Issuu

Vision FA L L 2 0 2 6

THE VOICE OF THE CALIFORNIA COMMUNITY MANAGEMENT INDUSTRY

Stronger Together THE PEOPLE POWERING CALIFORNIA’ S COMMUNITIES

EVERYDAY HEROES

Celebrating Those Who Make a Difference

THE BIG PICTURE Rethinking Problem Solving in Community Management

THE EVOLUTION

From Manager to Leader

Vision

THE VOICE OF THE CALIFORNIA COMMUNITY MANAGEMENT INDUSTRY

Fall 2026 • Vol. 35, no. 3

Editorial Advisory Committee Andrew Hay, CAMEx, CCAM-ND.PM The Helsing Group, Inc., ACMC

Shanne Ho, CCAM-HR.ND.AA.LM ProActive Professional Management

Scott Swinton, CCIP Unlimited Property Services, Inc.

Kirstie Wright, CCAM The Management Trust – Southern California, ACMC

Lorena Sterling, CAFM Community Association Financial Services

Edison Guerraperez, CCAM Associa Northern California

Devin Langley, CAMEx, CCAM-PM.ND.CI The Management Trust Central California

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 2026. 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. 91 6 . 2226 | communications@cacm.org

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If Your Association Needs Cash...You Need A Utility Audit

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Vision Fall 2026 | cacm.org

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in this issue on the cover Spending time together in sunny San Diego! We had a great time at our High Rise & Large Scale Summit, connecting in new ways, sharing experiences and gaining valuable insights along the way. Check out all the fun and highlights from the Summit on page 50!

features 18 18. EDUCATION SPOTLIGHT NEIGHBORHOOD 24 CREATING HEROES By Lorena Sterling, CAFM MEMBER MOVES 26 CACM By Celeste Huecias

TEAMS THROUGH 30 LEADING AI ADOPTION By Andrew Hay, CAMEx, CCAM-ND.PM

news bits 24 5 Members in the News

17 Congratulations Managers &

By Edison Guerra, CCAM

20 California Legislative Update

WITH A PURPOSE 40 PROMPTING By Kirstie Wright, CCAM

22 New Individual Managers & Management Companies

Thank You Sponsors

KINDNESS THAT ENDS 42 THE IN DEPOSITION By Anne Lackey

departments 4 CEO’s Message 10

By Scott Swinton, CCIP

LEADERSHIP

Industry Partners

IN FOCUS

SHIFT – FROM OPERATIONAL 38 THE MANAGER TO COMMUNITY

11 You Said It

New Industry Partner Members

THE PROBLEM: 34 BEYOND KEEPING THE BIG PICTURE

PAPER COLLAPSE 44 THE By Mitchell Drimmer QUEST 48 AMAZING PHOTO GALLERY RISE AND LARGE SCALE 50 HIGH PHOTO GALLERY

From the Roundtable

EVENTS 52 LOCAL PHOTO GALLERY

56 Course Calendar

FORUM 54 FALL PHOTO GALLERY

cacm.org | Vision Fall 2026

CEO’s message Fall has finally arrived, but the weather doesn’t quite feel like it. Still, there is no mistaking that we have entered one of the busiest and most exciting times of the year. Looking back at everything that has already taken place in 2026, it is incredible to see how much our community has accomplished. From local gatherings and educational forums to the many opportunities to connect, learn and share ideas, this year has been filled with momentum. And with even more events and experiences ahead, there is still plenty to look forward to before we close out the year. As we enter the final months of 2026, many of you are also turning your attention toward budgets, planning and the year ahead. It is a natural time to look at what has worked, where there are opportunities to grow and what goals you want to carry forward. It is also a great time to consider your own education and professional development. What do you still want to accomplish before the end of the year? Is there a course you have been meaning to take, a certification you have been working toward or a new area of the industry you want to better understand? And perhaps just as importantly, what are the goals you want to set for yourself and your organization in 2027? Our Fall issue of Vision Magazine is centered on Creative Problem-Solving & the Future of Community Management, and I encourage you to let these stories spark that same kind of reflection. The challenges facing our industry continue to evolve, and so must the way we approach them. Creativity, collaboration, innovation and thoughtful leadership will continue to shape what community management looks like in the years ahead. As you read through this issue, I hope you find ideas that challenge you, perspectives that inspire you and examples that remind you of the important work happening throughout our industry. Let these stories shine a light on your own goals, your work and the way you lead. There is still so much ahead for our industry, and I am proud of the energy, dedication and creativity I see across our community. As we look toward the final stretch of the year and begin preparing for what comes next, I encourage you to keep learning, keep challenging yourself and keep looking for new ways to make an impact. The future of community management is being shaped every day by the people who choose to lead it. Thank you for being part of that future, and we look forward to continuing the journey together.

Thomas Freeley, CAMEx, CCAM CEO of CACM

Vision Fall 2026 | cacm.org

members in the news Congratulations Amelia Marques!

Amelia Marques

Congratulations are in order for Amelia

She proudly encourages and supports her

Marques, CCAM! Amelia has been promoted to

managers in earning their CCAM certifications,

CEO of Huntington West Properties Inc., ACMC,

continuing Huntington West Properties’ more

a CACM Business Member since 2014. Having

than 40-year tradition of serving communities

been with the company for 32 years, Amelia

throughout Orange, Los Angeles, and San

earned her CCAM certification in 2016 and has

Diego Counties. Way to go Amelia, we can’t

long championed the value of professional

wait to see what this next chapter has instore

development.

for you!

Kriger & Schuber, APC Announces New Shareholder Kriger & Schuber, APC recently announced its newest shareholder, Garrett Wait, Esq. The firm shared the following announcement: “We are proud to announce that Garrett Wait has been elected as a shareholder of the firm. Garrett’s dedication to our clients, leadership,

Garrett Wait

and commitment to excellence continue to strengthen our team and drive our future. Please join us in congratulating Garrett on this

Antis Roofing Leads Community Giving Effort at Camp Ronald McDonald for Good Times Antis Roofing & Waterproofing recently

well-deserved achievement!”

joined fellow Roofing Alliance members and industry partners for a special community

Congratulations, Garrett! We look forward

giving event at Camp Ronald McDonald for

to seeing all that this next chapter has in store

Good Times in Mountain Center, California.

for you!

The August 18 event marked the third time Antis Roofing has helped lead a collaborative roofing project at the camp since 2017, with

Jon Epsten Recognized in The Best Lawyers in America Epsten, APC Founder Jon Epsten, Esq., CCAL, has been recognized in the 2027 edition of The Best Lawyers in America in the category of Community Association

this year’s effort providing five new roofs to support the camp and the families it serves. Working alongside Shell Roofing, QXO, GAF, Howard and Sons, and Gabella, Antis Roofing helped bring together the hands-on roofing work and celebration, which included live roof installations, mariachi music, and a luncheon from Wahoo’s Fish Tacos. The

Law. The recognition highlights Jon’s

continued partnership reflects Antis Roofing’s

longstanding contributions to the field

longstanding commitment to giving back and

and his dedication to serving community

supporting Ronald McDonald House Charities

associations throughout his career.

of Southern California, helping ensure Camp

Congratulations to Jon on this distinguished honor and another meaningful milestone in his career!

Ronald McDonald for Good Times remains a safe and welcoming place for children with cancer and their families.

cacm.org | Vision Fall 2026

members in the news The Miller Law Firm Is Getting Double Recognition from Super Lawyers

The Miller Law Firm is celebrating double recognition from Super Lawyers, with Rachel Miller named among Northern California’s Top Attorneys for 2026. Rachel is

Tom Miller

recognized by her clients for her thoughtful counsel, strong advocacy, and unwavering commitment to achieving the best possible outcomes. Her selection as a 2026 Super Lawyer reflects the trust she has earned from both clients and peers, as well as her continued dedication to excellence in the legal field. Rachel Miller

Congratulations to Rachel on this well-deserved honor!

Merit Roofing & Waterproofing Welcomes Daniel Cedeno

Tom Miller Named Among Northern California’s Top Attorneys for 2026

Tom Miller, Founder and CEO of The Miller Law Firm, has been recognized among Northern

Merit Roofing & Waterproofing has welcomed

California’s Top Attorneys for 2026 by Super

Daniel Cedeno to its team as a Project Manager/Sales

Lawyers. The distinction recognizes his

Representative. Daniel brings five years of experience in

longstanding contributions to the legal profession

the roofing industry, along with a strong reputation for

and his work on behalf of homeowners and

building relationships and a driven approach to his work.

community associations throughout California.

In his new role, Daniel will contribute his industry knowledge and experience while helping strengthen

Over the course of his career, Tom has played a

relationships with Merit’s clients and partners.

significant role in the field of construction defect

His addition marks another step in the company’s

litigation, advocating for clients while helping shape

continued growth and commitment to serving

the industry along the way. This latest recognition

the roofing and waterproofing industry.

highlights his leadership, legal expertise, and

Congratulations, Daniel, and welcome to the Merit team! We look forward to seeing all

continued dedication to pursuing strong outcomes for the clients and communities he serves.

Daniel Cedeno

Congratulations to Tom on this well-

that you accomplish in your new role.

deserved recognition!

Stephanie Jagow Named Director of New Community Development Operations Stephanie Jagow, CCAM has stepped into a new

role in developing operational standards and best practices

leadership role at The Management Trust – Southern

to support consistent service across multiple markets.

California, ACMC as Director of New Community Development Operations. In this position, she will provide strategic oversight for the company’s New Community

Cang Le

Vision Fall 2026 | cacm.org

As Stephanie approaches her eight-year anniversary with The Management Trust, this promotion marks an

Development department, working alongside

exciting new chapter in her career and an opportunity

builder and developer partners and helping

to help shape the future of communities throughout

guide communities through the onboarding

their development lifecycle. Congratulations, Stephanie,

and transition process. She will also play a key

and best wishes as you take on this new role!

members in the news Ashley Salinger Joins Riley Pasek Canty Seltzer LLP

Riley Pasek Canty Seltzer LLP has welcomed Ashley Salinger as its new Director of Marketing, Southern California. In this role, Ashley will draw on her experience in new development, marketing, and relationship building to support the firm’s continued growth and strengthen its presence throughout Southern California.

Seabreeze Management Opens New Office Seabreeze Management recently celebrated the opening of its new office, bringing together team members, vendors, and other familiar faces to mark the occasion. Seabreeze managers took to social media to share some of the highlights from the celebration, which included visits from industry partners, adoptable puppies, charitable donations, and plenty of opportunities to connect.

Her new position marks an exciting next chapter and an opportunity to bring her industry experience to a growing team while building new relationships and connections across the region. Congratulations, Ashley, and best wishes as you begin this new chapter with Riley

The celebration also supported a local animal rescue, with vendors contributing donations to help make the occasion even more meaningful. The new office opening

Pasek Canty Seltzer LLP!

provided an opportunity for Seabreeze to celebrate its continued growth while bringing its community of partners and friends together. Ashley Salinger

Pejman D. Kharrazian Named Chair of Epsten’s Litigation Department

associations through complex litigation and advising boards and management on legal strategy and risk. In his new role, Pejman will work alongside

Pejman D. Kharrazian

Epsten, APC has announced that shareholder Pejman D. Kharrazian has been named Chair of the firm’s Litigation Department, effective September 1, 2026. Pejman previously served as Interim Litigation Department Co-Chair beginning in March and brings extensive experience representing community

the firm’s attorneys to support effective legal strategies and continue the department’s strong tradition of client service. His leadership will help guide the continued growth and success of Epsten’s litigation practice. We’re excited to celebrate Pejman and wish him continued success in this new chapter of leadership! cacm.org | Vision Fall 2026

members in the news

FirstService Residential Completes Acquisition of Final CitiScape Property

FirstService Residential has reached

The company recognized Nick Berg, Joanna Lam

a significant milestone with the final

CCAM-HR.ND, Robin Romo CAMEx, MCAM-HR, Sergey

CitiScape property officially joining

Gorokhovsky CCAM, and the many team members

the company. The transition brings the

whose leadership and hard work helped make the

two teams together as one, marking

transition possible. With the final CitiScape property now

the completion of an important step in

part of FirstService Residential, the company looks ahead

FirstService Residential’s continued growth.

to what its teams can accomplish together.

