3.0/3.5/4.0+ CHECK-IN 10:00am GAMES START AT 10:15am CHECK-IN 7:00am GAMES START AT 8:00am MEN’S DOUBLES 3.0/3.5/4.0+ WOMEN’S DOUBLES 3.0/3.5/4.0+
The Community Associations Institute – Coachella Valley Chapter (CAI-CV), established in 1983, is a nonprofit organization dedicated to serving the educational, business, and networking needs of community association professionals and homeowner leaders throughout the Coachella Valley. As part of an international organization, CAI-CV provides vital resources, training, and legislative advocacy to help homeowners associations (HOAs) operate effectively and responsibly.
Our mission is to build better communities by equipping board members, community managers, and business partners with the knowledge and tools necessary to lead with confidence, make informed decisions, and foster thriving, well-managed neighborhoods. Membership is open to all who serve HOAs. Board members can enroll up to 15 members of their community, including the Board of Directors, committee chairs, and committee members, with one low fee. This offer also extends to cities or other governing agencies that would like to connect with CAI.
If you are a manager or business partner, CAI offers many opportunities for education and credentialing, including the Educated Business Partner distinction, multiple designations, and specialty credentials for community managers.
To inquire about membership, visit www.cai-cv.org/join, call (760) 341-0559, or email admin@cai-cv.org
2025 COACHELLA VALLEY CHAPTER BOARD OF DIRECTORS
PRESIDENT MARK DODGE, CMCA, AMS Branch President & CEO Associa – Desert Resort Management
BRUCE LATTA, CMCA Manager, Indio Properties/President, Desert Cities HOA Council
SECRETARY BG (RET) GUIDO PORTANTE
Director, Mira Vista at Mission Hills HOA TREASURER
JOLEN ZEROSKI, CMCA VP, Regional Account Executive First Citizens Bank DIRECTOR
CLINT ATHERTON, PCAM, LSM General Manager, Sun City Palm Desert DIRECTOR
BRIAH CASTILLO, BUSINESS DEVELOPMENT Ivan’s Painting DIRECTOR
MANDIE CHLARSON Principlal, NLB Consulting & Elections DIRECTOR
MICHELLE LOPEZ, CMCA, AMS Director of Community Management, Powerstone Property Mgmt. DIRECTOR
LILY ORTEGA, CMCA
Office Manager, Pro Landscape
DIRECTOR
MIKE TRAIDMAN
Treasurer, Mira Vista at Mission Hills HOA Commissioner, CAMICB
MEMBER RESOURCES
Members have access to our online directory, which contains contact information for all members within our chapter across all membership categories. Advertising opportunities are also available—please contact our office for details.
CONTACT INFORMATION
GENERAL INQUIRIES
Email: admin@cai-cv.org
Phone: (760) 341-0559
CAI-CV, 49950 Jefferson, Suite 130-117 Indio, CA 92201
MEMBERSHIP INQUIRIES AND UPDATES
Membership status/renewals cai-info@caionline.org
Address or information changes addresschanges@caionline.org
Recruiter credit addresschanges@caionline.org
NATIONAL CONTACTS
National Corporate Member updates addresschanges@caionline.org
National Professional Directory Laura Mason, lmason@caionline.org
Dues or multi-chapter additions cashprocessors@caionline.org
EDITORIAL DISCLAIMER
The opinions and views expressed in editorial material are those of the individual writer or interviewee and do not necessarily reflect those of CAI-CV, its Board of Directors, or its advertisers. Unless specifically stated, CAI-CV does not endorse any person, political candidate, or opinion. The materials in this publication are intended to provide timely, authoritative information to our members. However, CAI-CV does not provide legal, accounting, or other professional services.
ABOUT HOA LIVING MAGAZINE
HOA Living is CAI-CV’s monthly magazine and the official publication of the chapter. Circulation is approximately 800 and growing. A digital copy is distributed free to all members, and a printed version is available with a paid subscription.
If you are interested in submitting an article or advertising, contact us at HOALiving@cai-cv.org.
2025 HOA LIVING MAGAZINE COMMITTEE MEMBERS
JENNIFER JAMES, ESQ. CHAIR
Partner & Managing Attorney of the Coachella Valley, Roseman Law, APC
ASHLEY LAYTON, CMCA, AMS, PCAM CO-CHAIR
Premier Community Association Management
MIKE TRAIDMAN BOARD LIAISON
Mira Vista at Mission Hills HOA
SIERRA CARR, CMCA, AMS, CCAM, PCAM Associa Desert Resort Management
CHRIS SIGLER, B.S.C.E, CDT C.L. Sigler & Associates, Inc.
HOLLY SMITH
CAI-CV Executive Director
CREATIVE DIRECTOR & GRAPHIC DESIGNER
RODNEY BISSELL Bissell Design Studios, Inc. rodney@bisselldesign.com (714) 293-3749
PHOTOGRAPHY
MATTHEW LAWTON, CIC, CIRMS, EBP OCV Insurance Services matt@ocvinsurance.com 760-774-2099
JAY JARVIS jayj92260@gmail.com 571-235-5420
Readers are encouraged to seek advice from qualified professionals before acting on information contained herein.
HOA Living reserves the right to reject advertising submissions that do not meet our standards. For advertising guidelines, please contact CAI-CV staff. All submissions are subject to editing for grammar, length, and appropriateness.
Advertisers, please note that print colors may vary slightly due to differences in the printing process.
NEW AND RENEWING MEMBERS
NEW BUSINESS PARTNERS
ALL COUNTY ENVIRONMENTAL AND RESTORATION, INC.
Mr. Brett Drummond (714) 917-1400
bdrummond@allcountry.us
AMS PAVING, INC.
Ms. Liz Williams (800) 357-0711 liz@amspaving.com
CARTWRIGHT TERMITE & PEST CONTROL
Mr. Will Cartwright (760) 346-6767 wc@cartwrightpc.com
IVAN’S PAINTING & MAINTENANCE
Mr. Raul Castillo (760) 507-9980 ivan@ivansptng.com
MISSION LANDSCAPE COMPANIES
Ms. Stacey Garnham (800) 545-9963
sgarnham@missionlandscape.com
PATIOSHOPPERS COMMERCIAL
POOL & PATIO FURNITURE
Mr. Todd Chism (951) 500-1803 todd@patioshoppers.com
QUALITY GREEN LANDSCAPING
Mr. Moises Martinez (760) 347-4640
moises@qualitygreenlandscape.com
S.B.S. LIEN SERVICES
Mr. Mitch Wilet (818) 991-4600 mwilet@liencollections.com
Mark Dodge, CMCA, AMS Branch President and Chief Executive Officer Desert Resort Management – an Associa Company
As we move through the heart of summer, I’m filled with pride and gratitude for all we’ve accomplished together this year. Our recent Bowling Night was an absolute hit! It was great to see so many members, new and long-standing, come together for a night of fun, laughter, and friendly competition. Equally impressive was CAM Day, where we celebrated our dedicated community managers with a packed day of education, connection, and appreciation. These events continue to highlight what makes CAI-CV so special—our commitment to building strong, informed, and vibrant community associations.
