The collection of assessments is central to the viability of any community association as assessment revenue is typically an association’s sole or primary source of income. The operating premise of most associations is that an annual budget is prepared based on the association’s projected expenses for the year, including contributions to a reserve fund, and the association levies assessments in the amount required to pay for the projected expenses. Even in today’s economy, with proper collection practices, an association can decrease exposure to 1) delinquent assessments, and 2) writing off assessments to bad debt in case of foreclosure or bankruptcy.

The board of directors must closely abide by their fiduciary obligation to the homeowners by adopting an aggressive and consistent collection policy and strategy. In addition, in collecting association assessments, all boards of directors should be advised of possible liability under the Fair Debt Collection Practices Act. Empty threats of litigation, wrongful foreclosure, legal liability, or overly-aggressive activity may violate the Act and subject the association to substantial financial liability.

Some legislative issues at all levels of government are driven by the economy, which may result in new laws and regulations specific to community associations, including condominiums, planned communities and cooperatives, regarding the process of collecting assessments. Fannie Mae and Freddie Mac have become far more restrictive in their underwriting policies both in initial financing and refinancing of condominium units.

Homeowners elect board members to oversee the operations and success of their community. Therefore, board members should familiarize themselves with their all legislation and regulations specific to associations. At times, it may even be necessary for the board to become actively involved in the legislative process by contacting elected officials to express support or opposition to certain proposed bills. Additionally, associations and management companies should seek legal advice if there is a question as to what proper course of action an association should take should new laws be confusing or unclear.
Rachel J. Richmond
Accounting Manager
Principal Management Group of Houston
Houston, TX

Whether new to the board or new to an executive position on the board, there should be a way to convey information on the important aspects of a board member’s role.  At a minimum, this information should be accompanied by an in-person orientation.  This training is most often conducted by the manager, who can review the documents, provide a brief history on current events, review the current reporting processes and provide a general financial review.

Orientation Basics
An orientation should be offered as soon as possible after the board member is seated or takes their new role. Remember to include or reference:

• The laws and documents that provide the board and the association with its authority;
• The role of the board and an organizational chart for communications;
• The role of the manager;
• A financial overview and outline of the basic processes currently in place (payment authorization, violation, collection, maintenance and investment policies).
•   An annual plan, maintenance calendar, and interface with professional team members can also be added;
•  The concept of fiduciary duty;
• Active contracts;
• Meeting conduct and expectations

The Next Level
Orientation is most effective when it gets to the next level.  How do you get to the next level? Information can be summarized in a handout or presentation and can be customized per community.  This information gets presented to all new board members using several of the community’s professional team (manager, regional manager, accountant, attorney, experienced board member, etc).  Even better, a board orientation is most effective when it is used as a means to coalesce both seasoned and new board members so they face their new year as a cohesive group with the same goals. The presentation should allow for group questions along the way encouraging interaction.  Consider offering light refreshments to help set the tone.

The Benefits
At the conclusion of these presentations, even the experienced board member will have learned something new, and new board members will now have a solid foundation that they can use going forward.

Managers will reap the benefit of these presentations as well.  They will now have a knowledgeable board member working from the same base of information as other board members, which reduces the “learning curve” at future meetings.  Plus, senior management will have had a chance to connect with a client in the best possible way – education.

Scheduling an annual orientations is a recurring item at many communities.  Training sessions can even be expanded to committee leaders as well.  What better way to get committee chairpersons “in the know?”  Start working with board and committee members on how best to work this into an annual event.  Use your company’s FAQs for board members or post orientations in available board access areas of websites.  Be consistent.  Be creative.  Be sure to customize the information to the community.

Incorporate several CAI periodicals into the presentations and recommend the distribution of “Community Association Leadership third edition A Guide for Volunteers”.  The book is approximately $5.00 online (www.caionline.org) for CAI members.  It is a great summary of leadership basics.  CAI also has several ways for board members to receive education via DVD, online, periodicals or in-person attendance at board ABC programs.  These should be done in addition to an orientation curriculum provided by management.