Damian Jenkins Celebrates 8 Years with The Management Trust Damian Jenkins

Damian Jenkins is celebrating eight years with

Reflecting on the milestone, Damian

The Management Trust - California Desert,

shared his appreciation for the people and

ACMC, marking a significant milestone with

partnerships that have made his eight years

the company. Throughout his tenure, he

with The Management Trust so meaningful.

has had the opportunity to work alongside

Vision Fall 2026 | cacm.org

talented employee owners throughout

Congratulations to Damian on eight years

the California Desert and across The Trust,

with The Management Trust! We look

building strong relationships and contributing

forward to seeing what the next chapter

to the company’s continued success.

brings.

members in the news Chris Booth Celebrates 8 Years with Whitestone Industries Whitestone Industries is celebrating Chris Booth’s,

Keystone Pacific Property Management Expands to North Carolina

CCIP, eight-year anniversary with the company. Over the past eight years, Chris has contributed to Whitestone’s growth and success through his leadership, dedication, and willingness to step up wherever needed. His commitment has made a lasting impact on the company, his colleagues, and the clients Whitestone serves. The milestone is an opportunity to recognize the time, effort, and care Chris has invested throughout his eight years with the organization.

Carolina, marking an exciting milestone in the company’s continued growth. The expansion brings Keystone’s commitment to exceptional service, strong relationships, and a people-focused culture to a new market. As the company enters this new chapter, the North Carolina expansion represents an exciting opportunity to build on the foundation Keystone has established and continue growing

Congratulations to Chris on eight years with Whitestone Industries! Wishing you the best in all that lies ahead.

Keystone Pacific Property Management is expanding to North Chris Booth

its reach. Congratulations to everyone on the Keystone team on this exciting milestone! We look forward to seeing you grow and all that this next chapter brings.

Don’t see your news listed? Update us at communications@cacm.org

cacm.org | Vision Fall 2026

from the roundtable

A MESSAGE FROM THE BOARD

Creating the Future Through Creative Problem Solving There are moments when a profession evolves, not because it has to, but because its leaders see what is possible. Community management is at that moment. The challenges facing our communities are becoming more complex. Boards are navigating financial pressures, aging infrastructure, changing homeowner expectations, and the rapid emergence of new technologies. Yet I remain optimistic because our profession has always excelled at one thing: solving problems. What is changing is the scale and significance of those problems. Today’s community managers are evolving beyond administrators into trusted advisors, helping boards think strategically, anticipate challenges, and build stronger, more resilient communities. The most impactful leaders are no longer simply managing today’s issues. They are helping shape tomorrow’s opportunities. Technology and artificial intelligence are accelerating this transformation. While AI can streamline tasks, analyze information, and improve efficiency, it can never replace what makes our profession exceptional: human judgment, empathy, trust, and leadership. The future belongs to those who embrace innovation responsibly while keeping people at the center of every decision. Creative problem solving is not about having all the answers. It is about bringing together diverse perspectives, encouraging new ideas, and empowering others to lead. Some of the strongest communities are built by “neighborhood heroes,” residents who volunteer, inspire connection, and turn challenges into opportunities. They remind us that leadership is not a title. It is action. As we look ahead, I believe the future of community management will be defined by leaders who are willing to think differently, adapt boldly, and serve intentionally. The communities we serve deserve nothing less. The future is not something we wait for. It is something we create. And I believe the best days for our profession are still ahead.

Jeremy S Wilson, CAMEx, CCAM Chair, CACM Board of Directors

Vision Fall 2026 | cacm.org

you said it! Kicking off August with a week full of conversations, connections, and cookies! From the CACM East Bay Luncheon to the FirstService Residential OC Vendor Fair and office visits, it’s always great catching up with industry friends and building new connections that help our communities thrive. Looking forward to keeping the momentum going this month! #HOA #CommunityManagement #CACM #Recon360 — Recon360, LLC

Thank you, CACM, for the recognition and congratulations! I’m truly honored to have earned the MCAM designation. This achievement represents a lot of learning, dedication, and commitment to continued growth in the community management profession. I’m grateful to CACM, my colleagues, and everyone who has supported me along the way. I look forward to continuing advancing our profession and delivering results for the communities we manage.

🎓

Proud to be #CaliforniaCertified! #CACM #MCAM #CommunityManagement #ProfessionalDevelopment #CommunityLeadership — Jessika Rubalcava, MCAM-HR.CI

Team Powerstone had an amazing time at the CACM Educational Breakfast Forum! We’re proud of our very own Joe Price for serving as a panelist alongside fellow industry professionals, sharing valuable insight and expertise with certified community managers #powerstonepm #teampowerstone #cacmchat — Powerstone Property Management

cacm.org | Vision Fall 2026

you said it!

Follow @CACMchat

Francisco Terrizzano and I had a great opportunity to connect with members of the CACM California Association of Community Managers during a discussion on reserve accounts. Commercial Bank of California was proud to sponsor the event and support conversations that help community managers better understand the financial tools and banking relationships that support the communities they serve. #CommunityManagement #CommunityBanking #FinancialEducation #BusinessCommunity #CBCal — Johnny Khamis, Commercial Bank of California

At Next Step Community Management, we pride ourselves on providing quality service through educated, dedicated professionals who never stop learning. Christina earning her Certified Community Association Manager (CCAM) certification through CACM is another example of that commitment in action. Continuing education makes us stronger managers, better partners to our Boards, and better equipped to help the communities we serve maintain, grow, and build better communities. We are incredibly proud of Christina and her dedication to her professional growth. Congratulations, Christina — well earned!” #cacmstrong #largescalecommunities — Next Step Community Management

Vision Fall 2026 | cacm.org

Backpacks, networking, and giving back… now that’s a great way to spend an afternoon.

🎒

Today’s CACM Educational Lunch was a great reminder of why I love this industry. It’s not just about education and building relationships-it’s about coming together to support causes that make a real impact. It was an honor to be part of the backpack and school supply drive benefiting the Travis Manion Foundation and helping support students and military families. Grateful for another opportunity to learn, connect, and give back alongside so many amazing professionals. #CIMSSacramento #CACM #GivingBack #CommunityAssociations #IfNotMeThenWho — Lorena Campos, CCAM

you said it! I recently joined the California Association of Community Managers CACM as an Industry Partner through Alghamdi CPA, PC. Alghamdi CPA, PC focuses on independent audit and review services for homeowners associations throughout California & Nevada. I am looking forward to becoming more involved with the community management profession, learning from the people who work closely with associations every day, and building relationships with management companies. Glad to be part of the CACM community. — Majed Alghamdi, Alghamdi CPA, PC

“ I’m excited to share that I’ve officially earned my MCAM (Master of Community Association Management) designation from CACM. The MCAM designation represents an advanced level of professional achievement, reflecting a deep commitment to industry knowledge, leadership, and best practices in common interest developments.

‼️ Safety First‼️ 🚨⛑️ 🦺 I had the pleasure of attending and sponsoring my first CACM event on emergency preparedness presented by the Coachella Valley Disaster Preparedness Network.

Thank you to the mentors, colleagues, and industry peers who have supported and challenged me along the way! I can’t wait to see who else achieved this milestone this week!

🎉”

Thank you to Alexis Pophoff for the support! It is always great to meet new people and build connections. Looking forward to the next event.

— Kaila Rogers, MCAM, CCAM-PM

— Cesar Guzman, Sherwin-Williams

Great day at the CACM San Diego Fall Forum!

☀️ Thank you to

everyone who stopped by our booth to say hello. We always enjoy connecting with our San Diego HOA community, catching up with familiar faces, and making new connections. Thank you CACM for

😊

another great event! #cacmstrong #largescalecommunities — Pilot Painting & Construction cacm.org | Vision Fall 2026

you said it! Grateful for the opportunity to join Damian J. Esparza with SmartProperty and CACM for a great South Bay luncheon focused on Reserves—a topic that plays such an important role in the long-term health and success of our communities. I always enjoy opportunities to share experiences, exchange ideas, and connect with fellow community management professionals. Thank you, CACM, for the invitation to speak and to everyone who joined us and contributed to the conversation! Continuing to learn, share, and grow together is what makes this industry so rewarding. — Adriana DaSilva, CAMEx, MCAM, CCAM

I had the honor of speaking on this panel to discuss Mental Health in our communities, not only for the Owners but how it impacts us Managers on a daily basis! This was one of the best panels I have had the pleasure of speaking on and we had such an engaging group!! Thank you to Wendy Miller, CAI EDBP, CACM CCIP for putting together an amazing presentation for us, and it’s always fantastic to speak alongside Lisa Triplett, CAMEx, CCAM, AMS and Brad Bacome!! keep the conversation alive!! #continuingeducation

❤️

#networkingopportunities #mentalhealthawareness — Christina French-Hokafonu, CAMEx, CCAM-LS.HR.PM.ND.AA.LM, CAFM

I am proud to share that I’ve earned my Master of Community Association Management (MCAM) designation through CACM! The MCAM certification is the highest professional recognition available for California community association managers. As I approach 9 years in the industry, I’m especially grateful to the mentors, friends, and colleagues who believed in me when I didn’t always believe in myself. Hard work really does pay off. #MCAM” — Jennifer Weaver, MCAM

Vision Fall 2026 | cacm.org

🎉

you said it! Congratulations to Devin Langley, CCAM, CAMEx, PM.ND and Kirstie Wright, CCAM, CMCA, AMS on having their articles published in CACM’s Vision Magazine! Their contributions reflect not only their deep expertise, but also their commitment to educating, inspiring, and driving meaningful conversations within our profession. It’s a privilege to work alongside professionals who continuously raise the bar and generously share their experience with others. — Stephanie Jagow, CCAM

cacm.org | Vision Fall 2026

A NIGHT TO CELEBRATE, CONNECT & SHINE It’s time to celebrate everything we’ve accomplished together! Join us for an exciting evening bringing industry peers together for laughter, networking, and holiday cheer. From strong partnerships to thriving communities—let’s toast to it all!

Northern California

SouthernCalifornia

TUESDAY, DECEMBER 1 5:30 PM TO 7:30 PM

THURSDAY, DECEMBER 3 5:30 PM TO 7:30 PM

Four Points by Sheraton 5115 Hopyard Rd. Pleasanton, CA 92653

Balboa Bay Resort 1221 West Coast Highway Newport Beach, CA 92663

Thank You Sponsors NORTHERN CALIFORNIA

SOUTHERN CALIFORNIA

BAR SPONSORS

NETWORKING SPONSORS

ALP Construction & Painting, Inc. Elite Maintenance & Tree Service

Action Asphalt & Concrete

APPETIZER STATION SPONSOR BSM Facility Services Group Whit’s Painting & Construction

DESSERT SPONSOR Anguis & Terry LLP

Ardent Roofing, Inc.

Giuliani Construction & Restoration, Inc. IQV Construction & Roofing

Avidbank

Recon360, LLP

Berding | Weil LLP CalPro Construction & Painting Citadel Roofing & Solar CM2 & Associates, Inc.

Saarman Construction, Ltd. TARC Construction, Inc. Varsity Painting

NETWORKING SPONSORS CM2 & Associates, Inc. Berding | Weil LLP Edenred Pay Elite Maintenance & Tree Service Park West Landscape Management Recon360, LLC

GB Group Construction & Painting

Join us in bringing the holiday cheer to life! 16

Vision Fall 2026 | cacm.org

Secure your sponsorship today and email marketing@cacm.org

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 July 1 - August 31, 2026.

MCAM

CCAM

ACTIVE ADULT

Jason, Marquez, MCAM, CCAM

Melissa, Tolerton, CCAM

Clinton, Fine, CCAM-LS.AA

Christina, French-Hokafonu, CAMEx, MCAM,

Hope, Kasin, CCAM

Karla, Alarcon, CCAM-LS.AA

CCAM-LS.HR.PM.ND.AA.LM, CAFM

Jenny, Garcia, CCAM

Jeremy, Wilson, CAMEx, MCAM, CCAM

Darby, Broeker, CCAM

Kaila, Rogers, MCAM, CCAM-PM

Brandi, Wilson, CAMEx, CCAM

Louis, Swanepoel, MCAM

Jennifer, Raus, CCAM

Nicholas, Adams, MCAM, CCAM

Alexandra, Carrera, CCAM

Stacey, Lint, MCAM

Bella, Costa, CCAM

James, Hein, MCAM, CCAM

Cheyenne, Prokosh, CCAM

Kimberley, Flickner, CAMEx, MCAM-PM.

