By Pat Wilderotter, CIRMS, CCIG

If you are new to condominium/townhome living, or have been a long time resident but never understood what insurance you needed, this article is for you.

Under your monthly assessments, you probably see “insurance” as one of the items you are paying for but that can be misleading. The insurance being provided, especially on the interior of the units, depends on the association’s declarations. 

Typically, interior coverage falls into one of three categories with variations. There is “all in” coverage where we will rebuild back to where the unit was at the time of the loss. So, all upgrades that have been made, the association’s insurance will cover. Next, you have original construction, also known as “single entity” coverage, where we will rebuild according to what was original to the unit when sold by the developer. In this case, owners are responsible for any upgrades made since the units were first built. This can become tricky to determine when you are the third or fourth owner. Finally, there is what is referred to as “bare walls” coverage. In this case, after a loss, the insurance company for the association only provides coverage to the drywall of the unfinished floors, ceilings, walls and the subfloors. Items like floor coverings, cabinets, countertops etc. are the responsibility of the unit owner to insure. There can be variations on these three options like coverage on appliances and other interior items. Make sure to check your responsibility to obtain coverage on the interior items that the association does not cover according to the association’s declarations.  When an association submits a claim, the insurance adjustor will ask to see a copy of the association’s declarations to know what the association is responsible to repair or replace and what falls onto the owner.

 

Once you know what you are responsible to insure on the interior of the unit, you need to consult your personal insurance agent. You will need to purchase an HO6 policy (sometimes known as a condominium owners policy). These policies should provide at least coverage for (1) dwelling/unit coverge for items you are responsible for, (2) personal property coverage, (3) general liability for anything that happens inside the unit, (4) loss assessment coverage and (5) loss of use. If you are renting your unit out, you will also need loss of rents coverage since you are a landlord. 

The HO6 policy also offers coverage for the association’s deductibles that the owners will have to cover. Typically, if the association were to have a $25,000 property deductible for example, and you had a kitchen fire where the association insures original construction and the kitchen has not been updated, you would be responsible for the first $25,000 of damage. This could  be covered under your personal HO6 policy if you had bought the right coverage. Also, being in Colorado, we know the importance of having loss assessment coverage after a hailstorm. The hailstorm deductible is typically a percentage of the building limit, often 5%, which is then shared by the number of unit owners. We are also seeing percentage wildfire deductibles in some areas so that would need to be covered under the loss assessment section of the personal HO6 policy. Loss assessment only applies when everyone in the community is assessed to pay the deductible after an insurance event. Special assessments, where owners are assessed for maintenance issues, are not covered since the work is not triggered by a covered insurance event. Confirm with your personal agent that there are no sub-limits that would apply if the loss assessment was to go to pay for the association’s deductible. 

It is essential to know your responsibilities for the insurance that you will need to obtain to cover items that are your obligation as well as what association deductibles you will need to cover under your personal HO6 policy. This will eliminate the potential gaps between the association’s master policy and your personal HO6 policy. 

Pat Wilderotter is past-president of the Rocky Mountain Chapter of CAI. She is one of 150 agents in the US to hold the designation of CIRMS (Community Insurance and Risk Management Specialist). Pat heads the HOA team at CCIG where she is an executive VP and Partner. 

By Anthony Smith, Smith Jadin Johnson, PLLC 

Introduction

Homeowners Associations (HOAs) hold a vital role in safeguarding the value and integrity of residential communities. Securing the appropriate property insurance coverage is crucial for HOAs as they oversee shared spaces and amenities. However, choosing the right property insurance policy can be a complex task. In this article, we will discuss three essential considerations that every HOA manager and board member should be aware of when purchasing insurance.

Consideration #1: Understand and Plan for Your Deductibles

Deductibles for property insurance policies have evolved over time, becoming more intricate. Nowadays, most property insurance policies for HOAs feature different deductibles for different types of losses. While some losses still involve a single flat rate deductible, others employ a percentage-based deductible. In states like Colorado, where wind and hail storms are common, percentage-based deductibles place a significant financial burden on HOAs and their members.

Fortunately, HOAs subject to the Colorado Common Interest Ownership Act (“CCIOA”) can shift the deductible expense downstream to their owners through pro rata assessments. This means owners' HO-6 insurance policies can cover the deductible assessment. However, HOAs not subject to CCIOA must either have an explicit right in their governing documents to assess the deductible back to the owners or rely on special assessments, which can cause delays or barriers to necessary repairs.

Older HOAs not subject to CCIOA should consider amending their governing documents to grant them the right to assess their property insurance deductible back to the owners.

Consideration #2: Pay Attention to Exclusions

While insurance policies may appear similar at first glance, they often vary significantly in terms and conditions. HOAs must be attentive to potential exclusions in their policies. Here are three common exclusions that HOAs should strive to avoid:

a) Functional Damage, Cosmetic Damage, and Marring Exclusions: These exclusions pertain to damage that doesn't impact the structural integrity of the property but can still detract from its aesthetic appeal. These exclusions hinder an HOA's ability to address issues that may affect the property's overall value and appeal.

b) Ordinance or Law Exclusions: These exclusions limit coverage for costs associated with complying with building codes or laws that may have changed since the property's original construction. For older communities, this exclusion can be particularly significant as repairs may require updates to meet current building codes, leaving the HOA responsible for the additional costs.

c) Matching Exclusions: Matching exclusions restrict coverage for the replacement of undamaged portions of a property to achieve visual consistency with the repaired or replaced sections. This limitation makes it challenging for HOAs to restore or replace damaged portions of a property to match the undamaged areas.