Management professionals who take the time to provide this to their board members will not only benefit from the shared informational knowledge, but may also receive positive feedback and kudos.  It’s an ideal venue for the board members and management team to build a relationship of trust and understanding.

Below are recent testimonials received from similar board programs.

“I totally enjoyed the presentations. They were very relevant to our association. Our questions were answered and we have already implemented some procedures. I look forward to another program. My only regret was that all of our board members were unable to attend. FC”

“Your programs are always relevant and timely. I am continuously learning about what to do and not do as a board member.”-Anonymous

“It was informative, especially if one is inexperienced.” DT

Nancy S. Hastings, AMS, CMCA
CEO
MAMCO Property Management
Mt. Laurel, NJ

By converting lawns into more drought-tolerant landscaping, river rocks and artificial turf,
Huntington Landmark dramatically reduced water usage as well as the use of necessary pesticides and fertilizers and eliminated future repairs to irrigation lines, valves and heads. The Metropolitan Water District and the City of Huntington Beach granted the community permission to utilize rebates for new weather-based sprinkler controllers and irrigation heads, plus a turf removal rebate for more than 11,000 square feet.  In response to rain and soil conditions, the landscape committee was very effective at turning water off for long periods, which also helped plants and trees develop deeper roots systems rather than just remain close to the surface.

“Due to our numerous conservation efforts, we realized an annual savings of $71,000 on our water bill alone in 2010,” said General Manager Tim Peckham of Professional Community Management, Inc. “We also realized additional savings in the thousands of dollars by reducing irrigation next to asphalt and buildings, thus dramatically reducing future necessary maintenance and repairs to buildings and asphalt.”

“Presently the community faces a $1.5 million asphalt renovation project,” Peckham said. “But the savings from water-wise practices and thoughtful use of drought-tolerant landscape will help offset the impact to the community’s budget.”

The decision to go green began four years ago when the landscaping committee decided to establish bluebird boxes to help increase success during the breeding season. The project leaders began thinking about the negative impact of pesticides both on the birds and the homeowners and, as they say, one thing led to another.

“From the birds and the pesticide reduction plans, we then focused on the issue of water conservation,” said Jeanne Kerr, director of the Huntington Landmark Landscape Committee. Reports from the Metropolitan Water District of Southern California indicated that water sources were critically low due to drought, so everyone from business owners to homeowners is constantly reminded to be water wise. Kerr, who is an avid, lifelong gardener, wanted to do her part in her community.

“We started our green efforts very slowly and methodically,” Kerr said. The landscape committee began experimenting with artificial turf in specific areas. They also planted a small, California-native and drought-tolerant garden outside the community management office.

“The residents and the butterflies loved the garden,” Kerr said with a laugh. “And dog owners saw that their pets didn’t seem to notice the difference in the grass, so they too accepted the idea!”

Residents also enthusiastically embraced the idea of perpetually green artificial lawns that wouldn’t need to be watered and fertilized or require herbicides and pesticides. With the growing support of their neighbors and the board of directors, the landscape committee proposed bolder steps to transform the entire community.

“Many of our trees were 30 to 35 years old, and the roots were breaking up the asphalt and cement pathways,” Kerr said. By working closely with their landscape contractor, O’Connell Landscape, the committee identified trees that could be trimmed or needed to be replaced with plants that would not be as invasive to the hardscape.

“O’Connell Landscape has been an important member of our team,” Kerr said. “To any community that is planning to go green, I advise that they make sure their landscape contractor is on the same page.”

Kerr also gives credit to Tim Peckham, who came up with the idea of using the tree trimmings for wood chips and firewood that residents could take down to the beach. “Tim developed ways that less green waste went into the landfill, and we could reuse a natural resource for wood chips in aiding against soil erosion,” she said. “It all works together. By switching to mulch mowers for the remaining turf areas, these combined efforts have significantly reduced the cost of waste removal.”