Deborah, Rose, CCAM

LS.ND.AA.CID.LM, CAFM

Donald, Disbro, CCAM

Lynn, Jensen, MCAM, CCAM-LS

Joseph, Fast, CCAM

Nick, Wilson, MCAM, CCAM

Nicole, Brown, CCAM

Clarisa, Bratcher, MCAM, CCAM

Sheri, Bejar, CCAM

Devin, Langley, CAMEx, MCAM-PM.ND.CI

Arti, Lal, CCAM

George, Ross, MCAM, CCAM-LS

Kristin, Bowlin Barnett, CCAM

Jessika, Rubalcava, MCAM-HR.CI

Macy, O’Brien, CCAM

Kevin, Chu, MCAM-PM

Mirna, Aceves, CCAM

Michele, Abdelnour, MCAM-LS

Sandra, Bowers, CCAM

Penny, Carter, MCAM, CCAM

Valerie, Gullicksen, CCAM

Rebeca, Peraza, MCAM, CCAM

Aza, Ingraham, CCAM

Richard, Millican, MCAM-HR

Cesar, Hernandez, CCAM

Rick, Rapp, MCAM, CCAM-LS.CI

Christina, Smiley, CCAM

Victoria, Ellis, MCAM, CCAM-ND.PM

Denise, Wallace, CCAM

Alisa, Woolsey, MCAM, CCAM-LS

Kyle, Clewis, CCAM

Christian, Ellingson, MCAM

Lauren, Stratton, CCAM

Joey, Rosenthal, MCAM-PM, CAFM

Tara, Walton, CCAM

Jennifer, Peat, MCAM, CAFM

Damon, Gonzales, CCAM

COMMERCIAL & INDUSTRIAL CID MANAGEMENT HIGH RISE MANAGEMENT Eugene, Osipov, CCAM-LS.HR.AA.LM Cody, House, MCAM, CCAM-ND.LS.PM. HR.AA.LM

LARGE SCALE MANAGEMENT Clinton, Fine, CCAM-LS.AA Jennifer, Wood, CCAM-LS Karla, Alarcon, CCAM-LS.AA

NEW DEVELOPMENT Vicky, Rudisill, CAFM, CCAM-PM.ND

PORTFOLIO MANAGEMENT Vicky, Rudisill, CAFM, CCAM-PM.ND Dawn, Ivey, CCAM-PM

Rosie, Galla, MCAM-HR.PM Tyler, Matheis, CAMEx, MCAM-PM.HR.LS.

CAFM

ND.LM.AA.CI, CAFM

Yessenia, Cruz, CAFM

Jessica, Melvin, MCAM, CCAM-ND.LS.AA.LM

Hope, Sang, CCAM, CAFM Sienghuy, Hort, CAFM Susan, Pham, CAFM

cacm.org | Vision Fall 2026

spotlight on education Education Spotlight:

Building Knowledge, Strengthening Community The past quarter has been an exciting one for CACM Education, filled with new opportunities to learn, connect and grow together as an industry. From expanding access to professional credentials to bringing region-specific education directly to communities across California, our Education team has been busy creating opportunities for community managers and industry professionals at every stage of their careers. As we look toward the final months of the year, we are proud to celebrate the progress we have made together and look ahead to what is still to come.

Celebrating New CCAMs and MCAMs One of the biggest highlights of the past quarter has been the continued success of our certification pilot program. Through this new and updated process, an incredible number of industry professionals have earned their CCAM and MCAM credentials, representing an exciting step forward in the way CACM provides pathways to professional development. The pilot program was designed to create a more accessible and streamlined experience for professionals working toward their next credential, while continuing to uphold the education and professional standards that

Vision Fall 2026 | cacm.org

make CACM certifications meaningful within the California community management industry.

And the opportunity is still here for you. If earning a new credential has been on your professional goals list, now is a great time to explore what is available to you. The updated certification process is now available, and there are still courses taking place this year. Keep an eye out for CACM’s 2027 course catalog to see what is coming next, or visit the

CACM Education Center to explore currently available courses and begin planning your next step. Whether you are working toward your first credential or preparing to advance your professional development, there is always an opportunity to keep learning.

spotlight on education Taking Education Across California

Looking Ahead to the 2027 Law Seminar As we begin wrapping up another season of education, our sights are already set on 2027. Next year, we are bringing a new energy to one of CACM’s biggest educational events of the year: the 2027 Law Seminar & Expo, the CACM Festival: Where Community Comes Together. The Law Seminar is always an important opportunity for California community management professionals to come together for two full days of education, connection and industry insight. And next year, we are taking that experience one step further with the CACM Festival. Behind the scenes, our Education team is already preparing the topics, ideas and speakers that will make the 2027 event one to remember. From timely legal education to conversations about the issues shaping the future of community management, we are building an experience designed to bring our industry together while giving attendees the opportunity to learn from some of the best minds in the field. There is a lot to look forward to, and we cannot wait to share more in the months ahead.

Continuing to Learn, Together

We are also wrapping up the final events of another busy Fall Forum season. These forums are a special part of the CACM education experience because they give us the opportunity to bring education directly to our communities while creating space for meaningful conversations with fellow professionals. This fall, CACM brought its forums to 10 locations throughout California, giving managers and industry professionals the chance to connect with one another and learn from experts on topics relevant to their local communities and the challenges they are facing today. Across the state, our conversations covered a wide range of timely topics, including Applied AI and its practical uses and limitations, strengthening HOA foundations through transition processes and community education, moving from reserve studies to real-world budgets, handling safety-related emergencies, zero-emission building standards and more.

That is what makes these events so important to CACM and to the industry as a whole. We want to thank everyone who joined us at a Fall Forum this season, as well as the speakers, sponsors, volunteers and CACM team members who helped bring each event to life. Our events would not be possible without the people who continue to invest their time, knowledge and energy into creating stronger educational experiences. The continued success of these forums is a reminder that education and community go hand in hand. When we come together to share knowledge and experiences, we all have an opportunity to move the industry forward.

While each forum had its own regional focus, they all shared the same goal: creating opportunities for professionals to learn from one another. Education is not limited to what happens in a classroom. Some of the most valuable learning comes from hearing how another manager approached a challenge, asking questions of an industry expert or simply connecting with someone who understands the unique demands of community management.

As we reflect on the past quarter, one thing continues to stand out: education is strongest when we experience it together. Every new credential earned, every question asked at a forum, every conversation between colleagues and every expert who shares their knowledge contributes to a stronger and more connected industry.

Thank you to everyone who has participated in CACM education this quarter. Whether you attended a forum, pursued a credential, shared your expertise or simply made time to continue learning, you are helping shape the future of California community management. There is always more to learn, more to share and more opportunities ahead. We hope you will continue that journey with us. cacm.org | Vision Fall 2026

Legislative Update We have a short respite from the hustle of the legislative session, as the Legislature adjourned on August 31st. The Governor now has until September 30 to sign or veto legislation. Community managers should expect new laws coming their way that directly impact operations. It was an intense year for the industry, and we staved off many harmful agendas. We will remain vigilant, however, as legislative activity is likely to intensify in 2027. In the meantime, we are working hard — and proactively — to educate legislators about the tireless work managers do every day and the commitment they show to boards and homeowners.

By Jennifer Wada, Esq.

Here is an update of the key bills we focused on this year: SB 1007 Menjivar – assessment and manager fee disclosures, regular assessment threshold This is the bill that originally eliminated the ability of an association to increase regular assessments up to 20% without a membership vote. It only allowed an inflation adjustment, and members would have to approve anything above that. It also required a separate statement of management fees and a visual aid showing what assessments fund to be included in the annual budget report. We spent much of the session lobbying against the bill and negotiating various amendments. In the end, our efforts paid off and we were able to stop the bill. The author could not get the votes needed to get it out of committee and thus, she pulled her bill. This was a huge win…for now. It would not be surprising if we see this bill reintroduced next year. SB 1238 Wahab – manager fiduciary duty, separate disclosures re exterior elevated elements and reserve studies This bill is sponsored by the California Association of Realtors and originally imposed a fiduciary duty on a manager to the association and individual homeowners. It also placed new requirements on managers to make disclosures and subjective judgments in a home transaction about the association or condominium’s standing in relation to

Vision Fall 2026 | cacm.org

the federal lending rule defining “critical repair.” CACM aggressively lobbied against this bill, and we were able to get it amended to relieve managers from having to make representations about critical repairs, as well as owing a fiduciary duty to the association and its members. Alternatively, the bill imposes a duty of care standard, which, while not ideal, is a lesser standard that managers should already be complying with. This bill is on the Governor’s desk awaiting action. AB 2439 Rubio – Assessments This bill originally required an association to provide notice by certified mail, return receipt, to all members any time there is a change in where assessments are to be sent. Failure to comply would result in a civil penalty of $1,000 on the board. The bill also prohibits associations from restricting parking on public roads. After much negotiation, we were able to get the bill amended so the notice can be sent by email to those who have opted in to electronic delivery, and mailed with just a certificate of mailing for those who did not. If, after this first notice is sent out, the owner misses two consecutive assessment payments, then a second notice must be sent by certified mail with a return receipt. If a member affirmatively responds to the first notice, the certified mail requirement does not

apply. For five years, the association must maintain records proving the individual notices were sent. If the association fails to comply with the certified mail requirement three times within a five-year period, the board is liable and a $1,000 civil penalty may be imposed. While this bill still has problems, the amendments shrink the pool of owners that must be sent notice by certified mail and narrows the instances where the board will be liable. This bill is on its way to the Governor. AB 2050 Caloza – Reserve Funding This bill was sponsored by CAI and as of January 1, 2032, requires the reserve study to include the minimum reserve contribution level necessary to prevent the reserve account balance from falling below zero over the next 30 years. It requires the association to annually fund reserves at the minimum reserve contribution level. This funding must first come from a minimum of 15% of its gross annual budget every year until the balance is no longer projected to fall below zero. If the association is unable to fund the reserve account in at least the minimum reserve contribution level, it can impose a special assessment subject to existing law requiring a membership vote if the required amount exceeds the cap. The reserve study must include a statement informing the association of the above requirements. This bill is on the Governor’s desk awaiting action. AB 1903 Wicks: Construction Defects This bill was sponsored by the California Building Industry Association and initially undermined the SB 800 Right to Repair Act by requiring actual damage before an association could file a notice. After endless negotiations, in the last hours before session adjourned for the year, we were able to get a compromise that removed changes to the building standards, including those requiring actual damage. The provisions that remained were new requirements for a more detailed notice, the notice being signed by the HOA president, legal release after repair, and credit for repairs for the builder’s insurance deductible. However, because of late political maneuvering and amendment negotiations, the bill failed to make it back over to the Assembly before the gavel came down and it died for this year. We anticipate a version will be reintroduced next year and will be working closely with the author to ensure negotiations don’t revert and the starting point is the compromise we negotiated. AB 739 Jackson – Manager Fees This bill was initially introduced in 2025 and required all managers to become licensed as real estate brokers. After stopping it last year, it came back at the beginning of 2026 to require board members to get 12 hours of education within the first two years of their term and require managers to disclose all fees to all homeowners. We were adamantly opposed to the latter piece and after extensive negotiations, we prevailed in getting a compromise. The bill now requires the Board to annually review management base fees, fee schedule charges and reimbursable expenses and make these items association records that members may review. This bill is on the Governor’s desk.

Other bills that impact associations: AB 1184 Patterson – Association operations Makes several changes to the DSA, such as 1) requiring general notice for an emergency rule change to include the text of the rule change and its purpose; 2) requiring notice of the occurrence of litigation in the annual budget report; 3) requiring the meeting minutes to include how each director voted if the board votes on an amendment, adoption or repeal of an operating rule; 4) requires executive session meeting minutes to include the case number and name of the court where ongoing litigation was discussed; 5) if meetings are recorded, recording is an association record available in same manner as written minutes unless the recording is solely to create meeting minutes (in that case, they may be deleted after 12 months); 6) prohibiting charging for minutes if distributed electronically and allowing website posting of minutes to meet distribution requirements; and 7) clarifying a majority of the board cannot deliberate or take action outside an authorized meeting except for in an emergency. The bill clarifies that informational or ministerial communications are allowed if they do not involve deliberation, debate, advocacy or discussion of any item of business and the communications do not result in board action. Time ran out on this bill and it failed to get its final vote before the end of session. It is effectively dead. AB 1684 Ward – cooling systems Voids governing documents that prohibit or restrict the installation, upgrade, replacement or use of a cooling system by a member. Unless the installation, upgrade, replacement or use of a cooling system violates the law or a permit is required and the permit is not granted by the permitting authority, the association is prohibited from 1) charging a fee in connection with the installation, upgrade, replacement or use of a cooling system; 2) requiring a specific type of cooling system; 3) claiming to receive a rebate, credit or commission in connection with the installation, etc.; 4) requiring a member to remove the cooling system or prevent the replacement or upgrade of a cooling system. Associations that willfully violate this section are liable for actual damages and a civil penalty to the member up to $2,000. Associations may require a member, and successors in interest, whose cooling system affects the common area or exclusive use common area to maintain the unit. An association may require the member to hire a licensed contractor to install, maintain and repair the system if the system is not portable or a window unit. This bill is on the Governor’s desk awaiting action. AB 1892 Davies – Clean-up re utility interruptions, voting by acclamation, electronic voting notice Clarifies that an association is responsible for repairs and replacements necessary to restore interrupted gas, heat, water or electrical services when the interruption of service begins in the common area. The bill also states that the 30-day notice of how to electronically vote must only go to those that are electronically voting. The amendment will update election by acclamation notices to general notices, change the initial notice deadline to 30 days before nominations (instead of 90), and require the reminder notice at least 10 days before the nomination deadline (previously between 7 and 30 days). This bill has been signed by the Governor. AB 2035 Dixon – Laguna Woods Mutual Allows very specific HOAs (those with more than 6,000 units that is a senior citizen community with 25% or more tenant/nonowner occupied units whose declaration has not been amended in at least 35 years) to go to superior court with 37% of affirmative homeowner votes supporting an amendment to CC&Rs. Laguna Woods has been unable to get the requisite 67% of homeowners to vote, nor have they been able to get to 50% of all homeowners to vote to go to the superior court for review and approval. This bill is on the Governor’s desk awaiting action.

