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.

When Control Shifts: How AMG Helps Communities Navigate the Transition from Developer to Homeowner Leadership

“When the developer left, we had no idea what we were supposed to do. We were handed a binder and wished good luck. AMG stepped in, brought clarity, and gave us a plan. We couldn’t have managed it without them.”

— Board President, New Community HOA, South Carolina

For every community association, there’s a moment when things get real.

That moment is the transition from developer to homeowner-elected leadership—a turning point filled with opportunity, but also complexity. New board members are suddenly tasked with understanding financial records, governing documents, vendor contracts, and critical maintenance timelines—often without much guidance.

This is where Association Management Group (AMG) comes in.

As one of the Carolinas’ most trusted community management partners, AMG supports boards through these transitions—not by taking over, but by giving you the tools, coordination, and confidence to lead well from day one.

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When Control Shifts: How AMG Helps Communities Navigate the Transition from Developer to Homeowner Leadership

“When the developer left, we had no idea what we were supposed to do...”

For every community association, there’s a moment when things get real...

This is where Association Management Group (AMG) comes in...

The Developer's Advantage

The transition period isn't just challenging for new boards; it's a critical moment for developers as well. A poorly managed handoff can lead to frustrated homeowners, legal disputes, and damage to a developer’s reputation. AMG helps bridge this gap by clearly outlining roles and responsibilities to the new homeowner leadership in a way that our staff can't always. Their organized approach provides a smooth, professional handoff that ensures the community is set up for success. “I’m certain AMG’s efforts save me hundreds of hours and lead to much happier owners.”

— Greensboro Developer

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What Makes AMG Different?

We don’t just know community transitions—we’ve supported dozens of them across North and South Carolina. And we do it with:

• Certified managers (CMCA®, AMS®, PCAM®) with decades of experience

• AAMC® accreditation from the Community Associations Institute (CAI)

• 4.7-star average Google rating

• Local offices and 24/7 emergency response

• Average manager tenure of 10+ years

Our long-standing team brings institutional knowledge and deep local insight—both of which are critical when you’re navigating a complicated handoff.

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How AMG Supports Your Transition

1. Financial Clarity and Oversight

“AMG helped us recover over $40,000 that had been misclassified in our developer’s accounts. They didn’t just hand us a report—they walked us through it line by line.”

— Treasurer, HOA in Charlotte Metro

Successful transitions start with clean, accurate financials. AMG helps boards:

• Confirm the receipt of all financial records

• Organize those records for board and CPA review

• Coordinate third-party reserve studies and transition audits

• Present audit-ready statements and budget tools

• Provide secure online access to all financials for board and residents

In recent transitions, AMG-supported communities have recovered $15,000–$60,000 in misallocated or poorly documented developer expenses. That’s not a guarantee—it’s a track record built on vigilance.

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2. Governance Support—Without Overreach

HOA boards are legally responsible for their community’s decisions, and AMG respects that role. We don’t interpret laws or enforce rules independently. Instead, we:

• Organize for compliance in coordination with your legal counsel

• Help track statute changes and facilitate document review with attorneys

• Support board-led enforcement procedures with structure and clarity

• Provide documentation, meeting templates, and decision-making frameworks

This approach minimizes risk, ensures good governance, and avoids the common pitfall of management companies overstepping their bounds.

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3. Maintenance Oversight and Transition Inspections

The transition period is often the last window to identify construction defects or missing components before the developer’s warranty expires. AMG facilitates this process by:

• Coordinating licensed engineering inspections (not performing them)

• Helping the board track warranties and service records

• Launching RFPs and vetting vendors with board approval

• Establishing maintenance schedules and capital planning tools

“Our inspection uncovered $80,000 in drainage issues the developer was still liable for. AMG helped us coordinate the process—on time and with the right professionals.”

— HOA Board Member, Greenville SC

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4. Onboarding and Training for New Board Members

Most board members are passionate volunteers—not trained community managers. AMG helps bridge the experience gap with:

• Custom orientation sessions for new boards

• Best-practice guides, templates, and legal review coordination

• Consistent coaching from your assigned manager

• Clear escalation processes for complex or sensitive issues

We help new board members feel confident and supported—not overwhelmed.

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5. Built for Long-Term Success

Your transition isn’t just about getting through the handoff. It’s about setting up your board—and your community—for years of success.

With AMG, you get:

• Continuity: Our managers don’t rotate every few months. Many have served the same communities for over a decade.

