Voting by Written Ballot

This article was originally published on November 8, 2025 by Harmony Taylor for the Law Firm Carolinas Blog.

In North Carolina, written ballots play a critical role in the decision-making processes of homeowner, property and condominium associations. It can be difficult to establish quorum at a meeting, much less to get the higher thresholds needed for votes on amendments to governing documents. Most of the associations we work with use written ballots or written agreements when they wish to conduct important votes on amendments or votes to approve special assessments. This blog addresses the written ballot process; other blogs address the written agreement process.

The vast majority of community associations in North Carolina are nonprofits incorporated under Chapter 55A of the General Statutes, the Nonprofit Corporation Act.  NCGS 55A-7-08 states that unless prohibited or limited by the articles of incorporation or bylaws, any action that may be taken at any annual, regular or special meetings of members may be taken without a meeting by written ballots or electronic voting. There are particular nuances to electronic ballot voting and anyone considering using this as a means of voting may wish to review our other blogs on this topic, linked here. However, whether the ballot is distributed physically or electronically, a few basic rules apply.

First, the ballot must be clear and communicate exactly what proposal is being made, and provide the voting party the option to vote for or against the proposition. The ballot should stand on its own, with any proposed new language or item for vote set out on the ballot itself. It is typically not sufficient to reference a previously distributed document or instruct someone to go to another source to review the proposal.

Second, the ballot must state a deadline by which it must be received to be counted. Referencing a “return by” date is not the same thing, as someone may place a ballot in the mail by the stated date, resulting in the ballot’s delivery to the association post the preferred deadline. The statute references a receive by date, and that is what should be referenced on the ballot.

Third, and importantly, ballot deadlines cannot be extended once published. If a deadline comes and goes and an association comes up one or two votes short, it has to start over with a new vote-and everyone who previously voted in favor will have to do so again, or their vote won’t count. It is important that associations choose realistic deadlines when they prepare a ballot. A short window (30 days or less) may be fine for a small community, where most owners are local and responsive, but even then it is best to adhere to and avoid a vote around holidays or other periods when many owners will be traveling and not checking mail. In larger communities, where a door-to-door operation may be needed, or where you have a less responsive membership, deadlines of 60-90 days out are more likely reasonable. There is no legal limit on the duration of the deadline an association can use, however, Boards and their managers should work with their attorneys to carefully weigh the need to balance a reasonable sense of urgency with the actual time it will take to receive enough votes back to matter.

Finally, provide members with as many options as possible for return of the ballot. Electronic ballots are automatically returned to the voting platform. Paper ballots can be returned by mail, but ballots can also be scanned and emailed to the association, and hand delivered to a board member or drop box at a clubhouse or other location and remains a great way to collect ballots.

In summary, best practices for ballots:

1. Allow reasonable time for return.

2. Clearly communicate specific items up for a vote.

3. Send reminders!

4. Make return convenient, with multiple return options.

If you have questions about ballots, or any other community association voting issue, please reach out to the attorneys at Law Firm Carolinas.

Source: LawFirmCarolinasBlog

Attorneys Charles Meier and Bonnie Braudway Join Law Firm Carolinas

This article was originally published on October 28, 2025 by Law Firm Carolinas for the Law Firm Carolinas Blog.

Law Firm Carolinas is pleased to announce that the attorneys from Marshall Williams & Gorham, one of Wilmington’s oldest law firms, will join the firm on November 1. For more than 60 years, Marshall Williams & Gorham has served clients throughout southeastern North Carolina in civil litigation, real estate, business, community association (HOA/condo), and estate matters.

Joining Law Firm Carolinas’ statewide community association practice are Charles Meier and Bonnie Braudway.

Charles Meier brings more than 40 years of legal experience representing community associations, real estate, construction, foreclosure, and commercial clients. He has appeared before state and federal courts, including the North Carolina Supreme Court and the U.S. Court of Appeals for the Fourth Circuit. Meier holds an AV Preeminent rating from Martindale-Hubbell and earned both his B.A. and J.D. from the University of North Carolina at Chapel Hill.

Bonnie Braudway has practiced law for 19 years and focused on community association law since 2009. She represents homeowner, condominium, and townhouse associations across North Carolina and is an active member and speaker for the Community Associations Institute (CAI). A Boone native, Braudway earned her B.A. (cum laude) from UNC Wilmington and her J.D. (cum laude) from Campbell University School of Law.

