LET'S DO THIS TOGETHER!
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MISSION STATEMENT
I will propose the following mission statement for the master board:
The Windsor Hills Master Board is committed to serving our homeowners by continuously maintaining and enhancing the community’s property and amenities though a comprehensive plan. Our goal is to foster an exceptional guest experience while preserving the value and appeal of Windsor Hills and the value of our investment. We prioritize transparent communication and actively seek homeowner’s input and engagement in community decisions to ensure a collaborative environment.
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MARK BREYMEIER
Windsor Hills Resort Board Candidate
My wife Ann and I have owned at Windsor Hills Since 2008. I have worked in the insurance technology and financial industries for 42 years. I am a licensed Realtor for 23 years in Pennsylvania and Florida. We bought our first home (townhouse) at Windsor Hills in 2008 and own a home in Margaritaville. We purchased our home on Basnett Circle in September of 2023 and became Florida residents in 2024. We reside in Windsor Hills 9 months of the year and have eyes on the community. We book our own rentals and maintain positive cash flow.
PRIOR ASSOCIATION EXPERIENCE: I was the President of the Windsor Hills Vistas Homeowners Association in 2022. I received my Florida HOA Board Member Certification in March of 2022. While on the Vistas Board, I led the charge to ensure the association’s ongoing financial stability including a revised reserve fund plan. During my tenure, we changed our Community Association Management (CAM) to an outside firm, reducing the association’s management expenses by $65,000. This management company continues to successfully serve our townhome community. I currently serve at the President of our small homeowner’s association in Delaware. My service on association boards and business experience includes project management, multimillion dollar contracts, budgeting, and vendor management. I am a problem solver, a creative thinker, results driven, and a team player. I have observed the management and board activities throughout the years and know we can improve the overall value of the resort through strong board leadership and superior property management.
I have decided to dedicate a significant amount of time to the community and run for a board position. Below you will find ideas and actions I would encourage the board to endorse. These are just a some of the items that will take Windsor Hills to a new level of offerings, while adding revenue opportunities to cover costs. The key item needed is a comprehensive long term plan for the community upgrades and amenities.
Thank you for viewing my information. My references are below along with a contact form for any questions you may have about the items I present here or for any suggestions you have for the community.
My Best Regards,
Mark
COMMUNITY MANAGEMENT
Community Association Management- Currently Windsor Hills Master pays over $1.25 million per year in salaries and benefits including the site manager, maintenance staff, pool attendants, and administrative staff. There is a cost share for staffing with the Ventura and Enclave Associations. My goal will be to evaluate all options and implement the determined direction/approach to reduce management expenses via the current model of direct management or by using an outside management company.
My Green Condo (MGC)- There is significant unused functionality within the software. The board will explore and introduce functionality including surveys, shared owner contact information, discussion forums, architectural requests, while continuously increasing the owner utilization of this application. Additional, I propose adding a Frequently Asked Questions section. Owners often reach out for information regarding processes and "How To" and how something works.
Transparency- Windsor hills has not met the state requirements for transparency on all documents and contracts to the owners in alignment with the State of Florida statutes 718 & 720, effective 1/1/2025, that requires all documents including, declarations, amendments, bylaws, vendor bids and contracts, and any notices like meeting agendas or minutes must be posted to a website and downloadable by the owners. This has only been partially implemented on the My Green Condo community site.
Vendor Work Orders- I propose that our vendor receive limited access to work orders. The vendor can then act on the order and close the order when complete. This process would have the oversight of the CAM.
MCG Vendor Advertising- I propose that we allow vendors to advertise on MCG for an annual fee that is to be set by the master board. This would be a separate tab within the system that is categorized by type. Owner can view the vendors’ information for construction, plumbing, electrical services, and the like.
Vendor Management- The Community Association Manager (CAM) will be required to implement work inspections weekly. This should be completed WITH the vendor manager. Landscaping work is a primary example of where this should be in place.
Job Descriptions and Staff Timecards- Job descriptions with roles and responsibilities will be created and posted to MCG. All employees will be required to submit weekly timecards with work descriptions. This data will be used to determine staffing needs, modifications, and efficiency.
YOUR BOARD AND MEETINGS
Owners Voice- The current board only allowed owners to speak at the end of the meetings, and an owner could not provide input into specific agenda topics at the time of discussion. Florida law requires owners to be allotted at least 3 minutes to speak. For approximately 6 months, I requested that the board allow owners to provide their input during agenda topics. This was put in place by the Master and Enclave boards in March 2025. Owner’s input is extremely important and if elected I will advocate for owner focus groups and committees to support the decision making and implementation process. Work groups were announced by the current board in the spring of 2025 and were put in place on 09/16/2025. I am now the co-chair of the Amenities committee.
Board Meetings- Board meetings will be conducted twice a month. The first will cover the general agenda. The agenda will include ALL ongoing and new business, vendor report outs, Windsor Hills Maintenance Manager reports, and committee reports. Items will remain in old business from month to month until the item is resolved. The second meeting will be a working session to progress items such as contracts and bid review, and planning.