SB 222 Wiener – Residential Heat Pump Systems As of July 1, 2027, requires a local government, to adopt and offer asynchronous inspections for installations of residential heat pump water heaters or heat pump HVACs that do not require a licensed contractor and building inspector to be simultaneously present. As of July 1, 2028, would authorize local government to issue up to one nondiscretionary permit per installation of a residential heat pump water heater/ HVACs and requires an online, automated permitting process. Voids any provision in association governing documents, architectural guidelines, or policies that prevent replacement of a fuel-gas-burning appliance with an electric appliance or that effectively prohibit or restrict the installation or use of a residential heat pump water heater/ HVAC system. Associations may require a member whose installation, upgrade, replacement, or use of a residential heat pump water heater or heat pump HVAC system that affects the common area or exclusive use common area to be responsible for any damage to those areas or to another member’s separate interest. This bill also contains the same prohibitions and exclusions contained in AB 1684 (described above), as they deal with similar systems. This bill is on the Governor’s desk awaiting action.

Jennifer Wada, Esq., is an attorney, CACM’s legislative advocate and principal of Wada Government Relations in Sacramento.

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maintaining high standards

New Individual Manager & Management Company Members CACM members further their success in the industry by connecting with colleagues, sharing new ideas, and exchanging best practices. Please join us in welcoming our newest members who joined between April 1 and June 30, 2026.

Cesar Hernandez

Jennifer Hoffman

Brenda Morse

Angela Howell

Alyssa Aguilar

Tanisha Johnson

Crystal Almada

Krista Kee

Russell Anguiano

Supriya Kommajoshula

Cesar Berumen

Denise Martin

Sandra Bowers

Joel Martins

Andrew Brooks

Jackie McKee

Cherie Brown, CCAM

Annemarie Menegaz

Matthew Brumbaugh

Shannon Meneghelli

McKenna Burdette

Heather Miller

Jennifer Buxton

Alyson Millon

Lizbeth Casillas

Courtney Nicasio

Kayla Clark

Elisa Outzen

Nancy Clem

Sara Prosser

Larry Cole

Christen Qingkeer, CCAM

Tiffany Daly

Heidi Ristuccia

Viviana Delgado

Carmela Rivera

Mark Di Tommaso

Kayla Salaber

Nichole Dillon-Lee

Jesus Sanchez

Connor Doyle

Jason Smith

Trevor Ernst, CCAM

Justin Sofley

April Estes

Lori Tamboline

Jordan Estrada

Juhi Thapar

Any Ferrell

Melissa Tolerton, CCAM

Cheyenne Gallardo

Carolle Van Sande

Chela Garcia

Julie Veliz

Stacy Gray

Denise Wallace

Laura Griffin

Michelle Wilson

Valerie Gullicksen

Vartan Yacoubian

Jaida’h Hallman

Isabelle Ybanez

Breanna Hamer Kimberly Hansele

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Vision Fall 2026 | cacm.org

NEW AT CACM

Helping You Find Answers Faster: As our industry continues to evolve, CACM is committed to evolving right alongside it. We are always looking for new ways to better serve our members, improve access to resources, and provide the support you need when you need it. As part of that commitment, we’re excited to introduce our newest team member: Charlie, the CACM chatbot! If you haven’t noticed, Charlie has officially joined our website and

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Membership & Benefits

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point you in the right direction and help you find answers faster. Like any new team member, Charlie is still learning. As we continue rolling out and refining this new tool, we appreciate your patience and feedback along the way. Our goal is to provide you with a quick, convenient resource that can help answer common questions, guide you to the right information, and make navigating CACM resources even easier. The more Charlie learns, the better equipped he’ll be to assist our members and industry professionals. Of course, Charlie isn’t replacing the personalized support you know and trust from the CACM team. Our staff is always here to help, answer questions, and provide guidance when you need it. Think of Charlie as an additional resource—another way we’re working to enhance your experience and ensure help is available whenever you’re looking for it.

Events Find deals on upcoming events and important dates.

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Be sure to say hello to Charlie the next time you’re visiting CACM.org. Testing him out is easy—simply head to our website and look for the blue button in the bottom-right corner that says, “Have Questions? Ask Charlie!” From there, Charlie can help guide you to the information you’re looking for, whether it’s membership details, upcoming events,

Look for me on CACM.org

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cacm.org | Vision Fall 2026

Creating

NEIGHBORHOOD HEROES BUILDING COMMUNITY BY CELEBRATING THE PEOPLE WHO MAKE IT WORK By Lorena Sterling, CAFM

ommunity association management is, by its nature, often centered around problems. A homeowner has a complaint, a vendor did not complete a job, an assessment is past due, landscaping needs attention, a rule has been violated, or a board meeting is approaching with twenty items on the agenda that need resolution. Solving problems is part of the job, and good community managers become very good at it. However, when most of our time and communication are focused on what is wrong, it becomes easy for both managers and residents to overlook everything that is going right.

A stronger community starts with recognizing the people behind it.

Behind every successful community are people quietly contributing to it. Board members volunteer hours of their personal time reviewing financial statements, contracts, reserve studies, homeowner concerns, and proposals. Committee members organize events, welcome new residents, review architectural applications, or spend Saturday mornings walking the property and discussing landscaping. Residents help neighbors, report maintenance issues, take pride in their homes, participate in community events, and contribute ideas to improve their neighborhoods. These are the people we should think of as our neighborhood heroes and recognizing them can do much more than simply make someone feel appreciated. It can help change the culture of an entire community.

Vision Fall 2026 | cacm.org

CHANGING THE CONVERSATION

Think about the communications homeowners typically receive from their association. There are assessment statements, meeting notices, violation letters, election materials, construction notices, policy changes, and reminders about rules. Every one of these communications serves an important purpose, but when they represent most of what residents hear from their association, they can unintentionally create the impression that the association exists primarily to collect assessments, enforce rules, and tell homeowners what they cannot do. A newsletter, for example, does not have to consist solely of reminders and upcoming dates. It can include a short section recognizing a volunteer who helped with a community project, residents who organized a neighborhood event, or a committee that spent months working behind the scenes. Managers can share beforeand-after photographs of a completed project and explain the work that went into making it happen. Even recognizing a resident who noticed a maintenance problem and reported it before it became a costly repair sends an important message: participation matters here, and people who contribute to their community are noticed.

TELL R ESIDENTS WHAT THEIR BOAR D ACTUALLY DOES Volunteer board members are perhaps the clearest example of work that residents benefit from but rarely see. Homeowners often see the final decision without seeing the hours of work that preceded it. They may know that a landscaping company changed, for example, but they may not know that their volunteer board reviewed several proposals, walked the property, met with vendors, analyzed costs, listened to homeowner concerns, and discussed the decision over multiple meetings. When residents only see the outcome, it can be easy to criticize a decision without understanding the responsibility and effort behind it.

Managers can help close that gap by telling the story of what the board does. One practical approach is an annual “Year in Review” communication that goes beyond simply listing completed projects. Tell homeowners that their board reviewed vendor proposals, completed reserve projects, addressed architectural applications, negotiated contracts, improved the association’s financial position, or tackled deferred maintenance. Whenever possible, quantify those accomplishments. Saying that the board “worked hard this year” is nice; explaining that five volunteer directors attended 11 meetings, reviewed 14 vendor proposals, oversaw three major reserve projects, and evaluated dozens of architectural applications allows residents to understand what that service looks like. That is where recognition becomes especially powerful. Serving as a volunteer board member can often feel like a thankless job. Residents may be quick to speak up when they disagree with a decision, but the hours spent reviewing contracts, studying financials, answering

When people can see that volunteering produces meaningful results, and that their efforts will be appreciated, they have a stronger reason to participate. questions, walking the property, or wrestling with a difficult decision often go unacknowledged. The board member sitting next to a homeowner at the pool or walking a dog down the same street may have spent countless hours away from family, work, and personal responsibilities making thoughtful decisions for the neighborhood, knowing that not everyone will agree with the outcome. That is why a little recognition can mean so much. Sometimes people simply need the proverbial pat on the back, an acknowledgment that someone noticed their effort, appreciated their time, and understood they were trying to make a difference. Helping residents see the human side of community leadership not only gives volunteers the appreciation they deserve but also creates greater understanding and respect between the board and the community it serves.

MAKE R ECOGNITION PART OF THE CULTUR E

Recognition does not need to be elaborate or expensive to be meaningful. A “Community Spotlight” in the newsletter, a few words of appreciation at the beginning of a board meeting, photographs of a completed project, or recognition of a successful community event can all have an impact. A manager might recognize a board member completing five years of service, thank a committee for successfully completing a major project, highlight a resident’s beautiful garden, or acknowledge a vendor employee who consistently goes above and beyond. These are

simple gestures, but over time they begin to establish a culture in which contributions are noticed and appreciated. There is, however, an important distinction between recognition and favoritism. The goal is not to create a popularity contest or recognize only the most visible residents. Recognition should be broad, genuine, and connected to behaviors that strengthen the community. Sometimes the neighborhood hero is the person organizing the annual event; other times it is the resident who quietly picks up litter during a morning walk. By looking for contributions at every level, managers and boards reinforce the idea that everyone has an opportunity to make the community a little better.

R ECOGNITION CR EATES PARTICIPATION

Recognition can also address one of the persistent challenges in community association management: finding volunteers. Many communities depend on the same small group of residents to serve on boards and committees year after year. We often ask ourselves why more homeowners do not become involved, but perhaps part of the answer is that many residents never see what involvement accomplishes. If volunteering is visible only as another meeting on the calendar, there may be little incentive to participate. Positive communication allows residents to see the connection between participation and results. They can see that a landscape committee helped develop a new plan; that board members negotiated a contract that controlled expenses, or that a few neighbors transformed an idea for a social gathering into an event enjoyed by the entire community. When people can see that volunteering produces meaningful results, and that their efforts will be appreciated, they have a stronger reason to participate. In that sense, recognition is not merely about thanking today’s volunteers; it can help inspire tomorrows.

THE MANAGER AS A CULTUR E BUILDER

Community managers will always be problem solvers, but our influence extends beyond resolving complaints, administering contracts, preparing budgets, and enforcing governing documents. Managers are also communicators and facilitators, and whether we consciously think about it or not, we help shape the culture of the communities we serve. Every newsletter, board packet, email, meeting, and conversation contributes to the story residents tell themselves about their association and their neighborhood. That story can be dominated by violations, complaints, budget issues, disagreements, and everything that needs to be fixed. Or those necessary conversations can exist alongside another story: one about neighbors volunteering their time, boards working carefully behind the scenes, residents helping one another, projects being completed, and people taking pride in the place they call home. Both stories may be true, but managers have an opportunity to ensure the positive one is not forgotten, since problems tend to demand our attention first. Creating that shift does not require a new program or a large budget. It can begin with a paragraph in a newsletter, a photograph and a few words about the people behind a completed project, an annual summary of the board’s accomplishments, or a sincere public thank-you to someone who gave their time. These small acts of recognition remind residents that an association is more than its rules, finances, and property. At its heart, a community is made of people, and when we make a habit of recognizing the people who contribute to it, we do more than create neighborhood heroes. We create stronger neighborhoods.

Lorena Sterling, CAFM is the owner at Community Association Financial Services (CAFS). Lorena can be reached at lorena@cafshoa.com

cacm.org | Vision Fall 2026

MEMBER MOVES When it comes to community management, community is at the heart of everything we do. From working alongside boards and homeowners to collaborating with vendors, fellow managers and industry organizations, this is, at its core, a people business. The relationships we build and the communities we create are just as important as the work we do within them. What makes the CACM community especially meaningful is the way our managers, industry partners and staff continue to invest in the communities around them. Whether it is collecting school supplies,

creating opportunities for connection and wellness, giving back to families in need or simply showing up when help is needed, our members are finding meaningful ways to make a difference. This edition of Vision Magazine focuses on creative problem-solving and the future of community management. When we look at the work happening throughout our communities, it is clear that the future is being shaped not only by new ideas and innovative solutions, but also by people who are willing to make a difference. Here are just a few examples of CACM members putting community into action.

