From Statute to Summons: How AB130 Impacts Community Association Litigation

Hannah I. Hughes, Esq.

Attorney

858.527.0111
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Practice: Civil Litigation

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Since AB130’s enactment on July 1, 2025, this small bill has left community associations with a big question: how does this bill affect future litigation? For community associations, this bill is likely to fuel more disputes, increase pre-litigation friction, and ultimately drive more matters to the courtroom.

One of the most notable changes in AB130 is the reduction of allowable fines for common violations. Although intended to promote “fairness” and prevent what some legislators viewed as excessive penalties, the practical effect for community associations is very different. By lowering fines, AB130 unintentionally removes one of the most effective tools community associations have for achieving compliance with their Governing Documents—and in doing so, sets the stage for more violations, more disputes, and ultimately more litigation.

For better or for worse, fines work because they create consequences for those who fail to follow the Governing Documents. When owners know a violation will cost them a meaningful amount of money, they tend to comply more quickly. But with AB130 reducing fines, many violations will now be too minor to influence owner behavior, or the fine will be cheaper to ignore than to fix. In other words, AB130 now makes noncompliance with the Governing Documents a low-risk choice that will only cost $100 should an owner choose not to comply. When owners feel there is no downside to a violation, violations will increase—and with them, the disputes and enforcement actions that may ultimately end in litigation.

Because fines are now less effective in gaining owner compliance, boards may have no choice but to move from routine enforcement to seeking injunctive relief through litigation. Historically, fines have served as a pre-litigation buffer to encourage owner compliance because owners rarely want fines to accumulate. However, now that AB130 removes that buffer, community associations’ options for achieving compliance are reduced, and they will be forced into court sooner and more often.

Ironically, the reduced fines may create more unfairness than the fairness they were enacted to address. Reduced fines do not reduce conflict; instead, they reduce compliance by removing a key buffer in owner disputes. By removing this buffer, community associations can expect disputes to escalate more quickly and ultimately cost more as they head to the courtroom more often.

From Proposal to Policy: Navigating the Twenty-Eight-Day Review and Comment Period

Victoria R. Minor, Esq.

Attorney

858.527.0111
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Practices: Community Association Counsel

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Regularly reviewing and updating community rules and policies is one of the most effective ways a community association can promote clarity, consistency, and harmony within the association. Over time, laws evolve, community needs shift, and previously well-intended rules may become outdated or impractical. By proactively evaluating their operating procedures, boards can ensure their associations’ rules and policies remain legally compliant, reflect current best practices, and continue to support their communities’ long-term goals.

With that in mind, understanding the statutory process for adopting or amending common interest development association rules and policies is critical for boards to ensure effective and compliant governance.

California Civil Code section 4360 grants members of an association a twenty-eight (28) day period to review and comment on most rules and rule amendments prior to their adoption. This means, before a board can formally vote to adopt a proposed operating rule or proposed policy, the board must first allow the members to review the proposed rule or policy and provide their questions and/or comments to the board.

To begin this process, the board must provide written notice of the proposed rule change to all members at least twenty-eight (28) days before the date of the meeting whereat the board will consider and vote on the proposed rule or policy. This notice must include the text of the proposed rule/policy, an explanation of the purpose and effect of the proposed rule/policy and the date, time, and location of the meeting whereat the board will consider and vote on the proposed rule/policy. During this twenty-eight (28) day period, the members may review the proposed rule/policy and submit their comments on the proposed rule/policy to the board for its consideration.

When considering comments received from the members, the board should keep in mind that while it must review and consider all comments received, it is not required by law to revise the proposed rule or policy in direct response to comments received. Unless, of course, the comments identify aspects of the rule that would make the proposed rule/policy invalid or unenforceable, as further detailed in Civil Code section 4350. For example, if the board receives a comment from a member identifying some aspect of the rule/policy that would conflict with governing law or the association’s governing documents, the board must revise the rule/policy to address this conflict. Otherwise, after considering all comments received from the membership at an open board meeting, a board may choose to move forward with the proposed rule or policy as originally drafted.

After the twenty-eight (28) day comment period comes to a close, the board may vote to formally adopt the rule at an open board meeting. Once the board has formally adopted a rule/policy, the board must provide the members with general notice of the rule change within fifteen (15) days after making the rule change.

