RUNNING AN EFFECTIVE BOARD IS NOT ROCKET SCIENCE
Basic principles to empower HOA boards PAGE 14
PREPARING FOR TOMORROW
Making the most of a reserve study PAGE 24
SERVING HOA BOARD MEMBERS & HOMEOWNERS COMMUNITY MANAGEMENT RESOURCE DIRECTORY
A resource for board members PAGE 39
SEPTEMBER 2025
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Almost of our clients are homeowners associations, planned unit developments, condominiums, condominium conversions, COOPs, tenancies in common and timeshare projects ...
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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 ...
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Since 1977 more than experience ...
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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.)
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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
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.
Karl Lofthouse
Nathan McGuire, Esq.
Ali Nekumanesh
Louis J. Sarmiento, Esq.
EMERITUS BOARD MEMBERS
David Hughes
BENEFACTOR MEMBERS
Donald W. Haney, CPA CID Consortium, LLC
Paul Collins Collins Management
CHIEF EXECUTIVE OFFICER
David Zepponi | dzepponi@echo-ca.org
OPERATIONS MANAGER
Connor Zepponi | connor@echo-ca.org
MEMBERSHIP & SALES MANAGER
Jacqueline Price | jprice@echo-ca.org
MEMBERSHIP DEVELOPMENT MANAGER
Leila Saeed | lsaeed@echo-ca.org
PUBLICATIONS EXPEDITOR
Pam Grove | pgrove@echo-ca.org
MEMBER ENGAGEMENT COORDINATOR
Jared Giguere | jared@echo-ca.org
The Echo Journal is published quarterly by the Executive Council of Homeowners (Echo). The views of authors expressed in the articles herein do not necessarily reflect the views of Echo. We assume no responsibility for the statements and opinions advanced by the contributors to the magazine. It is released with the understanding that the publisher is not engaged in rendering legal, accounting or other professional service. If legal advice or other expert assistance is required, the services of a competent professional should be sought.
Acceptance of advertising does not constitute any endorsement or recommendation, expressed or implied, of the advertiser or any goods or services offered. We reserve the right to reject any advertising copy or image.
© 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.
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!
Amending and Restating Governing Documents
Is Your HOA Ready for EV Charging?
Navigating Insurance Challenges in California
Non-Functional Turf & Water Conservation
Ask the Experts: Construction and Maintenance
Discrimination: Cultural Sensitivity & Reasonable Accommodations
All Things Paving
Privacy, Cameras, & Recordings ... What Can We Do?
DANIEL C. HEATON, ESQ.
DAVID COUZENS
MATTHEW HOLBROOK
With our team-based management approach, HOA boards feel surrounded in support and ready to thrive.
As an HOA management specialist, we educate boards in everything from budgeting and strategic planning to civil-code legal requirements, policy enforcement and more. In fact, each community we serve has a dedicated RowCal team with experts in:
Community management – We encourage our managers to continue their education in the industry, and we sponsor them along the way.
Accounting and financial reporting – Our team will deliver fully reconciled financial reports to you by the 15th of each month.
Homeowner care and support – We respond to questions within one business day, guaranteed; and 90%+ of calls are answered live.
Banking and finance – Turn to us for guidance on reserve funding and potential investment strategies.
Construction and maintenance – We handle everything from small work orders to major roofing and siding replacements.
Capital improvement projects – Our specialists will help you find the right vendors and then manage these major projects, while guiding your community throughout the process.
Insurance – From navigating claims to procuring new policies, we do it all – while keeping you updated on the latest insurance industry changes.
Board education – We offer FREE monthly board training sessions as well as dedicated sessions on specific topics.
What a beautiful phrase, raison d’etre (reason for being). It is a every board member should consider and collectively agree.
Echo is very proud of the men and women who dedicate their time and skill to help manage their HOA communities. Being a board member is not for the faint of heart or for the wishy-washy. Decisions must be made which are often controversial, challenging, and uncomfortable. It is a tough job without pay and often without appreciation. We value those who accept the responsibility of overseeing the management of an HOA community: the directors of the HOA board.
This industry owes a great deal to the HOA board directors. They voluntarily dedicate their time to the community. Their “pay” is derived from the outcome of their work. There is some satisfaction for a job well done. The position of director is too often a thankless job. It is not often that a homeowner drops in to a board meeting with a compliment for the directors. Most directors find satisfaction in knowing that they are helping the homeowners build a safe and happy neighborhood. Most HOAs are nice places to live. This is because a few homeowners have stepped up and said, “I’ll do it. I will join the board and commit to doing the work.” This takes courage and a desire to materially and intrinsically build community. There are many reasons why one shouldn’t join the board or help with building community. It takes a special individual, cut from the cloth of leadership, to competently and effectively serve on an HOA board. Fortunately, there are many who have stepped up and served.
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.
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.
I too am thankful for the Echo board. Echo is built around the premise of fostering a better quality of life in community associations, and it is the Echo mission to provide trusted resources to its members and especially those who serve on their HOA board.
On August 21, the Echo board of directors held its annual retreat. We spent the day thinking of the best ways to effectively develop and deliver services in support of our strategic objectives, thoughtfully and carefully considering and weighing how Echo can best serve its constituent members, HOA communities, and engaged homeowners.
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.
Echo is not a trade association with the purpose of promoting an environment in which to buy and sell goods and services; we are something different. Echo is a central place to build communities through shared experiences and common challenges. Echo is an association driven by an amazing ethos: we exist for others, to be a trusted resource in order to foster a better quality of life in community associations. It’s simple. Echo exists to help build community. Echo is a membership philanthropy, and our board is committed to keeping it that way.
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.
An HOA director and an Echo director have much in common: both serve not for personal gain but for the gain of the community, the common good, and the association. And value is measured in what is accomplished to build a better functioning and trustworthy community. Time is invested in order to achieve success. Let’s take a moment and appreciate those who have committed their time and are making a difference. Together our work betters all.
ECHO CHIEF EXECUTIVE OFFICER
David Zepponi Executive Director
ECHO is committed to helping homeowner boards and residents ing and advocacy – this is our “raison d’etre”.
BY DANIEL C. HEATON, ESQ.
This article is Part II in a series on HOA board identity. Part I explored how community association directors are not landlords. This companion piece tackles a different but equally common misconception: treating association governance like a for-profit corporate boardroom.
The confusion is understandable. Directors are called “board members.” Most associations are incorporated under California nonprofit law. Budgets are prepared. Contracts are approved. But the resemblance to a private-sector business ends there.
When boards begin to imitate for-profit governance models, with CEOs, closed-door strategy sessions, or profit-minded decision-making, the results can end up legally noncompliant, culturally tone-deaf, and damaging to the association’s credibility.
So, let’s get it straight: an association may be a corporation, but it is not a business. And the board is not a leadership team hired to maximize shareholder profit. Board members are elected stewards of a neighborhood. Neighbors, not executives. And the legal, procedural, and fiduciary standards of their role should reflect that difference.
Most California associations are nonprofit mutual benefit corporations, governed by the Davis-Stirling Common Interest Development Act and the Corporations Code. Unlike a traditional business, a mutual benefit corporation has no direct “owners.” Its purpose is not to generate revenue or distribute profit. It exists solely to manage and maintain shared property for the benefit of its members
(the homeowners). In other words, it is not here to beat the market; it is here to maintain the sidewalk.
Assessments are not income. They are member contributions to be used only for maintenance, operations, reserves, and other purposes authorized by law and the association’s governing documents. That is why assessments must be “reasonably related to the association’s anticipated expenses,” per Civil Code Section 5600. They are not a funding mechanism to build equity or accumulate unrestricted surpluses.
Governing documents are not just internal policies. They are binding covenants and equitable servitudes that limit board authority and require careful procedural compliance. The board does not have discretion to override them (even if the directors are only acting with good intentions).
In a for-profit enterprise, the board of directors typically oversees a CEO who runs dayto-day operations. The board sets the vision; the CEO and the executive team implement it.
Not so in a community association. There is no CEO.
The board governs directly, as a body, and no single director has authority to act unless formally delegated by the full board. Every director has an equal vote, and the board makes decisions collectively at duly noticed meetings with open deliberation. Even the board president is primarily a facilitator and does not wield executive power. When a board president starts issuing directives, signing contracts, or “representing” the board without a vote, they may create significant liability. Not just for the association, but potentially for themselves personally. And when the rest of the board allows that conduct to continue, the entire association becomes exposed – legally, operationally, and politically. That is how community trust erodes, and sometimes how recall petitions start.
The private sector often speaks of “shareholder rights,” but most investors have no direct voice in daily operations. In community associations, owners do. They hold title to their homes and enjoy a wide
range of rights: access to records (Civil Code Section 5200), voting privileges, attendance and limited participation at board meetings (Civil Code Section 4925), and the ability to enforce provisions of their governing documents themselves (Civil Code Section 5975).
This is why governance models that mimic corporate investor relations (polished newsletters, minimal Q&A, and unilateral “policy leadership”) will generally fall flat. HOA members are not a passive audience. They are the very people the board serves, and they do not check those rights at the clubhouse door.
