28,000+ CIRCULATION
SUN CITY
SHADOW HILLS FEATURES 16 18 19 22 24 26 36
Insurance Coachella Valley Water District Landscaping Security Law Roofing Risk Management
SEPTEMBER 2026
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HOA Living | SEPTEMBER, 2026
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TABLE OF CONTENTS DEPARTMENTS Cover Feature......................................10 Insurance............................................16 Coachella Valley Water District.........18 Landscaping........................................19 Security................................................22 Law.......................................................24
Want to apply for your PCAM designation? Need more points on your application to qualify? Get the credits needed by becoming a freelance writer with the HOA Living Magazine!
Contact us at admin@cai-cv.org for more information.
Roofing................................................26 Risk Managment.................................36
EVENTS Networking in the Wild.........................9 Summer Sizzler...................................20 Star Fleet Showdown Game Show...... 14 Upcoming Events................................25 Oktoberfest........................................... 34 CAI-CV Annual Symposium & Expo... 39
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About CAI-CV .......................................4 CAI-CV Board of Directors...................4 About HOA Living Magazine................5 Magazine Committee...........................5 Educated Business Partners................5 President's Message..............................6 Executive Director Message.................7 New and Renewing Members............... 8
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Board Nominations............................29 Boards and Management...................30 Community Spirit...............................38 2026 Corporate Sponsors...................40
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About CAI-CV 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.
2026 COACHELLA VALLEY CHAPTER BOARD OF DIRECTORS PRESIDENT
BRUCE LATTA, CMCA, CFE Manager, Indio Properties Term 1/1/2026 – 12/31/2028
PAST PRESIDENT
MARK DODGE, CMCA, AMS
Branch President & CEO Associa – Desert Resort Management Term 1/1/2023 - 12/31/2026
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.
TREASURER
STEVEN SHUEY, PCAM
Retired Community Manager Term 1/1/2025 - 12/31/2027
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.
VP, Regional Account Executive First Citizens Bank
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.
Term 1/1/2026 – 12/31/2028
To inquire about membership, visit www.cai-cv.org/join, call (760) 341-0559, or email admin@cai-cv.org.
ASSISTANT TREASURER
JOLEN ZEROSKI, CMCA
Term 1/1/2025 - 12/31/2027
SECRETARY
DAN GOODRICH CCAM-LS, AR, AMS PCAM, LSM Sierra Dawn Estates
DIRECTOR
JULIE BALBINI, ESQ.
CAI-CV
EDUCATED BUSINESS PARTNER
Term 1/1/2023 - 12/31/2026
DIRECTOR
MEMBER RESOURCES
WILLIAM BRADY
Fision Fiber Optics by Hotwire
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.
ABOUT HOA LIVING MAGAZINE HOA Living is CAI-CV’s monthly magazine and the official publication of the chapter. Circulation is approximately 28,000 and growing. A digital copy is distributed free to all members, and a printed version is available with a paid subscription by signing up at cai-cv.org/HOA_Living_Magazine. If you are interested in submitting an article or advertising, contact us at admin@cai-cv.org.
CONTACT INFORMATION
Term 1/1/2026 – 12/31/2028
DIRECTOR
MICHAEL MARSHALL, CMCA, PCAM
Vice President, FirstService Residential Term 1/1/2026 – 12/31/2028
DIRECTOR
LILY ORTEGA, CMCA
CAI-CV
EDUCATED BUSINESS PARTNER
Office Manager, Pro Landscape Term 1/1/2025 - 12/31/2027
DIRECTOR
DAVID SCOTT
Ranch Club Palm Estates Term 1/1/2026 – 12/31/2028
DIRECTOR
MIKE TRAIDMAN
Treasurer, Mira Vista at Mission Hills HOA Commissioner, CAMICB Term 1/1/2023 - 12/31/2026
GENERAL INQUIRIES
MEMBERSHIP INQUIRIES AND UPDATES
NATIONAL CONTACTS
Email: admin@cai-cv.org
Membership status/renewals cai-info@caionline.org
National Corporate Member updates addresschanges@caionline.org
Address or information changes addresschanges@caionline.org
National Professional Directory Laura Mason, lmason@caionline.org
Recruiter credit addresschanges@caionline.org
Dues or multi-chapter additions cashprocessors@caionline.org
Phone: (760) 341-0559 Mail: CAI-CV, 49950 Jefferson, Suite 130-117 Indio, CA 92201
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Managing Attorney, CV Office, Fiore Racobs & Powers, A PLC
HOA Living | SEPTEMBER, 2026
2026 HOA LIVING MAGAZINE COMMITTEE MEMBERS CAI-CV
EDUCATED BUSINESS PARTNER
JENNIFER JAMES, ESQ. CHAIR
BRITAIN ROME
Allied Universal
Partner & Managing Attorney of the Coachella Valley, Roseman Law, APC CAI-CV
EDUCATED BUSINESS PARTNER
JASON SAVLOV, ESQ.
Adams | Stirling, PLC
RODNEY BISSELL CO-CHAIR
JOHN SCHUKNECHT, CMCA, AMS
Bissell Design Studios Inc.
LaBarre/Oksnee Insurance
SEAN ANDERSEN
STEVEN SHUEY, PCAM
Association Reserves
Retired Community Manager
FELICIA BUSTOS
CHRIS SIGLER, B.S.C.E, CDT
WICR Inc. Waterproofing & Construction
C.L. Sigler & Associates, Inc.
SIERRA CARR, CMCA, AMS, CCAM, PCAM
CREATIVE DIRECTOR & GRAPHIC DESIGNER
Personalized Property Management
JOHNNY CONTRERAS
Southwest Landscape & Maintenance
Bissell Design Studios, Inc. rodney@bisselldesign.com (714) 293-3749
ROBERTO ANTONIO FLORES
PHOTOGRAPHY
MIRANDA LEGASPI, EBP, MBA
MATTHEW LAWTON, CIC, CIRMS, EBP
Hidroklear LLC
Platinum Security
JESSICA MCCONNELL HOA Invest
CAI-CV
RODNEY BISSELL
CAI-CV
EDUCATED BUSINESS PARTNER
EDUCATED BUSINESS PARTNER
LILY ORTEGA
OCV Insurance Services matt@ocvinsurance.com 760-774-2099
HOLLY SMITH, PCAM Executive Director
Pro Landscaping Inc.
EDITORIAL DISCLAIMER The opinions and views expressed in editorial material are those of the individual authors or interviewees and do not necessarily reflect the views of CAI–CV, Community Associations Institute, its Board of Directors, members, or advertisers. Unless expressly stated, CAI–CV does not endorse any individual, organization, product, service, political candidate, or opinion. Information contained in this publication is provided for general informational purposes only and does not constitute legal, accounting, or professional advice. Readers are encouraged to seek the advice of qualified professionals before acting on any information contained herein. HOA Living reserves the right to edit or reject submissions and advertising that do not meet its standards. Print colors may vary slightly due to the printing process.
CAI-CV CAI-CV
CAI-CV BUSINESS EDUCATED BUSINESS EDUCATED
EDUCATEDPARTNER BUSINESS PARTNER PARTNER
CHOOSE EDUCATED BUSINESS PARTNERS
BECOME AN EDUCATED BUSINESS PARTNER
Call the CAI-CV office or go to www.caionline. org/education-for-partners/ for more information. Business Partner Essentials is an online course that empowers CAI-member business partners to better serve community associations. Participants who complete the course earn the CAI Educated Business Partner distinction, highlighting their knowledge, professionalism, and commitment to excellence.
