Jeff Farnsworth, CAMEx, CCAM-PM.ND Steward Property Services, Inc.
Andrew Hay, CAMEx, CCAM-ND.PM The Helsing Group, Inc., ACMC
Devin Langley, CCAM-PM.ND.CI
The Management Trust –Central California
Lorena Sterling, CAFM Community Association Financial Services
Scott Swinton, CCIP Unlimited Property Services, Inc.
Hamlet Vazquez, MCAM-HR, MBA Wilshire Terrace Co-Op
Kelly Zibell, CCAM Standpoint DBA Communitas
Vision Magazine is released digitally by CACM four times annually to members, industry partners and supporters of the California Association of Community Managers.
Magazine content copyrighted 2025. All rights reserved. No part of this publication may be reproduced without written permission from CACM.
Opinions expressed by authors do not necessarily reflect the policies of CACM. Mention of any product or service does not constitute an endorsement by CACM. CACM assumes no responsibility for return of photos or art and reserved the right to reject any editorial or advertising materials. CACM does not assume responsibility for the accuracy of articles, events or announcements listed.
Please address comments and suggestions to: California Association of Community Managers, Inc. 23461 South Pointe Drive, Ste. 200, Laguna Hills, CA 92653 949.916.2226 | communications@cacm.org
Attention CACM members: Have you changed jobs or moved to a new location? Reach out to us at communications@cacm.org to update your profile so you don’t miss your next Vision magazine or any other important CACM communications.
Ghoulishly
EDUCATION SPOTLIGHT: RAISING STANDARDS AND WELCOMING NEW LEADERS
BACK TO BASICS: REDISCOVERING THE CORE OF COMMUNITY ASSOCIATION MANAGEMENT By: Devin Langley, CCAM-PM.ND.CI
THE EXECUTIVE CORNER: DON’T GIVE UP By: Adam Balkom
GROUND ZERO: CLEAR COMMUNICATION IN A NOISY WORLD By: Anne Lackey
THE POWER OF ORGANIZATION AND PREPLANNING FOR COMMUNITY ASSOCIATION MANAGERS By: Jeff Farnsworth, CAMEx, CCAM-PM.ND
YOUR DIGITAL FIRST IMPRESSION By: John Leutermann
THE DREAM OF THE PERFECT BUDGET By: Hamlet Vazquez, MCAM-HR, MBA
COMPLETING THE PUZZLE: HOW INVESTMENT ADVISORS HELP MANAGERS & MANAGEMENT COMPANIES WORK SMARTER By: Jessica McConnell
IN THE SPOTLIGHT: PARTNERSHIP By: Scott Swinton, CCIP
FROM THE HOA FRONTLINES: CAREER LESSONS & MOTTOS AFTER 20 YEARS IN THE INDUSTRY By: Sonia Lopez, CCIP
SERENITY TO SLUDGE By: Patrick Simmsgeiger
LOCAL EVENTS PHOTO GALLERY SoCal GOLF: TRICK OR TEE PHOTO GALLERY
CEO’s message
It’s that time of year again! Budget season is here, and the next few months are sure to keep us all on our toes. While I trust you’re prepared for what’s ahead (and I certainly hope so!), I also know you’ll find valuable insights in this issue to guide you not just through budget season, but for many years to come.
This edition is all about getting back to the fundamentals of community management. For those of you new to the industry—welcome! Inside, you’ll discover articles that can help you build a strong foundation for a rewarding career. And for our seasoned professionals: while topics like budgeting, education and communication may feel familiar, I encourage you to treat this as a timely refresher. In a season when things move quickly, it never hurts to pause and revisit the basics that keep us grounded.
Of course, this publication is just one of the many resources available to you. Speaking of resources, I want to thank the more than 200 of you who joined us for our first-ever Legislative Update webinar in August! Your feedback was overwhelmingly positive, and we’re excited to announce a follow-up: our End-of-Session Legislative Webinar on October 17th. Be sure to keep an eye out for details, we’d love to see even more of you there.
I know this month, and the ones to follow, will be especially busy, but I encourage you to lean on the resources we provide. This field is not easy by any means, and we want to be both a support system and a trusted resource for you along the way.
As always, thank you for the work you do each day to strengthen and support our communities.
Respectfully,
Thomas Freeley, CAMEx, CCAM CEO of CACM
members in the news
Welcome Jacob Katz!
The Naumann Law Firm, PC is excited to welcome Jacob Katz as its newest Associate Attorney. Jacob brings a strong litigation background, proven trial skills, and a fresh perspective to the team.
He earned his J.D. from the University of San Diego School of Law in 2022 and began his career at The Law Offices of Kerry L. Armstrong, quickly rising to senior associate after first-chairing multiple trials and arguing substantive motions. Jacob has also gained hands-on experience at the state and federal levels, including externing for the Honorable Anthony J. Battaglia and working with the San Diego County District Attorney’s Office.
When announcing this new addition, the firm wrote, “We look forward to Jacob’s contributions and to a long, successful partnership.” Congrats, Jacob, and welcome!
TARC Construction, Inc. Welcomes New Vice President
TARC Construction, Inc. recently announced the addition of Wendy B. Miller, CCIP, as their new Vice President. With over 30 years of experience in occupied housing and commercial construction, Wendy brings a strong background in working with homeowner associations, apartment communities and commercial properties. The TARC team shared the news on social media, stating, “Her deep expertise spans across our asphalt and concrete coating services as well as our structural steel division—making her a tremendous asset to both our clients and our internal teams.”
Congratulations, Wendy, and welcome!
Congratulations Reggie DuPee!
Advance Construction Technology, Inc. (ACT) recently welcomed Reggie DuPee to their Northern California Business Development team. Reggie brings valuable experience from his previous role at a design firm and is now stepping into a full-service construction environment. “I’ve spent my career helping clients find solutions to some of their toughest problems,” Reggie shared. “With ACT, I’m not just identifying the solution—I’m ensuring it’s implemented efficiently and effectively.” Congratulations Reggie!
Berding | Weil, LLP Celebrates 37 Years!
Congratulations to Berding | Weil, LLP on celebrating 37 years of service this month! With nearly four decades of experience navigating construction defect claims and advising on governance, risk and sustainability, they have been an asset to this industry. The team took to social media to celebrate, stating, “To our clients, colleagues and partners—thank you for trusting us and growing with us. Here’s to continuing the work that matters.” Congratulations to you all, what an incredible milestone and we look forward to watching you continue on this path in the industry.
Guralnick, Gilliland & Garcia has Moved
New Name, New Location! Guralnick, Gilliland & Garcia, formerly known as Guralnick & Gilliland, LLP, have a fresh new name and a new home! You can now find the team at 36-917 Cook St, Ste 102, Palm Desert, CA. We’re thrilled about this exciting move and can’t wait to see how this new office shines just as brightly as their new name!
Reggie DuPee
Jacob Katz
Wendy B. Miller,
Congratulations to Sean Freeley!
Redwood Management Partners recently announced the promotion of Sean Freeley to President of Packard Management Group. Steven Lee, CEO of Redwood said, “Sean’s deep industry experience, strong leadership and commitment to service excellence make him the ideal person to lead PMG into its next chapter.” Sean Freeley shared, “I’m incredibly honored to take on this role. We have a talented team and a strong foundation, and I’m excited to guide PMG into its next phase of growth.” Congratulations Sean on this new role and we wish you continued success!
Ridgeline Construction Group Welcomes Paty Smith
members in the news
Way to go Vantaca!
Congratulations to the team at Vantaca! They announced on social media in August that they made the Inc. 5000 list of fastest-growing private companies in America for the fifth consecutive year, ranking #1575. This recognition highlights Vantaca’s leadership in transforming community management through AI-driven automation that frees managers to focus on relationships and strategic decisions. CEO Ben Curin said, “Being recognized on the Inc. 5000 for the fifth straight year reflects our commitment to building software that truly helps our customers grow.” Congrats!
Suzie Murrish Launches Zienix Property Services
Zienix Property Services has officially launched a new construction company dedicated to serving the HOA industry. Founded and led by Suzie Murrish, the venture marks both a professional milestone and a personal homecoming. With years of experience working alongside HOA communities, managers and boards, Suzie shared that what she has missed most are the relationships, collaboration and shared sense of purpose that define the industry. Backed by the support of colleagues, friends and clients, Zienix Property Services is set to continue this important work with renewed dedication and focus. Congratulations on this exciting new chapter, Suzie and Zienix Property Services!
Ridgeline Construction Group welcomed Paty Smith to their team as the new Director of Marketing. The company shared the news on social media in August, expressing their excitement about having her on board. “Paty brings a fresh perspective and visionary energy to Ridgeline Construction Group,” the team said. With over 17 years of industry experience, Paty is poised to make a big impact. Congratulations, Paty—we can’t wait to watch you thrive in this role!
Congratulations are in order for Terri Guest!
Exciting news! Prendiville Insurance Agency announced in August that Terri Guest has joined the team as Director of Northern California. The team at Prendiville shared their excitement on social media. Terri brings 22 years of experience working with community associations, including four years on the management side. Congratulations on this new role, Terri—we can’t wait to watch you shine at Prendiville!
Sean Freeley
Paty Smith
Terri Guest
A New Chapter for Jon H. Epsten
Epsten, APC has announced the retirement of its founding Shareholder, Jon H. Epsten, CCAL, effective October 31, 2025. Beginning November 1, Jon will continue with the firm in an Of Counsel role. With more than 42 years in practice, Jon has become one of the most recognized community association attorneys in California, handling major construction defect cases and mentoring countless attorneys along the way. His many honors include the CACM Lifetime Achievement Award, CAI Hall of Fame recognition and being named a Super Lawyer by his peers. Jon now looks forward to spending more time with his wife, Mary, his children and his five grandchildren. Congratulations, Jon!
Congratulations to this Epsten APC Pair
Congratulations to Jon H. Epsten, Esq. and Mary M. Howell, Esq.! The pair from Epsten APC have been recognized in the 2026 edition of The Best Lawyers in America in the category of Community Association Law. The Best Lawyers® designation is based on exhaustive peer-review surveys, spotlighting attorneys for their legal excellence. This honor also reflects the high esteem Jon and Mary have earned among their colleagues for their professionalism, proficiency and unwavering ethical standards. Way to go you two!