With offices in North Carolina (Charlotte, Greensboro, Raleigh, Wilmington) and South Carolina (Greenville), Law Firm Carolinas provides legal services in community association law, real estate, business, litigation, family law, and estate planning. The addition of Meier and Braudway expands the firm’s strength and reach across the Carolinas.

Source: LawFirmCarolinasBlog

When Your ‘No HOA’ Home Suddenly Has One

A High Point homeowner was blindsided when an inactive HOA resurfaced years after her 2019 home purchase, demanding thousands in back dues despite her deed indicating no association existed. Confused and facing a lien, she discovered the HOA had always legally existed—errors by her real estate agents and closing attorney had misled her. Forced to dip into retirement savings, she ultimately received relief when those parties agreed to pay the full amount and the lien was removed. Her case highlights the importance of verifying HOA status through public records rather than relying solely on disclosures or assumptions.

Source: WFMYNews2

Why HOA Boards Should Celebrate Small Wins—And How It Builds Stronger Communities

There’s a surprising truth I’ve learned in over two decades of working with homeowner associations: the most effective boards aren’t just good at solving problems—they’re also good at noticing progress.

That might sound simple, even trivial, when you’re facing rising insurance premiums, aging infrastructure, or contentious meetings. But recognizing and celebrating small victories isn’t self-indulgence. It’s a critical leadership tool—especially in the high-stakes, volunteer-driven world of HOA and condo board governance.

Why Boards Struggle to Celebrate

In community management, the pressure never really lifts. Even after resolving a budget shortfall or completing a long-awaited capital project, there’s always another challenge on the horizon—an inspection, a complaint, a deadline.

I remember a board president I worked with in a mid-sized Carolina town—let’s call her Sheila. Her community had just completed a major stormwater repair project under budget and with minimal disruption. But at the final board meeting, she brushed right past the success. “We’ve got to move on to the clubhouse roof,” she said, barely pausing to acknowledge what the team had just achieved.

This kind of forward-only motion is common. Many board members feel awkward drawing attention to success, especially in volunteer roles where public praise is rare and scrutiny is constant. Others think celebrating wins could appear boastful to neighbors who are more vocal about what’s broken than what’s been fixed.

But that mindset can lead to burnout—and worse, it deprives communities of the confidence and energy that comes from building on momentum.

The Real Costs of Skipping Celebration

Leadership researcher Lan Nguyen Chaplin writes that “when leaders constantly push forward without stopping to mark their progress, they risk more than burnout. They deprive themselves of a buffer against stress, a source of motivation, and the mood lift that fuels creativity and good judgment.”

That’s not just corporate wisdom—it applies directly to HOA life.

When your board takes time to reflect on a successful vote, a resolved dispute, or a well-run event, it sends a message: We’re making progress. We’re not just managing problems—we’re improving our neighborhood.

And that message matters, especially when trying to keep volunteers engaged and neighbors informed.

Three Simple Ways HOA Boards Can Celebrate Wins

1. Make Progress Visible

After finishing a big project—whether it’s a repaving effort or rewriting outdated bylaws—don’t just file the final report. Share the milestone.

Create a short community update with before-and-after photos. Thank the volunteers, the manager, and the vendors involved. If you work with a professional management company like AMG, your dedicated board liaison can help craft that message and distribute it effectively—so it lands with the right tone.

2. Protect Space for Reflection

Use the last five minutes of each board meeting to go around and name one thing that went well—big or small. This can be especially powerful during stressful periods. As one AMG-managed board in the Carolinas shared during a training session, this practice helped rebuild trust and morale after a contentious assessment decision.

3. Redefine Celebration

Celebration doesn’t have to mean a banner or a party. Sometimes it’s just acknowledging that you’ve crossed something off a long and difficult list. One treasurer we worked with used to email the board a “quiet win of the week”—a small financial oversight that was corrected or a reserve fund target met. Those quick notes built confidence without fanfare.

Why It Matters

HOA boards often deal with the emotional weight of decisions that affect people’s homes, finances, and quality of life. That’s no small burden.

When boards take time to pause and appreciate their efforts, they build resilience—not just for themselves, but for their communities.

