Join us for our Spring Educational Forums to discuss key community management issues over breakfast or lunch!
CCAMs, CAFMs and MCAMs earn 3 CEUs by attending.
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Spring 2025 • Vol. 34, no. 1
CEO tfreeley@cacm.org
| Thomas Freeley | 949.916.2226, ext. 315
Advertising mhurtado@cacm.org
Melissa Hurtado | 949.916.2226, ext. 318
Chief Editor chuecias@cacm.org
| Celeste Huecias | 949.916.2226, ext. 323
Editorial Advisory Committee
Jeff Farnsworth, CAMEx, CCAM-PM.ND Steward Property Services, Inc.
Lorena Sterling, CAFM Community Association Financial Services
Andrew Hay, CAMEx, CCAM-PM.ND The Helsing Group, Inc., ACMC
Devin Langley, CCAM-PM.ND.CI The Management Trust –Central California
Holly Smith, CCAM Desert Resort Management –an Associa Company
Scott Swinton, CCIP Unlimited Property Services, Inc.
Hamlet Vazquez, MCAM-HR Wilshire Terrace Co-Op
Kelly Zibell, CCAM Standpoint DBA Communitas
Vision Magazine is released digitally by CACM four times annually to members, industry partners and supporters of the California Association of Community Managers.
Magazine content copyrighted 2025. All rights reserved. No part of this publication may be reproduced without written permission from CACM.
Opinions expressed by authors do not necessarily reflect the policies of CACM. Mention of any product or service does not constitute an endorsement by CACM. CACM assumes no responsibility for return of photos or art and reserved the right to reject any editorial or advertising materials. CACM does not assume responsibility for the accuracy of articles, events or announcements listed.
Please address comments and suggestions to: California Association of Community Managers, Inc. 23461 South Pointe Drive, Ste. 200, Laguna Hills, CA 92653 949.916.2226 | communications@cacm.org
property management companies.
Let’s connect.
Michael Davie
VP, Association Advisor
C: 310.930.4083
E: mdavie@valley.com
W: valley.com/HOA
Attention CACM members: Have you changed jobs or moved to a new location? Reach out to us at communications@cacm.org to update your profile so you don’t miss your next Vision magazine or any other important CACM communications.
EDUCATION SPOTLIGHT: THRIVING THROUGH 2025
VISION AWARDS: THOSE FORGING THE FUTURE IS UPGRADING TO ELECTRONIC VOTING WORTH THE HYPE? By Holly Smith, CCAM
THE FUTURE OF WORK: IS TELECOMMUTING RIGHT FOR YOU? By Jeff Farnsworth, CAMEx, CCAM-PM.ND
THE EXECUTIVE CORNER: A DIFFERENT KIND OF CONVERSATION By Adam Balkcom
WHO ADVOCATES FOR THE MANAGER? By Lorena Sterling, CAFM
THE RIPPLE EFFECT: HOW RECENT LA FIRES COULD IMPACT HOA INSURANCE By Andrew Hay, CAMEx, CCAM-PM.ND
FIRES, EVACUATIONS AND MYTHS: WHAT HIGH RISE MANAGERS NEED TO KNOW By Hamlet Vazquez, MCAM-HR
PLANNING FOR THE FUTURE: HOA RESERVE STUDIES IN CALIFORNIA By Devin Langley, CCAM-PM.ND.CI
MOWING DOWN EMISSIONS AND NOISE By Chris Angelo
NORTHERN CALIFORNIA LAW SEMINAR AND EXPO PHOTO GALLERY
SOUTHERN CALIFORNIA LAW SEMINAR AND EXPO PHOTO GALLERY
What an exciting, yet crazy, start to the year we’ve had! In just a few short months, we’ve faced wildfires, navigated drastic changes in the insurance landscape, pulled off our largest events of the year together, are actively managing an assault on our industry with a multitude of proposed legislation, and more. And it’s only April! If this is any indication of what’s ahead, the chaos will continue for a while!
One of the biggest initiatives we’re embarking on is the accreditation process—which you may or may not remember me mentioning at both of our law seminars. While this is a lengthy journey, we’ve already got the ball rolling. Our goal is to enhance the value of your certification, giving it recognition for the hard work you’ve put in to achieve it. So, no need to be worried, we started this with you in mind. But I would suggest making sure you are up to date on your certification before the year ends (wink wink).
If you have any questions about what this process entails, don’t hesitate to reach out to me or the education team at education@cacm.org, or visit our accreditation page
It’s been a bit of a rollercoaster these past few months, but we’re excited for what’s to come. There are so many opportunities for you to invest in your future, and with this issue’s theme being The Future Ahead, what better time than now to plan for it?
To help you with the planning process, we have an incredible lineup of events on the horizon. Our Day at the Races, Executive Leadership Summit and Spring Educational Forums will provide valuable opportunities to learn, connect and grow within our community. For more information on all of these head to our events page.
I know I’ve thrown a lot at you the past few paragraphs (okay, months) but if you can handle the first few months of 2025 and all the chaos that came with it, then we’ll get through the future without any challenges! So, buckle up—it’s going to be a great ride.
Respectfully,
Thomas Freeley, CAMEx, CCAM CEO of CACM
Berding | Weil LLP proudly announced the promotion of four partners to principals in late December of 2024. Chad Thomas, Managing Partner, shared, “We are incredibly proud and excited to elevate Aaron, Jasmine, Luke and Scott to become principals of the Firm. They will each play an integral part of our Firm’s future and help us continue to grow. “Aaron D. Zimmerman, Esq. has been with Berding & Weil for nearly 15 years, representing clients in construction, real property and CID disputes. Jasmine F. Hale, Esq. leads the firm’s 10-member Corporate Counsel team and specializes in advising large-scale, mixed-use, high-rise and master association clients. Lucas J. Olona, with 20 years of legal experience and 15 years at the firm, has successfully represented residential and commercial property owners in disputes, including contractor and construction defect claims. Scott M. Mackey, with over 20 years of experience, focuses on complex construction defect cases and has secured significant settlements for his clients in both federal and state courts. Congratulations you four!
In November of 2024, CINC Systems launched its Client Advisory Circle, a new initiative to foster collaboration and innovation in the community association management (CAM) industry. The group aims to bring together CAM leaders from across the U.S. to provide valuable insights and drive industry advancements. “We succeed when our clients thrive,” said Dawn Randall, CINC Systems Chief Client Advocate and committee executive sponsor. “This partnership will help us meet evolving industry needs while creating a space for meaningful collaboration.” With
In November 2024, Riley | Pasek | Canty | Seltzer LLP, previously known as Riley Pasek Canty (RPC), proudly announced the promotion of Joe Seltzer, Esq. to named Partner. In recognition of Joe’s exceptional contributions, the firm also changed its name to Riley | Pasek | Canty | Seltzer LLP.
Following the promotion, the firm unveiled a refreshed logo and a revamped website on January 7, marking a new chapter for the firm. “We were thrilled to launch our updated logo and website,” said the firm. “We encourage you to explore the new look at www.rileypasek.com .” We are loving the new look! Congratulations Joe and the rest of the team at Riley | Pasek | Canty | Seltzer LLP. an evolving board and ongoing programs like industry research, advocacy and the “CINC Tank” for testing new ideas, CINC aims to remain committed to empowering CAM professionals and shaping the industry’s future. “The most successful CAM companies will be those that embrace transformation,” said CINC Systems CEO Ryan Davis. “CINC is dedicated to paving the way forward by fostering knowledge sharing, problem-solving and innovation.”
Congratulations are in order for Tad Black, CCIP, on his new role as Division Vice President of Community Management for Action Property Management. With over 20 years of experience in the HOA industry, Tad will bring a wealth of expertise to this leadership position. Having served as President of CM2 & Associates, Inc. and as Western Regional Director of Field Services for Associa OnCall, he is well-positioned to make a lasting impact at Action. “I am thrilled to be part of such a dynamic company that is truly dedicated to our team members, and for the people that live in our communities. Action has established themselves as an industry leader and innovator so I jumped at the opportunity to be a part of that vision.” Tad, wishing you great success in this exciting new role!
Love is in the air! Derek Mashal, high-rise manager from Action Property Management in San Francisco, said ‘I Do,’ and we couldn’t be more excited for him and his lovely wife as they begin this beautiful new chapter together. Marriage is a journey filled with love, laughter and unforgettable moments, and we have no doubt these two will make the most of it. Please join us in wishing Derek and his bride a lifetime of happiness, adventure and cherished memories. Cheers to the happy couple!
Action Property Management has officially relocated its corporate offices to Irvine. Announced on December 17th, the company shared that after a week of hard work and collaboration, the move was successfully completed. “We are so thankful for our team members who helped with this move and everyone who embraced our values of flexibility and adaptability throughout the process,” they stated on social media. The new office is located at 320 Commerce, Irvine, CA.
Congratulations are in order for Jeremy Wilson, CAMEx, CCAM. In early December of 2024, Jeremy took on the role of Vice President of Northern California at Keystone Pacific Property Management
With more than 25 years of experience in association management, Jeremy will bring his extensive leadership skills to Keystone, having previously served as Regional Vice President at Associa Management.
In his new role, Jeremy will work closely with the leadership team at The Manor, an HOA management company acquired by Keystone in May 2024, to continue providing top-tier service to local clients. Chief Operating Officer, Matthew Williams, CCAM, stated that, “His extensive leadership experience will be invaluable as we continue to innovate and grow.” Congratulations Jeremy!
Dirksen Rogers, founder of CM2 , passed away on December 4, 2024. As the driving force behind CM2, and a pioneering figure in the HOA industry, Dirksen is being remembered for his profound impact in the field and his commitment to community service. “Dirksen was not only an extraordinary leader but also a mentor and friend to so many. We will miss his wisdom, warmth and vision, but we will carry forward his commitment to excellence in the community association industry,” said a CM2 employee. CACM CEO, Tom Freeley, states, “Dirksen will be remembered in the CACM community, and the California CID industry as a proven leader, visionary and close friend to many people. He had a big heart and helped anyone that needed help, for any reason. His engagement will be missed, but his impact will be remembered.” His legacy will continue to inspire those in the industry. Our thoughts are with his family and friends.
I
Congratulations to TARC Construction, Inc. on an incredible 22 years of service! They celebrated this anniversary on February 1st noting their commitment to quality, reliability and exceptional craftsmanship. As they proudly share, “For over two decades, we’ve been delivering quality workmanship and reliable solutions you can count on. Thank you for trusting us—we look forward to many more years of excellence.” Here’s to their continued success and many more years of building with integrity and expertise!
