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COMMUNITY MANAGEMENT RESOURCE DIRECTORY

THE RACE TO ZERO

HOA LESSONS LEARNED

What happens when HOA management becomes free?

How the founders of McMills Duffy solved seven big problems

Find companies with HOA expertise

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SERVING HOA BOARD MEMBERS & HOMEOWNERS

SEPTEMBER 2026

The Race to Zero: What Happens When HOA Management Becomes Free? COMM UN I T Y M A NAGE ME NT S H OWC AS E

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MISSION STATEMENT Fostering a better quality of life in community associations through education, advocacy and networking. Echo 5669 Snell Ave., #249 San Jose, CA 95123 408.297.3246 | info@echo-ca.org www.echo-ca.org BOARD OF DIRECTORS & OFFICERS PRESIDENT Mark T. Guithues, Esq. VICE PRESIDENT Sarah Dunia TREASURER Karl Lofthouse SECRETARY Jessica Roberts

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

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

CHIEF EXECUTIVE OFFICER David Zepponi | dzepponi@echo-ca.org OPERATIONS MANAGER Connor Zepponi | connor@echo-ca.org MEMBERSHIP & SALES MANAGER Jacqueline Price | jprice@echo-ca.org MEMBERSHIP DEVELOPMENT MANAGER Leila Saeed | lsaeed@echo-ca.org PUBLICATIONS EXPEDITOR Pam Grove | pgrove@echo-ca.org

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For more information visit www.echo-ca.org ECHO journal | SEPTEMBER 2026

Features 8

The Race to Zero: What Happens When HOA Management Becomes Free? BY PAUL COLLINS

SEPTEMBER 2026 | ECHO journal

BY HEATHER McMILLS AND JILL DUFFY

The Impact of High Deductibles: Why Unit Owner (aka HO6) Policies Matter BY CORY NEUBAUER

Happenings 6

CEO’s Message: Is the Fox Guarding the HOA Henhouse?

BY DAVID ZEPPONI

HOA Nuts, Bolts, and the Future: Highlights from Echo’s Northern California Educational Seminar

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BY NATHAN McGUIRE, ESQ.

2026 Community Management Directory

HOA Lessons Learned: How the Founders of McMills Duffy Solved Seven Big Problems

2026 Community Management Directory

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ECHO journal | SEPTEMBER 2026

CEO’S news from ECHO MESSAGE

Is the Fox Guarding the HOA Henhouse?

Raison d’Etre – The Reason for Bo

well.” And Mr. Fox would regularly drop off their nce upon a time, John Farmer decided to expected eggs raison and spent hens.(reason for being). It is a settle down with his wife Bertha and start a What a beautiful phrase, d’etre Eventually, Mr. and Mrs. Farmer started noticing farm. Bertha thought it was a splendid idea. every board member should consider and collectively agree. that some weeks they received no eggs, and They could finally afford the home they had always sometimes several weeks went by and they got no dreamt of. She would have lots of animals (she loved The phrase engenders humanity. The words roll from one’s tong spent hens. Also, Mr. Fox was spending more and animals), a vegetable garden, and prize-winning roses starkwatch business senses and adds thehenhouse, elementexpanding of humanity to the more time away from the his for the county fair. And John could plow fields, business and delegating most ofand his daily routine tomission the crops grow, and do the things a farmeradoes: board: Strategic planning, execution evaluation; the weasels. Although John and Bertha were slightlyof com hang out at the local diner with the other farmers and management. The business realities should be reflective bothered, they let it slide as long as they got eggs debate about how to fix the world’s ills. It was certain common values of individuals in the community. and hens fairly regularly. After all, they were very to be a splendid life. with their other pursuits. As time went on and the Farmers became more Communitiesbusy are imperfect – because they are made of humans. Well, the weasels loved this hands-off approach successful, the necessary aspects of their bucolic relating. Humans Human living. Basically, being to the using. henhouse. They saw that the Farmershumans hardly life became less important to them than their human, communities sometimes forget thatand managem noticed what was happening at the henhouse primary interests: growing sweet corn andbeing the best certainly want regular, detailed reports. Mr. Fox the b variegated red tea roses in the state. Otherestablish duties norms for didn’t a successful community. In a sense, was so distracted by the expansion of his businesses on the farm started to fall by the wayside and were the community. Its purpose is to establish order and elevate o and rubbing shoulders with the wolves and coyotes either deferred or not done at all, especially when progress andatpace by establishing andtoconstraints to b the Canine Club that he norms had no time concern money was tight. himself with the henhouse operation. The weasels One necessary chore that neither of them to wanted benefit all. knew Mr. Fox didn’t care about receiving reports; he to do was manage their henhouse. Of course, they It seems that board must understand and was satisfied as long leadership as he got his regular allotment needed the hens for eggs and for Sunday dinner, andapparent of eggs and spent hens. The weasels gradually they wanted to glean profits from the henhouse for owners in order to orchestrate a sense of community and gener weaned the Farmers and Mr. Fox from receiving what they needed to live. But boy, those chickens and protect community values. The purpose of a board, therefore regular reports and maintenance plans for the were smelly and dirty, and they took a lot of time based on common values for the good of all. henhouse operation. away from the fun things that farmers like build to do. community As one might expect, the henhouse gradually fell One day, along came Mr. Fox looking for work. takes time to orchestrate a weasels community. takes time to know y into disrepair. The weren’tIttoo concerned John and Bertha thought, what a blessing It – they time to listenabout to the voices and buildchicken a vision maintaining a secure wirereflective enclosure, of comm could hire Mr. Fox to manage those dirty, smelly watering the birds, counting the chickens, and they would have more time to spend and you will be more effective as a board member and satisfied eggs, or even sweeping on their favorite activities. It seemed like a good your reason for being on the board. the droppings off the arrangement. They would pay Mr. Fox a reasonable floor. It wasn’t their homeowner boards and residents sum for his service (along with letting him ECHO take home is committed to helping henhouse, and they an egg or two occasionally and sometimes even a ing and – much this is had too toour do “raison d’etre”. spent hen), and they would have a safe supply of advocacy already. And so, the food into the future. chores were ignored. The years went by, and John and Bertha all but For years no one noticed forgot about the henhouse operation, except for the anything. Mr. Fox and periodic reports from Mr. Fox: “Everything is going

Sincerely,

Continued on page 14

ECHO CHIEF EXECUTIVE OFFICER

SEPTEMBER 2026 | ECHO journal

David Zepponi Executive Director

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ECHO journal | SEPTEMBER 2026

The Race to Zero:

What Happens When HOA Management Becomes Free? BY PAUL COLLINS

At a recent industry seminar, an executive from a large bank serving homeowners associations and management companies made a prediction: Someday, HOA management fees could go to zero. The room erupted in laughter. But the idea may not be as far-fetched as it sounds.

rtificial intelligence, automation, outsourcing, and consolidation are making management companies more productive. Tasks that took hours can now be completed in minutes. Accounting can be centralized. Routine homeowner questions can be answered automatically. Documents can be reviewed quickly. Communications can be drafted by AI (artificial intelligence). Administrative work can be performed almost anywhere. Much of this is positive. The important question is what the industry will do with the productivity those tools create.

The Race to Zero One possible outcome is that management companies might simply use those efficiencies to push base management fees lower and lower. This may sound appealing to boards. But management companies must still make money somehow. Increasingly, management can become the entry point into a larger group of services, including banking, insurance, lending, maintenance, construction, project management, document services, technology, and procurement. Under that model, the management fee would become less important. It might even become a loss leader. But zero does not mean free. If a management company is no longer making most of its money from management, Continued on page 10

SEPTEMBER 2026 | ECHO journal

Continued on page 10 ECHO journal | SEPTEMBER 2026

landscaping contract, those savings can disappear quickly. Sometimes choosing the least expensive management company can be a very expensive decision.

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The Race to Zero Continued from page 8

boards should understand where that revenue is coming from. There is nothing inherently wrong with a management company providing additional services. Some of those services may be excellent. The issue is incentives. One of the most important functions of a community manager is helping a board evaluate competing vendors in order to make informed decisions. If an association needs insurance, landscaping, construction work, or a major repair, the manager should help the board compare options. This becomes more complicated when the management company also makes money from one of those options. The concern is not necessarily wrongdoing. It is whether competitive bidding remains truly competitive and whether 10

SEPTEMBER 2026 | ECHO journal

HOA Management Is a Profession

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the association’s interests remain fully aligned with the financial incentives of its management company. A low management fee may look like savings while the association pays more elsewhere.

Is Management Really the Place to Cut? In many association budgets, management is not among the largest expenses. Insurance, landscaping, utilities, maintenance, reserve contributions, and capital projects often cost far more. Yet management is the expense responsible for helping the board oversee many of those larger expenses. This makes a race to the bottom on management fees questionable. An association might save $20,000 a year by choosing cheaper management, but if that results in weaker oversight of a major construction project, insurance renewal, or

It is worth considering what a strong community manager is expected to know. On any given day, a manager may deal with corporate governance, elections, accounting, investments, reserves, insurance, contracts, construction, landscaping, pools, elevators, parking, personnel issues, collections, emergency response, and homeowner disputes. And then there is the most complicated subject of all: people. No manager is an expert in every one of these areas. But experienced managers develop enough knowledge to recognize problems, ask the right questions, know when outside expertise is needed, and help a volunteer board make sound decisions. All of that takes years. It is a profession. And well-trained professionals are not inexpensive.