At AMG, we’ve seen how regular reflection and recognition lead to healthier boards and smoother operations. It’s part of our Board Empowerment Tools and Community Engagement Programs—strategies designed to make sure your board isn’t just surviving, but thriving.

So, whether you’ve just finalized next year’s budget, resolved a months-long dispute, or got everyone to agree on new pool furniture—take a moment. Celebrate the win.

Because the more your board sees what’s working, the more capable you feel when the next challenge arrives.

About the Author

Paul Mengert is the Founder and CEO of Association Management Group (AMG), a Carolina-based company that has provided professional community association management services for over 40 years. A graduate of Harvard Business School’s OPM and a nationally recognized leader in the community management industry, Paul has trained thousands of HOA board members and managers and board members across the country. Under his leadership, AMG has become known for manager longevity, board empowerment, transparent financial reporting, and a reputation for responsiveness. Paul is a longtime member of the Community Associations Institute (CAI) and a strong advocate for ethical, well-governed, and resident-focused communities.

Backyard Chickens? Not Without HOA Approval

A Missouri judge has ruled that homeowners associations and local governments can once again regulate backyard chickens, overturning a 2024 state law that allowed property owners to keep up to six hens without restriction. The decision came after Four Seasons Lakesites, a large Lake Ozark community, sued the state, arguing the law interfered with reasonable HOA covenants. Judge Brian Stumpe found the law unconstitutional for violating Missouri’s “single subject” rule, rendering it invalid. The ruling is being hailed as a major victory for community associations and their right to self-govern.

Source: Komu

When Machines Know Everything, Humans Must Grow Wisdom

In a world where AI knows everything, true leadership lies in cultivating what machines cannot—wisdom, trust, and human connection. Modern leaders are shifting from engineers to gardeners, nurturing environments where people and ideas can grow organically. Leadership today is less about control and more about coherence, balancing structure with adaptability and purpose with empathy. The future belongs to those who turn knowledge into understanding and understanding into lasting value.

Source: DruckerForum

Behind Open Doors: Why Transparency Builds Stronger Communities

Transparent communication between HOA boards, managers, and residents is key to maintaining trust and harmony within a community. When communication breaks down, residents often feel disconnected, leading to frustration, conflict, and even legal disputes. While personal and confidential information must remain private, most community business should be conducted openly through regular updates, accessible records, and open meetings. By embracing transparency and using tools like newsletters, portals, and virtual meetings, boards can build stronger relationships, reduce complaints, and create more informed, cooperative communities.

Source: CooperatorNews

Adam Marshall Elected to Greensboro City Council

This article was originally published on November 5, 2025 by Law Firm Carolinas for the Law Firm Carolinas Blog.

Congratulations to Law Firm Carolinas partner Adam Marshall, who has been elected to the Greensboro City Council.

A lifelong Greensboro resident and experienced attorney, Adam has long served the city through leadership (often as Chair) on key commissions and boards, including the:

• Human Relations Commission

• Board of Adjustment

• Zoning Commission

• Criminal Justice Advisory Commission

• Alcohol Beverage Control (ABC) Board

He ran a positive campaign and secured a commanding victory, by capturing 67% to 33% of the votes—an impressive achievement in these divisive times.

Adam’s solid understanding of city government, steady temperament, and interest in working with others to find practical solutions will make him an excellent member of the Greensboro City Council.

Congratulations, Adam!

Source: LawFirmCarolinas

Avoiding Exhaustion in Community Leadership: Sustainable Strategies for Managers and Boards

Community leadership is deeply rewarding—but it can also be exhausting. Whether you’re a board member juggling responsibilities after work or a professional community manager responding to everything from broken gates to budget questions, the demands never seem to stop. In an environment where priorities compete and issues feel urgent, burnout can sneak in quickly.

At AMG, we’ve seen it time and again: great people wearing themselves thin in service to their communities. But there are ways to lead sustainably—without compromising responsiveness or results.

1. Simplify the Toolset

One board president expressed her frustration with managing updates through emails, group texts, and a shared drive. She admitted to missing important information and feeling guilty about it. The solution wasn’t to work longer hours but to streamline communication. By consolidating all communication into a single board portal called AMG Base Camp (which has been available for years and will become a standard feature in AMG’s customized solutions starting January 29, 2026), she regained hours each week and significantly reduced her stress.

