Community
Summer 2026
CONTACT A Resource For Homeowners Associations, Condominiums, Townhomes, and Cooperatives
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4 • CONTACT | SUMMER 2026
Community
CONTACT Summer 2026
DOLLAR PER DOOR CAMPAIGN 55
26 Passing the Keys: 41 Protecting Your The Property Manager’s Role in Association’s Property Declarant to Homeowner Transitions
36 Driving Understanding of the Association’s Budget through Communication
38 National Night Out
and Its Insurance Claim
48 Developer to Owner Transition Checklist
Community Associations Institute is a national, non-profit, membership organization dedicated to the successful creation and operation of community associations. The Dallas/Fort Worth Chapter was established in 1980 to provide support for the North Texas area. Community Contact is published by the Dallas/Fort Worth Chapter of Community Associations Institute and is issued with the understanding that the publisher is not engaged in rendering financial, legal, accounting or other professional services, or be construed as a recommendation for any course of action regarding financial, legal, accounting or other professional services by Community Contact or its authors or advertisers. The services of a competent professional should be sought where professional services are required. The articles appearing in Community Contact do not necessarily reflect the opinion of CAI or the DFW Chapter, and acceptance of advertising does not constitute an endorsement of the products or services. All contents of Community Contact are protected by copyright. Reproduction in whole or in part without written permission is expressly prohibited. AAMC, AMS, and PCAM are registered trademarks of Community Associations Institute. CMCA is a registered trademark of the Community Association Managers International Certification Board. Many of the designations used by manufacturers and sellers to distinguish their products are CONTACT CONTACT | SUMMER | WINTER2026 2024•• 5 claimed as trademarks. Use of a term in this publication should not be regarded as affecting the validity of any trademark or service mark.
2026 BOARD OF DIRECTORS President Wendy Hazelwood, CMCA Alliance Association Bank WHazelwood@westernalliancebank.com President-Elect Mark Norton, AMS, PCAM CCMC mark.norton@ccmcnet.com Vice President Leah K. Burton, Esq. Steptoe & Johnson, PLLC leah.burton@steptoe-johnson.com Treasurer Vanessa Burch, CMC, AMS, PCAM SBB Community Management, AAMC v.burch@sbbmanagement.com Secretary Deena Still Ridgecrest McKinney Homeowners Association dstill05@gmail.com Director LaWanda Brannon, CMCA, AMS, PCAM CCMC - TX lbrannon@ccmcnet.com Director Kristin Munson Somerset Association Management kristinm@shepperdconstruction.com Director Joeline Simien Kerrane Storz, P.C. jsimien@kerranestorz.com
MANAGEMENT
James Nicholson, Chapter Executive Director DFW Community Associations Institute 14070 Proton Road, Suite 100 Dallas, TX 75244-3601 (972) 246-3540 www.dfwcai.org office@dfwcai.org
6 • CONTACT ||Winter SUMMER 2025 2026
THANK YOU TO OUR
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CONTACT | SUMMER 2026 • 7
DIAMOND SPONSORS Blue Stream Fiber CCMC Hotwire Communications Insight Association Management, AAMC Kerrane Storz, PC Neighborhood Management, Inc. AAMC Pinnacle Financials Partners Prestonwood Landscape SBB Community Management, AAMC Shepperd Construction Steptoe & Johnson, PLLC Western Alliance Bank PLATINUM SPONSORS Association Insurance Partners Bedrock Landscaping Brightview Landscape Services First Citizens Bank Five Star Pools LaBarre Oksnee Insurance Play & Park Structures Roberts Markel Weinberg Butler Hailey, PC Robert’s Pool Service, Inc. Scarbrough Medlin & Associates Symphony Risk Solutions, LLC Timothy, DeVolt & Company, P.C.
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RMWBH
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RMWBH Frisco One Cowboys Way, Suite 585 Frisco, Texas 75034 214.365.9290 RMWBH.com 22 • CONTACT | SUMMER 2026
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Passing the Keys: THE PROPERTY MANAGER’S ROLE IN DECLARANT TO HOMEOWNER TRANSITIONS By: Jenifer Reider, CMCA Vice President, Community Operations
26 • CONTACT | SUMMER 2026
F
or most associations, the transition from declarant control to homeowner governance is one of the most impactful milestones in the community’s history. It marks the point where a developer’s vision becomes the responsibility of homeowner volunteers who will guide the community’s future for years to come. While governing documents and state statutes establish the legal framework for turnover, the success of the transition often comes down to something much less technical - preparation. Communities that approach transition as a structured handoff of information, relationships, and operational knowledge tend to experience a smoother transition. Those that treat it as a single meeting or election often discover gaps long after control has changed hands. Unlike board members, consultants, or developer representatives whose involvement and responsibilities shift over time, managers often provide continuity before, during, and after turnover. Their role goes far beyond scheduling meetings and collecting documents. The manager becomes an educator, communicator, and trusted advisor. They are coordinating all parties to navigate one of the most important periods in a community’s lifecycle.
More Than a Transfer of Authority A common misconception is that transition occurs on a specific date. Successful transitions begin months, and sometimes years, before homeowners elect their first board. The objective is not simply to transfer authority. It is to transfer knowledge. Many homeowner directors bring impressive professional experience to the boardroom, but association governance has unique responsibilities. New directors are suddenly expected to oversee budgets, review contracts, understand reserve funding, manage vendor relationships, and make decisions that affect the entire association. Without proper preparation, even the most engaged boards can struggle to understand the history of the association they now have a fiduciary duty to. Managers help by educating and organizing information, identifying outstanding issues, and preparing incoming directors to assume their new responsibilities with confidence.
