Published June 2021
Florida Community Association Professionals’ (FCAP) training is offered on two levels. Level one consists of courses meeting Florida’s continuing education requirements for CAMs, and level two is the Florida Advanced CAM Studies (FACS) course. For further information about the more than 38 online continuing education classes available or to pursue the Certified Florida Community Association Manager (CFCAM) designation, please visit www.fcapgroup.com/membership/education-training/.
Help! I have a new board president. What can be done with a bully board president who intimidates me, berates me at meetings, and now wants to meet every week to micromanage my time? I have been on site at this community for nine years and have always had good presidents.
I presented a Zoom class on bullies yesterday, and we talked about some solutions to problems similar to yours with a board president. Some thoughts were as follows:
Is it legal to record meeting minutes so they can be written up later?
Yes, the meetings may be recorded by owners or anyone else.
If they are being used for minutes, some attorneys say to destroy the recording and do not keep it as an official record. Only the written minutes are the official record. Minutes should never record any dialogue, just motions or directives, names of those present (or attached roster), and time of adjournment.
We received an estoppel request from a developer for multiple lots that are being bought by one investment company. Is that one estoppel listing all of the lots or three different estoppels? The way they sent it over, it looks like we should put it all together, but I’m sure it’s going to be three different closings. I wanted to see what you think.
It should be three different ledgers/accounts/statements, so it is three different estoppels. The statute has the fee schedule for multiple estoppels. Be sure to use the statutory estoppel form (Section 718.116, Section 719. 108, and Section 720.30851, Florida Statutes). I never use the forms the closing agents send to me.
I was recently elected to the board of directors. I am a notary. After this morning’s certification class, I was told that my being a notary was possibly a conflict of interest as there was to be no business conducted in the park. People have given me $10 to witness their signature and to affix the stamp. Is there a conflict? Another board member charges residents to do yard work. Is this the same idea or a different one?
Many community association documents prohibit owners from operating businesses out of their homes. In today’s times with so many home offices, this seems like an out-of-date regulation. I doubt that notarizing documents or mowing neighbors’ lawns constitutes operating a business out of your home. The original thought for that restriction was likely to prohibit customer/client traffic and parking in and around the community.
As far as conflicts of interest of board members, I am not aware of any statutory prohibitions about being a notary public.
I need help. Can you outline the steps in the fining/suspension procedures in the statutes?
Here are the steps the way I understand them. This is what we used when I was the chair of the fine/appeals committee where I live.
Before you start number one, if you don’t have the number seven fine/appeals committee in place who are willing to meet after the board gives a 14-day invitation to the non-compliant owner, you can’t fine or suspend the use rights of the amenities.
Editor’s Note: This is Part I of a two-part series that addresses employee engagement.
In 2020, the world changed significantly, and so did the way we manage. How can you be prepared to help your employees thrive, no matter what new challenges may come their way? As managers, we have all learned to adapt to new ways in adjusting to new boards, new company initiatives, new laws and technology, and this past year, the COVID-19 environment in the workplace.
Keeping employees’ morale up and keeping them engaged has been difficult during the pandemic, and maintaining company culture has been a challenge. Employee engagement is more than just knowing whether someone likes his or her job or not. For the success of the community, it is critical to measure your employees’ engagement to get a pulse on how committed and motivated they are and how emotionally invested they are in their work.
For an employee to be engaged, it starts from the top. As manager leaders, it is important that we set goals and outline the objectives and expectations that are in line with the board of directors’ and company’s vision. Engaged employees will have a clear view and understanding of the objectives of their roles.
As a manager, creating a team approach and engaging and motivating employees to produce will create a clear path to success in providing services to the community.
Employees need to feel they are getting the proper direction regarding the workload and that they are getting feedback regarding their performance. Employees will have a mutual feeling of respect with you as the manager, which also lends to the sense of being a valued and integral part of the team!
Ask yourself the following questions:
When all these factors are in place, you can begin the process of looking closer at how well engaged your employees are. Taking a closer look at the operations and its level of services can also help you further develop employee engagement strategies and practices.
The benefits of engaged employees have a trickle-down effect throughout the entire organization. Those who show up with feelings of pride and motivation to work provide a higher level of quality service to your community. When resident satisfaction is high, residents share their experiences with others, and property values are impacted in a positive way.
Fostering a workplace environment where the employees feel supported and conduct their responsibilities within a team-focused atmosphere is good for the entire community. A community that has employee engagement strategies tends to have fewer sick days to account for. Organizations with engaged employees can expect to see a reduction in the number of days of work missed by an average of four days per employee per year.
Those who come to work every day do so because they believe in what they are doing. They know they have the backing of the manager and want to show up and work hard. They do not arrive every day just to collect a paycheck. They have an emotional commitment to the work, which drives them to help the community reach its goals.