Britain L. Rome, Allied Universal® 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 Will Cartwright, Cartwright Termite & Pest Control, Inc. Christopher Cellini, Flood Response Todd Chism, PatioShoppers Thomas Edelson, BPR Inc. Trip Hazard Repair DJ Conlon, Poppin Promotional Products Julie Frazier, Frazier Pest Control, Inc. Victoria Germyn, Teserra Elaine Gower, The Naumann Law Firm, PC Michael Graves, SCT Reserve Consultants Amanda Gray, Harvest Landscape, Inc. Jennifer James, Esq., Roseman Law, APC Megan Kirkpatrick, Kirkpatrick Landscaping Services Katy Krupp, Fenton Grant Mayfield Kaneda & Litt, LLP Matt Lawton, CIC, CIRMS, OCV Insurance Services Larry Layton, Kirkpatrick Landscaping Services Mike Mastropietro, OCBS, Inc. Chris Meyer, Asphalt MD's Greg Morrow, Eagle Roofing Products Bridget Nigh, BEHR Paints Matt Ober, Esq., Richardson Ober DeNichilo LLP Lily Ortega, Pro Landscape Chet Oshiro, EmpireWorks Mallory Paproth, SCT Reserve Consultants 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
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Bruce Latta, CMCA, CFE Manager, Indio Properties President, of CAI-CV
F
all is a season of change, marked by cooler temperatures, shorter days, colorful leaves in many parts of the country, and here in the Coachella Valley, the beginning of the return of many of our seasonal residents. Exactly when fall begins depends on which calendar you follow. Meteorological fall begins September 1, while astronomical fall officially arrives with the autumnal equinox on September 22. Here in the desert, of course, cooler temperatures may take a little longer to get the message! Regardless of which date you choose, September signals a change of seasons and the beginning of a busier time in the Coachella Valley. Our seasonal residents begin returning, calendars start filling, and organizations throughout the Valley prepare for the activities and events of the months ahead. For CAI-CV, September means getting back into full swing after the slower pace of summer, and we have a busy month ahead. Our September activities begin with a Board Member Workshop (BMW) on September 14. These workshops are an important part of our commitment to helping volunteer HOA board members better understand their responsibilities and providing them with information and resources to help them govern their communities effectively. On September 17, our Educational Luncheon and Mini Trade Show returns to Sun City Palm Desert following our summer break. These luncheons provide not only valuable education but also an opportunity for board members, community managers, business partners, and other members to reconnect and share ideas and experiences. Then, on September 24, we have Networking in the Wild, providing another opportunity to build the professional and personal relationships that make our Chapter stronger. Education remains at the heart of CAI-CV’s mission. Community associations are increasingly complex organizations. Volunteer board members and professional managers must navigate changing California laws, financial responsibilities, insurance challenges, reserve requirements, maintenance issues, governing documents, and the expectations of homeowners. No volunteer board member can reasonably be expected to arrive on a board already knowing everything necessary to govern effectively. That is one reason CAI matters. Our role is to provide the education, information, professional resources, and relationships that help people make better decisions for their communities. When board members, homeowners, community managers, and the professionals who serve associations have opportunities to learn from one another, everyone benefits. As we begin the fall season, I encourage every member to become more involved. Attend an educational program or networking event. Introduce yourself to someone you have not met before. Invite a board member, homeowner, manager, or business professional who may not be familiar with CAI-CV to join you at an event. And consider becoming involved with one of our committees. September also begins the final four months of 2026. It is a good time for all of us, including the CAI-CV Board, to look at what we have accomplished so far and, more importantly, what we still want to accomplish before the year ends. There is plenty ahead for CAI-CV, and I am excited about the opportunities before us. I look forward to seeing you throughout September and during the busy fall season ahead.
Bruce Latta President, CAI-CV
6
HOA Living | SEPTEMBER, 2026
Join our Community
Holly Smith, PCAM Executive Director
CAI-CV 2027 SPONSORSHIP PREVIEW
More Connection, More Value, More Fun in 2027 CAI-CV's 2027 Sponsorship Plan is on the way, bringing fresh opportunities for our business partners to build stronger relationships, enjoy greater visibility, and have more fun connecting with the people who matter most to their success. This year's theme, "The CAI Way: Where HOAology Comes to Life," reflects our commitment to optimism, teamwork, education, and purposeful leadership. It also marks an exciting evolution in our sponsorship program, with greater emphasis on exclusivity, meaningful engagement, and memorable experiences. For 2027, our highest Corporate Sponsorship level is also receiving a new name. The top-tier Titanium level will become the Diamond level, more clearly distinguishing our premier partners and the exceptional recognition, priority, and access associated with this investment. Diamond Sponsors will continue to receive CAI-CV's most prominent visibility and first choice of limited sponsorship opportunities. Many opportunities will have limited availability, giving participating companies more room to stand out and reducing competition within individual events and activities. Sponsors will have more ways to showcase their expertise, interact with attendees, and create lasting impressions. Engagement will be at the heart of the new plan. Sponsors may welcome guests, host an activity, present an award, lead a contest, greet golfers, or create an interactive experience. These opportunities are designed to start conversations naturally and build authentic relationships with community managers, homeowner leaders, and business partners. We are also turning up the fun. The 2027 calendar includes creative themes, interactive games, golf experiences, social events, tastings, celebrations, and other activities that make networking enjoyable. When attendees are relaxed and involved, connections become more genuine - and brands become more memorable. To reward our highest-level partners, the plan will be released in stages. Diamond and Platinum Sponsors will receive the first presentation around October 1. The remaining Metal Sponsors will receive access the following week, and all other sponsors will have their opportunity beginning October 15. This schedule gives our leading annual partners the first opportunity to select from limited and exclusive sponsorships. The 2027 Sponsorship Plan is designed to create greater value for everyone: stronger exposure for sponsors, better experiences for members, and deeper partnerships across the Coachella Valley. We encourage our business partners to review the plan as soon as their selection window opens, choose boldly, and join us for an unforgettable year - the CAI Way.
CAI-CV.org
CAI-CV is one of 64 CAI chapters worldwide, representing a network of more than 50,000 professionals dedicated to strengthening community associations. Stay connected with local leaders, industry resources, and chapter news by following CAI-CV on social media and visiting us online. Build relationships, share knowledge, and grow your professional network within our community.
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NEW AND RENEWING MEMBERS NEW BUSINESS PARTNERS
THE MANAGEMENT TRUST
THE VINTAGE CLUB-MASTER ASSOCIATION
ALL COUNTY ENVIRONMENTAL AND RESTORATION, INC.
Ms. Monica Alvarado
Mrs. Jacqueline Wright
Ms. Alexandra Breckenridge
Mr. Erik Hernandez
Ms. Patsy Carreon
Ms. Namara Mercer
Mr. Jerry McDonald, AMS, PCAM
(866) 839-8049 abreckenridge@allcounty.us
AMERICAN LEAK DETECTION OF PALM SPRINGS Mrs. Veronica Nunez Soto
(442) 637-1963 vnunez@americanleakdetection.com
ELM TREE CARE Mr. Ryan Mcfadgen
(951) 232-0571 ryan@elmtreecare.com RENEWING BUSINESS PARTNERS
ACCURATE TERMITE & PEST CONTROL Mr. Denis Goulding
(949) 994-0758 denis@accuratetermitecontrol.com
ADVANCED RESERVE SOLUTIONS Ms. Roxi Bardwell, AMS, PCAM, RS (510) 693-1620 rbardwell@arsinc.com
AMS PAVING, LLC Mr. Bevan Worsham
(800) 357-0711 bevan@amspaving.com
CAHILL & ASSOCIATES, AN ACCOUNTANCY CORPORATION Mrs. Nichole Royea
(760) 835-4639 nicole@cahillcpas.com
DENICHILO LAW, APC Mr. Robert DeNichilo, Esq. (949) 654-1510 robert@dlawapc.com
MISSION LANDSCAPE COMPANIES Ms. Sharon Rocco
(714) 448-3775 srocco@missionlandscape.com
ROOF ASSET MANAGEMENT, INC. Mr. Rob Winkle
(760) 333-9900 rob@ramroof.com
THE SHERWIN-WILLIAMS PAINT COMPANY Mr. Daniel Rivas
(714) 287-8883 daniel.a.rivas@sherwin.com NEW MANAGERS