BASHAM MANAGEMENT

Supporting Local Students For Basham Management, a back-to-school drive began with a goal of collecting 75 backpacks. Thanks to the generosity and involvement of their community, they exceeded that goal by 48 backpacks, collecting a total of 123 fully stocked backpacks. The backpacks were donated to the Visalia Police Department, which will help distribute them to local children in need. What began as a modest goal grew into a much larger effort because of the community that came together to support it. Basham Management is already preparing for its next holiday drive, continuing its commitment to supporting local families throughout the year.

EMPIREWORKS

Creating Space for Connection and Well-Being Community managers spend much of their professional lives taking care of others. Homeowners, boards, teams, vendors, deadlines and emergencies all compete for their attention, often leaving little time to step back and focus on their own well-being. EmpireWorks approached community support from a different perspective by creating opportunities specifically for the professionals who help care for communities every day. Through its Meaningful Conversations luncheons in the Inland Empire, Orange County and Coachella Valley, EmpireWorks provided managers and management company staff with an

Vision Fall 2026 | cacm.org

opportunity to step away from their daily responsibilities and engage in conversations about managing stress and maintaining well-being. The gatherings focused on recognizing how people respond when they are under pressure and considering healthier approaches to managing the demands of a busy professional life. Attendees also had the opportunity to enjoy lunch, connect with colleagues and take part in wellness activities, including mini massages. Giving back can take many forms. In this case, it meant recognizing the importance of supporting the people who spend their days supporting others.

ANTIS ROOFING & WATERPROOFING

Giving Back Through Partnership Antis Roofing & Waterproofing recently joined fellow Roofing Alliance members and industry partners for a community giving event at Camp Ronald McDonald for Good Times in Mountain Center. The August 18 event marked the third time Antis has helped lead a collaborative roofing project at the camp since 2017. This year, the group worked together to provide five new roofs to support the camp and the families it serves. Working alongside Shell Roofing, QXO, GAF, Howard and Sons, and Gabella, Antis brought together industry expertise and hands-on support to help complete the project. The event also included live roof installations, mariachi

music and a luncheon from Wahoo’s Fish Tacos, bringing together the participating partners to celebrate the work being done. The continued partnership reflects Antis Roofing’s longstanding commitment to supporting Ronald McDonald House Charities of Southern California and helping Camp Ronald McDonald for Good Times remain a safe and welcoming place for children with cancer and their families. It is also an example of the impact that can come from industry partners bringing their skills, resources and relationships together around a shared purpose.

CACM

Supporting Our Communities Giving back is also something CACM strives to do throughout the year. Most recently, CACM’s North Bay managers came together to support the Redwood Empire Food Bank, volunteering their time in support of an organization serving families throughout the region. CACM members and local committees continue to find additional ways to get involved in their communities. The Sacramento

Local Committee, for example, participated in the Walk to End Alzheimer’s, with additional volunteer opportunities planned throughout the year. These efforts reflect one of the things that makes the CACM community special. Our members are not only invested in the future of community management, but also in the people and places that surround them.

Community in Action The examples highlighted here represent just a small selection of the ways CACM members are making a difference. Across California, managers, industry partners and organizations are finding meaningful ways to support their neighbors, colleagues and communities.

If you or your team are involved with a local cause, volunteer effort, nonprofit organization or other community initiative, we want to hear from you. Sharing these stories gives us an opportunity to recognize the people within our industry who are helping strengthen the communities they serve.

We also know there are many more stories to tell.

Because community management is about more than managing communities. It is about being part of one.

Celeste Huecias is Communications Manager at CACM, which she joined in May 2024.

cacm.org | Vision Fall 2026

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COMMUNITY IS AT THE HEART OF EVERYTHING WE DO CACM Festival brings community management professionals, industry partners and thought leaders together for two days of education, collaboration and celebration.

discussions to meaningful networking opportunities, CACM Festival is your destination for learning, connection and inspiration.

Explore the latest legal updates, discover innovative solutions, connect with peers and celebrate the people who help communities thrive. From insightful sessions and engaging

Join us as we celebrate our profession, strengthen our partnerships and shape the future of community management—together.

WHY ATTEND ADVANCE YOUR CAREER

REGIONALLY FOCUSED EDUCATION

The insights and strategies you gain at the CACM Law Seminar will sharpen your professional skills and empower you to more effectively lead the communities you have.

CACM’s Education team has curated a lineup of California’s top experts to lead this year’s sessions. While the content is valuable statewide, sessions are tailored to address the distinct legal and operational challenges facing either Northern or Southern California, ensuring a more localized and relevant learning experience.

CONNECT WITH PEERS AND MENTORS Reignite connections and foster new relationships at the largest event of community management professionals in California. Whether you’re reconnecting with longtime colleagues or meeting new people for the first time, this is your opportunity to grow a strong and supportive professional network.

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.

CACM EXPO HALL EXPERIENCE THE FESTIVAL AND CONNECT WITH INDUSTRY PARTNERS Step into CACM Festival, where community comes together to connect, discover and celebrate. Explore interactive exhibits, meet industry partners and discover the latest products, services and technologies shaping community associations. More than a trade show, the Expo Hall is where ideas are shared, relationships are strengthened and new opportunities come to life.

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SPONSORSHIP OPPORUNITIES MAXIMIZE YOUR PRESENCE AT THE LAW SEMINAR & EXPOS, CACM’S MOST HIGHLY ANTICIPATED EVENTS OF THE YEAR. Hundreds of community managers come together for this two-day event providing them with up-to-the-minute legislative information from California legal experts and an exhibit hall packed with the latest offerings from industry service providers like you.

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Leading teams through AI Adoption Why successful AI implementation requires leadership — not just technology

By Andrew Hay, CAMEx, CCAM-ND.PM

rtificial intelligence is now an everyday tool. With just a few clicks, community managers can draft homeowner correspondence, internal reports and communications, summarize meeting minutes, analyze governing documents, generate maintenance schedules, and answer operational questions in seconds. The opportunity is undeniable, and the challenge is equally significant.the challenge is equally significant. Many organizations have embraced AI faster than they have prepared their people to use it. Access to the technology has become nearly universal, while training, governance, and oversight have failed to keep pace. As leaders, we would never hire a new employee and

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immediately place them in front of a board of directors without guidance, coaching, or supervision. Yet organizations are doing exactly that with AI tools every day. The use of this technology may be new, but the leadership principles are not. Successfully adopting AI is still about developing people. One of the biggest misconceptions surrounding artificial intelligence is that implementing AI is the same as adopting it. They are two very different things. Today, many community management companies are introducing industry-specific AI through the software platforms they already use. Managers are told it’s coming, then log

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in one morning and discover new capabilities for drafting emails, summarizing homeowner correspondence, organizing meeting materials, searching governing documents, or suggesting responses to common questions. Industryspecific technology is suddenly available— but that does not necessarily mean the organization or its people are prepared to use it effectively. Providing access to AI is the easy part—your people had access long before you gave it to them. Developing the judgment to use it responsibly is where leadership begins. Community association management has always been a people business. We navigate relationships, personalities, competing

The quality of AI’s output is directly influenced by the quality of the guidance we provide it.

priorities, fiduciary responsibilities, and governance. AI can help process information faster, but it cannot replace professional judgment, empathy, or experience. That distinction matters: AI should enhance human expertise—not replace it.

Treat AI Like Your Newest Employee Imagine hiring an assistant community manager on Monday. Would you expect them to independently answer legal questions on Tuesday? Would you have them prepare an entire board packet on Wednesday without anyone reviewing it? Would you send them to present a reserve study recommendation to the board on Friday? Of course not.

Continues on page 32

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AI Adoption, Continued from page 31

You would train them. You would review their work. You would explain why certain decisions are made. You would coach them when they made mistakes and gradually increase responsibility as their knowledge and confidence developed. Artificial intelligence deserves the same approach. Yet many organizations simply provide access to an AI platform and trust that, because it was developed by an industry partner, it will generate accurate results all the time. If you introduce it to your employees in this manner, they will simply trust your word. That creates inconsistent results, unnecessary risk, and missed opportunities. AI requires onboarding just as employees do. Managers need opportunities to practice, understand the technology’s strengths and limitations, and learn where professional judgment must always remain part of the process.

Most importantly, they need leaders who encourage curiosity, thoughtful experimentation, and continuous learning.

by the quality of the guidance we provide it. That lesson applies directly to community association management.

One of the best lessons I’ve learned about AI didn’t happen in the office—it happened at home.

Managers who learn how to communicate effectively with AI will consistently get better results than those who simply type a quick question and accept the first answer. Learning to use AI isn’t just about understanding what technology can do—it’s about learning how to direct it.

Recently, I found myself troubleshooting a problem with my home’s air conditioning system. Like many people, my first instinct was to snap a picture of what I thought was the problem and ask AI what was wrong. It turned out I had unintentionally sent it down the wrong path. By focusing my prompt on the outdoor unit— the part I could see—I had already narrowed the conversation before the troubleshooting had even begun. As we continued talking, AI started asking follow-up questions, I provided additional context, and we worked through the issue step by step. Eventually, we discovered the problem wasn’t where I originally thought it was at all. The experience reinforced an important lesson: the quality of AI’s output is directly influenced

Interestingly, many of the same skills that make someone an effective community manager— providing context, asking thoughtful follow-up questions, clearly defining the objective, and recognizing when additional information is needed—also make them more effective at working with AI. In my example, what took hours could have been resolved in far less time if I had been more deliberate with my initial prompting. Yes, I saved money by not having to call an HVAC technician, but I did not save time, our most valuable resource.

Understand the Tool You’re Using

Not all AI works the same way. Some systems rely primarily on information stored within your management platform. Others may reference governing documents, historical communications, knowledge bases, or external sources. While managers don’t need to become AI experts, they do need to understand the capabilities and limitations of the tools they are using. One of the biggest pitfalls of AI is assuming that because a response sounds confident, it must be correct. Professional judgment still matters. Managers should understand where AI is getting its information, recognize when an answer should be verified, and know when an issue requires legal counsel, an engineer, a reserve specialist, or another subject matter expert. The same professional skepticism we naturally apply when reviewing a contractor proposal, reserve study, or financial report should also be applied to AI-generated work. AI is another source of information—not the final authority.

Governance Creates Confidence

One of the most important responsibilities leaders have during AI adoption is establishing clear expectations. Without governance, 32

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every employee develops their own habits, standards, and comfort level. Over time, this creates inconsistency for clients and uncertainty within the organization. Good governance exists to make innovation repeatable, consistent, and safe. This becomes especially important when AI is embedded within third-party software. Managers may naturally assume that because the tool came from their management platform, every response is appropriate for every situation. Organizations should establish practical expectations around when AI may be used, what information should never be entered into an AI system, what communications require human review, and which decisions should always involve professional judgment before being shared with a board or homeowner. AI should accelerate work—not bypass critical thinking.

Leaders Set the Standard Employees rarely adopt technology based solely on written policies. They adopt it by watching leaders. One of the greatest opportunities leaders have is turning AI into a coaching tool. Rather than simply correcting an AI-generated response, explain why it needed to be corrected. Discuss what additional context would have produced a better answer. Show employees how refining a prompt often produces dramatically different results. Those moments don’t just improve the immediate outcome—they improve the employee’s ability to work with AI in the future.

Create a Culture of Continuous Learning Artificial intelligence is evolving faster than almost any workplace technology in recent memory. Capabilities that seem remarkable today may become standard features tomorrow. Because of that pace of change, organizations should avoid treating AI training as a one-time event. Instead, build a culture of continuous learning. Share successful use cases during team meetings. Discuss mistakes without assigning blame. Encourage employees to exchange prompting techniques, compare results, and learn from one another. Celebrate thoughtful use of AI—not simply faster use of AI.

When learning becomes part of the culture, technology becomes less intimidating and far more valuable.

Trust Still Belongs to People Community association management has always been built on trust. Boards hire management companies because they trust the professionals representing them. Artificial intelligence can help managers respond faster. It can organize information more efficiently. It can reduce repetitive administrative work. It cannot replace trust. Boards expect managers to exercise judgment, recognize when something doesn’t look right, ask thoughtful follow-up questions, and know when an issue requires additional expertise. AI may make information easier to access, but accountability will always remain with the professional presenting it.

Leadership Determines Success Organizations often evaluate AI implementation by asking whether the software works. A better question is whether the leadership works. Successful AI adoption has far less to do with selecting the right platform than it does with preparing people to use it responsibly. Technology will continue to evolve, and the tools available to our industry will become increasingly sophisticated. But one thing is unlikely to change: boards will continue to place their trust in people, not software.

