Focus Magazine - Jan/Feb 2019

January/February 2019

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

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May 6, 2019

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Empowering Communities

The Importance of Policies Employee Empowerment Empowering Your Company to Do Good

2019 BOARD OF DIRECTORS OFFICERS Neda Nehouray, CMCA®, AMS®, President HOA Organizers, Inc., 818-778-3331 Sascha Macias, CMCA®, AMS®, PCAM®, President Elect FirstService Residential, 310-574-7426 Teresa Agnew, Vice President Roseman Law, APC, 818-380-6700 Isaac Camacho, Secretary Accurate Termite & Control, 310-837-6483 Brian Fleming, Treasurer Wilshire Regent HOA 310-474-5563 DIRECTORS Adrian Adams, Esq., ADAMS|STIRLING PLC, 310-945-0280 Greg Borzilleri, PCW Contracting Services, 949-285-7802 Gary Burns, Mulholland Heights HOA, 818-326-2000 Peggy Daughtry, Hermosa Surf Condominium, Inc., 310-798-9848 Matt Davidson, CCAM®, Action Property Management, 800-400-2284 Lisa Tashjian, Esq., CCAL, Beaumont Tashjian, 866-788-9998

CHAPTER EXECUTIVE DIRECTOR Joan Urbaniak, MBA, CMCA®

2019 COMMITTEE CHAIRS BUSINESS PARTNER Gina Roldan, ProTec Building Services Ray Moody, City National Bank CEO SUMMIT Shanne Ho, CCAM®, CMCA®, AMS®, PCAM®, ProActiv Professional Management Alexandria Pollock, CMCA®, AMS®, PCAM®, BuildingLink.com, LLC COMMUNITY OUTREACH Miranda Legaspi, MBA, Platinum Security, Inc. Angelique Madrigal, Ross Morgan & Company, Inc. AAMC EDUCATION Martha Perkins, CMCA®, Action Property Management Teressa Whitsitt, CMCA®, Ross Morgan & Company AAMC FINANCE Michael Lewis, CMCA®, AMS®, PCAM®, Concept Seven, LLC AAMC GOLF TOURNAMENT Ryan Dudasik, Whitestone Painters Julia Gomes, Accurate Termite & Pest Control HOA MARKETPLACE David San Filippo, Critter Busters, Inc. Michael Valenzuela, Vista Paint Corporation LEGISLATIVE SUPPORT Matthew Plaxton, Esq., Tinnelly Law Group MARKETING & DESIGN Isaac Camacho, Accurate Termite & Pest Control Angel Fuerte, FRESHCO Painters, Inc. MEDIATION SERVICES Steven A. Roseman, Esq., Roseman Law, APC MEMBERSHIP Kim Province, The Miller Law Firm PROGRAMS/LUNCHEONS Keila Miramontez, CMCA®, AMS®, PMP Management AAMC Mike Perlof, Fenton Grant Mayfield Kaneda & Litt, LLP PUBLICATIONS Focus Magazine Sascha Macias, CMCA®, AMS®, PCAM®, FirstService Residential AAMC Joanne Peña, CMCA®, AMS®, PCAM®, Horizon Management Company AAMC Membership Directory Stephen S. Grane, Alante Insurance Programs SATELLITE PROGRAMS Ann Borowski-Bitter, CMCA®, Common Interest Services, Inc. James Beard, CMCA®, AMS®, PCAM®, Valencia Management Group AAMC® SOCIAL Donald Campbell, CMCA®, AMS®, PCAM®, Briarcliffe Towne Homes Assn., Inc. Michael Valenzuela, Vista Paint Corporation SOCIAL MEDIA Teresa Agnew, Roseman Law, APC Mike Perlof, Fenton Grant Mayfield Kaneda & Litt, LLP WINE NIGHT Elaine Gower, The Naumann Law Firm, PC Jolen Zeroski, CMCA®, Union Bank HOA Services

CAI-Greater Los Angeles Chapter

NEWSWORTHY

4 The Importance of Policies: Empowering Community 8 2019 Board of Directors 10 Get Involved... Join A Chapter Committee 14 Planning for Success 16 Partnering Together for Empowerment 18 Give2Grow 22 Employee Empowerment: An Empowered Employee’s Perspective 26 Fostering Employee Empowerment 27 The Micromanaging Board 28 News From Sacramento

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

NOTEWORTHY

7 20 22 30 32

PCAM® Pride Sapphire Gala Who-Bilation Holiday Happy Hour CAI-GLAC Outreach Committee Spark Of Love Toy Drive San Gabriel Valley HOA Marketplace Highlights

