HOA Justice Now

Omega Villas 2026 Budget Study

📊 2026 Proposed Budget – Expense Increase Analysis

OPERATING EXPENSES (Selected Major Categories)

2025 → 2026 Maintenance Fee Comparison (Official Figures)

For More Detailed Information – Watch YouTube Video Below With Track Summaries

Category2025 Budget2026 ProposedIncrease% ChangeNotes
Legal Feesvaries by phase (approx. $37k+ YTD in 2024)$40,000+ (via reserve recategorization & added legal subaccounts)+ substantial—Continues a pattern of elevated spending. Large reclassification of legal costs warrants review.
Security Detail$1,500$6,000+$4,500+300%Increase noted without clear operational rationale.
Landscape Replacement/Removal$2,000$35,000+$33,000+1650%Significant increase. Supporting detail, scope, or bids not found in minutes.
Exterminating & Pest Control$1,200$1,200$00%Normal.
Termites – Drywood$24,724$3,000–$21,724–88%Indicates the large 2025 termite treatment was a one-year expense.
Repairs & Gutters$13,444$1,000–$12,444–93%Suggests major 2024 repairs were temporary or construction-related.
General Repairs & Maintenance$1,500$1,500$00%Stable; no increases documented in minutes.
Accounting$3,600$3,600$00%Accounting remains unchanged year-over-year; no increase is shown.
NOLA Letters$0$950+$950NEWCategory does not appear in minutes; purpose unclear.
Sidewalk Repairs$0$48,000+$48,000NEWNot previously listed in meeting notes; no engineering report referenced this amount.
Management Fees$6,000$6,300+$300+5%Typical annual adjustment.
Roof Inspection Fees$1,250$1,250$00%Already included in engineering oversight costs — may require clarity to avoid duplication.
Common Area Operating Expenses$210,941$201,719–$9,222–4%Overall decrease conflicts with the scale of the proposed dues increase.
Tree Trimming~ $12,500(not explicitly itemized in this Phase II chart)——Tree costs showed large overages in 2024; documentation of new pricing not included.
Office & Admin$2,000$7,000+$5,000+250%Category appears expanded with no supporting backup.
Alarm Monitoring (Clubhouse)$1,320$2,320+$1,000+75%Supporting bids not referenced.
Alarm Monitoring (Other)$250$1,500+$1,250+500%Not previously discussed in minutes.
Maintenance / Janitorial P/R$55,200$57,960+$2,760+5%Standard payroll increase; no detailed breakdown provided.
Unit Type2025 Monthly2026 MonthlyIncrease% Increase
2 Bedroom (yours)$625$719+ $94+ 15.0%
3 Bedroom$750$862+ $112+ 14.9%

Annual Impact

Unit Type2025 Annual2026 AnnualIncrease
2 Bedroom$7,500$8,628+ $1,128/yr
3 Bedroom$9,000$10,344+ $1,344/yr

Summary 1: How Much 2026 Fees Are Increasing

The Omega Villas Board is proposing the following 2026 assessments:

  • $719/month for a 2/2 (a $94 increase from 2025)
  • $862/month for a 3/2 (a $112 increase)

This represents a 15% year-over-year jump, even though:

  • Insurance costs decreased by $113,900 for 2026
  • Termite tenting was completed in 2025
  • Construction funding obligations remain unchanged
  • And no financial statements have been released since May 2025

This places the total increase from 2024 → 2026 at roughly + $194/month, meaning owners are paying nearly 40% more in just two years with no documented justification.

Summary 2: What’s Driving the Proposed 2026 Budget Increase

A review of the proposed 2026 budget shows that the majority of the increase comes from new, expanded, or significantly adjusted operating categories, rather than from recurring mandatory expenses such as insurance or utilities.

📢Key Drivers of the 2026 Increase

  • + $40,000 Legal Fees
  • + $13,500 Tree Trimming
  • + $12,000 Lawn Maintenance/Mulch
  • + $4,500 Security Detail
  • + $1,250 Alarm Monitoring (non-clubhouse)
  • + $1,000 Clubhouse Alarm Monitoring
  • + $1,200 Pool Contract
  • + $5,000 Office/Admin (within Postage/Admin category)

📢Key 2026 Increases Compared to 2025

These categories show the largest changes from the prior year’s adopted budget:

🚨Operational & Maintenance Adjustments

  • 🚨Landscaping Replacement/Removal
    2025: $2,000 → 2026: $35,000
    Increase: +$33,000
    📢(A substantial increase from the prior year’s allocation.)
  • 🚨Sidewalk Repairs
    2025: $0 → 2026: $48,000
    Increase: +$48,000
    📢(A new line item added for 2026.)
  • 🚨General Repairs & Maintenance
    Remains at $15,500
    (No change, but still a major ongoing cost.)