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A I requires onboarding just as employees do.”

The organizations that realize the greatest value from AI won’t necessarily be those that implement it first. They’ll be the ones whose leaders invest more time in developing their people than they do in deploying technology. Because the future of community management won’t be defined by the intelligence of our technology—it will be defined by the wisdom of the professionals who use it.

Andrew Hay, CAMEx, CCAMND.PM, is a CACM board of directors’ member and CEO of The Helsing Group Inc., ACMC

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BEYOND THE PROBLEM KEEPING THE BIG PICTURE IN FOCUS By Scott Swinton, CCIP

What if the key to solving today’s problems is to look beyond them?

hat are some problems that you face daily? If you are a plumber, then you have my deepest respect. The world is in your debt as you wade through your daily problem-solution cycle.

something that will leave them making poor decisions. What might you lose sight of?

If you are an engineer, then your solutions can be highly technical, and the problems you face may affect millions of people.

We acknowledge the big picture every time we jump in the car to drive. We put the big picture ahead of all other distractions for the greater good of everyone else on the road. Distractions abound, but we are all good at brushing them aside in order to stay in our lane and slow for pedestrians.

If you are a parent, then the problems could vary from merely frustrating, such as getting a high schooler to stay neat and organized, to life-altering, such as encouraging that same teenager away from a group of friends with dangerous inclinations. If you are a Community Manager, your job is…wait for it…all about problems! And of course, your job is to solve them! Community Managers are literally employed because problems need solving, and the people affected by those problems cannot solve them without help. I hope that statement alone is encouraging. You fill a critical role. You understand laws and codes, have access to vendors and suppliers, and carry authority that is not commonly understood by even the above-average person. You are a problem solver by occupation. In truth, you are probably quite familiar with problem solving. But even professional problem solvers need some nudging occasionally. Even the best can lose sight of

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The Big Picture.

In our work, we try to do the same, but lacking the lifeand-death poignancy of driving an automobile, it’s much easier to get distracted by the minutiae of a workday. A frustrating customer or schedule change may temporarily obscure the windshield. You’ll swerve around distracted for a moment until you hopefully remember that there are larger issues at hand—and hit the wipers. So, what is the big picture? The big picture is actually the first cousin to a goal. A singular goal and the big picture may seem like opposites at first glance. You may hold the two ideas in contrast, with a goal rising as a singular focal point on the horizon while the big picture represents a wide vista with many hills, valleys, and trails in view. But in truth, they are complementary concepts. While the goal is your ultimate destination, the Big Picture focus captures all of the intermediate steps that will eventually get you to your goal. Keeping the Big Picture in mind means

Problem solving with the big picture in mind will manifest differently for each problem. Some problems are like landing a human on the moon. The solution isn’t possible without going through a very specific and detailed process. If you want to be a teacher, a contractor, or benefit from an industry certification, then spending time in the classroom or trades, passing exams, and applying for the license or certification are steps that simply cannot be bypassed. Prioritizing the goal—your successful career—will mean taking meaningful and highly focused intermediate pathways within that big picture along the way. Just because you have the big picture in mind doesn’t mean you won’t have seasons of hyperfocus on singular tasks. Big Picture Problem Solving in community management can be applied widely, but a useful illustration is site and structure maintenance. In the first several decades after a condo is constructed, maintenance and repairs are few and simple. If we are frank, in those first few decades, a Big Picture approach to budgeting for repairs is rarely implemented. A big enough picture to include a 50year comprehensive funding plan is rarely considered.

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But a 50-year maintenance crisis is sweeping the Bay Area. The majority of the HOA inventory being managed in the SF Bay Area includes condos, townhomes, pools, and recreation centers that were constructed 30–50 years ago and were not endowed with funding to adequately meet the current tsunami of repair and maintenance demands.

The Big Picture approach to the problem searches for a solution that will move you toward your goal of a peaceful community.

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but it can also be applied to a community repair plan or your daily schedule. Each of those areas includes high-, medium-, and low-priority items. Sorting those intentionally is critical to keeping the big picture in mind.

acknowledging all of the individual critical steps that will propel you toward your goals.

Big Picture problem solving involves becoming adept at recognizing and prioritizing the inflow of smaller problems, a process known as triage. The MerriamWebster online dictionary defines triage as the assigning of priority order to projects on the basis of where funds and other resources can be best used, are most needed, or are most likely to achieve success. We are all familiar with the concept of triage in the aftermath of a disaster. But the same idea is helpful in all problem solving. Triage will tune the big-picture approach because even pros can only juggle so many tasks at one time. The triage process is integral to keeping the Big Picture in focus. Some excellent areas to apply the triage approach include your inbox and text messages,

What might be the big-picture approach to balcony repairs, siding and stucco leaks, aging drafty and leaking windows, leaking pools, and failing landscape irrigation accelerating toward individual and collective crisis? A better question may be: What is the goal that the big picture is guiding us toward? I offer for your consideration a candidate for your primary goal: A peaceful, sustainably maintained community with a budget that realistically makes it all possible.

but complaints from owners with their disparate priorities only confuse the situation. It’s tempting to solve the problem with harsh words and dismissive comments. And those may work for a time. The Big Picture approach to the problem, however, searches for a solution that will move you toward your goal of a peaceful community. One possible solution: add the complainers to the team. Pushing them aside may feel efficient, but in the big picture, adding them to the team may actually reduce the friction of forward progress. A snap response may quiet them for a time, but it will leave you vulnerable to future attacks. Spending time to build relationships, however, may give you the opportunity to introduce them to the big picture and, in doing so, may bring solutions that point you toward your goal. The same can apply to vendors, suppliers, and outside agencies. Keeping the big picture in focus will help you prioritize and categorize the problems they present and help you streamline the process of solving those problems.

How do you stay focused on the Bigger Picture? 1. Have a plan in mind. If your goal is to become district manager within five years, then a clear plan will help you find the big-picture approach. Your plan will include a promotion from where you are now. It will include adding credentials to your resume. It will include being noticed by your managers for your faithfulness and achievements. Thus, studying for credentialing exams will be prioritized over a weekend at the lake, and taking on minor unpaid tasks around the office will feel like part of your strategy rather than feeling demeaning. Studying and cleaning will fit perfectly within the Big Picture. 2. Keep reminding yourself Remind yourself regularly of your goal and the Big Picture process that it will take to get you there. The process is the big picture, and most of us can begin to loathe the process. Remind yourself daily where you are headed—keep that on your horizon so you can press on through the rough patches.

If a sustainably maintained community and a budget to support it are the goal, then your big-picture approach to problem solving can get into full swing. Suddenly, simply whacking each maintenance mole that surfaces will be exposed as a waste of time and resources. The big picture may cause you to seek an Overall Repair Plan for your community, engage industry-relevant project managers to help triage the issues, and help you build a team to guide you through funding, informing, rebuilding, and maintaining. Big Picture Problem Solving in Community Management can also be applied to discontented owners because community problems aren’t limited to leaking windows, sagging balconies, and brown landscaping. Deteriorating buildings are bad enough,

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. cacm.org | Vision Fall 2026

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The Shift From Operational Management to Community Leadership By Edison Guerra, CCAM

eflecting on how accurate AI is in performing routine HOA managers’ tasks, I ask myself,

“Will AI replace all HOA managers?” I don’t think so. “Will it be an indispensable tool?” It already is. “Who will be replaced?” I believe that will be those who do not know how to leverage this tool. On the most basic level, professionals apply AI to their emails to ensure proper grammar, source information, and formulate responses. We also use it to analyze redlined contracts, compare proposals and companies, and find gaps in agreements. AI can answer homeowner questions, review CC&Rs, prepare board packages, handle schedules, and more. But will homeowners trust a tool to provide the best care for one of their most valuable assets? I don’t think so. I asked my coworker Madelyn, “Do you think AI can replace your job?” “I don’t think AI can take my job as an HOA Administrative Assistant or Community Manager. Yes, it can probably do some of the job, but it would lack the one-on-one personal connections that can make or break a situation. If I had an issue regarding my home and I could only get ahold of AI, I would be very mad, and it would be a deal breaker for me.”

response, it will generate responses designed to please the user, but not necessarily the most accurate response. Its logical analysis could also provide misleading conclusions when the boundaries of the input information are not well established or the background information is incomplete or incorrect. AI is a great tool and should be used as such, with all the checkpoints and reviews needed to ensure the results are coherent and verifiable. Unlike artificial intelligence, HOA managers do more than provide output. We help communities make better decisions. We listen to those in need, manage crises, and provide solutions. In our role, we guide board directors, homeowners, and vendors toward a common goal and the best solution for the common good. Those who learn how to leverage current technology to reduce time spent on routine tasks will shine in a changing industry. But the transformation does not end with the use of AI; HOA managers must shift from operational management to in-depth problem-solving and community leadership. To make that shift, HOA managers need to develop a new layer of professional skills beyond administration and operations. The

I also got other HOA professionals’ opinions, noting how dangerous it can be for AI to please the user.

future HOA manager needs to be proficient as a strategist, problem-solver, facilitator, coach,

Commonly, after the third disagreement with an AI

communicator, and community leader.

WHERE THE HUMAN SIDE BECOMES MORE IMPORTANT Technology allows us to better understand our communities, their demographics, historical problems, financial trends, reserve and infrastructure risks. We should take advantage of it to find opportunities for improvement and define long-term objectives. Furthermore, as we become more proficient in the use of AI tools, we start saving time, time that should be invested in the community. This is where the human side becomes extremely important. • Board coaching • Resident engagement • Vendor relationship development • Staff development • Conflict resolution

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• Leadership development • Community meetings • Strategic planning • Preventive problem-solving • Mentoring future HOA professionals

On the other hand, if the industry continues measuring managers primarily by the number of emails answered, meetings attended, and weekly deliverables, then managers will naturally optimize for activity. Instead, HOA management organizations could measure outcomes such as reductions in recurring problems, board effectiveness, and improvements in community communication, among others.

FIVE AREAS OF COMPETENCY FOR THE FUTURE HOA MANAGER As the HOA manager role evolves, our areas of competency change. Traditional tasks such as document editing, routing email responses,

more value to the services provided to communities. ChatGPT suggests dividing the future HOA manager’s capabilities into five areas:

Operational Excellence Use AI and technology to manage routine work efficiently. Now we can further develop our Critical Thinking Skills, evaluate information, and make informed decisions based on logic and reason, improving our work and personal lives.

Analytical Problem-Solving Identify patterns, root causes, risks, and opportunities. Pause and redefine the problem in easy terms to understand the underlying issue, not the symptoms.

3 4

People Leadership Coach boards, residents, vendors, and team members. Emphasize the importance of proactive planning, defining clear objectives, and managing uncertainty through thoughtful foresight.

FINAL NOTES

SKILLS FOR COMMUNITY LEADERSHIP Shifting from operational management to indepth problem-solving and community leadership requires HOA managers to develop a new layer of professional skills beyond administration and operations. The future HOA manager needs to be part strategist, problem-solver, facilitator, coach, communicator, and community leader. We can highlight 10 skills managers should constantly try to improve to provide their best value to their communities and organizations.

As HOA managers undergo a deep transformation that brings us closer to our communities and their members, their problems, stress, and frustration start becoming part of our day-to-day lives. At this point, it is important to maintain clarity about our roles and act within those roles, remembering that there are resources, attorneys, service professionals, social workers, and others who are there to support the demands communities place on our shoulders. It is important to differentiate what we can control from what we cannot, focusing on the former and letting go of the rest.

Build trust, alignment, and a shared vision.

1. Strategic Thinking 2. Problem-Solving 3. Analytical 4. Technology Fluency 5. Leadership

Consistently align their actions with the organization’s long-term vision, communicate

6. Communication & Persuasion 7. Coaching & Mentoring

It helps to recognize industry events not only

the vision effectively to the community, and

8. Conflict Resolution 9. Business & Financial Acumen 10. Continuous Improvement

recharge and realize that we are together for the common good, affecting many lives as we walk the path of an HOA manager.

Community Leadership

inspire board directors to pursue shared goals.

“

Those who learn how to leverage current technology to reduce time spent on routine tasks will shine in a changing industry.

“

document comparison, and searching can now be supported or delegated to AI. This opens the door for HOA managers to develop competencies that bring

At the end of the day, we must disengage and transition to our personal lives, leaving those heavy bags at the office.

as business catalysts but also as places to

Continuous Improvement Constantly ask: “How can this community operate better next year than it does today?” What shall we focus on? Are we keeping good records? How is our work being perceived by the community?

These competencies become the foundation for organizations embracing an intentional culture centered around operational excellence, people development, coaching, mentorship, and continuous improvement.

