Echo Journal June 2025

5

8 REASONS TO CHOOSE LEVY, ERLANGER & COMPANY LLP

1

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

3

6

Which enables our professional sta of

12 including 6 CPAs and 6 CPA candidates (growing to almost 20 professionals during “tax season” from January to April) to ...

7

2

Since 1977 more than experience ...

4

150

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

2,500

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

Provide a wide range of services to community associations including …

• Financial statements and income tax returns — audits, reviews and compilations

• Comparative 2-year financial statements— more meaningful to readers

• Reserve funding plans, or updates

• 2020 Condominium Greenbook™, the 290-page financial reference book for Association treasurers

• 2020 Community Association Financial Survey of over 1,500 associations

• Annual budget reports (pro forma budget + assessment/ reserve funding summary)

• Pro forma operating budgets and PUPM assessment computations

• Assessment and reserve funding disclosure summaries

• A Management Fee Survey of more than 1,900 associations

• ...and numerous other surveys of reserve study practices, percent funded, etc.

• Inspector of election services

• Board and member meeting presentations

• Litigation support services (developer budget adequacy, fraud investigation, owner complaints, etc.)

8

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

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

Adam Haney, CPA

VICE PRESIDENT

Mark T. Guithues, Esq.

TREASURER

David Levy

SECRETARY

Brian Campisi

DIRECTORS

Rolf Crocker

Sarah Dunia

J. Spencer Edgett, Esq.

John Gill, Esq.

Nathan McGuire, Esq.

Ali Nekumanesh

Louis J. Sarmiento, Esq.

Kelly Zibell

EMERITUS BOARD MEMBERS

David Hughes Karl Lofthouse

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.

© 2025 Executive Council of Homeowners (Echo)All rights reserved. Reproduction except by written permission of Echo is prohibited.

Echo member information is never released to any outside individual or organization, unless agreed to by the member.

HOA Education On Demand!

Get more from your Echo membership

Echo members have exclusive access to our entire library of HOA-focused educational programming including Community Conversations, Educational Seminars, Workshops, Ask the Attorneys, and Ask the Experts.

The presentations referenced below are a sampling of what is available to our valuable members. Click a title to watch!

Selecting and Working with an HOA Attorney

Elections: Notices, Ballots and Legal Requirements

Governing Documents: Is It Time to Update?

Community Crime – Prevention and Safety

Ask the Experts: Construction and Maintenance

Discrimination: Cultural Sensitivity & Reasonable Accommodations

All Things Paving

Privacy, Cameras, & Recordings ... What Can We Do?

The Elephant in the Room and How to Eat It

Raison d’Etre – The Reason for Boards

What a beautiful phrase, raison d’etre (reason for being). It is a every board member should consider and collectively agree.

HOA boards have a big job. They often are responsible for running corporations worth millions of dollars and are always responsible for some items as private as one’s home and personal habits. A mentor of mine from long ago advised me that “what we work on matters.” In fact, time is a limited commodity, and, as executives, the volunteer board directors need to work on those matters of most consequence to the HOA community.

The phrase engenders humanity. The words roll from one’s tongue. stark business senses and adds the element of humanity to the a board: Strategic planning, execution and evaluation; mission management. The business realities should be reflective of community common values of individuals in the community.

All too often this doesn’t happen, and the elephants in the room are not addressed because the board is drawn into transactional and less substantial matters. This can be extremely frustrating for board members. Boards must be disciplined not to succumb to the tyranny of minutiae. They must be able and willing to expeditiously address the larger, often politically charged and financially substantial matters of the HOA.

Unfortunately, the state of California has not been our friend when it comes to dealing with minutiae. The legislature continues to mandate board attention to significant but, on a broad scale, minor management tasks that should be delegated rather than distracting and consuming the valuable time of the board. (But I digress into my frustration with the government meddling in business matters that should be left in the capable hands of the board members.)

Communities are imperfect – because they are made of humans. relating. Humans using. Human living. Basically, humans being being human, communities sometimes forget that management establish norms for a successful community. In a sense, the board the community. Its purpose is to establish order and elevate or progress and pace by establishing norms and constraints to balance to benefit all.

It seems apparent that board leadership must understand and owners in order to orchestrate a sense of community and generate and protect community values. The purpose of a board, therefore, build community based on common values for the good of all.

Boards should euphemistically be on the hunt for the elephants in the room and avoid being lured away from strategic questions and issues of meaningful consequence to the community. Savvy boards will plan for those threatening political challenges and anticipate the needs of an aging community to ensure neighborliness and maintain property values.

Finding elephants and dealing with them requires bravery. The best place to find it is among the squad . . . yes, the team called the board. A cohesive team can address significant hurdles and illuminate unforeseen long-term community issues. The board, functioning respectfully as a team, ensures that the big issues (herein the elephants) are not deferred, avoided, or unseen. And when addressing the elephants, the board must act like musk oxen in the tundra and form an impenetrable, cohesive defense against the naysayers and detractors. Even one member who defies this “one board, one vote” rule can destroy the ability of the board to deal with the big issues of the community.

Continued on page 30

It takes time to orchestrate a community. It takes time to know your time to listen to the voices and build a vision reflective of community and you will be more effective as a board member and satisfied your reason for being on the board.

ECHO is committed to helping homeowner boards and residents ing and advocacy – this is our “raison d’etre”.

ECHO CHIEF EXECUTIVE OFFICER

David Zepponi Executive Director

Leaders, Not Landlords: A Board Governance Wake-Up

BY DANIEL C. HEATON, ESQ.

Landlords: Wake-Up Call

This is the first of a two-part series on board identity. These articles will explore how community association boards (and sometimes the residents they serve) adopt roles borrowed from rental property management, thus confusing leadership with control. When boards act like landlords, or when residents treat them as such, the result can be legal risk, community tension, and eroded trust. Getting this identity right is the first step toward responsible governance.

IT’S NOT A LEASE, IT’S A COMMUNITY

At a recent board orientation, a newly elected director with years of apartment management experience suggested issuing “three-day notices” to delinquent homeowners. The comment was not malicious, just wrong. However, it reflected a fundamental misunderstanding: community associations are not the same as apartment complexes. Governing homeowners is not the same as managing tenants. Community associations are governed by a fundamentally different legal and fiduciary framework. Mistaking the board’s role can lead to costly missteps, fractured communities, and even lawsuits. Understanding the difference is not academic—it is essential for effective governance.

THE BOARD DOESN’T OWN THE HOMES

The key legal distinction is ownership.

Landlords lease property they own. They can set terms, enforce conditions, and reclaim the unit through eviction if necessary. In community associations, each homeowner holds title to their individual unit or lot, and they share ownership in the common areas. This means the board’s authority is limited to common areas and shared rules. Board members serve as fiduciaries for the association that governs the common interest development. They do not serve as landlords enforcing private rights. For unpaid assessments, the board must follow specific legal channels, either by initiating a small claims action or following a strict lien and foreclosure process.

Illustration: A condominium association tried to “repossess” a unit by changing the locks on a delinquent homeowner after a disputed foreclosure. The owner sued for unlawful exclusion and won

Continued from page 9

because boards are not landlords and homeowners are not tenants.

THE BOARD IS ELECTED, NOT DEPUTIZED

The biggest mindset shift for some board members is understanding the difference between control and leadership. Landlords act in their own best interests and operate with a vertical power structure. But community association boards govern laterally. They act on behalf of their peers. This requires diplomacy, not dominance. And yes, sometimes it necessitates compromise.

Unlike landlords, association boards cannot create or change governing documents on the fly. Operational rules require satisfying a formal notice-and-comment period. Amendments to the CC&Rs or bylaws require a full membership vote and sometimes lender approval.

Decisions must be made in properly “noticed” meetings with a board quorum present. Acting outside of a valid meeting or making decisions through a series of emails is a violation of the Open Meeting Act. When boards ignore this, the consequences can be severe. Actions taken

outside of noticed meetings can be challenged, voided, or even lead to court-ordered reversals. One association was required to undo a major landscaping contract because it was approved via a private email chain, prompting a costly legal dispute and a loss of community trust.

Example of Overreach: A board holds closed-door meetings, refuses member questions, and issues “no discussion” edicts like a rental manager. One board member takes it upon themself to issue “informal warnings” to neighbors for minor rule violations, such as taking guest parking spots or leaving a trash can out an extra hour. Soon this enforcement action leads to an uproar in the community resulting in the board being perceived not as a leadership body but as the neighborhood police.

RULES AREN’T MEANT FOR REVENGE

In rentals, rules protect the landlord’s assets and profitability. They are often enforced unilaterally. But in a community association, rules are communitydriven, and they exist to protect property values and quality of life.

Selective enforcement (like fining one homeowner for a violation while ignoring

others’) invites legal challenges, undermines credibility, and can render that portion of the governing documents unenforceable.

Consider This Scenario: The board fines a homeowner for a non-approved paint color but overlooks three others with equally off-palette homes. The fined owner prevails in challenging the penalty in court because the rule wasn’t enforced consistently, resulting in a disparate aesthetic that ultimately impacted the value of homes in the community.

PROCESS OVER POWER

In property management, certain processes (such as issuing warnings or collecting late rent) are largely internal. In association governance, even if a violation is clear, skipping procedural steps can legally invalidate board actions or trigger liability.

Civil Code Section 5855 requires advance written notice of the alleged violation and an opportunity for the homeowner to be heard by the board (usually in executive session) before the board is allowed to vote to impose fines or penalties. If this part of the process is skipped, any imposed discipline can be thrown out.

THE BOARD IS NOT THE LANDLORD

In communities with rental units, violations committed by tenants (like noise or parking) must be addressed through the owner unless the governing documents explicitly state otherwise. Even if a lease allows behavior that violates the CC&Rs, the board must enforce it through the owner, not directly against the tenant. Associations should require owners to include a lease provision obligating tenants

Continued on page 12

Leaders, Not Landlords

CID CONSORTIUM, LLC

Since its inception, CID Consortium, LLC (CIDC) strives to provide excellent financial and operational guidance to communities, board members, managers, and owners of communities big and small in an ever-changing environment.

We believe in building relationships by doing our business transparently and keeping our clients informed. Before sending a proposal, we take the time to uncover what success looks like for your community. Once we are aligned, we will propose a combination of Governance, Finance, and Organizational services specific to your unique needs.

Owners and operators Donald (”Don”) W. Haney, CPA, and Adam P. Haney, CPA, are well known for their role in developing homeowner association industry standards and technology. Don originally started in the industry in 1979 when he formed two corporations: CEO, Inc. and Haney Accountants, Inc. Both organizations laid the foundation for CIDC led by Adam P. Haney, CPA.

