MEMBER ENGAGEMENT COORDINATOR Jared Giguere | jared@echo-ca.org
The Echo Journal is published quarterly by the Executive Council of Homeowners (Echo). The views of authors expressed in the articles herein do not necessarily reflect the views of Echo. We assume no responsibility for the statements and opinions advanced by the contributors to the magazine. It is released with the understanding that the publisher is not engaged in rendering legal, accounting or other professional service. If legal advice or other expert assistance is required, the services of a competent professional should be sought.
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HOA Education On Demand!
Get more from your Echo membership
Echo members have exclusive access to our entire library of HOA-focused educational programming including Community Conversations, Educational Seminars, Workshops, Ask the Attorneys and Ask the Experts.
The presentations referenced below are a sampling of what is available to our valuable members. Click a title to watch!
Community Conversation: Better Meetings & the Open Meeting Act
Community Conversation: HOA Elections & Understanding the Role of an Inspector of Elections
Community Conversation: Dealing with Homeowner Apathy
Community Conversation: HOA Taxes and Other Accounting Conversations
Selecting and Working with an HOA Attorney Elections: Notices, Ballots and Legal Requirements
Governing Documents: Is It Time to Update?
Community Crime – Prevention and Safety
ALPA AGARWAL AND MARK T. GUITHUES, ESQ.
DAVID ZEPPONI
Government to the Rescue? Insurance Commissioner Lara Has a Plan
Raison d’Etre – The Reason for Boards
Call in the cavalry to help save our homes. But does anyone have faith in the government to rescue us from the insurance crisis in California? I now have joined the expanding pool of homeowners and HOAs in the western states who are being denied, canceled, or charged outrageous sums for insurance. This insidious threat to the fundamental underpinning of the American economy –homeownership – might be its undoing.
The insurance crisis, I posit, is an indication of a serious crack in the economic foundation we have enjoyed since the birth of our nation. Our system has given rise to some of the most glorious and creative innovations and inventions by commoners for the common good than any other economic system on earth. The founders envisioned that a light touch from government, not a heavy one, would unleash the power of its people and ignite a wonderful and dynamic economy with opportunity and freedom (eventually) for all. Obviously, the system is not perfect, but (as I look around the world) it is the best.
What a beautiful phrase, raison d’etre (reason for being). It is a every board member should consider and collectively agree. The phrase engenders humanity. The words roll from one’s tongue. stark business senses and adds the element of humanity to the a board: Strategic planning, execution and evaluation; mission management. The business realities should be reflective of community common values of individuals in the community.
Communities are imperfect – because they are made of humans. relating. Humans using. Human living. Basically, humans being being human, communities sometimes forget that management establish norms for a successful community. In a sense, the board the community. Its purpose is to establish order and elevate or progress and pace by establishing norms and constraints to balance to benefit all.
And to be sure, this crack, caused by the insurance crisis, is bigger and broader than any local action can fix. This battle is being waged by massive economic forces. It is not a battle that can be won with tactical and often shortsighted solutions and adjustments by the government or others. Your insurance brokers and agents are doing their best to navigate these “hard market” times for their clients; they can do little about the macroeconomic factors that drive the decisions of their carriers to move from the state or triple the rates. This insidious crack can only be addressed and resolved by those in power and those accepting the accumulated risk of the millions simply trying to own and protect a home.
It seems apparent that board leadership must understand and owners in order to orchestrate a sense of community and generate and protect community values. The purpose of a board, therefore, build community based on common values for the good of all.
It takes time to orchestrate a community. It takes time to know your time to listen to the voices and build a vision reflective of community and you will be more effective as a board member and satisfied your reason for being on the board.
There is no simple solution, but we should applaud those trying to address the challenge. Good luck … but please think before acting. This is not a problem to be solved with political or quick-fix solutions. In too many instances, political expedience or private sector greed has resulted in long-term or permanent disasters.
ECHO is committed to helping homeowner boards and residents ing and advocacy – this is our “raison d’etre”.
So I do applaud California Department of Insurance (CDI) Commissioner Ricardo Lara for designing a strategy to address the insurance crisis. Look
Continued on page 26
ECHO CHIEF EXECUTIVE OFFICER
David Zepponi Executive Director
TAILORED MANAGEMENT SOLUTIONS
FOR COMMUNITY ASSOCIATIONS
Let’s work together to make your community the best place to live.
Discover a new era of homeowner’s association management, exclusively for your community. We’re thrilled to offer private boutique style management with personalized services and attention to detail to communities across the Bay Area. We look forward to providing an unparalleled living experience. From administrative to maintenance and financial management, we’ve got you covered. Let’s work together to make your community the best place to live.
Customized Approach
We recognize that one size does not fit all, and that’s why we tailor our management solutions to cater to the specific needs and goals of your community.
Financial Management
Our financial experts handle budgeting, accounting, and financial reporting, enabling your HOA board to make informed decisions with confidence.
Vendor Management
We collaborate with trusted vendors to secure the best services and competitive pricing for your community’s needs.
Proactive & Responsive
From proactive maintenance planning to swift response times, our focus is on anticipating and addressing challenges before they become problems.
Administrative Support
From meeting coordination to document management, we provide administrative support to streamline HOA operations.
CC&R Enforcement
We diligently enforce community guidelines and covenants to maintain the overall aesthetics and property values of your neighborhood.
Expertise & Dedication
Our team of seasoned professionals brings a wealth of experience in HOA community management, dedicating themselves to the success and prosperity of your neighborhood.
Financial Integrity
We exercise utmost financial transparency and responsibility, ensuring your community’s funds are managed with the utmost care and prudence.
Maintenance & Repairs
Our team ensures that your community remains well maintained through routine inspections, preventive maintenance, and prompt repair services.
Our mission at Tailored Management Solutions is to provide personalized and professional management services that optimize the well-being of homeowners and foster a thriving, harmonious community. Our goal is to instill a sense of comfort and unity within the membership by enhancing community standards for an optimum quality of life.
Maria Hernandez, CCAM-PM, COO 2322 Bates Avenue, Ste. G Concord, CA 94520 (925) 459-5535
Building a Strong Management Team for a Homeowners Association
THE KEY TO SUCCESS
In the world of homeowners associations (HOAs), effective management is critical for ensuring smooth operations and maximizing resident satisfaction. At the heart of operational efficiency lies a robust management team. This article delves into the key elements required for building and maintaining such a team, with a focus on clear communication, shared goals, strategic planning, accountability measures, and adherence to policies.
