Echo Journal June 2025

COMMONSENSE RULEMAKING

THERE’S A NEW KID ON THE BLOCK

PROFESSIONAL SERVICE PROVIDER DIRECTORY

What makes a valid rule?

Meet Echo’s newest team member

A resource for board members

PAGE 14

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SERVING HOA BOARD MEMBERS & HOMEOWNERS

JUNE 2025

Leaders, Not Landlords: A Board Governance Wake-Up Call

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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.

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

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8 Features 8

14

26

Leaders, Not Landlords

BY DANIEL C. HEATON, ESQ.

Commonsense Rulemaking for Association Boards

BY MATT D. OBER, ESQ.

HOA Economics Corner

BY GAUTAM GAUBA

Happenings

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6

CEO’s Message: The Elephant in the Room and How to Eat It

BY DAVID ZEPPONI

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Echo HOA University

22

Meet Echo’s New Membership Development Manager

25

Register for a Local Resource Panel Meeting

28

Echo Board of Director Candidacy and Election Announcement

31

Echo’s New Benefactor Member: Paul Collins

32

Welcome to Echo’s New Professional Service Providers

36

4

JUNE 2025 | ECHO journal

Echo Legislation Tracker: June 2025

BY NATHAN McGUIRE, ESQ.

39

2025 Professional Service Provider Directory

Back Cover

Online Educational Offerings – Register Today!

ECHO journal | JUNE 2025

5

news CEO’Sfrom ECHO

MESSAGE

The Elephant in the Room Raison d’Etre – The Reason for Bo and How to Eat It

What a beautiful phrase, raison d’etre (reason for being). It is a Rump

HOA boards have a big job. They often are responsible for runningshould consider and collectively agree. every board member corporations worth millions of dollars and are always responsible for some items as private as one’s home The and personal habits. A phrase engenders humanity. The words roll from one’s tong mentor of mine from long ago advised me that “what we stark business senses and adds the element of humanity to the work on matters.” In fact, time is a limited commodity, and, a board: Strategic planning, execution and evaluation; mission as executives, the volunteer board directors need to work management. The business realities should be reflective of com on those matters of most consequence to the HOA community.

Ribs Short Sirloin Loin

Round

Chuck

Brisket

Fore Shank

Short Plate

Flank

Hind Shank

common values of individuals in the community.

All too often this doesn’t happen, and the elephants in the room Communities are imperfect – because they are made of humans. are not addressed because the board is drawn into transactional and less substantial matters. This can berelating. extremely Humans frustrating using. for board members.

Boards must be humans being Human living.

Basically, disciplined not to succumb to the tyranny of minutiae.

They must be able and willing to expeditiously being human, communities sometimes forget that managem address the larger, often politically charged and financially substantial matters of the HOA.

establish norms for a successful community. In a sense, the b community. purpose establish order and Unfortunately, the state of California hasthe not been our friendIts when it comesistoto dealing with minutiae.

The elevate o legislature continues to mandate board attention significant but,establishing on a broad scale, minor and management progresstoand pace by norms constraints to b tasks that should be delegated rather than distracting and consuming the valuable time of the board.

(But to benefit all.

I digress into my frustration with the government meddling in business matters that should be left in the capable hands of the board members.) It seems apparent that board leadership must understand and

owners in order to orchestrate a sense of community and gener

Boards should euphemistically be on the hunt for the elephants in the room and avoid being lured away and protect community values.

The purpose of awill board, therefore from strategic questions and issues of meaningful consequence to the community.

Savvy boards buildand community based onofcommon values for good of all. plan for those threatening political challenges anticipate the needs an aging community tothe ensure neighborliness and maintain property values.