• Consistency: Our systems are standardized, our portals are reliable, and our team structure ensures someone is always available.

• Community-first focus: We don’t push one-size-fits-all solutions. We work with your board to customize support based on your governing documents and goals.

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Download Our Transition Toolkit

We’ve created two resources to help boards manage the transition process with clarity and confidence:

📋 Community Transition Checklist – A step-by-step guide to cover financials, legal documents, maintenance inspections, and vendor contracts.

📘 Glossary of Key Transition Terms – A helpful reference for new board members facing unfamiliar terms and responsibilities.

❓ FAQs for HOA Transition from Developer to Homeowner Leadership

These tools are free to any community—regardless of whether you choose AMG. Because better-informed boards build better communities.

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Schedule a Complimentary Transition Assessment

Whether your board is just beginning to plan or already feeling the pressure of developer turnover, AMG is here to help.

Schedule your Complimentary Management Assessment today. We’ll meet with your board, review your transition status, and share a customized roadmap to success—no pressure, just expert support.

Let’s make your next chapter a strong one.

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Disclaimer: Association Management Group, Inc. (AMG) is not a law firm and does not provide legal advice or services. The information provided is for general informational purposes only and is based on sources believed to be reliable. Community leaders and board members are strongly encouraged to consult with qualified legal counsel before making decisions that carry legal or regulatory implications.

Texas HOAs and Rental Rules: Know the Fine Print

In Texas, HOAs can restrict sales to home rental companies or impose leasing limits only if these rules are clearly stated in their governing documents or CC&Rs. If no such provision exists, the HOA must amend its documents—usually requiring approval from at least 67% of homeowners—before enforcing such restrictions. Similarly, an HOA can require an Occupancy Affidavit listing residents only if it is authorized in the governing documents, does not violate anti-discrimination laws, and is reasonably related to the HOA’s interests. The affidavit must be limited in scope to protect privacy rights.

Read More: HoustonChronicle

When Pickleball Courts Spark Community Conflict

Disputes over pickleball courts have caused tension in many HOA and condo communities nationwide due to the sport’s loud noise, often disturbing nearby residents. A recent lawsuit in Boca Raton highlights these conflicts, alleging the community association converted tennis courts to pickleball courts without homeowner approval and ignored noise concerns despite complaints and an acoustics study showing noise levels exceeding city limits. The plaintiffs claim ongoing noise violations are causing physical and psychological stress, and they seek court action to ban pickleball or return the courts to tennis use. Communities adding pickleball courts should carefully balance player enthusiasm with residents’ quality of life by setting designated hours, using noise mitigation, and involving homeowners in decisions.

Read More: MSN

Renewing the American Dream: Senate Pushes Bold Housing Bill

On July 29, a Senate committee unanimously approved the Renewing Opportunity in the American Dream to Housing Act of 2025, signaling rare bipartisan unity on tackling the national housing crisis. Sponsored by Senators Tim Scott and Elizabeth Warren, the bill aims to boost affordable housing through expanded construction, small mortgage access, appraisal reform, and support for manufactured housing. Analysts call it the most comprehensive housing legislation since the Great Recession, incorporating parts of 27 prior bills—23 with bipartisan backing. While the bill enjoys broad industry support, it still faces hurdles in the House, particularly due to the lack of defined funding and budget offsets.

Read More: USAToday

What Your Detention Pond Might Be Hiding—and Why It Matters to Your Community

When you’re serving on the board of your community association, your time and energy are often consumed by visible, urgent matters—landscaping, vendor contracts, the pool. But one of the biggest risks may be quietly sitting at the edge of your property: the detention pond.

In one Greensboro-area community, the board believed they were doing everything right. The pond was inspected as required, and the landscaping crew kept it looking tidy. But after a series of heavy storms, water began flooding a neighboring yard. It turned out the pond’s riser—a structure designed to release water at a controlled rate—had become clogged with debris. The overflow wasn’t just inconvenient; it was costly and damaging.

The community had followed basic local guidelines. But after the incident, the board took a closer look. They asked the management team to help coordinate additional inspections and routine post-storm checks—not because it was required, but because it was smart.

That small shift made a big difference. The board gained peace of mind and a clearer understanding of how to better protect the community from future surprises.

The key takeaway? Meeting minimum standards isn’t always enough. Real-world conditions, aging infrastructure, and homeowner expectations demand a more thoughtful, proactive approach. And when your management partner helps support that process—through coordination, follow-up, and consistent documentation—it makes your board’s job easier and your decisions stronger.