Pulling

Today, CID Consortium, LLC has grown into a team armed with passion and expertise for improving the community living experience of its members. Pulling from 45 years of business, CIDC has accumulated a wealth of experience and expertise through a relentless pursuit of perfection. Fueled by technology and incessant process improvement, the team engages with members on a rich platform, ensuring the community living experience continues to be exceptional. For more information about the services we provide, please visit our website at cidcllc.us.

to comply with the governing documents and then hold the owners responsible for any violations involving their property.

Where It Goes Wrong: The board sends a violation notice directly to the tenant and demands that they vacate within 30 days or face eviction. The tenant files a lawsuit. This results in a court ruling that the association has no such authority. Absent specific language in the CC&Rs, boards cannot enforce lease terms, dictate tenant behavior, or terminate a tenancy.

HABITABILITY IS NOT THE BOARD’S JOB (USUALLY)

Landlords must meet habitability standards under Civil Code Section 1941, which includes ensuring that the property has no mold and no leaks and has working plumbing, heating, and electricity. Community associations, by contrast, are only required to maintain areas that are owned by the association or are otherwise required to be maintained by the association according to the CC&Rs. For example, in a condominium project, the association may be

responsible for a roof leak. In a planned development, the roof might be entirely the owner’s issue. Boards should not assume their role based on sympathy. Instead, they should always read the governing documents before assuming responsibility.

In a landlord–tenant relationship, if essential repairs aren’t made, a tenant can “repair and deduct” or even withhold rent. There is no such provision under Davis-Stirling, which means homeowners cannot withhold or offset assessments, even if the association fails in its duties. Rather, the law is clear that there is no right of offset or reduction in assessments. Payment is unconditional and must always be made. Failure to do so can lead to late fees, interest, liens, and ultimately foreclosure, even if the board is at fault elsewhere.

GOVERNANCE BELONGS TO OWNERS

Tenants may live in the community, but only owners have the right to vote, inspect association records, and attend board or member meetings. Tenants do not have a legal right to attend, observe, or speak

at board meetings unless they are expressly permitted by the board. This isn’t exclusionary; it’s statutory. The association was created to serve the homeowners, not the tenants leasing from them. Giving tenants influence “for fairness” often backfires. The board’s duty is to those who bear the legal and financial responsibility: the homeowners.

CONCLUSION: LEAD LIKE A NEIGHBOR

Serving on a community association board is not about control; it is about stewardship. The boards that truly understand their identity and how their role is framed by the law are those that treat enforcement not as a power to wield but as a responsibility to carry out carefully and consistently. When boards try to “manage” a community the way landlords manage tenants, the result is usually frustration, resistance, or worse — legal exposure. Instead of acting fast and flexing authority, successful boards continually remember that the people they govern are their neighbors. Do not think like a landlord. Lead like a neighbor.

Daniel C. Heaton, Esq., is a senior associate at DeNichilo Law APC, exclusively representing community associations throughout California. Daniel advises boards on complex areas of corporate governance, statutory compliance, enforcement of governing documents, and resolving complicated homeowner disputes or litigated matters.

1

HOA Boards, Associations and Property Managers each have recently ranked Deferred Maintenance as their biggest threat to their businesses. It is no surprise given the near-perfect storm conditions:

STUDY DIGITALLY

360 Degree Hi-Res Spectral Thermal - Moisture Detection, Solar Panel Efficiency LiDAR - Measure, As-Built Plans

2

4

MONITOR PROPERTY HEALTH

Summary-view of All Issues Dynamic Access to Reports & Status

Auto-send Violation & Notice Letters

- Added Regulatory Compliance Requirements

Current Issues Emerging Issues Issue Size & Severity Changes Over Time

5

AUTO-PRIORITIZE Planning Budgeting Reserve Expenditures

- Sharply Rising Labor and Material Costs

- Localized Weather Extremes

- Skyrocketing insurance

- Aging property assets.

Geotagged Issues & Assets

Time & Date Stamped Identify Claim Risks

Issue-specific SOW, RFP and Budgets

6

3 MindMe

ALERTED by MindMe’s PROPERTY INDICATOR LIGHTS High Risk Areas

Moderate Risk Areas

Lower Risk Areas

Detect Early Independently Scope & Scale

Mitigate Insurance Claims

Model Asset Decay Smartly Prioritize Expenditures

Commonsense Rulemaking for Association Boards

BY MATT D. OBER, ESQ.

Good governance is about creating an environment where neighbors can live together harmoniously, not about controlling every aspect of community life.

When was the last time you dusted off your HOA’s community rules and regulations? Are they relevant? Do they address the needs of the community and its residents? Do they address current issues? Or are they outdated, ambiguous, or difficult to understand and enforce? And are they understandable? How do they apply? Are they consistent with the governing documents and applicable law? Finally, are they punitive in nature, or do they encourage compliance? These are some of the questions an HOA board should be asking from time to time in order to maintain a fair and effective rule enforcement process.

What Makes a Valid Rule?

The Davis-Stirling Common Interest Development Act provides a basic framework for adopting valid, enforceable rules. According to Civil Code Section 4350, an operating rule is valid and enforceable only if all the following requirements are satisfied:

a. The rule is in writing.

b. The rule is within the authority of the board conferred by law or by the declaration, articles of incorporation or association, or bylaws of the association.

c. The rule does not conflict with governing law and the declaration, articles of incorporation or association, or bylaws of the association.

d. The rule is adopted, amended, or repealed in good faith and in substantial compliance with the requirements of this article.

e. The rule is reasonable.

Association rules are considered part of an association’s “governing documents.”

Unlike covenants, conditions, and restrictions (CC&Rs), rules do not require member approval to be adopted or amended, since a board’s authority to adopt rules without member approval is provided in either the CC&Rs or the bylaws. The board’s authority, however, is not without limitations. Civil Code Sections 4340 through 4370 provide

Continued on page 16

A Practical Guide to Compliance with the Civil Code Rules Adoption Procedure

Five basic considerations to assist the board in rule adoption or modification:

1. Discuss, Draft, and Review

• The board should discuss adoption or amendment and then delegate the drafting to one or two directors (or a rule committee) to bring the draft language back to the board prior to member review and comment.

• Legal counsel should be consulted to ensure compliance with the Civil Code section factors for a valid and enforceable rule.

• When sending the proposed rule to the members for review and comment, the board should include a statement as to the purpose and effect of the rule change.

2. Allow Sufficient Opportunity for Member Comment

Extra time should be allotted in the open forum part of the meeting to make sure people have reasonable opportunity to comment. It is particularly important for members to know they have been heard by the board and for the board to understand the members’ points of view.

3. Listen

The board may want to reconsider a rule if leaflets start circulating around the neighborhood or if a large number of unhappy owners show up at a board meeting to oppose the rule. It is particularly important that a rule fit the community so that the residents support it (or at least understand the need for it and abide by it). Perhaps comments will lead to modifications to the proposed rule in order to accommodate the opposition. It is possible the rule may not be in the best interests of the community, even though it may have seemed like a good idea at the time.

4. Revise and Resend

If the rule change appears to need further substantial revision, the vote should be tabled and the rule revised and sent to the members again for another 28-day review and comment period before the board votes on the revised rule.

5. Publish

When the rule is passed, it should be sent out in writing to the membership. A reminder notice should be sent once the new rule takes effect. It often takes time for a new rule to be implemented and to gain community-wide acceptance.

Continued from page 15

a statutory framework for how certain types of rules (defined as operating rules) are adopted by common interest development boards of directors.

Operating Rules Defined

The Civil Code rule adoption procedure applies to rules regulating use of the units or lots and the common area (or exclusive-use common areas) and to rules regarding member rule compliance and assessment collection matters. The procedure does not apply to maintenance decisions, decisions affecting less than all of the members, the amounts of special or regular assessments, or rules simply restating the law or the governing documents. When in doubt

about whether a proposed rule is an operating rule, caution and transparency should always be used, and the rule adoption procedure below should apply:

• Before the board can pass, delete, or change an operating rule covered by the Civil Code, members must be given at least 28 days’ advance written notice, with a copy of the actual rule change and a statement as to the purpose and effect of the change.

• Prior to the board’s adoption or modification of a rule or rule change, the board must provide an opportunity for the members to comment about the proposed rule change, either at the open board meeting where the rule will

be adopted or in writing prior to the meeting.

• The members must be notified in writing within fifteen (15) days following the board’s adoption of a rule change.

Note: The Civil Code provides an emergency exception to the operating rule procedure when immediate action is necessary to avoid imminent threat to health or safety or to prevent substantial economic loss. This exception was particularly helpful during COVID lockdowns.

Guidelines for Creating Effective HOA Rules

While following the operating rulemaking procedure is required, effective rulemaking does not end with Civil Code compliance.

Continued on page 18

IQV CONSTRUCTION & ROOFING

IQV specializes in complex reconstruction projects for Northern California & Bay Area HOAs

IQV Construction & Roofing is improving communities! IQV exists to provide the finest quality construction and roofing services to our customers. With the goal of continuing to improve the way we do business, IQV has a passion for serving our clients and supporting a culture that focuses on professional integrity and giving back to our communities.

IQV specializes in complex reconstruction projects for Bay Area HOAs, multifamily property owners, and community management firms. We are your Bay Area Construction and Roofing Specialist.

We proudly service six counties in the greater Bay Area: Alameda, Contra

Costa, Monterey, San Mateo, Santa Clara, and Santa Cruz.

We do everything from interior renovation, exterior decay repairs and the whole roof envelope. We are now offering services for SB 326 and SB 721.

Services include:

• Stairways, Landings & Catwalks

• Decks & Balconies

• Posts & Beams

• Siding & Trim

• Windows & Doors

• SB 721 & SB 326

• Leak & Repair Services

• Gutter & Downspout Installation

Visit our website at www.iqvinc.com to learn more about our services or email us at proposalrequest@iqvinc.com to request a proposal.

You need a contractor that can do both, Construction and Roofing.

IQV Construction & Roofing! Request a Proposal!

Continued from page 16

Having rules for the sake of rules is an ineffective way to govern. If residents do not understand or know about the rules and how they apply, and/or if the board does not adopt a fair and consistent rule enforcement procedure, the community will struggle with enforcement. Creating effective rules for a homeowners association requires more than just following legal procedures. Below are some practical guidelines to help boards develop rules that serve the community well.

1. What Is the Rule For?

• Address Specific Problems: Create rules to solve actual problems, not anticipated ones. Rules should respond to real issues that affect community living.

• Define the Objective: The board should be clear about what the rule aims to accomplish. Ask, “What problem are we trying to solve?” and “Is a rule the best way to solve it?”

• Consider Alternatives: Sometimes education, communication, or community initiatives can address issues more effectively than creating new rules.

If the board cannot explain the reason for the rule, chances are it is not a good rule and won’t be enforced.

2. Keep It Simple

• Use Plain Language: The rule should avoid legal jargon and complex wording. Rules should be easily understood by all residents.

• Be Specific: The rule should clearly state what

is prohibited or required. Vague rules lead to inconsistent enforcement and resident frustration.

