, could go down. Fourth, for those owners who want the lifestyle provided by the community but don’t want to maintain their property or pay their share of the expenses, the social contract and statutes give board members enforcement procedures. The statutes lay out processes for fines, suspension of use rights of the amenities, suspension of voting rights, interception of rents, and assessment liens and foreclosures. For board members who will not fulfill their fiduciary duties, the owners may use mediation and arbitration procedures or file complaints with state agencies. If you don’t like giving up some of your individual property rights/ freedoms, get bored with collective uniformity, don’t want to participate in elections and volunteer opportunities, think your assessment will stay the same every year, don’t like people telling you where you can park, resent being required to pick up your pet’s poop, dislike having to keep your garage door closed, object to being required to register your guests at the office, balk at having your renters approved, or oppose keeping your grass green and at a certain height, then commune—(ity) living is not for you. But for almost 10 million* Floridians, this type of living is for them. *Foundation for Community Association Research, 2025 50,600 estimated Florida community associations 47% estimated to be condominium associations 53% estimated to be homeowners’ associations 1-2% estimated to be cooperative associations 10,882,000 estimated Florida residents in associations 4,473,000 estimated number of units in Florida associations n

Take Us With You! Everything You Need. All in One Place. Stay informed with trusted articles, expert advice, and resources tailored for Florida’s community association managers and board members. And while you’re there, sign up for our free monthly email newsletters. www.fcapgroup.com

800.443.3433 102 November 2026 FLCAJ | www.fcapgroup.com

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

ACCOUNTING/AUDITING

Coastal Clarity Assurance Serving HOAs & condos across all of Florida 754-354-3231 info@coastalclaritygroup.com coastalclarityassurance.com E R RO

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

Com p re h e n si ve M o n t hly Acco un ti n g S e r v i ces

APPRAISALS

APPRAISALS & RESERVE ANALYSIS

For HOA , Condo, & Com merci al Associ at i o n s

Staebler Consulting: 941-7050123; staeblerconsulting.com

w w w. t h e e r r o g r o u p.c o m

BANKING

F ina n ci a l Co n sul ti ng

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

info@theerrogroup.com (786) 767 2111

ACCOUNTING/CPA

Devin & Associates 360 Central Avenue, Suite 800 Saint Petersburg, Florida 33701 727-290-2578 jjaram@devinandco.com devinandco.com

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

YOUR

HOA

LENDER

SVP/Director of Specialty Products FLORIDA BASED, FLORIDA FOCUSED

Get Your CFCAM fcapgroup.com/cfcam

104 November 2026 FLCAJ | www.fcapgroup.com

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

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PUBLIC INSURANCE ADJUSTERS

Four Winds Public Adjusters 4846 N University Drive #249 Lauderhill, Florida 33351 754-263-1116 info@fourwindsolutions.com propertypublicadjusters.com

CREDIT UNIONS

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. The Turner Insurance Advisor Group 2121 NE Coachman Road Clearwater, Florida 33765 www.turnergroupfl.com

BrightStar Credit Union 3400 N. University Drive Cooper City, Florida 33024 954-486-2728 Dustin.Jacobs@bscu.org www.bscu.org INSURANCE

Acentria Insuranvce 125 SE Tesoro, Ste. 107 Port St. Lucie, FL 34984 772-461-6040 www.Acentria.com

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

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

RESERVE ANALYSIS

SIRS, RESERVES AND INSURANCE VALUATIONS

Sundeep Jay, RS, PRA 561.488.3012

800.298.0683 • jrfrazerent@aol.com

www.JRFrazer.com

YOUR PROPERTY WELLNESS EXPERTS

LUXURY REAL ESTATE

J R Frazer, Inc.