Edison Guerra, CCAM is an experienced HOA Manager and the author of Intentional Communication: A Practical Guide to Human Interaction, where he explores how intentional communication improves connection with others in everyday life.

cacm.org | Vision Fall 2026

rtificial intelligence is quickly becoming

Community association managers wear many hats: project manager,

one of the most valuable tools for

financial steward, customer service professional, and advisor to the

community association managers. From

Board. AI can assist in each of these areas without replacing the

drafting communications to reviewing vendor

manager’s professional judgment. Some practical applications include

proposals, AI has the potential to save hours

drafting homeowner communications, summarizing lengthy governing

of administrative work and help managers

documents, creating maintenance schedules, developing resident FAQs,

focus on more pressing matters within their

and creating board education materials. If used safely and in accordance

communities.

with your company’s policy, AI reduces repetitive administrative work while allowing managers to spend more time supporting Boards and

The most common mistake people make

building relationships with their communities.

is treating AI like a search engine, asking broad or vague questions and expecting perfect results. The best outcomes come from providing clear and concise direction. Instead of asking, “Write a letter to homeowners,” try, “Write a professional letter to homeowners explaining that the pool renovation project has been delayed by two weeks due to permitting requirements with the city.” The more context you provide, the more accurate and useful the response becomes. Think of AI as a highly capable assistant. It performs best when given clear and detailed instructions.

Prompting with a Purpose

By Kirstie Wright, CCAM, CMCA, AMS

Vision Fall 2026 | cacm.org

AI AND VENDOR PROPOSALS

consistently. Strong builder relationships are

AI can be a powerful tool when reviewing

built on trust, responsiveness, and effective

vendor proposals. Rather than manually

communication. AI empowers managers

comparing multiple bids line by line,

to work more efficiently by reducing time

managers can upload proposals and ask

spent on administrative tasks. This creates

AI to analyze them against specific criteria.

more opportunities to engage with builders

For example: “Compare these three asphalt

and homeowners, address issues proactively,

proposals. Identify differences in scope,

coordinate projects, and build stronger,

exclusions, warranty, pricing, and insurance

more educated communities. Builders value

requirements.” Within minutes, AI can create

managers who can anticipate challenges

an organized comparison that highlights

before they arise, communicate effectively,

the services included, pricing differences,

and provide solutions rather than simply

and contract terms. Using AI as a tool

reporting problems. AI enhances those

allows managers to focus on evaluating the

abilities by helping managers process

proposals rather than sorting through pages

information faster, identify trends, and

of endless information. AI should only be used

present solutions in a clear and professional

to support the review process, not to make

manner.

the final recommendation. Managers should always verify that the comparison accurately

AI AS A TOOL, NOT A

reflects the proposals and consider vendor

REPLACEMENT

experience, references, and community-

In the end, AI is not a replacement for

specific needs before advising the Board.

professional judgment, experience,

“THINK OF AI AS A HIGHLY CAPABLE ASSISTANT. IT PERFORMS BEST WHEN GIVEN CLEAR AND DETAILED INSTRUCTIONS.”

or industry expertise. The biggest misconception about AI is that it always AI IN NEW DEVELOPMENT

knows the right answer, but its value

Unlike established communities, new

depends on the knowledge of the person

development communities are constantly

using it. A manager who understands reserve

evolving. Managers serve as the primary point

studies, construction projects, contracts,

of contact between the builder, vendors, and

budgets, maintenance responsibilities,

the Board of Directors. New development

and California Civil Code requirements will

managers oversee a wide range of priorities,

consistently achieve better results because

including construction progress, amenities,

they know what questions to ask, what

DRE budgets, inspections, turnovers, and

details matter, and when additional review

managing new homeowner expectations.

is needed. AI can help managers work faster,

To succeed, they must maintain clear and

process information more efficiently, and

timely communication while demonstrating

improve consistency, but it cannot perform

exceptional attention to detail. One of

inspections, attend meetings, understand

the greatest opportunities within new

community dynamics, or simply use

development is enhancing communication

common sense. The most successful use

with the builder. Whether preparing weekly

of AI occurs when industry expertise and

updates, conducting inspections and

technology work together. When guided

turnover walks, or drafting minutes after

by a knowledgeable manager, AI becomes

Board meetings, AI can help managers

a powerful tool that enhances productivity,

communicate clearly, professionally, and

supports better decision-making, and allows community managers to focus on the relationships, leadership, and professional judgment that communities depend on most.

Kirstie Wright, CCAM, CMCA, AMS is an Executive Community Manager with The Management Trust

cacm.org | Vision Fall 2026

The Kindness THAT ENDS UP IN A

Deposition HOW TO PROTECT BOTH FAIRNESS AND HUMANITY IN VIOLATION ENFORCEMENT By Anne Lackey

Community managers know the feeling of looking at the daily violation queue and having a specific address catch their eye. You know the house. You’ve driven past it enough times to remember that the lawn looked worse in person than it did in the inspection photo taken two weeks ago. On the computer screen, everything is working as designed. The software tracked the timelines and generated the third notice, inserting the attorney-approved language the board adopted when it updated its enforcement policy. All you have left is clicking “Send.” Then you hesitate. One of the realities of community management is that the longer you do it, the more often your instincts notice something before you can explain why. You open the owner’s account history and see fifteen years of assessments paid early and virtually no problems. Maybe the owner simply stopped caring, or perhaps something happened that has nothing to do with the association. But the truth is, you don’t know, and you shouldn’t pretend you do. Community managers aren’t investigators or therapists and an overgrown lawn isn’t some kind of deep diagnosis. Still, if you’ve been doing this long enough, you’ve probably noticed that the files that make you hesitate are the owners whose history

“The mistake isn’t having that instinct, but the mistake is believing the instinct belongs only to you.”

THE PROBLEM WITH QUIET EXCEPTIONS You pull the notice out of the queue for a few days while you figure out what’s going on. Maybe you’ll call first or you’ll quietly give the owner a little more time. It feels compassionate because it is, but it’s also how selective enforcement begins, and not because anyone intended to treat owners differently. It’s because one file happened to tug at your conscience while another didn’t. Imagine where that decision ends up a year later. Another owner receives a third notice for the same violation, hires an

Vision Fall 2026 | cacm.org

attorney, and asks why one homeowner moved through enforcement on schedule while another didn’t. If the only honest answer is, “This one just felt different,” the association has a problem. Enforcement authority belongs to the board, not the individual manager, and undocumented exceptions have a way of becoming the most important document in the file. Experienced managers can recognize the rare situations the policy wasn’t really written for, and that’s an observation worth taking seriously. But it doesn’t belong in one manager’s private decision-making.

suddenly stops making sense. You know there’s a real person on the other end, and you want to be a real person on this side of the equation, not an automaton. The software doesn’t experience any of that and isn’t supposed to. Software counts days, compares dates, and applies the policy exactly as it was written. Managers notice patterns, and that’s why they still matter. But compassion in this situation is complicated because this is where good managers sometimes create problems for themselves without realizing it.

PUT THE PAUSE IN THE POLICY The best management policies usually begin the same way. People keep running into the same uncomfortable situation until someone finally asks whether the process itself ought to account for it. Instead of wrestling with these files one at a time, consider building a standardized pre-escalation review into the association’s enforcement policy. Every file reaching the third-notice stage would receive the same documented review before moving into the next phase of enforcement. The owner you’re concerned about receives it, and so does the owner

“The important part is that the decision happens inside the policy. “

who has ignored every letter the association has ever sent. The review exists because every owner reaching that stage deserves the same process. The review doesn’t have to be elaborate. Before the file advances, someone designated by the policy reviews the association’s records to confirm the enforcement process has been followed and to determine whether one additional documented communication is appropriate before legal escalation begins. The purpose isn’t to guess why the owner is out of compliance but to make sure the association has completed every step its own policy calls for before taking the next one. That final communication doesn’t promise a different outcome, but it invites the owner to provide any information the board should consider before enforcement continues. Some owners won’t respond. Others may ask for additional time, or request a payment arrangement if fines are involved, or raise circumstances that belong in the association’s existing reasonable accommodation process. Sometimes nothing changes, but the violation proceeds exactly as it would have anyway. The difference is that the association reached that point through a documented process instead of an informal exception.

THE BOARD ALREADY HAS THE TOOLS One thing that’s easy to overlook is that most associations already have the tools they need. The challenge usually isn’t finding a new solution but in using existing ones consistently instead of relying on individual judgment behind the scenes. Sometimes a short extension resolves the violation before attorneys become involved, and sometimes a payment arrangement addresses assessments that have become part of a larger compliance problem. If an owner raises circumstances involving a disability, the association already has procedures for evaluating requests for reasonable accommodation. None of those responses weakens enforcement. They simply recognize that different situations sometimes require different board-approved responses.

The important part is that the decision happens inside the policy. The owner facing legitimate challenges has a documented opportunity to bring those circumstances forward before the matter escalates, and the owner who simply ignores every communication receives exactly the same review, opportunity, and enforcement timeline if nothing changes. The association hasn’t shown favoritism, but it has shown that its procedures are predictable and uniformly applied.

WHAT THE BOARD NEEDS TO HEAR When you present an idea like this, someone on the board will probably worry that the association is becoming too soft. That’s understandable, but it misses what the proposal actually does. The recommendation isn’t to make exceptions for certain owners but to add one consistent procedural step before escalation that applies to every file reaching the same point. That’s very different from asking managers to decide, on their own, who deserves another chance. From a governance standpoint, the process is actually stronger. If litigation follows, the association can demonstrate that every owner reaching the third-notice stage received the same documented review under the same adopted policy before additional enforcement began. That’s a much easier file to defend than one built around undocumented exceptions that existed only because an individual manager hesitated.

probably will. Experience is supposed to do that. It teaches you to recognize the files that don’t quite fit the pattern. The mistake isn’t having that instinct, but the mistake is believing the instinct belongs only to you. Good policies often begin when experienced professionals keep encountering the same uncomfortable situation and finally decide the system should account for it. Community management is full of those moments. Most become stories managers tell each other after difficult meetings. A few become better procedures. The manager sitting in front of that third notice has a better option than clicking “Send” or quietly deciding not to. She can recommend a policy that gives every file the same documented review before enforcement escalates. The next time a manager hesitates over a file that suddenly doesn’t make sense, the pause won’t depend on one person’s private judgment. It will already be part of the process. And that’s the kind of consistency that protects the association, supports the manager, and still leaves room for the humanity that made someone hesitate in the first place.

Just as importantly, the policy protects managers. It removes the burden of deciding, alone, whether compassion should override procedure. Instead, compassion has a place inside the procedure itself, where it belongs.

BACK AT THE DESK Tomorrow morning another violation queue will appear. Most of the addresses won’t slow you down. A few

Anne Lackey is the co-founder of HireSmart Virtual Employees, a full-service HR firm helping others recruit, hire, and train top global talent. She can be reached at anne@hiresmartvirtualemployees.com.

cacm.org | Vision Fall 2026

The Paper Collapse How Robo Signing, Foreclosure Mills, and MERS Shook Community Associations During the Housing Crisis

By Mitchell Drimmer, CMCA, LCAM

hen the housing market collapsed in 2008, most Americans saw the crisis through television. Failing banks, sinking home prices, Wall Street bailouts. Inside community associations across the country, the crisis looked different. It looked like abandoned homes, unpaid assessments, broken swimming pools, and Boards struggling to keep neighborhoods afloat as the financial system unraveled around them. The disruption was unprecedented and profound. Communities that had once been stable suddenly came under intense strain and saw delinquency reports grow month after month. The effects were immediate. Some communities had their water shut off, jeopardizing their certificates of occupancy. Others delayed preventive maintenance and postponed capital projects. The consequences were serious, and in some cases devastating.

THE AFTERMATH At first, many Boards believed the problems would ease once banks completed their foreclosures. The logic seemed straightforward: if an owner stopped paying, the lender would eventually take the property, transfer title, and move the matter along. Unfortunately, that is not what happened. Many banks were slow to foreclose (assuming they foreclosed at all) leaving community associations in legal limbo. 44

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THE ADVENT OF THE ROBOSIGNATURE What came next was a pattern of banks and mortgage servicers turning to large law firms to push foreclosure cases through the system in huge volumes. The firms handled thousands of files at breakneck speed and were paid handsomely for it. Employees signed affidavits without carefully reviewing the records. Notaries stamped documents assembly-line style. Mortgage assignments were produced just as quickly to keep cases moving through the courts. Then investigators, reporters, and judges began uncovering serious flaws in the paperwork. The public soon learned a new term: “robosigning,” the practice of signing large volumes of legal documents without proper verification, with one name in particular symbolizing the scandal: Linda Green. Her signature appeared on foreclosure documents and mortgage assignments across the country. In some cases, she seemed to work for multiple banks at once. In others, her handwriting varied sharply from one document to the next. Courts and lawyers began questioning whether the paperwork had ever been properly signed or reviewed before it was filed.

