Category: Condo / HOA

Turning Owner Feedback Into Practical Governance Insight

Turning Owner Feedback into Practical Governance Insight

Posted on by Matt McEwan

Turning Owner Feedback into Practical Governance Insight

Posted on by Matt McEwan

Owner feedback comes in many forms: emails, voicemails, hallway conversations, and comment periods at meetings. However, as important as it is, this feedback can all too easily be overlooked and forgotten. That’s not because boards don’t care. It’s because owner communication, on its own, isn’t necessarily easy to act on. A single parking complaint or one question about rule enforcement could be an isolated incident or a sign of a bigger problem. Without structure and analysis, however, it’s nearly impossible to tell.

What boards and management companies need isn’t necessarily more input; it’s organized information they can analyze, turn into governance insight, and use. There’s a meaningful difference between the two, and understanding that difference is the starting point.

What Separates Owner Input from Governance Insight

Owner input is often unfiltered feedback. This can include a frustrated email, a voicemail with a noise complaint, or owner comments during a Q&A. The information is raw, unstructured, and arrives in a dozen different formats.

Governance insight, however, is usually categorized, summarized, and placed in context. It helps a board identify patterns, priorities, risks, and follow-up items that may not be obvious from individual comments alone.

The gap between owner input and governance insight is where communication within a condominium or HOA often breaks down.

Start With Structured Intake

This gap doesn’t mean that boards should discourage informal communication; it means there should be a defined channel for owner concerns. Even more beneficial is a pre-defined structure for owner feedback that allows consistent information to be exchanged between boards and owners.

Owners should be encouraged to include clear, practical information in their feedback, such as:

  • Owner name and unit number
  • A clear description of the concern
  • The relevant issue category, such as maintenance, rule interpretation, policy, or general inquiry
  • Specific dates, locations, or incidents, where applicable
  • Any supporting context, such as prior communication, photos, or related documentation

For internal tracking, management or the board should also record the date the feedback was received and assign or confirm the appropriate issue category.

With this additional context, it becomes possible to organize, sort, and report on feedback more easily. Without it, management is often left trying to make sense of a pile of unrelated messages with no common format.

A structured intake process helps ensure owner feedback is useful, not just collected. Clear and consistent submissions make it easier to identify patterns, prepare meaningful summaries, and support more focused board discussions.

Sort by Governance Relevance

Not every message that comes in belongs in front of the board – part of management’s job is to filter owner feedback. Operational matters, routine maintenance calls, service complaints, and standard questions are typically handled at the management level. Such feedback doesn’t require board meeting time unless a pattern develops.

Policy matters are different. If owners are repeatedly asking the same question about how a rule is applied, that’s a sign the board may need to clarify its position. If there are complaints about enforcement inconsistency, that’s a policy discussion.

Compliance matters, including bylaw violations, legal obligations, or contractual issues, may require board direction or legal input. And strategic ideas, suggestions about amenities, reserve fund use, or governance structure, are often worth routing to the board even if they don’t require immediate action.

This kind of categorization keeps operational noise from crowding out governance conversations. Management can handle the initial sorting, but the board should periodically confirm that the filtering approach still reflects the community’s needs and priorities.

Look for Patterns, Not Just Problems

Tracking input over time is where individual messages begin transforming into actionable governance insight. Management should be monitoring feedback for:

  • Frequency of similar complaints
  • Concentration in specific areas or units
  • Timing patterns (seasonal, after policy changes, after major repairs)
  • Repeat contacts from the same owners about the same unresolved issue

This kind of pattern analysis does something individual messages can’t: it reveals the size and scope of a problem. Recurring maintenance complaints in the same wing of a building might indicate a drainage or structural issue. Repeated questions about the same bylaw provision might mean the language is unclear and worth amending at the next review.

We’ve seen boards improve their decision-making once they start looking at input as data over time rather than a series of one-off interactions. The shift is small operationally, but the impact on discussion quality is significant.

Add Context and Present Information in a Format Boards Can Use

Data without context isn’t decision-ready. In addition to filtering feedback, management can prepare briefs that help the board understand what’s happening and what the options are for resolution.

A good brief typically includes background on the issue, a summary of owner input, current status, relevant governing document language, and a management recommendation or list of options. When management adds neutral, informed commentary, the board is better equipped to understand the issue, assess its options, and respond appropriately.

Close the Loop with Owners

A board decision that is informed by aggregated owner input is worth noting in the minutes. Something like: “Following recurring concerns from owners about parking enforcement, the board approved revised enforcement procedures effective April 1.”

Such inclusion serves two purposes. It creates a clear record of why a decision was made, and it demonstrates to owners that their input contributed to board action. Owners who feel heard are more likely to engage constructively in the future. Those who feel ignored tend to disengage or escalate.