HOAs should negotiate with insurers to eliminate these exclusions, ensuring they have comprehensive coverage that adequately protects their assets, maintains aesthetic appeal, and positively contributes to property values.

Consideration #3: Be Mindful of Your Duties and Responsibilities

Finally, HOAs have important duties to fulfill to their insurance companies in the event of a loss. The most significant duties include:

a) Prompt Notice of Loss: HOAs must promptly notify their insurance companies of any loss or damage to the insured property. Timely notification is critical and generally outlined as a requirement in the insurance policy.

b) Cooperation with the Insurance Adjuster: HOAs are obligated to cooperate with the insurance carrier's adjuster during the claims investigation. This involves providing access to the damaged property, facilitating inspections, and offering necessary documentation to support the claim.

c) Proof of Loss: Insurance companies may require HOAs to submit a formal proof of loss document. This document details the loss, including the items damaged, estimated repair or replacement costs, and other pertinent information. Timely submission of a proof of loss is often crucial, as failure to provide one may result in the claim being denied.

Conclusion

As HOA managers and board members, understanding the nuances of property insurance policies is essential for protecting the interests of residential communities. By keeping three key considerations in mind, HOAs can make informed decisions when purchasing insurance:

First, comprehending and planning for deductibles is crucial. Whether dealing with percentage-based or flat rate deductibles, HOAs should explore their options to shift the deductible expense downstream to owners, either through CCIOA provisions or by amending governing documents.

Second, paying attention to exclusions is vital for comprehensive coverage. Negotiating with insurers to eliminate exclusions related to functional damage, cosmetic damage, marring, ordinance or law compliance, and matching can help maintain aesthetic appeal, address repairs, and protect property values.

Last, understanding and fulfilling duties and responsibilities to insurance companies is essential in the event of a loss. Promptly notifying insurers, cooperating with adjusters, and providing necessary documentation such as proof of loss facilitate efficient claims processes and ensure that HOAs receive the coverage they need.

By being well-informed and proactive in insurance matters, HOA managers and board members can effectively safeguard the assets, integrity, and overall value of their residential communities. Making thoughtful choices and fostering constructive relationships with insurance providers lead to greater protection and peace of mind for everyone involved.

Anthony (“Tony”) T. Smith has been representing property owners for most of his career. His practice focuses on the diverse legal needs of homeowners associations (HOAs) in all aspects of their operations. Tony is a skilled communicator, problem solver, and negotiator. He regularly presents educational seminars for CAI’s Colorado and Minnesota chapters and other professional organizations and was the 2022 President of CAI’s Minnesota chapter.

By Brian TerHark, AMS®, PCAM®, Westward Management Group

Has anyone had any challenges with funding insurance premiums over the past few years? If so, you are not alone. According to a CBS news report, as an example, one Castle Rock community experienced a 600% annual premium increase in 2024 from $197,000 to $1,360,000. While a 600% increase was not the standard for all communities, we saw communities experience significant increases in recent years. Fortunately, we are not consistently seeing huge increases in premiums in more recent renewals. Although the insurance market is still adjusting to loss trends and stabilizing, one insurance broker has indicated they have seen some recent renewals where they were able to renew at a lower cost. Regardless of insurance premium trends, one thing remains constant…communities must adequately plan for funding their insurance needs!    

How do you plan for insurance premiums? It is not a once-a-year activity that only occurs when drafting next year’s budget. Communities should consider the following throughout the year:

• Check in with your professional insurance agent or broker, 2-3 times throughout the year, to keep up with the current trends they are seeing with similar communities. This helps you understand what your community may expect to experience at renewal. If nothing else, it helps reduce the shock and awe experience. It should also help facilitate proactive discussions with the Board and community professionals on what actions the community can take to help anticipate and respond to premium increases. Keeping homeowners informed throughout the year on anticipated significant changes can help significantly when needing to increase the assessment.

 

• Identify what actions the community can take to mitigate risk for the carrier which may result in a lower premium renewal. Your insurance professional should be able to assist the community with this. This may include property enhancements, accepting higher deductibles, etc.    

• As wind/hail deductibles continue to increase, consistently educate the homeowners regarding the need for loss assessment coverage through their own insurance policy.    

• Evaluate when the community files a claim against its current policy.  If there is a property loss and the total loss would be $20,000 but the deductible is $10,000, the community may determine not to file a claim. Be sure to seek the advice of your professionals (insurance, legal, management, etc.) when determining if it would be better not to file a claim to help ensure the Board understands the risks by not doing so. Bottom line: Your claim / loss history matters!   

• Consider adjusting the policy period so that it better aligns with your budgeting timeframe and mitigates the financial impact on the current year. If your renewal happens in March for example, and the community is on a calendar year budget, unanticipated significant increases will be especially painful for the remainder of that calendar year.   

A balanced budget…here are a few suggestions to help balance the budget:

• Create a “next year’s budget” file and make note of impactful items throughout the year. This is where you can make note of current insurance trends, deferred or desired projects / services not currently funded, legislative changes that may impact costs, etc.

• Clearly define the expense line items within the budget that the Association must fund versus discretionary expense items. It is the discretionary expense items that may have to be reduced in more difficult financial times. Proactive communication and/or homeowner engagement through surveys are very important when reducing discretionary items that some homeowners may very much value and appreciate.  

