The Importance of Reserve Studies for HOA Management: Lessons from Surfside Beach

As an HOA management company executive, I urge all community leaders to prioritize long-term maintenance and the proactive identification of structural needs within their properties. Recent events have highlighted the critical importance of regular inspections and reserve studies in safeguarding our communities. The closure of the Sandfiddler condo building in Surfside Beach due to severe structural deficiencies underscores this necessity.

On July 1, Surfside Beach officials deemed the Sandfiddler at 813 S. Ocean Blvd. unsafe after identifying "inadequate means of egress and structural deficiencies." Fire Marshal Keith Williams, the town building inspector, and an outside engineer concluded that the building posed a fire hazard and was otherwise dangerous to human life or public welfare. This decision came after the fire marshal first noticed problems during a routine inspection, leading to a thorough assessment that revealed significant issues with the front walkway posts, railings, and balconies.

This incident is not isolated. Similar closures have occurred along the Grand Strand, including the Kingfisher Inn and the Renaissance Tower, both of which faced structural problems that necessitated evacuations. These events serve as stark reminders of the vulnerability of coastal buildings to structural decay, particularly from the corrosive effects of the sea and salty oceanfront climate.

A comprehensive 2023 investigation by Florida newspaper, The Post and Courier, revealed that many aging coastal high-rises are at risk of structural decay. The study identified over 500 tall structures near the coast, vulnerable to storm surge flooding during hurricanes, with about 230 of these buildings being at least 30 years old. The slow-motion destruction caused by saltwater corrosion is a hidden threat to buildings along the East Coast, from Maryland to Florida. The tragic collapse of the Champlain Towers near Miami in 2021, which killed 98 people, highlighted the long-overlooked risk posed by saltwater to these coastal structures.

Given these alarming trends, it is imperative for HOA and condominium community leaders to adopt proactive measures to ensure the safety and longevity of their buildings. One of the most effective ways to do this is through regular reserve studies.

What is a Reserve Study?

A reserve study is a comprehensive analysis of a community’s physical assets and their expected lifespan. It assesses the condition of key components such as roofs, plumbing, electrical systems, and structural elements, estimating the remaining useful life of each. The study then provides a funding plan to ensure that sufficient reserves are set aside to cover future repairs and replacements.

Why Reserve Studies are Crucial

1. Preventing Catastrophic Failures: Regular reserve studies help identify potential issues before they become critical. In the case of the Sandfiddler, a proactive reserve study might have detected the structural deficiencies earlier, allowing for timely repairs and avoiding the need for an abrupt closure.

2. Financial Planning: Reserve studies provide a roadmap for financial planning, ensuring that funds are available when major repairs or replacements are needed. This prevents the sudden imposition of special assessments on homeowners, which can be financially burdensome.

3. Maintaining Property Values: Well-maintained properties retain their value better than those that are neglected. By ensuring that buildings are kept in good condition through regular reserve studies and subsequent maintenance, community leaders can protect and enhance property values.

4. Legal Compliance: In some states and governing documents, including those with high coastal populations, there are legal requirements for reserve studies. Adhering to these regulations not only ensures compliance but also enhances the safety and well-being of residents.

5. Enhancing Safety: The primary goal of reserve studies is to ensure the safety of residents. By identifying and addressing potential hazards, community leaders can prevent accidents and tragedies, fostering a secure living environment.

Implementing Regular Reserve Studies

To implement regular reserve studies, community leaders should:

1. Schedule Regular Inspections: Conduct inspections at least every three to five years, or more frequently for older buildings. Engage qualified professionals to carry out these inspections comprehensively.

2. Review and Update Reserve Studies: Ensure that reserve studies are updated regularly to reflect the current condition of the building and any changes in the estimated lifespan of key components.

3. Establish a Reserve Fund: Create a dedicated reserve fund based on the recommendations of the reserve study. Ensure that adequate contributions are made to this fund annually to cover future maintenance needs.

4. Communicate with Homeowners: Keep homeowners informed about the findings of reserve studies and the importance of maintaining adequate reserves. Transparency helps build trust and support for necessary assessments.

5. Act on Recommendations: Promptly address any issues identified in reserve studies. Delaying repairs can exacerbate problems and increase costs in the long run.

In conclusion, the closure of the Sandfiddler and other similar incidents serve as powerful reminders of the importance of proactive maintenance and reserve studies. As community leaders, it is our responsibility to ensure the safety, financial stability, and long-term viability of our properties. By prioritizing regular reserve studies and acting on their findings, we can prevent catastrophic failures, maintain property values, and, most importantly, protect the lives of our residents. Let's commit to making proactive maintenance a cornerstone of our management practices, ensuring the well-being of our communities for generations to come.

Paul K. Mengert, CEO

Association Management Group, Inc.

When Is an HOA or Condo Rental Restriction Unreasonable (Part II)

This article was originally published on August 7, 2024 by Harmony Taylor in HOA & Condo Associations Real Estate Blog for Law Firm Carolinas.

Law Firm Carolinas Blog

As attorneys, we are regularly asked by homeowner and condominium associations to assist with restrictions on rentals, whether complete or percentage bans, restrictions on short-term rentals, or limiting corporate rentals. (See past articles, including HOA/Condo Rental Restrictions, Corporate Owners & Institutional Investors and Short-Term Rentals in North Carolina and South Carolina HOAs and Condominiums). In February of this year, the NC Court of Appeals struck down a condominium rental amendment as unreasonable. (When Is an HOA/Condo Rental Amendment Unreasonable?)

Yesterday, August 6, 2024, the NC Court of Appeals again visited the issue of whether a specific declaration amendment restricting rentals is reasonable.

McDougald v White Oak Plantation HOA (“White Oak Plantation”) is an “unpublished opinion,“ which means the decision is not controlling legal authority and should not be cited in other cases. However, even unpublished opinions give a sense of the Court’s thinking as to specific issues and how subsequent courts may rule.

