Can an HOA hire a board member's relative?

Possibly. The relationship should be disclosed, applicable restrictions checked, the interested director appropriately recused from deliberation and voting, alternatives reviewed, and disinterested approval documented.

Can a director's company work for the HOA?

Some jurisdictions provide a statutory process for interested transactions; others impose restrictions or prohibitions. Full disclosure, fair terms, independent review, and the required approval are essential regardless of jurisdiction.

Can a board member vote on their own violation?

They generally should not decide their own case — whether a violation exists, what penalty applies, or how an appeal is resolved. The association should use disinterested decision-makers applying the same evidence and standards used for any other owner.

Must a conflicted director leave the meeting?

Sometimes. The required response may range from disclosure alone to full recusal including departure from the room. The governing law, documents, and policy determine what is required for a specific conflict.

Does a recused director count toward quorum?

It depends on applicable law and the action. Some interested-director statutes expressly address quorum for that person; others require a separate calculation. Verify the specific state rule.

Can an HOA director accept vendor gifts?

Law and policy vary by jurisdiction, but cash equivalents, travel, commissions, personal discounts, and benefits connected to pending business create significant risk and may be prohibited.

Is abstention the same as recusal?

No. Abstention means not casting a vote. Recusal may also restrict discussion, access to confidential materials, informal lobbying, physical presence during deliberation, or implementation of the decision.

Must conflicts appear in meeting minutes?

The record should generally show enough to explain the disclosure, participation limits, quorum status, and the disinterested decision — without publishing unnecessary personal detail.

Can a conflicted director participate in executive session?

Not automatically. Confidentiality does not eliminate the conflict. Access and participation should be evaluated under the governing conflict rule and any applicable privilege requirements.

What happens if most of the board is conflicted?

The association should determine whether a statutory approval route, member vote, substitute decision-maker, court remedy, or other process exists. It should not improvise a quorum rule.

Can a property manager receive vendor commissions?

Only if permitted by law and the management agreement and properly disclosed to the association. Some jurisdictions restrict particular compensation, gratuities, or conflict-producing arrangements.

Can a conflicted board decision be challenged?

Potentially. Available remedies depend on which law or document was violated, the harm caused, timing, internal dispute procedures, and court or agency jurisdiction over the matter.

Governance GuideAll States19 min read

HOA Conflicts of Interest Explained: Disclosure, Recusal, and Fair Board Decisions

How HOA boards identify, disclose, evaluate, and document conflicts — covering vendors, relatives, gifts, rule enforcement, property managers, elections, and the five-step governance process.

Last reviewed: July 2026

Statutes and regulations change frequently. This guide reflects Zorex’s interpretation of applicable laws as of the review date and may not be copied, republished, or incorporated into other compliance products without written permission.

The One-Minute Answer

Use this process whenever an association decision-maker has a relevant relationship or interest:

1

IDENTIFY THE INTEREST

Name the financial, family, professional, property, or personal interest before deliberation

↓

2

DISCLOSE MATERIAL FACTS

Provide enough facts for disinterested decision-makers to understand the relationship and possible benefit

↓

3

EVALUATE THE CONFLICT

Review law, governing documents, conflict policy, materiality, available reviewers, and required approvals

↓

4

LIMIT PARTICIPATION

Choose appropriate level: full participation, factual input only, discussion, abstention, or full recusal

↓

5

DECIDE INDEPENDENTLY AND DOCUMENT

Disinterested decision-makers apply objective criteria, record the process, and monitor the outcome

Two extremes should be avoided: treating every relationship as corruption, and assuming disclosure alone cures every conflict. Trust does not depend on HOA decision-makers having no personal relationships — it depends on whether those relationships are disclosed and prevented from controlling association decisions.

1. What Is a Conflict of Interest?

A conflict may exist when someone influencing an association decision could benefit personally from the outcome or has a relationship that could compromise impartial judgment. Potential interests include financial ownership, business or employment relationships, family relationships, personal disputes, gifts or benefits received, real estate interests, close personal relationships, duties owed to another organization, and referral or commission arrangements.

Note

A conflict is a condition to manage, not necessarily proof of wrongdoing. Disclosure may be required even when the person believes they can remain fair. No proof of dishonesty is required to trigger the governance process.

Ask the reasonable-observer question: Would a reasonable homeowner, knowing the relevant facts, question whether the person could evaluate the matter solely in the association's interest? That question can identify appearance risks, but the legal definition and required response still come from applicable law and governing documents.