The Deprofessionalization Risk Technology creates another possibility. Instead of relying on managers with broad knowledge, management companies can increasingly divide the work into specialized departments. Accounting goes to the accounting department. Construction goes to project management. Maintenance goes to the maintenance department. Homeowner questions go to customer service. Routine questions go to AI. Administrative work can be outsourced to lowercost employees anywhere in the world. There are real advantages

to specialization. In some cases, specialists will do a better job than a generalist. But there is also a risk that the community manager becomes less of a professional advisor and more of a coordinator moving information between departments. The knowledge of the community no longer rests primarily with one person who understands the board, the property, its history, and its problems. It becomes institutionalized in a distributive system. That is the deprofessionalization risk.

There Is Another Way The same technology that could deprofessionalize management could also have the

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Continued on page 12

ECHO journal | SEPTEMBER 2026

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opposite effect. Suppose AI allows a manager to become extremely more productive. One approach is obvious: The manager has more time, so give that manager more associations. Another idea is to give that manager fewer associations and more time to serve each one better. Instead of using AI to help one manager handle 40 or 50 communities, it could be used to help an excellent manager handle 10 communities extremely well. If AI eliminated hours of routine administrative work, a community manager could spend more time walking properties, meeting with board members, reviewing contracts, checking vendor performance, planning projects, identifying maintenance problems, educating new directors, and talking with homeowners. They could spend more time thinking and less time processing. While these kinds of activities are harder to measure than how many emails were answered or how quickly a report was produced, they are often how strong management creates the most value. 12

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Who Gets the AI Dividend? This may become one of the defining questions for the industry. AI is going to create an enormous productivity dividend. Who gets it? Does the management company use it primarily to increase the number of associations each manager can handle? Does the management company use the savings to lower management fees while shifting profitability into other services? Or does some of that productivity go back to communities in the form of better service? There is likely room for all three. But the ultimate measure of progress should not be how close the industry can get the management fee to zero. The goal should be to manage communities better in order to make better communities. As the industry changes, boards should look beyond the base management fee and ask broader questions: • Where does the management company make its money? • Does the management company receive compensation from vendors or affiliated services? • When affiliated services are used, are competitive bids still obtained?

• How many associations does the manager actually manage? • What work is performed by the manager, what work is centralized, and what work is outsourced? • Most importantly, what does the association receive from all of these new efficiencies? AI can eliminate enormous amounts of administrative work and give managers access to information that once took hours to find. But efficiency is not the goal. Better communities are the goal. The management fee, per se, may someday approach zero. If it does, boards should remember one thing: Free management will not actually be free. Perhaps the better promise of AI is not that it can make management cheaper. Perhaps it is that it can finally give good managers enough time to truly manage.

As the CEO of Collins Management, Paul Collins has been responsible for all aspects of its operations since 1997. Strongly committed to the HOA industry and educating its leaders, Paul started the Collins Management Foundation in 2017 (a nonprofit bringing service providers together to strengthen resources) and became an Echo benefactor member in 2025. In addition to his full-time work running a property management company, he volunteers on the board of the Richmond Art Center and is a jiu-jitsu coach.

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ince its inception, CID Consortium, LLC (CIDC) strives to provide excellent financial and operational guidance to communities, board members, managers, and owners of communities big and small in an ever-changing environment. We believe in building relationships by doing our business transparently and keeping our clients informed. Before sending a proposal, we take the time to uncover what success looks like for your community. Once we are aligned, we will propose a combination of Governance, Finance, and Organizational services specific to your unique needs. Owners and operators Donald (”Don”) W. Haney, CPA, and Adam P. Haney, CPA, are well known for their role in developing homeowner association industry standards and technology. Don originally started in the industry in 1979 when he formed two corporations: CEO, Inc. and Haney Accountants, Inc. Both organizations laid the foundation for CIDC led by Adam P. Haney, CPA. 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.

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CEO’s Message Continued from page 6

the Farmers were happy as long as they occasionally received chickens and eggs. And the weasels were very happy since they often held omelet parties on special occasions and were able to take home an extra egg or two on birthdays and anniversaries. But eventually the laying chickens grew old, the eggs came less frequently, and the henhouse operation started to falter. One day Bertha came home from the rose club meeting feeling sick with a fever and cough. Concerned, John said she needed to rest and have some chicken soup and a scrambled egg dinner to build up her strength. John called out to the weasels to bring in some eggs and a nice fat hen. The weasels scurried out to the henhouse but found no eggs. They returned with only a scraggly spent hen with almost no meat on its bones. “What is this?” asked an angry farmer John. “No eggs and a scrawny old hen for the pot? Mr. Weasel, this is unacceptable! Bring me a half dozen extralarge brown eggs and two of our biggest fryer hens. Now! Mrs. Farmer is ill and needs a good meal!” “Mr. Farmer,” said one of the weasels, “we’ve been doing our best to manage the henhouse, but you see, sir, we’re not responsible. We’re not chicken farmers. Look, most of the hens have grown old and died or were eaten by Mr. Fox and his friends at the Canine Club. We had nothing to do with it. The hens got old, and old hens don’t lay eggs. And you see, the wolves and coyotes who run the county, well, they wanted the hens to run freely and passed laws about expanding cages so chickens would have more room to play. But we didn’t have enough time 14

SEPTEMBER 2026 | ECHO journal

or money to expand our cages or maintain the chicken-wire enclosure. So the hawks swooped down faster than the chickens could run, and the rats and the skunks got through holes and ate many of the best layers and most of the eggs. We’re sorry. But it’s not really our fault.” “And besides,” said another exasperated weasel, “it’s not really our job. You are responsible. We’re only lowly weasels.” (Albeit very well fed and healthy weasels.) “If you have a problem, you’ll need to take it up with Mr. Fox.” Farmer John said to the weasels, “I’m going to the henhouse. Get Mr. Fox, now!” And he strode into the henhouse for the first time in 20 years. The henhouse that was supposed to have made his life so pleasant in his golden years was in total disrepair. No wonder they didn’t have eggs. The holes in the henhouse walls were large enough for hens to escape and predators to enter, and the roof was all but caved in. The weasels said they had tried to get the Farmers’ attention and tried to repair the henhouse. According to them, they tried but no one would listen. Soon Mr. Fox sauntered around the corner of the henhouse. Cheerfully, he said, “Hello, Farmer John, nice to see you at my – errr, at the henhouse. Isn’t it marvelous! I was just down at the Canine Club with my buds the coyotes and wolves and remarked on how splendid the henhouse is at your farm. What a marvelous job the weasels have been doing. Yes, we’ve had a few tough years, and maybe we’ve used up much of our reserve feed, and maybe we should have sold a few more eggs and replenished the spent hens, but I think things look good. I have plans, you’ll see. In a year

or two all will be well again. Trust me,” he said with a sly fox grin. John was dumbstruck. “For 20 years I entrusted to you the place we counted on to sustain us in our golden years! It’s an essential part of our home and our future. And now it’s no longer a functioning henhouse but a shambles. Why should Bertha and I continue to allow you to run it, or what’s left of it?” “Well,” Mr. Fox replied indignantly, “if you remember, you contracted with me to run the henhouse because you didn’t want to. You and Mrs. Farmer took no interest in the hens or the eggs or anything else for all these years. To blame me and my loyal weasels for the failure is just unacceptable! It’s your farm, not ours. We wash our paws of this whole situation! How ungrateful you are!” With that, Mr. Fox turned and walked away in a huff. John (with Bertha now at his side upon hearing all the commotion) gave a despondent sigh. “What do we do now?” he said. “The sweet corn needs to be planted, the roses pruned, the children are off to college, and we have few eggs and no hens to sustain us. Who let this happen?” And just then, after listening to it all, the wise old owl swooped down from its perch in the tall sycamore tree and said in a clearly audible voice, “Who, who, whoooo.” And those were the wisest words heard at the henhouse in nearly 20 years. The moral of the story: Ultimately, your home is your responsibility and no one else’s. Even when some duties are hired out, the “who” responsible in your community is still the board. And whose board is it? The homeowners’.

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Trust, Team, Transparency: OMNI’s T3 Mission. These are the values that drive every aspect of our work, both internally and with our clients. The Truth About Portfolio Management

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,

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 ECHO journal | SEPTEMBER 2026

HOA Lessons Learned: How the Founders of McMills Duffy Solved Seven Big Problems BY HEATHER McMILLS AND JILL DUFFY

A Board Elected Out of Necessity Heather McMills and Jill Duffy did not set out to become HOA board members. But their community’s problems had grown too large to ignore. Their path onto the board – and their subsequent turnaround of the association – followed a clear arc: • 2023–2024: Egregious issues abounded across the property. • 2024: Frustrated homeowners approached McMills and Duffy and asked them to run for the board. • 2025: The two ran successfully and became board president and treasurer. • 2025–2026: They prioritized the association’s issues and implemented solutions as part of the new board.

SEPTEMBER 2026 | ECHO journal

What McMills and Duffy inherited was a property in crisis: a board that had avoided critical repairs until a $2 million special assessment became unavoidable; dues that spiked by 18% in a single year; an illegally conducted vote; an HOA that had been blacklisted by lenders; homeowners hit with liquidity-crushing notices of violation; a six-figure multiyear lawsuit; a reserve study with poor optics that scared off buyers and financing; and a bloated, unaccountable maintenance staff draining the budget. Below is an account of how the new board diagnosed and fixed these problems.