CM2 & Associates, Inc. announced the appointment of Cang Le, Esq. as President and Chief Legal Officer (CLO), effective January 16, 2025. With nearly 18 years of experience in the community association and construction industries, Cang brings extensive legal expertise to the company’s leadership team. Cang has represented hundreds of homeowner’s associations and successfully litigated complex cases, including construction defect disputes and maintenance issues. “We are thrilled to welcome Cang to CM2 & Associates as President and CLO,” said Annie Wyland, Vice President of Client Relations. “His legal experience and understanding of construction and maintenance challenges will enhance CM2’s ability to deliver superior services to clients. Under his leadership, the company is well-positioned to continue setting new benchmarks in the HOA industry.” Congratulations Cang and the CM2 Team!
Vantaca announced in November of 2024 at its annual customer conference, Vantaca Vision, that it has acquired HOAi, an AI technology provider in the HOA management space. With this acquisition, Vantaca introduces a two-tiered AI approach: Scout, an Everyday AI research assistant integrated into the Vantaca platform for daily operations, and HOAi, a standalone AI solution delivering advanced capabilities that set new productivity benchmarks. “This acquisition is a game-changer in our mission to build the future of community management,” said Ben Currin, CEO of Vantaca. “By integrating HOAi’s advanced AI while allowing it to operate independently, we can rapidly develop nextgeneration solutions that significantly enhance our customers’ experience.” Haoyu Zha, co-founder of HOAi, added, “We’re thrilled to join forces with Vantaca to accelerate innovation and provide community management teams with the tools they need to operate seamlessly and effectively.”
We are excited to announce that Tailored Management Solutions’, Maria Hernandez, MCAM, CCAM-PM, has earned the Master of Community Association Management (MCAM) certification, the highest professional recognition for community managers in California. Maria is now the sixth recipient of this prestigious designation, joining an elite group of professionals who have achieved this milestone. “At first, my pursuit of the MCAM was fueled by a desire to continue growing and avoid stagnation,” said Maria. “After establishing TMS (Tailored Management Solutions) and starting to market and develop the business, I realized that striving for excellence isn’t just about ambition—it’s a way to honor the trust and confidence my team and clients have placed in me.” Congratulations Maria!
Michael J. Hughes, founder and leader of Hughes Gill Cochrane Tinetti, PC, passed away on December 23, 2024, after a 13-month battle with cancer. Surrounded by family and friends in his final days, he maintained his “signature wit, sarcasm and sense of humor,” according to the firm. In 2002, Hughes co-founded the firm with John Gill, with the goal of fostering a law firm culture centered on camaraderie and a family-like atmosphere. A respected lawyer and mentor, Hughes was known for his genuine interest in the lives of others. Though he retired in 2022, he remained active as “Of Counsel.” The firm has shared that the phrase “WWMD” (What Would Mike Do?) has become a staple in the office, serving as both a respectful tribute and a source of guidance. Our thoughts are with his family and friends.
JLA Real Estate Group, based in Riverside, CA, has earned the Accredited Community Management Company (ACMC)! This prestigious certification recognizes companies that meet rigorous state-specific standards for professional business practices in managing associations, including strict risk management, education and insurance requirements. Owner and CEO James Antoyan, who has been active in commercial real estate since 1991, emphasized the value of certification in staying current with laws and best practices. The ACMC designation is a significant achievement for JLA Real Estate Group, reflecting their ongoing commitment to excellence and industry leadership. “We are dedicated to being the best management company in the business,” said Antoyan. “The ACMC designation sets us apart and ensures we’re providing the highest level of service to our clients.” Congratulations JLA team!
Metro Elevator announced the promotion of Ryan Kraven as the new Chief Operating Officer. With over 20 years of being in the industry, Metro Elevator states that this move reflects their increasing scope of operations.
“Ryan’s leadership as COO will help us ensure seamless operations, exceptional service and continued growth in every market we serve.”
Powerstone Property Management, ACMC is pleased to announce the promotion of Deborah Serrano, CCAM to Executive Director of Management Services, Wendy Miller, CCAM to Director of Community Management and Michael Sullivan, CCAM to Associate Director of Community Management. The company took to social media to announce these promotions, which took place in early February. Stating that, “These team members have outstanding commitment and problemsolving skills that have made a significant impact. “The company continued on explaining their immense amount of pride for these team members and they look forward to their continued success in their new roles. Way to go you three!
Congratulations to Tiffany Hannah, CAMEx, CCAM-ND, on her new role as Executive Vice President, High-Rise for California at FirstService Residential! In this new role, she will oversee all aspects of high-rise and mixed-use operations throughout California, including client relationships, staff development, new business initiatives and strategic growth. Congratulations Tiffany, wishing you continued success in this exciting new chapter!
Antis Roofing & Waterproofing has announced a delay in the reveal of the winner of their Roof Giveaway contest, originally scheduled for February. The company made the decision to postpone the announcement in light of the recent devastation caused by the LA fires, out of respect for those affected by the tragedy. Antis expressed their understanding of the challenges the community is currently facing and promised an update soon. The company continues to extend its thoughts and support to all those impacted during this difficult time.
The Helsing Group Inc., ACMC , is pleased to announce the relocation of its Citrus Heights office to a new, larger space at the Olympus Corporate Center, 3001 Douglas Blvd, Ste 320, Roseville, CA 95661. Effective March 1, 2025, the move aims to reflect the company’s commitment to optimizing operations and improving accessibility for both clients and employees. The new office will provide a modernized workspace designed to encourage collaboration and meet the team’s growing needs.
Don’t see your news listed? Update us at communications@cacm.org
The year has started off faster than I was ready for, and the first few months seem to have indeed flown by.
Just as an example - the largest CACM events have already occurred – and it was great to see so many of you at the NorCal and SoCal Law Seminars this year. These law seminars were well attended and supplied many options for all levels and experience of learners in our industry.
Many of the different breakout sessions were filled with managers and business partners looking to have the opportunity to find a “golden nugget” of knowledge to aid them through our ever-changing industry. There was a new track for those who are looking for another level of expertise and knowledge sharing titled the “Executive” series, I recommend you be on the lookout for this at future large-scale events.
Many of the educational opportunities that were presented focused on the future of the industry including topics such as scaling operations, industry consolidation, navigating the insurance world of today, strategies for effective company transitions, the hybrid world, reserve studies, funding and managing through the projects and of course the AI world and the impacts on our industry. There were many other topics that give everyone the opportunity to learn about things that interest them, and those which, are areas that are seen as chances to add to your tool belt. It was all in good fun and we hope these topics help you throughout the year and as we move toward another transitional year in our industry.
Credentialing is an important focus for the future and sustainability of our industry, that our board and CACM team have been working on and will be sharing with you more over the events throughout the year.
And as always remember to embrace the journey, trust the process and never stop learning!
CACM Board Chair
Join industry thought leaders and experts at CACM’s Executive Leadership Summit for candid discussions on the toughest challenges facing community management executives. Engage in rich conversations with peers who share similar challenges, gain actionable insights and collaborate in an innovative, thought-provoking setting. This is your opportunity to share, brainstorm and develop valuable connections while tackling emerging trends and hot-button issues. Be part of the conversation!
CCAM, CAFM and MCAM certified individuals earn 6 CEUs for attending. Individuals with a CAMEx designation receive 5 leadership points toward their annual renewal.
Thank you CACM for the recognition! I’m proud to officially be a Certified Community Association Manager. A special shoutout to the best team CitiScape Property Management Group, LLC. This milestone represents dedication, growth, and a commitment to serving communities with excellence. Excited for the journey ahead! — Jose Quezada, CCAM, CitiScape Property Management Group
I am thrilled to share that I have officially achieved my CCAM (Certified Community Association Manager) designation! This accomplishment represents a significant milestone in my career, and I am deeply grateful for everyone who supported me throughout this journey. From colleagues and mentors who shared their wisdom and guidance to family and friends who provided constant encouragement, your belief in me made this achievement possible. This designation reflects my commitment to professional growth and excellence in the community management industry, and I am excited to continue partnering with others to drive success and innovation. Thank you all for being a part of this journey!
Reflecting on the 2025 CACM NorCal Seminar, grateful for another enriching experience with my Recon360, LLC team and industry friends. Cheers to continuous growth year after year!⭐
— Hailee Robertson, CCIP, Recon360
One of the many amazing highlights at the CACM NorCal Law Seminar was receiving the First Place Best in Show Award for our booth! Thank you to everyone who participated in our booth and thank you for voting us #1 among the many incredible and talented professionals that we shared the floor with! CalPro Construction & Painting is honored to support CACM!
— Anna Dizon, CCIP, CalPro Construction & Painting
The CACM Expo in NorCal this year was truly unforgettable. The atmosphere was electric, the program was outstanding, and the networking opportunities were exceptional.
— Taylor Casey Ramos, CCAM, Keystone Pacific Property Management
SwedelsonGottlieb was proud to sponsor and lucky to connect with so many amazing people. Thank you as always to the team at CACM for hosting such a fantastic program.
— SwedelsonGottlieb
Kathy and I are very happy to be new members if CACM! We look forward to working with you all.
— Sarah Roughan Martinez, New York Life
Ihad an incredible experience joining Michael Hughes, and attending the 2025 CACM NorCal Law Seminar & Expo. This year’s event was a valuable opportunity to connect with industry leaders, gain insight, and stay up to date on the latest trends in the California real estate market.
I also had the chance to engage in thoughtprovoking discussions on risk management, legal compliance, and insurance best practices – all vital topics after the devastating LA wildfires.
Thank you to the CACM team for organizing such a fantastic event, and to all the speakers and attendees who made it a great success!
#NCLSE25 #CACM2025 #LawSeminarExpo #RiskManagement”
— Stan Moskalyuk, Brown & Brown
What an incredible time we had at the 2025 CACM Northern California Law Seminar & Expo! Blue Streak Lighting & Electric was proud to be an exhibitor, connecting with so many amazing community managers and industry professionals…. Thank you to CACM for another fantastic event—we’re already looking forward to next year!
— Blue Streak Lighting & Electric
Blown away by the caliber of the CACM Northern California Law Seminar and Expo! Great expo, fantastic sessions, super friendly people! Had so much fun connecting with new people and catching up with industry friends!
— Olivia Hurtado
This year’s first CACM NorCal Law Expo wrapped up with many highlights over these past few days. So grateful and excited to have spent it with all these dedicated managers and vendors that serve our growing HOA communities. CACM provides valuable California specific education and experiences for our industry to thrive. Congratulations to everyone on their hard work, special achievements we celebrated and the fun expo!
— Mary Macias, Umpqua Bank
Honored to have two of our amazing team members be the faces promoting the educational forums. Education is crucial to successfully managing our communities. 2025 law seminar and courses for CACM are open.
— Adriana DaSilva, CCAM, Next Step Community Management
What an incredible time at the 2025 CACM Southern California Law Seminar last week! ��
One of the biggest highlights? TownSq was honored with The Vision Award for Company Culture!�� This award reinforces our dedication to innovation, excellence, and fostering an empowering workplace that drives real impact.