It takes time to orchestrate a community. It takes time to know y

Finding elephants and dealing with themtime requires bravery. placeand to find it is a among thereflective squad to listen toThe thebest voices build vision of comm . . . yes, the team called the board. A cohesive team can address significant hurdles and you will be more effective as a board member and satisfied and illuminate unforeseen long-term community issues. The board, functioning your reason for being on the board. respectfully as a team, ensures that the big issues (herein the elephants) are not deferred, avoided, or unseen. And when ECHO addressing the elephants, the boardhomeowner boards and residents is committed to helping must act like musk oxen in the tundra and form an impenetrable, cohesive ing and advocacy – this is our “raison d’etre”. 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

Sincerely,

ECHO CHIEF EXECUTIVE OFFICER

6

JUNE 2025 | ECHO journal

David Zepponi Executive Director

ECHO journal | JUNE 2025

7

Leaders, Not Landl

A Board Governance Wak

BY DANIEL C. HEATON, ESQ. 8

JUNE 2025 | ECHO journal

lords:

ke-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 on page 10 ECHO journal | JUNE 2025

9

Leaders, Not Landlords 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 10

JUNE 2025 | ECHO journal

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

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Leaders, Not Landlords...

Continued from page 10

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 12

JUNE 2025 | ECHO journal

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 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

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.

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13

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.

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JUNE 2025 | ECHO journal

W

hen 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.

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.

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

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 on page 16 ECHO journal | JUNE 2025

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Commonsense Rulemaking 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

16

JUNE 2025 | ECHO journal

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

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Commonsense Rulemaking 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.

•

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.

•

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.

What Is the Rule For? • Address Specific Problems: Create rules to solve actual 5. Test Before Adopting problems, not anticipated • Ask Critical Questions: ones. Rules should respond Will the rule address a to real issues that affect particular community community living. issue or problem? Is it • Define the Objective: The fair? Is it reasonable? Is it board should be clear enforceable? about what the rule aims • Consider Unintended to accomplish. Ask, “What Consequences: Has the problem are we trying to board considered how the solve?” and “Is a rule the rule might inadvertently best way to solve it?”

4. Balance Community Needs with affect different residents or • Consider Alternatives: Individual Desires create new problems?

Sometimes education, • Minimize the Restrictiveness • Get Informal Feedback: communication, or of Rules: It is most efficient The Civil Code operating community initiatives to have only the rules rules procedure includes a can address issues more the community needs member input component. effectively than creating new at the time. Excessive However, before adopting rules. rules, duplicative rules, or or amending any rule, the If the board cannot explain the inapplicable rules can create board should take the reason for the rule, chances are a restrictive atmosphere. temperature of the residents. it is not a good rule and won’t be • Respect Property Rights: Proposed rules should be enforced.

Rules should balance discussed with a diverse community aesthetics 2. Keep It Simple group of homeowners and standards with the • Use Plain Language: The rule in order to gauge their homeowners’ right to enjoy should avoid legal jargon reactions. Change is often their property. and complex wording. Rules difficult, and residents tend • Consider Diverse should be easily understood to resist. A significant rule Perspectives: HOA by all residents. change, such as a guest communities are composed • Be Specific: The rule Continued on page 20 of diverse people. The board should clearly state what should consider the diversity 18

JUNE 2025 | ECHO journal

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Donna Vingo dvingo@westlake.com (209) 252-2359 westlakeroyalroofing.com ECHO journal | JUNE 2025

19

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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

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•

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.

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JUNE 2025 | ECHO journal

7.

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.

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.

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21

Meet Echo’s New Membership Development Manager

You’re not alone.

Join Echo’s Exclusive Board Members Club.

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• Open to current or recent HOA board members only • Opportunities to meet other board members • Share ideas and information • Learn peer to peer

manager, brings deep expertise in strategic finance, global cloud management, mergers and acquisitions, procurement, and operations.

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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

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JUNE 2025 | ECHO journal

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23

Attend an Echo In-Person Event!

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!

Resource Panel Meetings 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.

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JUNE 2025 | ECHO journal

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South Bay Resource Panel San Jose

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Sacramento Resource Panel 11:30 am – 1:30 pm

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San Diego Resource Panel San Diego ECHO journal | JUNE 2025

25

HOA Economics Corner

BY GAUTAM GAUBA

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

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 26

JUNE 2025 | ECHO journal

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

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

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ECHO journal | JUNE 2025

27

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 28

JUNE 2025 | ECHO journal

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.

