Friday September 18, 2026
Strong communities are not built on unanimous agreement. They are built on trust.
For community association board members, that distinction matters. Even thoughtful decisions grounded in your governing documents, financial responsibilities and the community's long-term needs can face questions or opposition. While you may not be able to bring every resident to the same conclusion, you can create a process that helps people feel informed, heard and respected.That was the focus of a recent FirstService Residential board education webinar, Creating community buy-in: Turning residents into partners. Moderated by Mathew Eberius, regional vice president of strategy and business operations, the conversation featured insights from Amy Bazinet, senior vice president overseeing Colorado operations; Erin Scott, general manager of Scottsdale House in Arizona; and Eric Zarr, general manager of Four Seasons at Beaumont in Southern California.
Together, they shared practical ways boards can strengthen trust, encourage meaningful participation and communicate more effectively through difficult decisions.
Community buy-in isn't about unanimous agreement
Community buy-in does not mean every resident supports every decision. In a diverse community, complete agreement is rarely realistic.Instead, buy-in happens when residents understand how a decision was reached and believe their perspectives were considered.
"Agreement shouldn’t be the goal. Trust in the process is the goal."Eric offered a similar perspective. A resident may believe one option was better than the one the board selected, but still recognize that the board considered both choices. What matters is whether residents can say, “I shared my opinion. The board looked at it, and even though they made a different decision, I know I was heard.”
Amy Bazinet, senior vice president, Colorado
That trust can make difficult decisions easier to navigate, particularly when boards are addressing rising costs, major repairs, insurance increases or other issues that directly affect residents.
Trust is built before you need it
Trust is much harder to build when your community is already dealing with a crisis. That's why it's important to communicate consistently year-round, not just when there's bad news to share.Amy explains,
"Boards that only reach out during a crisis can train residents to associate board communication with bad news."Regular newsletters, HOA meeting recaps, project updates and financial information give residents greater visibility into the work happening behind the scenes. Just as importantly, communication should explain why something is happening, not simply announce what the board has decided.
Why was a particular vendor recommended? Why is a project necessary now? What risks did the board evaluate? What alternatives were considered?
Following through matters, too. If the board says a repair will be completed by spring, residents expect to see progress by spring. When circumstances change, a quick update and revised timeline can go a long way toward maintaining trust.
Erin emphasized that credibility can suffer when residents experience a disconnect between what the board says and what actually happens.
"Residents can accept a lot of difficult decisions when they see the why and when the board is being honest, consistent and accountable."
Erin Scott, general manager of Scottsdale House in Arizona
Create more than one way to participate in the community
Town halls and open board meetings are valuable, but they do not always capture every perspective in the community. Some residents are uncomfortable speaking publicly. Others may be unable to attend because of work, caregiving responsibilities or scheduling conflicts.Erin adds,
"You have to create multiple ways for people to participate."Those options might include:
- Short surveys
- Small-group conversations
- Committees and task forces
- Virtual town halls
- Office hours
- Direct outreach from board members
- Informal community conversations
Erin explains,
"The goal is never to make every voice equal in volume. It’s to make sure you’re getting feedback from across the community, not just from the loudest people."
Give HOA committees a clear purpose
HOA committees can help residents contribute their knowledge while giving the board more complete information.Eric described how committees at his community participate throughout a project, from reviewing resident ideas and gathering bids to evaluating options and making recommendations. By the time a proposal reaches the board, residents can see the research, discussion and evaluation behind it.
However, the board should establish clear expectations from the beginning.
Eric advises,
"Be upfront about what’s negotiable and what isn’t."For example, a board may ask a committee to evaluate three landscaping companies and provide input on priorities. That is different from asking whether the community should replace its landscaping at all.
Clearly defining the scope helps residents understand how their feedback will be used while preserving the board’s decision-making authority.
Once a decision is made, close the loop.
Erin adds,
"If residents took the time to provide feedback, they deserve to know what happened and why the board may not have moved in that direction."
Fight misinformation with clarity, not conflict
Misinformation can spread quickly, particularly through unofficial social media groups. A board’s instinct may be to ignore it or respond defensively. Neither approach is always helpful.Amy says,
"Speed matters, but the response should be calm. Correct the record through official channels, not by engaging in comment threads."Depending on the situation, that could mean posting an update on the community website, sending an email or addressing the issue during a meeting. If the board does not yet have all the information, it can acknowledge the concern and let residents know when to expect another update.
Erin cautioned that not every online comment requires a response.
"The goal should be to respond when communication adds clarity, not simply because somebody is demanding an answer."If misinformation contains some truth, acknowledge it. Then explain what is accurate, what remains under review and what the board is doing next. Focus on the facts rather than the personalities involved.
Help residents understand the why behind the numbers
Financial decisions can be especially difficult because they affect every household.Eric shared an example from a community where insurance costs increased 89%, despite the association budgeting for a 20% increase. The result was the community’s first special assessment. The board used town halls and email updates to explain the bids received, the financial impact and why additional funding was necessary.
Amy recommended approaching financial challenges as a shared problem.
"It’s not that we’re imposing this upon you. All of us are in this together, and these are the steps we’re taking to get through it."Boards can also involve their community management team and financial, insurance, legal or reserve professionals when specialized guidance is needed. These partners can help boards evaluate options and explain complex information in ways residents can understand.
For FirstService-managed communities, resources such as FirstService Financial, Inc. can provide additional expertise in areas like banking, insurance and lending solutions, helping boards evaluate options and communicate decisions with greater confidence.
One message, one direction
The community manager often serves as the bridge between the board and residents, helping information flow in both directions while keeping everyone focused on the community’s goals. While the board governs and makes decisions, the manager provides context, implements board direction and helps communicate the process.Erin says,
"A good manager should be able to give the board an honest perspective on what we’re hearing from residents. At the same time, the manager needs to maintain the proper lines of responsibility."Alignment is essential. Board members, managers and on-site associates should have the same key facts so residents do not receive conflicting answers.
As Eric put it, everyone should be “working from the same sheet of music.”
Take the first step today
Building community buy-in does not require an elaborate new program. Your board can begin with one meaningful action:- Share an update about an issue residents have not heard about recently.
- Invite residents to an informal conversation before finalizing a proposal.
- Survey the community through a brief, focused questionnaire.
- Ask residents with relevant experience to join a committee.
- Review an upcoming agenda and provide supporting context in advance.
Continue the conversation
Building trust does not happen overnight. Community buy-in is built through consistent communication, transparency and a genuine willingness to listen. When your board communicates early, listens thoughtfully and explains its reasoning, residents are more likely to trust the process, even when they disagree with the outcome.If you were unable to attend the webinar, watch the full Creating community buy-in: Turning residents into partners recording to hear additional strategies and real-world examples from our panelists.
You can also explore upcoming board education webinars and past recordings for more practical guidance to support your board and community by clicking here.
To learn how FirstService Residential can support your community's vision, contact a member of our team.
This information is provided for general informational purposes only and is not intended to constitute, and should not be relied upon as, legal, regulatory, financial, or operational advice, or as a representation or guarantee of any specific services, capabilities, or outcomes. Property management needs, regulatory requirements, market conditions, and available services vary by jurisdiction, property type, and community. FirstService Residential provides services through locally based affiliates and associates, and services and results may vary by community, region, contractual terms, and applicable law.