Creating A Board for Your HOA or Condo Association in Georgia

WHO SHOULD BE ON THE BOARD?
The board should be composed of a diverse group of individuals who are interested in working toward the organization’s mission and have the particular skills that will help to contribute to a well-run organization. For instance, you may want to seek out people with financial, marketing, or legal backgrounds. You may want to consider bringing on someone with an entrepreneurial
background, or someone who is proficient with emerging technologies. You may
also want to recruit members who have influence in the community, work at similar types of organizations, or are representative of the community you are serving. Having this collective knowledge from the beginning will help you make informed decisions. You will also find that as your organization matures, your board composition needs may be very different from those of your founding board. The role of the board tends to change over time as the organization
develops and matures. Early in an organization’s life, the primary need for the board may be individuals who are prepared to give a great deal of time and energy. Later, you may find that as paid staff are brought on, the board focuses primarily on the governance functions of the organization and is less involved with the smaller details of bringing the organization up to speed.
HOW BIG SHOULD THE BOARD BE?
Boards can vary in size from three to more than 50 members.  Each state has regulations that determine the minimum size of the board, but the optimum number of people who sit on the board should be determined by the needs of the organization. Assess the list of tasks that the board needs to accomplish and plan your board around the jobs that need to be done. There should be enough meaningful tasks for the board to accomplish without leaving board
members feeling overburdened or uninvolved.
HOW OFTEN SHOULD THE BOARD MEET?
As with the size of your board, the number of board meetings each year should be determined by the work that needs to be accomplished. For logistical and practical reasons, larger boards often meet less frequently, leaving much of the work to the board’s committees.
Regular attendance at board meetings is one of the individual responsibilities of board members. Your organization’s bylaws should include an attendance policy that clearly states the number of meetings that can be missed by an individual board member before he or she is asked to leave the board. Develop an annual schedule of meetings determined a year in advance. Circulate clear and thorough information materials, including an agenda, to all members
two to three weeks before each meeting. Maintain complete and accurate minutes of all meetings, and keep meetings brief and well focused. An organization’s bylaws should also state the number of board members required to constitute a quorum. Without a quorum, the board is unable to conduct its official business.
WHAT KIND OF TERM LIMITS SHOULD BOARD MEMBERS SERVE?
There are no hard-and-fast rules for determining board members’ tenure. Many organizations
do, however, limit members to two consecutive terms and require a hiatus of one year before a
board member may be reappointed. Many organizations also stagger terms of service so that
one-half or one-third of board members are elected every one or two years for terms of two to
six years. Such policies encourage institutional renewal because a board can profit from the
experience of veteran board members while welcoming the fresh perspective that new members
offer. Board members on hiatus can remain active in committee service or serve in an
advisory capacity. Term limits are a painless mechanism for rotating inactive or ineffective
members off the board. These policies should be written into the organization’s bylaws.

Build a Better Board for Your HOA, POA or Condo Association

WHO SHOULD BE ON THE BOARD?
The board should be composed of a diverse group of individuals who are interested in working toward the organization’s mission and have the particular skills that will help to contribute to a well-run organization. For instance, you may want to seek out people with financial, marketing, or legal backgrounds. You may want to consider bringing on someone with an entrepreneurial
background, or someone who is proficient with emerging technologies. You may
also want to recruit members who have influence in the community, work at similar types of organizations, or are representative of the community you are serving. Having this collective knowledge from the beginning will help you make informed decisions. You will also find that as your organization matures, your board composition needs may be very different from those of your founding board. The role of the board tends to change over time as the organization
develops and matures. Early in an organization’s life, the primary need for the board may be individuals who are prepared to give a great deal of time and energy. Later, you may find that as paid staff are brought on, the board focuses primarily on the governance functions of the organization and is less involved with the smaller details of bringing the organization up to speed.
HOW BIG SHOULD THE BOARD BE?
Boards can vary in size from three to more than 50 members.  Each state has regulations that determine the minimum size of the board, but the optimum number of people who sit on the board should be determined by the needs of the organization. Assess the list of tasks that the board needs to accomplish and plan your board around the jobs that need to be done. There should be enough meaningful tasks for the board to accomplish without leaving board
members feeling overburdened or uninvolved.
HOW OFTEN SHOULD THE BOARD MEET?
As with the size of your board, the number of board meetings each year should be determined by the work that needs to be accomplished. For logistical and practical reasons, larger boards often meet less frequently, leaving much of the work to the board’s committees.
Regular attendance at board meetings is one of the individual responsibilities of board members. Your organization’s bylaws should include an attendance policy that clearly states the number of meetings that can be missed by an individual board member before he or she is asked to leave the board. Develop an annual schedule of meetings determined a year in advance. Circulate clear and thorough information materials, including an agenda, to all members
two to three weeks before each meeting. Maintain complete and accurate minutes of all meetings, and keep meetings brief and well focused. An organization’s bylaws should also state the number of board members required to constitute a quorum. Without a quorum, the board is unable to conduct its official business.
WHAT KIND OF TERM LIMITS SHOULD BOARD MEMBERS SERVE?
There are no hard-and-fast rules for determining board members’ tenure. Many organizations
do, however, limit members to two consecutive terms and require a hiatus of one year before a
board member may be reappointed. Many organizations also stagger terms of service so that
one-half or one-third of board members are elected every one or two years for terms of two to
six years. Such policies encourage institutional renewal because a board can profit from the
experience of veteran board members while welcoming the fresh perspective that new members
offer. Board members on hiatus can remain active in committee service or serve in an
advisory capacity. Term limits are a painless mechanism for rotating inactive or ineffective
members off the board. These policies should be written into the organization’s bylaws.

