One of the most important things every HOA board must consider is its vendors. Partner with the right vendors and your community is set up for great success; partner with the wrong vendors, though, and you add another layer of difficulty to managing your community and relating to your members.  But selecting the best HOA vendors is far from an easy solution . Between balancing price and services, there are plenty of hurdles to overcome when selecting your vendors. In this guide, we’ll discuss how to begin your research into vendors as well as what to look for in your vendors to guarantee success. How to research HOA vendors Online Search Hunt for vendors who fit the bill online. Online business review websites like HomeAdvisor and Angie's List offer users directories of many different types of service professionals, including vendors. Similarly, customer feedback-centered sites like Yelp can be helpful for getting a sense of what kind of work a contractor does. Look for a vendor with a high star rating or positive reviews that speak to their timeliness, know-how, and general professionalism. Remember to be specific about the type of help you’re looking for in your search terms. If you just need someone to lend a hand with various projects, you can probably get away with a general search like "handyman." If you have a problem with your roof or plumbing , you’ll be better off seeking out a specialist in one of these fields. These days, many vendors have their own websites where they advertise their services. While perusing a vendor’s website can provide you with useful info, third-party feedback is a more objective way to assess the quality and value of their work. Referral Network In addition to online research for local vendors, a great way to find qualified vendors is to work with a professional network for referrals. If you have a management company, they should have a list of preferred vendors or can connect you with vendors that they have worked with in the past. Ask the board members or someone in the community for a referral. Prompt them for detailed, honest feedback about the vendors' experience, standards, and performance. Most homeowners will have hired outside help for their property and will therefore be able to make a dependable recommendation. Online Forums Read reviews and seek suggestions on community home repair forums. While you’re online, see if the place you live has a community page that you can browse for referrals. Many gated communities and most condominiums have message boards where residents can share details of their experiences with vendors they’ve used in the past. One of these posts could be the next best thing to a word-of-mouth recommendation if you don’t know anyone who might be able to give you a promising lead. Another option is to go through an app like Nextdoor or EveryBlock, which essentially serve as private social networks for the residents of a given community. One of the biggest advantages of getting the name of a vendor through a community forum is that the vendor is usually local and has already done work in communities similar to yours. Contact a local vendor company for quick and easy jobs. If you just need one or two things fixed and you’re not too insistent about getting a personal referral, consider simply calling one of the vendor services in your neck of the woods. Most towns have at least a couple of businesses that loan subcontracted workers out for small projects, like replacing broken tile or fixing a damaged deck railing. Make sure that the company offers the service you need before you call. Vendors are trained to perform various tasks, but may not have the expertise needed to tackle more specialized projects, such as building a carport or rewiring an electrical outlet. Local Stores If you’re not having any success with online resources, head to the nearest hardware store or home improvement center and take a look at the bulletin board posted near the entrance. It’s not uncommon to find flyers and business cards for independent contractors looking for work in these places. Store employees may also be able to offer recommendations for vendors they've supplied in the past. Don’t forget to take a tear slip or jot down the person’s contact info so you can get in touch with them later if you decide to interview them for the job. Before you hire a freelance vendor, plug their name into a search engine to see if you can dig up any reviews from former employers. Some larger home improvement centers like The Home Depot even offer in-house vendor services for select projects through their Home Services department. In every instance, check your prospects for past or pending complaints. In the U.S., it’s possible for employers to report contracted workers for scams, lawsuits, and other grievances through the website of the Better Business Bureau. Do some research on each of your leading candidates prior to submitting an estimate for your project. If any major complaints are registered against them, consider going with another choice. Hiring a vendor without doing your due diligence could set you up for a major headache, or even leave you vulnerable to theft. What is the minimum number of bids that the HOA should seek? The usual number has traditionally been three bids, as two bids could be wide apart and leave the HOA in a quandary. Is one bid just a low ball or is the high bid really gouging? Once the HOA has secured a third bid, it is far easier to evaluate the other two. Of course on small jobs, it might be worth