• Establish a contingency expense line item and/or fund. While this may be difficult to establish, it can be extremely important during challenging and unstable times. Extreme weather events (such as snow), unexpected maintenance items, and significant increases in insurance premiums are just a few examples of why contingency funds are necessary. CAI recommends 1-3 months’ worth of expenses be maintained as a contingency fund. Bottom line: Start planning for the unexpected today.  

• Understand revenue funding options for your community. This is most often through regular assessments to homeowners. Be sure to understand how the assessments are calculated and limitations on how much they can be increased without a membership vote.  There may be other ways to generate revenue to help cover the expenses.  Interest income from interest bearing accounts or investments, amenity use fees, etc. Some communities receive revenue from leasing mineral rights.  Be sure to check with your professionals on some of the more complex revenue options.  Local municipalities may even offer grants.     

• Consider potential impacts on revenue or cash flow from delinquencies and/or legislative changes. We have seen recent legislation that amended the Colorado Common Interest Ownership Act. C.R.S. 38-33.3-316.3 (2) requires homeowners to have the opportunity for an 18-month payment plan and in part defines a failure to comply with the payment plan by “failure to remit payment of three or more agreed-upon installments”. C.R.S. 38-33.3-123 (1) limits the Association’s ability to recover attorney fees from homeowners who fail to pay their assessments. HB25-1043 provides for the opportunity for a homeowner to obtain a 9-month stay from the Association to be able to foreclose its lien against a property.             

We all appreciate the complexity of, and challenges faced in, meeting a community’s funding needs. It is critically important to not only seek feedback and involvement from homeowners to get more buy-in, but to also touch base with those professional advisors who are here to serve the needs of the community. This includes your management professionals, legal advisors, financial advisors, reserve analysts and insurance professionals. Hopefully, this information is useful as you work through balancing your budget and funding insurance premiums into the future!  Westwind Management Group has been providing excellence in management, administrative and accounting services to Colorado communities since 1986!  

By Steve Walz, CMCA, AMS, Westward360-Denver

Manager Perspective By: Steve Walz, CMCA, AMS Twelve years in the trenches of community association management has taught me one undeniable truth: insurance claims are not a matter of "if," but "when." From hailstorms to plumbing failures, the unpredictable nature of shared living necessitates a robust and efficient claims management strategy. For board members and fellow managers, understanding the intricacies of this process is paramount to protecting the association's assets and maintaining community harmony. Here are some important things to consider both before and during a claim. Proactive Planning: Laying the Groundwork The cornerstone of effective claims management is proactive planning. This begins long before any incident occurs. Policy Comprehension is Non-Negotiable: Thoroughly review all insurance policies with the board, ensuring a clear understanding of coverage limits, deductibles, and exclusions. Document key policy details in a readily accessible format, including contact information for the insurer and agent. Regularly schedule policy reviews with your insurance professional to address any changes in legislation or association needs. Establish a Robust Documentation System: Maintain meticulous records of all property maintenance, inspections, and repairs. Implement a standardized incident reporting form, ensuring consistent and detailed documentation of any damage. Utilize digital platforms for secure storage and easy retrieval of documents. Develop an Emergency Response Plan: Outline clear procedures for responding to various emergencies, including water damage, fire, and natural disasters. Establish a communication protocol for notifying residents, board members, and relevant contractors. Identify preferred vendors for emergency repairs and mitigation services. The Anatomy of a Claim: From Incident to Resolution When an incident occurs, swift and decisive action is crucial. Immediate Action and Mitigation: Prioritize the safety of residents and secure the affected area. Take immediate steps to mitigate further damage, such as water extraction or temporary roof repairs. Document all mitigation efforts with photographs and detailed notes. Prompt Notification and Reporting: Notify the insurance company as soon as possible, adhering to policy timelines. Provide accurate and comprehensive information regarding the incident, including dates, times, and a description of the damage. Utilize the association's established incident reporting form. Working with Adjusters and Contractors: Maintain open and consistent communication with the insurance adjuster. Identify the vendor that you want to work with the help build the scope based on the adjuster’s analysis of the damage or repair needed. Document all communication with adjusters and vendors in writing. Navigating Deductibles and Assessments: Clearly communicate deductible responsibilities to affected homeowners, referencing governing documents. If necessary, work with the board to determine appropriate assessment strategies for shared expenses. Be aware of the governing documents regarding insurance and assessments as there are anomalies in those documents. Don’t assume! Claims Documentation and Settlement: Maintain organized records of all expenses related to the claim, including invoices, receipts, and contractor estimates. Review the insurance settlement offer carefully, ensuring it adequately covers the cost of repairs. Work closely with legal counsel if disputes arise. Key Considerations and Best Practices: Transparency and Communication:Maintain open and honest communication with residents throughout the claims process. Vendor Relationships: Build strong relationships with reputable contractors and mitigation specialists. Legal Counsel: Engage legal counsel when necessary, particularly for complex claims or disputes. Education and Training: Provide ongoing training to board members and staff on insurance claims procedures. Regular reviews of the reserve study:Make sure that the association's reserve study is up to date and accurately reflects the current replacement costs of the buildings and common elements. Understand your state laws: Make sure you understand the laws that apply to your association and what the governing documents may also require. Managing insurance claims for community associations is a complex and demanding task. However, by implementing proactive planning, meticulous documentation, and clear communication, managers can navigate the process effectively, protecting the association's assets and fostering a sense of security within the community. In the end, it is about more than just repairing property; it is about restoring peace of mind.