Clear Communication: Foundation for Cohesion
Effective communication serves as the cornerstone of a successful management team, particularly in a homeowners association where decisions directly impact the daily lives and investments of owners. Establishing and maintaining open lines of communication is crucial to prevent misunderstandings and align expectations. Regularly scheduled meetings, both formal and informal, are indispensable for facilitating discussions, providing updates, and soliciting feedback.
For the board of directors and the management team to operate harmoniously, effective communication is imperative. This includes transparent reporting, timely updates on ongoing projects and financial matters, and
Continued on page 10
Building a strong management team for a homeowners association requires meticulous planning, clear communication, shared goals, accountability measures, and adherence to welldefined policies.
Building a Strong Management Team...
Continued from page 9 active listening. When all parties are well-informed and understand collective objectives, decisions can be made more efficiently and with greater confidence.
An effective approach involves setting clear communication expectations from the outset or conducting a “reset” meeting to realign those expectations as needed. The board of directors should determine what communication frequency is acceptable and then discuss those expectations with the manager to ensure mutual agreement. It is essential to establish realistic expectations –requiring a manager to respond to every individual request immediately is impractical. For instance, if a resident reports a non-urgent issue such as a common area bench needing repair, it is more efficient to communicate that this will be addressed at the next board meeting rather than expecting immediate action.
Emergencies present a different challenge. It is crucial to have predefined protocols for handling urgent situations. Given that emergencies could arise (some more frequently than others), pre-established
expectations of the management team are necessary. For more active associations, providing weekly updates to the board on ongoing activities, requests, and status updates fosters transparency and allows for timely intervention on important issues. This proactive approach ensures that the board remains informed and can provide prompt direction when necessary.
To ensure effective governance and transparency within the association, it is imperative that communication between the management team and the board of directors is effectively extended to the membership. This is crucial for associations that convene quarterly or less frequently. Given that not all members can attend every board meeting, establishing robust communication channels to keep the membership informed about ongoing activities and developments is essential.
One effective approach is to disseminate detailed updates following each board meeting (not the same newsletter that tells the owners and residents what they can and cannot do). Perhaps sending out the minutes once they have been approved or providing a summary of significant
Continued on page 12
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Continued from page 10
decisions and developments would be appropriate. However, it is important to note that relying solely on minutes or updates may not always be sufficient, especially if these communications become routine or overly focused on listing prohibitions, such as reminders to keep dogs on a leash. Communication should be fresh and current with what is happening in the community.
Consider implementing a more engaging and informative method of communication. For instance, a regular summary update from the association’s president could be an invaluable addition. This update could provide a comprehensive overview of the status of the association, outline plans, and address any pertinent issues or initiatives. Such updates not only keep the membership informed, but also help in building a stronger connection between the board and the community.
In particular, timely communication becomes critically important when addressing financial or funding issues in the community. While these topics are discussed in board
meetings, it is vital to ensure that the members are aware of these issues before any decisions are made or votes are conducted. By proactively sharing information and soliciting feedback from the membership, the association fosters a more transparent and participatory governance process. Overall, maintaining consistent and meaningful communication with the membership ensures that all members are kept up to date, can provide valuable feedback, and are engaged with the association’s activities and decisions. This approach not only enhances transparency but also strengthens the trust and collaboration between the board, management, and the broader membership.
Shared Goals: Unifying the Team
A team that shares a unified vision and goals is fundamental to effective HOA management. Every team member should be committed to enhancing the community, maintaining property values, and improving the quality of life for the residents. Goalsetting meetings are important for articulating both short-term objectives (such as addressing
maintenance issues or organizing community events) and longterm goals (such as infrastructure improvements or achieving financial stability).
Goals should adhere to the SMART criteria – specific, measurable, achievable, relevant, and time-bound – to provide clear direction and measurable milestones. When all team members work toward the same objectives, it fosters constructive collaboration and creates a cohesive, motivated team.
To avoid the pitfalls of “another meeting,” strategic discussions should be integrated into regular quarterly or monthly meetings. Such meetings can be highly effective for aligning the board and management team with the community’s goals and strategic direction. These sessions should include comprehensive reviews of financials, operating budgets, reserve studies, and current community conditions. Ongoing issues, such as parking or maintenance concerns, should be addressed, and actionable plans with specific timelines for resolution should be developed. A strategic plan fosters organization and lays a solid foundation for implementing effective solutions.
In addition, engaging the team in periodic strategic retreats or workshops can allow for deeper insights and foster a stronger sense of unity and purpose. These sessions enable in-depth discussions on long-term vision, emerging challenges, and opportunities for community enhancement, thereby strengthening overall strategic alignment.
Continued on page 14
Building a Strong Management Team...
CID CONSORTIUM, LLC
Pulling from more than 45 years of business, CIDC has accumulated a wealth of business experience and expertise through a relentless pursuit of perfection.
Since its inception, CID Consortium, LLC (CIDC) strives to provide excellent financial and operational guidance to communities, board members, managers, and owners of communities big and small in an ever-changing environment.
We believe in building relationships by doing our business transparently and keeping our clients informed. Before sending a proposal, we take the time to uncover what success looks like for your community. Once we are aligned, we will propose a combination of Governance, Finance, and Organizational services specific to your unique needs.
Owners and operators Donald (”Don”) W. Haney, CPA, and Adam P. Haney, CPA, are well known for their role in developing homeowner association industry standards and technology. Don originally started in the industry in 1979 when he formed two corporations: CEO, Inc. and Haney Accountants, Inc. Both organizations laid the foundation for CIDC led by Adam P. Haney, CPA.
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.
cidcllc.us
Accountability: Ensuring Responsibility
Accountability is critical for ensuring that tasks are completed efficiently and transparently. Clearly defined roles and responsibilities within the management team and well-defined reporting structures promote a culture of accountability. Regular performance evaluations and feedback sessions are essential for identifying strengths and areas for improvement, and for celebrating achievements.
Accountability measures for the management team might include monthly progress reports, financial audits, and adherence to established budgets. These measures not only uphold operational standards but also reinforce residents’ confidence that their interests are being effectively managed.
Further accountability can be enhanced by setting specific, measurable goals and expectations for the management team. Clearly defined goals and accountability standards will help ensure that all parties understand their responsibilities and the expectations to which they are held. Regularly reviewing performance against these goals allows for timely adjustments and ensures continuous improvement.
Incorporating feedback mechanisms, such as surveys or suggestion boxes, can also help gauge community satisfaction and identify areas where accountability and performance may need to be strengthened. Engaging residents in providing feedback ensures that the management team remains
responsive to the community’s needs and concerns.
Policies and Procedures:
Providing Structure
Policies and procedures are the backbone of a well-managed homeowners association. They offer clear guidelines for decision-
Effective
management enhances property values and cultivates
a sense of belonging and pride among homeowners.
making, conflict resolution, financial management, and enforcement of community rules. Documented policies ensure consistency and fairness in operations, helping to prevent misunderstandings and potential legal issues.
