What New HOA Board Members Need to Know in Their First 90 Days

Serving on a homeowners association board often begins the same way: a homeowner volunteers because they care about their community. Then the first board meeting or packet arrives.

Budgets. Contracts. Rules. Insurance policies. Vendor proposals. Meeting minutes, if they are available, going back years.

For many new board members, the learning curve is steeper than expected.

The reality is that HOA board members are volunteers stepping into a role that carries real financial, legal, and operational responsibilities. The first 90 days are less about making sweeping changes and more about learning how the community operates and why certain decisions were made in the past.

The most effective board members approach this period with curiosity, patience, and a willingness to learn from others.

Month One: Understand the Rules That Govern Your Community

Every decision an HOA board makes is shaped by its governing documents and applicable state statutes. These documents form the legal framework of the association.

New board members should start by reviewing:

• Declaration of Covenants, Conditions & Restrictions (CC&Rs)

• Bylaws

• Rules and regulations

• Architectural guidelines

• Applicable state statutes

These documents define what the board can and cannot do. They also establish limitations that may not always be obvious at first glance.

For example, a new board member might assume the board can quickly change parking rules, modify amenities, or adjust certain policies. In reality, governing documents often set strict procedures or voting requirements before changes can occur.

Because these documents can be complex, boards should always consult qualified attorneys familiar with community association law before interpreting or changing them. Governing documents and statutes vary widely by state and community.

Resources from organizations like Community Associations Institute can also help new directors better understand the structure of community governance.

Learn the History Before Changing the Future

One of the most important things a new board member can do is review recent meeting minutes, past decisions and talk to long term or former board members. 

At first glance, some policies may seem outdated or overly cautious. But there is often history behind them.

A board member might wonder why parking rules are structured a certain way—until they learn that a previous attempt to assign parking spaces dramatically reduced visitor parking and created tension among residents.

Another board might consider hiring a cheaper contractor to save money, only to discover later that the lower bid included reduced scope and lacked proper insurance coverage.

In many communities, decisions were made to address problems that newer residents may not have experienced.

Understanding that history helps boards avoid repeating mistakes.

Month Two: Get Comfortable with the Financial Picture

For many new board members, the financial side of HOA governance feels intimidating at first. Yet understanding the community’s financial health is essential.

Key documents to review include:

• The annual budget

• Monthly financial statements

• Reserve fund balances

• Delinquency reports

• The reserve study

A reserve study is particularly important. It helps the board plan for long-term repairs and replacements such as roofs, pavement, pools, and major building systems.

Without proper planning, communities may be forced to rely on large special assessments or emergency borrowing when infrastructure fails.

Sound financial practices—like regular reserve studies and transparent financial reporting—help protect the long-term health of the association and maintain property values.

Month Three: Understand the Risks of “Quick Fixes”

New board members often join with great ideas and a desire to improve their community. That energy is valuable.

But acting too quickly without fully understanding the situation can sometimes create unintended consequences.

Consider a few examples that boards commonly encounter:

A board may decide not to spend money on an engineering evaluation before repairing a structural issue. The repair appears less expensive initially, but the underlying problem isn’t addressed and the fix fails.

Another board may attempt to avoid legal fees by bypassing attorney review when changing policies. Later they discover the action violated the governing documents or applicable statutes.

In other cases, boards may attempt to lower dues to please homeowners, only to realize later that insurance premiums, utilities, and maintenance obligations leave the community unable to cover its basic operating costs.

The lesson is simple: good intentions should always be paired with careful analysis and professional guidance.

Talk With the People Who Know the Community Best

One of the most valuable steps new board members can take is simply having conversations.

Speaking with prior board members, committee volunteers, and community managers can provide context that doesn’t always appear in written reports.

Some associations encourage new board members to schedule an informal “coffee with the manager” meeting early in their term. These conversations can help answer questions about:

• Ongoing projects

• Vendor relationships

• Past challenges

• Upcoming financial considerations

• Owner concerns within the community

Association Management Group, Inc. (AMG), for example, provides educational resources. For example, community leaders can explore educational materials and videos through programs like AMG’s Community Leaders Series, which provides practical guidance on governance, finances, and board responsibilities.

Education helps volunteers feel more confident and better prepared to serve their communities. 

Board Service Is a Collaborative Process

Another important lesson for new board members is that HOA governance works best as a collaborative effort.

New directors may occasionally feel that previous boards made mistakes or overlooked opportunities. That perspective is natural. But successful boards focus on learning before judging.