Insurance Perspective By: Devon Schad, Schad Agency Simplicity is the ultimate sophistication in a world of complex insurance. It is always best to discuss claims with your agent, but below is a look into a general wind/hail claim: Pre-Season Preparedness Encourage associations to send out information about loss assessment coverage before hail season (April–October) and at insurance renewal. Ensure associations understand their policy details, including wind/hail deductibles and any potential gaps in coverage Immediate Steps After a Storm Before filing a claim, have a reputable roofing contractor assess the damage and provide an estimated repair cost. If damage is found the association should plan how they will fund the roof repair, including owner assessments and payment plans for those without sufficient coverage. Filing the Claim and Managing Costs Submit the claim to the agent.  If the damage is below the deductible use roofer estimates to help validate the claim. The goal is to have the carrier agree the property is damaged. Detailed Scope of Work: If the cost is below the deductible, ensure a comprehensive scope of work is prepared upfront to prevent additional assessments later. The association may consider hiring a third party to develop the scope and estimate ensuring all contractor bids are based on the same criteria.  Obtain Multiple Bids: For damage below the deductible, the association can obtain multiple bids to ensure cost-efficiency and transparency or use third party to help. If the cost exceeds the deductible, multiple bids will not affect the claim payout and therefore multiple bids will not be necessary. Contractor Selection & Project Management Select a contractor who agrees to perform the work as approved by the insurance carrier and has a track record of performance Consider requiring a performance and payment bond to protect against the contractor failing to complete the job or from unpaid subcontractors, suppliers or laborers involved. Community Communication & Assessment Process Hold a meeting with community members, the roofer, the insurance agent, and the association attorney to explain the claim process, expected timelines, and financial implications including potential assessments. Follow Association CC&Rs for Assessments: If an assessment is necessary, conduct a formal meeting and vote based on the association’s governing documents. Monitor the Repair Process Assign a point person to oversee the roofing project and address any issues that arise. Conduct a final inspection before making full payment to ensure work is completed to standard.

Contractor Perspective By: Joshua Flanagan, Blue Frog Roofing  From my experience and the experience of Blue Frog as a company working with communities through countless large loss claims, we’ve found a very smooth process to help make insurance claims successful. Here is a basic process with key points to follow, also outlining major pitfalls we see communities fall into if the correct order and steps aren’t followed.  Immediately following a storm: Choose 2 or 3 reputable contractors to assess the community for damage The BOD should meet with the contractors and choose their contractor to work with through the process. It is important to select the contractor before filing a claim. Claims Process: Pursue the claim option right for the community. Consider deductible, rough cost of repairs, policy limits and exclusions, etc. in determining if filing a claim is right for the community or not.  If so, file the claim  Contractor should prepare for the adjuster appointment and it's crucial that the contractor is on site during the adjuster/engineer appointment(s). This allows them to get on the same page quickly, speeds up the process and makes it much smoother from the beginning.  Insurance Scope and price If necessary, the contractor submits a supplemental estimate. Sometimes the adjuster misses essential items needed for the project like permits and telehandlers or documented damages.  If a claim is filed, but the claim amount is lower than the deductible, the contractor can still request the scope and estimate from the carrier. This is typically written by the adjusting firm hired by the carrier.  In this below deductible situation, all supplementing needs to be completed before any special assessment because loss assessments will be funding the entire project and cannot be filed on more than once for a specific event. It’s important to have your contractor work directly with the insurance carrier and adjuster to make sure all necessary damages related to the loss event are included. The insurance approved estimate and proper documentation written by the insurance adjuster must be used when everyone files claims on their H0-6 loss assessment policies Again, it is important that the insurance company or the adjusting firm on the claim writes the estimate and sets scope of work, not the roofing/construction company. Community Meetings: After the insurance information is finalized with the insurance company/adjuster, it's important to have a full community meeting to explain the next steps, answer questions and educate to ensure a smooth process. Special assessment vote and letter: unless the board can pass an assessment, the vote will go to the community to have it officially passed Special assessment letters with correct documentation is sent to homeowners to submit to their loss assessment carriers to file claims with. Pre-project planning meeting: contractor should meet with management and the BOD to get on the same page before the project.  If the claim is going to end up lower than the deductible: With 5% and higher deductibles being the norm, this situation occurs quite often.  It is still a good idea to choose a contractor and work with them before getting further in the process. The contractor of choice should work with you and a third party and/or your insurance provider through the process and make sure everything that needs to be repaired is included.  Make sure that a third party is writing the scope and estimate.  Production: Once the claim is finalized, funds are coming in, and the project is planned, the hard part is over, and the work can be done! Make sure you are on the same page with your contractor regarding the project plan, quality control, project updates, materials and warranties. Perform a final walkthrough with the contractor making sure everything is completed properly.

Steve Walz, CMCA, AMS is the General Manager for Westward360-Denver. Steve is a 12-year veteran of the industry and values personal relationships, open, clear communication and a slice of humor to navigate the Community Association industry.  

Devon Schad, currently serves as the President Elect of the Board of Directors for the CAI Rocky Mountain Chapter and is a CAI Educated Business Partner. Beyond his board position, Devon is the visionary owner of the Schad Agency, a family-owned business that has been at the forefront of the insurance industry since its establishment in 1976. As an expert in his field, Devon is instrumental in crafting insurance language for CC&R's, contributing insightful articles to the industry, and imparting knowledge through teaching certified CMCA classes. His exemplary efforts have not gone unnoticed, as he and the Schad Agency have been acknowledged as a top agency in the United States.