Keep in mind that if your association’s governing documents require a longer than twenty-eight (28) day comment period, that longer period of time may apply despite the twenty-eight (28) day time period stated in Civil Code section 4360(a). When considering adopting or amending a new rule or policy, it is recommended the board consult with the association’s legal counsel to ensure compliance with the above-mentioned statutory requirements and the association’s governing documents.

Don’t Get Stuck with the Bill: Protect Your Association from Mechanics Liens

Jacquelyn E. Quinn, Esq.

Senior Attorney

858.527.0111
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Practices: Community Association Counsel | Commercial CID

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A mechanics lien is a legal claim that contractors, subcontractors, laborers, or material suppliers can file against a property when they are not paid for work or materials provided. Typically, any person who works on the property under a contract—whether directly with the association or through a general contractor (i.e., material supplier)—may have lien rights. In California, this right is protected by statute to ensure that those who contribute to property improvements are compensated.

For community associations, mechanics liens can pose serious risks, especially when work is performed on common areas. A lien on the common area can impact and even prevent owners from selling or refinancing their properties. Even if the association itself has paid its direct contractor, a material supplier who is unpaid may still assert a lien against the common area property or, in some cases, against the individual owner’s separate property. Because of this, an association must take proactive measures to prevent liens from arising and to minimize exposure if one is filed.

Steps an Association Can Take to Protect Itself from Mechanics Liens

1. 1. Use Written Contracts with Clear Payment Terms:
    Every project, no matter how small, should be governed by a written contract. The written contract should include provisions that specify payment schedules, require lien releases before payments are issued, and require the contractor to indemnify the association and its members against liens that may be filed. The contract should also require the contractor to comply with all lien laws and to ensure that all subcontractors and suppliers are timely paid.
  2. Obtain and Verify Preliminary Notices:
    Any party supplying labor or materials for a project that is not in direct contract with the association must first serve a preliminary notice (often within 20 days of starting work), which informs the property owner that the subcontractor or supplier has provided, or will provide, goods and services to the property and could file a lien claim if they are not paid. If subcontractors and suppliers don’t provide the association with the notice, they lose the right to file a lien.
    
    An association should carefully keep track of all preliminary notices received. Oftentimes, however, preliminary notices are sent to the address on file for the association with the Secretary of State, which may be management’s primary office, not on site at the association. Therefore, the association may also wish to request a list of all parties supplying labor or materials to the project from the contractor. This allows the association to verify that each listed entity receives payment or provides a lien release before issuing progress or final payment to the contractor.
  3. Require Conditional and Unconditional Lien Releases Before Making Any Payment:
    Never make a progress or final payment without first obtaining the appropriate lien release(s) from the contractor and all known subcontractors and suppliers.
  4. Use Joint Checks When Appropriate:
    Issuing joint checks that are made payable to both the general contractor and subcontractor or supplier when a contractor has not submitted an unconditional lien release can help ensure that funds reach all parties with lien rights and reduce the risk of unpaid claims that can result in liens being filed against association property.
  5. Monitor Contractor Bonding and Insurance:
    When hiring for large projects, associations might consider requiring contractors provide a payment bond. A payment bond ensures that subcontractors and suppliers are paid, even if the general contractor fails to do so.
  6. Act Promptly if a Lien is Recorded:
    If a lien is filed, an association should consult with its legal counsel immediately. In many cases, the lien can be released by recording a release bond or by demonstrating that proper payments and releases were made. Quick action can prevent escalation and protect the association and its members’ interests. Please also note that Civil Code Section 4620, requires an association to provide individual notice to its members within 60 days of being served with a claim of lien for work performed on the common area.

Mechanics liens can create significant financial and administrative burdens for associations, even when the association has acted in good faith. By maintaining strong contractual safeguards, tracking preliminary notices, and always obtaining applicable lien releases before issuing a payment, an association can greatly reduce the likelihood of a lien being filed against its property.

Is My Mic On? Concerns Surrounding Recording Board Meetings

Rhonda R. Goldblatt, Esq.

Senior Attorney

858.527.0111
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Practice: Community Association Counsel

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Is My Mic On? Concerns Surrounding Recording Board Meetings

Association members may try to record board meetings. Such recording may even be surreptitious. However, there are concerns surrounding permitting the recording of board meetings of which boards and management should be aware.