Community managers and leaders don’t need more apps—they need smarter, fewer tools that fit their workflow.

2. Prioritize with Intention

Not every message requires an instant reply. Implementing a “time-tier” system—responding to urgent items within an hour, routine issues within a day, and big-picture topics within a week—can transform your mental space. It also models healthy boundaries for managers, fellow board members and residents.

AMG helps boards set clear service standards and escalation protocols, so no one feels pressured to be “always on.”

3. Clarify Communication Norms

Conflicts often arise from miscommunication. Decide as a team: When should issues be discussed over email versus a live meeting? What’s appropriate for group chat? Establishing norms reduces friction and prevents burnout from endless, unclear threads.

Our board training and education services often begin with these foundational practices—because strong governance starts with strong communication.

4. Build in Breathing Room

One longtime community manager blocked out Friday afternoons for deep work—no calls, no emails. “It was my sanity saver,” she said. Balancing batching (scheduled email time) with streaming (handling live issues) is key to staying present without being reactive.

Whether you’re a new board member or a seasoned CAI-accredited manager, avoiding exhaustion isn’t about doing less—it’s about doing it better. With the right systems, support, and expectations, you can lead effectively and still have energy left for your own life.

That’s what AMG has helped communities do for 40+ years—with proactive maintenance planning, transparent financial reporting, and dedicated board liaison support. Because sustainable leadership is smart leadership.

Palmetto State Ranks High in HOA Living

South Carolina ranks ninth nationwide for the highest percentage of households paying HOA or condo fees, with 34.4% contributing, according to new U.S. Census Bureau data. The state’s average monthly fee is $94, below the national median of $135. With about 7,400 HOA and condo communities statewide, top complaints to the South Carolina Department of Consumer Affairs include failure to enforce covenants, maintenance issues, and fee disputes—most coming from Horry, Richland, and Charleston counties.

Read More: IslandPacket

DIY Mailbox Sparks HOA Action

Kenn and Wendy Francis of Conway went 21 days without mail after moving into their new home in Wild Wing Plantation because their HOA had not installed their mailbox. Frustrated, Kenn created a makeshift mailbox out of a plastic food container and posted about it online, drawing attention to the issue. The HOA’s management company, Waccamaw Management, claimed it was the homeowner’s responsibility to purchase and install a specific “signature” mailbox, while Francis said he was never told that and hadn’t received the HOA’s rule packet. After multiple calls and visits, and following media coverage of the situation, the HOA finally installed the proper mailbox on October 15, 2025.

Read More: AMPmyrtlebeach

Jackhammer Justice: HOA Wins the Case

A Cary homeowner’s association has won a lawsuit against homeowners Keith and Angela Myers over a pedestrian easement that was at the center of a viral video showing a confrontation and the destruction of a trail entrance. The Myerses, who own both properties bordering the easement, argued they had the right to block access and had installed barriers and jackhammered the path. The HOA sued, asserting the easement was granted to the community more than 30 years ago. A Superior Court judge ruled in favor of the HOA, prohibiting the Myerses from interfering with the easement and ordering them to pay $21,152 in fines, with the HOA authorized to enforce liens or foreclosure if necessary.

Read More: WRALNews

HUD Shifts Fair Housing Enforcement Priorities

This article was originally published on October 16, 2025 by Jim Slaughter for the Law Firm Carolinas Blog.

The U.S. Department of Housing and Urban Development (HUD) has released two new documents that signal a major change in how the agency will enforce the Fair Housing Act. The memoranda (“Fair Housing Act Enforcement and Prioritization of Resources” and “Notice of the Withdrawal of FHEO Guidance Documents”) withdraw several earlier HUD guidance statements and outline a narrower, case-by-case approach to investigations.

Under the new policy, HUD will focus its resources on intentional and systemic discrimination rather than on broad theories of “disparate impact.” The agency has also rescinded prior guidance on issues such as criminal background checks, limited English proficiency (LEP), and harassment. These changes appear to give housing providers more discretion when applying screening criteria or managing communications, while still prohibiting clear violations of the Fair Housing Act.

That said, the new HUD guidance is complex and not yet fully clear in its practical effect. Attorneys, community associations, and housing providers are still evaluating what these changes will mean in day-to-day compliance and enforcement. Because the new approach replaces several long-standing policies, it’s best to read the actual HUD documents and Fair Housing Act provisions directly

Note From The Editor: Boards are urged to meet with their attorneys to review the U.S. Department of Housing and Urban Development’s (HUD) two new documents that signal a major change in how the agency will enforce the Fair Housing Act. 