Looking ahead, we have even more exciting opportunities on the horizon. This September, get ready to explore a new event with “Networking in the Wild” at the beautiful Living Desert Zoo & Gardens. It’s the perfect setting to reconnect with colleagues and enjoy one of our valley’s most treasured locations. Then, we’re stepping onto the courts for our first-ever CAI Pickleball Tournament at Mission Hills Country Club—a fun and energetic way to build relationships while enjoying one of the fastest-growing sports in the country.
As we prepare for the fall season, all eyes are on October. We’ll be revealing our 2026 Theme— along with the full Marketing and Event Plan. Plus, we’ll kick off our fall educational programming with our first session on October 17th, packed with valuable insights and tools for both managers and board members.
CAI-CV is more than just an organization, it’s a community. Thank you for continuing to show up, support one another, and engage in meaningful ways. I look forward to seeing you at our upcoming events, and as always, thank you for helping us build better communities together.
Best regards,
LEADERSHIP
CAI-CV 2025 CALENDAR
CALLING ALL COUNTRY CLUBS!!!
Host CAI-CV's Premier Educational
Luncheon and Mini Tradeshow
WHAT WE NEED:
• Space for 130-180 attendees
• Food and Beverage service on-site
• AV equipment for presentations (podium, mic, projector/screen)
WHAT YOU GET:
• Your community featured in HOA Living magazine the month of your sponsorship
• Recognition on all event marketing materials
• Opportunity to showcase your venue to CAI-CV members and industry professionals
If your community or club is interested in hosting these exciting programs, please reach out to admin@cai-cv.org.
We are currently seeking country clubs or venues to sponsor and host for our monthly Educational
CAI-CV
EDUCATED BUSINESS PARTNER
EDUCATED BUSINESS PARTNER CAI-CV
EDUCATED BUSINESS PARTNER CAI-CV
Choose Educated Business Partners
Julie R. Balbini, Esq., Fiore Racobs & Powers, A PLC
Micha Ballesteros, Cartwright Termite & Pest Control, Inc.
Roxi K. Bardwell, Advanced Reserve Solutions, Inc.
Rodney Bissell, Bissell Design Studios, Inc.
Gary Butler, Asphalt MD's
Linda Cardoza, Alliance Association Bank
Will Cartwright, Cartwright Termite & Pest Control, Inc.
Katy Krupp, Fenton Grant Mayfield Kaneda & Litt, LLP
Matt Lawton, CIC, CIRMS, OCV Insurance Services
Larry Layton, Kirkpatrick Landscaping Services
Alison LeBoeuf, Sherwin-Williams
Mike Mastropietro, OCBS, Inc.
Chris Meyer, Asphalt MD's
Greg Morrow, Eagle Roofing Products
Fran Mullahy, Conserve LandCare
Bridget Nigh, BEHR Paints
Matt Ober, Esq., Richardson Ober DeNichilo LLP
Lily Ortega, Pro Landscape
Chet Oshiro, EmpireWorks
Mallory Paproth, SCT Reserve Consultants
Elisa Perez, Esq., Epsten, APC
Jay Powell, Ben's Asphalt
Dana Pride, Automation Pride
Mike Rey, LaBarre/Oksnee Insurance Agency
Kelly Richardson, Esq., Richardson Ober DeNichilo LLP
Brent Sherman, Animal Pest Management Services, Inc.
Liz Williams, AMS Paving
Taylor Winkle, Roof Asset Management
Bevan Worsham, AMS Paving
Jolen Zeroski, First Citizens Bank
Become an Educated Business Partner
Call the CAI-CV office or go to www.cai-cv.org for more information.
Guaranteed to deliver MORE solutions and LESS headaches, this powerful online tool allows Managers & Board members to easily test changes to component information and
Desert Princess Country Club: A Premier All-Inclusive Golf Community in the Heart of Cathedral City
By Ashley Layton, PCAM, AMS, CMCA
Nestled on 385 beautifully maintained acres in Cathedral City, California, Desert Princess Country Club is a masterfully planned community offering an unparalleled blend of active living, resort-style amenities, and welcoming camaraderie. Originally developed by Watt Industries in 1984 for Princess Cruises, the community was envisioned as a timeshare golf resort designed to complement the cruise line’s vacation offerings. Today, it has evolved into a vibrant and inclusive residential enclave that continues to reflect the same spirit of relaxation, recreation, and luxury living.
AN ABUNDANCE OF AMENITIES
Managed by Seabreeze Management Company, with General Manager Kyle Bodyfelt, MA, CMCA, AMS at the helm, Desert Princess offers a vast array of amenities designed to support an active and social lifestyle. With 27 holes of championship-length golf, a driving range, practice greens, and a full-service golf shop, golfers enjoy variety and challenge at every turn. But golf is just the beginning.
THE ASSOCIATION ALSO BOASTS:
• 34 swimming pools and spas
• A modern fitness center with cardio and strength equipment
• 15 miles of private roads, scenic lakes, ponds, and lush landscaping
“The Desert Princess is beautifully maintained, conveniently located near shopping and entertainment, and has a welcoming community,” shared one long-time resident. Another Board Member added, “The all-inclusive golf community, full of active and social opportunities, led me to make the Desert Princess my main home.”
A PLACE TO CALL HOME
Home to 1,206 residences—including 675 condominiums and 531 single-family villas—the community offers options for a wide range of lifestyles. The modern-style condos (1–2 bedrooms) come with one-car garages and range in price from $350,000 to $550,000, while the Tuscan-style villas (2–3 bedrooms) feature two-car garages and range from $500,000 to $900,000. Some homes are situated on leased land, while others are not.
Monthly assessments are currently $952 and include access to most amenities, such as the fitness center, pools and spas, tennis and pickleball courts, bocce, entrance gates, and beautifully maintained common areas. Golf services and restaurant dining are available at an additional cost.
SUSTAINABILITY AND FUTURE ENHANCEMENTS
Desert Princess Country Club continues to invest in its future with forward-thinking projects that include:
• Clubhouse renovations
• Road resurfacing throughout the community
• Desertscape conversions to reduce water use
• Installation of electric vehicle charging stations
• Solar panel installations to help offset energy costs
These ongoing improvements reflect the community’s commitment to sustainability and long-term value for homeowners.
LEADERSHIP AND COMMUNITY INVOLVEMENT
The Association is led by a dedicated seven-member Board of Directors, supported by active committees including Architectural, Financial Advisory, Golf Operations, Landscape, Social, and Community Shared Strategy Advisory.
As Community Association Manager Kyle Bodyfelt notes, “The Desert Princess Country Club and Homeowners Association offers a premier active and social lifestyle that includes a staff dedicated to providing rich customer experiences for both residents and guests.”
LEARN MORE
For those interested in learning more about this vibrant desert oasis, visit www.desertprincesscc.com or contact Association Manager Kyle Bodyfelt at (760) 322-1907 or kbodyfelt@desertprincesscc.com..
Ashley Layton, PCAM, AMS, CMCA is Vice President of Premier Community Association Management. She can be reached at 760 345 2449 or email her at ALayton@brcpcam.com. www.brcpcam.com
CAI-CV BOARD OF DIRECTOR
NOMINATIONS
COMING SOON!!
Call for CAI-CV Board of Directors nominations begins August 14! Be on the lookout for communications from the Inspectors of Election.