• Focus on Results: Where possible, the rule should focus on the desired outcome rather than prescribing specific methods or imposing fines.

3. Is It Enforceable?

• Create Practical Rules: If the rule cannot be reasonably enforced, it should not be adopted. Unenforced rules undermine the entire rulebook. If the board does not understand the rule, the residents will not either.

• Consider HOA Resources: The board should evaluate whether it has the means to monitor and enforce rules fairly and consistently.

• Plan Enforcement Procedures: Rules should have clear and fair procedures for addressing violations before being implemented.

4. Balance Community Needs with Individual Desires

• Minimize the Restrictiveness of Rules: It is most efficient to have only the rules the community needs at the time. Excessive rules, duplicative rules, or inapplicable rules can create a restrictive atmosphere.

• Respect Property Rights: Rules should balance community aesthetics and standards with the homeowners’ right to enjoy their property.

• Consider Diverse Perspectives: HOA communities are composed of diverse people. The board should consider the diversity

of the community (such as age, family structures, and lifestyles) when rulemaking.

• Consider Compromise: Where a rule prohibits or impacts residential enjoyment, the board should consider ways to mitigate that impact to encourage compliance. For example, if the rules prohibit barbecues on balconies, the board may consider providing common area barbecues for community use as an alternative. If the board bans barbecues on balconies without providing an alternative, it may invite resistance.

5. Test Before Adopting

• Ask Critical Questions: Will the rule address a particular community issue or problem? Is it fair? Is it reasonable? Is it enforceable?

• Consider Unintended Consequences: Has the board considered how the rule might inadvertently affect different residents or create new problems?

• Get Informal Feedback: The Civil Code operating rules procedure includes a member input component. However, before adopting or amending any rule, the board should take the temperature of the residents. Proposed rules should be discussed with a diverse group of homeowners in order to gauge their reactions. Change is often difficult, and residents tend to resist. A significant rule change, such as a guest

Continued on page 20

WESTLAKE ROYAL ROOFING SOLUTIONS™

Westlake Royal Roofing Solutions is a recognized, national leader in durable and sustainable clay, composite, concrete, and steel roof systems and components.

Westlake Royal Roofing Solutions™ is the combination of DaVinci® Roofscapes and the former Boral North America roofing product lines. The company is a recognized, national leader in durable and sustainable clay, composite, concrete, and steel roof systems and components. The company’s offerings include Unified Steel™ Stone Coated Steel Roofing, the ultra-lightweight roofing system that combines Class A Fire rating, the superior structural strength and “Green Building” sustainability of steel with the traditional beauty of shake or clay tile; US Tile® products, a legacy line of premium, stunning clay tile solutions manufactured to the highest standard of craftsmanship; DaVinci® Roofscapes, beautiful and durable composite slate and shake

roofing tiles; Newpoint™ Concrete Tile Roofing, the enduring line of concrete tile known for its strength, Class A fire rating and long-lasting beauty; and Westlake Royal™ Roofing Components, a full line of integrated roof components designed to deliver a higher standard of roof installation and performance.

• MOST PERMANENT REROOF SOLUTION – Unified Steel roof will last almost 3 times as long as an asphalt shingle.

• CLASS A FIRE – when used with Westlake’s Sol R Skin Blue underlayment provides 4-in1 protection - Class A Fire, weatherproofing, 5.5 R-value insulation and a reflective barrier.

• 50-YEAR FULLY TRANSFERABLE LIMITED WARRANTY – One of the most fully transferable roofing warranties available today.

• INSURANCE DISCOUNTS –Check with your insurance provider, roofer and energy provider for exact savings/rates for your home.

• WIDE RANGE OF COLORS – Westlake Royal Roofing offers a wide range of profiles and colors to suit any architectural style.

• ENERGY SAVINGS – Above Sheathing Ventilation makes Stone Coated Steel the only “Cool Roof” by design doesn’t rely on color or reflectivity to be a cool roof.

Donna Vingo dvingo@westlake.com (209) 252-2359 westlakeroyalroofing.com

Board Member Preparedness Certificate Program Curriculum

Ten Courses – 29.5 Hours of Education | $100 members/$200 Non-members

Good Governance Series (100 Series)

100 Leadership and Governance

101 Elections, Voting, and Candidacy

102 Meetings and Best Practices

103 Board Evaluation of HOA Management

HOA Legal Environment Series (150 Series)

150 Ask the Attorney: DavisStirling Act Overview

151 Ask the Attorney: Laws Other Than the Davis-Stirling Act

152 Ask the Attorney: Judicial Interpretation - HOA Case Law

Commonsense Rulemaking

Continued from page 18

parking rule without advance notice and community engagement, will likely trigger a backlash or result in widespread noncompliance. Involving the community in the rulemaking discussion will help gain resident buy-in.

6. Communicate Effectively

• Explain the “Why”: When introducing a new rule, clearly communicate the problem it addresses and how it benefits the community.

• Create Educational Materials: Develop FAQs, examples, or visual cues to help residents understand and comply with complex rules.

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

• Use Multiple Channels: Share information through newsletters, emails, community meetings, the association website, etc. To encourage compliance, remind residents throughout the year of newly adopted rules or rules that have been changed. For example, write a newsletter article or website notice about the new/changed pool rules before reopening the pool for the summer.

7. Review and Revise Regularly Rules are fluid and designed to be revised as the needs of a community change. Rules adopted 20 years ago may no longer apply or may address conditions that no longer exist. Consider the following:

• Schedule Periodic Reviews: Set a regular schedule to review all rules to ensure they remain relevant.

• Remove Outdated Rules: Don’t hesitate to eliminate rules that no longer serve a useful purpose.

• Learn from Experience: Adjust rules based on implementation challenges and community feedback.

8. Consider the Big Picture

• Maintain Consistency: Ensure that new rules align with existing rules, CC&Rs, and the overall vision for the community.

• Think Long Term: Rules should address current needs while supporting the long-term health and harmony of the community.

• Focus on Community Values: The best rules reflect and reinforce the values that make the community special.

Good governance is about creating an environment where neighbors can live together harmoniously, not about controlling every aspect of community life. The most successful communities find a balance between necessary governance and the freedom that makes a community feel like home.

As a partner at Richardson | Ober law firm, Matt D. Ober, Esq., brings nearly three decades of legal experience to the table in the areas of common interest development law, residential real estate, construction contracts, and general corporate and business law. Mr. Ober holds a BA degree (with honors) from UC Los Angeles and a JD from Southwestern University School of Law. He is a recognized leader, author, speaker, and faculty member on all facets of the community association industry.

VALIANT PRIVATE SECURITY

Licensed | Professional | Experienced

“...If you are considering Valiant Private Security, you are considering the VERY BEST.”

James A. Gaggero, Police Officer,West Valley-Mission P.D.

VALIANT Private Security provides professional, proactive, service-oriented, full-spectrum security that adds value to homeowner associations by creating safer environments and communities. We aim to set the standards high and then meet or exceed those standards.

At VALIANT Private Security we hire and train only the best in the security field. By providing customtailored security services that help to keep communities safe, we are raising the bar for private security. We work in partnership with local resources to better serve and protect our client’s property, employees, and interests.

We specialize in designing security programs around existing security budgets for services including:

• Security Assessments

• Parking Enforcement

• Access Control

• Foot Patrol

• Mobile Patrol

• Safety Escorts

• CCTV Installation

Are you and your property as safe and secure as you would like? Maybe it’s time to re-evaluate your current security situation. Call VALIANT Private Security for today.

Our Values

Vision: Forward-thinking, we are forging a path for a future of more professional security

Adaptability: We find ways to add value to all environments and assignments.

Loyalty: We are loyal to our teammates and to all of our stakeholders.

Integrity: Our thoughts, our words, and our deeds must and will always be one.

Accomplishment: We seek to accomplish our objectives in performance and professionalism.

Nobleness: We strive to accomplish our duties at the highest levels of morality.

Teamwork: Working together, we see our team effort as integrated with each other, with peer and support organizations, and with our clients and community.

Meet Echo’s New Membership Development Manager

Leila Saeed, Echo’s new membership development manager, brings deep expertise in strategic finance, global cloud management, mergers and acquisitions, procurement, and operations.

Leila discovered Echo through its educational seminars and felt inspired to help other homeowners better understand the role and impact of HOAs. She is passionate about educating the community on the financial and operational aspects of HOA living.

•

• Share ideas and information

• Learn peer to peer It’s included with your Echo membership!

RELIABLE PAVEMENT SERVICES

Our Goal is Your Goal... Plan for Success, Control the Budget & Finish on Time

Since 2012, Reliable Pavement Services (RPS) is proud to have served Northern California planned communities with an estimated $10 million in project involvement annually.

With over 45 years of paving experience, our staff works hard to continue to build the business on the core values of Accountability, Competency, and Integrity. Our WHY is the belief that life is about the Win-Win-Win – and we strive to make that happen daily.

RPS handles projects of all sizes and scopes. From large to small projects, single or multi-year plans, the finished

product provides increased value to your community.

RPS design specifications allow seal coat applications to last up to eight years, while the results of other contractors last three to five years, with minimal increases over multi-year plans. We pride ourselves in going above and beyond for our clients. RPS maintains a strong focus on details which allows homeowners, community/ property managers and installation contractors to use one set of documents to track the project from beginning to end. From budget planning to bidding, contract assignment to project

management and successful project completion – RPS does it all.

Nothing serves a community better than an accurate, long-term plan for your paving projects. Budget planning and reserve funding adjustments are part of the overall project scope and one of the extras Reliable Pavement Services proudly provides to clients.

Contact RPS today and let’s find a way to work together.

• Consulting Agreement fee-based services

• Prime Contract % of the project*

• Flat Rate 10% of the project *

• Project Management Service Fee

*Not available for all projects

Rick Scheibley, Owner 877 Serene Court Morgan Hill, CA 95037 (408) 858-2117

rick@RPSpaveman.com RPSpaveman.com

Don’t miss an opportunity to get the education you need – and the networking and connection you want. Register today!

Educational Seminars

Learn from an acclaimed faculty delivering essential knowledge for HOA boards and homeowners.

• Ask your questions of on-site attorneys

• Visit with industry experts at exhibit tables

• Meet and connect with board members from neighboring communities

Visit echo-ca.org/events for more information on upcoming events.

Click a button or use the link to sign up to receive information on Resource Panel meetings near you!

Come and reconnect with your peers and attend an upcoming Resource Panel in your region. These events are held in a casual atmosphere to enable homeowners, board members, managers, and other professionals to hear about important topics presented by experts in the HOA industry. Click a Resource Panel meeting location below to sign up to receive information.