Why “Being Yourself” at Work Can Sometimes Backfire—Especially in HOA Management

In our line of work, we often talk about building trust, solving problems, and leading with integrity. But here’s a twist that may surprise you: being your “authentic self” at work—especially in a people‑centered industry like community association management—can sometimes do more harm than good.

That doesn’t mean you should be disingenuous. It does mean that effective leadership, professionalism, and diplomacy sometimes require tempering impulses to match what a situation demands.

A recent book by organizational psychologist Tomas Chamorro‑Premuzic, Don’t Be Yourself: Why Authenticity Is Overrated, examines how the modern fixation on “being authentic” can create blind spots. While authenticity supports personal well‑being, it doesn’t always help you lead, persuade, or build credibility in the eyes of others.

We see this in action in HOA management. Early in my career, I worked with a portfolio manager overseeing multiple communities who believed in telling it exactly as she saw it. She was transparent with boards—even blunt at times—and refused to sugarcoat issues. At first, residents and board members admired her frankness. Over time, though, several communities began to feel she was rigid or insensitive. Despite her deep expertise and hard work, confidence in her leadership eroded. She ultimately stepped away, frustrated that her intentions got lost in how others perceived her.

HOA professionals live in that delicate space between empathy and authority, between transparency and tact. We juggle board expectations, resident concerns, financial constraints, evolving statutes, and legal risk. What we say and how we say it matters just as much as what we know.

At AMG, we center ourselves on professionalism, adaptability, and emotional intelligence—not to mask who you are, but to strengthen how you show up. Because in our field, discernment is just as important as authenticity.

Here are a few mindset shifts to carry forward:

• Swap “absolute honesty” for “clarity with compassion.” Yes, a board needs to know a reserve fund is underfunded. But you can deliver that message in a way that invites collaboration, not panic.

• Replace unfiltered emotional reactions with thoughtful composure. Residents may vent, but your presence in those moments can calm or inflame.

• Share vulnerably—but selectively. Openness builds connection. Oversharing can undermine confidence.

• Adapt your tone to your audience. What works in a boardroom may not land well in a homeowner meeting.

• Elevate others, even when you have a strong opinion. Giving credit and lifting others builds both goodwill and leadership legitimacy.

We’re not advocating for duplicity. Rather, we’re saying that authenticity in association management means showing consistency, respect, and sensitivity aligned with our core values of service, stewardship, and collaboration.

That’s how we earn trust—and why AMG continues to be recognized for highest Google Ratings across the Carolinas. It’s how we consistently deliver customized and transparent HOA & Condo Solutions that meet the unique needs of the communities we serve. By balancing professionalism with emotional intelligence, and strategy with sincerity, we uphold the standards that define local Carolina expertise and proven results for 40+ years.

About the Author

Paul K. Mengert brings decades of experience in community association management. He has led with a focus on Manager Longevity, Transparent Financial Reporting, and a reputation for responsiveness. Under his leadership, AMG has delivered Proven Results for 40+ Years, combining Local Carolina Expertise with CAI‑Accredited Management (AAMC®, PCAM®), guiding communities through Seamless Transition Processes, Vendor Oversight & Accountability, and Board Empowerment Tools. Paul’s vision continues to guide our mission to serve communities with professionalism, integrity, and forward thinking.

Home Equity Increase Nationwide: What It Means for Carolina HOA and Condo Communities

During the housing bubble of the mid-2000s, mortgage debt ballooned to more than 70% of the nation’s GDP. Today, that number sits closer to 45%. At the same time, household real estate values have surged to roughly 160% of GDP—far higher than the 120% mark we saw at the turn of the millennium.

Put simply: most homeowners today enjoy a large equity cushion.

Why This Matters in Your Community

For individual owners, equity provides peace of mind. For neighborhoods governed by HOAs and condos, it provides resilience and opportunity:

• Financial resilience: Owners with substantial equity are less likely to walk away from their homes in hard times, protecting community stability.

• Property value preservation: Equity-rich communities tend to maintain higher property values, benefiting every resident.