Thank you to CACM for an amazing event, and to everyone who stopped by to chat with us. We can’t explain how excited we are about the new connections and collaborations ahead!
#CACMSoCal #VisionAward #CompanyCulture #CommunityManagement #TownSq #Innovation #Networking #Leadership — TownSq
We loved being a part of the Manager Roundtable last week at CACM Expo! Thanks to everyone who came out to see Tim Flanagan speak in this fun, educational and super interactive presentation!
— Flanagan Law, APC
From setup to tear down and every electrifying moment in between, it was incredible to have everyone step into the grid at our TRON-themed booth at this year’s CACM Law Seminar Expos! ⚡
A huge thank you to our industry partners who joined us and we can’t wait to do it all again next year! ��
#CACM #GoTeamParkWest” — Park West Landscape Management
This was the “funnest” CACM expo ever! The booth participation went hard. Creativity game was on fire. Congrats to all the booth decorating winners. ��
— Allison Lewis, Pilot Painting & Construction
T he Management Trust - CA Desert Division was selected for the Vision Award, Company Culture. Honored to be able to represent the company I work for in accepting this award with Spencer Mathey and Michelle Mata.
— Kaylynn Hudson, CCAM, The Management Trust –California Desert, ACMC
CACM is committed to our members’ professional success. Whether you are hiring or looking for the next industry-specific position, the Career Center is your “go-to” resource. Bookmark the Career Center and visit often.
Jobs can be posted for 30 or 60 days and are optimized for mobile and SEO. Premium and enhanced posts include increased visibility.
On top of posting your job opening, CACM delivers new job posts directly into email inboxes through its monthly Job Watch email and in its monthly MyCommunity member newsletter – both are sent to all of CACM’s members.
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Please ensure you select your membership type before purchasing (we want to make sure you receive your discount!). You’ll also find there is a live chat feature on the page. Those individuals are ready to assist you with any questions you have in real time.
If, after this, you still need assistance, please feel free to reach out to help@ webscribble.com, and a representative from the company that supports CACM’s Career Center will further assist you in answering your questions and assisting you with your posting.
achieving professional excellence
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 Certified Community Association Managers (CCAM), Certified Community Association Financial Manager (CAFM), California Certified Industry Partner (CCIP) and Specialty Certificate recipients for the period of October 25th, 2024 through January 30th, 2025.
CCIP
Janet Blanco, CCIP
Monique Guilfoyle, CCIP
Brandon W. Joffe, CCIP
Tyra K. LaMar, CCIP
Susanna Selinger, CCIP
Demetrios A. Xanthos, CCIP
CCAM
Nicholas G. Adams, CCAM
Vanessa Ayon, CCAM
Alyssa Azevedo, CCAM
Brittany B. Baptist, CCAM
David Bar, CCAM, CAFM
Lori C. Bentwood, CCAM
Kelly Berto, CCAM
Alexandria B. Booker-Ward, CCAM
Scott P. Brady, CCAM
Alejandro Briones-Vega, CCAM
Eric R. Butler, CCAM
Taylor L. Casey Ramos, CCAM
Patsy Chan, CCAM
Courtney L. Creel, CCAM
Joseph D. Dallalzadeh, CCAM
Jennifer D. Dever, CCAM
Sunita Dhital, CCAM
Lani Diagbel, CCAM
Shelreese Elieh, CCAM
Lizvette Espiritu, CCAM
Stacey D. Fite, CCAM
Trish Fitterer, CCAM
Martha Fogg, CCAM
Nikola Garabiljevic, CCAM
Giselle R. Garcia, CCAM
Alexa Gomez, CCAM
Claudia Gonzalez, CCAM
Jeff S. Gorman, CCAM-PM, CAFM
Jessica J. Hernandez, CCAM
Laurie Hilton, CCAM
Joshua Hodosh, CCAM
Eric P. Howard, CCAM
Christopher Huang, CCAM
Namaad T. Jackson, CCAM
Ginger Karl, CCAM, CAFM
Suzette G. Laffranchi, CCAM
Noe Lares Cruz, CCAM
Claudia G. Leon, CCAM
Melanie Lindley, CCAM
Christopher G. Lopez, CCAM
Karena F. Luttmers, CCAM
Jacqueline Lynch, CCAM
Courtney Mack, CCAM
Angelita K. Magana, CCAM
Lorena L. Maldonado-Rivas, CCAM
Meri Maletich, CCAM
Isaac Monroe, CCAM
Daniel Y. Nakamura, CCAM
Golmer Narvaez, CCAM
Tony Natividad, CCAM
Janessa Owens, CCAM
Cintia G. Pacho Avila, CCAM
Ross Paulino, CCAM
David H. Peakes, CCAM
Julie M. Phan, CCAM
Renita S. Primm, CCAM
Jose Quezada, CCAM
Tiana Rascon, CCAM
Traci L. Ringen, CCAM
Elizabeth Sanchez Pineda, CCAM
Brandie M. Serles, CCAM
Kimberly Shlaudeman, CCAM
Mikala Stevens, CCAM
Stuart Sutherland, CCAM
Maria G. Valle, CCAM
Christine Wedell, CCAM
Melody D. Wisdom, CCAM
Iqbal M. Ali, CAFM
David Bar, CCAM, CAFM
Jennifer P. Carroll, CCAM, CAFM
Daniel V. Doyle, CAFM
Elizabeth Hosea-Small, CCAM, CAFM
Dagmara H. Macierzanka-Rung, CCAM, CAFM
Tyler J. Matheis, CAMEx, CCAM-PM.LM.AA, CAFM
Tom Sebring, CAFM
Sajid Shabber, CCAM-HR.LS.ND.PM.AA.LM, CAFM
Jennifer B. Tavares, CCAM, CAFM
ACTIVE ADULT
Ann Brooks, CCAM-LS.AA
Barbara Carter, CCAM-HR.AA.LM
Dawn Sims, CCAM-ND.AA
LARGE SCALE
Ann Brooks, CCAM-LS.AA
Michelle Lopez, CCAM-LS
LIFESTYLE MANAGEMENT
Barbara Carter, CCAM-HR.AA.LM
Al Cui, CAMEx, CCAM-HR.ND.AA.LM
Melissa A. Hajostek, CAMEx, CCAM-PM.LS.ND. AA.LM
Tony Khani, CCAM-PM.LS.ND.AA.LM
Andrea Pulizzi, CCAM-PM.AA.LM, CAFM
Julie Ridolfi, CCAM-LS.AA.LM, CAFM
Sajid Shabber, CCAM-HR.LS.ND.PM.AA.LM, CAFM
Rick West, CCAM-PM.AA.LM
NEW DEVELOPMENT
Sergei Bokov, CCAM-PM.HR.LS.ND
Heather Killian, CCAM-LS.PM.ND.AA
Winnie Wang, CCAM-PM.ND
PORTFOLIO MANAGEMENT
Armando Castillo, CCAM-PM
Jeff S. Gorman, CCAM-PM, CAFM
2025 is off to a strong start, and we’re already operating at full speed. As we approach the end of the first quarter, we want to say thank you to those who attended and participated in our Law Seminars and Expos earlier this year. We had an amazing turnout, and your participation reflects your dedication to staying informed and engaged with the latest developments impacting the CID industry! We hope these seminars offered invaluable insights and practical strategies, empowering community managers with the knowledge they need to successfully navigate complex legal challenges.
Though our biggest event of the year has finished, that doesn’t mean your chance to earn more CEUs should. Our Spring Educational Forums are right around the corner! This year, we are offering regionspecific topics tailored to address the unique challenges and opportunities in different areas. These forums provide an excellent opportunity to connect with industry experts, gain fresh perspectives and participate in discussions that directly impact your communities.
Remember in the last issue when we highlighted what was to come in 2025? One of those updates was about how we will be making course updates. The process for this is underway and we are now recruiting members for our Educational Advisory Committee. This committee plays a key role in reviewing course materials to ensure they remain current, relevant and aligned with legislative changes and industry best practices. We are calling on dedicated professionals who are passionate about education and industry excellence to join us in this important endeavor! By strengthening this committee, we aim to conduct a thorough review of all our courses, ensuring that our educational offerings remain the gold standard for community management professionals in California.
Speaking of courses, have you planned out your educational path for the year yet? Access all of our courses on the course catalog, or check the courses we are offering for Q2 on page 58 and 59, to plan out your next steps in your education.
In addition to our ongoing courses, we want to highlight the prestigious Master of Community Association Management (MCAM) certification—the highest designation one can earn in California community management. We are thrilled to recognize Maria Hernandez, MCAM, CCAM-PM, as our most recent MCAM recipient, making her the sixth person to achieve this incredible milestone. Maria shared her inspiring journey:
“I began my MCAM journey years ago, driven by a personal goal and the desire to set an example of hard work and dedication for my children. My motivation grew stronger when I founded Tailored Management Solutions (TMS) in 2023, which, along with my family, has become my pride and joy. At first, my pursuit of the MCAM was fueled by a desire to continue growing and avoid stagnation. A former boss once told me, ‘No growth is death,’ and that belief has shaped both my personal and professional life. After establishing TMS and starting to market and develop the business, I realized that striving for excellence isn’t just about ambition—it’s a way to honor the trust and confidence my team and clients have placed in me.”
The 2025 Professional Development Catalog was released in January. Use this professional development guide to plan for certification, recertification or specialty designations in 2025. Every
CACM course is included, as well as credits obtained, pricing and dates the course is offered. The catalog also explains each certification offered and the steps to attaining and maintaining it. Download it now.
If you are looking to enhance your expertise, now is the perfect time to sign up for our courses. Whether you are pursuing a new certification or advancing your career with the MCAM, our goal with these educational programs is to provide the knowledge and skills necessary for success in the ever-evolving world of community management.
We encourage all members to take advantage of these opportunities and to consider joining our Educational Advisory Committee. Your involvement helps us maintain the highest educational standards and ensures that our industry remains strong and well-informed. We are looking forward to the year ahead and hope to see you all in class or at an event very soon!
By Jennifer Wada, Esq.
The legislative session reconvened in January with a significant refresh. Of the 120 members, 36 termed out in 2024, and 28 newly sworn-in legislators have never served in either house of the Legislature. The Legislature has, for the first time in the state’s history, closely reached gender parity with 59 of the Legislature’s 120 seats held by women. In terms of bills introduced, leadership in both the Assembly and the Senate capped the total number of bills that each legislator could introduce to 35 for the entire two-year session, as opposed to the standard 50. For this year, a total of 2,350 bills were introduced: 1,500 in the Assembly and 850 in the Senate. There are a notable number of bills focused on CIDs this year and, in particular, community managers.
The most significant bill is AB 739, introduced by Assemblymember Cory Jackson (AD 60 – Riverside County: Moreno Valley, San Jacinto, Perris, Hemet).
