Certified Manager of Community Associations (CMCA) Practice Test

Our Certified Manager of Community Associations (CMCA) Practice Test Questions and Answers are designed for candidates preparing for the CMCA certification examination and for community association managers who want structured practice across the knowledge areas tested by the current exam. The material uses original, scenario-based questions covering governance, financial management, risk, meetings, property maintenance, and contracting—the practical decisions a community association manager may encounter.

The practice material is based around the current CMCA examination content and is intended to reinforce understanding, help identify weak areas, and build familiarity with four-option, best-answer questions. It is an independent preparation resource and is not affiliated with or endorsed by CAMICB or Pearson VUE.

How This CMCA Practice Test Helps You Prepare

This practice test gives you a structured way to apply community association management concepts rather than relying only on memorization.

• Practice original exam-style multiple-choice questions with four answer choices.
• Work through realistic management scenarios involving boards, owners, vendors, contractors, budgets, meetings, and association property.
• Review detailed explanations to understand why an answer is the best choice.
• Use incorrect answers to identify knowledge gaps and subjects that need additional study.
• Strengthen decision-making skills involving governing documents, policies, financial controls, risk, maintenance, and contracts.
• Practice interpreting situations where more than one option may initially appear reasonable.
• Build familiarity with the type of professional judgment expected of an early-career community association manager.

The questions are designed to complement, not replace, the official CMCA Study Guide, Handbook, and other preparation resources.

What Is the CMCA Exam?

The Certified Manager of Community Associations (CMCA) examination is a standardized certification exam administered by the Community Association Managers International Certification Board (CAMICB). The current examination is computer-based and administered through Pearson VUE.

• Exam format: 120 multiple-choice questions
• Scored questions: 100
• Unscored pilot questions: 20
• Time limit: 2.5 hours
• Response format: Four options with one correct or best answer
• Testing provider: Pearson VUE
• Delivery: Computer-based testing
• Result: Pass or fail is provided after testing, with additional score reporting for candidates who do not pass.

The current content outline was updated in December 2024 following a job analysis conducted in 2021–2022. CAMICB has stated that another job analysis survey is planned for 2026–2027, so candidates should verify official information for future blueprint changes.

What Score Do You Need to Pass the CMCA Exam?

The current CMCA scoring system uses a 100–800 scaled score, with 600 as the passing score. The scaled score is not a simple percentage of questions answered correctly because the exam uses equating to account for differences among exam forms.

• Candidates who pass receive a PASS result rather than a numerical score.
• Candidates who do not pass receive a DID NOT PASS result and a numerical score.
• The exam contains 100 scored items and 20 unscored pilot items.
• There is no penalty for incorrect responses.
• The examination is criterion-referenced rather than based on comparison with other candidates.

Because the official passing score is based on a scaled scoring system, candidates should focus on mastering the tested knowledge rather than trying to calculate a fixed percentage needed from a practice test.

What Topics Are Covered on the CMCA Exam?

The current CMCA blueprint organizes the examination into six domains. The weighting provides a useful guide for deciding where to spend study time.

Governance and Compliance — 23%

This area includes governing documents, rule enforcement, assessments and collection policies, board and manager responsibilities, committees, conflict resolution, architectural procedures, records, compliance, and when legal clarification may be appropriate.

Financial Management — 20%

Candidates should understand budgets, financial reports, accounting principles, assessment collection, reserves, investments, audits, financial controls, variances, liabilities, and financial decision-making.

Meetings and Events — 18%

This domain covers meeting preparation, notices, agendas, elections, member eligibility, quorum, minutes, board packets, events, meeting facilitation, presentations, and action-item tracking.

Risk Management — 15%

Important concepts include insurance, exclusions, claims, internal controls, security, confidentiality, emergency planning, disaster response, environmental risks, and protection of people, property, and association assets.

Property Maintenance — 14%

This domain addresses inspections, preventive maintenance, work orders, property condition, maintenance documentation, service-provider performance, energy management, sustainability, equipment, hazards, and maintenance planning.

Contracting — 10%

Candidates should be comfortable with RFPs, bids, quotes, contract provisions, vendor qualifications, management agreements, negotiations, amendments, insurance requirements, and contract oversight.

The updated blueprint also places greater emphasis on areas such as meetings and events, property maintenance, risk management, environmental sustainability, facility energy management, and disaster management planning.

What Is Included in This CMCA Practice Test?

This digital preparation resource provides a substantial bank of original CMCA practice questions and answers developed around the current examination domains.