Celebrating 7 Years of Service for Rhonda R. Goldblatt
Congratulations to Rhonda Goldblatt on celebrating seven years with Epsten APC! The team shared on social media that they are “proud to have her on our team for the past seven years.” During her time at Epsten, Rhonda has made significant contributions through her expertise, dedication, and professionalism. In addition to her work at the firm, Rhonda serves on the CACM Law Journal Committee, where she dedicates her free time to reviewing and editing articles. Congratulations, Rhonda—we look forward to watching you continue to thrive and make an impact for many years to come!
Remembering Ric Perez
The Manor Association took to social media to celebrate the life of their colleague, Ric Perez. This longtime teammate and cherished presence at the Manor Association will be remembered for his wit, warmth, and passion for life.
“Whether it was a perfectly timed joke, a story from the road, or a word of encouragement, Ric had a way of making people feel seen,” said the team. He was known as a dedicated mentor, supporter, and friend to everyone who worked with him.
“We will miss him deeply. His voice, his rhythm, and his soul are woven into the fabric of who we are.”
Our thoughts are with Ric’s friends and family during this time.
Don’t see your news listed? Update us at communications@cacm.org
Jon H. Epsten
Rhonda Goldblatt
Mary M. Howell
Ric Perez
from the roundtable
A MESSAGE FROM THE BOARD
This copy of the Vision Magazine focuses on getting back to the basics with four areas reflected: foundation skills of management, business partnerships and manager relationships, surviving the budget season and the importance of organization and preplanning. All key to success for us and our HOAs. It is nice to take the time to reflect on where we have come from and how we got here today. The goal of running a smooth and happy HOA takes some strong organization skills and forward planning to be successful.
Foundational skills of management- For us as managers, a strong leadership presence means being able to guide the community, make good decisions and keep everyone working together. You also need to be good at managing money, understanding the rules and knowing how to solve problems when they come up. Remember this is a customer service business and being able to listen and talk clearly with people is non-negotiable for success.
Business partners and manager relationships- It’s like having a team. You need to pick the right business partners by checking their experience knowledge. Once you have your team, it’s important to talk to them clearly, tell them what you expect and ensure that they get paid on time. This helps build a good relationship, so everyone gets the best work done.
Surviving budget season- Always an exciting time whether it is a year-end budget or another time option. Budget season is when you work with your board of directors to plan how the HOA will spend money for the year ahead. You need to look at what you spent last year and project what will be needed for next year, including saving for large projects like fixing the roof or pool. Getting help from the money experts can be a big help here – once again, getting the right people on the team.
Importance of organization and preplanning - Being organized means using your tools in keeping track of everything, from important documents to how projects are going. In preplanning it means thinking ahead and having a plan for the future of the community, like whether they want to add new things or make improvements- this is an area that sometimes is forgotten as time runs out or focuses change.
When you have a plan, it helps you avoid problems and keeps things running smoothly, building a confidence level with our board of directors.
And as always remember to embrace the journey, trust the process and never stop learning!
Joe Price, CAMEx, CCAM CACM Board Chair
ABOUT THE VISION AWARDS
The Vision Awards are the highest distinction bestowed upon California community managers. The awards program identifies those who exemplify the very best in the profession of community management; honors their contributions to the profession; and recognizes the positive difference that they have made in the lives of their colleagues, association homeowners and the communities they serve.
Recognize members of the industry for their hard work and dedication to their profession through a Vision Award nomination. CACM’s Vision Awards are the industry’s highest honor, and a nomination is the ultimate way to be recognized for superior leadership within our industry.
Nominees will be showcased in CACM communications offering them increased visibility and recognition in the California community management industry.
Winners will be honored and receive their awards at the Northern and Southern California Law Seminars next year!
2026 Vision Awards Nominations Are Open!
WHO IS ELIGIBLE FOR NOMINATION?
Nominees include community managers, management companies and industry partners who exceed the highest standards of professionalism and skill, display a commitment to excellence, and exhibit high ethical standards.
Winners will be honored and receive their awards at the Northern and Southern California Law Seminars next year!
The 2026 Vision Awards recognize achievements from November 1, 2024 through October 31, 2025. The deadline for nominations is November 1, 2025.
Had a great time attending the CACM SF Educational Luncheon at a fantastic new venue- The Chapel!
The highlight of the event was a timely and informative presentation by Joe Viramontez from ICS4S on Emergency Preparedness and Response for HOA Communities - a crucial topic for all of us in the industry.
It was great catching up with familiar faces from Citiscape and Action Property Management (just to name a few), and a pleasure meeting new managers just entering the field. A special bonus having Tom Freeley join us!
— Urban Painting, Inc.
Thanks to CACM, Russian River Keepers, and Arbor MD for hosting a phenomenal volunteer beach clean up day!������
#cacm #collinsmanagement
#russianriverkeepers #arbormd
— Michele Haines, Collins Management, ACMC
— Lifetime HOA Management
We’ve officially joined CACM! Aka the cool kids club for community managers and service providers. ��
We’re super proud to be part of this awesome organization and can’t wait to connect, learn and probably drink a lot of coffee at some great events! Shoutout to @cacmchat for letting us in! We promise to behave (mostly)�� #CACM #newmembervibes
#WeMadeit — Zienix Property Services
Thank you Liron Shalom-Hickey for the invitation to attend the CACM education panel covering emergency mitigation procedures and the timely hot topic AB130. Great insight from industry experts and wonderful connecting with other professionals dedicated to supporting our communities here in San Diego. #HOAManagement #AB130 #IndustryEducation #CommunityManagement #Associa — Brian Ladd, Associa- N.N. Jaeschke, Inc.
Collins Management was thrilled to be part of the cleanup crew last Friday with CACM. What a great way to spend an afternoon cleaning up the beach. A shout-out to the amazing sponsor Arbor MD Tree Care, Inc., Sarah Dunia, and Miss Roxy.
Big thanks to CACM for a fun day of golf today in Orange County! It was a great chance for our Community Managers to spend time with Vendor Management and connect on the key issues impacting HOAs. Bonnie Martinez and team, great job!
Such a great event thank you CACM for hosting along with Recon360, LLC. Met some incredible managers from different companies. Thank you! — Kejala Garcia, CCAM, Associa Northern California
yousaid it!
What an AMAZING time we had with California Association of Community Managers - CACM at their Educational Happy Hour yesterday ��
Event was sold out, the venue was packed & the energy was seriously magical, so thank you EVERYONE for attending making it a success
It was truly awesome seeing everyone, and I was incredibly honored to be a speaker and sponsor the event alongside my wonderful partners Sarah Yesil, Bridgette Tabor, and Mike Rucke.
Huge thanks to CACM again for the awesome platform & the opportunity to support our community managers!
— Liron, Shalom-Hickey, ServPro of Sorrento Valley
I look forward to speaking on this panel alongside these subject matter experts!! Hope to see you there!! ❤ thank you to CACM for the continued educational opportunities!
— Christina French-Hokafonu, CAMEx, CCAM-LS.HR.PM.ND.AA. LM, CAFM, Moraga Country Club Homeowner’s Association
��New Incoming Achievement‼����
✅Here to support as your California Certified Industry Partner (CCIP)
��Thank you CACM for the recognition and educational training��
— Teresa Tomaszewski, CCIP, DunnEdwards Paints
It was a true honor to sit down and record a podcast with THE Tom Freeley! What a great host, asking me all the hard hitting questions around HOA insurance and the California Fair Plan. Thank you CACM — Charlotte Allen, Socher Insurance Agency, a HUB International Company
Thank you CACM for allowing me to talk about my passion project, Happy Minds Network! #happymindsnetwork #mentalwellness — Karen Kokowicz, CCAM, Coro Community Management & Consulting
spotlight on spotlighteducation education
Fall Into Learning with CACM
Fall is here, and CACM’s Education Department is gearing up for an exciting season of growth and opportunity. With the High Rise and Large Scale Summit in Walnut Creek wrapped up and our Fall Educational Forums nearly complete, you might think things are winding down, but not so fast!
Managing Communities Through The Ages
We’re also gearing up for one of our biggest events of the year: Our California Law Seminar & Expo. This year’s theme, Decades of Advocacy, will take you on a journey through how our industry has managed communities across the ages. Last year’s theme, Power of the Past, Force of the Future, set the stage for an exciting announcement about what lies ahead: accreditation. We’ve been working hard to pursue accreditation not just for CACM, but ultimately for you. For you as an individual, accreditation means added credibility, trust and recognition in your professional journey. It demonstrates that your certification is backed by a program that has undergone rigorous self-study, peer review and continuous improvement to meet nationally recognized standards. One of the most significant updates is that certification exams will be separated from the courses, requiring candidates to schedule their exams through a testing facility. We’re committed to keeping you informed and transparent about these important changes so be sure to check our website for announcements and updates.
Welcome Kateleen!
To help support all of these changes and opportunities, we’re excited to welcome some new faces to the Education Department! Join us in welcoming our new Credentialing Advisor, Kateleen Aquino.
Kateleen was born in the Philippines and grew up in the San Fernando Valley, where she studied at California State University, Northridge. In her free time, you’ll find her exploring new restaurants and cafés, traveling or even swapping stories about her adventure climbing Mt. Fuji!
We’re thrilled to have Kateleen in this role as she helps support you through your educational journey. There’s so much on the horizon, and we look forward to connecting with you whether it’s at an event, in an online course or even through email.
Kateleen Aquino
Knowledge Sharing & Educational Lunches
There are still plenty of local opportunities to get involved, including our Knowledge Sharing Lunches and Educational Lunches. These events are a great way to step out of the office, connect with peers and gain region-specific insights. If you’re looking to knock out some courses, we’ve got those too! Flip to page 56 for our third-quarter course calendar or browse our Education Catalog to start planning your next step.
Earn your CCIP Certification
Don’t worry industry partner, we didn’t forget about you! If you are looking to stand out and learn more, our California Certified Industry Partner (CCIP) Program is designed just for you. These courses help service providers gain valuable insight into what managers face every day so you can serve them better and demonstrate your expertise with confidence. Earning your CCIP certification is the perfect way to set yourself apart with clients. Learn more in our catalog, online or by checking out the courses listed on page 56.