First, recordings may serve as evidence in subsequent litigation. Association members who try to record board meetings may do so in order to compile such evidence to support their claim. Associations should think twice about fueling a member lawsuit for obvious reasons. A single stray remark may end up exposing an association to liability.

Second, those present at the meeting may be uncomfortable being recorded. A recording device may have a chilling effect on directors and management who are trying to conduct association business without worrying about the specter of potential future litigation.

The Davis-Stirling Act does not require board meetings to be recorded. California Penal Code section 632 in fact prohibits recording a confidential conversation without the consent of all parties. Subsection (a) of the statute provides in part:

A person who, intentionally and without the consent of all parties to a confidential communication, uses an electronic amplifying or recording device to eavesdrop upon or record the confidential communication, whether the communication is carried on among the parties in the presence of one another or by means of a telegraph, telephone, or other device, except a radio, shall be punished by a fine not exceeding two thousand five hundred dollars ($2,500) per violation, or imprisonment in a county jail not exceeding one year, or in the state prison, or by both that fine and imprisonment.

Boards may want to consider including a statement on meeting agendas that recording the meeting – via audio or video – is prohibited. Boards can also consider stating at the beginning of a meeting that recording is prohibited (and noting that statement in the meeting minutes). Doing so will help create a documentary record that any recording is nonconsensual per Section 632. This is important because under subsection (d) of the statute, evidence obtained as a result of eavesdropping upon or recording a confidential communication in violation of Section 632 is not admissible in a lawsuit.

Finally, it is worth pointing out that Section 632 does not apply to the use of hearing aids and similar devices for “persons afflicted with impaired hearing” for the purpose of overcoming the impairment to permit hearing sounds ordinarily audible to the human ear. This caveat essentially brings those with impaired hearing to equity, by allowing them to hear what others do.

For additional advice on this subject, please reach out to your friendly community association counsel.

Ensuring a Smooth Transition: Best Practices for Changing Management Companies

Jillian M. Wright, Esq.

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858.527.0111
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Practice: Community Association Counsel

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Ensuring a Smooth Transition: Best Practices for Changing Management Companies

*Article originally published in CAI-SD Community Insider Magazine, Summer 2025

Switching community management companies is a major undertaking for any community association. A smooth transition requires careful planning, forethought, clear communication, and attention to legal and operational details. Without proper preparation, a change in management can disrupt financial operations, delay maintenance, and create confusion among the association’s homeowners and vendors.

To ease the management transition, associations should focus on five key areas: (1) strategically timing the transition; (2) communicating with the outgoing management company; (3) preparing for the transition; (4) ensuring proper records transfer; and (5) notifying homeowners of necessary updates.

Timing the Transition Strategically

Management contracts often have termination clauses and required notice periods that must be adhered to before the association can terminate their current management company. A termination outside of the delineated termination provisions or notice periods may be invalid, subject to monetary penalties, and/or subject to legal action by the management company. If the board has concerns regarding a potential breach of contract or would like to transition to new management, we recommend consulting with the association’s legal counsel prior to taking any action.

Note that the timing of management transitioning can significantly impact the association’s operations, so the board should endeavor to schedule the transition at a time that minimizes disruption and aligns with the association’s financial and operational cycles. For example, transitioning towards the end of an association’s fiscal year may jeopardize the timely mailing of the association’s annual board report, annual policy statement…etc. Changing management companies during significant maintenance projects, elections, or community-wide events may also unnecessarily complicate the transition, create delays, and lead to potential unwanted liabilities for the association.

Communicating With The Outgoing Management Company

Once the board has executed a contract with its new management company and reviewed the parameters of termination for its outgoing management company, the next step is to formally provide notice of termination for the latter. This should be done professionally and in writing, either by the new management company or the association’s legal counsel, following the termination terms outlined in the contract (e.g., to whom the letter should be addressed and delivered). The notice of termination should include, but is not limited to: (1) the effective date of termination; (2) instructions for record transfer; (3) a request for clarification of homeowner assessment payment procedures; (4) a request for a summarization on any outstanding/urgent association matters; (5) the new management company’s contact information; (6) and a transition checklist compiled by the board, new management, and/or the association’s legal counsel to help ensure all association records and homeowner/vendor data are transferred in a timely manner.