NONFINANCIAL INFORMATION • 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.

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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 30

JUNE 2025 | ECHO journal

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

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.

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 Welcomes Its Newest Benefactor: Paul Collins

BY PAM GROVE

E

cho 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

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.

ECHO journal | JUNE 2025

31

WELCOME TO ECHO’S

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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

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JUNE 2025 | ECHO journal

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.

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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

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

ECHO journal | JUNE 2025

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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

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

Forward-thinking legal strategy. Bold advocacy 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 34

JUNE 2025 | ECHO journal

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

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

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

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

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.

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

Support the Professionals That Support Echo!

• 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

Check out the Professional Service Provider Online Directory. It is easy to navigate and user friendly.

This Professional Directory is a one-stop shop that provides access to 250+ HOA industry experts!

ECHO journal | JUNE 2025

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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

The DeMaio bill would codify the following: • Rule changes must be provided by individual AB-1 (CONNOLLY) – RESIDENTIAL PROPERTY notice INSURANCE: WILDFIRE RISK • Board directors cannot have communication of Requires the Department of Insurance on a regular basis any kind regarding board business outside of an to consider whether or not to update its regulations official board meeting. to include additional building hardening measures • Requires addition of a notice of how a member can for property-level mitigation efforts and communityreceive an agenda packet; requires establishment wide wildfire mitigation programs. Also requires the of a procedure for distributing agenda packets. department to consult with specified agencies to • Requires board to announce litigation and certain identify additional building hardening measures to case information to the membership. consider, as well as to develop and implement a public • Ongoing litigation discussed in board’s executive participation process during the evaluation. session must be announced, with court name and case number put in meeting minutes.

STATUS: Passed out of Assembly 79-0.

• Requires board to announce insurance claims or policy changes.

AB-6 (WARD) – RESIDENTIAL DEVELOPMENTS: • Mandates electronic recording of open sessions – BUILDING STANDARDS: REVIEW either audio or audio-visual; requires notification to be sent to attendees of each meeting; all Requires the Department of Housing and Community electronic recordings added to association records Development (HCD) to convene a working group to and made available to homeowners; no charge research and consider recommending building standards if electronically distributed; include date, time, to allow residential developments between 3 and 10 quorum, etc. units to be built under the requirements of the California • Mandates that a court could void any action by Residential Code (CRC), and requires HCD to perform the board if the board is in violation of any of the a review of residential construction cost pressures, as above provisions. specified.

• Allows a cause of action to be filed in a superior STATUS: Passed out of Assembly 79-0. court or small claims court.

• Awards court costs and reasonable attorney fees AB-21 (DEMAIO) – COMMON INTEREST for causes of action in small claims.

DEVELOPMENTS: ASSOCIATION MANAGEMENT • Removes the secret ballot provision for amending AND MEETING PROCEDURES operating rules.

Existing law (the Davis-Stirling Common Interest • Requires that a ballot must be made available to Development Act) governs the management and any member. operation of common interest by an association.

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

Existing law: • Delivery of documents in accordance with the STATUS: The bill has been referred to the Housing and preferred delivery method specified by the Community Development and Business and Professions member via individual delivery or general delivery. Committees. It failed to advance out of committee and • General notice must be given at least 28 days is now dead. The author has stated his intention to bring before making a rule change. it back next year (or support a colleague in doing so) in • Boards cannot take actions outside board the second half (2026) of this legislative session. meetings; boards cannot have electronic meetings.

• Board meeting notification is made by “general delivery” 4 days before the meeting and must AB-69 (CALDERON) – FAIR PLAN POLICY include the agenda, time, and date.

RENEWALS • Confidential executive sessions for certain stated Requires a broker of record to determine if a FAIR Plan sensitive matters and minutes of executive policy can be moved to a voluntary market insurance sessions must be reported at the next meeting.

• Board minutes and draft minutes made available to company before the policy is renewed. Also requires the FAIR Plan Association to notify all policyholders of homeowners within 30 days. coverage options.