Joshua Flanagan is the business development specialist for Blue Frog Roofing in the multi-family, HOA, and commercial roofing verticals. In the last 3 years, Blue Frog has become a perfect fit for him as a fast-growing company with great, like-minded people, culture, values and vision. Blue Frog is a premium roofing company serving the state of Colorado and select markets nationally, specializing in roofing and gutters –repairs, maintenance and replacements. In addition to the multi-family and commercial focus, Blue Frog has a federal government/military roofing vertical and a single-family division. 

By George Skrbin, The Management Trust

I began my career in community association management in 1980 after taking the leap from retail thinking I would do this until I found something better.  Fast forward to 2025, wow what a journey.  I quickly learned that to have longevity and represent myself as a professional, I needed to set expectations with limits and boundaries.  This business is incredibly rewarding— bringing order, harmony, and increased curb appeal to communities, making a difference in people’s lives and working with incredible teams. But the absence of clear limits and boundaries can quickly become a fast track to burnout. While the goal is to provide excellent service and meet the needs of homeowners and Board members, there's a fine line between being responsive and being overextended.

What challenges and consequences arise when boundaries aren’t clearly defined and how do we work through them?

The Challenge: when “going above and beyond” goes too far.  It's not uncommon for Board members to call at all hours, expect immediate responses, or rely on you for responsibilities that fall outside your contractual scope. You want to be helpful, so you say "yes" too often—whether it's answering emails on weekends or taking on tasks that belong to the Board or vendors.  This may seem like good service, but in the long term, it is unsustainable. The workload snowballs, professional relationships blur, and you become overburdened and reactive rather than strategic. The risk? Stress, resentment, reduced performance, and eventually, burnout.

Being “always on" will build emotional stress, exhaustion, resentment cascading into burnout.   When you feel like you are never off the clock, you lose the ability to recover between tasks and meetings. This doesn’t just impact your well-being— it affects your professionalism, decision-making, and ability to manage conflict.   Setting boundaries isn’t just about self-care—it’s about sustaining a productive career, relationships, respect and integrity.

How do you know when better boundaries are needed?  Watch for these signals within yourself:

• You feel guilty when you're not working.  Who hasn’t experienced this? What about vacation?  Is letting go a challenge. Trust your team to cover you.

• You frequently answer emails or calls during evenings or weekends.  Ok, guilty.  Consider using the “delay send” function if you insist on answering emails in the evening and on weekends.  This minimizes the perception that you are always available.

• You’re included in every issue—big or small—even when it's not the scope of service in the contract.

• You are accepting to do things from the vocal minority that pressures the Board to ask you to do those things while knowing that nothing will result from the request.

• You feel reactive and your hair is on fire, rather than being strategic and proactive.

• “That request falls outside our current agreement, but I can refer you to the right resource.”

• “Let’s add that to the agenda for our next meeting so we can address it thoroughly.”

• “I want to give this the attention it deserves; can we set up a time during office hours to discuss it?” Good to use when a Board meeting is running long into the night and rabbit trails off the agenda.

Boundaries can feel uncomfortable at first, especially if your style has been “always available.”  Here are ways to get started:

Help the Board understand what’s in the scope of the contract.  The contract outlines your duties, and hours of availability.  When Boards understand what's in scope, they’re less likely to overreach.

Be clear about communication hours.  Let Boards know your working hours and preferred communication methods. Set expectations about response times for emails and calls. For example: "Emails received after 5 PM will be addressed the next business day."  If emergencies are the exception, define what qualifies as one.

Have regular check-ins or written updates.  Schedule consistent (but time-bound) meetings with Boards to go over outstanding issues or send a written update on a consistent schedule, such as weekly, twice per month and so on. This proactive approach reduces the number of emails and phone calls and keeps everyone focused on the big picture.

Learn how to say “no” professionally and at times saying no without saying no.  Saying no doesn’t mean being uncooperative—it means protecting your time so you can deliver your best work. Try phrases like:

The payoff is respect and reduces the stress that contributes to burnout.  When you set limits, you teach others how to treat you. Most Boards appreciate clear expectations, even if they push back initially. Clear expectations improve efficiency, reduce conflict, and allow you to provide consistent, high-quality service without sacrificing personal well-being.  Then you will look back and say to yourself, “wow, that was an incredible 35 years” where I now serve The Management Trust team in Colorado.

About the Author: George has 35 years’ experience in community association management.  George now partners with The Management Trust team in Colorado.  His experience includes multiple markets from Florida to California and shares his insights with those he serves.   

By Jason Helzer, MBA, CMCA®, AMS®, RowCal

After nearly two decades in Community Association Management, one lesson has been proven over and over again: success in this field is very dependent on the quality of the relationships we build, not only with Boards but also with our business partners who help us accomplish our Associations goals. 

From budgeting and board meetings to vendor coordination and resident concerns, nothing happens in isolation. We rely on a network of skilled professionals—landscapers who care for our grounds, plumbers who keep systems running, insurance agents who protect our assets, attorneys who help us navigate legal waters, and many more. If we treat these professionals as mere vendors or transactions, we miss the bigger picture. They’re not just service providers—they’re partners in building vibrant, well-maintained and well-run communities.

Respect: The Bedrock of Strong Partnerships

Respect, in this context, transcends simple politeness. It's about acknowledging the expertise, time, and effort our partners invest. It manifests in several key ways:

• Clear, Honest Communication: Responding promptly, defining expectations clearly, and being upfront about goals and challenges sets everyone up for success. It also means taking time to listen—really listen—to their feedback and concerns.

• Fairness and Transparency: Ethical partnerships thrive when everyone is treated equitably. That means honoring contracts, paying on time, avoiding favoritism, and running competitive bidding processes based on merit—not personal relationships.