The board is not managing a brand. It is managing shared property, collective trust, and ongoing compliance with legal standards.
In a for-profit boardroom, fiduciary duties are often focused on advancing shareholder value, even if that involves calculated risks or aggressive cost strategies. In a community association, fiduciary duties serve a different purpose. They require neutrality, fairness, and unwavering loyalty to the whole membership. The duty of loyalty does not mean doing what is popular. It means avoiding favoritism, self-dealing, or rubber-stamping another director’s agenda. The duty of care is not about speedily racing to the highest profit margin. It is about carefully following process. And the duty to comply with governing documents is not negotiable. It is absolute. Boards that conflate these values with for-profit instincts
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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.
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.
When Your Board Is Not a Board
Continued from page 10
often begin stockpiling “surplus” assessments with no defined purpose, making decisions through informal channels or email exchanges, or skipping community feedback because it is unpopular or “unproductive.” In engaging in these types of actions, boards risk a loss of confidence from those they are supposed to serve and ultimately could end up facing legal claims.
In private companies, board discussions can happen behind closed doors, with some policies not being released until the annual shareholder’s meeting. Meeting minutes may never see daylight. Strategy is often confidential. Decisions are announced, not deliberated and made in public.
But under the Open Meeting Act (Civil Code Sections 4900–4955), community association boards are required to conduct business in open, noticed meetings. Executive sessions may only be used in limited circumstances, such as legal matters, disciplinary hearings, contract negotiations, and personnel issues (Civil Code Section 4935). Directors may not take action outside of those parameters unless a true emergency justifies urgent action. By contrast, boards influenced by the for-profit business culture might hold off-the-record “strategy” calls, overuse executive sessions to avoid uncomfortable topics, or delay publication of minutes for months. They undermine the integrity of their decisions and open the door to
potential legal challenges.
In many circumstances, transparency is not just a courtesy. There are procedures in place that make it a statutory mandate. And more importantly, it is what neighbors expect when they show up to a meeting.
If for-profit corporate culture is the wrong analogy, what is the right one?
Association governance should be thought of as civic leadership. Boards more closely resemble city councils, school boards, or public trustees. The board is charged with preserving fairness, enforcing rules, balancing competing interests, and ensuring sustainable operations, all in the public view.
The most successful boards understand that their authority comes from consensus, not control. They respect the difference between management and governance. They encourage scrutiny and community engagement. They view the process as a source of legitimacy instead of a burden. And they treat every homeowner (yes, even the “difficult” ones) as having a legitimate interest in the community they serve.
Boards can avoid falling into a profit-mindset trap by adopting a few clear practices:
• Conduct open meetings and publish minutes promptly.
• Treat rulemaking and assessment increases as public processes, not executive actions.
• View governing documents as the boundaries of authority,
not tools of control.
• Use legal counsel as a guide to help ensure compliance, not simply to justify existing preferences.
• Reinforce to new directors that board service is a role of stewardship, not command.
Being a volunteer director is an important and often thankless job. Board directors will face pressure, disagreement, and extreme scrutiny. It is hard enough without the additional complexities created by the illusion that the association should be run like a for-profit venture.
But when the board embraces its real identity, grounded in transparency, limited by law, and shaped by a culture of inclusion, it doesn’t just avoid legal pitfalls. It can enable the community to build a place where people are proud to live.
Not a business.
A neighborhood.
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.
BY DAVID COUZENS
Majority rules! This notion lies at the foundation of our democracy.
Serving on my 200-plus-unit HOA board for more than 20 years has been rewarding, educational, inspiring, and sometimes challenging. During this long-term volunteer deployment, I have been fortunate to have worked alongside a number of excellent role models whose professional comportment, industry knowledge, and serious decision-making skills have honed my own ability to serve my community and have assisted in creating an ongoing legacy of very effective boards. Through this learning process, I have come to identify some basic axioms whose adoption should assist other HOA boards in ensuring and maintaining high functionality. This article provides an outline of basic principles to enable and empower other boards to achieve long-lasting results in terms of building board consensus, focusing on long-term goals and avoiding distractions, engaging with homeowners, and encouraging community participation.
Building HOA Board Consensus
Majority rules! This notion lies at the foundation of our democracy. However, many HOA members fail to recognize that the HOA is run as a republic, with board members designated as their representatives. The board makes the decisions, not individual members. One cannot take a survey for every basic decision the board makes. This does not mean that we dismiss the opinion of homeowners, but all board members are ultimately accountable to the greater good of the community. Their decisions must be built upon constructive input including, but not limited to, gathered data, board member experience, relevant substantiated facts, standards of care and industry standards, precedents set in the past, and expert opinion.
Board decisions are based on thoughtful discussion and deliberation. Note that not everyone has to agree; in fact, if everyone is in agreement on every issue, then perhaps too much cloning has occurred on the board and the gene pool needs to be expanded. What one seeks is not unanimity but consensus. Consensus is reached when everyone in the group assents to a decision, even if some do not fully agree with or support all aspects of it. According to the Consensus Principle, “People are more likely to adopt certain beliefs or take certain actions if they see that others around them are doing the same.” Board members are obligated to debate, discuss, argue over, and decide upon issues presented before them. However, in the end, a final decision needs to be made, and
a vote will be taken. This will represent the board’s consensus. In future, this final decision needs to be fully supported by all board members, regardless of how each one voted on the issue. Board members who refuse to abide by this decision, through personal interaction, continued debate on the subject, or social media statements inconsistent with board policy, should be subject to immediate sanction.
In our HOA’s recent experience, we had the onerous duty of choosing a new management company. This was difficult, as we are a large complex with a myriad of facilities, numerous vendors, a million-dollar-a-year budget, and an excellent long-serving manager who had just retired. We interviewed several companies and spent many hours engaged in detailed discussions. In the end, it came down to two well-qualified
companies, with the board split almost evenly. But a definitive decision had to be made, and several board members made persuasive arguments that swayed others, so that the final vote was nearly unanimous. Once the company was selected, all board members were onboard with the choice, and revisionist discussions about the efficacy of our original decision were rare.
Many boards get bogged down with mundane and often trivial issues: handling parking violations, revising tennis court rules, and addressing the sometimes-petty complaints from individual homeowners. Management can help advise on prioritizing how to approach these often-pesky details. Yes, such topics all need to be
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provide general counsel to Associations including the following services:
Construction Defect and Civil Litigation
Dispute Resolution • Governing Document Interpretation • Governing Document Revisions • CC&R and Rules Enforcement • Contract Review and Negotiation • Election and Operating Rules • Fiduciary Obligations & Director Education
Running an Effective HOA Board...
Continued from page 15
addressed, but their importance pales in comparison to crucial issues such as evaluating an underperforming vendor, choosing a contractor for a $700,000 project, or ensuring that the 500 trees in the community are routinely inspected and pruned as needed. Boards cannot afford to squander valuable time on minor issues at the expense of overseeing the major maintenance and infrastructure needs of the community.
Relegating certain issues to board committees can help save valuable board time. For instance, not every board member needs to dwell over every single proposal for landscape improvements when a landscape committee can meet and vet such proposals for later board approval. If the tennis court rules need to be revised, designate a single board member to redraft the rules based on board input and management advice, then bring the whole board into the discussion. If your management company oversees other similar complexes, it can give useful advice or even provide a template.
Effective management will take care of day-to-day business, so boards should not need to be involved in daily decision-making. Routine HOA operations can be reviewed at the monthly meeting (and, crucially, meetings should not be more than a month apart).
Reserve studies are essential to plotting a 30-year course for the HOA. They enable boards to identify long-term goals and allocate assets accordingly. Alas,
some homeowners, in their desire to keep assessments low, will argue that they will not be living there (or living at all!) 30 years from now, so “Why do we have to pay for these future bills?” Usually, the board response is to explain that the board has a fiduciary responsibility to ensure that long-term needs for maintenance, repair, and improvement of existing HOA infrastructure are accounted for. But jargon such as “fiduciary” can lead to glazed-over expressions. A simpler way to justify paying up-front for these amortized costs is to talk about, for example, starting to save money for college while one’s child is an infant and not waiting until prom night. Homeowners do not need to be talked down to, but boards should recognize that those who serve on the board often employ industry-specific language and can become accustomed to such language in interacting with board members, management, and HOA vendors.
Board meetings are notoriously poorly attended by homeowners. People lead busy lives and time is precious. A homeowner who is content with the way the HOA is being run sees no reason to attend a meeting. Of course, this means that many of the homeowners who do attend meetings come there with one thing in mind: to complain. Management did not process my assessment check in time. The board chose ugly paint colors. My car got towed again. The list goes on and on. Often, management, the board, and security seem to comprise the “Axis of Evil.”