Deft Resilience 503 E. Jackson Street, Suite 304 Tampa, Florida 33602 877-333-8256 www.deftresilience.com

Get Your CFCAM fcapgroup.com/cfcam

reserveadvisors.com | (800) 980-9881

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

Atlas Insurance 7120 Beneva Road Sarasota, FL 34238 941-552-4113 atlasinsuranceagency.com

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Telemetryx 407-278-7872 support@telemetryx.co telemetryx.app/contact

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Herbie Wiles Insurance

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LEGAL SERVICES Sign up for our

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Kistemaker Business Law Group 120 East Granada Boulevard Ormond Beach, FL 32176 386-310-7997 daytonabusinesslawyers.com

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

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ZONE 1

Dania S. Fernandez and Associates P.A. 13500 North Kendall Drive, Suite 265 Miami, FL 33186 305-570-4469 info@dsfpa.com daniafernandez.com

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Dania S. Fernandez and Associates

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Kaye Bender Rembaum

Kistemaker Business Law Group

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106 November 2026 FLCAJ | www.fcapgroup.com

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Tripp Scott Law Firm Varnum LLP

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KWPMC IS HERE FOR YOU Strong communities don’t happen by accident. They’re led with intention and a clear path forward. Trusted for more than 20 years.

FULL-SERVICE PROPERY MANAGEMENT SOLUTIONS FOR COMMUNITY ASSOCIATIONS

Financial Management

Onsite Staffing

Property Maintenance

Food & Beverage

Hospitality Operations

Lifestyle Management

EXPERIENCE YOU CAN TRUST More than 20 years of experience serving 300 community associations with 2,900 industry professionals.

Schedule your consultation today at (800) 514-5770 or KWPMC.com

MANAGEMENT CO. DIRECTORY FirstService Residential 1601 SW 80th Terrace Plantation, Florida 33324 877-278-6468 www.fsresidential.com Life, Simplified KW PROPERTY MANAGEMENT & CONSULTING, LLC 8200 NW 33rd Street, Suite 300 Miami, Florida 33122 305-476-9188 www.kwproperty management.com

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Exceptional Property Management

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DELIVERED BY DEDICATED PROFESSIONALS. POWERED BY RESIDENTIAL INTELLIGENCE.

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AKAM

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844-815-5321 www.castlegroup.com

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Access Management

ZONE 3

Zone Map on Page 104

ZONE 2

Florida Management Companies by Zone

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

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Castle Group Don Asher & Associates

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

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Lang Management Company Inc.

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RealManage

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Sentry Management Inc.

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MAY Management Services, Inc. 5341 A1A South, Ste. 103 St. Augustine, Florida 32080 904-461-9708 www.maymgt.com Over 20 years in Northeast Florida!

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

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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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.

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ADVERTISING

Opportunities For advertising opportunities please call 800.425.1314

www.fcapgroup.com | FLCAJ November 2026 109

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

ELEVATOR SERVICE/REPAIRS

Smart Entry Systems: 626-2137557; SmartEntrySystems.com; sales@SmartEntrySystems.com AIR DUCT CLEANING

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

ELEVATOR/POOL EMERGENCY COMMUNICATIONS

ALARM MONITORING

ALUMINUM RAILING

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

General Contractor Concrete Restoration Painting Waterproofing Our Linkedin

(305) 851-5897

www.ageofempireinc.com

Licensed

Bonded

Insured | CGC# CGC1514379

110 November 2026 FLCAJ | www.fcapgroup.com

General Contractor Concrete Restoration Painting Waterproofing Our Linkedin

Fortify Restoration: 844-40FRTFY; fortifyrestoration.com info@fortifyrestoration.com Promar Building Services LLC: Alfredo Amador; 561-598-4549; info@promarbuilding.com CONCRETE RESTORATION PROJECT MANAGEMENT

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

Arango’s Development LLC: 954-448-1059; carangoremodelinganddevelopment@outlook.com; www.arangosdevelopment.com. EDUCATION

Beyond the Boardroom: Free Education and CE Opportunities; Associationoutreach.org.

Construction Solutions, Inc. Structural Engineers, Building Forensics, Milestone Inspections, SIRS/Reserve Studies 904-261-8703 info@csidesign.com csidesign.com Consult Engineering, Inc: 941-206-3000; www.consultengineering.com. Howard J. Miller Consulting Engineers: 561-392-2326; www.HowardJMiller.net Infinite Engineering Group: 954-335-1760; info@infiniteengineering.net; infiniteengineering.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. TRC Worldwide Engineering: 305-903-8447; sencalada@trcww. com; www.trcwww.com