San Pablo Bay Resource Panel Benicia

The Echo Club at Rossmoor (TECAR)

8/5 Sacramento Resource Panel 11:30 am – 1:30 pm

8/6 TECAR – The Echo Club at Rossmoor 9:30 am – 11:30 am

8/7 East Bay Resource Panel 11:30 am – 1:30 pm

8/12 Los Angeles Resource Panel 11:30 am – 1:30 pm

8/13 Orange County Resource Panel 11:30 am – 1:30 pm

8/14 San Diego Resource Panel 5:30 pm – 7:30 pm

8/26 Wine Country Resource Panel 11:30 am – 1:30 pm

8/27 North Bay Resource Panel 11:30 am – 1:30 pm

8/27 San Francisco Resource Panel 5:30 pm – 7:30 pm

9/9 Central Coast Resource Panel 11:30 am – 1:30 pm

9/10 South Bay Resource Panel 11:30 am – 1:30 pm

9/11 San Pablo Bay Resource Panel 11:30 am – 1:30 pm

HOA Economics Corner

BY GAUTAM GAUBA

Special Assessment or HOA Loan: Making an Informed Choice

Proactive financial planning and adequate reserve funding are the primary tools used to fund the capital expenses (reserves) of an association. However, there may be situations where an association is faced with a large, unfunded expense. Homeowners associations (HOAs) may then find themselves exploring special assessments or a combination of special assessments and an HOA loan to fund the unfunded expense(s).

This article aims to provide readers with an understanding of the key themes and commonly raised questions surrounding this topic.

Understanding Special Assessments and HOA Loans

SPECIAL ASSESSMENTS

A special assessment is a one-time fee levied on homeowners to cover unexpected expenses or major repairs that exceed the HOA’s operating budget or reserve funds.

In California, HOA boards of directors are allowed to levy a special

assessment on their membership of up to 5% of the current fiscal year’s budgeted gross expenses without membership approval. Once the board hits an aggregate of 5% of the budgeted gross expenses for that fiscal year, the membership must approve any further special assessments unless the additional assessments qualify as emergencies (as defined in the Davis-Stirling Act).

For example, if a severe storm causes unexpected damage to a community’s roofs and the repairs are urgent but the total cost is below the 5% threshold of the current fiscal year’s budget, a special assessment might be a faster option (as it requires only board approval) than obtaining approval for an HOA loan.

HOA LOANS

An HOA loan is a sum of money borrowed by the association from a financial institution to fund large projects. The loan is repaid over time through increased monthly dues or special assessments.

An HOA loan is a loan against the balance sheet (akin to a business loan) of a community association. It is typically secured by the HOA’s right to collect future assessments (dues) from its members, rather than by pledging specific physical property.

Here’s an example: Many communities in California are nearing the 50-year mark. Insurance companies may require systems to be upgraded to ensure they don’t pose a life/safety hazard (e.g., electrical panels that have been banned for being a fire hazard). Loans may be a better option in this case, as they allow the HOA to access the necessary

The views expressed in this article are the personal views of the author and should not be construed as financial advice.

funds up front, complete the work immediately, and spread repayment over several years through increased dues or smaller assessments. This avoids placing a heavy, immediate financial burden on homeowners, making the project more affordable and manageable for the community members.

Special Assessment or HOA Loan?

While every situation is different and would require an in-depth analysis, the following are some points that can help homeowners and boards choose the best way forward in deciding between a special assessment and an HOA loan for their specific situation.

How Urgent Is the Expense? – If the issue poses a health or safety risk (e.g., crumbling staircases or mold remediation), time to remedy the issue may be the most important criterion. Assess the time required for bank approval of an HOA loan against the time required for approval of a special assessment.

What Is the Financial Profile of the Community? – If many owners are already stretched thin, a large per-unit expense would be easier to manage if spread out via a loan. For small per-unit costs, a financially stable community might lean toward a special assessment.

Will the Repair Benefit Current or Future Owners? – If the expense will offer long-term benefits (such as a new roof with a 25-year life span), it might make sense to take out a loan and spread the cost across multiple years,

allowing future owners to help shoulder the cost.

Macroeconomic Conditions –Boards may wish to consider macroeconomic factors like interest rates, inflation, and consumer sentiment as part of their decision-making process. As an example, data released by the University of Michigan in April 2025 indicates that consumer sentiment has dropped more than 34% since last year, and the share of consumers expecting unemployment to rise in the year ahead is the highest since 2009. Separately, expectations of yearahead inflation have surged to 6.7%, the highest reading since 1981. The data indicates that consumers are concerned about their finances and will likely react less favorably to large assessment charges from their community

association than to the prospect of an HOA loan, which spreads the costs over multiple years.

Costs of Borrowing – Boards should consider the loan terms, including the interest rate, repayment terms, and associated fees. While HOA loans are a great option for spreading out expenses over a longer period, they come with costs. It is important to balance the benefits of loans against their longer-term interest costs and their impact on the long-term financial health of an association and property values.

Loan Prerequisites

Below are some of the factors that banks consider when evaluating a loan application.

Continued on page 28

NONFINANCIAL INFORMATION

Echo Board of Directors Candidacy and Election Announcement

Echo will conduct the annual election of its board of directors in early fall.

The results of the election will be announced at the Echo annual membership meeting, which will be held on November 20, 2025, from 9:00 to 9:15 a.m. The meeting will be held online only.

Candidate nomination application forms can be requested via the following email: elections@echo-ca.org. For the application to be considered by the Echo nominating committee, it must be completed and received by Echo no later than 5:00 p.m. on July 31, 2025.

For more information, contact David Zepponi at dzepponi@echo-ca.org.

HOA Economics Corner

Continued from page 27

FINANCIAL INFORMATION

• Current and Past Budgets: Here the bank is trying to assess how fiscally responsible the association is. As an example, if the association is facing rising costs but is not increasing annual assessments (keeping assessments artificially low), this would not bode well for its loan application. Banks expect associations (which are nonprofit corporations) to be run as a business.

• Delinquency Report (owners not paying assessments): An association experiencing delinquencies is not excluded from obtaining an HOA loan if the board can

demonstrate a track record of following its collection policy, including securing the debt with a lien on the property.

• Reserve Study Funding/ Special Assessments History: Banks want to see that associations are obtaining the required annual reserve study updates and working to adequately fund the reserve. Typically, the average HOA bank likes to see reserves at 30% or higher in funding. This reduces the likelihood of future unexpected large assessments or loan needs. A solid history of levying special assessments when necessary and successfully collecting them works strongly in favor of the HOA.

• Project Scope and Bids: Being able to provide a detailed project scope and multiple bids from reputable vendors helps validate the amount and intended use of the funds.

• Review of Governing Documents: The board should consult with legal counsel to confirm that they have the authority to obtain a loan and put the association in debt.

• Mitigating Impact of Default: Banks may prefer that assessment (to repay the loan) approval be sent out to vote to reduce the chances of default. Depending on the type of assessment needed, approval may be required from the board alone or a majority of the membership.

a. Emergency Assessment: Only a board vote required

b. Special Assessment: Majority vote of the membership required

Communication Is Key

Whichever option is chosen, it is important for homeowners and boards to consult professionals. Working with property managers, accountants, financial advisors, and legal advisors will ensure compliance with governing documents and state laws. And, most important, communicating transparently about the need for funding and involving homeowners in the decision-making process through votes or surveys is key.

Homeowners should receive the following:

• A detailed project breakdown

• Cost estimates and funding options

• Impact on dues or assessments

• Timeline and consequences of inaction

Conclusion

There is no one-size-fits-all answer; every association is different. What matters most is that the decision is thoughtful, inclusive, and based on the best long-term interests of the community.

Homeowners’ voices matter. Understanding the trade-offs between special assessments and borrowing allows homeowners to contribute meaningfully to the discussion and advocate for a financially sound and neighborfriendly solution.

While special assessments and loans serve as important financial tools, the ultimate goal should be to minimize such situations through robust financial planning. When used strategically, these tools can help communities preserve property values, protect member well-being, and maintain financial stability.

Gautam Gauba is the founder of Gallopify, an investment management platform specifically designed for HOA board members and property managers to analyze data in order to enhance their investment income. He has nearly two decades of industry experience in banking and management consulting and has advised Fortune 500 clients on various strategic initiatives. Gautam will be writing on other topics in this series in the future. If you have a specific economic concern or question you would like to see addressed in a future article, please contact him at gautam.gauba@gallopify.com.

Michelle Underwood contributed to this article.

CIC VP / Commercial Producer

an aging community and shine light on those elephants in the room. It may be ugly, and it may be painful, but it is the right thing to do. Once the light is shone, the elephant pales and the work becomes manageable.

CEO’s Message

Continued from page 6

I reflect on the Surfside Champlain Towers South and the Berkeley balcony disasters and wonder what the heck went so wrong in these communities that resulted in the partial destruction of these buildings and the death of so many people. We may find answers by looking for and addressing elephants in the room that can lead to disasters. At least the analysis is worth considering. The impact on the HOA world has been profound and can be a lesson unto itself. If only a few boards make the wrong decision and the consequences are dire, then the implications for the entire HOA industry can be devastating, particularly if the effect becomes a matter of public policy. The lesson: Don’t defer maintenance and the replacement of component assets if life and health weigh in the balance. Deferred maintenance and replacement are two of the most pressing problems in HOA community management.

In fact, Echo is still learning of HOAs that have not initiated the inspection of their elevated elements pursuant to California SB-326, the “Balcony Bill.” We also have heard of a few communities that have received

their inspection report mandating work but have simply opted not to act or to defer the required reconstruction or replacement. Why might this happen? Because it is a distasteful and difficult job to carry that message to a community, especially since the message often includes the need for a special assessment or a large dues increase. So, the job of board director also requires a heavy dose of empathy and courage; often the community’s health and safety depend on this. Deferred maintenance is the anathema of modern HOA living. Inaction bears consequences, and there are no excuses should the structure fail.

As I age, I change and have a need to pay closer attention to my health, which, unavoidably, is costly and time-consuming. Like people, HOA buildings and amenities age. Managing the aging process of an HOA is a bit like growing older: more inspections, more procedures, and sometimes the need for replacement. To extend the useful life of the building, an investment of time and money is needed to adequately care for the aging community. As we’ve seen, failure to do this can have deadly consequences. It is therefore essential to plan for

So, boards must deal with the elephants in the room, as they say, “one bite at a time,” with wisdom, intelligence, and planning. Savvy, seasoned board members know how to find the issues in the community. They understand the risks associated with issues and can balance the political risk with the actual risk. Wisdom and intelligence are critically important to uncover and assess the issues. Then, once the board determines the issues that should be addressed, a plan (emergency plan, reserve planning, or otherwise) can be developed to manage them.

The plan should be the light that illuminates the problem and how to manage it. The plan should be deliberate, stepwise, agile, and with clear and reasonable expectations. This process will help minimize gross mistakes and strengthen the board and its decision-making processes.

I know dealing with elephants in a community is often a thankless job, but it is a moral imperative of the board to manage those oftenscary elephants. Boards must be brave and lead with courage, and at the very least, each director will know that they are doing their best as servant leaders by putting the community first.