• Multiple-choice practice questions
• Correct answers
• Detailed answer explanations
• Explanations of why the other choices are incorrect
• Short study-guide notes with each question
• Scenario-based community association management situations
• Governance and compliance practice
• Financial management situations
• Risk management scenarios
• Meetings and election situations
• Property maintenance decisions
• Contracting and vendor-management scenarios
• Practical board and manager decision-making situations

The material is designed for repeated practice. Candidates can work through the questions sequentially or use specific subject areas to concentrate on weaker portions of their preparation.

Who Can Take the CMCA Exam?

CAMICB currently provides three pathways for examination eligibility. Candidates must meet one of the recognized eligibility options and agree to abide by the CMCA Standards of Professional Conduct.

• Education pathway: Complete and pass an approved prerequisite course in community association management.
• Experience pathway: Demonstrate at least two years of experience as a community association manager for a one-time prerequisite-course waiver. CAMICB specifies that the experience must be as a community association manager, not an assistant manager.
• License or credential pathway: Hold an active license or credential approved by CAMICB’s Board.
• Membership in a community association is not required for CMCA certification.

Candidates should confirm their individual eligibility with CAMICB before relying on any general preparation information.

How to Register for the CMCA Exam

The registration process begins with meeting the eligibility requirements and submitting the CMCA application. Once the application is approved, CAMICB provides an Authorization to Test (ATT) email with instructions for scheduling through Pearson VUE.

The general process is:

1. Meet one of the CMCA eligibility pathways.
2. Submit the CMCA application and required information.
3. Receive approval and the Authorization to Test information.
4. Schedule the examination through Pearson VUE.
5. Select an available testing date and location.
6. Complete the examination within the applicable authorization period.

CAMICB currently states that candidates have one year from application approval to schedule and take the examination. Appointment changes must be handled through Pearson VUE, and the current handbook specifies a 24-hour advance requirement for ordinary cancellation or rescheduling without forfeiting the exam fee.

Official application and scheduling requirements can change, so candidates should verify the latest information directly with CAMICB and Pearson VUE before registering.

How This Practice Material Was Developed

The practice material is organized around the current CMCA subject areas and focuses on applying concepts to realistic community association management situations.

The questions emphasize:

• Governing-document interpretation and administrative procedures
• Board and manager responsibilities
• Financial analysis and internal controls
• Assessment and reserve planning
• Risk identification and mitigation
• Meetings, elections, and member participation
• Preventive property maintenance
• Vendor and contractor oversight
• Contract administration
• Practical decision-making and documentation

The current CAMICB content outline itself is built from validated knowledge and task statements describing what community association managers should know and be able to do.

Study Tips for the CMCA Exam

A strong CMCA study plan should focus on understanding why a particular action is appropriate rather than memorizing answer letters.

• Start with the current six-domain content outline.
• Give additional study time to higher-weight domains, especially Governance and Compliance, Financial Management, and Meetings and Events.
• Keep a list of questions you miss and group the mistakes by topic.
• Review the explanation after every missed question.
• Practice distinguishing the manager’s role from the board’s decision-making authority.
• Review financial reports, budgets, reserves, collections, and internal controls.
• Practice scenarios involving vendor contracts, property inspections, risk, and resident communications.
• Use timed practice after you are comfortable with the underlying concepts.

CAMICB recommends using its content outline as a preparation roadmap and suggests assessing individual strengths and weaknesses so study time can be targeted effectively.

Is the CMCA Exam Difficult?

The difficulty depends heavily on a candidate’s familiarity with community association management concepts and ability to apply them to practical situations. The exam is not simply a vocabulary test; its content reflects the knowledge and tasks expected of community association managers.

Candidates should be particularly comfortable with situations involving:

• Competing priorities and incomplete information
• Governing documents and association policies
• Board-manager responsibilities
• Financial variances and funding decisions
• Risk and insurance considerations
• Vendor performance and contract terms
• Maintenance priorities
• Meeting and election procedures
• Documentation and recordkeeping
• Knowing when qualified professional guidance is appropriate

Practicing scenarios can be especially useful because the best answer often depends on identifying the correct process rather than choosing the quickest action.

What Should You Know Before Taking the CMCA Exam?

Candidates should understand both the content of the examination and the administrative requirements surrounding the testing process.