If you would like to be part of the dynamic growth of our chapter, submit your nomination no earlier than August 14. Nominations DEADLINE is Friday, September 12!
California FAIR Plan Update
The California FAIR Plan is a last-resort insurance program designed for property owners who are unable to obtain homeowners insurance through the standard market. Created by the state, the pro-gram ensures that all Californians have access to basic fire insurance, particularly those in high-risk areas such as wildfire zones.
Beginning July 26, 2025, the California FAIR Plan will introduce several important updates to its commercial insurance coverage. These changes primarily affect larger properties and policies with higher insured values.
TWO TYPES OF COMMERCIAL POLICIES
1. Standard Commercial (COM) Policies – For properties valued at $20 million or less.
2. Commercial High Value (CHV) Policies – For properties with a total value over $20 million.
CHV policies will be available on or after July 26, 2025. If a property currently insured under a COM policy qualifies for a CHV policy, the COM policy must be canceled and rewritten as a new CHV policy (with a new application and policy number) to access the higher coverage limits.
COVERAGE LIMITS
• The maximum coverage per building is increasing to $20 million.
• The total maximum coverage per location, including multiple buildings, is $100 million.
DEDUCTIBLES (WHAT YOU PAY IN A CLAIM)
• COM Policies: Now offer both flat-dollar deductibles (e.g., $1,000 or $5,000) and new percentage-based options (from 1% to 15% of the insured value).
• CHV Policies:
• For fire coverage, deductibles start at 5%.
• For all other risks, deductibles range from 1% to 15%.
• These are based on the total insured value, meaning the deductible amount can be substantial for high-value properties. Some property types—such as public buildings, schools, condominium associations, and buildings under construction—have mandatory minimum deductibles. These vary depending on whether the policy is a COM or CHV policy.
NEW FEES AND CHARGES
• CHV policies will include a Temporary Supplemental Fee, based on the property’s wild-fire risk and the amount of coverage exceeding $20 million.
• Properties that receive unsatisfactory safety inspections may incur an additional 23% surcharge.
APPLICATION UPDATES
The insurance application is being revised to collect more detailed information, including:
• Whether the building is equipped with sprinklers
• The building’s occupancy status (70% or more vacant is considered “substantially va-cant”)
• Any excess or secondary insurance on the property
• A full list of owners or entities with an ownership interest
FORMS AND POLICY DOCUMENTS
Several forms are being updated or added to clarify policy language. Policy documents will now include more detailed breakdowns of deductibles, fees, and wildfire premiums.
CHV POLICY END DATE
CHV policies will only be available through July 26, 2028. After that date:
• No new or renewal CHV policies will be issued.
• Existing CHV policies will not be renewed upon expiration.
• Any unused fees will be refunded with interest, no later than two years after the final claim is closed.
DISCLAIMER
The California FAIR Plan serves as the state’s insurer of last resort. Property owners are strong-ly encouraged to explore insurance options in the standard market whenever possible, both for new coverage and for any risks currently insured under the FAIR Plan.
Creating a Yearly Landscaping Schedule with Your Landscape Contractor
When it comes to keeping your HOA community or property looking its best year-round—especially in a climate like the Coachella Valley’s—having a clear, customized landscape schedule is one of the most valuable tools you can have.
As a landscape contractor serving desert communities for years, I’ve seen firsthand the difference a well-planned annual schedule makes. It helps prevent problems, saves money, and ensures your landscaping looks great in every season.
Here’s why it matters—and how to create one that works.
BENEFITS OF A YEARLY LANDSCAPING SCHEDULE
1. Predictable Maintenance
A schedule ensures that regular mowing, trimming, fertilizing, and irrigation checks happen on time. You won’t be left wondering when the hedges will be trimmed or the turf will be aerated.
2. Seasonal Planning
Different times of year call for different types of care. A good schedule accounts for the Coachella Valley’s climate—such as summer heat protection, fall planting, winter pruning, and spring clean-ups.
By Lily Ortega
3. Budget Control
Planning ahead helps HOA boards and property managers allocate landscape budgets more effec-tively. You’ll know when larger tasks like palm trimming or irrigation upgrades are scheduled, helping to avoid financial surprises.
4. Healthier Landscapes
Plants and turf thrive with proactive—not reactive—care. A consistent schedule helps prevent pest outbreaks, overgrowth, and drought stress.
5. Better Communication
A shared calendar gives everyone— HOA boards, property managers, residents, and the landscape crew—a clear picture of what to expect. That means fewer complaints and faster response times.
TIPS
FOR CREATING A LANDSCAPE SCHEDULE THAT WORKS
Break It Down by Month or Quarter
Include routine tasks (like mowing and edging), seasonal jobs (like mulching or fertilizing), and one-time projects (such as overseeding or installing new plant material).
Include Irrigation Checks
Water use is critical in the desert. Schedule quarterly or monthly inspections to catch leaks, adjust timers, and improve efficiency.
Factor in Tree and Palm Care
Plan annual palm trimming (usually in late spring) and seasonal pruning for shade trees. Schedul-ing early helps you reserve a spot during busy times.
Leave Room for Flexibility
Weather changes, emergency repairs, or seasonal shifts may require schedule adjustments. A good schedule is a guide—not a rigid rulebook.
Final Thought
Creating a yearly landscape schedule with your contractor is one of the smartest moves you can make. It keeps your community looking polished, supports plant health, and stretches your land-scaping budget.
If your HOA doesn’t have a schedule in place yet, now is the perfect time to start. Work with your current landscaper to build a plan tailored to your property’s unique needs.
Lily Ortega is the Business Development Manager for Pro Landscaping Inc. and she also currently serves on the CAI-CV Board of Directors. Pro Landscaping Inc. is a leading landscaping company in the Coachella Valley. Please contact Lily at lily@proland-inc.com for more information.
IS YOUR HOA A BEST PRACTICE COMMUNITY?
Do your HOA residents (and potential home buyers) recognize the value associated with living in your “best practice“ community?
CAI-CV’s Medallion Award Program provides an opportunity for CAI-CV member communities to be recognized for using CAI best practices.
BENEFITS TO YOUR HOA:
• Helps to build positive community spirit.
• Helps preserve and enhance the highlevel character of your community.
• Helps to protect and enhance property values in your community.
• Helps the board and management exceed owners’ expectations.
YOU WILL RECEIVE:
• A professionally made outdoor Medallion Community logo sign that can be mounted to your gate or entrance.
• A professionally designed electronic logo that can be added to your website, business cards, and marketing materials.
• A cover-feature article in CAI-CV’s award-winning HOA Living Magazine
JOIN THE RANKS OF COACHELLA VALLEY MEDALLION COMMUNITIES!
• Desert Shores Resort, Indio
• Indian Ridge, Palm Desert
• Mira Vista at Mission Hills, Rancho Mirage
• Montage at Mission Hills, Cathedral City
• Palm Valley Country Club, Palm Desert
• Santa Rosa Cove, La Quinta
• Sun City Palm Desert
• The Springs Community Association, Rancho Mirage
• Victoria Falls, Rancho Mirage
NEXT STEP:
Request an application Click or Scan the QR Code
(Application includes a questionnaire designed to evaluate an HOA’s best practices in all operational areas. The application is reviewed by CAI-CV Homeowner Leaders who either award Medallion status or provide feedback on areas needing improvement. The first-time application fee for CAI-CV members is $300 with a 2-year renewal fee of $200. Contact CAI-CV (760) 341-0559 or email holly.smith@CAI-CV.org for more information.)