FIRSTSERVICE RESIDENTIAL CALIFORNIA, LLC Ms. Martha Fogg
(626) 260-1022 monica.alvarado@managementtrust.com (760) 969-3339 10ehernandez10@gmail.com (619) 607-2143 nmercer@mgrmgmt.com
RENEWING MANAGERS ASSOCIA DESERT RESORT MANAGEMENT
(631) 807-2320 donzauner@yahoo.com
ASSOCIA DESERT RESORT MANAGEMENT
LAGUNA DE LA PAZ HOMEOWNERS ASSOCIATION
Ms. Deanna McLaughlin
Ms. Valencia Gayles Mr. Bob Rosenwasser Mr. Scott Smith
(760) 346-1161 dmclaughlin@drminternet.com
Ms. Robin Poole
(760) 346-1161 rpoole@drminternet.com
AVALON MANAGEMENT GROUP, INC. Ms. Samantha Anderson (760) 423-3885 sam@mydwrm.com
LAGUNA DE LA PAZ HOMEOWNERS ASSOCIATION Ms. Susanne Graeff, CMCA, AMS
TRILOGY AT LA QUINTA MAINTENANCE ASSOCIATION Ms. Elaine Brown Mr. Tom Hansen Mr. Phil Jamison Ms. Gigi Martin Mr. Mark Reider
(760) 406-3145 sue.graeff@managementtrust.com
Mr. Mark Curran
MONARCH MANAGEMENT PROPERTY SOLUTIONS
RENEWING HOMEOWNER LEADERS
Mrs. Marlena Martinez
(760) 285-3781 martinezmarlena11@gmail.com
OUTDOOR RESORT PALM SPRINGS OWNERS ASSOCIATION Ms. Synthia Salazar, CMCA, AMS (760) 328-3834 ssalazar@orps.com
PERSONALIZED PROPERTY MANAGEMENT CO. Mr. Nicolas Evans, CMCA, AMS (760) 325-9500 ext. 246 nevans@ppminternet.com
PREMIER COMMUNITY ASSOCIATION MANAGEMENT Ms. Sarah Angelo (970) 571-2578 stramp78@gmail.com
SEVEN LAKES HOMEOWNER ASSOCIATION, INC. Mr. Michael Rood
(925) 899-3633 mrood@7lakescountryclub.com
SUN CITY PALM DESERT COMMUNITY ASSOCIATION
(442) 282-2815 julie.pope@scpdca.com
HOA Living | SEPTEMBER, 2026
Mr. Donald Zauner
NEW HOMEOWNER LEADERS
Ms. Julie Pope
THE GAFFNEY GROUP INC. Ms. Meaghan Gaffney-Howe, CMCA, AMS (760) 327-0301 meaghan@thegaffneygroup.net
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(858) 336-3789 jerrymcdonald@hotmail.com
(760) 346-1161 kristina.nelson@drminternet.com
SUN CITY PALM DESERT COMMUNITY ASSOCIATION
(760) 391-2772 lauren.joy@scpdca.com
(760) 534-5003 pcarreon@7lakescountryclub.com
Ms. Kristina Nelson
(760) 808-7394 martha.fogg@fsresidential.com
Ms. Lauren Joy
(760) 862-2085 jwright@thevintageclub.com
HIGHLAND SPRINGS COUNTRY CLUB HOMEOWNERS ASSOCIATION Mr. Mark Aguilar Ms. Patricia Aspan Ms. Debbie Cave Mr. Lee Fashempour Ms. Marji Gillman Ms. Ruth Jetmore Mr. Jim Long Ms. Rosemarie Peterson Mr. Mike Rodriguez Ms. Rhea Weber
MISSION LAKES COUNTRY CLUB Mr. Brian Brooke Mr. Steven Ekstrand Ms. Karen Pike Mr. Greg Stark Ms. Terri Langhans
at www.CAI-CV.org CAI-CV.org
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WHERE THE DESERT BECOMES HOME By Holly Smith, PCAM
Sun City Shadow Hills Celebrates Community, Connection and Medallion Award Recognition Vanessa Ayon, CCAM Assistant General Manager Cari Burleigh General Manager 10
HOA Living | SEPTEMBER, 2026
S
et against the striking desert landscape of North Indio, Sun City Shadow Hills Community Association is a vibrant 55-and-over community where an active lifestyle and a genuine sense of belonging come together. Now recognized as a CAI-CV Medallion Award recipient, the community demonstrates what can be achieved when engaged residents, dedicated volunteers and committed professional management share a vision for an exceptional place to call home. Developed by Pulte Homes beginning in 2004, Sun City Shadow Hills encompasses approximately 1,093 acres and includes 3,450 single-family homes. Its Spanish Colonial architecture complements the surrounding Coachella Valley landscape, while 36 floor plans offer residents a range of choices. Homes span approximately 1,200 to 2,500 square feet, with two to three bedrooms and bathrooms, private garages and, in several plans, dedicated golf cart garages. While the community’s scale is impressive, its spirit is decidedly personal. “SCSH is a compassionate and engaged community,” said Board President Barbara Prezlock. “Every staff member is dedicated and devoted to every resident and to each other. A day in SCSH provides endless opportunities for all to enjoy. The wonderful amenities, the multiple clubs, golf or simply enjoying the view from your home will brighten your day.”
AN ABUNDANCE OF WAYS TO CONNECT Residents have no shortage of opportunities to stay active, pursue their interests and build friendships. Sun City Shadow Hills offers two clubhouses, two fitness centers, two outdoor pools, an indoor pool and walking track, two golf courses, a putting course, two dog parks, an outdoor amphitheater, six multipurpose rooms and four onsite food-and-beverage venues. A robust fitness program presents more than 40 classes each week, including one complimentary class per day. Trips and excursions are offered throughout the year for a nominal cost, and residents can choose from more than 50 clubs as well as weekly community events.
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INVESTING IN THE FUTURE The association is responsible for its common areas, buildings and roads, as well as two golf courses and four food-and-beverage outlets. Maintaining a community of this size requires thoughtful planning, responsive governance and a willingness to invest in its future. Among its current initiatives is a major renovation of the South Golf Course. The board is also beginning the process of selecting an architect to evaluate Shadows Restaurant and develop concepts for a potential redesign. Sun City Shadow Hills has also introduced electronic voting for the first time. Community leaders hope the added convenience will encourage greater participation in the upcoming
The community’s communication network is equally active. Approximately 90 percent of the membership subscribes to its email updates, allowing the association to keep residents informed and engaged with community news and activities. “Our homeowners tell us that what makes our community special goes far beyond the amenities. It’s the people,” said Board Vice President Linda Aasen. “They value the friendships they’ve made, the welcoming spirit of their neighbors, and the countless opportunities to get involved, learn something new, stay active and simply enjoy life.” Whether residents are heading out for a round of golf, joining a fitness class, attending a club meeting, playing cards or pausing for an impromptu conversation with a neighbor, connection is woven into daily life. “Our residents appreciate that this is more than a place to live—it’s a place to belong,” Aasen added. “They take pride in our beautiful surroundings and amenities, but even more importantly, they value the people who make this community feel like home. That sense of belonging is one of our greatest assets, and something worth preserving and strengthening for years to come.”
election, which is expected to include a special ballot measure concerning the association’s CC&Rs and bylaws. Environmental responsibility is another ongoing priority. The community continues to remove nonfunctional turf, with very little remaining to be addressed. Its golf courses are irrigated using recycled water and canal water, helping conserve valuable resources in the desert environment. Governance is provided by a five-member board supported by 22—and counting—standing and ad hoc committees. This broad volunteer involvement gives residents meaningful opportunities to help shape the community’s direction. Professional partners supporting the association include Desert Resort Management, Prendiville Insurance, Allied Universal Protection Services, Vintage Landscape Associates, NPG Asphalt, Cartwright Pest Control and ABDi. 12
HOA Living | SEPTEMBER, 2026
YOUR RENTAL COMES WITH RESPONSIBILITIES.
AT THE CENTER OF A GROWING DESERT COMMUNITY Sun City Shadow Hills enjoys a convenient North Indio location near everyday services and many of the Coachella Valley’s best-known destinations. Grocery stores, restaurants and gas stations are approximately one mile away, while residents are within a short drive of Acrisure Arena, the El Paseo shopping district, the McCallum Theatre and Cinemark La Quinta. Palm Springs International Airport is approximately 17 miles away.
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The surrounding area continues to welcome new homes, businesses, infrastructure and amenities, placing Sun City Shadow Hills at the center of one of the valley’s most dynamic and rapidly growing areas. Still, the community’s greatest strength cannot be measured in acreage, amenities or proximity. “Community engagement is what drives SCSH,” said General Manager Cari Burleigh. “We are connected in countless ways, through shared experiences, digital platforms and a deep sense of belonging. Here, neighbors become family, and the desert becomes home.” That combination of connection, service and shared purpose makes Sun City Shadow Hills a fitting Medallion Award recipient—and a community worthy of the spotlight. Holly Smith has been in the property management industry for over 20 years throughout Southern California. Holly is currently Executive Director of Comunity Associations Institute of Coachella Valley. Holly can be reached by calling (760) 341-0559 or email holly.smith@cai-cv.org.