🚨Administrative & Support Service Adjustments

  • 🚨Office & Administrative
    2025: $2,000 → 2026: $7,000
    Increase: +$5,000
  • 🚨Security Detail
    2025: $1,500 → 2026: $6,000
    Increase: +$4,500
  • 🚨Clubhouse Alarm Monitoring
    2025: $1,320 → 2026: $2,320
    Increase: +$1,000
  • 🚨Additional Alarm Monitoring
    2025: $250 → 2026: $1,500
    Increase: +$1,250

🚨Termite-Related Costs

  • 🚨Termites – Drywood
    2025: $24,724 → 2026: $3,000
    Decrease: –$21,724
    📢(Indicates that the major termite treatment project was budgeted as a one-year cost.)

🚨Common Area Expenses

  • 🚨Common Area Operating Expenses
    2025: $210,941 → 2026: $201,719
    Decrease: –$9,222

📢This shows that the largest recurring category in the community actually decreased for 2026.

🚨Fact-Based Summary

Based on the line-by-line comparisons above:

  • 📢The majority of the proposed 2026 increase is not related to insurance, utilities, or the construction loan.
  • 📢Several categories showing significant increases or newly added costs were not part of the prior year’s budget.
  • 📢Some costs that increased in 2025 (such as termite treatment) are now substantially reduced.
  • 📢The largest category in the budget — common area operating expenses — is lower in 2026 than in 2025.

⚠️These observations provide owners with a clear understanding of where changes are happening and help frame questions for the upcoming budget meeting.

📢Owners received no bids, no backup documents, and no explanation for these increases.

🚨 Key Takeaways — 2026 Budget Red Flags (Updated)

1. 🚨 Legal Fees Increase Is the Most Concerning Shift

$6,000 → $46,000
A $40,000 jump with:

  • 📢no itemized billing
  • 📢no supporting documentation
  • 📢no bids or alternatives
  • 📢no reference in minutes to expanded legal needs
  • 📢no recorded vote authorizing an increase of this scale

This is the largest and least-explained single increase in the entire 2026 proposal.

2. 🌳 Landscaping + Tree Trimming Increase by $25,500 Combined

Both categories surged without any meeting discussion showing:

  • 📢competitive bids
  • 📢schedule changes
  • 📢justification for doubling tree trimming
  • 📢evidence that additional work is required

Tree trimming alone increases by 108%, despite no indication in the 2024 minutes that twice-per-year trimming is necessary.

3. 🚓 Security Costs Quadruple

$1,500 → $6,000

This is a 400% increase even though:

  • 📢off-duty officers are optional, not mandated
  • 📢owners have consistently questioned the need for police presence
  • 📢minutes do not show any vote approving expanded security
  • 📢no supporting contract or proposal has been presented

📢The increase appears administratively added by the potentially Rogue Board, not community-driven.

4. 📈 Administrative & Monitoring Costs Spike

  • 🚨Office/Admin: +250%
  • 🚨Alarm Monitoring (Non-Clubhouse): +500–600%
  • 🚨Clubhouse Alarm Monitoring: +75%

Across these categories, the 2026 proposal does not include:

  • 📢bids
  • 📢invoices
  • 📢explanations for higher activity
  • 📢any reference in minutes to needed upgrades

These increases appear unexplained in the public record.

5. 🗂️ No Documented Board Discussion or Vote on Major Additions

📢According to the available 2024–2025 minutes, there is no record of:

  • 📢a motion authorizing significant changes to legal spending
  • 📢a vote expanding security detail
  • 📢approval of higher landscaping or tree service contracts
  • 📢discussions justifying administrative increases
  • 📢any new vendor contracts relating to these categories

📢This creates a break in transparency between the official record and the proposed budget.

⚠️Why These Numbers Are Alarming

Because the 2025 minutes do not show:

  • 📢any Board-authorized increase in legal scope
  • 📢any Board-authorized expansion of policing/security
  • 📢any directive to increase landscaping or trimming frequency
  • 📢any review of administrative costs
  • 📢any formal votes that match the 2026 budget changes

📢With construction accounting still not posted (July–October 2024 financials missing), owners cannot determine whether operating expenses are being increased to offset undisclosed construction overruns or loan draw issues.

This lack of alignment between budget, minutes, and documentation is the core governance concern.

2026 Proposed Budget Videos

Meeting Summary

This segment continues the budget debate with owners pushing back on large landscaping, sidewalk and monitoring line-items, and the board/management defending the forecasted numbers as statutory and bid-driven. Major themes: statutory deadlines forcing a vote now (mailing/coupon logistics), fear/safety used to justify police/security and sidewalk repairs, legal enforcement and fines (letters, $25 statutory limit vs outsourced certified costs), ongoing construction/window enforcement tied to 40-year certification, and a heated exchange about whether temporary fixes or full remediation should be prioritized. A clear pattern: the board cites legal and insurance risk to accelerate costly repairs that hit owners disproportionately (sidewalks $48k spike, landscaping dozens of thousands), while owners urge delay/less costly options and worry about who bears the cost.

