Echo Journal December 2025

EIGHT WARNING SIGNS FOR HOA COMMUNITIES

DRAWING A LINE IN THE SAND

NOVEMBER 2025 LEGAL SEMINAR & TRADE SHOW

Avoid the pitfalls of HOA living

Enforcing a “dormant” rule

Future forward planning for HOAs

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PAGE 18

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SERVING HOA BOARD MEMBERS & HOMEOWNERS

DECEMBER 2025

Ensuring Transparency Through Disclosures and Recordkeeping

LEGAL SHOWCASE & RESOURCE DIRECTORY

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DECEMBER 2025 | ECHO journal

MISSION STATEMENT Fostering a better quality of life in community associations through education, advocacy and networking.

Echo 5669 Snell Ave., #249 San Jose, CA 95123 408.297.3246 | info@echo-ca.org www.echo-ca.org BOARD OF DIRECTORS & OFFICERS PRESIDENT Mark T. Guithues, Esq. VICE PRESIDENT Sarah Dunia TREASURER Karl Lofthouse SECRETARY Jessica Roberts

DIRECTORS Brian Campisi Rolf Crocker John Gill, Esq. Adam Haney David Levy Nathan McGuire, Esq. Ali Nekumanesh Louis J. Sarmiento, Esq. Bridgette Tabor

EMERITUS BOARD MEMBER David Hughes BENEFACTOR MEMBERS Donald W. Haney, CPA CID Consortium, LLC Paul Collins Collins Management

CHIEF EXECUTIVE OFFICER David Zepponi | dzepponi@echo-ca.org OPERATIONS MANAGER Connor Zepponi | connor@echo-ca.org MEMBERSHIP & SALES MANAGER Jacqueline Price | jprice@echo-ca.org MEMBERSHIP DEVELOPMENT MANAGER Leila Saeed | lsaeed@echo-ca.org PUBLICATIONS EXPEDITOR Pam Grove | pgrove@echo-ca.org MEMBER ENGAGEMENT COORDINATOR Jared Giguere | jared@echo-ca.org The Echo Journal is published quarterly by the Executive Council of Homeowners (Echo). The views of authors expressed in the articles herein do not necessarily reflect the views of Echo. We assume no responsibility for the statements and opinions advanced by the contributors to the magazine.

It is released with the understanding that the publisher is not engaged in rendering legal, accounting or other professional service. If legal advice or other expert assistance is required, the services of a competent professional should be sought.

Acceptance of advertising does not constitute any endorsement or recommendation, expressed or implied, of the advertiser or any goods or services offered. We reserve the right to reject any advertising copy or image.

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For more information visit www.echo-ca.org ECHO journal | DECEMBER 2025

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Features 8

Ensuring Transparency Through Disclosures and Recordkeeping

16

8

BY LEENA DANPOUR GURNICK

Drawing a Line in the Sand The Power to Correct Course: Enforcing a “Dormant” Rule

BY ROSALIND D. OLSON, ESQ.

Happenings 6

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CEO’s Message: Eight Warning Signs for HOA Communities

BY DAVID ZEPPONI

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Echo Southern California Educational Seminar

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Echo In-Person Events

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Welcome to Echo’s New Professional Service Providers

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Legislation Tracker

BY NATHAN McGUIRE, ESQ.

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2025 Legal Resource Directory

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CEO’S news from ECHO MESSAGE

Eight Warning Signs for HOA Communities Raison d’Etre –community The Reason responsible for the and taxes did not for Bo Most HOA boards and communities are winding up

support the common areas in HOAs. HOA boards the year and focusing on the future. Annual budgets were responsible for maintenance, repairs, and are finalized, reserve funds reviewed, and we look a beautiful phrase, raison d’etre (reason for being). It is a compliance. forward to the implementation of our plansWhat in 2026.

every boardNow, member should after more thanconsider 30 years, and HOA collectively communities agree.

This should be a time of hopefulness and optimism, are starting to show their age, and community especially after the goodwill of the holiday season.

The phrase engenders humanity. The words roll from one’s tong assets are in need of investments. Unfortunately, But this year, my normally positive outlook and senses and adds the of humanity to the communities often prefer notelement to increase excitement for new plans and projects has stark been business assessments or spend reserves, which resulted mission checked by an unsettled feeling that common a board: Strategic planning, execution and has evaluation; in the deferment of repairs, maintenance, and interest developments (CIDs) – the once lauded management. The business realities should be reflective of com replacement of community components. Such panacea for the affordable housing crisis – seem to common of individuals in the community. inattention can lead to catastrophic events (such as be laboring under the weight of uncontrollable costs values the deadly collapses of the Surfside tower and the and a pressing, complicated regulatory environment.

Communities are imperfect – because they are made of humans.

Berkeley balcony) and can cause significant distress To be sure, HOAs and CIDs are here to stay, but truth relating. Humans using.

Human Basically, humans being for some members of theliving. community as unforeseen be told, I have concerns. Over the last several years, or new events createsometimes unexpected spikes in the being human, communities forget that managem the HOA industry has been besieged by a multitude community’s funding needs. establish norms for a successful community. In a sense, the b of external pressures and internal challenges.

There Its are purpose many reasons these unforeseen Boards are facing issues that make managing theancommunity. is toforestablish order needs and elevate o for funding. For example, society has learned to association increasingly difficult. Volunteer directors progress andleverage pace by establishing norms and constraints to b HOA communities by imposing its will are being forced to address a myriad of issues, to to benefit all. through sweeping initiatives that have material from balcony inspections and reconstruction implications, either directly or indirectly, for HOAs. compliance with nonfunctional turf regulations to It seems apparent board leadership understand and One suchthat initiative is the new law to must save potable dealing with community behavioral issues without owners in order orchestrate a sense of community water,to known as the “nonfunctional turf” law. The and gener the leverage of a meaningful fine. These unforeseen January 1, 2029, deadline is coming upof shortly, and therefore and often uncontrollable mandates drive costs andand protect community values.

The purpose a board, it will cost many CIDs more than a million dollars to requirements well outside of budgets and estimates build community based on common values for the good of all. comply. And most HOA communities were unaware for reserves and beyond the affordability of many unfunded mandate which was imposed on to know y existing homeowners.

It takes timeoftothis orchestrate a community.

It takes time HOAs as a direct result of the will of society to For the first 30 or so years after the passage of to listen to the voices and build a vision reflective of comm time address water issues in the West.