White Oak Plantation is a planned community in Buncombe County, NC. The original 1992 restrictive covenants predated modern rental platforms such as VRBO or Airbnb and contained no language regarding rentals. Instead, the covenants contained general language related to “residential use” and prohibitions against “business operation.” Many owners believed the business operation prohibition already restricted rentals. The covenants were amended at various points, but no specific rental restrictions were added. Plaintiffs are lot owners who began to rent their properties on a short term basis. Thereafter, the membership in 2019 adopted a declaration amendment to prohibit rentals of less than 90 days. Plaintiffs filed suit seeking a declaration that the amendment was invalid as to them and their lots. The trial court granted summary judgment in favor of the homeowners, and the association appealed.

The Court of Appeals analyzed the rental amendment to determine if it was “reasonable” using the standard established by the Armstrong v Ledges case. Noting that reasonableness may be determined from the language of the original covenants, deeds and plats, as well as other objective circumstances, the Court determined that nothing in the original development scheme precluded short term leasing. Thus, the court concluded, the new rental restriction was not reasonable and would not be applicable as to the Plaintiffs who brought suit.

So, what does the case mean or not mean? Again, as an unpublished decision, the opinion only applies to the parties involved and does not have precedential value. Fundamentally, the decision does not change our firm’s approach to rental amendments. ALL amendments must be reasonable, which means that circumstances matter. Associations that have never had any rental restrictions should approach them carefully. Any rental restrictions should be tailored to address membership wishes while protecting vested usage rights. This is why we always encourage associations to discuss such issues with the membership before pursuing any rental amendment to solicit input on the scope of the change and how it should be applied to existing owners (see Rental Amendment Concerns).

With any decision, it’s always best to read the actual case if you want to know how it might impact a specific association. The White Oak Plantation decision can be found here: McDougald v White Oak Plantation HOA.

If your association is considering a rental amendment, you should consult an experienced community association attorney at the outset to make sure that any amendment is pursued correctly–both as to the procedure and as to the substance of the amendment. Please contact any of our community association attorneys in North or South Carolina to discuss such issues.


Harmony Taylor

Law Firm Carolinas, LLC

Mastering Emotions in High-Stress Situations: A Guide for HOA Volunteers

As a volunteer for a community association (HOA), you often find yourself navigating complex situations that may be beyond your expertise. These circumstances can lead to intense emotions, making it crucial to develop strategies to manage these feelings effectively. Here are three key elements of emotional intelligence that can help you stay composed and productive, along with the importance of selecting and relying on qualified experts to relieve stress.

 

1. Select and Rely on Qualified Experts

One of the most effective ways to relieve stress is to acknowledge when a situation requires expertise beyond your knowledge and to seek out qualified professionals. By selecting and relying on experts, you can:

Reduce Personal Stress: Delegating complex tasks to professionals can alleviate your burden and reduce stress.

Ensure Quality Solutions: Qualified experts bring specialized knowledge and skills, leading to better outcomes.

Enhance Community Trust: Demonstrating a commitment to seeking professional help can build trust within the community, showing that you prioritize effective and informed decision-making.

Avoid becoming a “do it yourself” community leader. The role of a community leader is often to engage the right experts to help them manage or execute a situation.

 

2. Tap into Your Self-Awareness

Enhancing self-awareness is the first step to managing strong emotions. By understanding what you’re feeling and why, you can better control your responses. Try this simple exercise to improve your self-awareness:

Notice Your Body: Take a moment to scan your body from head to toe. Are you tense? Where is your energy level? Recognizing physical signs of stress can help you address them promptly.

Check-in with Your Thoughts: Assess your mental state. Are your thoughts loud or quiet? Clear or confused? This can provide insight into your emotional state.

Identify Your Emotions: Pinpoint what you’re feeling. How pleasant or unpleasant are these emotions? How intense are they? Naming the feeling can help you manage it more effectively.

3. Self-Regulate Using Your Breath

Breathing exercises are a powerful tool for self-regulation. When you feel overwhelmed, take a few minutes to focus on your breath. Slow, deep breathing activates your parasympathetic nervous system, which helps reduce stress and bring you into a more relaxed state. Try this technique:

Lengthen Your Exhales: Focus on making your exhales longer than your inhales. This simple practice can slow your heart rate and calm your mind, helping you transition from a heightened emotional state to a more relaxed one.

 

4. Find Small Moments to Uplift Others

Building positive relationships within your community can significantly enhance your emotional well-being. Seeing each encounter as an opportunity to uplift others can foster a supportive and productive environment. Here are some ways to do this: 

Offer Compliments: A genuine compliment can make someone’s day and strengthen your relationship with them.

Smile: A simple smile can convey kindness and approachability, making interactions more pleasant.

Kind Greetings: Starting your interactions with a kind greeting sets a positive tone and can lead to more constructive conversations.

 

Putting It All Together

Managing intense emotions in high-stress situations is a critical skill for HOA volunteers. By selecting and relying on qualified experts, tapping into your self-awareness, using breathing techniques to self-regulate, and finding small moments to uplift others, you can navigate your role more effectively and create a more positive environment for everyone involved.

Remember, it’s normal to experience negative feelings in challenging situations. The key is to manage them in a healthy way that supports both your well-being and your effectiveness as a volunteer. Start incorporating these strategies today and notice the difference they make in your ability to handle stress and maintain composure.

 

Paul K. Mengert, CEO

Association Management Group, Inc. 

What You Need to Know about the Corporate Transparency Act

This article was originally published on March 15, 2024 by Lindsey Behnke in Association of Corporate Counsel South Carolina, First Quarter Newsletter.

ACC South Carolina Newsletter

The Corporate Transparency Act (CTA) was enacted into the National Defense Authorization Act for Fiscal Year 2021 as part of an effort to curb money laundering and other illicit activities by increasing transparency in the ownership of businesses. The CTA went into effect on January 1, 2024, and requires the United States Treasury Department’s Financial Crimes Enforcement Network (FinCEN) to establish and maintain a national registry of beneficial owners of entities that are deemed reporting companies.