Layers of Protection: Developing Community Association Security
By Britain L. Rome
When homeowners take on volunteer roles within their community association, they quickly find themselves learning about a wide range of topics, security being one of the most vital. People responsible for safety initiatives often start with one clear goal in mind: create a secure and welcoming environment for everyone in the neighborhood. Figuring out how to get there? That can be the tricky part.
In newer communities, associations might lean on past, positive experiences to help shape their security approach. In more established neighborhoods, there's sometimes a tendency to stick with a “how it’s always been done” approach. Regardless of a community’s age or makeup, association board members and homeowners alike need to understand one essential truth: security should be a top priority for every community, no matter how upscale or quiet it may seem.
Gone are the days when safety was only a concern in high-crime areas. Today, every neighborhood (large or small, urban or suburban) needs a thoughtful, comprehensive security strategy. Fortunately, there are many tools and techniques available to help accomplish this. From security personnel and surveillance systems to wellplanned lighting and strategic landscaping, communities have options.
The best place to begin? With a trusted security partner that understands your unique needs, not just what boosts their
bottom line. Even small changes, such as repositioning a front desk for better visibility, can significantly enhance overall safety. The key is evaluating your current setup and identifying what can be improved.
While every community is unique in its layout, size, and design, certain security principles are universal. A truly effective security plan includes a mix of personnel, technology, community engagement, and layered protection. These layers can and should exist in every community, regardless of its size.
EXTERIOR LAYER: THE FIRST LINE OF DEFENSE
This layer encompasses features that protect the outer perimeter of the community, including fences, barriers, signage, lighting, gate systems, patrols, and perimeter monitoring. Design strategies, such as crime prevention through environmental design (CPTED), are particularly useful in this context.
such as storage areas, utility closets, and maintenance sheds.
INTERIOR LAYER: PROTECTING RESIDENCES THEMSELVES
This is the most critical layer of security, encompassing measures such as secure locks on home doors, controlled access to parking areas, interior patrols, motion-detecting lighting, and clear emergency protocols. This layer directly safeguards residents and their property. Keep in mind, security features often overlap between layers. For example, patrols, lighting and surveillance cameras can support all three layers
MIDDLE LAYER: SECURING SHARED AND ACCESS AREAS
The middle layer focuses on entry points and common areas, including entry gates staffed by personnel, access-controlled buildings, CCTV systems, secure package delivery zones, and visitor management systems. It also covers spaces that are often overlooked,
of protection. No single element can carry the entire burden; strength comes from building a network of visible and behind-the-scenes measures that work together to deter, detect and respond to threats.
BEYOND INTRUDERS: THE BROADER VIEW OF SECURITY
Security doesn’t only mean preventing break-ins. It also includes
preparedness for natural disasters, utility failures, and other emergencies. A fallen tree blocking the only exit or a flood from an overflowing drainage system can be just as disruptive and dangerous as a break-in.
That’s why communication and contingency planning are key. Whether it’s establishing evacuation procedures or ensuring someone can respond to a power outage, security programs should cover a broad range of scenarios. Security staff often serve as first responders in these cases, so training and preparedness are also essential.
difference. Residents should feel comfortable reporting suspicious activity, and security professionals should be encouraged to build positive relationships within the community.
Encouraging non-board member homeowners to get involved through newsletters, safety events, and volunteer opportunities fosters a culture of shared responsibility. Security isn’t just the job of the board or security professionals; it’s a community-wide effort.
THE HUMAN ELEMENT: COMMUNICATION AND COMMUNITY INVOLVEMENT
Effective security isn’t just about systems and technology — it’s also about people. Strong communication between homeowners, board members, and security professionals makes a huge
PARTNERING WITH LOCAL AUTHORITIES
Creating a relationship with local law enforcement and emergency services adds another valuable layer. These partnerships help ensure your community is aligned with broader public safety efforts and can enhance training and awareness programs. Invite local first responders to community meetings or events, keep them informed about your security plans, and collaborate on initiatives that benefit the community. Their insight and presence can make your efforts even more effective.
CONTINUOUS IMPROVEMENT: KEEP EVOLVING
Lastly, don’t assume your security plan is a one-and-done deal. It’s vital to regularly review and update your plan. What worked well six months ago might not be effective today. Assess changes, track performance, and make adjustments as needed to stay ahead of potential risks.
FINAL THOUGHTS
Security in a residential community is never about just one solution; it’s about building a strong, layered approach that reflects your community’s unique needs. With proactive planning, engaged residents, reliable partners, and a commitment to continuous improvement, you can create a safer, more connected place for everyone to call home.
Britain L. Rome is the Business Development Manager with the Inland Empire Division, Allied Universal® Security Services. You can reach Britain at Britain.rome@aus.com or call (714) 453-7450.
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Handling Conflicts in a Community
By E.J. (Jay) Jarvis II
Community associations and their members occasionally disagree. When conflicts arise, the association board often turns to alternative dispute resolution (ADR) instead of litigation. ADR methods—such as negotiation, mediation, or arbitration—offer flexibility in resolving disputes. Parties may choose one method or combine multiple steps in sequence, progressing from the least to the most formal approach. Many contracts even require ADR before or instead of going to court.
Negotiation involves the parties identifying key issues, understanding each other’s needs and interests, brainstorming solutions, and finalizing terms— typically in a written settlement agreement. It's an informal, cost-effective, and cooperative process that allows both sides to focus on their interests objectively.
ADR can be an efficient, cost-saving alternative to traditional court proceedings. However, there are important financial considerations. In court, parties pay attorneys and court fees, but the state covers judges’ salaries. In ADR—particularly arbitration—participants must pay for the professionals involved. Sometimes, the ADR agreement stipulates that the losing party covers all associated costs, including the opposing party’s legal fees. This is rare in court judgments.
Attorney Nicholas Caplin, interviewed by KPBS News in San Diego, noted that ADR has become one of his go-to tools— especially in cases involving pickleball disputes. While some of these cases proceed to court, many are resolved through mediation or arbitration.
“ULTIMATELY, ASSOCIATIONS SHOULD AIM TO RESOLVE DISPUTES EARLY—THROUGH NEGOTIATION—SAVING TIME, MONEY, AND RELATIONSHIPS.”
Mediation introduces a neutral, trained mediator to help resolve the conflict. Though slightly more time-consuming and costly than negotiation, mediation remains collaborative and often preserves relationships. The parties themselves, with the mediator’s guidance, craft the settlement.
Arbitration is a more formal process that can require significant time and expense. Arbitrators—typically legal experts—issue binding decisions based on presented evidence and testimony. In most cases, these decisions cannot be appealed or re-litigated.
Boards and concerned homeowners should always begin with negotiation. If unsuccessful, mediation is often the next best step.
While arbitration can be costly, it remains less formal than court and often skips strict evidentiary procedures. Ultimately, associations should aim to resolve disputes early—through negotiation—saving time, money, and relationships.