taking the first proposal if it looks reasonable because securing multiple bids is time-consuming. Once you've rounded up a few different vendors who you think might suit your needs, have them come to the HOA to bid on your project in person if possible. Not only will this allow you to compare pricing and find the rate that best fits your budget, but it will also give you the chance to meet with them face-to-face, discover how punctual they are, and get a feel for their professional etiquette. Keep in mind that there are more factors involved in shopping around estimates than just price. The lowest bid will usually be the most attractive, of course, but you may ultimately be more inclined to work with the person who was the timeliest and most reliable. A thorough, detailed bid is often a sign of competence and integrity. If a vendor takes the time to break down the cost associated with each step of the project, it shows that they care about doing things the right way and not just trying to gouge the HOA. Set up interviews with potential vendors Interview the candidates personally. Set up a time to meet with the vendors who have caught your eye and discuss the project you’re hiring them for in-depth. Like the initial bid, this is a good opportunity to evaluate your prospects on both a personal and professional level while ironing out all the important details of the job. Come up with a list of questions to ask the vendor that will offer you a better idea of their qualifications. For example, you might ask them how many employees they have, how long they’ve been in the business, or what their greatest strengths are. Ask the vendor to provide a list of references. Any vendor who's worth their salt will be able to produce testimonials from satisfied clients who they've done work for previously. Vendors who come prepared with their own set of references are usually a safe bet. If the person was also recommended to you personally by a friend or loved one, all the better. It's also a plus if the vendor can show you photos of similar jobs that they’ve completed in the past. Be wary of candidates who decline to give out the contact information of their references so that you can speak to them yourself. It may mean that they have something to hide. Does the vendor carry insurance? Find out whether the vendor you’re considering is properly insured . Vendors aren’t typically required to be licensed, and bonding is usually only necessary on major projects with hundreds of thousands of dollars of work like a new roof in a condo complex. However, you always want to ask your vendor to supply proof of insurance upfront. At the very least, some form of general liability insurance is crucial. Worker's compensation is also a must if the vendor has other employees working under them. Be sure to review your candidate’s insurance policy along with the rest of their paperwork. A good general liability insurance policy will offer the contractor coverage for at least $1 million per claim. When it comes to hiring a sole proprietor, sometimes they do not carry general liability insurance, so should the HOA refuse to do business with them? Well, it depends on the work. If it is general handyman work like painting or landscaping, then it is probably alright as long as the HOA is carrying its own liability insurance to protect the HOA from any cost of a claim resulting from an accident that occurs on the HOA’s property. Detail the scope of the project in writing Once you’ve settled on a candidate, it’s time to draw up a formal contract to seal the deal. Make sure the vendor is willing to sign a detailed written contract that explains the details of the job. This is called the project scope and should include the number of materials and a description of the work. Go over your written agreement with your vendor to recap and confirm each of the main provisions, including the general timeframe, estimated cost, and payment procedures. Don’t sign the contract until you’re satisfied with the scope and the terms. You should always request a contract if it’s your first time working with a particular vendor, even for small weekend jobs. Your contract essentially says that the vendor promises to perform a set of agreed-upon duties in a specified time for a predetermined sum of money. A record like this can come in handy in the event that a dispute arises between you and your vendor. Ask about vendor warranties Lastly, it’s crucial to see if the vendor offers a warranty on their services. Some vendors extend HOA’s the benefit of a written warranty or similar guarantee in addition to the terms of a formal contract. This means that if the problem reoccurs or something goes wrong with a repair job within the specified warranty period, the vendor will come back and fix it at no additional cost. If the vendor you've chosen to work with offers a warranty, that will give you more confidence, especially if the vendor is a mid-size or larger company. One-year warranties are standard for most remodeling jobs and other large-scale projects. Warranties are a sign of good faith as much as they are a way of attracting business, and are generally useful for distinguishing honest contractors from less-than-honest ones. Select the Best HOA Vendors With Confidence Here at HOA Management Solutions , we pride ourselves on providing excellent service throughout all facets of HOA management, including vendor relations. Want to learn more about our ability to help your community? Reach out today for a free consultation.

