Blog
By Leslie M. Ashford, CMCA®, AMS®, RealManage
Holding vendors accountable while preserving productive, long-term relationships is one of the most valuable—and often underestimated—skills an association leader can cultivate. The goal isn’t conflict. It’s consistency, clarity, and collaboration.
Yet even the strongest partnerships experience moments of imbalance. When a vendor’s work is in question, managers may feel tension between maintaining the relationship and fulfilling their responsibility to the Association. After all, homeowners rely on managers to vet vendors carefully, ensure quality, and safeguard association funds. A disruption to that balance creates pressure, especially when standards are not being met. So how can a manager maintain accountability without damaging critical partnerships? The truth is: the process starts long before a contract is signed.
Building Vendor Relationships That Encourage Accountability
We are all more accountable to people we know, respect, and trust. Successful vendor management begins with longstanding partnerships built on honesty, shared expectations, and mutual investment in doing good work.
Building a reliable vendor partnership means prioritizing not only vendors who perform consistently, but those who take ownership when mistakes happen. In a strong partnership, accountability conversations become easier—not because issues disappear, but because trust already exists. A single misstep shouldn’t feel like a burned bridge; it becomes a straightforward conversation between partners.
Is It Possible to Avoid Accountability Conversations?
Short answer: no—and that’s okay. Vendors, like managers, board members, and homeowners, are human. Mistakes happen. Accountability shouldn’t be treated as punishment; it’s simply the process of acknowledging outcomes and determining how to move forward.
When a misalignment occurs, the goal isn’t blame—it’s resolution.
Here are steps that help managers navigate accountability while preserving vital relationships with both vendors and clients.
Address Issues Promptly and Factually
When performance slips, timing matters. Address concerns early—before frustration grows and assumptions take root. Engage as soon as an issue appears. Identify exactly what didn’t meet expectations. Then focus on measurable outcomes, not emotion.
For example, instead of saying: “Your team dropped the ball.”; try: “The crew missed the scheduled window. Can we walk through what happened?” It is professional, clear, and solutionoriented.
Invite Their Perspective
Respect strengthens relationships. When you ask questions—and truly listen—you make accountability a shared process. Try asking:
Vendors often reveal operational constraints managers can help mitigate. When they feel heard, they’re more invested in corrective action.
Collaborate on a Solution and Document Everything
Accountability is most effective when everyone shares ownership of the plan. A strong corrective plan should include specific next steps, clear deadlines, and an understanding of who is responsible for each task included in the plan. Then keep careful documentation. Remember, documentation isn’t punitive, it’s protective. It creates transparency, avoids misunderstandings, and offers a shared reference point. Document and maintain records of performance concerns even if they may not ultimately be needed.
Reinforce Wins and Improvements
Positive reinforcement is required -and strategic. Try responses like, “Thank you for resolving the drainage issue quickly.” or, “The board noticed the improvement in communication.” Celebrating improvements helps preserve goodwill, especially after difficult conversations.
Know When to Escalate—Professionally
If repeated issues persist despite reasonable collaboration, an issue may need to be escalated. However, even in escalation, a manager can preserve professionalism, dignity, and future working possibilities. Reference contractual obligations and set firm deadlines instead of placing general blame. Keep the tone factual, neutral, and professional. If termination becomes necessary, maintain your neutral tone so the parties and move forward. If there are lingering legal or payment questions, it is even more important to stick to the facts.
Remember, a stitch in time saves nine.
While corrective steps help when issues arise, the strongest partnerships begin long before a performance concern appears. Set clear expectations from the start of each project so that expectations are unambiguous. Establish clarity early by defining the scope and deliverables in writing. Create timelines and communication expectations and agree on escalation procedures Confirm that everyone involved has the same definition of what success looks like. A comprehensive RFP that is approved by the Association and provided to the vendor will reduce the chances of misalignment later in the project. Ensuring that initial estimates and contract match the RFP and the Board’s expectations creates an environment for success by clearly delineating the gap between the expectation and the performance. That gap represents the potential for error, so the larger the gap, the more likely an issue will arise that requires an accountability conversation.
Communicate Early and Often
Silence strains relationships while communication strengthens them.
Consistent communication includes:
When vendors understand why something is important, they respond more effectively.
Maintain a LongView Mindset
The vendor community is small, especially in association management. The relationships you nurture today often become the partnerships that save the day later when an emergency, largescale project or timesensitive need comes up. A Community Association Manager’s reputation for fairness and professionalism becomes a powerful asset—benefiting vendors, communities, your company – and you!
Leslie M. Ashford, CMCA®, AMS®, is the RealManage Vice President of Northern Colorado where she leads community operations and supports associations across the region. She has extensive experience in community leadership. RealManage values vendor partnerships as a critical element of successful community management.
By Micheal Sheehan, Kindry Construction
In an HOA community, preventative maintenance is more than repairing what is broken. It is the intentional effort to protect roofs, siding, pavement, drainage systems, and shared infrastructure before small issues become major liabilities. It is long-term asset protection. It is financial stewardship. It is risk management.
And like any long-term effort, it requires a team.
In community management and construction, accountability isn’t optional - it’s foundational. Community managers answer to Boards and homeowners. Contractors answer to everyone involved - their crews, vendors, the community manager, the Board, the homeowners, and the commitments they make.
