Focus Magazine - July/August 2014

Focus

July/August 2014

L.A.’s Premier Source of Information for Community Associations

Rogue Directors Crime Scenes and Traumatic Accidents How to Survive an “Active Shooter” Event SAVE THE DATE:

San Fernando Valley HOA Marketplace Woodland Hills October 2

Crisis Management

Community Association Institute Greater Los Angeles Chapter

Presents

Thursday, October 2, 2014

Homeowners Association Marketplace

Hilton Woodland Hills 6360 Canoga Avenue Woodland Hills, CA 91367

FEATURING

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Enjoy Complimentary Hors d’oeuvres.

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Email your legal questions for the panel to joan@cai-glac.org for chances to win a Special Prize!

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PHONE: 818-500-8636 ONLINE: WWW.CAI-GLAC.ORG

2014 BOARD OF DIRECTORS OFFICERS Matt D. Ober, Esq., President Richardson Harman Ober, PC, 626-449-5577 Katy Krupp, President Elect Fenton, Grant, Mayfield, Kaneda & Litt, LLP, 949-435-3800 Michael Lewis, CCAM®, CMCA®, AMS®, PCAM®, Vice President Concept Seven, LLC, 310-622-7012 Joanne Peña, CMCA®, AMS®, PCAM®, Secretary Horizon Management Company, 310-543-1995 Gregg Lotane, CCAM®, PCAM®, Treasurer The Wilshire Condominiums, 310-446-5333 DIRECTORS Carol Brockhouse, AMS® CoastManagement.net Donald Campbell, CCAM®,CMCA®, AMS® Wilshire Regent HOA Tina Chu, Esq. Adams Kessler, PLC, 310-945-0280 Pamella De Armas SAX Insurance Agency, 310-740-4274 Robert Ridley, Esq. Castlegate HOA, 213-626-0291 Lynn Ruger Warner Club Villas HOA, 818-703-7090 Lisa Tashjian, Esq. Beaumont Gitlin Tashjian, 866-788-9998

CHAPTER EXECUTIVE DIRECTOR Joan Urbaniak, MBA, CMCA®

2014 COMMITTEE CHAIRS AWARDS Katy Krupp, Fenton, Grant, Mayfield, Kaneda & Litt, LLP COMMUNITY OUTREACH Meigan Everett, CMCA®, PCAM®, Gold Coast Property Pros EDUCATION Gerry Suenram, CCAM®, PCAM®, Action Property Management FINANCE Jolen Zeroski, CMCA®, Union Bank HOA Services GOLF TOURNAMENT Teresa Agnew, Roseman & Associates, APC LEGISLATIVE ACTION Lisa Tashjian, Esq., Beaumont Gitlin Tashjian MARKETPLACE Alan Denison, Stay Green Inc. MEDIATION SERVICES Matthew Grode, Esq., Gibbs, Giden, Locher, Turner, Senet & Wittbrodt, LLP

NEWSWORTHY 4 Rogue Directors: Managing the Crisis & Mitigating the Damage 8 Crime Scenes and Traumatic Accidents: What Community Managers Should Know 10 A Day in the Life of a Manager 12 How to Survive an “Active Shooter” Event 20 Critical Incident Stress Guide: OSHA’s Perspective 22 NEWS FROM SACRAMENTO 24 What is Critical Incident Stress Debriefing (CISD)?

26 What Is Your Company’s Crisis Plan?

CHAPTER UPDATE 2 Note from the Editor’s Desk 3 Message from the President

NOTEWORTHY 3 Essentials of Community Leadership Workshop 16 Highlights from CAI Golf Tournament 29 Playing By The Rules

FYI 30 CAI-GLAC’s 2014 Membership Recruiter Contests 31 CAI-GLAC Membership News 32 2014 Upcoming Events

On the Cover

Bridgeport Community Association Photo Courtesy of Russell Hoffman, PCAM Valencia Management Group

SAVE THE DATE: San Fernando Valley HOA Marketplace Woodland Hills October 2

32 Advertisers Index 32 Advertising Information

PROGRAMS/LUNCHEONS Linda Healey, CCAM®, PCAM®, The Californian on Willshire PUBLICATIONS Matthew Gardner, Esq., Richardson Harman Ober PC FOCUS Magazine Matthew Gardner, Esq., Richardson Harman Ober PC Membership Directory Stephen S. Grane, Alante/MCS Insurance Services Web Site Lynne Collmann, CMCA®, AMS®, Savoy Community Association SATELLITE PROGRAMS Gail Jones, CCAM®, CMCA®, AMS®, PCAM®, Valencia Management Group Craig Phillips, CCAM®, CMCA®, AMS®, PCAM®, International Tower Owners Assn.

This publication seeks to provide CAI-GLAC’s membership with information on community association issues. Authors are responsible for developing the logic of their expressed opinions and for the authenticity of all facts presented in articles. CAI-GLAC does not necessarily endorse or approve statements of fact or opinion made in these pages and assumes no responsibility for those statements. By submission of editorial content to CAI-GLAC, the author acknowledges and agrees to abide by the editorial and policy guidelines. Copyright © 2014.

SOCIAL Donald Campbell, CCAM®, CMCA®, AMS®, Wilshire Regent HOA Angel Fuerte, FRESHCO Painters Inc.

All rights reserved. Reproduction in whole or in part without written permission is prohibited. CAI is a national, not-for-profit association created in 1973 to educate and represent America’s residential community association industry.

WINE NIGHT Joanne Peña, CMCA®, AMS®, PCAM®, Horizon Management Company Jolen Zeroski, CMCA®, Union Bank Homeowners Association Services

National Office Address: 6402 Arlington Blvd. #500, Falls Church, VA 22042 Tel: 888/224-4321 • Web Site: http://www.caionline.org

CAI-Greater Los Angeles Chapter

STAY CONNECTED:

130 N. Brand Blvd., Ste. 305 Glendale, CA 91203 Office: 818-500-8636 Fax: 818-500-8638

July/August 2014 | www.cai-glac.org

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What is your Plan?

C

RISIS. Just the word is likely to make us uncomfortable as it evokes a flood of negative images of emergencies, dangerous situations or disaster scenes. The news is replete with workplace shootings, suicides and bomb threats.

In our professional roles as community managers, board members and employers in today’s world, it is increasingly likely

own experiences. Humor is definitely needed to make it through some of these situations! With his career experience in law enforcement, Joe Rodrigues walks us through how to survive an “Active Shooter” Event. This article made me shudder and look around my office with a new perspective. As you read, challenge yourself to consider what if that situation occurred in your building. Consider your community’s vulnerabilities and walk yourself through what you need to do to be ready.

Your plan shouldn’t end when the police leave and the scene is cleared. If a critical incident occurs in your workplace, chances are it will have an emotional impact on everyone involved. We have included two articles that discuss potential physical and psychological repercussions of FROM THE EDITOR’S DESK a crisis event and the process called Critical Incident Stress that some of us will be faced with a crisis Debriefing. The “Critical Incident Stress situation at some point. Most community Guide” from OSHA and an excerpted managers have formulated action plans in article “Critical Incident Stress Debriefing” place for common emergencies, but what from The Psychiatric Times provide outlines if you were faced with a crisis outside your on the process which provides help and experience or control? Frightened and upset support for people who have been through a residents will look to you for leadership and traumatic incident. The goal with this type direction. Time may be short; lives may of counseling is to help people who undergo be at risk. How quickly and effectively you trauma to recover and return to work and respond will be a direct result of thorough their normal lives as soon as possible. preparation and a well-conceived crisis Our final article discusses the importance management plan. Don’t stick your head in of communications in your company’s crisis the sand and hope for the best. Make a Plan! plan, and how to manage its formulation Crises come in any number of ways and and release. Information should be managed each requires an appropriate response. effectively and clearly, and with a great First off, Robert Hillshafer discusses the deal of forethought to minimize potential potential exposure a board and association damage, and protect the people and can face when a board member behaves in reputations of all involved. a manner which is potentially detrimental Thank you to all our contributors for to the association or inconsistent with bringing the sensitive issue of crisis board action or the association’s governing management to us all in a positive and documents. Next, Belfor’s Jeanie LaCroix constructive way. I hope everyone is gives us details on how crime scenes should inspired to make your Plan, and I hope you be managed, and who to call for clean-up. will never need it.

Several of your fellow managers contributed Best wishes, short articles — many of them light-hearted, — Jacklyn Wolf all respectfully anonymous—on their Guest Editor

NOTE

CAI-GLAC does not necessarily endorse or approve statements of fact or opinion made in these pages and assumes no responsibility for those statements. Authors are responsible for developing the logic of their expressed opinions and for the authenticity of all facts presented in articles.

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2014 CAI-GLAC Super Sponsors PLATINUM

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BRONZE Accell Property Management, Inc., AAMC Action Duct Cleaning Cleaning Co., Inc. California Safety Agency Cardinal Property Management, AAMC/ACMF CBI-Collins Builders, Inc. CommerceWest Bank FRESHCO Painters Inc. International Realty & Investments MeterNet Sub-Metering & Billing Solutions Mission Landscape Services Poindexter and Company, CPAs Richardson Harman Ober PC Rose Paving Company, Inc. Silldorf & Levine, LLP South Shore Building Services, Inc. The Termite Guy & IRC Services Three Phase Electric We thank our 2014 sponsors who have made a substantial contribution to ensure our continued success this year.

Contact the Chapter Office at 818-500-8636 to sponsor a program or an event.

CAI-Greater Los Angeles Chapter

MESSAGE

FROM THE PRESIDENT

CAUSES GREATER THAN OURSELVES

I

N JULY, OUR CHAPTER PARTICIPATED in the American Cancer Society’s Relay For Life. Dedicated members of our Chapter took part in a 24-hour walk-jogrun (and schmooze) relay to raise funds for a worthy charity, to celebrate the many brave cancer survivors among us, and to honor the memories of those who have passed on too soon. It was a great moment for our Chapter in that it demonstrated the great things we can do as individuals when we come together for a cause much

greater than ourselves. Many thanks to Meigan Everett, Joanne Peña and the team of volunteers for your efforts.