As a volunteer board member, one’s instinct when confronted by such malcontented homeowners is to fight back and engage in potentially volatile verbal discourse. This serves no useful purpose and can only escalate the situation. One has to put oneself in the homeowners’ shoes. They are upset because something did not go well and they feel slighted, punished, or otherwise mistreated. They likely do not read the newsletter, never review the board minutes, and do not consult the governing documents (“What governing documents?” they say). They are lashing out at the Axis of Evil. Board members need to muster their strength and explain and engage politely (no matter how impolite the disgruntled homeowner may be). This requires restraint but, in the end, will yield results. The way the board comports itself and conducts business should serve as exemplary behavior. Being confrontational and fighting force with force will waste time and energy.
HOA boards serve their communities, but they cannot function in a vacuum. Engaging with and encouraging fellow homeowners to participate in the HOA are vital components of any healthy organization. Newsletters and electronic communication can facilitate sharing of HOA decisions and events. During open forums, sometimes a homeowner raises an important issue that the board has overlooked or not addressed, most likely because of time constraints. Rather than interpret this as a complaint,
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consider it an opportunity. Solicit the homeowner to follow up and actively pursue some research and provide a potential solution. Such engagement can bear fruit and maybe help in recruiting potential new board members. Identifying potential board members and convincing them to serve can be challenging, and boards should use all the opportunities available to them. This is where committees come into play. As in baseball, committees can function as farm teams. Volunteers on budget, landscape, social, and other committees have already demonstrated a serious interest in serving the community. If new board members are needed (and they always are!), these committees constitute an excellent resource. Reach
out to them about stepping up and serving on the board. Many will be honored that their thusfar selfless service has been recognized.
Running an effective HOA board is not rocket science. It entails following basic axioms that have proven to be robust. We all strive for board leadership that offers transparent, costeffective, and thoughtful solutions to our ongoing issues while elucidating long-term goals to the membership. The ideas expressed herein should help provide guidance in assisting our companion HOAs in serving their communities. Note that none of the counsel proffered here should be construed as legal advice. I am no legal expert; however, I used
to do rocket science!
David Couzens serves on the board of the Los Gatos Woods Homeowners Association, a community comprising 223 townhomes. In his 20 years on the board, he has participated on the budget committee, served as vice president, and is currently treasurer. David has a background in physics and engineering, and he now works as a freelance editor of scientific and technical publications, with tasks ranging from developing mathematics textbooks to copyediting journal articles written by nonnative English speakers.
BY MATTHEW HOLBROOK
At first glance, it looks like everyone hates HOAs.
According to a Rocket Mortgage survey, 57% of residents actively dislike their homeowners association; 10% have even considered selling their homes because of it. A survey from Frontdoor reveals that 70% of homebuyers would prefer to avoid living in an HOA entirely, and 63% of those who already do would advise others not to buy into one. YouGov reports that only 14% of Americans have a favorable view of HOAs.
This sentiment is not confined to surveys. It shows up in pop culture too. John Oliver’s satirical take on HOAs has garnered over 8 million views on YouTube. TV shows like Community and 30 Rock poke fun at them. HOAs, it seems, have become easy targets for comedy and criticism alike.
And yet, something doesn’t add up.
Numerous studies, from the Journal of Urban Economics to ScienceDirect, along with reports from industry trade associations, all point to the same conclusion: homes in HOAs tend to sell for more (anywhere from 5% to 19% more) than comparable homes outside of them.
So, how is this contradiction reconciled? How can something be widely disliked and yet undeniably valuable?
The answer lies in understanding both what HOAs provide and how people experience them.
HOAs often deliver real benefits: cleaner streets, wellmaintained landscaping, orderly neighborhoods, and amenities that add to both lifestyle and
resale value. These outcomes are usually achieved through rules, standards, and consistent maintenance. But all of that structure depends on people. And that is where things break down.
Managing a neighborhood is not like managing a spreadsheet. It involves emotions, expectations, and human dynamics. Neighbors enforce rules that other neighbors violate. Board members must collect assessments and impose consequences when payments are not made. Disagreements over landscaping or parking escalate into personal battles. Legal notices, fines, and confrontations follow. And over time, those interactions create a relational environment that feels tense and adversarial.
This is the paradox of the HOA: the value comes from order and standards, but the pain comes from the way people enforce and experience that order. The result is a kind of emotional tax that overshadows the financial benefit.
In many ways, HOAs have become casualties of a larger trend. Studies like the March 2025 paper by Törnberg and Chueri (https://arxiv.org/pdf/2503.22411) show that public discourse has grown more toxic and less civil. The American Bar Association reports a measurable decline in civility across the country. Most Americans believe they are facing a national crisis in how people treat one another. And HOAs are a petri dish where this dysfunction plays out.
But here is the opportunity: the future of HOAs is not fixed. The perception can change. It is possible to turn the tide of perception about HOAs. But it requires a change in approach. What is required is a shift
in focus. Most HOAs have historically operated in a costcentric model, but turning the tide in an HOA requires a peoplecentric strategy.
Traditionally, HOAs have prioritized keeping assessments as low as possible, which results in objectives that focus on lowcost options. On paper, that looks responsible. But in practice, the greatest threats to the HOA experience are not financial. They are relational. Conflict, resentment, frustration, and disengagement are not caused by budgets; they are caused by people.
So, if HOA communities want to thrive, they need to optimize not just for costs, but for the right kind of people. And the people who are difference-makers in this kind of environment are people of character and emotional intelligence. This starts with the people leading and serving the community. Board members, community managers, attorneys, landscapers, and insurance brokers all play a role in shaping how the HOA is experienced. And the key differentiator in how that experience feels is not price. It is the actual individuals involved. High-character people with strong emotional intelligence create trust, reduce friction, and resolve conflict in productive ways.
This doesn’t mean avoiding conflict. As Patrick Lencioni writes in The Five Dysfunctions of a Team, healthy conflict is essential to team success. It fosters better decisions, greater buy-in, and real accountability. But healthy conflict requires people who are self-aware, emotionally grounded, and
genuinely others-focused. This is where character comes in.
Character can feel abstract, but it becomes practical when we focus on three core traits:
• Integrity: Do a person’s words and actions align? Is there consistency between what they say and how they act? Integrity is the glue that holds trust together.
• Responsibility: Does the individual take ownership of their actions and decisions? Are they accountable to others?
• Humility: Is there a willingness to put others ahead of oneself? To serve without an ego?
These traits must be nonnegotiable when electing board members, hiring management, selecting committee members, or choosing vendors. Boards should prioritize demonstrated character over credentials. They should ask for specific examples, not just résumés. Elections should highlight these values in the process and communication, and interviews should focus on concrete measurements based on real-life activities. Is there evidence of integrity under pressure? How have candidates owned their mistakes? When have they led with humility? These factors can have significant impact on the quality of the experience for residents in a community.
Alongside character, emotional intelligence (EQ) must become a priority. People with high EQ are self-aware, empathetic, and capable of navigating difficult situations with calm and clarity. They communicate well. They listen. They regulate emotion and avoid escalation. These qualities
Continued on page 20
are invaluable in the emotionally charged environment of HOA leadership and service.
The question is, how often do HOAs actively look for this?
If an HOA wants to transform its reputation and create a better experience for its residents, it must stop treating character and EQ as soft, secondary concerns. They are core competencies. They should drive hiring, elections, committee appointments, and vendor selection.
A quick side note: It is common to hear board members express frustration about the lack of volunteers. They will say things like, “We can’t afford to be too picky. We are lucky if anyone steps up at all.” And on the
surface, that seems reasonable. When struggling to fill committee seats or board vacancies, it feels risky to be selective.
But here is the deeper truth: high-character individuals with strong emotional intelligence often avoid dysfunctional environments. They do not want to step into a culture filled with infighting, apathy, or toxicity. Oftentimes, it is not that they lack interest. It is that they lack interest in chaos.
And this is where the paradox begins to shift. When a board becomes intentional about choosing to work with the right kinds of people, it starts to change the tone of the entire organization. Dysfunction begins to recede, and the culture of the whole community improves. And
in that healthier environment, more high-quality individuals begin to show up.
In other words, the best way to attract the right kinds of people is to start by choosing the right kinds of people. It is about setting a tone that says, this is a place where character matters. Once that standard is visible, it invites more of the right people to step forward.
When communities prioritize people with integrity, responsibility, humility, and emotional intelligence, the true value of the HOA can shine. It brings order, beauty, safety, and a stronger sense of community without being clouded by dysfunction or conflict.
In the end, people do not hate HOAs. They hate the experience with the wrong kinds of people who negatively influence their experience with the HOA. Fix the people problem, and the perception will follow.
Matthew Holbrook is CEO and owner of Action Property Management. He is a graduate of UCLA with a degree in business economics and has an MBA from Pepperdine University. He is also the host of The Uncommon Area, an educational podcast focused on giving helpful insight to board members and community managers.
Echo Southern California Educational Seminar for HOA Board Directors & Engaged Homeowners
Board Members & Homeowners Register Online for FREE! ($20 per person at the door)
REGISTER HERE
Legislation of 2025 and Expectations for 2026 –Nonfunctional Turf Law and Real Estate Brokerage License Requirement for Management Firms
Presented by Mark Guithues, Esq.