Track-by-Track Breakdown + Headline Risk & Next Evidence Steps

Evidence Exhibits, Attachments and Videos Are Provided Below for Contrast Against the Board’s Assertations!

  • 0:00 – 0:15 | Landscaping + Tree-Planting Requirements (Austro / Permit Track)
    • Discussion opens with tree-planting mandates tied to fence permits, which is directly connected to Austro’s construction/permit flow.
    • Board uses planting requirements as justification for increased landscaping budget.
    • Track: Construction scam setup / permit-driven expenses.
  • 0:15 – 0:40 | Landscaping Cost Jump & Phase 4 Justification
    • Landscaping line jumps from ~43k to ~55k (approx. 28% increase).
    • Board explains: Phase 4 precedent + contractor requirements + tree work.
    • Track: Financial squeeze via inflated vendor line items.
  • 0:40 – 1:10 | Bids Posted / Transparency Dispute
    • Owners ask “Where are the bids?”
    • Multiple owners claim proposals weren’t visible on the portal.
    • Board insists they were posted months ago.
    • Track: Communication lockdown / transparency issues.
  • 1:10 – 1:35 | Contractor Damage → Owner Cost (Astro/Austro)
    • Residents point out trucks (Astro/Austro) causing sidewalk damage.
    • Board acknowledges but shifts to repair costs and trip hazards.
    • Track: Contractor-caused damage being passed to owners.
  • 1:35 – 1:58 | Tree-Trimming Vendor Switch & “Fireworks” Comment
    • Vendor named Tree Works bid ~$19,500.
    • Owner references “the fireworks” (argument from prior meetings).
    • Track: Budget inflation + prior conflict resurfacing.
  • 1:58 – 2:14 | Website Cost Increase
    • Website hosting/support jumps 20+% (“1,200 → ?,500”).
    • Transcript garbled but clearly a cost spike.
    • Track: Administrative overhead inflating.
  • 2:14 – 2:30 | 🚨🚨Legal Fees Ballooning
    • Legal fees through June reportedly over $48,000.
    • Management frames it as needed due to “noncompliant owners.”
    • Track: Rules & enforcement / legal power grab.
  • 2:30 – 2:52 | Insurance Drop Bragging
    • Board claims insurance premium dropped dramatically (“1.2m → 496k”).
    • Used as a political talking point to justify other growing expenses.
    • Track: Financial narrative manipulation.
  • 2:52 – 3:16 | Laptop Purchase for FOB System
    • $1,000 placeholder for laptop dedicated to access control system.
    • Owner concerned about vendor support.
    • Track: Security system upgrades / centralizing control.
  • 3:16 – 3:32 | 🚨🚨Meeting Safety & Fear Narrative
    • Several owners say many “won’t come without police.”
    • Board reiterates people have been “threatened.” This is the early foundation of the Ken Aker ‘gun threat’ narrative you flagged.
    • Track: Security narrative buildup → used later to justify 400% security budget.
  • 3:32 – 3:57 | 🚨🚨Sprinkler & Sidewalk Repairs
    • Tree-planting delayed due to sprinkler breaks.
    • Sidewalk sinks identified as “trip hazards.”
    • Debate on shaving vs. lifting.
    • Track: Ongoing repair justification loop — sets up future spending.
  • 4:20–5:34 | Clubhouse FOB/laptop and alarm system upgrade (security/IT track)
    • What happens: They budget a $1k laptop to reactivate the fob system; talk of outdated laptop and push-bar tied system.
    • Why it matters: Small line item now, but centralizes access/control infrastructure — ties to rules/control and meeting access later. Also easy to up-sell as “safety” later.
    • Next evidence: Vendor quote for laptop/system, scope for reactivating fob system, any contract for the alarm vendor.
  • 5:34–6:36 | Common-area Q&A → Landscaping bids posting dispute (transparency track)
    • What happens: Owner asks if bids were posted; management says proposals will be on portal before Dec meeting; owner says they emailed and can’t find them.
    • Why it matters: Portal/posting inconsistencies = transparency leak. This repeats later and becomes a recurring complaint track.
    • Next evidence: Portal timestamps (upload dates) and email request/response thread proving when proposals were actually posted.
  • 6:36–7:37 | Tree trimming & scope justification (contract/vendor track)
    • What happens: They defend a jump for biannual palm trimming; owner says $12k seems high; Tree Works quoted ~$19,500 earlier in the meeting.