• The current exam contains 120 questions, with 100 scored and 20 unscored pilot items.
• Candidates have 2.5 hours to complete the exam.
• Pearson VUE administers the computer-based examination.
• The current passing standard is 600 on a 100–800 scaled score.
• The exam covers six domains rather than the older eight-domain structure.
• Candidates should use the current blueprint rather than older CMCA study materials that reflect the retired content outline.
• The official handbook should be checked for current testing procedures, identification requirements, scheduling policies, and other exam-day details.

Exam Day Tips for the CMCA

Good exam-day preparation starts before arriving at the testing center.

• Confirm your appointment details with Pearson VUE.
• Review the identification and testing requirements provided with your appointment information.
• Arrive early enough to complete the check-in process without unnecessary stress; the CMCA Handbook recommends arriving at least 15 minutes early.
• Read every question carefully before selecting an answer.
• Look for words such as first, best, most appropriate, or next.
• Do not spend excessive time on one difficult question.
• Use the remaining time to review questions you marked for reconsideration.
• Keep your focus on the facts presented rather than assumptions that are not included in the scenario.

Testing accommodations, when applicable, should be requested through CAMICB’s established accommodation process before scheduling the examination.

Common CMCA Exam Preparation Mistakes to Avoid

Many preparation problems come from studying the material too narrowly rather than understanding how the domains connect in actual association management.

• Memorizing practice-test answers instead of understanding the underlying concept.
• Studying only governance while neglecting financial management, meetings, risk, maintenance, or contracting.
• Using an older study guide without checking whether its blueprint is current.
• Ignoring the difference between association revenue and available cash.
• Treating every physical problem as an emergency without evaluating risk and urgency.
• Assuming the lowest contractor price is automatically the best choice.
• Overlooking contract terms when evaluating vendor requests.
• Forgetting to document complaints, inspections, decisions, and corrective actions.
• Assuming a manager can make a decision simply because it seems operationally reasonable.
• Choosing an answer that sounds convenient instead of one supported by the governing documents, policy, contract, or appropriate professional guidance.

How to Pass the CMCA Exam

The most useful approach is to combine content review with repeated application of the concepts through realistic questions.

Begin with the current CAMICB content outline, assess your familiarity with each domain, and then spend more time on areas where your understanding is weaker. Use practice questions to test application, review every missed answer, and return to the relevant concept before attempting similar questions again.

A practical study cycle is:

Learn → Practice → Review mistakes → Revisit the concept → Practice again.

The goal is not to memorize a particular set of questions. It is to develop enough understanding to recognize the appropriate management process when a new scenario appears on the examination.

Why Scenario-Based CMCA Practice Matters

Community association management frequently involves decisions where the technically correct response depends on several factors at once. A maintenance issue can involve safety, contracts, insurance, budgeting, and resident communication; a board decision can involve governing documents, financial authority, records, and meeting procedures.

That is why this practice material emphasizes situations requiring judgment, documentation, comparison of alternatives, and appropriate escalation instead of relying exclusively on definitions.

CMCA Practice Questions: Best Way to Use Them

For the strongest study benefit, treat each question as a decision-making exercise.

• Answer the question before reading the explanation.
• Identify the domain being tested.
• Ask what facts in the scenario matter most.
• Explain to yourself why the selected answer is better than the alternatives.
• Review the explanation even when you answered correctly.
• Record recurring weaknesses.
• Revisit difficult topics after several days rather than relying on one study session.
• Gradually introduce timed practice as the exam date approaches.

This approach helps turn practice questions into a diagnostic study tool rather than simply another set of answers to memorize.

Prepare With the Current CMCA Exam Structure in Mind

Effective preparation is less about memorizing a collection of answers and more about developing reliable judgment across governance, finances, meetings, risk, property, and contracting. This practice resource gives candidates repeated opportunities to work through those decisions, review the reasoning behind each answer, and identify areas that deserve another round of study.

Always verify registration, eligibility, scheduling, testing, and blueprint information with CAMICB before the examination, since official certification requirements and procedures can be updated over time.

CMCA Sample Questions and Answers

Question 1. A condominium association has a rule prohibiting owners from making exterior alterations without architectural approval. An owner installs a new balcony railing without submitting an application. The manager discovers the alteration during a routine property inspection. The owner argues that another unit installed a similar railing two years ago without being required to obtain approval. What should the manager do FIRST?