Communication Creates Confidence Communication is often the difference between a transition that will generate trust and one that creates uncertainty. Residents want to understand what is changing and what is staying the same. Developers want clarity on pending obligations. Incoming board members need access to information that will help them form informed decisions from day one. Managers play a critical role in communication that is consistent, organized, and transparent throughout the process. Effective transition communication may include regular updates to residents, board orientation sessions, transition timelines, and clear identification of responsibilities among involved parties. Most importantly, strong communication helps establish credibility for the incoming board. Residents who understand the transition process are more likely to support the new leadership and remain engaged in the community. CONTACT | SUMMER 2026 • 27
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The goal is simple: when the new board assumes control, it should receive a roadmap rather than a box of files. Preparing the Community for Day One Operational readiness is one of the most overlooked aspects of transition planning. A homeowner board inherits much more than governing authority. It inherits contracts, financial obligations, maintenance responsibilities, vendor relationships, warranties, technology platforms, and resident expectations. The goal is simple: when the new board assumes control, it should receive a roadmap rather than a box of files. This preparation becomes important when addressing outstanding developer obligations. Warranty claims, construction concerns, drainage issues, irrigation deficiencies, amenity repairs, and infrastructure items should be identified and documented well before turnover occurs. Many communities maintain informal lists of concerns through emails, service requests, meeting discussions, and homeowner conversations. One of the manager’s most valuable contributions is organizing that information into a comprehensive punch list for review by the appropriate parties. Managers are not engineers, attorneys, or construction experts, nor should they attempt to act as such. Their responsibility is coordination. By maintaining documentation, tracking issues, and assisting communication, managers help create accountability and preserve important information throughout the process. Communities that begin evaluating potential builder warranty concerns early are often better positioned than those that wait until transition is imminent.
Understanding the Financial Picture One of the first responsibilities of a homeownercontrolled board is understanding the association’s financial condition. This includes current operating balances, reserve funding levels, delinquencies, contractual obligations, and anticipated capital expenses. Reserve studies are valuable during this period. In newer communities, major components often appear to be years away from replacement. However, homeowner boards quickly discover that long-term planning begins much earlier than expected. Providing the board with detailed analyses of reserve funding, asset life cycles, and projected capital expenditures enables them to implement proactive financial planning strategies, such as developing a multi-year capital improvement plan. This approach supports informed decision-making and reduces the likelihood of unanticipated, reactive responses to financial challenges. A board that understands its financial position enters homeowner governance with confidence. A board that inherits surprises often spends its first year trying to catch up.
Preserving Continuity and Institutional Knowledge A challenge that frequently emerges during transition is records management. Associations accumulate significant amounts of information over time. Contracts, meeting minutes, architectural approvals, insurance claims, vendor correspondence, maintenance records, and governing documents all contribute to the community’s history. When those records are incomplete, disorganized, or difficult to access, valuable institutional knowledge can be lost. Managers should utilize established systems that preserve information and promote continuity. Organized digital records, clearly defined retention practices, and centralized document storage all contribute to a smoother transition. Technology should receive the same level of attention. CONTACT | SUMMER 2026 • 29
Community websites, access control systems, surveillance platforms, irrigation controls, resident communication tools, and cloud-based storage systems commonly contain critical information. Verifying ownership, administrative access, passwords, and account permissions before turnover helps prevent unnecessary disruptions after transition. Questions as simple as “Who has access?” or “Who owns this account?” can become major operational issues if they are not addressed beforehand.
Lessons From Successful Transitions Every community is different, successful transitions tend to share several common characteristics. • They begin planning early. • They prioritize board education. • They maintain transparency throughout the process. • They document decisions and outstanding issues.
Most importantly, they recognize that transition is a process rather than an event. The strongest transitions are most effective when they incorporate early planning, prioritize board education, maintain transparency, and document key decisions and outstanding issues. Preparation, communication, and collaboration enable homeowner boards to begin their tenure with clarity and confidence, reducing uncertainty and unanswered questions. Community management is unique because every community is unique. Each community has its own history, culture, challenges, and opportunities.
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That is part of what makes this profession so rewarding. Behind every successful transition is a group of professionals coordinating information, guiding volunteers, managing expectations, and helping communities prepare for their next chapter. When done well, a transition is more than a transfer of control. It is the foundation for the future success of the community, and property managers play an important role in helping build it. Jenifer Reider, CMCA Vice President, Community Operations P: 469-924-3508 C: 682-431-2385 E: Jenifer.Reider@ccmcnet.com 7800 N. Dallas Pkwy. #450 Plano, TX 75024 LinkedIn I Facebook I CCMCnet.com
CONTACT | SUMMER 2026 • 31
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32 • CONTACT | SUMMER 2026
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Symphony Risk Solutions, LLC Property/ General Liability/ Umbrella Directors & Officers Liability Crime/ Workers Compensation Insurance Michele McGill (972)202-3939 mmcgill@symphonyrisk.com Travis Durham (972)202-3931 tdurham@symphonyrisk.com 2425 N. Central Expy., Suite 900 • Richardson, TX 75080 www.symphonyrisk.com • (972)864-0400
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Driving Understanding of the Association’s Budget Through Communication
Submitted by Matthew Davidson, CMCA, AMS, PCAM, LCAM | Action Property Management
B
udgeting for community associations can feel like a never-ending process. Yet despite changing costs, limited excess funds, and few new revenue sources, the budget remains one of the most important tools for ensuring a community’s long-term success. It is easy for managers and board members who regularly review monthly financial statements and have a good understanding of the budget to forget that the typical homeowner does not. Rather than focusing on budgeting mechanics, it’s worth considering the governance principles that drive successful outcomes. The goal should be a wellfunded association that can properly maintain its assets while helping homeowners understand how their assessments are being used and the value they receive from their association. Too often, communities face special assessments, deferred maintenance, and resident frustration because prior boards failed to plan and budget adequately. A thoughtful budgeting process can help avoid these outcomes. The process begins with understanding the association’s maintenance obligations. Once responsibilities are clearly defined, the board should assess whether adequate funding exists to meet them. A professional reserve study, conducted every three to five years and updated after major projects, is one of the best tools for this 36 • CONTACT | SUMMER 2026
purpose. Accurate asset inventories, assessments of useful vs. remaining life, and replacement costs are critical. If a community has premium assets, reserve funding should reflect the actual replacement cost, not generic estimates, to avoid future funding shortfalls. Over time a reserve study becomes more accurate when updated with real-time information about the cost of replacements. Boards should also consider what residents want from their community. Surveys, social events, committee feedback, and resident engagement efforts can help identify priorities. If you don’t get good turnout at board meetings, consider quick surveys using tools like Survey Monkey or your management software. If residents consistently request a particular improvement, such as converting tennis courts to pickleball courts, the budget provides an opportunity to fund feasibility studies or implementation. Incorporating community priorities into the budget helps maintain engagement and builds support for future funding decisions. After reviewing maintenance obligations, reserve funding, and community priorities, the budgeting process should not end with adoption. Effective communication is equally important. Residents need to understand what changed, what projects were completed, what improvements are planned, and how their assessments support those efforts.