            The CTA potentially subjects attorneys and other professionals who advise businesses and assist with their formation to new obligations and penalties. However, the exact implications for these professionals are still unclear. The overarching concerns include advising on the CTA’s requirements and balancing disclosure requirements with responsibilities and ethical obligations.

Timeline for Compliance

            On January 1, 2024, Reporting Companies were able to make their first Beneficial Owner Information (BOI) report on the FinCEN website. New entities formed on or after January 1, 2024, but before January 1, 2025, must file the report within 90 days of receiving confirmation of the entity’s creation. 31 CFR § 1010.380(a)(1)(i)(A). New entities formed on or after January 1, 2025, must file the report within 30 days of the entities’ creation. 31 CFR § 1010.380(a)(1)(i)(B).

            Entities that existed before January 1, 2024, have a full year to comply with the CTA and must file the report by January 1, 2025. 31 CFR § 1010.380(a)(1)(iii). Further, companies that existed before January 1, 2024, do not need to include company applicant information on their initial report. 31 CFR § 1010.380(b)(2)(iv).

            Once the initial report is made, companies must remain mindful of updating requirements. There is no recurring annual update requirement; the company must only update as needed. 31 U.S.C. § 5336(b)(1)(D). If there is any change to the beneficial ownership or any other information submitted in a report, the reporting company must, within 30 days of the change, submit an updated report to FinCEN. 31 CFR § 1010.380(a)(2)(i)

Who Needs to Comply?

            Not every company needs to file a BOI report with FinCEN. The new requirements apply only to “Reporting Companies,” which is any corporation, limited liability company, limited partnership, or “other similar entity” created by filing a document with the Secretary of State or similar office under the law of a state or Indian tribe. 31 U.S.C. § 5336(a)(11)(A)(i).

Foreign reporting companies are also subject to the reporting requirements, including any corporation, LLC, or other entity formed under the law of a foreign country and registered in any state or tribal jurisdiction by filing a document with a secretary of state or any other similar office. 31 U.S.C. § 5336(a)(11)(A)(ii).

            There are several exceptions to the reporting requirements, which generally fall within, but are not limited to, the following three categories: (1) entities that already carry significant disclosure obligations, such as banks, insurance companies, and registered investment advisors; (2) tax-exempt entities, such as charities, charitable trusts, and political organizations; and (3) large operating companies. 31 U.S.C. § 5336(a)(11)(B). A company is considered a large operating company if it meets three requirements: (1) operating presence at a physical office within the United States; (2) at least 20 full-time employees within the United States; (3) filed an income tax or information return demonstrating at least $5 million in gross receipts from U.S. sources. See § 5336(a)(11)(B)(xxi). Exempt entities should be made aware that if their exempt characteristics change, they may become Reporting Companies.

Contents of the Report

            Reporting Companies need to identify each Beneficial Owner and each Company Applicant by that person’s full legal name, date of birth, current residential street address (or business street address for a Company Applicant that files in the ordinary course of business), a unique identifying number from an identification document (e.g., passport or driver’s license), and an image of the identification document. 31 U.S.C. § 5336(b)(2)(A); 31 CFR § 1010.380(b)(1)(ii). The report must also include the full legal name and any “doing business as” name of the reporting company, its complete current address, the company’s TIN, and the state, tribal, or foreign jurisdiction of the company’s formation. 31 CFR § 1010.380(b)(1)(i).

Who is a Beneficial Owner?

            The CTA defines a Beneficial Owner as anyone who either (1) exercises “substantial control” over the Reporting Company or (2) directly or indirectly owns at least 25% of a Reporting Company. 31 U.S.C. § 5336(a)(3)(A).

            “Substantial control” includes any individual acting as a senior officer, exercising authority over appointing or removing senior officers or the majority of the board of directors, exercising substantial influence over important decisions, or any other similar exercise of control. 31 CFR § 1010.280(d). The Regulations provide a non-exhaustive list of important decisions that indicate substantial control. 31 CFR § 1010.380(d)(1)(i)(C).

            Ownership includes equity, stock, or similar instruments regardless of transferability or classification and capital or profit interests in an entity; any instrument that can be converted into shares or instruments, including warrants, rights, or futures; and options, privileges, or arrangements to buy or sell the items above are also considered ownership interest, except for those created and held by third parties without the Reporting Company’s knowledge or involvement. 31 CFR § 1010.380(d)(2)(i). Additional parameters for ownership can be found in 31 CFR § 1010.380(d)(2).

            There are a few exceptions where individuals who meet the requirements may not be considered Beneficial Owners: (1) a minor child, if the information of the parent or guardian is reported instead; (2) an individual whose sole interest in the company derives from a future right of inheritance; (3) an individual who holds an interest merely on behalf of another person as a nominee, intermediary, custodian or agent (the individual acting as the principal is the Beneficial Owner); (4) employees of the Reporting Company (who are not senior officers); and (5) creditors whose interest derives solely from the right to be repaid a sum of money or similar right intended to secure the right of payment or to enhance the likelihood of repayment. 31 U.S.C. § 5336(a)(3)(B)

Who is a Company Applicant?

            A Company Applicant is the person who files the document with the Secretary of State or similar office that creates the entity and/or the individual who directs or controls the filing of the document. 31 CFR § 1010.380(e). For example, this could be the paralegal who files the document and the attorney who directs them to do so. Both would be required to submit their personal information to FinCEN as part of the reporting company’s initial report. If an attorney or law firm chooses to have the reporting company itself make the disclosures to FinCEN, it will have to provide personal identifying information to the client. To avoid this, the attorney may submit the report to FinCEN, leaving the attorney responsible for ensuring the report is accurate. The only way for an attorney to entirely avoid these concerns is to refrain from filing formation documents.   

Penalties

            It is unlawful for any person to “willfully provide, or attempt to provide, false or fraudulent beneficial ownership information, including a false or fraudulent identifying photograph or document, to FinCEN. . .or willfully fail to report or complete or update beneficial ownership information to FinCEN.” 31 U.S.C. § 5336(h)(1). Anyone who violates this can be subject to a civil penalty of $500 per day for each day the violation continues, or a fine of not more than $10,000 or two years imprisonment, or both. 31 U.S.C. § 5336(h)(3)(A).