In our daily grinds as community association managers, business partners, or board members, we often find ourselves mired in the mundane day-to-day tasks of our jobs, not necessarily connected to the good we are doing for others through our particular trade, business or association—that is until we find that project, that event or that “cause” that is greater than ourselves. In taking on the subject of Crisis Management in this issue of Focus, we present to you an opportunity to step away from the routine tasks of your job and engage yourself in a greater cause—one that involves caring for the health and safety of others.

The topics addressed in this issue will help you to begin thinking about Crisis Management. Whether for co-workers, clients or community members, developing and implementing a crisis management plan will help guide those around you in a time of need, and enable you to protect others when the unthinkable happens. You owe

it to yourself and your communities to take time now to be prepared. Make it your cause to create your crisis management plan.

I extend a special thank you to our Guest Editor, Jacklyn Wolf of Stonemark Construction Management. Jacklyn is a longtime Chapter member and past president who brings a unique perspective to this issue of FOCUS. We appreciate her time and talent.

Best, — Matt Ober, Esq., CCAL President

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July/August 2014 | www.cai-glac.org

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ROGUE DIRECTORS:

M ANAGING THE CRISIS & MITIGATING THE DAMAGE >>>By Robert D. Hillshafer, Esq. ■■ Attempting to pressure or influence other directors when the rogue director has a conflict of interest on a particular matter of business; ■■ Unilaterally imposing disciplinary action on members without due process and board approval; or

A

LTHOUGH IT IS NOT necessarily a routine occurrence, a community association director going “rogue” and potentially wreaking havoc within an association happens often enough that managers and board members should be aware of the possibility, and have potential strategies for controlling the situation and mitigating the harm which has been or could be caused by the rogue director.

A “rogue” director can be described as any director who is acting unilaterally without the consent, authority or approval of a majority of the board of directors on which he or she has been elected to, in a manner which is potentially detrimental to the association or inconsistent with board action or the association’s governing documents. Such conduct is outside the normal course and scope of a director’s duties and responsibilities and is likely to violate the director’s fiduciary duty to the association by creating potential liabilities for the association and may ultimately not be protected by the association’s errors and omissions insurance for directors.

WHAT IS “ROGUE” CONDUCT? Before you can deal with it, you need to have an idea of what constitutes “rogue” conduct. Some common examples of “rogue” conduct by directors include: ■■ Making public statements concerning association policies or actions which misstate or are contrary to the position of the board majority or which create potential liability; ■■ Disclosing confidential information provided to the board from legal counsel or related to contract negotiations, personnel matters or disciplinary action against members; ■■ Unilaterally entering into agreements with association vendors for services or materials without board approval; ■■ Disrupting board meetings by combative, hostile, violent or inappropriate behavior;

■■ Unilaterally approving architectural applications without proper review.

Each type of conduct described above can result in the association being liable to others for a director’s actions or can result in the association losing business opportunities or being responsible for contractual obligations that harm it financially.

The purpose of this article is to discuss what to do when a board or a manager learns of such behavior or is concerned that it may occur. Unfortunately, many times the situation is one simply of crisis management after the fact and sometimes mitigating the situation is very difficult.

WHAT CAN OR SHOULD THE BOARD DO? It is obvious that there isn’t necessarily a simple or universal solution when this type of situation arises, but one thing the board or a manager should definitely consider is contacting the association’s legal counsel for assistance in dealing with the problem board member and developing a strategy to control the director and mitigate the damage caused.

Apart from counsel having the legal background to provide solid advice on a case-by-case basis, using legal counsel to communicate with the rogue director has several distinct advantages. One is that the association’s attorney can convey the seriousness and implications of the conduct to the director with authority, including an explanation of the potential consequences of the conduct, which may and should grab the director’s attention and make them concerned about possible personal liability for the conduct. A second advantage is that it removes the other individual directors (board majority) and management from the role of directly communicating with the hostile or adverse director and forces the director to deal with someone that should not be easily swayed or intimidated.

Experienced general counsel will have dealt with most types of rogue director situations and should have reasonable recommendations for handling them.

CONTINUED ON PAGE 6

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CAI-Greater Los Angeles Chapter

REPRESENTING HOMEOWNER ASSOCIATIONS THROUGHOUT SOUTHERN CALIFORNIA SINCE 1982:

We provide our clients with a full range of services including: • FINANCIAL MANAGEMENT • ADMINISTRATIVE MANAGEMENT • FULL SERVICE HOA MANAGEMENT As pioneers in HOA Management, we are constantly striving to provide the highest quality service to our clients while acting in the most professional and courteous manner; conducting our business with genuine care and regard for the communities we serve.

Being one of the biggest has not made us the best; being the best has made us one of the biggest!

CAI-Greater Los Angeles Chapter

July/August 2014 | www.cai-glac.org

5

ROGUE DIRECTORS: MANAGING THE CRISIS AND MITIGATING THE DAMAGE CONTINUED FROM PAGE 4

CENSURE LETTERS Depending on the nature of the rogue behavior, the responsive action will vary significantly. For example, when the behavior doesn’t necessarily have widespread impact or damage, such as poor conduct during meetings or misstating board policies or positions, a “censure letter” may suffice to control the situation. A censure letter is generally written by legal counsel to the rogue director and copied to the rest of the board and it outlines in detail the offensive conduct and explains why such conduct is inappropriate and unacceptable for any director on the board. The censure letter will usually explain what the legal and fiduciary obligations of the director are in the context of demonstrating undivided loyalty to the corporate entity and undertaking no actions which could potentially expose the association to risk of claims against it. Censure letters are confidential and should not be made public.

Such letters will also discuss the potential liability implications for the association and the individual director, including the possibility that if claims are asserted against the director or association, liability insurance coverage may not cover the claim or provide a defense. Finally, the censure letter will advise the rogue director of the consequence of not ceasing or correcting such behavior in the future, which will be discussed below. Sometimes, depending on the severity of the action, a censure letter will include a demand that the director resign or be subject to public action to address the rogue behavior. The effectiveness of this approach is directly related to the personality of the rogue director.

REMOVAL OF DIRECTOR FROM BOARD OFFICE Note that I am referring to removing a director from a board office, not the removal from the board as a whole.

Unfortunately, there are very limited instances that a board majority can actually cause a director’s removal from the board itself, which are usually set forth in the association’s bylaws, and which are often limited to being convicted of a crime or being judged incompetent. However, upon a majority vote of the board, a director may be removed from holding a particular office, such as president, secretary or treasurer. Often the “rogue” director is the board president, in which case the removal as president, which necessarily is disseminated to the membership, sends a significant message that can bring the director under control. But such a removal is largely a symbolic gesture by the majority that does not otherwise impact or impair the director’s service on the board, access to confidential information or records, or voting on association business.

RECALL ELECTIONS One of the most potent and direct manners of dealing with rogue behavior is to subject the director to a recall election by

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the members. Pursuant Corporation Code Section 7222 there are provisions for as little as 5% of the members to call for a special meeting of the members for the purpose of recalling an individual director from the board. In some instances, a single director or board majority has the authority to notice such a meeting wherein the members of the association are asked to vote for or against the removal of a particular director.

In associations which utilize cumulative voting, there is a somewhat arcane formula which is used to determine the requisite percentage that is necessary to remove a director from the board, which can make it difficult. However, the fact that a recall movement is commenced necessarily means that the reason for the recall (actions of the director) is going to become very public, which may prompt a resignation to avoid public humiliation from disclosure. Care does need to be taken that the factual description of the director’s conduct be scrupulously accurate. A recall election is conducted with the same formality and under the same rules as an election of directors, with secret ballots opened at a noticed meeting by appointed election inspectors, to avoid claims by the recalled director that the process is suspect.

LAWSUIT TO REMOVE DIRECTOR OR RESTRICT CONDUCT Another potent remedy which is available to individual directors or a group of members, is provided in Corporation Code Section 7223 and involves filing a lawsuit to have the court remove a director based on conduct including dishonest, fraudulent or gross abuse of authority or discretion.

Unfortunately this remedy is rarely used because the association really cannot fund the cost of the litigation, as the association must be named as a defendant in such an action, meaning that individuals must pay to prosecute the action.

COMMUNICATIONS TO MEMBERS AND OTHERS Primarily in terms of damage control/crisis management, it is imperative that the board majority attempt to effectively and accurately communicate with the membership in the event misstatements by a rogue director are made, to prevent reliance upon the misstatements. Such communications should be focused on being accurate, not merely blaming the rogue director. The goal is to prevent damage, not create a scapegoat.

In situations where a director has improperly interacted with a vendor, the vendor should be contacted by legal counsel in an attempt to unwind whatever agreement was made without authority or ameliorate any other issues created. The vendor should be reminded that all official actions have to be approved by the board and are to be communicated through management, not a single director.

Where a director has undertaken unilateral actions without authority of the board, such as imposing discipline or approving an architectural application, the board should attempt to address the situations in person, rather than with a one-dimensional written communication. With architectural CAI-Greater Los Angeles Chapter

application issues, the board should use pragmatism in determining whether it can or should reasonably attempt to “unwind” what the director may have approved, particularly if the approval was in written form.

PARTING THOUGHTS If you serve on a board long enough or manage associations, you will undoubtedly encounter a rogue director whose agenda is completely different than the norm. In my 27 years of representing associations, I have encountered directors that didn’t like my opinions actually circulating confidential privileged communications to the membership. I have had to “unwind” contracts in which directors have hired their brother-in-law to perform hundreds of thousands of dollars of construction work without telling the rest of the board. I have also seen a “Jerry Springer Show” break out during a board meeting with the police being called to remove combatants.

Although it shouldn’t be this way, boards and managers have to be cognizant that these types of conduct can and will occur and be ready to act swiftly and decisively in the manner discussed above to control the director and mitigate the harm.