The most productive approach usually includes:

• Listening first

• Asking questions about past decisions

• Understanding legal and financial limitations

• Working toward consensus with fellow directors

Every board member brings different experiences and viewpoints. Strong boards respect those perspectives and work together toward solutions that benefit the entire community.

Safety, Legal, and Insurance Considerations

HOA boards also need to understand the boundaries of their responsibilities.

Community associations are typically not security providers and should never guarantee resident safety. Any criminal activity or safety concerns should always be directed to local law enforcement.

Likewise, legal questions should be handled by qualified attorneys who specialize in community association law.

Insurance coverage is another critical area where professional guidance matters. Boards should work with qualified insurance professionals to ensure the community maintains appropriate coverage for property, liability, and other risks.

The Role of Professional Management

Volunteer boards often rely on professional management partners to help navigate the complexities of running a community.

A strong management company can assist the board members with:

• Board training and education

• Vendor coordination and oversight

• Financial reporting and budgeting support

• Maintenance planning

• Legal and insurance coordination

• Emergency response and operational oversight

(Limitations may apply to all of the above. )

These services allow volunteer directors to focus on governance and long-term planning rather than daily operational challenges.

Experienced management teams with Local Carolina Expertise, CAI-Accredited Management (AAMC®, PCAM®) leadership, and a Reputation for Responsiveness often become trusted resources for boards as they navigate decisions that affect the entire community.

The Most Important Lesson: Be Patient

The most successful board members understand one simple truth:

Your first job isn’t to change everything. It’s to understand the community.

The first 90 days should focus on learning:

• How the association operates

• Why past decisions were made

• What challenges the community faces

• Which professionals help guide the board

By approaching the role with patience, curiosity, and a willingness to consult experts, new board members place themselves—and their communities—on a path toward thoughtful, responsible leadership.

Serving on an HOA board is a meaningful way to support the place people call home. And when volunteers take the time to learn before acting, the entire community benefits.

Short-Term vs. Long-Term Budget Planning: A Roadmap for Financially Healthy Communities

A few years ago, a volunteer board proudly shared photos of their newly renovated clubhouse. Fresh paint. Updated lighting. A beautiful space for residents to gather.

Six months later, they discovered their roofs were nearing the end of their useful life—without adequate reserves to replace them.

What went wrong?

They had a strong short-term budget. What they lacked was a long-term financial strategy.

For community associations, financial health depends on balancing both.

Whether you’re a board member trying to protect property values, a homeowner concerned about rising dues, or a developer establishing a new community, understanding how short-term and long-term budgets work together is essential

The Short-Term Budget: Your Annual Operating Plan

The short-term budget—typically annual—is what keeps the lights on and the grass cut.

It covers:

• Landscaping and routine maintenance

• Utilities

• Insurance premiums

• Management fees

• Administrative costs

• Minor repairs

This is where many boards focus most of their energy. And understandably so. Homeowners feel the impact of this budget immediately through their assessments.

But strong annual budgeting isn’t just about controlling costs—it’s about thoughtful forecasting.

Best Practices for Short-Term Budgeting

Review historical data carefully. Compare projected expenses to actual spending from prior years. Patterns matter.

Plan for inflation and vendor increases. Contracts rarely stay flat year over year.

Build in contingencies. Unexpected repairs are inevitable.

Prioritize transparent communication. Clear financial reporting builds trust, especially if assessments need to increase.

Boards often face pressure to “keep dues low.” But artificially low dues can quietly undermine long-term stability. In our experience working with Carolina communities, thoughtful budget optimization paired with transparent financial reporting reduces friction and builds homeowner confidence.

A strong management partner supports this process with vendor oversight and accountability—helping ensure communities receive value for every dollar spent.

The Long-Term Budget: Planning Beyond This Year

If the annual budget handles daily operations, the long-term budget protects the community’s future.

This is your reserve funding strategy.

Reserve funds prepare your association for major capital repairs and replacements, including:

• Roof replacements

• Road resurfacing

• Pool renovations

• Elevator modernization

• Structural repairs

These projects are not surprises. They are predictable events with measurable life cycles.

The challenge is timing and funding.

Why Reserve Studies Matter

A professional reserve study evaluates common area components, estimates remaining useful life, and recommends funding levels.

Reserve planning requirements vary significantly by state law and governing documents, so boards should always consult qualified professionals and legal counsel when needed. Organizations like the Community Associations Institute (CAI) provide valuable educational resources for board members seeking best practices.