The question isn’t whether contractors should be held accountable.
The real question is - how accountability can strengthen a relationship instead of straining it.
If you hire a strong, professional contractor, accountability is not something you have to enforce. It is something they practice. Good contractors hold themselves accountable because their reputation, their teams, and their future work depend on it.
Accountability Is a Team Sport
When Team USA Hockey wins a gold medal, it isn’t because one player avoided mistakes. It’s because every player understands their role and owns it. Defense takes responsibility for breakdowns. Forwards backcheck. Goalies own missed saves. Coaches adjust strategy. No one deflects blame. Everyone recognizes the part they play in the outcome.
That mindset wins championships.
Preventative maintenance projects in HOA communities operate the same way.
Roof replacements, siding projects, and major capital improvements are not contractor projects or manager projects. They are coordinated team efforts. The Board defines expectations and goals. The manager facilitates communication and alignment within the community. The contractor develops the execution strategy, sequencing, and on-site leadership required to deliver the outcome. Residents support the process through cooperation and compliance.
When each role is clearly defined and respected, the project moves forward as a unified effort.
When one part of the team disconnects, the entire project feels it.
Extreme Ownership and Professionalism
Accountability requires extreme ownership - recognizing the part you play, owning mistakes when they occur, and correcting them without defensiveness.
For contractors, that means communicating schedules clearly, raising risks early, providing solutions instead of excuses, and taking responsibility when issues arise.
For community managers, it means communicating Board expectations clearly, sending timely homeowner notifications, raising concerns professionally, and providing prompt decisions and approvals.
Most professionals do not expect perfection. What they expect is professionalism.
Financial alignment is part of that professionalism. Before crews mobilize and materials are ordered, there must be clarity around funding, payment timelines, and how unforeseen conditions will be handled.
Open financial conversations are not about distrust — they are about responsible planning. When financial expectations are clear, accountability becomes predictable rather than contentious.
The Referee’s Perspective
As a Division I hockey referee, I see accountability from another angle.
On the ice, referees are responsible for enforcing the rules and maintaining flow. When a penalty is called, the objective is not punishment for its own sake. It is restoring balance so the game can continue fairly and safely. The best teams do not argue every call. They adjust. They refocus. They play the next shift.
Community projects are no different.
When a delay occurs, when communication breaks down, or when an unforeseen condition surfaces, the goal is not to assign blame. It is to restore alignment and keep the project moving forward.
Communication Is the Playbook
Preventative maintenance projects involve heavy machinery, homeowner coordination, scheduling, safety planning, and long-term reserve strategy. There are dozens of moving parts at any given time.
Clear scopes before bidding. Transparent Board interviews. Defined timelines after award. Established communication plans. Identified decision-makers and backup contacts.
These are not administrative formalities.
They are the playbook.
When everyone understands their role and communicates consistently, accountability becomes natural rather than confrontational.
The Mindset That Wins
The strongest contractor–manager relationships are not those without challenges. They are the ones where both sides recognize their responsibilities, communicate early, and own their part when issues arise.
Championship teams don’t succeed because they avoid mistakes. They succeed because they respond to them together.
When contractors, community managers, and Boards approach preventative maintenance with that mindset — aligned, accountable, and solution-focused — communities don’t just maintain their assets.
They build championship-caliber communities that thrive over time.
About the Author:
Michael Sheehan is the Director of Business Development for Kindry Construction, where he works with community associations and managers to plan and execute capital improvement and building restoration projects throughout Colorado. He is an active CAI member focused on building collaborative partnerships that protect both the physical assets of communities and the relationships that sustain them.
Oftentimes, the primary focus of a community manager and HOA board is solving the dilemma of deferred maintenance. Once an association falls into that cycle, it can become all-consuming and extremely difficult to reverse.
Not all communities, however, are fighting that battle. Many associations are financially stable and maintain safe, well-functioning facilities, at least for now. But even the most neglected properties were once considered stable. Deferred maintenance rarely happens overnight. It develops gradually, often through small compromises and delayed decisions.
Rather than learning how to climb out of the deferred maintenance trap, healthy communities should be focused on never falling into it in the first place.
So, what should an association be doing to ensure its longevity?
In theory, the what is relatively straightforward. A forward-looking association should (for example):
The harder question is the how. How does a volunteer board and management team consistently practice future-proofing in reality?
Below are five strategies that can help position an HOA for long-term success.
1. Develop a Shared Vision
Perhaps the most abstract, yet most impactful, strategy is developing a community vision. An association that fosters long-term thinking will outperform one that simply reacts. While every community is different, common tactics to foster long-term thinking include dedicated board members serving staggered terms, alignment between the board and management team, and the ability to articulate how short-term actions support long-term goals.
Equally important is homeowner engagement. This may include consistent board meetings, semiannual updates summarizing completed projects, or financial outlook reports. When owners understand the direction of the community, resistance decreases and participation improves.
Vision creates continuity. Without it, decisions become reactive instead of strategic.
2. Investigate, Document, and Avoid Surprises
Management teams should have a working knowledge of the property’s physical characteristics and the performance of its major systems.
Too often, associations fall behind because they lack visibility.