COMMUNITIES THRIVE BECAUSE OF THE PEOPLE WHO LIVE AND WORK IN THEM. CAI wants to hear your story. Whether it is a neighbor lending a hand, a shared moment that brought people together, or something that makes your community feel like home, we want to hear what makes it special. Tell your story and share why you #LoveWhereYouLive and #LoveWhereYouWork. #WeAreCAI
www.caionline.org/love-where-you-live
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HOA Living | SEPTEMBER, 2026
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Understanding Liability Insurance Notices, Claims, and Their Impact on Associations By Michael Berg, CMCA, CIRMS
I
nsurance is one of the most valuable tools available to an association. Liability claims can mean significant costs, not only because of judgements and settlements, but also because of defense costs. The interaction of the community with the insurance carrier, via the claims process, can affect premiums, policy conditions, and coverage or carrier availability. A board’s understanding of the difference between filing a claim and putting a carrier on notice is important in making informed decisions for the community. There was a time when an insured could ask their insurance professional to let a carrier know that there might be a claim. The carrier would make a policy note, and if something developed later, the carrier would look back to that date of “notice” of the possible claim and address the claim from there. But simply putting a carrier on notice is not something carriers allow today. Errors occur
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HOA Living | SEPTEMBER, 2026
on both the broker and the carrier side, and those errors can threaten coverage. Today, putting a carrier on notice involves formal reporting (called a tender) to the carrier. The carrier will open a claim, assign a claim number and date of loss, and await future development. If nothing transpires, the carrier might close the claim without payment. The incident will show on the loss history, and the claim can be reopened if need be. It is better for the carrier to make the decision to close the file, rather than the insured assuming that nothing will come of the incident and not notify the carrier. Carrier’s may opt to leave a claim open and monitor it for a period, or even keep it open until a firm resolution is reached. It comes down to the carrier’s practice and the specifics of the claim. For example, a carrier might monitor a claim opened due to a unit owner’s threat of a lawsuit. After a period of inactivity (typically two years from the date
of loss) the carrier will close the claim. The same carrier, however, may be more conservative with a claim presented by a unit owner’s attorney. The carrier might keep the claim open until it is clear that the matter will or will not progress. A carrier should be notified of a potential claim if there is clear expectation of legal action (e.g., written or verbal threat of a lawsuit, significant bodily injury in the common area) or based on the advice of the association’s legal or insurance professional.
"THE IMMEDIATE TENDER OF A CLAIM IS REQUIRED WHEN A LAWSUIT IS FILED." The immediate tender of a claim is required when a lawsuit is filed. As soon as it is certain that the carrier will need to be involved, the carrier needs to know. The insurance policy was purchased to transfer the financial risk of defense costs and potential settlements or judgments. Failure to inform a carrier at the earliest practicable time could call into question coverage availability. Failure to provide timely notice to the carrier can result in the association incurring legal fees from its general counsel to preserve its rights, which are not recoverable if they were incurred before the claim was tendered.
IMPACT ON PREMIUMS AND LOSS HISTORY Underwriting is the process by which an insurance carrier evaluates a risk and determines an appropriate premium commensurate with exposure, or whether the risk fits within the carrier’s guidelines. Much of that practice centers around the loss history of the insured or prospective insured. Loss notices and actual claims carry a different weight in the carrier’s evaluation: • Notices of claims that are not actively being worked carry less weight. However, frequent notices will raise carrier concerns. Carriers may ask for more details of the instances and what effort
the association is taking to stem or avoid continued notices. It is also important to keep track of activity related to a noticed claim and advise as soon as possible if something changes. It is common for legal matters to drag out for months, even years. In that time, new board members may be elected, or the community manager may move to a different account. Communicating new information or activity on the claim helps preserve the record for those who may not have been a part of the original tender. Further, providing details of the potential claim will assist underwriters in their evaluation and expectation of whether the matter may develop into something more significant. In many instances, while an insured may view a matter as benign, the carrier will take a more conservative approach and escalate the matter to a formal tender and assign a legal defense counsel. • Actual claims carry a far greater impact on premiums, policy conditions, and insurability. Multiple claims indicate an issue with the operation of the association, the nature of certain owners, and possibly the decision making of the board of directors. Liability claims, particularly directors & officers (D&O) liability claims, can escalate quickly and be costly to the carrier. Carriers may increase premiums, require higher self-insured retentions (SIRs; the D&O policy form of a deductible), add policy exclusions, or non-renew the account if they don’t believe the events that brought about the claim can be resolved effectively. A deductible on a property insurance claim works differently than a self-insured retention (SIR) on a D&O policy. A deductible is an amount of the loss payment that is deducted from the payment of a claim. An SIR is an amount the insured must pay to the carrier-assigned defense counsel
impact on premiums.
before the carrier will start paying for the legal fees and costs.
• Consult with the insurance broker, who is presumably an expert in the insuring community associations. For legal matters, consult with legal counsel specializing in common interest developments.
CARRIER QUOTING AND MARKET PERCEPTION At renewal, a broker may look at coverage available through several different carriers, while also reviewing the renewal offer from the incumbent carrier. All carriers are evaluating the risk with factors like the frequency and severity of claims, types of losses, predictability of recurrence, and the ratio of premiums collected over claim dollars paid (a.k.a., the loss ratio). If an account isn’t profitable, and the carrier cannot make changes to make it profitable, it is likely that carrier will non-renew the account. A challenging loss history will limit available carriers, and those offering coverage will charge higher than market premiums, require higher SIRs, and potentially exclude similar incidents or incidents related to a specific individual. Many carriers will simply decline to offer terms. A favorable loss history, therefore, is more attractive to a carrier, and leaves open more options.
STRATEGIC CONSIDERATIONS BEFORE FILING A CLAIM A board should not avoid legitimate claims, but notices and formal tenders should be approached strategically. • For property claims or property damage liability claims, consider the cost of repairs in relation to deductibles, SIRs, and long-term
• Mitigate the exposure to future claims or occurrences. Insurance claims management is not just about fixing damage or avoiding future losses. The claim history of an association directly affects the association’s financial stability, insurance expenses, and access to competitive insurance options. Understanding the difference between putting a carrier on notice and tendering a claim allows boards to make informed, strategic decisions. Consistent consultation with insurance professionals aids accurate and appropriate coverage selection. Actively working with other industry professionals will guide the implementation of proactive measures that can avoid or control exposure. Thoughtful practices, insurance or otherwise, help protect both the association and its members for the long term. Michael Berg, CMCA, CIRMS is Vice President, Education, at LaBarre Oksnee Insurance, specializing exclusively in HOA and community association insurance. Michael can be reached at (800) 698-0711 or find more at www. hoains.com
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Fall Landscaping To-Do’s By Coachella Vally Water District
W
ith the peak summer months behind us, it is time to transition your yard for the fall season. Here are a few landscaping tasks to consider:
PLANTING Warm soils, cooler weather, and the start of shorter days make late September ideal for refreshing your landscape. Fall planting gives roots time to establish before cold temperatures slow plant growth. Desert-friendly plants that thrive in the region are excellent water-wise choices for your yard. They include drought-tolerant trees, citrus, shrubs, succulents, and native flowers that bloom in winter or early spring. Fall is also a great time to fertilize. To rejuvenate flower beds and provide nutrients, apply slow-release fertilizers and incorporate organic matter such as compost to enrich the soil. You can also fertilize citrus trees this month, watering deeply before and after fertilizing.
MAINTENANCE Plan to clear summer debris and remove weeds that compete with desirable plants for water, nutrients, and space. Focus on light pruning to encourage healthy growth and improve the appearance of your landscape. This may include removing 18
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damaged foliage from roses, clearing dead leaves from the base of agaves, and trimming overgrown vines. Applying a fresh layer of mulch is also beneficial. Mulch helps retain soil moisture, regulate soil temperatures, and suppress weeds.
IRRIGATION As temperatures begin to drop in the fall, landscaping water needs also decrease. Adjust your watering schedule for the season and review your irrigation timer to avoid unnecessary run times. Doing so can help save money on your monthly bill, conserve water, and prevent root rot on your newly established plants. To further increase your water efficiency, take advantage of CVWD’s outdoor rebate programs, designed to help customers reduce their water use. Customers can also consider installing a drip irrigation system for trees and shrubs, which delivers water exactly where it is needed. For ideas on plants to incorporate into your yard, see CVWD's “Lush and Efficient: Desert-Friendly Landscaping in the Coachella Valley” at cvwd.org/LushEfficient. To see the District’s irrigation guide, visit cvwd.org/watering-guide. To stay current with CVWD news, visit cvwd.org.