Without accurate reserve planning, associations often face:

• Special assessments

• Deferred maintenance

• Declining property values

• Increased homeowner frustration

We’ve seen communities that delayed contributions for years to avoid raising dues. When a major project finally arrived, the financial impact was severe. The result wasn’t just higher costs—it was lost trust.

Proactive maintenance planning and properly funded reserves protect both property values and community harmony.

Bridging the Gap: Short-Term and Long-Term Working Together

One common mistake boards make is treating operating budgets and reserve planning as separate conversations.

They’re not.

Maintenance decisions today affect capital expenses tomorrow. Choosing lower-cost repairs without long-term planning can accelerate deterioration.

Strong communities use multi-year forecasting to connect:

• Operating expenses

• Reserve contributions

• Vendor contracts

• Inflation trends

• Insurance adjustments

Insurance and risk coordination deserve special attention. Premiums across the country have fluctuated dramatically in recent years. Working with qualified insurance professionals and building those projections into both annual and long-term plans is critical.

And it’s important to clarify: while associations manage common areas, safety and criminal matters belong with law enforcement. HOAs and management companies cannot guarantee security. Budgeting should support responsible risk mitigation—not unrealistic promises.

The Human Side of Budget Planning

Behind every spreadsheet is a person.

The board treasurer who loses sleep over balancing numbers.

The homeowner on a fixed income worried about assessment increases.

The real estate agent reviewing reserve funding before advising a buyer.

Financial planning is not just about math—it’s about communication and leadership.

Board training and education make a measurable difference. When leaders understand reserve studies, funding models, and forecasting tools, decisions become less reactive and more strategic.

A dedicated board liaison and consistent manager longevity also matter. Communities benefit when experienced professionals guide conversations year after year, rather than restarting the learning curve with constant turnover.

Special Considerations for New Developments

Developers and newly transitioned communities face unique challenges.

Initial budgets are sometimes set artificially low to attract buyers. While understandable from a marketing perspective, this approach can create long-term instability once the association transitions to homeowner control.

A seamless transition process includes:

• Realistic operating projections

• Early reserve planning

• Clear documentation

• Education for incoming board members

Establishing financial discipline from day one prevents painful corrections later.

Financial Planning Is Community Planning

Healthy associations don’t happen by accident.

They happen when boards take a balanced approach—meeting today’s needs while preparing for tomorrow’s responsibilities.

Short-term budgeting keeps operations running smoothly.

Long-term planning protects property values and prevents financial shocks.

Communities that embrace proactive maintenance planning, transparent financial reporting, and consistent professional guidance position themselves for stability—not surprises.

Because at the end of the day, budgeting isn’t just about dollars.

It’s about protecting the place people call home.

About the Author

Paul Mengert is President and CEO of Association Management Group (AMG), a community association management firm serving communities throughout the Carolinas. With more than four decades of experience, Paul has worked alongside volunteer boards, developers, and homeowners to strengthen financial stability, operational performance, and long-term planning.

Under his leadership, AMG has built a reputation for responsiveness, manager longevity, and customized HOA and condo solutions tailored to each community’s needs. The firm emphasizes CAI-accredited management practices, dedicated board support, proactive maintenance planning, and transparent financial reporting designed to protect property values and reduce financial surprises.

Paul believes strong communities are built on collaboration, education, and responsible financial stewardship—principles that continue to guide AMG’s work with associations across the region.

To learn more, visit amgworld.com.

Why Boards Should Rely on Professionals For Major Projects — and How AMG Helps to Supports the Process

Even the most experienced community association boards can find themselves on uncertain ground when major repairs, capital projects, or construction needs arise. Whether it’s a roof replacement, a structural repair, or a large-scale renovation, these projects demand more than common sense and good intentions.

They demand qualified professionals — and the wisdom to know when to bring them in.

Boards Bring Dedication. Professionals Bring Specialization.

Community association boards vary widely in their background. Some include engineers or real estate professionals. Others are made up of retirees, teachers, or volunteers who simply care about their neighborhood.

But regardless of who’s sitting around the table, the law doesn’t expect you to be an expert in everything.

What it does expect is sound, informed decision-making — the kind described under the Business Judgment Rule. That means relying on appropriate experts, particularly when dealing with high-cost or high-risk issues.

• Engineers help define the scope of work, ensure structural integrity, and develop specifications for bidding and performance.