Proposition 13 (the Jarvis-Gann Initiative), which and you will be more effective as a board member and satisfied HOA communities are being limited the ability of government to impose taxes your reason for being with on the board. challenged these to support communities, CIDs and HOAs flourished. new and costly laws, the People were able to find adequate and affordable ECHO is committed to helping homeowner boards and residents ravages and results of housing even in densely populated areas in ing and advocacy –maintenance this is our “raison d’etre”. deferred California. The dream of an affordable home was and lack of repairs, realized. But that was then, when things were shiny and the continual battle and new, and the world had not caught on that municipal authorities were no longer financially Continued on page 14 Sincerely,

ECHO CHIEF EXECUTIVE OFFICER

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DECEMBER 2025 | ECHO journal

David Zepponi Executive Director

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Ensuring Transparency Through Disclosures and Recordkeeping

BY LEENA DANPOUR GURNICK

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DECEMBER 2025 | ECHO journal

A

cross California’s communities governed by homeowners associations, practices that promote transparency are not only essential for building trust between an association and its members but, in many cases, legally required. Under the Davis-Stirling Common Interest Development Act, associations must adhere to specific requirements for annual disclosures, record maintenance, and financial oversight.

Governing boards of associations should familiarize themselves with these requirements to comply with law and maintain trust with their members.

This article explores the core requirements for annual disclosures under California Civil Code Sections 5300–5320, practical insights for association record requests, and considerations for board access to an association’s financial information.

Annual Disclosures Annual disclosures provide members with an overview of the association’s operations and finances. The timely distribution of required annual disclosures is critical not only to ensuring legal compliance, but also to providing homeowners with the information they need to understand how their money is being spent and why board decisions are made. Failure to distribute required annual disclosures within statutorily prescribed time frames will result in loss of a board’s ability to increase assessments or levy special assessments during the upcoming fiscal year without a membership vote and may further result in member complaints and/or legal challenges.

1. Annual Budget Report California law requires that associations distribute an annual budget report to all members between 30 and 90 days before the end of the fiscal year. The annual budget report focuses on the association’s financial health, planning, and stability. Per California Civil Code Section 5300, the report must include the following: •

A pro forma operating budget

•

A summary of the association’s reserves, reserve funding plan, and insurance policies

•

A statement addressing the following: a. Anticipated special assessments b. Whether the board has deferred any major component repairs/replacements c. Mechanisms for funding reserves to repair or replace a major component d. Procedures for calculating and establishing reserves e. Outstanding loans f. The condominium’s status as a Federal Housing Administration-approved project g. The condominium’s status as a Department of Veterans Affairs-approved project

•

A summary of the association’s insurance policies

•

Charges for escrow disclosure documents provided to members

Providing the annual budget report to members helps increase transparency and educates members on the association’s financial health, how assessments are calculated, and the considerations behind the board’s financial decisions.

Ideally, the board should use this report to highlight the association’s successes, such as wellfunded reserves and a balanced budget. Members should review the report to understand the economic health of the association and the impact that it may have on the value of their properties.

2. Annual Policy Statement As with the annual budget report, the association must also distribute an annual policy statement between 30 and 90 days before the end of the fiscal year. This document outlines the association’s operational framework. Pursuant to California Civil Code Section 5310, the statement must include the following: •

The name and address of the person designated to receive official communications to the association

•

The location for posting general notices from the association Continued on page 10 ECHO journal | DECEMBER 2025

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Tax returns and reserve balances

•

Agendas, meeting minutes (excluding executive sessions), and membership lists (excluding the information of members who have opted out in writing)

•

Check registers

•

Governing documents

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Statements explaining: a. Members’ options to have notices sent to two addresses b. The association’s assessment collection policies c. Policies regarding lien rights d. The association’s discipline policy and schedule of fines

•

Notice of a member’s right to receive individual delivery of notices and access board meeting minutes

•

A summary of dispute resolution procedures

•

A summary of any requirements for association approval of physical changes to property

•

The mailing address for overnight payment of assessments

This statement explains association processes and informs members of their rights and responsibilities, which is critical for promoting transparency and trust within the community.

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DECEMBER 2025 | ECHO journal

Association Records Homeowner associations must maintain and, upon written request, provide members with access to certain association records. Members, or their designated representatives, have the right to inspect and copy specified records from the current fiscal year and the two prior fiscal years, as well as the minutes of all board meetings open to the members. A member may designate a representative to inspect and copy the specified association records on the member’s behalf, so long as the designation is in writing.

Association records prepared during the current fiscal year must be provided to members within 10 business days following the association’s receipt of a request. Association records prepared during the previous two fiscal years must be provided to members within 30 calendar days following the association’s receipt of a request.

Association records subject to member inspection include, but are not limited to, the following: •

Financial documents, including budgets and general ledgers

•

Executed contracts and written board approvals

To protect sensitive information, associations may redact information, such as personal identifying information or personnel records, from specific categories of association records. Executive session minutes, confidential settlement agreements, contractor bid proposals and work in process for bid selection, and information subject to attorney–client privilege are also excepted from release to homeowners.

It is very important for boards to work with association legal counsel to ensure that the association timely meets its obligations to produce records, including those related to review and redaction of sensitive information. The association may bill the requesting member an amount not to exceed $10 per hour and not more than $200 per written request for the time actually and reasonably involved in redacting information in an enhanced association record (records that include certain financial documents).

Additionally, the association may bill the requesting member for the direct and actual cost of copying and mailing requested documents but shall inform the

member of such cost beforehand.

Board Access to Real-Time Banking Information Effective financial management of associations relies on regular board oversight of the association’s banking details. However, providing board members with real-time access to their association’s banking information is not mandated by law. Delaying access is most likely the result of financial system efficiency and security.

Pursuant to California Civil Code Section 5500, the entire board must review the following documents monthly: •

Current reconciliations of operating and reserve accounts

•

Operating revenues and expenses

•

Account statements

•

Income and expense statements

•

Check registers

•

Monthly general ledger

•

Delinquent receivable reports

The review of the above documents can also be done by each individual board member, or a delegated subcommittee of the board consisting of the treasurer and at least one other board member, independently and outside of a board meeting, so long as the review is ratified at the subsequent board meeting and reflected in the meeting minutes.

Additionally, Corporations Code Section 8334 grants every director the right to inspect and copy all books, records, and documents of every kind at reasonable times. Such

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documents would extend to financial records. However, there is no legal requirement to grant directors online or real-time access to bank accounts. It is each board’s obligation to decide who receives direct access to the association bank accounts or online banking information.

Access is usually granted only to management or key officers, such as the treasurer or president.

Compliance with California’s annual disclosure and recordkeeping requirements is essential for associations to maintain transparency and accountability. It cultivates thriving communities where managers, boards, and homeowners can collaborate

effectively. By adhering to the mandates outlined in the Civil Code, associations can ensure that members are well informed about financial health, policies, and procedures. Further, properly managing records and financial oversight not only fulfills legal obligations but also builds trust and confidence within the community.

