Better service begins with clearer expectations.
Changing management companies can be a reasonable business decision when persistent problems remain unresolved. It can also create disruption if the board moves without understanding its contract, finances, records, and upcoming deadlines.
The goal is reliable financial administration, coordinated maintenance, timely communication, and useful support for the board. Define what success will look like before selecting the replacement.
1. Diagnose the problem before deciding to leave.
Collect specific examples: late reports, unanswered maintenance requests, missed deadlines, accounting errors, poor follow-up, or work the board is repeatedly doing despite paying for it. Compare each problem with the actual agreement.
- Is the service promised in writing, or assumed?
- Has the company received a clear written description of the concern?
- Would a different assigned manager, additional support, or a written improvement plan resolve it?
- Is the board giving timely approvals and communicating through an agreed contact?
Where appropriate, set measurable improvement expectations and review dates. This business review does not replace a formal breach notice or contractual opportunity to cure.
Record facts professionally. Avoid public accusations or circulating residents’ private information.
2. Have the association attorney review the exit.
Give counsel the signed agreement, amendments, renewal notices, relevant correspondence, and the board’s documented concerns. Dissatisfaction does not automatically create a right to terminate immediately without cost.
| Contract issue | Question to resolve |
|---|---|
| Term and renewal | When does the term end? Is renewal automatic? What is the nonrenewal deadline? |
| Termination rights | Can the association end without cause, or must it establish a breach? |
| Notice and cure | What delivery method, recipient, notice period, and correction opportunity apply? |
| Costs and obligations | Are there termination charges, final invoices, transition fees, or continuing obligations? |
| Data and services | How will records, portal data, association accounts, and ongoing work transfer? |
No universal 30-, 60-, or 90-day cancellation rule applies to every management agreement. Counsel should establish the correct route and dates before the board commits to a new start date.
3. Who makes the decision—the board or the owners?
For an ordinary management agreement in a unit-owner-controlled condominium, hiring or replacing the management company is generally a board business decision. It is not automatically a membership referendum. Have counsel confirm the association’s authority under its governing documents, the agreement, and any applicable special statutory provisions.
Schedule the decision for a properly noticed board meeting, identify the proposed action on the agenda, allow required owner participation, and record the motion, vote, and authorized signatory in the minutes. Routine board meetings generally require at least 48 continuous hours of posted notice; additional requirements may apply.
Do not assume that the president acting alone, a private email consensus, or an owner petition substitutes for the required board action. Specific developer-era agreements and other special situations may involve owner cancellation rights.
4. Compare companies using the same service requirements.
Request proposals based on the same written scope. Compare the base fee, additional charges, staffing, availability, financial reporting, site visits, emergency coverage, and transition support.
- Who will be the assigned licensed manager, and what is their current workload?
- Who provides backup during vacations, illness, or turnover?
- What reports and maintenance updates will the board receive, and when?
- How are owner requests tracked and unresolved issues escalated?
- Can the firm provide references from comparable small condominiums?
- Can the association obtain complete, usable exports of its records and accounting data?
Verify applicable manager and firm licenses through DBPR. Ask counsel to review conflicts, insurance, indemnity, payment authority, renewal, and termination provisions before signing.
Section 718.3026 exempts community association manager services from its competitive-bidding provisions. Comparing proposals remains useful; check governing-document requirements and mixed contracts that include other services.
5. Coordinate the handover before sending notices.
Name a board transition coordinator and agree on responsibilities with the incoming company. Establish the outgoing end date, incoming start date, records inventory, payment arrangements, and emergency contact coverage.
Florida Statutes §468.4334(4) requires return of association official records in the manager’s possession within 20 business days after contract termination or receipt of a written records-return request, whichever occurs first. Records needed to finish an ending financial statement or report may be retained for up to 20 business days.
That subsection also specifies certified mail with return receipt requested, or the delivery method required by the contract, for termination notices. Have counsel coordinate compliant delivery and proof of receipt with the contractual notice period.
Do not schedule critical operations on the assumption that all records will arrive on day one. Arrange usable copies and access ahead of time where possible, and log missing items for follow-up. The records-return deadline is separate from the contract’s termination notice period.
Transition checklist: keep the association operating.
Use this as a planning list. Assign an owner and completion date to each item.
| Area | Handover items |
|---|---|
| Money and accounts | Bank statements, reconciliations, reserve balances, ledgers, owner balances, unpaid invoices, deposits, checks in transit, and approved payment authority. |
| Records and deadlines | Governing documents, minutes, contracts, insurance, inspection reports, pending records requests, tax/reporting dates, and annual meeting tasks. |
| Maintenance and projects | Open work orders, warranties, vendor contacts, active projects, permits, access arrangements, and emergencies in progress. |
| Systems and access | Association-controlled email, website, portal exports, accounting data, keys, administrator permissions, and secure transfer of sensitive records. |
| Owners and transactions | Payment instructions, autopay arrangements, pending sales, estoppels, screenings, renewals, and owner contact preferences. |
| Century Village coordination | Notify UCO and WPRF where the change affects contacts, billing coordination, forms, or active matters. Confirm each organization’s procedures. |
Coordinate bank access changes and outgoing authority with the bank and authorized board officers. Avoid interrupted payments or unnecessary account changes. Independently verify new payment instructions; communicate how owners should handle existing autopay to prevent duplicate or missed payments.
Changing the association’s manager does not change UCO’s or WPRF’s separate responsibilities.
6. Tell owners what changes—and check the results.
Send a concise notice with the effective date, new company contacts, maintenance and emergency reporting instructions, and verified payment information. Explain the service goals without personal criticism. Ensure residents who do not use online portals receive usable instructions.
Schedule recommended reviews at 30, 60, and 90 days. Confirm opening balances, unresolved work, records access, owner communications, and agreed reports. Resolve discrepancies promptly and keep the board informed.
Related Board Synergy resources
Official references and scope
Reviewed October 17, 2026. This page provides general board education. Association counsel should determine the termination rights, approval requirements, and notices for your specific agreement.
Confirm receipt and usability—not just delivery
Board Synergy recommended practice Use a transition acceptance register with the item, outgoing source, incoming custodian, date received, usability check, missing information, and follow-up owner.
- Financial opening position: compare bank balances, reconciliations, reserve accounts, owner ledgers, unpaid invoices, deposits, and checks in transit. Investigate differences rather than silently resetting balances.
- Records and systems: open exported files, confirm completeness, verify administrator and recovery access, and retain usable historical records. Avoid a portal shutdown before needed data is secured.
- Authority and security: coordinate bank permissions, keys, and account access with the responsible institutions. Remove obsolete users after the authorized handoff and maintain a backup administrator.
- Community contacts: use UCO’s current management-company update form and applicable officer/contact forms. Confirm any WPRF update with its office; do not assume one notice updates every organization.
- Resident service: verify emergency coverage and payment instructions independently. Explain autopay changes clearly to prevent duplicate or missed payments.
Florida law The records-return period under §468.4334 is separate from contractual termination notice. Contractual duty Counsel should coordinate the notice method, cure provisions, fees, and effective dates. The board should log missing records and pursue the appropriate remedy without abandoning urgent operations.
Connected Board Synergy guides
- Property managers
- Management effectiveness toolkit
- Financial controls
- Official records
- Update contacts and access after an election
- Who manages what?
Independent educational guidance. Confirm current regulator information, controlling documents, and the actual agreement for your decision.