Echo welcomed its newest benefactor earlier this year, Paul Collins of Collins Management. Here is a little information about the Collins family legacy and their commitment to HOA board and manager education.

Paul became involved in the HOA industry at the young age of 12 when he started doing after-school work (like cleaning gutters) for his mother’s company. When his mother, Sharon Collins, later had the chance to create her own company, Collins Management was born. Paul was only in high school at the time, but he proposed a partnership: he would pursue a business degree in college and return to take over the company after graduation. That is exactly what happened. In 1997 Paul clocked into his first day at Collins Management. In fact, he might be the first person in history to intentionally pursue HOA management as a career. Later, Paul’s dad, Bill, joined the company, making it a true familyowned business.

After college, Paul used Echo’s resources (including the Echo Journal) quite a bit for educational purposes. As an industry professional, and through his Echo membership, he met quite a few board members back in the day, including David Levy and Karl Lofthouse. They became his mentors, and Echo became a source of training and community for him. He even

Echo Welcomes Its Newest Benefactor: Paul Collins

BY PAM GROVE

Paul Collins

became a resource for others, penning several articles for Echo over the years.

In addition to his education through mentors and classes, Paul has relevant practical experience that has helped him empathize with his clients. He has both lived in an HOA and served on an HOA board. All of these lived experiences have helped him understand how important it is for HOA boards to have an unbiased resource for education such as Echo provides.

When asked why he decided to become a benefactor member at this time, Paul replied, “Collins Management prioritizes personalized, community-focused service. Complementing this mission is the Collins Management Foundation, our charitable arm that supports industry employees, particularly lowerwage workers, and essential industry organizations. We believe

Echo’s focus is very similar in its mission. Echo plays a vital role in education, advocacy, and homeowner resources. And Collins Management believes so deeply in Echo’s impact that it requires all of our client associations to maintain Echo memberships, making Echo central to their board training strategy. It was therefore a natural and proud decision for our foundation to reinforce our shared vision: thriving communities built on knowledgeable leadership, fairness, and collaboration.”

In addition, Paul stated that he believes Echo membership is different from that of other organizations that provide resources for HOAs since its primary mission is to support board members. Because Echo focuses mostly on educating board members and HOA residents, there isn’t mixed allegiance.

As an aside, Paul is an instructor of Brazilian jiu-jitsu. He finds the discipline and commitment to his avocation to be similar to his commitment to his career in the HOA industry. Perhaps it is because both have similar values – the need to be dedicated, committed, and continue to train oneself. These are the values that attracted him to both pursuits. Brazilian jiu-jitsu promotes physical fitness and builds character, and HOA boards have similar goals of promoting community health and caring for the places called home.

WELCOME

TO ECHO’S

New Professional Service Providers

A&D Association Management

Since 1983, A & D Association Management is a professional company based in Tracy, CA that specializes in providing management services for associations and organizations.

With a focus on efficiency and client satisfaction, the company offers tailored solutions to meet the unique needs of each client, ensuring smooth operations and effective communication within the communities they serve.

Serving San Joaquin County

Deborah Pimentel Owner (209) 830-7738 admgmt@pacbell.net

The American Heritage Landscape team is dedicated to safeguarding and enhancing the value of our customers’ assets through our maintenance routines. Our foremost concern is the environment, and we strive to minimize our carbon footprint. Our practices are not only proven and effective but also sustainable. We take great pride in our professional employees who excel in communication and are passionate about gardening, thereby enhancing your curb appeal.

One crucial aspect we prioritize is water management. Our certified irrigation technicians/auditors will conduct a comprehensive evaluation of your irrigation system. This includes mapping, assessing control charts, identifying deficiencies, and suggesting modifications to conserve

water. We stay updated with the latest irrigation technology advancements and can expertly troubleshoot complex issues.

Our team also includes plant healthcare technicians who specialize in diagnosis and preventative care. We offer soil testing and analysis to identify any deficiencies in the soil profile. As advocates for environmental protection, we incorporate organic-based fertilizer programs for our customers’ gardens promoting growth of lush and thriving plants that naturally combat the daily challenges posed by insects and diseases.

Los Angeles County, Ventura, Santa Clarita, Thousand Oaks and Orange counties.

Carla Gray Business Developer (714) 602-0132 (M) cgray@americanheritagelandscape.com americanheritagelandscape.com

Transform Your Voting Experience with Ballot Bliss

Discover the joy and convenience of Ballot Bliss, the secure and seamless online voting platform that ensures peace of mind.

Ballot Bliss is an electronic voting platform that helps HOAs and condominium associations cast votes and make decisions with ease and confidence. With features such as a user-friendly interface, secret ballots, customizable ballots, and instant results, Ballot Bliss is designed to offer an easy voting experience for managers, boards, and residents.

Welcome to Ballot Bliss, where your ballot is built with simplicity, your decisions are made in harmony, and your voting process is nothing short of blissful.

Ashish Patel CEO (877) 974-5372 ashish@ballotbliss.com ballotbliss.com

The Bay Area’s Commercial Landscape Management Specialists

At Common Ground Landscape Management, Inc., our mission is to provide a superior landscape maintenance service with quality and professionalism that exceeds our clients’ expectations. We are committed to maintaining our client’s properties in an eco-friendly and sustainable manner using the industry’s latest methods and practices.

Custom Landscape Programs For

• Homeowners Associations

• Apartment Complexes

• Commercial Properties

Landscape management full-service company, maintenance, renovation, consulting, pest control, backflow test, and repair.

Serving Alameda, San Mateo and Santa Clara counties.

Tris Jauch Owner (408) 278-9807

tjauch@cglmgt.com Commongroundlandscapeinc.com

Management Made Simple

At Community First Property Management (C1PM), we believe that successful community management starts with understanding the unique needs of each neighborhood we serve. Our goal is to simplify the complexities of managing properties while delivering exceptional service and building strong, vibrant communities.

We provide One Solution, Built Around Your Community. We offer comprehensive property management services, customized maintenance plans, financial transparency, and cutting-edge technology. From day-to-day operations and project management to long-term financial planning, our full-service approach ensures that every aspect of your HOA is handled with care and expertise.

At C1PM, we take pride in being more than just a management company. We’re your partners in building and maintaining a community where homeowners feel supported, secure, and informed. With our commitment to transparent communication, proactive planning, and personalized service, we make Management Simple, so you can focus on what truly matters —your community.

Serving San Mateo and Santa Clara Counties

Cynthia Porter

Client Implementation/Onboarding Specialist (408) 380-2231

cporter@communityfirstpm.com communityfirstpm.com

CTA Review, Inc. is a third-party filing service that helps Homeowners Associations (HOAs), condominiums, PUDs, and other owner associations meet the requirements of the Corporate Transparency Act (CTA).

CTA Review makes the filing process easier by handling the complex reporting steps, helping clients avoid errors and fines. They securely collect and submit Beneficial Ownership Information (BOI) directly to FinCEN, so clients don’t have to manage sensitive information themselves. Instead, CTA Review safely processes and stores all data for future compliance needs.

For HOA board members, this service provides security, peace of mind, and protection from potential filing mistakes. CTA Review also sends update reminders and keeps detailed records to ensure clients stay compliant year-round, making CTA filing straightforward and worry-free.

Natalie Stewart President (714) 276-1711

natalie@ctareview.com ctareview.com

Residential & Commercial Management Services

We proudly serve the greater San Francisco, Napa, and Santa Rosa areas and surrounding cities with a dedicated team of community management experts.

A prosperous community needs a reliable partner that pays attention to the big picture as well as the small details.

Financial strength and stability are vital to the success of a community. We offer the broadest array of

financial and accounting services in the industry and are proud to maintain the highest security measures and tightest financial standards.

Services Include:

• Accounts payable and receivable | Check preparation and distribution

• Assessment billing and collections

• Budget analysis and preparation

• Checking, savings, and money market accounts

• Balance sheets and income statements

• Secure electronic funds management

• Escrow demands oversight

• Income and expense projections

• Invoice scanning and vendor portal

• Real-time financial reporting

• $6M fidelity bond, the industry’s highest level of protection bond

Stephanie Ripley, CCAM Branch President (707) 806-5400

SRipley@EBCommunityMgrs.com EBCommunityMgrs.com

Your friendly neighborhood commercial and residential cleaning professionals!

With over 20 years of experience in the hospitality and cleaning industries, the Elite Building Services team gives you peace of mind when addressing your interior and exterior needs.

Have dusty, dirty solar panels? We hand wash and wipe solar panels, giving them the utmost care.

Continued on page 34

WELCOME TO ECHO’S

New Professional Service Providers (cont’d.)

We love giving windows a spotless, streak-free shine. We hand wash and wipe windows to get them squeaky clean.

Pressure washing is a great way to blast away any dust, dirt, mold, grime, or cobwebs — no matter how built up or settled it is. Oftentimes forgotten, these represent your business as much as the rest of your office.

An arduous and dangerous task, cleaning gutters is necessary to prevent water damage. Our service includes bagging all debris, clearing away clogs, and installing or cleaning downspouts.

Serving Monterey, San Mateo, Santa Clara counties.

Steve Shukla Manager (408) 242-5727 elitebuildingservices79@gmail.com elitebldg.services

Gallopify is a fintech company that works with Board Members and Property Management companies, to optimize the returns on investable assets of Community Associations (HOAs/Condominium Corporations/ Co-ops).

Our novel approach adds value to clients by:

1. Converting data into insights: We analyze the association’s data and provide monthly actionable insights allowing associations to maximize their returns with power of monthly compounding.

2. Locking in investments for longer terms: Our platform provides cash-flow projections ranging from 3 months to 5

years at the click of a button, allowing associations to lockin investments for longer durations, in the present highinterest rate environment.

3. Mitigating Risk: Spread your investments so that funds in any one bank don’t exceed the FDIC limit.

Experience the power of our platform by signing up for our no-cost pilot program, with no need to change your existing bank accounts! Terms apply.

Gautam Gauba CEO & Founder (416) 566-7915

Gautam.gauba@gallopify.com gallopify.com

Golden State Construction and HOA Law, P.C. is one of California’s premier construction and HOA litigation boutique and corporate counsel firms. GSCL, with 15 years of litigation success and extensive trial experience, offers expert representation for California construction, HOA industries, and property owners.

As an attorney for claimants, firm owner Mark R. Kirkland, Esq. has obtained tens of millions of dollars for his clients to repair construction defects and to compensate them for their losses. Mr. Kirkland has also obtained favorable defense judgments and has recovered substantial attorneys’ fees while defending his clients.

Contact GSCL regarding your SB 800 or SB 326 questions and request a free site evaluation.