2. Why Conflicts Matter in an HOA

Directors and committees decide matters that directly affect association money, vendor contracts, assessments, rule enforcement, architectural applications, collections, litigation, insurance, employees, and common-area projects. Because HOA leaders are neighbors and often use local vendors, relationships are inevitable.

Governance risks when conflicts are unmanaged include favoritism, self-dealing, unequal enforcement, inflated contract prices, unfair access to association work, homeowner distrust, challenges to board action, weak procurement, and loss of confidential information.

Tip

HOA governance does not require social isolation. It requires a process that keeps private interests from controlling association action — and a documented record showing that process was followed.

3. Conflict, Appearance, and Misconduct

Category	Meaning	Example
Actual conflict	A personal interest directly affects the matter	Director owns the company submitting the winning bid
Potential conflict	A relationship may become relevant	Director's sibling works for a bidder
Appearance of conflict	Facts could cause a reasonable observer to question impartiality	President's friend receives an undocumented contract
Misconduct or self-dealing	Authority is used for private benefit or a material interest is concealed	Director secretly receives a referral commission

An appearance of conflict does not establish fraud — but failing to address it can damage trust and make an otherwise defensible decision difficult to explain.

Note

A related vendor may offer the lowest price. That fact alone does not answer whether disclosure was required, whether the director could participate, whether alternatives were considered, whether disinterested approval was required, or whether the transaction is permitted under applicable law.

4. Who May Have a Conflict?

Potentially covered participants include directors, officers, committee members, community managers, employees, election inspectors, consultants, and volunteers exercising delegated authority. Legal duties may differ by role — directors commonly owe statutory or corporate fiduciary duties, while a volunteer may be governed by a charter, policy, agency principles, or a narrower standard.

Note

Anyone who can influence an association decision should disclose an interest that could materially affect impartial judgment. The practical standard extends beyond formal roles to anyone whose involvement shapes the outcome.

The association can also face divided loyalty. A law firm, manager, consultant, or contractor may serve multiple clients or have affiliated companies. The board should ask who the professional represents and how compensation or referrals work.

5. The Five-Step Conflict Process

The same five steps apply regardless of whether the conflict involves a vendor, a relative, a gift, a neighbor dispute, or an election. Sequence matters: identification and disclosure must precede deliberation, not follow it.

1

IDENTIFY THE INTEREST

Name the financial, family, professional, property, or personal interest before deliberation

↓

2

DISCLOSE MATERIAL FACTS

Provide enough facts for disinterested decision-makers to understand the relationship and possible benefit

↓

3

EVALUATE THE CONFLICT

Review law, governing documents, conflict policy, materiality, available reviewers, and required approvals

↓

4

LIMIT PARTICIPATION

Choose appropriate level: full participation, factual input only, discussion, abstention, or full recusal

↓

5

DECIDE INDEPENDENTLY AND DOCUMENT

Disinterested decision-makers apply objective criteria, record the process, and monitor the outcome

Tip

Document each step in real time rather than reconstructing the record afterward. A contemporaneous minute entry is far stronger evidence of proper process than a retroactive summary.

6. Meaningful Disclosure

A useful disclosure identifies the nature of the relationship, the financial or personal interest at stake, the people or entities involved, the potential benefit, whether the relationship is ongoing, and the relevant role with a vendor or organization.

Weak disclosure

"I know this contractor."

Useful disclosure

"The contractor is my brother-in-law. I have no ownership interest and will not receive compensation."

Timing matters. Disclosure should occur before bid criteria are shaped, before confidential proposals are reviewed, before substantive discussion, before informal lobbying, and before voting. Florida Statutes §720.3033 provides one state-specific example: directors and officers must disclose activity reasonably construed as a conflict at least 14 days before voting on the issue or entering the affected contract. Other jurisdictions use different timing or standards.

Important

An earlier general disclosure form does not cover a new fact that makes a specific transaction material. Update disclosures when circumstances change rather than waiting for the next annual cycle.

7. Abstention vs. Recusal

Aspect	Abstention	Recusal
Remains present	Often	Sometimes not
Participates in discussion	Possibly	Usually limited or prohibited
Votes	No	No
Receives confidential materials	Possibly	May be restricted
Avoids influencing outcome	Not necessarily	Intended to

Abstention means the person does not cast a yes or no vote. They may still have shaped the discussion — framing options, raising objections, providing information, or signaling preferences — before the vote occurred.

