The Board recognizes that a long-deferred project must finally be addressed. In many communities, deferred maintenance is not the result of neglect, but of good intentions colliding with limited information, competing priorities, and concern over homeowner reaction. Past Boards may have postponed action due to funding constraints, reluctance to engage homeowners, or the perceived complexity of managing a construction project. Over time, these delays become normalized—repairs are discussed year after year, budgets are balanced by deferring work, and the condition of the property quietly continues to decline.
Deferred maintenance rarely announces itself dramatically. It shows up as recurring paint touch-ups instead of full surface preparation, temporary roof patches instead of targeted repairs, isolated wood replacement where widespread deterioration exists, or repeated garage or balcony “band-aids” rather than addressing moisture intrusion. Initially, these decisions may appear reasonable and cost-conscious. The problem is that deferred maintenance rarely stays static—it compounds.
Questions naturally arise: Can the repairs be funded through reserves? Is a modest assessment increase sufficient? With so many unknowns, discussions often circle without resolution. At this point, a well-intentioned Board member typically concludes, “We won’t know what this will cost until we get bids,” and the Community Manager is instructed to obtain them. While common, this approach is frequently misguided. It often leads to a prolonged and uncertain process, producing bid numbers that lack context and offer little value for informed decision-making.
What often goes unrecognized is how quickly deferrals can snowball into major expenses. A leaking deck coating that could have been repaired and resealed several years ago may now require full removal and replacement of the waterproofing system, damaged framing repairs, and interior remediation. A paint project delayed too long can allow substrate failure—turning what should have been routine maintenance into extensive carpentry, dry rot repair, or siding replacement. The Board did not “save” money by waiting; the scope simply grew larger, more disruptive, and more expensive.
This is where the early involvement of an experienced construction manager becomes critical. A qualified construction manager can guide the Board through a structured process, ensuring that key issues are identified and addressed in the proper sequence. Without this guidance, bids are frequently based on incomplete or inconsistent assumptions, resulting in wide price variations, confusion, and frustration.
Before seeking bids, the Board should consider several foundational questions, including:
- Is the proposed repair truly necessary, or are there alternative solutions or materials that offer better long-term value?
- Is the HOA responsible for the work, or could it fall under a construction defect or warranty claim?
- What secondary impacts might the project have (for example, effects on landscaping due to painting, scaffolding, or wood repairs)?
- What are the life cycles of the materials being replaced and adjacent components, and should related work be bundled to minimize repeated disruption?
- How do warranties—both current and future—factor into material and scope decisions?
- What does the reserve study indicate regarding timing, funding, and related components approaching the end of their useful life?
- What materials are appropriate, considering durability, maintenance requirements, availability, aesthetics, and installation restrictions?
- Are permits required, and what level of plans or specifications will be necessary to obtain them?
- How will a clear, unbiased scope of work be developed to ensure true “apples-to-apples” bidding?
- Who will prequalify contractors and verify insurance, financial capacity, experience, and licensing?
- How will the project be funded—through reserves, assessments, loans, or a combination—and what legal considerations apply?
- Will homeowner meetings be needed to explain the scope, costs, and benefits of the project?
These questions directly affect reserve studies, special assessments, and homeowner satisfaction. When maintenance is deferred, reserve assumptions often become inaccurate, funding gaps widen, and Boards are forced into reactive decisions. Special assessments that feel sudden or avoidable erode homeowner trust, even when the Board is acting responsibly. Conversely, Boards that demonstrate a clear process—supported by professional guidance—tend to build confidence, even when difficult financial decisions are required.
This list is not exhaustive, but it underscores an essential point: the process the Board follows is as important as the construction itself. A methodical, well-defined process enables informed decision-making, reduces surprises, and helps prevent small problems from becoming major crises. Some questions must be answered before others, and understanding this sequence is key to keeping projects—and costs—under control.
Most Boards lack the construction expertise required to develop and manage this process independently. Directing the Community Manager to “get bids” bypasses critical steps and often results in bid discrepancies, change orders, cost overruns, disputes, and in some cases, construction defects. Many of these outcomes are avoidable with proper planning and professional oversight. Community Managers play an essential administrative and coordination role; however, a professional construction manager possesses the specialized construction knowledge, experience, and skill set required to make the appropriate project decisions.
This is the essence of effective project management. Engaging a qualified construction manager provides the expertise, structure, and leadership needed to guide the project to a successful outcome while protecting the Board and the Association. Just as importantly, it helps Boards act before deferred maintenance escalates beyond control—by identifying priorities, sequencing work, aligning reserve planning, and communicating clearly with homeowners.
When a Board hesitates due to cost, it is worth considering the opposite perspective: the Association may not be able to afford not to hire a construction manager. Beyond cost savings, professional management helps shift technical decision-making and associated liability to a qualified expert. A well-planned process often saves more than the construction manager’s fee—while safeguarding the HOA’s assets, financial stability, and long-term homeowner satisfaction.
Jim Sattler – President
Design Build Associates
Construction Management and Consulting Firm
jimsattler@dbuild.com