Regular review and updates to policies are crucial for remaining compliant with evolving circumstances and legal requirements. This proactive approach demonstrates professionalism and a commitment to serving the community’s best interests. Policies might include procedures for handling common issues such as water leaks, insurance claims, or architectural modifications. Evaluating and updating these policies ensures they remain effective and relevant to the community’s needs.
Also, developing a
comprehensive policy manual that is easily accessible to the management team and residents can enhance transparency and facilitate better understanding of community rules and procedures. Providing training on these policies for new board members and management staff ensures that everyone is well-versed in the association’s operational framework.
Building a strong management team for a homeowners association requires meticulous planning, clear communication, shared goals, accountability measures, and adherence to welldefined policies. By fostering a culture where all members are aligned with the association’s objectives, residents can benefit from a well-managed community that evolves to meet their needs and thrives. Effective management enhances property values and cultivates a sense of belonging and pride among homeowners. Through dedicated effort and strategic focus, a robust management team can lead to long-term success and sustained community satisfaction.
Tasha Parmelee, CCAM-PM, AMS, is an industry stalwart with decades of experience in community management. As the owner and president of Next Step Community Management, Ms. Parmelee has a wealth of knowledge and expertise in HOA management. In addition to owning her own company, she is an adjunct lecturer at Cal State Monterey Bay, and she serves on the board of directors for the California Association for Community Managers (CACM). She can be reached via her company website at www.nextstepcommunities.com.
OMNI COMMUNITY MANAGEMENT, LLC
Over 30 Years of Providing Effective, Responsive Community Management
Trust, Team, Transparency – these are the values that drive OMNI in every aspect of our work, both internally and with our clients.
OMNI Community Management, LLC is a service-oriented community association management company specializing in effective asset management and efficient building and landscape maintenance. Our goal is to assist the board of directors using state-of-the art equipment and management best practices, to maintain the association’s assets.
Management of assets comprises not only the financial portfolio, but also the buildings and grounds, property values, and most importantly the residents’ perception of their quality of life while residing within your community. Your homeowners will appreciate the pride of ownership and the security of knowing that your community is managed to attain the highest property values possible while maintaining financial security. Notifications are especially important in community association management. Through personalized service, attention
to detail, and over thirty years of effective management experience, OMNI Community Management, LLC has satisfied the continued need for responsive management of communities within Northern California.
Individual attention has made OMNI Community Management, LLC a sought after management company because of all that it offers. Enjoy the benefits as other homeowner associations do, and contact us today for more information and a management cost proposal.
Our Mission Statement: T3 Trust, Team, Transparency – these are the values that drive OMNI Community Management, LLC in every aspect of our work, both internally and with our clients. The Power of T3 defines OMNI in the following ways: Trust – Everything we do is predicated upon trust. Trust is extraordinarily fragile, so we work diligently to cultivate a trust
relationship with our clients, our vendors, and with each other.
Team – The recognition that everyone – board, management, and vendors – have a role to play in order to achieve a successful outcome for any community association.
Transparency – That you know what we know and, if we make a mistake, we will self-disclose and make it right, even to our own detriment.
Why Choose OMNI?
OMNI Community Management, LLC has more than 30 years of experience managing homeowner associations with an emphasis on communications and personalized service. OMNI is an Accredited Community Management Company (ACMC), and our management staff consists of Certified Community Association Managers (CCAMs) through the California Association of Community Managers (CACM), with a dedicated staff of administrative professionals. Information requests are generally responded to within 24 hours. We hope we can help make your community one of the finest in Northern California. We encourage you to consider contracting with OMNI for your community’s management needs. You can be assured of reliable, capable, and exceptional service that will make you glad you did.
Rolf M. Crocker, AMS, CAMEx, CCAM rolf.crocker@omnicommunities.com (877) 700-6070 omnicommunities.com
BOARD LEADERSHIP
BY BARBARA COLUNGA
Leadership is not defined by titles, but by a genuine passion for serving others.
In the context of a homeowners association (HOA), any member can rise to the challenge of leadership with the right mindset, dedication, and a commitment to ongoing improvement. Becoming an exceptional HOA board member takes time and practice, but the impact of one’s efforts can resonate throughout the community.
Board members occupy voluntary positions of great significance. The decisions they make directly affect the well-being and future of the communities in which they live. As board leaders, they are entrusted with the responsibility to represent and protect the best interests of the community. Their role is unique; it involves preserving, if not enhancing, the quality of life for residents, while safeguarding and increasing property values in the community.
To be an effective board leader, consistent training and education are essential. These opportunities will strengthen leadership skills, facilitating better decision-making and alignment among board members. This will, in turn, contribute to the overall reputation of the association, improve the resident experience, and help maintain or even boost property values.
Below are four essential steps to assist in the leadership journey.
1. Foster Open Communication
Effective leadership begins with clear and consistent communication. As a board member, it is vital to encourage open dialogue with fellow members and the community at large. This transparency builds trust, ensures that diverse perspectives are heard, and creates a foundation where everyone feels valued and understood.
2. Engage in Continuous Learning
Leadership is a dynamic and evolving skill. To remain effective, board members should stay informed about the latest trends, legal requirements, and best practices in HOA management. Attending
workshops, webinars, and conferences can provide invaluable insights and help refine leadership abilities. Continuous learning not only benefits the leaders, but also enhances the overall governance of the community.
3. Focus on Team Collaboration
Leadership in an HOA is not a solo endeavor. Collaboration between board members, while recognizing and leveraging each other’s strengths, is key to making well-rounded decisions. A united board fosters a stronger, more resilient community, and it is this collective effort that drives positive change.
4. Lead with Integrity and Fairness
Every decision a board member makes should reflect the community’s best interests. Leading with integrity means being transparent, fair, and consistent in one’s actions. Upholding these principles sets a positive example for others and builds trust within the community.
By embracing these steps, board members can grow as leaders and make a lasting, positive impact on their community. True leadership is about service, inspiring others to work together toward common goals, and creating an environment where everyone can thrive. Whether president or treasurer, a board member can be a powerful leader, drive meaningful change, and ensure the success of the association.
Barbara Colunga is the business development manager for Silvercreek Association Management, which provides homeowners associations and commercial property owners with professional management services to help communities thrive. Barbara can be reached at barbara@sc-manage.com.
SOUTHERN CALIFORNIA
Planning Your HOA’s Future
Educational Seminar for HOA Board Directors & Engaged Homeowners
EARLYBIRD DISCOUNT THRU OCTOBER 4, 2024
Free Registration for Board Members & Homeowner Members! ($20 per person at the door)
Community Communication Strategies & Conflict Avoidance
Presented by Steve TInnelly, Esq.