“We didn’t know the boiler was failing.”
“We did not anticipate the need to replace the parking lot this soon.”
These statements usually reflect a breakdown in investigation and/or documentation.
A Reserve Study is an essential starting point, but it should not be the only tool. Strategic inspections by qualified professionals provide clarity about the condition and remaining useful life of major components. When boards make decisions based on data rather than assumptions, the risk of sudden financial strain decreases significantly.
Surprises are expensive. Proactive planning is not.
3. Protect the Reserve Fund
An association’s reserve account functions as its long-term savings. Even with that separation from operations, it can become tempting to use reserves to offset operating shortfalls. That is one of the fastest ways to erode financial stability.
Instead of allowing recurring deficits, boards should adjust operating budgets as needed to preserve reserve contributions. Healthy reserves reduce the likelihood of unplanned special assessments and while improving owner’s confidence and property value.
Many associations elect to maintain an additional long-term contingency or asset account beyond their standard reserve fund. These funds are often held in interest-bearing, cash-equivalent investments such as certificates of deposit or money market accounts. Tools such as CDARS allow associations to maintain FDIC coverage on larger balances.
Boards that treat reserves as protected capital rather than accessible cash are far better positioned to avoid deferred maintenance in the future.
4. Communicate the Value to Owners
Even in well-maintained communities, owners will question modest increases in annual assessments.
“Everything looks fine. Why do we need to increase the budget?”
“I don’t see anything that needs repair. What is the increase going toward?”
That reaction is understandable. To the average resident, it can feel counterintuitive. If the property is in good condition, why invest more? The reality is that the property is well kept because the board has continually invested in it.
Boards and managers must make the value of preventative maintenance visible. Regular project updates, clear reserve summaries, and an annual “State of the HOA” help owners understand that stability does not happen by accident. It is the result of deliberate planning and ongoing funding.
When owners see the direct connection between responsible budgeting and long-term property value, resistance tends to decrease. Communication builds trust, and trust sustains financial health.
5. Do Not Become Complacent
Preventative maintenance and financial discipline require consistent effort. The temptation to delay a repair, skip a dues increase, or defer a small defect will always exist. Minor issues often become major expenses when ignored.
Strong boards remain disciplined even when the property appears stable. One practical approach is to schedule quarterly reviews that evaluate whether daily decisions align with long-term objectives. This simple exercise keeps leadership accountable and reinforces the community’s broader vision.
Future-proofing is not a single decision, rather it is an ongoing commitment.
Closing Thoughts
HOA management is dynamic. Each week brings competing priorities, operational demands, and financial considerations. Successfully balancing those responsibilities while preserving long-term stability is no small task.
Experience consistently shows that it is easier to maintain stability than to recover from decline. Associations that invest in preventative maintenance, protect reserves, communicate clearly, and remain disciplined are far less likely to face the financial and operational strain of deferred maintenance.
For boards and managers serving healthy communities today, the path forward is clear. The goal is not simply to fix today’s problems. It is to ensure tomorrow’s stability.
By Peter Isakovic, Ajax Lofts
Managing a community’s construction needs is no small task. Large projects are daunting and typically fall outside the realm of most board members’ experience, skill sets, and bandwidth. HOA boards rely on their community manager to recommend “preferred” vendors that the management company has worked with before as they can bring credibility, needed expertise, and a long list of references. Most importantly to homeowners, preferred vendors can often provide their client network more competitive pricing than other “outside” vendors may charge. Boards often assume that their management company’s preferred vendor delivers the best cost and quality, but is that always the case? The short answer is no. The long answer starts with some backstory.
Our board first started battling preferred vendors when we suspected our long-time HVAC company wasn’t treating us right. While they had been a staple at our property for years and handled the majority of our previous management company’s portfolio of properties, their invoices seemed to be sharply increasing and our HVAC problems worsening. As a new board member, I had concerns and questions, but with little understanding of anything mechanical in the building, I wasn’t sure where even to begin. But something was off — so I went digging.
I started by researching the part numbers listed on our invoices, and I found the same parts from various local suppliers for significantly less money. I then called other HVAC companies — outside of the preferred network — and asked them for bids on smaller jobs, specifically requesting itemized estimates. I asked our preferred vendor do the same for comparison.
We quickly realized that our “preferred vendor” was charging more hours and a higher hourly rate for the same work and were hitting us hard with price markups on parts. After being educated by other vendors, we also learned that mechanical systems that we paid to repair were never actually addressed which created enormous future problems. We switched companies as fast as we could, and a year later, after switching to a new vendor, our building’s annual HVAC and mechanical maintenance costs dropped from a 10-year average of roughly $22,000/year to less than $4,000/yr.
This is just one of many issues we discovered as we started looking closer at our preferred vendors, and before we were through, with the exception of only our fire and elevator providers, terminated every one of them. Our board’s experience with preferred vendors highlights the pitfalls of these “preferred” relationships. Here are some tips for finding great vendors that ultimately save you and your neighbors money.