Good Governance Is Built on Good Information

It’s important to listen to owners, but listening alone isn’t enough. The most effective communities know how to convert owner feedback into useful governance insight. They do this by collecting feedback consistently, categorizing it clearly, identifying patterns, and filtering out routine operational matters. From there, the information can be included in organized, decision-ready board packages, followed by appropriate communication back to owners to close the loop.

None of these steps is complicated on its own. But building them into a consistent process takes discipline, and that’s where a lot of boards struggle. If your community wants to get better at this, it’s worth mapping out where your current process breaks down and who owns each step.

How WUCIOA Changes Affect Community Association Meetings

How WUCIOA Changes Affect Community Association Meetings

Posted on by Matt McEwan

How WUCIOA Changes Affect Community Association Meetings

Posted on by Matt McEwan

If you haven’t reviewed how your community association board meetings are run in a while, now’s the time. As of January 1, 2026, certain Washington Common Interest Ownership Act (WUCIOA) requirements, including meeting provisions, apply to many Washington common interest communities created before July 1, 2018.

The meeting provisions are where boards and managers will feel the most immediate impact. Here’s what you need to know.

Meetings Must Be Open with Limited Exceptions

Board meetings and committee meetings authorized to act for the board must be open to owners, with limited exceptions for executive sessions. Unless a meeting has already been included in a schedule that was previously provided to owners, notice must, generally, be given at least 14 days in advance. For an event or condition that could not reasonably have been foreseen and for which regular notice is impracticable, at least 7 days’ notice is required.

Additionally, the board must provide at least 15 minutes at the beginning of each board meeting for owner comments on agenda items. Any written materials provided to board members in advance must also be made available to owners.

For boards that have been operating informally or sharing materials only with directors, both of those practices need to change.

Voting by Email is Much More Limited

This one may impact boards the most. After the transition meeting, board action without a meeting is limited to ministerial actions, actions subject to ratification by unit owners, and implementation of actions previously taken at a board meeting.

Informal email decision-making is much more limited under this updated framework and cannot be used for most substantive board action after the transition meeting. More decisions need to be made at noticed, open meetings, which means more meetings and more documentation.

Remote Meetings are Even More Limited

Boards can still meet virtually, but the law sets clear conditions. The meeting notice must explain the process and how to participate; all participants must be able to hear and comment, board votes must be conducted by roll call or other verbal means, and anyone entitled to participate must have the option to join by phone.

Minutes are Part of the Compliance Picture

For certain matters, including board elections and other specified votes, the statute requires secret ballots. Results must be reviewed, announced, and recorded in the minutes, and incumbent board members and board candidates may not possess, access, or participate in opening or counting those ballots.

More broadly, the framework encourages tighter recordkeeping across the board. Meeting notices, materials shared with owners, verbal roll call votes, comment periods, ballot results — all of it needs to be reflected in the record.

For boards that already struggle with timely, accurate minutes, these requirements are raising the stakes.

The Bigger Picture

There is no express statutory grace period. Routine board actions could be subject to challenge if procedural requirements were not followed, though the statute imposes a 90-day deadline for such claims. The risk is real, and it is reason enough to get your best practices right now rather than later.

And this is just phase one. By January 1, 2028, WUCIOA is scheduled to apply to all common interest communities in Washington, and communities should review their governing documents for inconsistencies with the statute before that deadline arrives.

A Note on Minute Taking

With more meetings, stricter notice requirements, mandatory comment periods, and roll call votes, the job of documenting board meetings has gotten meaningfully more complicated. Many of the communities we work with have found this to be a good time to bring in outside help, allowing managers and board members to focus on the governance work itself rather than the record.

If that’s a conversation you’d like to have, we would love to connect. You can reach us at info@minutessolutions.com or click here to contact us:

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man presenting during a meeting

What Makes a Good President’s Report at a Condo AGM?

Posted on by Matt McEwan

What Makes a Good President’s Report at a Condo AGM?

Posted on by Matt McEwan

A well-prepared President’s Report provides owners with a clear, high-level overview of the condominium corporation’s progress, challenges, and priorities while helping build trust in the board’s leadership.

At a condominium Annual General Meeting (AGM), owners are looking for reassurance, transparency, and signs that the board understands the community’s needs. A strong report helps translate a year of board work into an update owners can actually follow. It should inform, educate, and reinforce confidence without becoming too technical or too long.

Who Is the President’s Report For?

The President’s Report is prepared primarily for unit owners, though it may also be reviewed by property managers, board members, auditors, and other stakeholders involved in the corporation’s operations.

Because condominium communities often include owners with varying levels of familiarity with governance, financial reporting, and operational matters, the report should balance professionalism with accessibility. The goal is to communicate important information clearly without relying heavily on technical or legal terminology.

An effective report acknowledges that owners bring different levels of engagement and understanding to the AGM and aims to ensure all attendees leave with a clearer understanding of the corporation’s direction and priorities.

What Is the Purpose of a President’s Report?

The President’s Report functions as a high-level communication tool that helps owners understand what the board has done, what challenges it is managing, and what comes next.