FIRE ALARM SYSTEMS

ELECTRIC

Get Your CFCAM fcapgroup.com/cfcam

Bonded

Insured | CGC# CGC1514379

INTERNET/TELEVISION/ VOICE SERVICES

Blue Stream Fiber

888-960-2855 www.bluestreamfiber.com

FENCING AND GATES

Bass United Fire & Security Systems, Inc.: 954-785-7800; www.bassunited.com. Hypower Electrical & Utility Contractor 888-978-9300; www.hypowerinc.com

(305) 851-5897

www.ageofempireinc.com

Licensed

ENGINEERS

CONCRETE RESTORATION

South Florida’s Premier Contractor

South Florida’s Premier Contractor

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

ADT Security Services: Community Association Service Center; 800-878-7806; ADT.com

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

GENERAL CONTRACTORS

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

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

PAINTING AND WATERPROOFING

PIPELINING

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

South Florida’s Premier Contractor

General Contractor Concrete Restoration Painting

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

SIRS REPORT

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

TRASH CHUTE CLEANING AND REPAIR

SWIMMING POOLS

ROOF MANAGEMENT & CONSULTING

Waterproofing Our Linkedin

(305) 851-5897

www.ageofempireinc.com

Licensed

Bonded

Insured | CGC# CGC1514379

WATER, SEWER AND DRAINAGE—INSPECTION AND REPAIRS

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ROOFING

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

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.

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

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Mike McGilvary Roofing: 561-856-5060; mmroofingpro@ gmail.com; mmroofrepair.com WE SERVICE THE ENTIRE STATE OF FLORIDA

Restore. Repaint. Renew.

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

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

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

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

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

PATIO FURNITURE

Sarasota Patio Furniture Repair: 941-586-6917; saraso tapatiofurniturerepair.com PEST/ANIMAL CONTROL

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

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www.fcapgroup.com | FLCAJ November 2026 111

DISPLAY ADVERTISERS INDEX Access Management . . . . . . . . . . . . . . . . 16 Acentria Insurance . . . . . . . . . . . . . . . . . 54 ADT Security Services . . . . . . . . . . . . . . . 23 Age of Empire Inc. . . . . . . . . . . . . . . . . . . . 5 Allied Property Group . . . . . . . . . . . . . . . 26 America's Community Management . . . . 93 Ansbacher Law . . . . . . . . . . . . . . . . . . . . . 7 Arango's Development . . . . . . . . . . . . . . 63 Artemis Lifestyles . . . . . . . . . . . . . . . . . . 34 Asphalt Restoration Technology Systems . . . 98 Atlas Insurance Agency . . . . . . . . . . . . . . 14 Aware Buildings LLC . . . . . . . . . . . . . . . . 77 Bass United Fire & Security Systems . . . 74 Becker . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Becker . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Blue Stream Fiber . . . . . . . . . . . . . . . . . . 11 Bright Bookkeeping & Accounting . . . . . 26 BrightStar Credit Union . . . . . . . . . . . . . . 66 Brown & Brown . . . . . . . . . . . . . . . . . . . . 13 Callan Group Communications . . . . . . . . 24 Campbell Property Management . . . . . . 58 Carousel Development & Restoration Inc.79 Castle Group . . . . . . . . . . . . . . . . . . . . . . 44 Centennial Bank . . . . . . . . . . . . . . . . . . . 53 Coastal Clarity Assurance . . . . . . . . . . . . 85 Cogent Bank . . . . . . . . . . . . . . . . . . . . . . 97 Commercial Energy Specialists . . . . . . . 84 Construction Solutions Inc. . . . . . . . . . . . 97 Dania S. Fernandez and Associates, P.A. 21 Daniello Companies . . . . . . . . . . . . . . . . 97 Deft Resilience . . . . . . . . . . . . . . . . . . . . 75 Devin & Associates Inc. . . . . . . . . . . . . . . 75 DLG Management Services . . . . . . . . . . 10 Elevate Monitoring . . . . . . . . . . . . . . . . . . 1 Envera Systems . . . . . . . . . . . . . . . . . . . . 39