The key factors to a successful green campaign are committee members who advocate change, develop practices to provide a significant return on investment and create simple solutions to reduce, reuse and recycle resources.

“When you can demonstrate to your neighbors that green practices help save their association maintenance feess and beautify their living environment, it becomes a real win-win situation,” Kerr said.

“Seeing Green” was first published in CondoManagement, November 2011

Donny Disbro, MBA, CCAM
CEO
Professional Community Management of California, Inc. (PCM)
Lake Forest, CA

The information listed below outlines what community managers and boards of directors should do in order to have the pool ready for the Memorial Day weekend, especially those located in the northern U.S. climate.

SEPTEMBER/OCTOBER

• Contact committee members and board members for any changes or recommendations for next year’s pool contract.
• Solicit pool maintenance prices from various contractors based upon those recommendations.
• Drain main water line, hose bibs, water fountains, etc. for the winter season.

PLEASE NOTE: Dependent upon your local water company, the draining of the main line to the street may have to be completed by a representative of the water company rather than your local plumber.

• Clean and store chairs, tables and umbrellas. Inspect for damage and have repaired.

NOVEMBER

• Review pool management proposals with the committee for their comments and recommendations to the board.
• Distribute pool proposals and recommendations to the board for review.

DECEMBER

• Obtain board approval and signatures for pool contract. Be sure to get the association’s and management company’s name on the insurance policy of the pool management firm as a “named insured.” Even if there is an extra charge, this is well worth the money.
• Send signed copies of contract to committee, board, and pool management firm.

JANUARY

• Send existing pool rules to committee for review. Request that all changes be submitted to management by the end of the month.
• Request information on pool tags from the committee. The committee needs to discuss whether new tags are needed and how they will be distributed to the community.

FEBRUARY

• Ensure board reviews and approves pool rules.
• Ensure board reviews recommendations from committee in connection with pool tags and a decision is made.
• Solicit prices for pool tags and order accordingly.
• Solicit prices for chlorine, if you purchase your own.
• Inspect pool and deck for sandblasting, depth marking, painting and other maintenance needs. Recommendations should be sent to the committee and the board. Solicit prices for work, if applicable.

MARCH

• Check first aid kit for supplies. Order needed materials.
• Have keys made for clubhouse and pool gate.
• Obtain electrical certification.

PLEASE NOTE: In some states, the law requires that a pool should be electrically certified by an outside certification firm every three years. As the charge is minimal for this inspection and the safety of residents is imperative, consider having the inspection completed every year.

• Contact electrician to complete any repair work as noted by the inspector.
• Order chlorine, if necessary. Make arrangements for delivery no later than May 10.
• Confirm board’s decision on contractor for pool sandblasting and painting. Contract should be executed by board and distributed to everyone who needs it. Make arrangements to ensure that all work is completed no later than April 30. Obtain original insurance certificate from contractor.

APRIL

• Sandblast and paint pool by end of month.
• Devise system for distribution of new pool tags.

Distribute Pool Census Form to residents in anticipation of pool tags. Check leases to make sure that names match on Pool Census Form. Check delinquency lists and advise any delinquent owner that pool tags will be denied until full payment is received.

• Distribute Pool Rules, Tennis Rules and any other recreational rules to residents.
• Arrange for the fire protection company to inspect fire extinguishers in clubhouse and pool area. One should be located next to pool mechanical equipment.
• Obtain copies of life saving certifications for lifeguards from pool management firm. Post copies of certifications next to pool equipment.
• Check equipment inventory, i.e., skimmers, backboard, extension poles. Order necessary items.
•  Bring chairs, tables, and umbrellas out of storage. Check for repair work.
• Contact plumber or local water company to turn on water for clubhouse use. This includes shut-off at street, hose bibs, water fountain, etc.
• Purchase supplies for clubhouse. This includes paper towels, toilet paper, soap, cleanser for chairs, etc. Delivery of items should occur by end of month.
• Make arrangements to have clubhouse and bathroom facilities cleaned prior to Memorial Day. Review cleaning schedule for the remainder of the season.
• Check pool mechanical equipment ensure that it is operating properly.