Statewide Service with Offices in San Ramon and Irvine

Mark Kirkland, Esq. CEO (925) 577-9334

mark@goldenstateconstructionlaw.com goldenstateconstructionlaw.com

NEXTIER Insurance Services is built on a foundation of trust, expertise, and personalized service. We believe in the power of education and integrity, ensuring that you not only understand your insurance options but feel confident in every decision. Doing the right thing is at the heart of everything we do.

With decades of combined experience and a client-first approach, we are passionate about helping property managers, board members and homeowners protect what matters most. At NEXTIER, we take pride in being a partner you can rely on every step of the way.

Serving Los Angeles, Orange, Riverside, San Bernardino and San Diego counties.

Summer Blaser

Executive Vice President (949) 246-7112

summerblaser@nxtins.com nextierins.com

Forward-thinking legal strategy. Bold advocacy

Primus Paint Worx, Inc. specializes in customer-focused interior and exterior painting for both residential and commercial properties. With over 30 years of experience, we have a proven track record of transforming single-family homes and multi-family dwellings into beautifully modern spaces.

Our dedicated team is here to support you from start to finish. We begin with a hassle-free estimate and offer personalized color consultation services to help you find the perfect palette for your property. Throughout the project, we prioritize clear communication to ensure you’re informed every step of the way. Additionally, our services extend to include stucco repairs, wood repair and replacement, as well as drywall repairs, making us your one-stop solution for all your painting needs.

Trust Primus to revitalize your property with precision and care.

Serving San Diego County Bronda Villanueva Business Development (619) 891-7396 bronda@primuspaint.com primuspaint.com

Committed to Sustainable Community Growth

At Terra58 Management, our mission is to cultivate thriving communities where residents feel connected and valued. We prioritize integrity and collaboration, empowering homeowners’ associations with tools for success. By enhancing engagement and streamlining

operations, we create a supportive environment that protects property values and fosters growth.

Fostering Collaboration for Success

Join us in creating connected communities that embody the values and aspirations of their residents. We believe in the power of collaboration and open communication to foster a thriving environment. Contact us today to discover how our expertise and dedication can benefit your community.

Serving El Dorado County

Jennifer Fontana President

jennifer@terra58.com (279) 400-2294 terra58.com

Umpqua Bank is a premier regional bank serving customers across the West. We provide relationshipbased banking and a full suite of financial services for consumers and businesses. With more than $50 billion in assets, Umpqua combines the resources, sophistication, and expertise of a national bank with a commitment to deliver personalized service at scale.

Mary Macias Vice President (916) 906-1366 marymacias@umpquabank.com umpquabank.com/commercial/ industries/hoa

Make Your Home Stand Out with Vista Paint’s Property Services

A fresh coat of paint does more than just update your home, it protects it, enhances curb appeal, and adds value. At Vista Paint, we make the process seamless with premium paints and expert property services designed to support homeowners, HOAs, and property managers every step of the way.

Bringing your vision to life:

• Assessing your homes’ needs before the project begins.

• Helping you compare contractor bids with confidence.

• Detailed Paint Specifications –Ensuring the right products for long-lasting, beautiful results.

• Making approvals easy and stress-free.

• Connecting you with trusted professionals.

• Digital Renderings & Color Consultations for your new look.

• Member Discounts – Savings on high-quality finishes.

• Keeping records of your colors for future touch-ups.

Vista Paint is here to make your painting project effortless and rewarding.

Shane McKeever Property Services Specialist (916) 890-8569 smckeever@vistapaint.com vistapaint.com

Echo Legislation Tracker – June 2025

BY NATHAN McGUIRE, ESQ.

This is an abbreviated version of the June 2025 legislative update. To see the full version, visit Echo’s website at www.echo-ca.org/echo-legislation-tracker/.

CALIFORNIA ASSEMBLY BILLS

AB-1 (CONNOLLY) – RESIDENTIAL PROPERTY INSURANCE: WILDFIRE RISK

Requires the Department of Insurance on a regular basis to consider whether or not to update its regulations to include additional building hardening measures for property-level mitigation efforts and communitywide wildfire mitigation programs. Also 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.

STATUS: Passed out of Assembly 79-0.

AB-6 (WARD) – RESIDENTIAL

DEVELOPMENTS:

BUILDING STANDARDS: REVIEW

Requires the Department of Housing and Community Development (HCD) to convene a working group to research and consider recommending building standards to allow residential developments between 3 and 10 units to be built under the requirements of the California Residential Code (CRC), and requires HCD to perform a review of residential construction cost pressures, as specified.

STATUS: Passed out of Assembly 79-0.

AB-21 (DEMAIO) – COMMON INTEREST DEVELOPMENTS: ASSOCIATION MANAGEMENT AND MEETING PROCEDURES

Existing law (the Davis-Stirling Common Interest Development Act) governs the management and operation of common interest by an association.

Existing law:

• Delivery of documents in accordance with the preferred delivery method specified by the member via individual delivery or general delivery.

• General notice must be given at least 28 days before making a rule change.

• Boards cannot take actions outside board meetings; boards cannot have electronic meetings.

• Board meeting notification is made by “general delivery” 4 days before the meeting and must include the agenda, time, and date.

• Confidential executive sessions for certain stated sensitive matters and minutes of executive sessions must be reported at the next meeting.

• Board minutes and draft minutes made available to homeowners within 30 days.

• Members can sue the association board within 1 year of an action, and the prevailing party may recover reasonable attorney fees and court costs.

The DeMaio bill would codify the following:

• Rule changes must be provided by individual notice

• Board directors cannot have communication of any kind regarding board business outside of an official board meeting.

• Requires addition of a notice of how a member can receive an agenda packet; requires establishment of a procedure for distributing agenda packets.

• Requires board to announce litigation and certain case information to the membership.

• Ongoing litigation discussed in board’s executive session must be announced, with court name and case number put in meeting minutes.

• Requires board to announce insurance claims or policy changes.

• Mandates electronic recording of open sessions –either audio or audio-visual; requires notification to be sent to attendees of each meeting; all electronic recordings added to association records and made available to homeowners; no charge if electronically distributed; include date, time, quorum, etc.

• Mandates that a court could void any action by the board if the board is in violation of any of the above provisions.

• Allows a cause of action to be filed in a superior court or small claims court.

• Awards court costs and reasonable attorney fees for causes of action in small claims.

• Removes the secret ballot provision for amending operating rules.

• Requires that a ballot must be made available to any member.

• Updates definitions and other related and conforming changes to the act.

STATUS: The bill has been referred to the Housing and Community Development and Business and Professions Committees. It failed to advance out of committee and is now dead. The author has stated his intention to bring it back next year (or support a colleague in doing so) in the second half (2026) of this legislative session.

AB-69 (CALDERON) – FAIR PLAN POLICY RENEWALS

Requires a broker of record to determine if a FAIR Plan policy can be moved to a voluntary market insurance company before the policy is renewed. Also requires the FAIR Plan Association to notify all policyholders of coverage options.

STATUS: Passed out of Assembly Insurance Committee 17-0 and Appropriations Committee 14-0. Headed to suspense file.

AB-130 (WAHAB) – HOUSING

AB-130 amended June 25 to include some of the language from SB-681 ($100 limitation on fines).

AB-226 (CALDERON/ALVAREZ) – CALIFORNIA FAIR PLAN ASSOCIATION

Authorizes the association (if granted prior approval from the commissioner) to request the California Infrastructure and Economic Development Bank to issue bonds and would authorize 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. 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. 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. Requires the association (if the above-described bonds, loan agreements, or lines of credit received 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.

STATUS: Passed out of the Assembly 77-0 on April 1, 2025. Headed to the Senate Business and Professions, the Economic Development, and the Insurance committees. Amended in the Senate on May 29, 2025.

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 above-described 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 would exempt 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.

STATUS: Passed out of the Assembly 77-0 on April 1, 2025. Headed to Senate Natural Resources, Water, and Housing and Community Development committees. Amended in the Senate on May 13, 2025.

AB-739 (JACKSON) – COMMON INTEREST DEVELOPMENTS: MANAGING AGENTS: REAL ESTATE

BROKER LICENSE

Requires a managing agent of a common interest

development to hold a real estate broker license issued by the state.

STATUS: Referred to the Housing and Community Development and Business and Professions committees. It was not heard in either of these committees and appears to be dead.

AB-1154

(CARRILLO) – ACCESSORY DWELLING UNITS: JUNIOR ACCESSORY DWELLING UNITS

Prohibits a local agency from imposing any parking standards if the accessory dwelling unit is 500 square feet or smaller. Under this bill, that owner-occupancy requirement would apply only if the junior accessory dwelling unit has shared sanitation facilities with the existing structure. Requires an ordinance that provides for the creation of a junior accessory dwelling unit to require that a rental of a junior accessory dwelling unit be for a term longer than 30 days.

STATUS: Passed out of the Assembly 70-1.

AB-1240 (LEE/PEREZ) – SINGLE-FAMILY RESIDENTIAL REAL PROPERTY: CORPORATE ENTITY: OWNERSHIP

Prohibits a business entity, as defined, that has an interest in more than 1,000 single-family residential properties from purchasing, acquiring, or otherwise obtaining an ownership interest in another single-family residential property and subsequently leasing the property, as specified.

STATUS: Passed out of the Assembly 42-18.

CALIFORNIA SENATE BILLS

SB-282 (WIENER) – RESIDENTIAL HEAT PUMP SYSTEMS/WATER HEATERS/HVAC

Voids any restrictions in governing documents that prevented the replacement of a fuel-gas-burning appliance with an electric appliance or prevented the installation or use of a residential heat pump water heater or heat pump HVAC system.

STATUS: Passed out of committees before getting sent to the suspense file in the Appropriations Committee.

SB-410 (GRAYSON) – COMMON INTEREST DEVELOPMENTS: DISCLOSURES TO PROSPECTIVE PURCHASERS: EXTERIOR ELEVATED ELEMENTS INSPECTION

Requires HOAs to provide potential buyers with the inspection reports required under Section 5551 (SB-326 balcony inspection reports).

STATUS: Passed out of the Senate 34-0.

SB-448 (UMBERG) – TRESPASSING: REMOVAL OF TRESPASSERS ON RESIDENTIAL PROPERTY

Prescribes a procedure for the notice and removal of a squatter by a local law enforcement agency. Authorizes a property owner or their agent to serve a demand to vacate, as specified, upon a squatter. Authorizes the owner or agent, after service of the demand, to submit a request, signed under penalty of perjury, to the local law enforcement agency with primary jurisdiction

Continued on page 38

where the property is located, as specified. Requires the law enforcement agency, upon receipt of the request, to verify the request and, upon verification, to remove the unlawful occupants from the property without unreasonable delay, as specified.

STATUS: Passed out of the Public Safety (6-0), Judiciary (13-0), and Appropriations (7-0) committees but was placed in the suspense file. The suspense file is often used to quietly kill bills, so don’t expect this bill to move.