• Attorneys help interpret the association’s governing documents and applicable laws. They fine-tune contracts and ensure performance terms are enforceable and compliant.

Even highly capable board members should think of these professionals as partners in protection — not because they can’t do the job, but because the job deserves a higher level of precision.

The Real Cost of Going It Alone

Consider a mid-sized condo community that attempted to manage a full siding replacement project through a volunteer-led committee. The board chose the lowest bidder without consulting an engineer, hoping to save money.

Within two years, water intrusion and mold became a problem due to improper installation. By year three, the association faced litigation and had to repeat the project entirely — at double the cost.

This isn’t rare. Projects involving infrastructure, building systems, or legal obligations simply carry too much risk to approach without professional guidance.

AMG’s Role: Facilitating, Not Directing

It’s important to be clear: Association Management Group (AMG) is not an engineering firm, nor a provider of legal services. Our role is to support and facilitate a board’s work — not replace it or override it.

What does that look like in practice?

• Helping boards coordinate meetings and correspondence with attorneys, engineers, or other professionals

• Assisting with communications between the board and its advisors, so that questions, feedback, and decisions are documented and shared clearly

• Maintaining project records, including proposals, contracts, and updates

• Tracking contract deliverables based on board direction, and following up with vendors or professionals when needed

AMG does not direct legal or engineering professionals. We do not offer legal or technical advice. Instead, we help make the process more organized, more transparent, and easier for the board to manage.

Our job is to keep the logistics moving — so the board has what it needs to make informed decisions.

From Chaos to Confidence: What It Looks Like in Real Life

From a board member’s perspective, the hardest part of a major project often isn’t the cost — it’s the complexity.

• How do you compare bids?

• What contract terms protect the association?

• Who’s tracking progress and reporting back?

With a professional manager facilitating communication, tracking deliverables, and helping maintain records, board members are freed up to focus on governance — not chasing paperwork or sorting through email threads.

From a homeowner’s perspective, projects can bring disruption: blocked parking, noise, dust, and confusion. Clear communication — coordinated through the management team and approved by the board — keeps expectations realistic and builds trust during inconvenient phases.

From the manager’s perspective, major projects are a natural part of the community’s lifecycle. That’s why we focus on proactive maintenance planning, reserve funding, and clear project timelines — not just reacting when things break.

The AMG Approach: Organized. Professional. Board-Led.

At AMG, we’ve spent 40+ years supporting boards across the Carolinas through major community projects. Our managers have the training, vendor relationships, and systems to help boards work effectively — without crossing the line into areas that require legal or technical licensing.

Boards retain full control. Our job is to help keep things on track.

With local Carolina expertise, CAI-accredited management, and a deep respect for board authority, AMG delivers structure and support — while keeping governance where it belongs: with the board.

Disclaimer: Association Management Group is not a law firm or engineering firm and does not provide legal or technical advice. Boards should consult qualified professionals for all legal, structural, or contractual matters.

Learn more at amgworld.com or contact us to explore how AMG can support your next capital project or repair initiative.

The Art of the Professional Pivot: What to Do When the Board Disagrees with You

In community association management, disagreement isn’t a disruption—it’s part of the process. Whether you’re a seasoned manager recommending a course of action, or a Board member in the minority of a vote needing to support the decision, knowing how to move forward with professionalism and unity is essential.

At Association Management Group (AMG), we’ve learned over 40 years that strong communities aren’t built on always being “right.” They’re built on respectful collaboration, clear roles, and knowing when to bring in specialized expertise.

1. Your Opinion Is Professional—Not Personal

Every manager and Board member brings experience and perspective to a decision. One manager might urge a timely roof repair based on wear patterns; one board member might oppose a new rule change because neighbors are concerned about fairness.

When the Board ultimately votes in a direction you didn’t advocate, the transition from debate to support matters. The goal is not to win every argument—but to uphold the community’s collective decision with integrity.

This approach reflects Local Carolina Expertise and the humility that comes with professional maturity.

2. Know Where Expertise Begins—and Ends

The best leaders know when to connect the Board with specialized professionals.

• Legal ambiguity? Recommend a consultation with the association’s attorney.

• Structural or infrastructure concerns? Bring in a licensed engineer.

• Insurance questions? Connect with a dedicated risk specialist.

Imagine a community divided over a new parking enforcement policy. Rather than entrenching opinions, a manager coordinated a session with the association’s attorney and an insurance advisor. The expert input clarified liability concerns and helped the Board adopt a policy everyone could support going forward.