MAY

• Distribute pool tags during first week of May.
• Meet with lifeguards to discuss pool rules and your expectations of them. Keys should also be distributed to them.
• Check pool and clubhouse area for wasp or bees nests. Contact exterminator if necessary.
• Plant flowers in beds around pool.
• Hose and sweep pool deck.
• Clean chairs, tables, and umbrellas.
• Clean clubhouse and bathroom facilities.
• Post electrical certification, lifeguard certification, your local Board of Health rules, and local Bathing and Spa Permit. They should be placed near pool mechanical equipment so that Board of Health representative can review them.
• Post Pool Rules on bulletin board in clubhouse.
• Chlorine should be delivered.
• Begin filling pool no later than May 10.
• Paint depth markers on concrete surrounding pool.

And most importantly, enjoy the summer!

Lou Ann Hingley, AMS, PCAM
Mid-Atlantic Management Corporation
Plymouth Meeting, PA

1. A Functioning Board of Directors Because all five characteristics are affected by board actions and decisions, an effective board is set as the first priority. The most critical component of an effective board is knowledge. Board members must have a working knowledge of their community’s governing documents if they are to make informed decisions during meetings.The board meeting is not a “discussion forum” or “planning session;” it is a business meeting.  It is imperative that board meetings are efficient and productive.  The majority of official business is conducted during the board meeting.  It is also an opportunity for homeowners to see their board in action.  A disorganized meeting can create a negative perception of a board’s efficacy..A board meeting does not need to be long or arduous in order to be productive.  Just as much work can be accomplished in shorter meetings, especially when board members are prepared and ready to make decisions.  Encourage shorter meetings by creating and sticking to a timed agenda and limiting owner participation to a reasonable and respectful amount of time. An organized, shorter meeting may also be a great recruiting tool for new volunteers and help boards retain current members. The key is for every board member to do his or her homework, reading the meeting material ahead of time and asking questions before the day of the meeting.

2. A Relationship Between the Board and ManagementThe board is the ultimate decision-making authority, and the managing agent is the indispensable vehicle they utilize to implement and facilitate their vision. By understanding and leveraging the nature of this relationship, communities are well on their way to success.The managing agent serves as a repository of industry-related experience and information. As such, he or she is a professional service provider that brings stability and continuity to the community, and affects all aspects of the community’s operations. The instrument that establishes the contractual relationship between the board and the management company is the management agreement.  Most misunderstandings between a board and the manager occur because one, both or neither party fully understand the terms of the agreement.  Boards and management should review the management agreement to ensure both are on the same page at all times.  For examples, a common point of contention with boards and managers may be expenditures the manager can make without board approval. The five typical community expenditures – budgetary, unexpected operational, emergency, reserve, and discretionary expenditures – should be addressed within the management agreement.

3. Communication Between All Parties
   The number one complaint received from owners is that the association does not adequately communicate with residents. Communication and transparency are essential for a successful community.  Without it, people may feel left in the dark, which can cause discord among board members and homeowners, and the management company.

4. Financial IntegrityThe first thing new boards must learn is their fiduciary duty, a term often thrown around, and all too often misunderstood and misapplied. Fiduciary duty means that the board has an ethical and legal obligation to make decisions in the best interests of the entire association. Board members should never use their position to take advantage of the association and they must act reasonably in all their decision-making processes. The Business Judgment Rule, defined by Smith v. Van Gorkom  Del. (1985)as “a presumption that in making a business decision, the directors of a corporation acted on an informed basis, in good faith and in the honest belief that the action taken was in the best interests of the company,”is cited as a useful tool for board members to use when making community decisions. Fiduciary duty also encompasses the necessity for an acceptable working budget;  preparing for, attending and participating in board and annual meetings; fairly and uniformly enforcing the governing documents; avoiding conflicts of interests; being a role model to the community’s residents;name=and promoting an understanding and acceptance of the reserve accounts among the members.