Many owner frustrations stem from a lack of understanding, not necessarily disagreement. A budget package accompanied by a clear, concise summary from the board or manager can significantly improve transparency and trust. When residents understand how their money is being invested in the community, they are far more likely to support necessary assessment increases and long-term planning efforts. Ultimately, successful budgeting is not just about numbers. It is about planning, engagement, and communication— ensuring the community has the resources it needs while building confidence in the decisions being made Matthew Davidson, CMCA, AMS, PCAM, LCAM Chief Operating Officer, Action Property Management Matt has over 20 years of experience managing and supervising teams that manage common interest developments. The last 21 years of Matt’s career have been spent in a variety of roles at Action, where he has grown in both ability and responsibility over the years. Matt has managed gated single family home communities, townhomes, and high-rise condominiums, and spent years mentoring and developing managers of these kinds of communities. He is a graduate of UCSB with a degree in history and English. He has attained a variety of
industry-specific designations, including the Professional Community Association Manager (PCAM) credential from the Community Associations Institute (CAI), which is considered the pinnacle of achievement for community managers. Additionally, Matt is a Licensed Community Association Manager in the state of Florida. Matt has served several terms on the board of the Greater Los Angeles Chapter of CAI and served on the board of a condominium association in which he lived. In his free time, he enjoys cooking for friends and family, hiking, and traveling with his wife and daughter. As Action’s chief operating officer, Matt is responsible for all field operations in the company. He oversees all divisions with general managers and community managers, including everyone who supervises these positions or reports to these positions. It is his goal to ensure that the highest levels of service are delivered to Action clients and that the nature of our service helps the people in Action-managed communities and buildings to love where they live. 1920 McKinney Ave 7th Floor | Dallas, TX 75201 communitycare@actionlife.com | actionlife.com
CONTACT | SUMMER 2026 • 37
National Night Out Tuesday, October 6th
National Night Out is all about building trust, safety, and connection between neighbors and local law enforcement — but it can also be a fun, memorable evening for everyone. Here are some engaging, community-friendly ideas you can mix and match:
1. Family-Friendly Activities • Block Party & Potluck – Encourage neighbors to bring a dish from their culture for a shared meal. • Outdoor Movie Night – Set up a projector and show a family-friendly film under the stars. • Kids’ Safety Zone – Bike helmet fittings, fingerprint kits, and fun safety games. • Chalk Gallery - Have boxes of sidewalk chalk out for everyone to create their artwork. As people walk by, the next few days, they will be able to enjoy it as well. You could even start some games with chalk like tic-tac-toe, hopscotch, or 4 square (if you have a playground ball).
2. Interactive & Engaging Experiences • Police & Fire Department Demos – Let kids explore patrol cars, fire trucks, and K-9 units. • Community Talent Show – Invite residents to sing, dance, or showcase unique • DIY Craft Stations – Badge-making, watercolors, or mural painting. 38 • CONTACT | SUMMER 2026
3. Active & Playful Options • Neighborhood Scavenger Hunt – Teams search for clues that highlight local landmarks. • Sports Tournaments – Basketball, kickball, or tug-of-war between residents and first responders. • Obstacle Course – Fun challenges for all ages, from sack races to relay runs.
4. Giving Back & Building Bonds • Donation Drives – Collect school supplies, canned goods, or pet food for local shelters. • Community Garden Planting – Start or expand a shared green space. • Neighborhood Story Wall – Residents post memories, photos, or hopes for the community.
5. Atmosphere & Extras • Live Music or Local Bands – Showcase homegrown talent. • Food Trucks or BBQ Cook-Off – A tasty way to draw a crowd. • Photo Booth with Props – Fun keepsakes for families and friends.
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PROTECTING YOUR ASSOCIATION’S PROPERTY AND ITS INSURANCE CLAIM Post-Loss Obligations Every Texas Community Manager Should Know By: Steven M. Bush, Attorney
W
hen a community association suffers significant property damage, the immediate concerns are obvious: protect the residents, stop additional damage, and begin putting the community back together. Whether it is hail damage to a single-family community’s common property or a major wind or water loss at a high-rise, property managers and board members are suddenly pulled in several directions at once. But if the loss is covered, or potentially covered by insurance, there is something else the association needs to understand immediately: the association now has contractual obligations under its insurance policy that can directly affect the claim.
