The questions boards actually ask us.

We run the operational and financial back-office for the board. That includes: monthly financials with bank reconciliation and budget-to-actual variance; vendor management and invoice approval; board meeting prep, attendance, and minutes; owner support and ARC routing; insurance and license renewals; capital project oversight; and the technology stack (owner portal, payment processing, document repository).

What we don't do: we don't replace the board. The board sets policy and approves spending. We execute, document, and advise.

Not always. Communities under twenty units with no shared structures and a competent volunteer treasurer can often self-manage. The break-even point typically arrives when the board can no longer absorb the time required for compliance - Florida statutes, insurance renewals, reserve study cycles, and the like - without burning out the volunteers.

If you're weighing self-management against hiring a firm, we'll do an honest read on whether your community is at that point. Sometimes the answer is "not yet."

Our book ranges from 18-unit boutique condos to 280-door HOAs. The smallest building we currently manage has eight owners; the largest aggregated portfolio is just under three hundred. We don't have a minimum-size threshold - the scope just gets sized differently.

Sarasota, Manatee, and Charlotte counties - primarily Venice, Sarasota, Bradenton, Lakewood Ranch, Nokomis, Osprey, Englewood, North Port, Port Charlotte, and Punta Gorda. We also manage select communities on Longboat Key and Casey Key. We're a regional firm by choice, not a national one.

Three things matter most. First, every association is supervised by a principal - not a regional manager you'll never meet. Second, our accounting is CPA-supervised in-house on our accounting platform, not outsourced. Third, our average client tenure is over twenty years; national firms churn through associations on three-to-five year cycles by design.

We're not necessarily the cheapest. We're built to be the firm a board doesn't have to switch from.

We build a man-hour estimate across four chambers - community management, accounting, property services, and administrative support - sized to your association. Boards see the estimate. If a line looks high, we explain why; if a line looks low, we adjust before you sign. The scope is the contract.

A per-door figure would either over-charge a simple 22-unit boutique condo or under-quote a 180-door HOA with two amenity centers and a milestone inspection in flight.

The base covers recurring operations: board meetings, owner support, monthly financials, vendor management, compliance monitoring, property-services oversight, the owner portal, and annual budget development.

Separate-line items include capital project oversight, reserve studies, special assessments, litigation/collections support, estoppels, and reimbursables (postage, lockbox, bank fees - at cost, no markup).

No. Pass-through at cost. Postage, printing, lockbox processing, bank fees, and courier charges show up on your invoice at the actual amount we paid - not a marked-up internal rate.

Sometimes. A clean transition from a competent prior firm is usually inside the base fee. A messy transition - missing documents, untracked vendor contracts, an unaudited bank reconciliation - gets quoted as a one-time onboarding engagement so the recurring fee isn't inflated by cleanup work.

Annually, on the contract anniversary, indexed to a measurable benchmark - typically labor inflation plus any agreed-upon scope changes. The mechanism is in the contract; there are no surprise mid-year increases.

Our in-house accounting team, supervised by a CPA on staff (Ande Duda). We run accounting on our accounting platform, which serves over 500 associations nationally. Daily bank reconciliation, stoplight risk grading, and a CPA review on every financial packet before it goes to the board.

A monthly financial packet that includes: balance sheet, income statement, budget-to-actual variance, AR aging, bank reconciliation summary, reserve fund summary, and a stoplight risk grade flagging anything that needs board attention.

Daily. Every association's operating and reserve accounts are reconciled against the bank feed every business day, not at month-end.

Yes. We provide the auditor with full GL exports, bank confirmations, vendor ledgers, and supporting documentation.

The association owns its data. Always. If the board ever decides to leave Keys-Caldwell, we'll provide a complete export in industry-standard formats. There is no extraction fee in the contract.

Yes - through the owner portal. ACH is free to the owner; credit card incurs a processor fee paid by the cardholder. Auto-pay is supported.

Our property-services team. They maintain a vendor roster vetted on insurance, licensure, COI compliance, and historical performance.

Yes, as owner's-rep engagements. Our capital projects principal coordinates the engineer, vets bidders, manages the bid process, walks the site with the contractor, and signs off on milestone payments.

Milestone inspections are required by Florida SB-4D for buildings three stories or higher. The first inspection is at twenty-five years if the building is within three miles of the coastline, or thirty years otherwise; subsequent inspections are every ten years.

A SIRS - Structural Integrity Reserve Study - is mandated by Florida SB-4D for buildings three stories or higher. A regular reserve study covers the same general purpose for buildings that don't trigger SIRS.

Yes - through our reserve-study continuum, from a self-assessment template to a fully-managed subscription updated annually.

Before: storm protocol activation - pool covers, shutter coordination, vendor pre-positioning, owner communications. During: principal reachable, owner portal stays online. After: damage assessment within 48 hours, insurance claim documentation, board update within 72 hours. We've been through Charley, Irma, Ian, Helene, and Milton.

Vantaca for the owner-facing portal, work orders, and ARC workflow. A national accounting platform. Both integrated so all parties work from the same dataset.

Pay assessments, view their account ledger, submit ARC applications, file work orders, read board meeting minutes and agendas, access the document library, and update contact preferences.

Board members get elevated permissions: full financial detail, vendor records, owner-level ledger access, work-order queues, ARC approval workflow, and meeting management tools.

Yes. The Vantaca portal has a native mobile app for both owners and board members on iOS and Android.

Vantaca and our accounting platform run on SOC 2 Type II certified infrastructure with encryption at rest and in transit, role-based access control, and audit logging.

Budget development runs August through October, with board adoption in November. Year-end financials, audit/review, and tax filing run January through April. Insurance renewal cycle is usually April through August. Hurricane preparation peaks in June.

We prep the agenda packet a week before the meeting, distribute it through the portal, attend in person or virtually, take minutes, and publish approved minutes within ten business days.

Through a documented progression: courtesy notice, formal violation letter (with photo and governing-document citation), fine notice with right to hearing, and referral to association counsel if unresolved.

Standard cadence: late notice at 15 days, formal demand at 30 days, intent-to-lien at 60 days, lien at 90 days, referral to counsel beyond that.

Tell us. Direct line to the principal supervising your association is in your contract. Most concerns are about communication speed or follow-through - both fixable, often within a week.

Sixty to ninety days, typically. Most management contracts require a sixty-day notice period; we use that window to receive records, set up bank accounts, configure the portal, and run parallel for one billing cycle.

January through April is ideal - you start fresh on a calendar year. The worst time is August through November: that's budget-development season.

Florida statute requires the prior manager to deliver all association records within a reasonable period after termination - typically thirty days.

Owner contact information and account balances transfer cleanly; payment methods usually do not - owners have to re-enroll in the new portal.

Three reasons, in roughly equal proportions: financial reporting the board doesn't trust; manager turnover (a new face every eighteen months); and a capital project the prior firm wasn't equipped to oversee.

On cutover day we take possession of records, take operational control of bank accounts, publish the new owner portal, and send a transition communication to every owner. Your old portal is decommissioned.