5. Community GovernanceFinally, a successful community is effectively governed. A community association’s governing documents are structured to be a representative form of government, but governing by polls is the greater good of the community.

Rody Timmons, CMCA, AMS, PCAM
CEO
Alliance Association Management
Austin, TX

In the community association setting, most disputes involve a high level of emotion from some, if not all, of the parties.  The community association should be operated as a business, but one that is deeply personal to the members of the association because it involves their homes and their relationships with neighbors.

In attempting to resolve disputes among association members, it is important for each individual member to assess his/her personal goals with regard to both the dispute in question and the community in order to identify the dispute resolution process, professional advisor, and forum appropriate for resolving the issue.

CAI’s Alternative Dispute Resolution
Community Association Institute (CAI) recognizes the need for and supports the use of alternative dispute resolution mechanisms.  CAI’s Alternative Dispute Resolution (ADR) Policy statement encourages settling arguments and disagreements outside of the traditional courtroom setting.

There are several different procedures that fall under the definition of ADR, from mediation to court-mandated binding arbitration. Many associations have embraced ADR because it gives both parties involved a method for resolving the dispute without going to the expense, angst and time of litigation.  Plus, it is respected by both state legislatures and courts.

State Community Association Laws
In many states, community association statutes establish mechanisms to handle conflicts between community associations and property owners.  For example, states may require that before a community association files a lawsuit for issues other than assessment collections, it must provide the homeowner with proper and timely notice. The notice must:

• Describe the violation or property damage that is the basis for the suspension unless the owner was given notice and a reasonable opportunity to cure a similar violation within the preceding six months; and,
• Inform the owner that he/she

1.  Is entitled to a reasonable period to cure the violation and avoid a fine or suspension unless the owner was given notice and a reasonable opportunity cure a similar violation within the preceding six months; and
2. May request a hearing under on or before the 30th day after the date the owner receives the notice

 

Community Association Alternative Dispute Resolution
Community association Alternative Dispute Resolution is composed of many components such as negotiation, facilitation, mediation conciliation, arbitration, ombudsman, paralegal and litigation.

• Negotiation and Facilitation: community association disputes are resolved with the help of a professional negotiator.  Parties talk and work out their conflict differences.  A community association mediator intervenes as a facilitator to help exchange information and clarify facts.
• Mediation and Conciliation: When community association disputes cannot be resolved in discussion, parties can engage in mediation.  Community association mediation involves trained mediators.  The mediator’s goal is to amicably resolve community association conflict through voluntary efforts. When voluntary dispute resolution is not forthcoming, the community association mediator utilizes his or her experience and expertise to suggest possible settlement outcomes.
• Arbitration:  A dispute resolution process that is more adversarial than mediation.  In community association arbitration, after each side (owner and community association) presents relevant evidence, the neutral arbitrator renders a decision called an Arbitration Award.
• Litigation:  When mediation, conciliation and arbitration do not provide dispute resolution, traditional court litigation is the best action especially when punitive damages are sought.  Lawsuits can take months to schedule and often drag out for years before resolution is reached.  Besides monetary cost of court fees and attorney expenses, there is stress in personal relationships and in personal health.  A lawsuit is an ultimate dispute resolution for individuals who feel they have been wronged.  If you are considering filing a lawsuit, it is essential you consult with an attorney to review the legal case and establish if a lawsuit is feasible.

Disputes between community associations and property owners are an option of last resort, but they will occur. By employing the appropriate dispute resolution approach, both parties have the opportunity to be heard and, hopefully, can find a mutually acceptable middle ground.