Issue #1: The $2 Million Special Assessment The prior board avoided repairing critical property failures for years, which eventually forced a $2 million special assessment for a major parking garage repair addressing long-term water intrusion. Compounding the problem, the board never had the issue independently inspected. Instead, they relied on the opinion of a single contractor, the very party positioned to profit from the largest possible repair scope. The community had two more garages with similar issues, and the new board wanted a different approach to avoid two more multimillion-dollar assessments. So, before authorizing any work, the new board spent under $10,000 to bring in two independent structural engineers to inspect the remaining garages and propose alternative repair solutions. The recommended fixes came in at roughly 10% of the cost of the original project, while addressing comparable underlying issues. Financing solutions were explored that did not involve using a special assessment or impacting the reserve study, potentially avoiding lump-sum out-of-pocket expenses for homeowners who were largely on a fixed income. The Lesson: A second or third opinion from an independent subject-matter expert – obtained before committing to a vendor’s scope of work – can save an association thousands (or even millions) of dollars. All financing options should be explored before committing to special assessments.

Issue #2: The 18% Year-Over-Year Dues Increase For years, the prior board and property manager let maintenance needs accrue, ignoring day-to-day upkeep. That ignorance created nearly seven figures of deferred maintenance, which eventually forced an 18% year-over-year dues increase – a jump the

board was able to push through on their own since it fell just under the 20% threshold that required a homeowner vote. Lenders, in turn, grew hesitant to finance purchases in the community once the deferred maintenance showed up, unaddressed, in the reserve study. The new board’s response was methodical. They physically walked the entire property and prioritized every critical failure from highest risk (and highest lawsuit exposure) to lowest. For each project, they solicited three or more competitive bids and directed funds to the most urgent items first. They also fixed the underlying issues lenders had flagged in the reserve study, thereby restoring the community’s ability to attract financing. Rather than repeat an 18% shock, the new board raised dues by roughly 4% in the new budget (in line with inflation), favoring gradual, predictable increases going forward. The Lesson: Boards should know the property. They should use the reserve study as a road map for lenders, and they should prioritize ongoing maintenance so that homeowners are not shocked with double-digit year-over-year dues increases.

Issue #3: HOA Blacklisting by Lenders Poor board oversight of the property manager had led certain lenders to effectively blacklist the HOA. The board never reviewed the property manager’s response to a lender’s request for a project update, and the resulting inaccurate information reached the lender. That flawed update, submitted to the county, was then unofficially circulated throughout the local real estate community. The fallout reached homeowners directly; it damaged the HOA’s lending status, impeded owners’ ability to sell, and generated bad word of mouth for the community in the market. As soon as the new board was elected, one of its first actions was firing the property manager, correcting the inaccurate record with the county, and vetting a replacement management company. The board also engaged directly with real estate agents and, when needed, underwriters, to make sure they had accurate information about the association’s condition and financials. The Lesson: Boards need to oversee property manager communications with lenders, since those communications directly affect homeowners’ liquidity, equity, and the marketability of the HOA as a whole. Continued on page 18 ECHO journal | SEPTEMBER 2026

HOA Lessons Learned Continued from page 17

Issue #4: NOVs and Homeowner Illiquidity Poor contract enforcement negatively affected both property values and homeowner liquidity. The board never put service level agreements in place with the general contractor or the project manager, who went on to mishandle permits with the county. That mismanagement implicated 18 individual homeowners with financial penalties and left them unable to sell their units (their liquidity was restricted for 18 months). The new board took communication with the county into its own hands, working with a new property manager to get the notices of violation (NOV) released and restore liquidity to the affected homeowners. The Lesson: Write outcomebased deliverables with clear deadlines and consequences for nonperformance into every contract with project vendors. It is the best defense against project overruns and their ripple effects on the HOA, board, and homeowners.

Issue #5: Multiyear, Six-Figure Litigation A water issue arose with a homeowner, who sought the management company’s collaboration to resolve it. The homeowner was largely ignored, and the underlying issue went unaddressed. The prior board never prioritized determining whether the responsibility fell to the homeowner or the HOA. The damage grew worse over roughly two years while the issue sat on an ambiguous footing, eventually implicating the HOA in legal responsibility for substantial

damages. The homeowner ultimately pursued litigation, and the association’s legal fees, compounded by years of inaction, were very costly. The new board conducted its own forensic review of the communications and costs that led to the litigation and surfaced evidence that helped clarify what had actually happened. But by that point, the legal responsibility created by the prior board and the HOA’s actions could no longer be undone. The Lesson: Ignoring homeowner communications – without doing due diligence, understanding the CC&Rs (covenants, conditions, and restrictions), and seeking appropriate professional advice – can irreversibly implicate an HOA or board member in matters with severe legal and financial consequences. Understanding governing documents and evaluating HOA responsibility early (with professional input) is what allows for a resolution that avoids lengthy legal and financial fallout.

Issue #6: A Reserve Study with Bad Optics The board never truly owned its reserve study, which resulted in a poor percentage-funded number for the HOA. At a 31% funded ratio, the association’s financials read as “bad” to outside eyes. Many lenders declined to lend, real estate agents steered clients elsewhere, and property values and comps suffered as a result. Part of the underlying problem was structural: Real estate agents and lenders don’t have a single, real-time source of truth for HOA financials, since reserve studies are typically updated only once a year Continued on page 22

SEPTEMBER 2026 | ECHO journal

THE HELSING GROUP Choose More Than a Manager. Choose a Team. directly tied to the success of our clients. We don’t answer to outside investors— we answer to one another and to the communities that place their trust in us. Expect Better Governance – We believe the management company should make the board’s job easier. Timely financial reporting, meaningful recommendations, transparent communication, and reliable follow-through help Boards make informed decisions and confidently fulfill their fiduciary responsibilities.

Choose More Than a Manager. Choose a Team.

Strong communities aren’t managed by one expert. They are supported by many. You’re Aren’t Hiring One Person. You’re Hiring The Helsing Group. Every community manager has strengths. The question is, what happens when your community needs more than one person’s expertise? The best management companies don’t rely on one individual—they surround your board with specialists who bring experience across the disciplines that matter most.

What Should You Expect From Your Management Company? Expect Specialized Expertise – For more than 35 years, The Helsing Group has focused exclusively on community associations. Our clients benefit from

specialists in community management, accounting and bookkeeping, reserve studies, association financial planning, association setup, and in-house maintenance—bringing expertise that extends well beyond day-to-day management. Strong communities aren’t managed by one expert. They’re supported by many. Expect Independence – We’re Independent by Choice—not private equity owned and not building a company to sell. Our focus remains on long-term relationships, consistent leadership, and decisions made in the best interests of the communities we serve. Expect Employee Ownership – As a 100% employee-owned company, our success is

When challenges arise, you shouldn’t have to wonder whether your manager has the answer. With The Helsing Group, your board gains the collective knowledge, resources, and experience of an organization built exclusively to serve community associations.

Let’s Start the Conversation If your board is evaluating a management partner—or simply asking whether your current one is delivering the expertise and support your community deserves—we’d welcome the opportunity to talk.

Scan the QR code to connect with our team.

Independent by Choice 100% Employee-Owned Common Interest Development Experts www.helsing.com | hoa@helsing.com (925) 355-2100 ECHO journal | SEPTEMBER 2026

S E RV I N G A L L O F C A L I F O R N I A

COMMUNITY MANAGEMENT SHOWCASE ADVERTORIAL

HOA Lessons Learned Continued from page 18

(or fully redone every three), which creates real friction around accurate reporting and marketability. The new board commissioned a modern reserve study company that uses current technology. The board then walked the entire property with the reserve study analyst to reframe the study so that it accurately reflected every component. That effort moved the HOA’s funded ratio from 31% (a D-minus by industry standards) to 56% (a B-plus). The Lesson: Boards need to own their reserve study and understand it deeply. Four levers can meaningfully optimize it: extending component life span through technology, lowering replacement costs, reducing redundant components, and trading 100% replacement assumptions for an incremental rebuild model.

Issue #7: Insourcing Fiscal Waste The prior management company had pushed the HOA to hire a full-time, on-site maintenance employee. The management company then controlled every aspect of that hire, including the contract, benefits, and salary (with bonuses and raises), all without board input once the board initially agreed to the hire. The employee had no carpentry, electrical, or plumbing training or experience; his actual role was mostly janitorial work plus arranging for outside carpenters, electricians, plumbers, and other professionals to handle real repairs. The position still cost the HOA more than $10,000 a month (north of $120,000 a year) in payroll, benefits, and vacation, 20

SEPTEMBER 2026 | ECHO journal

with no oversight from either the management company or the board, and the employee came and went essentially as he pleased. On top of that six-figure salary, the association was still paying outside vendors to do the work this employee should have been able to handle himself. The new board gave the employee notice at the same time it gave notice to the previous management company, immediately eliminating both the cost and the liability he represented. In his place, they found a vendor able to provide more services than the employee had, at a fraction of the cost. Under the new structure, if the vendor’s assigned worker underperformed against the negotiated contract, that individual would simply be replaced with someone new. The Lesson: The prior board picked the wrong structure (insourcing) when a vendor relationship would have kept the liability off of the HOA from the start. Once the new board switched to a vendor, the HOA benefited in two ways: It got out from under the insurance/ legal/HR risk it never should have carried, and it cost less than the $120K+/year the in-house employee had cost.