    • Why it matters: Vendor selection & frequency changes are tangible drivers of the +28% landscaping line. Cross-check vendor quotes to spot overpricing or favored vendors.
    • Next evidence: All landscaping/tree-trimming proposals (Tree Works, Proscapes, new vendor) for side-by-side.
  • 7:37–8:10 | Security detail jump flagged (safety/power track)
    • What happens: Security detail line jumps from $1,500 → $6,000 (400%). Manager says many owners and board members “won’t come” without police presence.
    • Why it matters: Safety narrative is being weaponized to justify recurring security spend (and reduce owner meeting oversight). Early seed of the later “threat” track.
    • Next evidence: Security contract/invoice and any incident reports that justify the increase.
  • 8:10–9:15 | 🚨🚨Dispute over physical threats vs yelling (narrative framing)
    • What happens: Owners debate whether physical threats occurred or it’s just “yelling.” Management insists threats happened and security is needed.
    • Why it matters: This builds the emotional case for more security and control of meetings — useful for chilling owner participation later.
    • Next evidence: Written complaints, police reports, or emails referencing threats/incidents.
  • 9:20–9:48 | 🚨🚨Website hosting increase (administrative cost track)
    • What happens: Site hosting line allegedly up 20% (“from 1,200 to ,500” — garbled). Owner unsure what that line covers.
    • Why it matters: Small admin cost but again a garbled number — could hide recurring service fees or consulting. Verify.
    • Next evidence: Website vendor invoice and hosting/service agreement.
  • 9:54–12:26 | 🚨🚨Pool contract / equipment / sprinkler questions (operations track)
    • What happens: Pool pump replaced; pool/spa operational confusion; irrigation/sprinkler proposals promised for Dec meeting.
    • Why it matters: Operational churn + vendor switching creates recurring budget volatility; ties into landscaping delays (sprinklers delaying tree planting).
    • Next evidence: Pool vendor proposals and invoices for new pump; sprinkler repair quotes.
  • 12:31–14:35 | 🚨🚨Planting delays tied to sprinkler repairs (project-dependency track)
    • What happens: They won’t plant large islands until sprinkler lines are fixed; sprinkler line issues are delaying phase work.
    • Why it matters: Creates plausible reason for staggered spending and allows reallocation/deferral excuses. Could be legitimate or tactical.
    • Next evidence: Sprinkler repair diagnostic report, vendor estimates, work orders showing delays.
  • 14:35–17:16 | 🚨🚨Sidewalks sinking + remediation options (liability/repair track)
    • What happens: Sidewalks are 40+ years old; options debated (shaving vs polyurethane lifting). Company identified trip hazards >¼” (legal threshold).
    • Why it matters: Sidewalks are a major liability argument later — they’re already flagging the legal/insurance trigger here. Big dollar risk.
    • Next evidence: Sidewalk vendor survey (marked trip hazards), scope/quote for lift vs shave, insurer comment on risk exposure.
  • 17:16–19:03 | 🚨🚨Portal notification & management communications policy (control track)
    • What happens: Owner asks who answers emails; manager says everything must go through management to avoid 180-copy replies. They claim portal notifications restored.
    • Why it matters: Centralizing communications reduces direct owner-board channels — control lever for information flow and transparency.
    • Next evidence: Management’s written communications policy, email auto-responder text, portal notification logs.
  • 19:03–25:26 | 🚨🚨Financials, system rollout, and legal fees (finance & IT track)
    • What happens: Manager blames rollout by Brian Corbett for slow financials; admits many multi-condos haven’t received financials; legal fees through June ~$48k+.
    • Why it matters: Missing financials reduce owner oversight during budget vote and legal spend is already substantial — governance risk.
    • Next evidence: Date-stamped financial reports, implementation timeline for the new system, ledger showing legal fees.
  • 25:26–29:53 | Budget process explanation & statutory rules (procedure track)
    • What happens: Legal/manager explains Florida statute requires contracted amount or good faith estimate in budget; budgets are forecasts.
    • Why it matters: This is the legal cover they’ll use for high estimates (i.e., “we had to estimate to be compliant”). It’s a predictable defense against owner objections.