A. Immediately order the owner to remove the railing
B. Review the governing documents, applicable architectural procedures, and records of how similar violations were handled
C. Recommend that the board waive the rule because enforcement appears inconsistent
D. Approve the railing retroactively because a similar alteration exists

Correct Answer: B

Answer Explanation: Option B is correct because a manager should first establish the applicable governing requirements and determine how the association has historically administered the same or substantially similar restriction. Consistent enforcement is a central governance and compliance responsibility. The manager should verify the declaration, bylaws, rules, architectural guidelines, approval procedures, and relevant board decisions before recommending a course of action. The prior installation may indicate an enforcement-consistency issue, but it does not automatically invalidate the current rule or authorize the manager to approve an unapproved alteration. The manager should document the violation and present the matter through the association’s established process rather than independently deciding the final remedy. If legal interpretation becomes necessary, the manager should recommend appropriate legal review.

Why the other options are incorrect:

Option A is premature because removal should follow the association’s established enforcement and due-process procedures.

Option C assumes the rule should be waived without determining whether consistent enforcement can be restored.

Option D improperly gives the manager authority to approve an alteration without following the required process.

Study Guide:
Review the hierarchy of governing documents and the manager’s responsibility for consistent rule enforcement.
Remember that documentation, established procedures, and due process should guide enforcement decisions.

Question 2. During preparation of the annual budget, the manager notices that the association’s operating expenses have increased substantially because of recurring insurance and utility costs. The board wants to keep assessments unchanged and instructs the manager to reduce the reserve contribution to balance the budget. What is the manager’s BEST response?

A. Explain the financial consequences and prepare budget alternatives showing the effect of reducing reserve funding
B. Reduce reserve funding immediately because the board controls the budget
C. Eliminate nonessential maintenance from the operating budget without further analysis
D. Recommend borrowing from restricted reserve funds to cover operating expenses

Correct Answer: A

Answer Explanation: Option A is correct because effective financial management requires the manager to provide the board with accurate financial information and practical alternatives rather than simply implementing a financially risky decision without analysis. The manager should identify the causes of increased expenses, compare projected revenues and expenditures, evaluate the effect of different assessment or spending scenarios, and clearly show the consequences of changing reserve contributions. Reserve funding is intended to address future capital expenditures and major replacements, so reducing it can create future funding deficiencies. The manager does not normally establish the association’s financial policy independently; the board has governance responsibility. However, the manager has an important duty to identify financial risks, explain available options, and support informed board decision-making.

Why the other options are incorrect:

Option B ignores the manager’s responsibility to identify and communicate the financial consequences of the decision.

Option C could create deferred maintenance and future liabilities without examining the actual financial priorities.

Option D improperly treats restricted reserve funds as a routine source of operating cash.

Study Guide:
Know the distinction between operating funds and reserve funds and understand why reserve planning matters.
Practice analyzing budget alternatives rather than treating assessment levels as the only solution.

Question 3. A board meeting is scheduled to consider a major roofing project. Several homeowners arrive expecting to comment, but the board’s agenda does not identify a member-comment period. During the meeting, multiple owners demand that the board immediately allow discussion. What should the manager do?

A. Allow unlimited discussion because homeowners have a right to speak at every point in the meeting
B. Ask the board president to postpone the roofing decision until every homeowner has spoken
C. Follow the association’s governing documents and established meeting procedures regarding member participation
D. Remove the homeowners from the meeting if they interrupt the board

Correct Answer: C

Answer Explanation: Option C is correct because meeting procedures should be governed by the association’s governing documents, applicable law, adopted policies, and established procedures rather than by ad hoc decisions made during a contentious meeting. The manager should help the board conduct the meeting in an orderly and transparent manner while ensuring that applicable member-participation requirements are followed. If the association has a designated owner-comment period, the manager should help the board use it appropriately. If the documents or applicable law impose participation requirements, those requirements take precedence. The manager should avoid personally deciding the rights of participants and should recommend legal guidance if the governing requirements are unclear. Good meeting administration balances member participation, board authority, procedural fairness, and efficient conduct of association business.

Why the other options are incorrect:

Option A creates an unsupported blanket right and could disrupt the board’s ability to conduct business.

Option B unnecessarily delays the project without determining what the governing documents actually require.

Option D is an excessive response unless conduct violates established meeting rules and appropriate procedures have been followed.

Study Guide:
Study meeting procedures, notice requirements, member participation, agendas, and board authority.
When a meeting becomes contentious, rely on established procedures instead of improvising new rules.

Question 4. A community association discovers that a resident slipped on an icy walkway near the clubhouse. The resident reports minor injuries and says the walkway had not been treated that morning. What should the manager do FIRST?