Leena Danpour Gurnick, Esq., is an associate attorney with the law firm Roseman Law, APC. She represents homeowners associations in transactional matters, providing corporate governance and advice to boards of directors who serve associations throughout California.

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CEO’s Message Continued from page 6

between individual and community rights with the gradual erosion of the board’s authority. This is what today’s volunteer HOA boards are asked to navigate. And the pressure never seems to let up. We owe immense gratitude to those who serve on HOA boards. They truly are carrying an increasing weight to maintain their HOA communities and ensure that they are complying with the multitude of new laws and restrictions cast upon them. How can we help homeowners be prepared for the future, and how can we evolve the business model to ensure quality, affordable housing, and a sustainable future?

certainly not all-inclusive or absolute, but it is the start of a hard conversation about what HOA governance must overcome to continue to be successful. My intent is to start the conversation, as the solutions will need deliberation.

Following are eight critical and unrelenting stressors threatening HOA governance. This list is

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1. One size does not fit all.

Laws and regulations are often passed without respect to demographics in the HOA community. External forces sometimes fail to adjust their mandates for the type and age of residents, the age and size of the community, and the wealth of the homeowners in the community, which causes friction and inequity.

2. There is ambiguity about the legal form of HOAs. HOA homebuyers often fall in love with their new home but are

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naïve about what it means to live in a CID governed by a board. This knowledge void leads to confusion and conflict in communities. Many frustrated buyers learn the hard lesson that they bought a home and they bought the common area. They are responsible for their home and often are surprised to learn that they are also responsible for maintaining and complying with laws in the common areas.

3. Homeowners are apathetic until an issue affects them personally. Apathy is common among homeowners. In fact, it is one of the most common complaints from boards and managers. They cannot get their homeowners to be involved. This is for good reason, especially if the homeowner does not understand what they bought when they purchased a home in a CID. 4. The HOA model empowers volunteers to be responsible for millions of dollars and multitudes of lives.

Volunteer boards often are responsible for million-dollar budgets, and most directors competently serve. Still, the multimillion-dollar asset of the community is placed in the hands of a few elected homeowners who may or may not have the time, skills, and attributes to manage a community. This can lead to overreliance on contractors, special assessments, nasty community in-fighting, and a breakdown of trust within the community. Worse yet, it can lead to indecisiveness and poor decision-making.

5. Imperfect information leads to an expensive model.

Most decisions are made with imperfect information.

Information in a transaction is usually asymmetrical: one side knows more than the other. Therefore, boards must use their best judgment. This is risky and can result in a higher cost for the service and perhaps issues with the purchase. It is a bit like buying a used car. It could be a great deal or it could be a lemon … but it sure is a beautiful color!

You just don’t know what’s under the hood until you drive it for a while.

6. The complexity of running an HOA is compounding over time. As governments and some service providers look to HOAs to solve larger societal issues such as wildfire remediation, electrical panel fires, and water conservation, municipal authorities and state legislators are happy to stand aside to let homeowners and boards take on this responsibility, including the cost of reconstruction or the impact on a community asset.

Statutes and regional code, such as the balcony bill and regular balcony inspections, add enormous short-term and continuing costs for associations. The impending requirement to remove potable irrigation water from nonfunctional turf is also putting incredible financial pressure on communities.

These expensive and complex issues are catching homeowners and their boards by surprise, and the financial disruption resulting from compliance has serious direct implications on individual homeowners, especially in less-wealthy communities or

those with many fixed-income residents.

7. The nature of a nonprofit HOA is to minimize its cost of operations, not to make money. Perhaps this is obvious, but often homeowners do not understand how to live in a cost-maintenance community.

The board’s job is to spend assessments wisely to maintain the HOA. To do this, boards must set priorities and a clear mission for their communities.

HOAs are nonprofit organizations. This means that they operate not to make a profit but to accomplish a mission. To accomplish the mission, they focus on doing projects while expecting a relatively even stream of predictable revenues (assessments). Predicting

annual revenues is relatively easy for HOAs. Forecasting expenses and reserve balances is challenging.

It is tricky to understand and manage the two types of HOA expenses: 1) those that are reasonably predicted and controllable, and 2) those that are unpredictable and hard to control. Understanding and properly predicting expense behavior should underpin healthy HOA financial planning. However, it is difficult. Even the experts, such as reserve analysts and construction estimators, have difficulty forecasting costs (and this is their profession).

Expecting a volunteer HOA board member to be knowledgeable in this field is a lot to ask. Ultimately, however, it is the ability to predict Continued on page 16

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ECHO journal | DECEMBER 2025

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CEO’s Message Continued from page 15

cost behavior that helps the HOA weather hard times and maintain an adequate, healthy financial profile. In the end, it is the board that is responsible for the community’s financial health and security – not the CPA, manager, or reserve specialist, but the board.

8. Social inflation is uncontrollable, difficult to predict, and often very expensive. Social inflation is the driver of unexpected and uncontrollable costs.

What happens when society imposes conditions on an HOA without the HOA being directly involved with the action and sometimes with little or no time to react to the new policy or regulation? Social inflation

is often accompanied by rapid changes in the costs necessary to comply. The rise in insurance rates, for example, is often the result of an increasing number of lawsuits and enormous judgments against the underwriters.

Social inflation also includes those mandated costs society elects to improve our state or country. These include policies requiring HOAs to minimize the use of water on landscapes; addition of electric vehicle charging stations; and the transitioning of lawn mowers, trimmers, and blowers from gas to electricity.

The ethics of these policies may be laudable, but the costs to implement the changes are often high and fall on unsuspecting HOA boards that must deal with the impact on community finances.

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HOA boards are expected to manage these challenges and maintain a positive sense of community. I don’t think this was the expectation when governments and land developers proposed CIDs as a new way to create housing supply at affordable prices. It seems they were narrow-sighted. The world has changed dramatically. It is complicated and complex, and the challenges facing HOA directors seem only to be growing and causing more stress on those who join the HOA board. Staying ahead of change is difficult, managing compliance with new policies is exhausting, and adjusting to uncertainty in a dynamic world is unquestionably expensive.

And making sure all of this is communicated to a community of friends and neighbors is scary.

Boards must deal with these concerns and stay ahead of the challenge. Fortunately, those reading this article have a resource in Echo.

As members of Echo, HOA boards and homeowners have a fair, impartial, and trusted resource to help them learn about and manage their communities. The job isn’t easy, but it is certainly meaningful and necessary. And Echo is here as your advocate for the boards and homeowners in association communities. We inform and educate homeowners about the roles and responsibilities of living in a CID, and we help them avoid the pitfalls of HOA living in hopes of making things better.

Our mission is to educate, advocate, and build connections for our members, to ensure that their HOA model fosters an improved quality of life in association communities. We are Echo.