            Further, it is unlawful for any person to knowingly disclose or use the beneficial ownership information obtained by the person through a report or disclosure submitted to FinCEN. 31 U.S.C. § 5336(h)(2). An unauthorized disclosure can lead to civil penalties of $500 per day for each day the violation continues, or a fine of not more than $250,000, or five years imprisonment or both. 31 U.S.C. § 5336(h)(3)(B). There is a safe harbor whereby an individual is not subject to civil or criminal penalty if the person has reason to believe that the report is inaccurate and voluntarily and promptly (90 days after the initial submission date) submits a corrected report. 31 U.S.C. § 5336(3)(C).

Practical Implications for Attorneys

            The CTA raises new obligations for attorneys, whether they serve as Company Applicants or not. Some clients, such as small businesses with simple ownership structures, would likely pose very few concerns for the professionals who assist them. More complicated business structures, however, will require additional diligence.

            The CTA effectively obligates professionals to fully understand the structure of the entities they serve and those entities’ beneficial owners. The Company Applicant disclosure ensures that the professionals who form the entity are tied to it in a federal database. It is unclear from the CTA how harshly the federal government will assess attorneys or other corporate service providers. On the more extreme end, filing false or incomplete information when there are obvious red flags as to an entity’s ownership could subject legal service providers to penalties.

            Attorneys and firms retained outside of companies must decide whether they will continue to file entity formation documents on behalf of their clients and whether they will assist with compiling and submitting reports to FinCEN. Serving as a Company Applicant means that the attorney will always be associated with the entity in the federal database, even if the representation of the client has ended. In-house counsel will need to familiarize themselves with the requirements of the CTA, ensure their companies’ records of beneficial owners are accurate and current, and ensure there are data security measures in place to protect the personal information the CTA requires.

Further, if an attorney chooses to submit reports to FinCEN on behalf of a client, the attorney will be responsible for providing accurate information. Until policies and procedures are in place to meet these new requirements, some attorneys may refrain from serving as a Company Applicant, particularly for more complex entities.

            For those attorneys who elect to step back from filing formation documents and/or submitting FinCEN reports, the CTA still raises additional obligations, particularly for those who advise businesses and assist with drafting operating agreements and similar governing documents. The following are some considerations, although more may become apparent:

  • Implementing a system to inform existing clients of their new reporting obligations;

  • Adding language to LLC agreements and other similar governance documents that obligates members to comply with reporting requirements;

  • Identifying Beneficial Owners in governing documents;

  • Revising firm engagement letters to clarify that clients will provide complete and accurate reporting information, especially if submitting reports to FinCEN;

  • Determining whether attorneys will continue to assist with filing formation documents, refrain entirely from doing so, or make the determination on a client-by-client basis;

  • If attorneys will not be assisting with FinCEN reports or filing formation documents, ensure that is made clear in each engagement letter; and

  • If attorneys want to serve as Company Applicants, develop a vetting process to ensure accurate information is provided and that clients are making any needed updates to FinCEN.

Lindsey Behnke is an attorney in Turner Padget's Columbia, South Carolina, office, where she is a member of the Business and Commercial Litigation team. She may be reached at lbehnke@turnerpadget.com. The preceding was prepared for informational purposes only and does not constitute legal advice. Please seek professional counsel before acting on this information.

NC Real Estate Commission’s property flood history disclosure rule started July 1st

Starting July 1st, North Carolina will require sellers to disclose detailed information about their properties' flood risk and history, allowing homebuyers to make more informed decisions. This rule change, finalized by the North Carolina Real Estate Commission, was prompted by a petition from several nonprofit groups seeking greater transparency in real estate transactions. Sellers will now need to provide information on past flood incidents, insurance claims, and existing flood insurance premiums. While the new requirements may affect property values, advocates argue that increased transparency will ultimately benefit the real estate market and improve market efficiency.

Source: PortCityDaily

Embracing Diversity and Inclusion: A Core Value at AMG

As we approach Juneteenth, I wanted to share with our AMG team the company’s commitment to diversity and inclusion. We believe strongly in these principles as they are integral to our mission to be a community management company of excellence. Here are some thoughts: 

The Moral Imperative

First and foremost, embracing diversity and inclusion is fundamentally the right thing to do. Every individual, regardless of their background, deserves to feel valued, respected, and included. By creating a workplace and communities where everyone can thrive, we uphold the principles of equity and justice, which are cornerstones of a fair and just society. Our dedication to these principles reflects our integrity and commitment to ethical practices.

Broader Perspectives and Richer Experiences

Incorporating diverse perspectives is crucial for our growth and success. When we bring together individuals with dissimilar experiences and viewpoints, we enrich our collective understanding and creativity. Different backgrounds lead to diverse ideas, which can inspire innovative solutions and approaches. This variety in thought processes and experiences allows us to tackle challenges more effectively and seize opportunities that might otherwise go unnoticed.

Enhanced Client Relationships

Our commitment to diversity and inclusion extends beyond our internal culture—it significantly impacts our relationships with clients. By reflecting the diversity of the communities we serve, we are better equipped to understand and address the unique needs and concerns of our clients. This broader understanding enables us to build stronger, more meaningful relationships and to offer services that truly resonate with our diverse clientele.

Expanding Our Reach

A diverse and inclusive company is inherently more attractive to a wider range of potential clients. By showcasing our commitment to these values, we signal to the market that we are a forward-thinking, socially responsible organization. This reputation helps us attract a broader group of clients who value diversity and inclusion as much as we do. Our inclusive practices open doors to new opportunities and markets, fueling our company's growth and sustainability.

Empathy and Advocacy

At AMG, we deeply empathize with individuals from diverse backgrounds who are integral parts of the communities we manage. We are committed not only to championing their rights but also to encouraging everyone within our sphere to do the same. By fostering a culture of empathy and advocacy, we ensure that every voice is heard and valued, creating inclusive communities where all members can thrive.