A. Admit that the association was negligent and promise reimbursement
B. Ask the resident to sign a release before discussing the incident
C. Wait until the next board meeting before documenting the incident
D. Document the incident, preserve relevant information, address the immediate hazard, and follow the association’s incident-reporting and insurance procedures

Correct Answer: D

Answer Explanation: Option D is correct because the manager’s immediate responsibility is to protect people from an ongoing hazard, preserve relevant information, document what occurred, and activate the association’s established risk-management and insurance procedures. The manager should avoid making conclusions about liability or promising payment before the facts and applicable insurance provisions are reviewed. Documentation should include the location, date and time, observed conditions, actions taken, witnesses, photographs when appropriate, and other relevant information. The manager should notify the appropriate association representatives and insurance contact according to established procedures. Prompt action can reduce continuing exposure while preserving accurate evidence. Risk management requires identifying hazards, responding appropriately, documenting incidents, and coordinating with qualified professionals when a claim or legal issue develops.

Why the other options are incorrect:

Option A prematurely admits liability and may create unnecessary legal and insurance complications.

Option B is not an appropriate first response to a reported injury.

Option C delays important risk-control and documentation activities.

Study Guide:
Review incident response, hazard identification, insurance notification, documentation, and risk-control principles.
Managers should separate factual reporting from legal conclusions about liability.

Question 5. A community association’s pool equipment has reached the end of its expected service life. The manager obtains two replacement proposals, but both contractors recommend different equipment capacities. The board asks which proposal should be accepted. What should the manager do?

A. Select the lowest price because both contractors inspected the same equipment
B. Recommend the contractor with the longest warranty without further analysis
C. Verify the association’s requirements, compare specifications and total costs, and obtain appropriate technical input before recommending a proposal
D. Tell the board that equipment selection is entirely the contractor’s responsibility

Correct Answer: C

Answer Explanation: Option C is correct because a manager should help the board make an informed decision by comparing proposals against the association’s actual operational requirements, not merely comparing initial prices. Different equipment capacities may reflect meaningful differences in system design, energy consumption, code requirements, maintenance needs, lifecycle costs, or future operating expenses. The manager should obtain clarification from qualified vendors or technical professionals where appropriate and organize the information so the board can evaluate the alternatives. The manager should also verify whether the project is included in the reserve plan, whether permits or inspections are required, and whether the proposed work aligns with the association’s maintenance standards. Effective property management combines technical due diligence, financial analysis, documentation, and board decision-making.

Why the other options are incorrect:

Option A ignores differences in specifications and long-term costs.

Option B treats warranty length as the sole decision criterion.

Option D incorrectly removes the manager’s responsibility to facilitate informed contracting and maintenance decisions.

Study Guide:
Review preventive maintenance, lifecycle planning, reserve projects, specifications, and vendor evaluation.
A professional recommendation should consider performance, suitability, risk, and total cost—not simply the lowest bid.

Question 6. A board wants to hire a landscaping company recommended by one director. The director discloses that the company is owned by the director’s brother. The board asks the manager to prepare the contract immediately because the association needs landscaping service next week. What is the manager’s BEST action?

A. Proceed because the director disclosed the relationship
B. Ensure the conflict is handled according to the association’s policies and applicable requirements before the board authorizes the contract
C. Reject the contractor automatically because relatives can never contract with an association
D. Sign the agreement personally so the board is not involved

Correct Answer: B

Answer Explanation: Option B is correct because a disclosed relationship does not automatically resolve a potential conflict of interest. The manager should follow the association’s governing documents, conflict-of-interest policies, procurement procedures, and applicable requirements. The board should have sufficient information to determine whether the relationship affects the decision and what disclosure, recusal, competitive-bidding, or approval procedures are required. The manager should document the process and avoid independently determining that the contractor is either prohibited or automatically acceptable. Contracting decisions should be based on the association’s interests, appropriate qualifications, scope of work, pricing, and risk allocation. If the situation raises a legal interpretation, the manager should recommend consultation with association counsel rather than making a legal determination independently.

Why the other options are incorrect:

Option A assumes disclosure alone resolves every conflict-of-interest concern.

Option C creates an absolute prohibition that may not exist in the governing documents or applicable law.

Option D improperly bypasses the board’s authority and increases the manager’s personal exposure.

Study Guide:
Review conflicts of interest, procurement procedures, contract authority, and board-versus-manager responsibilities.
Disclosure is important, but the association must still follow its established approval and conflict procedures.

Question 7. An association’s monthly financial report shows that assessment collections are 8% below budget. The manager also notices that several delinquent accounts have continued to increase for multiple months. Which action is MOST appropriate?

