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Professional Management Companies can Help HOA Boards Run More Effectively

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Organization of community care is a huge business that many volunteers find difficult to work in their busy lives.

An Association Board is supposed to guarantee that the needs of the community are satisfied and properly manage a budget. Several functions of administration may be made available by a third-party provider regarding the daily functions of the  board and is necessary in a neighborhood. Preservation, collection rates, facilities, key decisions, legal compliance and neighborhood improvement are functions of a Homeowners Association. Often, the obligations become excessive, so a property manager is a major tool for improving the community. A group of volunteers can always fight with all management tasks or the can make use of a specialists’ expertise in order to prevent residents risking their biggest investment.
Management companies provide a lot of potential ideas that an HOA can customize to meet their precise demands. The guidance given by the community management eliminates labor-intensive tasks.

Operations management strengthens simply by decreasing Board demand.
Community Managers are valuable in areas such as community covenant violations, issue resolutions of residents, service management, closing duties and home assessments.  They examine the neighborhood often and collect ongoing assessments.
The Community Manager acts as an intermediary to resolve minor problems in an effort to alleviate burdens on the Board of Directors. In addition, a manager is normally given the task of acquiring all the individual communications bring major concerns to the awareness of the board. They have the ability to monitor the area regularly, solve problems, collect on delinquent accounts, and can handle all the additional activities.

An HOA can do these activities themselves, but, association management offerings provide more time for tasks connected to  a partnership, while the fundamentals are handled reliably. The prosperity of these services often hinges on the manager because he or she is completing the duties required by the association. Property owners have control of the participants on the board, amendments, rule obedience, besides fulfilling their tax obligations in the area. In addition, volunteers are encouraged as part of the association and get involved with the neighborhood regularly. The board sets the guidelines, oversees the association, provides expenditure budgets, and also ensures the association complies with all state laws.

Management companies have their own basic functions beyond individual rights appointed by the Board. Standard responsibilities include performing on behalf of the Homeowners Association, imposing the payment of dues, collecting money, contract management, vendor relations, budget, along with record keeping. They also manage a number of other management activities and planning annual meetings. A board defines how actively involved management becomes. Community management services of the organization must be carefully outlined before recruitment is completed to make sure all expected responsibilities are adequately covered.

Call today and you will see “The Riverside Advantage”!

(678) 866-1436

www.riversidepropertymgt.com

 

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Professional Management Companies can Help HOA Boards Run More Effectively

 

https://i0.wp.com/www.hersheycountryclub.com/images/headers/recreation2.jpg

Organization of community care is a huge business that many volunteers find difficult to work in their busy lives.

An Association Board is supposed to guarantee that the needs of the community are satisfied and properly manage a budget. Several functions of administration may be made available by a third-party provider regarding the daily functions of the  board and is necessary in a neighborhood. Preservation, collection rates, facilities, key decisions, legal compliance and neighborhood improvement are functions of a Homeowners Association. Often, the obligations become excessive, so a property manager is a major tool for improving the community. A group of volunteers can always fight with all management tasks or the can make use of a specialists’ expertise in order to prevent residents risking their biggest investment.
Management companies provide a lot of potential ideas that an HOA can customize to meet their precise demands. The guidance given by the community management eliminates labor-intensive tasks.

Operations management strengthens simply by decreasing Board demand.
Community Managers are valuable in areas such as community covenant violations, issue resolutions of residents, service management, closing duties and home assessments.  They examine the neighborhood often and collect ongoing assessments.
The Community Manager acts as an intermediary to resolve minor problems in an effort to alleviate burdens on the Board of Directors. In addition, a manager is normally given the task of acquiring all the individual communications bring major concerns to the awareness of the board. They have the ability to monitor the area regularly, solve problems, collect on delinquent accounts, and can handle all the additional activities.

An HOA can do these activities themselves, but, association management offerings provide more time for tasks connected to  a partnership, while the fundamentals are handled reliably. The prosperity of these services often hinges on the manager because he or she is completing the duties required by the association. Property owners have control of the participants on the board, amendments, rule obedience, besides fulfilling their tax obligations in the area. In addition, volunteers are encouraged as part of the association and get involved with the neighborhood regularly. The board sets the guidelines, oversees the association, provides expenditure budgets, and also ensures the association complies with all state laws.

