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Comsource, 3414 Morningwood Drive, Olney, MD (2026)

10/09/2026

Contributed by Ronda Theisen

A little more than 10 years ago, my community association was sacked by our management company. It wasn’t personal. The company had enough of our dysfunctional board and terminated the contract after only one year. It was a fulfilling community redemption arc when I found myself accepting the Homeowner Leader of the Year Award at CAI’s 2025 annual conference.

Built in the early 1970s, the 100-unit high-rise where I bought a unit in 2013 sits along the Truckee River in Reno, Nev. I was elected to the board in 2015.

The peaceful setting belied a seething undercurrent of hostility. Our board was toxic. We drove off our attorney. I lost sleep. I even feared for my safety. Getting dumped by our management company was the last straw. Three months into my term, I quit.

Resigning from the board didn’t solve any problems. The dysfunction intensified. The resignation created a bitter divide in the community that would take years to heal. In the meantime, the association was frozen in place, the heated language hurled at loud and long meetings was incapable of producing a thaw.

When I quit, I thought I could prompt change from the outside. I challenged board decisions. I exposed violations of statutory law and our governing documents. In short, I was the owner every board hates.

Worse yet, even when I was right, I was ineffective. Off the board, I had the power to disrupt everything but not the power to change anything.

Knowledge became my ally and gave me confidence to keep at it. I took multiple CAI classes and earned the Dedicated Community Association Leader designation from CAI’s Nevada Chapter. I decided to give board service another try. Three years after I resigned, I was re-elected.

Healing our community’s divide began with treating each other with respect, especially when we disagreed. Our community was so used to eye-rolling, gum-smacking vitriol that civility caught them by surprise.

It took a couple of recalls and resignations, but the culture slowly shifted. Modeling good behavior begets good behavior. Change comes from the inside and is contagious. It comes from average people willing to become the leaders their community needs.

I learned a lot from this experience, particularly the value of education, transparency, and civility. I also learned the importance of not giving up. I shouldn’t have resigned in the face of adversity. Instead of finding a way to work through my board’s dysfunction, I left the sore to fester. I thought our problems were unique and I was alone.

I realize now that with a little more time I would have learned from our common experiences and developed the knowledge and skills needed to govern effectively. I might have spared my community years of discord.

From walking away to walking across a stage to accept an award, it has been quite a journey. Was it cosmic irony? I like to think of it as community redemption.

Ronda Theisen is president of the 1200 Riverside Drive Community Association in Reno, Nev

10/06/2026

Sometimes, an important part of legislative advocacy involves swapping state fair stories.

During the 2026 CAI Congressional Advocacy Summit, advocates took a few moments to share their fond memories of attending the Minnesota State Fair and sampling popular treats, such as cheese curds, before getting down to business.

The friendly exchange highlighted the value of building connections and nurturing relationships with congressional staff and lawmakers when discussing issues important to community associations.

More than 100 advocates from 27 states and the District of Columbia gathered on Capitol Hill last week to educate federal lawmakers and their staff on policy issues affecting those living and working in communities nationwide and to ask for their support on several priorities affecting associations now before Congress.

During meetings with staff from Minnesota representatives Ilhan Omar and Tom Emmer, Alyson Astleford, CMCA, AMS, PCAM, Chris Charbonneau, CMCA, and Jim Rosvold, CMCA, AMS, PCAM, kibitzed while soliciting congressional support on several key industry issues. They each brought their own informed perspectives to the breezy discussion. Their low-key, affable style smoothly combined industry knowledge with humble, succinct requests. They didn’t just ask for something; they deftly posed questions and subtly built on previous conversations with staffers.

The interactions illustrated an astute and effective way of approaching advocacy. Successful activism is a sophisticated blend of easy banter, information, and relationship building. The Minnesota trio offered a master class in graceful industry advocacy during the summit in Washington, D.C.

Federal disaster relief, insurance and housing affordability, condominium financing and safety, amateur radio, and the repeal of the Corporate Transparency Act were among the federal priorities advocates addressed during the summit. Many of these issues have been on the congressional docket in the past, but the history may be helpful in cementing awareness of the industry and cultivating long-lasting relationships with lawmakers and their staff that will foster future legislation protecting community associations.

10/02/2026

Contributed by Holly Lull, CMCA, AMS

Developing and implementing well-crafted policies is a cornerstone of successful community association governance. Thoughtful policies protect the association and enhance the overall quality of life for residents. Boards should have clear policies and procedures for governing operations, decision-making processes, rules enforcement, and financial management.