Linda A. Bartel, AMS®, LSM®, PCAM®
Senior Vice President
Principal Management Group of Houston
Houston, TX

Carol M. Schecter, CMCA®, AMS™, PCAM®, CM
President & CEO
Benchmark Association Services, AAMC
Las Vegas, NV

Your board meetings are held with the intention of getting the business of the association accomplished in a timely and fiscally responsible manner. After all, the community did elect you to oversee the operation of its common elements and financial condition, not block the construction of the new mega-mart or arbitrate a dispute between supposed adults who are allowing their dog to relieve itself on someone’s prized posies, right?

Realistically, a community association is a small town and, like it or not, you are now the government. That’s why I like the comparison. Your neighbors elected you to represent their interests. Just like local politics, the general public doesn’t go to a council meeting or board meeting unless there is a polarizing issue.  And as with the town council, there always seems to be a few interested folks who wish to influence the governing body at the most inopportune moment, just plain slowing down or stalling the process.

Taking a lesson from the town council model, the president and members of the board (mayor and council) have a support staff (city staff and manager/management company) that work as a team to accomplish the city/association’s business.  Neither can truly be successful without this partnership.

How do we get things accomplished, while still meeting the needs of the membership?

• Through setting and publishing goals and expectations that are reasonable and obtainable.
• Through investigation, meaningful discussion and carrying out a thoughtful decision-making process.
• Most importantly and without a doubt the most difficult to accomplish, being an extremely good listener.

As a board member, you not only have to be a savvy business person, you have to be a public servant, too. From time to time, you will need to garner support from your constituents to get needed funding to make major repairs or replace a prematurely failing component of the community’s infrastructure.

Combining the best parts of city council and corporate board room practices goes a long way to running a productive community association board meeting.  Both require a strong leader and both need good structure to succeed.

Try running your board meeting a like the city council:

• Use a detailed agenda, time limits and a smattering of parliamentary procedure when needed to keep things on track.
• Be ready to conduct business and make decisions.  This is where good management plays its most crucial part.  The board package they provide should contain everything you need to take care of business based on your clearly articulated and comprehensive instructions.
•  Take the time to review and understand the board package prior to taking your seat at the meeting.  As a board member, expect that you will have that package of information no later than close of business the Friday before your board meeting.  As managers, it is our expectation of the board that you have taken time to review this information prior to the meeting and come in ready to work. Ask questions before the meeting so the manager has time to research them and provide you with answers that may not be available “on the fly” at the meeting.
• Allow time for interested members of the community to comment, hear what they have to say and consider it when making decisions.  However, it cannot be an unending debate and gentle but firm leadership must be applied. This is where your detailed agenda comes into play.   If the membership knows what you plan to accomplish at the meeting they can provide their perspective during the member’s comments/open forum portion of the meeting, allowing the board to work through the decision-making process in relative peace after the issue is brought to the floor by a formal motion and second.  This also permits the membership to have its say, and allows the board to make an informed decision.

If the board and management sit down at the beginning of their relationship, develop reasonable expectations, a working partnership and a realistic annual plan based on specific calendar benchmarks, volunteering becomes a pleasure and not a chore.  The best interests of the community are met, and your board meeting will be less than two hour in length.  I’d challenge any city council to accomplish that!
Ken Bade, CMCA®, AMS®, PCAM®
President and CEO
Select Community Services
Chantilly, VA

• Develop a vision statement – the where, what, when and why of the community association.  It doesn’t necessarily need to be a formal vision statement, but it should be a common vision shared by all.   The vision statement should be treated like a business plan and reviewed every few months or, at minimum, every year.

• Work together to form a partnership for the common good of the community. Educated managers and boards are more effective and efficient in serving their communities.

• Be professional, polite and to the point, and always in a pleasant manner. Stress-busters are a part of everyday life. Not everyone will always be happy.  Homeowners and board members may get upset, and it may seem as though the frustrations are a personal attack.