Robert D. Hillshafer, Esq. is one of the founding partners of Loewenthal, Hillshafer & Carter, LLP, a firm which specializes in representing community associations in Southern California. He can be reached at rhillshafer@ lhclawyers.net.

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CAI-Greater Los Angeles Chapter

July/August 2014 | www.cai-glac.org

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CRIME SCENES AND TRAUMATIC ACCIDENTS:

By Jeanie La Croix What Community Managers Should Know 

A

s a community association manager, you try to prepare yourself for every potential problem or crisis. You probably have an action plan in place for any number of emergency situations, but managing a traumatic accident or crime scene on your property may be the one crisis you’d rather not think about, and understandably so. The unfortunate reality is that these events do happen, and more times than not, they happen at home or in the workplace.

Without warning, the cleaning of a crime scene or traumatic accident on your property may be required. While the crime or accident itself may vary, the primary concerns for the community manager should always be: • Safety – protecting all parties involved, including family members, the general public and the cleanup crew.

• Property – protecting the property and returning the home or building to a safe, habitable condition.

• Evidence Integrity – protecting evidence at the scene and the integrity of an investigation.

THE INVESTIGATION After calling 9-1-1, and performing all that is within your power to assist the victim, it is very important to isolate the scene of the crime or accident until first responders arrive. This will help protect the integrity of any evidence and forthcoming police or fire investigation. Block, lock or evacuate the area as well as you can and only allow authorized personnel to enter.

Once the investigation has been completed, and the scene has been released, the cleaning process can begin—but be prepared. The investigation will likely take longer than expected, and in some instances, you may be required to keep the area untouched for an extended period of time—even after the cleanup process has been completed. This could prevent the immediate lease, rental, resale or other use of the area.

FIND A REPUTABLE COMPANY The cleaning of a crime scene or traumatic accident is a delicate situation and difficult endeavor. Rarely can or should the property owner, family member or building maintenance worker, for example, perform the work. The emotional distress, potential health hazards and legal obligations require professional training. It is critical that you retain a reputable company that specializes in bio-hazard cleaning, sanitation and odor removal. Ask your insurance company or first-responders for a recommendation. Make sure the company has appropriate credentials, licenses and insurance. Not all restoration companies offer environmental HAZMAT services. Choose wisely and check references: there are many cleaning services who advertise this service but whose employees are not actually properly trained to perform the task.

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Crime scenes and traumatic accidents involve the painstaking process of safely removing hazardous materials such as blood, body fluids, other biological parts, drug paraphernalia such as used needles, and other contaminated items from carpets, flooring, furniture, etc. Because of the risk of exposure to infectious diseases, extreme caution and safety measures should always be used. Protective gear such as respiratory gear, hazmat suits and gloves should be worn by anyone who disinfects, sanitizes and decontaminates the area. Deodorization is also needed at the majority of crime scenes and traumatic accidents. Odors must be removed by using HEPA-filtered air scrubbers and deodorizers to eliminate airborne contaminants.

Appropriate disposal methods of these bio-hazardous materials should also be taken.

Because crimes and accidents can happen at any time, 24-hour service is imperative. Immediate remediation can help prevent further damage to the area, and potentially reduce the amount of time that your property and investment is at risk. Having the capabilities to handle the cleanup of a crime scene or traumatic accident is one thing; the company you hire to do the job must have an equally strong commitment to discretion and kindness.

In what is often a painful and confusing situation, the privacy of family members, neighbors, co-workers and the victim must be respected. Statements to the media should not be made, and reporters should be prevented from entering the area.

Many companies will use non-descript vehicles and uniforms to help hide their identity and presence while performing the job. Beware of companies that do this, however, if they cannot provide proof of their identity. Make sure that they are the company you hired, and that they are certified and understand your state regulations.

WHAT ARE THE COSTS? The costs associated with this type of remediation will vary depending on the extent of contamination. Ask for an estimate, and get more than one. Always ask for a final inspection and guarantee. Read the fine lines of any contracts that you sign, or better yet, have an attorney review the contract. In many cases, property insurance policies will cover the expenses, but it is best to discuss your coverage with your insurance company before the work is performed.

Reputable companies who perform crime scene and traumatic accident cleanup provide an invaluable service under the most difficult circumstances. Research your options and create an action plan before a situation develops so that if you ever need it, you’ll be glad you had the foresight to plan ahead.

Jeanie La Croix is a business development representative for BELFOR Property Restoration, located in Simi Valley, CA. She can be reached at jeanie.lacroix@us.belfor.com .

CAI-Greater Los Angeles Chapter

REPRESENTING COMMUNITY ASSOCIATIONS IN

ALL AREAS OF REAL ESTATE LAW

• Drafting and enforcement of Bylaws and CC&Rs • General litigation, including mediation and arbitration of disputes with owners • Construction defect litigation • Insurance bad faith litigation • Collection of delinquent assessments • Providing general business advice to homeowners associations.

11400 West Olympic Boulevard Ninth Floor • Los Angeles, CA 90064 (PH.) 310.478.4100 • (FAX) 310.478.6363 www.wrslawyers.com

CAI-Greater Los Angeles Chapter

July/August 2014 | www.cai-glac.org

9

A Day in the Life of a Manager

ANYONE WHO HAS WORKED IN OUR INDUSTRY FOR ANY PERIOD OF TIME IS SURE TO HAVE STORIES TO TELL. SOME OF THEM

ARE UPSETTING; SOME ARE SHOCKING OR SCARY. SOME MAKE US WONDER AT HUMAN NATURE. BUT ALL ARE EDUCATIONAL IN SOME WAY, EVEN THE ONES THAT MAKE US LAUGH. AS YOU READ THE FOLLOWING BRIEF ACCOUNTS OF ACTUAL SITUATIONS FACED BY YOUR FELLOW MANAGERS, TAKE A FEW MINUTES TO CONSIDER HOW YOU WOULD MANAGE A SIMILAR SITUATION. TAKE THE OPPORTUNITY TO PLAN YOUR RESPONSE TO THAT CRITICAL INCIDENT. HOPEFULLY, YOU WILL NEVER FIND YOURSELF IN THAT POSITION, BUT IF YOU DO, YOU JUST MIGHT BE PREPARED.

WHAT DO I DO?

By Michelle Rodrigues, Seabreeze Management Company It’s 8:30 on a Sunday morning and you are just starting to think about getting out of bed when the phone rings. “Good morning, I’m sorry to bother you on your day off, but we had a jumper last night and wanted to make you aware,” says the voice on the other end, your lead security officer.

In less than a minute all of your plans for the day are out the window, and your brain goes into overdrive. “What do I do?!”

While we all hope this never occurs at our buildings, it is a situation that community managers, especially those of high rise properties, should be aware could happen and have a plan in place.

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For a manager without a plan in place, this can be an overwhelming situation. There are so many people involved and so much that will need to be done that it is important to step back to quickly consult your emergency plan and make a list to prioritize your response. Don’t have a plan yet? Here is a basic plan to help to get you started:

Don’t Panic!

1. Make sure that the police have been notified. Instruct your security team to support the police’s efforts to isolate the scene by keeping residents away from the area. Even while you are still en route, gather all the facts that are available from security officer. Loop in anyone who may need to know (i.e. the board president). Don’t be afraid to ask for help.

2. Once you’ve arrived on the scene, instruct all property staff to keep the media away and if asked, the only response to be given is “it is an ongoing investigation and we do not have any information at this time.”

3. Allow the police to do their job and control the scene; assist in whatever capacity possible.

4. Plan the clean-up. This may be a gruesome and unfortunate part of this type of incident. Contact the remediation vendors you have already pre-qualified. This is highest priority once the police have finished with the scene, especially if it is in an area visible to the residents/ public. Clean-up should begin the minute the police have turned it over.

5. Expect that the police’s processes will likely take several hours.

6. Make sure that you are able to operate business as usual for the rest of the community. The above media statement is an appropriate response for residents as well, at least initially. Respect the privacy of the victim and family and do not reveal identity without permission. Refer people to the police as necessary.

Remember, members of the community will be looking to the manager to be in control. Having a plan and a prepared staff will enable everyone involved to cope with even the most difficult crisis.

IF IT ISN’T ONE THING, IT’S ANOTHER! Anonymous

When I arrived at work one day, there were a number of voicemail messages from angry female residents about a flyer that had been slipped under their unit doors the night before.

It was a stunning advertisement complete with “leave nothing to the imagination” photos that read as follows: “Hi! My name is Barbie from Unit X. I am an exotic model, physically stunning, with a fit 125 lb body, beautiful 34C-24-35 figure, and luscious lips. I will provide stimulating companionship for like-minded professional gentlemen. Call to verify my CAI-Greater Los Angeles Chapter

credentials. I am offer special pricing for residents of XX HOA, all inclusive. More than 2 girls = best price.” (All syntax and grammatical errors by Barbie).

One of my female residents dropped off a copy, and the police were contacted to address the situation. We found out quickly that there was little they could do unless we caught them “in the act.” So, for many months, we had a constant stream of men in and out of our building at 45-minute intervals. Carefully-worded calls to the owner of the unit went unheeded (yes, Barbie was a renter). As long as the owner was getting his rent checks, he didn’t have a problem. Then one night, one of Barbie’s “professional gentlemen” roughed her up, and she ran naked out of her unit, down the corridors, through the building, to the security office screaming. Doors opened as she flew past. Yes, the police then responded in full force and stormed the unit. The perpetrator was never found, and we never saw Barbie and her friends again.

Interestingly, we never received any complaints about the flyer from any male residents, and the May board packet that year was much appreciated by my five male board members!

GUNFIRE!?!

By Lauri Moffett, Condominium Administration Company I was conducting a site walk for one of my properties when I heard sounds from the front of the building that sounded like “pop-pop,” followed by people yelling and screaming.