Maintaining a cooperative relationship with the outgoing management company can facilitate a smoother transition. If possible, the board should request a transition meeting to ensure open communication and address the foregoing.

Preparing For the Transition

It is important to establish clear responsibilities for both the outgoing and new management companies. A good place to start would be for the board to review its outgoing management contract to confirm the parameters of the outgoing management’s transition assistance in the event of its termination.

Simultaneously, the board should collaborate with its new management company to outline a transition plan that ensures continuity of service (e.g., when/how to relay the transition to new management to the association’s members and financial/vendor representatives, any changes in homeowner assessment payment procedures, association information portals, methods of communications with new management…etc.) Such information is crucial to avoid disruption to the association’s daily operations and any confusion for homeowners and the association’s vendors.

Oftentimes, a board member familiar with the day-to-day operations of the association may be designated to assist the new management company with the transition process.

Ensuring Proper Transfer of Records

Once terminated, the outgoing management company has a duty to transfer the association’s records to the association’s new management company. All association records, information, and property must be released in a timely manner to new management and any refusal to cooperate constitutes a breach of outgoing management company’s professional code of conduct and may subject outgoing management to legal action. While the board can assist the new management company in verifying whether all necessary records were transferred from outgoing management to new management, the onus is on new management to highlight any missing records/information. As missing or incomplete records can create significant operational challenges, it is highly recommended for boards to take an active role in overseeing any transition of management.

The following critical records, whether past, current, and/or proposed, should be transferred:

the association’s governing documents, including any amendments;
all financial records (e.g., annual budget reports, reserve studies, operating budget, annual/interim financial statements, bank statements/information and check registers, state and federal tax returns, reserve account balances/payments);
all insurance policies;
all routine and in-progress vendor contracts and insurance/warranty records;
all employees contracts, contact information, and records,
all board agendas and meeting minutes;
all election materials;
miscellaneous items (e.g., passwords to all digital properties/accounts, membership list, homeowner assessment account histories and enforcement records, architectural records, litigation files, keys.) See Civil Code sections 5200 et. seq for a list of all association records.

Having complete records will help the association function smoothly as boards change and memories fade.

Notifying Homeowners of Necessary Updates

Homeowners should be informed well in advance of the transition to new management to ensure proper communication channels and timely payment of the association’s regular and special assessments.

The new management company should send a notice to homeowners including clear instructions on how to update any automatic assessment payments and mailing addresses for regular/overnight payments. The notice should clarify whether the new management company will field general inquiries and billing questions from homeowners regarding the management transition prior to their official start date.

Frequent communication with homeowners is key, so it is a good idea for the association to send multiple email reminders and update the association newsletter or community bulletin boards to reinforce the changes. The board’s goal is to minimize confusion and ensure homeowners understand their role in assisting with a successful transition.

Thoughtful execution of these five integral steps will minimize disruptions and ease the potentially complex management transition process.

The New Normal

By Rhonda R. Goldblatt, Esq.

We are now entering the third year of the COVID-19 pandemic. Summertime Is approaching, and with the new season comes questions regarding how associations should manage their common area recreational facilities during the current phase of the pandemic.

Governor Newsom declared a State of Emergency on March 4, 2020, quickly followed by a Stay at Home Order on March 19, 2020. The State of California and local municipalities began Issuing COVID-19 regulations soon after, including regulations, restricting gatherings, mandating mask-wearing, limiting the use of pools, gyms, and playgrounds, setting forth cleaning protocols, and more. These regulations often arrived and changed at rapid-fire pace. Association managers, like many Californians across a wide swath of Industries, struggled to keep up with the changes.

The COVID-19 regulations in place during the last two summers provided some sense of structure (albeit and often onerous and confusing one) as associations were required to follow the law. What other option was there?

Now, many COVID-19 regulations have been rolled back, but California’s State of Emergency remains in place. The pandemic, unfortunately continues, mutating into different strains that dominate the news and bring more uncertainty. We have not entirely returned to a pre-COVlD world, as much as we wish to do so. So how, to approach the upcoming summer?