If you’re ready to take a fresh look at how your association handles these less-visible responsibilities, AMG is here to support your efforts.

👉 Schedule a Complimentary Management Assessment today.

Disclaimer: AMG does not provide legal, engineering, or technical services. All maintenance strategies and decisions should be carefully reviewed and approved by the board and, where appropriate, qualified professionals.

Avoid Costly Mistakes with HOA and Condo Vendors in Carolina Communities

When your community hires someone to trim trees, clean gutters, or make small repairs, it may seem straightforward to label them an independent contractor. But under the law, that label doesn’t carry much weight unless certain criteria are met—and getting it wrong can expose your association to unnecessary risk.

An independent contractor is someone who performs services for the association but operates with autonomy—setting their own hours, using their own tools, and controlling how the work is done. They are not employees of the HOA, and therefore aren’t subject to wage laws, benefits, workers’ comp, or tax withholding. However, many boards unintentionally blur this line by exercising more control than is legally appropriate.

Common Missteps: When Helpfulness Creates Risk

Over the decades, AMG has supported communities where well-meaning board members or volunteers unintentionally crossed boundaries while trying to be helpful. For example:

A board member tells a landscaper exactly how to trim shrubs, offers to lend the worker a ladder, or requests they begin work at 9:00 a.m. sharp. Another resident offers to pick up paint supplies “to save time.”

These interactions may seem harmless—but if the worker is injured or later disputes the quality of work, they may claim they were supervised as an employee rather than operating independently. This may open the association to potential tax, insurance, or legal issues—areas where the board should consult qualified professionals.

Government agencies (like the IRS and state labor departments) use multi-part tests to evaluate worker status. Key questions include:

• Who controls the work schedule?

• Who provides the equipment?

• Does the individual work for others or just the HOA?

• Was the individual supervised or left to complete the task as they saw fit?

If the answers suggest “employee,” the association could face penalties, back taxes, or claims.

AMG’s Guidance to Help Minimize Risk

To support good governance practices, AMG recommends that board members and volunteers avoid directly supervising contractors or directing their work. Instead:

• Recommend that the board use written contracts—ideally prepared or reviewed by legal counsel—that clarify independent contractor status

• Encourage the board to confirm that contractors provide their own tools and insurance

• Allow professionals to complete work independently — volunteers must exercise caution with oversight, particularly impromptu instructions

With decades of experience assisting boards across communities in North and South Carolina, AMG helps implement processes that reduce risk and promote operational best practices.

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Want to know More? 

The IRS uses the “Common Law Test” to determine whether a worker is an independent contractor or an employee for federal tax purposes. This test focuses on the degree of control and independence in the working relationship and is grouped into three main categories:

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IRS Common Law Test Categories:

1. Behavioral Control

• Does the company control or have the right to control what the worker does and how the work is done?

• Examples: Instructions given, training provided, evaluation systems.

2. Financial Control

• Does the company control the business aspects of the worker’s job?

• Examples: How the worker is paid, whether expenses are reimbursed, who provides tools and supplies, whether the worker can realize a profit or loss.

3. Type of Relationship

• Are there written contracts or employee-type benefits?

• Is the relationship ongoing or project-based?

• Is the work performed a key aspect of the business?

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Official IRS Reference:

• IRS Publication 15-A: Employer’s Supplemental Tax Guide

• https://www.irs.gov/pub/irs-pdf/p15a.pdf

• IRS Website Resource:

Independent Contractor (Self-Employed) or Employee. Visit: https://www.irs.gov/businesses/small-businesses-self-employed/independent-contractor-self-employed-or-employee

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Need Help Coordinating Vendor Compliance in Your Community?

Let AMG help your board organize its contractor documentation, coordinate vendor protocols, and partner with the professionals you trust.

Visit AMGworld.com to schedule a free consultation today.

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Disclaimer: Circumstances may vary. Association Management Group (AMG) recommends that boards consult their association’s legal counsel to evaluate their specific situation. Please note: by law, AMG does not provide legal advice. Boards should consult appropriate professionals when evaluating contractor classifications, agreements, or liability exposures. AMG is always happy to help coordinate with legal, or other professionals at your request.

HOA Management Company vs. Board: What’s the Difference—and How AMG Supports Your Community

Understanding the roles that drive effective HOA leadership in the Carolinas

Meta Summary (for search engines): Learn the difference between HOA boards and professional management companies. Discover how Association Management Group (AMG) supports homeowner associations across North and South Carolina with reliable, board-directed community management services.