This kind of vendor coordination and documentation helps Boards make informed decisions and protects the association.

3. Stewardship Means Supporting the Decision

Once a decision is made—even one you didn’t vote for—your role is to help implement it clearly and consistently. Draft homeowner communication, schedule services, and ensure financial planning reflects the new direction using Transparent Financial Reporting.

This is especially meaningful for Board members in the minority: unified action maintains confidence and community cohesion. One Board member shared, “I didn’t vote for the approach—but once it passed, I made sure our communication was clear and consistent. That earned trust across the neighborhood.”

4. AMG’s Role: Connector, Steward, Trusted Advisor

At AMG, our CAI‑Accredited Management (AAMC®, PCAM®) professionals aren’t just administrators. They’re trusted partners who provide Board Empowerment Tools, facilitate discussions, and help communities navigate challenges with confidence.

We know that effective management isn’t about having the loudest voice—it’s about facilitating informed decision‑making and helping Boards translate choices into action.

Because in the end, the strength of a community isn’t measured by how often people agree, but by how effectively they move forward—together.

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Note: This blog is for informational purposes only and does not constitute legal, engineering, or financial advice. Boards should consult licensed professionals for guidance in those fields.

How AMG Supports Your HOA Through the CCR Amendment Process

Updating your community's Covenants, Conditions, and Restrictions (CCRs) can feel like navigating a maze—especially for volunteer board members balancing day jobs, neighbors' opinions, and the legal intricacies of governing documents. The good news? You're not alone. With Association Management Group (AMG) by your side, your board gains a guide, a coordinator, and a trusted partner every step of the way.

Why Communities Amend Their CCRs

Sometimes, rules created decades ago no longer reflect the community's values or current legal requirements. Whether you're removing outdated restrictions, clarifying ambiguous language, or aligning with new state laws, CCR amendments help ensure your association is fair, enforceable, and functional.

But changing your CCRs isn't a simple board vote. It typically requires significant homeowner participation and precise coordination with legal counsel. That’s where AMG makes a difference.

Our Role: Support, Not Legal Advice

Let’s be clear: only your HOA attorney can draft or interpret legal documents. But AMG fills in every other gap to make the amendment process smooth and successful:

• Education & Strategy: We break down the amendment process and approval thresholds in plain language.

• Administrative Support: We handle notices, ballots, vote tracking, and meeting prep.

• Legal Coordination: We communicate with your attorney to reduce billable hours on administrative tasks.

• Owner Communication: We help boards explain proposed changes clearly, increasing transparency and participation.

Step-by-Step: What the Amendment Process Looks Like

Step 1: Review Existing Documents

We start by reviewing your CCRs, bylaws, and state laws with your attorneys to determine what's required. Do you need 67% homeowner approval? Is notarization necessary? Are electronic votes allowed?

AMG Advantage: Our CAI-accredited managers ensure you understand your obligations before making a move.

Step 2: Board Planning Session

We meet with your board to define the amendment goals. Whether it’s removing outdated leasing restrictions or aligning with new fair housing rules, we’ll help you frame the "why."

AMG Advantage: Our expertise in transparent homeowner communication helps ease confusion and boost support.

Step 3: Attorney Drafting

Once goals are set, we coordinate with your HOA attorney to draft the amendments. Our team handles logistics so your attorney can focus on legal language.

AMG Advantage: By managing the process, we help boards avoid paying legal rates for clerical work.

Step 4: Homeowner Communication & Voting

In coordination with your attorneys, We send out notices, ballots, and FAQs using all approved channels—mail, email, or online portals. We even host Q&A sessions if needed.

AMG Advantage: With long-tenured managers familiar with your community, trust and participation increase.

Step 5: Meeting & Vote Certification

We help organize the required membership meeting and coordinate with your attorney to verify quorum and approval.

Step 6: Recording & Implementation

Once approved, your attorney records the amendment. We update your governing documents in our system, your portal, and new owner welcome materials.

AMG Advantage: Our technology ensures everyone has access to the latest documents without confusion.

Real-World Impact

We recently assisted a mid-sized community that needed to modernize its pet policies and clarify short-term rental rules. With AMG managing communication, vote tracking, and attorney coordination, the board reached the 75% approval threshold within two months—a process that had stalled for years prior.

Final Thought: Start with a Review

The best first step? Let’s review your governing documents together. From there, AMG will help you chart a clear, customized path for your community’s CCR amendment process.

Because at AMG, our job isn’t just management. It’s making complicated processes less complicated for the communities we serve.