Managing the Inevitable: Aging Residents & Communities
Presented by A. Jeanne Grove, Esq.
Reserves/Forecasting HOA Maintenance
Presented by Sean Andersen
Open Attorney Forum –HOA Questions & Answers
ECHO SOUTHERN CALIFORNIA EDUCATIONAL SEMINAR
Planning Your HOA’s Future
October 5, 2024 | 9:00 am - 2:30 pm
25555 Alicia Pkwy., Laguna Hills CA 92653
8:30 am Registration Begins
9:00 am Doors Open – Trade Show Begins
9:45 am Welcome/Opening Remarks
10:00 am Industry Update – What’s New: Elections, Electronic Voting, CTA, Turf Replacement, Election Signage, Consolidations
10:40 am Community Communication Strategies & Conflict Avoidance
11:25 am Complimentary Lunch Served and Raffle
12:10 pm Managing the Inevitable: Aging Residents & Communities
12:55 pm Reserves/Forecasting HOA Maintenance
1:40 pm Refreshment Break and Raffle
2:20 pm Open Attorney Forum / HOA Q&A
2:30 pm Closing Remarks / Final Raffle
THE MANOR ASSOCIATION, INC.
Property Management Since 1973
Our client services team is at the heart of what we do at The Manor Association.
The Manor Association, Inc. continues to be a locally owned and operated professional management company with over 40 years of experience and developed relationships.
We have offices located in both San Mateo and Santa Cruz. Utilizing this experience and local industry relationships, Manor has invested in and cultivated resources which are reliant on technology and expertise to effectively provide support and guidance to your community and its boards of directors in these ever changing and challenging times. Our direct connection to clients and their communities has a strong emphasis and focus on the relationships with service providers and industry experts. We understand the advantages of working locally and leverage those business
relationships to offer various services and effective support to our clients daily.
In addition to continuously cultivating solid internal teams in support of our company mission statement, Manor invests heavily in cutting-edge technology and active involvement in industry organizations, legislative groups (that focus on action directly impacting California homeowners associations), manager certifications and re-certifications. Manor hosts quarterly board member training, in-house full service accounting and client services teams, qualified site inspections, effective follow-up and enforcement of governing documents, violations, fines, hearings, work orders, and meeting legal timeline requirements (i.e.
budgets, audits, reserve studies, state filings, taxes, etc.).
Our organization is bucking recent trends in the management industry, including consolidation and centralized services. We approach every task with a sense of humanity and then apply a specialized process to achieve a personalized experience. We are confident you will be impressed and assured with our abilities, services, and dedication to fulfill your needs.
If you are looking for something different from your management team, please email info@manorinc.com to learn more about Manor and how we can support your community or your career growth.
Brian D. Campisi, CEO 1820 Gateway Dr., Suite 100 San Mateo, CA 94404 (650) 637-1616
1100 Water St., Suite 1A Santa Cruz, CA 95062 (831) 426-8013 info@manorinc.com manorinc.com
Don’t miss an opportunity to get the education you need – and the networking and connection you want. Register today!
Educational Seminars
Learn from an acclaimed faculty delivering essential knowledge for HOA boards and homeowners.
• Ask your questions of on-site attorneys
• Visit with industry experts at exhibit tables
• Meet and connect with board members from neighboring communities
See pages 18 and 27 for information on upcoming Educational Seminars.
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.
members will receive a one-time discounted annual membership rate of $75 ($95 without discount) if they are invited by another Echo member!
North
Educational Seminar
The Echo Club at Rossmoor (TECAR)
10/9 Orange County Resource Panel 11:30 am to 1:30 pm
10/9 San Diego Resource Panel 5:30 pm to 7:30 pm
11/12 Wine Country Resource Panel 11:30 am to 1:30 pm
11/13 North Bay Resource Panel 11:30 am to 1:30 pm
11/13 San Francisco Resource Panel 5:30 pm to 7:30 pm
11/14 East Bay Resource Panel 11:30 am to 1:30 pm
11/19 Sacramento Resource Panel 11:30 am to 1:30 pm
11/20 The Echo Club at Rossmoor (TECAR) 9:30 am to 11:30 am
12/3 South Bay Resource Panel 11:30 am to 1:30 pm
12/5 Central Coast Resource Panel 11:30 am to 1:30 pm
12/11 Orange County Resource Panel 11:30 am to 1:30 pm
12/11 San Diego Resource Panel 5:30 pm to 7:30 pm
How to Resolve Differences Within HOAs
PART 2 of 3
This is the second of a three-part series of articles outlining the roles and responsibilities of the volunteer board of directors in a homeowners association (HOA) community, the role of the homeowner, and processes for resolving differences that can arise between the two entities.
BY ALPA AGARWAL AND MARK T. GUITHUES, ESQ.
Volunteer HOA directors can make mistakes. They’re always well-intentioned, but their decisions may be uninformed, poorly determined or communicated, sometimes petty, and even potentially illegal. Many of these mistakes can be avoided through knowledge of roles and responsibilities; familiarity with governing documents; or simply good, honest, and respectful communication. This article series provides a look at the duties expected of directors and some of the tools available to resolve differences and conflict within HOAs.
The first article of this three-part series focused on the duties expected of directors and some of the tools available to resolve differences and conflict within HOAs. This second article focuses on
“pre-trial” remedies available to homeowners: the things homeowners can do to resolve differences at little or no cost.
Internal Dispute Resolution or Meet and Confer
If the issue is not satisfactorily resolved during a homeowner forum at a board meeting, an Internal Dispute Resolution (IDR), sometimes called a “Meet and Confer,” should be requested. This is a free, in-person or online conference call with the board. At a Meet and Confer, homeowners have more time to speak and discuss individual matters. The board president, a few board members, or the entire board might attend this meeting. Homeowners opting for a Meet and Confer are entitled to take an agent such as a repair contractor, other homeowners, and/or an attorney; however, the HOA should be informed in advance, so they can also do so. Although homeowners are not legally required to let HOAs know in advance about accompanying individuals, it is important to realize that the HOA can cancel and reschedule the meeting for a later date when the HOA can also bring along its agent(s).
An IDR is free. A homeowner is not required to participate in an IDR if requested by the HOA, but the HOA must participate if an IDR is requested by the homeowner. A resolution of the dispute agreed to by the parties at an IDR should be memorialized in writing and signed by all. Once an IDR has been held on an issue and the results documented, boards are not required to hold further IDRs by the same owner on the same issue, so homeowners should make the most of the opportunity. Anything said in the IDR is not confidential and can be used against either party in small claims court, during an Alternative Dispute Resolution (ADR), or in superior court. Like board meetings, IDRs are not confidential; homeowners may discuss the matter with their neighbors. Refer to California Civil Code sections 5910 and 5915 for more information about IDRs.