This bill would require a managing agent of a CID to hold a real estate broker license issued by the state. At present, it is a one-sentence bill, with more detail to be added later. The bill idea was originally introduced to, “get standard document disclosure fees…under control.” Bringing community managers under the Department of Real Estate is an attempt to “improve consumer protections and lower junk fees that have been growing throughout the industry.” CACM’s CEO, Tom Freeley, and I have already been in discussions with the author and other stakeholders about the many negative impacts this requirement would have on the industry and on CID communities overall. We will be calling on all managers to assist us in combatting this legislation in the months to come. There is another bill, SB 811, that has been introduced on manager document delivery, but we are told that this is a placeholder bill that will likely be amended into something unrelated. We will be monitoring it closely until that happens.
Grayson – SD 9 Contra Costa County: Antioch, Walnut Creek, Orinda would repeal the ability of individual members, or a subcommittee of the board to satisfy the monthly review of financial documents and account statements independent of a board meeting. In other words, the bill would require the review
to be done at a board meeting. We are in the process of determining why this bill was introduced. There are several other “spot bills” on CIDs but they are simply placeholders for substantive content to be added later in the process. We will be monitoring these closely.
In addition to CID specific legislation, there are many bills on topics of interest to managers. These topics include insurance, wildfire relief, reciprocal easement agreements, ADUs and ADA matters. While many are still in “spot” form, here is a sampling of some of the more substantive measures:
AB 69
Calderon: FAIR Plan policy renewals would require a broker of record to determine if a FAIR Plan policy can be moved to a voluntary market insurance company before the policy is renewed.
AB 226
Calderon: FAIR Plan: bonds –would authorize, if approved by the Insurance Commissioner, the California Infrastructure and Economic Development Bank to issue bonds to finance the costs of claims, to increase liquidity and claims-paying capacity of the FAIR Plan Association.
AB 238
Harabedian: Mortgage forbearance: state of emergency: wildfire – would authorize a borrower experiencing financial hardship due to the LA wildfires to request forbearance of up to 180 days on their mortgage loan.
AB 1050
Schultz: Unlawfully restrictive covenants: reciprocal easement agreements –would add reciprocal easement agreements to current law that provides certain covenants and restrictions affecting the transfer of sale of real property are not enforceable against the owner of an affordable housing development.
We are still at the beginning of the legislative session, and we anticipate 2025 to be action packed, with a lot of focus on the management industry. We are hopeful that you’ll be able to join CACM’s calls to action, as now more than ever, it is imperative that we show the Legislature the importance and professionalism of the industry.
In the fall of 2024, we took an exciting leap into the world of podcasting! Our first podcast, CACMCHAT: The HOA Life, is growing rapidly, with over 1,500 downloads and 21 episodes—and counting!
This bi-weekly podcast is designed for anyone involved or interested in community associations. We dive into real-life stories, industry trends and best practices from professionals working in California’s community association management sector. No topic is off-limits!
Some of our most popular episodes explore key topics like reducing burnout, reserve management tips, mental health and more. Our host and CEO, Tom Freeley, shares that the podcast’s main goal is to elevate the industry and shed light on “the reality behind community association management and what a manager actually goes through on a day-to-day basis.”
Episodes also tackle evolving HOA laws, emerging technologies and the changing workforce. Plus, expert guests join us to provide insights and guidance on these pressing topics.
One enthusiastic listener shared:
“They’ve already had some incredible guests, and I’m eager to see what’s next. If you manage an HOA, you must subscribe. Heck, if you LIVE in an HOA, subscribe! Better yet, if you’re curious about what’s happening behind the scenes in California communities, I highly recommend this podcast.”
You can tune in and stream CACMCHAT: The HOA Life on Spotify and Apple Podcasts . Subscribe directly from our website, where you can also submit questions and topic ideas at podcast@cacm.org. If you haven’t tuned in yet, now’s the time—listen and subscribe today!
maintaining high standards
CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these new members from the fourth quarter of 2024 (October 1-December 31.)
MANAGER ProPLUS
Scott Brady, CCAM
Andrew Gutierrez
Carla Jones
MANAGER Pro
Alexandra Aldrich
Alyssa Azevedo, CCAM
Kevin Bower
Alexandra Carrera
Alisa Cecchetti
Courtney Creel, CCAM
Vincent D’Amato
Nicelle Delos Reyes
Brian Dowler
Cassandra Dyer
Shelreese Elieh, CCAM
Cary Tye Faria
Giselle Garcia, CCAM
Natalia Godina
Alexa Gomez, CCAM
Tom Gordon
Priscilla Guzman-Valencia
Sana Issa
Adam Jasick
Melissa Jimenez
Toni Johnson
Kavitha Kabaleeswaran
Claudia Leon, CCAM
Elizabeth Leonhardt
Melanie Lindley, CCAM
April Lockner
Christopher Lopez, CCAM
Nina Lynes
Jamie Marzion
Melissa Medina
Johnny Mercado
Blayke Miller
Tyler Mondragon
Adrian Mora
Andrea Moreno
Golmer Narvaez, CCAM
Natalie Nuno
Joan Nussbaum
Avery Patentreger
Berkleigh Perser
Cynthia Porter
Marc Raymond
Anna Rocha
Guy Ryerson
Petros Sebhatu
Sal Silva
Melyssa Sobczyk
Fabiana Spinelli
Margot Suarez
Kimberly Swanberg
Monica Thomas
Kenneth Toler
Karli Tomlinson
Raymond Villar
Jason Wilson
Cristin Wolfgram
Justin Yablonski
Community first Property Management San Jose I (408) 380-2231 https://communityfirstpm.com
Fairbanks Ranch Association Rancho Santa Fe I (858) 682-3100 https://www.thefairbanksranch.com
Fairmate Inc. DBA Real Property Management Fairmate, ACMC West Covina I (626) 673-5344
https://www.rpmfairmate.com
Homeowner Association Services San Ramon I (925) 830-4848 http://www.hoaservices.net
MIKAYLA CHRISTOFFERSEN, CCAM
BAY AREA PROPERTY SERVICES
This past year, Mikayla has continually raised the bar by stepping up to cover multiple team accounts along with her own portfolio – all while meeting high standards. She has guided boards through complex insurance claims, supported associations facing legal issues, and leaned on industry experts to provide boards with informed guidance especially through the SB326 requirements. Her dedication to growth is evident in her participation in industry education events, where she continues to deepen her expertise. Her team states, “her dedication and resilience have not only strengthened our team but have also positively impacted communities across the Bay.”
ADRIANA DASILVA, CCAM NEXT STEP COMMUNITY MANAGEMENT
Adriana demonstrated innovative problemsolving through two distinct situations.
One instance, a condo community faced aging infrastructure and significant maintenance challenges. While the board planned funding for a long-term plumbing project, reports emerged of a strong gas smell in the common area lawn. The gas was shut off, leaving 300 residents without hot water or heat during winter. When the city refused to grant an emergency repair permit, a resident connected Adriana with a local news outlet to shift the narrative. This media exposure ultimately led the city to approve the emergency repair.
THE MANOR ASSOCIATION, INC.
The Manor Association, Inc. invests heavily in their team’s personal and professional development, and they empower their employees to reach their full potential. They believe in a culture of continuous learning, where every employee has access to tools and resources that support their growth within the company. The Manor Association believes in their people, trusting that they also share the same belief in providing the best service so when escalations arise, they support them rather than undermining their leadership within the communities they are serving. They believe culture is not just a buzzword, it is the foundation of who they are and how they operate.
DAWN JAEGER, CCAM COMMUNITY OF HARBOR BAY ISLE OA
A manager has shared that what stands out most about Dawn’s leadership is her ability to navigate challenging situations with unparalleled grace and professionalism. Whether dealing with homeowners or board members, she consistently has her teams’ back, exemplifying outstanding service rooted in facts and a profound understanding of underlying issues. Beyond being a mentor, she is a true role model who fosters a supportive and cohesive team atmosphere. She champions collaboration, open communication, and mutual respect, creating an environment where each team member feels valued and engaged.
BRENT URIDGE, CCAM-LS.HR.AA.CID.LM, CAFM COLLINS MANAGEMENT, ACMC
Brent Uridge is truly an inspiration to his team, recognized for his experience and remarkable breadth of knowledge. Brent’s leadership has motivated his team to pursue professional growth within the industry by inspiring others to earn their own certifications. His dedication is evident through his commitment to earning multiple specialty designations including Large Scale, Commercial & Industry Development, High Rise, Age-Restricted Adult Community Management and Lifestyle Management. He is admired not only for his own achievements but also for his willingness to share knowledge and guide others towards success.
REGGIE DUPEE
CM2 & ASSOCIATES, INC.
Although Reggie joined the California community management industry just over one year ago, he has made a lasting impact through his exceptional dedication, proactive approach, and innovative problem-solving skills. In a very short time, he has “become an invaluable asset to our team and an inspiring example of what a fresh perspective and enthusiasm can accomplish.” His disciplined approach and adaptability have enabled him to bridge the gap between his previous experience and the unique needs of the HOA industry, positioning him as a dynamic asset in this new role. His company is confident that his continued work will bring even greater value to the industry and inspire others to achieve the same high standards.
ROBERT SIMPSON TOWNSQ.
What sets Robert apart is his commitment to setting up his team for success. Under his guidance, team members consistently shatter their growth targets. He’s noted as more than just a manager; but as an innovative powerhouse who encourages professional development and celebrates each individual’s success as a team triumph. He is known to lead by example, not just from the front but side by side with his crew. He’s not one to shy away from rolling up his sleeves and working with his team to tackle challenges together, with a goal of creating a cohesive unit that goes the extra mile for clients and partners alike. Robert is recognized by his team as an invaluable asset to his organization, this industry and has an unparalleled ability to inspire, educate, and uplift those around him.
CM2 & ASSOCIATES, INC.
Advancing the educational excellence and learning components within the industry has been a primary focus for this company throughout the year. Drawing on the experience of staff who previously worked at management companies, they saw not only an opportunity, but a need for teaching and sharing relevant industry knowledge given their unique perspective. They have been on panels and spoken individually at more than 12 management company educational events for both employees as well as Board Members. There is no topic they will shy away from if they feel that their team can offer valuable insight that would benefit another member of the industry.
ENVIRO VIEWS, INC.
As Enviro Views’ CEO, he boldly decided to convert his entire business to all-electric equipment well before any local regulations required it. Transitioning to electric landscaping equipment demands a considerable investment of time and money without the guarantee of higher rates from clients who typically seek the lowest cost. Despite these challenges, Armando’s commitment to environmental impact and community well-being drove him to make this shift. Enviro Views’ quieter, electric-powered operations have transformed the experience of living in the communities they serve, providing a more peaceful environment for homeowners.