Well-crafted policies provide consistency, fairness, and clarity, and help manage expectations. Well-defined guidelines can help protect property values by ensuring everyone understands and follows agreed-upon community-wide standards. There are several important areas to develop strong policies:

Membership meetings. These policies should aim to define how community meetings are conducted, covering topics such as scheduling, quorum requirements, voting procedures, and transparency. Consideration can be given to setting agendas and rules for speaking during open forums.
Elections and voting. The board should consider a separate policy for nominating candidates, running fair elections, and recording results. It can include specifics on voting eligibility, ballot formats, and how to handle contested elections.
Board meetings. These policies cover the frequency, format, and conduct of board meetings and would detail how members can add to the agenda, rules for speaking, voting procedures, and transparency.
Committees. These include procedures for forming and managing committees, identifying committee purpose and authority, member selection, meeting protocols, and reporting requirements to the board.
Communication. Establish communication protocols through newsletters, emails, websites, or physical mail. This may include guidelines for emergency notifications and routine updates. The board also can consider creating a social media policy to maintain a positive and respectful digital environment.
Document retention and member access. These include guidelines for how long various association documents must be kept, stored, and discarded. These also should include how members can submit official requests for reviewing documents.
Privacy and data security. These policies protect the personal information of homeowners and ensure compliance with privacy laws.
Writing policies is typically a collaborative effort involving the association board, committees, management, and an attorney. When differing views emerge, consensus-building is crucial. Seek homeowner input before finalizing a policy. Conducting surveys, holding open forums, or forming advisory committees are constructive ways to gather feedback. Community involvement fosters transparency and trust.

Policies should be specific to provide clear guidance yet flexible to accommodate unforeseen circumstances. Key elements include purpose, scope, procedures, consequences, and review mechanisms. Policies should be realistic, enforceable, and aligned with the community’s needs. All guidelines must comply with fair housing laws, respect homeowners’ rights, and avoid calling out specific groups of people.

Policies are not static. Regular reviews determine if they remain relevant and effective. They also should be easily accessible to all homeowners on the community website, in welcome packets distributed to new homeowners, or on file at community centers.

Holly Lull is with Associa in Youngsville, N.C.

09/29/2026

Contributed by Michelle Jones, CMCA, AMS, LSM, PCAM

Community association managers have a unique vantage point, seeing the moving parts from budgets and maintenance schedules to policies and strategic plans. More importantly, managers also see the people behind them.

As we prepare to mark National Good Neighbor Day on Sept. 28, a manager’s role makes it clear a successful community is never the result of a single office, board, or decision. It takes a village. Community managers and board members must be the catalyst for that collaboration.

On paper, managers work together with boards to protect property values, maintain common areas, enforce governing documents, and ensure financial stability. Those are critical functions that rightfully demand attention.

However, the true measure of a community and its leadership is found in how residents experience where they live. It’s in whether they feel connected, respected, and proud to call their community home.

Managers and board members have a critical responsibility to ignite and foster a sense of community and collaboration. At the intersection of governance and daily life, managers work closely with the board, business partners, and support staff while engaging residents and trying to balance consistency with empathy.

Policies and how they’re applied matter. Communication and how it’s received matters. Every interaction is an opportunity to build trust or erode it.

Strong leadership in a community is about coordination and collaboration. It’s about aligning efforts so that everyone from board members, committee volunteers, business partners, and residents feel like part of the same team.

One of the most valuable things leaders can do is create opportunities for residents to connect. I’ve seen firsthand how events, committees, and informal gatherings change the tone of a community. Events such as casual conversations, association living 101, food truck Tuesdays, book clubs, and walking clubs help bridge the gaps and dissolve preconceived notions.

When residents know each other and feel they’re part of something greater, challenges are easier to navigate. Conversations replace complaints. Collaboration replaces conflict. Connection doesn’t happen by accident; it’s cultivated.

A community is made up of diverse perspectives, and not every decision will satisfy everyone. Part of our responsibility is to navigate those differences with fairness and transparency.

That means listening to understand, not just to respond. It’s explaining decisions clearly and acknowledging concerns with empathy. It also means recognizing that behind every email or phone call is a person who cares deeply about where they live.

No leadership team can create a thriving community alone. The most successful communities are those where residents choose to engage by attending meetings, volunteering, sharing ideas, or simply engaging with one another.

When residents participate, the entire dynamic shifts. The association embodies partnership, and the community starts to feel like a village. Community managers and board members must be the catalyst by creating, encouraging, participating in, and fostering those opportunities.