Associations may consider doing the following:

Defer to the law. New governmental restrictions, such as mask mandates, may come into place in the event of new surges. Associations can consider adopting rules that mirror existing governmental restrictions verbatim in order to bolster the reasonableness of those rules. Or, associations can simply refer residents to the governmental regulations for a more hands-off approach.

Address clashes. At least anecdotally, it seems that confrontations are on the rise as Americans enter the third year of a difficult, stressful pandemic. Associations should Investigate and appropriately address any governing document violations, including nuisances, harassment violations, or hostile environment harassment based on a protected status.

Clean smarter. Hopefully, the longer the pandemic goes on, the more we learn about how COVID-19 and its mutations spread. Associations should rely on their cleaning and janitorial professionals regarding best practices for maintaining common area facilities in as reasonably safe a condition as possible.

Continue to rely on experts. Associations can and should continue to rely on qualified experts like cleaning professionals, legal counsel, and Insurance representatives to minimize the associations’ liability, Including with regard to managing the common area and holding meetings and events.

With these steps, associations can ready themselves for the upcoming summer, as we settle into the “new normal” of the post-shutdown world.

* This article was originally published in CAI San Diego Community Insider Magazine in the Summer 2022 edition and was adapted from the original article, The New Normal as authored by Rhonda R. Goldblatt, Esq.

CACM Law Seminar & Expo – Cheers to 30 Years!

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“A Toast to…”

Thank you to everyone who stopped by our booth at the 2022 CACM Law Seminar & Expo. We loved seeing you in-person after two long years and “toasting” with you to celebrate!

We hope you enjoy all of the toasts from our fellow colleagues… Cheers!

“Never cross-pollenating legal opinions” – Marybeth O. Green, Seabreeze Management Company **WINNER**

“Here’s to you, here’s to me, here’s to Epsten for keeping HOA free (of lawsuits)” – Therese McLaughlin, Phonc Professional HOA Consultants, Inc. **WINNER**

“CACM” – Lisa C. Terry, TOTAL Property Management, Inc.

“Educated Managers & Management Companies” – Loni Peterson, Solera Oak Valley Greens Association

“Jon Epsten” – Mindy Dent, The Management Trust

“Kindness” – Karina Reta, Powerstone Property Management

“Everything good” – Amanda Nevarez, Powerstone Property Management

“A happy life” – Maxwell G. Cawthon, Weldon L. Brown Company, Inc.

“Covid because it brought out the best in people and it tested our strength” – Laura Hurtado, Meissner Commercial Real Estate Services

“End of the pandemic” – Shahla Agha, Powerstone Property Management

“To all the hard working managers” – Claudia Sitta, Professional Community Management

“Epsten, wishing you all the best” – Therese Chrzan, Castle Breckenridge

“Drinking!” – Megan Daniel, Powerstone Property Management

“My village” – Brianna Miers, Powerstone Property Management

“Being able to pivot!” – Devon Nichols, Powerstone Property Management

“Living in the moment” – Aly Lopez, First Service Residential

“Good things to come in 2022” – Samantha Lacy, Powerstone Property Management

“Seeing everyone in person” – Steven M. Cammarata, Cammarata Management, Inc.

“Cheers to an amazing year” – Wendy Mullens, Balboa Management Group

“Happy Friday” – Marlena Martinez, The Management Trust

“Freedom” – Megan Daniel, Powerstone Property Management

“Lets continue to keep an open and honest outlook with everyone we meet” – Cheryl Weepie-Garcia, Huntington West Properties, Inc.

“All Managers” – Michelle Mata, The Management Trust

“Cheers! The pandemic is over!” – Joann Pucello, Phonc Professional HOA Consultants, Inc.

“May the road of happiness lead you to beautiful things!” – Linda Sanchez, Ross Morgan & Company, Inc.

“Another 30 years!” – Gerard K. O’Donnell, Interpacific Asset Management

“CACM may the next 30 years be as great as the last 30 years!” – Antoinette Stratton, Balboa Management Group

“Good riddens Covid-19” – Valerie Vanhorn, Walters Management

“New friends, starting all over, and all that attended today” – Cynthia Solis, Jenkins Real Estate and Property Management

“Boards, managers, and vendors all working together to achieve quality in the communities” – Laurel Dial, Consensys Property Management

“Emily and her amazing fam” – Meredith Leatherman, Albert Management, Inc.