H. JACLYN ISHIMARY-GACHINA GACHINA LANDSCAPE MANAGEMENT
Gachina Landscape Management believes in continuous improvement, celebrating achievements and fostering a sense of community. They host regular company events, including beach days, company picnics, all-hands meetings with awards ceremonies and more. They also organize team-building activities to foster camaraderie and collaboration. They prioritize the safety of our team members and invest heavily in comprehensive training programs that result in employee growth, skill development, and certifications. By creating a culture of inclusion, development, recognition and safety, they strive to be an industry leader.
VICTORIA GISH, CCAM
KEYSTONE PACIFIC PROPERTY MANAGEMENT
This award recipient began their journey in community management seven years ago with no prior experience, quickly rising through the ranks. Their passion for the industry has not only fueled their own growth but has also shaped the careers of many. Colleagues and mentees describe them as patient, supportive and always willing to guide others with confidence and kindness. They lead by example, ensuring teams are prepared, communities are wellmanaged and financial planning is forwardthinking. Beyond mentorship, they have driven major community projects to success, including a complex-wide re-pipe for a 350-unit property.
VICTORIA GISH, CCAM
KEYSTONE PACIFIC PROPERTY MANAGEMENT
This award recipient began their career in this industry a little less than 10 years ago. Having surpassed the community manager role, they are now a Director of Community Management. Their journey has been defined by a passion for education, mentorship and leadership development. Through training programs and hands-on guidance, they have helped shape the careers of many new managers, instilling confidence and expertise in those they mentor. Their ability to work closely with Boards of Directors has been instrumental in fostering productive relationships. Colleagues praise their dedication to preparing managers for success. By providing the tools and knowledge needed to navigate challenges, they continue to strengthen the future of the industry through education and mentorship.
JUSTIN DACKO, CCAM
POWERSTONE PROPERTY MANAGEMENT, ACMC
This award recipient has demonstrated remarkable resilience and leadership in the face of significant financial and governance challenges. Despite being new to management, they quickly earned the trust of a skeptical Board, proving their ability to navigate complex dynamics and provide guidance. Faced with challenging meetings and a community in financial distress, they remained steadfast in their commitment. Through expert consultation, persistent advocacy and innovative problem-solving, they successfully led the Board to adopt crucial financial measures. Their dedication and ability to inspire confidence have placed the community on a path to sustainability.
THE MANAGEMENT TRUST, CALIFORNIA DESERT, ACMC
The recipient has cultivated a strong company culture that empowers employees to be their authentic selves and fosters deep engagement across all levels. Through initiatives like team huddles, they’ve successfully kept employees connected and motivated, even during challenging times like the pandemic. These efforts have made culture a tangible experience, encouraging collaboration, recognition and emotional engagement. The recipient’s focus on growth, innovation, and employee well-being has created a thriving work environment, setting them apart as a leader in inspirational culture.
STEVE SCHNEIDER, CCAM
CANYON LAKE PROPERTY OWNERS ASSOCIATION
This award recipient has demonstrated exceptional innovation and leadership in enhancing community spaces. Through creative project management and resourceful solutions, they have transformed underutilized areas into vibrant amenities that bring residents together. Notable achievements include developing a multi-amenity park on a challenging site, expanding pickleball and tennis facilities and revitalizing a desolate dog park into a thriving community hub. Their forward-thinking approach has not only improved recreational opportunities but also ensured longterm sustainability.
SARAH YESIL,
ESQ.
FLANAGAN LAW APC
In just their second year of practicing HOA law, the recipient has already made a significant impact. They manage a large caseload, including collections cases, and achieved a major victory by winning a court petition for an association to amend its governing documents. The recipient has also played a key role in mediations, securing favorable settlements for clients. With a strong academic background and growing practical experience, the recipient has quickly established themselves as a rising star in HOA law.
CHRIS BOOTH, CCIP
WHITESTONE INDUSTRIES
The recipient has driven unprecedented growth and fostered a culture of excellence and innovation within the company. Their strategic vision and dedication have inspired the team to achieve greatness. A key strength is their ability to attract and empower a skilled, committed team that is the backbone of the company’s success. Through empathetic leadership, they have created a positive work environment that boosts morale and productivity. Their commitment to continuous education and professional development has positioned the company as an industry leader.
CM2 & ASSOCIATES, INC.
The recipient has made advancing educational excellence within the industry a primary focus throughout the year. Since the start of 2024, this recipient has spoken at over seven local and regional seminars, as well as numerous educational events for management companies and Board Members. Their presentations have covered a wide range of topics, from leadership to project planning and safety. Their commitment to sharing valuable insights and fostering educational growth within the industry is reflected in their achievements, including several team members earning their CCIPs this year.
CAT BOOTH WHITESTONE INDUSTRIES
The recipient has played a transformative role in the company by creating and leading a goal-driven group of employees to ensure exceptional client experiences. This group has revolutionized client interaction, support and has become essential to the company. The recipient also fosters team growth through quarterly training and bonding events that blend skill development with team building. They have developed successful marketing initiatives, enhancing the company’s online presence and setting the brand apart in a competitive market. Through their innovation, dedication and impact the recipient has made a lasting mark on the company.
This company has built a culture centered on innovation, excellence and empowering employees to challenge the status quo and deliver impactful solutions. Their commitment to continuous improvement fosters an environment where both skills and outcomes thrive, consistently exceeding expectations. Their customer-first approach, combined with active community involvement highlights a positive impact. By fostering collaboration and inclusivity, this organization has created a unified team that drives growth and leaves a lasting positive influence.
By Holly Smith, CCAM
Beginning January 1, 2025, California Homeowner Associations (HOAs) may conduct electronic voting for director elections, recall votes and amendments to governing documents. However, voting on regular or special assessments remains excluded.
HOAs must amend their election rules to include electronic voting provisions before adoption. Associations must also decide on a default voting method—either paper or electronic ballots—which determines whether members will opt in or out of electronic voting. For instance, if paper ballots are the default, members must opt in to vote electronically, and vice versa. This choice will streamline administrative processes for boards and management.
When deciding on a default, HOAs should consider the demographics of their community. Younger, tech-savvy families may prefer electronic voting, while 55 and up communities may be less receptive to new technology. Associations with frequent elections or uncontested races may find limited benefits from electronic voting.
Electronic voting is viewed as a cost-saving measure, but the Davis-Stirling Act introduces additional expenses. Associations must
Electronic voting is particularly beneficial for votes involving new governing documents, as distributing lengthy documents digitally can significantly reduce printing and postage costs.
send a customized notice 120 days before elections, detailing electronic voting options and verifying member information. This requirement, combined with other notices, may increase mailing costs.
Dan Padou, in-house legal counsel for Pro Elections, LLC, suggests including a provision in election rules to ensure members opting for electronic voting receive all voting materials digitally, potentially reducing those costs.
A significant challenge is validating email addresses used for electronic voting. Abigail Padou, Chief Election Inspector at Pro Elections, LLC, highlights the need for accurate, up-to-date homeowner records. While some software offers basic email validation, associations may incur additional costs for large-scale validation services. If validation fails, members will default to paper ballots, which could cause frustration.
Research indicates electronic voting becomes cost-effective when 50 to 80% of members participate electronically, depending on the association. However, electronic voting is particularly beneficial for votes involving new governing documents, as distributing lengthy documents digitally can significantly reduce printing and postage costs.
· Owners can choose between electronic or paper ballots and switch methods up to 90 days before an election.
· Annual statements must outline procedures for opting in or out of electronic voting.
· Voting lists must specify whether members vote electronically or by paper.
· Floor nominations are prohibited for electronic ballots; legal counsel should review governing documents accordingly.
· Election notices, including instructions for online voting, must be sent 30 days before the election.
· Electronic votes count toward quorum and are irrevocable once cast.
Pros:
· Convenience: Voting from any device.
· Increased Participation: Easier access may boost turnout.
· Accessibility: Supports screen adjustments and audio ballots for disabled members.
· Accuracy: Reduces errors from poorly marked ballots.
· Second Homes: Voting is available globally.
· Potential Cost Savings: Decreases paper and mailing expenses.
Cons:
· Cybersecurity Risks: Vulnerability to hacking.
· Loss of Interaction: Reduces in-person engagement.
· Complexity: Hybrid voting methods can confuse members.
· Administrative Challenges: Managing the system is demanding.
California’s Davis-Stirling Act imposes strict requirements for electronic voting. When shopping for software for their company Dan Pardou noted that while many of the companies operating electronic voting in other states have been doing so for years,
their software wasn’t going to comply with California’s requirements. Software needed to include maintaining audit trails, ensuring voter anonymity and separating voter identity from actual votes. Instead, Pro Elections, LLC developed proprietary software to meet these standards, prioritizing security and compliance.
Pro Elections, LLC plans to conduct its first electronic elections in April 2025. Many associations may wait to adopt electronic voting, observing cost impacts, participation rates and data management outcomes. Dan Padou said that potential clean-up legislative updates later in 2025 could further clarify the law.
Regardless of your HOA’s stance on electronic voting, now is the time to update election rules to prepare for future opportunities. Adopting new rules can be time-consuming, especially with restrictions on implementing changes within 90 days of the annual meeting. While updating rules doesn’t obligate the association to implement electronic voting, it ensures compliance with new election laws and keeps options open for the future. As the saying goes, “You don’t need it until you do,” but preparation keeps your association ready and adaptable.
Younger, techsavvy families may prefer electronic voting, while 55+ communities may be less receptive to new technology.
Holly Smith, CCAM, is the Executive Director of Community Management at Desert Resort Management – an Associa Company and has over 20 years of experience in property management across Southern California.
During the pandemic, many management companies made the switch to remote work to keep business going for our clients. Once the world seemed to open up again, many companies kept telecommuting options in place as a benefit to their employees.
As we progress as an industry, many of us have mixed feelings about the value of remote work and the effort needed to keep morale up and synergy strong. Some are trying a hybrid approach while others have pulled employees back in the office. Telecommuting is here to stay, but is it the right move for your company?
As fiduciaries for the local communities we serve, we manage a lot of sensitive client data. From bank accounts to legal documents, our role as the custodian of records implies that we have safeguards in place to protect this important information. However, implementing these safeguards may require upfront investment costs to secure the remote infrastructure, such as virtual private networks (VPNs), firewalls, endpoint protection, encryption solutions and cloud security options. Not to mention the cost for company owned hardware and the maintenance and upkeep of ever evolving technology. There is also considerable benefit to hiring an IT team to consistently monitor communications, implement security needs and recommend upgrades for company owned hardware and software. Many can assist with cyber training programs and implementing this into Microsoft teams or your existing CRM.
increases the risk of exposure to hackers or third parties monitoring these open environments. Having a strong telecommuting policy and regular cyber security training can greatly assist in minimizing these risks.
A good telecommuting policy should be created by a knowledgeable employment attorney with insight and collaboration to address your company’s unique processes and vision. It should address topics like working hours, workplace safety, availability requirements, performance and accountability standards and information on eligibility for reimbursement of company related purchases. A strong telecommuting policy should also compliment your employee handbook, and both should be reviewed on an annual basis to account for any statutory or companyrelated changes.