At its best, the report serves three core purposes:

  • Inform owners: Summarize major projects, decisions, and results from the past year
  • Educate the community: Explain key issues, responsibilities, or decisions in plain language
  • Build trust: Show owners that the board is transparent, prepared, and focused on the community’s interests

The AGM is often one of the few times the board communicates directly with the ownership as a whole, so a well-prepared report can shape how owners view the board’s competence and credibility.

What Should a President’s Report Include?

A strong President’s Report usually includes a small number of clear, high-value sections rather than a long list of disconnected updates.

Common elements include:

  • Opening remarks: A brief welcome and acknowledgment of key contributors
  • Year in review: A summary of important accomplishments, improvements, or completed projects
  • Challenges and resolutions: Honest discussion of ongoing issues and how the board is responding
  • Financial and operational context: High-level explanation of major financial or operational developments
  • Future priorities: A look at what the board is focusing on next
  • Recognition: Appreciation for staff, volunteers, managers, or fellow board members where appropriate

The most effective reports do not try to replace the financial statements, manager’s report, or meeting minutes. Instead, they connect the most important information into a clear narrative that owners can follow.

How Can You Make a President’s Report Easier for Owners to Follow?

To make a President’s Report easier to follow, keep it clear, focused, and designed for a mixed audience.

Best practices typically include:

  • Simplifying complex concepts
  • Using plain language instead of industry jargon
  • Giving enough context without overwhelming the audience
  • Focusing on key takeaways rather than every detail
  • Using visuals selectively when they improve understanding

For example, if the board wants to explain a major repair project, reserve fund issue, or bylaw-related decision, it helps to explain what changed, why the board acted, and what owners should understand going forward. This is where thoughtful structure matters as much as the information itself.

What Can Weaken a President’s Report?

A President’s Report becomes less effective when it is vague, overly long, too technical, or too one-sided.

Common problems include:

  • Glossing over challenges and making the report sound incomplete
  • Overloading owners with detail that is better suited to another document
  • Relying on jargon or unexplained legal and financial terms
  • Presenting updates without enough context to make them meaningful
  • Sounding defensive, informal, or poorly prepared

These issues can make owners feel excluded rather than informed. In some cases, they can also create the impression that the board is not fully in control of the issues affecting the community.

How Should the President Deliver the Report?

The strongest President’s Reports are delivered with clarity, confidence, and a focus on owners’ concerns.

A few practical delivery tips include:

  • Start with a clear purpose
  • Keep the report concise
  • Use slides only when they support understanding
  • Be honest about unresolved issues
  • Explain complex decisions in simple terms
  • Rehearse aloud before the meeting

Delivery matters because even a well-written report can lose impact if it feels rushed, disorganized, or overly scripted. Owners should leave the AGM feeling informed and reassured, not overwhelmed.

Make Your AGM Easier With Professional Minute Taking

Preparing the President’s Report is just one of many responsibilities your board manages before the AGM. While you’re focused on communicating the corporation’s progress, priorities, and plans for the future, Minutes Solutions can take minute taking off your plate.

Our professional condominium and HOA minute takers attend your AGM and prepare clear, accurate minutes that capture the decisions and discussions from the meeting. With one critical administrative task handled by experienced professionals, your board can stay focused on engaging with owners and delivering an effective Annual General Meeting.

Contact Minutes Solutions to learn how our AGM minute-taking services can help your board save time and ensure your meeting records are complete, professional, and reliable.

Frequently Asked Questions

What is a President’s Report at a condo AGM?

A President’s Report is a high-level presentation delivered at the AGM that summarizes the corporation’s progress, challenges, and priorities for owners.

What should be included in a President’s Report?

It should typically include a year-in-review summary, major accomplishments, key challenges, future goals, and recognition of important contributors.

Why is the President’s Report important?

It helps owners understand the board’s work, builds trust through transparency, and gives the community a clearer picture of the corporation’s direction.

How long should a President’s Report be?

It should be long enough to cover key updates clearly, but concise enough to hold attention and leave detailed discussion to the rest of the AGM or Q&A.

master your next Ontario condo AGM

How to Master Ontario Condo AGMs: From Compliance to Community Building

Posted on by Matt McEwan

How to Master Ontario Condo AGMs: From Compliance to Community Building

Posted on by Matt McEwan

Annual General Meetings (AGMs) are one of the most important events in the annual calendar of an Ontario condominium corporation. AGMs are where owners review financial statements, elect board members, and hear updates about their property. Yet, for all their importance, AGMs can be tricky to execute smoothly. Done well, an AGM can inspire confidence and foster a sense of community. Done poorly, it risks becoming a breeding ground for distrust and frustrated, unhappy owners. If you’ve ever felt the weight of getting it just right, you’re not alone. But the good news is thaat running a great AGM isn’t about perfection—it’s about preparation.