Moi, an Instructor? Yes, You!
And speaking of showcasing expertise, have you ever thought about becoming an instructor? If you’re passionate about the industry and eager to shape its future, teaching is a fantastic way to give back. You’ll not only share your knowledge but also earn CEUs toward recertification for teaching and auditing (CAMEx points are earned for teaching). It’s a meaningful way to expand your horizons while making a lasting impact. Interested? Reach out to education@cacm. org for details.
2025 Course Catalog Available
The 2025 Professional Development Catalog was released in January. Use this professional development guide to plan for certification, recertification or specialty designations in 2025. Every
CACM course is included, as well as credits obtained, pricing and dates the course is offered. The catalog also explains each certification offered and the steps to attaining and maintaining it. Download it now.
ARE YOU LOOKING TO HIRE?
Let CACM help you!
CACM is committed to our members’ professional success. Whether you are hiring or looking for the next industry-specific position, the Career Center is your “go-to” resource. Bookmark the Career Center and visit often.
Jobs can be posted for 30 or 60 days and are optimized for mobile and SEO. Premium and enhanced posts include increased visibility.
On top of posting your job opening, CACM delivers new job posts directly into email inboxes through its monthly Job Watch email and in its monthly MyCommunity member newsletter – both are sent to all of CACM’s members.
JOB WATCH MONTHLY EMAILS:
Average open rate: 33%;
Average click through rate: 7%
POSTING YOUR JOB IS AS EASY AS:
2
Please ensure you select your membership type before purchasing (we want to make sure you receive your discount!). You’ll also find there is a live chat feature on the page. Those individuals are ready to assist you with any questions you have in real time.
3
If, after this, you still need assistance, please feel free to reach out to help@ webscribble.com, and a representative from the company that supports CACM’s Career Center will further assist you in answering your questions and assisting you with your posting.
achieving professional excellence
Congratulations Managers & Industry Partners
It is with great pride that we recognize managers, and now industry partners, who have taken the next step in their professional career by pursuing advanced educational opportunities. Congratulations to our newest Master of Community Association Management (MCAM), Certified Community Association Managers (CCAM), Certified Community Association Financial Manager (CAFM), California Certified Industry Partner (CCIP) and Specialty Certificate recipients for the period of May 20th to August 15th, 2025.
CCIP
Gustavo Guerrero, CCIP
Jessica McConnell, CCIP
Nikole Hargrave, CCIP
Sonia Lopez, CCIP
Teresa Tomaszewski, CCIP
Zachary T. Wells, CCIP
CCAM
Aaron Finley, CCAM
Alvaro F. Garcia, CCAM
Ana M. Elizondo, CCAM
Andy Chen, CCAM
Annais M. Gonella, CCAM
Antonio A. Ayala, CCAM
Boris Troflianin, CCAM
Carla Jones, CCAM
Cassandra Garcia, CCAM
Cynthia Arellano, CCAM
Daisy L. Ceja, CCAM
David B. Melaugh, CCAM
Dean A. Driscoll, CCAM
Denise L. Paz, CCAM
Dillon E. Graber, CCAM
Donald W. Chesemore, CCAM
Edgar CCAM A. Martinez, CCAM
Elizabeth Leonhardt, CCAM
Emiley M. Flores, CCAM
Emmanuel C. Hernandez, CCAM
Erica D. Farris, CCAM
Evangelina M. Taylor, CCAM
Hilary Gruendle, CCAM
Jacqueline B. Landeros, CCAM
Jala Kalas, CCAM
Jasmine Carrillo, CCAM
Jason Perez, CCAM
Jean Gould, CCAM
Jennifer K. Ruiz, CCAM
Jerald L. Allen, CCAM
Joan M. Nussbaum, CCAM
Juan J. Montano, CCAM
Kaitlyn E. Cogan, CCAM
Karli A. Tomlinson, CCAM
Kathy Cabrera, CCAM
Krystina Romero, CCAM
Len Heinz, CCAM
Lena Scott, CCAM
Lexin Shan, CCAM
Lorena Campos, CCAM
Louis D. Swanepoel, CCAM
Margot Suarez, CCAM
Megan A. Kingery, CCAM
Merail Odisho, CCAM
Michael F. Gaylord, CCAM
Monica E. Licea, CCAM
Monica Sandoval, CCAM
Natalie A. Nuno, CCAM
Nathaly Borges, CCAM
Rashell DeYoung, CCAM
Samantha E. Anderson, CCAM
Sarah P. Sibley-Alexander, CCAM
Tracy Lennox CCAM
Tyler Mondragon, CCAM
Vanessa R. Perez, CCAM
Winnie Poon, CCAM
CAFM
Joe Hedges, CAFM
Jolene Jundt,CAFM
Michelle Henderson, CAFM
ACTIVE ADULT
Shanne Ho, CCAM-HR.ND.AA.LM
HIGH RISE
Craig M. Pittman, CCAM-HR
LARGE SCALE
Steve Schneider, CCAM-LS
LIFESTYLE MANAGEMENT
Gretchen L. Redewill, CCAM-PM.LM
Shanne Ho, CCAM-HR.ND.AA.LM
Susan Janowicz, CCAM-LS.AA.LM
Tiffany Cribbs, CCAM-LS.LM
NEW DEVELOPMENT
Jessica C. Huynh, CCAM-ND
Michelle Mata, CCAM-ND
PORTFOLIO MANAGEMENT (PM)
Cody E. House, CCAM-ND.LS.PM
Kaylynn Hudson, CCAM-PM
LEGISLATIVE SESSION NEARS END HOA Fine Cap Becomes Law
By Jennifer Wada, Esq.
We are closing in on the end of the legislative session, as both houses rush to pass all remaining bills before the September 12th adjournment. This year has been action packed and has included several early successes, most notably stalling the bill to require community managers to be licensed as real estate brokers. But, in a late-breaking budget maneuver done behind closed doors, we have also recently been impacted by a cap on HOA fines and penalties.
As mentioned in the last legislative update, CACM was strongly opposed to SB 681 (Wahab), which, among other things, capped HOA penalties and fines at the amount in the fine schedule or $100, whichever is less. The HOA fine cap was a small part of this much broader bill, known as the Senate Housing Affordability package. We had been negotiating on SB 681 for months and felt that we were close to getting the cap removed in exchange for more workable provisions. However, just days before California’s deadline to pass the state budget, the contents of SB 681 were jammed into the housing budget trailer bill (AB 130, Committee on Budget) and signed as part of the larger state budget deal. Because the budget is effective as soon as it is signed, it is currently law.
State law now has a $100 fine cap, as well as prohibiting late charges or interest on penalties. A member has the right to cure
the violation prior to the hearing but if curing the violation would take longer than the time between the notice and the meeting, and the member provides a financial commitment to cure, no penalty can be imposed. The law does have an exception to the fee cap: if the violation may result in an adverse health or safety impact on the common area or another member’s property. We will be working with the Legislature in the next legislative session to try to address the problems that this policy has caused. In the meantime, please contact your legislators and relay the real-world impacts that this legislation has on your communities. You can call their district offices and/or request a meeting with your legislator or their staff. We also urge you to collect stories and data that will help us next year as we try to address this ill-conceived policy that ultimately shifts the harm to all other homeowners.
A quick update on other bills of interest:
SB 410
Grayson: Balcony Inspection Report
This bill is sponsored by the CA Association of Realtors and adds the balcony inspection report to the list of disclosure documents. One of the reasons cited by the sponsor for this bill was that managers are refusing to conduct inspections and/or provide inspection reports. Amendments also added the balcony report as an “association record,” as well as
requiring the report to include things like the total number of units with exterior elevated elements and the total number of exterior elevated elements inspected. The bill was recently amended to require a schedule of needed repairs out to nine years and beyond. Because of concerns from engineers about liability stemming from having to certify such a schedule, this portion was removed. We do know, however, that CAR plans to revisit this issue and is actively looking for a solution to ensure transactions do not fall through due to Fannie and Freddie requirements. We will be engaging in this discussion and will advocate against managers being put in the position of guaranteeing structural soundness.
SB 625 Wahab: Disasters: Housing Reconstruction
This bill is intended to address emergency situations like the LA wildfires and voids
any CC&Rs to the extent they prohibit or effectively prohibit substantially similar reconstruction of a residential structure damaged or destroyed in a disaster. The bill also requires expedited architectural review in these situations. The bill has now been amended to tie the expedited review to disaster situations only.
SB 770 Allen: EV Charging Stations
This bill removes the provision requiring owners, when they install an EV charger in common area, to name the association as an additional insured on their insurance policy. Negotiations are ongoing on this measure and CACM is monitoring it as it moves through the process.
After the Legislature adjourns on September 12th, the Governor will have until October 12th to sign or veto legislation. Apart from the fine cap, we
were able to either kill, or significantly improve, almost all the CID bills. That said, 2026 is lining up to be a massive year for the management industry and we will need to harness the power of all your voices to stop policies that impede, or advance policies that enhance, your ability to manage efficiently and effectively.
Jennifer Wada, Esq., is an attorney, CACM’s legislative advocate and principal of Wada Government Relations in Sacramento.
CACM’S FIRST EVER PODCAST IS HERE WE ARE LIVE!
In the fall of 2024, we took an exciting leap into the world of podcasting! Our first podcast, CACMCHAT: The HOA Life, is growing rapidly, with over 1,500 downloads and 21 episodes—and counting!
This bi-weekly podcast is designed for anyone involved or interested in community associations. We dive into real-life stories, industry trends and best practices from professionals working in California’s community association management sector. No topic is off-limits!
Some of our most popular episodes explore key topics like reducing burnout, reserve management tips, mental health and more. Our host and CEO, Tom Freeley, shares that the podcast’s main goal is to elevate the industry and shed light on “the reality behind community association management and what a manager actually goes through on a day-to-day basis.”
Episodes also tackle evolving HOA laws, emerging technologies and the changing workforce. Plus, expert guests join us to provide insights and guidance on these pressing topics.