At Association Management Group (AMG), one of the most common questions we hear is: Who’s really in charge—the HOA board or the management company?

This is a common source of confusion in many neighborhoods. While both the board and management company play vital roles, their responsibilities are very different. Understanding the distinction helps homeowners, board members, and residents work together more effectively—and reduces unnecessary friction.

Let’s explore how HOA boards and professional management firms like AMG collaborate—and how we help boards lead their communities with confidence.

The HOA Board: Elected Decision-Makers for Your Community

According to the Community Associations Institute (CAI), an HOA’s Board of Directors is the elected governing body of the association. These individuals—often volunteers—are responsible for making high-level decisions on behalf of the community. Board duties typically include:

• Approving and managing the annual budget

• Creating or updating rules and policies based on the governing documents

• Selecting and overseeing service vendors

• Enforcing the HOA’s covenants and bylaws

• Communicating with homeowners and addressing community needs

Ultimately, the board holds decision-making power and legal responsibility for the association. Management companies, by contrast, do not have authority to make decisions for the board or act independently.

The HOA Management Company: Operational and Administrative Support

This is where AMG comes in. As a professional HOA management company serving North and South Carolina since 1985, AMG partners with boards to handle the day-to-day administrative, financial, and operational functions—always at the direction of the board.

Here’s how AMG supports your HOA board:

• Preparing draft budgets and financial reports for board review

• Coordinating maintenance and vendor services selected by the board

• Assisting with financial recordkeeping and expense tracking

• Helping facilitate communication with homeowners and vendors

• Guiding board meeting preparation and compliance reminders

• Coordinating the implementation of board-approved actions

We serve as an operational extension of the board—not a replacement for it. All authority remains with your elected leaders. AMG’s role is to streamline the process, increase transparency, and support better decision-making.

Common Misconceptions—Clarified

Many homeowners confuse the role of the management company with that of the board. Let’s clear up a few frequent misunderstandings:

• Myth: The management company makes the rules.

  • Reality: The board creates or amends community rules. AMG helps distribute and communicate them.

• Myth: AMG can waive my dues or fines.

  • Reality: Only the board has the authority to grant exceptions. AMG supports the enforcement process based on board-approved policies.

• Myth: AMG chooses which vendors to hire.

  • Reality: The board makes final vendor decisions. AMG gathers proposals, shares insights, and coordinates the work once approved.

Why This Partnership Matters

When HOA boards and management companies clearly understand their roles, it helps reduce miscommunication, increase homeowner trust, and strengthen overall operations.

AMG’s decades of experience allow us to support HOA boards in achieving:

• Faster response times and streamlined operations

• Stronger vendor relationships with better coordination

• Improved homeowner communication and transparency

• Reduced administrative burden so the board can focus on leadership

We’ve proudly served hundreds of communities across Greensboro, Kernersville, Raleigh, Charlotte, Columbia, and beyond—delivering tailored HOA support with a local touch.

Let’s Strengthen Your HOA Together

Ready to simplify board responsibilities and improve operations in your community? Contact AMG today to learn how our HOA management services support boards and communities across North and South Carolina.

For more information, visit AMGworld.com or explore educational resources at

CAIonline.org.

HOA Pool Rules & Resident Etiquette: How AMG Helps Boards Manage Shared Amenities

Managing shared amenities like pools is one of the most common and sensitive responsibilities faced by homeowner associations in the Carolinas. At Association Management Group (AMG), we help HOA boards in North and South Carolina create and communicate effective pool policies that promote safety, reduce conflict, and build a stronger sense of community — without adding extra burden to board members.

Supporting the Board in Policy Development

Whether it’s drafting seasonal pool use guidelines or revisiting existing rules, AMG provides administrative and operational support to help HOA boards carry out their governance responsibilities. This includes offering sample rule templates, scheduling board workshops to discuss resident concerns, and facilitating the board’s review and adoption process in alignment with governing documents and legal counsel guidance.

We also assist boards with vendor coordination to ensure the pool area is well-maintained and help flag potential areas of concern for discussion with legal or insurance professionals. Our goal is to reduce the board’s workload so they can focus on leadership while AMG handles the logistics behind the scenes.