    • Next evidence: Florida statute excerpt (budget notice rules) and the manager’s budget worksheet showing basis for each estimate.
  • 30:00 – 30:36 | Budget bids & rationale
    • Board explains bids are out for lawn/landscaping and the budget must include placeholders.
    • Track: Budget procedural / landscaping.
  • 30:36 – 31:20 | 🚨🚨Owner hardship; desire to cut costs
    • Resident: “we’re hurting” — asks what can be cut; questions the $55k figure.
    • Track: Owner pushback / financial squeeze.
  • 31:20 – 32:10 | Statutory deadline / potential mid-year revision
    • Manager/board: Florida statute 14-day mail requirement; possibility to revise budget mid-year if insurance comes lower.
    • Track: Procedural pressure / insurance maneuver.
  • 32:10 – 33:01 | Alarms/monitoring & laptop tie-in
    • Question on alarms/monitoring jump (250→15?; clubhouse 1320→2320); laptop/system tied to push-bar door system.
    • Track: Security/IT upgrades.
  • 33:01 – 33:51 | 🚨🚨Budget surplus concern
    • Owner: surplus will not be returned to owners; distrust that board will refund any savings.
    • Track: Financial distrust / surplus capture.
  • 34:03 – 34:39 | 🚨🚨Termite tenting monthly fee question
    • Owner asks whether extra $100 for termite tenting continues; board clarifies new budget starts Jan 1.
    • Track: Phase-specific charges / temporary fees.
  • 34:59 – 35:25 | 🚨🚨Number & openness of meetings
    • Query about how many public meetings (board + construction meetings); board confirms open meetings.
    • Track: Governance / public access.
  • 35:52 – 36:22 | 🚨🚨ADA sidewalk compliance question
    • Owner asks if sidewalk repairs will meet ADA standards; board unsure — discusses when ADA applies (mill vs repair).
    • Track: Sidewalk / regulatory compliance.
  • 36:22 – 37:10 | 🚨🚨ADA nuance: mill vs repair
    • Brief technical clarification: ADA triggers during full repaving (“mill”); repairs typically address trip hazards only.
    • Track: Sidewalk compliance nuance.
  • 37:10 – 38:17 | 🚨🚨Scope of sidewalk defects (trip hazards)
    • Discussion of allowed gaps, leveling, and why many segments need work.
    • Track: Sidewalk hazard description.
  • 38:31 – 39:26 | Special assessments / coupon books
    • Clarify special assessments (construction is current assessment); coupon book changes; no re-adoption required.
    • Track: Assessments / billing.
  • 39:34 – 40:16 | Zoom meetings suggestion / access
    • Owner suggests Zoom for those uncomfortable attending; pushback about board members unwilling to attend without police.
    • Track: Access / security.
  • 40:16 – 41:08 | 🚨🚨Value of officer presence
    • Officer/police comment: having officer deters physical altercations; cost quantified ~ $250 per officer.
    • Track: Security justification.
  • 41:08 – 41:49 | Threat claims & safety complaints
    • Multiple people state they’ve been threatened; tension rises.
    • Track: Safety narrative buildup
  • 41:49 – 42:00 | 🚨🚨Explosive line — “a board member threatened to bring a gun” (See Red Flag Summaries Below)
    • A speaker claims “one of the board members threatened to bring gun to this meeting.” Short, explosive statement; immediate reaction.
    • Track: Critical security escalation / alleged violent threat. (FLAG — must source audio/video & identify speaker and accused.)
  • 42:00 – 43:03 | 🚨🚨Back gates question / common-area continuity
    • Owner asks about back gates along Sunrise building; board to follow up. Transition back to common area.
    • Track: Maintenance follow-ups.
  • 43:03 – 44:09 | 🚨🚨Phase 1 common-area line items recap
    • Phase 1 landscaping tied to fence permit closure; extermination and termite lines noted; sidewalk spike $48k referenced.
    • Track: Phase-specific costs / sidewalk spike.
  • 44:09 – 45:03 | 🚨🚨Parking lot & resurfacing needs
    • Owner raises bumpy parking lot; board talks resurfacing for 2027 and interim patching.
    • Track: Asphalt/parking capital planning.
  • 45:03 – 46:19 | Root damage / patching vs replacement
    • Root-based asphalt issues; patchwork vs full resurfacing discussion.
    • Track: Infrastructure triage.
  • 46:19 – 47:39 | 🚨🚨Project timeline optimism
    • Board: project completion expected later; sidewalks done, planting done for phase 4; discussion of remaining tasks.