1) Review past invoices. This one seems obvious, but I can’t stress this task enough. Looking back, most of what we were overpaying for and much of the overpriced work we were signing off on was right in front us. Search reputable manufacturer websites and local suppliers for parts and educate yourself on pricing, and if you are paying double or triple what you should, question it. Also, double-check the hours and look for abuses. We realized a plumber once charged us two hours of labor for two techs (4 hours/almost $600) to get a part located 15 minutes away during lunchtime. Look at every invoice. Look at past invoices. Don’t be afraid to call out anomalies.
2) Get a second (and third) opinion. Any reputable company would love to earn your business and would welcome any opportunity to present a bid, explain the scope of work, and educate the HOA decision-makers. When it came time to replace our roof, we got multiple bids from “preferred” vendors but also consulted with other roofing companies that board members sought out based on other building referrals. The bids were staggeringly different, from $85,000-$400K. Why? Because there were significant disconnects in the scope of work being quoted, the quality of materials used, the quantities of materials included, and the warranties offered. It would have been easy to default to a preferred vendor, but we demanded detailed, itemized quotes from every vendor we contacted for the same itemized invoice, and it paid off. We ended up with a new roof for less than $140,000, completely to our satisfaction, with a vendor outside of the preferred network.
3) Ask for references — and actually check them. In addition to calling the 5-star references that “preferred” vendors provide, try to hear from the customers that left 1-star reviews too. If you can’t get in touch with them, ask the vendor for their contact info. If they don’t volunteer this information, question it.
4) Roll up your sleeves and be visible. If the community sees you walking the building with vendors, openly talking about challenges and costs, and being transparent about findings throughout the process, the community will know that board has their interests at heart, and it will make delivering bad news like dues increases or special assessments much easier because your neighbors know it protects their investment.
5) ALWAYS use legitimate contractors. Whatever qualified contractor you choose, make sure they have the all the licenses and certifications required for your building, proper insurance with high enough coverage limits, and workers’ compensation to protect any laborers in the event of injury. Bear in mind contractors with this in place will charge more to cover the higher costs of such credentials and protections, but the potential liability far outweighs the additional costs needed to ensure your property is protected in the event of any issues. ALWAYS use legitimate contractors.
6) Use YOUR contracts. If something goes wrong, the HOA’s ability to collect damages is directly tied to the language in the executed contract. Define the scope of work, required quantities, and types of materials in detail. When the contractor comes back demanding more material, you have an established paper trail that clearly defined the entire scope of the job from the start, and any estimation mistakes fall on the contractor to remedy. Any ambiguity in the contract language will not only weaken your claim but will also add many hours in legal fees to clarify and resolve in Court. Consult with your attorney and make sure the contract you sign has the language you need to be successful if legal action is required.
7) Build YOUR “preferred” network. Property management contracts end for all sorts of different reasons, and when they do, all those “preferred” relationships also go away. Having your own team of proven contractors and vendors eliminates this risk and ensures things continue to go seamlessly for your community for the long-term no matter what company is collecting the dues.
HOA boards trust their property manager to make the right contractor decisions. However, the reality is that some property managers are better than others, and some contractors shoot straighter than others. In an environment where the HOA board can simply pass costs through to the homeowner, almost as an afterthought, a lack of diligence selecting vendors can leave communities overpaying for work, stuck with continuously underfunded reserves, and facing deferred maintenance issues despite steadily rising dues.
Being proactive is critical, and the indifference of the HOA board is the single biggest risk to property value. The consequences of not doing that volunteer job right can be financially catastrophic to both you and your neighbors. Looking back, though our board was being taken advantage of, mistreated, and ripped off, all of it was actually right in front of us in black and white, printed on our invoices, approved in our budgets, agreed to in our weak contracts, and published in reviews we read after the fact. A HOA board MUST be hands-on, willing to roll up their sleeves and do the due diligence needed, and if they aren’t doing that, you need a new HOA board.
A final thought is when you do find that great property manager, great contractor, or great vendor that did the job right, leave them a 5-star review, and encourage your entire community to do the same. The HOA service industry lives and dies by market feedback. If they earn it, let everyone know. Reward excellence by sharing your success story. They will greatly appreciate it, and it also makes it easier for the next community to make the right decision.
About the author: Peter Isakovic is an entrepreneur, real estate investor, community leader, and dad. President | Ajax Lofts HOA; Vice-President | CAI-Rocky Mountain Chapter; Board Member | CAI Homeowner Leadership Committee; Lodo Drum Guy – The Guy; PoetiCo, LLC – Partner; LesseeCRE – Owner/Broker
By Kevin Olmstead, Western States Fire Protection
Life safety in commercial, residential, or community association buildings encompasses many elements. One critical aspect is the ongoing maintenance and inspection of the fire protection system. Most buildings feature a fire alarm control panel (FACP), and many also include a sprinkler system.
A fire alarm system connects various detection and notification devices to the FACP, including smoke or heat detectors, manual pull stations, and horns/strobes. Larger buildings may incorporate additional devices, such as beam detectors or duct detectors.
When integrated with a sprinkler system, the building includes sprinkler heads distributed throughout. These heads connect to the fire panel via supervisory switches that monitor water flow, valve status, and potential tampering.
The FACP serves as the central "brain" of the system—essentially a dedicated wall-mounted computer wired to all devices. It monitors for issues and emits a trouble beep for abnormal conditions (e.g., low battery, open circuit, or supervisory signal). Never ignore a beeping panel—it signals that service is required to restore full functionality.