We’ve put together a detailed guide to organizing an efficient AGM that’s not just compliant with Ontario’s Condominium Act but acts as a vehicle for engaging your community.

Start Strong by Nailing the Notification Process

The first and most critical step to a successful AGM is ensuring owners are properly informed and engaged. Ontario’s Condominium Act, 1998 mandates a two-step notification process. First, a preliminary notice of meeting must be sent out at least 20 days before the notice of meeting. This initial notice informs owners of the meeting’s date and purpose and invites them to submit items for the agenda or candidacies for the board. The notice of meeting, containing all the finalized meeting details, must follow at least 15 days before the AGM. We suggest sending the notice of meeting 20–25 days ahead of the AGM to give owners additional time to prepare by reviewing materials and submitting proxies. Remember, clear and timely communication sets the tone for the entire AGM.

Your AGM notice package should include:

  • The date, time, and location (or virtual meeting access details).
  • A proxy form to allow owners to delegate their voting rights.
  • Key documents like the auditor’s report, financial statements, and the motions up for vote.
  • Bios and platforms for candidates running for the board (if applicable).

Thanks to amendments to the Condo Act made permanent by Bill 91, you can send notices by e-mail. This method is not only faster but can also increase engagement, especially if paired with reminders closer to the meeting date. You can also host a pre-meeting Q&A session a week before the AGM to allow owners to raise questions early and reduce disruptions during the meeting.

Overcoming the Struggle of Achieving Quorum

Quorum is the silent antagonist of AGMs everywhere. For Ontario condominiums, quorum—the minimum number of owners required to proceed with the meeting—is 25% of units. Achieving quorum can be one of the biggest hurdles boards face, especially in larger buildings where owner engagement may be low.

Here are some suggestions to boost turnout:

  • Collect Proxies Early: Encourage owners to submit proxies as soon as they receive the notice. Distribute clear proxy instructions with the meeting notice and follow up with reminders through e-mail, your community portal, or physical flyers.
  • Offer Incentives: Make the meeting more appealing by providing light refreshments for in-person AGMs or offering small incentives like door prizes or raffles for those who attend virtually or submit proxies.
  • Knock on Doors: For condominiums with historically low turnout, consider creative outreach efforts like door-to-door reminders or casual pre-AGM chats to build interest and foster community involvement.
  • Consider the Time of Year: Timing also plays a role. Spring and fall tend to be the busiest times for AGMs, so schedule early and secure your quorum-building strategies well in advance.

Choosing the Right Venue or Technology

Your choice of venue or platform can seriously impact the AGM experience. For in-person meetings, book a space that is:

  • Accessible to all owners, including those with mobility challenges.
  • Sized to comfortably fit your expected turnout (don’t forget a bit of wiggle room for latecomers).
  • Conveniently located for the majority of owners.

If you choose to offer refreshments, keep it simple. Items like coffee, tea, and snacks are easy and cost-effective. While not required, this small gesture can make a big difference in creating a welcoming environment for members of the community, especially newcomers.

For virtual or hybrid AGMs, technology is key. Use a reliable video conferencing platform that supports real-time interaction and electronic voting, such as Zoom or GetQuorum. Test your setup well in advance—from the platform to the microphones, cameras, and screen sharing. Make sure to include clear login instructions with your notice to ensure owners can join easily.

Managing the Flow of the Meeting

Ever wonder why some AGMs feel seamless while others drag on for hours? It’s all about flow—and preparation. Ontario condominium AGMs generally follow this structure:

  1. Call to Order: Confirm quorum and officially begin. Use this moment to set expectations for timing and decorum.
  2. Approval of Previous Minutes: Review and vote to approve the minutes from the prior AGM.
  3. President’s Report: Share highlights and challenges from the past year. Incorporate visuals, like slides or graphs, to keep owners engaged.
  4. Financial Overview: The auditor presents the financial statements and answers questions. Visual aids and clear summaries make these complex documents easier to digest.
  5. Elections: Arguably the most anticipated (and sometimes contentious) part of the meeting. Share candidate bios in advance and use pre-set polling questions if voting is electronic.
  6. Public Comments: Open the floor to owners’ questions and concerns. Set ground rules early, limit speaking times, and recap key takeaways after each major topic to maintain focus.
  7. Adjournment: Close the meeting officially and thank the participants. End with a reminder about follow-up materials, like post-meeting summaries or updates.

Minute-taking during this process is essential. Accurate minutes are a legal requirement and serve as the official record for decisions, capturing key points like quorum confirmation, motions, and voting results. A professional minute taker is a worthwhile investment that allows the Board to ensure objectivity and completeness.