Preparing Your Community Landscape for Fall By: Lily Ortega
S
eptember in the Coachella Valley may not feel like fall just yet, but for our HOA communities, it is one of the most important times of the year for landscape planning. After months of extreme summer heat, September gives us an opportunity to look at how our landscapes performed, what may need to be replaced, and what needs to happen before our busy fall and holiday season begins. For landscape committees, community managers, board members, and landscape professionals, this is the time to walk the property and really look at the condition of the community. Some plants may have struggled through the summer, while others may have simply reached the end of their life cycle. Instead of automatically replacing a plant with the same variety, this is a good opportunity to ask whether there is a better option for that particular location. We are seeing more communities look at plant material that can handle our desert conditions while still keeping the property attractive. Water use, sun exposure, maintenance requirements, and the overall look of the community should all be considered when selecting replacements. A plant that constantly struggles in one location may be telling us that it simply does not belong there. September is also when many communities begin preparing for winter overseeding. This process takes planning and coordination, especially in larger communities. Irrigation needs to be checked, mowing heights adjusted, and schedules coordinated so the transition from summer Bermuda to winter rye is as smooth as possible. Communication is especially important during overseeding. Residents may see areas that look brown or less manicured during the transition and assume something is wrong. A simple community notice explaining the overseeding schedule and what residents can expect can go a long way. When homeowners understand that the temporary change is part of the process, there are usually fewer concerns. Irrigation should also be a major part of the fall landscape review. Our irrigation systems work extremely hard during the summer months. As temperatures begin to come down, irrigation schedules should be adjusted accordingly. This is also a good time to identify broken heads, leaks, poor coverage, or areas that may have been receiving too much or too little water. Getting the landscape ready for the season is not only about maintenance. It is also about creating a community that residents are proud to come home to.
September is the perfect time to start preparing. Walk t he proper t y, review the landscape, plan ahead for overseeding and seasonal color, and communicate with residents. A little preparation now can make a big difference in how your community looks and feels as we head into one of the busiest, and most enjoyable, times of the year. 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.
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Summer Sizzler Bingo kicked off in festive island style with a lively tikithemed party. Colorful tropical décor set the mood, while guests enjoyed refreshing drinks and delicious Hawaiian barbecue. From the moment everyone arrived, the atmosphere was warm and welcoming—the perfect setting for an evening filled with friendly competition, conversation, and plenty of laughter. The excitement continued through nine fun-filled rounds of bingo, with players eagerly listening for each number and cheering as winners were announced. Each lucky winner had the opportunity to select a favorite from an assortment of fun prizes, adding even more excitement to the evening. With great food, festive surroundings and wonderful company, Summer Sizzler Bingo was a memorable celebration that brought everyone together for a night of smiles and summer fun. A special thank-you goes to our generous sponsors, whose support helped make this wonderful evening possible. We sincerely appreciate their partnership and continued commitment to creating memorable experiences for our community. Please join us in recognizing the sponsors listed alongside these photos and article.
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THANK YOU SPONSORS Dinner Sponsor Associa Dessert Sponsor Sun King Dauber Sponsor Fiore Racobs & Powers Drink Sponsor Precision Construction Bingo Blender Sponsor Gold Alliance Insurance CLAC Sponsor Allied Universal Security Services CLAC Sponsor Flood Response Table Sponsor Fision Optics by Hotwire
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Cybersecurity The Modern Threat Every Older Adult Needs to Understand By Britain Rome
ONE CLICK CAN CHANGE EVERYTHING Every day, criminals are becoming more sophisticated in the way they target older adults. They no longer rely on breaking into homes or stealing wallets—they steal identities, life savings, and peace of mind through computers, smartphones, emails, and text messages. Recently, a heartbreaking case made national headlines. An elderly woman spent decades saving for retirement. She received what appeared to be a legitimate security alert on her computer warning that her bank account had been compromised. A convincing "support representative" instructed her to move her money into a "safe account" while the issue was being resolved. The account belonged to the criminals. Within hours, she lost hundreds of thousands of dollars, money she had spent a lifetime earning. Despite investigations, much of the money was never recovered. Unfortunately, stories like this are becoming increasingly common.
WHY OLDER ADULTS ARE BEING TARGETED Cybercriminals deliberately target seniors because they often: • Have accumulated retirement savings. • Are trusting and courteous. • May be less familiar with rapidly changing technology. • Often answer phone calls from unknown numbers. • May not recognize sophisticated online scams. These criminals are patient, persuasive, and highly trained. They study human behavior and know exactly how to create fear, urgency, and trust.
KNOW THE WARNING SIGNS Scammers use many different approaches, but they often leave clues.
RED FLAGS INCLUDE: • Unexpected phone calls claiming to be from your bank, Medicare, Social Security, Amazon, Apple, Microsoft, or law enforcement. • Emails or text messages demanding immediate action. • Requests for gift cards, wire transfers, cryptocurrency, or payment apps. • Messages claiming your computer has a virus. • Pressure to "act now" or your account will be closed. • Requests for passwords, verification codes, or banking information. • Links that ask you to "verify" your identity. Remember: Legitimate organizations will never pressure you into making immediate financial decisions or ask for your passwords.
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PROTECT YOURSELF BEFORE IT'S TOO LATE Cybersecurity is not just an IT issue— it is a personal safety issue. Simple habits can dramatically reduce your risk.
Organizations that provide regular cybersecurity awareness training report significantly fewer successful attacks because people learn how to recognize suspicious activity before damage occurs. Families should also discuss cybersecurity regularly with parents and grandparents. A simple conversation today could prevent a devastating financial loss tomorrow.
Did I expect this? Can I independently verify it? Am I being pressured to act immediately? If the answer raises even the slightest doubt, stop. One moment of caution can protect a lifetime of savings.
REMEMBER: STOP • VERIFY • PROTECT • STOP before clicking a link or sending money.
IF YOU THINK YOU'VE BEEN SCAMMED
• VERIFY by contacting the organization using a trusted phone number or official website.
Act immediately. • Contact your bank or financial institution.
• PROTECT your personal information, your finances, and your future.
• Change your passwords. • Freeze or monitor your credit if necessary.
CYBER SAFETY CHECKLIST Pause before you click. If something feels urgent or frightening, stop and verify it independently. Never share passwords or security codes. No legitimate company will ask for them. Enable Multi-Factor Authentication (MFA). This adds an extra layer of protection even if your password is compromised. Use strong, unique passwords. Avoid birthdays, pet names, or common words. Keep software updated. Updates often fix newly discovered security vulnerabilities. Verify every request. Call your bank using the phone number printed on your debit or credit card. Not the number in a suspicious email or text. Be skeptical. Scammers count on emotions overriding good judgment.
TRAINING IS YOUR BEST DEFENSE Technology continues to evolve, but so do cybercriminals. The good news is that education works.
In today's digital world, cybersecurity is no longer optional, it is an essential part of protecting your independence, your retirement, and your peace of mind.
• Report the incident to local law enforcement. • Notify the appropriate federal agencies that investigate fraud and identity theft. • Tell trusted family members so they can assist. Time matters. The faster you respond, the greater the chance of limiting financial damage.
THE BOTTOM LINE
Britain Rome is the Manager of Business Development at Allied Universal Security Services for the Coachella Valley. Britain can be reached at 714.453.7450 or Britain.rome@aus.com 77-725 Enfield Lane | Suite #150 | Palm Desert, CA 92211
Cybercrime has become one of the fastest-growing crimes in the world, and older adults remain one of its primary targets. Criminals exploit technology, but more importantly, they exploit trust. The most powerful defense is not expensive software—it is awareness, education, and healthy skepticism. Before responding to an unexpected email, text message, or phone call, remember three simple questions:
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Holiday Decorations: Where Festive Ends and Enforcement Begins By Jennifer L. James, Esq.
A
s the holiday season approaches, communities begin transforming their neighborhoods with lights, wreaths, inflatable decorations, and festive displays. While holiday decorations can foster a strong sense of community, they can also generate their share of complaints. As an attorney representing community associations throughout California, I've found that holiday decoration disputes rarely begin because someone put up a few lights. More often,
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disagreements arise because expectations are unclear, rules are applied inconsistently, or neighbors simply have different ideas about where festive ends and excessive begins. The good news is that most of these disputes are entirely preventable. Whether you're a homeowner decorating your property, a volunteer board member responding to complaints, or a community manager trying to keep the peace, a little planning before the holiday season can save everyone time, frustration, and unnecessary conflict. The first step is understanding your community's governing documents.