A. Present the variance, identify the collection trend, and implement the board-approved collection policy consistently
B. Waive late charges for delinquent owners to encourage voluntary payment
C. Stop sending statements until the board determines whether the owners can pay
D. Transfer all delinquent accounts to an attorney without reviewing the association’s collection policy

Correct Answer: A

Answer Explanation: Option A is correct because financial management requires timely identification of unfavorable variances and consistent implementation of the association’s established collection procedures. The manager should communicate the assessment-collection trend to the board, explain its effect on cash flow, identify significant delinquent accounts or patterns, and follow the board-approved collection policy. The policy may establish notices, late charges, payment arrangements, referral thresholds, or other authorized steps. The manager should not selectively waive charges or alter procedures for individual owners without proper authority. Likewise, legal referral should occur according to established criteria rather than automatically for every delinquency. Consistency is especially important because collection practices can affect fairness, cash flow, and the association’s ability to fund operations and obligations.

Why the other options are incorrect:

Option B may create inconsistent treatment and undermines the adopted collection policy.

Option C delays collection activity and can increase the association’s financial exposure.

Option D bypasses the association’s established procedures and may unnecessarily increase legal expenses.

Study Guide:
Understand assessment collection, aging reports, budget-to-actual variances, cash flow, and collection policies.
Managers should report financial trends early and apply approved collection procedures consistently.

Question 8. During a board meeting, two directors strongly disagree about whether to approve a large capital project. The discussion becomes personal, and the board president asks the manager to decide which director’s position is correct. What should the manager do?

A. Vote for the director whose proposal is financially cheaper
B. Privately instruct the directors to compromise before continuing
C. Recommend that the board postpone all discussion indefinitely
D. Refocus the discussion on objective information, the governing documents, project requirements, and the board’s decision-making authority

Correct Answer: D

Answer Explanation: Option D is correct because the manager’s role is to support the board’s decision-making process rather than substitute personal judgment for the board’s authority. The manager should provide objective information such as financial analysis, maintenance history, project scope, reserve funding, vendor proposals, risk considerations, and relevant governing requirements. If the disagreement concerns legal interpretation, the manager should recommend appropriate legal review rather than choosing a side. The manager can also help maintain an orderly meeting environment and encourage directors to focus on association interests rather than personal disagreements. Conflict-resolution techniques should promote productive communication without turning the manager into the decision-maker. Ultimately, the board is responsible for policy and governance decisions within its authority.

Why the other options are incorrect:

Option A improperly makes the manager the deciding vote and ignores nonfinancial factors.

Option B places the manager in the role of resolving a board dispute rather than facilitating informed discussion.

Option C avoids the governance issue instead of helping the board address it constructively.

Study Guide:
Know the distinction between board governance and manager administration.
Managers should provide facts, alternatives, and professional guidance while preserving the board’s authority to decide.

Question 9. A manager receives a complaint from an owner who claims that the association is enforcing a parking restriction against her but not against several other owners. The manager confirms that some apparent violations have not previously been cited. What is the BEST next step?

A. Ignore the complaint because enforcement decisions belong entirely to the board
B. Immediately issue violation notices to every vehicle in the community
C. Review the rule, enforcement history, documentation, and established enforcement process before recommending corrective action
D. Tell the owner that inconsistent enforcement means the rule can no longer be enforced

Correct Answer: C

Answer Explanation: Option C is correct because the manager should first establish the facts and determine whether enforcement has been applied consistently. The manager should review the governing documents and rule language, verify the reported violations, examine prior enforcement records, and identify whether the association has a defined notice and hearing or appeal process. If inconsistent enforcement exists, the manager should bring the issue to the board and recommend a lawful, fair, and consistently applied approach going forward. The existence of past enforcement problems does not automatically eliminate the association’s authority to enforce a valid rule. At the same time, selectively enforcing a rule can create governance and legal concerns. Documentation and consistent procedures are therefore essential.

Why the other options are incorrect:

Option A ignores the manager’s responsibility to administer established policies and investigate documented concerns.

Option B could create additional inconsistency because the manager has not yet verified the facts.

Option D makes a legal conclusion that cannot be reached solely from an allegation of inconsistent enforcement.

Study Guide:
Study due process, rule enforcement, documentation, consistency, and escalation to the board or counsel.
When enforcement is challenged, verify the facts and history before deciding what corrective action is appropriate.

Question 10. An association is preparing for its annual meeting. The manager discovers that the membership roster contains outdated addresses for numerous owners. Election materials and meeting notices are scheduled to be mailed in five days. What should the manager do?