Creating A Board for Your HOA or Condominium Association

WHO SHOULD BE ON THE BOARD?
The board should be composed of a diverse group of individuals who are interested in working toward the organization’s mission and have the particular skills that will help to contribute to a well-run organization. For instance, you may want to seek out people with financial, marketing, or legal backgrounds. You may want to consider bringing on someone with an entrepreneurial
background, or someone who is proficient with emerging technologies. You may
also want to recruit members who have influence in the community, work at similar types of organizations, or are representative of the community you are serving. Having this collective knowledge from the beginning will help you make informed decisions. You will also find that as your organization matures, your board composition needs may be very different from those of your founding board. The role of the board tends to change over time as the organization
develops and matures. Early in an organization’s life, the primary need for the board may be individuals who are prepared to give a great deal of time and energy. Later, you may find that as paid staff are brought on, the board focuses primarily on the governance functions of the organization and is less involved with the smaller details of bringing the organization up to speed.
HOW BIG SHOULD THE BOARD BE?
Boards can vary in size from three to more than 50 members.  Each state has regulations that determine the minimum size of the board, but the optimum number of people who sit on the board should be determined by the needs of the organization. Assess the list of tasks that the board needs to accomplish and plan your board around the jobs that need to be done. There should be enough meaningful tasks for the board to accomplish without leaving board
members feeling overburdened or uninvolved.
HOW OFTEN SHOULD THE BOARD MEET?
As with the size of your board, the number of board meetings each year should be determined by the work that needs to be accomplished. For logistical and practical reasons, larger boards often meet less frequently, leaving much of the work to the board’s committees.
Regular attendance at board meetings is one of the individual responsibilities of board members. Your organization’s bylaws should include an attendance policy that clearly states the number of meetings that can be missed by an individual board member before he or she is asked to leave the board. Develop an annual schedule of meetings determined a year in advance. Circulate clear and thorough information materials, including an agenda, to all members
two to three weeks before each meeting. Maintain complete and accurate minutes of all meetings, and keep meetings brief and well focused. An organization’s bylaws should also state the number of board members required to constitute a quorum. Without a quorum, the board is unable to conduct its official business.
WHAT KIND OF TERM LIMITS SHOULD BOARD MEMBERS SERVE?
There are no hard-and-fast rules for determining board members’ tenure. Many organizations
do, however, limit members to two consecutive terms and require a hiatus of one year before a
board member may be reappointed. Many organizations also stagger terms of service so that
one-half or one-third of board members are elected every one or two years for terms of two to
six years. Such policies encourage institutional renewal because a board can profit from the
experience of veteran board members while welcoming the fresh perspective that new members
offer. Board members on hiatus can remain active in committee service or serve in an
advisory capacity. Term limits are a painless mechanism for rotating inactive or ineffective
members off the board. These policies should be written into the organization’s bylaws.