Recusal means the person withdraws from some or all participation because of the conflict. Depending on the rule, that may mean not receiving materials, leaving the meeting, not discussing the issue, not contacting other decision-makers, not voting, and not implementing the decision.

Important

Simply not voting may be insufficient if the interested person still controls information, frames the choice, or pressures other decision-makers. Influence without a formal vote is still influence.

Note

Sometimes disinterested directors need factual information from the interested person. A controlled factual presentation followed by departure may be appropriate if law and policy allow it — but the presentation should be limited to facts, not advocacy.

8. Hiring Relatives

Examples: president recommends a sibling's landscaping company; treasurer's spouse provides bookkeeping; director's child performs pool maintenance; manager recommends a relative for insurance work. Hiring a relative is not universally prohibited, but undisclosed or preferential treatment creates serious risk.

Evaluation questions: Was the relationship disclosed? Were comparable proposals obtained? Were objective criteria used? Is the price reasonable? Did the related decision-maker leave deliberation? Who approved the contract? Is the process documented? Will performance be monitored identically?

RELATIONSHIP DISCLOSED

↓

INTERESTED PERSON RECUSES

↓

COMPARABLE OPTIONS GATHERED

↓

DISINTERESTED REVIEW

↓

DECISION AND RATIONALE DOCUMENTED

↓

PERFORMANCE MONITORED

Important

Avoid allowing the related director to write bid specifications that favor one company, control reference checks, evaluate submissions, or negotiate privately with the relative's firm — even if they ultimately abstain from the vote.

9. Director-Owned Vendors

Examples: director owns the management company; treasurer owns the bookkeeping service; board member's roofing company submits a bid; director invests in the selected agency; director receives referral fees. Key questions: Is ownership direct or indirect? Is it material? Was it fully disclosed? Does law restrict the transaction? Were alternatives considered? Are terms fair? Did disinterested directors approve? Was the interested director excluded?

Note

California Corporations Code §7233 illustrates one approach: a transaction involving a director's material financial interest may avoid being void or voidable when material facts are disclosed, disinterested approval is sufficient, good faith is used, and the transaction is just and reasonable — or through other statutory routes. That is not a universal safe harbor. Associations must apply their own state's law and governing documents.

Important

Fair price is not the full test. A hidden ownership interest can undermine the decision even if the invoice appears competitive. Process matters alongside economics.

10. Gifts, Meals, Discounts, and Benefits

Potential benefits include gift cards, meals, event tickets, travel, personal discounts, free services, referral commissions, donations to a director's organization, and preferential work at a director's home. Risk increases when a bid is pending, renewal is approaching, performance is under review, the benefit is exclusive, gifts are repeated or valuable, or the relationship is concealed.

Benefit	Governance treatment
Nominal promotional item	Address under written policy
Modest shared meal	Evaluate context and policy
Gift card or cash equivalent	Usually prohibit
Travel or entertainment	Strong presumption against
Personal discount	Disclose and evaluate
Commission or referral fee	Prohibit or closely regulate

Note

Do not invent a universal dollar threshold. Nevada, for example, regulates solicitation and acceptance of compensation, gratuities, and remuneration under NRS 116.31185 and ties certain gift limits to regulation. The applicable rule is state- and context-specific.

11. Neighbor Disputes and Rule Enforcement

Examples: director votes on a violation involving someone they are suing; board member handles an appeal from a former business partner; director pushes enforcement after a personal argument; committee member reviews a close friend's architectural application. The core question: can this person apply the same evidence and standard that would govern any other owner?

The director's own violation. A director should not decide whether their own violation exists, what penalty applies, whether their explanation is sufficient, or how their own appeal is resolved.

POTENTIAL VIOLATION IDENTIFIED

↓

CONFLICT CHECK

↓

INTERESTED PERSON REMOVED

↓

SAME EVIDENCE AND STANDARDS APPLIED

↓

DISINTERESTED DECISION

↓

RECORD AND APPEAL

Tip

A conflict does not erase the association's enforcement duty. It calls for neutral decision-makers and stronger documentation — not inaction.

12. Vendor Selection

Procurement safeguards include written scope, comparable proposals, consistent evaluation criteria, conflict disclosure, independent references, insurance verification, clear contract terms, disinterested approval, documented rationale, and performance review.