Pro Tip Regarding IDRs: The IDR should be scheduled at a local coffee shop or other public place. This gives both parties the opportunity to resolve differences in a pleasant and informal atmosphere.
Consider an Attorney
While not required, consulting an attorney early can benefit homeowners in achieving their objectives. An attorney will help differentiate legal issues from unenforceable emotional ones. Lawyers
may speak on behalf of the homeowners who hire them, improving the effectiveness of communication with the HOA. An attorney’s presence can lend greater credibility to claims. And attorneys can listen and counter the HOA attorney’s perspective and work to find an amicable solution. Note: In an IDR, each party is responsible for paying their own attorney’s fees.
Pro Tip Regarding the Hiring of Attorneys:
Everything described in the first and second parts of this two-part article series is called the “prelitigation” process. It is designed as an informal, neighbor-to-neighbor interaction. So, homeowners should exercise discretion about hiring an attorney, as it may be premature at this juncture. Searching “sue my HOA” on the web will net a handful of firms who will charge thousands of dollars to work up a case and write a few letters. Instead, homeowners can ask for low-cost ways to work with an attorney. They can pay for an hour of an attorney’s time, arriving at the meeting with a timeline and all supporting documents. Homeowners can volunteer to perform administrative functions such as coordinating meetings. They can also work with the attorney to develop an expected budget before beginning work. For example: “I will pay you $XX to review my documents, teleconference with me, and write a two-page letter to the HOA on my behalf; then we’ll decide on the next steps.”
Rally Neighbors
If the violation is not solved through an IDR, the homeowner should consider talking to neighbors, which is an option even before an IDR. Neighbors can also be present at an IDR. Knocking on doors, leaving flyers, mailing letters, and sending email messages are all allowable. In other words, it is fine to talk freely, so long as facts are not misrepresented and defamation laws are not violated. Homeowners are entitled to a homeowner list from the HOA’s management company or the president of the HOA if it is self-managed.
Pro Tip Regarding the Membership List: The HOA has 10 business days to provide the homeowner list if the request is for a “proper legal purpose.” Homeowner rights and the propriety of board actions fall under the definition of proper legal purpose, so homeowners should include the reason when requesting a membership list.
Continued on page 24
Consider Undertaking a Board Recall
If the differences are not solved through an IDR or neighbor involvement, homeowners may implement a recall of one or more board directors or the entire board by submitting a recall petition per Corporations Code Section 7510. This option is free to the homeowner, but it is expensive and time-consuming for the HOA. In attempting to obtain signatures and then to effect a recall, homeowners will need to talk freely to neighbors. If the HOA has fewer than 50 members, a recall vote requires approval of a majority of the homeowners. If the HOA has 50 or more homeowners, the recall vote requirement is a majority of the
homeowners present at a quorum of the homeowners.
Pro Tip Regarding Recalls: The California Civil Code requires a petition signed by only 5% of the homeowners to effect a recall election to replace the board. In developments with cumulative voting, it will be far easier to remove the full board than one or more directors individually. (Good directors can be voted back in afterward.) The recall petition should include a call for new replacement directors to be elected immediately upon a successful removal vote, or the recalled directors will remain in place until replacement directors are elected. Recalls are very divisive, and boards generally try to avoid them. In fact, many boards voluntarily resign in lieu of a recall, so recalling homeowners should be prepared
to immediately serve as board directors.
At some point in each conflict, homeowners should consider the value of their dispute and contemplate which issues are worth fighting over and which issues are not. Disputes that are more of an irritant might be better chalked up to a drawback of community living. On the other hand, if the dispute is significant, other tools might be necessary.
The next and final part of this three-part article provides more conflict resolution tools for HOAs.
Alpa Agarwal is a product line manager at the U.S. Department of Veterans Affairs and has worked at Microsoft, eBay, Intuit, and American Express in various technology roles. She is a legislative advisor to Echo and serves as a director for her HOA. She has an MBA and an undergraduate degree in economics.
Mark T. Guithues, Esq., is the founding attorney of Community Legal Advisors Inc., a six-attorney law firm providing general counsel and assessment collection services to homeowners associations throughout Southern California. Mark serves on the board of directors of Echo.
SILVERCREEK ASSOCIATION MANAGEMENT
Enhancing the livelihood of communities through unparalleled customer service
Our core mission – and the touchstone of everything we do – is to manage communities with its people in mind.
A strong and organized association speaks volumes to residents. It shows pride of ownership and care for the property that invites added comfort and trust. And the better the association performs, the easier it is for the association to keep the property up to date and secure.
Our management expertise and work with quality vendors help your association and manager do required jobs effectively, giving you more time to focus on the important business at hand.
Bridging the Gap
At Silvercreek Association Management, we know the challenges board members face. We have decades of experience bridging associations with owners, managers, and boards. Our knowledge of the industry helps you streamline decision making and problem solving. Our extensive history in the field can be your guide.
• Attending monthly or quarterly meetings of the Board of Directors
• Providing association meeting minutes
• Providing ongoing and timely communications with all members
• Collecting and tracking association dues
• Creating and maintaining monthly financial statements
• Preparing and updating annual budgets
• Generating tax forms
• Tracking and updating the board on all legally-required local and state requirements and assisting with compliance
• Orchestrating property evaluations with contractors for repairs and assessments
• Aiding with maintaining the property and surrounding landscaping to required levels
• Building and negotiating contracts with vendors
• Reconciling accounts with vendors
• Completing year-end accounting records for your CPA
• Keeping owners up to date with endof-the-year budgets
Our core mission at Silvercreek Association Management – and the touchstone of everything we do – is to manage communities with its people in mind. That means we don’t just aim to check off standard management boxes but to listen and cater to the unique and individual needs of each and every member of a community.
Our promise to you is that we remain diligent in understanding your community’s specific needs. We refine and tailor our work and bigger picture goals to ensure that your community consistently runs smoothly, residents’ needs are heard, guidelines are communicated, and that a happy, healthy neighborhood is continually fostered.
We believe in enhancing the livelihood of communities through our unparalleled dedication to customer service, our ability to offer professional expertise in all areas of HOA management, and our tireless drive to ensure that the communities we take care of are heard, happy, safe, and thriving.
We aim to consistently go beyond the confines of typical HOA management duties, and we like to think it’s because we genuinely care about how your community functions. We understand that managing a community can be a demanding responsibility, but our team of experts understands how to get things done with efficiency and finesse.