I hurriedly followed the sounds towards the front of the building and met one of our vendors in the parking lot. He asked me if I had heard the gunshots. Immediately outside the gate to our complex, a woman was brandishing a gun and screaming at two people inside a car. I later learned that after finding her husband and another woman in his car, the wife took out a gun and shot them—not fatally, thank heaven.

that her behavior had deteriorated to the point where I had to do something.

I directed my staff members to document all incidents to protect ourselves and our association. I made numerous calls to her brother (the emergency contact), who finally responded and told me that he did not want to get involved. I then contacted Adult Protective Services. A site visit I WAS CONDUCTING A took place wherein I was told that, SITE WALK FOR ONE while she had stopped taking her OF MY PROPERTIES medications, nothing could be done WHEN I HEARD SOUNDS because she was not an immediate FROM THE FRONT OF THE BUILDING THAT threat to herself or others. At this same SOUNDED LIKE “POPtime, I knew that this owner’s mother POP,” FOLLOWED BY had full-time medical caregivers at PEOPLE YELLING AND her home nearby. I was faced with a SCREAMING. decision: I could follow the letter of the law, or I could do what I thought was right. I dressed her, had a valet member bring the building’s wheelchair up to the unit, got her into the chair, put her little dog on her lap, and put her into a taxi to take her to her mother’s. I called ahead and informed the caregiver that their charge’s daughter was on the way in a taxi cab.

About five months later, the owner returned home to her unit, complete with full-time caregivers of her own who watch over her and ensure she takes her medications. Her health has continued to decline, but I know she is well cared for, and do not have to worry about her or about her impact on our building. 

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The police arrived within minutes, locked down a perimeter, and then the entire street. I immediately closed the gated entrance to our complex and did not open it again until the police gave the “all clear.” They had to first talk the woman down until she relinquished her gun, then arrest her and transport the wounded to the hospital. Then a “CSI” unit took hours to process the crime scene. We were all trapped with no way in or out. The news cameras turned up, adding to the circus. Needless to say, our residents were quite shaken up. I received many calls with complaints ranging from irritation at the inconvenience to immediate moving notices.

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One of our owners was an elderly woman who would walk the hallways late at night and enter other residential units. She repeatedly insisted that someone was trying to break into her unit. When she reported little green men were trying to come in through the windows of our high-rise, it became apparent CAI-Greater Los Angeles Chapter

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11

First let me explain what this article is not:

Th is is not an article on Gun Control; no politics here.

Th is is not an article on Police Tactics; that would take weeks in the field and on the gun range.

It’s simply a short article on surviving what could be the worst day of your life.

How to Survive

an “Active Shooter” Event

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“Within the last five years, there have been at least 14 prominent, high casualty-producing active shooter incidents. Most of these cases have occurred in locations where the shooter has been undeterred and unobstructed from carrying out their attack. The incident locations have often been described as soft targets with limited active security measures or armed personnel to provide protection for members of the public. In most instances, shooters have either taken their own lives, been shot by police, or surrendered when forced with a confrontation by law enforcement.

According to New York City Police Department (NYPD) statistics, 46 percent of active shooter incidents are ended by the application of force by police or security, 40 percent end in the shooter’s suicide, 14 percent of the time the shooter surrenders or, in less than 1 percent of cases,

the violence ends with the attacker fleeing.” — Homeland Security The news is full of devastating stories of disgruntled employees who return for “revenge” on their boss and the companies who fired them. Employers are not always able to predict how someone will respond to being fired.

Because it is best to be prepared, this article focuses on a potential shooter event precipitated by an office environment employment termination.

While there are many management styles, we will highlight the potential dangerous repercussions of two approaches in particular: the overt authoritarian extreme and the passive and indirect.

OVERT. On-lookers often consider this method excessive and unnecessary.

The comments that you’re likely to hear are: “He wasn’t going to do anything, it was all talk.” You should not concern yourself with what others are saying.

Do your best to read the signs and let your instincts guide you about whether

CAI-Greater Los Angeles Chapter

there could be trouble. Develop your termination plan carefully several days in advance. If you think you will need help, ask for it. Utilize your own security professional or retain an armed off-duty or retired police officer or an armed uniformed security officer with the proper training. The bottom line is that you are responsible for the safety and security of yourself and your staff.

PASSIVE. Employers who are uncomfortable with confrontation may inform an employee that they’re terminated, but they must return at another date to collect their final paycheck. This is illegal and unwise.

California law states that you must give a terminated employee their final paycheck “at the time of termination.”

From a security perspective, requiring a terminated employee to return may give them time to consider and plan revenge.

“An employee who is discharged must be paid all of his or her wages, including accrued vacation, immediately at the time of termination.”

Labor Code Sections 201 and 227.3

CAI-Greater Los Angeles Chapter

“An employee without a written employment contract for a definite period of time who gives at least 72 hours prior notice of his or her intention to quit, and quits on the day given in the notice, must be paid all of his or her wages, including accrued vacation, at the time of quitting.” Labor Code Section 202 During a termination, the plain clothes armed police or security officer should maintain a low profile, unless the situation escalates. Any officer you rely on should have undertaken a few training courses such as Managing Aggressive Behavior; Crisis Prevention Intervention; Verbal Judo (yes, this is a real course). These courses are not necessarily just for police officers but are also available for security personnel and human resources and management staff in stressful occupations.

THE EVENT. An event may begin with loud talking or shouting. Perhaps you hear a loud or muffled pop that sounds like fireworks or a car backfire.

A suppressed (silenced) pistol may even sound like the pop of bubble wrap.

Once it’s determined that there’s an Active Shooter (armed gunman), your options for action are based on your proximity to the gunman and how much time you have. Keeping in mind that most casualties occur in the first 10 minutes, prior to a police response, you have a critical decision to make in very little time: Flight, Hide, or Fight.

GET OUT. In the case that the assailant is not nearby or in the same room, do not linger to watch. Run as far and as fast as you can, warning others as you go. Leave everything behind and don’t wait for anyone else to validate your decision.

SHELTER IN PLACE. Seek cover, hide, and remain very quiet; your survival chances increase if the shooter doesn’t know you are there. Avoid places that might trap you or restrict movement. If you can, perform a “Katie Bar the Door.” As quietly and quickly as possible, close, lock and barricade the CONTINUED ON PAGE 14

July/August 2014 | www.cai-glac.org

13

How to Survive an “Active Shooter” Event CONTINUED FROM PAGE 13

door. Buy an inexpensive door wedge next time you go to the hardware store if your office door does not lock. Make a plan to move heavy pieces of furniture to barricade the door. All persons in the room with you should separate and find a hiding place. Turn your phone ringers off and call 9-1-1, (only if you’re sure the attacker can’t hear you). Give the dispatcher the address and floor number (location) of the active shooter. Stay on the phone with the dispatcher, answer their questions as clearly as you can, and try to remain composed; only hang up when ordered to do so. Now you wait until the police arrive. Do not under any circumstances come out of your hiding place until ordered to do so by the police entry team; making sure they identify themselves and you receive concurrence from the police dispatcher with whom are still on the phone.

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FIGHT. If you are in the same room with the shooter, you may choose to lunge or rush the assailant with the closest weapon available, such as: zz Letter opener as a defensive stabbing weapon for eyes, ears, throat or kidneys zz Paper weight; or a striking weapon zz Fire extinguisher zz Pepper Spray Assume the shooter’s intentions are lethal and the shooter will succeed in killing all those with whom he comes in contact UNLESS you stop him. Develop a survival mindset that you have “what it takes” to survive when your life is on the line. You can neutralize the threat by: zz Throwing things zz Yelling, use improvised weapons zz If there are two or more of you, make a plan to overcome the shooter zz Doing the best that you can— choose to survive! http://www.dhs.gov/video/options-considerationactive-shooter-preparedness-video

Keep in mind that the police response is at least ten minutes away, at a minimum. In certain cases the police arrival response may not include the police entering the crime scene at all, but containment of the scene only until an entry team (specialists) can arrive.

In this case you’re on your own until the entry team arrives.

Once it’s over, evacuate safely when possible. Follow instructions from the police carefully, they will be cautious.

As far as they’re concerned, you could be one of the shooters. Following the Columbine High School Massacre, as the students were being cleared from the property, they were received by the police with their hands on their heads. Be prepared to have weapons pointed in your direction, be searched and handcuffed. Their primary job is to locate the shooter and neutralize the threat. Medical assistance will follow.

When interacting with police officers, do not present a threat to them.

CAI-Greater Los Angeles Chapter

DO NOT: zz Have anything in your hands; officers are taught that “hands kill.” zz Point at them or the shooter zz Make quick movements zz Run towards them or attempt to hug them zz Scream or yell zz Do NOT expect officers to assist you as you get out DO: zz Raise your arms zz Spread your fingers zz Show hands as you drop to the floor zz Spread arms and legs Be prepared to calmly, quickly, and accurately provide all information about the shooter(s) you can such as name (if known), how many, description, location, number and types of weapons.

When it’s all over, at a minimum, seek attention from the paramedics understanding that you might have to wait until the threat is neutralized and after any casualties are attended. In the event psychological counseling is

CAI-Greater Los Angeles Chapter

offered, take it! You’re going to need help in moving on and putting an event like this behind you, and studies have proven that participating in post-event counseling facilitates recovery.

WHAT IF? Now that you’ve read this article, take a few minutes to perform the “What If?” The following questions are critical in developing effective response strategies: zz How are you going to survive? zz Will you get out? zz Is there an escape route? zz Will you Shelter In Place? zz Is there a chance to get to where the shooter may not find you? zz Is your only option to take out the shooter?

Survivors prepare themselves both mentally and emotionally to do whatever it takes to survive. This involves rehearsal, mentally or physically practicing your plan always remembering that any action taken, or not taken, during an active-shooter incident may involve life-threatening

risk. Develop your survival mindset, as this will provide a strong foundation upon which to base decisions and actions. People with a survival mindset are more able act quickly and effectively, and be mindful not fearful.