By Jeff Farnsworth, CAMEx, CCAM-PM.nd
Even with encrypted company laptops, there is always a risk that an employee will use their device in a local Starbucks or library and jump on public wifi. This
On top of financial investments, offering remote work also requires significant challenges from a human resources standpoint. While we may benefit from happier employees and reduced burnout, we must also remain
connected and aware of the potential for isolation and decreases in morale. When employees are telecommuting, they have fewer spontaneous interactions that can promote innovation and teamwork. It can be harder to build relationships with colleagues, especially for new hires. This can cause employees to feel disconnected from the company’s mission and team mindset.
One method of battling this is to require “in-office” days. Depending on your physical work environment, this may or may not be possible. Offering remote company devices may have replaced in office devices and doubling up may not be financially viable for your company. However, with docking stations, the employee can bring their laptop to the physical location and plug into desk monitors just like they would at home. The importance of bringing employees back into the workplace is that you should have a valid reason for them to be there. Scheduling in person one on ones or engaging in potlucks or other company events can help bring your staff together and create meaningful in person interactions.
Telecommuting can limit spontaneous interactions, making it harder to build relationships and feel connected to the company’s mission, especially for new hires.
If you do not have the ability to bring employees together in a physical location, consider investing in collaboration tools. Platforms like Slack, Zoom and project management tools can facilitate teamwork. Virtual happy hours, or other get togethers can be fun and a good way for remote teams to let off some steam. There are many online group games and apps to use to help increase team bonding and synergy. There are even some professional companies that specialize in hosting online work parties. Try to plan events like this so you don’t forget or get sidetracked by all the other distractions available to us in this industry.
If you are a remote employee, let your supervisor know what is important to you. Our employees are our largest investment and knowing what motivates our team is critical. You may need help with time management or more training with technical applications to succeed. Everyone is different and some employees may prefer to be in the office, so it is imperative that the team communicate when things aren’t working as well as they should and work together to find solutions. Don’t be afraid to innovate and think outside of the box.
Telecommuting can be exciting and offers many benefits if it fits or helps accentuate your team’s vision.
In addition to offering telecommuting to existing staff, there is also an opportunity to explore outsourcing parts of your business to assist with a decrease in office staff or physical workspace. There are many companies that help with remote accounting or administrative personnel for very competitive pricing. Policies and procedures are important in this respect and understanding the guardrails and security protocols when outsourcing is an important consideration. Research and ask questions to aid in the decision of whether this is the right move for your company and its vision.
The game is changing rapidly, and we haven’t even touched on the introduction of artificial intelligence to our workspace. Embracing technology can be daunting and building the financial means to incorporate these tools properly can take time and careful planning. However, if you are not willing to explore the concept of telecommuting and emerging technology you may soon be left behind.
Jeff Farnsworth, CAMEx, CCAM-PM.ND, is the CEO of Steward Property Services, Inc., and has more than 15 years of experience providing management services in Northern California.
Be at the pinnacle of success by earning the Master of Community Association Management (MCAM) certification.
David Scott, MCAM-LS
“The MCAM has fortified my self-confidence and my credibility with our board members. I believe it is also a source of satisfaction for our management company’s owners, who generously underwrote more than half of my investment in coursework, applications, travel to classes, etc. They believe strongly in supporting education. This is embedded in our company culture.”
Becoming an MCAM sends a powerful and prestigious message not only about your depth of experience, but also your commitment to higher education and your career. Individuals who undergo its rigorous requirements are taking responsibility to advance their own qualifications and elevate the broader community management profession.
Successfully complete the following courses within three years of applying*:
• Fundamentals of Effective Governance
• Human Resource Management
• Ethics Mastery
• Advanced Insurance Principles
• Risk Management
• Strategic Financial Planning
Submit the MCAM application and successfully complete a comprehensive assessment comprised of a 100-question multiple-choice exam, written paper and oral presentation.
*You must have held your CCAM for five years before applying.
serving your communities
CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these new members from the fourth quarter of 2024 (October 1-December 31.)
24HRC
Irvine I (949) 407-6800 http://www.24hrc.com
Above All Construction
Riverside I (951) 742-7156 https://www.aboveall-construction.com
All Pro Property Maintenance
San Jose I (408) 234-8202 https://allpromain.com
Amerigreen Landscape
Santa Ana I (657) 487-4109 https://amerigreenls.com
C G Systems, LLC
Anaheim I (714) 632-8882 http://www.californiagate.com
Core Environmental Solutions Azusa I (626) 663-1000 http://www.coreenviro.com
Harper & Crew Tomales I (707) 338-7693 http://harpercrew.com
Landscape Care Co.
Martinez I (925) 372-7973 http://www.landscapecare.net
New Image Landscape Company Fremont I (510) 226-9191 https://newimagelandscape.com
New York Life
Lake Forest I (714) 627-9581 http://www.kathyknightfa.com
Painting Unlimited, Inc.
Corona I (951) 520-1114 http://www.paintingunlimited-inc.com
PaveMasters Poway I (949) 945-8223 https://www.pavemastersllc.com
Ridgeline Construction Group Lake Forest I (949) 229-2822 https://teamridgeline.com
ROBCO Construction
Fountain Valley I (714) 907-6579 https://www.robcohomeimprovements.com/
Safeway Electric
Riverside I (909) 824-6075 https://www.safewaybsi.com
StormWater Pros, IE, LLC
Bloomington I (480) 815-0554 https://stormwaterprosllc.com
Superior Restoration Lake Elsinore I (949) 849-6598 http://www.superiorrestore.com
The 44 Group
dba Invictus Support Services Pacific Palisades I (844) 217-1148 http://www.invictus-ss.com
TWM Roofing Inc.
Bonsall I (760) 731-0777 http://roofingsince1978.com
Village Management Software – VMS
Henderson I (702) 425-6601 https://www.villagemanagement.com
By Adam Balkcom
This article is a little different from ones I have written in the past for this publication. I’m not coming with new ideas and solutions, but instead bringing up a growing issue I am seeing across the country in our industry. This isn’t just a passing concern—it’s a fundamental challenge that could shape the future of management companies. I’m looking to you, the readers, for your thoughts, input and potential solutions to this challenge.
At CLI, we are huge proponents of investing in additional revenue streams outside of base management fees (ancillary revenue) to grow a management company’s profitability. I’ve seen many companies successfully generate only 50 to 60% of their total revenue from base management fees and do it ethically. This approach has allowed many to remain competitive while still delivering high-quality service. However, as this model grows, it raises important questions about the future of our industry and the sustainability of our core business model.
The ancillary revenue trend is growing all over the country, and it’s starting to drive a bigger conversation around ethics and disclosures to boards. I have started to wonder if companies are beginning to lose sight of their core purpose as a management company. Have we lost our way in making our core management services profitable on their own? If we continue down this path, will we reach a point where our primary value isn’t our management expertise but rather the additional services we offer?
A key part of profitability is being able to charge a fee that actually covers the cost to deliver the service, with a margin built in. But there are real market pressures that are continuing to drive down what we can charge:
It feels like every day, a new Private Equity (PE) firm is buying up management companies. When we talk to them, many say they are buying in to get access to the board’s spending power and, ultimately, the homeowner’s spending power. As they find ways to monetize this, I fear we will see management fees continue to drop and become a loss leader for those companies. The concern here isn’t just about fees—it’s about the shift in priorities. Are these firms invested in the long-term success of communities, or are they looking for quick returns?
Rising insurance and infrastructure costs are causing communities to have major budget shortfalls, and it’s only getting
worse. Boards cannot continuously raise homeowner assessments at the same rate as cost increases. Homeowners are already feeling the squeeze, and many are starting to get priced out of their homes. With so much financial pressure, boards are looking for ways to cut costs wherever they can—and unfortunately, management fees are often one of the first things on the chopping block.
Boards are rejecting management company fee increases and negotiating lower management fees to try to make up for these budget shortfalls. In their eyes, a management company is just another vendor they can negotiate with. But we aren’t just another vendor—we are a critical part of ensuring the community operates effectively. The value we bring should not be underestimated.
At the same time, more and more is being asked of managers. More complex skills are needed for large insurance claims, infrastructure projects and keeping up with continual state legislative changes. The job has evolved, but the fees haven’t kept up. The gap between expectations and compensation is growing, and it’s not sustainable in the long run.
And yet, management companies are still coming in and underbidding management services! This race to the bottom isn’t just hurting individual companies— it’s hurting the entire industry.
With all this in play… how do we raise or even just maintain our fees?
If ancillary revenue becomes the only way to sustain a management company, are we still truly management companies, or have we become something else entirely?
My hope is that we can structure our management fees and our team’s pay in a way that allows us to be profitable without relying on additional revenue streams. Then, if you do figure out some additional revenue, it’s the cherry on top! If we can confidently position our services as valuable, indispensable and worth every dollar, then we can shift the conversation from cost-cutting to investment in quality management.
If we don’t figure this out, we are going to see a need for generating revenue outside of management fees. Does this then start to create conflicts of interest? Does this pull us away from being able to serve our clients well? Does this cause challenges with our boards and disclosure? If ancillary revenue becomes the only way to sustain a management company, are we still truly management companies, or have we become something else entirely?
From talking with management company owners across the country, it feels like our industry is at a tipping point.
Do we give in, cut our prices, and go allin on ancillary revenue? Can we raise the professionalism of our industry and increase our fees amid so much downward pressure? Or is it something in the middle?
I believe we can figure this out together, and I’m confident that by working together, we can find a way forward that strengthens our industry rather than weakens it. I look forward to hearing your thoughts and solutions.
Adam@camleadership.com
This is a new column for Vision Magazine that will be included in every issue. It is written by staff at CAM Leadership Institute, an organization that focuses on community management company owner and executive leadership development. CAM Leadership Institute hosts mastermind groups attended by almost 100 management companies from across the country every month, which gives them unique insight into the industry. In each edition, the staff at CAM Leadership Institute will provide a column specific to management company owners and executive leadership teams.
By Lorena Sterling, CAFM
Advocating for managers is often overlooked in this industry of ebbs and flows. To quote America Ferrera “I’m okay if people don’t know who I am, but if you remember my character that would be great.” This should be a beacon of knowing your value and the expertise you bring to the table. It may be that homeowners or board members don’t remember your name at first, but they will remember the one that did the job correctly and followed through until the end. Managers are constantly navigating the craziness of boards, homeowners, new legislation (does electronic balloting and the Corporate Transparency Act ring a bell) and more. During all of it, it is important to notate the value you bring to a community.