In a true fire event—detected by an activated sprinkler head (heat-triggered, not smoke) or smoke/heat detector—the panel activates notification appliances (horns and strobes) building-wide, prompting immediate evacuation. It also automatically signals a central monitoring station, which dispatches the fire department and notifies on-call personnel.
Sprinkler heads activate individually only when exposed to sufficient heat (typically around 155–165°F for standard heads), releasing water (or in some cases, a water-glycol mixture in antifreeze-protected systems). Accidental physical damage can also cause unintended activation.
All fire protection systems require regular inspection, testing, and maintenance (ITM) to ensure reliability during emergencies. Compliance follows NFPA 72 (National Fire Alarm and Signaling Code) for alarm systems and NFPA 25 (Standard for the Inspection, Testing, and Maintenance of Water-Based Fire Protection Systems) for sprinklers. These standards, adopted by most jurisdictions, mandate inspections by licensed fire protection professionals—typically annually for full system checks, with some components requiring semi-annual or more frequent visual inspections/testing (e.g., certain supervisory devices now semi-annually per recent updates). Local codes or the authority having jurisdiction (AHJ) may impose stricter requirements.
Local fire departments often conduct unannounced spot inspections to verify compliance. Any cited deficiencies must be corrected promptly, but these do not substitute for the property's obligation to perform scheduled professional ITM and repairs.
A persistent and annoying trouble beep (distinct from a full alarm with horns/strobes) indicates a system issue needing immediate attention. Promptly contact your licensed fire protection vendor—delaying can compromise life safety and lead to larger repair costs.
Maintain sprinkler system rooms—commonly labeled "Riser Room" and sometimes also marked "FACP" if the panel is co-located. Exterior riser rooms require reliable heating to prevent freezing, as water in pipes can freeze below 40°F, causing pipe bursts and costly damage. Best practice: Activate heaters around Halloween and deactivate them by Easter (or when temperatures consistently rise), but monitor to avoid overheating electronics or batteries.
Consider installing a low-temperature supervisory device wired to the FACP. This alerts at temperatures approaching 40°F, providing early warning of freeze risk and potentially saving thousands in repairs during cold snaps.
Budget proactively for fire system expenses. Include line items for annual inspections, routine repairs, and eventual replacements. Fire panels typically have a service life of 12–15 years; consult your vendor for repair/replacement cost estimates as systems age. Larger items, like panel upgrades or extensive sprinkler work, become inevitable over time.
Fire protection systems are engineered to safeguard lives and property in community associations and other buildings. Regular, code-compliant maintenance ensures they perform when needed most.
Kevin Olmstead has worked with Western States Fire Protection for 15 years. Western States Fire Protection is a full-service fire protection company with over 40 locations across the United States.
By Ashley Douglas, Higgins & Associates
From the perspective of a forensic engineering & architecture firm, one of the most effective tools a Homeowners Association can adopt is an annual maintenance calendar. When thoughtfully developed and consistently implemented, this calendar becomes more than a schedule of repairs—it serves as a strategic framework that protects residents, preserves building assets, and supports financial stability. Too often, communities fall into a reactive pattern, addressing issues only once they become urgent or disruptive. An annual maintenance approach replaces that cycle with foresight, prioritization, and control.
Step One: Establishing a Target Maintenance Budget
The process begins with the HOA establishing a realistic target maintenance budget for the year. This budget is typically informed by reserve studies, historical spending, current reserve balances, and anticipated revenue from assessments. While boards often feel pressure to minimize annual expenditures, it is critical that the target budget reflects not just affordability, but responsibility. Underfunding maintenance year after year does not eliminate costs—it merely defers them, often at a higher price and with greater risk.
A clear annual maintenance budget provides an essential boundary condition. It allows the board to define how much work can be responsibly undertaken in a given year without jeopardizing reserves or requiring special assessments. Importantly, it also sets the stage for productive collaboration with professional consultants, ensuring that recommendations are grounded in financial reality.
Step Two: Engaging a Professional Engineering Firm
Once a target budget is established, the next step is to engage a qualified engineering firm. This is where the maintenance calendar transforms from a financial exercise into a risk-managed, technically sound plan. An engineering firm brings an objective, system-wide perspective that is difficult to replicate through ad hoc inspections or contractor-driven recommendations.
Our role as engineers is to evaluate the community holistically. This includes reviewing building systems such as roofs, façades, balconies, waterproofing, structural components, and life-safety elements, as well as considering prior repairs, known deficiencies, and patterns of deterioration. Through site observations, document review, and discussions with management and the board, we identify existing conditions and emerging risks.
Critically, we help the HOA distinguish between cosmetic issues, routine maintenance, and high-risk deficiencies. Not all problems are created equal. Some conditions pose immediate safety concerns, while others threaten the long-term durability of the buildings if left unaddressed. By applying engineering judgment, we help the board understand which items demand attention now, which can be monitored, and which can be deferred without undue risk.
Defining Priorities and Proper Scope of Repair
Equally important is defining the proper scope of repair. Overly broad or poorly defined scopes can lead to inflated bids, unnecessary work, or change orders during construction. Conversely, scopes that are too narrow may fail to fully address the underlying issue, resulting in recurring problems and wasted funds. Engineering involvement ensures that repair recommendations are right-sized—focused on resolving the root cause, extending service life, and delivering measurable value.