For additional information on Active Shooters, please refer to the following links: http://www.dhs.gov/active-shooter-preparedness http://training.fema.gov/EMIWeb/IS/ courseOverview.aspx?code=is-907 https://www.youtube.com/watch?v=oI5EoWBRY mo&feature=youtu.be Joseph (“Joe”) Rodrigues is Director of Government Services at Platinum Security, has 40 years of experience in military law enforcement, government, retail and transportation security.

Joe can be reached at jrodrigues@ platinumsecurity.com.

July/August 2014 | www.cai-glac.org

15

CAI Golf Tournament CAIMonday, Golf June Tournament 16, 2014

SPONSORS

SPONSORS TITLE Securitas Security Title Services USA, Inc.

Securitas Security CHAMPIONSHIP Services USA, Inc. Pacific Western Bank BEVERAGE CART Championship Behr Paint/ Pacific Western Bank THE HOME DEPOT USA ValleyCrest Landscape Beverage Cart Maintenance

Behr Paint/ BLOODY MARYS THE HOME Servpro ofDEPOT Burbank, USA ValleyCrest Chatsworth,Landscape Van Nuys & Crescenta Valley Maintenance PUTTING CONTEST Bloody Marys PPG Architectural ServproCoatings of Burbank,

Chatsworth, Van Nuys CONTEST HOLE SPONSORS & American Crescenta Valley Technologies Athens Services Putting Contest FPK Security, Inc. PPG Architectural Guard-Systems, Inc. NPG Asphalt Coatings

Monday, June 16, 2014 Woodland Club WoodlandHills Hills Country Country Club

21150 Dumetz Road Great Day for Golf!

Woodland Hills, CA 91364

CAI members and guests thoroughly enjoyed this year’s sold-out Golf Tournament at Woodland Hills Country Club on June 16. Tee sponsors carried out the “Breakfast of Champions” theme with innovative decorations and offerings.

SCHEDULE

Our thanks to the Golf Committee for its good planning and hard work: Chair Teresa Agnew (Roseman & Associates, APC), Caesar Aguirre (Concrete Hazard Solutions), Shanna&Callahan (Reconstruction Inc.), Ryan Dudasik Registration Putting Contest Experts, 8:00 a.m.

(Empire Community Painting & Construction), Jeff Koscher (Har-Bro Emergency Shotgun Start 9:00 a.m.

Service & Restoration), Gary Lieberman (Payne Pest Management, Inc.), Nicola MazerLunch (ValleyCrest Landscape Maintenance), Jay McMullen (Allstate Landscape & Putting Contest 11:00—2:00 p.m.

Services, Inc.), Billy Merrill (Universal Protection Service), Jeff Stephens 19thCommercial Hole Painting, Inc.) and Ashley Swartzlander 2:30 (ValleyCrest p.m.

(Preferred Landscape Maintenance).

Dinner, Raffle, Awards 4:00 p.m.

CLUB PRO Contest Hole Sponsors Preferred Commercial AmericanPainting Technologies

Meet and Greet Hole Sponsors Athens Services MEET AND GREET HOLE SPONSORS FPK Security, Inc. A.ALLBRIGHT 1-(800) PAINTING Mission Landscape 1-(800) PAINTING A.ALLBRIGHT Mission Landscape Guard-Systems, Allana Buick & Bers, Inc. Inc. Reconstruction Experts Allana Buick & Bers, Inc. Reconstruction Experts NPG Asphalt Dunn-Edwards Paints Rose Paving Company, Inc. Finley’s Tree and Landcare, Inc. Club Pro Har-Bro Emergency Service Preferred Commercial & Restoration Painting Hi Tech Painting & Decorating

16

Dunn-Edwards Paints

S.B.S. Lien Services Finley’s Tree and Landcare, Inc. Sherwin Williams Paint Emergency Service Union Har-Bro Bank HOA Services & Restoration Vista Paint Corporation

Hi Tech Painting & Decorating

www.cai-glac.org | July/August 2014

Rose Paving Company, Inc. S.B.S. Lien Services Sherwin Williams Paint Union Bank HOA Services Best Decorated Tee NPG ASPHALT Vista Paint Corporation CAI-Greater Los Angeles Chapter

Reverse Raffle Winner

Honesty Award

Longest Drive Winners

Lindsay Biren Karen Kokowicz Randy Howard Will Morstad

Mic Montalvo (Women’s) Alex Macaluso (Men’s)

ASR CONSTRUCTION FOURSOME

Linda Lang

Closest to the Pin #15 (Women’s)

Closest to the Pin #15 (Men’s)

Closest to the Pin #12

Closest to the Pin #7

Mic Montalvo with Guillermo Amador

Steve Tinnelly with Guillermo Amador

CONTEST SPONSORED BY GUARD-SYSTEMS INC.

CONTEST SPONSORED BY GUARD-SYSTEMS INC.

Lauri Moffett (Women’s) with Bryan Holder, John Walters-Clark and Johannes Koerm

Linda Lang (Women’s) with Brad Bishoff and Michael Nicosia

CONTEST SPONSORED BY NPG ASPHALT

CONTEST SPONSORED BY ATHENS SERVICES

Closest to the Pin #2 (Women’s)

Closest to the Pin #2 (Men’s)

Accurate Hole #8 (Men’s)

Accurate Hole #8 (Women’s)

Chris Albrecht with Pauline MacLean

Joe Bolich with Pauline MacLean

John Cottrell with Mic Montalvo

Martha Olvera with Mic Montalvo

CONTEST SPONSORED BY AMERICAN TECHNOLOGIES, INC.

CONTEST SPONSORED BY AMERICAN TECHNOLOGIES, INC.

CONTEST SPONSORED BY FPK SECURITY, INC.

CONTEST SPONSORED BY FPK SECURITY, INC.

WINNERS NOT PICTURED Closest to the Pin #7 (Men’s) Rene Rivera CONTEST SPONSORED BY ATHENS SERVICES Closest to the Pin #12 (Men’s) Robert Nordlund Putting Contest Winner

Low Gross Foursome

Low Net Foursome

Ed Michel with Michael Leighton

Alex Macaluso and Mic Montalvo with Teresa Agnew

Adam Albrecht Arlan Berglas John Cottrell Steve Wyard

CONTEST SPONSORED BY PPG ARCHITECTURAL COATINGS

Not pictured: Joe Madix & Mike Miller FPK SECURITY, INC. FOURSOME

CAI-Greater Los Angeles Chapter

CONTEST SPONSORED BY NPG ASPHALT

ALL VALLEY WASHER SERVICE, INC. FOURSOME

July/August 2014 | www.cai-glac.org

17

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CAI-Greater Los Angeles Chapter

BREAKFAST OF CHAMPIONS!

CAI-Greater Los Angeles Chapter

July/August 2014 | www.cai-glac.org

19

WORKERS RESPONDING TO EMERGENCY EVENTS AND OR DISASTERS will see and experience events that will strain their ability to function. These events, which may include tragedy, death, serious injuries and threatening situations are called “Critical Incidents.” The physical and psychological well-being of those experiencing this stress, as well as their future ability to function through a prolonged response, will depend upon how they manage this stress. If you have had a critical incident in your workplace, chances are it has had an impact on you as well as your employees.

As employers, what are your legal obligations? What can you do to enable your employee to recover from the trauma and return to work?

As we are all aware, OSHA (Occupational Safety and Health Act) requires employers to comply with hazard-specific safety and health standards. Pursuant to Section 5(a)(1) of the OSH Act, employers must provide their employees with a workplace free from recognized hazards likely to cause death or serious physical harm. But how can this apply to events that are outside your control? In fact, OSHA has no standards that apply to the hazards associated with critical incidents.

However, in the interest of the health and safety of the emergency responders and workers, the agency recommends that the following information be shared to help reduce the risks associated with critical incident stress.

Most instances of critical incident stress last between two days and four weeks. (This differs from post traumatic stress disorder which lasts longer than four weeks after the event). The signs and symptoms of critical incident stress can be physical, emotional, cognitive, or behavioral. Individuals express stress in different ways and therefore manifest different reactions. The list below is not exhaustive but will help supervisors to identify workers who are exhibiting stress reactions.

PHYSICAL

COGNITIVE

Fatigue Chills Unusual thirst Chest pain Headaches Dizziness

Uncertainty Confusion Nightmares Poor attention Poor decision making ability Poor concentration, memory Poor problem solving ability

EMOTIONAL

BEHAVIORAL

Grief Fear Guilt Intense anger Apprehension and depression Irritability Chronic anxiety

Inability to rest Withdrawal Antisocial behavior Increased alcohol consumption Change in communications Loss/increase in appetite

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Critical Incident Stress Guide: OSHA’s Perspective DURING THE EMERGENCY PHASE OF THE RESPONSE, monitoring of employees by simple conversation and observation may help to identify early signs. The following steps can help to reduce significant stress detected early in the response: • • • • • •

Limit exposure to noise and odors.

Dictate an immediate 15-minute rest break.

Provide non-caffeinated fluids to drink.

Provide low-sugar and low-fat food.

Get the person to talk about his or her feelings.

Do not rush the person back to work.

Critical Incident Stress Management and Stress Debriefing are systems of education, prevention and mitigation of the effects from exposure to highly stressful critical incidents. They are facilitator-led group processes that should be conducted soon after a traumatic event with individuals considered to be under stress from trauma exposure. They are handled most effectively by specially-trained individuals, such as crisis intervention specialists. Participants are encouraged to describe their experience of the incident and its aftermath, followed by a presentation on common stress reactions and stress management. This early intervention process supports recovery by providing group support and linking employees to further counseling and treatment services if they become necessary.