Many associations already have operating rules that address exterior decorations, lighting, or the use of common areas. Before putting up a holiday display, homeowners should take a look at what their governing documents actually say. If an association's rules are outdated or silent on holiday decorations, the board may want to consider adopting reasonable operating rules before the holiday season begins. Generally, any new rules must be sent to the membership for a twenty-eight day comment period prior to adopting the new rules at a duly noticed open Board meeting. After considering any comments received from the membership, the Board may adopt the new rules by a majority vote. When it comes to holiday decorations, simple and objective rules are best. Rather than trying to determine whether a display is "tasteful" or "appropriate," associations should focus on practical considerations. For example, rules may establish when seasonal decorations may be installed and removed or prevent displays that obstruct motorists’ site at intersections or other areas where visibility is important. Rules should also be content neutral, focusing on factors such as size, location, duration, lighting, and noise. Community associations should also be mindful of safety when it comes to holiday lighting and displays. Extension cords stretched across walkways, overloaded electrical circuits, unapproved decorations attached to Association-maintained trees, or unsecured displays that become airborne during a windstorm can quickly turn holiday spirit into a maintenance or enforcement issue, or worse, a liability
claim. These same considerations apply to decorations installed by the Association itself. Boards should ensure that community displays are also safe. Consistency is key. Few things frustrate homeowners more than believing one neighbor is being held to a different standard than everyone else. These misunderstandings can be avoided with the adoption of clear, reasonable rules prior to the holidays. If an association establishes reasonable expectations for holiday decorations, those expectations should be enforced fairly and consistently. Consistency builds credibility and often resolves disputes before they escalate. Finally, homeowners can play an equally important role in preserving community spirit. Before putting up decorations, consider how they may affect nearby
"Before putting up decorations, consider how they may affect nearby neighbors."
neighbors. Will bright lights shine into another home late at night? Could a display interfere with pedestrian access? Is it likely to remain in place long after the holiday has passed? A little courtesy often prevents complaints before they happen. The holidays should be a time for celebrating with family, friends, and neighbors, not arguing over extension cords or inflatable snowmen. Clear expectations, reasonable rules, mutual respect, and a healthy dose of common sense go a long way toward creating communities where everyone can enjoy the season. Jennifer James, Esq. is a partner and the managing attorney of the Coachella Valley office for Roseman Law, APC. A dedicated member of CAI for more than 20 years, Jennifer is a former CAI-CV Board member and currently serves as chair of the HOA Living Committee. She remains actively engaged in supporting and advancing the common interest community industry. She can be reached at James@Roseman.Law or (760) 760-2000.
CAI-CV 2026 CALENDAR SEPTEMBER MONDAY 7 LABOR DAY ALL DAY CLOSED TUESDAY 8 BMW 8:30 AM ZOOM FRIDAY 11 NETWORKING IN THE WILD 5:30 LIVING DESERT ZOO & GARDENS THURSDAY 17 EDUCATIONAL LUNCHEON & TRADE SHOW 11:00 AM SUN CITY PD TUESDAY 22 BOARD OF DIRECTORS MEETING 3:00 PM SUN CITY PALM DESERT OCTOBER WED-FRI 14-16 CAI CEO-MC RETREAT TBD SAN ANTONIO, TX THURSDAY 15 EDUCATIONAL LUNCHEON & TRADE SHOW 11:00 AM PALM VALLEY FRIDAY 23 OKTOBERFEST 5:30 PM PRO LANDSCAPE TUESDAY 27 BOARD OF DIRECTORS MEETING 3:00 SUN CITY PALM DESERT TUESDAY 27 ANNUAL MEMBERSHIP MEETING 3:00 SUN CITY PALM DESERT WEDNESDAY 28 BMW AND HOMEOWNER LEADER RECEPTION 3:00 PM CLASSIC CLUB NOVEMBER THURSDAY 12 LEGAL SYMPOSIUM AND EXPO 9:00 AM DOUBLE TREE, CATHEDRAL CITY FRIDAY 20 FALL GOLF TOURNAMENT 1:00 PM TBD TUESDAY 24 BOARD OF DIRECTORS MEETING 3:00 PM SUN CITY PALM DESERT THURSDAY 26 THANKSGIVING HOLIDAY 26TH & 27TH CLOSED DECEMBER FRIDAY 4 SIPS AND SHOTS 5:30 PM TBD FRIDAY 4 BMW 8:30 AM ZOOM THURSDAY 17 EDUCATIONAL LUNCHEON & TRADE SHOW 11:00 AM PALM VALLEY TUESDAY 22 BOARD OF DIRECTORS MEETING 3:00 PM SUN CITY PALM DESERT TUESDAY 25 CHRISTMAS OBSERVED ALL DAY OFFICE CLOSED
SEPTEMBER Educational Program and Mini Tradeshow WHEN: September 17, 2026 11:00 AM WHERE: Sun City Palm Desert REGISTRATION TODAY
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NOVEMBER Legal Symposium and Expo WHEN: November 12, 2026 WHERE: Double Tree Cathedral City REGISTRATION TODAY
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25
From Pause to Policy How a Community Conversation Led to a Practical Solution By Jessica Bond, Co-Owner, RB Roofing LLC
I
t's amazing how much can change in just a few weeks. When I submitted my last article, The New Cost of Roofing in Palm Springs – What in the APN Is Going On?, I had no idea how quickly the conversation would evolve. What began as an effort to explain a confusing permitting issue affecting homeowner associations quickly became a valley-wide discussion involving homeowners, community managers, contractors, reserve professionals, local media, industry organizations, and City leadership. Before my article was even published, the story had already taken on a life of its own. Then came The Roggin Report. NBC Palm Springs helped bring the issue into living rooms across the Coachella Valley, highlighting how shared condominium roofing projects could be impacted when individual condominium units—each with its own Assessor Parcel Number (APN)—were
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being considered separately during the permitting process. The report sparked exactly the kind of conversation that needed to happen. Homeowners began asking questions. Board members looked more closely at future reserve projects. Community managers evaluated what the changes could mean for their associations, and contractors and industry professionals worked together to better understand the long-term impact.
"WOULD A NEW FEE STRUCTURE EVENTUALLY REPLACE IT? OR HAD THE CITY FOUND A LONGTERM SOLUTION?"
Most importantly, the City listened. Following the report, the City of Palm Springs announced it was pausing the portion of the permit fee structure that resulted in shared condominium roofing projects being assessed on a per-unit basis while officials reviewed the policy. The City also explained that its original goal was to provide individual condominium owners with documentation that could benefit future insurance claims and real estate transactions, while recognizing that a better solution was needed—one that wouldn't create unintended financial burdens for homeowner associations. Officials also shared that any fees affected by the pause would be refunded. It was encouraging news. But like many people, my next question was simple: "Okay... now what?" Was this just a temporary pause? Would a new fee structure eventually
replace it? Or had the City found a longterm solution? For community managers, volunteer board members, reserve analysts, contractors, and homeowners planning major capital improvement projects, those weren't just interesting questions—they were critical ones. That's why the meeting that followed mattered so much. At the beginning of July, Ryan Bond, Owner and Founder of RB Roofing, and I had the opportunity to meet with Building Official Dana McAllister and members of the City of Palm Springs Building & Safety Division. Joining us were James Brownyard, Executive Officer of the Desert Valley Builders Association, and Michael Langolf, Division Executive Vice President of The Management Trust. Together, we had the opportunity to ask many of the questions HOA boards, community managers, contractors, and homeowners had been asking throughout the valley. One thing I genuinely appreciated was the City's openness.
City representatives explained that when this permitting methodology was implemented, they did not anticipate the level of impact it would have on large-scale multifamily reroofing projects. The original concept was understandable—recognizing that individual condominium owners have separate ownership interests, even when they share one roof. But once the policy was applied across larger HOA communities, it became clear that the practical impact was far greater than originally expected. Sometimes a policy makes perfect sense in theory. It's only when it's implemented in the real world that everyone truly
"IT'S ONLY WHEN IT'S IMPLEMENTED IN THE REAL WORLD THAT EVERYONE TRULY UNDERSTANDS ITS IMPACT."
understands its impact. I believe that's exactly what happened here. By the conclusion of the meeting, we finally had the answer everyone had been waiting for. The pause wasn't simply buying the City time—it had become the policy. Rather than returning to the previous permit fee structure, the City confirmed it will continue using the current permitting methodology for multifamily roofing projects while it continues improving its internal permitting processes. Formal written guidance is also expected to provide additional clarity and consistency moving forward. For HOA communities, that's welcome news. Predictability is one of the most valuable tools a board can have. Reserve studies are developed years in advance, roofing projects require months of planning, and community managers need reliable information to properly advise their boards. Homeowners also deserve confidence that major reserve projects won't be disrupted by unexpected administrative changes. One of the most interesting parts of our conversation centered on documentation. The City's original goal wasn't simply about permit fees. It was about creating a record for each individually owned condominium that could later assist with insurance claims, real estate transactions, and historical property records. As discussed during the meeting, today's permitting technology simply isn't capable of efficiently documenting those individual ownership records without creating unintended consequences for shared-roof communities. Until that technology evolves, much of that responsibility shifts back to HOA management companies and the communities they serve. That makes thorough recordkeeping more important than ever. Maintaining organized project documentation— including the roofing contractor, project dates, permit information, square footage, roofing systems installed,
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inspection records, warranties, and closeout documents—can prove invaluable years later when reserve studies are updated, insurance questions arise, ownership changes occur, or future roof work is needed. While technology will continue to improve, good documentation remains one of the best tools communities have today. Looking back, this was never just a roofing story. It was a story about collaboration. Homeowners spoke up. Volunteer board members advocated for their communities. Community managers shared the real-world challenges they face every day. Local media helped raise public awareness. The Desert Valley Builders Association brought stakeholders together. The Management Trust helped represent the perspective of community associations. City staff listened, evaluated the concerns, and took the time to engage in meaningful dialogue. That's exactly how progress should happen. As I shared in my original article, this has never been about avoiding permits or challenging regulations. It's about creating a permitting process that is transparent, predictable, and practical for the communities it serves.