Handling Public Comments and Difficult Owners

The public comments section can be the most unpredictable part of an AGM. While it’s important to provide owners with a platform to voice concerns, this segment can easily derail without proper management. Here’s how to keep things civil when tensions run high:

  • Set Ground Rules: Establish rules at the start of the meeting, such as time limits for comments, and remind owners to keep questions relevant and respectful.
  • Use a Moderator: A neutral party—like a meeting moderator—can help manage time and keep discussions on track.
  • Address Disruptions Calmly: If an owner becomes disruptive, acknowledge their frustration but stay firm and remind them of the need for order. Offer to address complex issues privately after the meeting to avoid derailing the agenda.

For particularly contentious topics, consider inviting a third-party expert, such as a lawyer or consultant, to provide objective insights. Their presence can defuse conflict and lend credibility to your responses. Remember, transparency builds trust. When you’re fielding tough questions, the act of listening—and responding thoughtfully—goes a long way.

Following Up After the Meeting

Your AGM isn’t over when the meeting adjourns. Following up effectively is just as important:

  • Share a Summary: Distribute a recap of key decisions, including voting results, within a week of the AGM.
  • Owner Survey: Ask for feedback on how the meeting went and what could be improved next time.
  • Action Plan: Ensure all resolutions and next steps are acted on promptly. Have a clear and transparent dispute resolution process in place for post-meeting grievances.
  • If you held a virtual AGM, consider sharing a password-protected recording for owners who couldn’t attend.

Final Tips for Success

Think of preparation as a safety net: Start planning your AGM months in advance. Secure the venue or virtual platform, gather documents for distribution, and confirm attendance with your board members and key stakeholders. Ensure your professional minute-taking service is reserved well in advance to ensure availability and be sure to provide them with whatever documents they require. On the day of the AGM, arrive early (or log in early) to troubleshoot any potential hiccups.

For virtual and hybrid meetings, assign someone to act as tech support to resolve any issues quickly and minimize disruptions during the meeting. If there are glitches, you’ll want someone ready to step in while you focus on the meeting itself.

Check your by-laws for rules relating to quorum thresholds or meeting formats. Consider providing materials in multiple languages or arranging for a translator if you are in a diverse community. By combining thorough preparation, clear communication, and proactive problem-solving, you can transform your AGM from a routine obligation into a cornerstone event for your condominium.

Lastly, lean into the details, and don’t forget to add that welcoming cup of coffee or perfectly timed online poll—it’s the little things that make a big difference.

The Importance of Accurate Records for Community Associations

Posted on by Matt McEwan

The Importance of Accurate Records for Community Associations

Posted on by Matt McEwan

Most community managers and volunteer directors do not become involved in the industry because they are excited about maintaining complete and accurate records of condominiums and homeowner’s associations (HOAs). However, despite the tedious and time-consuming nature of proper record keeping for community associations, its importance can’t be understated.

Without accurate records, community associations are not only at risk of damaging consequences but also, they can never live up to their full potential. Good records provide the context needed to make informed decisions, protect stakeholders,  establish compliance, and enable the efficient operation of condominiums and HOAs.

Why Records Matter: Building a Foundation of Trust and Efficiency

Effective records provide a reliable institutional memory for associations, ensuring that every key decision, financial record, and action taken is documented and accessible. They establish a transparent history, showing residents, auditors, and legal entities alike that the association is accountable and compliant with regulations.

Community association boards typically experience frequent turnover and the regulatory environment is only becoming more complex. Given these challenges,  robust records help maintain continuity, support decision-making, and serve as a vital resource for new board members or community managers.

The Risks of Inadequate Recordkeeping

When records are disorganized or incomplete, community associations can be affected in both obvious and surprising ways. Here are the critical areas where associations face real consequences if records fall short:

1. Loss of Corporate History and Knowledge

Relying on the memory of board members or managers for past decisions is unreliable and unsustainable, especially given frequent board turnover. When decisions aren’t properly documented, crucial knowledge is lost, leading to confusion, poor continuity, and difficulty understanding past actions. This knowledge gap can impair strategic planning, slow down projects, and lead to decisions being revisited repeatedly.

2. Increased Legal and Financial Exposure

Inadequate records can create serious problems for board members, especially when it comes to legal or financial scrutiny. Community associations are required by law to maintain thorough and accurate documentation, and if they come up short, the consequences can be costly. Without the right records, an association or manager can face fines, sanctions, or even lose footing in a legal dispute. Imagine needing to produce key documents during an audit or in response to a homeowner’s request—if those records aren’t accessible or complete, it can lead to penalties that take a direct toll on the community’s budget and overall resources. This is why maintaining accurate records is more than just a good habit; it’s essential protection for your community’s future.

3. Reduced Efficiency and Productivity

Without an efficient system, community managers may spend hours searching for records, reducing productivity and delaying responses to resident inquiries or other essential tasks. Employees spend too much time in their workweek searching for lost documents—time that could otherwise be dedicated to supporting the community. Disorganized records drain valuable resources and complicate otherwise simple operations, impacting the overall effectiveness of management.