SB-546 (GRAYSON) – COMMON INTEREST DEVELOPMENTS: ACCOUNTING

Repeals existing law requiring the board of directors of common interest developments to review accounting documents on a monthly basis and allows the review to be completed by an individual member or a subcommittee of the board, provided the review is then ratified at an official board meeting and reflected in the minutes.

STATUS: The bill has been referred to the Housing and Community Development and Judiciary committees but has not been taken up in either one.

SB-570 (ALVARADO-GIL) – COMMON INTEREST DEVELOPMENTS

The Davis-Stirling Common Interest Development Act governs the management and operation of common interest developments. This bill would make a nonsubstantive change to the provision specifying the act’s title.

STATUS: This bill was likely a “spot” bill. It was never referred to any committees and won’t make it out of the Senate.

SB-625 (WAHAB/RICHARDSON) – HOUSING DEVELOPMENTS: DISASTERS: RECONSTRUCTION OF DESTROYED OR DAMAGED STRUCTURES

This bill would (1) create a streamlined ministerial approval process for rebuilding residential structures damaged in a disaster, (2) establish timelines for homeowners associations (HOAs) to review development proposals, (3) limit 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) prohibit local agencies from preventing property owners from living in a mobile home on their property for up to three years following a disaster.

STATUS: The bill passed out of the Senate 39-0.

SB-677 (WIENER/WICKS)

– HOUSING DEVELOPMENT: STREAMLINED APPROVALS

Requires local agencies to ministerially approve certain housing developments and urban lot splits and preclude the imposition of additional approval requirements. Voids any homeowner association private restrictions, including those contained in CC&Rs or other governing documents that effectively prohibit or unreasonably restrict these approved housing developments and urban lot splits.

STATUS: Referred to the Housing and Community

Development and Judiciary committees. It did not make it out of committee but could be reconsidered.

SB-681/AB-130 (WAHAB) – HOUSING

Prohibits monetary fees from exceeding the lesser of that specified in the schedule or $100 per violation. Requires the HOA board to give a member the opportunity to cure a violation prior to the meeting to consider or impose discipline, as specified. Reduces the time to provide written notification of a decision to impose discipline from 15 days to 14 days. Prohibits fees or other financial requirements to be imposed on the construction or use of an ADU or JADU.

STATUS: Passed out of the Senate 28-10.

SB-750 (CORTESE) – CALIFORNIA RESIDENTIAL MORTGAGE INSURANCE ACT

Cal REMIA would establish the California Residential Mortgage Insurance Fund in the State Treasury and would continuously appropriate moneys in the fund to the agency for the purpose of insuring construction loans and permanent loans and providing credit enhancements under the program and for the purpose of defraying administrative expenses incurred by the agency in operating and implementing the program.

STATUS: The bill passed out of the Senate 38-0.

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 would delete the requirement that the insurance policy name the association as an additional insured party, and would correct an erroneous cross-reference regarding the amount of that insurance.

STATUS: The bill passed out of the Senate 28-10.

SB-811 (CABALLERO) – COMMON INTEREST DEVELOPMENTS: DOCUMENT DELIVERY

Existing law makes delivery of a document under the Davis-Stirling Act complete upon either its deposit into the United States mail or upon electronic transmission. This bill would make a nonsubstantive change to those provisions.

STATUS: This bill is likely a “spot” bill and won’t move out of the Senate at this point.

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 20212024; 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.

ACCOUNTANTS & CPAS

Allen & Cook, Inc.

1550 The Alameda, Ste. 208 San Jose, CA 95126 (408) 293-3004 www.allenandcookinc.com

Brandon & Tibbs Accountants

3 Quail Run Circle, Ste. 200 Salinas, CA 93907 (831) 758-4481 www.brandon-tibbs.com

Butner Homeowner Association Services

P.O. Box 1999

Mammoth Lakes, CA 93546 (760) 934-8589 www.butnerhoaservices.com

CID Consortium, LLC

Brenda Lynch 919 Reserve Dr. Roseville, CA 95678 (888) 786-6000 (707) 484-9729 (cell) blynch@cidcllc.us www.cidcllc.us

See our advertorial on page 11

CondoCPA, Inc.

101 Cooper St., #307 Santa Cruz, CA 95060 (831) 296-0645 www.condocpa.com

Condominium Financial Management, Inc., CMF 60 Mayhew Way Walnut Creek, CA 94567 (925) 566-6800 www.condofinancial.com

HOA Accounting Services

2261 Market St., Ste. 4100 San Francisco, CA 94114 (925) 322-2200 www.hoa-accounting.com

Lara Accountancy Group, Inc. 303 Twin Dolphin Dr., Ste. 600 Redwood City, CA 94065 (650) 632-4211 www.lara-cpa.com

Levy, Erlanger & Company

Bill Erlanger

100 Montgomery St., Ste. 715

San Francisco, CA 94104 (415) 981-9350

bill@hoa-cpa.com www.hoa-cpa.com

See our ad on the Inside Front Cover

BOOKKEEPING

Avenues HOA Financial Management

548 Market St., #226771 San Francisco, CA 94104 (650) 448-3968 www.avenuesmgt.com

CID Consortium, LLC

Brenda Lynch 919 Reserve Dr. Roseville, CA 95678 (888) 786-6000 (707) 484-9729 (cell) blynch@cidcllc.us www.cidcllc.us

See our advertorial on page 11

Community Financials

7 W. Figueroa St., Ste. 300 Santa Barbara, CA 93101 (833) 266-3646 communityfinancials.com

BUILDING CLEANING SERVICES

Elite Building Services 3391 Belgrove Court San Jose, CA 95148 (408) 745-9055 www.elitebldg.services

BUILDING MANAGEMENT SERVICES

Building Resource Management, Inc. 6160 Fairmount Ave., Ste. D San Diego, CA 92120 (858) 633-5090 www.brmsd.com

ProTec Building Services 10180 Willow Creek Rd. San Diego, CA 92131 (858) 569-1080 www.protec.com

CABLE & INTERNET SERVICES

Sail Internet, Inc.

305 Laurelwood Rd. Santa Clara, CA 95054 (844) 438-8484 www.sailinternet.com

COLLECTIONS

Alterra Assessment Recovery Ramona Acosta, PCAM 33332 Valle Rd., Ste. 100 Mission Viejo, CA 92675 (888) 818-5949 contact@alterracollections.com www.alterracollections.com

A.S.A.P. Collection Services

6980 Teresa Blvd., Ste. 150 San Jose, CA 95119 (408) 363-9600 www.asapcollect.com

CONSTRUCTION & GENERAL CONTRACTORS

Allana Buick & Bers, Inc. 990 Commercial St. Palo Alto, CA 94303 (650) 543-5600 www.abbae.com

BTC Bob Tedrick Construction, Inc.

2021 Las Positas Ct., Ste. 151 Livermore, CA 94551 (925) 454-0358 www.btcquality.com

Cal-Pro Construction & Painting

1076 Horizon Dr., Ste. 16 Fairfield, CA 94533 (800) 373-1352 www.thinkcalpro.com

Construction Services, Inc. P.O. Box 54190 San Jose, CA 95154 (408) 210-6344 www.csibayarea.com

The GB Group, Inc.

780 Jarvis Dr., Ste. 100 Morgan Hill, CA 95037 (408) 848-8118 www.gbgroupinc.com

Good Life Construction

3720 Madison Ave. North Highlands, CA 95660 (916) 884-6132 www.goodlifeconstruction.com

CONSTRUCTION & GENERAL CONTRACTORS (CONT’D.)

Giuliani Construction & Restoration

2151 Stone Ave.

San Jose, CA 95125 (833) 337-9688

www.giulianiconstruction.com

IQV Construction & Roofing

Daisy Ortiz 877 Chestnut St. San Jose, CA 95110 (408) 638-5520 dortiz@iqvinc.com www.iqvinc.com

See our advertorial on page 17

Pro-Craft Builders

46000 Warm Springs Blvd. Fremont, CA 94549 (510) 771-9958 www.pro-craftbuilders.com

Willie & Bros Construction & Maintenance

1431 Morrill Ave.

San Jose, CA 95123 (408) 316-5431

www.williebrosconstruction.com

CONSTRUCTION MANAGEMENT

C.L. Sigler & Associates, Inc. 521 Charcot Ave., Ste. 203 San Jose, CA 95131 (408) 922-0262 www.siglercm.com

Construction Services, Inc.

Tracy Davis P.O. Box 54190 San Jose, CA 95154 (408) 210-6344

tracy@csibayarea.com www.csibayarea.com

Reconstruction Experts 345 California St. San Francisco, CA 94104 (310) 648-8654 www.reconexp.com

Recon360, LLC

Dario Arganese

99 S. Almaden Blvd., Ste. 600 San Jose, CA 95113 (877) 798-9881 (408) 529-3630 (D) dario@recon-360.com www.recon-360.com

See our ad on page 7

Saarman Construction, Ltd.

1900 N. Loop Rd. Alameda, CA 94502 (415) 749-2700 www.saarman.com

Skuba Construction Services, Inc. 5356 Clayton Rd., Ste. 125 Concord, CA 94521 (925) 689-5900 www.skubaconstruction.com

Velocity Construction Services, Inc.

Michael Nielsen, President 4123 Pestana Pl. Fremont, CA 94538 (510) 657-6432

michael@velocitycsinc.com www.velocitycsinc.com

MindMe Technology

Hooman Bolandi, President 20 S. Santa Cruz Ave. Los Gatos, CA 95030 (408) 859-8128

hbolandi@mindmetechnology.com www.mindmetechnology.com

See our ad on page 13

CONSULTANTS

Unlimited Property Services, Inc.

Scott Swinton 2250 Central St., Ste. A Richmond, CA 94801 (510) 965-1112

info@upsionline.com www.upsionline.com

CTA REVIEW AND FILING

CTA Review, Inc.

200 Main St., Ste. 204B Huntington Beach, CA 92648 (714) 276-1711 www.ctareview.com

DECK & BALCONY INSPECTIONS

B2R Consulting Group 1740 W. Katella Ave., Ste. L Orange, CA 92867 (714) 744-6100, ext. 201 www.b2rconsultinggroup.com

IQV Construction & Roofing

Daisy Ortiz 877 Chestnut St. San Jose, CA 95110 (408) 638-5520 dortiz@iqvinc.com www.iqvinc.com

See our advertorial on page 17

Pacific InterWest Building Consultants 1600 S. Main St., Ste. 380 Walnut Creek, CA 94596 (925) 939-5500 www.pacificinterwest.com

ELECTION SERVICES & INSPECTORS OF ELECTIONS

Ballot Bliss, LLC 131 Daniel Webster Hwy., PMB 423 Nashua, NH 03060 (877) 974-5372 www.ballotbliss.com

Bellwether Election Solutions 3300 Douglas Blvd., Ste. 280 Roseville, CA 94065 (916) 872-1801 www.bellwetherelectionsolution.com

HOA Election Team, LLC 4041 Soquel Dr., Ste. 334 Soquel, CA 95073 (831) 316-3115 www.hoaelectionteam.com

Liberty HOA Election Services, LLC

Deanna Libert, Owner 1900 Camden Ave. San Jose, CA 95124 (408) 482-9659 deanna@hoaelection.com www.hoaelection.com

See our ad on page 29

Professional Association Services, Inc. 42612 Christy St. Fremont, CA 94538 (707) 539-5810, ext. 352 www.pas-inc.com

Pro Elections, LLC

Abigail Padou, Owner P.O. Box 659 Murphys, CA 95247 (209) 559-1448 info@pro-ei.com www.pro-ei.com

EV CHARGING & SOLAR

Evercharge

450 Lambert Ave. Palo Alto, CA 94306 (408) 799-3559 www.evercharge.com

GoPowerEV

2935 Alexis Dr. Palo Alto, CA 94304 (833) 467-9738 www.gopowerev.com

FENCING

& DECKS

Ergeon, Inc.