For more information, see https://www.osha.gov/SLTC/ emergencypreparedness/guides/critical.html

CAI-Greater Los Angeles Chapter

SEVEN PHASES OF CRITICAL INCIDENT STRESS DEBRIEFING  INTRODUCTION Set scene; introduce facilitators, group, purpose and ground rules.  FACT PHASE Each participant, in turn, tells role, participation in event, what happened as they saw it and factual information (not too much detail).  THOUGHT PHASE Each participant, in turn, tells their first thought about the incident.  FEELING PHASE Each participant tells what feelings were generated by the event; this may take time and is not likely to be in turn.  REACTION PHASE Each participant shares what reactions they have experienced since the event; immediate, within the first day or two, and now.  STRATEGY PHASE Education of the group in normal critical stress reactions, sharing their strategies for dealing with reactions and demonstrating how experience can help in the future.  RE-ENTRY PHASE Summary of event, reactions and strategies; opportunity for participants to clear up any misunderstandings and confirm understandings.

Source Data from Everly and Mitchell (1999) and Mitchell (1983).

CAI-Greater Los Angeles Chapter

July/August 2014 | www.cai-glac.org

21

NEWS

FROM SACRAMENTO We sincerely thank those of you for lobbying your Assembly Members and Senators which helped us get the measure out of the Assembly on a vote of 69-3.

By Skip Daum

Here’s the latest from Sacramento…

O

ur Assembly Bill 1360, which allows association members to vote online if they choose to do so was dealt a death blow in the Senate Judiciary Committee. The bill is dead for this legislative session.

Our Secretary of State and others opposed the bill claiming that the Internet is too unsecure for casting secret ballots.

Aside from that argument, Democrat and Republican legislators both voted against it or abstained, partly because they foresaw e-balloting leading into public elections. They did, however, acknowledge in testimony that e-balloting will eventually become commonplace.

CLAC was instrumental in amending Assembly Bill 2561, which allowed members to plant personal food gardens anywhere on their property, including the front yards. While we support persons growing their own food, we succeeded in amending the bill to allow crops only in back yards. We also secured language in the bill to preserve the rights of HOAs to impose reasonable restrictions.

Assembly Bill 1738 originally added complications and costs to every association’s internal dispute resolution process. This bill is unstoppable and is about to reach the Governor’s desk. However, we are happy to report that our proposed amendments to lessen its negative impact may be put into the bill.

This month the Governor will be signing a few water and drought bills. Others are in route to him that we are also amending.

Skip Daum is our veteran Legislative Advocate for CAI's California Legislative Action Committee and may be reached at caiclac@aol.com.

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2/10/14 12:08 PM

CAI-Greater Los Angeles Chapter

OUTDOOR WINE TASTING & LIGHT MEAL 901 Encinal Canyon Road • Malibu, CA 90265

AUGUST 16, 2014 5:00 – 9:00 P.M.

$75 Per Person Casual Attire

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CURRENT SPONSORS 

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Wine Steward

Steven G. Segal Insurance Agency

CBCI Construction, Inc. Guard-Systems, Inc. Marina Landscape

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Horizon Management Company

Dessert

Epicurean

Fenton Grant Mayfield Kaneda & Litt, LLP

OCBS, Inc. Pacific Western Bank

Sign up now at www.cai-glac.org

Net proceeds to benefit the California Legislative Action Committee

OUR THANKS TO 2014 CLAC CONTRIBUTORS GOAL: $22,192

JANUARY 1 – JULY 15, 2014

4424 Whitsett Avenue HOA 826 2nd Street HOA 909 El Centro, Inc. 914 Lincoln Blvd. HOA 948 20th Street HOA 1242 Berkeley Street HOA 2050 Artesia HOA 446 San Vicente HOA 11767 Sunset Blvd. Assn.

40% of goal as of Avis HOA 7/15/14 Bodger Park Condo HOA Cardiff Court O.A. Inc. Casa De Valley View OA, Inc. Casa Loma Associations, Inc. CURRENT Chateau Delgany Estates COA CONTRIBUTION Chateau Goshen HOA TOTAL: Culver Centrale HOA Eight on Twenty HOA Florwood Estates HOA Galaxy HOA Gorham Park HOA Inc.

$8,748

CAI-Greater Los Angeles Chapter

Harbor Knolls HOA Hayworth Owners Association Hillcrest Meadows OA Hillcrest Rolling Hills HOA Hopi HOA Idaho Villas HOA Kelton Arms COA Lawford HOA Marine Village HOA Oak Hill Condo HOA Oak Street HOA Ocean West COA Pacific Sands Inc. Park Crest HOA Parkview Manor-Lockland Inc. Polynesian OA Rancho-Glen HOA Ridgeley Vista Chateau HOA Seascape – Redondo HOA Inc. Shoreham Villas HOA Silver Spur Court HOA

Silverview Townhomes HOA Inc. South Bay Estates HOA South Hermosa Townhomes HOA Inc. South Shore Mediterranean HOA Textile Building OA The 558 Evergreen Street HOA The Vista Pacifica HOA V.I.P. Goshen Assn. Inc. Villa Capri Townhomes HOA Villa Cynthia HOA Villa Pacifica T.C. HOA Villa Serena C.A. Inc. Vogue Condominiums Association, Inc. Westside Townhouses I HOA Wilshire Regent HOA Wilshire Selby Towers East C.A. Inc. Yukon II Townhomes COA

July/August 2014 | www.cai-glac.org

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What is Critical Incident Stress Debriefing (CISD)?

defusing, and occurs immediately following the traumatic incident, ideally before the person involved has slept. During this session, the goal is to provide reassurance and let the person know that they may experience symptoms of extreme stress over the following days. At this stage people involved in the incident are supplied with an emergency contact number they can call if they need someone to talk to about their feelings and symptoms.

trauma

The second step in the process is the debriefing itself, and usually occurs within three days of the incident. During the debriefing session individuals or a group of people talk about the incident and how they have been affected. In a group session, they are encouraged to share stories of the incident and talk about possible coping strategies. In addition, people undergoing a debriefing are given advice about adapting their lifestyle following the event. For example, they will be advised to take time off work if necessary, and give themselves plenty of time to heal. Research has demonstrated that individuals who are provided CISD within a 24-72 hour period after the initial critical incident experience less short-term and longterm crisis reactions or psychological trauma.

CRITICAL INCIDENT STRESS DEBRIEFING IS A PROCESS WHICH PROVIDES HELP AND SUPPORT FOR PEOPLE WHO HAVE BEEN THROUGH A TRAUMATIC INCIDENT. THESE INCIDENTS CAN PRODUCE EXTREME EMOTIONAL STRESS, AND MAY PREVENT PEOPLE FROM FUNCTIONING NORMALLY AFTER THE INCIDENT IS OVER. THE GOAL WITH CRITICAL INCIDENT STRESS DEBRIEFING IS TO HELP PEOPLE WHO UNDERGO TRAUMA TO RETURN TO THEIR NORMAL LIVES AS SOON AS POSSIBLE. The critical incident stress debriefing model provides trauma victims with a way of talking through and dealing with the trauma they have encountered. Many different types of trauma are supported with this model, and the range of traumatic experiences is extensive. People who receive this type of counseling may have been through the trauma of a terrorist incident, natural disaster, or serious accident; may have a friend or partner who died in the line of duty; or may have been involved in an incident which received intense coverage from the media.

stress

The nature of critical incident stress debriefing therapy offered to trauma victims depends on the type of trauma they have suffered and the nature of the event which caused it.

Debriefing may be a one-on-one session or a group therapy session, again depending on the nature of the incident. For example, if the incident was a natural disaster or other event involving many people, group debriefing sessions are more likely to be held.

debrief

crisis

Victims of trauma will usually go through three critical incident stress debriefing steps. The first step is called

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The third and final step is a follow-up session which is usually brief and is carried out the day after the debriefing. In this session individuals are assessed to ensure that they are coping well, and are given contact information for counseling or support groups if needed. Overall, the entire process is designed to reassure victims of trauma that their feelings following the event are normal, and that they have the means to heal.

Most approaches to CISD incorporate one or more aspects of a Seven Part (7) Model. The following model is a general guideline: 1. A ssess the impact of the critical incident on support personnel and survivors; 2. Identify immediate issues surrounding problems involving “safety” and “security;” 3. U se defusing to allow for the ventilation of thoughts, emotions, and experiences associated with the event and provide “validation” of possible reactions; 4. P redict events and reactions to come in the aftermath of the event; 5. Conduct a “Systematic Review of the Critical Incident” and its impact emotionally, cognitively, and physically on survivors. Look for maladaptive behaviors or responses to the crisis or trauma; CAI-Greater Los Angeles Chapter

6. B ring “closure” to the incident “anchor” or “ground” support personnel and survivors to community resources to initiate or start the rebuilding process (i.e., help identify possible positive experiences from the event); 7. Debriefing assists in the “re-entry” process back into the community or workplace. Debriefing can be done in large or small groups or one-to-one depending on the situation. Debriefing is not a critique but a systematic review of the events leading to, during and after the crisis situation.

Summary. It is highly recommended that human resource managers or directors consider the implications of a workplace related critical incident and incorporate it as part of an overall risk management strategic business plan. Critical Incident Stress Debriefing is an effective way to intervene and reduce employee-survivor reaction to crisis.

closure

Excerpted from the most popular model, Critical Incident Stress Debriefing (CISD), (Mitchell, 1983; Mitchell and Everly, 2001).

See more at: http://www.psychiatrictimes.com.

WE REPRESENT COMMUNITY ASSOCIATIONS

Since 1987 we have limited our practice to providing a full range of legal services for • Condominiums • Planned Developments • Cooperatives • Homeowner Associations There is no substitute for experience!

Ventura County 805.650.7899

www.lawforhoas.com www.hoalawblog.com

CAI-Greater Los Angeles Chapter

Orange County 949.476.3789

Los Angeles 310.207.2207 California 800.372.2207

San Francisco 415.762.1889 July/August 2014 | www.cai-glac.org

25

WHAT IS YOUR COMPANY’S CRISIS PLAN?

TIPS FOR BOTH COMPANIES & COMMUNITIES  By Guest Author Bobbie Wasserman one-third of those companies are “confident” that plan would be satisfactory in the event of a crisis.