Fibernow . . . . . . . . . . . . . . . . . . . . . . . . . 17 FirstService Residential . . . . . . . . . . . . . . 33 Florida Roofing & Sheet Metal . . . . . . . . 45 Florida Southern Roofing . . . . . . . . . . . . . . . 28 Fortify Restoration . . . . . . . . . . . . . . . . . . 64 Four Winds Public Adjusters Inc . . . . . . . 90 GardaWorld . . . . . . . . . . . . . . . . . . . . . . . 37 GRS Community Management . . . . . . . . 20 Haber Law . . . . . . . . . . . . . . . . . . . . . . . . 75 Hinterland Group . . . . . . . . . . . . . . . . . . . 49 Hotwire Communications . . . . . . . . . . . . IFC Howard J Miller Consulting Engineers . . 75 Hunter Claims . . . . . . . . . . . . . . . . . . . . . 81 Hypower Electrical Services . . . . . . . . . . 57 Infinite Engineering . . . . . . . . . . . . . . . . . 32 IQ Fiber . . . . . . . . . . . . . . . . . . . . . . . . . . 83 J.R. Frazer . . . . . . . . . . . . . . . . . . . . . . . . 81 Kaye Bender Rembaum . . . . . . . . . . . . . 42 Kings III Emergency Communications . . 43 Kistemaker Business Law Group . . . . . . . 9 KW PROPERTY MANAGEMENT & CONSULTING . . . . . . . . . . . . . . . . . . . . . 84 KW PROPERTY MANAGEMENT CONSULTING . . . . . . . . . . . . . . . . . . . . 107 Landex Resorts International Inc . . . . . . 31 Lang Management Company . . . . . . . . . 86 LCM Engineering PLLC . . . . . . . . . . . . . . 26 Leland Management . . . . . . . . . . . . . . . . 57 LJ Services Group . . . . . . . . . . . . . . . . . . 19 Miami Management Inc. . . . . . . . . . . . . . 41 Mike McGilvary Roofing Inc. . . . . . . . . . . 65 Mullet's Aluminum Products . . . . . . . . . IBC Munyan Painting . . . . . . . . . . . . . . . . . . . 87 NV5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Pecora Corporation . . . . . . . . . . . . . . . . . 25

Poliakoff Backer . . . . . . . . . . . . . . . . . . . 81 Polo International Inc. . . . . . . . . . . . . . . . 73 Promar Building Services . . . . . . . . . . . . 47 Quality Chemical Company . . . . . . . . . . BC Ramco Protective . . . . . . . . . . . . . . . . . . 50 RealManage . . . . . . . . . . . . . . . . . . . . . . 62 Reserve Advisors . . . . . . . . . . . . . . . . . . 25 Sarasota Patio . . . . . . . . . . . . . . . . . . . . . 61 Seacrest Services . . . . . . . . . . . . . . . . . . 15 Sedgwick | Valuation Services Division . 67 Siegfried Rivera . . . . . . . . . . . . . . . . . . . . 58 Smart Entry Systems . . . . . . . . . . . . . . . 89 Southern Chute . . . . . . . . . . . . . . . . . . . . 81 SPF Roofing Systems Inc. . . . . . . . . . . . . 4 Squeegee Squad . . . . . . . . . . . . . . . . . . . 95 Staebler Consulting . . . . . . . . . . . . . . . . . 30 Summit Broadband . . . . . . . . . . . . . . . . . 55 Sutter Roofing . . . . . . . . . . . . . . . . . . . . . 40 Swaysland Professional Engineering Consultants . . . . . . . . . . . . . . . . . . . . . . . 84 Swaysland Professional Engineering Consultants . . . . . . . . . . . . . . . . . . . . . . 103 Telemetryx Reserve Analytics . . . . . . . . . 48 The ERRO Group . . . . . . . . . . . . . . . . . . 44 South Florida Expo Cooperator Events . 51 TRC Worldwide Engineering . . . . . . . . . . 34 Tripp Scott Law Firm . . . . . . . . . . . . . . . . 76 US Century Bank . . . . . . . . . . . . . . . . . . 62 US Century Bank . . . . . . . . . . . . . . . . . . 76 USA Pipelining LLC . . . . . . . . . . . . . . . . . 59 Varnum LLP . . . . . . . . . . . . . . . . . . . . . . . 20 Vesta Property Services . . . . . . . . . . . . . 35 Western Alliance Bank . . . . . . . . . . . . . . 59

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