We manage homeowners associations from 40 lots to 600: gated single-family, master-planned, and zero-lot-line communities, across the I-75 corridor. Operationally tight, statutorily current, and run by people who answer the phone.
Florida treats HOAs and condominiums under separate chapters of statute for good reason; the operational job is genuinely different. A board that hires a firm fluent in condos but lukewarm on HOAs ends up with a manager who under-services landscape, under-enforces deed restrictions, and over-engineers reserves they don't need.
HOA governance, voting thresholds, recall procedures, fining frameworks, and recordkeeping all live under Chapter 720. The 2024 amendments changed disclosure requirements, board-member education, and architectural review timelines. Your manager should be able to recite these without looking them up.
In a condominium the building is the asset; in an HOA the curb-appeal of every common area, every entry feature, and every shared amenity is the asset. Vendor management, irrigation audits, mulch cycles, palm trimming schedules: operationally this is what owners notice and what realtors price.
ARC volume in a 200-lot community can run 40 – 80 applications a year. Roof colors, fence placement, paint chips, lanai screens. Slow, inconsistent, or politically uneven enforcement is the #1 reason boards fire their management firm. We have a documented response SLA and we hit it.
Every Keys-Caldwell HOA is run through the same four-chamber model used on the condo side, adapted for the operational realities of homeowners associations. Meetings, money, common-area maintenance, and member service.
Your dedicated association manager runs the operating cadence: meetings, owner relations, vendors, ARC.
CPA-supervised accounting on a nationally-scaled platform used by community associations, with daily reconciliation and stoplight risk grading.
Common-area operations: landscape, irrigation, entry features, amenity buildings, lakes, and roads.
Owners reach a real person. Boards hear about issues before they escalate, not after.
HOA capital tends to be less dramatic than condominium capital, until it isn't. Roads and stormwater are the items that quietly age past their reserve assumption. We surface that risk early and run the bid when it's time.
Full mill-and-overlays, crack seal, striping. Pavement condition surveys on a documented cycle.
Pond bank repair, weir replacement, littoral planting, county compliance reporting.
Monument signage, gates, gatehouses, perimeter walls. The first thing prospective buyers see.
Clubhouses, pool decks, fitness rooms. Roof, HVAC, finish-level capital cycles.
Resurfacing, code compliance, deck rebuilds, equipment-room overhauls.
Mulch transitions, irrigation system replacement, palm replacement, tree canopy planning.
Stucco, paint, structural repair on community walls. Often deferred, and expensive when it isn't.
Street lights, decorative fixtures, gate controls, security camera infrastructure.
Unlike SB-4D's mandatory SIRS for condominiums, HOA reserve funding is governed by board policy and member vote. That means it's easier to defer, and the consequences arrive a decade later as an avoidable special assessment. Our reserve-study continuum gives boards a defensible, engineer-grade plan they can actually fund.
Keys-Caldwell has been in Venice since 1978, through three ownership eras, the same plain-spoken culture, and now national-level expertise behind every association manager.
Annette Caldwell opens Keys-Caldwell on Indian Hills Boulevard in Venice, a locally owned firm built on plain talk and reliable follow-through.
Jim Kraut takes the helm and leads Keys-Caldwell into a fully-licensed, multi-discipline operation. The firm becomes one of the region's most recognized association management firms, with contracts measured in decades, not years.
James Bradley acquires the firm. Lauren Wilson leads operations. The relationship-driven culture stays, paired with modern systems, CPA-level accounting, and national capital-project expertise.
These come up almost every initial board call. If yours isn't here, send a note; we'd rather answer the real question than the obvious one.
Every Keys-Caldwell contract is priced on a custom man-hour estimate, not a tier. We don't have "silver / gold / platinum" packages; we have your scope, your meeting cadence, your reporting needs, your ARC volume.
Boards co-build the scope with us during the proposal phase. Anything outside that scope (large special projects, individual collection actions, mass mailings) is billed transparently at a documented rate. No buffet, no surprise add-ons.
Architectural review applications get a documented response SLA - typically ten business days for standard requests, with a tracked queue boards can audit at any time. We apply guidelines consistently across owners, document the evidence, and escalate denials with the documentation an attorney would expect to see if a homeowner contests. Politically uneven enforcement is what gets boards sued; we don't run it that way.
Your manager walks the property monthly with the landscape vendor, takes photographs, and brings a written scorecard to the board meeting. Quarterly we run a structured vendor performance review with the board. Irrigation audits run twice a year. If a vendor is under-performing, the board sees the evidence in time to act, not nine months in.
Every association has a single named manager who attends every meeting, runs the property walks, and is the board's first call. They are backed by accounting, property services, and client services teams, but the relationship is with one person. That person doesn't change unless they leave the firm.
Most HOAs transition in 60 – 90 days. Phase one is records transfer and accounting setup (typically 30 days). Phase two is operational handover: vendor introductions, ARC backlog triage, board-policy alignment. Phase three is the first full management cycle, where boards usually feel the difference within the first two property walks.
Of course. We'll provide three references: one similar in lot count, one similar in age and capital horizon, and one we'd consider a hard case. Boards should hear how a firm performs when things are difficult, not just when they're easy.
Tell us about your community: lot count, current capital horizon, ARC volume, and what's prompting the search. We'll come back within five business days with a tailored scope and three references from comparable HOAs.
We'll review your scope, your reserve position, your ARC backlog, and your vendor relationships. The call is consultative, not a pitch. Boards leave with a clearer picture of what they should expect from their management firm, whether that's us or someone else.