    • Track: Project scheduling.
  • 48:01 – 49:16 | 🚨🚨Phase 2: landscaping & pest control
    • Phase 2 planned planting, critter issues; sidewalk repairs timeline mid-year; legal costs tied to noncooperation.
    • Track: Phase-specific repairs & enforcement link.
  • 49:16 – 50:28 | 🚨🚨Landscaping accounting question (capitalization)
    • Owner asks whether landscaping ($35k) can be capitalized — management says no, owner suggests rare exceptions.
    • Track: Accounting treatment debate.
  • 50:28 – 51:04 | 🚨🚨Roof inspections question
    • Owner: Why pay for inspections on new roofs? Board: Must maintain roofs to preserve warranty (but not necessarily external paid inspections).
    • Track: Capital maintenance vs unnecessary expense.
  • 51:04 – 53:08 | 🚨🚨Sidewalk repairs vs asphalt / scope confirmation
    • Clarify sidewalk leveling vs asphalt resurfacing; owners ask about scope and cost.
    • Track: Scope clarification.
  • 53:08 – 55:27 | 🚨🚨Certified letters & management vs attorney roles
    • Heated exchange: owner argues management should send letters (cheaper) instead of billing $25–$950; board counters that attorneys are needed where owners resist; fines $250/day referenced.
      • Track: Enforcement cost structure / collection protocol.
  • 55:27 – 56:17 | 🚨🚨Exhaustion over windows & enforcement
    • Strong board tone: “we’re done talking about windows” — engineer’s report will control outcome; association won’t allow windows beyond life.
    • Track: Enforcement finality / 40-year certification.
  • 56:17 – 1:00:42 | 🚨🚨Collection timeline & affidavit proof
    • Board explains 30-day window then to attorney; need affidavit proof of letter sent before collections.
    • Track: Collections process.
  • 1:00:47 – 1:04:02 | 🚨🚨Phase 2 sidewalks & owner hardship plea
    • Owner asks if sidewalk fix can be delayed/softened (signs, phased payments); board rejects delay citing legal/insurance advice.
    • Track: Owner hardship vs fiduciary duty.
  • 1:04:02 – 1:07:44 | Insurance and liability argument repeated
    • Board repeatedly states legal advice/insurance broker say must fix sidewalks; references savings on insurance (common area from $610k→$496k). Argues not fixing increases
  • 1:11:02 – 1:11:40 | 🚨🚨Planting requirement restated (Phase 4 → Phase 3 tie)
    • Track: Permit/planting enforcement — city requires exterior planting where space exists.
  • 1:11:40 – 1:12:18 | 🚨🚨Phase 3 readiness discussion; finish-by-June claim
    • Track: Contractor timeline vs owner skepticism.
  • 1:14:06 – 1:14:53 |🚨🚨 Board: noncompliance driving legal fees; admonition to owners to comply
    • Track: Blame-shifting / legal costs justification.
  • 1:14:53 – 1:15:40 | PACE financing and “community living” bluntness; vote-no commendation
    • Track: Financing options + social/normative pressure (“if you can’t afford it…”).
  • 1:16:01 – 1:16:58 | Operating cash unknowns; manager to check current financials
    • Track: Transparency gaps re current cash/reserves.
  • 1:16:58 – 1:18:09 | 🚨🚨Operating cash ~ $115k; need to keep surplus for emergencies
    • Track: Cash-flow health warning.
  • 1:18:36 – 1:19:10 | 🚨🚨Reserve recommendation: keep 4–6 months operating cash; Phase 3 worst off
    • Track: Reserve shortfall & delinquencies.
  • 1:19:10 – 1:20:14 | 🚨🚨Discussion: can painting reserves be repurposed? Board says yes with owner vote
    • Track: Reserve reallocation mechanics introduced.
    • 1:20:14 – 1:25:35 | Audit numbers read for painting reserves by phase (Phase1: ~$13,957; Phase2: ~$11,85; Phase3: ~$14,74; Phase4: ~$16,342 plus ~$5,800 interest)
      • Track: Reserve balances disclosed (exact numbers read aloud — screenshot this on video).
      • 1:25:35 – 1:26:08 | Motion mechanics explained (proxy vote needed); legal/attorney check suggested
        • Track: Governance/legal procedure for reallocation.
        • 1:26:08 – 1:29:30 | Proxy counts per phase reviewed; major shortfalls identified (phase-by-phase numbers given)
          • Track: Proxy logistics — who’s short and how many needed (callout: Phase1 needs 6 more; Phase4 needs 11 more).
        • 1:29:30 – 1:34:39 | Plans for canvassing/proxy collection; board fatigued but decides to push
          • Track: Proxy drive operational plan.
        • 1:34:39 – 1:36:34 | Motion read aloud and seconded: allow owner proxy vote to move painting reserves to offset 2026 budget