A Call to Action

I encourage each of you to embrace and champion diversity and inclusion in your daily work. Recognize and appreciate the unique perspectives your colleagues bring to the table. Actively seek out opportunities to learn from one another and to foster an environment where everyone feels empowered to contribute their best.

Together, we can continue to build a company that not only excels in its field but also serves as a beacon of diversity and inclusion. Thank you for your dedication to these values and for your unwavering commitment to our shared success.

 With appreciation,

Paul K. Mengert, CEO

Association Management Group, Inc.

Surge in HOA complaints fuels calls for regulation

Consumer complaints against South Carolina homeowner associations (HOAs) have quadrupled since 2018, with 365 verified complaints in 2023 primarily from Horry, Richland, and Charleston counties. The main issues involve enforcement of covenants, maintenance, and fee disputes, prompting calls for stronger regulation. S.C. Sen. Darrell Jackson and others are advocating for more robust oversight and reforms, especially to prevent HOA foreclosures over unpaid fines.

For full article: Surge in HOA complaints fuels calls for regulation. CharlestonCityPaper.com

NC Home Builders Association pushes building code reform, gives maximum donations to local officials

The North Carolina Home Builders Association (NCHBA) is lobbying heavily and donating to legislators to push Senate Bill 166, which aims to expedite regulatory processes and reform the Building Code Council. This bill has raised concerns about weakening safety standards and delaying energy efficiency updates. The NCHBA's significant political spending continues to influence various legislative initiatives, including easing development restrictions on historical sites.

For full article: NC Home Builders Association pushes building code reform, gives maximum donations to local officials. PortCityDaily.com

Aventura condo board president arrested for pepper-spraying senior in parking spot, police say

The president of an Aventura, Florida condominium board, Ohad Asus, was arrested for pepper-spraying a 65-year-old man who was helping his daughter move in, following a dispute over parking. Video evidence contradicted Asus's claim of self-defense, showing him approaching the man with pepper spray. Asus was charged with felony battery on a person 65 or over and released on a $10,000 bond.

For full article: Aventura condo board president arrested for pepper-spraying senior in parking spat, cops say. Local10.com

Recruiting, Engaging, and Motivating Community Volunteers: A Guide for HOA Leaders

Introduction

Volunteers are the backbone of any thriving homeowners association (HOA). They bring diverse skills, fresh perspectives, and a passion for enhancing community life. However, recruiting, engaging, and motivating these volunteers can be a challenge. This blog explores effective strategies HOA leaders can use to build a strong, motivated volunteer base, focusing on understanding their importance, recruiting effectively, engaging meaningfully, and keeping them motivated.

1. Understanding the Importance of Volunteers

Volunteers help drive community initiatives, foster a sense of belonging among residents, and significantly reduce operational costs. Recognizing their value is the first step in effectively recruiting and engaging them. For instance, a community landscape project led by volunteers not only beautifies the neighborhood but also creates a space for residents to connect and collaborate. Additionally, volunteers often gain personal satisfaction and a sense of purpose from their contributions, enhancing their own well-being and commitment to the community.

2. Recruiting Volunteers

Identify Needs:

- Clearly define the roles and tasks that need volunteers. Whether it's organizing events, maintaining community spaces, or serving on committees, having a clear list of needs will make recruitment more targeted. For example, specifying that you need a volunteer with event planning experience for the annual community fair can attract the right individuals.

Communicate Clearly:

- Use various channels to reach out to potential volunteers. This can include community newsletters, emails, social media, and bulletin boards. Clearly outline the responsibilities, time commitments, and benefits of each role. Consider creating a volunteer recruitment video to share on social media platforms, showcasing the impact of volunteer work in the community.

Host Informational Meetings:

- Organize meet-and-greet sessions where residents can learn about volunteer opportunities. These meetings provide a platform for HOA leaders to directly communicate the importance of volunteer work and answer any questions. Sharing success stories from current volunteers during these sessions can be very motivating.

Personal Invitations:

- Sometimes, a personal touch can make all the difference. Reach out to residents individually, especially those who have shown interest in the past or have relevant skills. Personalized emails or phone calls can significantly increase engagement.

3. Engaging Volunteers

Provide Training and Support:

 - Ensure volunteers have the necessary training and resources to perform their roles effectively. Offer orientation sessions and provide ongoing support. For instance, a gardening workshop for volunteers involved in community landscaping can enhance their skills and confidence.

Create a Welcoming Environment:

- Foster a culture of inclusivity and appreciation. Make new volunteers feel welcomed and valued from the start. Host a welcome event or a potluck where new volunteers can meet seasoned ones and feel part of the community.

Encourage Collaboration:

 - Promote teamwork by organizing group projects and events. Collaboration helps volunteers feel connected to the community and to each other. For example, organizing a cleanup day for a local park can foster teamwork and camaraderie.

Solicit Feedback:

- Regularly ask for volunteers’ input on how the HOA can improve its processes and projects. This engagement shows that their opinions matter and can lead to meaningful improvements. Use surveys or suggestion boxes to gather feedback and discuss it in volunteer meetings.

4. Motivating Volunteers

Recognition and Appreciation:

 - Regularly acknowledge volunteers’ contributions. This can be through public recognition at meetings, in newsletters, or on social media. Consider organizing appreciation events or awards ceremonies. For example, an annual volunteer appreciation dinner can be a great way to show gratitude.

Provide Opportunities for Growth:

- Allow volunteers to take on new and more significant responsibilities. This not only helps them grow personally and professionally but also keeps them motivated and engaged. Offer leadership training programs or workshops to help them develop new skills.

Offer Incentives:

- While many volunteers are motivated by the desire to help, small incentives can be a nice touch. This could include gift cards, community event tickets, or discounts on community services. For example, providing free entry to a community pool or gym can be a great perk.

Foster a Sense of Ownership:

- Encourage volunteers to take ownership of their projects. When volunteers feel a sense of responsibility and pride in their work, their motivation and commitment increase. Highlight successful projects led by volunteers in newsletters or at community meetings.