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Drawing a Line in the Sand

BY ROSALIND D. OLSON

A

The Power to Correct Course: Enforcing a “Dormant” Rule

central duty imposed upon a board of directors of a homeowners association in California is enforcement of the association’s rules and restrictions. The June 2025 issue of the Echo Journal contained an article entitled “Commonsense Rulemaking for Association Boards.”

That article discussed guidelines for effectively creating new HOA rules. But what happens when a particular rule or restriction has been consistently ignored over a period of time and not enforced?

Does the association have the legal ability to “revive” a “dormant” rule? This article will explore the legal rationale supporting an association’s ability to “correct course” and begin enforcing a previously dormant rule.

California Civil Code Section 5975(a) states that the CC&Rs are enforceable for equitable servitudes, unless unreasonable. California courts consistently interpret the governing documents of an association as a contract between the owners and 18

DECEMBER 2025 | ECHO journal

the association. As fiduciaries to the association, the board is responsible for enforcing such governing documents.

Governing document enforcement is seen as necessary for the collective good, lending to the stability of the common interest development (the development). A board’s ability to rectify a prior oversight and prospectively enforce a rule aligns with its fiduciary duty to the membership to maintain property standards and the integrity of the community’s covenants. To hold that a single period of non-enforcement irrevocably waives a rule’s future application would fundamentally undermine the purpose of the community’s governing documents.

Nonetheless, attempts to enforce a dormant rule or restriction could lead to challenges of enforcement based on waiver, selective enforcement, and estoppel arguments, among others.

For a homeowner to successfully argue that an association has waived its right to enforce a dormant

rule, the challenger must demonstrate that the board knowingly and intentionally relinquished or abandoned its right to enforce the rule. Yet the failure to enforce is often due to board or management turnover, shifting priorities, or a genuine misinterpretation or understanding of the governing documents, not a deliberate, permanent decision to abandon a restriction. Further, courts are generally reluctant to find a permanent waiver of a fundamental CC&R restriction, as doing so would negatively impact the rights of all other homeowners who rely on those restrictions being enforceable.

A homeowner facing enforcement of a previously dormant rule might also use the doctrine of estoppel to argue that the board should be prevented (estopped) from enforcing the rule against them because (i) the board, through its previous inaction, misled the homeowner into believing the restriction was not in force, (ii) the homeowner relied on that inaction and incurred costs or made changes, and (iii) it would be unfair (inequitable) to allow the board to correct course now and penalize them for conduct the board previously tolerated.

Associations might proactively mitigate the defense of estoppel by addressing the core issue of homeowner reliance. For instance, the board could grandfather all current violations or issue targeted variances (exceptions) to the few owners who can genuinely demonstrate detrimental reliance on the prior non-enforcement (i.e., those who made costly changes based on the old, unenforced status quo). By granting specific, limited exceptions, the association eliminates the inequity for those particular owners, thereby eliminating their estoppel claims.

However, grandfathering, or granting selective variances, can lead to arguments of selective enforcement. This was the argument made in the unpublished California court of appeal case, The Villas in Whispering Palms v. Tempkin (2015 WL 2395151), which discussed the issue of a board’s authority to enforce previously dormant rules.

The Villas in Whispering Palms’ CC&Rs contained a “one-dog-per-household” restriction, although

discretionary variances were permitted.

Historically, the association board of directors failed to enforce the restriction; however, in 2003 the board decided to commence enforcement. Because many homeowners had two dogs, in 2003 the board granted a blanket variance to all existing homeowners who owned two dogs, allowing the second dog to remain but not to be replaced once it passed away or no longer resided in the development. After issuing additional variances to other homeowners in 2005, the board then notified all homeowners that the rule would be strictly enforced moving forward.

Thereafter, the board consistently enforced the rule, granting variances only for service dogs. Upon learning of a potential violation, the board sought informal resolution, followed by, if necessary, an official hearing and discipline. Each violator was given the opportunity to remedy the violation before being fined. If the informal resolution process did not resolve the violation, escalating fines would be imposed. The board consistently applied this procedure after the 2005 variances were granted.

Thereafter, four homeowners gave up their second dog during the informal stage, and one other homeowner was subject to escalating fines and the threat of litigation until she complied.

In 2010, Mr. Tempkin moved into the development with one dog and subsequently obtained a second dog. After receiving violation notices from the board, Mr. Tempkin sought a variance, arguing he should be treated the same as the pre-2005 homeowners who had received variances. The board denied his request. The board requested voluntary compliance and ultimately commenced enforcement action against him, including calling him to a hearing and imposing fines, when he failed to comply. Eventually the board filed a lawsuit to seek injunctive relief and damages. Mr. Tempkin argued that (i) the board’s enforcement was arbitrary and capricious, (ii) the one-dog-per-household restriction was unreasonable and unenforceable because the board had not

A board’s ability to rectify a prior oversight and prospectively enforce a rule aligns with its fiduciary duty to the membership to maintain property standards and the integrity of the community’s covenants.

Continued on page 22 ECHO journal | DECEMBER 2025

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WALNUT CREEK

Legislative Update & Educational Seminar

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DECEMBER 2025 | ECHO journal

FUTURE FORWARD PLANNING FOR HOAs

ECHO journal | DECEMBER 2025

21

Drawing a Line in the Sand Continued from page 19

applied it in a uniform and fair manner over time, and (iii) the board acted unreasonably by refusing to let him apply for a variance under the same conditions as other homeowners had been granted in the past.

In reaching its decision, the court was guided by the established principles of enforcement set forth in the following cases: (i) “When an association determines that a unit owner has violated a use restriction, the association must do so in good faith, not in an arbitrary or capricious manner, and its enforcement procedures must be fair and applied uniformly.” Nahrstedt v. Lakeside Village Condominium Assn., ((1994) 8 Cal.4th 361, 383) (“Nahrstedt”); and (ii) “Where an association sues a homeowner to enforce its CC&Rs and enacted rules, it bears the burden of showing it followed its own standards and procedures before pursuing such a remedy.

It must demonstrate that its procedures were fair and reasonable, its substantive decision was made in good faith and was reasonable, and its action was not arbitrary or capricious.” Ironwood Owners Assn. IX v. Solomon, ((1986) 178 Cal. App.3d 766, 772) (“Ironwood”).

The court confirmed that the board did not engage in selective enforcement and that enforcement was not arbitrary or capricious because, with the exception of variances granted for service dogs, the board strictly enforced the rule after the 2005 variances were issued, and it required all owners to comply. In seeking compliance from Mr. Tempkin, the board also applied its standards and procedures in the same manner that it did for previous violators. The board sent him violation notices, called him to a hearing, and imposed fines prior to seeking formal legal action. Lastly, the court concluded that the board properly exercised its discretion in denying Mr. Tempkin’s request, noting that the CC&Rs granted the board discretion on whether to grant a variance and the board was not required to provide reasons for denial. After the 2005 variances were granted, the board determined that only variances for medical necessity would be given. And since 2005, those were the only variances granted.