Association Liability Challenges: Water Damage, Earthquakes, Flood, Falls, Fire, and Fraud
Presented by Steve Roseman, Esq.
Who’s Responsible for HOA Financial Reports and Controls?
Presented by Adam Haney, CPA
Minimizing HOA Risks: Association Insurance and Maintenance
Presented by Hooman Bolandi and Bridgette Tabor
Who’s Responsible?
October 11, 2025 | 9:00 am – 2:30 pm
Laguna Hills Community Center 25555 Alicia Pkwy., Laguna Hills CA 92653
9:00 am Registration Begins
9:00 am Doors Open – Trade Show Begins
9:45 am Welcome / Who Is Echo?
10:00 am Legislation of 2025 and Expectations for 2026 – Nonfunctional Turf Law and Real Estate Brokerage License Requirement for Management Firms
10:50 am Association Liability Challenges: Water Damage, Earthquakes, Flood, Falls, Fire, and Fraud
11:40 am Complimentary Lunch and Raffle
12:30 pm Who’s Responsible for HOA Financial Reports and Controls?
1:20 pm Minimizing HOA Risks: Association Insurance and Maintenance
2:10 pm Refreshment Break and Raffle
2:25 pm Closing Remarks / Final Raffle
www.echo-ca.org
Trust, Team, Transparency: OMNI’s T3 Mission. These are the values that drive every aspect of our work, both internally and with our clients.
Almost every community association is looking for some form of ‘full service’ management – a company that will handle all aspects for community association management, from financials, to board meeting prep and attendance, to vendor management, to customer service. But, what most communities looking for ‘full service’ management don’t realize, is that the very statement – full service – is a misnomer. The only way to truly get that level of service is to hire a full-time community manager – an individual who can dedicate their entire work week to serve the needs of a single community. However, for most community associations, that approach is cost-prohibitive, so they fall under the category of ‘Portfolio Management.’ In Portfolio Management, an individual manager will manage a predetermined number of communities, based on
the size, scope and needs of those communities. That number can vary anywhere from 4 to 5 and up to 10 or more. How that number is determined is different for every management company. As a practical matter, that ultimate number is determined by TIME – the actual number of hours a manager needs to spend managing each community, so the sum total of their week doesn’t exceed what is reasonable and lawful in the State of California.
OMNI Community Management, LLC is a community association management company dedicated to working with clients who recognize that the board/manager relationship is predicated upon TRUST – trust in candid conversations, recognizing the strengths and limitations of this kind of management, and are willing to work as a TEAM in order to determine a community’s needs and expectations,
while recognizing that time is finite, not infinite. That both sides act in TRANSPARENCY with what management can reasonably provide, against what the community can realistically expect (and afford) under a part-time, or ‘timeshare’ management model. These are the values that define OMNI’s T3 mission. OMNI doesn’t promise to do ‘everything for one low cost.’ We promise to have a manager dedicated to serving your community for an amount of time that board and management agree should be adequate to actually deliver on what was discussed.
It’s not a perfect model, but in the absence of a better one, this model, developed over nearly 40 years of community management experience, is one where we have found that managers and boards alike can have a true working relationship, in the interest of serving our mutual client – the members of your community association.
So – if this approach makes sense to you, and if you are up for a truly candid discussion to work with a management company that is committed to your community’s success, we would love the opportunity to talk with you.
Rolf M. Crocker, AMS, CAMEx, CCAM rolf.crocker@omnicommunities.com (877) 700-6070 omnicommunities.com
ECONOMICS CORNER
BY GAUTAM GAUBA AND SCOTT CLEMENTS
By the time this article is printed, fall will have settled across California. The long, sun-soaked days of summer will be behind us, leaves will have started to turn, and the air will feel crisper. In nature, this is a season of preparation, a time when plants and animals ready themselves for the winter ahead. For homeowners association (HOA) boards, this seasonal shift is a reminder of their own preparations: budget season.
With aging buildings, rising construction costs, and the growing complexity of managing shared property, a significant portion of an HOA’s budget is often dedicated to its reserve fund. This fund is not merely a line item on a spreadsheet, but the financial foundation for keeping the community safe, functional, and attractive. The quality of a reserve study, and how effectively it is used, can determine whether a community thrives or faces costly surprises.
This article examines what reserve funds are, why they matter, how California law addresses them, and how boards can maximize the value of their reserve studies.
A reserve fund is a dedicated pool of money set aside by a homeowners association to cover
The importance of the reserve fund cannot be overstated. Adequate reserves prevent deferred HOA
the repair, replacement, and restoration of major common area components. It can be thought of as a savings account for the community’s big-ticket items such as roofs, siding, pool equipment, elevators, paving, and more.
In California, the Davis-Stirling Common Interest Development Act outlines specific requirements for reserve funds and reserve studies. Among other provisions, it states the following:
• A Reserve Study with a Site Inspection at Least Every Three Years: The board shall cause to be conducted a reasonably competent and diligent visual inspection of the accessible areas of the major components that the association is obligated to repair, replace, restore, or maintain.
• Annual Disclosures to Members: HOAs must distribute the reserve funding plan adopted by the board (at an open meeting), a copy of the Assessment and Reserve Funding Disclosure Summary, and a summary of the association’s reserves, and they must disclose to membership via a statement whether one or more special assessments are anticipated; these requirements apply to each fiscal year.
maintenance, which can lead to safety hazards, emergency special assessments, and legal liability.
The Surfside condominium collapse in Florida in 2021, which claimed 98 lives, stands as a tragic reminder of the dangers of underfunded reserves and deferred repairs.
Healthy reserves also play a significant role in maintaining property values. Buyers and lenders increasingly review reserve funding levels before committing to a purchase or mortgage. Fannie Mae, which operates under the conservatorship of the Federal Housing Finance Agency (FHFA), maintains a blacklist of condominiums, HOAs, and co-ops ineligible for conventional financing. Owners in these blacklisted communities often encounter difficulty in selling or refinancing their units. As of March 2025, there were 5,175 condominiums or HOAs across the nation on this list.
A well-funded reserve account signals stability and good governance, which can enhance both homeowner satisfaction and resale values.
A reserve study serves as the blueprint for an HOA’s long-term maintenance and repair strategy. It typically includes the following:
1. Component Inventory: A detailed list of all major common area elements the association is responsible for.
2. Condition Assessment: An evaluation of each component’s current state, remaining useful life, and projected replacement date.
3. Cost Estimates: Projected costs, in today’s dollars, for repair or replacement of each component.
4. Funding Plan: A road map for ensuring the reserve fund has sufficient money available when projects come due.
While the Davis-Stirling Act does not require a specific license for reserve study providers, best practice is to hire a qualified reserve specialist or analyst. Many professionals hold designations such as RS (Reserve Specialist) or PRA (Professional Reserve Analyst), indicating expertise in both construction and financial planning.
How Often Should a Reserve Study Be Conducted?
California requires a reserve study with site
inspection at least once every three years, with interim updates annually. However, significant changes, such as a major repair, natural disaster, or unexpected failure, may warrant an earlier review.
Too often, boards treat a reserve study as a compliance exercise to meet regulatory requirements. When used effectively, it becomes a strategic tool that safeguards both property and finances.
1. Collaborate with the Reserve Analyst and Service Providers
Accurate and complete information improves the quality of a reserve study. Maintenance logs, repair histories, and recent inspections should be provided to the analyst. Updated warranties, building plans, and vendor contracts should also be shared. Community service providers can be a valuable source of information when preparing a reserve study.
2. Review and Update the Component List
A reserve study is only as accurate as its component inventory. Walking the property with the analyst ensures that all relevant items are included, from asphalt to irrigation controllers. Even small oversights can lead to budget shortfalls.
3. Consider the Total Cost of Ownership
Initial project cost should not be the sole deciding factor in major repairs and refurbishments. A material or system with a higher up-front cost may last longer and require less maintenance, resulting in lower lifetime expenses. For example, composite siding may be more expensive initially than wood siding but generally lasts decades longer and requires less upkeep, making it more cost-effective in the long term.
4. Monitor the Percent Funded
Reserve specialists often calculate a “percent funded” metric, which is the ratio of the actual reserve balance to the ideal fully funded balance. Communities above 70% are generally considered strong, while HOAs below 30% are considered at risk. Understanding this metric helps in setting priorities.
5. Integrate Reserves into the Annual Budget
Funding reserves should be a consistent part
Continued on page 26
Gather and provide recent maintenance logs, repair histories, and inspection reports.
Compile updated warranties, vendor contracts, and building plans.
Review the last reserve study to note changes or new components.
Walk the property with the reserve analyst to verify the component list.
Discuss recent repairs, unexpected failures, or upcoming projects.
Ensure that assumptions used in the study reflect current market conditions (interest rates) and inflation trends.
Evaluate whether reserve contributions in the annual budget are adequate. Prioritize projects based on safety, urgency, and long-term value. Communicate key findings and funding plans to all homeowners.
Preparing for Tomorrow
Continued from page 25
of the HOA’s operating plan. Reducing reserve contributions to keep assessments low simply shifts costs into the future, often in the form of special assessments. Additionally, it unfairly penalizes the future owners of the HOA for maintenance costs that should have been paid by the current owners.