The Common Thread Across all seven issues, the pattern is consistent. The prior board’s failures were rarely due to bad intent; they were failures of oversight: relying on a single, conflicted source for critical information; letting a property manager operate without accountability; avoiding hard decisions until they became emergencies; and never truly understanding the documents, contracts, and studies that the

board was responsible for using to make decisions. The new board’s turnaround followed the mirror image of this pattern: • Get independent expert opinions before committing to costly projects. • Explore all financing options available before burdening homeowners with special assessments. • Separate the people who advise from the people who execute. • Embed outcomes-based accountability into every contract. • Walk the property to understand it firsthand. • Take ownership of the financial documents (the reserve study chief among them) that lenders, real estate agents, and homeowners all rely on. None of these fixes requires domain expertise. They require attention, oversight, and a willingness to make hard calls early rather than after the damage is irreversible. Cofounder of McMills Duffy Consulting Group (MCD), Heather McMills has focused her 25-plusyear career on wealth management, investment banking, and banking technology. Heather advises boards and HOAs on fiscal and operational hygiene to increase reserves and property values, and is the current president of her HOA board. McMills Duffy Consulting Group cofounder Jill Duffy spent 25+ years structuring cyber and property programs for multinational companies. She now applies this experience to HOA boards wanting to reduce all types of risk and liability (legal, financial, property, director, homeowner). Jill is the current treasurer of her HOA board and can be reached at www.mcmillsduffy.com.

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ECHO journal | SEPTEMBER 2026

NORTHERN CALIFORNIA

LEGISLATIVE UPDATE & NORTHERN CALIFORNIA EDUCATIONAL SEMINAR

The Affordable Housing Paradox November 14, 2026 9:00 am – 2:30 pm San Ramon Community Center – Fountain Room 12501 Alcosta Blvd., San Ramon, CA

9:00 AM — Registration & Trade Show Opens Legislative Update & Expectations for 2027 Nathan R. McGuire, Esq. McGuire Schubert Sohal, LLP

HOA Affordability Jeffrey Beaumont, Esq. Beaumont Tashjian

Planning Reserves & Managing Mandates Damian Esparza SmartProperty

The Paradox: Doing & Paying for the Work Ben Sloman California Communities

Our Town Presentation Connor Zepponi

SEPTEMBER 2026 | ECHO journal

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. Echo is bringing together industry experts to address some of the most pressing issues facing community associations today — legal compliance and reserve planning to community management best practices and affordability.

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(877) 904-3080 ECHO journal | SEPTEMBER 2026

HOA Nuts, Bolts, and the Future

Echo’s Northern California Educational Seminar, HOA Nuts, Bolts, and the Future, brought together board members and homeowners for a day of education and connection. Between sessions, attendees met with industry professionals, asked questions, and explored resources and services for their communities. The event also included a special presentation recognizing Echo HOA University graduates. Thank you to everyone who attended, presented, exhibited, and sponsored the event. Your participation helped make the seminar a success.

SEPTEMBER 2026 | ECHO journal

ECHO journal | SEPTEMBER 2026

ommunity associations are facing one of the most challenging insurance markets in decades. Premiums have increased. Carrier options have narrowed. Master policy deductibles have risen sharply. For HOA board directors, understanding the financial impact of these changes is essential to responsible governance. As master policy deductibles rise, the importance of a strong unit owner policy (also known as an HO6 policy) becomes even greater. Just as important is having clear internal procedures that guide how water claims are handled, how deductibles are allocated, and how homeowners are informed when a loss occurs.

Why Master Policy Deductibles Are Increasing

The Impact of High Deductibles: Why Unit Owner (aka HO6) Policies Matter BY CORY NEUBAUER

SEPTEMBER 2026 | ECHO journal

Insurance companies adjust deductibles based on risk exposure, claim frequency, and market conditions. Water damage remains the most common loss in condominium communities. Construction costs have escalated significantly. Large catastrophic events such as wildfires and storms have strained the insurance marketplace. In certain states, fewer carriers are willing to write HOA business, which is reducing competition and driving up both premiums and deductibles. Today, deductibles of $25,000, $50,000, and even $100,000 are common. In wildfireprone regions, percentage-based deductibles can result in six-figure financial exposure for an association.

Understanding the Master Association Policy A master association policy is purchased by an HOA to protect the association entity and common property. Typical coverages include property insurance, general liability, directors and officers (D&O) liability, crime coverage, and workers’ compensation (if the association has employees). When a covered property loss occurs, the association must first pay the deductible before the carrier contributes. If the deductible is, say, $50,000, that amount must be funded through reserves, operating funds, or special assessment.

The master policy protects the association. It does not eliminate financial exposure for individual homeowners.

Real-World Case Scenario: Multiunit Water Loss In a mid-rise condominium with a $50,000 deductible, a failed water heater damaged four units. Total repairs reached $180,000. The carrier paid $130,000 after the deductible. The remaining $50,000 had to be allocated. Under the governing documents, the originating unit owner was responsible for the deductible. Because that homeowner carried a properly structured unit owner (HO6) policy, with sufficient loss assessment coverage, the financial impact was manageable. Without that coverage, the owner would have faced a substantial out-of-pocket expense.

What Is a Unit Owner Policy? A unit owner policy, commonly referred to as an HO6 policy, is the homeowner’s individual insurance policy for a condominium or unit. It protects interior improvements, personal belongings, and liability exposure, and may include loss assessment protection. Dwelling coverage insures interior finishes and upgrades, personal property coverage protects belongings, and personal liability coverage addresses legal exposure. Loss assessment coverage helps pay certain HOA assessments resulting from covered losses.

Why Loss Assessment Coverage Is Critical As deductibles increase, loss assessment coverage becomes

more important. Many older HO6 policies include only $1,000 to $5,000 in loss assessment coverage. With master deductibles now commonly at $25,000 or $50,000, those limits may be insufficient. Boards should communicate deductible levels clearly so homeowners can align their unit owner policies accordingly.

The Importance of a Formal Water Intrusion Policy Water claims often create confusion, tension, and financial uncertainty. Without a clear written policy, boards and managers may struggle to determine responsibility quickly and consistently. A formal water intrusion policy is a board-adopted document that outlines the following: • How water events are reported • Who investigates the source of loss • How mitigation is authorized • How insurance carriers are notified • How deductible responsibility is allocated • How subrogation, if applicable, is handled A formal policy reduces ambiguity and strengthens the board’s fiduciary position by demonstrating consistent application of established procedures. The document should align with the association’s governing documents and applicable state law. To ensure enforceability and consistency with the CC&Rs (covenants, conditions, and restrictions), boards should consult legal counsel before adopting or modifying a water intrusion policy.

Real-World Case Scenario: Special Assessment Allocation In a 20-unit association with a $100,000 deductible, storm damage required roof replacement. The board levied a $5,000-per-unit assessment to fund the deductible. Owners with adequate HO6 coverage were able to recover their assessments through their policies. Owners without sufficient limits paid out of pocket. Clear procedures and communication in advance of losses can significantly reduce conflict when assessments are required.

The Importance of an HOASpecialized Insurance Broker Community association insurance is complex. Governing documents, allocation provisions, layered property structures, and changing carrier appetites require specialized knowledge. A broker who understands HOA insurance can help boards evaluate deductible trade-offs, interpret policy forms, and structure coverage appropriately. Insurance for associations is not simply a commodity purchase. It is a strategic risk management decision. Experienced guidance can help boards balance premium affordability with long-term financial exposure.

The Board’s Role in Education and Governance HOA board directors serve as fiduciaries. They are responsible for protecting the financial health of the association. Clear communication about deductibles, water claim Continued on page 28 ECHO journal | SEPTEMBER 2026

The Impact of High Deductibles Continued from page 27

procedures, and the importance of the HO6 policy reduces confusion and strengthens community resilience.

A Layered Protection Strategy Insurance in an HOA functions as layered protection: • The master association policy protects the association.

• The unit owner policy protects the homeowner. • A formal water intrusion policy protects governance consistency. • A written water protocol protects operational execution. When these layers are coordinated and clearly communicated, the community is financially resilient and better prepared to navigate water-

Rachel Adams, CIC

INSURANCE MADE FOR YOUR HOA.

VP / Commercial Producer

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• • • •

You’re not alone.

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

It’s included with your Echo membership! Sign Up for the Board Members Club Here

https://bit.ly/ECHO-BMC 28

SEPTEMBER 2026 | ECHO journal

related losses in a high-deductible environment. Education, coordination, and specialized expertise are essential in today’s insurance marketplace.

Key Takeaways for HOA Board Directors • Master policy deductibles are rising due to market forces. • The master policy does not eliminate homeowner financial exposure. • Unit owner (HO6) policies provide critical protection. • Loss assessment limits should align with master deductible levels. • A formal water intrusion policy clarifies responsibility before disputes arise. • A written water and deductible protocol improves consistency and transparency. • Working with an HOAspecialized broker enhances strategic decision-making. While boards cannot control market conditions, they can prepare their communities. Proactive education, clear written procedures, and informed insurance planning are core components of responsible governance. Cory Neubauer, cofounder of NEXTIER Insurance Services Inc., brings over two decades of expertise in commercial real estate and HOA insurance. As an active member of Echo, CACM, and multiple CAI chapters across California, Cory is dedicated to educating and supporting HOA property management professionals and board members in optimizing insurance coverage to protect their communities.