• Create a series of goals for the community which will allow the board to be more efficient.  If managed by a community association management firm, work with the community manager to create an efficient team approach to decision-making and strategic planning.

• Stay on task – plan out the year!  As a board member, try not to micro-manage the other board members and volunteers, manager and/or onsite staff.

• Emphasize trust and teamwork among board members and be clear on the duties and priorities.

• Develop proven techniques for organization and time management.  Create actions lists and don’t be afraid to ask for help or to come back to an issue. Use a team approach by creating a network of contacts for input.  Create planning calendars and always take an expandable file folder with current and referral material to your board meeting, prepared to make decisions.

• Communicate! It is a great opportunity to listen and learn; plus it’s an opportunity to share the great things happening in your community.

• Think about adopting an interim policy for late fees and collection time frames.  If you are consistent with your policy then you will not be accused of preferential treatment.  Payment arrangements should be offered.  Suspend future late fees provided payments are being made.

• Seek out community association education-related opportunities for every board member.  Community Associations Institute (CAI) offers seminars equipping board members and managers with valuable skills and tools that will allow more efficient performance of daily activities.  Set specific learning objectives for each training opportunity and a way of measuring its results.

There is always “tomorrow,” so don’t stress yourself out by trying to do everything in one day. Most importantly, have fun. There are ways – just think about it and make it a priority!

Shelly Holland, CMCA, LSM, PCAM
President and CEO
Jomar Association Services
Tempe, AZ

Clearly a shift in attitudes has occurred in recent years.  More and more backyards are being cultivated into beautiful gardens filled with a bounty of fresh vegetables, fruits and herbs.

Last spring, during a community inspection, I was inspired by some of the gardens I saw to try my own hand at vegetable gardening.  From a raised bed box garden only 4’ x 8’ in size, I produced pounds of produce such as tomatoes and Japanese eggplant I shared with neighbors and family.  I was able to do so without bending a single provision of my community’s governing documents.

Green Guidance
Whether your community is a condominium, coop, townhome or single-family, there is room for gardening.

• Board members can seek “green” guidance through various local and state agencies to learn more about backyard, patio and community gardening.
• Community management firms may also have information. Associa Green HomeGrown, provides tips, facts and resources for home gardening.
• Another possible resource for information is landscape companies and nurseries that are typically more than willing to assist by offering clinics for interested homeowners to encourage community involvement.

Covenant Considerations
Backyard gardening in single-family communities is more traditional and typically does not result in a covenants violation; however, you should check carefully to determine whether amendments would be required related to sod coverage percentages, fencing and plant material.  Townhomes, coops and condominiums with limited space and more restrictive rules could consider revising rules to allow container gardening or even establish a community garden.  Things to consider:

• Review current documents to determine if vegetable gardening is permitted and consider whether changes should be made.
• Establish rules and guidelines for vegetable gardening and notify the members.
• Plan a community event to educate homeowners and residents on the benefits and “how-to’s” of gardening.
• Award prizes for the best Victory Garden, best crop of various fruits or vegetables.  Recognize those winners in the community newsletter or on the website.
• For condominium, coops and townhomes, consider if land is available and located appropriately to establish a community garden.
• Develop a budget for the establishment of a community garden.
• Create a committee to plan the garden, establish rules and guidelines, assign sections, etc. being sure to develop a mission and organizational and structural criteria for the committee.

Little Known Facts
Did you know that Disney World has its own community gardens?

• The Liberty Oak, which is the focal point of the Liberty Square area in Magic Kingdom, is the proud parent of more than 500 young trees. They all started out as acorns harvested from the majestic oak.
• More than 30 tons of fruits and vegetables grown at The Land pavilion at Epcot are served in Walt Disney World restaurants.

If your association has not yet established green initiatives, the gardening route would be a great way to kick it off.  What better way is there to build community spirit for a better world?

Sherrill Schafer, PCAM®
President
Community Management Concepts, Inc.
Jacksonville, FL