Conclusion

Recruiting, engaging, and motivating volunteers is essential for the success and vitality of any HOA. By understanding the needs of your community, communicating effectively, and creating a supportive environment, HOA leaders can build a strong, dedicated team of volunteers. As we continue to navigate the complexities of community management, we value the partnership we have with each of you. Recognizing and nurturing their contributions will lead to a more vibrant and cohesive community. Remember, volunteers are not just helping the community—they are an integral part of it. Together, we can ensure the continued success and well-being of your association. Should you have any questions or require further assistance, please do not hesitate to reach out.

Written by: Paul Mengert, PCAM - Professional Speaker, Author, Podcast Host, and Industry Leader

_________________

Paul K. Mengert brings four decades of experience in community leadership to his audiences, sharing hard-earned knowledge gained from creating and running a nationally accredited association management organization. His vast experience as chair of a major international airport, CAI State Chapter president, state chair of the Community Associations Institute’s Legislative Action Committee, and co-founder of two banks gives him a unique perspective on leadership and success.

Mengert is a sought-after speaker in diverse industries, including housing, construction, consumer services, transportation, aviation, banking, and manufacturing. In addition to speaking at conferences, meetings, and law and business schools across the country, Mengert, an alumnus of Harvard Business School, also serves as a facilitator in the Harvard Business School’s Alumni Program at the McColl School of Business at Queens University.

Managing Four Common Types of Conflict in HOA and Condo Communities

Conflict within HOA and condo management teams is inevitable and can arise in four primary forms. Anyone who has worked with community associations knows that conflicting opinions are common. For example, I recall a well-intentioned board passionately arguing over the selection of paint colors. Since everyone’s goal was to increase property values, all members agreed on picking a group of realtors experienced in understanding what sold best in the community to select new colors. As it turned out, nobody got the paint colors they wanted, but they met the goal they set out to accomplish.

It’s important to note that resolving conflicts may not always fall within the manager's responsibilities, and overstepping these boundaries can be ill-advised. However, here’s a look at four types of conflict and strategies for addressing them, if appropriate.

1. Individual Issues  

This occurs when one team member is difficult, disengaged, overly critical, or generally causes tension within the team. To address this, avoid scapegoating or ganging up on the individual. Instead, ask sincere questions to understand their perspective and build empathy.

 Example: A board member who consistently opposes decisions may feel unheard. By engaging in a one-on-one conversation, you or other board members might uncover underlying concerns that can be addressed.

2. Interpersonal Clashes

This type of conflict happens when tension or animosity between two individuals impacts the entire team. In such cases, mediation can be effective. An internal mediator, such as an experienced community leader who has the mutual respect of other members, often meets with each individual separately, then together, to allow them to express their feelings and work towards a resolution. A mediator does not necessarily have to be a specialist.

 Example: Two board members with differing opinions on a budget line item might resolve the issue by consulting an expert on that line item.

3. Factional Disputes  

Factional disputes arise when two factions within the team are at odds, each with different goals or projects. To manage this, consider bringing in an external mediator to challenge the group's thinking and present compromises or alternative solutions. Many attorneys also provide mediation services, which can be helpful if a formal mediator is needed. This should not be thought of s litigious; it should be seen as a way of bringing people together. Certified mediators often have specialized training in this skill.

 Example: When two committees have conflicting visions for community improvements, an external mediator can help balance their perspectives.

4. Group-Wide Disagreement 

Group-wide disagreement occurs when everyone is in conflict, often due to poor overall team performance. To resolve this, go back to basics by assessing and reemphasizing the team’s overall goals, vision, and identity. In many cases, without getting involved in the role of mediator, a manager can remind board members of the association's goals. If the goals are not clear, the manager can lead a session helping board members clarify their goals and objectives.

 Example: If general dissatisfaction arises over a series of failed initiatives, reassessing the team's mission and aligning efforts can help restore harmony.

Effective conflict resolution is crucial for maintaining a harmonious and productive environment in HOA and condominium communities. When conflicts are managed well, it leads to higher satisfaction among board members and residents, fostering a community that thrives on cooperation and mutual respect. Developing and refining conflict resolution skills can greatly enhance the manager's ability to navigate and mitigate disputes, ensuring the long-term success and well-being of the community. I vividly recall my Harvard Business School Negotiation Professor emphasizing the importance of understanding interests, fostering open communication, and seeking collaborative solutions.

Reflect on your conflict resolution strategies and consider seeking further training if needed. Here is a good place to start: New Conflict Management Skills: Understand How to Resolve “Hot Conflicts”.

Boca Raton HOA Sued Over Electric Scooter Accident


Robert Clarfield is suing the Villas of Boca Barwood Homeowners Association, alleging that their poorly maintained parking lot caused him to crash his electric scooter on December 9, 2023. Clarfield claims that he sustained significant permanent injuries due to hitting an uneven pavement and pothole while lawfully operating his scooter in the parking lot area surrounding 8904 SW 22nd Street, Boca Raton.

Read the full story here: BocaNewsNow.com

Verify: Can HOA boards skip meetings and elections?


The North Carolina Planned Community Act mandates HOAs to hold an annual meeting, but elections for directors aren't required every year. Homeowners can seek elections if it's an election year by writing to the board or, as a last resort, hiring an attorney to sue the board. Reviewing bylaws and organizing a special meeting with the support of 10% to 20% of owners is also an option.

For Full Article Click Here.

Enhancing Strategic Inquiry: Essential Questions for Community Association Decision-Making

Navigating the complexities of a community association often demands astute questioning to steer strategic initiatives effectively. Here are five categories of inquiries tailored to community association contexts:

1. Exploratory: What's the Current State of the Community? As stewards of the neighborhood, community association boards must begin by elucidating their objectives, probing into what they seek to achieve and the insights required to accomplish these goals effectively.

2. Hypothetical: What Future Scenarios Could Impact the Community? Community association boards must contemplate various scenarios, considering potential shifts in regulations, demographics, or environmental factors to devise resilient strategies that anticipate and adapt to change.