4. Delayed or Incomplete Responses in Critical Situations

In emergencies—such as natural disasters, sudden legal inquiries, or urgent resident concerns—rapid access to accurate records is essential. A lack of properly organized records can slow response times, impacting the association’s ability to act promptly and protect the community. Similarly, delays in accessing or sharing records during audits or legal matters can put the association at risk, straining credibility and accountability.

The Role of Accurate Minutes: Safeguarding Decisions and Actions

Meeting minutes are some of the most valuable records an association has. Done right, they give a clear, straightforward picture of what decisions were made, what actions were agreed upon, and who’s responsible for what. Think of them as the community’s official record book—not a transcript of every word, but a smart summary of the essential points. Good minutes keep everyone on the same page, make follow-up easier, and offer a credible record if questions or disputes arise.

They should capture what was done—not necessarily who said what—to keep the focus on outcomes rather than individual commentary. This approach helps reduce liability and maintains a clear, objective record that boards can rely on for years to come.

Minutes should always:

– Document attendance, motions, votes, and decisions

– Avoid personal commentary or subjective opinions

– Clearly state any assigned action items or next steps

Poorly kept minutes expose managers, directors, and communities to unnecessary risk. In the event of a dispute, missing records or meeting minutes that don’t provide just the right amount of context can weaken a community’s position.

Best Practices for a Reliable Recordkeeping System

Associations can mitigate risks by establishing a recordkeeping system that prioritizes accuracy, accessibility, and regulatory compliance. Here are key practices to keep in mind:

– Implement a Clear Retention Policy: Associations should have a structured policy that outlines the specific retention periods for each type of document, from financial statements to meeting minutes. Local laws and community specific rules often mandate these periods, so it’s essential to consult legal standards and governing documents.

– Invest in Digital Recordkeeping: Digital storage allows for efficient organization and retrieval, reduces physical storage needs, and makes it easier to share information with residents or auditors. When using digital systems, ensure all files are backed up regularly and access is password-protected to maintain security.

– Conduct Routine Audits of Records: Regularly reviewing records helps identify any gaps, errors, or areas where documentation may be missing. Routine audits ensure that all documentation is complete and up to date, preparing the association for any record requests or legal needs that arise.

– Engage Professional Minute-Taking Services: For critical records such as meeting minutes, professional minute-taking services ensure impartial, precise documentation aligned with industry standards and maintain consistency in recordkeeping. This extra layer of accuracy ensures that minutes reflect actions taken without bias or unnecessary detail, which can prevent potential liability issues.

Protecting Your Community Through Better Recordkeeping

Poor recordkeeping can lead to real challenges that ripple through a community association, affecting everything from legal protection to financial health and everyday operations. By putting strong recordkeeping practices in place, investing in systems that make organization easy, and relying on professional services such as those from Minutes Solutions, communities can protect their operations, avoid unnecessary risks, and build trust with residents.

At Minutes Solutions, we specialize in minute-taking services that deliver:

– Compliance and Accuracy: Minutes that meet regulatory standards and are ready for legal use.

– Efficiency and Accessibility: Organized records that simplify responses to residents and auditors.

– Accountability and Transparency: Clear, action-focused minutes that build resident trust.

Protect your community and its hard work by prioritizing accurate, reliable records. Contact Minutes Solutions today to learn how we can support your association with professional and objective minute-taking services.

webinar: minute taking fundamentals

WEBINAR: Minute Taking Fundamentals for Condominium Boards and Managers

Posted on by Matt McEwan

WEBINAR: Minute Taking Fundamentals for Condominium Boards and Managers

Posted on by Matt McEwan

Meeting minutes play an important role in condominium governance. They document decisions, support accountability, and create a clear record that boards, managers, owners, auditors, lawyers, and other stakeholders may need to rely on long after a meeting has ended.

Minutes Solutions hosted a practical webinar, Minute Taking Fundamentals for Condominium Boards and Managers, focused on helping condo managers and board members produce clearer, more accurate, and more professional meeting minutes.

The session covered why minutes matter, what they should and should not include, and key considerations around accuracy, objectivity, structure, and common governance issues. It also offered practical strategies for improving the quality and reliability of board meeting records.

While the webinar uses specific examples from the Ontario condominium industry, the principles discussed apply well beyond Ontario. Boards, managers, administrators, and minute takers in other jurisdictions and industries can also benefit from the guidance, especially where meetings require clear, objective, and decision-focused records.

The recording is now available for anyone who was unable to attend live or would like to revisit the session.

Watch Here

Clear minutes do not happen by accident. They require preparation, judgment, structure, and a strong understanding of what the record is meant to accomplish. This webinar provides a useful starting point for anyone looking to strengthen their minute-taking practices.

