By Heidi Scanlan
Most HOA boards don’t run out of ideas they run into too many of them. Meeting agendas get packed, budgets keep carrying old “zombie” line items, and discussions circle around without much getting finished. The fix isn’t more meetings, it’s a simple system that takes a community’s wish list and turns it into a funded, 90-day action plan.
Here’s a 5-step framework any HOA can use, with tips on using common HOA specific industry software to make it practical in conjunction with your Community Management Team.
1) One Door for New Ideas
Owners, committees, and vendors all have ideas. Without a single way to collect them, the loudest voice wins.
How to fix it:
- Use one intake form (through your portal or email).
- Ask for the basics: problem, location, risk, estimated cost, funding source, timing, photos.
- Close submissions two weeks before quarterly planning.
- Safety / Legal requirements
- Protecting property value (reserve study)
- Reducing risk (insurance, liability)
- Financial impact (savings or revenue)
- Owner experience (comfort, appearance)
- Alignment with board goals
- Readiness (clear scope, vendors available, right season)
How it works:
- Each quarter, pick 5–10 realistic projects.
- Assign an owner, budget, milestones, and a clear “done” definition.
- Month 1 = prepare; Month 2 = execute; Month 3 = close out and report.
- Monthly meetings focus only on sprint projects and emergencies. Everything else waits its turn.
Steps:
- Pick 4–6 annual goals (ex: roof protection, life safety, insurance stability).
- Tag each budget line with one of these goals.
- Share a one-page summary showing how much money goes to each goal and which projects are included.
“38% of our operating funds and 62% of our reserves are funding roof and safety projects A, B, and C.”
- Sprint dashboard: list of projects, owners, budgets, and statuses.
- Budget summary: chart showing dollars by goal.
- Risk list: top 5 “if we don’t fix this, here’s what happens” issues.
- No activity in a year? If yes, retire it.
Why it works: Everyone gets equal access, and the board sees better, more complete requests.
2) Rank Requests with Clear Criteria
Debates shrink when everyone agrees on how to judge projects.
Score each request on things like:
Top-scoring projects go into the next 90-day work cycle.
3) Work in 90-Day “Sprints”
Annual budgets set a big picture. Real progress happens in quarters.
4) Tie the Budget to Real Goals
A budget shouldn’t just be a list of expenses, it should show what the community is trying to achieve.
Now when an owner asks, “Where’s my money going?” you can say:
5) Report What Matters, Drop the Rest
Skip long reports. Use three simple tools:
Zombie test for line items:
Saying “no” without burning bridges is possible when the process is framed as fair and consistent. For example, if a project scores below the quarterly cut-off, it isn’t rejected outright—it stays in the backlog for review at the next cycle. If an item lacks an owner, scope, or clear goal, it can be closed with the option to resubmit if circumstances change. This way, the decision feels process-driven, not personal.
To make sure good ideas aren’t lost, “nice-to-haves” can be placed in a parking lot. These items are reviewed quarterly rather than monthly, creating space for higher-priority work. If an idea sits untouched for a year, it is automatically retired unless re-submitted. This keeps the list fresh while preserving opportunities for future consideration.
At its core, the HOA budget is the community’s financial plan. It balances day-to-day operation such as landscaping, utilities, insurance, and management with reserves set aside for long-term repairs like roofs, siding, or elevators. Best practices include taking a conservative approach to expect cost surprises, aligning the one-year budget with three- and five-year plans, gathering owner input through short surveys, and staying compliant with governing documents and state law.
Strong governance requires clear guardrails. Boards must act in the best interest of the entire community, ensuring that financials and approved budgets are shared on time. Major budget decisions must be approved by the whole board, not by individual directors acting alone.
With this approach, several positive changes take place. Owners gain clarity on where their money goes, projects move forward within 90 days instead of lingering for years, and every idea is reviewed under the same criteria. The community also becomes more resilient, with the ability to address emergencies without chaos. Ultimately, budgets stop being seen as spreadsheets and instead become the community’s roadmap. Every dollar tells a story, and this method ensures it moves from wish list to visible results.
Awaiting bio & headshot: By Heidi Scanlan for Common Interest (CAI-RMC)