As a member of the board, your ability to understand your community’s financial situation is critical. Without a proper understanding of your HOA financials, you run the risk of managing an inaccurate operating budget that could prove detrimental to your community. Instead, we want to help you stay up to date on all things financials, including balance sheets, income statements, and more. Here is a guide to the basics of the H OA financial statements and what to look for. The Balance Sheet The first statement to look at is the balance sheet. The balance sheet gives a snapshot of the HOA’s assets and liabilities, including how much money is in the bank, how much dues are uncollected, and the book value of any other assets that the HOA owns. This is the most important place to begin as it sets the stage for most other financial documents. Here are some things to monitor on the balance sheet. HOA Bank Accounts Usually, HOAs have at least two bank accounts. The first is the operating bank account and it is used for the day-to-day transactions of the HOA. The second type of bank account is the reserve account which acts like a savings account for HOA funds that will be spent on large repair or replacement projects such as r eplacing a condominium’s aging roof. Accounts Receivable The accounts receivable represents HOA dues that have not yet been collected for homeowners. It is prudent for the board to monitor the outstanding dues from homeowners on a monthly basis, and if any homeowner starts to become significantly behind on the payment of dues, that the HOA sends a “late letter” to that resident informing them of the outstanding balance. Most HOAs assess a late fee to homeowners that pay after the due date. The amount of late fees and the collections procedure for the HOA should be documented in a fine policy and be approved by the board. Several states such as California and Florida have regulations regarding the timing and the amount of late fees and collections. Fixed Assets If the HOA has significant amenities such as a pool, tennis courts, or a community center, the book value of these fixed assets is sometimes shown on the balance sheet. If these assets are not shown on the balance sheet for your community, do not be concerned. HOAs are set up as non-profit companies and in most states, HOA common area is considered to have negotiable economic value because there is no way to separate the amenity from the HOA. Liabilities The liabilities include assessments that homeowners prepaid. These are considered a liability because the HOA is holding this money in trust for the payment of future dues. HOAs occasionally have additional liabilities such as loans for capital projects. If there is a large loan on the balance sheet, this could be a red flag and the Board should seek additional guidance from an HOA professional. Equity Account The last item on the balance sheet is the equity account which shows the retained earnings, which are the results of prior years, and the net income, which is the result of the current year's operations. The net income comes directly from the income statement. Income Statement The income statement, also known as the Profit and Loss Statement (P&L) , is the financial statement that boards are most familiar with. This document shows the amount of assessments (revenue) and the expenses of the HOA. Assessments are usually paid monthly, quarterly, bi-annually, or annually. The revenue line on the P&L should be the sum of the number of units in the HOA multiplied by the assessment amount. Your HOA may have other sources of revenue such as utility reimbursement, key charges, late fees, and interest income, which are all shown under the revenue category. Expenses How is the HOA spending its money and how does this amount change over time? Tracking expenses over the last several years will give insight into the spending trends and should be the basis of the current annual operating budget. Expenses for the current year should be compared to the budget to see if specific costs are running higher or lower than the budget predicted. Future expenditures may be adjusted if there is a significant variance. Since expenses tend to increase over time, it becomes a balancing act for the board in order to keep expenses in line with current dues The most useful income statements for the HOA compare the budgeted amounts next to the actual results. Annual Operating Budget This is the financial roadmap that is assembled prior to the current operating year and it shows how the actual financial results track against the budget. For HOAs, predicting the annual revenue is easy because the assessment is determined at the start of the year. The important thing to estimate for the year is the total expense. If the community has significant deferred maintenance items that must be performed, the board must plan how to pay for these repairs. Hopefully, the HOA has built up a reserve fund. These funds would be used to address these large repairs. If there was not enough money to cover the repairs in the reserve fund, then the HOA would have to raise the assessment or pass a special assessment in order to pay for these repairs. With a complete picture of revenue less expenses, the board can identify any excess funds that are available for the rainy day fund. Additional HOA Financial Documents The balance sheet and the income statement are the