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DECEMBER 2025 | ECHO journal

While not precedential authority, the court’s analysis in The Villas in Whispering Palms v. Tempkin demonstrates that dormant rules may be revived when the association adheres to the established principles of enforcement set forth in Nahrstedt and Ironwood.

That is, to mitigate legal challenges when prospectively enforcing a previously dormant rule, the board (i) must act in good faith and in a manner that is not arbitrary or capricious, (ii) must make a reasoned decision (ideally after resident input), (iii) should provide clear notice of the new strict enforcement policy to the homeowners, and (iv) must apply enforcement of the formerly dormant rule uniformly and consistently going forward.

Grandfathering is acceptable, provided the board establishes a formal, preferably written process, to grant variances (exceptions) for specific, unique cases. Doing so shows that its non-enforcement is a deliberate exercise of discretion.

The board should also communicate its intent to begin enforcing the dormant rule and give homeowners reasonable time to comply without penalty, if necessary. In the end, it may be necessary to file a lawsuit to enforce the restriction. Litigation is undesirable and may feel severe or harsh, but it is often a necessary part of the enforcement process to obtain compliance.

In summary, the enforcement of any HOA rule, especially a dormant one, must be driven by a goodfaith effort to benefit the community as a whole, not by arbitrary bias against a single owner. Failure to enforce rules uniformly and reasonably remains a great legal risk for any California homeowners association.

An associate at Berding | Weil LLP, Rosalind D. Olson, Esq., exclusively represents community associations throughout California. Rosalind advises boards on areas of corporate governance, statutory compliance, enforcement of governing documents, and resolving homeowner disputes.

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LEGISLATIVE UPDATE

What Happened and What’s Next?

BY NATHAN McGUIRE, ESQ.

The first half of the 2025 legislative session has come to an end, and Governor Newsom has acted on the bills that made it all the way through the process and landed on his desk. At the start of the term, 29 new legislators were sworn in. Prior to the deadline in February, 2,491 bills were introduced. Of those, 917 (37%) reached Governor Newsom’s desk. And of those that made it that far, 794 (87%) were signed and 123 (13%) were vetoed.

This turned out to be one of the most impactful sessions, outside of those that included the enactment of the DavisStirling Act in 1986 and its recodification in 2014. This is largely due to the surprising adoption of AB-130, which makes sweeping changes to how HOAs enforce violations. As I’ve been saying, things can change quickly, and that is exactly what happened.

On June 30, 2025, Governor Newsom signed AB-130 into law. While it was introduced as a budget trailer bill, it includes last-minute amendments that significantly curtail the enforcement powers of HOAs across California. AB-130 was billed as part of the governor’s “Abundance Agenda,” a sweeping legislative package aimed at accelerating housing and infrastructure development. The governor’s press release described the bill as delivering “the most consequential housing and infrastructure reform in recent state history.” Yet, conspicuously absent from that announcement was any mention of the bill’s impact on HOAs. Inserted just days before the bill’s passage, the amendments to Civil Code Sections 5850 and 5855 were adopted without committee hearings or public input. They mirror language from SB-681, a bill that had been actively opposed by industry stakeholders and appeared to be headed for significant revision before being quietly folded into AB-130. AB-130 became effective immediately.

The result is a dramatic shift in how HOAs can enforce their governing documents, with new limits on fines, procedural hurdles for disciplinary action, and a host of ambiguities that are likely to generate confusion and litigation.

Unless otherwise stated, bills that passed took effect on January 1, 2026.

DEAD BILLS Before we discuss the bills that passed, let’s have a moment of silence for the bills that did not make it to Governor Newsom’s desk. These bills are not technically dead and can still be resurrected next year or in future legislative sessions under a new bill number.

AB-6 (WARD)

This bill would have required the Department of Housing and Community Development (HCD) to convene a working group to research and consider recommending building standards.

AB-21 (DEMAIO)

This kitchen-sink bill proposed numerous changes that would have negatively impacted operations and management of HOAs.

AB-69 (CALDERON)

This bill would have required a broker of record to determine if a FAIR Plan policy could be moved to a voluntary market insurance company before the policy was renewed.

AB-739 (JACKSON)

This bill would have required a managing agent of a common interest development to hold a real estate broker license issued by the California Department of Real Estate (DRE).

AB-1240 (LEE/PEREZ)

This bill would have prohibited a business entity that had an interest in more than 1,000 single-family residential properties from purchasing additional single-family residential properties for rental purposes.

SB-282 (WIENER)

This bill would have voided any restrictions in governing documents that prevented the replacement of a fuel-gasburning appliance with an electric appliance or prevented the installation or use of a residential heat pump water heater or heat pump HVAC system.

Continued on page 30

ECHO journal | DECEMBER 2025

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•

Fines may exceed $100 only if the violation poses an “adverse health or safety impact” and the board makes a written finding in an open meeting.

This bill would have implemented procedures for removal of squatters.

•

Members may avoid penalties by curing the violation or providing a “financial commitment to cure” before the hearing.

SB-546 (GRAYSON)

•

Boards must now issue written decisions within 14 days (previously 15).

•

If a member disagrees with the board’s decision, they must be offered internal dispute resolution (IDR).

If both parties agree, a written resolution must be signed and is judicially enforceable.

Echo Legislation Tracker Continued from page 29

SB-448 (UMBERG)

This bill would have modified existing board financial review requirements to be satisfied when individual members or a subcommittee of the board reviewed the documents and made statements independent of a board meeting.

SB-570 (ALVARADO-GIL)

This HOA spot bill was never amended to include substantive changes to the law.

SB-677 (WIENER/WICKS)

This bill would have required local agencies to ministerially approve certain housing developments and urban lot splits and void any HOA restrictions that effectively prohibit or unreasonably restrict these approved housing developments and urban lot splits.

SB-681 (WAHAB)

This bill contained the language that was incorporated into AB-130.

SB-750 (CORTESE)

This bill would have established the California Residential Mortgage Insurance Fund in the State Treasury and would continuously appropriate moneys to the California Housing Finance Agency (CalHFA) for the purpose of insuring construction loans and permanent loans for affordable housing.

SB-811 (CABALLERO)

This HOA spot bill was never amended to include substantive changes to the law.

Now we turn to the bills that did pass.

CALIFORNIA ASSEMBLY BILLS AB-1 (CONNOLLY) RESIDENTIAL PROPERTY INSURANCE: WILDFIRE RISK This bill requires the Department of Insurance, on or before January 1, 2030, and every five years thereafter, to consider whether or not to update its regulations to include additional building hardening measures for property-level mitigation efforts and community-wide wildfire mitigation programs. As part of this consideration, the bill requires the department to consult with specified agencies to identify additional building hardening measures to consider, as well as to develop and implement a public participation process during the evaluation.