We are excited to partner with your community and looking forward to our future together!
Laura
Ravazza, CCAM-PM, PCAM
Director
of Education and Marketing (916) 877-7793, ext. 231 laura@sc-manage.com sc-manage.com
CEO’s Message
Continued from page 6
at it, and carefully consider how the problem is being handled by those in the state who have a place at the larger table.
I recently attended a town hall meeting in Aliso Viejo with Assemblymember Diane Dixon and a representative of the CDI to learn more from the department about the commissioner’s strategy. Below is a link to the CDI’s June 12 press release on this matter, along with a link to the YouTube video of the insurance town hall meeting with Assemblymember Dixon. I am curious to know your thoughts.
CDI Insurance Plan Press Release: https://www.insurance. ca.gov/0400-news/0100-pressreleases/2024/release023-2024. cfm
Assemblymember Diane Dixon Town Hall Meeting on the CDI Insurance Crisis Strategy: https://www.youtube.com/ watch?v=y34VLR-XK5I
Send us your thoughts: info@echo-ca.org
NORTHERN CALIFORNIA
2024 Legislative Update & Educational Seminar
November 16, 2024 • 9:30 – 2:00 pm
Rossmoor Event Center • 1021 Stanley Dollar Drive, Walnut Creek
SCHEDULE
SESSION 1 | 9:30 – 10:30 am
2024 Legislation Update & Implementation
Electronic balloting, insurance, mandatory inspections, quorums, ADUs, etc.
FREE REGISTRATION FOR BOARD MEMBERS & HOMEOWNER MEMBERS THRU NOVEMBER 15, 2024
Maintaining an Aging HOA Community Forecasting and Budgeting for an Aging Community
Presented by: Adam Haney, CiD Consortium LLC; Russell Brown, GB Group
12:00 – 12:40 pm
Lunch Break, Exhibit Hall & Prize Drawing
SESSION 3 | 12:40 – 1:20 pm
HOA Board Management Practice Water Conservation & Non-Functional Turf AB-1572
Presented by: Kristin Bowman, EBMUD
1:20 – 1:40 pm
Boards’ Open Mike: Ask the Expert & Attorneys
Nathan McGuire, Karen St. Onge, and Adam Haney
1:40 – 2:00 pm
Concluding Remarks and Grand Prize Drawing
REGISTER HERE
PREMIER SPONSORS
FOOD SPONSORS
ECHO LEGISLATION TRACKER
2024 End of Session
BY NATHAN McGUIRE, ESQ.
The 2023-2024 legislative session in California has just ended. After returning from recess on August 5, legislators worked feverishly right up until the August 31 deadline to pass bills. Governor Newsom has until September 30 to sign or veto bills. Unless passed as an “urgency” measure, bills signed by the governor (or not vetoed) will take effect on January 1, 2025. Overall, it was a great year in Sacramento for HOAs, highlighted by AB-2149, which finally brings the option of electronic voting to HOAs.
On the federal side, a bill to exempt HOAs from having to comply with the Corporate Transparency Act is pending, but likely going nowhere. However, other important efforts are in play, including a lawsuit and potential preliminary injunction, which may have an impact. Stay tuned and check out the next edition of the Insight for more information.
As a reminder, please visit the advocacy section on the Echo website (www.echo-ca.org/echo-legislation-tracker/) for updates as they become available. This article is up to date as of September 4, 2024.
ASSEMBLY BILLS
AB-2114 (Irwin), Inspection of Elevated Structures: This bill amends the law (SB-326) to add “licensed civil engineers” to the list of professionals authorized to conduct inspections of exterior elevated elements in a condominium project for which an association has maintenance or repair responsibility. Existing law requires the inspection to be conducted by a licensed structural engineer or architect. These inspections must be completed by January 1, 2025, and every nine years thereafter.
PASSED: We expected this bill, as an “urgency” measure with no opposition, to move quickly. We
were right. It passed out of the Senate and Assembly and was signed by the governor on July 15, 2024. It took effect immediately.
AB-2149 (Connolly, Gates), Standards/Inspection:
This bill would require a regulated gate (defined as any gate that weighs more than 50 pounds and is more than 48 inches wide or more than 84 inches high), including neighborhood/HOA gates, to meet certain standards. The bill would require each building department to update, on or before July 1, 2026, its code requirements to ensure that any newly installed regulated gate in its jurisdiction meets those standards. The bill would require the owner of a regulated gate to have it inspected on or before July 1, 2026, or upon installation, and have it reinspected, thereafter, at least once every 10 years. The bill would require an owner to maintain a written report regarding the regulated gate’s compliance with the specified requirements for at least 10 years and make the report available to the building department upon request. The bill would require the owner of a regulated gate that is determined to pose an immediate threat to safety to immediately stop the use of the gate until necessary repairs are completed and to engage a contractor or qualified employee to perform the repairs necessary to mitigate the emergency condition. The bill would authorize civil and criminal penalties for violations.
STATUS: This bill is dead. After being amended on July 3, 2024, the bill was sent to the suspense file for the fiscal impact to be considered, where it was held under submission.
AB-2159 (Maienschein), Elections: This bill would authorize an association to conduct an election by electronic secret ballot, unless the association’s governing documents specify otherwise. The bill would require an association that conducts an
election by electronic secret ballot pursuant to these provisions to ensure, among other things, that the electronic secret ballots provide a method to authenticate the member’s identity to the online voting system and a method for the member to confirm that their electronic device can successfully communicate with the online voting system at least 14 days before the voting deadline. The bill would require the online voting system to authenticate the member’s identity, authenticate the validity of each electronic vote, and transmit a receipt to a member who casts an electronic vote. If an electronic secret ballot is conducted by internet website, the bill would require individual notice of the ballot to be delivered to each member and would require that notice to also include specified information, including instructions on how to vote by electronic secret ballot. The bill would specify that an electronic secret ballot is effective when transmitted and irrevocable. The bill would prohibit the use of an electronic secret ballot unless the association creates procedures that also provide an opportunity for members to elect to vote instead by written secret ballot.
STATUS: This bill sits on the governor’s desk and will likely be signed into law. This bill has been amended several times. One amendment requires HOAs to give individual notice of a member’s right to opt out and receive a paper ballot. Other amendments were to clarify that electronic voting may not be used for levying regular or special assessment increases and to add a requirement that, to implement electronic voting, an HOA would be required to adopt operating rules, as specified.
INSIGHT: This bill has lots of support and some opposition. Opponents argue that electronic voting is not secure and could lead to a slippery slope of insecure technology being introduced in governmental elections in California. Supporters argue that electronic voting has been proven to be safe and effective, will help HOAs to save money, and will increase participation. The Bill Analysis points out that many other states have successfully deployed electronic voting for HOAs and that members will have input into whether their HOA should utilize electronic voting.