A. Mail the materials immediately using the existing roster without mentioning the issue
B. Review the governing documents and applicable notice procedures and work with the board to correct the membership records as much as practicable
C. Cancel the annual meeting until every address is verified
D. Allow only owners with current addresses in the database to vote

Correct Answer: B

Answer Explanation: Option B is correct because accurate membership records and proper notice procedures are essential to effective association meetings and elections. The manager should promptly identify the extent of the problem, review the association’s governing documents and applicable requirements concerning notice and voting eligibility, and work with the board to determine the appropriate corrective process. The manager should use reliable records and reasonable methods available to update contact information rather than arbitrarily excluding members. If the condition could affect the validity of the meeting or election, the manager should clearly inform the board and recommend legal guidance where appropriate. Meeting administration requires careful attention to notice, eligibility, voting procedures, records, and transparency.

Why the other options are incorrect:

Option A risks defective notice and ignores a known records problem.

Option C may unnecessarily delay the meeting without first determining whether corrective measures are sufficient.

Option D improperly creates a voting restriction based on an administrative database problem.

Study Guide:
Review meeting notices, membership records, voting eligibility, elections, proxies, and meeting procedures.
Administrative accuracy is especially important when errors could affect member participation or election validity.

Question 11. A reserve study identifies replacement of a community’s asphalt roads as a major future expenditure. The board wants to postpone the reserve contribution for several years because the roads currently appear serviceable. What should the manager emphasize?

A. Reserve funding should be evaluated against the expected useful life, condition, projected cost, and funding needs of the component
B. Reserve contributions are unnecessary until visible failure occurs
C. Operating funds should always be used before reserve funds
D. The reserve study should be ignored because it is only an estimate

Correct Answer: A

Answer Explanation: Option A is correct because reserve planning is based on anticipating significant future capital expenditures and developing a funding strategy before components fail. The manager should explain how the road system’s condition, remaining useful life, projected replacement cost, inflation, current reserve balance, and contribution schedule affect the association’s long-term financial position. A reserve study is an important planning tool, although it is not a guarantee of actual future costs. Deferring contributions can increase future funding pressure and may result in special assessments, borrowing, or deterioration if adequate resources are not available when needed. The manager should present the board with updated information and funding alternatives rather than treating current appearance as proof that future funding is unnecessary.

Why the other options are incorrect:

Option B encourages reactive rather than proactive reserve planning.

Option C creates an overly broad rule and does not distinguish between operating and reserve purposes.

Option D misunderstands the purpose of a reserve study as a planning and forecasting tool.

Study Guide:
Focus on reserve components, useful life, remaining life, replacement cost, reserve contributions, and funding strategies.
A reserve plan is designed to anticipate major expenditures—not wait until a component fails.

Question 12. A contractor proposes performing exterior painting during a period when weather forecasts indicate repeated heavy rain. The contractor says the schedule can remain unchanged and that the association should accept the risk. What should the manager do?

A. Approve the schedule because the contractor accepts responsibility
B. Cancel the contract immediately
C. Ignore the forecast because weather is outside the association’s control
D. Review the contract specifications and warranty requirements and discuss whether weather conditions could affect quality, schedule, or contractual obligations

Correct Answer: D

Answer Explanation: Option D is correct because contract administration and property maintenance require the manager to consider whether work conditions could affect the quality, durability, schedule, or contractual requirements of the project. Exterior coatings may have manufacturer requirements concerning temperature, humidity, precipitation, curing, and surface conditions. The manager should review the contract, specifications, product requirements, and warranty provisions, then communicate with the contractor and board about the implications of proceeding. The contractor’s willingness to accept risk does not automatically eliminate the association’s exposure to defective work, delays, warranty disputes, or premature failure. The manager should document the discussion and ensure that any change in schedule or scope follows the contract and board authorization requirements.

Why the other options are incorrect:

Option A overlooks potential quality and warranty consequences.

Option B is unnecessarily drastic without first reviewing the contract and circumstances.

Option C disregards foreseeable conditions that may directly affect project performance.

Study Guide:
Review contract specifications, warranties, schedules, change orders, and maintenance quality controls.
Managers should identify foreseeable project risks before they become defects, delays, or disputes.

Question 13. A community association has experienced repeated basement flooding after heavy storms. The board has approved repairs to the drainage system, but the manager wants to determine whether additional measures are necessary. Which approach BEST reflects sound risk management?