Step Three: Soliciting Contractor Proposals
With well-defined scopes of work in hand, the HOA is then positioned to seek contractor proposals. At this stage, the engineering firm’s work pays dividends. Contractors are bidding on the same clearly articulated scope, which improves the comparability of proposals and reduces ambiguity. This transparency helps the board and management evaluate bids based on price, qualifications, schedule, and approach, rather than trying to decipher inconsistent assumptions.
In many cases, engineering firms also assist during the bidding phase by answering technical questions, clarifying scope intent, and helping the HOA understand bid differences. The result is a more predictable construction process with fewer surprises and better cost control.
The Long-Term Value of Annual Maintenance Planning
Addressing maintenance through an annual, engineering-informed process fundamentally changes a community’s trajectory. Instead of reacting to leaks, failures, or safety incidents, the HOA steadily works through known issues in a controlled, prioritized manner. Over time, this approach reduces the likelihood of emergency repairs, litigation exposure, and disruptive construction.
Perhaps most importantly, it helps communities avoid large special assessments driven by deferred maintenance that has escalated into a crisis. When roofs, façades, or structural elements are ignored for too long, the eventual repair scope often expands dramatically, both in cost and complexity. Annual maintenance planning spreads expenditures more evenly, aligns them with reserve planning, and fosters trust among homeowners that the board is acting responsibly.
From an engineering perspective, an annual maintenance calendar is not just best practice—it is essential stewardship. By setting a target budget, leveraging professional expertise to identify priorities and proper repair scopes, and then competitively procuring the work, HOAs can protect their residents, preserve their assets, and maintain financial stability year after year.
About the Author: Ashley Douglas is the Director of Client Services at Higgins & Associates Forensic Engineering & Architecture. Higgins & Associates provides expert forensic engineering and architectural services, helping clients gain clear answers and make confident, informed decisions about their properties.
By Jack Steward, Master Community Association
Drive through almost any planned community and you’ll see the results of major construction decisions: new roofs, resurfaced roads, rebuilt balconies, and upgraded clubhouses. These projects shape property values and safety for decades. Yet the decisions behind them are often made by well-meaning volunteers operating without a governance structure designed for multimillion-dollar assets. That gap is exactly where the Policy governance model offers a smarter path for homeowners' associations.
At first glance, an HOA board doesn’t look like a governing body. Directors are neighbors, not politicians. But functionally, associations behave like small local governments: they collect assessments, regulate property use, and maintain infrastructure. Roads, drainage systems, building exteriors, and recreational facilities are public-works responsibilities in everything but name. Construction and capital projects, therefore, are not side tasks — they are core governmental functions. Treating them like casual committee work is where problems begin.
The typical HOA construction story is familiar. A board debates finishes, gives direct instructions to contractors, revises scope mid-project after homeowner complaints, and relies on individual directors’ personal experience instead of defined standards. Managers are caught between volunteers and vendors. Contractors receive mixed direction. Costs creep upward. Timelines slip. When something goes wrong, no one is sure who was actually in charge.
Policy governance addresses this confusion by redefining the board’s job. Instead of managing projects, boards define results and risk boundaries. In this model, the board determines the outcomes the community must achieve: safe and code-compliant structures, protection of property values, reliable infrastructure within reserve funding, and aesthetic consistency with governing documents. These are not project details; they are community obligations. A roof replacement, for example, is not just a repair decision — it is an asset-preservation strategy tied to lifecycle performance and financial planning.
Equally important, the board establishes clear limitations on what management may not do. These guardrails protect the association without dictating methods. The board might require competitive bidding above a certain dollar threshold, prohibit budget overruns beyond a set percentage without approval, or mandate compliance with reserve studies and building codes. Notice what’s missing: the board does not choose brands, materials, or construction techniques. Those are professional judgments.
This separation is crucial. Volunteer directors rarely have engineering, construction, or project-management expertise. When boards attempt to control technical decisions, they unintentionally assume operational responsibility and legal risk. Policy governance keeps accountability where it belongs — with the professionals hired to manage the work — while preserving the board’s authority to define expectations.
Another key feature of the model is unified delegation. The board speaks with one voice and assigns authority to a single accountable role, usually the community manager. Engineers, architects, and contractors receive direction through that channel, not from individual directors. This eliminates the “too many bosses” problem that plagues association projects and undermines contractor performance.
Oversight replaces interference. Instead of debating daily construction choices, the board reviews monitoring reports: budget versus actual cost, schedule status, change orders, inspection results, and warranty documentation. The question is no longer “How are we building this?” but “Are the promised results being delivered within our policy limits?” If the answer is yes, the board stays out of operations. If not, it addresses performance — not technical details.
For communities facing aging infrastructure and rising costs, this shift is more than procedural. It stabilizes decision-making across board turnover, strengthens financial discipline, and reduces claims of arbitrary or inconsistent treatment. Homeowners see a transparent framework rather than personality-driven decisions.