two biggest elements of HOA financial statements. However, the bank reconciliation, expense register, and account receivable report lend detail so any single transaction should be able to be traced through the financial statement. Bank Reconciliation The financial statements must agree to the bank statements when closing out the month's end. If any financial entry during the month was incorrect, the reconciliation process will identify these errors. Once every transaction on the bank statement is confirmed in the HOA books and there is no variance, the bank reconciliation is complete, and the month-end is considered closed. Accounting software does the reconciliation process more or less automatically and the result is shown on the reconciliation report which should be included in the monthly board packet. Expense Register The expense register shows additional detail on the expenses of the HOA that is summarized on the income statement. Boards can look to the expense register to see who was paid and look to the memo section to see exactly what the payment was for. Accounts Receivable The accounts receivable is a report of all the outstanding assessments and other charges that homeowners have not yet paid and includes an aging table that indicates how long past the due date each charge is. Boards reviewing this report can determine actions to take based on the amount and how past due a particular resident is. Late notices should be sent out to homeowners once their account becomes more than 30 days late. When homeowners become seriously delinquent with their payments, the board might want to send them to an attorney or collection service to recover the past due assessments. The procedure for placing an account for collections varies state by state, so it is best to consult an HOA management company or the HOA attorney for instructions on how to comply with state law. Simplify Your HOA Financial Statements The above reports are the main elements of a monthly board packet. Depending on the specific needs of the HOA, there could be additional reports that are helpful to the operation of the HOA. For instance, a report detailing the monthly usage of the community pool could be used to determine if the cost to extend the seasonal closing date for the pool is justified by the number of residents using the amenity.  Do you need more assistance managing these critical financial records for your community? Our team at HOA Management Solutions is here to help. Reach out to us today to get started!

Whether you’re brand new to the board or a staple in your community, it’s critical that everyone on the board understands the role they play in building a great community. Though specific roles and responsibilities vary by position, there are some overarching principles that every board member should adhere to. In this guide, we’ll walk through the duties and actions that board members should remember throughout all facets of HOA management . Roles and Responsibilities of the Board of Directors The Board of Directors bears the ultimate responsibility for operating the community association on behalf of its owners. It is the role of a Board to set the policies, standards, procedures, programs, and budget of its Association. A Board may implement its own decisions for its association or delegate implementation to a manager, committees, or an independent contractor. Ultimately, there are a number of segments of responsibility that the Board holds. Business Responsibilities The general duties and responsibilities of Officers and Directors are quite similar to, if not identical to, those found in the ordinary not-for-profit corporation. In most cases, the Officers and Directors will be the same individuals. The Officer needs to remember that they do not make policy "on the spot" but rather implement the Board-made policy. The Board Member needs to remember the necessity of establishing and publishing rules and regulations which afford clear guidelines and assistance to the Officers, General Manager, and Staff Members who are in daily contact with the HOA’s challenges. Legal Duties The fiduciary duty of an Officer or Director is, in reality, divided into two levels of performance, one more stringent than the other. All Officers and Directors owe their associations a duty of care. In addition, Directors owe a duty of “undivided loyalty and honesty.” Duty of Care The first part of the Officer’s or Director’s duty is to observe the Business Judgment Rule. As with other negligence tests, a Director will not be liable for decisions or actions which result in losses to the Corporation, so long as he or she exercises the same degree of care and skill as an ordinarily prudent Director would exercise under similar circumstances. Lack of supervision and over-delegation are areas fraught with probable liability. A court will neither interfere with the internal affairs of a corporation nor substitute its judgment for that of a corporation or that of the Directors or Officers, so long as they arrive at a decision for which there is a reasonable basis. In applying the "duty of care," courts have considered both subjective, as well as objective, factors. The nature of the enterprise (Association), whether the Director’s job is full-time or part-time, and whether or not he or she has a special background, are also among the factors a court will consider. The fact that a