Management companies have their own basic functions beyond individual rights appointed by the Board. Standard responsibilities include performing on behalf of the Homeowners Association, imposing the payment of dues, collecting money, contract management, vendor relations, budget, along with record keeping. They also manage a number of other management activities and planning annual meetings. A board defines how actively involved management becomes. Community management services of the organization must be carefully outlined before recruitment is completed to make sure all expected responsibilities are adequately covered.

Call today and you will see “The Riverside Advantage”!

(678) 866-1436

www.riversidepropertymgt.com

 

 

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How Professional Management Companies can Help HOA Boards Manage More Effectively

Organization of community care is a huge business that many volunteers find difficult to work in their busy lives.

An Association Board is supposed to guarantee that the needs of the community are satisfied and properly manage a budget. Several functions of administration may be made available by a third-party provider regarding the daily functions of the  board and is necessary in a neighborhood. Preservation, collection rates, facilities, key decisions, legal compliance and neighborhood improvement are functions of a Homeowners Association. Often, the obligations become excessive, so a property manager is a major tool for improving the community. A group of volunteers can always fight with all management tasks or the can make use of a specialists’ expertise in order to prevent residents risking their biggest investment.
Management companies provide a lot of potential ideas that an HOA can customize to meet their precise demands. The guidance given by the community management eliminates labor-intensive tasks.

Operations management strengthens simply by decreasing Board demand.
Community Managers are valuable in areas such as community covenant violations, issue resolutions of residents, service management, closing duties and home assessments.  They examine the neighborhood often and collect ongoing assessments.
The Community Manager acts as an intermediary to resolve minor problems in an effort to alleviate burdens on the Board of Directors. In addition, a manager is normally given the task of acquiring all the individual communications bring major concerns to the awareness of the board. They have the ability to monitor the area regularly, solve problems, collect on delinquent accounts, and can handle all the additional activities.

An HOA can do these activities themselves, but, association management offerings provide more time for tasks connected to  a partnership, while the fundamentals are handled reliably. The prosperity of these services often hinges on the manager because he or she is completing the duties required by the association. Property owners have control of the participants on the board, amendments, rule obedience, besides fulfilling their tax obligations in the area. In addition, volunteers are encouraged as part of the association and get involved with the neighborhood regularly. The board sets the guidelines, oversees the association, provides expenditure budgets, and also ensures the association complies with all state laws.

Management companies have their own basic functions beyond individual rights appointed by the Board. Standard responsibilities include performing on behalf of the Homeowners Association, imposing the payment of dues, collecting money, contract management, vendor relations, budget, along with record keeping. They also manage a number of other management activities and planning annual meetings. A board defines how actively involved management becomes. Community management services of the organization must be carefully outlined before recruitment is completed to make sure all expected responsibilities are adequately covered.

Call today and you will see “The Riverside Advantage”!

(678) 866-1436

www.riversidepropertymgt.com

 

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How Do I Form an HOA in Georgia?

Home Owners Associations (HOAs) bring peace and civility to shared communities. Condominium or single-family home complexes may create an HOA to determine how common areas will be maintained, for example. In Georgia, as in most states across the country, bylaws and a board of directors must be established before an HOA is official. Talk to neighbors within your development to garner support for the HOA and commence with an expeditious launch.

Instructions

1

Contact the Georgia General Assembly. Reach out to the offices of your House of Representatives and/or State Senator and ask for a copy of the Georgia Property Owners Association Act (GPOA). Review the GPOA to familiarize yourself with the rules and guidelines of the state for creating an HOA. Log online and visit the official Georgia General Assembly website to find the contact information for your respective representatives.
2

Form the physical HOA. Assemble residents of your community. Elect HOA leadership representatives including a president, vice-president, secretary, and treasurer. Establish any committees necessary to the function of your HOA — planning or policy committees, for example. Write the bylaws for the HOA. State how shared community areas will be overseen, who is affected by the rules and the amount members will pay for annual dues. File the Bylaws and Declaration of Covenants, Conditions, and Restrictions.
3

Reach out to the Internal Revenue Service (IRS). Ask an IRS representative for all necessary 501(c)(4) tax documentation for creating an HOA. Filing for 501(c)(4) status makes the HOA an official non-profit organization. Submit all necessary forms and supplemental documentation (a copy of the bylaws, for example) required by the IRS. Consult IRS agents and the 501(c) (4) forms for instructions.

From Riverside Property Management, Inc.

 

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How Does Your HOA Measure Up?