• Members can sue the association board within 1 year of an action, and the prevailing party may STATUS: Passed out of Assembly Insurance Committee recover reasonable attorney fees and court costs.

17-0 and Appropriations Committee 14-0. Headed to suspense file.

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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

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.

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.

AB-1154 (CARRILLO) – ACCESSORY DWELLING UNITS: JUNIOR ACCESSORY DWELLING UNITS

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.

STATUS: Passed out of the Assembly 42-18.

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

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.

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 ECHO journal | JUNE 2025

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Echo Legislation Tracker Continued from page 37

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 38

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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.

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

CABLE & INTERNET SERVICES 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

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

CondoCPA, Inc.

Community Financials

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

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

Condominium Financial Management, Inc., CMF

BUILDING CLEANING 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

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

COLLECTIONS

BOOKKEEPING

See our advertorial on page 11

HOA Accounting Services

Sail Internet, Inc.

See our ad on the Inside Front Cover

See our advertorial on page 11

60 Mayhew Way Walnut Creek, CA 94567 (925) 566-6800 www.condofinancial.com

2 0 2 5 P R O F E S S I O N A L S E R V I C E P R OV I D E R D I R E C T O R Y

ACCOUNTANTS & CPAS

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

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

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2 0 2 5 P R O F E S S I O N A L S E R V I C E P R OV I D E R D I R E C T O R Y

CONSTRUCTION & GENERAL CONTRACTORS (CONT’D.) Giuliani Construction & Restoration 2151 Stone Ave. San Jose, CA 95125 (833) 337-9688 www.giulianiconstruction.com

Willie & Bros Construction & Maintenance 1431 Morrill Ave. San Jose, CA 95123 (408) 316-5431 www.williebrosconstruction.com

DECK & BALCONY INSPECTIONS B2R Consulting Group

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

CONSTRUCTION MANAGEMENT C.L. Sigler & Associates, Inc. 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

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

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

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

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

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

CONSULTANTS

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

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

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JUNE 2025 | ECHO journal

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

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.

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

FINANCIAL & INVESTMENT SERVICES

The Kevin Boland Insurance Agency, Inc.

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

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

Sayler Design, Inc.

2221 Harbor Bay Pkwy.

Alameda, CA 94502 (510) 521-1222 www.kellylux.com

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

Spina Insurance Agency

INTERIOR & SPACE DESIGN

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

Gallopify

2 0 2 5 P R O F E S S I O N A L S E R V I C E P R OV I D E R D I R E C T O R Y

INSURANCE SERVICES

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 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

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

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

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

ECHO journal | JUNE 2025

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2 0 2 5 P R O F E S S I O N A L S E R V I C E P R OV I D E R D I R E C T O R Y

LANDSCAPE MAINTENANCE & SERVICES (CONT’D.)

PLUMBING | BOILERS | HVAC Urban Painting & Urban Waterproofing

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

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

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

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

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

JUNE 2025 | ECHO journal

R&L Plumbing

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

Cool Pool Service, Inc.

42

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

San Diego Roof Doctor

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

JLM Painting, Inc.

Flowing Water

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

TOWING & PARKING SERVICES

TREE SERVICES

2 0 2 5 P R O F E S S I O N A L S E R V I C E P R OV I D E R D I R E C T O R Y

SECURITY SERVICES

Arbor MD Morris and Sons Towing

Karina Gonzales 390 E. Gish Rd. San Jose, CA 95112 (408) 995-6900 karina.gonzales@morrisandsonstowing.com www.morrisandsonstowing.com

Valiant Private Security

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

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

See our ad on page 29

See our advertorial on page 21

SECURITY SYSTEM SOLUTIONS Electronic Innovations, Inc. 21 Parr Blvd.

Richmond, CA 94801 (510) 233-2795 www.electronicinnovations.com

Rebello’s Towing Services, Inc.

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

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

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

See our ad on page 5

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

THE STATUTE BOOK & LEGAL DIRECTORY

www.echo-ca.org

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

2025

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es The Davis-Stirling Act and Other Statut Associations Governing California Community © 2025 Echo - Executive Council

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