“To CACM’s 30 years and to the next 30 years of great services and education” – Robert Muratalla, Professional Community Management

“Getting together after Covid” – Cari Burleigh, Seabreeze Management Company

“The resilience and courage of the American people” – Marina C. Masar, Dynamic Property Group

“Gathering again, mask free” – Roseanne Zemming, Cannon Management

“Friends, family & Jenkins” – Charla Duncan, Jenkins Real Estate & Property Management

“Happy 30th!” – Kaylynn Hudson, The Management Trust

“Life! It is too short, live it today before it is gone & smile” – Stephanie Schumann, The Management Trust

“Epsten!” – Brian C. Blackwell, West Coast HOA Management Firm, Inc.

“Finally being all together again” – Heather Panek, Cannon Management

“To old friends” – George Gallanes, Weldon L. Brown Company, Inc.

“It’s all going to be ok!” – Jessica Williams, The Prescott Companies

“Happy dirty 30!” – Paola Scrimsher, The Prescott Companies

“Health, love & happiness” – Dawn Livingston, GRG Management, Inc.

“To get rid of the Covid pandemic!” – Michelle Espinoza, Powerstone Property Management

“Positive happy today, tomorrow & always!” – Maria Miller, Niguel Shores Community Association

“49ers winning the Super Bowl” – Kelly Thompson, Action Property Management, Inc.

“Blessing of children” – Brenda P. Wesley, Weldon L. Brown Company, Inc.

“Erin GoBragh! May the luck of o’ the Irish be with us for another 30 years!” – Janine Weston, Hammer Real Estate

“Live music” – Rebecca McDonald, Walters Management

“Live life like there is no tomorrow. Never know what tomorrow will bring” – Christina Mercer, Powerstone Property Management

“Family’ – Salle Yerumyan, LBPM Properly Managed

“Covid almost over!” – Hugo Herrera, LBPM Properly Managed

“Continuing zoom meetings” – Catie Contreras, Action Property Management, Inc.

“Ukraine” – Jenny Mucha, Lake Forest II Master Homeowners Association

“Life is beautiful and so are you!” – Julie Gould, Pernicano Realty & Management, Inc.

“Our friend of many years, we miss you Brenda!” – Nancy Blasco, Stone Kastle Community Management, Inc.

“For the next 30 years. Meow!” – Grace Babcock, The Management Trust

“Life!” – Christie Alviso, Stone Kastle Community Management, Inc.

“Cheers to waking up to another day” – Dee Rowe, Walters Management

“Happiness, health, love & life” – Deena Arvizu, Walters Management

“Unity & equality” – Leeann Polarek, Baldwin Real Estate Management

“Professionalism and growth in an amazingly important industry” – Kelly McGalliard, PGA West Residential Association, Inc.

“Peace and health for everyone!” – Angelica Chacana, LBPM Properly Managed

“Health & happiness for a better 2022!” – Carol Calhoun, Associa Desert Resort Management

“Being able to see all our colleagues again” – Jamie Kim, Walters Management

“The dog poop that will still be on the lawn on Monday” – Debbie Graffam, Next Step Community Management

“The house always wins!” – Alysia Dale, Powerstone Property Management

“Sun City Lincoln Hills!” – Staci Erksine, Sun City Lincoln Hills Community Association

“Cheers to learning zoom!” – Tiffani Santiago

“A great dress!” – Kara Wright, Powerstone Property Management

“Waking up!” – Robert E. Sides, Regatta Seaside HOA

“A successful and healthy year to all of our friends, family & business partners!” – Ashley Herrera, Powerstone Property Management

“Living life” – Kimberly Harrigan, Camco Condominium Association Management Company

“Getting together!” – Maria Grant, The Management Trust

“More business account money!” – Marinel Castillo, LBPM Properly Managed

“Good times to come in future years” – Marilyn Smith, Powerstone Property Management

“Love each other” – Nicole Villegas, GRG Management, Inc.