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A good HOA must be careful not only to repair what is visible, that is, what is on the surface, but most of all, a good HOA must make sure that everything on the property under its care is working properly . It is dangerous to have something that looks good only on the surface, but is falling apart inside.

There are plenty of things to monitor in the Home Owners Association. Landscaping to construction signs, everything should flow correctly to avoid possible dangers.
Landscaping can be expensive, especially if there is no ongoing maintenance done to the land. If the grass is sick and is not known until the disease has spread across the lawn, for example, would be a costly and time consuming expense, but if monitored money will be saved.

The signs around the property must be well maintained because they are easy to discolor, warp, or seem spent. The maintenance of the signs of the property would not only make it easier for visitors, but also help give your property a nice and clean curb appeal.

What about the amenities you have in your property, such as exercise equipment and maintenance such as clubhouse, swimming pool, etc? Keeping everything in proper order is extremely important. This encompasses working not only keep your residents happy but also to prevent potential lawsuits.

Board members and committees could help the Homeowners Association to be on top of things by requiring periodic inspection reports on a monthly or quarterly basis. The use of a form that lists the things needed to be documented can help ensure that everything on the property is monitored correctly and that necessary repairs are carried out expediently.
Homeowners love living in an HOA community when they have confidence that the HOA will make their life more comfortable. The board, management company and the community must work together to ensure  that you have a community of happy residents, free from any threat of lawsuits looming on the horizon.

 

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Policy for Collecting Delinquent HOA Dues

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It is a rare condominium or homeowner association that has yet to face the challenge of the pecuniary consequences of delinquent assessments.

Prior to the economic downturn that began in 2008, there were many portfolio managers, myself included, who managed associations that had never experienced the financially crippling effects of numerous delinquencies. Because they were so rare and infrequent, there was a tendency toward leniency and inconsistency, and legal action was rare.

But when your neighbors cannot pay their association dues, the balance radically shifts and those who can pay must pay extra just to keep the grass mowed, refuse removed and roofs from leaking. In harder hit associations, reserves are compromised to fund basic monthly operating costs.

In association management there are certain recurring themes and truisms. One of these is to be proactive. To be the smart little piggy that built his house of brick (before the troubles with the big bad wolf began).

To manage delinquencies, the first proactive step is to develop a sound delinquency policy that is enforced systematically and without prejudice. After a thorough review of the association documents, your state statute and the federal Fair Debt Collection Practices Act, a policy resolution can be drafted and adopted by the board of directors. A clear statement of the association’s collection policy would include:

  • Due date.
  • Grace period.
  • Late fee amount and/or payment penalty amount.
  • Timing of collection letters whichcan range from polite reminders to outright demands. They are often sent by the managing agent on a 30-60-90 day schedule, or, in difficult times, on a 15-30-45 day schedule.
  • When the matter will be turned over to the association attorney.
  • When a lien will be filed of record.
  • When foreclosure will begin and/or alternatives to foreclosure, such as collecting rent from a tenant or termination of common utilities and privileges/services.
  • Priority of payment, indicating how payments are applied since courts have indicated support only for unpaid assessments.

A copy of the policy must be made available to all owners. The board has a duty to consistently track all delinquencies and enforce a fair policy for all owners. Your association’s legal counsel should be able to assist in the drafting and refinement of the policy resolution regarding collection of delinquent assessments.

Being prepared and acting quickly will help reduce and manage certain delinquencies. The squeaky wheel does get oiled . . . many individuals who are deciding “which bills to pay this month” will pay those that present the biggest risk of loss for nonpayment. Your association’s dues will be put near the top of list if the owner realizes he may lose his home if he doesn’t pay. Of course, there are those who are in dire financial straits and will not be able to pay regardless of your efforts, so other means will need to be engaged. However, with a collection policy in place, you now have established a plan of action that will help mitigate delinquencies by every legal means available.

 

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Job Description for Your Association President

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Board of Directors

Serve in the role of HOA president is not an easy job. It is one that requires exemplary leadership skills in chairing meetings. Many HOA is registered as nonprofit corporations and, in turn, the president can be considered as the CEO of the company (which serves, of course, on a voluntary unpaid leave). Perhaps most importantly, he or she is elected by members to serve the community and elected by the council to lead the board through difficult situations and decisions.