• Appreciating Expertise: Our partners often have specialized knowledge we don’t. Respecting their experience, seeking their advice, and avoiding micromanagement not only builds trust—it often leads to better outcomes.

• Professionalism Matters: How we show up—on calls, in emails, and in meetings—matters. Being prepared, respectful, and constructive shows we value their time and professionalism.

• Sincere Recognition: A simple thank you, a quick note of appreciation, or public recognition when a job is well done—these go a long way in building goodwill and encouraging excellence.

• Integrity: Maintaining honesty and transparency in all our dealings is non-negotiable. This builds trust and forms the foundation of a reliable partnership.

• Accountability: We must take responsibility for our actions and commitments. This includes owning up to mistakes and working collaboratively to find solutions, not assigning blame or fault on a partner to avoid responsibility. 

• Objectivity: Our decisions regarding vendor selection and contract management should be based on objective criteria, free from personal bias or conflicts of interest.

• Confidentiality: Respecting the confidentiality of sensitive information shared by our partners is crucial for maintaining trust and a professional relationship.

• Compliance: Adhering to all relevant laws, regulations, and ethical guidelines governing our industry ensures that our partnerships operate within a framework of integrity and legality.

• Higher Quality Services: When partners feel valued and respected, they are more likely to go the extra mile and deliver exceptional service.

• Cost-Effectiveness: Strong relationships can lead to better pricing, as partners are more willing to offer competitive rates to trusted collaborators.

• Proactive Problem Solving: Open communication and mutual trust facilitate early identification and efficient resolution of issues.

• Long-Term Stability: Cultivating enduring partnerships provides a stable network of reliable professionals, reducing the time and resources spent on constantly seeking new vendors.

• Enhanced Reputation: Our reputation as ethical and respectful managers reflects positively on the communities we serve and our own professional standing.

Ethical Values: The Compass Guiding Our Interactions

Respectful partnerships are intrinsically linked to ethical values. Our actions must be guided by principles such as:

The Payoff: Stronger Communities, Smoother Operations

When we build real, respectful relationships with our business partners, we all benefit:

Final Thoughts

Community management isn’t easy. It’s a demanding, high-touch profession that requires a lot of attention, organization and care, and it’s so easy to get caught up in day-to-day tasks. But by stepping back, we see the truth: our business partners are crucial contributors to the health and success of every community we serve.

As experienced managers, it’s our job to lead by example and set a tone that invites trust, cooperation, and mutual success. By showing respect, honoring ethics, and cultivating these partnerships with care, we build more than just professional networks—we build communities that thrive. 

About the Author: Jason Helzer, MBA, CMCA®, AMS® is the Director of Management for RowCal’s Denver office. He has over 19 years of experience providing stewardship and leadership to jointly owned properties, common interest communities and the people that manage them.

By Tressa Bishop, MBA, CIC, CIRMS®, Alliant Insurance Services  

Four or five years ago, insurance budgets for community associations were easy to estimate by adding a percentage range increase provided by their insurance broker. When property markets took a turn in 2019-2020, for many this method of budgeting resulted in the insurance budget being completely busted once it came time to renew the policies. 

Insurance renewal dates for communities vary. The main reason is because the annual policy effective dates began when the community was first developed and the insurance program established as required by the governing documents. With the majority of associations having a fiscal year that does not match the annual policy effective dates, the budgeting process has become somewhat of a WAG (wild “ahem” guess).

After a year or two of this ‘Guess  Miss the mark  Adjust the budget or special assess’ cycle, Boards began asking to move policy effective dates to line up with their community’s fiscal year for budget ratification purposes. With January 1^st being a very common start to a fiscal year, carriers were asked to change association policy effective dates to January 1. This was accomplished in one of two ways: through a short-term policy being written (ex. June 1 through January 1), or a cancel-rewrite in the middle of the current policy term. 

While there could be some benefit to changing the insurance effective dates to meet budgetary needs, it does not always make sense to do so.

Weighing the Pros and Cons

Pros of moving the effective dates:

• One and done budgeting for insurance purposes. 

• Members know what to expect for the year and their monthly assessments are not further impacted by rate fluctuations and carrier appetite changes mid-term. 

• Carriers may have minimum premiums required to write the business and the total overall insurance expense for a short-term policy (to line up the dates the first year of the change) may be higher than an annual premium.

• Mid-term rate changes may result in losing the lower rate currently in place (cancel-rewrite situation).

• Late renewal quotes/proposals for those seeking a January 1 effective date. The majority of reinsurance treaty (agreements) renewals occur January 1 which means carriers may be reluctant to provide quotes until they know the cost of their reinsurance. This could mean Boards are voting on insurance during the holidays or all the way up to the last few days of December. 

• Underwriter workflow capacity during the traditional association budget season may result in unnecessary declinations or delays in obtaining renewal quotes. Underwriters are humans with a workload and a workweek. This is not AI quoting through an online platform where a quote is provided within 15 minutes. 

• 90 days before renewal date – Initial premium estimates provided by insurance coverage line (ex. Property, General Liability, Directors & Officers Liability, etc.).

• 60 days before renewal date – Further refinement/update on premium estimates, along with carrier/market responses.

• 45 days before renewal – Further refinement/update on premium estimates, along with additional carrier/market responses.

• 30 days before renewal – Proposal is provided for any/all coverage lines where solid quotes have been received, along with “placeholder” information/premium estimates included for other coverage lines where quotes have not been received.