A structured evaluation matrix improves consistency. The board should record not just which vendor was selected, but why that proposal best served the association given the criteria applied.

Evaluation factor	Vendor A	Vendor B	Vendor C
Price
Experience and references
Insurance coverage
Contract terms
Conflict disclosed?
Board rationale

A scoring matrix improves consistency but does not replace board judgment. The rationale for selecting the winning proposal should be recorded in minutes.

13. Property Managers

Potential manager conflicts include undisclosed referral fees, affiliated vendors or sister companies, invoice markups, vendor gifts, undisclosed related-company relationships, and compensation based on fines or collections.

Board questions for managers: Are affiliations disclosed in the management agreement? Are commissions or rebates permitted and disclosed? Who owns the recommended vendor? Does the agreement authorize markups? Are bids independently reviewed? Are invoices transparent? Who approves and signs contracts?

Important

Delegating vendor administration to a manager does not eliminate the board's oversight responsibility. Review management and vendor agreements for compensation outside the stated management fee — including volume rebates, placement fees, and affiliated-company pricing.

14. Committee and Election Conflicts

Committee examples: ARC member reviews their own application; finance committee member works for a bidding bank; landscape member owns a nursery that submits a proposal; social member selects their own company for an event. Committees should disclose, record, limit participation, use uninvolved members, and refer to the board when necessary. See HOA Committees Explained for committee authority and oversight.

Election conflicts: Candidate serving as inspector, director controlling candidate communications, inspector related to a candidate, campaign volunteer handling ballots, or unequal access to voter lists or association media. Election administration should be structurally neutral — not merely declared impartial. Safeguards include independent inspectors, equal access, written procedures, secure ballot custody, observable counting, and documented challenges.

Note

See HOA Board Elections Explained for the full election lifecycle and independence requirements that govern election administration.

15. Does a Conflict Automatically Disqualify Someone?

Not always. The answer depends on state HOA law, nonprofit corporation law, the governing documents, the conflict policy, the nature and materiality of the conflict, and the availability of disinterested decision-makers.

Possible responses on a spectrum: disclosure only, participation limits, abstention, full recusal, independent review, disinterested board approval, member approval, prohibition of the transaction, or resignation/removal in severe cases.

Note

A neighbor knowing a local contractor is different from a director secretly owning the bidder. Do not trivialize material interests, but do not disqualify people for insignificant connections without evaluating the facts. Match response to risk and authority.

Important

Some laws impose categorical restrictions — certain relationships, roles, gifts, or benefits may be prohibited rather than curable through disclosure. Confirm before assuming recusal solves the issue.

16. Quorum and Voting Complications

Conflicts may affect whether the person counts toward quorum, whether they may remain present during deliberation, whether their vote counts, the number of disinterested votes required, whether the remaining board can act, and whether another approval route is available.

Example scenario
5-seat board — 3 directors attend — 1 director has a material conflict
2 disinterested directors remain

Determine: Does quorum still exist? May the conflicted director count? Are 2 disinterested approvals sufficient? Must the conflicted person leave? Does law provide member approval or another process?

Note

California Corporations Code §7234 allows interested directors to be counted for quorum for a transaction meeting §7233. That rule cannot be generalized nationally. See HOA Quorum Explained and HOA Voting Explained before calculating the result in your state.

17. Minutes and Documentation

Minutes or related records should generally show: that a conflict was disclosed, the general nature of the interest, when participation stopped, who remained, quorum status, the disinterested vote, and the result. Supporting documentation may include conflict disclosures, proposals, evaluation matrices, references, the contract, vote records, recusal timing, and any written advice.

Sample minute entry

"Director A disclosed a financial interest in Vendor X and left the meeting during discussion and voting. The remaining directors reviewed three proposals and approved Vendor Y by a 3–0 vote."

Tip

Good minutes show how the conflict was managed without becoming a legal brief or publishing unnecessary personal details. Enough to explain the process; not so much that it becomes a personal disclosure document.

18. Confidentiality and Transparency

Potentially sensitive information includes personal finances, employment matters, legal advice, litigation, owner account information, confidential bid proposals, and personal allegations. The association may need to balance transparency, privacy, attorney-client privilege, record-inspection rights, and executive-session rules.

Note

A conflict-related matter may qualify for closed discussion under a specific statutory executive-session category, but the board should not use executive session merely to avoid embarrassment or public accountability. See HOA Executive Sessions Explained for closed-session authority, procedure, and records.