3. Actionable: What Resources are Available to Implement Changes? Assessing the availability of funds, manpower, and expertise enables community association boards to chart a pragmatic course of action that aligns with community needs and expectations.

4. Reflective: How Do Our Decisions Shape Community Dynamics? By delving beneath the surface, community association boards can uncover the deeper implications of their choices, fostering a deeper understanding of community dynamics and ensuring decisions resonate positively with residents.

5. Intuitive: What Concerns or Aspirations Remain Unspoken Among Residents? Community association boards must also consider the unspoken sentiments and aspirations within the community, addressing underlying tensions or unmet needs to foster trust and unity among residents.

By leveraging these strategic inquiries, community association boards can navigate challenges with foresight and precision, fostering vibrant and harmonious communities that thrive in an ever-changing landscape.

Paul K. Mengert. CEO

Association Management Group, Inc.

Paul K. Mengert of AMG Receives Prestigious Award for Advocacy in Community Associations

The Community Associations Institute (CAI) has recognized Paul K. Mengert, CEO of Association Management Group (AMG), with the esteemed 2024 Award of Excellence in Government and Public Affairs. This honor celebrates Mengert's remarkable dedication to advancing legislative priorities that benefit community associations and their residents.

Dawn Bauman, Senior Vice President of Government and Public Affairs at CAI, commended Mengert's exceptional leadership and grassroots engagement within the community association industry. "Paul Mengert's dedication to advocacy and grassroots engagement has set him apart as a leader within the community association industry," Bauman remarked.

Mengert's collaborative approach and commitment to empowering community-elected boards of volunteers have been instrumental in driving positive change. "It is really impossible for Raleigh, Columbia, or Washington legislators to independently know what’s best for the thousands of North and South Carolina communities that have very different wants, needs, and desires," Mengert emphasized.

US Representative Kathy Manning, NC 6th District, praised Mengert's tireless advocacy, stating, "Paul has been a tireless advocate for community associations and their members. We are so fortunate to have such a dedicated and talented member of our community devoted to making lives better."

SC House District 96 Representative Ryan McCabe echoed Manning's sentiments, highlighting Mengert's expertise and balanced perspective on community association issues. "I know that I can always rely on him for a balanced perspective and expertise," McCabe affirmed.

NC State Senator Todd Johnson emphasized Mengert's deep understanding of community associations and its multifaceted issues. "Paul’s deep understanding of community associations has helped us to better understand the multifaceted issues surrounding community associations," Johnson remarked.

In response to receiving the award, Mengert emphasized the importance of collective action in effecting meaningful change. "This recognition underscores the significance of collaborative advocacy efforts in safeguarding the interests of community associations and their residents," Mengert stated. "By working together, we can continue to advance policies that promote the well-being of our communities and uphold the principles of effective governance."

For more information about the Community Associations Institute and its initiatives, please visit CAIonline.org or caionline.org/Advocacy/PublicPolicies/Pages/default.aspx.

For more information about the Association Management Group, Inc., and its services, please visit amgworld.com.

Grilling 101: 12 Tips for Safe Summer Fun

Nothing embodies summer quite like the aroma of food sizzling on a grill to mouthwatering perfection. However, alongside this seasonal delight comes the risk of grill-related incidents. According to the National Fire Protection Association (NFPA), July marks the peak month for grill fires in the United States, closely followed by June, May, and August. These incidents result in approximately 10,600 home fires annually, causing an average of $149 million in property damage each year. From 2014 to 2018, nearly 20,000 people visited the ER annually due to grill-related injuries, with almost half of them suffering from contact burns. Hence, it's imperative to approach grilling with caution and respect, regardless of the size or type of grill being used.

Here are some essential tips to ensure that your grilling experience is not only delicious but also safe:

 General Tips:

  1. Maintain a Clean Grill: Before firing up the grill, ensure that the grates and trays are free from grease buildup.

  2. Outdoor Use Only: Grills should not be utilized in close proximity to buildings or flammable structures. It is advisable to consult your local authorities for precise regulations applicable in your area. However, as a general guideline, it is recommended that grills be situated at least 10 feet away from buildings or structures.

  3. Ensure Stability: Place your grill on a flat surface to prevent tipping over during cooking.

  4. Establish Boundaries: Keep children and pets at least three feet away from the grill to avoid accidents.

  5. Dress Appropriately: Avoid wearing loose clothing or accessories that may come into contact with flames.

  6. Use Protective Gear: Invest in grilling gloves and tools designed to protect against fire and high temperatures.

  7. Be Prepared: Have fire extinguishing equipment, such as baking soda for grease fires, readily available.

  8. Comply with Regulations: Ensure that your grill complies with the rules set by your community association and municipality.

 

Gas Grills:

  1. Check for Leaks: Annually inspect gas grills for leaks by applying a solution of soapy water to the hose. Bubbling indicates a leak, requiring immediate professional attention.

  2. Safe Ignition: Always open the gas grill lid before igniting it to prevent the buildup of gas.

  3. Relighting Safety: If the flame on a gas grill goes out, wait for at least five minutes before attempting to relight it.

 

Charcoal Grills:

  1. Use Chimney Starters: Consider using charcoal chimney starters, whether they rely on newspaper or electricity, for safe and efficient ignition.

  2. Safe Starter Fluid Usage: When using liquid lighter fluid, apply only charcoal starter fluid. Never squirt fluid directly onto a lit fire, and keep all containers of lighter fluids away from the grill when in use.

 By following these guidelines, you can ensure that your grilling experience remains a highlight of your summer festivities without any unwanted surprises. Remember, safety always comes first!

How An HOA Can Help Increase Property Value

HOAs often have guidelines that maintain a certain aesthetic for the neighborhood. This can translate to a well-maintained community that attracts buyers, potentially boosting your home's value down the line.

Here are a few ways an HOA management company can help increase property values in a neighborhood.