N ORT H ER N C A LI F OR N I A PROFESSIONAL SERVICE PROVIDER SHOWCASE ADVERTORIAL

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

management and successful project completion – RPS does it all. Nothing serves a community better than an accurate, long-term plan for your paving projects. Budget planning and reserve funding adjustments are part of the overall project scope and one of the extras Reliable Pavement Services proudly provides to clients. Contact RPS today and let’s find a way to work together. • Consulting Agreement fee-based services • Prime Contract % of the project* • Flat Rate 10% of the project * • Project Management Service Fee *Not available for all projects

We make your job smoother! #CreatingNewStandards Since 2012, Reliable Pavement Services (RPS) is proud to have served Northern California planned communities with an estimated $10 million in project involvement annually. With over 45 years of paving experience, our staff works hard to continue to build the business on the core values of Accountability, Competency, and Integrity. Our WHY is the belief that life is about the Win-Win-Win – and we strive to make that happen daily. RPS handles projects of all sizes and scopes. From large to small projects, single or multi-year plans, the finished

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

Rick Scheibley, Owner 877 Serene Court Morgan Hill, CA 95037 (408) 858-2117 rick@RPSpaveman.com RPSpaveman.com ECHO journal | SEPTEMBER 2026

Attend an Echo In-Person Event!

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

Educational Seminars Learn from an acclaimed faculty delivering essential knowledge for HOA boards and homeowners. • Ask your questions of on-site attorneys • Visit with industry experts at exhibit tables • Meet and connect with board members from neighboring communities Visit echo-ca.org/events for more information on upcoming events.

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

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

SACRAMENTO ORGANIZED BY ECHO

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Individual members will receive a one-time discounted annual membership rate of $75 ($95 without discount) if they are invited by another Echo member!

SEPTEMBER 2026 | ECHO journal

bit.ly/southbayRP

Wine Country Resource Panel Santa Rosa

North Bay Resource Panel Novato

Sacramento Resource Panel Roseville

The Echo Club at Rossmoor (TECAR) Walnut Creek

Los Angeles Resource Panel 10/6 • 11:30 AM - 1:30 PM

San Pablo Bay Resource Panel Benicia

Wine Country Resource Panel 10/13 • 11:30 AM - 1:30 PM

East Bay Resource Panel San Ramon

San Francisco Resource Panel Legislative Update & Educational Seminar East Bay Area

Orange County Resource Panel 10/7 • 11:30 AM - 1:30 PM

North Bay Resource Panel 10/14 • 11:30 AM - 1:30 PM

South Bay Resource Panel San Jose

Peninsula Resource Panel 10/14 • 11:30 AM - 1:30 PM

Northern California Educational Seminar South Bay Area

San Francisco Resource Panel 10/14 • 5:30 PM - 7:30 PM San Pablo Bay Resource Panel 10/20 • 11:30 AM - 1:30 PM

Central Coast Resource Panel Santa Cruz County

South Bay Resource Panel 10/21 • 11:30 AM to 1:30 PM Central Coast Resource Panel 10/22 • 11:30 AM to 1:30 PM

Educational Seminar Legislative Update & Northern California Educational Seminar: The Affordable Housing Paradox 11/14 • 9:00 AM to 2:30 PM

Los Angeles Resource Panel Burbank

Orange County Resource Panel Irvine

Southern California Educational Seminar Laguna Hills

San Diego Resource Panel San Diego ECHO journal | SEPTEMBER 2026

WELCOME TO ECHO’S

New Professional Service Providers

Bee Green Recycling & Supply is a hive of activity helping you succeed. If you need to recycle construction debris, green waste, inert debris (such as concrete, dirt, asphalt shingles), or if you need landscape materials or architectural paint to beautify a home or project, we have four locations to meet each of those needs. We have the oldest and largest permitted C&D facility in Oakland where we take all non-hazardous construction and demolition debris as well as an inert debris processing operation and a chipping and grinding operation where we take concrete, dirt, asphalt shingles, green waste, and clean wood; our landscape material supply yard where we stock a wide variety of materials and tools for most landscape projects, and lastly, our paint center where we stock quality lines of professional paints and sundries. OUR MISSION Helping You Succeed… Professionally, Personally, Spiritually We believe all people are made in the image of God and are to be treated with dignity, worth, and purpose. We serve, support, and protect our co-workers, customers, vendors, and community. CORE VALUES: • Live With Integrity • Provide Excellent Service • Strive for Continual Improvement • Work Safely • Steward All Resources & Abilities Well Bee Green Recycling & Supply (510) 635-1779 beegreen.green 32

SEPTEMBER 2026 | ECHO journal

Ready to Transform Your Community or Investment? Effective HOA Leadership Starts with the Right Partner. We work closely with HOA Directors, Homeowners, and Investors to build real connections, true peace of mind, and a brighter future for your community. JPMC is proudly based in Montrose, CA. With deep roots in Los Angeles County, we provide professional property management services across key areas. JPMC partners with HOA boards to: • Streamline operations • Support informed decisions • Help communities thrive through responsive service, clear communication, and strategic planning. Jenkins Property Management Company (818) 542-6850 jpmchomes.com

Allied has been serving the needs of Californians for almost 75 years. From a long relationship with Stanford University to working with many professional Property Managers, a mainstay of our clientele includes owners of anything with a ‘rooftop.’ Allied now spans the United States, for both business and property owners, as well as personal lines. Homeowner Associations (HOAs) require a very specific mix of coverage expertise, responsiveness, and risk-management support. Allied currently manages insurance for over 1,000 HOAs.

Assessing your specific buildings, identifying deficiencies, and offering the right mix of coverage provides a deep understanding and analysis. • Master Property Policy knowledge (buildings, carports, separate structures and common areas). • California’s Davis-Stirling Act, helping keep you in compliance. • Liability (lawsuit) – both General and Umbrella/ Excess • Directors & Officers Liability • Crime/Fidelity Bonds • Workers’ Compensation • Equipment Breakdown • Building Ordinance & Law • Earthquake (both for the HOA and individual Condo Owners) No matter your insurance needs, we can help you find peace of mind, with the best possible policy.

At DLC Construction Management, integrity, creativity, and quality craftsmanship are at the core of every project we manage. • Construction Management • Engineering • Waterproofing Architecture • Roofing Inspection & Performance Evaluation • Balcony Inspection • Dry Rot Inspection

Allied Brokers Insurance Agency (800) 528-6868 alliedbrokers.com

In this rapidly changing industry, where Association Boards are often forced to choose between technologically limited “mom-and-pop” firms nearing retirement or highly technical but impersonal national firms, Anchor Community Management, Inc. offers our clients the best of both worlds. Our focus is on marrying the personalized, boutique management experience with leading industry software, technology, and expert accounting services. We also understand that some clients prefer not to get too technical — we can do that, too.

Serving Northern California HOA Communities Since 2012 DLC Construction Management is a trusted construction consulting firm serving HOA communities across Northern California, including South Bay, East Bay, North Bay, and Peninsula since 2012. DLC Construction Management is fully licensed, insured, and committed to delivering exceptional results. We act as your representative, consultant, and advisor from planning and design through project completion, ensuring every phase is managed with precision and care. Our team of construction managers, engineers and architectural waterproofing consultants works closely with HOA boards, community managers, and contractors to control costs, streamline schedules, and protect your investment.

DLC Construction Management, Inc. (707) 750-5115 dlccm.com

Anchor Community Management, Inc. (831)-285-3799 theanchorcm.com Continued on page 34

ECHO journal | SEPTEMBER 2026

Visit bit.ly/Echo-Professionals New Professionals Continued from page 33

MMI is a Carlsbad-based professional management consulting firm serving common interest developments throughout greater San Diego. We partner with thoughtful, committed owner associations and board members who want their communities managed with greater clarity, ease, and confidence. Our work begins by understanding what matters most to each association, then building streamlined systems, polished communications, and practical management strategies that help boards serve more effectively. For Echo’s community of San Diego board members, MMI offers a fresh approach: less overwhelm, fewer reactive decisions, and more freedom to lead with purpose. We help associations strengthen their brand, improve the owner experience, preserve community standards, and create a stronger sense of connection among residents. What sets us apart is our belief that great community management should feel organized, responsive, and human. MMI empowers boards to move from simply managing problems to creating lasting communities owners are proud to call home in San Diego.

Don’t Just Manage Your Reserves. Make Them Come Alive! Reimagine what a reserve study can do. Stay informed. Stay prepared. And never get caught offguard. Asset Lifecyle Management – Save money and extend the life of assets by streamline the tracking of maintenance tasks and projects. Integrated Financials – Drive better outcomes by seamlessly syncing third-party information. Cash Flow Insights – Gain deeper clarity into your monthly cash position. Future-Ready Financials – Design a roadmap for more predictable outcomes. SmartProperty (877) 864-8955 smartproperty.com

McClure Management, Inc. (800) 930-1216 www.mmicid.com

Order Your 2026 Statute Book Today! Available to order in the Echo online store. Visit echo-ca.org and log in for store menu. Email jprice@echo-ca.org with any questions. 34

SEPTEMBER 2026 | ECHO journal

Get ready for the most up-to-date resource in community association law – Echo’s 2026 Statute Book is now available for order! Whether you prefer the convenience of a searchable digital version or the feel of a professionally bound printed copy, this essential reference includes the latest California laws affecting homeowners associations. Perfect for board members, managers, and legal professionals, the 2026 edition helps you stay informed and compliant all year long. Don’t miss out – order your electronic or printed copy today!