Creating A Board for Your HOA, POA or Condominium Association

WHO SHOULD BE ON THE BOARD?
The board should be composed of a diverse group of individuals who are interested in working toward the organization’s mission and have the particular skills that will help to contribute to a well-run organization. For instance, you may want to seek out people with financial, marketing, or legal backgrounds. You may want to consider bringing on someone with an entrepreneurial
background, or someone who is proficient with emerging technologies. You may
also want to recruit members who have influence in the community, work at similar types of organizations, or are representative of the community you are serving. Having this collective knowledge from the beginning will help you make informed decisions. You will also find that as your organization matures, your board composition needs may be very different from those of your founding board. The role of the board tends to change over time as the organization
develops and matures. Early in an organization’s life, the primary need for the board may be individuals who are prepared to give a great deal of time and energy. Later, you may find that as paid staff are brought on, the board focuses primarily on the governance functions of the organization and is less involved with the smaller details of bringing the organization up to speed.
HOW BIG SHOULD THE BOARD BE?
Boards can vary in size from three to more than 50 members.  Each state has regulations that determine the minimum size of the board, but the optimum number of people who sit on the board should be determined by the needs of the organization. Assess the list of tasks that the board needs to accomplish and plan your board around the jobs that need to be done. There should be enough meaningful tasks for the board to accomplish without leaving board
members feeling overburdened or uninvolved.
HOW OFTEN SHOULD THE BOARD MEET?
As with the size of your board, the number of board meetings each year should be determined by the work that needs to be accomplished. For logistical and practical reasons, larger boards often meet less frequently, leaving much of the work to the board’s committees.
Regular attendance at board meetings is one of the individual responsibilities of board members. Your organization’s bylaws should include an attendance policy that clearly states the number of meetings that can be missed by an individual board member before he or she is asked to leave the board. Develop an annual schedule of meetings determined a year in advance. Circulate clear and thorough information materials, including an agenda, to all members
two to three weeks before each meeting. Maintain complete and accurate minutes of all meetings, and keep meetings brief and well focused. An organization’s bylaws should also state the number of board members required to constitute a quorum. Without a quorum, the board is unable to conduct its official business.
WHAT KIND OF TERM LIMITS SHOULD BOARD MEMBERS SERVE?
There are no hard-and-fast rules for determining board members’ tenure. Many organizations
do, however, limit members to two consecutive terms and require a hiatus of one year before a
board member may be reappointed. Many organizations also stagger terms of service so that
one-half or one-third of board members are elected every one or two years for terms of two to
six years. Such policies encourage institutional renewal because a board can profit from the
experience of veteran board members while welcoming the fresh perspective that new members
offer. Board members on hiatus can remain active in committee service or serve in an
advisory capacity. Term limits are a painless mechanism for rotating inactive or ineffective
members off the board. These policies should be written into the organization’s bylaws.

Trying to save money? Beware of hiring unlicensed contractors. They could be more expensive than you think.

A West Virginia man probably never thought he could be held liable for more than $1 million when he hired an electrician to replace a circuit breaker in his mother’s house.

A California community association never expected to be found responsible when a contractor’s employee was electrocuted while installing new rain gutters.

BUT THAT’S EXACTLY what happened.  In both cases the workers were unlicensed-and, the results were costly for those who hired them.

“Poor Workmanship may cause or exacerbate other problems, in some instances impairing the structural integrity of a building or improvement.  Thus, the quick and inexpensive repair may produce exactly the opposite result – increased expenses and delays.”

With escalating energy and fuel costs, increased delinquencies and bad debt resulting from current economic conditions,  Your community association board may be looking to trim expenses anywhere it can,  especially with repair and maintenance work.

Some community leaders and residents believe they can reduce costs by using day laborers or community volunteers instead of licensed contractors for such jobs.  Others might believe that licenses or permits aren’t required for smaller projects or that the permit process is a waste of time and an unnecessary expense.  Before you take another step, consider the potentially costly consequences.

BUYER BEWARE

Some of the drawbacks of using an unlicensed contractor are obvious.  Shoddy workmanship, inability to enforce warranties, lack of manufacturer warranties, damages to the property and improvements and failure of completed work to comply with applicable building codes are frequent complaints.  If the work performed by the contractor does not comply with local or state codes and ordinances, the building department or agency with jurisdiction may stop the work and, if the work is complete, require corrective work to be performed.  Corrective work may consist of hiring a licensed contractor to remove the improvement altogether or prepare and submit the documents necessary to obtain a permit.  Of course, the corrective work is an additional expense not contemplated when initially engaging the contractor.  Moreover, the local enforcement authority generally has the power to levy fines for building code violations.  The fines, which may accrue on a daily basis, may result in a lien against the property.