REACTION IN THE FACE OF A CRISIS CAN MAKE OR BREAK ANY COMPANY’S REPUTATION. SADLY, IN THE PAST FEW MONTHS, THE WORLD HAS WITNESSED SEVERAL ORGANIZATIONS FAIL VERY PUBLICLY AT COMMUNICATING EFFECTIVELY DURING TOUGH SITUATIONS. UNPREDICTABLE YET HIGH PROFILE CRISES — SUCH AS THE DISAPPEARANCE OF MALAYSIAN FLIGHT 370, THE GENERAL MOTORS RECALL, AND THE DECEMBER LAX SHOOTING — WERE ALL HORRIBLE SITUATIONS THAT DEMANDED CLEAR, FOCUSED, AND TRANSPARENT COMMUNICATIONS, WHICH THE ORGANIZATIONS INVOLVED FAILED TO PROVIDE.

A

crisis can be defined differently by different companies.

They tend to be either incident or issue driven. Some issues might include a product, service, financial, or human resource problem. An incident might include individual misconduct, an accident, injury, death, a protest, online campaign, natural disaster, or terrorist attack.

According to PricewaterhouseCoopers, LLP (PwC US)’s 2013 Annual Corporate Directors Survey, an increasing number of board directors are keen to give more attention to crisis management: While the majority of directors are comfortable with the level of board attention given to crisis management, 41% want to allocate additional time to the topic going forward, up from 37% last year.

This may be because more than one quarter of directors (29%) say they do not have a sufficient understanding of their company’s communications plan in the event of a crisis.

Yet most companies wait until issues arise to update or even create a crisis management plan. According to BursonMarsteller, only 51 percent of companies have a plan, and only

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From a communications perspective, plans today include much more than just holding a press conference and relaying information via talking points. A comprehensive plan should also incorporate social media, supply chain, vendors, and internal communications interaction, as well as general public information.

If your organization does not yet have an integrated approach to crisis communications, now is the time to start. It is important that messages be consistent throughout communication channels, and forward-planning can help to ensure that does happen, no matter what the crisis.

Below are some general questions that can help get you thinking about what would be relevant in your company’s crisis plan.

1. WHERE IS THE COMPANY VULNERABLE? A very broad question, where the size and industry of your specific company or community will determine the answer.

Online and social media present vulnerability for every organization—so be sure those are on your list.

2. DO YOU HAVE A CORE CRISIS TEAM? At minimum this includes the CEO, VP of PR/Corporate Communications, and general counsel. If the in-house PR professional does not have experience in crisis management, then a PR consultant or agency with that expertise is likely warranted. a. How will the team be notified of a crisis? b. W ho will be the company spokesperson? When will the spokesperson be trained? c. Gather the facts so that when the team is assembled you have the correct information to make wise decisions. d. Have your general holding statements ready.

3. HOW ARE POTENTIAL CRISIS ISSUES ELEVATED TO MANAGEMENT; WHAT IS THE PROCESS? 4. HOW IS THE COMPANY MONITORING FOR ISSUES IN THE PUBLIC DOMAIN AND WHAT IS THE PROCESS FOR ESCALATION? CAI-Greater Los Angeles Chapter

5. WHO ARE THE COMPANY’S STAKEHOLDERS AND KEY AUDIENCES? Quick note, employees can be a company’s strongest and most effective advocates— be sure they understand the situation and know the message that the company wants to convey.

6. WHAT ARE THE KEY MESSAGES IN THIS SITUATION? While key messages are consistent, we recommend that they are worded for each specific platform used. For example, a message delivered to press will probably be a bit longer than the one put out over Twitter, yet each will convey the same information or sentiment.

Remember, if handled quickly and correctly, it is possible to minimize the damage caused by a crisis and even use it as an opportunity to enhance a company’s overall reputation.

Spending the time and resources upfront is a wise investment for a company of any size.

Read more at: http://www.business2community.com/crisis-management/ companys-crisis-plan-0862906#kpaSFuOXcFjLoTD2.99

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Larry Hooper, Vice President (714) 864-5171 Toll Free: 800-233-7164 LHooper@bpop.com www.associationbankers.com

Bobbie Wasserman, M.B.A., is managing director of Wave2Alliances, a firm that builds or restructures corporate communication departments for multichannel companies. Bobbie can be reached at bobbie@ wave2alliances.com. ©2013 Banco Popular North America. Member FDIC.

CAI-Greater Los Angeles Chapter

July/August 2014 | www.cai-glac.org

27

Oct. 17, 2014 | San Diego, CA

CAI

Legal

Forum CALIFORNIA COMMUNITIES

A one-day event for California community managers, association board members and other homeowners from Community Associations Institute—the leader in HOA education, advocacy and professional development.

Critical updates on important legal requirements that impact how you work.

Essential information on key legal developments that impact where you live.

For event details and registration, visit www.caionline.org/events/CALaw or call CAI Member Services at (888) 224-4321 (M–F, 9–6:30 ET).

CAI LEGAL FORUM: California Communities CURRENT SPONSORS Tote Bag Fiore, Racobs & Powers Nordberg|DeNichilo, LLP Tinnelly Law Group Parking CBCI Construction, Inc. LOCATION Marriott Marquis – San Diego Marina 333 West Harbor Drive San Diego, CA 92101 619-230-8301 ROOM RATES Standard $229 Bay View Room $259 Please ask for the CAI Legal Forum group rate when reserving your room.

EXHIBITORS

AMS Paving, Inc. Animal Pest Management Services, Inc. Association Reserves, Inc. Crank Brothers Roofing Company Design Build Associates Epsten Grinnell & Howell APC Fenton Grant Mayfield Kaneda & Litt, LLP Ivey Engineering, Inc. Mutual of Omaha Bank/CondoCerts O’Connell Landscape Maintenance Pacific Premier Bank Popular Association Banking

Prendiville Insurance Agency PrimeCo Painting and Construction ProTec Building Services Reconstruction Experts, Inc. SwedelsonGottlieb Sunwest Bank The Inspectors of Election, LLC The Law Offices of John Chaix The Miller Law Firm The Perry Law Firm Timothy Cline Insurance Agency, Inc. Union Bank HOA Services

REGISTRATION COST CAI MEMBERS $129 • Register by Oct. 1 ($104 per 3rd and additional registrant from same association or management company)

EVENT SCHEDULE

$149 • Register after Oct. 1 ($124 p er 3rd and additional registrant from same association or management company) NONMEMBERS $169 • Register by Oct. 1 $189 Register after Oct. 1

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www.cai-glac.org | July/August 2014

8:00 – 8:30 a.m. Registration, Breakfast and Trade Show 8:30 – 9:15 a.m.

State of the Industry

9:15 – 10:00 a.m.

Trade show

10:15 – 11:15 a.m.

Concurrent Sessions

11:30 a.m. – 12:30 p.m.

Concurrent Sessions

12:30 – 2:00 p.m. Buffet Lunch and Trade Show 2:15 – 3:15 p.m.

Concurrent Sessions

3:30 – 4:30 p.m.

Concurrent Sessions

4:30 – 6:00 p.m.

Networking Reception

CAI-Greater Los Angeles Chapter

Playing By The Rules

David Swedelson, Esq. (SwedelsonGottlieb) and Craig Phillips, CCAM, CMCA, AMS, PCAM (International Tower Owners Association) advise HOA boards and their managers on the finer points of rule enforcement at the Westside Evening Educational Program on June 17.

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PACIFIC UTILITY AUDIT www.PacificUtilityAudit.com 1-800-576-1010 Serving Associations for 23 Years

CAI-Greater Los Angeles Chapter

July/August 2014 | www.cai-glac.org

29

THE GREAT ESCAPE Three Contests… Three Prizes

CAI-GLAC’s 2014 Membership Recruiter Contests Whether it’s a chance to win a weekend away or an evening out, you can win BIG by sharing the benefits of CAI membership with colleagues and friends during 2014!

GRAND PRIZE 3-Day, 2-Night Vacation Package ($1,000 Value) Member with the highest number of points as of December 31, 2014 will be awarded the Grand Prize. (Minimum 20 pts. needed to qualify.)

RECRUITER RAFFLE Evening Out On The Town ($500 Value) All 2014 recruiters (except the Grand Prize winner) will go into a raffle drawing held in January 2015 (when all the 2014 results are in).

RECRUITER-OF-THE-MONTH $50 Gift Certificate The member who has recruited the most new memberships in the previous month will be recognized at the next luncheon and awarded a $50 gift certificate.

RULES The following rules apply to the campaign: Each time you recruit a new member, you receive points toward your membership recruitment total. Points will accrue from Jan. 1 through Dec. 31, 2014. The more members you recruit, the more you’ll increase eligibility for the Grand Prize. Points are based on the following membership categories: One (1) point for each business partner member recruited in a category already existing in the 2014 Membership Directory.

Two (2) points for a business partner in a sector of business not yet represented in the Chapter.

Two (2) points for an individual HOA board member or community manager.

Three (3) points for recruiting a management company.

• To receive recruiter credit, you must be listed as the CAI member responsible for recruitment on the printed application form submitted, or be identified through CAI National membership reports.

• Completed applications and membership dues for qualified applicants must be received at CAI between Jan. 1, 2014 and Dec. 31, 2014 to be counted toward the Grand Prize.

• In the case of a tie, a random drawing will determine the Grand Prize winner.