• Weekly updates and a final proposal provided as soon as all lines of coverage have been quoted and negotiated.

{Potential} Cons of moving the effective dates:

How can Boards more effectively budget for the unknown?

Use an insurance broker who specializes in the community association niche of the property market and has sufficient volume within the niche to see first-hand real-time rate changes for similar communities. Consider a broker selection process five-to-six months before the renewal date and check Board references (current and past clients) as part of this process. 

Hold a mid-year market briefing with your community’s specialized broker to obtain specific rate trends/information related to your specific type of community. 

Do not simply guess on the budget line item for insurance without the input and guidance from your broker.

Agree upon a communication/marketing update schedule with your broker so the Board is kept up to speed as the renewal date gets closer. This may look something like the following:

Communication is the biggest factor when budgeting for the unknown. Do not operate in a vacuum. 

Tressa Bishop is an experienced commercial insurance broker with Alliant Insurance Services who has specialized solely in community association insurance for the past 10 years. She leverages an exceptional knowledge of the markets, policy forms, and underwriting processes to benefit her clients.

By Natalie Tuccio, Kennedy Richter Construction

HOAs often face the challenge of balancing cost-efficiency with long-term quality when making property upgrades. One key factor to consider is the difference between builder-grade and premium materials. Understanding these distinctions can help associations make informed choices about replacements and upgrades.

What Are Builder-Grade Materials?

Builder-grade materials, or "standard" materials, are commonly used in new construction due to their affordability. These options meet basic functional requirements but lack long-term durability, energy efficiency, and aesthetic appeal. Examples include basic asphalt shingle roofs, pressure-treated wood decks, vinyl siding and windows, and lower-quality paints. While they’re cost-effective upfront, they may require more frequent maintenance and replacements over time.

What Are Premium Materials?

Premium materials are higher-quality products designed for greater durability, performance, and aesthetics. They often incorporate advanced technologies and superior craftsmanship, offering long-term benefits like energy efficiency, enhanced resistance to wear, and better overall performance. Examples include fiberglass or wood-clad windows, fiber cement siding, Trex decking, and metal, slate or impact resistant roofs. Though more expensive initially, these materials often pay off over time with fewer repairs and replacements.

Key Differences Between Builder-Grade and Premium Materials

1. Durability and Longevity
   Premium materials last longer and require less maintenance. In contrast, builder-grade materials may wear out more quickly, leading to higher long-term repair costs.
2. Energy Efficiency
   Premium options, like energy-efficient windows or advanced HVAC systems, help reduce energy costs. Builder-grade materials often lack these improvements, potentially leading to higher utility bills.
3. Cost Considerations
   Premium materials have a higher upfront cost, but they can save money in the long run due to fewer repairs and longer warranties. Builder-grade materials may seem cheaper initially, but they often need more frequent replacements.

Should HOAs Consider Premium Products for Replacements?

HOAs managing older buildings or looking to upgrade may benefit from premium materials. Here are some reasons to consider the investment:

1. Long-Term Value and ROI
   Premium materials increase property value and can boost resale prices or rental rates. They also reduce long-term maintenance costs.
2. Resident Satisfaction and Retention
   Higher-quality materials contribute to better aesthetics and functionality, leading to greater resident satisfaction. Happy residents are more likely to stay and care for the property.
3. Sustainability and Energy Efficiency
   Premium materials often offer better energy efficiency, reducing utility costs for residents and supporting sustainability goals for the community.
4. Budget Flexibility
   HOAs can plan for gradual upgrades, spreading out the costs of premium materials over time while still improving the property’s quality and value.

Conclusion

Choosing between builder-grade and premium materials requires careful consideration. While builder-grade options are cheaper initially, premium materials offer greater durability, aesthetic appeal, and long-term value. HOAs should weigh the immediate budget against the long-term benefits, considering factors like maintenance costs, energy efficiency, and property value. A thoughtful strategy that incorporates premium materials where appropriate can significantly enhance the community’s long-term success.

About the Author:
With over 11 years of experience serving Colorado HOAs, Natalie Tuccio is a seasoned expert in assisting HOAs with their construction projects. As the Director of Business Development at Kennedy Richter Construction, an owner-operated firm, she is dedicated to helping communities plan and execute projects that align with their specific needs and budgets. Kennedy Richter Construction is recognized as the leading contractor for occupied spaces, specializing in construction defect repair, intrusive testing, and building envelope restoration. KRC approaches each project with a blend of creativity, expertise, and a deep understanding of the unique challenges presented by occupied spaces such as HOAs.

By Thalassa Fuhrmann, J&K Roofing

Solar is transforming the way multi-family properties in Colorado approach sustainability, and one of the latest advancements in this green revolution is the use of solar shingles. These innovative roofing materials provide a sleek, aesthetically pleasing way for properties to harness solar power without the bulkiness of traditional solar panels. As environmental concerns and energy costs rise, more multi-family buildings in Colorado are adopting solar shingles to reduce their carbon footprint and cut down on energy expenses.

 Why Solar Shingles?

Solar shingles serve a dual purpose by acting as both roofing material and energy generators. Unlike conventional solar panels, which are mounted on top of an existing roof, solar shingles replace standard roofing shingles. This integration provides a more seamless look while still capturing the sun’s energy to convert into electricity. In a state like Colorado, with its abundant sunshine and progressive energy policies, solar shingles are an increasingly popular choice for multi-family projects aiming for LEED certification and energy independence.