Poor Workmanship may cause or exacerbate other problems, in some instances impairing the structural integrity of a building or improvement.  Thus, the quick and inexpensive repair may produce exactly the opposite result – increased expenses and delays.

Unlicensed contractors requiring large upfront payments without performing the services leave the property owners without much recourse because state recovery programs are often limited to resolving disputes with licensed contractors.  If the work is done well, is any harm done?  What about small projects that are not likely to result in building code violations or major damages, such as installing gutters, replacing a few roof tiles or hanging a ceiling fan?  Why can’t residents volunteer to help out when it comes to certain maintenance projects?  Is hiring someone who is licensed in another state such a bad idea?

UNEXPECTED CONSEQUENCES

Using an unlicensed contractor may have negative impacts that are immediate or delayed.  That’s a lesson learned by the man in West Virginia after he hired an electrician to do some work on his mother’s house.  Sometime later, a cable company employee was working on a cable attached to a nearby utility pole and fell, breaking his hip.  The cable company worker filed suit against the utility company, the cable company and this West Virginia man, the son of the owner of the property.  The injured cable worker claimed the wiring from the utility pole to the circuit breaker was faulty and later discovered that the electrician that the man had hired was not licensed to perform the work.

In a community association, all owners and residents are affected when problems result from code violations.  How would you feel if what you considered a routine project for your unit resulted in displacing almost half of the residents of your building?  Residents of a condominium development in Florida have paid dearly – both emotionally and financially – when a do-it-yourself home improvement project went awry.  A fire started in the condominium unit when an improperly mounted ceiling fan fell and created a short circuit.  An analysis revealed there was no fan box, as required by the city’s building code.  Also, the fan was attached to the drywall with just a toggle bolt instead of being secured to a ceiling joist or beam.  While the association’s master insurance policy covered most of the repair work, it did not reimburse the owners for replacement housing, furniture storage or the long, costly legal battle that ensued.

CHECK IT OUT

We require all vendors to pass a rigorous screening process before being approved to service any of the associations we manage.  Vendors are also required to provide Proof of, and continuously maintain workman’s compensation & liability coverage to avoid cancelation of their contracts.

Associations should require contractors to provide proof that they are licensed and insured.  Ask to see a copy of their license.  Ask for a copy of their liability and worker’s compensation insurance.  If the contractor won’t provide proof of insurance or the declaration page for insurance has a different name, steer clear.  You can also find out whether a contractor is licensed by going to the appropriate state agency.

Associations and consumers in general, should be suspicious if a contractor asks for a large down payment, requests payments be made to an individual rather than the company or asks that checks be made payable to “cash”.  If you are told the work doesn’t require a building permit or you’re asked to apply for the permit yourself, you should also be concerned.

Board members have a fiduciary duty to the association and its members to make decisions in good faith, as a reasonably prudent person would in similar circumstances, and in the best interest of the community.  While board members may rely upon the advice of experts, and they often have a stronger legal defense when they do so, they must insure they have the information necessary to make informed decisions.

Cutting corners-either in time or money-can have costly consequences.

Read from source at http://www.communityassociationmanagement.com/facilities-a-maintenance/vendorscontractors/202-cutting-corners.html

Four Ideas for Trimming Your HOA’s Annual Budget

More and more associations are collecting less and less dues as a result of the housing crisis. Here are four tips for trimming your budget to ensure that your association still provides key services with a smaller pool of funds.

1) Shop around. A good way to shrink your budget is to shop your insurance policies and other ongoing contracts around. If you’ve been with your current insurance carrier for years, it may have been a while since you’ve compared rates. Do it now. While you’re doing that, ask whether increasing your deductibles will net a worthwhile savings. Sometimes the savings are minimal—and probably not worth the added risk. But you’ll only learn that if you ask.

2) Conserve energy. Minor conservation efforts can make a big difference in your budget. If you’ve got timer-controlled sprinklers that run for 30 minutes each morning, cut them back to 25 minutes for a month to see if the plants still get enough water and you save any money on your water bill. Do the same with your hot water heater. Dropping the thermostat a degree or two may make no difference to residents, but it will create savings. Finally, depending on the size of your association, swapping old-fashioned light bulbs out for more efficient compact fluorescent bulbs can save money. Compact fluorescents aren’t inexpensive, so you’ll take an initial budget hit. But you’ll see lower energy costs over time.

