1. Define the work
Read the current agreement. Write down each promised service, how often it should happen, and what evidence the board should receive.
A board can measure its management system
A strong board sets direction and makes association decisions. A manager carries out the work assigned by contract and board direction. Florida law places condominium operation with the association and sets professional standards for licensed community association managers and firms. [1–2]
2. Measure what happens
Log volunteer hours, review actual work products, and score patterns across several months rather than reacting to one difficult week.
3. Decide and follow up
Agree on a written improvement plan, review it at 30, 60, and 90 days, then renew, revise, or seek proposals as the facts support.
Start with the contract and the governing documents.
The sample targets below are board-selected service measures, not statutory deadlines. Check the agreement, any applicable Florida requirements, and professional advice before alleging a breach, changing payment, terminating a contract, or assigning a regulated task. A low score is a prompt for discussion, not proof of misconduct. [1–4]
This worksheet runs in your browser. Entries are not sent to Board Synergy Club or automatically saved. Avoid names, unit numbers, or confidential case details. Use “Print / Save PDF” or “Download summary” before leaving the page.
Identify what this review covers
Use an association reference rather than personal or confidential details. These fields are included in the downloaded summary and clear with the other entries.
The worksheet records observations; it is not a contract amendment, formal notice or board approval.
30-day board workload log
Record time spent by volunteer directors. Mark whether the work was a board decision or operating work that may be assigned to management. This is a conversation starter; the contract determines what management promised.
| Work performed | Type | Hours in 30 days | What happened? | Remove |
|---|
0 hours recorded
Enter activities above to see the board and operating-work totals.
Examples: board vote or policy decision = governance; vendor calls, work-order chasing, packet assembly, or records filing = operating work. Some operating work may properly remain with the board under your arrangement.
Contract-to-service review
For each area, copy the relevant promise or write “not included.” Add the frequency and evidence. Section 718.3025 addresses what management and maintenance contracts must specify; have counsel review your actual agreement. [3]
| Service area | Contract promise and frequency | Evidence received / gap |
|---|---|---|
| Financial reports and budget support | ||
| Work orders and preventive maintenance | ||
| Meetings, notices, and board packets | ||
| Vendor proposals and project tracking | ||
| Official records and owner requests | ||
| Emergency availability and escalation |
Also check reimbursable costs, staffing, authority limits, subcontractors, insurance, conflicts, term, renewal, termination, handoff, and access to association-owned records. The association should retain its own copies of key records. [1–3]
Service scorecard
Rate the last 90 days against the contract and your agreed service levels. Leave an item unscored if it is not in scope or evidence is unavailable. Record a concrete example, not a personal judgment.
Rating key: 0 = missing; 1 = inconsistent; 2 = meets agreed level; 3 = consistently strong. “Not in scope” is excluded from the average.
| Service measure | Rating | Evidence / next question |
|---|---|---|
| Financial reports arrive as agreed and are understandable | ||
| Maintenance requests are logged, assigned, and followed through | ||
| Board packets and meeting support arrive on the agreed schedule | ||
| Vendors and capital projects have clear status, costs, and deadlines | ||
| Records are organized and requests reach the right person | ||
| Board communications receive timely, useful responses | ||
| Emergency calls reach a responsible person and are escalated | ||
| Calendars, handoffs, and coverage continue when people change |
No measures rated yet
Score only items supported by the contract or a clear board-approved expectation.
Averages are a discussion aid, not an accreditation mark, legal finding, or rating of a company across associations. Do not let an average obscure a serious unresolved item; review individual gaps and the number of unscored measures.
90-day improvement plan
Review the evidence with management. Agree on a few actions, who will do each one, and when the board will see proof. Revisit at 30, 60, and 90 days.
| Gap / desired result | Action and evidence | Owner | Due date |
|---|---|---|---|
Example: “Open work orders have no status report” → “Manager sends a weekly open-item list with owner, next step, and target date.” Keep contractual changes and formal notices in writing through the appropriate board process.
Compare the cost per unit
A fee comparison is useful only after comparing the actual scope, staffing, extra charges, and service quality. This calculator shows the difference; it does not estimate savings from better management. Equal division by unit count is an illustration, not a determination of assessment shares under your governing documents and applicable law.
Enter both fees and the number of units.
Compare extra charges and promised work separately.
If the board seeks proposals
Ask each firm the same questions
- Who is our assigned licensed manager, backup, and supervisor? What are their availability and current responsibilities?
- What monthly reports and board packet will we receive, and by what agreed dates?
- How are work orders, after-hours calls, vendors, and projects tracked and escalated?
- Who prepares records for owner inspection and maintains association-owned copies?
- Which services cost extra, and how are staff, reimbursements, and transition work priced?
- How will the board receive its data and records if the contract ends?
Check before a decision
- Use a common written scope so proposals can be compared fairly.
- Verify CAM and firm licenses through Florida DBPR’s license search.
- Call comparable association references and ask about reporting, responsiveness, staff turnover, and transition.
- Review conflicts, authority to spend, insurance, access to records, renewal, and termination with counsel.
- Seek competitive proposals as a sound practice. Section 718.3026 exempts CAM contracts from its competitive-bidding requirement; other rules or documents may still apply. [4]
Use results to agree on the next action
- Not in scope: identify who will do necessary work and whether a separately priced scope change is appropriate.
- Evidence unavailable: leave the measure unscored and request the relevant report. Missing evidence and proven nonperformance are different observations.
- Work awaiting a decision: identify the board approval, funding or information management needs before it can proceed.
- Agreed service missed: document the clause, dated example, impact, management’s response and proposed correction.
- Persistent or disputed gap: consult counsel before asserting remedies, withholding payment or terminating. A recommended review period does not replace contract notice requirements.
At the review meeting, record the conclusion, next action, accountable person and follow-up date. Preserve supporting evidence in association records and review what is appropriate to distribute with the worksheet.
Take the worksheet to your next board discussion
Print the completed page or download a plain-text summary. The summary includes entered workload, contract notes, ratings, plan actions, and fee comparison. Review it before sharing.
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Sources and scope
- Florida Statutes § 718.111 — association operation and official records.
- Florida Statutes § 468.4334 — CAM professional standards, manager information, and records handoff.
- Florida Statutes § 718.3025 — specific requirements for covered maintenance and management agreements.
- Florida Statutes § 718.3026 — written contracts and bidding rules, including an exception for CAM services.
- Florida DBPR: Community Association Managers and Firms — licensure overview and practice scope.
Board Synergy Club’s measures and worksheets are educational templates for the board to adapt. They do not substitute for the association’s documents, management contract, current law, or advice from counsel, accountants, engineers, or other qualified professionals. Editorial review: October 16, 2026. Review intervals and rating scales are Board Synergy recommended practices; contractual and legal duties must be checked separately.