One enthusiastic listener shared:
“They’ve already had some incredible guests, and I’m eager to see what’s next. If you manage an HOA, you must subscribe. Heck, if you LIVE in an HOA, subscribe! Better yet, if you’re curious about what’s happening behind the scenes in California communities, I highly recommend this podcast.”
You can tune in and stream CACMCHAT: The HOA Life on Spotify and Apple Podcasts . Subscribe directly from our website, where you can also submit questions and topic ideas at podcast@cacm.org. If you haven’t tuned in yet, now’s the time—listen and subscribe today!
maintaining high standards
New Individual Manager & Management Company Members
CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these new members from the quarter of 2025 (April 1 - June 30.)
MANAGER
ProPLUS
Ana Arias
Rocio Isabel
Quintana Sanchez
Sui Sookkhaserm
MANAGER Pro
Lisa Aguirre
Angela Aleman
Patrick Anderson
Faith Arikawa
Kara Bacchi
Vivian Beirami
Gina Biglione
Ashley Brisendine, CCAM
Donald Chesemore, CCAM
Kristi Copeland
Yessenia Cruz
Carol Cunha
Julian D’Agostino
Sarah Davis
Rashell DeYoung, CCAM
Dean Driscoll, CCAM
Ana Elizondo, CCAM
Mariah Ferrer
Aaron Finley, CCAM
Kendra Fleming
Sean Freeley, CCAM
Huan Fu
Michael Gaylor, CCAM
Amanda Gotelli, CCAM
Myles Gullette
Prestine Hendricks
Cherno Hidra
Jazzmine Hollins
Sienghuy Hort
Paulette Jackson
Jolene Jundt, CAFM
Jim Kabage
Jala Kalas, CCAM
Agnes Kantere
Nicole Karber
Laura Larsen
Edgar Lopez
Sara Maguire
Marcel Maldonado
Justin Malley
Karla Mariscal
Claudia Martell
Layla McKendry
Natalie Mechetti
Alex Merin
Julie Nagy
Jacqueline Okano
Marissa Pangelina
Vanessa Perez, CCAM
Susan Pham
Christopher RaineyFelley, CCAM
Chynna Randle
Kelly Rankin, CCAM
Jessica Reese, CCAM
Sofia Reyes
Grecia Salido
Joy Shaw-Mathews
Andrew Sheldon
Rob Shelton
Nathan Silva
Kane Silverberg, CCAM
Nikole Suarez
David Venegas
Mariah Zepeda, CCAM
BusinessPlus
Elite Real Estate Services
Chula Vista I (619) 371-5654 https://www. elitepropertymanagementsd.com/
Synergy Management Group
San Francisco I (858) 338-1319 http://www.synergymanagementg.com
Business
Kabage Property Management Daly City I (650) 535-0131
Back to BASICS
REDISCOVERING THE CORE OF COMMUNITY ASSOCIATION MANAGEMENT
Most
community association managers have no idea what they’re really signing up for, and honestly, who could blame them? No matter how well we try to explain it in the interview, that first year tends to come with a healthy dose of “Wait… what did I just get myself into?” In a profession where every day brings new challenges, mastering the basics and building from there is the key to success.
By Devin Langley
EDUCATION
When you’re new to community management, figuring out where to begin can feel overwhelming. A great starting point is to dig into the client’s contract. This document outlines what your company has committed to, and understanding those expectations will help you prioritize your time and efforts. From there, review past board meeting minutes to get a feel for the community’s history, tone and concerns. You will start to see patterns, what matters most to the board and what issues tend to recur.
Next, turn your attention to the governing documents. Focus on the CC&Rs (Covenants, Conditions & Restrictions), Bylaws, Rules and Regulations and the maintenance matrix. At first, it might feel like you’re reading a foreign language, that’s normal.
To help make sense of it all, seek out continuing education. The California Association of Community Managers (CACM) is a fantastic resource. The Basics of Association Management (BAM) course is specifically designed to give new managers the foundational knowledge and practical tools needed for success.
In addition, many industry partners offer webinars, lunchand-learns and newsletters packed with insights, updates and advice. These resources are often free and incredibly helpful for staying connected with best practices, changing laws and industry trends.
ORGANIZATION
The most successful managers are the ones who know how to manage their time, tasks and priorities. I like to say there are three types of to-do lists in this industry:
1. The things you’d like to do – big-picture planning, forwardthinking initiatives and the improvements that elevate a community.
2. The things you have to do – the non-negotiables like meeting agendas, bid packages, compliance management and contract.
3. And the things that break along the way – because unexpected issues like plumbing leaks, fallen trees or a broken entry gate are just part of the job.
Seek tools and technology that help you to develop a workflow that works for you. When your systems are solid, you’ll spend less time reacting and more time leading. What works for one manager might not work for another. Experiment, adjust and refine until you find a rhythm that helps you stay on track with your tasks, deadlines and goals.
RELATIONSHIPS
Community management is a people industry; our widget is the service, support and guidance we provide. Building a professional working relationship with your board members is an important step.
It is natural to align more easily with certain board members over others, but it is critical to remain neutral. Think Switzerland: you must remain objective and focus on what is best for the association as a whole. By staying grounded in facts and best practices, and treating each board member equally, you build trust and credibility with your clients.
Another important set of relationships is with your service providers and industry partners. From
landscapers and plumbers to legal counsel and reserve specialists, having a reliable network of trusted professionals can make all the difference, especially when you are in a pinch.
Think of these partners as an extension of your team. When you’ve built strong relationships, you can pick up the phone to ask a quick question, request an urgent proposal or get a same-day response to an emergency. Having these go-to partners makes all the difference.
MENTORSHIP
No one becomes a great manager on an island. Whether you are brand new or 10 or more years in, having a mentor, or being one, can be the key to success. The support, wisdom and perspective that comes from mentorship are beneficial at every step of your career.
BRINGING IT ALL TOGETHER
Community association management is about people and processes. It is an industry that requires adaptability and a solid handle on fundamentals. By investing in your education, building your systems and cultivating relationships you are setting yourself up to thrive.
“Success is neither magical nor mysterious. Success is the natural consequence of consistently applying the basic fundamentals.”
- Jim Rohn
Devin Langley, CCAM-PM.ND.CI, is the Vice President of Community Management at The Management Trust-Central California with over 18 years of experience.
the executive corner
By Adam Balkcom
As an owner or executive of a community management company, you have a lot coming at you each day. Sometimes it can feel like the weight of the world is on your shoulders. Every day, you’re putting out fires, juggling challenges with your team, boards, homeowners and that never-ending to-do list can feel like a hole you’ll never dig yourself out of.
What always makes me feel better when I’m facing a challenge is realizing that my problems aren’t unique. Most business owners and executives are facing similar obstacles.
As I read biographies of successful people and connect with business leaders across the country, there’s a common thread among those who make it through the chaos: fortitude. They keep moving forward in the face of daily challenges. They put in the reps and build the strength to overcome.
Here’s a checklist of things you can start doing today to help you stay grounded, focused and resilient:
CONNECT WITH A COMMUNITY OF OTHER BUSINESS OWNERS AND EXECUTIVES
Having people around you who can lift you up during hard times is essential. CACM has many resources specifically for company owners and executives. You can also join an industry-specific mastermind group like the CEO groups at CAM Leadership Institute.
There are great non-industry-specific communities too. I’m personally in a forum through EO, and it’s been foundational in helping me grow both of my businesses. Other strong options include Vistage and Strategic Coach.
SEPARATE YOUR IDENTITY FROM YOUR BUSINESS
Too many business owners tie their identity to how their business is performing. If the business is doing well, they’re happy and if it’s not, they’re not. A business coach once told me to think of my companies like children: they need to be nurtured, guided and developed. Over time, they should grow into something independent with their own direction and energy.
If you try to control them too tightly, they’ll be stifled and never reach their full potential.
STAY INSPIRED
Read books, watch movies and follow content that sparks possibility and
motivation. I’ve curated my social media feeds to follow inspirational entrepreneurs and business thought leaders. And once again — community. Surround yourself with friends and colleagues who lift you up and remind you what’s possible.
BE OKAY BEING IMPERFECT
This is one of the hardest, but most important, skills to develop if you want to stay sane while growing your business. In community management, there is always something more to do. If you try to make everything perfect, you’ll burn out fast.
As someone who struggles with perfectionism, I’m constantly reminding myself to apply the “minimum effective dose” to the work in front of me. Do just enough to meet the client’s expectations — they’ll often be thrilled with 80% of the effort you think is required.
PRIORITIZE SELF-CARE
You can’t run on empty forever. Working late nights and weekends might feel productive, but it’s not sustainable. Stephen Covey says: sharpen your saw.
Self-care looks different for everyone. For some, it’s a hike in nature, a spa day or a quiet weekend at home binge-watching your favorite show. Whatever it is for you, make it intentional. Put it on your calendar like any other high-priority meeting.
You’re not alone.
There are so many courageous owners and executives who have felt, or are feeling, exactly the way you do. But they’re staying strong, pushing through and continuing to build thriving, resilient companies.
So, whatever you do: don’t stop. Don’t sell out of burnout.
Keep moving.
If you continue to take intentional steps forward, you’ll make it to the abundance and peace waiting on the other side of all these challenges.
There’s a common thread among those who make it through the chaos: fortitude.
ABOUT THE EXECUTIVE CORNER
This is a new column for Vision Magazine that will be included in every issue. It is written by staff at CAM Leadership Institute, an organization that focuses on community management company owner and executive leadership development. CAM Leadership Institute hosts mastermind groups attended by almost 100 management companies from across the country every month, which gives them unique insight into the industry. In each edition, the staff at CAM Leadership Institute will provide a column specific to management company owners and executive leadership teams.
Adam Balkcom is the lead facilitator for CAM Leadership Institute.
Ground ZERO
Clear Communication in a Noisy World
By Anne Lackey
The modern informational environment is a firehose, and our brains are a single roll of paper towels. There’s only so much we can absorb in a day.
As a community manager, you’re competing with work emails, family texts, news alerts and a dozen apps demanding attention from your residents and board members. That detailed update about the upcoming roof repairs isn’t just information. It’s a request for mental bandwidth.
Faced with pressure from board members questioning your transparency and residents claiming they weren’t informed, it’s tempting to overshare. You include every detail in violation notices to head off follow-up questions. You forward entire vendor contracts to show accountability. You copy everyone on routine communications just to prove you kept them informed.