If you’d like to take the next step towards improving your meeting minutes, contact us to learn more about our professional minute-taking services and Minute Taking Fundamentals online training course:

Contact Us

WEBINAR: Navigating the Maze – Best Practices for Board Meetings

Posted on by Matt McEwan

WEBINAR: Navigating the Maze – Best Practices for Board Meetings

Posted on by Matt McEwan

Maximise the effectiveness of your board meetings with insights from CAI Canada’s Navigating the Maze: Best Practices for Board Meetings webinar. Hosted by Matt McEwan of Minutes Solutions, this session brings together industry experts, including property manager Babak Ardalan of Papak Management, condo lawyer Bradley Chaplick of LDDC, and Ben Zelikovitz of GetQuorum. They share strategies on integrating technology, streamlining processes, and improving governance to enhance your meetings. They also address important questions from the audience covering a range of topics, including how to deal with unprepared board members, who is responsible for the accuracy of meeting minutes, and many more.

Learn how to adapt to the rise of virtual and hybrid meetings, craft purposeful agendas, and ensure decisions are documented correctly. This webinar is essential for property managers and board members seeking to stay current on the latest legal updates and best practices, helping them run more productive, strategic, and governance-focused board meetings.

For actionable advice on refining operations and communication for better community governance, access the full webinar below.

Watch Here
Florida condo miami

HB 1021: What Florida Condo Boards Need to Know About the New Law 

Posted on by Matt McEwan

HB 1021: What Florida Condo Boards Need to Know About the New Law 

Posted on by Matt McEwan

Florida’s new House Bill 1021 (HB 1021), commonly known as Condo 3.0, went into effect on July 1, 2024. What does this mean for condo owners and boards in Florida? Let’s dive in to find out.

The Legislative Background

The collapse of the Champlain Towers South in Surfside, Florida, in June 2021 was a devastating event that exposed severe regulatory shortcomings in the oversight of condominium buildings. In response, Florida lawmakers introduced a series of reforms culminating in HB 1021, aimed at enhancing building safety and the governance of condo associations. Governor Ron DeSantis signed HB 1021 into law on June 14, 2024. The majority of its provisions came into effect on July 1, 2024, while certain transparency requirements will begin on October 1, 2024, giving condo associations time to comply with the new standards.

Key Features of HB 1021

  1. Structural Integrity Reserve Studies
  • Condos that are three stories or higher must undergo Structural Integrity Reserve Studies (SIRS) every 10 years, starting at either 25 or 30 years old depending on their proximity to the coast.
  • Within 45 days after receiving the SIRS, the association must distribute a copy of the report, or a notice that the report is available for inspection/copying upon written request, to all the unit owners.
  1. Increased Transparency
  • Condos with 25 units or more must create websites to display important documents such as bylaws, budgets, and contractor lists by October 1, 2024. This measure aims to keep owners well-informed and reduce misuse of funds through greater transparency.
  • Detailed financial reporting, including monthly income and expense statements and annual reports, must be provided by condo associations.
  1. Education and Anti-Corruption Measures
  • Existing directors must complete a four-hour educational curriculum by June 30, 2025, intended to help them provide adequate oversight and ensure responsible governance. Newly appointed directors will have 90 days to complete the training course.
  • The bill revises Florida’s anti-SLAPP laws, preventing board members from using association funds for defamation actions. It also includes criminal penalties for kickbacks, fraudulent voting activities, and withholding records.
  1. Strengthened Enforcement
  • The Department of Business and Professional Regulation (DBPR) is allocated $7.5 million annually to hire staff for stricter enforcement actions against mismanagement or corruption in condos.
  • The Division of Condominiums has enhanced authority to remove board members found guilty of fraud or conflicts of interest.

Impact on Community Association Boards

The new law places significant responsibilities on community association boards, especially regarding record keeping and transparency:

1. Record Keeping Requirements

  • Condo associations must maintain extensive records, including financial statements, building permits, and educational certificates of board members. These records must be made available for inspection upon written request. Repeated refusal to release records is classified as a second-degree misdemeanor, escalating to a third-degree felony if the refusal is to cover up crimes.
  • Associations with 25 units or more are required to publicly post building records online, ensuring that all owners have access to important information about the property’s condition and management.

2. Challenges and Compliance

  • Meeting these new requirements may be challenging for many condo boards and their management teams due to the increased amount of administrative work required. For communities where regular inspections and proper reserve funding has been neglected, becoming compliant may result in increases to condo fees, creating an unexpected financial burden on owners.
  • Educational requirements for directors, along with the increased scrutiny brought on by HB 1021, may make it more difficult to recruit the volunteers needed to serve as members of the board.
  • Mixed-use condos present unique challenges, potentially leading to legal disputes between owners, associations, and developers over property rights and expenses.

HB 1021 represents a significant shift in the governance and operation of condo associations in Florida. Understanding and adhering to these new regulations is crucial for condo managers and directors. By maintaining detailed documentation and ensuring transparency, associations can navigate the complexities of the new legal landscape, ensuring safety and accountability. Partnering with a professional third-party minute-taking company like Minutes Solutions can provide the necessary support to keep accurate records, helping associations remain compliant and focused on their core responsibilities.