• Confidence in planning: Boards making tough decisions—whether it’s funding reserves, investing in infrastructure, or tackling deferred maintenance—can move forward knowing most owners have a solid financial foundation.

A Story from the Boardroom

In one community we worked with, the board faced a tough decision: whether to move forward with a costly roof replacement project. No one welcomed the idea of higher assessments, but the conversation shifted when members considered the broader picture. Stronger homeowner equity meant that, while the expense was real, neighbors were still building long-term value in their properties. In the end, the board chose to invest in the project—not just to fix a roof, but to help protect the community’s future stability. 

Their confidence came from recognizing equity as more than a personal financial number; it was a shared strength that supported sound decision-making.

How Strong Management Protects Equity

Equity cushions don’t remove the need for careful planning. Costs for insurance, utilities, and vendor services continue to rise. That’s where professional management helps keep the balance. A CAI-accredited firm like AMG supports boards with:

• Transparent financial reporting to help owners see where their money goes.

• Proactive maintenance planning that protects the physical and financial health of the community.

• Vendor oversight & accountability to ensure every dollar is well-spent.

• Board empowerment tools so leaders can make informed, confident decisions.

The Bottom Line

Equity, beyond its numerical representation on a balance sheet, embodies stability, resilience, and potential. Many associations have observed fewer collection matters escalating to foreclosure in recent years—a trend often linked to stronger homeowner equity.  Homeowners’ equity in their properties plays a crucial role. By combining today’s robust homeowner equity with prudent and experienced association management, communities can better safeguard property values and help ensure long-term prosperity.

About the Author

Paul Mengert, CMCA®, AMS®, PCAM®, is the CEO of Association Management Group (AMG), one of the Carolinas’ leading professional community association management firms. With more than four decades of experience, Paul has built AMG’s reputation on local Carolina expertise, CAI-accredited management, and a collaborative approach that empowers boards and enhances communities. A recognized educator and industry leader, he regularly teaches for the Community Associations Institute (CAI). AMG is locally owned and operated. 

© 2025 Association Management Group, Inc. All rights reserved.

The Annual HOA/Condo Budget: A Step-by-Step Playbook for Board Success

For community association boards, the annual budget is more than numbers on a spreadsheet—it’s the financial roadmap for the year ahead. A well-built budget protects property values, funds necessary services, and helps avoid surprises that frustrate homeowners.

Here’s a simple, step-by-step process any board can follow to build a strong, transparent budget—with a few real-world lessons along the way.

Step 1: Set the Timeline Early

• Start 90–120 days before the fiscal year begins.

• Confirm adoption and notice requirements in your governing documents and state law.

• Schedule budget workshops and the adoption meeting now to avoid last-minute stress.

Why it matters: Clear timelines prevent compliance headaches and rushed decisions.

Step 2: Gather Your Inputs

Pull financial and operational data: prior-year actuals, reserve statements, contracts, insurance policies, utility histories, and your reserve study.

Step 3: Review Year-to-Date Performance

Look at where spending is over or under budget, why variances occurred, and whether certain costs are one-time or recurring. Trend three years back if possible—it helps boards avoid chasing anomalies.

Step 4: Update Contracts and Fixed Costs

Ask vendors for updated bids or confirmations, check utility rate outlooks, and request early insurance renewal information where possible.

Pro tip: Don’t automatically renew a contract that isn’t serving the community well. This is where vendor oversight and accountability matter.

Step 5: Recalibrate Reserve Funding

Reserve studies help boards plan for long-term repairs like roofing, paving, and pool equipment. Use them to determine how much should be contributed annually. Avoid the temptation to underfund reserves to keep assessments flat.

Real-World Example: The “No Increase” Board

At Pine Ridge Townhomes, the board proudly kept dues flat for five years. Homeowners cheered at every annual meeting—until the pool pump failed and roofs leaked in the same summer. Reserves were depleted, and the board had no choice but to levy a $1,200 special assessment. Owners were furious. The following year, the board tied reserve funding to their reserve study and raised dues modestly. It wasn’t celebrated, but over time, trust returned as projects were completed without special assessments.

Lesson Learned (Homeowner voice): “I’d rather pay a little more each month than get hit with a huge special assessment I can’t afford.”

Step 6: Plan for the Unexpected

Add a contingency line item for emergencies, storm cleanup, legal fees, or unexpected spikes. This is separate from reserves and helps keep operations stable.