3) Do it yourself. If your association is in dire straits, evaluate all your expenses to determine if you can bring any functions in house. If you have a management company, is it possible to eliminate that expense and run the association yourself? (The opposite may also be true. If you’re self-managed, you may save money by having professionals keep an eye on your budget and get you discounts from their trusted vendors.) If you have landscapers, can you cut back on their work and let residents pick up the slack? You could pay for a spring and fall grounds cleanup while bringing grass cutting and flower planting in house. Finally, explain the situation to homeowners and ask owners who are professionals for discounts or freebies. For example, if you have a resident accountant, ask if she’ll prepare the association’s annual tax filing for free or at a discounted rate.

4) Fix it now. Homes are like cars. Routine maintenance helps prevent larger, more expensive problems from creeping up on you. Create a checklist of your major mechanical and building systems. Then ask residents with expertise or outside contractors to check those systems to see if a minor upgrade or repair now will extend the life of the system. For example, if you’ve got a roofer in the house, ask if he’ll volunteer to inspect the roof and do minor patching on areas that may become a problem in the near future.

If your budget is still in the red after all of your trimming efforts, you may have to take more drastic measures—like raising assessments. Before you do, however, consider whether you can generate income. For example, your governing documents may permit you to rent your clubhouse to nonresidents for a fee. Or if your state allows you to earn money on reserves (some don’t), consider putting a lump sum that you don’t expect to use immediately in a safe investment with a higher return than a savings account.

Halloween Safety Tips for Trick or Treating in Your Neighborhood

For the Love of Candy!

Kids look forward to Halloween for many reasons. They like the dressing up in costumes but the mostly they like it for the candy and treats! Who wouldn’t? Even some adults still like to go our trick or treating. It makes them feel young and happy again. While this section sticks mainly to guidelines for kids, they are just as useful for adults.

Some parents like to take first dibs on some of the candy that the kids have picked up during the night. It’s their reward for taking them around from house to house! We suggest that you watch the candy intake when you all get home, too much at one time can lead to stomach aches and indigestion. That includes mom and dad as well!

Make your child‘s Halloween a memorable holiday and they’ll have good memories that last a lifetime! If you are taking your kids out for the night, dress up as well. Mom and dad should get into Halloween as much as the kids do!

Trick or Treating should be one of the great adventures of Halloween for kids! They can get dressed in scary costumes and go door to door, begging “Tricks or Treats!” from neighbors or at the local mall. Lots of small towns have a Halloween Safe Night at the community center or school so kids can Trick-or-Treat safely but going door to door is the stuff of childhood memories! It should be a fun time, without trouble and pain, so following some easy tips can keep your child safe every Halloween.

	Children should always go out trick or treating accompanied by a responsible adult. If you have a group of kids going, the parents should choose two or three of them to go along and keep an eye on things.
	Some towns set a curfew for trick or treating which makes it easier for townsfolk to know who’s coming to their door. Make sure and stick to the curfew times and stick to subdivisions and areas with a lot of homes so your kids can get in as much trick or treating as possible in a few hours time.
	Plan a safe route so parents know where their older kids will be at all times. Set a time for their return home. Make sure that your child is old enough and responsible enough to go out by themselves. Make sure that they have a cell phone.
	Let your children know not to cut through back alleys and fields if they are out alone. Make sure they know to stay in populated areas and not to go off the beaten track. Let them know to stay in well lighted areas with lots of people around. Explain to them why it can be dangerous for kids not to do this. If they are going out alone, they are old enough to know what can happen to them in a bad situation and how to stop it from happening.
	Instruct your children not to eat any treats until they bring them home to be examined by you. This way you can check for any problem candy and get the pick of the best stuff!
	Instruct your child to never go into the home of a stranger or get into their car. Explain why this is not a god idea and what to do if someone approaches them and tries to talk to them.
	Make sure your child carries a flashlight, glow stick or has reflective tape on their costume to make them more visible to cars.
	Let them know that they should stay together as a group if going out to Trick or Treat without an adult. With over 40 years of combined industry experience, the Executive Staff of Riverside Property Management  knows that the most successful communities are those where there is a sense of unity and pride among the membership; this unity and pride begins with a firm foundation comprised of: Well defined policies and objectives A strategic plan and future vision A proactive Management team Mutual team trust and respect Timely and open communication Excellent customer service Industry knowledge “Out of the Box” Thinking Services designed to meet your needs Give us fifteen minutes of your time and we can show you how to put your community on a fast track to success; if you don’t believe us, feel free to call upon any one of our satisfied clients. This is the source for HOA, Condominium and Property Owners Associations.