Many mistakenly believe that the president’s role is to take the initiative and make the tough decisions. I would say it is their role to help guide the process of discussion board for the board to make the tough decisions. A good president will follow the agenda and keep the board meetings running on time and efficiency. A great president will do all the above, while ensuring that each board member has a voice at the table. The determination of the thoughts and ideas of quieter members of the board and ensure that their thoughts are “heard” on the open board members. Parliamentary procedure, if followed, can help the president successfully presiding over a meeting where important issues are introduced, discussed and decided.

It is also the chairman’s role to propose the agenda of the meeting of the board. He / she will be on the basis of the outstanding issues inherited from previous meetings and new issues that have arisen since the last board meeting. The President may call the agenda for several weeks before the meeting and then compare the evidence presented to critical business meeting. While the secretary is responsible for creating and give due notice of meetings of the council, the president’s role is to ensure that critical issues find their way to the agenda.

Delegation is also critical. Everyone seems more engaged in these days and find people to step and volunteer can be almost impossible. A great leader has the ability to ask others to take on a task or responsibility.

Finally, the president also must preside over the annual membership meeting. This can be much more difficult for Council meetings based simply on the large number of attendees. He or she must find the delicate balance of allowing members to talk about issues at the appropriate times. What ensures that members of the majority of the members do not “run out the clock“, leaving no time for others to be heard.

There are many natural leaders, but sent most people “born with all the knowledge needed to serve effectively as president. It takes practice, time and effort to develop them. Do not be discouraged if each meeting is not the star … best and keep working on the development of his style of leadership. The end result will be rewarding.

 

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WHY ARE EXECUTIVE SESSIONS NEEDED?

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According to the nonprofit Government Index 20,072, 74 percent of executives surveyed reported that their boards met in executive session in the last 12 months, and nonprofit with an annual budget of $ 5 million or more are more likely to use executive sessions. The most common reasons for these sessions include executive performance and / or review of compensation, personnel issues, and peer-to-peer discussions of the board. While the rationale executive session varies depending on the organization‘s culture and circumstances, some issues require more candid, confidential conversations, and thus to a more limited public (see box below).

First, the Board needs time alone to strengthen relationships and communication between board members and the chief executive. For example, board members may be reluctant to challenge the chief executive to the staff for fear of undermining his authority. In other cases, members of the Board may wish to discuss sensitive issues such as succession planning, performance of senior or executive compensation. Similarly, the chief executive may want to discuss future plans for withdrawal without causing consternation among the staff.

Second, board members need an opportunity to know and trust each other, personally and collectively. They must be able to speak freely express their concerns and explore all aspects of the problems. Executive Board meetings afford the opportunity to raise red flags, discuss opportunities timesensitive not yet be made public, and the Board to explore different courses of action. Topics include the board itself, such as board performance or participation of individual members. Other issues may warrant further discussion board there with the chief executive, as the community’s negative reaction to a recent ruling.

Third, as a governing body, the board must demonstrate and exercise their independence from the executive. For example, a non-profit board serves as a check and balance to accept the financial audit and determining executive compensation. These oversight activities the council to make decisions that are not controlled by the chief executive. To maintain confidentiality to protect the organization. The law allows boards to handle certain situations in a restricted environment. For example, if an organization has been sued, the board, executive director and legal counsel may meet in executive session to decide whether to settle the case and the terms of the agreement. Good business may also require that key strategic decisions have to talk in private. For example, if an organization is considering a merger, the board, CEO and CFO can consider the pros and cons before we talk about alternative courses of action with various stakeholders.

 

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The Secret to Meetings of the Board.

Council meetings must be productive meetings, efficient, where the board conducts business. Are your board meetings productive and efficient? Does the Board meet to do business or social life? Are you getting the most out of your meetings?

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Consider doing some of these things:

Prepare a realistic agenda. Five 50-page agenda objectives can be impressive, but unrealistic and counterproductive. Must establish a priority list for each meeting and focus on these issues. If you are 50 topics to discuss, they spread throughout the year. You will be more efficient and perform better if they can manage your agenda.

Set an end time of meetings. The meetings should last no more than an hour. Start the meeting, when it is scheduled to begin and get straight to business. If, together, in order to get done in an hour, you’ll be surprised how much you can accomplish. If you have no time limit, the general meeting is extended and a lot of time will be wasted. When time is lost at a meeting then people are less likely to volunteer because they feel that their time is lost. One hour meetings have a big impact on volunteers. Associations remain focused, one hour meetings with volunteers from people. It is also important that volunteers remain active in the community for a long time. Duration of meetings of the council may seem trivial, but it really has a great impact on how volunteers from the Association of view of the organization and, in turn, how they see their role.