2026 THE & LEGSTATUTE B AL DIR O E C TO O K RY

The Da vis-St irling Gover Ac ning Ca liforni t and Other a Comm Statut es unity Assoc iations

ADVO

CACY

| ED UC AT

ION

| CO NN EC

TIO N

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2026 IN-PERSON & ONLINE EVENT CALENDAR LEGEND: * Online Event JANUARY 13 15 20 21 22 27 28 28 29

Board Members Club* Community Conversation* Sacramento Resource Panel** Echo Club at Rossmoor** East Bay Resource Panel** Wine Country Resource Panel** North Bay Resource Panel** San Francisco Resource Panel** Educational Workshop: Good Governance - Elections, Voting, and Candidacy*

FEBRUARY 3 4

Los Angeles Resource Panel** Orange County Resource Panel** San Diego Resource Panel** Board Members Club* San Pablo Bay Resource Panel** South Bay Resource Panel** Central Coast Resource Panel** Ask the Attorney: Davis-Stirling Overview Community Conversation*

5 10 10 11 12 21 26

MARCH 10 12 14 18 18 19 25

APRIL 7 8 9 14 14 15

16 16 21 22 22 23 28 29 30 36

** In-Person Event MAY 2

6 12 14 28

JUNE 4 9 13 17 17 24 25

JULY Board Members Club* Community Conversation* Collins Management Board Appreciation Educational Workshop: Board Ethics (Part 1) The Echo Club at Oakmont** Educational Workshop: Board Ethics (Part 2) Ask the Experts - Construction & Maintenance* Sacramento Resource Panel** Echo Club at Rossmoor** East Bay Resource Panel** Board Members Club* Los Angeles Resource Panel** Orange County Resource Panel** Community Conversation* San Diego Resource Panel** Wine Country Resource Panel** North Bay Resource Panel** San Francisco Resource Panel** Educational Workshop: Evaluating Your HOA Management Company* San Pablo Bay Resource Panel** South Bay Resource Panel** Central Coast Resource Panel**

SEPTEMBER 2026 | ECHO journal

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Echo HOA University Course

Ask the Attorney: Laws Other than the Davis-Stirling Act* Echo Connection - Greater South Bay* Board Members Club* Community Conversation* Community Conversation Case Law Update* Community Conversation* Board Members Club* Northern California Educational Seminar** Ask the Experts – About Insurance* The Echo Club at Oakmont** Educational Workshop: Good Governance - Leadership & Governance (Part 1)* Educational Workshop: Good Governance - Leadership & Governance (Part 2)*

5 9 15 16 17 23 26 29 30

Sacramento Resource Panel** Echo Club at Rossmoor** East Bay Resource Panel** Board Members Club* Los Angeles Resource Panel** Orange County Resource Panel** Community Conversation* San Diego Resource Panel** Wine Country Resource Panel** North Bay Resource Panel** San Francisco Resource Panel** Ask the Experts - Managing a Well-Maintained Community* South Bay Resource Panel** Central Coast Resource Panel**

Educational Workshop: HOA Financial Management & Reserves* Echo Connection - East Bay* Board Members Club* The Echo Club at Oakmont** Community Conversation* Ask the Experts - HOA Management Services Southern California Educational Seminar Sacramento Resource Panel** San Pablo Bay Resource Panel**

OCTOBER 1 1 6 7

8 13 13 14 14 15

Community Conversation*

AUGUST 4 5 6 11 11 12

20 21 22 24

Community Conversation** East Bay Resource Panel** Los Angeles Resource Panel** Orange County Resource Panel** San Diego Resource Panel** Board Members Club* Wine Country Resource Panel** North Bay Resource Panel** San Francisco Resource Panel** Educational Workshop: Good Governance - Meetings and Best Practices* San Pablo Bay Resource Panel** South Bay Resource Panel** Central Coast Resource Panel** Ask the Attorney: Judicial Interpretations - HOA Case Law*

NOVEMBER 5 10 14 21

Community Conversation* Board Members Club* Northern California Educational Seminar - Legislative Update** Echo Club at Rossmoor**

DECEMBER 3 10 16

Community Conversation* Educational Workshop: A Strategic Approach to HOA Management* The Echo Club at Oakmont**

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.

Board Member Preparedness Certificate Program Curriculum 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 Interpretation HOA 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

ACADEMIC DEAN’S CIRCLE SPONSORS

ConsortiumLLC 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.

ECHO journal | SEPTEMBER 2026

LEGISLATIVE UPDATE (as of September 10, 2026) BY NATHAN McGUIRE, ESQ.

The 2025-2026 Legislative Session ended at midnight on August 31. It was a mad dash after legislators returned from summer recess on August 3. Some bills that were expected to pass did not make it across the finish line. Bills that did make it through both houses were “enrolled” and then physically and electronically transmitted to the governor’s office. This process entails a review by legislative officers to certify exactly what both houses passed. Now Governor Newsom has until September 30 to sign or veto the bills that made it to his desk. If he does neither, a bill becomes law. Unless marked as an urgency measure, new laws take effect on January 1, 2027. Echo formally opposed two bills this year, neither of which passed: • AB-1903, which would have significantly limited an HOA’s ability to pursue lawsuits for construction defects. • SB-1007, which would have required member approval to increase regular assessments by more than 8% from the prior fiscal year. Stay tuned for the next update, which will contain the final legislative results. ASSEMBLY BILLS AB-739 (JACKSON) – ASSOCIATION FEES This bill, originally introduced last year, would have required a managing agent of a common interest development to hold a real estate broker license issued by the DRE (Department of Real Estate). The bill was amended on January 5, 2026, and January 15, 2026, changing gears completely to require the board of directors of the association to review, on an annual basis, fees charged by the managing agent, as specified. The bill would also require the association to deliver through electronic means a statement of these fees upon written request by a member. STATUS: Enrolled. The bill passed out of the legislature and is awaiting the governor’s action. AB-956 (QUIRK-SILVA) – ADUs This bill was amended in May to expand the prohibition of unreasonable restrictions on ADUs/ JADUs from planned developments to all common interest development lots zoned to allow singlefamily homes. This was apparently intended to allow ADUs to be built on common area lots in townhouse style developments, which raises serious legal concerns. The bill would also increase the number of ADUs permitted on a lot, subject to ministerial review, from one to two detached ADUs. After

SEPTEMBER 2026 | ECHO journal

receiving opposition, the bill was amended again in August to revert the language back to applying only to planned developments. STATUS: Enrolled. The bill passed out of the legislature and is awaiting the governor’s action. AB-1184 (PATTERSON/DEMAIO) – GOVERNANCE This bill, originally introduced last year, has been amended and now appears to be the follow-up to AB-21, a “kitchen sink” bill that failed to move last year. This bill would: • Require the general notice for an emergency rule change to include the text of the rule change, a description of its purpose and effect, and the date when the rule change will expire. • Prohibit a majority of the directors of the board, outside an authorized meeting, from using a series of communications of any kind, directly or through intermediaries, to discuss, deliberate, or take action on any item of business within the board’s subject matter jurisdiction, except in an emergency. The bill would also exempt from this prohibition certain informational and ministerial communications. • Require the board, if the association becomes involved in litigation, to provide notice of the occurrence as part of the annual budget report distributed to members, as prescribed. • Require, if open session meetings of the board

are electronically recorded using audio, or audio and video, that the recordings be considered a record of the association and be made available to members on the same basis as written meeting minutes. The bill would require notice to be given at the beginning of every open session of the board that the meeting is being recorded. • Prohibit the imposition of a charge for minutes that are distributed electronically. The bill would allow minutes posted on the association website to meet minute distribution requirements. The bill would require the minutes, or proposed minutes, to include specified information, including the date and time of the meeting. STATUS: Dead. The bill stalled on the last day of the session and did not make it back to the Assembly for a concurrence vote. Expect some or all of these issues to be addressed again next year. COMMENTS: The most impactful requirement of this bill is that it would eliminate the email exception to the Open Meeting Act, which was expressly ruled as legal by the appellate court in the LNSU v. Alta Del Mar case. AB-1684 (WARD) – COOLING SYSTEMS This bill would make any provision of the governing documents, architectural guidelines, or policies void and unenforceable if the provision prohibits or restricts the installation, upgrade, replacement, or use of a cooling system. The bill would also make void and unenforceable any covenant, restriction, or condition contained in any, among other specified agreements, deed that effectively prohibits or restricts the installation, upgrade, replacement, or use of a cooling system. The bill would make it unlawful for an association to prohibit or restrict a member from installing, upgrading, replacing, or using a cooling system in the member’s separate interest, or to take other specified actions in connection with the installation, upgrade, replacement, or use of a cooling system, subject to specified exceptions. Finally, the bill would make an association that willfully violates these provisions liable to the member for actual damages occasioned thereby, and for a civil penalty paid to the member in an amount not to exceed $2,000. STATUS: Enrolled. The bill passed out of the legislature and is awaiting the governor’s action.