Nobody goes into community management thinking, “I can’t wait to overwhelm people with information they don’t need.” The pressure to document everything comes from a legitimate place: professional protection and stakeholder expectations. But when covering your bases
becomes the goal, something gets lost. Communication stops being about helping people understand how decisions affect their daily lives and instead becomes a trail of proof that you followed procedures.
The irony is that the more information people get, the more they tune out. Cognitive overload forces residents and board members to filter aggressively, and often the important pieces get lost in the noise.
Community managers thrive when they help people understand how decisions affect their lives, but that clarity can get buried under softwaregenerated updates and defensive documentation. Getting back to basics means cutting through the noise so people can focus on what truly matters to them.
Create Clear Information Layers
Not every message deserves equal weight. Picture how your own attention works. You drop everything for a true emergency but skim routine updates. Residents are no different. Emergency notifications should be direct and immediate, followed by details for those who need them. Updates that affect daily life belong in concise monthly summaries.
Administrative details that are important for documentation but irrelevant to daily living can live quietly in board packets or online repositories. When people don’t have to sift through everything, they are more likely to absorb what matters.
Lead with What Affects Daily Life
When people open a message, their first unspoken question is, “What does this mean for me?” Answer that before explaining the process. If you’re announcing a special assessment, start with the cost and payment timeline, then explain how the funds will be used. If you’re sharing board decisions, lead with the changes that will show up in residents’ daily routines and keep procedural details optional. People who want more can always dig deeper, but most just need the headline version.
Establish a Rhythm People Can Trust
When information comes in predictable patterns, people pay closer attention. A consistent monthly board summary highlighting key decisions.
Quarterly financial snapshots explaining what the numbers mean for future assessments. Annual planning updates that show what’s coming next. Residents and board members are more likely to read carefully when they know when to expect important news.
Make It “Dinner Table” Simple
Before hitting send, ask yourself, “Could someone explain this to their spouse while cooking dinner?”
If the main points can’t be repeated in a sentence or two, your message will likely get skimmed or ignored. Simplifying doesn’t mean dumbing things down. It means packaging key points so busy people can absorb them quickly and care enough to read the details later.
Translate, Don’t Transfer
Detailed documentation has its place, but residents don’t need to read vendor contracts or 12 pages of meeting minutes. Your role is to translate administrative language into neighborhood language: what people actually need to know to live comfortably in the community. Keep the full documentation available for those who want it but send a digestible version to everyone else.
Making the Shift
You don’t need to overhaul your entire system at once. Start small. Review the last month of communications to one board member and one resident. How many messages did they receive? How many truly required attention? Which could have been combined or eliminated?
Then pick one communication type, maybe your monthly newsletter or board meeting summaries, and experiment with these changes. Ask directly, What’s valuable? What feels like noise? Their answers will guide you.
The best community managers know that great communication is its own form of protection. When residents and board members feel informed and respected, they are more patient when things go wrong and more likely to give you the benefit of the doubt.
In an attention economy, every message takes up a little of someone’s mental bandwidth. The managers who go back to the basics with clear, consistent, human communication build trust, protect themselves professionally and keep their communities running smoothly.
“
When covering bases becomes the goal, communication shifts from helping people understand real impacts to simply proving procedures were followed.
Anne Lackey is the co-founder of HireSmart Virtual Employees, hiresmartvirtualemployees.com, a fullservice HR firm helping others recruit, hire & train top global talent.
The Power of
Organization
and Preplanning for Community Association Managers
By Jeff Farnsworth
Community association management requires intense multitasking. To do this effectively, we must be incredibly organized and always stay one step ahead of the boards we serve. Yet to be organized and proactive, we need something we rarely have, downtime.
Making time to plan ahead is challenging and often becomes the first task we set aside when prioritizing client needs. So how do we make time to make time?
Know Your Peak Performance Hours
Everyone has approximately four hours each day when they’re most productive—when you feel alert, positive, motivated, energized and focused. This might be right after you wake up with your first cup of coffee, toward the end of your workday, or midday before lunch. Pay attention to your workflow patterns to maximize this productive time.
Block Out Time Each Week for Planning
Some managers find Monday mornings work best, while others prefer Friday afternoons. Either way, give yourself time to review the coming week, month and year. Anticipate projects, mailings, meetings, vacations and personal events—all the things that require blocks of time and advance planning.
For example, if your goal is to get board materials to directors a week before their meeting, consider how long it takes to compile these materials. Do you need to schedule a reminder to begin organizing the package fifteen days prior? Use your planning time to identify these hurdles and set yourself up for success.
Embrace the Reminder Game
When multitasking at our level as association managers, there’s no shame in using reminders! Set phone alarms ten minutes before meetings so
To be organized and proactive, we need something we rarely have, downtime.
The Paper Approach
you don’t get lost in emails and forget to log into Zoom. Use Google Calendar or Outlook to schedule prep time for mailings, meetings and packages. Set hard deadlines for uploading documents to portals, websites or getting information in the mail.
Many apps exist for task management and planning, ask your colleagues what works best for them. We easily get distracted by ever-changing emergencies and shifting client priorities. Without reminders that figuratively punch us in the face, we may forget something critical.
Create Annual Plans for Each Association
Most of us are deep in draft budgets and reserve study reviews (or wishing we’d started sooner.) A great way to get ahead of budget crunch pressure is creating an annual plan for each association you manage.
Use their reserve study, general ledger and other tools to note large projects planned for the upcoming year, plus recurring annual tasks like tree maintenance, irrigation tune-ups or concrete trip hazard repairs. If you don’t know the optimal timing for these projects, consult your vendors and draft a schedule for the year.
Once you understand how each association’s year should look, you can build out your own schedule. Plan your meetings, mailings, projects, proposal solicitation timing, research and site walks. While each manager works differently, the goal is anticipating tasks and setting tentative dates that can shift in real-time as needed. This allows you to look ahead and prepare for tasks like ordering reserve studies proactively, inspecting financial records and preparing draft budgets with enough time for proper board review and strategic input.
Find Your Organizational System
As a manager of managers, I must embrace everyone’s unique strengths and preferred processes. Some people love technology, while others still prefer paper calendars and notebooks. Arguments exist for both approaches, but until you have time to document specific processes and train staff on company-preferred tools, allowing managers to organize their time in ways that make sense to them can be empowering, as long as it works.
If you love paper but your solution involves sixtyseven post-its creating a thought map tied together with yarn and thumbtacks, you may need a new strategy. Consider having one notebook per client with the first page showing your monthly project breakdown for the year, followed by meeting minutes, task lists, phone logs and followups. A monthly planner for scheduling meetings and commitments that you check every morning with your coffee can be highly effective. This approach worked for years and still serves many managers well.
The Technology Approach
Other managers embrace technology fully, using phones for alarms, reminders, notes, tasks, calendar events, meeting recording and transcription, violation apps, work orders and other management processes. You might have multiple monitors and AI assistance working around the clock.
However, technology only succeeds when you invest time upfront to set up systems, test for weaknesses and provide ongoing oversight and updates to ensure your data and clients’ data remain safe and your information output is errorfree. Many people encounter trouble by jumping too quickly into technology before understanding the pros and cons of their chosen systems.
Time Is Your Ultimate Weapon
Whatever tools you use, the key to organizing and planning is remembering to stop and breathe. Take time to set yourself up for success. Block out 15 minutes, 30 minutes or an hour if you’re feeling daring, and close your email—don’t just minimize it, close it. Turn off your ringer and put your phone face down.
Look at your calendar and start with your first association. Think about their needs and annual cycle. What happens throughout their year? What do you always forget? What issues does the board always address at the last minute? What do members consistently ask for?
Start by jotting down notes and making lists. Review the reserve study, budget, past agendas and newsletters. Begin with their typical election month or date, then plan the entire election cycle. Schedule estimated meeting dates for the year, board packet mailing or uploading deadlines, preparation deadlines and meeting minute
completion deadlines. Map out annual projects and their optimal timing.
Consider all the details you want to remember and plan them for the year. While these are moving targets, at least you’ll have something to aim for. Work through one association at a time and find the system that works best for you.
Share Your Success
Once you get your system dialed in, consider sharing it with your boards. Imagine if your board had most of their agendas planned for the upcoming year. What if they operated from a plan instead of shooting from the hip every month? What if you could manage them instead of them managing you?
Final Thoughts
Many of us already excel at this approach, while others feel like they’re drowning. Look around and observe colleagues who seem to enjoy their work— they may have valuable insights to share. We have an incredibly demanding job, so don’t be afraid to try new approaches.
Organizing your time and planning ahead can reduce pressure and stress, minimize errors, and help you see the forest for the trees again. The investment in planning time pays dividends in smoother operations and better service to your communities.
Good luck out there!
Jeff Farnsworth, CAMEx, CCAM-PM.ND, is the CEO of Steward Property Services, Inc., and has more than 15 years of experience providing management services in Northern California.
serving your communities
New Industry Partner Members
CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these new members from the second quarter of 2025 (April 1 - June 30.)
Plus Members
All Seasons Roofing & Waterproofing, Inc.
San Jose I (408) 971-4455 http://www.allseasonsroof.com
Arborn Tree Care Ceres I (209) 409-5767 https://arborntree.com/
Ardent Roofing, Inc.
Folsom I (916) 825-3156 http://ardentroofs.com
Ascent Roofing
National City I (619) 326-6256 https://ascentroofingsd.com/
Bonney Plumbing, Electrical, Heating & Air
Rancho Cordova I (916) 444-0551 http://www.bonney.com
Elite Maintenance and Tree Services
Clovis I (559) 292-2900 https://www.eliteteamoffices.com/
ICS4S
San Jose I (408) 891-9782 http://ics4s.com
Pacific InterWest
Walnut Creek I (925) 939-5500 http://www.pacificinterwest.com
Pacific Pest Management, Inc.