An insurance policy is a contract. We usually think about that contract in terms of what the insurance company has promised to do. What is often overlooked is that the policy also imposes duties on the insured after a loss. For a community association, that means the association, acting through its board, property manager, and other representatives, must protect not only the property, but the insurance claim itself. Texas law takes these obligations seriously. Many postloss duties may constitute “conditions precedent” to the insurer’s obligations under the policy. See Members Mutual Insurance Co. v. Cutaia, 476 S.W.2d 278, 279 (Tex. 1972); Hohenberg Bros. v. George E. Gibbons & Co., 537 S.W.2d 1, 3 (Tex. 1976). CONTACT | SUMMER 2026 • 41
Texas courts have also recognized that, for many policy conditions, an insurer must establish prejudice before a breach will relieve it of its contractual obligations. See PAJ, Inc. v. Hanover Insurance Co., 243 S.W.3d 630, 634 (Tex. 2008). My advice is don’t put the association in a position where it has to fight about either issue. The practical lesson is simple: do not give the insurance company an avoidable argument that the association failed to comply with its policy. Know the obligations, meet the deadlines, document the association’s compliance, and protect the claim from the beginning.
Start With the Policy I know that sounds simple, but after more than two decades working with property insurance claims, I can tell you that one of the most important things an association can do after a loss is also one of the most commonly overlooked: read the policy. Do not assume the association’s obligations are the same as they were under last year’s policy. Do not assume they are the same as another community’s obligations. The policy is the contract, and the policy controls. Post-loss requirements vary, but they commonly include providing prompt notice, protecting the property from further damage, keeping records of emergency expenses, allowing inspections, producing requested documents, submitting a sworn proof of loss when required, cooperating with the insurer’s investigation, and potentially appearing for an examination under oath. These are not suggestions. They are contractual obligations.
The Property Manager May Become One of the Most Important People in the Claim In my experience, property managers can become some of the most important people in an association’s insurance claim without ever intending to. Think about what happens after a major loss. The manager may be the first person photographing the property, calling emergency contractors, communicating with residents, meeting the insurance adjuster, maintaining invoices and maintenance records, and reporting information back to the board. 42 • CONTACT | SUMMER 2026
Months later, when questions arise about what happened immediately after the storm, those records and that property manager may become critical. That makes organization from day one extremely important.
Report the Loss Promptly Most property policies require “prompt” notice or notice “as soon as practicable.” Texas courts have interpreted this language to require notice within a reasonable time under the circumstances. See Employers Casualty Co. v. Scott Electric Co., 513 S.W.2d 642, 645 (Tex. App.—Corpus Christi 1974, no writ). What constitutes a reasonable time depends on the particular facts and circumstances. Blanton v. Vesta Lloyds Insurance Co., 185 S.W.3d 607, 611 (Tex. App.—Dallas 2006, no pet.). The practical advice is much easier to remember: if the association discovers damage that could reasonably result in an insurance claim, investigate it promptly and make an informed decision about reporting it. The longer an association waits, the more difficult it may become to determine what happened. Weather changes. Contractors make repairs. Damaged materials disappear. Another storm occurs. Don’t create an unnecessary fight over late notice.
The Damage Is Evidence Before cleanup begins, document everything. Take photographs. Then take more photographs. Take video. Photograph the property from a distance and up close. For high-rise communities, document roofs, exterior elevations, windows, common areas, mechanical equipment and affected interiors. For single-family associations, document associationmaintained structures and damaged common property. Most importantly, organize the photographs. Ten thousand photographs sitting on someone’s phone six months later are considerably less useful if nobody can determine which building, unit, elevation, or date they correspond to. The damage is evidence. Once it is gone, you cannot recreate it.
The damage is evidence. Once it is gone, you cannot recreate it.
Mitigate the Damage: But Preserve the Evidence
its importance in giving the insurer an opportunity to investigate and evaluate its rights and liabilities. See In re Republic Lloyds, 104 S.W.3d 354, 359 (Tex. App.— Houston [14th Dist.] 2003, orig. proceeding).
At the same time, the association cannot simply leave damaged property exposed while waiting for the insurance company. Most policies require the insured to take reasonable steps to protect the property from further damage. I describe this obligation in practical terms: act like a prudent property owner would act if there were no insurance company coming to pay the bill.
For a large association claim where hidden damage or repair costs are still being investigated, do not treat a proof of loss like routine paperwork waiting for a signature. The same is true if the insurer requests an examination under oath. An EUO involves answering questions under oath regarding the loss and claim. When an association receives an EUO request involving a significant loss, that is a good time to involve experienced legal counsel.
If a roof opening is allowing water into the building, reasonably protect it. If standing water is causing additional damage, address it. If an opening is exposing the property to the elements, secure it. But understand the difference between emergency mitigation and permanent repair. Protect the property without unnecessarily destroying the evidence the insurer may need to evaluate the loss. And document every dollar spent. Keep contracts, invoices, receipts, photographs, canceled checks and other payment records.
Cooperate But Understand What You Are Providing The policy will also generally require the association to cooperate with the insurer’s investigation. Texas recognizes cooperation provisions as important policy conditions. See Progressive County Mutual Insurance Co. v. Trevino, 202 S.W.3d 811, 815–16 (Tex. App.— San Antonio 2006, pet. denied). That can include allowing inspections and providing relevant records and documents. Cooperation, however, does not mean treating every request casually. Know what is being requested, preserve copies of what is produced, and maintain a record of communications with the carrier.