E.J. (Jay) Jarvis II, Is retired community manager, Past President, Lafayette Village Homeowners Association, Past President and On-site manager Portola Palms Homeowners Association. Jay can be reached at jayj92260@gmail.com
Raising the Bar: Why Credentials Matter in Community Management
By Holly Smith, CMCA, AMS, PCAM
EXECUTIVE DIRECTOR, CAI COACHELLA VALLEY
At the Community Associations Institute (CAI), education is more than a service—it’s our mission. Whether you’re a Community Manager, Business Partner, or Homeowner Leader, educational programs are designed to empower you to lead with knowledge, confidence, and credibility.
Yet in recent conversations, I’ve heard a recurring question: “Do credentials really matter?”
Some question the importance of professional designations, arguing that they don’t impact the day to day tasks of the job. But that’s exactly the point—designations aren’t about changing what we do each day; they’re about demonstrating how well we do it. Credentials show a commitment to best practices, ethical standards, and continuous improvement that directly influences the quality of service we provide to our communities.
The more credentialed professionals we have working in this industry, the more value we bring to the communities we serve—and the more we elevate community management into the respected profession it truly is.
COMMUNITY MANAGEMENT: A CAREER WITH PURPOSE
Let’s be honest: we didn’t grow up dreaming of being a Community Manager. We envisioned becoming doctors, lawyers, teachers, or business leaders. However, we have an
“Credentials aren’t about changing what we do each day; they’re about demonstrating how well we do it.”
opportunity to change that narrative and put Community Management on the map as an essential, multi disciplinary profession. Approximately 30 % of Americans live in communities governed by a Homeowners Association (HOA). This translates to roughly 75 million people residing in HOA managed communities. This statistic alone underscores the importance of finding, hiring, or becoming a professional Community Manager.
This field demands a unique blend of knowledge and skills across a wide range of disciplines. While Community Managers are not attorneys, accountants, or contractors, they must have knowledge of legal documents and laws, budgeting, construction coordination, conflict resolution, leadership, and communication. On a daily basis, they are required to collaborate with subject matter experts, guide
volunteer boards, and help communities navigate increasingly complex challenges. It’s labor intensive, emotionally nuanced, and often an underappreciated skill set.
In many ways, managers are the glue that holds communities together. Many other industries require their professionals to hold licenses or certifications to validate their expertise. Ours should be no different.
A PROFESSIONAL STANDARD FOR A PROFESSIONAL ROLE
Earning a designation is more than a résumé booster— it’s a professional declaration that tells clients, boards, and employers: “I’m serious about my work. I’m invested in my development. I’m committed to excellence.”
And it’s not just about individual achievement. Credentialed professionals help management companies and service providers stand out in a competitive market. It builds trust, demonstrates commitment, and elevates the credibility of the entire team.
CREDENTIALS ADD VALUE — AND SET THE BAR
When management companies prioritize hiring and/or developing credentialed professionals, they’re doing more than strengthening their internal teams—they’re helping define what excellence in community management looks like. Most boards don’t inherently understand what designations like CMCA®, AMS®, or PCAM® mean, so it’s up to management professionals to educate their clients and set expectations. By demonstrating the value of credentialed staff—through improved service quality, accountability, and leadership— management companies can help shift the industry narrative. Yes, companies with more credentialed employees may be able to command stronger contract rates, but the larger goal
professional landscape—one where fair compensation and high standards are expected.
CAI CREDENTIALS AT A GLANCE
For Community Managers:
• CMCA® – Certified Manager of Community Associations
The foundational credential earned after completing the M 100 course and passing the CMCA exam. A vital first step in establishing credibility in the profession.
• AMS® – Association Management Specialist
Requires a CMCA, at least two years of direct community association management experience, and completion of two M 200 level courses. This credential signals a higher level of industry knowledge and experience.
• PCAM® – Professional Community Association Manager
CAI’s highest designation. Requires a CMCA, AMS, five years of experience, and completion of all six M 200 courses. The final step is the PCAM Case Study, a rigorous examination of a real life community that challenges applicants to demonstrate comprehensive industry expertise. Often likened to a college dissertation, passing the Case Study is a significant career milestone.
For Business Partners:
• CIRMS® – Community Insurance and Risk Management Specialist
Tailored for insurance professionals serving community associations.
RS® – Reserve Specialist
• CCAL – College of Community Association Lawyers
For attorneys who have demonstrated excellence and experience in community association law.
• Educated Business Partner
A course that helps service providers better understand CAI, the structure of community associations, and how to support managers and boards effectively.
For Homeowner Leaders:
Board Leader Certificate – A five part course covering:
• Governing Documents and Board Roles
• Communication, Meetings, and Volunteerism
• Financial Management
“Let’s raise the standard. Let’s change the narrative. Let’s make community management a profession that young leaders choose.”
CONTRIBUTING AUTHORS
• Working with Professional Advisors
• Rules Enforcement and Conflict Resolution
This program equips volunteer leaders with essential knowledge to serve their communities confidently, informatively, and ethically.
THE INDUSTRY IS EVOLVING—ARE YOU?
Every year brings new laws, technologies, and shifting homeowner expectations. To meet those changes, we must commit to lifelong learning. Credentials are more than acronyms of past effort; they are commitments to ongoing growth.
Let’s raise the standard. Let’s change the narrative. Let’s make community management a profession that young leaders choose—because when we lead with education, elevate with credentials, and advocate for professionalism, we build a stronger future for our communities—and the people who serve them.
Holly Smith, CMCA, AMS, PCAM, is the Executive Director of the Community Assosiation Institute of Cochella Vally. She can be reached at hsmith@ cai-cv.org or call (760) 341-0559.
WANTED!
We welcome submissions from Community Managers, Business Partners, and Community Volunteers. If you have insights, experiences, or accomplishments worth sharing, we want to hear from you!
The HOA Living Committee is seeking articles for the upcoming issues for the chapter’s publication.
TOPICS MAY INCLUDE: HOA management, maintenance and repairs, legal and risk issues, or community highlights and success stories.
SUBMISSION GUIDELINES:
• Submit by the 3rd Friday of each month
• Maximum 1,800 words (unless pre-approved)
• Include a short bio and headshot
• Articles must not promote your business or services
SUBMIT TO: Holly Smith, Executive Director holly.smith@cai-cv.org
Smart Pool Care: Save Water & Money Without Compromise
By Roberto Antonio Flores
Community pools are more than just amenities— they’re central to resident well-being, neighborhood pride, and property value. Yet many HOA-managed pools still rely on outdated practices that waste water, energy, and money.
With modern technologies and smarter treatment strategies, it’s now possible to achieve crystal-clear, healthier water while significantly reducing operational costs. This article reveals proven methods to elevate your pool care—without compromise.
WHY MOST POOLS WASTE MONEY
After decades of auditing and optimizing aquatic facilities, I’ve identified three avoidable factors that cost communities thousands annually:
• Chemical overuse due to poor filtration, excessive backwashing, and improper chemicals used.
• Water waste from unnecessary draining, improper filter operations, and lack of proper chemical treatment knowledge.
• Energy waste caused by improper or excessive pump operation and undersized hydraulic systems and/or filtering equipment.
MODERN SOLUTIONS THAT ACTUALLY WORK
1. Supernatural Clarifiers
• How they help: Bind microscopic particles, enhancing filtration.