San Jose I (888) 506-3122 https://www.pacificpestmgt.com/
Page Per Page
Chandler I (480) 821-0985 http://www.pageperpage.com
Patrol Masters Security Group, Inc. Santa Ana I (877) 648-0602 http://www.patrolmasters.com
Pro-Tek Electrical & Lighting Inc. Orange I (714) 544-3298 https://protekelectrical.com/
Southwest Landscape & Maintenance Indio I (760) 347-3388 https://www.swlandscape.net
Tree West & Mike McCall Landscape, Inc.
Antioch I (925) 363-8100 http://www.treewest.com
UBS Wealth Management
Walnut Creek I (925) 746-0210 https://advisors.ubs.com/shahan.avakian/
Virtual Service
New York I (212) 400-6000 https://virtualservice.net/
New Industry Partner Members
Atomic RFID Yorba Linda I (888) 464-7343 https://www.atomicrfid.com/
Big Rock Marketing Milwaukee I (414) 305-4801 https://www.bigrockonline.com/
Faragon Restoration Ltd. San Francisco I (415) 648-6418 http://www.faragonrestoration.com
GoAccess
Palm Desert I (407) 758-0327 https://www.goaccess.com/
Patriot Guard
Mission Viejo I (800) 260-2268 https://patriotguardsecurity.com/
SoCal Builders Services Irvine I (949) 559-8583 http://www.socalblds.com
WICR Inc., Waterproofing & Construction
Palm Desert I (888) 388-9427 https://www.wicrwaterproofing.com/
YOUR DIGITAL
FIRST IMPRESSION
By John Leutermann
Why CAM Websites Must Do More Than Look Good
Board members these days do their homework before calling a management company. They’re scrolling through websites, checking out what different companies offer and sizing up who looks legit, all before they even think about picking up the phone.
The way boards research management companies has changed entirely over the past few years. Your website used to be just something nice to have sitting there. Now it’s your first job interview with every potential community. Mess this up, and you might as well forget about getting new business.
First Impressions Happen in Seconds
People make up their minds about your company incredibly fast when they hit your website. We’re talking seconds, not minutes. They’re already deciding whether you seem competent and trustworthy before they’ve read a single word.
Way too many CAM websites use those generic stock photos of smiling people in suits that could be selling insurance, real estate or anything else. Board members want to see the actual communities you manage, your real team members and proof that you understand their challenges.
Your headline is make-or-break territory. Throw out the generic verbiage, such as “Exceptional Community Management Services,” because it conveys absolutely nothing useful to visitors. Get specific: “Helping Orange County HOAs Navigate Complex Regulations and Major Capital Projects” or “Full-Service Management for Coastal Communities Facing Unique Maintenance Challenges.”
Messaging That Connects with Board Concerns
Show off photos of communities you’ve successfully managed, especially ones where you’ve completed major projects. Skip the polished marketing shots and opt for authentic images that genuinely build trust.
When board members land on your site, they’ve got specific questions bouncing around in their heads. Do you handle their type of community? Can you manage their size property? How do you deal with difficult residents? What happens when emergencies hit at 2 a.m.?
Your homepage needs to address these concerns directly, rather than requiring people to search through five different pages for basic information. Put together a clear section that spells out what you do: “We manage 47 HOAs across San Diego County - everything from small 15-unit condos to those big master-planned neighborhoods with 500 homes.”
Talk about the specific things that make you different from other management companies. Don’t just say “financial management” - explain that you provide detailed monthly reports, give board members online access to everything and sit
Way too many CAM websites use those generic stock photos of smiling people in suits that could be selling insurance, real estate or anything else.
down for quarterly budget reviews. Instead of boring “maintenance coordination,” describe your 24-hour emergency system and the licensed contractors you work with who know association work.
Strategic Call-to-Action Placement
Way too many CAM websites treat their contact info like it’s classified. Phone numbers buried at the bottom of pages, contact forms hidden three clicks deep. Board members want easy access to more information without having to jump through hoops.
Stick your main contact details right at the top of every page. Use a real local phone number, not just some generic web form. Boards often want to discuss sensitive situations related to their current management over the phone.
Your main call-to-action should offer something genuinely valuable instead of simply saying “Contact Us.” Try “Schedule a Free Consultation,” “Download Our Board Transition Checklist,” or “Request a Customized Management Proposal.”
Sprinkle smaller action buttons throughout your homepage content strategically. After talking up your financial services, throw in a “View Sample Reports” button. Following your emergency response explanation, add “See Our 24-Hour Response Process.” These contextual prompts grab people while they’re reading about things they care about.
Don’t overwhelm visitors with a million choices. Stick to one main call-to-action and maybe two or three smaller ones. Too many options usually lead to people doing nothing at all.
Website Speed Directly Impacts
Lead Generation
Website speed isn’t just about keeping visitors happy; it also affects where your website appears in Google searches.
Check how fast your website loads periodically using free tools like Google PageSpeed Insights or GTmetrix. These tools will tell you exactly what’s slowing things down and how to resolve the issue. Usually it’s huge image files, too many plugins, or cheap web hosting that can’t handle the traffic.
Mobile and Tracking Essentials
More than half of the people visiting your website are doing so on their phones or tablets. If your site
doesn’t work perfectly on mobile devices, you’re automatically cutting out a massive chunk of potential clients.
Set up tracking so you know when people do what you want them to do. Track how many people download your resources, fill out your contact forms, or call you after visiting your site. These numbers show you what’s working and what needs fixing.
Keep an eye on where your best leads come from. If most of your good prospects find you through Google, then you should put more energy into getting found in searches. If referrals drive most of your business, make it super easy for current clients to share your website with other boards.
The Bottom Line
Your website operates 24/7 as your company’s first impression machine.
When your website effectively addresses what boards worry about, provides clear next steps, and loads quickly regardless of how people access it, it becomes a great way to generate high-quality leads and grow your business.
In this industry, where trust and relationships drive everything, your digital first impression usually determines whether you even get the chance to build those relationships at all.
John Leutermann is the president of Big Rock Marketing, with over 15 years of digital marketing experience and has a proven track record of driving growth for businesses within the community association management industry.
The Dream of the
By Hamlet Vazquez
Idon’t know about you, but for me there is nothing more exhilarating than the monthly variance report! This is especially true if there is nothing to report! In case you are a new manager and are not familiar with a variance report, it is a simple report that outlines for the board the major variances between what was budgeted and the current reality (aka the actual Year-To-Date). Why do I look forward to this report, you ask? Because it highlights (usually) just how good I am at budgeting! Most of the time. The hope is that you did such a good job at crunching the numbers in the Fall that your budget aligns very closely with reality throughout the following year. To get to that point though there are four things that must first take place during the budget preparation process.
First, you need the historical information on what was spent in the previous 13 months for each general ledger line item. Your accountant should be able to provide that information to you. I personally also keep a separate spreadsheet that I fill in as each major invoice is paid each month. This is usually easier for me to navigate than anything my accountant may provide. As you look at the previous 13 months of data, the question you want to answer for each line item is, “Do I expect
the same general cost for the upcoming fiscal year and, if not, why?” For utilities, for instance, you should contact your local utility to learn about any proposed or planned increases, as well as looking at energy prices. For other line items, it would be helpful to look at any large variances in any given month to see why there was such a large increase (or decrease) and, again, determine if you anticipate it occurring again the upcoming year. A common mistake in budgeting is not noticing that there was a large variance that is unlikely to occur again and not correcting for that as you budget for the following fiscal year.
Second, you need information from your vendors on any planned increases for the following year. This is part of looking over that 13-month trend and determining for the following year if any increases are warranted. Do this early enough to give time to negotiate and ask that the rate remain the same. Remember that you are the customer (and usually a large and important one) so you have more room to negotiate than you might think. What’s the worst that can happen, right? They won’t ‘fire’ you! The worst that can happen is they say ‘no’ to your request. At the very least you can tell the board that you negotiate with each vendor each year. As a
side note, if there is a vendor that never gives and always seems to be taking in these negotiations it may be time to look elsewhere. Part of having a good relationship with a vendor is their willingness to work with you on the cost of their services.
Third, you need to have a frank discussion with your board in terms of any Capital Expenditures desired for the upcoming year that do not fall under the Reserve Study. Is your board or community concerned about security? Then do you need to budget for more cameras or fencing? Related to security and even though not technically a Capital Expenditure, but certainly related to budgeting is whether you need to budget for more security guard hours? In sum, what does your board desire by way of ‘upgrade’ to the community and what will it cost? You need to budget for these items with the understanding that as part of the draft review process these may need to be eliminated or at the very least trimmed down or spread out over a few years.
Fourth, and lastly, you need a good reserve study. As I’m sure you are aware you need to annually update
your Reserve numbers and the Reserve Study itself needs to be updated every three years via a site visit. Since you are usually dealing with large-ticket items like chillers, cooling towers, roofs, roads, etc., it’s important to have a good reserve study company that will perform diligently for you and provide numbers that are accurate. I once had a reserve study company that told us it would cost about $300,000 to replace the roof when in reality all four bidders later came in above $1 million! Review each line item with your reserve analyst, asking them where they pulled the number from for the study and if it’s a large enough item it may be worth securing one or two actual bids from trusted vendors to help ensure an accurate reserve study and therefore an accurate monthly reserve contribution number to budget.
After pulling together the four items referenced above you can now create the ‘perfect’ budget, stand back and await the applause from your Board as each month’s variance report shows just how good you are at budgeting! … then you wake up and realize it’s time to get ready for work!
Hamlet Vazquez, MCAM-HR, MBA, is the General Manager at Wilshire Terrace Co-Op in Los Angeles.
Investment advisors don’t replace managers or management companies, they support them. They bring structure, reduce risk and take on a specialized task that most companies aren’t licensed or staffed to manage internally.
Completing the Puzzle
How Investment Advisors Help Managers and Management Companies Work Smarter
By Jessica McConnell, CRPC ®, CRPS ®, Investment Advisor
Community association management has evolved into a complex business. Managers today are responsible for everything from overseeing capital improvement projects and guiding financial decisions to ensuring regulatory compliance and maintaining strong relationships with homeowners and board members.
At the same time, management companies are under pressure to standardize processes, improve efficiency and deliver more value, while still protecting their teams from unnecessary liability.
There’s one resource that can help with the above: a licensed, fiduciary investment advisor.
When integrated into the management process, an investment advisor can streamline financial oversight, help support compliance and deliver measurable benefits to both the individual manager and the management company as a whole.