A Proof of Loss Is More Than Another Form Some policies require a sworn proof of loss only after the insurer requests one. Others may impose a specific deadline. Read the policy to find out what your specific insurance carrier requires. A proof of loss is a sworn statement providing information concerning the loss and the amount being claimed. Texas courts recognize
A significant property loss is stressful enough without creating avoidable problems with the insurance claim. For board members and community managers, the most important thing to remember is that the association’s responsibilities do not begin and end with reporting the damage. Once a loss occurs, the association has contractual duties under the policy, and the decisions made in those first days can have a lasting impact on the claim. You do not have to know every answer, but you do need to know what the policy requires, document what happened, preserve the evidence, meet applicable deadlines, and recognize when the size or complexity of the loss requires experienced help. Doing those things from the beginning gives the association the best opportunity to receive the insurance benefits it purchased and to get the community back to where it was before the loss. Protect the property. Preserve the evidence. Read the policy. Protect the claim.
About the Author: Steven M. Bush is an experienced property insurance attorney with Merlin Law Group and a sought-after national speaker on insurance claims. He has appeared on 60 Minutes, Dr. Phil, and has been featured in numerous national news, media, and print
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Developer to Owner Transition Checklist By: Dean A. Riddle | Riddle & Williams, P.C. driddle@riddleandwilliams.com
T
his outline is intended to provide boards and management with a checklist to use upon turnover of control from a developer to the owners. While this checklist is not exhaustive and a one-size-fits-all approach should not replace the advice of legal counsel based upon specific facts, this checklist should provide boards with foundational points.
Keep in mind, successful transitions don’t occur in a vacuum. The sharing of information is vital to a smooth transition so that the boards and managing agents will be familiar with the issues facing the community and its needs. It is vital to the future of your community that you receive and maintain all Association records and files from the developer. You cannot effectively govern and operate your community without such records. You must also know the identity and contact information for your banking institution, insurance agent, attorneys, accountants, landscaper, patrol service, etc. The following checklist, though not exhaustive, should assist you in obtaining the necessary records and information your community will need to effectively govern from the outset.
I.Development Process and Sales a. Copies of all promotional material and sales literature (i.e., any public reports, offering statements or other disclosure documents which are required to be provided by the developer to purchasers). b. The names, addresses (including email), and phone numbers of the development entities and the officers, directors and key personnel of those development entities.
c. Names of any real estate sales or brokerage organizations which were provided, either jointly or severally, exclusive marketing rights to the property. d. Names of all persons who have served as sales or marketing managers for the development. e. Photographs which were taken by the developer during the development and construction process, or which depicted the completed common areas or amenities. CONTACT | SUMMER 2026 • 47
f. All warranties provided by the developer or by any contractor engaged by the developer. You should also request the developer to list any warranty work to be completed by the developer, or work which the developer has agreed to perform or undertake on the common areas. g. All plans, specifications (including proposed or actual) and as-built drawings of all facilities and systems which the association is responsible to maintain. h. Any reserve studies performed for the property.
II.Operations and Maintenance [years stated in brackets indicate the minimum time period required for records retention]
a. Minutes of board meetings. [Seven (7) years.] b. Minutes of owners’ meetings. [Seven (7) years] c. Minutes of committee meetings, if any. d. Board resolutions and policies. [Permanently e. All owner files, including assessment account ledgers [Five (5) years], architectural review records, records regarding the enforcement of any restrictions contained in the governing documents, records of fines and disputes over architectural changes or assessments. f. Copies of all surveys. g. Copies of all grading plans. h. Copies of all landscape drawings and specifications. i. The names of all construction companies and contractors involved in the building of or major repairs to the property, including all principal subcontractors and the key contact person at those companies and, if known, the name of the on-site foreman or supervisor for that company.
m. An accounting and inventory of all personal property owned by the association. n. Copies of all warranties, maintenance agreements, or service contracts on equipment or facilities owned or maintained by the association. o. All necessary assignments and notifications necessary to transfer the items listed above in Item n. to the association, if presently in the name of the developer. p. Records of all approved architectural changes undertaken by individual owners, and any and all maintenance agreements executed between the association and the owners in connection therewith. q. List of manufacturers of all major equipment or fixtures on the common property or within the association’s maintenance responsibility.
III.Legal a. Governing documents (Articles of Incorporation, Certificate of Incorporation, Declaration [with recording information], Bylaws, Rules and Regulations, Design Guidelines or Bulletins, state mandated guidelines, Notice of Filing of Dedicatory Instruments, and all amendments, etc.). For Condominiums, the Condominium Information Statement and any amendments. [Permanently] b. Case style and identification of, and status report on, any pending lawsuits including the association. c. Status report on all matters, including bankruptcies, wherein the association has a claim for unpaid assessments. d. All contracts between the association and anyone and any warranties (i.e., landscape, management, roof repair, swimming pool, etc.). [Contracts with a term of one year or more must be retained for 4 years after expiration of the contract term.]
j. All architectural/engineering reports that have been rendered in regard to any portion of the common areas.
e. Report from the developer’s and the association’s legal counsel on all threatened claims or litigation involving the association.
k. Review of all plans or proposals for capital improvements or major repairs in progress or in the future.
f. The names of the association’s present and previous attorneys and the key contacts within those law firms.
l. Estimates of the useful life, and analysis and evaluation of all planned repair and maintenance programs, for all major components, structures and improvements of all common areas (this summarizes a reserve study).
g. All documents or agreements settling or resolving disputes or claims against the association.
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h. List of any liens that may have been filed, even if erroneously, against the association or the common
areas, including tax liens, liens for unpaid water charges or mechanic’s and materialmen’s liens. i. Copies of all recorded rights-of-way and recorded easements, including utility easements, and any licenses that have been granted by the association in, under or over the buildings or the common areas. j. Copies of all leases on real or personal property to which the association is a party. k. Map/plat.