AB-2460 (Ta), Elections/Quorum: This cleanup bill (to last year’s AB-1458) would correct some terminology and clarify that an association board of directors is required to adjourn to the 20% reduced quorum, if that scenario applies.
STATUS: This bill passed out of the legislature and sits on the governor’s desk.
INSIGHT: This bill does not change any of the processes adopted by AB-1458, with the minor exception of exempting HOAs that already have a lower quorum requirement.
AB-2996 (Alvarez), Insurance/FAIR Plan: The California FAIR Plan Association is a joint reinsurance association in which all insurers licensed to write basic property insurance participate in administering a program for the equitable apportionment of basic property insurance for persons who are unable to obtain that coverage through normal channels. Existing law establishes the California Infrastructure and Economic Development Bank and authorizes it to issue bonds upon request by a state entity. This bill would authorize the FAIR Plan Association to request the California Infrastructure and Economic Development Bank to issue bonds and would authorize the bank to issue those bonds. This bill is an “urgency” measure which, if passed, would take effect immediately.
STATUS: This bill is dead. It did not move from the suspense file.
SENATE BILLS
SB-477 (Housing Committee), Accessory Dwelling Units: Existing law provides for the creation by local ordinance (or by ministerial approval if a local agency has not adopted an ordinance) of accessory dwelling units in areas zoned for single-family or multifamily dwelling residential use in accordance with specified standards and conditions. Existing law also provides for the creation of junior accessory dwelling units by local ordinance or (if a local agency has not adopted an ordinance) by ministerial approval in single-family residential zones in accordance with specified standards and conditions. This bill made
Continued on page 30
non-substantive changes and reorganized various provisions relating to the creation and regulation of accessory dwelling units and junior accessory dwelling units (including the provisions described above) and included related non-substantive conforming changes.
PASSED: This bill, first introduced last year, was signed into law by the governor on March 25, 2024. As an “urgency” measure, it became effective immediately.
SB-900 (Umberg), Repair and Maintenance: This bill would make an association responsible for repairs and replacements for matters pertaining to the interruption of gas, heat, water, or electrical services that begin in the common area, even if the matter extends into another area, as specified. The bill would require an association to complete those repairs or replacements within 30 days. The bill would require an award of reasonable attorney’s fees to a prevailing owner who enforces this provision against an association. The bill would permit financing for needed repairs if insufficient reserve funds are available.
STATUS: This bill passed out of the legislature and sits on the governor’s desk. It passed out of the Senate 39-0 on May 20, 2024. It was amended twice in June before approval (39-0 in the Senate and 74-0) in the Assembly.
INSIGHT: While this bill has good intentions, it is problematic in many ways and could be harmful to members; namely, it would seem to dangerously shift some responsibility away from public utility companies. The most recent amendments were designed to address this concern.
SB-1055 (Min), Accessory Dwelling Units: This bill would prohibit a qualifying local agency from imposing height limitations that would prohibit an attached accessory dwelling unit from attaining a height of 16 feet, as specified. The bill would define “qualifying local agency” as a local agency that the Department of Housing and Community Development has determined that the number of housing units that have been entitled by the local agency (as shown on its most recent annual progress
report) is greater than the local agency’s share of the regional housing need, for the low- and very lowincome categories, prorated for that annual reporting period.
STATUS: This bill is dead. The bill was set for a March 19, 2024, hearing in the Senate Housing Committee, but the hearing was cancelled at the author’s request and was never rescheduled.
SB-1212 (Skinner), Housing Investments: This bill would prohibit an investment entity, as defined, from purchasing or acquiring an interest, as defined, in a single-family dwelling or other dwelling that consists of one or two residential units within this state. The bill would provide that a purchase or acquisition of an interest in housing in violation of this prohibition is void. The bill would define “investment entity” as a real estate investment trust or an entity that manages funds pooled from investors and owes a fiduciary duty to those investors. The bill would exempt nonprofit organizations, entities primarily engaged in the construction of housing, and governmental entities from the definition of “investment entity.” The bill would absolve a seller of housing from liability under these provisions if the seller obtains a written release signed by the buyer stating that the buyer is not an investment entity.
STATUS: This bill is dead. This bill was referred to the Senate Housing Committee and was set for a hearing on April 30, 2024. The hearing was cancelled at the request of the author and was never rescheduled.
INSIGHT: This was going to be a hotly contested bill, with plenty of support and opposition lining up. The author points out that the share of adults who own their own home in California is 15 percentage points lower than the rest of the country. A significant decline occurred during the Great Recession, when thousands of California homes were acquired by large corporations and investment firms. Some predict that by 2030, Wall Street will control 40% of the single-family home rental market nationwide.
SB-1470 (Glazer), Construction
Defect Cases:
Existing law sets forth standards for determining liability in an action seeking the recovery of damages arising out of, or related to, deficiencies in residential construction, design, and related issues, and specifies the characteristics of those deficiencies. This bill
would require a deficiency in the specific standards described above to materially affect the habitability or usefulness of the residential dwelling unit and to be a result of a failure to meet the standard of care for the builder to be liable, as specified. The bill would define “standard of care” as the level of care standard in an industry for similar work performed in the state. This bill would provide for the participation of a special inspector in the inspection and approval of repair work performed pursuant to these procedures and require the builder to obtain and pay for a building permit to perform such work. The bill would instead authorize a builder to obtain a release or waiver upon completion of repair work. This bill would require a local permitting authority to issue a building permit for these purposes within 30 days of receipt of an application for a permit, thereby creating a state-mandated local program. The bill would provide that a claimant’s rejection of an offer to repair is not inadmissible in an enforcement action.
STATUS: This bill is dead. A hearing before the Senate Judiciary Committee was scheduled for April 23, 2024, but was cancelled at the request of the author and never rescheduled.
FEDERAL BILLS
H.R. 9045 (McCormick), Corporate Transparency Act: This federal bill would exempt entities like HOAs (and any entity subject to taxation under IRS Code Section 528) from the requirements of the Corporate Transparency Act. The Corporate Transparency Act, enacted in 2021, requires reporting of certain information to the Financial Crimes Enforcement Network. For HOAs, this would mean directors and officers would be required to provide information
(including birthdate, home address, and some form of ID) by January 1, 2025. Updates are required to be made within 30 days of any changes. Penalties for noncompliance could include $500 daily fines, up to $10,000, and up to 24 months in prison.