19. Conflict-of-Interest Policy

A written conflict-of-interest policy may address: definition, covered individuals, annual disclosure obligation, duty to update, gifts and vendor benefits, family relationships, outside business interests, recusal procedures, confidentiality, procurement standards, documentation requirements, policy violations and consequences, and annual review.

Annual disclosure categories typically include: businesses owned or invested in, employers, material investments, family-owned vendors, existing association-vendor relationships, referral or commission arrangements, litigation involving the association, and other material relationships.

Important

A board policy should operationalize applicable legal duties, not narrow statutory disclosure or approval requirements. A policy that provides less protection than state law does not override the law.

20. Annual vs. Transaction-Specific Disclosure

Disclosure type	Purpose
Annual disclosure	Captures known ongoing relationships — ownership, employment, family vendors, professional affiliations — at the start of each year
Transaction-specific disclosure	Addresses facts connected to a particular decision as it arises, regardless of when the annual form was completed

Example

A director completes their annual disclosure form in January. In July, their employer's subsidiary submits a bid on a major project. The annual form did not capture this — a transaction-specific disclosure is required before the bid is discussed.

Important

An annual form does not replace the duty to disclose a conflict when a specific decision arises. Update disclosures when circumstances change rather than waiting for the next annual cycle.

21. Common Mistakes and Misconceptions

No disclosure

The relationship emerges after the decision is made — creating retroactive questions about whether the outcome was influenced.

Disclosure without recusal analysis

The director announces the conflict but then controls deliberation, shapes the discussion, or frames the options for other directors.

Abstention without withdrawal

The director avoids casting a formal vote but lobbies other directors individually before or after the meeting.

No competitive process

A related vendor is hired without comparable bids, relying on the personal relationship rather than objective evaluation.

Personal enforcement standards

Results change depending on who owns the property — a friend receives a warning while others receive fines for identical conduct.

Incomplete minutes

The record does not show how the conflict was managed — making it impossible to explain the process if challenged.

Treating every connection as disqualifying

Minor relationships unnecessarily exclude decision-makers, leaving the board without enough people to act.

Assuming fair price cures the conflict

Economics do not replace transparent procedure — a hidden ownership interest can undermine the decision even if the price is competitive.

Myth

A conflict proves fraud

Reality

A conflict requires evaluation and management; misconduct is a separate and additional question.

Myth

Disclosure solves everything

Reality

Recusal, independent review, or prohibition of the transaction may still be required after disclosure.

Myth

Abstention is always enough

Reality

Influence may continue without a formal vote — through framing, advocacy, or access to information.

Myth

Hiring a relative is always illegal

Reality

It may be permitted in some circumstances, but law, full disclosure, independent review, and fairness still control the outcome.

Myth

A small gift never matters

Reality

Context matters — timing (during bidding, renewal, or review), exclusivity, and repetition all affect the governance risk.

Myth

A personal conflict prevents all association action

Reality

Disinterested decision-makers may still act through a valid process — the conflict removes one person, not the board's authority.

22. Real-World Examples

Hiring a relative — handled correctly

The president recommends their sibling's landscape company. The relationship is disclosed before any discussion. The president leaves deliberation. Comparable bids are gathered, objective criteria applied, and disinterested directors document their selection. Performance is monitored identically.

Director-owned vendor

A director's roofing company submits the lowest bid. The board reviews governing law, the full disclosure, alternative proposals, insurance coverage, fairness of terms, and whether disinterested approval is sufficient — rather than relying only on price.

Vendor gift

A management company offers the president a free weekend trip during contract renewal. The benefit creates a serious conflict concern and should not be accepted. The management agreement and applicable law should be reviewed immediately.

Neighbor dispute

A director has a pending boundary lawsuit with an owner pursuing an architectural appeal. The director discloses the litigation and fully recuses. Neutral directors apply the written architectural standard without the conflicted director present.

Director's own violation

A director receives a violation notice for an unauthorized structure. They do not participate in determining whether a violation exists, what penalty applies, whether their explanation is sufficient, or how their appeal is resolved.

Manager affiliation

The manager recommends a vendor without disclosing that both companies share an ownership interest. The board pauses procurement, requests full disclosure, reviews the management agreement for authorization, and independently compares options before proceeding.

23. Conflict Decision Framework

Use this framework before a conflicted person participates in deliberation, voting, or implementation. If the board cannot identify a valid disinterested approval path, pause rather than improvise.