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HOMEOWNERS SPOKE UP. VOLUNTEER BOARD MEMBERS ADVOCATED FOR THEIR COMMUNITIES. COMMUNITY MANAGERS SHARED THE REAL-WORLD CHALLENGES THEY FACE EVERY DAY. I want to sincerely thank NBC Palm Springs and The Roggin Report for helping bring public awareness to this issue; James Brownyard and the Desert Valley Builders Association for facilitating productive conversations; Michael Langolf and The Management Trust for representing the interests of community associations; and the City of Palm Springs for taking the time to listen, engage, and thoughtfully evaluate the concerns that were raised. Most of all, I want to thank every homeowner, board member, community manager, reserve professional, contractor, and industry partner who picked up the phone, attended a meeting, sent an
email, or simply asked a question. Meaningful progress rarely happens because one person has all the answers. More often, it happens because people are willing to come together, ask thoughtful questions, listen to one another, and work toward a practical solution. I believe that's exactly what happened here, and I hope it serves as a reminder that when communities and local government work together in good faith, everyone benefits. Jessica Bond is the Co-Owner of RB Roofing LLC, a family-owned and veteran-owned roofing company proudly serving the Coachella Valley and surrounding communities. Alongside her husband, Ryan Bond, she is passionate about educating homeowners, HOA communities, and property managers while building meaningful relationships through advocacy, community involvement, and exceptional customer service. RB Roofing specializes in residential, commercial, and HOA roofing solutions with a focus on quality workmanship, responsiveness, and helping clients make informed decisions about protecting their properties. Jessica can be reached by calling (760) 898-2434 or for more information visit rbroofingllc.com
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Who’s Really in Charge? Setting the Record Straight on Boards and Management By: Holly Smith, PCAM Executive Director CAI-CV
H
OA management comes with more than a few catch-22s—especially when it comes to who is actually in charge. The board hires a management company and other service providers to help operate the association. Management often becomes the central point of contact for nearly everything: assessment payments, maintenance requests, architectural applications, homeowner complaints, inspections, violations, vendor coordination, and countless questions in between.
MANAGEMENT MAY BE WHERE EVERYTHING GETS FUNNELED, BUT VISIBILITY SHOULD NEVER BE CONFUSED WITH AUTHORITY.
Because so much passes through management’s hands, it is easy to assume the manager is making all the decisions. But visibility should not be confused with authority. Management may be the face homeowners see most often, but the board remains responsible for governing the association.
THE BOARD GOVERNS; MANAGEMENT ADMINISTERS California law reflects this division of responsibility. A board may delegate management activities to a management company, committee, or other person, but the association remains under the board’s ultimate direction. (California Corporations Code section 7210.) The exact responsibilities assigned to management depend on the governing documents, the management agreement, adopted policies, and the authority the board grants. A manager may collect assessments, coordinate maintenance, conduct inspections, issue notices, obtain proposals, communicate with homeowners, and carry out many other operational responsibilities. Management also provides professional guidance. Experienced managers help boards understand established procedures, recognize potential risks, anticipate operational consequences, and decide when to consult legal counsel or another specialist. But advising the board is not the same as replacing it. Think of management as the association’s operational hub. Information, requests, projects, and homeowner concerns frequently flow through the manager. Management coordinates the work, offers recommendations, and carries
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out properly authorized decisions. The board sets policy, makes decisions, and remains accountable for the association's direction.
should receive direction from the board acting collectively or from an authorized representative acting within clearly established limits.
WHEN VISIBILITY CREATES MISUNDERSTANDING
THE DIFFICULT POSITION MANAGEMENT OFTEN FACES
The distinction is not always obvious to homeowners. A violation letter may arrive with the management company’s name on it. An architectural application may be submitted through the manager. A maintenance request may be approved, delayed, or denied through the management office. To the homeowner, it can appear that management personally created the rule or made the decision. In most cases, management is administering the association’s existing governing documents, policies, contracts, or board direction.
One of management’s most visible— and frequently most challenging— responsibilities is helping the association administer and enforce its governing documents.
"Faced with growing opposition, a board may be tempted to ease enforcement or quietly stop enforcing the rule altogether."
"Boards may delegate certain responsibilities, and management agreements often authorize managers to address routine operational matters. However, that authority has boundaries."
That does not mean management never makes decisions. Boards may delegate certain responsibilities, and management agreements often authorize managers to address routine operational matters. However, that authority has boundaries. Major policy decisions, changes in enforcement direction, significant expenditures, and other matters reserved for the board should be decided by the board—not quietly shifted to management. Just as importantly, an individual director is not necessarily authorized to direct the manager independently. Unless the board has specifically delegated that authority, management
Over time, certain rules may begin receiving increased pushback from the community. Homeowners may question whether a restriction is still necessary, appropriate, or consistent with how residents want to live. Faced with growing opposition, a board may be tempted to ease enforcement or quietly stop enforcing the rule altogether. Although that may seem like the simplest way to reduce conflict, it places management in a very difficult position. Other homeowners may have already spent time and money complying with the same requirement. They may have modified their property, changed their plans, or accepted a decision because they were told the governing documents required it. When enforcement suddenly changes without a formal decision or clear communication, management is left trying to explain why a rule that once applied is no longer being enforced. The manager did not create the rule or decide to change the association’s approach, but management is often the first to receive homeowners’ questions, frustration, and criticism.
If a rule remains in the governing documents, the board must ensure that it is administered consistently unless and until it is properly changed. If the community no longer supports the restriction, the board should review it, consult legal counsel when appropriate, and follow the required process to amend or repeal it. Depending on the document involved, that process may require membership approval. Rules should not quietly disappear simply because enforcement has become unpopular. A clear and properly adopted change protects the board, gives management reliable direction, and assures homeowners that community standards apply fairly to everyone.
CONSISTENCY IS A BOARD RESPONSIBILITY This is where the relationship between management and homeowners can begin to fracture—and where the board has the power to prevent it. Management should never be left to interpret an informal change in direction or defend an enforcement decision the board has not clearly made. When the board decides an issue requires a different approach, it should make that decision through the proper process,
"Management should never be left to interpret an informal change in direction or defend an enforcement decision the board has not clearly made." document it in the association’s records, and communicate it clearly enough for management to administer it consistently. Consistency does not require boards to ignore individual circumstances or abandon reasonable judgment. It does require them to make decisions through
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the proper process, document the reasons for those decisions, and avoid creating uncertainty about whether a rule still applies. When boards keep their governing documents and policies current, homeowners have clearer expectations, management has a reliable framework to work from, and the association is better positioned to defend its decisions if a dispute escalates.
MANAGEMENT IS A PROFESSIONAL RESOURCE Community managers should be viewed as professional resources and trusted operational partners. The knowledge required to manage a communit y well is extensive. Managers must understand association procedures, financial operations, maintenance obligations, vendor relationships, insurance concerns, meeting requirements, enforcement processes, homeowner communication, and the governing documents of every community they serve. They must also know when an issue requires the expertise of an attorney,
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reserve specialist, insurance professional, accountant, contractor, engineer, or another subject-matter expert. A strong manager does not simply take orders. A strong manager asks questions, identifies risks, presents options, makes recommendations, and helps the board
"A strong manager does not simply take orders. A strong manager asks questions, identifies risks, presents options, makes recommendations, and helps the board understand the practical consequences of its decisions." understand the practical consequences of its decisions. Ultimately, however, the board must make and own those decisions.