IV. Organizational a. List of all owners, their mailing addresses (and email as well) and identity of all mortgage holders (if known). b. All Association correspondence. c. All management reports. d. All association newsletters. e. Reports on pending assignments or projects being undertaken by management, committees of the association or present officers and directors. f. Any written approvals of sales or rentals made by the board of directors. g. At the end of developer control, the written resignation of all directors and officers appointed by the developer whose terms have not otherwise expired under the provisions of the association’s bylaws or certificate of formation. h. Complete records of all voting matters or items approved by the membership
f. All individual assessment records by lot. [Five (5) years] g. All checkbooks, check registers and cancelled checks. h. The identification of all bank accounts, investments, intangibles, negotiable instruments, including the name of the relevant institution and the relevant account numbers. i. The names and telephone numbers of bank, brokerage or professional personnel having regularly serviced the association’s accounts. j. The change-over of all signature cards, authorization resolutions or other documentation necessary to transfer the control and right to withdraw funds of the association. k. Names of all of the association’s accounting firms and the key contact personnel at those firms. l. All receipts, invoices and documents and other evidence supporting payments. m. All loans, loan documents, agreements or other records regarding loans of the association. n. All financial records from inception forward. o. Audit and verification of all accounts receivable. p. All audits and financial statements from association’s inception to present. q. A complete audit of all association books and records by independent, certified public accountant prior to accepting records.
VI. Insurance
V. Financial Books and Records
a. Identity and contact information of insurance agent(s).
[Generally speaking, seven (7) years.]
b. Copies of all current and prior insurance policies (property, general liability, fidelity bond, directors’ and officers’ liability, and excess) in which the association, present or past officers and management are named beneficiaries.
a. Each year’s budget. [May want to keep permanently] b. Tax returns for each year. [Seven (7) years] c. Audits or Reviews, if any, of association’s financial books and records. [Seven (7) years] d. Complete set of all bills paid by the association or to be paid. e. The names of all employees of the association, if any, and all payroll records, employment contracts and employments records and filings relating thereto.
c. Identification of any pending insurance claims d. The history of all insurance claims made from the association’s formation to the present. e. An accounting of any insurance payments received on settlements. CONTACT | SUMMER 2026 • 49
f. A copy of any settlements or releases between the association and anyone. g. An audit of the association’s insurance needs and adequacy of coverage.
VII. Government Relations a. All granted or pending zoning requests, approvals, variances, waivers for the property or which may affect the property. b. The limits and divisions of responsibility for road maintenance, fire and water mains, cable or satellite television, electric and telephone service and the other utilities should be delineated to show what matters are within the responsibility of the public utility or local government entity. c. Verification that all periodic government inspections or reviews have been conducted and that all certificates of compliance or licenses are valid and are in effect, including those for the club operation, lake or golf course (for example, inspection of the pool by city or county health department).
VIII.Inspections to Perform Inspect all Common Areas or Common Elements and perform the following tasks: a. Identify all issues regarding common area maintenance and completion (lakes, pools, recreational facilities, sprinklers, etc.). b. Engage engineers or experts as needed to inspect common areas or problem areas. c. If needed, send an owner survey/questionnaire to all owners to obtain their input on any issues regarding common areas. d. Resolve any outstanding architectural control issues.
IX. Termination of Declarant control (if still outstanding)
Review timetable/deadline for termination of Declarant status and control.
X. Check for recordation of state mandated guidelines/policies (for properties subject to Chapter 209 of the Texas Property Code). 50 • CONTACT | SUMMER 2026
XI. Insurance Reminder Verify the association has maintained its directors’ and officers’ liability insurance, its general liability insurance, a fidelity bond, an umbrella policy, and an excess policy.
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CAI TEXAS LEGISLATIVE ACTION COMMITTEE DOLLAR A DOOR, OR MORE! CONTEST CAI’s Texas Legislative Action Committee (TLAC) monitors state legislation, educates lawmakers, and protects the interests of those living and working in community associations. We need your help to continue this work. Talk to your clients, share this challenge with your network, and help get donation pledges from across the state to help TLAC build for 2027.
TLAC Fundraising Contest Rules: Each association that signs up for a “Dollar a Door, or More” will be entered into a Raffle for a $200 gift card. The top three managers in the Austin, Houston, San Antonio, and DFW markets with the greatest number of communities signed up for “Dollar a Door, or More” will receive a gift card in the following amounts. (1st $250, 2nd $150, 3rd $75) To submit an entry, donate online or via mail: Complete the Door a Door or More Entry Form and submit by email or in person to: Jesus Azanza JAzanza@caihouston.org Checks can be written to: Texas Legislative Action Committee
To donate online, scan the QR code or visit advocacy.caionline.org/lac-donation-form. Make sure to select “Texas” and forward confirmation of your donation to JAzanza@caihouston.org using the contact information above. SCAN HERE TO DONATE
Entry Deadline: 12/1/2026 CONTACT | SUMMER 2026 • 53
Community Associations Institute (CAI) | www.caionline.org | (888) 224-4321
DOLLAR A DOOR, OR MORE! HELP BUILD TLAC’S 2027 ADVOCACY FUND
CAI’s Texas Legislative Action Committee (TLAC) is a volunteer coalition that monitors legislation, educates lawmakers, and advocates for the more than 6.25 million Texans living in over 23,000 community associations.
We need your help to continue this important work. Consider participating in our upcoming fundraising competition and make your contribution count while strengthening our voice at the Capitol.
