Property Manager Contracts

Let boards govern. Let managers manage.

A condominium management agreement should explain what the management company will do, who will do it, when it will be done, and what it will cost. It should also identify the decisions and responsibilities that remain with the board.

For Century Village associations, clarify how the manager coordinates with UCO, W.P.R.F., contractors, and residents. Hiring a manager does not automatically transfer services provided by other organizations or make the manager responsible for every building problem.

Define the scope before requesting proposals

Use the same written service list when comparing companies. The following are suggested negotiation topics, not services automatically included in every agreement.

Ask who owns each task. A manager may coordinate an engineer’s work without performing engineering, prepare information for counsel without providing legal advice, or assemble financial records without supplying an audit.

Florida requires more than a fee and a signature

§718.3025 specifies requirements for covered agreements, including service descriptions and responsibilities, reimbursable costs, service frequency, minimum personnel, and applicable financial or ownership-interest disclosures. Ask association counsel to confirm whether the provision applies to the proposed agreement and whether the final contract and incorporated schedules, exhibits, and amendments adequately state each service and obligation. This summary does not determine that a particular disputed duty, exhibit, or contract term is unenforceable; obtain counsel’s interpretation of the complete agreement and relevant facts before taking that position.

§468.4334 establishes professional standards that cannot be waived or limited. Applicable contracts must include the prescribed professional-standards statement in at least 12-point type. Managers must attend at least one member or board meeting in person annually, provide assigned-manager contact details, availability and duties, update changes within 14 business days, and provide the contract to members on request.

Ask counsel which approval and procurement rules apply. §718.3026 contains requirements and exceptions for association contracts; comparing management proposals remains useful even where a statutory bidding exception applies.

Make performance observable

Distinguish response from resolution: acknowledging a roof leak does not repair it. Set realistic targets, reporting requirements, and a process for tracking tasks that depend on contractors or board decisions.

Clear expectations make accountability possible.

Compare the total cost—not just the monthly fee

Request a complete fee schedule and a sample invoice. Ask each company to price the same expected workload.

• Base fee, start-up charges, and annual increases.
• Meetings included, evening attendance, extra meetings, and travel.
• Postage, printing, records requests, software, and storage.
• Application processing, collections, estoppels, and transaction-related charges, subject to applicable limits.
• Project management, insurance-claim assistance, and emergency callouts.
• Termination, records export, and transition charges.

Clarify whether an extra is a flat charge, hourly fee, reimbursement, or percentage of project cost. Require approval rules for optional work and disclose vendor relationships, rebates, or other compensation.

Set limits on authority and financial access

Identify the board’s authorized contact and how instructions are documented. Set routine spending limits, emergency authority, purchase approval, and signature requirements. Define when the manager must return to the board for a decision.

Arrange association-controlled bank accounts, board access to statements, appropriate approval controls, and independent review. Specify who may open accounts, move reserve money, change payment instructions, or authorize contracts. Do not let convenience erase oversight.

Define access to resident information, cybersecurity responsibilities, incident reporting, backups, and the association’s ability to export its records. Board turnover should not leave the association unable to access its own information.

Should an attorney review the agreement?

Recommended practice: have association counsel review it before signing or materially changing it. A management agreement affects money, records, liability, authority, and continuity. The company’s standard form is a proposed allocation of responsibilities and risks.

Ask counsel to review indemnity, liability limits, insurance requirements, conflicts, dispute resolution, automatic renewal, termination rights, notice procedures, and the interaction with governing documents and current law. A professional review can identify a costly obligation before the association accepts it.

Have the board approve the final agreement through the proper process and authorize its signer. Keep the signed contract, incorporated schedules, and later amendments together.

Plan the exit before you need it

Read the initial term, automatic-renewal date, nonrenewal window, early-termination rights, cure period, and any payment obligation. Missing a notice deadline can create an avoidable dispute.

Under §468.4334, termination notice must be sent by certified mail, return receipt requested, or as the contract requires. Official records in the manager’s possession must be returned within 20 business days after termination or receipt of a written records-return request, whichever occurs first, with specified provisions for ending financial reports.

Prepare a handover inventory: accounting data, bank authorizations, owner balances, contracts, keys, permits, insurance information, website access, open claims, work orders, and upcoming deadlines. Coordinate the outgoing company, board, and successor so essential services continue.

Source: §468.4334(4). Related: Postmarks and proof of mailing.

Before-signing checklist

1. Define the need. List what the association wants to delegate and the decisions the board retains.
2. Compare suitable proposals. Verify licenses, staffing, references, actual services, and total expected charges.
3. Negotiate measurable commitments. Resolve reporting, visits, emergency response, authority, and exclusions.
4. Obtain legal review and approval. Finalize the agreement and follow the required board process.
5. Launch and monitor. Establish contacts, access controls, a calendar, and a regular performance review.

A strong agreement supports a strong partnership.

Source review October 17, 2026; contract-scope qualifications revised October 18, 2026. Educational guidance and suggested negotiation topics; not a contract template. Current law, association documents, and the final agreement govern. Consult association counsel before signing, terminating, or pursuing a contract dispute.

Attach a responsibility and evidence schedule

Board Synergy recommended practice For each promised service, negotiate who performs it, how often, what evidence the board receives, the included fee or extra charge, and the escalation route when it is late. Have counsel incorporate the agreed schedule into the contract.

These examples are negotiation topics, not services automatically included in every management package. A quarterly service review should distinguish management delays from missing board approvals, unavailable funds, resident access, and third-party delays.

UCO procedure Assign responsibility for current management-company and association-contact updates. Contractual duty Spell out UCO and WPRF coordination without suggesting that the manager controls those organizations. Review the management transition guide before setting an exit or start date.

Connected Board Synergy guides

• Property managers
• Changing property management companies
• Management effectiveness toolkit
• Association contracts
• Update contacts and access after an election
• Who manages what?

Independent educational guidance. Confirm applicable law, controlling documents, current procedures, and the actual agreement before taking action.