We must create an environment where people feel connected, supported, and invested in a shared future because no policy or project defines a neighborhood as much as the people who live within it.

From a leadership perspective, the most important thing we can build is a community that understands, embraces, and lives the idea that it truly takes a village.

Michelle Jones is general manager at the Lake Linganore Association in New Market, Md.

09/25/2026

Contributed by Tom Krieger

Many articles and books have been written about community association budgeting. While these resources are helpful and informative, they don’t tend to focus on real-world applications.

When my community association develops its annual budget and determines necessary increases in maintenance fees, it’s not just about balancing numbers. Boards must balance financial responsibility, transparency, and resident expectations. It’s about communication and shared decision-making with residents. This process is essential to maintaining our community’s financial health, consistently delivering services, and protecting and enhancing property values.

Our community structure sets us apart from many associations. As dictated in the bylaws of our 53 year-old master association, the community consists of 18 subcorporations, referred to as sections.

Each section is governed by its own board and operates under a unique set of governing documents. The sections are responsible for maintaining and overseeing certain common elements and services. The master association is responsible for large-scale operations including the preparation and adoption of the annual budget. It also establishes each owner’s share of common expenses and manages the upkeep and maintenance of common property.

Our budgeting process officially begins mid-summer with an initial meeting with the management company. This meeting involves a review of the current budget, actual expenditures to date, and identification of future financial needs. These discussions include contract renewals and pricing, capital projects, and major repairs or replacements.

In August, a new master board is elected for the upcoming year. The treasurer then appoints the budget committee consisting of management company representatives, board members, and homeowners with experience with the type of budgeting the master association uses or financial backgrounds. The budget committee meets over a six-week period to discuss and develop a plan to present to the community.

The committee reviews the proposed budget considering HVAC upgrades, pool maintenance, paving roadways, and replacing items the reserve study indicates such as kitchen appliances, computers, clubhouse flooring, ceiling tiles, and carpeting.

The cost of commercial insurance gets the most attention, which has risen 64% over the past two years to become the largest expense item in our budget. To save money, we’ve done away with manned security and reduced security costs by approximately $250,000 annually.

Once an internal budget draft is finalized, it is submitted to the full association board for further evaluation, discussion, and changes. While the cost of living has risen over the past several years, we’ve been able to keep assessment increases to 3% or less each year.

From there, the process is guided by the community’s bylaws, which establish clear timelines and procedures. The proposed budget is presented to the council representing all 18 sections and distributed to homeowners. A 30-day comment period allows for feedback, questions, and final revisions before a final vote by the full board at an open meeting.

The budget process runs from August through November and ensures careful planning and transparent communication. The finalized budget takes effect in January. We feel this process works well with various check points, transparency, and the opportunity for questions.

Ultimately, a well-crafted community budget reflects shared priorities, safeguards essential services, and supports long-term sustainability. Through planning, participation, and transparency, we help ensure Clearbrook continues to be a vibrant, well-maintained place we are proud to call home.

Tom Krieger is the board treasurer of the Clearbrook Community Association in Monroe Township, N.J.

09/22/2026

Contributed by Gary Porter, RS

When dangerous wildfires swept through Los Angeles County last year, they destroyed more than 16,000 structures within 48 hours. Wildfires are a continual threat for communities in parts of the country, and it’s important to take steps to protect lives and property. September is National Preparedness Month and provides opportunities to implement critical lessons on wildfire mitigation.

Following the Los Angeles fires, the Insurance Institute for Business & Home Safety conducted detailed investigations into the damage. They examined 252 properties and collected more than 60 data points. Their findings identify three factors that determine whether structures survive: separation, connective fuels, and building materials.

The research quantified how building spacing affects survival. At separations of less than 10 feet, even homes with four wildfire-resistant features had less than a 50% chance of avoiding damage. When density cannot be changed, managing connective fuels and hardening buildings becomes critical.

Nearly every property surveyed had combustible materials within 5 feet of buildings. Everyday items became deadly fuel sources: trash bins, deck furniture, hot tubs, and decorative pergolas. Fences proved particularly problematic. Investigators repeatedly found vegetation growing along noncombustible fences. Fire used these vegetated fence lines as pathways through neighborhoods.

The report found few structures incorporated comprehensive protection systems. The data is clear: Structures with four kinds of wildfire-hardening characteristics had a 54% chance of evading damage under severe conditions. Structures with only one or two features had just a 36% survival rate.