IS THERE A PERSONAL, FINANCIAL, FAMILY, PROPERTY, OR PROFESSIONAL INTEREST?

↓

COULD IT AFFECT OR APPEAR TO AFFECT IMPARTIAL JUDGMENT?

↓

DISCLOSE MATERIAL FACTS

↓

CHECK LAW, GOVERNING DOCUMENTS, AND POLICY

↓

WHAT PARTICIPATION IS PERMITTED?

Full participationFactual input onlyDiscussion but no voteAbstentionFull recusal

↓

DO ENOUGH DISINTERESTED DECISION-MAKERS REMAIN?

↓

APPLY OBJECTIVE CRITERIA AND VALID APPROVAL

↓

DOCUMENT AND MONITOR

Tip

Working backwards through this framework after a challenged decision is also a useful diagnostic — it identifies at which step the process broke down and what records would be needed to defend the outcome.

24. Conflict-of-Interest Checklist

Before the decision

Identify personal, financial, family, property, and professional relationships
Review applicable law and governing documents
Review the association's conflict-of-interest policy
Disclose material facts before any substantive discussion begins
Evaluate materiality and appearance of conflict
Determine appropriate participation limits
Confirm disinterested quorum and approval path
Gather independent information and alternatives

During the decision

Remove the interested person where appropriate before deliberation
Prevent informal lobbying by the interested person
Use objective, pre-established criteria
Review alternatives — do not evaluate only the related option
Confirm quorum of disinterested decision-makers
State the approval threshold before the vote
Record the disinterested vote and result

After the decision

Document how the conflict was identified, disclosed, and managed
Preserve supporting records (proposals, matrices, disclosures, votes)
Deliver any required disclosure to members or regulators
Monitor contract or enforcement performance independently
Update annual disclosure records
Apply the same safeguards to renewals, amendments, and related decisions

25. Questions Homeowners Should Ask

Procedural questions are often more useful than immediate accusations. The process used to manage a relationship is frequently the more important governance question — a relationship alone does not prove an improper decision.

01Was the relationship disclosed?
02When was it disclosed — before or after deliberation began?
03Did the interested person participate in discussion or voting?
04Were alternatives considered and documented?
05Were objective criteria used to evaluate options?
06Did disinterested directors conduct the review and vote?
07Was the process recorded in minutes?
08Does the association have a written conflict-of-interest policy?
09Were similar situations handled consistently?

Note

Homeowners should use available records-inspection rights, meeting participation rights, and internal challenge procedures. Publishing unsupported allegations before completing the procedural record can undermine otherwise valid concerns.

Frequently Asked Questions

Related Resources

HOA Fiduciary Duties Explained

Care, loyalty, and authority — the foundational duties that give rise to conflict-of-interest obligations for every HOA director.

HOA Board Roles Explained

Directors, officers, and managers — who holds authority and who must disclose and recuse when their interests are affected.

HOA Governing Document Hierarchy

Which documents control when they conflict — essential for finding the authority source that governs a specific conflict situation.

HOA Board Meetings Explained

Open meeting rules and proper notice — when a conflict-related gathering may trigger board-meeting requirements.

HOA Executive Sessions Explained

Authorized topics and closed-session rules — when conflicts may be discussed privately and what must still be recorded.

HOA Committees Explained

Committee authority and oversight — including the conflict and disclosure obligations that apply to volunteer members.

HOA Board Elections Explained

The full election lifecycle — and the independence requirements that prevent candidates and directors from controlling election administration.

HOA Quorum Explained

How recusals and conflicts affect quorum calculations and the board's ability to take valid action.

HOA Voting Explained

Abstentions, approval denominators, and disinterested vote thresholds — the voting mechanics that apply after a conflict is identified.

Official Sources

California Corporations Code §7233 — Interested-director transactions — disclosure, disinterested approval, and the safe-harbor requirements
California Corporations Code §7234 — Interested directors and quorum — when an interested director may count toward quorum for a §7233 transaction
Florida Statutes §720.3033 — HOA officers and directors — conflict disclosure requirement and 14-day advance notice before voting or contracting
Nevada Revised Statutes §116.3103 and §116.31185 — Director duties and prohibition on solicitation and acceptance of compensation, gratuities, and remuneration
Colorado Revised Statutes §38-33.3-310.5 (CCIOA) — Conflict-of-interest requirements for common-interest community executive boards

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