AB-1892 (DAVIES) – MAINTENANCE AND ELECTIONS This is a cleanup bill to 2024’s SB-900. Under SB900, an association is responsible for repairs and replacements necessary to restore interrupted gas, heat, water, or electrical services that begin in the common area even if the matter extends into another area, as specified, unless the utility service that failed is required to be maintained, repaired, or replaced by a public, private, or other utility service provider, or otherwise provided in the declaration. This bill would attempt to clarify that requirement by replacing “that begin in the common area” with “when the interruption begins in.” Unrelated to SB-900, the bill would change the 90-day notice for an association intending to use election by acclamation to 30 days. And finally, the bill would clarify that electronic ballots are to be delivered only to members who are voting electronically. STATUS: Passed. The bill was signed by the governor on August 31. COMMENT: This bill makes a few minor but important tweaks to the Davis-Stirling Act, the most impactful of which would be reducing the initial notice of intent to use acclamation from 90 to 30 days, which would better align with the overall election timeline and not unnecessarily extend the time it takes to conduct an election allowing for the possibility of acclamation. AB-1903 (WICKS/BECKER) – CONSTRUCTION DEFECTS This bill would amend multiple civil code provisions related to construction defect actions, including Davis-Stirling Act provisions (Civil Code Sections 5800 and 6150). The bill modifies the content and verification requirements for prelitigation defect notices. For HOAs, it mandates a strict 12-point bold warning to members before filing a civil action regarding the impact on property values and refinances. Notably, the June 11, 2026, amendments removed the previously proposed requirement that individual homeowners sign collective notices and that the association president verify common area claims. Significant amendments on June 11, 2026, completely reshaped the bill: The voluntary “certified building” program was eliminated; the court’s mandate to dismiss non-conforming claims was eased to a permissive stay of proceedings; and the total ban on Stearman investigative costs was rolled back to allow cost recovery, provided the builder is given 21 days’ notice to attend testing. The bill was significantly watered down in an amendment on August 28. Continued on page 40

ECHO journal | SEPTEMBER 2026

Legislative Update Continued from page 39

STATUS: Dead. The watered-down bill lost steam in the final moments of the session. It passed out of the Assembly on August 31 but was never heard in the Senate for a concurrence vote. COMMENT: While the elimination of the “certified building” program preserves the standard Right to Repair Act framework, the bill still represents a substantial hurdle for HOAs. The path to litigation remains restricted, but the restoration of Stearman investigative cost recovery – conditioned on strict 21-day-notice windows – gives HOAs a path to fund necessary expert testing. Echo formally opposed this bill. AB-2035 (DIXON) – AMENDMENTS This bill would lower the threshold for petitioning the superior court to reduce the percentage of votes necessary for an amendment to more than 37% of the votes if the court finds that the common interest development is a senior citizen housing development, as defined, the HOA has over 6,000 separate interests, and the declaration has not been amended in at least 35 years. STATUS: Enrolled. The bill passed out of the legislature and is awaiting the governor’s action. COMMENT: While the concept works (for the HOA sponsoring the bill), the bill applies so narrowly there would be no benefit for 99.9% of HOAs. AB-2050 (CALOZA) – RESERVE ACCOUNTS This bill would (beginning January 1, 2032) revise reserve account study requirements for common interest developments to include the minimum reserve contribution level needed to prevent a projected balance from falling below zero over 30 years. It requires associations to fund this minimum level annually. If a 30-year projection falls below zero, the bill mandates that the association transfer at least 15% of its gross annual budget to the reserve account until the projected balance is no longer negative. If this transfer is insufficient, the association must levy a reserve funding special assessment. Crucially, this special assessment is subject to standard statutory limitations; if the required amount exceeds those caps, the association must obtain approval via a membership vote. It was amended in the Senate on June 18, 2026, to eliminate a previous provision allowing HOAs nine fiscal years to phase in the funding via an uncapped special assessment. Instead, the current version implements the 15% annual budget transfer mandate and subjects any additional required reserve funding assessments to standard voting caps.

SEPTEMBER 2026 | ECHO journal

STATUS: Enrolled. The bill passed out of the legislature and is awaiting the governor’s action. COMMENT: The bill seeks to ensure that HOAs proactively fund the long-term maintenance of their essential infrastructure. By introducing a mandatory 15% budget transfer fallback and utilizing standard voting guardrails for larger shortfalls, the amended bill establishes a firmer floor for mandatory savings while keeping homeowners involved in approving major, cap-exceeding special assessments. AB-2439 (BLANCA RUBIO) – GOVERNING DOCUMENTS: ASSESSMENTS This bill was amended twice in June and again on August 21. It would prohibit common interest development governing documents from restricting a member’s use of public streets (previously “roads”). It also establishes a tiered notification system when an association changes its assessment payment entity: An initial individual notice must be sent within 60 days via electronic delivery or firstclass mail, followed by a certified mail notice if an owner misses two consecutive payments. Finally, the bill shifts standard procedural liability from the board to the association for owner costs and reconveyance fees, but introduces a specific $1,000 civil penalty against the board for a third procedural violation within five years, which requires a general notice to all members. STATUS: Enrolled. The bill passed out of the legislature and is awaiting the governor’s action. COMMENT: The latest amendments establish a more reasonable, tiered notification process for payment changes rather than an immediate certified mail requirement. Additionally, they narrow the board’s exposure to the $1,000 civil penalty by applying a “three-strikes” rule within a five-year window, rather than penalizing an isolated minor error. However, a third violation remains a significant risk, as it not only penalizes the board directly but also triggers a mandatory disclosure of the failure to the entire membership. AB-2579 (PETRIE-NORRIS) – MEMBER DISCIPLINE This is a cleanup bill to last year’s AB-130. The bill would amend Civil Code Sections 5850 and 5855, and add 5851, regarding member discipline. It was significantly amended on April 29, 2026. The deleted exception for the $100 fine cap for “adverse health or safety impacts on the common area or another association member’s property” has been added back. And now, instead of a list of additional specified exceptions in the Davis-Stirling Act (including environmental hazards, architectural improvements, pets/animals, maintenance, activities in the common area, violent acts, and short-term

rental policy violations), a list would be developed and published by the California Department of Real Estate (DRE) pursuant to newly added 5851. STATUS: Dead. The bill passed out of the Judiciary (12-0) and Housing (12-0) committees and, since there would be a fiscal impact to the state, it was referred to the Appropriations Committee. It was then ordered to the inactive file at the request of the author and did not make it back to the Assembly floor. COMMENT: The fact that the DRE would be involved made this a more difficult process. The bill will not be going anywhere this year. AB-2692 (IRWIN) – REINSTATEMENT OF TERMINATED DECLARATIONS (LA COUNTY) This bill would add Civil Code Section 4276 to allow covenants, conditions, and restrictions (CC&Rs) that have been terminated by operation of a declaration’s stated term to be reinstated in Los Angeles County if approved by the percentage of members required by the CC&Rs for extending the term. It would be limited to Los Angeles County and would sunset on January 1, 2028. The bill was amended on April 29, 2026, to make it an urgency measure, which means it would take effect immediately if passed. It was further amended on June 25 to clarify that the

reinstated term shall be equal to the initial term of the CC&Rs or 20 years, whichever is less. STATUS: Passed. The bill was signed by the governor on August 24 and, as an urgency measure, took effect immediately. SENATE BILLS SB-222 (WIENER/ALLEN/BECKER/STERN) – APPLIANCES AND UTILITIES This bill would make any provision of the governing documents, architectural guidelines, or policies void and unenforceable if the provision prevents the replacement of a fuel-gas-burning appliance with an electric appliance. The bill would also make void and unenforceable any covenant, restriction, or condition contained in any, among other specified agreements, deed, and any provision of a governing document, that effectively prohibits or restricts the installation or use of a residential heat pump water heater or heat pump HVAC system. The bill was amended on June 15 to clarify that the electric appliance must comply with all applicable state and local building codes, define a heat pump HVAC system by referencing Section 51297.51 of the Government Code, and explicitly protect HOAs by ensuring they can still require a member to be responsible for Continued on page 42

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Legislative Update Continued from page 41

STATUS: Enrolled. The bill passed out of the legislature and is awaiting the governor’s action.

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SB-1007 (MENJIVAR) – DISCLOSURES AND ASSESSMENTS

STATUS: Enrolled. The bill passed out of the legislature and is awaiting the governor’s action. SB-876 (PADILLA) – FIRE AND RESIDENTIAL PROPERTY INSURANCE This bill, which has been amended several times, would substantially expand insurers’ payment obligations, coverage requirements, and regulatory oversight for residential property insurance, particularly following wildfire and other state-ofemergency losses. It would regulate the timing of claim payments following a total loss by requiring prompt payment of actual cash value and undisputed replacement-cost amounts, with interest accruing on delayed payments. The bill would prohibit insurers from imposing a reconstruction deadline of less than 36 months during a declared emergency and would require insurers to offer extended replacement cost coverage and expanded additional living expense (ALE) coverage, including coverage increases of at least 50% above policy limits in specified circumstances. It would eliminate existing exemptions from rebuilding-cost-estimate requirements, extend those obligations to qualifying California FAIR Plan policies, and expose insurers that fail to comply to expanded liability. Additional provisions would expand ALE benefits to expressly cover expenses such as pet boarding and furniture rental, require assignment of a primary point of contact for claims, and impose enhanced disasterplanning, reporting, and consumer-protection requirements on insurers. While directed at insurers, the bill could indirectly increase insurance costs, reduce underwriting flexibility, and lead to greater scrutiny of property valuation and condition, which may be particularly significant for homeowners associations operating large residential communities in wildfire-prone areas. STATUS: Enrolled. The bill passed out of the legislature and is awaiting the governor’s action. SB-908 (WIENER/WAHAB) – RESIDENTIAL WINDOWS: RETROFITTING This bill would preclude governing documents from limiting or prohibiting owners from replacing existing residential windows with “California Energy Codecompliant windows,” as defined (by reference to the California Energy Code’s fenestration requirements, and as further described in proposed Government Code Section 65850.73).