AB-130 (COMMITTEE ON BUDGET)—HOUSING In addition to numerous changes designed to implement the state’s budget, this bill includes several important changes impacting HOA enforcement: •

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Monetary penalties are now capped at the lesser of the amount listed in the HOA’s fine schedule or $100 per violation.

DECEMBER 2025 | ECHO journal

COMMENT: The bill took effect immediately, and all HOAs in California must comply. The law’s ambiguities will likely generate disputes over interpretation, and associations must now navigate a new enforcement landscape with caution. Boards should confer with legal counsel to determine if changes to governing documents are advised.

AB-226 (CALDERON/ALVAREZ)—CALIFORNIA FAIR PLAN ASSOCIATION This bill authorizes the FAIR Plan association (if granted prior approval from the commissioner) to request the California Infrastructure and Economic Development Bank to issue bonds and authorizes the bank to issue those bonds to finance the costs of claims, to increase liquidity and claims-paying capacity of the association, and to refund bonds previously issued for that purpose. The bill specifies that the association is a participating party and that financing all or any portion of the costs of claims or to increase liquidity and the claims-paying capacity of the association is a project for bond purposes. The bill authorizes the bank to loan the proceeds of issued bonds to the association and authorizes the association to enter into a loan agreement with the bank and to enter into a line-of-credit agreement with an institutional lender or broker-dealer. This bill requires the association, if the above-described bonds, loan agreements, or lines of credit receive the prior approval of the commissioner, to assess members in the amounts and at the times necessary to timely pay in full all obligations of the association with respect to those bonds, loan agreements, or lines of credit and related agreements, as specified.

AB-462 (LOWENTHAL/RIVAS)—LAND USE: COASTAL DEVELOPMENT PERMITS: ACCESSORY DWELLING UNITS The California Coastal Act of 1976 (which is administered by the California Coastal Commission) requires any person wishing to perform or undertake any development in the coastal zone, as defined, to obtain a coastal development permit from a local government or the commission, except as provided. Existing law specifies that the abovedescribed provisions governing accessory dwelling units do not supersede or in any way alter or lessen the effect or application of the California Coastal Act of 1976, except as specified. This bill exempts the construction of an accessory dwelling unit located within the county of Los Angeles, and in any county that is subject to a proclamation of a state of emergency made by the governor on or after February 1, 2025, from the need to obtain a coastal development permit, as specified.

AB-1154 (CARRILLO)—ACCESSORY DWELLING UNITS: JUNIOR ACCESSORY DWELLING UNITS (JADUS) This bill eliminates owner occupancy requirements for JADUs with bathrooms separate from the main residence and requires JADU rentals to be longer than 30 days (no short-term rentals).

FUTURE LEGISLATION What does the future hold? While it is impossible to predict, certain topics seem more likely than others.

•

AB-130 Cleanup – While I certainly hope to see some changes to AB-130, I am not holding my breath. In spite of the fact that it is difficult to find credible support for AB-130, the authors apparently seem happy with the result. It may take loads of disputes and litigation before the need for change is undeniable. That said, there will certainly be a groundswell of support for changes.

•

AB-1572 Cleanup – I have no reason to believe that this 2023 bill, which requires the replacement of nonfunctional turf (i.e., decorative grass) by January 1, 2029, will be changed. But there would certainly be support for it. While its goals are laudable, the bill’s ambiguities and failure to account for the many nuances of communities may nevertheless lead to changes.

•

Manager/Board Licensing – Even though AB-729 was not fleshed out as a realistic proposal and did not pass this year, it seems likely that interested groups will keep trying.

•

Wildfire/Insurance – Let’s face it, we need to do something to address the insurance crisis.

•

Condo Structural Integrity – I am surprised the legislature has not seriously considered substantive changes related to structural integrity inspections or reserve requirements for condos since the tragic Surfside condominium building collapse in Florida in 2021. It may still be on the horizon.

AB-1414 (RANSOM/WIENER)—LANDLORDTENANT: INTERNET SERVICE PROVIDER SUBSCRIPTIONS This bill requires a landlord, their agent, or an association to provide a tenant with the option to opt out of any subscription from a third-party internet service provider for specified services. The bill was amended to clarify that it does not apply to HOA bulk service situations.

CALIFORNIA SENATE BILLS SB-410 (GRAYSON)—COMMON INTEREST DEVELOPMENTS: ASSOCIATION RECORDS: EXTERIOR ELEVATED ELEMENTS INSPECTION This bill requires HOAs to provide potential buyers with the inspection reports required under Civil Code Section 5551 (SB-326 balcony inspection reports). These SB-326 reports are now considered “association records” subject to inspection. The bill also requires that the reports contain a cover page with basic information, including the inspection date, number of units, certification of the inspector, etc.

SB-547 (PEREZ)—COMMERCIAL PROPERTY INSURANCE CANCELLATION AND NONRENEWAL This bill provides a one-year moratorium on insurance policy cancellations and nonrenewals in ZIP codes affected by a declared wildfire state of emergency. It applies to commercial properties, including specific residential or “habitational” types like apartment complexes, homeowners associations, condominium associations, and senior living facilities.

SB-625 (WAHAB/RICHARDSON)—HOUSING DEVELOPMENTS: DISASTERS: RECONSTRUCTION OF DESTROYED OR DAMAGED STRUCTURES This bill (1) creates a streamlined ministerial approval process for rebuilding residential structures damaged in a disaster, (2) establishes timelines for homeowners associations (HOAs) to review development proposals, (3) limits the scope of covenants and other instruments that would prohibit a property owner from rebuilding a residential structure destroyed in a declared disaster, and (4) prohibits local agencies from preventing property owners from living in a mobile home on their property for up to three years following a disaster.

Be sure to check Echo’s website frequently for the most current information on pending legislation: www.echo-ca.org/echo-legislation-tracker/.

Nathan McGuire, Esq., is a founding partner of McGuire Schubert Sohal LLP, a law firm specializing in representing community associations of all types. He has been engaged in legislative advocacy for HOAs for most of his 20-plus-year career and serves on the board of directors for Echo. He was named Super Lawyers magazine’s “California Rising Star” for six years running, Super Lawyer in 2021-2024, and is the recipient of an AV Preeminent Peer Review designation from Martindale-Hubbell, which signifies the highest level of excellence in the attorney profession.

SB-770 (ALLEN)—COMMON INTEREST DEVELOPMENTS: EV CHARGING STATIONS Existing law imposes various requirements regarding the installation and use of an electric vehicle (EV) charging station placed in a common area or an exclusive use common area of a common interest development, including that the owner is required to provide a certificate of insurance that names the association as an additional insured party. This bill deleted the requirement that the insurance policy name the association as an additional insured party.