How To Participate
Encourage your associations to pledge $1 per door - or more Complete the Door a Door or More Entry Form and submit by email or in person to Jesus Azanza (JAzanza@caihouston.org) Make a donation by check or online If paying online, email your confirmation of contribution to JAzanza@caihouston.org
Recognition & Prizes
Each association that signs up for a “Dollar a Door, or More” will be entered into a Raffle for a $200 gift card. Top three managers in the Austin, Houston, San Antonio, and DFW markets with the most participating communities will receive gift cards:
HOW TO DONATE
1st place 2nd place 3rd place
By Check Make checks payable to Texas Legislative Action Committee Online Scan the QR Code Select State of Texas Email your confirmation to JAzanza@caihouston.org
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Community Associations Institute (CAI) | www.caionline.org | (888) 224-4321
$250 $150 $75
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MEMBERSHIP
REPORT Renewed Members
GeoJan Stock-Hunter Evan Wilson (936)671-9989 (945)336-9084 wright.geojan@gmail.com 8 Motion LLC admin@eightmotion.com Robin Storey (770)365-3331 Regina Winter First Century Bank (817)966-5751 robin.storey@myfcbusa.com VCM, Inc. reginabehrens2@gmail.com Cynthia Taibbi (505)220-2766 Caron Withrow ctaibbi@cmamanagement.com (469)939-4708 Manders Maintenance Zenobia Tanner caron@mandersmaintenance.com (214)516-2597 zenobiat2@gmail.com Kandra Witkowski (877)930-7667 Robert Tellez Scoop Soldiers (214)954-6493 kandraw@scoopsoldiers.com Somerset Association Management seantellez@yahoo.com Chera Wolfe CMCA (512)234-3320 (2449) Carole Ticer The Management Trust (214)680-5296 chera.wolfe@managementtrust.com B&C Landscaping carole@bclandscapingdfw.com Justin Wooley (214)223-3742 Jaime Torres Complete Exterior Solutions (469)469-0449 justin.w@c-exteriors.com Jetstone Maintenance & Construction Jaime@jetstoneconstruction.com Vanessa Wuestewald (877)877-7530 Jerry Towner HOA Election Experts LLC (972)249-8782 info@hoaelectionexperts.com Sunstates Security, LLC jtowner@sunstatessecurity.com David Young (214)569-9172 Dylan Townsend Associa Client Shared Services Center (972)881-7488 david.young@associaonline.com Excel Association Management, Inc. tdtownsend03@aol.com Dawn Young (972)771-1593 Travis Trotter Chandlers Landing Community (972)542-3000 Association Brandon Industries dyoung@chandlerslanding.org ttrotter@brandonindustries.com Daniela Zazueta Tonya Turner-Cole (945)349-6443 (866)473-2573 CDFW Paul Davis Restoration RealManage daniela.z@pauldavis.com ttcole919@gmail.com Brian Zielinski Robyn Varner (281)914-0324 (469)442-7730 Poolsure robynb.varner@gmail.com bzielinski@poolsure.com Gilbert Villalobos (972)689-1207 Harrison Contracting Company gvillalobos@harrisoncontracting.com James Wagoner (972)771-1593 Chandlers Landing Community Association clcapresident@chandlerslanding.org Donna Walker (469)323-0434 donnadunnwalker@yahoo.com Zodi Weller (214)265-6422 Principal Management Group of North Texas zweller@principal-mgmt.com Janiqua Wicks (972)612-2303 VCM, Inc. Janiqua@vcmtexas.com Kristin Wieler (214)625-2455 Chimney Lane Patio Homes HOA kawieler@outlook.com Manning Wilkerson (405)361-6122 Platinum Playgrounds manning@playgroundok.com Greg Williams (512)347-3024 Associa GWilliams@associaonline.com Irma Wilson (469)977-1445 New Standard Management iwilson@newstandardmanagement.com
Nicholas Abair, CMCA, AMS Anthony Hawkins Andrey Pevnev Derek Adam, CMCA Stephen Haydel, CMCA Megan Phillips, CMCA Amine Adnani Steve Hendrix Randy Pickle Amber Altarabulsi Danielle Henry, CMCA Dave Portillo Pamela Andersen-Balash, CMCA, AMS Brendon Herrera Lauren Potter, CMCA, AMS Cinnamon Anderson, CMCA Jacquelyn Hestilow, CMCA Susan Record David Anderson James Hill Joseph Reece Bill Arnold Marcos Hopken Nichole Rice, CMCA, AMS Austin Atwell Kellie Hoskins Dean Riddle Esq. Krystal Barbarito, CMCA, AMS, PCAM Stacey Howard James Robertson Cleo Basham Catherine Ivy, CMCA, AMS Dawn Robinson Roshani Bastola Lori Jones, CMCA, AMS, PCAM Jonathan Rocha Nicole Bates Zoe Kavunder Tracie Ross Justin Bayer Marlo Kelley, CMCA Adam Rothberg Brenda Beltran Robert Kennehan Esmeralda Rubio Shawn Bieber, CMCA Katie Kim Brett Russell Todd Blair Matt Kopchak, CMCA, AMS, PCAM Maria Rust, CMCA Calvin Bogart Matt Kopchak, CMCA, AMS, PCAM Alan Ruth, RS Vic Bosnich, CMCA, AMS, PCAM Sterling Kropp Steve Rutherford Steph Briggs Diana Larson, AMS, PCAM Sherri Schmoekel, PCAM Keith Brookshire Danielle Lascalere, CMCA, AMS Kevin Schoolcraft, CMCA Jose Campos Bethany Laube Morgan Schott, CMCA, AMS Alan Carrette, CMCA, AMS Mary Lightsey, CMCA Andrea Scroggs Taylor Chamberlain Tom Locke Ryan Shields Cody Chapman Monika Loeffler, CMCA, AMS, PCAM