SEPTEMBER 2026 | ECHO journal

This bill would require the annual budget report to include a high-level summary breakdown of what the regular assessments fund and a statement regarding compensation of a management company, as provided. The bill would require a summary of an annual budget or policy statement to also include a high-level breakdown that describes what the regular assessments fund, as specified. This bill would prohibit an association from increasing a regular assessment unless the board includes the above-referenced information pertaining to regular assessments. The bill would, instead, prohibit a board from imposing a regular assessment for the association’s preceding year, adjusted for inflation, without the approval of the majority of a quorum of members. This bill would require the association to make any physical evidence used to determine that a violation of the governing documents has occurred available to the member at least five business days before the hearing or deadline for the member’s response if the association seeks to impose a monetary penalty against a member for violation of the governing documents, as provided. The bill was amended on May 21 to cap assessment increases at 8% (reduced from the current 20% cap) without member approval, instead of tying the cap to inflation. It also changes the requirement for the summary of an annual budget to include a comparison breakdown of anticipated expenses versus actual expenditures of the previous fiscal year and a statement regarding compensation of any management company. STATUS: Dead. The bill passed out of the Senate 2413, one of the closer votes for an HOA bill this year. After receiving significant opposition, including formal opposition from Echo, the author canceled the hearing in the Housing Committee, and the bill did not move from there. COMMENT: This bill would have a massive harmful impact on HOAs, limiting the ability to increase assessments beyond the inflation amount and eliminating the current cap of 20% from the prior year. The bill would harm member property values by limiting an HOA’s ability to adequately fund reserves (which are woefully low in many cases), which is an important policy objective and would make it harder to obtain loans for purchase or refinancing. For these reasons, Echo formally opposed this bill. Continued on page 44

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290 King Street, Suite 12, San Francisco, CA 94107 (415) 981-9350 bill@hoa-cpa.com ECHO journal | SEPTEMBER 2026

Legislative Update Continued from page 42

SB-1238 (WAHAB) – MANAGEMENT AND MAINTENANCE This bill, sponsored by CAR (California Association of Realtors) would make broad revisions to the Davis‑Stirling Act aimed at increasing transparency, accountability, and consumer protection in common interest developments. However, some of the requirements would be unworkable in practice. This bill would significantly expand the regulatory and administrative obligations placed on homeowners associations, with a particular focus on management practices, reserve funds, and structural safety disclosures. It would broaden the definition of association “agents” to capture managers and third parties involved in key disclosure and financial functions, expressly subjecting them to fiduciary duties owed to the board and members. It would substantially increase disclosure requirements for homeowners, associations, and managers in connection with sales and refinances, especially where balconies or other exterior elevated elements are involved, and ties those disclosures to evolving federal lending standards and “critical repair” concepts. The bill would tightly restrict boards’ ability to use or transfer reserve funds for litigation or legal services involving owners or their relatives, even at the threat stage. In addition, it would integrate exterior elevated element inspections into the reserve study framework, emphasizing occupant safety and requiring that identified repairs be prominently summarized and incorporated into reserve planning and disclosures. Taken together, the measure would increase compliance complexity, documentation burdens, and risk exposure for volunteer boards, while narrowing board discretion over reserves and heightening scrutiny of how associations plan for, disclose, and fund major repair obligations. STATUS: Enrolled. The bill passed out of the legislature and is awaiting the governor’s action. COMMENT: This bill would significantly increase operating costs for HOAs and would create a heightened standard of care that would discourage vendors and managers from working with HOAs or motivate them to shift even more liability to HOAs via contract or insurance obligations.

for any damages resulting from installation of an EV charging station and would further require installers to indemnify or reimburse the association or its members for loss or damage caused by the installation of the EV charging station. The bill was amended on February 19, 2026, to clarify that an association may require an owner to enter into a maintenance and indemnity agreement to transfer liability for damage arising from the charging station and that installers are only liable for the installation, not maintenance or use of the charging station. However, reversing course, that same added language that substantially benefitted HOAs was deleted in another amendment on June 15, 2026. STATUS: Enrolled. The bill passed out of the legislature and is awaiting the governor’s action. 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 2021-2026; 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.

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SB-1267 (ALLEN) – ELECTRIC VEHICLE CHARGING STATIONS This follow-up bill to last year’s SB-770 (precluding HOAs from requiring insurance naming the association as an additional insured) aims to provide liability protection for associations that permit installation of EV charging stations. The bill would make each owner and successive owner responsible 44

SEPTEMBER 2026 | ECHO journal

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3936 Mayette Ave. Santa Rosa, CA 95405 (707) 544-9443 www.focus-re.com

240 Commerce, Ste. 200 Irvine, CA 92602 (949) 833-2600 www.kppm.com

Maven Management & Consulting Grayson Community Management Allan Melkesian, President 1625 The Alameda, Ste. 625 San Jose, CA 95126 (888) 277-5580 allan@graysoncm.com www.graysoncm.com

15 E. Main Street Los Gatos, CA 95030 (408) 353-2126 www.mavenmc.com

McClure Management, Inc. 5431 Avenida Encinas, Ste. K Carlsbad, CA 92008 (858) 314-8900 www.mmicid.com

See our advertisement on page 21

Mulqueeney & Associates P.O. Box 4726 Foster City, CA 94404 (650) 574-3835

The Helsing Group

Andrew Hay, CEO 6101 Bollinger Canyon Rd., Ste. 200 San Ramon, CA 94583 ahay@helsing.com (800) 443-5746 www.helsing.com See our advertorial on page 19

Nexova, Inc.

840 E. Duane Ave., #3 Sunnyvale, CA 94085 (206) 482-0213 www.nexovaai.io

Next Step Community Management

HOA Organizers Inc., AAMC

1990 N. California Blvd., Ste. 20 Walnut Creek, CA 94596 (833) 446-2674 www.hoaorganizers.com

101 Cooper St. Santa Cruz, CA 95060 (800) 562-3885 www.nextstepcommunities.com

HOA Simplified

3395 Michelson Dr., #5402 Irvine, CA 92612 (949) 444-2078 www.hoasimplified.com

Hudson Management Company 818 Grayson Rd., Ste, 100 Pleasant Hill, CA 94523 (925) 827-2200 www.askhudson.com

Integrity Alliance Management 3031 W. March Lane, Ste. 207 Stockton, CA 95219 (877) 227-1752 www.integrityalliancemgmt.com

SEPTEMBER 2026 | ECHO journal

OMNI Community Management, LLC Rolf M. Crocker, AMS, CAMEx, CCAM CEO/Principal 2356 Gold Meadow Way, Ste. 200 Gold River, CA 95670 (925) 283-4900 rolf.crocker@omnicommunities.com www.omnicommunities.com See our advertorial on page 15

PMI SouthBay

2010 El Camino Real, PMB 3046 Santa Clara, CA 95050 (510) 403-1035 www.PMISouthBay.com

Precision Property Management

150 Executive Park Blvd. San Francisco, CA 94134 (800) 982-1286 www.precisionpropertymanagement.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

1701 Novato Blvd., Ste. 209 Novato, CA 94947 (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

333 W. San Carlos St., #600 San Jose, CA 95110 (408) 620-5366 www.RowCal.com

Seabreeze Management Company 26840 Aliso Viejo Pkwy., Ste. 100 Aliso Viejo, CA 92656 (800) 232-7517 www.seabreezemgmt.com

Silvercreek Association Management 111 Deerwood Rd., Ste. 200 San Ramon, CA 94583 (800) 922-1106 www.silvercreekam.com

Skyline Association Management P.O. 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

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

FINANCIAL INVESTMENTS SERVICES Gallopify

CANADA & USA (416) 566-7915 www.gallopify.com

Tailored Management Solutions

2322 Bates Ave., Ste. G Concord, CA 94520 (925) 584-7330 www.tailoredmanagementsolutions.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

Trifecta Association Management, LLC 1485 Bayshore Blvd., Ste. 458 San Francisco, CA 94124 (415) 906-7737 www.trifectacommunities.com

MANAGEMENT & TECH SOFTWARE BIMINIcorp Liberty HOA Election Services, LLC Deanna Libert, Owner 3150 Almaden Expy., Ste. 235 San Jose, CA 95118 (408) 444-4462 deanna@hoaelection.com www.hoaelection.com

See our advertisement on page 28

Pro Elections, LLC

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

Nexova, Inc.

840 E. Duane Ave., #3 Sunnyvale, CA 94085 (206) 482-0213 www.nexovaai.io

P.O. Box 659 Murphys, CA 95247 (209) 559-1448 www.pro-ei.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 the inside front cover

ELECTION SERVICES & INSPECTORS OF ELECTIONS

Bellwether Election Solutions

Natalie Trost, Chief Executive Officer 1508 Eureka Rd., Ste. 230 Roseville, CA 95661 (916) 872-1801 info@bellwethersolution.com www.bellwethersolution.com

Support the Professionals That Support Echo! Check out the Professional Service Provider Online Directory. It is easy to navigate and user friendly. This Professional Directory is a one-stop shop that provides access to 250+ HOA industry experts!

ECHO journal | SEPTEMBER 2026

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