Construction projects are where associations make their biggest bets and carry their greatest liability. A governance system designed for complex organizations is not excessive — it is overdue. When HOAs adopt policy governance, they stop acting like committees managing tasks and start acting like governing bodies protecting long-term community value.
Jack Seward is the Operations Manager at the Master Community Association, spending the last decade serving Denver’s Central Park neighborhood and the Stapleton airport redevelopment project. He has spent his entire career managing community associations and local governments.
By CJ Powell, CAI-RMC
When we talk about preventative maintenance or upgrades in HOA communities, the conversation usually turns technical quickly. Roofs. Pipes. Pavement. Reserve studies. Schedules and bids. All of that matters.
But there’s another kind of maintenance that often gets overlooked, one that quietly determines how well the rest goes: maintaining the relationships, trust, and sense of community among residents.
Before this article turns into a neighborhood-wide singalong of “Kumbaya,” let me focus the point: Strong communities tend to care for their physical spaces better. Communication improves. Trust and empathy increase. Small points of friction are less likely to turn into larger issues down the road.
As we consider the value of maintaining our properties, we should not overlook the unseen opportunity maintenance projects themselves present. When approached intentionally, maintenance projects can do more than protect property values. They can also strengthen the connections that hold a community together.
Property maintenance as a shared experience
Right now, HOA boards across the state are considering projects that will affect their community. A landscaping refresh. A building exterior update. A seasonal cleanup. These efforts are often framed as obligations or inconveniences, something residents are informed about rather than invited into. Small shifts in approach can change that dynamic.
For example, a neighborhood cleanup day becomes a chance for residents to meet neighbors they usually only pass in the hallway. A garden planting project creates shared ownership among longtime and newer residents. Even larger maintenance efforts, when communicated clearly and inclusively, can foster understanding and collective buy-in.
When residents feel involved rather than managed, maintenance stops feeling like something being done to them and starts feeling like something being done with their help.
The role of HOA boards and managers
We all know that HOAs and community managers are responsible for protecting physical assets, fulfilling fiduciary duties, and supporting long-term stability. This work also includes stewarding the social environment, whether we want to admit that or not. That means thinking not just about what work needs to be done, but how it is introduced, discussed, and experienced by residents.
Creating even simple opportunities for engagement reinforces the idea that everyone has a role in the community’s well-being.
Small efforts, lasting impact
What reframing looks like depends on the project itself. A seasonal walkthrough where residents can ask questions. A shared workday followed by coffee or snacks. Recognizing resident participation in newsletters or meetings. These moments build familiarity and goodwill, which pay dividends when harder conversations arise.
I am a homeowner leader and serve on the board of my HOA of a condo community called Terraces at Siena, in Denver. After a construction defect lawsuit left us without enough settlement funds to cover all necessary repairs, stress and anxiety understandably ran high in our community.
To reduce reconstruction costs, our HOA board organized a community-wide event to repaint balcony railings ourselves instead of paying a $10,000 repainting quote. While many residents were hesitant at first, the project ended up bringing people together in a way few routine activities ever had. It built relationships and trust that carried us through a difficult period, and it certainly added new dimensions to our relationships across the community.
As I’ve seen first-hand, communities with stronger internal relationships tend to navigate challenges more smoothly. Residents are more patient during disruptions, more engaged in planning, and more willing to collaborate when priorities compete.
Preventative maintenance, social and structural
We all understand that preventative maintenance is about addressing issues before they become crises: An ounce of prevention is worth a pound of cure.
The same logic applies to community dynamics, too. Proactively building relationships will reduce conflict, prevent misunderstandings, and make governance more effective.
When residents know one another, good intent is easier to assume. When boards and managers are approachable and transparent, trust grows. That trust becomes a form of resilience, helping communities weather financial pressures, unexpected repairs, and tough decisions.
In this way, community-building is not a distraction from maintenance. It is a form of maintenance!
A broader definition of maintenance and prevention
Maintaining a community means caring for both the structures people live in and the relationships that connect them. HOAs that embrace this broader definition are better positioned for long-term success.
By treating maintenance projects as opportunities for connection, communities can strengthen their foundation in every sense of the word.
Building community, it turns out, may be one of the most effective ways to maintain it.
CJ Powell is a board member and homeowner leader for his condominium association in Denver, CO. He is also a brand marketing and PR consultant that specializes in real estate marketing, as well as healthcare and hospital marketing. He can be reached at hello@cj-powell.com.
By Ronald Geurts, P.E., The Falcon Group
Boards are often faced with a difficult and recurring question: What should we fix now, what should we maintain, and what needs to be replaced? From an engineering standpoint, this decision-making process should be systematic, data-driven, and focused on safety, longevity, and cost efficiency—not just visible problems or resident complaints.
Understanding how engineers evaluate building systems can help boards make informed decisions that protect both residents and long-term financial health.
Start With Life Expectancy, Not Just Age
Every building component—roofs, façades, balconies, mechanical systems, plumbing, and electrical infrastructure, has an expected service life. However, age alone does not determine whether something must be replaced.
Engineers look at:
Prioritize Safety and Code Compliance
From an engineering perspective, life safety issues always come first. Conditions that pose a risk to residents, occupants, or the public require immediate attention.
Examples include:
If a condition creates a safety concern or violates current codes, it moves to the top of the priority list—regardless of budget timing or cosmetic considerations.