Step 7: Prioritize Maintenance Proactively

Rank projects by urgency: safety, asset protection, and community impact. Fund preventive care so you spend less on emergencies. Align maintenance plans with your reserve study.

Step 8: Build the Draft Budget

Start with last year’s numbers, update with current contracts and reserve contributions, add contingency, and document your assumptions for each line.

Real-World Example: The Forward-Thinking Developer Transition

When Summerfield Condos transitioned to homeowner control, the new board was shocked: “We’re responsible for a multi-million-dollar building?” The developer’s budget covered only cleaning and utilities—no reserves. Owners pushed back hard when dues jumped 12%. Twenty years later, when the roof was replaced without a special assessment, the skeptics admitted, “I didn’t like it at the time—but now I get it.”

Lesson Learned (Homeowner voice): “That first increase stung, but now I see it was about protecting all of us long-term.”

Step 9: Model Assessment Scenarios

Prepare 2–3 versions showing the impact of different funding levels. Make it clear how each scenario affects reserves, maintenance, and assessments. Transparency builds trust.

Step 10: Workshop It—Then Decide

Hold an open meeting, present the draft, answer questions, and then adopt the budget per your documents. Document the decision in the minutes.

Real-World Example: The Communicator vs. the Calculator

At Willow Creek HOA, the treasurer’s detailed spreadsheets left homeowners confused and restless. The secretary suggested a one-page summary with pie charts and simple explanations. The next meeting felt completely different—owners nodded instead of frowning. “This is the first time I’ve understood where my money’s going,” one said. The numbers didn’t change, but the communication did.

Lesson Learned (Homeowner voice): “When the board explains things in plain language, it feels less like numbers on a page and more like a plan we’re all part of.”

Pro Tip: Instead of saying, “The water bill is $250,000 per year,” explain, “Of your monthly fee, about $25 goes to water.” Add a “Per-Unit, Per-Month” column for all line items to make each costs more relatable.

Step 11: Notify Owners and Implement

Send notices within the required timeframe, update payment systems, and brief vendors on approved scopes and timelines.

Step 12: Monitor Monthly and Adjust Early

Review financials monthly, track reserve transfers, and schedule a mid-year check-in to ensure the budget is still on track.

A Note on Investing Association Funds

Some boards ask about investing association funds beyond a standard checking account. AMG is not an investment advisor, nor do we give investment guidance. It is always the association’s responsibility to instruct AMG on whether and how funds should be invested, but we are certainly here to help administratively and act on your decisions.

Most governing documents and best practices do not allow for aggressive investments. However, there are federally insured options boards may consider, such as money market accounts and certificates of deposit (CDs) with varying terms. AMG does not require you to use any particular bank, other than to receive your monthly assessments.

Final Takeaway

A well-planned budget protects the community today and prepares it for tomorrow. Homeowners want stability, boards want predictability, and everyone wants to avoid unpleasant surprises. With a step-by-step process, transparent communication, and proper reserve funding, annual budgeting becomes less about crunching numbers and more about building trust.

For over 40 years, AMG has supported Carolina communities with transparent financial reporting, board training, proactive maintenance planning, and proven results. Your board leads the way—we provide the tools, expertise, and support to make the process smoother.

For a printable version that includes a checklist visit our Board Member Resources Page or Click Here.

FROM CHAOS TO CONTROL: RUNNING BETTER BOARD MEETINGS

This scenario describes a board president who arrives unprepared, starts meetings late, and insists on rigid procedures, leading to long, disorganized, and unproductive gatherings. To improve, boards should plan meetings in advance, use agendas, and select professional meeting spaces that encourage efficiency. Presidents should start on time, set an adjournment time, and use tools like unanimous consent and timed agendas to keep discussions focused. By managing discussion, requiring new business in advance, and using informal procedures when appropriate, boards can run shorter, more effective, and more productive meetings.

Read More: LawFirmCarolinas

North Carolina Closing Costs: Big Savings on Home Sales

Buying or selling a home is one of the biggest financial transactions most people make, and closing costs add important expenses to the process. In North Carolina, closing costs are relatively low compared to many states, averaging about 0.56% of the sale price — around $2,214 on a median-priced $395,400 home. Both buyers and sellers share these costs, with buyers typically paying for items like loan origination fees, title insurance, and inspections, while sellers usually cover real estate commissions, excise taxes, and prorated property taxes. Many of these costs are negotiable, and programs like the NC Home Advantage Mortgage can help first-time buyers reduce expenses, making it essential to work with a knowledgeable local real estate agent.