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mutualofomahabank.com AFN46039_0913

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www.cai-glac.org | July/August 2014

Member FDIC Equal Housing Lender

EQUAL HOUSING

LENDER

CAI-Greater Los Angeles Chapter

OUR THANKS TO RENEWING MEMBERS! AS OF JUNE 30, 2014

BUSINESS PROFESSIONALS Accurate Termite & Pest Control Allstate Landscape Services, Inc. Antis Roofing & Waterproofing, Inc. Aqua Creations ASR Construction Association Lien Services AssociationStudies.com Best Alliance Foreclosure & Lien Services Bilt-Well Roofing BRS Roofing, Inc. Century Restoration Cornerstone Construction Group, Inc. Data Systems Services Fireplace & Venting Solutions by The Chimney Sweeper GetDocsNow.com Gibbs Giden, Locher Turner Senet & Wittbrodt, LLP Kevin Davis Insurance Services McCabe Property Management, Inc. Mission Landscape NuAir Services, Inc. One Call Now Pacific Premier HOA & Property Banking Pacific Western Bank Payne Pest Management, Inc. Pilot Painting & Construction, Inc. Poindexter & Company, CPAs Richardson Harman Ober PC S.B.S. Lien Services Saddleback Vinyl Products Securitas Security Services USA, Inc. Tinnelly Law Group TruGreen Landscare, Inc. Unifed Protective Services, Inc. Van Dijk & Associates, Inc. West One Building Services COMMUNITY ASSOCIATIONS Bel Air Crest Master HOA Beverly Hills at Doheny Keith HOA Briarwood HOA #2, Inc. Bridgeport Community Association Century Woods COA Fusion at South Bay Community Association Hacienda HOA Harbor Gate HOA Harte Terrace HOA Park Crest HOA Renaissance HOA

CAI-Greater Los Angeles Chapter

COMMUNITY MANAGEMENT COMPANIES Aberdeen Management Company, AAMC ABM Property Management All West Management Berro Management Beven & Brock CT Prop Management, Inc. Premier Property Services, Inc. Professional Community Management Scott Management Company Westcom Property Services, Inc. COMMUNITY MANAGERS Christine Albrecht, CMCA®, AMS®, PCAM® Property Management Professionals, LLC Cecil Barber, CMCA®, AMS® Ross Morgan & Company, Inc. Omar Bayter Village Northridge HOA Leonardo Beard, CMCA®, AMS® 100 South Doheny Condo Assn.

Jennifer Brunston Action Property Management Ingrid Calles Barbara Carter, CCAM® Sierra Towers HOA Iskul Chdryan HOA Organizers, Inc. Chuantesee Evans, CMCA®, AMS® Valencia Management Group Lisa Frasquillo, CCAM® HarborPlace Tower HOA Carolyn Garton, CCAM® Baldwin Real Estate Management Rosalba Gonzalez Pabst Kinney & Associates, Inc. Kim Hannaman Larry Hart Audrey Herman, CMCA® Ross Morgan & Company, Inc. Lorianne Hill Ross Morgan & Company, Inc. Gene Jackson The Courtyards of West Hollywood HOA Bill Johnson Trade Winds 53433 HOA Lorna Leviste, CCAM®, PCAM® Promenade West HOA Erica Llanos Ross Morgan & Company, Inc.

Scott Long MLS Services Dan Nakari, CCAM®, CMCA®, AMS®, PCAM® Century Park Place HOA Pete Ong, CMCA®, AMS®, PCAM® Partners Community Management Elizabeth Orellana Rockpointe HOA Victor Perez Highlands Owners Association Darcella Reeves Briarwood HOA #2, Inc. Kelly Reinoso, AMS® Ross Morgan & Company, Inc. Joan Ring Friendly Valley Recreational Association Alex Roman, CMCA® Los Feliz Towers HOA Marcie Schell, CMCA®, AMS® Remington Plaza HOA Cindy Sewell Bartlein & Company, Inc. Cheryle Stites, CMCA® Bali Management Group Rodney Stringer Rodney C. Stringer Realty

Sharon Topping, CMCA® FirstService Residential Jill Van Zeebroeck, PCAM® Malibu Management Services, LLC Andrew Vaughan Property Management Professionals, LLC Vida Vescera Royce Property Management Connie Vohden, CCAM®, CMCA®, AMS®, PCAM® Community Association Specialists, Inc. Reina Zuckerman, CMCA®, AMS® Ross Morgan & Company, Inc. Lori Ziegler, CCAM® Century Woods COA COMMUNITY ASSOCIATION LEADERS Orlando Cabanay Debra Dahan Jeff Goodwin Claire Gorfinkel Barbara Jean Hodges Virginia Kemp John Nicholson Christopher Wade Janice Yates

WELCOME

NEW CAI-GLAC MEMBERS! AS OF JULY 15, 2014

BUSINESS PROFESSIONALS Fume-A-Pest SKY Painting COMMUNITY MANAGERS Gilda Curry Scott Management Company Melissa Durrell Valencia Management Group Stephen Workman Coro Community Management & Consulting COMMUNITY ASSOCIATION LEADERS Teresa Hames Maria Lopez

RECRUITER CAI National Stephanie Sanders Ariel Hess, CMCA®, AMS® Russell Hoffman, CMCA®, AMS®, PCAM® Karen Kokowicz, CCAM®, CMCA®, AMS®, PCAM® CAI National

July/August 2014 | www.cai-glac.org

31

2014 UPCOMING EVENTS AUGUST 16 “Wine & Dine at Malibu and Vine” Wine Night – 5:00 p.m.

Malibu and Vine, Malibu

20 Luncheon Program for HOA Boards and Managers – 11:30 a.m.

Skirball Cultural Center, Los Angeles

22 Chapter Board of Directors Meeting – 8:30 a.m.

Chapter Office, Glendale

SEPTEMBER 12 Chapter Board of Directors Meeting – 8:30 a.m.

Chapter Office, Glendale

13 Essentials of Community Leadership Workshop – 8:15 a.m.

Regatta Seaside, Marina del Rey

ADVERTISERS INDEX 15 ACCELL Property Management 27 Popular Association Banking 22 AIPM, Inc. 11 Association Reserves, Inc. 29 Berg Insurance Agency

30 Preferred Commercial Painting, Inc. 21 R.W. Stein Painting, Inc. 21 Reserve Studies Inc.

14 Farmers Insurance Group – Steven G. Segal Insurance Agency, Inc.

27 Sandra Macdonald Insurance

25 Ferris Painting, Inc.

12 Select Painting

30 Mutual of Omaha Bank/ CondoCerts

25 SwedelsonGottlieb

13 NPG Asphalt 29 Pacific Utility Audit 32 Poindexter & Company, CPAs

5 Ross Morgan & Company, Inc.

7 Union Bank 7 Witkin & Neal, Inc. 9 Wolf, Rifkin, Shapiro, Schulman & Rabkin, LLP

16 Long Beach Educational Program for HOA Boards – 6:00 p.m.

Renaissance Long Beach Hotel, Long Beach

17 Luncheon Program for HOA Boards and Managers – 11:30 a.m.

Skirball Cultural Center, Los Angeles

OCTOBER 02 San Fernando Valley Homeowners Association Marketplace – 5:30 p.m.

Hilton Woodland Hills, Woodland Hills

10 Chapter Board of Directors Meeting – 8:30 a.m.

ADVERTISING INFORMATION Dimensions & Rates:

Artwork must not exceed the exact dimensions of that size ad.

For more information, call the Chapter office: 818-500-8636.

Ad Size

Ad Dimensions

Members

Non-Members

⅛ page

3½" wide x 2" high (Horizontal)

$200

$400

¼ page

3½" wide x 4¾" high (Vertical)

$300

$600

½ page

7½" wide x 4¾" high (Horizontal)

$425

$850

Full Page

7½" wide x 9.75" high (Vertical)

$800

$1,400

Chapter Office, Glendale

17 CAI State Legal Forum Marriott Marquis-San Diego Marina, San Diego

22 Luncheon Program for HOA Boards and Managers – 11:30 a.m.

Skirball Cultural Center, Los Angeles

30 Valencia Educational Breakfast for HOA Boards and Managers – 8:30 a.m.

Bridgeport HOA Clubhouse, Valencia

NOVEMBER 06 San Gabriel Valley Homeowners Association Marketplace – 5:30 p.m.

Payment: Rates are subject to change without notice. By credit card, check or cash.

Minimum three-insertion contract. Rates subject to change without notice.

Advertising Sales: Please contact the Chapter office for advertising specifications and deadline information at: 818-500-8636.

Location TBD

08 Essentials of Community Leadership Workshop - 8:15 a.m.

Regatta Seaside HOA, Marina del Rey

10 Chapter Board of Directors Meeting – 8:30 a.m.

Chapter Office, Glendale

11 Westside Program Regatta Seaside HOA, Marina del Rey

15 “Sequins & Bow Ties” Casino Night – 6:00 p.m.

Biltmore Millennium Hotel, Los Angeles

19 Luncheon Program for HOA Boards and Managers – 11:30 a.m.

Skirball Cultural Center, Sherman Oaks

DECEMBER 05 Holiday Happy Hour – 4:00 p.m.

Bel Air Crest Master Association Clubhouse, Los Angeles

12 Chapter Board of Directors Meeting – 8:30 a.m.

Chapter Office, Glendale

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www.cai-glac.org | July/August 2014

CAI-Greater Los Angeles Chapter

CAI-GLAC

PRSRT STD U.S. POSTAGE

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130 N. Brand Blvd., Ste. 305 Glendale, CA 91203

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Order Your 2014 Condominium Bluebook Today!

Price: $26.00 per copy, tax and shipping included.

Order copies online at: www.cai-glac.org.

Chapter Introduces Online Learning for Community Association Boards and Managers!

Have you just been elected to your board of directors or are contemplating running for a board seat? You can now access our Community Leadership Series online by subject.

Learn the basics that you need to govern your community association more effectively and efficiently — anywhere at your own pace and time.

From the time you register online, you will have two weeks to view the class. If you are unable to finish it in one sitting, you can log back in anytime within the two-week period through your account in the Members Only area.

Classes are available to CAI-GLAC members and non-members. $25 for chapter members • $35 for non-members

Modules Online Fiduciary Duties and Responsibilities Steven A. Roseman, Esq., Roseman & Associates, APC Rules and Regulations: Adoption & Enforcement Kelly G. Richardson, Esq., Richardson Harman Ober, PC Reserve Studies Les Weinberg, RS, MBA, Reserve Studies Inc. Insurance Issues for Common Interest Developments Kimberly Lilley, CMCA®, CIRMS®, Berg Insurance Agency, Inc

Learn more and register now at www.cai-glac.org.