While your value and expertise are working their magic with clients, you should be working on your experience and contacts behind the scenes. Showcasing the skills and strengths you have is the first way to market yourself in this industry. You want to show your client, you know what you are doing, you are exceptional at it and you care! Knowing that they can rely on someone with your strengths will help them trust you in the long run. Behind the scenes you should be working on your weaknesses. Maybe you need a class refresh, want to get more restoration contacts, etc. There is no better time than now to elevate your experience and education in this industry to make you a more suitable and well relied on candidate for your job.
Now that you have a basic understanding of where to begin, there are some other key things you should practice. One of them being your actions and the communications with the homeowners and board members. By making every form of communication a professional, personal and ultimately a real experience every time. The quickest way to create a real and authentic human experience with someone is to be transparent and honest. A trait that may have started to fade away, but you can bring it back into regular practice if you’re not already doing so. It goes a long way even when the subject is one that is not taken easily. And remember: a little humor, along with some wit, can occasionally make the sternest of faces smile.
With some new tips under your toolbelt, it is time to put them into practice. Understanding the value of your expertise is paramount; without this understanding, you are just at the mercy of whoever will try to convince you that complacency is the norm. Recognizing the value you offer allows you to advocate for greater recognition and opportunities for your expertise in the industry. Let’s face it, the best advocate for
any manager is the manager themselves. “Don’t compromise yourself, you are all you’ve got,” as the great Janis Joplin once said.
The average community association manager has built up their “Rolodex” of contacts, allowing them to fill in a few names for any job that would need to be accomplished. These relationships that fill this “Rolodex” have all taken time and effort to build, thus becoming a staple in the means of doing business in this industry. This is that magic that goes on behind the scenes, while you are at your desk trying to figure out how to get something that most think may be impossible accomplished. There is a quote by Milton Friedman, “there is no such thing as a free lunch,” or a free contractor, or a free inspector, or a free accountant or a free manager. In this industry, that is equivalent to the sweat equity we hear people talk about to move up the rungs of the industry. In this case, sweat equity makes you stand out, and the time you have spent building these relationships will pay off.
Now it is time to take a good look at yourself and all the management skills you have honed for this job! Managing can look a lot of different ways but the one thing you will always see is a manager utilizing what is around them. For instance, managing your contacts to help make you look like, for a lack of a better term, a superstar. A manager should look like the shiniest star out there! They utilize all their contacts because they know those contacts will make them look good, that they will do the best job. A manager utilizes contacts who take pride in their work and give it that extra touch and personalized affection. Managers should be doing the same thing for themselves and their communities. Take pride in the work you do, even the work done behind the scenes, and make sure to give it that extra touch and affection. This effort will help make sure your value is understood and not taken for granted, but more importantly, appreciated.
The real measure of value in any job is the level of care and follow-through you bring. For a manager, that personal touch builds irreplaceable relationships with homeowners and board members. As we move into a future dominated by AI and tech, it’s important not to let anyone (or those pesky robots) underestimate the significance of your work. Advocate for yourself, market your skills and show that what you offer is crucial to the association. Good management ensures smooth operations, while also making it seem effortless.
“I’M OKAY IF PEOPLE DON’T KNOW WHO I AM, BUT IF YOU REMEMBER MY CHARACTER THAT WOULD BE GREAT.”
America Ferrera
BY ANDREW HAY, CAMEX, CCAM-ND.PM
In the spring volume of the Law Journal Michael Kennedy, Esq., Terri Guest and Kimberly Lilley provided some tremendous insight on current and future insurance challenges. This article uses information from their insights to discuss impacts on managers and the communities we service throughout California. As California grapples with the aftermath of another devastating wildfire season, including the recent fires in Los Angeles, the ramifications are being felt across multiple sectors. Our HOA’s are forced to confront the dual challenges of rising insurance costs and increasingly stringent coverage requirements. With wildfires becoming more frequent and destructive, the HOA insurance market is undergoing significant shifts that could reshape the landscape for community associations.
The cost of insurance for HOAs in wildfireprone regions like California has been climbing steadily over the past decade. The recent LA fires are likely to exacerbate this trend, pushing premiums even higher. Insurance companies, reeling from the financial impact of massive claims payouts, often adjust their pricing models to account for increased risk.
SKYROCKETING PREMIUMS
HOAs in high-risk areas have reported premium increases of 20% to 100% over the past few years. For example, a 101-unit community built in 1968 saw its yearly premium rise from $35,000 to $188,000 due to galvanized plumbing pipes and electrical panels deemed fire risks (Kennedy et al., 2025).
To offset rising costs, many HOA’s are electing for higher deductibles. Unfortunately, this can transfer more of the burden to the HOA as incidents that would normally be covered by insurance do not meet deductible minimums and the cost is solely borne by the Association. This also can impact the members directly if damages are incurred due to homeowner-maintained components, but deductible amounts are not met. Owners may be stuck with very large bills. It is critical that management companies communicate changes in deductible amounts to the members of the HOA’s we manage and do so multiple times throughout the year.
Many insurers have withdrawn from high-risk markets altogether, leaving HOAs with fewer choices and less comprehensive coverage. Insurance brokers are squeezed to find any coverage for high-risk properties and often times can only provide one option to their clients at the 11th hour. As managers, we must communicate this to our board members as soon as we know a non-renewal has occurred and be up front about the uphill battle the association will face in obtaining coverage.
In response to growing losses, insurers are tightening their underwriting standards. HOAs are now being required to demonstrate proactive risk mitigation measures to secure or maintain coverage. This includes:
Regular clearing of brush and other flammable materials around HOA properties. CAL Fire has a number of resources available for managers to educate their board members and homeowners on what must be done to mitigate fire risk on properties.
Upgrades to siding, roofing and other components to enhance fire resistance. Have conversations with your board members today about what components need to be updated in their Reserve Study so that funding is available as projects come due.
Documented plans for evacuation and disaster response.
Additionally, insurers are scrutinizing infrastructure such as plumbing and electrical systems more closely. Communities with older systems may face non-renewals or drastically increased premiums unless upgrades are made (Kennedy et al., 2025).
California’s legislature has taken steps to address the insurance crisis, including laws aimed at stabilizing the market and protecting homeowners. However, these measures often fall short of addressing the unique needs of HOAs. For example:
The California FAIR Plan, designed as a last resort for high-risk properties, provides limited coverage and may not fully meet the needs of HOAs. All reports indicate that this program is overextended and that in the event of a statewide disaster there simply will not be enough funds to help even everyone who is paying for coverage through this program.
Proposition 103 has constrained insurers’ ability to adjust rates to reflect actual risks, leading to reduced market participation (Kennedy et al., 2025). Likely the single biggest cause for our current crisis, and the state is not motivated, despite everyone then telling them this must be fixed, to make the necessary changes to accommodate current needs.
To manage risk, some insurers have begun separating wildfire coverage from other fire risks, spreading liability across multiple carriers. However, ambiguity in the definition of “wildfire” under California law has hindered the adoption of these innovative policies (Kennedy et al., 2025).
For HOAs facing skyrocketing premiums, financing options are limited. Special assessments, premium financing companies and borrowing from reserve funds are among the few available solutions. However, these options often come with high costs or legal constraints. Boards must exercise their best judgment and plan for worst-case scenarios in their budgeting processes (Kennedy et al., 2025).
To navigate these challenges, we must take a proactive approach:
Be sure to partner with brokers who specialize in HOA insurance to explore all available options and identify policies that balance cost and coverage. As professional managers and management companies our client rely on our experience and relationships to help them in times of crisis.
Know your communities and help them implement fire safety measures to not only protect the community but also improve insurability. Do not wait for CalFire or the local jurisdiction to tell you that your clients must do these things, start now!
The recent LA fires are a stark reminder of the growing risks posed by climate change and urban expansion into wildfire-prone areas. For managers, the path forward will require resilience, adaptability and collaboration. By staying informed and taking proactive measures, we can help our clients better navigate the shifting insurance landscape and safeguard their communities against future risks.
Andrew Hay, CAMEx, CCAM-ND.PM, is a CACM board of directors’ member and CEO of The Helsing Group Inc., ACMC.
WHAT HIGH RISE MANAGERS NEED TO KNOW
By Hamlet Vazquez, MCAM-HR
NEVER SAY THAT WON’T HAPPEN TO ME. LIFE HAS A WAY OF PROVING US WRONG.
With the recent Southern California fires, emergency preparedness should be on everyone’s mind. While managers of large scale and planned communities, especially those in more rural areas, usually have plans in place for fires, it’s difficult to imagine how many anticipated that a fire would burn through a place like the Pacific Palisades or come so near to an urban college campus like UCLA that in-person classes had to be cancelled. As someone who manages a high rise about a mile from UCLA and less than three miles from the evacuation zone, emergency preparedness was certainly on the minds of our residents during these recent fires. For the first time, as a high rise manager, I had to think about emergency preparedness on a broader level. To that end, below are some aspects of high rise living to take into account when preparing and also some misconceptions and how to respond to them.
While most communities don’t have valet service, those that do need to either figure out a way for the valets to quickly retrieve a large number of vehicles in case of an evacuation order or, better yet, make sure all residents know where their vehicles are parked! While the valets do have a list of where resident vehicles are parked, there is no map of the garage which would make it easier to show a resident where their vehicle is located. To that end, we are in the midst of putting together a well-laid out map of the five parking levels so residents can quickly find their vehicle. Along the same lines, we encouraged residents to find out now where their vehicle is versus waiting until the evacuation orders came through! On a related note, we hold on to most resident vehicle keys since we have to retrieve their vehicle so we encouraged residents to have a spare key in their unit so they would not need to rely on the valets to retrieve their key for them.
Our balcony furniture is flame resistant and is outside so even if it catches fire, it won’t burn my unit –correct?
No, not correct. I can attest from experience at a previous high rise that outdoor furniture can indeed catch fire and if it is in close proximity to the unit’s windows it can indeed lead to a fire inside of a unit. Because of this we actually encouraged residents to be ready to place outdoor furniture inside their unit if an evacuation warning was issued.
Since this is a full-service building, they have emergency supplies and water for all residents.
I was surprised to hear how prevalent of a misconception this was at my property. We had to notify the residents that the responsibility falls on them to make sure they have emergency supplies and water, and to not rely on the building to provide such items. While we do have emergency supplies and water for the staff, it would barely last one day if all residents depended on these supplies. Considering a possible evacuation notice, we reminded residents of the importance of having a ‘go-bag’ with emergency supplies, including medications and important documents.
My important documents are in a fireresistant safe or filing cabinet so I don’t need to worry about them in case of a fire.
Surprisingly we found out with the Palisades fire that this is yet another misconception as whole banks with safe deposit boxes in tow melted in the face of the fire onslaught. We reminded residents of the need to familiarize themselves with “the cloud” and to scan important documents to a reputable service such as Apple’s iCloud, Microsoft’s OneDrive or Google Drive. As a co-op, we store Shareholder stock certificates at the onsite office but are in the midst of scanning them all to the cloud should a fire rip through my office at some point in the future.