Read More: Bankrate

Protecting Friends and Neighbors from the ‘Phantom Hacker’ Scam

The FBI is warning of a billion-dollar “Phantom Hacker” scam that has devastated seniors’ retirement savings. Criminals pose as tech support, bankers, or even government officials, tricking victims into transferring funds to fraudulent accounts (read more at Fox News)

Only law enforcement and qualified professionals can investigate or resolve these crimes. However, communities can play a supporting role. At Association Management Group (AMG), we encourage boards to share public fraud alerts in newsletters, organize educational sessions with outside experts, and foster neighbor-to-neighbor awareness—especially for vulnerable residents. By strengthening communication and engagement, AMG helps associations create communities where important conversations are part of everyday life.

How AMG Supports Your HOA Through the CCR Amendment Process

Updating your community's Covenants, Conditions, and Restrictions (CCRs) can feel like navigating a maze—especially for volunteer board members balancing day jobs, neighbors' opinions, and the legal intricacies of governing documents. The good news? You're not alone. With Association Management Group (AMG) by your side, your board gains a guide, a coordinator, and a trusted partner every step of the way.

Why Communities Amend Their CCRs

Sometimes, rules created decades ago no longer reflect the community's values or current legal requirements. Whether you're removing outdated restrictions, clarifying ambiguous language, or aligning with new state laws, CCR amendments help ensure your association is fair, enforceable, and functional.

But changing your CCRs isn't a simple board vote. It typically requires significant homeowner participation and precise coordination with legal counsel. That’s where AMG makes a difference.

Our Role: Support, Not Legal Advice

Let’s be clear: only your HOA attorney can draft or interpret legal documents. But AMG fills in every other gap to make the amendment process smooth and successful:

• Education & Strategy: We break down the amendment process and approval thresholds in plain language.

• Administrative Support: We handle notices, ballots, vote tracking, and meeting prep.

• Legal Coordination: We communicate with your attorney to reduce billable hours on administrative tasks.

• Owner Communication: We help boards explain proposed changes clearly, increasing transparency and participation.

Step-by-Step: What the Amendment Process Looks Like

Step 1: Review Existing Documents

We start by reviewing your CCRs, bylaws, and state laws with your attorneys to determine what's required. Do you need 67% homeowner approval? Is notarization necessary? Are electronic votes allowed?

AMG Advantage: Our CAI-accredited managers ensure you understand your obligations before making a move.

Step 2: Board Planning Session

We meet with your board to define the amendment goals. Whether it’s removing outdated leasing restrictions or aligning with new fair housing rules, we’ll help you frame the "why."

AMG Advantage: Our expertise in transparent homeowner communication helps ease confusion and boost support.

Step 3: Attorney Drafting

Once goals are set, we coordinate with your HOA attorney to draft the amendments. Our team handles logistics so your attorney can focus on legal language.

AMG Advantage: By managing the process, we help boards avoid paying legal rates for clerical work.

Step 4: Homeowner Communication & Voting

In coordination with your attorneys, We send out notices, ballots, and FAQs using all approved channels—mail, email, or online portals. We even host Q&A sessions if needed.

AMG Advantage: With long-tenured managers familiar with your community, trust and participation increase.

Step 5: Meeting & Vote Certification

We help organize the required membership meeting and coordinate with your attorney to verify quorum and approval.

Step 6: Recording & Implementation

Once approved, your attorney records the amendment. We update your governing documents in our system, your portal, and new owner welcome materials.

AMG Advantage: Our technology ensures everyone has access to the latest documents without confusion.

Real-World Impact

We recently assisted a mid-sized community that needed to modernize its pet policies and clarify short-term rental rules. With AMG managing communication, vote tracking, and attorney coordination, the board reached the 75% approval threshold within two months—a process that had stalled for years prior.

Final Thought: Start with a Review

The best first step? Let’s review your governing documents together. From there, AMG will help you chart a clear, customized path for your community’s CCR amendment process.

Because at AMG, our job isn’t just management. It’s making complicated processes less complicated for the communities we serve.