Pickleball Court Costs & HOA Considerations: What Association Leaders Need to Know

By Paul Mengert, CEO of Association Management Group

Thinking of adding a pickleball court to your HOA? Learn about costs, legal considerations, and community impact in this guide for association leaders.

Introduction: The Growing Demand for Pickleball in HOAs

Pickleball is one of the fastest-growing sports in the U.S., and many homeowners’ associations (HOAs) are being asked whether to add courts to their communities. While new amenities can enhance property values and resident engagement, they also require careful financial planning, legal review, and member support analysis.

As the CEO of Association Management Group (AMG)—one of the Carolinas’ leading community association management firms—I frequently advise HOA boards on new amenity projects, including pickleball court construction. This blog provides a general cost breakdown, discusses court construction challenges, and highlights legal and financial considerations for association leaders.

Important Note: Pickleball court costs vary widely by location, surface material, and site conditions. This guide is intended as a starting point—HOA boards should consult legal, financial, and real estate experts before proceeding.

How Much Does It Cost to Build a Pickleball Court?

The cost of constructing a dedicated pickleball court ranges from $35,000 to $80,000. Several factors impact the final price:

1. Court Size & Layout

- Standard court (30' x 60'): $35,000–$50,000

- Larger court (34' x 64'): $40,000–$80,000

- Multi-court complexes save on per-court costs due to shared site preparation.

2. Surface Materials

- Post-Tension Concrete (Best Option) → $20,000+

- Rebar-Reinforced Concrete (Good Option) → $15,000+

- Asphalt (Budget Option) → $10,000+, but higher maintenance costs

- Acrylic Surfacing (Required for Playability) → $5,000–$15,000

3. Fencing & Lighting

- Chain-link fencing (4ft high) → $35 per linear foot

- Vinyl-coated fencing (10ft high) → $125 per linear foot

- Basic LED lighting → $2,500

- Tournament-quality lighting → $12,500

4. Site Preparation & Drainage

- Flat land → Lower costs

- Hilly terrain or poor soil → Adds $10,000+ in grading and drainage solutions

Converting a Tennis Court into Pickleball Courts

A cost-effective alternative is converting an existing tennis court into pickleball courts.

Multi-Use Court Benefits

- A single tennis court (78’ x 36’) can accommodate up to four pickleball courts.

- Dual-use lines allow tennis and pickleball play on the same surface.

- Portable pickleball nets enable easy switching between sports.

**Conversion Cost Estimate:**

- Painting pickleball lines → $1,000–$3,000

- Adjustable net systems → $150–$500 per court

- Total cost: Much lower than building a new court from scratch

Challenges & Considerations for HOA Pickleball Courts

1. Noise Concerns

Pickleball courts generate more noise than tennis due to the hard paddle-and-ball impact. This has led to complaints in some communities.

Mitigation Strategies:

- Locate courts away from homes

- Install noise-reducing barriers

- Restrict play hours

2. Legal & Liability Issues

HOA boards must review governing documents to ensure they can add a pickleball court without violating existing rules.

Consult legal counsel to determine:

- Whether a membership vote is required

- If insurance policies need coverage adjustments

- Any zoning restrictions that apply

3. Impact on Property Values

While amenities generally increase property values, a poorly planned court could do the opposite.

Best Practices:

- Consult real estate professionals for property value impact analysis.

- Survey homeowners to ensure broad support.

- Plan for long-term maintenance costs.

Assessing Community Support for Pickleball Courts

A common challenge HOA leaders face is vocal minority influence—a small but passionate group may push for a pickleball court, while the majority may not actually want or use it.

How to Gauge True Community Interest:

✔ Conduct surveys to measure overall resident support.

✔ Hold town hall meetings to discuss the pros, cons, and costs.

✔ Weigh input from real estate professionals, appraisers, and financial advisors.

Final Thoughts: Proceeding with Expert Guidance

Adding a pickleball court can be a valuable investment for a community, enhancing recreation, social engagement, and property appeal. However, it’s critical to:

✔ Consult an attorney for legal compliance.

✔ Engage real estate and valuation experts to assess impact on property values.

✔ Survey homeowners to ensure broad support for the investment.

✔ Plan for long-term maintenance and costs to protect the association’s financial health.

By taking a thoughtful, well-researched approach, community associations can make informed decisions that best serve their members both now and in the future.

For more insights on association management, amenities, and budgeting, visit www.AMGworld.com.