Director is a part-time volunteer without a special background does not excuse them from exercising due care; it simply helps define what the standard duty of care should be in a particular case. Basically, the rule is protective. The one challenging a Director’s actions must carry the burden; the Director does not have to prove he or she acted properly. The Business Judgment Rule protects a Corporate Director’s actions unless a plaintiff proves one of the following four elements: The Director failed to make any decision. The decision by the Director was uninformed. The Director was not disinterested or independent (this is where all Association questions require some tailoring) The Director was grossly negligent, or the action by the director was unauthorized. “Unauthorized” means outside the Association’s powers which are set out in the Declaration and the Bylaws Courts consider the process the Board followed, rather than the wisdom of the Board’s decision. The fact that what a Board does is unwise or inexpedient does not matter under the Business Judgment Rule. Protective Measures: Under the Business Judgment Rule, to protect yourself as a Director you should (1) be informed about the Association’s business (2) attend and participate in meetings or, if absent, have the minutes reflect the reason;(3) register a dissent in the minutes when in disagreement with the Board’s actions; and (4) be knowledgeable about the Declaration, Bylaws, Corporate Charter, and other Association documents. When making a business decision, a Director must act in good faith pursuant to a free, honest exercise of judgment not influenced by personal or other considerations, except for the welfare of the corporation. At this point, the fiduciary duty of good faith, fair dealing, and loyalty comes into play. The fiduciary duty mandates a good faith effort to work for the Association’s benefit and not to use the position of "Director" to enhance one’s personal interests. This duty is “most sensitive,” and courts will closely scrutinize any action which appears to involve self-serving. The duty to act with good faith and with diligence, care, and skill does not apply only to “business” decisions, but also to the governmental or regulatory decisions that Board Members must make, such as rule enforcement, assessment collection, review of architectural changes, and many others. Failure to discharge this duty can subject the Director to personal liability. The Director can also be liable for illegal or tortious acts of the Board or of the Association if he or she participates in the decision or knowingly fails to take steps to avoid the action. Reliance upon one to whom authority has been delegated does not thereby relieve the Director of responsibility. Failure to exercise supervision that permits mismanagement or non-management is an independent ground for finding a breach of fiduciary duty. Supervision is not the same as micro-management which itself can be an improper action Duty of Undivided Loyalty and Honesty The first part of the Officer’s or Director’s duty is related to undivided loyalty and honesty. This more stringent duty or rule of conduct arises in those areas involving self-dealing, conflicting interests, or other such issues. Not every conflict is real, however, and it is important to realize that in an Association in which the Directors are also owners, all decisions will affect them both personally and in their official capacity. Consequently, as the United States Court of Appeals for the Second Circuit has said, the standard for what is a conflict should be flexible. When there is a conflict, the decision is once again tested by the Standard of Reasonableness. When an Officer or Director is able, because of their position, to exercise a controlling influence over the rights, interest, and property of another, they are in a position of trust and confidence with respect to the other person and is held to a higher standard of conduct. In summary, Board Members have the responsibility to: Fulfill their fiduciary duties to the community and exercise discretion in a manner they reasonably believe to be in the best interests of the Community Exercise sound business judgment Balance the needs and obligations of the Community as a whole with those of individual owners/residents Understand the Association Governing Documents and become educated with respect to applicable state and local laws Establish Committees or use other methods to obtain input from owners Conduct open, fair, and well-publicized elections Welcome and educate new members of the community Encourage input from residents Encourage events that foster community Conduct business in a transparent manner Allow owners access to appropriate community records Collect all monies due from owners and non-owner residents Provide a process residents can use to appeal decisions affecting their non-routine financial responsibilities or property rights Provide complete and timely disclosure of personal and financial conflicts of interest related to actions of community leaders Set Your HOA Board and Community Up for Success These duties and responsibilities can make HOA management a burden for some. If you need additional assistance managing your community, our team at HOA Management Solutions is ready to help! We specialize in management so you don’t have to. Get started today by reaching out to our team!