548 Market St., Ste. 505 San Francisco, CA 94104 (408) 391-0171 www.ergeon.com

FINANCIAL & INVESTMENT SERVICES

Gallopify

447 Broadway, Fl. 2, PMB 432 New York, NY 10013 (416) 566-7915 www.gallopify.com

INSURANCE SERVICES

Bay Area Insurance Agency, Inc.

3 Lagoon Dr., #260 Redwood City, CA 94065 (650) 654-9750 www.bai-online.com

Daniel W. Davis Insurance Solutions, LLC

888 N. 1st St., Ste. D San Jose, CA 95112 (408) 888-5410 www.inszoneinsurance.com

George Petersen Insurance Agency

Rachel Adams

175 W. College Ave. Santa Rosa, CA 95402 (707) 525-4186 radams@gpins.com www.gpins.com

See our ad on page 30

Kelly Lux State Farm Insurance

2221 Harbor Bay Pkwy. Alameda, CA 94502 (510) 521-1222 www.kellylux.com

The Kevin Boland Insurance Agency, Inc. 1202 Grant Ave., Ste. E Novato, CA 94945 (415) 898-4370 www.kevinbolandinsurance.com

Kevin Davis Insurance Services

800 W. 6th St., Ste. 1700 Los Angeles, CA 90017 (213) 833-6191 www.kdisonline.com

LaBarre/Oksnee Insurance

Spina Insurance Agency Christi Spina, Owner-Agent 530 Alameda del Prado, Ste. A Novato, CA 94949 (415) 382-9714 or (707) 523-3006 cspina@farmersagent.com www.spinainsurance.com

See our ad on page 22

INTERIOR & SPACE DESIGN

Sayler Design, Inc. 611 South B St. San Mateo, CA 94401 (650) 348-0100 www.saylerdesign.com

LANDSCAPE MAINTENANCE & SERVICES

Alpine Landscapes 8787 Monterey Rd. Gilroy, CA 95020 (408) 846-9511 www.youralpine.com

American Heritage Landscape 7013 Owensmouth Ave. Canoga Park, CA 91303 (818) 968-3262 www.americanheritagelandscape.com

Cagwin & Dorward Landscape Contractors P.O. Box 6004 Petaluma, CA 94955 (800) 891-7710 www.cagwin.com

Heritage Bank of Commerce

Leonel Soto 150 Almaden Blvd. San Jose, CA 95113 (844) 489-0999 leonel.soto@herbank.com www.heritagebankofcommerce.bank

Umpqua HOA Banking P.O. Box 304 Sacramento, CA 95812 (916) 906-1366 www.umpquabank.com/commercial/industries

30 Enterprise, Ste. 180 Aliso Viejo, CA 92656 (949) 588-0711 www.hoains.com

Motus Earthquake Insurance

116 W. 23rd St. New York, NY 10011 (833) 668-8746 www.motusins.com

NEXTIER Insurance Services, Inc.

120 Vantis Dr., Ste. 300 Aliso Viejo, CA 92656 (949) 246-7112 www.nextierins.com

Socher Insurance Agency, Inc. 7901 Stoneridge Dr., Ste. 403 Burlingame, CA 94588 (650) 312-9300 www.hoainsurance.net

Common Ground Landscape Management 725 Lenzen Ave. San Jose, CA 95126 (408) 278-9807 www.commongroundlandscapeinc.com

Gachina Landscape Management 1130 O’Brien Drive Menlo Park, CA 94025 (866) 266-6940 www.gachina.com

K&D Landscaping, Inc. 62-C Hangar Way Watsonville, CA 95076 (831) 728-4018 www.kndlandscaping.com

Landesign Construction & Maintenance, Inc.

Kelley Lazzareschi P.O. Box 2326

Santa Rosa, CA 95405 (707) 578-2657

Kelley.L@landesign-inc.com www.landesign-inc.com

SavATree

1993 E. Bayshore Rd. Redwood City, CA 94063 (888) 969-8733 www.SavATree.com

MANAGEMENT SOFTWARE

BIMINI Corp.

11626 Wolf Rd. Grass Valley, CA 95949 (530) 205-6912 www.biminicorp.com

Community Financials

7 W. Figueroa St., Ste. 300 Santa Barbara, CA 93101 (833) 266-3646 www.communityfinancials.com

HOA Works, LLC

9375 E. Shea Blvd., Ste. 100 Scottsdale, AZ 85260 (415) 465-4150 www.hoa.works

PAINTING CONTRACTORS

Ekim Painting 10200 Imperial Ave. Cupertino, CA 95014 (408) 996-3897 www.ekimpainting.com

JLM Painting, Inc. 25 Astoria Circle Petaluma, CA 94954 (415) 916-9018 www.jlmpaintingco.com

Primus Paint Worx, Inc. 6565 Riverdale St. San Diego, CA 92120 (619) 891-7396 www.primuspaint.com

Urban Painting & Urban Waterproofing

Tyra LaMar

Director of Marketing & Business Development 630 Las Gallinas Ave., 2nd Floor San Rafael, CA 94903 (415) 320-0474

tyra.lamar@urbanco.com www.urbanco.com

Vista Paint Co. 11043 Folsom Blvd. Rancho Cordova, CA 95670 (916) 890-8569 www.vistapaint.com

Whit’s Painting, Inc. 4070 Nelson Ave., Ste. K Concord, CA 94520 (925) 429-2669 www.whitspaintinginc.com

PAINT MANUFACTURERS

Dunn-Edwards Paint Corporation 407 Aaron St. Cotati, CA 94931 (707) 790-9385 www.dunnedwards.com

PAVING, ASPHALT & CONCRETE

Action Asphalt and Concrete P.O. Box 418352 Sacramento, CA 95841 (916) 947-5425 www.actionasphalt.com

Precision Concrete Cutting 335 Beach Rd. Burlington, CA 94010 (650) 867-8657 www.pccnorcal.com

Reliable Pavement Services, LLC

Rick Scheibley, CEO 877 Serene Ct. Morgan Hill, CA 95037 (408) 858-2117 rick@rpspaveman.com www.rpspaveman.com

See our advertorial on page 23

POOL SERVICE & MAINTENANCE

Cool Pool Service, Inc. 2471 Old Middlefield Way Mountain View, CA 94043 (650) 949-2435 www.coolpoolserviceinc.com

PLUMBING | BOILERS | HVAC

Flowing Water

150 Mason Circle, Ste. L Concord, CA 94520 (925) 255-6333 flowingwater.net

R&L Plumbing 16848 Alisal Ct. San Francisco, CA 94580 (415) 651-4977 www.rlplumbingsanfrancisco.com

RESERVES

Association Reserves, Inc. 2339 Jones St., Ste. #2 San Francisco, CA 94133 (415) 694-8931 www.reservestudy.com

RESTORATION & CLEAN-UP

Authentic Restoration & Waterproofing, Inc.

25005 Viking St. Hayward, CA 94545 (510) 732-5400 www.authenticrestoration.com

Fire & Water Damage Recovery 2450 Alvarado St., Bldg. 1 San Leandro, CA 94577 (510) 394-0980 www.waterdamagerecovery.net

ROOFING CONTRACTORS

Fidelity Roof Company, Inc. 1075 40th St. Oakland, CA 94608 (510) 547-6330 www.fidelityroof.com

San Diego Roof Doctor 3110 S. Santa Fe Ave. San Marcos, CA 92069 (760) 471-7131 www.sandiegoroofdoctor.com

ROOFING PRODUCTS Westlake Royal Roofing Solutions

Donna Vingo – HOA Roofing Specialist 16500 Dutch Mine Rd. Jamestown, CA 95327 (209) 252-2359 dvingo@westlake.com www.westlakeroyalroofing.com

See our advertorial on page 19

SECURITY SERVICES

Valiant Private Security

Hiram Libby, CEO P.O. Box 1303 Aptos, CA 95001 (408) 649-8386 vps102@yahoo.com www.valiantprivatesecurity.com

See our advertorial on page 21

SECURITY SYSTEM SOLUTIONS

Electronic Innovations, Inc. 21 Parr Blvd. Richmond, CA 94801 (510) 233-2795 www.electronicinnovations.com

Turing Video Security Systems 1730 S. El Camino Real San Mateo, CA 94402 (559) 930-2531 www.turing.ai

TOWING & PARKING SERVICES

Morris and Sons Towing

Karina Gonzales

390 E. Gish Rd. San Jose, CA 95112 (408) 995-6900

karina.gonzales@morrisandsonstowing.com www.morrisandsonstowing.com

See our ad on page 29

Rebello’s Towing Services, Inc.

Jonathan Lewis 696 Kings Row San Jose, CA 95112 (408) 292-8300 jonathan@rebellos.net www.rebellos.net

See our ad on page 5

TREE SERVICES

Arbor MD 7041 Koll Center Pkwy. Pleasanton, CA 94566 (707) 730-8632 www.arbormd.com

A Plus Tree Services 985 Walnut Ave. Vallejo, CA 94592 (866) 815-2525 www.aplustree.com

SavATree

Gina Phillips - Regional Business Development 1993 E. Bayshore Rd. Redwood City, CA 94063 (888) 969-8733 (510) 695-1686 (M) gphillips@savatree.com www.SavATree.com

UTILITY RESOURCE

East Bay Municipal Utility District 375 11th St. Oakland, CA 94607 (510) 287-0597 www.ebmud.com

Order Your 2025 Statute Book Today!

Get ready for the most up-to-date resource in community association law – Echo’s 2025 Statute Book is now available for order! Whether you prefer the convenience of a searchable digital version or the feel of a professionally bound printed copy, this essential reference includes the latest California laws affecting homeowners associations. Perfect for board members, managers, and legal professionals, the 2025 edition helps you stay informed and compliant all year long. Don’t miss out – order your electronic or printed copy today!

Email jprice@echo-ca.org to place your order.