Community Association Manager Reports- Institute an immediate weekly/monthly CAM report with a monthly report and financial summary attached to the monthly board meeting agenda. Reports will be required from key association management at board meetings including maintenance and clubhouse management, and committee leads.
All Board Meeting- There are 4 boards in Windsor Hills and there is no formal communication between them. The communication between the 4 boards is disjointed at best. The 4 associations should have the same general community goals and have the mechanism to communicate and share ideas and discuss concerns in a formal manner. I propose that the Master, Vistas, Enclave, and Ventura meet once monthly. The meeting will be open to the owners and will consist of 1 or 2 board members from each board. For example, shared budget items like salaries and benefits can be discussed. This meeting is to enhance inter-board communication only.
Artemis- Artemis completes dues collection, accounting, and budget reporting. Their services have been less than stellar and, on many occasions, have not provided the monthly financial report for the monthly meeting. There have been budgeting irregularities for salaries and benefits in the 2025 budget. I will work with the board to solicit bids for a new vendor. Many outside CAM companies provide accounting under their services.
Owner Communications- All owner communications will be through MGC email. The board will not use the current Facebook page for board related matters as they do today. Questions for the board can be managed within MGC communication tools and the discussion forums available on the site.
Financial Objectives
Windsor Hills operates on a budget of approximately $4.5 million. The board will look for all opportunities to offset expenses and the associated owner dues with cost management and increased revenue including the following initiative:
Store- The board currently subs out the store via contract to an individual vendor. The vendor pays for inventory and staffing but does not pay for fixtures or rent. The contract prescribes a 10-12% gross income revenue share with Windsor Hills. In 2024, Windsor Hills received approximately $96,000 in 2024 equating to a store revenue of approximately $960,000. There is a substantial opportunity to increase our take of store revenue to an approximate share of 20-25% and if elected, I will drive a study to review and implement options for bringing the store management inhouse or negotiate a much more favorable contract with the current or future vendor, including adding store offerings to increase revenue.
Guest Activities- Current activities are free of charge. The current board has budgeted $60K towards guest activities not including salaries. Many activities can have an associated fee. Examples include tie-dyed T-shirts, make your own sundae, ceramic painting, and the like.
Cabanas- Cabanas are an amenities enhancement as well as an income producing opportunity. Cabana’s can be rented for a minimum cost of $100 per day. My evaluation has concluded that at
least 10 cabanas can be placed on the pool deck with a potential revenue of $1000 per day. This equates to $182,500 per year at 50% of capacity.
Bar- Many owners want a full-service bar at the clubhouse. This will require a full liquor license and management under a vendor or directly to Windsor Hills. This can be a very profitable endeavor that needs to be considered and evaluated.
COMMON AREAS, CLUBHOUSE, AND GATE ENTRY
Windsor Hills should have cohesive and aesthetically pleasing functional areas for our guests and owners. A long-term plan Comprehensive Plan does not exist today. It should outline desired updates and a projected cost over a multi-year time period as well as a maintenance plan for all facilities and equipment. The community should strive to offset costs wherever possible. Cabanas are a great example of this and over time can help fund other projects. Here are a few suggested items for consideration in the long-term plan.
Entrance/Guardhouse
Entrance Landscape Lighting.
Landscape updates.
Orange cone replacements.
Removal of signage no longer required, cohesive signs when absolutely required.
Lane signs for check-in towards the street and possibly on the pavement.
Complete a study to reconfigure the check in lane(s). This may require shortening of island curb near the guardhouse to extend the lane. In addition, determine if the second exit lane can be included in the entry configuration.
Pool
As Umbrellas and loungers are replaced, change to a commercial grade, single color theme.
Addition of cabanas and rentals (I estimate that 10 would fit).
Addition of manned Kiosk outside the pool gate for pool check-in/banding/activities/sales of aquatic items/equipment rentals. This would move the check in from the office to the pool entrance.
Increase capacity by reconfiguring the deck seating areas. Add umbrellas to some lounger areas.
The pool landscaping needs to be updated to reflect a sense of tranquility.
Clubhouse
Store/food service/bar expansion- Reconfigure the store area to accommodate direct pool access to a food service counter open to the pool area. Expand food offerings. EX.-Have grill area for food offerings behind the current offices.
Movie theater- The space occupied for the movie theater has better usability and value to our community. I will propose to level the movie theater floor and relocate the game room to this area. I will also propose an expansion of fitness center into the current game room area.
Update/reconfigure the remaining portion of this side of the clubhouse for other uses.
Enhanced landscape and lighting in the front of the clubhouse.
Expand clubhouse parking to the parking lot at the front area of the townhomes. This will require access from Teascone.
Thank you for taking the time to consider my candidacy, leadership, and ideas. I would greatly appreciate your vote.
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