Windows were often the first to fail. Single-pane or annealed glass cracked under heat. Vinyl frames softened, causing panes to fall out. Metal-framed windows with tempered glass performed significantly better.

Vents represented widespread weakness. Nearly all surveyed structures either lacked mesh screens or had openings larger than the recommended 1/8 inch, allowing ember entry into attic spaces.

Doors showed vulnerabilities at thresholds where embers accumulated, igniting from the bottom up.

Eaves were frequently open, providing flame pathways to roof assemblies.

Based on the report’s findings, here are practical steps associations can take to mitigate damage:

Immediate actions:

Replace all vent screens with 1/8-inch mesh or ember-resistant vents.
Remove all combustible materials within 5 feet of buildings.
Reduce Zone 1 vegetation density; keep fuel coverage below 25%.
Move trash enclosures, bins, and furniture away from buildings.
Establish continuous debris removal from roofs, gutters, and landscape areas.
Medium-term improvements:

Upgrade to multipane windows with tempered glass and noncombustible frames.
Install fire-rated exterior doors (minimum 20-minute rating).
Inspect fire doors in high-rise buildings regularly.
Enclose open eaves during building renovations.
Maintain vegetation-free zones along all fence lines.
Long-term planning:

Prioritize fire ratings in capital planning for roofs, siding, and windows.
Develop comprehensive fire mitigation plans addressing all three pillars.
Coordinate with neighboring properties on shared risk reduction.
The most important lesson is that piecemeal mitigation fails. For associations, the challenges lie in coordinating improvements across buildings and securing funding. Empowerment comes from recognizing maintenance standards, landscape policies, and capital planning provide control over many protective factors.

While wildfire risk cannot be eliminated, community resilience can be dramatically improved through systematic mitigation. The time to act is now. Review properties for connective fuel pathways. Audit buildings for vulnerable components. Develop multiyear plans to strengthen defenses systematically.

Gary Porter, CEO of Facilities Advisors International in North Las Vegas, Nev., is a CAI past president and founding member of the CAI California Channel Islands Chapter.

09/17/2026

Contributed by Tyler P. Berding, Esq.
The condo collapse in Surfside, Fla., has forced community association residents, board members, and managers to reevaluate long-term maintenance and repair, yet even before the tragedy, the concern for the longevity of essential components has been rising in recent years.

Many community associations conduct regular reserve studies or use other means of projecting the cost of long-term maintenance and repair. In some communities, for several reasons, there isn’t always enough funding for that work, let alone for unexpected repairs. Damage can be found on structural elements as well as plumbing and electrical systems. Defects in foundations from soil subsidence can progress slowly for years. The expense of dealing with these issues, when finally discovered, can be exorbitant.

Addressing unexpected maintenance often results in boards having to approve large special assessments, which can cause a financial strain to homeowners. The Foundation for Community Association Research’s Breaking Point report, released in 2020, details why the unanticipated expense of repairing hidden damage can be so overwhelming.

The study, which surveyed 47 community associations in the U.S., found that 81% reported unanticipated infrastructure issues in a recent three-year period. Eighty percent identified having adequate reserves as their top concern, while around half believe that their reserve funding would be unable to cover significant unplanned repairs.

Boards and owners may be reluctant to raise assessments, even to stay ahead of inflation, resulting in a growing gap between repair expenses and available reserve funding. If reserves funding for known future maintenance is inadequate, there’s even less consideration for unknown or hidden problems.

Deferred or hidden damage happens over many years during the period of ownership of many previous owners, who may be unwilling to pay for maintenance and repair projects that may not occur for a decade or more. When that damage is discovered, it is always the present owners who must pay a special assessment or higher regular assessments to amortize a bank loan to fund the repairs.

Boards, community managers, and other professionals must consider the long-term needs of the community. One of the primary responsibilities of every community association board is to protect and sustain the infrastructure to benefit present and future owners. They fail that responsibility if maintenance and repair is deferred or damage remains undetected.

The Foundation’s report recommends that community associations commission more frequent and thorough inspections; early detection of hidden damage might allow more cost-effective maintenance and repair now than in the future. In addition, some of the positive outcomes reported by surveyed communities to address aging infrastructure include:

Designating more money to reserves.
Conducting reserve studies more frequently.
Creating formal project plans before commencing work.
Planning necessary work in phases rather than delaying maintenance and repair.
Educating homeowners and communicating frequently about the community’s maintenance needs.