“Covid is behind us!” – Jerry C. Storage, Desert Princess

“The amazing people that work in this industry. You are the reason I am able to do my job…seriously” – Vanessa Silva, The Management Trust

“Good health” – Miguel Torres, Powerstone Property Management

“Continual Growth” – Linda Sok, CondoServices

“30 more years” – Pam Cooper, Accell Property Management

“Life. Life is precious. Cherish every moment” – Amethyst Schy, The Management Trust

“God bless Ukraine” – Jerry McDonald, Coronado Shores Landscape & Recreation

“Life” – Amy Yankauskas, The Management Trust

“MLB coming back. Go Angels” – Mallory Whalen, Associa Equity Mangement & Realty Services

“Civility & restraint” – Devon Nichols, Powerstone Property Management

“Cheers to 30 years” – Kari Martin, The Management Trust

“30 years to CACM” – Brenda Baker, Condominium Management Services

“Pivot through 2022 – soar for the sky! The Sky’s the limit” – Amelia Marques, Huntington West Properties, Inc.

“Where would I be without you!” – Sheryl Kaonis-Rochon, EBMC

“Taking life to the next level. Surpassing all my wildest dreams” – Claire Hosking, Summit Property Management, Inc.

“Me & you” – Ana Ryustem, Interpacific Asset Management

“To those I loved & lost. Till we meet again” – Kathleen Wright, North Coast Village HOA

“Being in person again!” – Alyssa Carle, Powerstone Property Management

Epsten, APC & CAI San Diego Joins the Fight to End Hunger in San Diego

CAI is asking our community to help the Jacobs & Cushman San Diego Food Bank and their North County Food Bank chapter provide emergency food to vulnerable families affected by the COVID-19 Coronavirus pandemic. These Food Banks comprise the largest hunger-relief organization in San Diego County, and distribute food to those in need at 200 distribution sites across the county as well as through 500 nonprofits with feeding programs.

Monetary donations received by the North County Food Bank will be used to purchase food items to be given to those in need. Actual product mix and quantities purchased may vary. Donations are tax deductible to the extent allowed by law. The North County Food Bank is a chapter of the Jacobs & Cushman San Diego Food Bank which is a 501(c)(3) organization. Tax I.D. number: 20-4374795.

Sign ups for the August 8th volunteer shifts open on July 9th via sdfb.volunteerhub.com/account/signin using join code: cail

Epsten, APC Blood Drive

WHAT: Epsten, APC is hosting a blood drive in partnership with San Diego Blood Bank.

WHEN: February 17, 2021 from 10:00 AM – 3:00 PM

WHERE: Epsten, APC, 10200 Willow Creek Road Suite, 100 San Diego, CA, 92131.

NOTES: Anyone 17 and older who weighs at least 114 pounds and is in good health may be eligible to donate blood. A good meal and plenty of fluids are recommended prior to donation. All donors must show picture identification. Donors are encouraged to schedule an appointment to donate, but walk-ins are welcome.

Sign Up/Schedule: https://www.mysdbb.org/donor/schedules/drive_schedule/68714

Donor Information: https://www.sandiegobloodbank.org/donors/blood-donor-requirements

For more information, visit www.sandiegobloodbank.org or call 1-800-4MYSDBB (1-800-469-7322).

Donating blood is an easy and convenient way for you to make a lasting difference for someone in need. If you have never donated blood before, make a commitment to save a life on 02/17/2021. Check out these FAQs and make your appointment today.

When you donate blood, you are helping people in our community like two-year old Josiah pictured here.

Josiah was diagnosed with a one in a million brain tumor that spread to his spine and lower back. He is undergoing chemotherapy and has since received more than 20 transfusions of both blood and platelets. He still has a difficult road ahead and will likely require many more transfusions to help heal his body during his battle with cancer.
Thank you for joining us in saving lives.

Team EG&H is Going Pink!

Clients, Colleagues & Friends are invited to participate in this year’s Making Strides of San Diego Breast Cancer 5k Walk on Sunday, October 21st.

Please join us in any of the following ways:

Walk with us!
- The walk starts at 7:30 a.m., registration is FREE and there is no minimum fundraising requirement.
- Friends and family are welcome to walk with us too!
- All participants who register by October 1st will receive a free t-shirt.
- Plus, Epsten will donate $25 for every client manager and/or board member that walks with us!
- Register Now!

Donate Online to support Team EG&H and those affected by Breast Cancer

Share with others to join us!

For more information, please view our team page: http://main.acsevents.org/goto/TeamEGH