A reserve study is not only a financial document but also a risk management tool. Here is what neglecting reserves can lead to:
• Safety Hazards: From failing balconies to electrical issues, neglected repairs can cause injury to residents or guests.
• Legal Exposure: California law holds boards to a fiduciary duty to maintain the common areas. Underfunded reserves may be used as evidence of breach.
• Insurance Challenges: Insurers are tightening underwriting standards for aging buildings, especially those with deferred maintenance.
Just as nature uses fall to prepare for winter, an HOA can use budget season to position itself for long-term success. A thorough reserve study, combined with disciplined funding, is one of the most effective tools a board can use to protect property values, reduce risk, and maintain a safe, vibrant community.
Board members may serve as volunteers, but their responsibilities carry real financial and safety implications. By treating the reserve study as more than a compliance requirement, an HOA can shift from reactive repairs to proactive stewardship.
As the next budget cycle approaches, boards should review their reserve studies carefully, engage with analysts, challenge assumptions, and commit to funding plans that address both present needs and future obligations. In doing so, they safeguard not only the physical structures but the long-term health of the entire community.
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. He can be reached at gautam.gauba@gallopify.com.
Currently serving as CEO of Reserve Studies Inc., Scott Clements (RS, PRA, CMI) has had a long and distinguished career in reserve studies and building inspection and analysis. He has personally performed over 5,000 property inspections, including services for reserve funding analysis, property purchase, construction defect litigation support, and cost estimation.
Let’s work together to make your community the best place to live.
Discover a new era of homeowner’s association management, exclusively for your community. We’re thrilled to offer private boutique style management with personalized services and attention to detail to communities across the Bay Area. We look forward to providing an unparalleled living experience. From administrative to maintenance and financial management, we’ve got you covered. Let’s work together to make your community the best place to live.
We recognize that one size does not fit all, and that’s why we tailor our management solutions to cater to the specific needs and goals of your community.
Our financial experts handle budgeting, accounting, and financial reporting, enabling your HOA board to make informed decisions with confidence.
We collaborate with trusted vendors to secure the best services and competitive pricing for your community’s needs.
From proactive maintenance planning to swift response times, our focus is on anticipating and addressing challenges before they become problems.
From meeting coordination to document management, we provide administrative support to streamline HOA operations.
We diligently enforce community guidelines and covenants to maintain the overall aesthetics and property values of your neighborhood.
Our team of seasoned professionals brings a wealth of experience in HOA community management, dedicating themselves to the success and prosperity of your neighborhood.
We exercise utmost financial transparency and responsibility, ensuring your community’s funds are managed with the utmost care and prudence.
Our team ensures that your community remains well maintained through routine inspections, preventive maintenance, and prompt repair services.
Our mission at Tailored Management Solutions is to provide personalized and professional management services that optimize the well-being of homeowners and foster a thriving, harmonious community. Our goal is to instill a sense of comfort and unity within the membership by enhancing community standards for an optimum quality of life.
Maria Hernandez, CCAM-PM, COO 2322 Bates Avenue, Ste. G Concord, CA 94520 (925)459-5535
maria@tailoredmanagementsolutions.com www.tailoredmanagementsolutions.com
Don’t miss an opportunity to get the education you need – and the networking and connection you want. Register today!
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.
10/9 San Diego Resource Panel 5:30 pm – 7:30 pm
10/21 Los Angeles Resource Panel 11:30 am – 1:30 pm
10/21 Wine Country Resource Panel 11:30 am – 1:30 pm
10/22 North Bay Resource Panel 11:30 am – 1:30 pm
10/22 San Francisco Resource Panel 5:30 pm – 7:30 pm
11/4 San Pablo Bay Resource Panel 11:30 am – 1:30 pm
11/5 South Bay Resource Panel 11:30 am – 1:30 pm 11/6 Central Coast Resource Panel 11:30 am – 1:30 pm
Action Asphalt and Concrete provides the highest quality paving, concrete, ADA, sealcoating and striping services in California and Nevada. Projects exist in all sizes and budgets, and our consultative approach to your project will ensure you receive not only the best pricing, but also the correct product for your needs. Our team will handle your project from start to finish so you feel the personal touch of a company that cares about you and what you need.
Action Asphalt and Concrete (877) 974-5372
actionasphalt.com
With nearly 40 years of experience, Action Property Management is California’s leading homeowner association management company. We proudly manage over 350 associations, specializing in singlefamily homes, condominiums, townhomes, large-scale master planned communities, mid-rise and high-rise residential buildings, new developments, as well as mixeduse residential and commercial developments.
Incorporated in 1984, we are the largest privately owned management company in California, with nearly 900 dedicated employees. Our offices are strategically located in Sacramento, San Francisco, Los Angeles, Inland Empire, San Diego and Orange County.
Choose Action Property Management for expertise, commitment, and a
proven track record in enhancing communities. Experience the difference with us and love where you live.
Action Property Management (949) 450-0202 www.actionlife.com
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.
Ballot Bliss, LLC Nationwide (877) 974-5372 www.ballotbliss.com
We are the all-in-one construction company for Sacramento and surrounding cities. Seasoned experts in every service and process needed to ensure prime quality service at all steps of your project. Whether you are planning a routine home repair or envisioning a major remodel, Good Life company will craft your dreams into reality.
Our vision is to be more than just a provider of technical expertise. We believe that by consistently providing exceptional construction services, we can make a meaningful positive impact on our community.
• New Construction: we are fully equipped and trained to perform new custom home building or commercial construction for you, including ADUs.
• Exterior Remodel: repair and installation of windows and doors, roof leak repairs, SB 721/ SB 326 compliance repairs, new deck, patios, roof and siding.
• Interior Remodel: professionally handle any commercial or residential remodels including capital and tenant improvements.
• Restoration and Reconstruction: dry rot, termite damage, water and fire damage restoration.
Goodlife Construction (916) 884-6132 www.goodlifeconstruction.com
GoPowerEV provides low-cost, turnkey electric vehicle charging for condominiums and apartment buildings. Our solution is significantly more affordable than other options and enables EV charging in individually assigned parking spaces. In addition, we take care of all the upfront hassles: obtaining subsidies, electric permitting, contracting electricians, and installation.
The advantages of GoPowerEV are:
• Charging in YOUR OWN spot vs. shared
• Lowest cost installation, and eligible for most subsidies
• Does not usually require power or electrical upgrades
• Low maintenance costs
GoPowerEV has installed EV charging in many HOAs in California. Some of our largest installations energized 150 spaces without a utility upgrade.
GoPowerEV is a recipient of several California grants for the installation of EV charging, the most recent being a $6M grant from the CEC.
GoPowerEV (833) 467-9738 www.gopowerev.com
We are a trial firm, not litigators. Not all cases go to trial but, in our experience, the only way to favorably settle is to have the opponent sense our laser focus on the trial result.
Why We Win
We are a trial firm, not litigators. From the start, we focus on how to
present the case at trial. We believe that even pre-trial court appearances are opportunities to build themes and shape the fact finder’s perceptions for trial. We view pre-trial discovery and pre-trial motions strictly as a surgical tool to prepare, and do not engage in unnecessary discovery disputes.
Our team of seasoned legal professionals excels in navigating complex construction litigation. With a rich blend of experience, dedication, and specialized knowledge, we are committed to delivering exceptional client results. Our attorneys’ expertise and collaborative approach ensure comprehensive and strategic legal solutions tailored to each case’s unique needs.
Offices in both Northern and Southern California.
Hennigh Law Corporation (415) 325-5855 www.hennighlaw.com
We’re all about people who are all about you.
Great people solve problems before you know they are there, get you what you need in real time and reconnect you to where you live.
As a leading HOA management firm in Orange County, we are redefining community management through innovative strategies, cutting-edge technologies, and a team of highly skilled professionals. Our commitment is to elevate the standard of HOA management, streamlining operations to enhance your experience while fostering a sense of inspiration within your community.
We specialize in managing a diverse range of properties, including largescale onsite communities, masterplanned developments, plannedunit developments, single-family homes, condominium communities,
commercial properties, new construction projects, and mixed-use properties.
Contact us today to discover how our comprehensive HOA and property management solutions can benefit your community.
Keystone Pacific Property Management (949) 833-2600 www.kppm.com
Modern Community Management (MCM): Empowering Small Communities — One Partnership at a Time
We believe that smaller communities deserve the same level of attention, responsiveness, and expertise as larger associations. We specialize in serving communities with 2–49 units, ensuring personalized service tailored to your needs.
We offer cost-effective solutions, fast communication, and 100% transparency. Our flexible plans— Silver (accounting-only), Gold (hybrid), and Platinum (full-service)— allow you to choose the right level of support without long-term commitments.
Our dedicated managers and advanced reporting portal provide proactive monthly and quarterly insights, helping you stay informed and in control. Our clients save an average of 28% annually by switching to us!
Discover a better way to manage your HOA. Choose MCM — where small communities get big service.