INSIGHT: The Corporate Transparency Act, which is intended to protect national security by preventing money laundering, terrorist financing, corruption, tax fraud, and other illicit activities in the guise of corporations, doesn’t make sense to apply to HOAs. One court decision, from the Federal Court in the Northern District of Alabama, which doesn’t have broad application, determined the Act to be unconstitutional. It isn’t clear whether this bill, or other court challenges, will result in exemption of HOAs. At least one trade organization, the Community Associations Institute, is planning a court challenge and will reportedly be seeking a preliminary injunction to halt application of the Act while the lawsuit is pending. Stay tuned for more information about the Corporate Transparency Act. With the deadline looming, we will be providing updates and, if necessary, information on compliance with the Act.
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 career and was recently appointed to serve on the board of directors for Echo. He was named Super Lawyers magazine’s “California Rising Star” for six years running; Super Lawyer in 2021-2024; and is the recipient of an AV Preeminent Peer Review designation from Martindale-Hubbell, which signifies the highest level of excellence in the attorney profession.
COMMUNITY MANAGEMENT
Ace Property Management, Inc.
Yvette Lee, CEO 1290 Kifer Rd., Ste. 309 Sunnyvale, CA 94086 (408) 217-2882 yvette@acepm.net www.acepm.net
See our ad on page 24
American Management Services, Inc.
1190 South Bascom Ave., Ste. 242 San Jose, CA 95128 (408) 225-7380 www.amspcam.com
Assembly Management
453 S. Spring Street, Ste. 400 Los Angeles, CA 90013 (213) 282-8008 www.assemblyhoa.com
548 Market St., #226771 San Francisco, CA 94104 www.avenuesmgt.com
Bay Area Property Services
Lisa Triplett, CAMEx, AMS Executive Vice President 3021 Citrus Circle, Ste. 205 Walnut Creek, CA 94598 (800) 610-0757 lisa@bayservice.net www.bayservice.net
Carrick & English P.O. Box 629 Burlingame, CA 94011 (650) 401-3688 www.carrickandenglish.com
CID Consortium, LLC
Brenda Lynch 919 Reserve Dr. Roseville, CA 95678 (888) 786-6000 blynch@cidcllc.us www.cidcllc.us
See our advertorial on page 13
CitiScape Property Management, Inc. 3450 Third St., Ste. 1A San Francisco, CA 94124 (415) 401-2000 www.citiscapesf.com
Citrus HOA Management 127 E. State St. Redlands, CA 92373 (909) 435-0099 www.citrushoa.com
CN Management, LLC
100 South Murphy Ave., Ste. 200 Sunnyvale, CA 94086 (888) 780-0355 www.cnmanagement.us.com
Collins Management Company
Paul Collins, CCAM, PCAM Chief Executive Officer 500 Alfred Nobel Dr., Ste. 250 Hercules, CA 94547 (800) 557-5179
paul@collins-mgmt.com www.collins-mgmt.com
Common Development Management
Deno Makris, CCAM President 1220 Diamond Way, #130 Concord, CA 94520 (925) 682-6012 deno@cdmgmt.net www.cdmgmt.net
Community Association Management 6088 Sunol Blvd., Ste. 100 Pleasanton, CA 94566 (925) 417-7100 www.hoasmanagement.com
Community Management Services
1935 Dry Creek Rd., Ste. 203 Campbell, CA 95008 (408) 559-1977 www.communitymanagement.com
Compass Management Group, Inc. 77 Las Colinas Ln. San Jose, CA 95119 (408) 226-3300 www.gocompass.com
Condominium Financial Management, Inc. (CFM) 60 Mayhew Way Walnut Creek CA 94597 (925) 566-6672 www.condofinancial.com
EB Community Managers, An Associa Company
Stephanie Ripley, CCAM Branch President 6600 Hunter Dr. Rohnert Park, CA 94928 (707) 806-5400
Westco Equities, Inc. Property Management 1625 E. Shaw Ave., Ste. 116 Fresno, CA 93710 (559) 228-6788
www.west-co.com
Willis Management Group, Inc.
3180 Crow Canyon Place, Ste. 100 San Ramon, CA 94583 (925) 901-0225 www.willismg.com
FINANCIAL INVESTMENTS & SERVICES
Community Financials
7 W. Figueroa St., Ste. 300 Santa Barbara, CA 93101 (833) 266-3646 www.communityfinancials.com
Gallopify CANADA & USA (416) 566-7915 www.gallopify.com
MANAGEMENT & TECH SOFTWARE
BIMINIcorp
11626 Wolf Rd. Grass Valley, CA 95949 (530) 205-6912 www.biminicorp.com
Community Financials
7 W. Figueroa St., Ste. 300 Santa Barbara, CA 93101 (833) 266-3646
www.communityfinancials.com
ManageCasa Property Management
Software
44 Tehama Street San Francisco, CA 94105 (415) 800-1245 www.managecasa.com
Many Echo Professional Service
Providers offer products and services across large service areas. Be sure to visit their website to see if they serve your area!
WELCOME TO ECHO’S
New Professional Service Providers
MindMe Technology, Inc. is an engineering and technology firm. Our AI Enhanced LiDAR Technology enables property managers, portfolio managers, property owners, & facility managers to discover what their true property health is by uncovering hidden maintenance, safety and financial risks.
LiDAR Inspections – Ground-level and air- borne drones capture hi-res still and video images fed to proprietary Ai-processing, to:
• identify hidden conditions and safety risks
• Record architectural compliance violations
• Improve accuracy of Reserve Studies
• Accurately measure progress of repairs.
PROTECT I MAINTAIN I ENHANCE
Our Professional Engineering Services reduce risk, cost and delay while enhancing customer satisfaction, property profitability and compliance:
1. SB-326 & SB-800 inspections
2. Visual Inspection
3. Project management
4. Generate utility maps
5. As-Built” plans
6. Document property conditions for improved accuracy of reserve study
7. Track maintenance concerns, schedule repairs & budget over time
“PMI SouthBay is a full-service Association Management Company servicing all homeowners and condominium associations in South and East Bay, California. Our continued commitment is to provide top-notch and customized professional management solutions for our Homeowners Associations and Boards.
The PMI SouthBay team takes great pride in providing our valued clients with seamless dayto-day operations, effective communication, transparent and accurate financial & accounting and expert maintenance coordination.
Managing a community is a lot of work. If you’re struggling to keep up, partner with us and we’ll do the heavy lifting. Reach out to us for your Homeowner and Condominium Association Management needs. Call us at 510-403-1035 or visit our website at www.pmisouthbay.com.”
Naushaba Merchant, CCAM Community Manager & CEO (510) 403.1035 ceo@pmisouthbay.com pmisouthbay.com
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• 2020 Community Association Financial Survey of over 1,500 associations