How Often Should Community Association Boards Meet?

Posted on by Matt McEwan

How Often Should Community Association Boards Meet?

Posted on by Matt McEwan

Community association boards serve the community by maintaining the quality of life in condominiums, homeowners associations, and cooperatives. They are responsible for the governance and management of the community, ensuring that residents’ needs are met and community standards are upheld. To achieve this, a board must meet regularly to conduct business and make decisions essential for fostering a successful and thriving community. But how often should community association boards meet to fulfill their role? Here are some factors to consider.

Local Laws and Bylaws:

Local laws rarely specify how often board meetings must occur, but it is worth checking the regulations that govern your community association. Some jurisdictions have sunshine laws requiring certain meetings to be open to community members. Additionally, your board’s governing documents, particularly the bylaws, usually outline the minimum number of required meetings. Adhering to these guidelines is essential, as failing to do so undermines the board’s responsibility to maintain proper governance practices. However, boards may need to meet more often based on the specific needs and circumstances of their community. 

Age and Size of the Community

The age and size of a community can greatly influence how often board meetings are needed. Newer communities may require more frequent meetings to address initial setup issues, such as establishing governance documents, creating budgets, and addressing new residents’ concerns. In contrast, older communities with established systems may not need to meet as often. Larger communities, with more residents and potentially more issues to manage, might benefit from more frequent board meetings, such as monthly or bi-monthly meetings to ensure all issues are addressed promptly. Smaller communities might find quarterly meetings sufficient to manage their affairs effectively.

Recent Events and Crisis Management

Recent events can significantly impact the need for more consistent board meetings. For instance, a community recovering from a natural disaster, like a hurricane, may require regular meetings to coordinate recovery efforts, manage insurance claims, and communicate with residents. Once the crisis has passed, the meeting schedule can return to normal. 

Similarly, when a new board replaces one found to be corrupt or neglectful, more regular meetings are likely necessary to resolve existing issues swiftly, communicate progress to residents, and rebuild community trust. This proactive approach is essential for stabilizing the community and laying the groundwork for long-term improvements.

Level of Community Engagement

In communities where board meetings are open to the public, regular meetings can enhance transparency and trust by providing a platform for residents to voice concerns, ask questions, and stay informed. However, while residents appreciate this opportunity, many do not consistently attend meetings. Therefore, to increase turnout and engagement, boards should maintain a fixed meeting schedule, include agenda items that interest residents, and ensure they follow through on approved decisions. 

Benefits of More Regular Meetings

Regular meetings offer several key benefits, including timely decision-making, which prevents issues from escalating or being neglected, especially for maintenance requests, financial planning, and community disputes. They enhance communication among board members and between the board and the community, leading to better understanding and cooperation. Regular meetings also hold board members accountable for their tasks and responsibilities, building trust within the community and keeping members focused. Finally, more regular meetings allow the board to address issues proactively, saving time and resources in the long run. 

Balancing Frequency with Efficiency

While it’s important to meet frequently enough to address community needs, boards must also avoid meeting so often that it becomes inefficient. Meetings require time and resources, and overly frequent meetings can lead to burnout among both community managers and board members, reducing productivity. Finding the right balance is essential. Boards should establish a meeting schedule that allows for thorough discussion and decision-making without overwhelming the board members, management team, or the community. 

Ultimately, the frequency of meetings should balance the community’s needs and activity level, ensuring effective governance and timely decision-making without risking burnout.

PODCAST: Key Strategies to Improve Your HOA Board Meetings 

Posted on by Matt McEwan

PODCAST: Key Strategies to Improve Your HOA Board Meetings 

Posted on by Matt McEwan

Are you a member of your Homeowners Association (HOA) board and find yourself leaving meetings feeling more frustrated than accomplished? If so, you’re not alone. Many board members face similar challenges.

On episode 50 of HOA Insights: Common Sense for Common Areas, Noah Maislin of Minutes Solutions and Robert Nurdlund of Association Reserves discuss best practices for HOA board meetings.

Having a productive meeting starts with preparation. In this episode, Noah Maislin emphasizes the need for board members to be armed with accurate information and well-thought-out ideas to ensure meaningful conversations during the meeting.

Transform your board meetings from dreaded tasks into efficient and even enjoyable sessions. Tune in to this episode to learn from the experts and bring a new level of professionalism and organization to your board activities.

Listen Here

Minutes Solutions Inc.

As a professional third-party minute-taking company, Minutes Solutions provides prompt, accurate, and objective minutes for organizations in a wide variety of industries. As community association experts, Minutes Solutions is trusted to take minutes for the Community Associations Institute (CAI). 

Since 2014, the company has provided minute-taking services for over 50,000 meetings for more than 4,000 communities and organizations across North America. Its cohort of over 150 professionally trained minute takers in Canada and the U.S. undergoes rigorous training in industry best practices that help make board meetings more effective and allow staff and board members to focus on their core responsibilities.