Major Red Flags to Quotes from Meeting:

Evidence Exhibits, Attachments and Videos Are Provided Below for Contrast Against the Board’s Assertations!

  • 🚨🚨Owner financial distress & delay requests
    • What: Multiple owners plead inability to pay now and ask to delay plantings/assessments until Astro finishes; one owner repeatedly says $150+ monthly will “kill” them.
    • Risk: Board’s rigid timeline vs owner hardship — potential for outsized financial harm, foreclosures, or inequitable enforcement.
    • Evidence to pull: Owner financial hardship statements, payment plan offers, PACE/financing docs offered, foreclosure threat logs.
    • 🗣️💬Whistleblower Response:
      • 🔥 FALSE CLAIM: “The Board is following statutory requirements in budgeting.”
      • ✔️ Fact-Based Rebuttal:
      • Statutory language was used selectively to justify inflated, front-loaded estimates — not actual signed contracts.
      • Budgets are forecasts, not mandatory allocations. Oversized placeholders create artificial urgency and financial pressure on owners.
  • 🚨🚨Gun-threat allegation (41:49–42:00) — highest priority. Get raw audio/video and identify speaker(s). If false/staged, it’s possibly used to manipulate security spend and attendance.
    • “No board member nor unit owners feel safe coming to these meetings.” (useful to justify security increase — check for who said it and when) After watching this section, Whistleblower confirmed – Ken Aker, Former President, made statement and Kaelani Brown rebutted his statement as inaccurate/incorrect!
    • Risk: Fear narrative used to normalize security budget and suppress attendance; the gun comment is explosive — must be traced (who said it, who was accused). Could be used later to justify heavier enforcement.
    • Next evidence: Incident reports, police/911 call logs, statements from Ken Aker (if he spoke later), video/audio clips of the threat claim, any follow-up board notes.
    • 🗣️💬Whistleblower Response:
      • 🔥 FALSE CLAIM: “Security budget had to increase 400% because people were threatened.”
        • ✔️ Fact-Based Rebuttal:
        • There is no police report, documented incident, or verified threat supporting the Board’s narrative.
        • The only “threat” publicly cited was Ken Aker’s false statement about a gun — immediately corrected by an owner on camera.
        • Dozens of videos show the Whistleblower being threatened, not the Board.
  • 🚨🚨Windows / 40-year recertification enforcement
    • What it is: Board repeatedly says windows beyond useful life per engineer; association will not permit reinstalling old windows — ties into fines and construction meeting exhaustion.
    • Risk: Heavy enforcement tied to building lifecycle can be weaponized to push owner compliance and justify contractor-driven work.
    • Next evidence: Engineer reports, 40-year certification documentation, notices sent to window owners, fines ledger.
    • 🗣️💬Whistleblower Response:
      • 🔥FALSE CLAIM: “All windows must be replaced because of furring strips.”
        • ✔️ Fact-Based Rebuttal:
        • The Board repeatedly claimed that furring strips made window replacements mandatory. This is false.
        • Furring strips were installed by Austro — without owner consent, contrary to code, and not required by any city notice or engineering report. Their addition created the appearance of noncompliance. Units that never had the strips installed were never cited for window noncompliance, proving the underlying windows were not the issue.
      • 🔥 FALSE CLAIM: “Owners’ windows are beyond useful life and must be changed for 40-year recertification.”
        • ✔️ Fact-Based Rebuttal:
        • No engineering report, city inspector, or 40-year recertification requirement mandates full window replacement.
        • The engineer’s report focuses on structural systems, not individual unit windows. The Board uses “40-year” as a blanket justification for costly contractor work that was never requested by the city.
      • 🔥 FALSE CLAIM: “Austro’s work was required by law / the city / the engineer.”
        • ✔️ Fact-Based Rebuttal:
        • The Board approved work that the city did NOT order.
        • Multiple videos confirm the city’s citations did not require full-unit window replacement, furring strip installation, or forced construction timelines. These were Board-driven expansions of scope that financially benefited the contractor, not owners.
  • 🚨🚨Landscaping & tree-planting / phase-specific costs
    • What it is: Continued defense of $35k–$55k landscaping line, city-mandated plantings tied to fence permits. Phase differences emphasized (Phase 4 vs 1–3).
    • Risk: City/permit tie-in used to make expenses appear mandatory; potential for overestimation or vendor steering.
    • Next evidence: All landscaping bids, city permit language for planting, vendor selection notes, phase-specific lists of units needing plantings.
  • 🚨🚨Roofing/inspection & capital maintenance debate
    • What it is: Owner questions paying for roof inspections on new roofs; management says maintenance required to preserve warranty.
    • Risk: Possible unnecessary recurring expenditures (paid inspections) or mischaracterization of what maintenance requires.
    • Next evidence: Warranty language, contractor/roofing maintenance schedule, invoice history for roof inspections.
  • 🚨🚨Sidewalk repairs / ADA & liability narrative (big headline)
    • Sidewalk spend ($48k spike) — board cites legal liability; collect concrete proposals and insurer correspondence to confirm actual risk vs convenience.
    • What it is: Sidewalks flagged as trip hazards; board cites legal advice and insurance risk; $48k sidewalk figure referenced. Strong push to repair now rather than temporary signage/shaving.
    • Risk: Urgency + liability talk used to justify immediate capital spend — may be leveraged to compel owner payment or assessments.