THE REALITIES OF MERS TRACKING At the same time, another problem was unfolding behind the scenes. During the mortgage boom, banks had leaned heavily on a system known as MERS, short for Mortgage Electronic Registration Systems. Mortgages were bundled, sold, transferred, and securitized so often that the traditional public recording system could not keep pace. Instead of recording every assignment at local courthouses, the industry used MERS as a private electronic tracking system. It became a trading floor that bought and sold American Dreams and converted them into broken hearts. The system worked smoothly for investors and banks while the market was booming. Once foreclosures surged, however, courts began asking a critical question: Who owned the loan? In many cases, the answer was anything but clear. Mortgage assignments surfaced years after trusts had supposedly closed. Chains of title were incomplete. Some documents appeared to have been recreated after the fact to support foreclosure actions already underway.

“

A FORECLOSURE ACTION DOES NOT GUARANTEE RECOVERY OR A TRANSFER OF OWNERSHIP. IT DIDN’T BACK THEN, AND IT WILL NOT NOW.

HOAS FELL INTO A LURCH

HOW HISTORY RHYMES

While banks, servicers, and lawyers battled over paperwork, community associations were left to absorb the real-world fallout.

There’s a phrase about how history may not repeat itself, but it can rhyme. The 2008 housing collapse exposed weaknesses not only in the banking system, but also in the way ownership, accountability, and real estate records were handled across the country. The crisis changed how many community associations approached collections and delinquency management.

Associations still had to maintain common areas, insure buildings, operate gates, and pay vendors. Yet fewer owners were paying assessments. In some communities, those who stayed current effectively subsidized vacant and delinquent properties for years. Many associations had to depend on association lien foreclosures on properties that had no equity just so the title could revert to the association, and the Board could attempt to rent the properties to reestablish a revenue stream. Communities faced painful choices. Some delayed reserve projects. Others raised assessments or imposed special assessments simply to keep operations running. Vendors grew wary of extending credit to struggling associations. Insurance carriers increased scrutiny. Managers spent enormous amounts of time dealing with delinquency reports and abandoned homes instead of planning for the future.

Now, 18 years later, the days of robo-signing, foreclosure mills, questionable mortgage assignments, and stalled foreclosures are hopefully well behind us. But Boards have now learned that foreclosure alone is not a complete strategy. A foreclosure action does not guarantee recovery or a transfer of ownership. It didn’t back then, and it will not now. Today, communities must re-evaluate how delinquencies are handled and consider new ways to collect delinquent assessments. The associations putting greater emphasis on early communication, payment plans, and proactive collection efforts before delinquency spiral into chaos will be the ones most prepared for worst-case scenarios.

Mitchell Drimmer is the President of Axela Technologies, a licensed community association manager and author of The Art of Collections for Community Associations. A practical guide designed to help managers and board members navigate the complexities of collections.

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? N I D E N U T U O Y HAVE R E V E T S FIR S ’ M C A C

T S A C D PO

IS HERE

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 monthly 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!

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upcoming courses

Course Calendar

All educational courses are held on Zoom except when indicated. Please contact a member of the Education Department for further details and schedule. Click on courses below to register.

10/6/26 9:00 AM - 11:30 AM SPC 440 New Development Management Session 1 of 6 14 CEUs 10/7/26 9:00 AM - 11:30 AM New Development Management Session 2 of 6 10/13/26 9:00 AM - 11:30 AM New Development Management Session 3 of 6 10/14/26 9:00 AM - 11:30 AM New Development Management Session 4 of 6 10/20/26 9:00 AM - 11:30 AM New Development Management Session 5 of 6 10/21/26 9:00 AM - 11:30 AM New Development Management Session 6 of 6 10/6/26 1:00 PM - 3:00 PM CMM 200 Enhance Your Professional Presence Session 1 of 2 4 CEUs 10/7/26 1:00 PM - 3:00 PM Enhance Your Professional Presence Session 2 of 2 10/8/26 9:00 AM - 12:30 PM INS 300 Advanced Insurance Principles 3 CEUs 10/13/26 1:00 PM - 3:00 PM FIN 320 Strategic Financial Planning Session 1 of 2 4 CEUs 10/14/26 1:00 PM - 3:00 PM Strategic Financial Planning Session 2 of 2 10/15/26 9:00 AM - 11:00 AM CMM 130 Foundational Ethics Session 1 of 2 10/15/26 1:00 PM - 3:00 PM Foundational Ethics Session 2 of 2 10/20/26 1:00 PM - 3:00 PM CMM 101 The Basics of Association Management Session 1 of 8 10/21/26 1:00 PM - 3:00 PM The Basics of Association Management Session 2 of 8 10/27/26 1:00 PM - 3:00 PM The Basics of Association Management Session 3 of 8 10/28/26 1:00 PM - 3:00 PM The Basics of Association Management Session 4 of 8 11/3/26 1:00 PM - 3:00 PM CMM 102 The Basics of Association Management Session 5 of 8 11/4/26 1:00 PM - 3:00 PM The Basics of Association Management Session 6 of 8 11/10/26 1:00 PM - 3:00 PM The Basics of Association Management Session 7 of 8 11/12/26 1:00 PM - 3:00 PM The Basics of Association Management Session 8 of 8 10/22/26 9:00 AM - 11:00 AM LDR 550 Ethics Mastery Session 1 of 2 4 CEUs 10/22/26 1:00 PM - 3:00 PM Ethics Mastery Session 2 of 2 10/8/26 10:00 AM - 12:00 PM CIP 100 CCIP: HOA Core Principles Session 1 of 5 10/15/26 10:00 AM - 12:00 PM CCIP: HOA Core Principles Session 2 of 5 10/22/26 10:00 AM - 12:00 PM CCIP: HOA Core Principles Session 3 of 5 10/29/26 10:00 AM - 12:00 PM CCIP: HOA Core Principles Session 4 of 5 11/5/26 10:00 AM - 12:00 AM CCIP: HOA Core Principles Session 5 of 5

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ZOOM

ZOOM REGISTER

10/27/26 10/28/26 11/3/26 11/4/26 11/10/26 11/12/26 11/17/26 11/18/26

9:00 AM - 11:00 AM CMM 121 9:00 AM - 11:00 AM 9:00 AM - 11:00 AM CMM 122 9:00 AM - 11:00 AM 9:00 AM - 11:00 AM CMM 123 9:00 AM - 11:00 AM 9:00 AM - 11:00 AM CMM 124 9:00 AM - 11:00 AM

California Law Session 1 of 8 California Law Session 2 of 8 California Law Session 3 of 8 California Law Session 4 of 8 California Law Session 5 of 8 California Law Session 6 of 8 California Law Session 7 of 8 California Law Session 8 of 8

ZOOM ZOOM ZOOM ZOOM

11/5/26 9:00 AM - 11:00 AM LDR 500 Advanced Ethics Session 1 of 2 4 CEUs ZOOM 11/5/26 1:00 PM - 3:00 PM Advanced Ethics Session 2 of 2 11/17/26 1:00 PM - 3:00 PM FIN 210 Assessment Collections Session 1 of 2 4 CEUs ZOOM 11/18/26 1:00 PM - 3:00 PM Assessment Collections Session 2 of 2 11/19/26 9:00 AM - 11:00 AM CMM 220 Conflict Resolution Session 1 of 2 4 CEUs ZOOM 11/19/26 1:00 PM - 3:00 PM Conflict Resolution Session 2 of 2 11/19/26 9:30 AM - 11:30 AM CIP 200 CCIP: Enhance Your Professional Presence Session 1 of 2 ZOOM 11/19/26 1:30 PM - 3:30 PM CCIP: Enhance Your Professional Presence Session 2 of 2 12/1/26 9:00 AM - 11:30 AM LDR 400 Human Resource Management Session 1 of 3 7 CEUs ZOOM 12/2/26 9:00 AM - 11:30 AM Human Resource Management Session 2 of 3 12/3/26 9:00 AM - 11:30 AM Human Resource Management Session 3 of 3 12/8/26 1:00 PM - 3:00 PM SPC 450 Commercial & Industrial CID Management Session 1 of 3 6 CEUs ZOOM 12/9/26 1:00 PM - 3:00 PM Commercial & Industrial CID Management Session 2 of 3 12/10/26 1:00 PM - 3:00 PM Commercial & Industrial CID Management Session 3 of 3 12/9/26 9:00 AM - 12:00 PM INS 400 Risk Management Session 1 of 2 6 CEUs ZOOM 12/10/26 9:00 AM - 12:00 PM Risk Management Session 2 of 2 12/10/26 9:30 AM - 11:30 AM CIP 300 CCIP: Foundational Ethics Session 1 of 2 ZOOM 12/10/26 1:30 PM - 3:30 PM CCIP: Foundational Ethics Session 2 of 2 12/15/26 9:00 AM - 11:00 AM CMM 130 Foundational Ethics Session 1 of 2 ZOOM 12/15/26 1:00 PM - 3:00 PM Foundational Ethics Session 2 of 2 12/16/26 9:00 AM - 11:00 AM LDR 550 Ethics Mastery Session 1 of 2 4 CEUs ZOOM 12/16/26 1:00 PM - 3:00 PM Ethics Mastery Session 2 of 2

2026 Course Catalog Available

Please Note: In order to receive CEU course credit all modules within the course must be completed.

The 2026 Professional Development Catalog was released in January. Use this professional development guide to plan for certification, re-certification or specialty designations in 2026. 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.

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Thank you to our sponsors for the first quarter of 2026 (January 1 - March 31) for their generous contributions. The next time you encounter a CACM Sponsor, please join us in acknowledging the work and generosity of these supportive members.

247 Fire Alarm Services A-1 All American Roofing Co., San Diego Inc. Above All Construction Action Asphalt & Concrete Adams I Stirling PLC ADCO Roofing & Waterproofing Advance Construction Technology, Inc. (ACT) Advanced Roof Design, Inc. Angius & Terry LLP AquaTek Plumbing, Inc. Ascent Roofing AvidXchange, Inc. AWT Roofing & Construction AXELA Axos Bank Baydaline & Jacobsen LLP Beaumont Tashjian Bellator Pest & Termite Control BMS CAT of Southern California BoardBreeze Broadband Agreements by MFC BTC Bob Tedrick Construction, Inc. Cagwin & Dorward Landscape Contractors CalPro Construction & Painting CAM Advisors CAM Leadership Institue Chaix Law CINC Systems Citadel Roofing & Solar Citizens Business Bank formerly Heritage Bank of Commerce CM2 & Associates, Inc. Columbia Bank CommonArea Financial Community Legal Advisors, Inc. Delphi Law Group, LLP Diamond Roofing DLC Construction Management DSA Landscape, Inc.

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Duro-Last Roofing Pinnacle Financial Partners Edenred Pay Prendiville Insurance Agency Elite Maintenance & Tree Service Pro Star Mechanical Services Enterprise Bank & Trust ProTec Building Services EntryOne Recon360, LLC Epsten, APC Renovation Pros LLC eUnify Reserve Studies, Inc. Fenton Grant Kaneda & Litt, LLP Reslife.app Fiore Racobs & Powers, a PLC Ridgeline Construction Group First Citizens Bank Saarman Construction, Ltd. Good Life Construction SAX Insurance Agency Gordian Staffing ServiceFirst Restoration, Inc. Green Vine Landscaping, Inc. ServiceMaster Restore Guard-Systems, Inc. SmartProperty Inc. Hexagon Roofing SmartStreet Powered by Banc of California HOA Invest Socher Insurance, a HUB International HOAMailers Company Hotwire Communications Southwest Landscape & Maintenance Hughes Gill Cochrane Tinetti, PC Stay Green, Inc. The Judge Law Firm Sunwest Bank Khatri International/Khatri Construction Superior Roofing Co. Kriger & Schuber, APC TARC Construction, Inc. LiftMaster Tree West & Mike McCall Landscape, Inc. ManageCasa Property Mgmt. Software for HOA TWM Roofing Inc. & Rental Unified Steel MC Contracting Unlimited Property Services, Inc. The Miller Law Firm Urban Painting & Construction The Naumann Law Firm, PC Vantaca Nautilus Reconstruction, Contracting & Varsity Painting Consulting Village Management Software - VMS OC Repipes Wells Eletrical, Inc. One Structural Inc. dba Balcony1 Western Alliance Bank - Alliance Association Pacific Construction Analysts Inc. Banking Pacific Surfacing, Inc. Whitney Curry APC Pacific Utility Audit, Inc. Whit’s Painting & Construction Painting Unlimited, Inc. Park West Landscape Management PCW Contracting Services Pilot Painting & Construction