THE OVERLOOKED PIECE IN FINANCIAL MANAGEMENT
In most associations, financial workflows are well-defined: collections, budgeting, reserve studies and disbursements. But when it comes to the investment of association funds, the process often lacks structure, documentation or strategic planning.
Boards may attempt to manage investments themselves, rely on managers or management companies, or avoid investing altogether to “keep things simple.” Unfortunately, this can expose associations, and management companies, to unnecessary risk or scrutiny.
A fiduciary investment advisor helps close this gap. They don’t replace the manager’s role, they complete it. By guiding boards through a compliant, transparent investment process, advisors enable managers to stay focused on day-to-day operations while helping to ensure the financial side is handled professionally.
HOW ADVISORS HELP COMMUNITY MANAGERS
1. Clear Structure for Investment Oversight Managers are frequently involved in investment decisions, despite not being licensed to advise on or manage financial products. Fiduciary advisors add clarity and structure to the process by:
• Coordinating all investment actions through board vote and documentation
• Recommending only government-backed, low-risk investment vehicles (e.g., CDs and Treasuries)
• Ensuring maturities align with the reserve study and cash flow timelines
• Assisting with the review and drafting of written investment policies customized to each association’s needs
This gives managers peace of mind, knowing the investment process is not only well structured, but also helping to ensure compliance.
2. Reduced Liability Exposure
When boards self-direct investments without proper oversight or policy, it can raise questions during audits, transitions, or legal disputes. Managers may feel caught in the middle or worse, blamed for decisions they didn’t make.
By involving a fiduciary advisor:
• All actions are fully documented and boardapproved
• Managers are removed from providing investment guidance outside their role
• State statutes (such as the Davis-Stirling Act) are followed to help protect both board and management
This helps shield managers from conflicts of interest, finger-pointing or accusations of impropriety during financial reviews.
3. Time Savings and Reduced Administrative Burden
Investment oversight can be time-consuming. Chasing statements, tracking maturities, reminding boards to act or updating spreadsheets across multiple associations consumes hours each month.
A qualified investment advisor can reduce that burden by:
• Monitoring accounts and reinvestment schedules
• Delivering board-ready reports with holdings, performance and upcoming maturities
• Coordinating approvals, paperwork, and renewals in a timely, organized manner
With the help of integrated technology, managers and executives can access summarized investment data and receive alerts without micromanaging the process.
HOW ADVISORS HELP MANAGEMENT COMPANIES
1. Standardization Across All Communities
From an operational perspective, working with a trusted advisor introduces consistency across communities. Whether managing five or 500 associations, management companies benefit when:
• Each community follows the same investment approval workflow
• Reports are delivered in a consistent format
• Documentation is retained securely for audits, transitions, and internal reviews
This reduces variation between managers, simplifies training and enhances the company’s reputation for financial professionalism.
2. Continuity Through Board and Staff Turnover Turnover is inevitable, both on boards and within management teams. Without a centralized investment strategy, institutional memory can be lost, and important details missed.
Advisors help maintain financial continuity by:
• Keeping a centralized record of investment statements, decisions and approvals
• Educating new board members on the investment strategy
• Preserving alignment with long-term financial plans, such as reserve study timelines
This protects your company from the disruption and confusion that can occur when investment decisions are handled inconsistently.
3. Added Value to Clients
Partnering with an investment advisor adds measurable value to the service you provide. It shows boards that your company:
Is proactive about safeguarding their funds Encourages transparency and proper process Has the tools and partnerships to support fiduciary best practices
In competitive markets, this can be a key differentiator when responding to RFPs or retaining long-term relationships.
SUPPORTING COMPLIANCE AND TRANSPARENCY
The right advisor helps to ensure that every investment decision is:
• Approved by the board
• Aligned with a written policy
• Helps to ensure compliance with state and local regulations
• Monitored and adjusted based on the reserve study and financial goals
Additionally, through secure technology platforms, management companies can gain real-time visibility into investments across all associations, without the need for manual tracking. These systems improve accountability, make audits easier and give executives a bird’s-eye view of overall cash management practices.
A STRATEGIC PARTNERSHIP
Investment advisors don’t replace managers or management companies, they support them. They bring structure, reduce risk and take on a specialized task that most companies aren’t licensed or staffed to manage internally.
By partnering with a fiduciary advisor:
• Managers gain time, confidence and protection
• Executives gain standardization and operational efficiency
• Boards gain transparency, oversight and professional guidance
Together, it completes the financial management puzzle, and positions your firm as a best-in-class leader in association services.
Jessica McConnell, Founder, Managing Partner of HOA invest and Capital CS Group, LLC. Capital CS Group, LLC is a registered investment adviser.
PARTNERSHIP IN THE SPOTLIGHT
Why the collaboration between managers and vendors is the key to community success
You’ve seen Marvel’s “Captain America.”
The premise is that a World War II superhero has come back after being miraculously preserved under ice for decades. He wakes up, smashes out of a staged recovery room, and finds himself in the middle of New York City. Everything has changed. Reality, he realizes, was more fragile than he had thought.
After 23 years serving the multi-family industry, it has become clear to me that reality is fragile. Everything changes faster than you think it will. Both on stage, where daily decisions happen quickly, routinely, as the day-to-day work of community management and maintenance happens, and behind the scenes, where the truly impactful decisions are handed down. The changes within the HOA industry have tested the relationships between management, managers, service providers and the customers they support.
Some examples:
Regulations are changing. Behind the scenes and overnight, government regulation and erupting insurance costs have stripped communities of the reserves they’d been squirreling away for decades. Not only are the reserves stripped, but those same regulations and insurance requirements have spotlighted other costly and latent issues, broadening the customer’s understanding of systemic problems.
Management companies have changed. Consolidation is the current trend. Small management companies, the breath and soul of the industry, are being smothered and sold. Managers are
increasingly finding themselves operating in large corporations fenced by protocols and tangled in procedures.
Board members have changed. We don’t walk into board meetings anymore, we log in. Board members hide behind a matrix of squares and circles sporting nothing but their initials. We’ve never seen the faces of some of our customers. If mistrust has been a mainstay of HOA lore, this new anonymity is disconcertingly par for the course.
Meanwhile, out on stage, community managersthey haven’t changed much. Your average community manager still has a heart to care for people, a strong work ethic and a reasonably high emotional IQ. If they don’t, they probably already jumped to another career after the COVID-19 reset. I’ve seen community managers come and go over the decades and, in the aggregate, the ones that stick around are compassionate and want to see communities thrive.
Also, out on stage - vendors haven’t changed much either. True, the vendors are here for the work. By and large, the landscapers, pool companies, paving companies, accountants, etc. are serving the HOA customer base because it’s good business. Most of them don’t get into the HOA arena because they have empathy for the complex multi-family dynamic. Yet, the ones that stick, the good ones, understand and develop the unique traits required to meet their customer’s physical and emotional needs. Where many vendors simply sought a customer that would provide consistent income, some have found a calling.
By Scott Swinton
So, behind the curtain - change is smashing through the sets. The next act seems, from the sound of things, to be in disarray. The 2010s didn’t give a lot of clues about the impact the 2020s would have on the world of HOAs. That understanding should give us pause as we contemplate what comes next.
On stage, managers and vendors try to follow the script while constantly eyeing the curtain wondering what might come crashing through. Their reality has become more fragile. But through it all, they have an ever more meaningful role to play. Managers and vendors aren’t just the fingers and toes of the industry; they are the heart.
Looking for that heart in the chaos behind the curtain may be a fool’s errand. It’s clear that the real heart and soul of the common interest industry is onstage and easy to spot. And it may require going just a bit off script to communicate it well.
So, if you’re on that stage and finding your script and increasingly challenging one, I have some advice for you. And it’s not to JUMP!
1. Get above the noise and understand that managing communities is a team effort. Managers and vendors should embrace a symbiotic relationship.
2. When possible, engage the board and help them get to know the vendors. That personal relationship between the customer and the vendor will provide stability when the road gets rocky.
3. Be reasonable. Vendors must understand the tightrope that managers walk, and managers must understand the complexity and frustration of vendors - each navigating the jungle of board governance. Delays are part of the process. Be patient with reasonable delay.
4. Provide clear expectations.
5. Provide clear responses.
6. Proof-read your email and test it for tone and assumptions. Too many relationships have been damaged simply because tone was misread, or one person assumed the other’s knowledge.
7. Share knowledge. Whenever possible teach each other the language and the nuance of your field. The more we know, the more we can understand.
WHENEVER POSSIBLE TEACH EACH OTHER THE LANGUAGE AND THE NUANCE OF YOUR FIELD. THE MORE WE KNOW, THE MORE WE CAN UNDERSTAND. “
Scott Swinton, CCIP, is the General Contractor and Certified Construction Manager at Unlimited Property Services, Inc. He has many years of lessons learned under his belt in the CID industry.
Lessons from the Past, Tools for Tomorrow
Communities have evolved and so has the industry that manages them. From navigating complex legal landscapes to adopting the latest technologies, community management is shaped by decades of experience and advocacy. At this two-day conference, CACM will guide you through the insights of the past while equipping you with strategies, tools and perspectives to meet the challenges of today and tomorrow. Explore how history informs innovation, from legal trends and best practices to the adoption of emerging technologies.
Why Attend
Build Your Career
The strategies you learn at the CACM Law Seminar will enhance your professional skills and help you to successfully guide your communities.
Connections With Colleagues & Mentors
If catching up with colleagues and mentors is on your high list of priorities, then you can look forward to the largest gathering of California community management professionals at the Law Seminar. Expand your professional network and build powerful relationships.
CACM Expo Hall
Region-Specific Content
CACM’s Education team has pulled together California’s best and brightest to lead this year’s educational sessions. Although content is relevant for the entire state of California, these experts will focus their teachings on either the Northern California or Southern California regions making the conversations unique to the area in which you serve communities.
Earn up to 12 CEUs*
Attend the Law Seminar & Expo and receive 8 CEUs for recertification. Take one of our two Ethics courses being offered the day before the Law Seminars to earn an additional 4 CEUs.