Offices in: Los Angeles | San Diego | Tracy | Pleasanton | Sacramento | Nebraska
Modern Community Management (833) 926-8626 www.moderncm.org
Continued on page 32
Earthquake Insurance for Residential Associations
Assessment Coverage • Elective • Custom-Built
The Motus Program brings all the benefits of a traditional master policy without the burden they place on the HOA Budget.
With Motus the HOA Board…
• Removes eligibility requirements, allowing ALL unit owners to access based on statewide averages
• Reduces their fiduciary and statutory liability by OFFERING insurance to all owners at the best rates available
• Increases the number of units that buy insurance
• Gives the association an advantage in securing a critical Federal Disaster SBA loan.
• Policies available are designed to supplement a master policy, not replace one allowing unit owners to fully protect the equity of their home.
Failure to maintain insurance — earthquake in particular — is often excluded from D&O policies. Call Motus today.
MOTUS (833) 668-8746 www.motusins.com
We Work Where You Are
At Reconstruction Experts (RE), we provide full-service reconstruction and restoration solutions for HOA, multifamily, commercial, and residential projects. With extensive experience in construction defect repairs, we specialize in addressing structural, waterproofing, and exterior envelope issues. Our services include pre-construction consulting, forensic investigation, budgeting, project management, and full-scale reconstruction.
We are well-versed in SB 800 compliance and legal coordination, ensuring a seamless resolution of construction defect claims. Our expertise covers dry rot remediation, siding replacement, roofing, balconies, stairs, stucco, painting, and waterproofing systems.
Beyond repairs, we offer proactive maintenance solutions and capital improvement planning to extend the longevity of buildings.
Our turnkey approach streamlines projects, minimizing disruptions for property owners and managers. With a commitment to quality, communication, and efficiency, we deliver reliable solutions tailored to each client’s needs, ensuring durable and cost-effective results.
Offices Across: California | Colorado | Florida | Texas
Reconstruction Experts (877) 410-4400 www.reconexp.com
Roseman Law, APC is a full-service real estate and business law firm, specializing in representing common interest developments since 1996 throughout California.
Recognizing that board members are volunteers, our expertise ensures that our clients are legally protected and provided with quality legal advice that best serves the community’s needs.
Our services include:
• General counsel, corporate governance, legal opinions, and enforcement of governing documents
• Drafting and negotiating contracts, including Construction and Maintenance Agreements
• Loan negotiations and attorney legal opinion letters
• Alternative dispute resolution/ mediation
• Litigation services
• Creating and amending governing documents, interpretation of CC&Rs, bylaws, and rules and regulations
• SB800 Compliance
• Calamity (earthquake/fire etc.) claim negotiation and litigation
• Delinquent assessment collections – judicial and nonjudicial
Offices in Los Angeles | Orange County | Coachella Valley | Inland Empire | San Diego | Northern California | Nevada (Clark County)
Roseman Law, APC (866) 839-9400 www.roseman.law
OUR MISSION: To empower, enrich and elevate HOA communities and the lives of our employees who serve them. Leveraging our advanced technology and expert team to manage your HOA community with greater confidence, control and vision.
Tired of the Hassles of HOA Management?
At RowCal, we’ve made it our mission to take on the long-standing issues that have plagued the association management industry. Offering easyout agreements, no-surprise pricing and a team-based service approach that gets results. A simple 90-day exit clause with no financial penalty for termination.
Team Based Approach
RowCal deploys teams of specialists — not soloists — to handle your property.
Guaranteed Response
Working together to address and respond to all homeowner and board member inquiries in a timely manner.
Vendor & Project Management
Managing your vendors for quality results – or find new ones if you’re not satisfied with them; crafting a 3-5 year strategic plan to set the vision for your community and its assets.
RowCal (651) 233-1307 www.rowcal.com
Trifecta Association Management is a bay area-based boutique HOA management company that prides itself on being customer service driven and responsive to our clients.
With over 30 years of collective management experience, we have managed all types of common interest developments including condominiums, townhomes, high rises, and single-family home communities.
1. Local Expertise: We have over 30 years of combined HOA experience, managing communities within the Bay Area.
2. Professional Excellence: Industry experts who provide the highest standard of service with the latest regulations, technology, and best practices.
3. Personalized Care: Every community is distinct, and therefore, we customize our management strategies to suit your specific needs.
4. Community Engagement: We encourage collaboration, open communication, and work tirelessly to bring your community together.
5. Transparency: You will always know where your community stands, from financial reports to maintenance updates.
Trifecta Association Management, LLC (415) 906-7737 www.trifectacommunities.com
• Open to current or recent HOA board members only
• Opportunities to meet other board members
• Share ideas and information • Learn peer to peer
BY NATHAN McGUIRE, ESQ.
The 2025 legislative session is turning out to be one of the most impactful, outside of the enactment of the Davis-Stirling Act in 1986 and its recodification in 2014. This is largely due to the surprising adoption of AB-130, which makes sweeping changes to how HOAs enforce violations. As I reported in the last update, things can change quickly, and that’s exactly what happened.
On June 30, 2025, Governor Gavin Newsom signed AB-130 into law. While AB-130 was introduced as a budget trailer bill, it includes last-minute amendments that significantly curtail the enforcement powers of HOAs across California. AB-130 was billed as part of the governor’s “Abundance Agenda,” a sweeping legislative package aimed at accelerating housing and infrastructure development. The governor’s press release described the bill as delivering “the most consequential housing and infrastructure reform in recent state history.” Yet, conspicuously absent from that announcement was any mention of the bill’s impact on HOAs.
Inserted just days before the bill’s passage, the amendments to Civil Code Sections 5850 and 5855 were adopted without committee hearings or public input. They mirror language from SB-681, a bill that had been actively opposed by industry stakeholders and appeared to be headed for significant revision before being quietly folded into AB-130.
The result is a dramatic shift in how HOAs can enforce their governing documents, with new limits on fines, procedural hurdles for disciplinary action, and a host of ambiguities that are likely to generate confusion and litigation.
The legislative session is coming to a close. Legislators came back from summer recess on August 18. Each house has been working feverishly through to September 12, the last day to pass bills, and the governor will act on those bills by October 12. So again, stay tuned!
AB-1 (CONNOLLY) – RESIDENTIAL PROPERTY
INSURANCE: WILDFIRE RISK
This bill would require the Department of Insurance, on or before January 1, 2030, and every five years thereafter, to consider whether or not to update its regulations to include additional building hardening measures for property-level mitigation efforts and community-wide wildfire mitigation programs. As part of this consideration, the bill would require 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 and is on the Senate floor pending a vote.
AB-6
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 of 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 but was placed in the suspense file. Did not move to the floor for a vote.
This kitchen-sink bill proposes numerous changes to the management of common interest developments under the Davis-Stirling Act. It would require associations to provide individual notice of proposed rule changes, prohibit board members from discussing or acting on association business outside authorized meetings, and mandate that board meeting agendas include instructions for obtaining open session agenda packets. Announcements of litigation, insurance claims, or policy changes would be required in open meetings, with case names and numbers included in meeting minutes and executive session notes. The bill would also require that open session board meetings be recorded and those recordings be made available to members, with notice provided at the start of each meeting. Meeting minutes, including dates, times, and attendance details, would need to be distributed electronically at no charge. Any board action conducted in violation of these requirements could be voided by a court, and members prevailing in court would be entitled to attorneys’ fees and court costs, including in small claims court. Amendments to operating rules would be exempt from the secret ballot requirement, and members could only be denied ballots if they weren’t members at the time of distribution. The bill updates relevant definitions and makes various related changes to the act.
STATUS: The bill was referred to the Housing and Community Development and Business and Professions
committees. It failed to advance out of committee. 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.
This bill would require a broker of record to determine if a FAIR Plan policy can be moved to a voluntary market insurance company before the policy is renewed. It would also require the FAIR Plan Association to notify all policyholders of coverage options. This is a good reminder that FAIR Plan policies should truly be a last resort for most HOAs.
STATUS: Passed out of Assembly 78-0. The hearing in the Insurance Committee scheduled for June 23 was cancelled at the author’s request, and the bill failed to move from there.
In addition to numerous changes designed to implement the state’s budget, this bill includes several important changes impacting HOA enforcement. Monetary penalties are now capped at the lesser of the amount listed in the HOA’s fine schedule or $100 per violation. Fines may exceed $100 only if the violation poses an “adverse health or safety impact” and the board makes a written finding in an open meeting. Members may avoid penalties by
curing the violation or providing a “financial commitment to cure” before the hearing. Boards must now issue written decisions within 14 days (previously 15). If a member disagrees with the board’s decision, they must be offered Internal Dispute Resolution (IDR). If both parties agree, a written resolution must be signed and is judicially enforceable.
STATUS: The bill took effect immediately and all HOAs in California must comply. The law’s ambiguities will likely generate disputes over interpretation, and associations must now navigate a new enforcement landscape with caution.