Be familiar with the covenants and laws. The key elements with which board members should be familiar are the documents governing the association that defines the authority of the board. If you have a management company should provide guidance in his role as a member of the board, their fiduciary responsibility, specific responsibilities of board decisions on administrative tasks, and how to conduct and participate in meetings advice. Other vital information will include how to avoid personal responsibility, professional ethics in the meetings, parliamentary procedures, operating budgets and reserve, federal, state and local impact on the community, and appropriate insurance coverage.

Be prepared. Be familiar with the topics to be discussed at the meeting. If you have any questions, ask them before the meeting so that your boss (if professionally managed) can have enough time to find the answers. This will help the meeting more effective and brief. There is nothing more frustrating for those attending the meeting for other board members come prepared and want to discuss in great detail.

Make the meeting a time for action. Then, keep focused on the action of HOA board meetings. Do not just discuss problems, make decisions. All items for discussion should end in a vote to move one way or table the issue with a clear understanding of why the topic is being presented and when it will be reviewed. By taking action on an item make sure it is clear who is responsible for getting the task completed. Paralyzes the ambiguity table.

Not aggressive. Board members should recognize that they are part of a team and not take a confrontational stance with other members of the board or management company. Nobody should have to work or do business in a hostile environment. Realize that sometimes do not always agree, but the position that even disagreement can bring commitment and consensus. Be concise with your opinion and thoughts and then make sure to listen to others. Always be respectful of your fellow board members and staff, as well as owners. The tone of the board can set the tone of the community. Therefore, if you want to have healthy communities, vibrant and successful, must reflect that image as a board member.

Treat your Community Manager with respect. Your community manager is the agent, not your employee. They act on behalf of the board and facilitate the decisions of the board. Remember they are professionals and should be treated as such. It can be detrimental to a community table and consistently against their management company. They are there to provide expertise based on their experience, training and education to ensure that the board does not compromise their fiduciary responsibility. A board must trust and rely on extensive experience of its management company and unlimited resources. If your card is lost confidence in the management company, have a frank discussion with the CEO of the company regarding any problems that exist. Perhaps a different director can restore confidence, eliminating the need to start from scratch with a new company.

Being a team player. If you recognize that as a member of the council, which are part of a team of volunteers and experts in management, you will be rewarded when those resources are used to make decisions based on business criteria. This, in turn, inspire others to serve and build a team of future leaders who want to emulate his leadership. In this way, is serving on the board is not a chore, but a rewarding experience that will be of value in the coming years.

It was determined that one of the best in Atlanta for HOA management company have a homeowner’s association that focuses on helping you have effective meetings.

 

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How Annoying?

When it comes to curtailing disruptive behavior inside and outside your community, don’t underestimate the power of state nuisance laws.

Imagine that your community is located in a quiet part of town, far off the highway and miles from traffic-heavy secondary roads. Then imagine that someone buys the undeveloped land down the street and builds a motocross track. From early morning until dark, bikes roar around the turns and over the jumps, filling your neighborhood—and your residents’ homes—with deafening noise. You assume that the track violates a city or county law, such as a noise or zoning ordinance—only to learn that your local municipality has no statutes that would stop the track. What do you do?

 

FIRST LINES OF DEFENSE

As our population centers expand, homeowner associations are frequently encountering the dilemma of what to do when a nearby landowner outside the community engages in conduct that is offensive to residents. And, as the distance between homes decreases, communities also must resolve disputes that occur between their own members.

Nuisance covenants and laws are most often the answer. Most states, and many cities and counties, have statutes that can help an association stop conduct on a separate property that causes it harm and inconvenience, such as excessive noise, odor, or water runoff. While these laws are also available for homeowners to use against neighbors within the association, those situations are dealt with more efficiently with the association’s governing documents.

Covenants. Indeed, your association’s documents are usually the first line of defense in the fight against nuisances within the neighborhood. A well-crafted declaration will be written as broadly as possible, with an expansive definition of “nuisance” that encompasses many different unwanted activities and allows you to deem something an outright violation without further debate. For example, the CC&Rs for the Conestoga Place Homeowners Association, in Omaha, state: “No noxious or offensive trade or activity shall be carried upon any Lot covered by this Declaration, nor shall anything be done thereon which may be or become an annoyance or a nuisance to the neighborhood.”