A. Wait for another flooding event before evaluating the problem
B. Identify the hazard, examine previous incidents and contributing conditions, evaluate mitigation options, and coordinate appropriate professional assessments
C. Purchase additional insurance and consider the problem resolved
D. Require residents to sign waivers acknowledging the flooding risk

Correct Answer: B

Answer Explanation: Option B is correct because effective risk management seeks to identify and reduce the underlying source of exposure rather than relying solely on insurance or liability waivers. The manager should review the history and frequency of flooding, identify contributing conditions, document affected areas, evaluate drainage and grading conditions, and obtain appropriate technical assessments when necessary. The board can then consider mitigation alternatives based on cost, effectiveness, feasibility, and long-term risk. Insurance may address certain covered losses, but it does not prevent physical damage or eliminate the underlying hazard. Similarly, waivers do not substitute for reasonable risk-control measures. A manager’s role is to identify foreseeable risks, facilitate informed decisions, document corrective measures, and monitor whether mitigation efforts are effective.

Why the other options are incorrect:

Option A is reactive and allows a known hazard to continue.

Option C transfers some financial risk but does not address the physical source of flooding.

Option D does not eliminate the underlying property or safety hazard.

Study Guide:
Study hazard identification, mitigation, insurance, incident history, and professional assessments.
Risk management is strongest when the association reduces the likelihood or severity of a loss before it occurs.

Question 14. A board approves a three-year elevator maintenance agreement. The manager notices that the proposed contract automatically renews for additional three-year terms unless the association provides notice 120 days before expiration. The board has not discussed the renewal provision. What should the manager do?

A. Sign the contract because the board already approved the service
B. Remove the automatic-renewal clause without informing the contractor
C. Bring the renewal provision to the board’s attention and ensure the board understands the term, notice deadline, and consequences before execution
D. Reject the contractor because automatic renewal is never appropriate

Correct Answer: C

Answer Explanation: Option C is correct because contract administration requires the manager to identify significant contractual provisions that may affect the association’s future obligations. An automatic-renewal clause with a 120-day notice requirement creates an important future deadline and may commit the association to another substantial term if the deadline is missed. The manager should clearly present the provision to the board, explain its practical effect, and ensure that any requested revisions are negotiated and documented before execution. The manager should not unilaterally remove contract language or assume that every automatic-renewal provision is prohibited. Contract review should also consider scope, pricing, termination rights, insurance, indemnification, performance standards, and responsibilities. Legal review may be appropriate when contract language creates significant legal exposure.

Why the other options are incorrect:

Option A overlooks a material term that could create a future obligation.

Option B improperly changes the contractor’s proposed agreement without authorization.

Option D creates an unsupported absolute rule against automatic renewal.

Study Guide:
Review contract terms such as renewal, termination, insurance, indemnification, scope, payment, and performance requirements.
Managers should identify material provisions and deadlines before a contract is executed.

Question 15. A board receives three proposals for replacing a community’s aging roof. The lowest bidder has submitted an incomplete scope of work and has not provided the insurance documentation required by the association’s procurement policy. The second bidder is more expensive but submitted a complete proposal and required documentation. What should the manager recommend?

A. Recommend the lowest bidder because competitive bidding requires selecting the lowest price
B. Reject all proposals and immediately solicit new bids
C. Select the second bidder automatically because higher prices indicate better quality
D. Explain the proposal differences and compliance issues to the board and recommend evaluating the bids against the association’s established procurement and project requirements

Correct Answer: D

Answer Explanation: Option D is correct because competitive procurement does not necessarily mean selecting the lowest numerical price regardless of compliance, scope, qualifications, or risk. The manager should identify that the lowest proposal is incomplete and lacks required documentation, then present the board with a clear comparison of scope, qualifications, insurance, pricing, exclusions, warranties, schedule, and other relevant requirements. The board can then determine whether the lowest bidder can correct the deficiencies or whether another proposal better satisfies the association’s requirements. The manager should follow the association’s established procurement policy and document the evaluation process. A higher price can be justified when it reflects materially different scope, qualifications, risk allocation, or compliance. The key is objective evaluation against defined requirements.

Why the other options are incorrect:

Option A incorrectly treats lowest price as the only procurement criterion.

Option B may waste time and resources without determining whether the existing proposals can be properly evaluated.

Option C assumes price alone demonstrates quality, which is not necessarily true.

Study Guide:
Study competitive bidding, scope comparison, vendor qualifications, insurance requirements, and procurement procedures.
A sound contracting decision compares compliant proposals against the association’s actual requirements rather than simply choosing the lowest number.