ECHO journal | DECEMBER 2025

31

2025 LEGAL RESOURCE DIRECTORY

ASSESSMENT COLLECTION SERVICES Alterra Assessment Recovery 27101 Puerta Real, Ste. 250 Mission Viejo, CA 92691 (888) 818-5949 www.alterracollections.com

A.S.A.P. Collection Services 331 Piercy Rd. San Jose, CA 95138 (408) 363-9600 www.asapcollect.com

Community Legal Advisors Inc. COMMUNITY ASSOCIATION ATTORNEYS

Community Legal Advisors, Inc. Mark T. Guithues, Esq. 509 N. Coast Highway Oceanside, CA 92054 (760) 529-5211 mark@attorneyforhoa.com www.attorneyforhoa.com

Community Legal Advisors Inc. COMMUNITY ASSOCIATION ATTORNEYS

Community Legal Advisors, Inc. Mark T. Guithues, Esq. 509 N. Coast Highway Oceanside, CA 92054 (760) 529-5211 mark@attorneyforhoa.com www.attorneyforhoa.com

See our Advertorial on page 13

Nathan R. McGuire, Esq. 2819 W. March Ln., Ste. B6 PMB 322 Stockton, CA 95219 (209) 425-4260 nmcguire@ms2.law www.ms2.law

DeNichlio Law, APC

The Miller Law Firm

999 Corporate Dr., Ste. 100 Ladera Ranch, CA 92694 (949) 654-1510 www.dlawapc.com

235 Montgomery St., Ste. 930 San Francisco, CA 94104 (415) 437-1800 www.constructiondefects.com

Flanagan Law, APC

Noland Law, PC

6050 Santo Rd., Ste. 220 San Diego, CA 92124 (619) 489-3100 www.flanaganhoalaw.com

Adams Stirling, PLC

3415 Brookside Rd., Ste. 200 Stockton, CA 95219 (800) 464-2817 www.adamsstirling.com

Angius & Terry, LLP

1990 North California Blvd., Ste. 800 Walnut Creek, CA 94596 (800) 680-4001 www.angius-terry.com

Beaumont Tashjian

5008 Chesebro Rd., Ste. 200 Agoura Hills, CA 91301 (866) 788-9998 www.hoaattorneys.com

Berding | Weil LLP

2175 N. California Blvd., Ste. 500 Walnut Creek, CA 94596 (925) 838-2090 www.berding-weil.com

Briscoe Ivester & Bazel

Maria C. Kao 235 Montgomery St., Ste. 935 San Francisco, CA 94104 (415) 402-2712 mkao@briscoelaw.net www.briscoelaw.net

Chapman & Intrieri, LLP

2236 Mariner Square Dr., Ste. 300 Alameda, CA 94501 (510) 864-3600 www.cnilawfirm.com

Garcia | Marsalli, LLP

Jerod Marsalli, Esq. 215 California St. El Segundo, CA 90245 (323) 375-5999 jerod@garciamarsalli.com www.garciamarsalli.com See our Advertorial on page 17

Golden State Construction and HOA Law, P.C.

2603 Camino Ramon, Ste. 200, PMB 457 San Ramon, CA 94583 (925) 587-9010 www.goldenstateconstructionlaw.com

Hanna & Van Atta

525 Middlefield Road, Suite 210 Menlo Park, CA 94025 (650) 321-5700 www.hanvan.com

Hennigh Law Corporation

4 Embarcadero Ctr., Ste. 1400 San Francisco, CA 94111-4164 (415) 325-5855 www.hennighlaw.com HUGHES GILL COCHRANE TINETTI ATTORNEYS AT LAW

Hughes Gill Cochrane Tinetti, PC Amy K. Tinetti, Esq., CCAL 1350 Treat Blvd., Ste. 550 Walnut Creek, CA 94597-7999 (925) 926-1200 atinetti@hughes-gill.com www.hughes-gill.com See our Advertorial on page 7

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DECEMBER 2025 | ECHO journal

100 Pine St., Ste. 1250 San Francisco, CA 94111 (415) 481-0825 www.noland-law.com

O’Toole Rogers LLP

See our Advertorial on page 13

ATTORNEYS

McGuire Schubert Sohal LLP

3650 Mt. Diablo Blvd., Ste. 180 Lafayette, CA 94549 (925) 284-4693 www.otoolerogers.com

Pratt & Associates, APC

634 N. Santa Cruz Ave., Ste. 204 Los Gatos, CA 95030 (408) 369-0800 www.prattattorneys.com

Ragghianti Freitas, LLP 1101 5th Ave., Ste. 100 San Rafael, CA 94901 (415) 453-9433 www.rflawllp.com

Richardson Ober, LLP

225 S. Lake Ave., Ste. 950 Pasadena, CA 91101 (877) 446-2529 www.roattorneys.com

Roseman Law, APC

26895 Aliso Creek Rd., Ste. B 270 Aliso Viejo, CA 92656 (866) 839-9400 www.roseman.law

Scherer Smith & Kenny, LLP 140 Geary St., 7th Floor San Francisco, CA 94108 (415) 433-1099 www.sfcounsel.com

Sandra Gottlieb, Esq., CCAL One Sansome St., Ste. 1400 San Francisco, CA 94104 (415) 762-1889 slg@sghoalaw.com www.lawforhoas.com

Tinnelly Law Group

Ramona Acosta, PCAM 27101 Puerta Real, Ste. 250 Mission Viejo, CA 92691 (949) 588-0866 ramona@tinnellylaw.com www.tinnellylaw.com

INSPECTORS OF ELECTIONS

Berding | Weil LLP

Liberty HOA Election Services, Inc.

Chapman & Intrieri, LLP

Professional Association Services, Inc.

2175 N. California Blvd., Ste. 500 Walnut Creek, CA 94596 (925) 838-2090 www.berding-weil.com 2236 Mariner Square Dr., Ste. 300 Alameda, CA 94501 (510) 864-3600 www.cnilawfirm.com HUGHES GILL COCHRANE TINETTI ATTORNEYS AT LAW

Hughes Gill Cochrane Tinetti, PC Amy K. Tinetti, Esq., CCAL 1350 Treat Blvd., Ste. 550 Walnut Creek, CA 94597 (925) 926-1200 atinetti@hughes-gill.com www.hughes-gill.com

3150 Almaden Expressway, Ste. 235 San Jose, CA 95118 (408) 444-4HOA www.hoaelection.com 42612 Christy St. Fremont, CA 94538 (707) 539-5810, ext. 352 www.pas-inc.com

Pro Elections LLC PO Box 659 Murphys, CA 95247 (209) 559-1448 www.pro-ei.com

LAND USE

See our ad on page 7

White Law Group, Inc.