As with all restrictions, it’s important to provide an appropriate procedure for enforcing a nuisance provision. Your documents should detail the association’s power to hold an administrative hearing or other quasi-judicial proceeding, and also provide for notices of violation along with a grace period in which residents can stop their nuisance behavior. The CC&Rs of the Forest Ridge Homeowners Association, in Sterling, Virginia, provide: “In the first formal notice of citation, the Association shall advise the member of the nature of the violation, cite the specific provision of the [nuisance covenant] that the member has allegedly violated, specify the remedy required, and state that within thirty (30) days the member must complete corrective action or request a hearing before the Board of Directors.”

Additionally, the association should allow for an appeals process that a resident who has been notified of a nuisance violation can pursue. This is a fair and reasonable policy, and it also protects you from a possible claim of violating a resident’s right to due process—a base you’ll definitely want to have covered if one of your nuisance actions finds its way to court.

Criminal law. If your association isn’t successful in combating offensive conduct with its covenants, criminal charges might be an option—but only if the behavior rises to the level of a “public nuisance,” meaning it constitutes a criminal violation under your municipality’s body of law. Most cities have specific ordinances detailing the definition, administrative hearing process, and criminal sanctions for nuisances, and also outline procedures to help abate them. Usually, a local government official is empowered to handle alleged violations and, if necessary, to prohibit certain behavior. An Oakland ordinance, for example, states: “Any condition caused or permitted to exist in violation of any of the provisions of this chapter is a threat to the public health, safety, and welfare, and is declared and deemed a public nuisance and shall be punishable as such.” Oakland’s city manager is authorized to declare a public nuisance and to assess civil penalties administratively, and can also appoint a staff member to prosecute public nuisances and recover fines, fees, and costs.

In St. Louis, the city code offers a similarly broad definition, and also provides specific procedures to curb public nuisances: “The Director of Public Safety may initiate an administrative adjudication hearing in order to abate a public nuisance…when the person has failed to abate a nuisance within 30 days of a notice issued…. The order of abatement shall require the taking of reasonable measures designed to prevent the recurrence of the nuisance activity in light of the magnitude of the harm caused by the nuisance, the value of the property, and the extent to which the defendant has failed to take effective measures to abate the nuisance.”

You’ll find that municipal statutes leave little to chance, with ordinances also detailing the specifics of administrative hearings, such as the nature of the proceedings (including testimony and cross-examination), the recording of all hearings, and the right to seek judicial review after an order is given.

CIVIL RITES

If neither your association’s covenants nor the criminal courts succeed in stopping nuisance behavior, your final option is the civil court system. In contrast to the relative ease of relying on your governing documents or bringing criminal charges, navigating the court system can be quite challenging. Although courts routinely enforce restrictive covenants prohibiting nuisances, the time, cost, and emotion involved should make it the last resort when dealing with a homeowner in your association. Of course, if the offensive conduct emanates not from within the association, but from a neighboring property, the civil court system may be the best—and only—option.

That said, as a recent case in Golden, Colorado, demonstrates, state nuisance laws can also be a powerful weapon for an association to use in dealing with its own residents. In that case, a district judge supported a condominium association’s decision to ban a couple from smoking in their unit. Specifically, the judge found that smoking was a violation of the condominium’s declaration and was akin to playing loud music that disturbed neighboring unit owners. The judge found that, according to the declaration, “no nuisance shall be allowed…which is a source of annoyance to residents,” and that the odor from drifting cigarette smoke “constitutes a nuisance.”

It’s easy to see why a court decision banning people from performing a legal act in their own home, much less in their neighborhood, can create controversy as this decision did when it was announced in the media this past November. But nuisance provisions are unique—as both covenants and legislation. Rarely does a court allow you to stop conduct that’s otherwise legal from taking place on someone’s own property. Nuisance laws, however, typically let you obtain an injunction, along with damages, even when a person’s use of his or her land doesn’t violate any local zoning or other ordinances. In such cases, a court usually employs a standard that asks a judge or jury to determine if a “reasonable person” would find the conduct offensive. If so, an injunction may be warranted.

