Board Member Roles

Start with the board’s shared responsibility

The board governs the association within applicable law and its governing documents. Individual directors contribute to those decisions; authorized officers, managers, and others carry out assigned tasks.

Florida law establishes a fiduciary relationship between officers and directors and unit owners. It requires good faith, prudent care, and action reasonably believed to serve the association’s interests. [1]

What should every director do?

These practical habits help directors participate meaningfully rather than leaving all questions and decisions to one colleague.

Directors and officers: related, but different roles

A director serves on the board. An officer holds an assigned office, such as president, secretary, or treasurer. The bylaws should specify powers, duties, and selection procedures. Section 718.112 provides default officer arrangements when the bylaws do not provide otherwise. [2]

The descriptions below are typical working responsibilities, not a substitute for your association’s bylaws or adopted authorizations. A vice-president’s office is not universal: confirm which offices your bylaws establish and how each is filled. The default offices in §718.112 are president, secretary, and treasurer. [2]

Working with the property manager

Agree on responsibilities using the management contract and board instructions. Give the manager a clear point of contact and a reliable process for obtaining decisions.

For a self-managed association, explicitly assign the administrative work and arrange professional support where needed.

Use the Management & Vendors resources and the starter kit responsibility chart to align assignments with the signed management agreement.

A sample division of recurring work

Assign a lead and backup for each task. The lead organizes the work; any required approval remains with the authorized decision-maker. Adapt this example to your documents, board resolutions, and management contract.

Make each assignment reviewable: name the lead, backup, authority, next deadline, report location, and evidence of completion. Revisit the chart when a director, manager, or contract changes.

Make the division of work concrete

Board Synergy recommended practice. Specific approval and procedural requirements come from the applicable source.

1. Review the documents. Identify officer duties and existing authorizations.
2. List recurring tasks. Include meetings, finances, records, maintenance, communications, and contract follow-up.
3. Assign a responsible person. Specify the next step, deadline, reporting method, and backup.
4. Separate preparation from approval. Gathering proposals or preparing a report does not itself authorize a purchase or policy change.
5. Review progress together. Put open issues on the board’s work list and address delays.
6. Prepare a handover. Keep records and instructions accessible through association-controlled systems.

Meetings, decisions, and boundaries

Section 718.111 requires each present director’s vote or abstention to appear in the minutes and prohibits director proxy voting. [1] Section 718.112 permits email communication but prohibits voting on association matters by email. [2]

Keep deliberation, approvals, and follow-up consistent with applicable meeting requirements. Read the conflict-of-interest guide and obtain counsel’s advice about the required disclosure and participation process. A project assignment does not authorize private voting or bypass required approval. Use the handbook’s source guide to distinguish Florida law, governing-document requirements, UCO procedures, contractual duties, and recommended practices.

When a role changes, transfer the work too

1. Confirm the role and authority. Record the election or appointment and review the relevant bylaws and authorizations. Distinguish a vacant officer position from a vacant director seat; they may require different procedures.
2. Give the incoming person a short work list. Include open decisions, contracts, upcoming deadlines, unresolved maintenance, and professional contacts.
3. Transfer authorized access securely. Update bank signers and account permissions through each provider’s process. Use individual authorized access where available; transfer association records and recovery arrangements without sharing personal passwords.
4. Update external contacts. Notify management and the appropriate UCO, insurer, professional, and service contacts. Follow any applicable filing or contract requirements.
5. Test continuity. Make sure the backup can locate key records, emergency contacts, and instructions. Remove obsolete access after the authorized transition is complete.

Follow the after-election and appointment checklist, DBPR account handover guide, and records-maintenance checklist. Keep owner rosters, resident information, emergency contacts, and age-verification records distinct.

Common questions

Choose your next practical step

• New board member checklist →

  Start with the most useful records, contacts, and immediate responsibilities.

• Board operations starter kit →

  Connect a responsibility chart with a suggested annual planning calendar.

• Board operations handbook →

  Use procedures and worksheets to turn recurring duties into trackable work.

• Claim or legal demand response →

  Identify the contact and backup who will promptly notify the agent/carrier, preserve records, and follow policy reporting terms.

• Working with your UCO quadrant vice-president →

  Find coordination and assistance while keeping association legal questions with counsel.

• UCO Explained →

  Explore Board Synergy’s independent guides to local procedures and representation.

Official sources & scope

1. Florida Statutes § 718.111 — fiduciary duties and board voting records.
2. Florida Statutes § 718.112 — officer provisions and meeting requirements.

Updated October 16, 2026. Statutory role and voting references checked against the Florida Legislature’s current text. Officer descriptions and sample work assignments are practical examples, not uniform legal job descriptions. Academy participation does not by itself establish satisfaction of required director education; consult the Board Certification guide. General education for Florida condominium boards. Actual duties and authority depend on applicable law, governing documents, and valid authorizations. Consult association counsel for specific legal questions.