1530 The Alameda, Ste. 215 San Jose, CA 95126 (408) 345-4000 info@whitelginc.com www.whitelginc.com See our ad on page 15

The Miller Law Firm

595 Pacific Ave., 4th Floor San Francisco, CA 94133 (415) 437-1800 www.constructiondefects.com

GENERAL COUNSEL

Briscoe Ivester & Bazel

Maria C. Kao 235 Montgomery St., Ste. 935 San Francisco, CA 94104 (415) 402-2712 mkao@briscoelaw.net www.briscoelaw.net

Youngling Law Firm 1108 Irwin St. San Rafael, CA 94901 (415) 454-1090 www.younglinglaw.com

Zimmerman Pavone, LLP 6010 Commerce Blvd., #148 Rohnert Park, CA 94928 (707) 578-7555 www.zp-law.net

Community Legal Advisors Inc. COMMUNITY ASSOCIATION ATTORNEYS

Community Legal Advisors, Inc. Mark T. Guithues, Esq. 509 N. Coast Highway Oceanside, CA 92054 (760) 529-5211 mark@attorneyforhoa.com www.attorneyforhoa.com

See our Advertorial on page 13

BYLAW AND CC&R REVISIONS Tinnelly Law Group

27101 Puerta Real, Ste. 250 Mission Viejo, CA 92691 (949) 588-0866 www.tinnellylaw.com

Pratt & Associates, APC

634 N. Santa Cruz Ave., Ste. 204 Los Gatos, CA 95030 (408) 369-0800 www.prattattorneys.com

RESERVE STUDIES Browning Reserve Group 3435 Mission Ave. Carmichael, CA 95608 (877) 708-0600 www.browningrg.com

The Helsing Group

6101 Bollinger Canyon Rd., Ste. 200 San Ramon, CA 94583 (925) 355-2100 www.helsing.com

Tinnelly Law Group

27101 Puerta Real, Ste. 250 Mission Viejo, CA 92691 (949) 588-0866 www.tinnellylaw.com

ECHO journal | DECEMBER 2025

33

2025 LEGAL RESOURCE DIRECTORY

SwedelsonGottlieb

CONSTRUCTION DEFECT LITIGATION

Join like-minded colleagues and learn what is needed to prepare an individual for board service or to better serve your HOA clients.

The program covers the essentials, including the HOA legal environment, fiduciary responsibilities and duties, financial management and reserves, meetings (planning and management), election procedures, board ethics, and soft skills needed to deal with people. The curriculum is brought together with a capstone course on the role of HOA vision, mission, strategy, and core values in common interest developments.

Board Member Preparedness Certificate Program Curriculum 2024:

The courses will be available in various formats including workshop, lecture, and lecture/lab. Faculty has been recruited from the most successful and knowledgeable companies in the industry. Currently, eight of the ten courses will be recorded and available on demand. All courses will be offered live via webinars. Two workshops require live, online participation: HOA Board Ethics and the capstone strategy course.

HOA Legal Environment Series (150 series) 150 Ask the Attorney: Davis-Stirling Act Overview 151 Ask the Attorney: Laws Other than the Davis-Stirling Act 152 Ask the Attorney: Judicial Interpretation HOA Case Law

Participants will be given three years from the date of enrollment to satisfactorily complete the ten courses and successfully pass the exam for each course with a score of 70% or better. The examinations will be designed to cover the basic knowledge and skills discussed in the course and to encourage the internalization of the curriculum. After successfully completing the examinations, participants will be awarded a certificate of successful completion of the Echo Board Member Preparedness Program. This is a lifetime certificate and will be noted in the permanent Echo records.

Good Governance Series (100 series) 100 Leadership & Governance 101 Elections, Voting, and Candidacy 102 Meetings and Best Practices 103 Board Evaluation of HOA Management

Board Ethics (120 Series) 120A Foundations of HOA Ethics Workshop 120B Ethics in Practice Workshop HOA Financial Management & Reserves (170 Series) 170 HOA Financial Management & Reserves HOA Board Member Preparedness Capstone Course (199) 199 A Strategic Approach to HOA Management

To enroll or learn more about the program, contact Connor Zepponi, connor@echo-ca.org, or visit www.echo-ca.org and click on the Echo HOA University program tab.

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DECEMBER 2025 | ECHO journal

1 100% 2 Almost of our clients are homeowners associations, planned unit developments, condominiums, condominium conversions, COOPs, tenancies in common and timeshare projects ...

8 REASONS TO CHOOSE LEVY, ERLANGER & COMPANY LLP 3 CPAs

150

Working with approximately management companies in Northern California out of a total of 300 serving community associations ...

5

12

Which enables our professional staff of including 6 CPAs and 6 CPA candidates (growing to almost 20 professionals during “tax season” from January to April) to ...

6

Since 1977 — more than

40 years’ experience ...

4

2,500

Serving more than community associations (3 to 6,700 units) in Northern California out of a total of approximately 17,000 ...

wide range of services

Provide a to community associations including …

• Financial statements • Annual budget reports (pro • Inspector of election and income tax returns forma budget + assessment/ services — audits, reviews and reserve funding summary) • Board and member compilations • Pro forma operating budgets meeting presentations • Comparative 2-year and PUPM assessment • Litigation support financial statements— computations services (developer more meaningful to readers • Assessment and reserve budget adequacy, • Reserve funding plans, funding disclosure summaries fraud investigation, or updates owner complaints, etc.)

7 unique publications & services 8 Including some

• 2020 Condominium Greenbook™, the 290-page financial reference book for Association treasurers • 2020 Community Association Financial Survey of over 1,500 associations

• A Management Fee Survey of more than 1,900 associations • ...and numerous other surveys of reserve study practices, percent funded, etc.

As well as more than 40 years of important business contacts to help associations connect with the

BEST.

290 King Street, Suite 12, San Francisco, CA 94107 (415) 981-9350 bill@hoa-cpa.com ECHO journal | DECEMBER 2025

35

PRSRT STD US POSTAGE PAID PERMIT NO. 271 85719 5669 Snell Ave., #249 San Jose, CA 95123-3328

Echo Educational Workshop

Good Governance: Elections, Voting, and Candidacy January 29 | 1:00 pm - 3:00 pm

R E G I ST E R H E R E Echo HOA University Core Requirement

Echo Ask the Attorney

Davis-Stirling Overview February 21 | 9:00 am – Noon

R E G I ST E R H E R E

Echo’s online educational offerings provide a wealth of information to HOA board members and engaged homeowners.

Community Conversations

Topic To Be Announced February 26 | 1:00 pm - 2:30 pm

R E G I ST E R H E R E

Explore opportunities at www.echo-ca.org