Cost to Attend
Industry partners will showcase a memorable period from our past or their vision for the future. Upon entering the trade show floor, you will be transported to another place and time as you visit the various booths. CACM is proud to continue our leadership role hosting the largest Expo for the California community management industry that features a vast array of exhibits, all while networking with the “who’s who” of the industry.
Sponsorship Opporunities
Interested in sponsoring the largest event in the California community management industry? Download our opportunities and email marketing@cacm.org.
FROM THE HOA FRONTLINES
Career lessons and mottos after 20 years in the industry
By Sonia M, Lopez
Have you ever asked yourself, how did I get here? “Like a deer in the headlights,” that is what my first boss told me I looked like when I started in this industry. When you get the moment to acknowledge that question, you quickly realize this industry chooses you, you don’t choose it. HOA management can be a very rewarding career because it allows you to utilize several skills and not just one. Managers wear many hats and because of that, the reality is that they won’t be an expert at all of them. There is HOA 101- basic skills, medium and more challenging. Which empowers
constant development. I fell into this industry because I came with those core skills and developed the rest throughout my career. The job is not rocket science, but it’s important to use your best judgement and always be open to developing ways to improve the role. This is the one job you will never get bored of, and you constantly surprise yourself with the new levels you reach. The key to being sustainable in this industry is managing time and working smarter not harder, otherwise you burn out and there isn’t anything left for yourself. With that in mind, here are my tips of the trade
DON’T TAKE IT PERSONALLY
One piece of advice I was told in the beginning was “don’t take it personally.” Many times, people reflect their emotions on you, and it has nothing to do with you. Especially in our industry we deal with many personalities and people, and we don’t know what they dealt with prior to our interaction with them. A lot of the times reactions have nothing to do with us personally and it takes a level of emotional intelligence to be able to listen to a homeowner or board member express their concern. When in a clear state of mind, you’re more empowered to provide a solution. I’m a big believer that you may not be able to eliminate a problem, but you can always improve it. You know when they say it’s not you, it’s me, they could very well be telling the truth. By not taking it personally, it allows you to focus on a resolution and not a reaction.
LESS IS BEST
“Less is best” has always been a motto of mine. How many times have you said too much, and it had a negative result? In my experience, it’s always best to observe a situation and read your audience so you can gauge what the best communication approach should be. When you say too much on a subject matter you aren’t a master in, the chances of giving incorrect data are higher. In addition, the board will be the first to call you out when you’re wrong. It’s just better to say what is necessary and not more, because you don’t want a board or homeowner to question your competency. This is why we have supportive business partners that are subject matter experts. We can then reach out to them as specialists in their field. We need to remember to keep it simple.
When I started my career 20 years ago as a portfolio manager I remember thinking, “how do I do all of this, how do I remember all these communities.” I had to learn quickly how to manage my time and prioritize my workload. This is very challenging when you’re a portfolio manager because anything, anywhere, at any time can and will go wrong. I even themed my days, just to see if it was easier. Time management is in every task we do, from what time to check/respond to emails, answer/ return calls, process proposals, prepare board packets, schedule board meetings. I learned if you don’t plan your day, someone else will. So, the best practice is to plan your week by looking at your calendar on Sunday or Monday and decide what your week plan will be. This allows you to be in control of your calendar and open to emergencies that will reorganize your day.
Time management is not just a weekly, but monthly and annual goal. An HOA has a lifecycle that consists of four
quarters and that is the only constant with HOA’s. An HOA is non-profit, so their blueprint is their budget. You’re always working at least three months in advance so you can prepare for the board meetings, get timely proposals, be timely with election materials and be on top of budget season. And what is one thing we never had enough of in our industry? Time! As we progress in the industry, we are learning that technology can be used as a tool to work more efficiently so we can meet the deadlines. This allows both old school and new generation managers to utilize trending technology tools to increase their performance bandwidth. Due to this trend, community managers can have a more balanced work schedule and be set up for success.
With these simple tips and support for success in place, managers will be motivated to stay in the industry and become a master of their craft. The HOA gift that serves a lifetime.
Sonia M, Lopez, CCIP, is a Vice President, HOA Relationship Manager with Heritage Bank of Commerce and has been committed to excellence in the industry for 20 years.
SERENITY to SLUDGE
When Lakes Turn Against Your Community
needed a little cleanup. Maybe some algae control. Perhaps a fountain to add movement. But now, the water smells strange, the shoreline is squishy and launching a kayak feels like stepping into cold pudding. At this point, your lake isn’t just dirty—it’s stuck in the muck.
WHAT IS MUCK?
Muck is the thick, black sludge that accumulates on the bottom of lakes and ponds. It’s formed from layers of decomposed organic matter: leaves, algae, grass clippings, fish waste and fertilizer runoff. Over time, these materials settle and create a soft, smelly layer that clouds the water and clings to your feet.
This isn’t just natural sediment. It’s a nutrientrich, oxygen-consuming, habitat-smothering mess. Even in lakes that appear clean on the surface, muck can build up silently, year after year. Left unchecked, it becomes more than a nuisance, it turns into a full-blown water quality crisis.
WHY MUCK MATTERS
Muck creates problems far beyond unpleasant smells and soft footing. You thought your lake just
By Patrick Simmsgeiger
Nutrient Overload
Muck stores phosphorus and nitrogen, which feeds algae and invasive aquatic weeds. This leads to more blooms, more die-off and even more muck.
Oxygen Depletion
As muck decomposes, it consumes dissolved oxygen. This stresses fish, reduces biodiversity and can lead to fish kills, especially in summer heat or under winter ice.
Toxic Gas Release
Muck emits hydrogen sulfide and methane. If your lake smells like rotten eggs, that’s likely the gases bubbling up from decomposing debris below.
Recreation Loss
Muck turns swimming into an unpleasant experience, makes boat launches messy and makes fishing difficult. It limits shoreline access and reduces overall lake enjoyment.
Property Value Decline Murky, foul-smelling lakes decrease curb appeal and raise management costs. In HOA communities, they can lead to complaints, budget strain and negative perceptions of the neighborhood.
HOW IT BUILDS UP
Muck doesn’t appear overnight. It builds slowly, often out of sight, and speeds up when conditions favor decay. Runoff from lawns, storm drains and nearby roads carries in organic debris and excess nutrients. Algae and aquatic weeds grow, die and sink. Leaves and grass clippings blow in and settle at the bottom.
In shallow or poorly circulated lakes, decomposition slows. That means less breakdown and more accumulation. What starts as a light layer becomes a thick deposit that covers the lakebed, often several inches to a foot deep in just a few years.
THE COPPER DILEMMA
Copper-based algaecides are frequently used to control algae blooms. While effective in the short term, they don’t remove the algae, they just kill it. Once dead, the algae drop to the bottom, where they contribute directly to muck buildup.
Over time, repeated copper applications can result in sediment that not only contains more organic matter but elevated levels of copper as well. This can disrupt microbial activity, affect invertebrate populations and lead to long-term ecological stress. Lakes treated heavily with copper for over a decade may begin to show toxicity in the sediment, even if the surface appears well-managed.
WHAT CAN BE DONE?
Thankfully, muck isn’t permanent. A range of solutions can help reduce or remove it, depending on severity.
Aeration
Installing aerators increases oxygen levels and circulation. This supports natural bacteria that help break down organic matter more efficiently.
Biological Treatments
These products add beneficial bacteria and enzymes to the lake, accelerating the natural decomposition of muck without harmful chemicals.
Hydro-Raking and Dredging
For lakes with extensive muck buildup, mechanical removal may be necessary. Hydro-raking is ideal for removing surface-level debris and rooted plants. Dredging addresses deep muck but can be costly, especially when disposal off-site is required.
Shoreline Management
Prevent future buildup by establishing vegetative buffer zones, reducing lawn runoff and cleaning up organic debris before it enters the water.
PREVENTION IS KEY
Muck management is far easier, and more affordable, when addressed early. Preventing buildup requires a blend of everyday stewardship and strategic upgrades: discourage residents from feeding ducks and geese to reduce nutrient input; bag or compost grass clippings and yard debris instead of allowing them to blow into the water; redirect stormwater runoff from rooftops and paved areas into rain gardens; and operate pumps, fountains or small circulators year-round to prevent stagnant zones. Limiting fertilizer use near the shoreline and maintaining regular aeration and biological treatment programs further slow organic accumulation. By keeping leaves and clippings out of the water and monitoring conditions routinely, homeowners and managers can stay ahead of sludge before it becomes a serious issue.
Every lake has a tipping point. What seems manageable in the short term can quietly cross into a costly and visible problem as organic material accumulates year after year. Addressing muck early preserves recreation, avoids expensive dredging projects and protects the long-term health and enjoyment of your community lake.
FINAL THOUGHTS
Muck isn’t just an inconvenience; it’s a sign of deeper issues beneath the surface. If left alone, it grows until water quality, aquatic life, and community enjoyment all suffer.
But it’s not too late. With the right tools and ongoing care, even a muck-filled lake can return to health. For community managers, board members and concerned residents, understanding muck is the first step to restoring the peaceful, clear and usable lake everyone wants.
Founder and President of DWI, Patrick Simmsgieger, is a Licensed Aquatic Pesticide Applicator, Landscape Contractor and Certified Lake Manager with over four decades of experience.
Creek Golf Club
Orange County
September 22, 2025
Tijeras
Tijeras Creek Golf Club
Orange County September 22, 2025
upcoming courses
Course Calendar
CCIP: HOA CORE PRINCIPLES
Zoom CIP 100
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8:00 AM - 10:00 AM
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October 14
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Session 3 of 5
October 21
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LIFESTYLE MANAGEMENT
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FOUNDATIONAL ETHICS
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CALIFORNIA LAW
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THE BASICS OF ASSOCIATION
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RESERVESWHAT, WHY, HOW
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Above All Construction
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Automated Gate Services, Inc. (AGS)
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BPR Inc.
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Chaix Law
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Delphi Law Group, LLP
Fenton Grant Kaneda & Litt, LLP
Fontaine Weatherproofing, Inc.
Gachina Landscape Management
GB Group Construction & Painting
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Golden Alliance Insurance Agency, Inc.
Guard-Systems, Inc.
Heritage Bank of Commerce
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IQV Construction & Roofing
Job Masters Construction Inc.
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