Encouraging Resident Cooperation Through Communication

Clear and consistent communication helps HOA boards avoid conflict and build trust — especially during high-traffic pool season. AMG supports boards by developing communication strategies that promote resident understanding and cooperation. From newsletters and signage to email reminders and community portals, we help boards explain the reasoning behind each rule — whether it’s public health guidance, safety considerations, or preserving shared facilities.

When rule violations occur, we assist the board with documentation and follow-up procedures outlined in the governing documents. AMG ensures the process remains board-led and compliance-focused while providing the administrative support needed to carry it out smoothly.

Promoting a Respectful Pool Environment

A respectful and enjoyable pool environment reflects strong leadership and clear expectations. AMG stands beside HOA boards to support the adoption of fair, community-tailored policies that promote a positive culture at the pool. Our tools, experience, and industry insights help minimize resident frustration and foster shared responsibility for amenity use.

Our support helps reduce board member stress, streamline communication, and improve resident satisfaction — especially during summer months when pool traffic is at its highest.

Additional Resources for HOA Boards

For more tools and templates on managing shared amenities:

• Visit the Community Associations Institute (CAI) for national HOA best practices.

• Browse our growing collection of HOA board resources and blog articles at AMGworld.com.

Ready for a Stress-Free Pool Season?

Let AMG handle the logistics while your HOA board leads with confidence. Contact our experienced community management team in North and South Carolina today to learn how we can help you improve communication, streamline rule enforcement, and support resident satisfaction.

Should an HOA Get Involved in Rezoning Matters?

Understanding the Role of Community Associations in Local Development Decisions

The recent lawsuit by residents of New Irving Park in Greensboro, NC, challenging a rezoning decision that would allow eight townhomes in their single-family neighborhood, has raised important questions for homeowner associations (HOAs) and condominium boards. Should your HOA get involved in rezoning efforts? And if so, how? At Association Management Group (AMG), we believe that supporting board members in navigating these complex issues—without overstepping legal or governance boundaries—is part of our value as an accredited, advisory-focused management company. Below, we explore the considerations and the compliant, strategic role HOAs might play.

When and Why HOAs Might Consider Getting Involved

While HOAs are not land-use authorities, their boards may wish to monitor or engage in rezoning proposals that affect property values, neighborhood character, traffic patterns, or infrastructure use.

• Boards may choose to get involved when:

• Rezoning affects property values or the quality of life of homeowners.

• Density increases strain infrastructure, green space, or safety.

• The proposed use contradicts the original development intent that owners relied on when buying homes.

• The association is asked to weigh in by the city, developer, or residents.

How an HOA Can Engage—Without Overstepping

While it may be tempting for a board to speak on behalf of the community, it’s essential to remember that boards must operate within their legal and fiduciary boundaries. AMG helps boards:

• Coordinate with legal counsel to determine what the board is legally permitted to say or do.

• Organize owner forums or surveys to gauge community sentiment.

• Support homeowner education by sharing meeting notices or public hearing details.

• Refer questions to professionals, rather than interpreting zoning laws directly.

• Present well-organized information to the board to support transparent, documented decision-making.

What HOAs Should Avoid

To protect the association from liability or overreach, boards should avoid:

• Issuing blanket positions without a member vote or legal review.

• Making public statements that suggest authority they don’t have.

• Interpreting zoning law or city policies without attorney guidance.

• Engaging in political activity beyond the scope permitted by governing documents.

AMG’s Role: Support Without Overreach

As an accredited AAMC® firm (Accredited Association Management Company) by CAI, managing more than 30,000 homes across the Carolinas, AMG empowers boards with clear, compliant options. With a 4.7-star Google rating and average manager tenure over 10 years, our proven experience helps your board lead with confidence. Here’s what AMG does—and doesn’t do—when zoning issues arise:

• We support boards in understanding how proposed zoning changes may impact their community.

• We help coordinate with legal counsel, city departments, and homeowners.

• We facilitate communications, surveys, and meetings.

• We don’t offer legal opinions, make zoning decisions, or speak for the board without direction.

Final Thoughts: A Strategic, Thoughtful Approach

Whether your board chooses to engage in rezoning issues depends on your community's values, governing documents, and legal advice. But one thing is certain—boards should never navigate these situations alone. As one board president recently said: "AMG helped us stay organized and compliant when development came knocking on our doorstep. They gave us the tools—not just opinions."

Ready for Expert Support?

Schedule a Complimentary Management Assessment to see how AMG can help your board confidently lead through growth and change—without overstepping its authority.

Visit AMGworld.com/info-request-for-proposal to get started.