09/15/2026

With September being National Preparedness Month, Americans can take action to promote emergency planning and disaster relief in the event of hurricanes, wildfires, and floods, which have caused an estimated $414.4 billion in damage across the U.S. from 2013 to 2018, according to data from the National Oceanic and Atmospheric Administration. As natural disasters become more frequent and destructive, it’s important that community associations adopt a comprehensive plan to prepare, respond, and recover from these extreme weather events.

Community association residents and leaders also should be aware that the Federal Emergency Management Agency does NOT reimburse community associations that remove debris from private roads. CAI strongly encourages board members and managers to review the guidelines for removing debris.

In addition, here are some steps homeowners can take to prepare for a natural disaster.

Hurricanes

Gather supplies in an emergency kit to last at least three days, including food, water, flashlights, batteries, cash, first aid supplies, and medications. Also gather supplies for pets, if any, and store important documents.
Bring inside loose, lightweight objects that could become projectiles in high winds (e.g., patio furniture, garbage cans) and anchor objects that would be unsafe to bring inside (e.g., propane tanks).
Take refuge in a designated storm shelter or in a secure room inside your home that is windowless and not at risk of flooding.
Cover windows with wooden panels or storm shutters.
Document any property damage with photographs. Contact your insurance company for assistance.
Floods

Know the types of flood risks in your area by visiting FEMA’s Flood Map Service Center.
Purchase or renew a flood insurance policy through the National Flood Insurance Program. Homeowner’s insurance policies do not cover flooding.
Keep important documents in a waterproof container. Create password-protected digital copies.
Protect your property. Move valuables to higher levels. Declutter drains and gutters. Install check valves and consider a sump pump with a battery.
If trapped in your home, go to its highest level. Do not climb into a closed attic, as you may become trapped by rising floodwater. Go on the roof only if necessary and signal for help.
Wildfires

Fireproof your home by covering outdoor vents, removing dry leaf and tree debris, mowing and watering lawns regularly, and using fire-resistant materials to make repairs or replacements.
Keep fuel sources at least 100 feet away from your home.
Keep important documents in a fireproof safe and make digital copies.
Designate a room that can be closed off from outside air. Close all doors and windows. Set up a portable air cleaner to keep indoor pollution levels low when smoky conditions exist.
Review insurance coverage to make sure it is enough to replace your property. Document damage with photographs.
For tips on how to make an emergency plan fit for your community association and prepare for other types of disasters, visit CAI’s Community Disaster Preparedness & Relief page and Ready.gov.

09/11/2026

Contributed by Tori E. Perano, CMCA, AMS
Committees are the backbone of many successful community associations. When managed correctly, they provide an important voice and opportunity to contribute to residents, create a conduit to leadership positions, and benefit association operations by tackling short- and long-term tasks.

To establish a committee, board members first must look for any guidelines contained in the governing documents that outline the details of each committee, such as the number of members, their duties and responsibilities, and procedures for removal of committee members.

If the governing documents are silent about committees, then the board would need to create a charter—a document that states a committee’s purpose, member roles and responsibilities, and limits of authority. Each committee should have an organizational structure where there is a chair, vice-chair, and secretary; some may have a treasurer depending on their purpose.

Committees can advise and assist the board in conducting association operations, including architectural review, covenants enforcement, communications, maintenance, safety, recreational and social events, finances, and elections. When they have their own unique responsibilities, committees take the pressure off the board, allowing it to focus on high-priority items and ensure the community functions properly and efficiently.

Committees can bring in volunteers with specific skills. For example, a homeowner with a background in engineering or architecture would be a tremendous addition to the architectural review committee. Hiring outside experts is absolutely necessary, but taking advantage of your internal experts, when appropriate, could save the board time and money.

When initially established, it’s a good idea for the board to sit with all committee members to review how it works, guidelines and procedures to follow, and actions that will require board approval. It’s also important for boards to ensure that a committee’s tasks do not overlap with those of another committee.

Another way to maximize effectiveness is to confirm there are enough members to handle the assigned duties. The last thing a board wants is to have one person on a committee feeling all of the pressure, resulting in him or her resigning due to lack of help. Committees of three to seven members help ensure tasks are spread out.

Lastly, the board should show appreciation for the work that committees do at least once per year through a newsletter article, a small gathering, or another form of recognition. This helps foster engagement and togetherness. Just like board members, committee members are volunteers who want to give back to their community.

Some associations may find it hard to get homeowners to volunteer, but promoting the importance and benefits of committees to association operations can cultivate a strong sense of community—a goal that all associations should aspire to achieve.

Comsource

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