• Frequency: Weekly (increased for high-use pools).
• Savings: Reduce filter cleanings by up to 30%.
2. Bio-Enzyme Treatments
• How they help: Break down oils, sweat, and organic debris.
• Frequency: Weekly (increase for heavy bather loads).
• Phosphate Remover – Prevents algae and microbial growth; once below 200 ppb, apply weekly with testing to eliminate costly shock treatments.
PUMP OPERATION FACTS
• Residential Pools: Run pumps at low speed 24/7 to save 50–70% on energy.
• Commercial Pools: Match flow rate to health code (typically a 6-hour turnover).
Never exceed:
– 10 GPM/sq. ft. for sand filters (under 24” of actual filtering media depth)
– 1.5 GPM/sq. ft. for DE filters
WHAT YOUR HOA SHOULD DO NOW
Is your pool provider:
• Using modern treatments like enzymes, phosphate removers, and supernatural clarifiers on a weekly basis?
• Keeping the chlorine stabilizer/conditioner (cyanuric acid) below 40 ppm (20 max in highuse swimming pools and any type of spas)?
• Are pumps set to optimal speeds?
Review past records:
Complaints, annual chemical usage, energy spending, and water usage.
Bring in a Professional Certified Consultant to evaluate:
• Overall operations
• Water quality control
• Premature damage of equipment and finishes
Note: Last month’s advice on 6- to 8-hour pump run times applied only to residential pools. Commercial pools must meet health code-specific turnover requirements.
Caring for your community’s pool should go beyond the bare minimum of chlorine and acid. Today’s homeowners expect more—clearer water, safer conditions, and sustainable practices that protect both health and resources. By adopting advanced water treatments and smart energy practices, your HOA isn’t just maintaining a pool; you’re delivering peace of mind, preserving property value, and creating a healthier space for every family to enjoy. Take the lead—transform your pool from routine to remarkable.
Roberto Antonio Flores is a global expert in aquatic facility operations. He is a Certified Pool Operator (CPO®) and Instructor with the Pool & Hot Tub Alliance (PHTA), Founder and President of Water Experts & Latino Leadership, and author of Manual de Operaciones del Agua Recreativa (Editorial Trillas, 2014). Roberto has served as an Aquatic Facility Auditor throughout North and South America and the Caribbean, and he is a Technical Advisor on pool health codes for Mexico City and the State of Mexico. He also consults for UNAM and the Autonomous University of Baja California. For expert consultation, contact him at sales@hidroklear.com or call 602-617-4893.
CLAC UPDATE
Household leaks can waste up to 1 trillion gallons of water every year nationwide. That wasted water is equal to annual household water use of nearly 11 million homes, according to the
Many leaks are easy to find
Common leaks in homes are worn toilet flappers,
CAI-CLAC TWO MINUTE UPDATE ON YOUTUBE:
The California Legislative Action Committee’s (CLAC’s) primary objective remains constant: propose, monitor, evaluate, provide input, and take formal positions on state legislation affecting community associations.
In 2023, CAI-CLAC achieved just this. CLAC was successful in the sponsorship of two bills and the integration of cleanup measures into the Housing Omnibus bill. Furthermore, they played a pivotal role in securing critical amendments for three additional pieces of legislation.
AB 130 – Fines Limited and Other Changes
By: Jason A. Savlov, Esq.
On June 30, 2025, at the last minute, the California legislature revised AB 130 to include changes to the Davis-Stirling Act regarding the enforcement of governing documents. The bill, which primarily addressed affordable housing, amended Civil Code §§ 5850 (schedule of monetary penalties) and 5855 (notice of disciplinary hearing) and became effective immediately.
Under AB 130, monetary penalties (i.e., fines) that homeowners associations can impose for governing document violations are limited to $100 per violation. In addition to hindering compliance, this limitation on the amount of monetary fines may severely impair the deterrent effect that higher fines provide. For example, higher fines developed to deter short-term rental violations can no longer be imposed. Another example is installing architectural modifications without approval. Due to the lower fine amounts, associations will now need to step up enforcement procedures, such as having legal counsel write letters and initiate dispute resolution procedures sooner.
“Under AB 130, fines for governing document violations are capped at $100—dramatically reducing the deterrent effect of higher penalties.”
One question is whether associations can impose daily fines of $100.00 for these types of continuing violations. At best, AB 130 is unclear whether daily fines are allowed. The statute limits fines to $100 “per violation.” However, “violation” is not defined. Each occurrence of a violation could be subject to a $100 fine. For example, each occurrence of a loud party that violates quiet hours and/or nuisance provisions could be fined $100.
AB 130 allows fines higher than $100 per violation for violations that may result in an adverse health or safety impact on the common area or another association member’s property. Therefore, if an association has a smoking ban, to impose a higher fine, the association would have to show that smoking is causing damage to the common area or another member’s property, as the exception does state it is for adverse impact on other residents within the community. Prior to imposing
higher fines under the adverse health or safety impact basis, the board must make a written finding in an open board meeting specifying the adverse health or safety impact. Associations will need to have a fine schedule for these types of violations. The new changes also prevent associations from imposing interest or late fees for nonpayment of monetary penalties.
“Associations must now offer homeowners a chance to cure violations before disciplinary hearings—and cannot impose fines if the issue is resolved in advance.”
In addition to limiting fines, AB 130 added enforcement procedures. Members must have the opportunity to cure alleged violations before the disciplinary hearing. Boards cannot impose discipline if the member cures the violation before the disciplinary hearing or provides a financial commitment to cure the violation. If, after the hearing, the member and the board do not reach an agreement, the member has the ability to request internal dispute resolution (IDR). If an agreement is reached, then the board must prepare a written resolution that will be binding on the association and judicially enforceable if signed by both parties. Finally, the timeframe to provide the member with the results of the hearing has been shortened from fifteen (15) days to fourteen (14) days.
Although AB 130 does not require revision of enforcement policies and fine schedules, boards should consult with their legal counsel on the adequacy of their current enforcement procedures and fine policies. It may be beneficial for associations to update their enforcement policies/fine schedules to include the new fine amounts and procedures.
Although AB 130 was introduced as a bill to address affordable housing, the consequence of these Davis-Stirling Act changes may result in associations spending more money to enforce violations of the governing documents effectively.
Jason A. Savlov, Esq. is the Partner in Charge of Litigation at Adams|Stirling PLC, with offices throughout California, including Palm Desert. You can reach Jason at jsavlov@adamsstirling.com or (760) 620-0747.
Where to Cool Off in the Coachella Valley
By Coachella Valley Water District (CVWD)
With triple-digit temperatures forecasted for August, finding ways to stay cool is essential. Whether you’re looking to relax by the pool or dive into some fun family activities, here are several local spots within CVWD’s service area that offer water-based relief:
FISHING AT LAKE CAHUILLA VETERANS REGIONAL PARK
Located in La Quinta, this 135-acre lake is regularly stocked with fish and is a popular destination for both seasoned anglers and beginners. For the most comfortable experience, start your day early to avoid the midday heat. www.rivcoparks.org
PALM DESERT AQUATIC CENTER
Water lovers of all ages can enjoy a wide variety of features at this state-of-the-art facility, including multiple pools, diving boards, water slides, and a splash playground. The center also offers classes and programs for both kids and adults. www.pdpool.com
SPLASH PAD AT LA QUINTA PARK
Kids can cool off for free at the Splash Pad in La Quinta Park. This popular water feature is just one of many amenities offered at the park, which also includes playgrounds, picnic areas, and walking trails. www.laquintaca.gov/residents/our-community/parks
"From splash pads to stocked lakes, the Coachella Valley is full of cool ways to beat the heat."