This bill would authorize 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. The bill would specify that the association is a participating party and that financing all or any portion of the costs of claims or to increase liquidity and the claims-paying capacity of the association is a project for bond purposes. The bill would authorize the bank to loan the proceeds of issued bonds to the association, and would authorize the association to enter into a loan agreement with the bank and to enter
Echo Legislation Tracker
Continued from page 35
into a line-of-credit agreement with an institutional lender or brokerdealer. This bill would require 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 and is now on the Senate floor pending a vote.
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 and is now on the Senate floor pending a vote.
AB-739 (JACKSON) – COMMON INTEREST DEVELOPMENTS: MANAGING AGENTS: REAL ESTATE BROKER LICENSE
This bill would require a managing agent of a common interest development to hold a real estate broker license issued by the state.
STATUS: The bill has been referred to the Housing and Community Development and Business and Professions committees. It was not heard in either of these committees and, since it did not pass out of the Assembly prior to the June 6 deadline, it is dead at least for this year.
AB-1154 (CARRILLO) –ACCESSORY DWELLING UNITS: JUNIOR ACCESSORY DWELLING UNITS
This bill would prohibit 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. The bill would require 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: The bill passed out of the Assembly 70-1 and out of the Senate 40-0. It will be considered by the governor.
AB-1240 (LEE/PEREZ) – SINGLEFAMILY RESIDENTIAL REAL PROPERTY: CORPORATE ENTITY: OWNERSHIP
This bill would prohibit a business entity, as defined, that has an interest in more than 1,000 singlefamily 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: The bill passed out of the Assembly 42-18 but was held up in the Senate Judiciary Committee and didn’t make it to the Senate floor.
AB-1414 (RANSOM/WIENER) – LANDLORD-TENANT: INTERNET SERVICE PROVIDER SUBSCRIPTIONS
This bill would have required a landlord, their agent, or an association to provide a tenant with the option to opt out of any subscription from a third-party internet service provider for specified services. It was amended on August 26 to clarify that it does not apply to HOA bulk service situations.
STATUS: The bill passed both houses and will be considered by the governor.
SB-282 (WIENER) –RESIDENTIAL HEAT PUMP SYSTEMS: WATER HEATERS AND HVAC: INSTALLATIONS
This bill would void any restrictions in governing documents that prevent the replacement of a fuel-gas-burning appliance with an electric appliance or prevent the installation or use of a residential heat pump water heater or heat pump HVAC system.
STATUS: The bill did not pass out of the Senate before the June 6 deadline, so it is dead at least for this year.
SB-410 (GRAYSON) – COMMON INTEREST DEVELOPMENTS: ASSOCIATION RECORDS: EXTERIOR ELEVATED ELEMENTS INSPECTION
This bill would require HOAs to provide potential buyers with the inspection reports required under
Section 5551 (SB-326 balcony inspection reports).
STATUS: The bill passed out of both houses and will be considered by the governor.
This bill would prescribe a procedure for the notice and removal of a squatter by a local law enforcement agency. The bill would authorize a property owner or their agent to serve a demand to vacate, as specified, upon a squatter. The bill would authorize 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 where the property is located, as specified. This bill would require 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: The bill passed out of the Public Safety (6-0), Judiciary (13-0), and Appropriations (7-0) committees but was placed in the suspense file. It did not pass out of the Senate and is now dead, at least for now.
Existing law requires the board of directors of a nonprofit corporation or unincorporated association created for the purpose of managing a common interest development to, on a monthly basis, review specified documents, including account statements, reconciliations, and ledgers, unless the association’s governing documents impose more stringent standards. Existing law authorizes those review requirements to be met when every individual member of the board, or a subcommittee of the board consisting of the treasurer and at least one other board member, reviews the documents and statements independent of a board meeting, so long as the review is ratified at
the board meeting subsequent to the review and that ratification is reflected in the minutes of that meeting. This bill would repeal those provisions authorizing the review requirements to be met when individual members or a subcommittee of the board review the documents and statements independent of a board meeting as described above.
STATUS: The bill did not pass out of the Senate and is dead, at least for this year.
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 did not make it out of the Senate.
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 both houses and will be considered by the governor.
SB-677 (WIENER/WICKS) –
This bill would require local agencies to ministerially approve certain housing developments and urban lot splits and preclude the imposition of additional approval requirements. Additionally, this bill would make void 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: The bill did not pass out of the Senate and is dead, at least for this year.
SB-681 (WAHAB) – HOUSING
This bill contained the language that was incorporated into AB-130.
STATUS: The bill passed out of the Senate 28-10 before being incorporated into AB-130.
This bill would establish the California Residential Mortgage Insurance Fund in the State Treasury and would
continuously appropriate moneys to the California Housing Finance Agency (CalHFA) for the purpose of insuring construction loans and permanent loans for affordable housing. The program would offer credit enhancements to stimulate private investment and defray administrative costs.
STATUS: The bill passed out of the Senate 38-0 and was placed in the Assembly Appropriations Committee’s suspense file following a hearing on May 19, 2025. It did not move from the suspense file and is dead for now.
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 crossreference regarding the amount of that insurance.
STATUS: The bill passed out of the Senate 28-10 and made its way through various Assembly committees to the Assembly floor.
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 “spot” bill was never amended and did not move out of the Senate.
Be sure to check Echo’s website frequently for the most current information on pending legislation: www.echo-ca. org/echo-legislation-tracker/
Nathan McGuire, Esq., is a founding partner of McGuire Schubert Sohal LLP, a law firm specializing in representing community associations of all types. He has been engaged in legislative advocacy for HOAs for most of his 20-plus-year career and serves on the board of directors for Echo. He was named Super Lawyers magazine’s “California Rising Star” for six years running; Super Lawyer in 2021-2024; and is the recipient of an AV Preeminent Peer Review designation from Martindale-Hubbell, which signifies the highest level of excellence in the attorney profession.
Ace Property Management, Inc.
Yvette Lee, CEO 1290 Kifer Rd., Ste. 309 Sunnyvale, CA 94086 (408) 217-2882
yvette@acepm.net www.acepm.net
See our advertisement on page 36
Action Property Management
850 Montgomery St., Suite 150 San Francisco, CA 94133 (800) 400-2284 www.actionlife.com
American Management Services, Inc. 1190 South Bascom Ave., Ste. 242 San Jose, CA 95128 (408) 225-7380 www.amspcam.com
Ascendant Association & Property Management
Sandy Oxley, Founder & CEO P.O. Box 15446 San Francisco, CA 94115 (415) 877-7689
sandy@ascendantmgmt.com www.ascendantmgmt.com
Assembly HOA Management
453 S. Spring Street, Ste. 400 Los Ángeles, CA 90013 (213) 282-8008 www.assemblyhoa.com
Associa Northern California
Gina Bocage, CCAM 4305 Hacienda Dr., Ste. 140 Pleasanton, CA 94588 (800) 843-3351 gbocage@associanortherncalifornia.com www.associaonline.com
Avenues Select Management Services 3600 Fern Ct. Rescue, CA 95672 (877) 544-1434 www.5thaveinc.com
Bay Area Property Services
Lisa Triplett, CAMEx, AMS
Executive Vice President 3021 Citrus Circle, Ste. 205 Walnut Creek, CA 94598 (800) 610-0757
lisa@bayservice.net www.bayservice.net
Butner Homeowner Association Services
P.O. Box 1999 Mammoth Lakes, CA 93456 (760) 934-8589 www.butnerhoaservices.com
Carrick & English
P.O. Box 629 Burlingame, CA 94011 (650) 401-3688 www.carrickandenglish.com
Christison Company Association Services
7901 Stoneridge Drive, Suite 222 Pleasanton, CA 94588 (800) 788-0208 www.christisoncompany.com
CID Consortium, LLC
Brenda Lynch 919 Reserve Dr. Roseville, CA 95678 (888) 786-6000
blynch@cidcllc.us www.cidcllc.us
See our advertorial on page 11
Collins Management Company
Paul Collins, CCAM, PCAM Chief Executive Officer
500 Alfred Nobel Dr., Ste. 250 Hercules, CA 94547 (800) 557-5179
paul@collins-mgmt.com www.collins-mgmt.com
Common Development Management 1220 Diamond Way, #130 Concord, CA 94520 (925) 682-6012 www.cdmeastbayhoa.com
Common Interest Management Services Lorena Campos
Senior Director New Business Development Community Association Management (916) 330-2129, ext. 121 lcampos@commoninterest.com www.commoninterest.com
See our advertisement on page 21
Community Association Management 6088 Sunol Blvd., Ste. 100 Pleasanton, CA 94566 (925) 417-7100 www.hoasmanagement.com
Community First Property Management PO Box 72003 San Jose, CA 95172 (408) 373-1397 www.communityfirstpm.com
Community One Property Management 6820 Pacific Ave., Ste. 2A Stockton, CA 95207 (925) 247-3100 www.communityonepm.com
Condominium Financial Management, Inc. (CFM) 60 Mayhew Way Walnut Creek CA 94597 (925) 566-6672 www.condofinancial.com
De Camara Management, Inc. 9011 Soquel Dr., Ste. A Aptos, CA 95003 (831) 688-0500 www.decamaramanagement.com
EB Community Managers, An Associa Company 6600 Hunter Dr. Rohnert Park, CA 94928 (707) 806-5400 www.ebcommunitymgrs.com
Elemental Association Management
801 Lighthouse Ave., #109 Monterey, CA 93940 (831) 643-9400
Fairmont Heritage Place (Ghirardelli Square) 900 North Point St., Ste. D100 San Francisco, CA 94109 (415) 292-1000 www.fairmontatghirardelli.com