1. An HOA management company keeps the entrance and common areas of a community well-manicured and maintained with attractive landscaping. Curb appeal is very important. HOAs maintain a consistent look throughout the neighborhood, ensuring everyone's property stays attractive. An HOA management company will hire a company to take care of landscaping. The landscaper will take care of routine mowing, weeding, and mulching. Community or entrance flower beds will have fresh flowers or foliage depending on the season. The community will always have an attractive appearance for visitors and home shoppers. This creates a desirable aesthetic that appeals to potential buyers.

2. An HOA management company is responsible for well-maintained common buildings, lighting, and equipment. The HOA should ensure the common building is clean, functional, and presentable. This might involve management of services like trash removal, pest control, electrical, hardware, plumbing, and general maintenance.. Whether a community has a clubhouse or other common buildings, the buildings should be maintained for safety and use by the residents.

3. Amenities Management. An HOA management company will be responsible for maintaining all amenities within the community. This involves ensuring the cleanliness, safety, and functionality of common areas like pools, gyms, playgrounds, and clubhouses, hot tubs, basketball courts, tennis courts, and pickleball courts, and common picnic areas. Residents enjoy well-maintained leisure spaces. Residents pay their HOA fees for enjoyment of amenities, and they expect fees to see their money working in the community. The board determines how much to allocate towards amenity maintenance, repairs, and potential upgrades based on the budget.

4. Community Standards. The HOA management is responsible for enforcing community guidelines according to the governing documents of the community, such as the Covenants, Conditions, and Restrictions (CC&Rs). Each homeowner is responsible to read the community guidelines and abide by the standards and keep members in compliance.

All these responsibilities of the HOA manager will keep the community safe and beautiful for the enjoyment of the people who live there. Proper management keeps the community desirable and property values stable.

Should Homeowners Associations Pay Attention to The Corporate Transparency Act? Yes!

In a noteworthy development, homeowners associations are now obligated to comply with reporting regulations outlined in the Corporate Transparency Act. Individuals with significant control or substantial ownership in the company must submit their initial beneficial ownership information reports by January 1, 2025.

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To read the correspondence between Paul Mengert and Senator Budd concerning the Corporate Transparency Act, please check out AMG CEO’s Emails To and From Senator Ted Budd About the Corporate Transparency Act.

AMG CEO's Emails To and From Senator Ted Budd About the Corporate Transparency Act

Dear Senator Budd, 

 I am writing to you regarding the Corporate Transparency Act (CTA) and the unintended impact  on the 350,000 homeowners associations, condo associations, and housing coops in the U.S. 

I am asking as a constituent that you SUPPORT H.R. 5119 – Protect Small Business and Prevent Illicit Financial Activity Act, which passed the House on 12/12/23. Over 80 Senators and Representatives sent a letter to FINCEN urging a 1-year delay of all CTA reporting requirements; I need you to help protect constituents like me from federal regulations which shouldn’t be applied to us. 

Community associations (HOAs, condo associations, and housing coops) are usually organized in states as non-profit corporations. They usually do not have a non-profit tax determination by the IRS, but they do file taxes as a non-profit corporation using the 1120-H U.S. Income Tax Return for Homeowners Associations.     

The intent of the Anti-Money Laundering and Corporate Transparency Act was to help detect and report suspicious activity including the predicate offenses to money laundering and terrorist finance, to facilitate tracking money that has been sourced through criminal or terrorist activity to safeguard the national security and the financial system of the U.S.    

It seems clear this Act was not intended to apply to volunteer-driven nonprofit corporations that are locally based with the sole purpose of providing municipal-like services to residents.

As your constituent, I am very concerned about the following: 

  1. A volunteer board of directors’ compliance with the Beneficial Ownership Information (BOI).  

  2. Filing personal information that will be accessible to many institutions and organizations of volunteers.  

  3. The extreme civil and criminal penalties for non-compliance.  

Community associations will have to hire professionals to ensure CTA compliance, which will lead to higher living costs. Volunteers will decline service on their boards of directors due to the exposure to liability. Please help your constituents by supporting H.R. 5119 in the Senate.

Sincerely,

Paul K. Mengert, CEO ASSOCIATION MANAGEMENT GROUP


Dear Mr. Mengert,

Thank you for contacting me about new reporting requirements under the Corporate Transparency Act. It is an honor to represent the people of North Carolina and I appreciate the opportunity to hear from you on this issue.

As you know, the Corporate Transparency Act (CTA) requires corporations, limited liability companies, and other entities registered to do business in the United States to regularly report information about their beneficial owners to the Financial Crimes Enforcement Network (FinCEN). While this provision was intended to target shell companies engaged in illicit financial transactions, the law requires most companies with 20 or fewer employees and less than $5 million in revenue to make this disclosure. This dramatically increases the compliance burden on nearly every small business in America, and places steep penalties on any business that fails to report.

Over the past several months I have heard from many North Carolina small businesses who were unaware of this change in the law, and a study from the National Federation of Independent Business found that 90% of respondents were entirely unfamiliar with these new requirements.

Given this lack of awareness, on December 18, 2023 I joined a bipartisan, bicameral letter to the Department of Treasury and FinCEN requesting that implementation of this provision be delayed beyond the initial January 1, 2024 start date. Legitimate small businesses should not be caught in the crossfire between regulators and illicit actors, and both Treasury and FinCEN must work harder to educate small businesses before implementing this new regulation.

If you are interested in learning more about what is going on in Congress and my work in Washington D.C. for North Carolinians, you may visit my website at budd.senate.gov. If you need assistance with issues related to Social Security, Medicare, veteran benefits, visas, or other items involving a federal agency, you may call my office at 202-224-3154.

 Sincerely,
                                                                  
Ted Budd
United States Senator

Budget Ratification: Understanding the Ghost of Budgets PAST When Preparing for the Future

Annually, community associations tackle the responsibility of crafting a budget for the upcoming year, mandated by the North Carolina Planned Community Act and the North Carolina Condominium Act. Boards of Directors are required to formulate, adopt, and present the proposed annual budget to the membership for ratification. This article outlines the distinctions between community associations and a step-by-step process for budget ratification.

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