LIVING DESERT SPLASH PAD
Find refreshing fun at The Living Desert’s new Oasis Splash Pad, open daily from 8 a.m. to 1 p.m. Access is included with general admission or membership, making it a great place for family fun in the sun. www.livingdesert.org
ENJOY THE LOCAL POOLS
If lounging by the pool is more your style, several local resorts and hotels offer day passes through https://www. resortpass.com. Top attractions include:
• HyTides Plunge at the Grand Hyatt Indian Wells Resort & Villas
• Splashtopia Water Park at Omni Rancho Las Palmas Resort & Spa in Rancho Mirage
No matter how you choose to spend your summer, remember to stay hydrated, take breaks in the shade, and most importantly, stay cool.
To learn more about wise water use in the Coachella Valley, click on cvwd.org/conservation.
AB 130: New Limits on HOA Fines and Enhanced Due Process
By Leena Danpour Gurnick, Esq.
On June 30, 2025, California Governor Gavin Newsom signed AB 130 into law, codified in California Civil Code Sections 5850 and 5855, with immediate effect. This legislation introduces significant changes to how homeowner’s associations (HOAs) may impose fines for violations of their governing documents, aiming to enhance homeowner due process while imposing strict limits on fine amounts.
Below is an outline of the key changes that demand prompt attention from HOA boards and managers.
1. Most Association Fines Are Capped at $100
The maximum fine an association can impose for a violation is now $100, unless the violation poses an "adverse health or safety impact." In such cases, a board may levy a higher penalty than $100 as outlined in the association’s existing Fine Policy, provided the violation could harm the common area or another member's property. However, before imposing any fine exceeding $100 under this exception, the board must adopt a written finding in an open meeting, detailing the specific health or safety risk without disclosing identifying information about the individual member involved. Additionally, no late charges or interest may be applied to any monetary penalty.
2. Members Will Have an Opportunity to Cure Violations
Prior to imposing any discipline, including fines or suspension of membership privileges if authorized by the governing documents, a board must give the member an opportunity to cure the violation before the disciplinary hearing. If the member cures the violation before the board hearing, or if curing the violation requires more time than the notice period allows and the member demonstrates commitment through
“THE MAXIMUM FINE AN ASSOCIATION CAN IMPOSE FOR A VIOLATION IS NOW $100, UNLESS THE VIOLATION POSES AN ‘ADVERSE HEALTH OR SAFETY IMPACT.’”
measures like a signed contract or paid deposit, no fine or other discipline can be imposed.
Furthermore, if the board and member disagree following the hearing, the member may request internal dispute resolution (IDR) under Civil Code Section 5910. Alternatively, if an agreement is reached, the board must prepare a written resolution, signed by both parties, documenting the outcome.
3. Shortened Notification of Board Decisions
Boards must now provide written notification of hearing decisions within 14 days (reduced from 15 days) after the board's action.
What Does AB 130 Mean for Associations?
AB 130 will likely shift the way associations traditionally enforce their governing documents and result in more structured and individualized enforcement measures, less focused on levying fines, and more focused on non-monetary remedies or legal action.
Since members now have the opportunity to cure violations before the board hearing, levying daily or monthly fines for continuing violations, after noticed hearing before the board, is no longer permissible.
For larger or
“EACH VIOLATION, EVEN IF CONTINUOUS, REQUIRES A SEPARATE NOTICED HEARING BEFORE THE BOARD.”
ongoing violations that do not qualify as an “adverse health or safety impact” and remain uncured, associations will likely offer mediation and/or pursue lawsuits to seek court ordered injunctions for enforcement, as a $100 fine will likely fail to result in compliance. Associations should also anticipate a rise in IDR requests from owners seeking to challenge board hearing decisions.
Although this shift will likely increase the administrative workload and/or legal fees, it will also give opportunities to boards to work with their legal counsel to come up with creative solutions that may be more effective than standard fines. The resulting shift in an association’s approach to enforcement will still allow Boards to continue to hold members accountable and even prevent members from committing minor violations (such as landscaping overgrowth, parking infractions, or improper storage of trash bins), potentially in a more effective manner.
While some may view this new law as a victory for members due to reduced fine amounts, it is likely to result in an increase in IDRs, mediations, and lawsuit. These formal enforcement mechanisms will drive up legal expenses, which members may bear collectively through special assessments or higher regular dues. Accordingly, Boards should consider adjusting their budgets to account for increased legal expenditures and proactively consult legal counsel when developing or revising their enforcement policies.
“BOARDS MUST NOW PROVIDE WRITTEN NOTIFICATION OF HEARING DECISIONS WITHIN 14 DAYS.”
Next Steps the Association Should Take
Association boards are encouraged to work with legal counsel to review their governing documents, including their current enforcement policies and fine schedules in light of AB 130. Updating these documents can help to ensure clarity and consistency with the new statutory framework. Boards may also explore alternative enforcement tools with legal counsel, as alternatives to fines can still promote compliance without relying solely on monetary deterrents. Creative, tailored enforcement strategies are more important than ever under this new legal shift.
AB 130 does not eliminate the board’s enforcement authority; it simply requires that it be exercised with more structure and care. For ongoing or repeated violations that are not health and safety risks, legal action, such as mediation or a court injunction, may now be the most effective tool to secure compliance.
Ultimately, while AB 130 may reduce the reliance on fines,
“AB
130 DOES NOT ELIMINATE THE BOARD’S ENFORCEMENT AUTHORITY; IT SIMPLY REQUIRES THAT IT BE EXERCISED WITH MORE STRUCTURE AND CARE.”
it reinforces the importance of legal oversight in enforcement. Associations should view this as an opportunity to refine their procedures and consult legal counsel on best practices moving forward.
Finally, stay vigilant for any future amendments to this law as it is very new and will likely evolve.
Leena Danpour Gurnick, Esq. is an Associate Attorney with the law firm of Roseman Law, APC and represents Homeowners Associations in transactional matters, providing corporate governance and advice to Boards of Directors who serve Associations throughout California. You may reach Leena at Gurnick@roseman.law.
Leena Danpour Gurnick, Esq. is an Associate Attorney with the law firm of Roseman Law, APC and represents Homeowners Associations in transactional matters, providing corporate governance and advice to Boards of Directors who serve Associations throughout California. She may be reached at Gurnick@roseman.law.
Dealing With the HOA Repair & Maintenance Project Conflicts
ADDRESSING THE CHALLENGES OF MAINTENANCE AND REPAIR PROJECTS
By Chris Sigler, B.S.C.E., C.D.T.
Repair & Maintenance Projects at our HOAs can pose various challenges and are rarely easy to achieve. Deferred maintenance in the HOA world is nearly at an epidemic level, it seems. Mainte-nance and upkeep of our communities are a vital part of bolstering property values and attracting potential buyers and community members, and gaining the “buy-in” and cooperation of Board members and homeowners alike is an important aspect of carrying out any successful Association repair and maintenance project.