Distinguish Maintenance From Repair
Routine maintenance is often the most cost-effective way to extend the life of building systems. Engineers typically define maintenance as proactive work that prevents deterioration, such as:
Repairs, on the other hand, correct existing failures. When maintenance is deferred, repairs become more frequent—and eventually lead to full replacement.
Boards that consistently fund and follow maintenance programs tend to delay major capital expenditures and reduce emergency repairs.
Evaluate the Cost of Doing Nothing
One of the most important engineering considerations is risk over time. Deferring a repair may seem cost-effective in the short term, but engineers evaluate:
Likelihood of failure
Repair vs. Replace: The Engineering Threshold
Engineers typically recommend replacement when:
Repairs are recurring and increasing in cost
Replacement decisions are not made lightly. Engineers assess whether targeted repairs can provide additional years of service or whether replacement offers better long-term value and reliability.
Use Studies and Inspections as Decision Tools
Engineering reports, reserve studies, and condition assessments are not just technical documents—they are planning tools. These evaluations help boards:
Understand current conditions
When boards rely on professional assessments rather than reacting to emergencies, decisions become more predictable and defensible.
Balance Budget With Engineering Reality
While budgets matter, engineering recommendations are based on what the building needs, not just what is affordable in a given year. Engineers often provide phased or prioritized solutions, allowing boards to:
Address critical issues first
This balanced approach helps boards remain fiscally responsible without compromising building integrity.
Final Thoughts
From an engineering perspective, deciding what to fix, maintain, or replace is about managing risk, preserving assets, and planning for the future. Boards that use professional evaluations, prioritize safety, and invest in maintenance are better positioned to protect residents, control costs, and extend the life of their buildings.
Smart decisions today prevent costly emergencies tomorrow—and engineering insight is the foundation that makes those decisions possible.
Mr. Ronald Geurts, P.E., serves as the Director of the Denver Metro Office at The Falcon Group, retired U.S. Air Force officer and an operations and engineering executive with over 35 years of experience. Ms. Megan Brazil serves as the Director of Business Development at The Falcon Group, bringing over a decade of experience within the engineering and architectural consulting industry. With 29 years in the industry, The Falcon Group’s experienced team delivers a full range of services—from forensic engineering and architectural design to capital reserve studies and energy consulting—focused on evaluating and restoring existing sites and low-, mid-, and high-rise buildings within multifamily, hospitality, and institutional facilities.
By Sean Davis, DHA Construction Management
Homeowners Associations (HOAs) exist to protect and preserve community assets, yet many boards fall into a familiar trap: deferring necessary maintenance until problems become impossible to ignore. This “wait-and-see” approach—often called “kicking the can down the road”—creates escalating costs, safety risks, and resident frustration. The good news is that proactive governance can break the cycle while keeping budgets in check.
Why Boards Delay Decisions
Several key factors drive deferred maintenance. First, limited budgets are the most common culprit. Boards often hesitate to raise assessments or dip into reserves, fearing backlash from homeowners who feel every dollar. Second, differing homeowner opinions stall progress. One resident may see a balcony drain issue as cosmetic, while another recognizes structural risk—conflicting views make consensus elusive. Third, a lack of urgency prevails when problems appear minor or gradual. A small leak or efflorescence on stucco may seem tolerable today, but left unaddressed, it accelerates deterioration. Finally, incomplete or unclear information complicates decisions. Without current reserve studies, detailed inspections, or expert reports, boards struggle to prioritize and justify action.
These delays are not malicious; they stem from legitimate pressures. But postponement compounds the problem. Small issues escalate into major infrastructure damage, repair costs skyrocket (sometimes doubling or tripling), safety hazards emerge, and resident satisfaction plummets as living conditions decline.
Overcoming Community Resistance
Gaining support for costly projects requires more than facts—it requires persuasion. Effective strategies include:
The goal is not to alarm but to educate. When residents understand the long-term consequences of inaction, they are more likely to support necessary funding.
The Power of Communication and Transparency
Transparency builds trust—the foundation of successful HOA governance. Clearly communicate the risks of inaction without sensationalizing. Explain how deferring repairs leads to higher costs and potential liability, and share data: reserve studies, inspection reports, and cost estimates. Regular updates—via newsletters, town halls, or dedicated maintenance pages on the community website—keep everyone informed.
Equally important is listening. Acknowledge homeowner concerns about dues increases and demonstrate fiscal responsibility. When boards show they are exploring cost-effective options (phased projects, competitive bidding, preventive maintenance), trust grows and resistance decreases.
What Members Can Do Right Now
Boards and homeowners don’t need to wait for a crisis. Here are immediate, practical steps:
Proactive maintenance is not about spending more—it’s about spending smarter. Regular upkeep prevents emergencies, preserves property values, and fosters a stronger sense of community.
Deferred maintenance is a widespread challenge, but it is solvable with leadership, transparency, and collective commitment. By confronting issues head-on rather than kicking the can, HOAs can protect their communities for the long term.
Sean Davis is the founder of DHA Construction Management, specializing in HOA reserve projects, maintenance consulting, and project oversight. His personal experience as an HOA Board Member has helped form his passion for helping HOAs and their managers.