    • Next evidence: Full sidewalk proposals (scope + price breakdown), liability/legal memos, insurer/broker comments acknowledging sidewalk issues, photos/videos of hazard areas, cost/benefit of shaving vs injection/lift.
    • 🗣️💬Whistleblower Response:
      • 🔥 FALSE CLAIM: “Sidewalks must be repaired immediately due to legal liability.”
      • ✔️ Fact-Based Rebuttal:
      • Sidewalk work was selectively enforced and financially exaggerated.
      • The Board ignored cheaper alternatives (shaving, injection, phased repair) and pushed a $48k spend using “liability” as justification — despite no recorded incidents, no insurance mandate, and no evidence that immediate replacement was required.
      • Owners documented (on video) Austro/Astro’s trucks cracking sidewalks and sprinkler lines.
      • Instead of holding the contractor accountable, the Board passed these repair costs directly to owners.
  • 🚨🚨Asphalt/parking resurfacing timeline (2027)
    • What it is: Resurfacing deferred to 2027; interim patching discussed.
    • Risk: Ongoing patchwork increases long-term costs and sets stage for larger future assessments.
    • Exhibit: Austro/Astro impact — photos/video of trucks, sidewalk damage quotes, contract/permit language requiring tree planting.
    • Next evidence: Resurfacing estimates, asset life schedules, previous maintenance logs.
    • 🔥FALSE CLAIM: “Contractor-caused damage is ‘just wear and tear’ that owners must pay for.”
    • ✔️ Fact-Based Rebuttal:
    • Owners documented (on video) Austro/Astro’s trucks cracking sidewalks and sprinkler lines.
    • Instead of holding the contractor accountable, the Board passed these repair costs directly to owners.
  • 🚨🚨Legal Expenses, Enforcement & collection mechanics (letters, fines)
    • Certified-letter outsourcing ($950 vs $25) — document invoices and vendor contracts showing who profits.
    • What it is: Debate over certified-letter process ($25 statutory vs $950 vendor), phone outreach by staff, timing to attorney turn-over after 30 days, fines $250/day discussed. Board insists on attorney involvement for noncompliers.
    • Risk: Outsourcing enforcement increases costs to owners; inconsistent practice may be exploited to manufacture collection revenue or penalize targeted owners.
    • Next evidence: Copies of invoiced certified-letter batches, management/attorney retainer, accounting entries for collection fees, sample letters and timeline to attorney referral.
    • 🗣️💬Whistleblower Response:
      • 🔥 FALSE CLAIM: “Legal fees are high because owners refuse to comply.”
      • ✔️ Fact-Based Rebuttal (Expanded + Exhibit L2 Integration):
      • Legal fees ballooned because the Board repeatedly outsourced routine management tasks to the Association’s attorney, Rhonda Hollander — not because owners were refusing to comply.
      • Exhibit L2 shows clear patterns where Hollander was used as an enforcement weapon, not a legal advisor:
      • Certified letters costing $25 by statute were replaced with attorney-driven letters billed at $300–$950 each, dramatically increasing owner charges.
      • Simple communication items that management is responsible for — notices, reminders, clarifications — were routed through Hollander to inflate costs and intimidate owners.
      • Owners were threatened with attorney fees, liens, and collections over issues that never required legal intervention, such as window questions, portal problems, and document requests.
      • Collections were triggered prematurely — often before owners received the required written notices — creating a pipeline of artificial attorney fees.
      • Hollander’s involvement increased immediately after owners raised concerns about construction issues, governance violations, and transparency, suggesting her role was reactive and punitive rather than remedial.
      • Hollander began appearing at Board meetings only after major accountability challenges (e.g., the October 31, 2024 confrontation), showing her presence was part of a governance/crisis-control strategy.
      • These actions transformed routine HOA functions into attorney-driven revenue events, artificially inflating legal expenses and creating financial pressure on owners who did nothing wrong.
      • This is a Board-created cost escalation — not owner noncompliance.
      • Exhibit L2 confirms that Hollander’s office was repeatedly weaponized to intimidate owners, escalate routine issues into billable legal events, and suppress dissent — a pattern that directly contradicts the Board’s claim that legal fees rose due to ‘uncooperative owners.
      • Exhibit L2 further indicates that legal counsel has been utilized in ways that appear to primarily benefit a subset of Board Officers and may disadvantage owners attempting to exercise their statutory rights.
        The documented pattern includes premature legal escalation, attorney-directed communications for non-legal matters, and increased costs attributed to actions initiated by the Board rather than owner behavior. This raises concerns about whether counsel is being used appropriately and in the community’s collective interest.

Evidence Collected Exposing the Truth

Based on the evidence collected, I believe certain board decisions and expenditures reflect a pattern where HOA resources are being used to target or pressure owners rather than assist them, especially in areas such as enforcement, communications, and vendor-driven costs. This pattern deserves independent review.

🛑Associated Evidence Videos Based on Attacks/Threats on Whistleblower:

The pattern of spending, communication control, and selective enforcement suggests HOA resources are being used in ways that harm or pressure owners. This warrants independent oversight.”

2026 Proposed Budget