Focus Real Estate & Investments
3936 Mayette Ave.
Santa Rosa, CA 95405 (707) 544-9443 www.focus-re.com
Grayson Community Management
Allan Melkesian, President 1625 The Alameda, Ste. 625 Santa Clara, CA 95126 (888) 277-5580 allan@graysoncm.com www.graysoncm.com
The Helsing Group
4000 Executive Parkway, Ste. 100 San Ramon, CA 94583 (925) 355-2100 www.helsing.com
HOA Organizers Inc., AAMC®
1990 N. California Blvd., Ste. 20 Walnut Creek, CA 94596 (925) 464-2227 www.hoaorganizers.com
HOA Simplified
3395 Michelson Dr., #5402 Irvine, CA 92612 (310) 880-9084 www.hoasimplified.com
HOA Unlimited, LLC
125 Elmira Street San Francisco, CA 95124 (800) 640-2161 www.hoaunlimited.com
Homeowner Association Management Services
Frank Alioto, CEO 1371 Traynor Rd Concord, CA 94520 (408) 648-7775 falioto@communitymanagement.com www.hoamanagementservices.net
See our advertisement on page 35
Hudson Management Company 818 Grayson Rd., Ste, 100 Pleasant Hill, CA 94523 (925) 827-2200 www.askhudson.com
Integrity Alliance Management 707 Doak Blvd., Ste. M, #4 Ripon, CA 95366 (877) 227-1752 www.integrityalliancemgmt.com
JK Global Real Estate Services
PO Box 81 Belmont, CA 94002 (650) 888-9237 www.jkgrec.com
Keystone Pacific Property Management 240 Commerce Irvine, CA 92602 (949) 988-0775 www.kppm.com
Modern Community Management
672 W. 11th St., PMB 220 Tracy, CA 95376 (925) 725-2000 www.moderncm.org
Mulqueeney & Associates P.O. Box 4726 Foster City, CA 94404 (650) 574-3835
Next Step Community Management 101 Cooper St. Santa Cruz, CA 95060 (800) 562-3885 www.nextstepcommunities.com
OMNI Community Management, LLC
Rolf M. Crocker, AMS, CAMEx, CCAM CEO/Principal 9807 Fair Oaks Blvd. Fair Oaks, CA 95628 (925) 283-4900
rolf.crocker@omnicommunities.com www.omnicommunities.com
See our advertorial on page 23
PMI SouthBay
2010 El Camino Real, PMB 3046 Santa Clara, CA 95050 (510) 403-1035 www.PMISouthBay.com
Premier Property Services 1451 Guerneville Rd., Ste. 220 Santa Rosa, CA 95403 (707) 544-2005 www.premierpsinc.com
Professional Association Services
42612 Christy St. Fremont, CA 94538 (510) 683-8614 www.pas-inc.com
Property Pro Ltd.
14127 Capri Dr., Ste. 8 Los Gatos, CA 95032 (408) 378-1730 www.propertyproltd.com
RealManage
7655 Redwood Blvd., Ste. B Novato, CA 94945 (866) 473-2573 www.realmanage.com
Robert L. Jensen and Associates 2160 N. Fine Ave. Fresno, CA 93727 (559) 252-4525 www.robertljensen.com RowCal
Kevin Holloway, President 77 Las Colinas Ln. San Jose, CA 95119 (408) 620-5366 CareTeam@rowcal.com www.RowCal.com
See our advertisement on page 5
Seabreeze Management Company 26840 Aliso Viejo Pkwy, Ste. 100 Aliso Viejo, CA 92656 (949) 310-6754 www.seabreezemgmt.com
Silvercreek Association Management 2950 Buskirk Ave., Ste. 300 Walnut Creek, CA 94597 (925) 690-5332 www.silvercreekam.com
Skyline Association Management PO Box 471450 San Francisco, CA 94147 (415) 422-9390 www.skylinepmg.com
Specialty Real Estate Services 6701 Koll Center Pkwy., Ste. 250-2538 Pleasanton, CA 94566 (800) 400-2144 www.sresonline.com
Steward Property Services, Inc. 1465 N. McDowell Blvd., Ste. 120 Petaluma, CA 94954 (707) 285-0600 www.stewardprop.com
Tailored Management Solutions
Maria Hernandez, CCAM-PM, COO 2322 Bates Ave., Ste. G Concord, CA 94520 (925) 584-7330
maria@tailoredmanagementsolutions.com www.tailoredmanagementsolutions.com
See our advertorial on page 27
Terra58 Management 3572 Castlebrook Road Cameron Park, CA 95682 (279) 400-2294 www.terra58.com
The Management Alternative 1932 W. Orangeburg Ave. Modesto, CA 95350 (888) 862-3335 www.hoapro.com
The Manor Association, Inc. 1820 Gateway Dr., Ste. 100 San Mateo, CA 94404 (650) 637-1616 www.manorinc.com
Westco Equities, Inc. Property Management
1625 E. Shaw Ave., Ste. 116 Fresno, CA 93710 (559) 228-6788 www.west-co.com
COMMUNITY MANAGEMENT CONSULTING
McMills Duffy Consulting Group
Heather McMills, Founder & President
1 Belvedere Pl., Ste. 200 Mill Valley, CA 94941 (800) 919-4351
heather@mcmillsduffy.com www.mcmillsduffy.com
See our advertisement on page 13
Community Financials
7 W. Figueroa St., Ste. 300 Santa Barbara, CA 93101 (833) 266-3646 www.communityfinancials.com
Gallopify CANADA & USA (416) 566-7915 www.gallopify.com
MANAGEMENT & TECH SOFTWARE
BIMINIcorp
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
HOAworks,LLC
9375 E. Shea Blvd., Ste. 100 Scottsdale, AZ 85260 (877) 808-4HOA www.hoa.works
Join like-minded colleagues and learn what is needed to prepare an individual for board service or to better serve your HOA clients.
The program covers the essentials, including the HOA legal environment, fiduciary responsibilities and duties, financial management and reserves, meetings (planning and management), election procedures, board ethics, and soft skills needed to deal with people. The curriculum is brought together with a capstone course on the role of HOA vision, mission, strategy, and core values in common interest developments.
The courses will be available in various formats including workshop, lecture, and lecture/lab. Faculty has been recruited from the most successful and knowledgeable companies in the industry. Currently, eight of the ten courses will be recorded and available on demand. All courses will be offered live via webinars. Two workshops require live, online participation: HOA Board Ethics and the capstone strategy course.
Participants will be given three years from the date of enrollment to satisfactorily complete the ten courses and successfully pass the exam for each course with a score of 70% or better. The examinations will be designed to cover the basic knowledge and skills discussed in the course and to encourage the internalization of the curriculum. After successfully completing the examinations, participants will be awarded a certificate of successful completion of the Echo Board Member Preparedness Program. This is a lifetime certificate and will be noted in the permanent Echo records.
Good Governance Series (100 series)
100 Leadership 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: Davis-Stirling Act Overview
151 Ask the Attorney: Laws Other Than the Davis-Stirling Act
152 Ask the Attorney: Judicial InterpretationHOA Case Law
Board Ethics (120 Series)
120A Foundations of HOA Ethics Workshop
120B Ethics in Practice Workshop
HOA Financial Management & Reserves (170 Series)
170 HOA Financial Management & Reserves
HOA Board Member Preparedness Capstone Course (199)
199 A Strategic Approach to HOA Management
To enroll or learn more about the program, contact Connor Zepponi, connor@echo-ca.org, or visit www.echo-ca.org and click on the Echo HOA University program tab.
Saturday | November 15
9:00 am – 2:30 pm
Legislative Update & Expectations for 2026
Nathan R. McGuire, Esq McGuire Schubert Sohal, LLP
Artificial Intelligence in HOAs Barry Ross Ross & Ross International
Maintenance Planning
Hooman Bolandi
MindMe Technologies, Inc.
Planning for Insurance Risks
Jill M. Duffy
McMills Duffy Consulting Group
SAVE THE DATE!
Legislative Update & Educational Seminar: Future Forward Planning
Rossmoor Event Center 1021 Stanley Dollar Drive | Walnut Creek Saturday | November 15, 2025
9:00 am – Registration and Trade Show Opens 9:45 am – 2:30 pm - Program (including lunch)
Join us for an essential program designed to equip your HOA with the foresight and strategies needed to thrive in an evolving landscape. We’re bringing together industry experts to tackle the most pressing issues facing community associations today, from legal compliance and technological advancements to financial planning and risk management.
Echo members attend for FREE!