While it’s easy to think that ‘it’ won’t happen to me, it’s much more prudent to be prepared. As a manager I also believe it is part of our responsibility to help our residents to be prepared. While they are ultimately responsible for their own safety, they will thank you for informing them and correcting any misconceptions they may have related to fires and high rise living.
Our building is concrete and steel, we don’t have to worry about it catching fire.
While it is generally true that high rise buildings are much less likely to catch fire from a wildfire-kind of fire, it is not impossible. Almost half of the building that I currently manage caught fire back in 1989 when a fire erupted in the wood-frame apartment building being constructed next door. Even a concrete and steel high rise can indeed catch fire if a large enough fire is nearby! Thankfully all high rises are now required to be equipped with a fire sprinkler system, which would’ve helped back in 1989 had we had such a system.
By Devin Langley, CCAM-PM.ND.CI
As we all know, the one constant in life is change. This is especially true in the Common Interest Development (CID) industry, where we see continuous updates to election laws, electronic meeting protocols, disclosure requirements and how about that Corporate Transparency Act. However, one area that has remained relatively unchanged is the preparation and implementation of reserve studies—until recently.
Tragic events like the balcony collapse, in Berkeley, California, and the Surfside Condominium collapse have highlighted the dangers of deferred maintenance and the need for thorough inspections of building components. In response, recent legislative changes now require that all external elevated surfaces be inspected by a licensed architect or engineer. This ensures a more comprehensive assessment of a community’s infrastructure, capturing details that might be missed in a standard reserve study visual inspection.
These inspection reports should be provided to your reserve study preparer for inclusion in the study. Ryan C.K. Leptien, a Reserve Study Analyst with The Helsing Group Inc., ACMC, emphasizes the importance of sharing not only balcony inspection reports but also reports from outside consultants, project engineers or subject matter experts. This contributes to the thoroughness and accuracy of the reserve study.
Leptien also highlights the importance of considering long-life components—those with a lifespan greater than 30 years—in the study. For example, electrical panels, wiring, copper pipes and cast-iron pipes all have an estimated useful life exceeding 30 years. Associations will likely incur expenses in these areas, which they may not have adequately funded. Even if the board chooses not to incorporate these long-life items into the study, it is best practice to note them as unfunded to ensure they remain visible to the board.
OUR HOAS AGE, SO DO THE COMMUNITIES AROUND THEM. LEPTIEN REPORTS AN INCREASING USE OF RESERVE STUDIES IN MUNICIPALITIES, RESORTS, COUNTRY CLUBS AND WORSHIP FACILITIES, AS THESE ENTITIES RECOGNIZE THE VALUE IN UNDERSTANDING THE LONG-TERM BUDGET IMPACT OF MAINTAINING THEIR FACILITIES.
As our HOAs age, so do the communities around them. Leptien reports an increasing use of reserve studies in municipalities, resorts, country clubs and worship facilities, as these entities recognize the value in understanding the long-term budget impact of maintaining their facilities.
This long-term financial focus is crucial as inflationary pressures continue to affect both reserves and operating budgets. Increased minimum wages have forced contracted vendors to increase their prices, fuel surcharges have been implemented and exponential increases in insurance premiums have forced many communities to underfund reserves, defer reserve transfer payments or borrow from reserves to meet operational cash flow needs.
Ultimately, the future of HOA reserve studies in California is evolving to meet the demands of aging infrastructure and increased legislative requirements. By incorporating comprehensive inspections and considering long-life components, associations can better prepare for future expenses and ensure the financial health of their communities. As industry professionals, it is our responsibility to guide boards in fulfilling their fiduciary duties, making informed decisions and planning for the long-term sustainability of their associations. The days of the boards of directors casually reviewing the reserve study and setting arbitrary reserve contributions to avoid raising assessments are behind us.
Devin Langley, CCAM-PM.ND.CI, is the Vice President of Community Management at The Management Trust – Central California with over 18 years of experience.
By Chris Angelo
As California continues to implement stricter environmental regulations, homeowner’s associations and community leaders must consider how their decisions impact both the environment and residents. One key area where positive change can be made is in the realm of landscaping. Traditional gas-powered equipment, while reliable, comes with two major drawbacks: harmful carbon emissions and disruptive noise pollution. Thankfully, there’s a solution that is sustainable, community-friendly and a force of the future (wink wink): batterypowered landscaping equipment.
Battery-powered landscaping equipment offers numerous benefits for HOAs and communities across Southern California. By transitioning away from gas-powered equipment, communities can reduce their carbon footprint and contribute to the state’s environmental protection goals. With zero carbon emissions, battery-powered equipment helps communities meet sustainability targets and align with California’s clean energy mandates. This is particularly important as more local water districts and city ordinances increasingly favor eco-friendly practices, encouraging HOAs to make sustainable choices in the maintenance of their common areas.
One of the most frequent complaints from residents in HOA-managed communities revolves around noise pollution from landscaping activities. Gas-powered mowers, trimmers and leaf blowers can be disruptive, particularly in the early mornings or late afternoons when most landscape maintenance occurs. Battery-powered equipment, however, significantly reduces noise levels, making it a perfect fit for neighborhoods where peace and quiet are essential to residents’ quality of life.
In fact, battery-powered mowers, blowers and hedge trimmers are up to 50% quieter than traditional gas-powered counterparts. For HOA boards looking to maintain a positive relationship with residents, this shift can lead to fewer complaints and greater overall satisfaction with the landscaping services being provided.
One common concern around transitioning to battery-powered equipment is the potential cost. However, it’s important to note that this investment in new technology is shouldered by the landscaper, not the HOA. A forward-thinking landscaping partner should already be well along the path of adopting these sustainable practices, ensuring that the transition is seamless for the communities they serve.
With battery-powered equipment, long-term savings are substantial. Without the need for gasoline and oil, maintenance costs are significantly reduced. Additionally, because electric equipment has fewer moving parts, the likelihood of breakdowns and expensive repairs decreases. For communities
managing large green spaces, this can translate into ongoing cost savings without passing on any additional expenses to the HOA.
From an environmental perspective, HOAs that work with a landscaper who embraces battery-powered technology are contributing to California’s sustainability goals. Reducing greenhouse gas emissions by eliminating gasoline from landscaping not only ensures regulatory compliance but also positions the community as environmentally responsible. For regions where air quality and noise pollution are critical concerns, making the switch to electric landscaping equipment protects the well-being of residents.
For HOAs, the benefits are clear. Transitioning to battery-powered equipment not only demonstrates a commitment to sustainability but also enhances the quality of life for residents by reducing noise and air pollution. HOA boards will also be aligning with California’s stringent environmental regulations, positioning their communities as leaders in sustainability. These efforts can also improve community reputation, attract environmentally conscious residents, and even increase property values by showcasing the HOA’s commitment to responsible management.
At Stay Green, Inc. we’re proud to be part of this movement, ensuring our communities are beautiful, sustainable and compliant with California’s evolving environmental regulations. By adopting this innovative approach, Stay Green is setting a new standard for environmentally responsible landscaping—one that benefits both homeowners and the environment. We hope this approach inspires you to partner with like-minded companies!
“ A forward-thinking landscaping partner should already be well along the path of adopting sustainable practices, ensuring that the transition is seamless for the communities they serve.”
Angelo is the CEO of Stay Green, Inc., a family-owned landscaping company founded in 1970, that drives sustainability initiatives across Southern and Central California.
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June 5
8:00 AM - 10:00 AM
REGISTER
Session 2 of 2
June 12 8:00 AM - 10:00 AM
INSURANCE PRINCIPLES
Zoom
One session only
June 5
9:00 AM - 12:00 PM
INS 200 REGISTER
FUNDAMENTALS OF EFFECTIVE GOVERNANCE
Zoom
Session 1 of 2
June 18
1:00 PM - 3:00 PM
REGISTER
BDA 300
Session 2 of 2
June 25 1:00 PM - 3:00 PM
CCIP: FOUNDATIONAL ETHICS
Zoom CIP 300
Session 1 of 2
June 26
8:00 AM - 10:00 AM
REGISTER
ETHICS MASTERY
Zoom
Session 1 of 2
June 26
9:00 AM - 11:00 AM
REGISTER
Session 2 of 2
July 3 8:00 AM - 10:00 AM
LDR 550
Session 2 of 2
June 26 1:00 PM - 3:00 PM
Thank you to our sponsors for the fourth quarter of 2024 (October 1-December 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.
A Plus Tree, LLC
1-Hour Drain
Action Asphalt Paving & Maintenance, Inc.
Aeroscopic Enviornmental, Inc.
Alliance Association Bank
AMS Construction Services
Antis Roofing & Waterproofing
Arbor MD Tree Care, Inc.
Association Reserves
AvidXchange, Inc.
AWT Construction Group, Inc.
Axis Construction
Bastion Security Services
Beaumont Tashjian
Berding l Weil LLP
BluSky Restoration Contractors
Brisco Ivester & Bazel LLP
BRIXCO Construction, Inc
BTC Bob Tedrick Construction, Inc.
California Arbor Care
CalPro Construction & Painting
CAM Property Services
Certified Restoration
Citadel Roofing & Solar
CM2 & Associates, Inc.
Community Legal Advisors
Del Conte’s Landscaping Inc.
EmpireWorks Reconstruction
Enterprise Bank & Trust
Fenton Grant Kaneda & Litt, LLP
Gale Force Property Management
GB Group Construction and Painting
Gibbs Giden Locher Turner Senet & Wittbrodt, LLP
Giuliani Construction & Restoration, Inc.
Harvest Landscape Enterprises, Inc.
Heritage Bank of Commerce
HOActa.app
Hotwire Communications
Hughes Gill Cochrane Tinetti, PC
Independent Building Analysis, Inc.
IQV Construction & Roofing
J.J. Commercial Water Heaters
Job Masters Construction, Inc.
JPA Landscape & Construction, Inc.
The Judge Law Firm
LandGraphics
Lawton Construction & Restoration, Inc.
Life Specialty Coatings
The Miller Law Firm
Mission Landscape Companies, Inc.
New Image Landscape Company
Nordberg l DeNichilo, LLP
O’Connell Landscape Maintenance
One Structural Inc DBA Balcony1
Pacific Premier Bank Community Association Banking
Park West Landscape Management
PCW Contracting Services
Precision Construction and Painting
PrimeCo
ProTec Building Services
Recon360, LLC
Roseman Law, APC
Saarman Construction, Ltd.
Scott Litman Insurance NFP, Aon Company
Securitas Security Services USA, Inc.
Sherwin-Williams
Signature Services
Socher Insurance Agency
Statcomm - PSI
Stay Green, Inc.
SwedelsonGottlieb
TARC Construction, Inc.
Unlimited Property Services, Inc.
Valley National Bank
Vantaca
Varsity Painting
Whit’s Painting, Inc.