Bryan Slaton Jonathan Chatman Veronica Luna Rebekah Small, CMCA, AMS Adam Clark, CMCA, AMS Michael Luzzi Suzanne Smith, CMCA, AMS Ronald Clark Jason Madden Stephanie Smith, CMCA, AMS, PCAM Sean Corcoran Lew Martin James Sowder Eric Corcoran Darla Mathews Hailey Sturdy Lea Crow Jennifer Mayben, CMCA, AMS Thelma Terrell, CMCA, PCAM John Crowley, CMCA, AMS Chad McBeam, RS Michael Thompson Jon Dell’Antonia Timothy McConville, CMCA, AMS, PCAM Amy Tores, CMCA, AMS, PCAM Blair Descourouez Bruce Mcdonald Barbara Toth Brianna Dessaints, CMCA, AMS Dena McHugh Jason Tower Sid Dobraski Alice Jo McKinsey, CMCA, AMS Kaitlin Ulrich, CMCA, AMS Darci Dyer Crissa Michaelis Joy Usih Mathew Eberius, CMCA, AMS Aleah Miles Rhonda van Tassell, CMCA, AMS, PCAM Scott Ehrenberger, CMCA Rosie Morataya, CMCA, AMS Kristen Vartian Ofelia Flores Chris Moulder Jantzen Verastique Brad Fraley Lauren Murphey, CMCA, AMS Roger Voss Cara Freeze Chelsea Nichols, CMCA, AMS Wendy Waldemar-auau Lauren Furtick Jennifer Nichols-Henley Chloe Walter Susan Garrett Justin Norris, CMCA, AMS Nathan Watson, CMCA, AMS, PCAM Susan Garrett Scott North Lori Welsh, CMCA, AMS Ameya Ghate, CMCA Rosalind Olson Jennifer White Thomas Gilliam, CMCA Liliana Olvera, CMCA, AMS Tracy Wolin, CMCA, AMS, PCAM Amanda Glader Shane Ousey, CMCA, AMS Scott Wood Dru Godwin Jerry Palacios Dustin Word Nathan Griffin Karen Palmer, CMCA, AMS, PCAM Brianna Yonkers Alejandro Grijalva Pierette Parker, CMCA Paul Zellar Mary Harris, CMCA, AMS, PCAM David Patterson Georganne Zuppa, CMCA, AMS, PCAM Teresa Harris Lesa Perry
Rejoined Members John Adami Miriam Gomez Audrey Beard, PCAM Michele Hernandez, CMCA Stephanie Benham, CMCA, AMS, PCAM Don Kekstadt, AMS, PCAM Elimaris Calo, CMCA, AMS Margie Maxwell Joey Carona Dean Mcsherry Marie Colon Josh Minton
Ava Mueller, CMCA, AMS Josh Ruppel Kelly Jo Stafford Alex Valdes Esq. Brian Wiedenhoeft
CONTACT | SUMMER 2026 • 57
MEMBERSHIP
REPORT
New Designations Congratulations to our fellow CAI members who achieved new designations! Mrs. Brittany Loren Maxwell, CMCA Donna Marie Walker, CMCA, AMS Ms. Katy Elizabeth Butler, CMCA Miss Kailey Hope Jordan, CMCA Mr. John Applebury, CMCA Ms. Danielle Henry, CMCA Mr. Ameya Ghate, CMCA Mr. Gregory Lane Corrigan, CMCA Ms. Jane M. Holtz, CMCA, AMS Mrs. Robyn A Gschwend, CMCA, AMS Ms. Kim Weir, CMCA, AMS Donna Marie Walker, CMCA, AMS Ms. Kimberly Simonian, CMCA, AMS Mr. Eusty Hermida, CMCA, AMS Mr. Nathan Watson, CMCA, AMS, PCAM Dawn Sall, CIRMS
CMCA CMCA CMCA CMCA CMCA CMCA CMCA CMCA AMS AMS AMS AMS AMS AMS PCAM CIRMS
***Certified Manager of Community Associations (CMCA®) From CAMICB - “As a CMCA®, you have shown a commitment to your profession by staying informed about current community association issues and holding yourself to a high standard of professional conduct.” ***Association Management Specialist (AMS®) The second level in the career development track for community association managers. The AMS® designation demonstrates a higher level of commitment to your career and the community association industry. An AMS® designation is recommended for managers who want to enhance their career opportunities by increasing their knowledge and expertise. ***Professional Community Association Manager (PCAM®) The pinnacle of community association management. The PCAM designation is the highest professional recognition available nationwide to managers who specialize in community association management. Earn your PCAM and join the elite—the select—the best. Recommended for experienced managers who want to demonstrate advanced skills and knowledge and who wish to be recognized as one of the best and most experienced managers in the nation. ***Community Insurance and Risk Management Specialist (CIRMS®) Community board members are looking for qualified professionals to help them protect their most valuable investments. Obtaining the Community Insurance and Risk Management Specialist (CIRMS®) designation can help instill your client’s confidence in you and assist you in growing your business. The CIRMS designation recognizes a demonstrated high level of competency within the risk management profession. ***Reserve Specialist (RS®) Community associations rely on qualified reserve specialists to assist them in extensive reserve planning to keep their communities running smoothly. Gain the confidence of board members by obtaining the Reserve Specialist® (RS®) designation. The RS designation is awarded to qualified reserve specialists who, through years of specialized experience, can help ensure that community associations prepare their reserve budget as accurately as possible.
58 • CONTACT | SUMMER 2026
CONTACT | SUMMER 2026 • 59
14070 Proton Road, Suite 100 Dallas, TX 75244
60 • CONTACT | SUMMER 2026