Benefits for Colorado’s Properties

Colorado’s building environment is highly conducive to adopting renewable energy solutions. With numerous state incentives, federal tax credits, and local support for clean energy initiatives, property owners can significantly offset the initial cost of installing solar shingles. Additionally, Colorado's climate—with over 300 sunny days per year—makes solar power a reliable and efficient energy source. Solar shingles offer long-term savings on energy bills, reduce dependence on the grid, and enhance property value, making them a wise investment for commercial and multi-family buildings.

Aesthetics and Efficiency

One of the main advantages of solar shingles is their ability to blend with modern building designs, which is especially important for multi-family properties concerned with curb appeal. Colorado’s growing cities, such as Denver and Boulder, are filled with living spaces where aesthetics matter, and solar shingles offer a way to incorporate green energy without compromising the building’s design. There are many systems that excel in providing energy efficiency without sacrificing appearance. Furthermore, the efficiency of these shingles continues to improve, allowing properties to power their operations while contributing to a greener environment.

Looking Ahead

As solar energy adoption continues to rise, Colorado's multi-family market stands at the forefront of this trend, leading the charge with innovative solutions. These advancements signal a bright future for renewable energy in the state, as more properties take advantage of the aesthetic, financial, and environmental benefits of solar shingles.

About the Author: Thalassa “Taz” Fuhrmann is the Business Development Manager for J&K Roofing.  She has 25 plus years in construction and have been working with HOA’s since 2012.  Taz is currently the co-chair for the sustainability committee of IFMA Denver. She also enjoys training and showing dogs in her free time.

By Mike LaCount, Sopra Communities 

High-rise buildings come with their own unique set of problems and issues, and having a maintenance checklist will help the management team run a successful community.  Since few managers have years of experience working on the maintenance side of things, it is helpful to have a checklist that will keep you focused on the many moving parts within a high-rise community.  Boilers, cooling towers, circulation pumps, booster pumps, and sewage ejection pits are just a few of the systems that you may encounter at the building. Your list can be a blueprint for you and your staff to assist in the successful operation of the building.  Your residents will always appreciate minimal disruptions to their daily routines with scheduled repairs, as opposed to emergency shut downs that may take time to find replacement parts.

Know Your Components: A reserve study is a great place to start your list, and will help you look at all different parts of the property.  A good reserve study will list all of the common area mechanical equipment within your community that should be looked at on a regular basis.    If you don’t have a study, you can still ask your trusted service providers to help you locate all of the equipment in the building. This includes the heating and cooling components, elevator machine room(s), plumbing stacks, roof, and fire/life safety components.  Knowing how all of this equipment works together is also a big help and will aide you when a service provider (or the Fire Department) starts talking to you as if from another planet trying to explain the system to you.

Create Your Checklist:Now that you have your equipment list, you can start adding what type of preventative maintenance is required for each component and/or system.  The second step is to develop a schedule of when items need to be checked. Some components may not have any maintenance requirements other than to check it periodically to make sure that it is turned on or set to the correct temperature for the season. Other items may need regular filter changes, frequent monitoring, and even the daily logging of temperatures to make sure the HVAC system is working properly.  (Let’s face it, nobody wants that midnight phone call saying the heat is out in the middle of a snow storm.)  

Create Your Schedule:  Now that you have your equipment list and an itinerary of what needs to be done, you can organize it into a schedule. This can be daily, quarterly, semi-annually, monthly, or yearly.  Put some thought into the scheduling, as chillers and boilers will need to be in operation for your vendor to do proper maintenance on them.  Don’t schedule boiler annuals in the middle of summer, or chiller annuals in the middle of winter. Instead, schedule service as the season is beginning.  Use your list as a reminder and calendar for items to turn on and off for the change of seasons. Remember to turn on those stairwell heaters in the fall and to turn them off in the spring. Also, periodically check them to make sure they are doing what they are supposed to be doing.  Nothing is worse than displacing three floors of residents after a frozen fire line burst and floods the building, all because a heater quit working and nobody checked on it.  

No Two Buildings are the Same: Your list and schedule will be organic and unique to that particular community. Don’t be afraid to use it as a template for another high-rise that you may have the privilege to manage.  Over the last twenty years, I have had the privilege to operate many of the historic and modern high-rise communities in the downtown Denver area.  The one thing I have learned is that no two buildings are alike, and will always have some oddities about how it operates throughout the year. Use your maintenance list to help guide you through the multitude of items at your property, and operating the high-rise community will become a much more organized and manageable task.  I am always learning something new about new and old properties and am never afraid to ask a trusted vendor questions from their viewpoint and experiences.  

Age is a Factor: The older the community, the more important it is to keep up with the maintenance. Most mechanical contractors are happy to provide quarterly inspections and routine maintenance.  However, seldom dose a piece of equipment magically stops working while they are there. Take the time to review maintenance requests for mechanical items that are being more problematic than normal.  This may be a good indicator that it is time for a replacement.  Look at everything, such as drain lines and water supply lines, nothing is designed to last forever and many mechanical companies may tell you a twenty year life span is about normal.  Well, we all know that twenty years is a drop in the bucket for an HOA community.

The more a manager knows about their community and its daily operations, the better prepared you will be when it comes time to explain to the board why a certain piece of equipment needs to be replaced or rebuilt.  Deferred or undone maintenance is far from ideal for any community, because that can make it challenging to get and stay caught up. You may end up wasting time on putting out fires instead of working through your organized and systematic building checklist. 

~Mike LaCount is the Director of Engineering and CXO of Sopra Communities. He is passionate about the care of all buildings, in particular the intricacies of high rises old and new.