“Maintenance and upkeep are a vital part of bolstering property values and attracting buyers.”
The challenges are many—both in getting the project off the ground and then during the project. The rewards are plentiful as well, thankfully. Once the work is done, the struggles can be put in the rearview mirror, and a refreshed and well-kept community is the positive result that remains.
ROOT CAUSES
The need for repairs and maintenance is usually earmarked, and timelines are set in a Reserve Study. In some cases—due to the extreme desert climate—the need for repairs “creeps up” sooner than planned in the study. In other cases, events such as leaks, catastrophic occurrences, or natural disasters deplete reserves and prohibit a Board from conducting necessary maintenance or repairs.
Lastly, we have all experienced situations where Boards choose to defer repairs or maintenance. This is where many HOAs end up “underwater” due to rising costs or insufficient reserves to han-dle essential upkeep.
All of these scenarios are problematic and create internal conflicts, leading to unrest, disappoint-ment, and frustration within the community. There are various root causes that can typically be pin-pointed:
1. Low monthly assessments
2. Use of funds for elective items vs. regular maintenance
3. Components or systems that are unreserved but fail or require replacement
4. Repairs done without independent or professional management, creating a “fox watching the henhouse” scenario
5. Repairs being done as “one-offs” vs. complex-wide projects
COMMUNITY IMPACTS
When an HOA finds itself under-reserved or short of funds to do necessary repairs and mainte-nance, a few undesirable results can occur:
• Reserves become depleted and the “% reserved” in the Reserve Study becomes dangerous-ly low
• Components in need of repair become deferred
• The visual appearance of disrepair harms property values
• Special assessments become a more immediate reality
These impacts are unfortunate—but avoidable. They can be prevented by making sometimes un-popular decisions at the Board level, such as raising monthly assessments to bolster reserves, strictly following your Reserve Study, and hiring independent consultants to help prioritize and guide repairs. Inform your community as best you can through newsletters, incentives for attending open meetings, and regular email communications or other digital platforms. These are all consid-ered best practices.
“When reserves run low, special assessments become a more immediate reality.”
ADDRESSING CONFLICTS IN THE COMMUNITY
Being a volunteer Board member can often seem like a thankless task. However, when a Board engages with the community using the methods suggested above, it greatly increases the chances of achieving a more harmonious, understanding, and cooperative environment. In our experience, when previously disengaged or disgruntled homeowners suddenly show up at a meeting, it is often due to a lack of information—not apathy or disinterest.
When Board decisions create unrest in the community, the proactive measures that have been out-lined above can be referred to. Many times, when complaints such as “What has the Board been doing with our reserves?” or “Why do we need a special assessment?” arise, you can provide the communications that were shared previously. This shows that the Board did everything possible to keep everyone informed.
“An informed homeowner is a cooperative homeowner.”
The use of someone other than a Board member— such as a project manager—can also separate the Board from direct risk, liability, or complaints. When a repair or maintenance project is properly communicated, a higher level of cooperation can be achieved. If residents and owners are informed in advance of potentially intrusive repairs, they are more likely to be understanding and helpful throughout the process. This includes knowing why the repairs are being made, where, how they’ll be affected, and when.
For example, when a repair or repainting project is being conducted, homeowners should be notified by the project manager about the work being performed around their home. They should be asked to move any obstructions that might hinder the process—such as clearing patios or balco-nies, entryways, and removing wall hangings from exteriors. While this is rarely a perfect process, communication is the key to increasing cooperation and reducing frustration. Complaints can then be handled more efficiently by someone other than the Community Manager or Board members.
THE KEY TO AVOIDING CONFLICTS AND ACHIEVING SUCCESS
The key is simple: communication. Communicate regularly—and more intensively—as mainte-nance or repair needs approach. If there are financial shortfalls, communicate them early and con-sistently to avoid surprises. An informed homeowner has the opportunity to be more cooperative and to better understand the inner workings of their community.
If they choose not to engage with the information being shared, there is little that can be done—other than to document and provide the communication history in response to any concerns or con-flicts.
Chris Sigler is the President and Owner of C.L. Sigler & Associates, Inc., a Construction Management and Consulting firm that has exclusively served the HOA industry for 23 years. He is a Civil Engineer by trade with more than 35 years of Engineering and Construction experience and is actively involved in SB326 inspections throughout the Coachella Valley. Chris is certified with the Construction Specifications Institute (CSI) as a Construction Documents Technologist. Located in Palm Desert, his firm serves the Coachella Valley and Riverside County, while serving the San Francisco Bay Area in Northern California from their San Jose Corporate office.
MEET THE BOARD & COMMITTEE LEADERSHIP
Lily Ortega
By Mike Traidman
Lily Ortega has been a driving force within the CAI-CV chapter. She has volunteered for over seven years and has served on the board for four. In addition to her board role, she currently serves on both the Awards Committee and the Bowling Committee. Previously, she chaired the Volunteer Committee and was an active member of the Education Committee.
Raised in the Coachella Valley, Lily graduated from Cathedral City High School. During her senior year, she received several scholarships, including one from Jesse Escamilla, owner of Pro Landscaping, Inc. These scholarships supported her journey to attend—and graduate from—the top-ranked public university in the nation, the University of California, Berkeley.
During her college breaks, Lily worked at Pro Landscaping, where she developed a strong mentorship with Jesse and a lasting bond with the Pro Landscaping family. After graduating from UC Berkeley, Lily returned to work at Pro Landscaping, where she now plays a central role in the company’s success. She oversees a wide range of responsibilities including office management, business development, and financial
“Lily is passionate about helping the CAI-CV chapter grow—ensuring business partners feel valued and supported.”
operations—serving as Jesse’s right hand.
Pro Landscaping Inc. is one of the largest landscaping companies in the Coachella Valley, with 150 employees and more than 30 years of service. The company also operates several divisions, including a nursery and tree service, with 90% of its work focused on HOAs and the remainder on residential and commercial projects. In addition to her professional role, Lily also contributes her expertise to the CAI-CV HOA Living Committee, where she helps write educational articles on landscaping and property care.
Outside of work, Lily is a devoted mother to her energetic three-year-old daughter. Balancing motherhood and her professional responsibilities keeps her busy, but she still makes time to prioritize her health through fitness,
including weightlifting and Pilates at a local gym. Her future goals include obtaining a real estate license to support Pro Landscaping Inc.’s growing portfolio of property holdings.
Lily is passionate about helping the CAI-CV chapter grow in both membership and engagement. She is particularly focused on ensuring that business partners see real value in their membership and feel supported within the community. When asked about the current immigration climate, Lily shared that while Pro Landscaping has not been directly impacted, there is a strong sense of fear in the community among mixed-status families.
Lily — thank you for your continued leadership, passion, and support. Your dedication to our chapter and to the broader Coachella Valley community truly makes a difference.
Mike Traidman is a Director of CAI-CV, the President of Mira Vista at Mission Hills HOA, and a Commissioner for the Community Association Managers International Certification Board (CAMICB). Mike can be reached at mtraidman@yahoo.com.