As the U.S. Supreme Court eloquently put it 80 years ago, in a case called Village of Euclid, Ohio v. Ambler Realty Co.: “A nuisance may be merely the right thing in the wrong place, like a pig in the parlor instead of in the barnyard.” In other words, whether something is a nuisance depends largely on context. Thus, in Euclid, the Supreme Court for the first time recognized the power of a municipality to create zones of land—zoning—in which otherwise permitted uses were restricted. Today, a court will fully examine the relationship between the nature of a particular use that is alleged to be a nuisance and its location within, or with respect to, a neighborhood. In most cases, the court conducts a benefit-and-burden analysis to assess several criteria, including the direct and indirect impact the use has on your community (and, more specifically, on your residents’ use and enjoyment of the property), any benefits it adds to the neighborhood, its negative effects, and the length of time the use has existed.

Before filing a nuisance complaint, prepare yourself by examining the relevant statute in your jurisdiction. Georgia’s nuisance statute, for example, uses fairly common language: “Nuisance is anything that causes hurt, inconvenience, or damage to another, and the fact that the act done may otherwise be lawful shall not keep it from being a nuisance. The inconvenience complained of shall not be fanciful, or such as would affect only one of fastidious taste, but it shall be such as would affect an ordinary, reasonable man.” Most state nuisance statutes use similarly broad terms that leave the determination to a judge or jury. (As a side note, in most states, a civil defendant doesn’t have a right to a jury trial when the plaintiff is asking only for an injunction. However, if a plaintiff is seeking monetary damages, the defendant usually can insist on a jury. This is an important distinction in nuisance cases, because it can be difficult to convince a local jury that people’s use of their own property should be regulated.) Some form of the “reasonableness” test is also traditionally used to qualify who would be “annoyed” or “inconvenienced” by the nuisance. As the Georgia statute makes clear, it must offend not just someone of extreme sensitivities, but “an ordinary, reasonable man.”

Thus, courts have come down against noxious odors caused by everything from 30,000-chicken poultry houses in Georgia (in 1995’s May v. Brueshaber), to a wood-burning stove in someone’s home in Nebraska (1996’s Thomsen v. Greve), to airplane fuel at a private airport, again in Georgia (1971’s Camp v. Washington). Courts have also targeted loud noise, from a radio blasting outside a window for the specific purpose of harassment in Georgia (1987’s Hardwick, Cook & Co. v. 3379 Peachtree, Ltd.), to a racetrack in Alabama (1993’s Patterson v. Robinson), to a holiday light display and the spectator traffic it generated in Arkansas (1995’s Osborne v. Power). And courts have clamped down on environmental nuisances as well, including the continuing discharge of chemicals into the ground caused by a leaking pipeline in Georgia (1992’s Hoffman v. Atlanta Gas Light Co.) and “collecting water on one’s property in a greater quantity than normal and causing it to flow into another’s land in greater quantity than before” (1950’s Cox v. Martin).

Often it’s a unique or unusual use of land relative to the surrounding area that triggers nuisance litigation. In 1999’s Superior Farm Mgmt. v. Montgomery, for example, the builders of a commercial hog-breeding facility challenged a Georgia court’s decision to stop the facility’s construction after neighbors protested such an abnormal and noxious use in their area. But the Supreme Court of Georgia found that the residents “proved to a reasonable degree of certainty that there was a substantial threat that they would be irreparably damaged, hurt, inconvenienced, or injured by defendants’ construction of the proposed swine facility.”

Not that every nuisance claim is upheld. In 1998’s Berardo v. Emro Marketing, a Michigan business owner sued a company whose service station had reported a release of gasoline that was spreading to her property. The plaintiff claimed a loss of value in her property, even though the leak hadn’t actually reached it yet. Michigan law defines a private nuisance as “the intentional interference with the use and enjoyment of the land by those entitled to the use.” The court stated that a showing of trespass is not sufficient if there is not “a showing of a substantial interference” with the use and enjoyment of the plaintiff’s property, and found that the plaintiff’s business remained successful both before and after the contamination had occurred. Because her business was virtually unimpaired by the contamination, the court denied her nuisance claim.

As new communities and new land uses are developed every day, the covenants, laws, and procedures concerning nuisances constantly evolve. Whether you’re a board member, manager, attorney, or other community leader, it’s essential that you be aware of the relevant laws in your jurisdiction. Remaining current on the changes in this ever-growing area will help to protect your neighborhood, your properties, and your residents from the hazards, injury, loss in value, and plain inconvenience that nuisances can cause.

Common Ground, March/April 2007

 

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