How to Organize a Fall Festival for Your HOA or Condo Association

Many Homeowners Associations plan fall festivals. Some celebrate the end of the harvest, while others use a fall festival to provide a safe alternative to traditional Halloween trick-or-treating. Whatever the reason for thecommunity activity, with a little bit of planning the festival can be a lot of fun for all home owners.

Instructions

1. • 1

     Decide who is eligible to participate. For a project like this, the more community involvement you have, the more likely that the event is fun and successful.

   • 2

     Set a location and time. Advertise it on the street corners. Schools regularly host fall festivals, as do churches. In larger communities, the neighborhood holds the fall festival in one of its parks or grassy areas. Whatever location you choose, secure a backup location in case of bad weather.

   • 3

     Check out any insurance coverage you might need. Also, apply for any legal permits.

   • 4

     Enlist volunteers. This is sometimes the trickiest part of the equation. Recruit dependable people for key positions so you don’t have to scramble to do their job at the last minute.

   • 5

     Arrange for food kiosks. You might have apple pie stands, pumpkin bread stands and chili booths. Or, you might just decide to have a potluck-type meal where everyone brings a covered dish or two. Rent a cotton candy or hot dog machine.

   • 6

     Decorate your fall festival site. It can be as simple as setting out some pumpkins or more elaborate.  A decoration committee is well advised for this chore.

   • 7

     Set up games. Carnival-type games, such as cake walks and fish ponds.  Rent a bounce house…these are great for children. Going along with the fall theme, pumpkin carving competitions are fun as well.

Enjoy!  But alas, make sure there is a clean-up committee designated to tidy up after all of the fun!

How to remove a member of the HOA Board

Every homeowners association is to maintain the welfare of their community by maintaining an acceptable  standard protocol in all relevant areas of importance to the community itself. This means putting the needs of the community as the first priority in the objectives of each and every member of the  Home Owners Board of Directors. However, in some cases, individual board members can not or will not properly handle the responsibility given to them. When this happens, the council as a whole should consider removing the board member in particular.

But before getting into the best ways to remove a board member, consult first with the statutes of the association. These vary from association to association, and state laws relating to association management should also be checked as there are limitations – for example – Florida laws do not apply in Georgia.

If one or more members of the board shows an irresponsible behavior,   legitimate removal is necessary for the good of the community. However, before starting a potentially very complicated and long process, the board as a whole must put everything in perspective.  Make sure that the removal is based solely on the basis of verified facts and documentation. If a resident plans to file a complaint, he or she – and the HOA went to officials to solve the problem – there is a need to investigate whether the board member is really the culprit.

If it is determined that the board member in effect, be removed, there is a specific process to be followed. Once all the evidence gathered, a formal request to resign must be made to a member of the Board. If the request to opt-out does not work, a more formal meeting between members of the Board is held to discuss the situation. If after this conversation has determined to be in the best interest of the community that this board member is removed, the board has to consult the manual for the board to plan the next steps.

The first step usually involves giving proper notice, either on a scheduled annual meeting – or if more urgent, in a special meeting. A special meeting may be called if the necessary signatures are obtained from members of the community. This ranges from 5 to 50 percent of the members of the community, according to the Covenants and Bylaws of the community themselves. Once enough signatures are acquired for the Board to approve the meeting, a quorum must be established (a minimum number of voters). All homeowners in the community and investors are invited to attend.

At the same meeting, the member of the Board subject to removal must be given an opportunity to defend themselves. Supporters, opponents and Board members should be given enough time to make their case. After the debate is over, the President should appoint independent inspectors to count the votes present. If the board member is removed, the next step is to hold another election to fill the position now vacant.

A board member may be unfair and should be eliminated for the good of the community. However, prevention is always the best tactic. At day’s end, HOA board members should be chosen based on the positive attitude and the good sense to avoid such situations arising in the first place.

Smooth Budget Planning for Your Association

Your association has a budget? If so, how is it prepared? Is it even followed? Here, we offer tips for creating a budget process that works well for most associations.  Learn the basics first . Begin the budget process by … Continue reading →