Read your governing documents to determine what tasks board members -- specifically -- can delegate to a vendor.
One danger for associations is to appear like a vendor-rich association, where over time, vendors essentially take over operation of the community. This happens when volunteer board members are ill-equipped, uninterested, dis-engaged and so forth: not involved in operations -- delegating everything.
Mis-use is a key word in your query: with no determination as to whether it was mis-spent with the wrong vendor, paid too much to a vendor, or the monies were stolen. Take your evidence to a common interest community savvy attorney, who can answer your specific question.
If you are a vendor, selling services, a condominium association account can be valuable, because condominium association board members compare notes and discuss vendor quality among themselves.If you exceed in service delivery -- go the extra mile -- the association can report that you are a high-quality vendor worth considering.If, however, you under deliver, or fail to set expectations you can meet (or fail to meet expectations you set); if you act punitively or fail an association, your reputation can follow you throughout the geography.Condominium associations as a group are tight-knit and depend on each other to find the best vendors.
Typically, association board meetings are business meetings called to conduct the business of the association in full view of member-owners. In this sense, it is not a public meeting where anyone can simply attend with no basis. An officer or director could approach the vendor and query as to the vendor's motivation for attending. If the vendor has 'business' with the association's board -- short of an unsolicited proposal for services which would be entirely inappropriate -- then the director can work with the vendor to help the vendor conduct the appropriate business at hand. If the business at hand can be conducted more appropriately in a different venue, then the director and vendor can work out a separate meeting. If the vendor believes that s/he is being treated unfairly or unreasonably by the board, the vendor can announce this alleged unfairness to the board and request that the board address the issue. These actions are better suited for written communication to the board, and can include the vendor's announcement to all owners. If the board chooses not to address the vendor's issue, then best practices dictate that the board announce the issue together with its decision on how it will be handled, and then vote on an appropriate motion.
The management company has been hired and contracted to work for the association by the board. If the board believes that the management company has been contracted to 'take care' of the property, and has failed to do so, the board may take action against the vendor. The board can also cancel the vendor's contract and refuse to give the company a good recommendation to other associations in the area. However, key here is that it is the board's responsibility to 'take care' of the property, and that they have chosen to vendor out the tasks does not remove the responsibility from the board. You may want to take action against the board by removing them and voting in board members who can 'take care' of the property.
A salesperson acts as a representative for a vendor, promoting and selling the vendor's products or services to potential customers. The salesperson often builds relationships with clients to understand their needs and effectively communicate the benefits of the vendor's offerings. This relationship is crucial for driving sales and ensuring customer satisfaction, as the salesperson serves as the primary point of contact between the vendor and the market. Ultimately, the success of the salesperson can significantly impact the vendor's sales performance and brand reputation.
On its face, this appears to be a clear conflict. The conflict may be avoided, however, if the director recuses him/herself from any consideration or vote involving the vendor and its work with the association. This may be difficult, depending on the vendor and the tasks involved.
A performance bond protects the association: an association would not be protecting the best interests of its investors if it hired a vendor with no performance bond.
Any manager for a condominium association is a vendor, usually under a contract. Read the contract to find the termination clauses.
The association's board is in charge of sharing association details with the FHA. This is their decision to make, not a decision to be made by the vendor.
A condominium association is a business. The business charter can be found in the covenants, conditions, restrictions and rules -- and other governing documents. The association collects monthly assessments and pays the bills to operate the association, including saving money each month to replace expensive assets that all owners -- members of the association -- own in common. As well, the public spaces in the buildings must be cleaned, monitored and maintained. Landscape and amenities must also be taken care of. The condominium's management then, runs the business of the association. Sometimes this is completed by a vendor. More reasonably, however, the management of the association is conducted by its board of directors, who establish the annual goals for the business and monitor its operations. The management vendor, then, works for the board.
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