For an HOA or condominium board reviewing landscaping proposals, the annual price is the easiest number to compare—and sometimes the least informative. One supplier may include bed maintenance, seasonal visits and debris removal. Another may treat parts of that work as extras. Both can describe their offer as “full service.”
For communities in Daytona Beach and Ormond Beach, the useful starting point is a shared written scope. Give every bidder the same areas, service expectations and assumptions. Then separate the recurring fee from work that will be charged when requested.
1. Define the work before asking for the price.
Identify the common areas included in the contract. List mowing, edging, trimming, bed maintenance and debris removal separately. State who provides materials and who disposes of waste. Ask each bidder to mark every item as included, excluded or separately priced; a blank space is not confirmation of inclusion.
2. Compare frequency—not just the word “routine.”
Ask for the proposed service calendar and any seasonal changes. A weekly visit and an as-needed visit are different commitments. Clarify weather-related postponements, missed visits and how completion will be recorded. The board and manager should be able to tell what was promised without reconstructing a sales conversation.
3. Put extra work in a separate column.
| Cost or service | Ask every bidder | Keep separate |
|---|---|---|
| Recurring maintenance | What areas, tasks and visits does the annual fee cover? | Base fee and applicable taxes |
| Materials and replacements | Are mulch, plants and replacement materials included? | Unit rates, quantities and markups |
| Unplanned work | What rates and authorization process apply? | Extra visits, cleanup and repair charges |
| Contract changes | When and how can the fee or scope change? | Renewal increases and termination terms |
Do not treat unknown extras as zero. Request a rate or identify the missing information. If the association models possible extra work, use the same assumed quantities for every proposal and label the result as a scenario—not an expected saving or a supplier commitment.
4. Agree what acceptable completion looks like.
Ask who handles service issues, how exceptions are reported and when corrective work occurs. A clear point of contact and a simple service record can be more useful than a long list of vague assurances. Confirm that responsibilities fit the manager’s role and the board’s approval process.
5. Read the commercial terms alongside the scope.
Compare the initial term, renewal process, actual notice deadlines, permitted price changes and requirements for approving extras. Keep contractual deadlines distinct from the board’s preferred timetable for reviewing bids. Refer legal, licensing, insurance and technical questions to the association’s appropriate advisers.
Show the recurring fee, separately priced work, unresolved exclusions and key terms together. Then explain why any price difference exists. The objective is a defensible comparison—not simply choosing the smallest number.
Could neighboring communities compare needs together?
Possibly—but only after checking whether their scopes, timing and locations genuinely align. Combining unrelated work does not automatically create leverage. Each association would still need its own approvals, and any future coordinated purchasing arrangement would require a defined scope. No supplier agreements or group discounts are currently in place.
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