CLEAR ROLES CREATE STRONGER COMMUNITIES The bottom line is simple: management does not replace the board’s
judgment, and the board should not leave management to defend inconsistent, informal, or undocumented decisions. The healthiest communities are those in which the board governs, management advises and administers, and both work from clear, current governing documents. When everyone understands their role, homeowners receive better information, managers have a stable foundation to work from, and boards are better positioned to make fair, consistent, and defensible decisions. Management may be where everything gets funneled—but the board remains responsible for where the association ultimately goes. Holly Smith has been in the property management industry for over 20 years throughout Southern California. Holly is currently Executive Director of Comunity Associations Institute of Coachella Valley. Holly can be reached by calling (760) 341-0559 or email holly.smith@cai-cv.org.
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Reserves First: Rethinking the Order of the Budget Why the Order in Which You Build Your Budget Matters By Sean Anderson
A
sk many associations how they build their annual budget, and the answer is often the same. They start with operations: utilities, landscaping, insurance, management, repairs, and everything else it takes to run the community day to day. They total it up, compare it to projected income, and whatever is left over gets swept into reserves. Reserves come last. They get the leftovers. It feels responsible, and it is how it has always been done. But building the budget in that order is a leading reason many associations end up underfunded. When reserves are funded with whatever happens to be left at the end of the exercise, they are treated as optional, a line item that competes with every operating cost and almost always loses. Here is the problem with that logic: the reserve allocation is not optional. It is the cost of the deterioration happening right now, this year, while today's owners are using the community's assets. The roof is aging this year. The asphalt is cracking this year. The paint is fading, and the pool equipment is wearing out this year. That deterioration has a price tag, and it does not disappear because there was no room for it after operations. 36
HOA Living | SEPTEMBER, 2026
RESERVES AREN'T SAVINGS. THEY'RE THIS YEAR'S BILL. The most common misunderstanding about reserves is that they are money the association is saving for some far-off project that today's owners may never see. They are not. Reserve funding is how current owners pay their fair share of the wear and tear they are using up right now. Think of it as any other cost of ownership. The roof loses a year of life this year whether or not the association sets a dollar aside for it. The elevator, boiler, and asphalt are all being consumed a little every day the community uses them. Reserve funding is simply the usage fee for that deterioration. It is as real as the water bill; it just does not arrive with a monthly invoice. That is what makes budgeting reserves last such a quiet problem. When the reserve allocation gets whatever is left over, today's owners are not being thrifty; they are underpaying the true cost of their ownership and handing the difference to whoever buys next. Fund reserves fully and the math is fair: each owner pays for the portion of the community they use up. Fund them last and the bill gets forwarded down the road.
PAY THE COMMUNITY FIRST There is a principle in personal finance called “pay yourself first.” Instead of waiting to see what is left at the end of the month, you set aside the important money the moment your paycheck arrives and then live on the rest. Associations should build their budgets the same way, except reserve funding is not savings. It is
closer to a fixed bill for the deterioration of the common area assets. Put the reserve allocation first, then build operations around what remains. That single change in order changes everything because it stops reserves from being the shock absorber for every other decision. When reserves come first, a rising insurance premium or a jump in landscaping costs forces a real conversation about operations. When reserves come last, that same increase quietly comes out of the community's future, and no one notices until the money is not there.
THE STUDY ALREADY GIVES YOU THE NUMBER The best part of budgeting reserves first is that you are not guessing at the amount. The Reserve Study has already done the work. A current Reserve Study identifies the recommended annual reserve allocation. That number is not arbitrary. It is built from the component list, the remaining useful life of each item, current replacement costs, and a Funding Plan designed to have the money available when the work is due. The study gives the board a target. Budgeting reserves first simply means honoring it. The Reserve Study stops being a report that satisfies Civil Code § 5550 and becomes the foundation of the annual budget. The study says, “Here is what you need to set aside this year.” Budgeting reserves first says, “Then that is where we start.” Practical example: If a community's recommended annual reserve allocation is $500,000, but the board funds operations first and only $375,000 remains, the association has effectively borrowed $125,000 from its future before the year has even begun.
saved by shorting reserves because the roof still has to be replaced and the asphalt still has to be repaved. The expense does not disappear; it simply moves down the road and grows on the way there. Construction costs rarely fall, and deterioration does not progress in a straight line. A small crack that could have been sealed becomes a full-depth repair once water gets underneath it. It also spreads. When reserves run short, money intended for planned replacements gets pulled into emergency repairs. Percent Funded drops, one delayed project pushes the next one back, and a community can slide into a cycle in which every board inherits older components and thinner reserves than the last. Left unchecked, that is how associations end up choosing between the two options no one wants: a large special assessment or a loan. The damage reaches beyond the balance sheet. Lenders look closely at reserve funding—and increasingly at the Percent Funded designation—when owners try to buy, sell, or refinance. Fannie Mae and Freddie Mac have tightened their standards for condominium and HOA projects, and a low Percent Funded can stall financing for an entire community. Underfunding can also affect property values. Association Reserves' own research found that well-funded associations enjoy roughly 12.6 percent higher home values, measured on a price-per-square-foot basis, than significantly underfunded associations. Underfunding is not neutral. It quietly discounts every owner's largest asset. None of that is the result of a single bad year. It is the slow, predictable outcome of putting reserves last, over and over.
MAKING THE SHIFT Budgeting reserves first does not require a new process so much as a new order of operations. • Start with the study's recommended allocation. Before a single operating number goes on the page, place the Reserve Study's recommended annual reserve allocation at the top of the budget as a fixed commitment.
WHAT UNDERFUNDING REALLY COSTS
• Build operations around it. Treat the remaining income as the operating budget. If operations do not fit, that is the conversation the board needs to have now, while there is time to make choices, rather than discovering the shortfall in the reserve account years later.
Treating reserves as leftovers does not just delay maintenance. It compounds. Start with the myth that waiting saves money. It does not. No dollar is truly
• Adjust the plan, not the discipline. If the recommended allocation genuinely cannot be met in a single year, work with the Reserve Analyst on a realistic funding strategy that closes the gap over time. Do not quietly let reserves absorb the difference simply because they were last in line. CAI-CV.org
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Community Spirit: GET INVOLVED
This is exactly the kind of decision that gets easier when the manager and Reserve Analyst work together throughout the year, not just at budget time. The manager knows what operations really cost. The analyst knows what the future really costs. Reserves first works only when both numbers are on the table at the same time.
A BETTER WAY TO BUILD A BUDGET Roofs age, asphalt cracks, paint fades, and mechanical systems wear out on their own schedule, not the association's. Mother Nature and Father Time do not wait for a convenient budget year, and they do not accept “we are a little tight right now” as payment. The communities that stay ahead of that reality are the ones that intentionally fund the future before they spend on today. Budgeting reserves first is not about spending less on operations. It is about recognizing that reserve funding was never optional, it is simply this year's cost of this year's wear and tear. Put it first, build around it, and the board stops reacting to financial surprises and starts steering. A well-funded reserve is not the money left over at the end. It is the commitment you make at the beginning. Sean Andersen is president of Association Reserves Coachella Valley. He has completed over 4,000 Reserve Studies for properties ranging from small community associations to large master planned communities. He earned the Community Association Institute’s (CAI) Reserve Specialist (RS) designation and has the distinction of being RS #68. Sean can be reached at (909) 906-1025 or by email at sandersen@reservestudy.com, www. reservestudy.com 38
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ll residents-long-time homeowners, new residents and even renters-can contribute to making your HOA a great place to live by volunteering a few hours a month on one of several association projects. The next time you're looking for a way to get to know your neighbors and to contribute to your community an activity or a way to meet your neighbors, consider getting involved in a Homeowners’ Association (HOA) activity. HOAs always need people to plan social events, coordinate clean-up or improvement activities, or serve on a participating in an association committee or task force or volunteering to plan a casual neighborhood social gathering. Long-time homeowners, new residents, and even renters are welcome; everyone’s Your ideas, time, and effort will be a valuable contribution to making a neighborhood event successfulcan help improve a community. Your neighbors aren't the only ones who'll benefit from your volunteer endeavors. According to helpguide.org, volunteering can reveal untapped talents, teach new skills, introduce you to new activities, and increase your self-confidence. Participating in a community activity also can provide networking opportunities that can benefit your career and your social life. Contact an association board member soon to ask how you can get involved in your community. Who knows? There may even be a vacancy on the association board that should be filled by someone just like you. E.J. (Jay) Jarvis II, is a retired community manager, Past President, Lafayette Village Homeowners Association, Annandale, Virginia;, Past President and On-site manager, Portola Palms Homeowners Association, Palm Desert, California. Jay can be reached at jayj92260@gmail.com.
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