FYI

34 36 36 36

Membership News 2019 Upcoming Events Advertisers Index Advertising Information

Our thanks to the Focus Magazine Committee: Co-chairs: S ascha Macias, CMCA®, AMS®, PCAM®, FirstService Residential, AAMC Joanne Peña, CMCA®, AMS®, PCAM®, Horizon Management Company AAMC Ramona Acosta, CMCA®, AMS®, PCAM®, Tinnelly Law Group Teresa Agnew, Roseman Law APC Jamilla Davis-Varellas, Dunn-Edwards Paints Elaine Gower, The Naumann Law Firm, PC Karen Kokowicz, CCAM®, CMCA®, PCAM®, Coro Community Management & Consulting Lesley Millender-Irwin, CCAM®, CMCA®, AMS®, PCAM®, Excelsior at the Americana at Brand HOA Gina Roldan, ProTec Building Services Jennifer Schuster, Servpro of Burbank, Chatsworth/Stevenson Ranch, Crescenta Valley/East Glendale 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 © 2019.

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.

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

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

January/February 2019 | www.cai-glac.org 1

Empowerment

I

AM EXCITED AND HONORED to have the opportunity to co-chair the 2019 Publications Committee, alongside Joanne Peña and our wonderful committee members. I would like to start off the year with gratitude— gratitude to this chapter for the opportunities it has afforded me and so many others, gratitude for 2018’s Co-chairs Karen Kokowicz and Ramona Acosta for leading the committee and

NOTE

FROM THE EDITOR’S DESK

making great strides with this publication, gratitude for the committee members who chose to stick with this hardworking committee (and trust me, this is working committee) and gratitude for the new members who have joined.

Focus Magazine Committee: Co-chairs: Sascha Macias, CMCA®, AMS®, PCAM®, FirstService Residential, AAMC Joanne Peña, CMCA®, AMS®, PCAM®, Horizon Management Company AAMC Ramona Acosta, CMCA®, AMS®, PCAM®, Tinnelly Law Group Teresa Agnew, Roseman Law APC Jamilla Davis-Varellas, Dunn-Edwards Paints Elaine Gower, The Naumann Law Firm, PC Karen Kokowicz, CCAM®, CMCA®, PCAM®, Coro Community Management & Consulting Lesley Millender-Irwin, CCAM®, CMCA®, AMS®, PCAM®, Excelsior at the Americana at Brand HOA Gina Roldan, ProTec Building Services Jennifer Schuster, Servpro of Burbank, Chatsworth/Stevenson Ranch, Crescenta Valley/East Glendale

As a committee, we wanted to start the 2019 year out strong, and what better way to do so then to talk about empowerment. Empowerment is defined as the granting of power, right or authority to do something. This can also be defined as becoming stronger, gaining confidence and taking control of a situation. For community associations, community association leaders, employers and managers, this can mean many things. I was first introduced to the term empowerment through my employer. I have been lucky to work in an environment where leaders are encouraged to empower their employees to manage their workload and clients, and in an environment where I myself have been empowered to drive my career, problem solve, and take care of business. Learning and growing within this industry in such an environment has really allowed me to take my career to the next level, and really own where I go. As you read through this issue, I encourage you to think about how you can be more empowered, and how you can empower those around you.

This issue is littered with various examples of empowerment, including how it feels to work in an environment of empowerment (and how it feels not to!), what it means to empower your boards of directors, and ways to empower your community. Don’t forget to check out the recap of our Spark of Love Drive this year, as well as a summary of the Sapphire Gala Casino Night and Who-Bilation Holiday Happy Hour—which I must say was a huge hit at the new location!

Thank you for the opportunity to provide you with this publication… and please feel free to send any feedback or suggestions our way!

Best, Sascha Macias, CMCA®, AMS®, PCAM®, Editor FirstService Residential AAMC

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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2019 CAI-GLAC Super Sponsors PLATINUM

Accurate Termite & Pest Control ALLBRIGHT 1-800-PAINTING American Heritage Landscape Berding & Weil, LLP Critter Busters, Inc. Fenton, Grant, Mayfield, Kaneda & Litt, LLP Ferris Painting, Inc. GNG Vinyl Fencing, Inc. Guard-Systems, Inc. Hi Tech Painting & Decorating, Inc. Pacific Western Bank Payne Pest Management PRECISION PAINTING ProTec Building Services Select Painting & Construction, Inc. Segal Insurance Agency, Inc. SKY Painting Vet-Sec Protection Agency Whitestone Painters GOLD BEHR PAINT COMPANY Best Alliance Foreclosure & Lien Services Diversified Asphalt Products Kasdan LippSmith Weber Turner LLP McKenzie Rhody, LLP Mutual of Omaha Bank/CondoCerts The Naumann Law Firm, PC Tinnelly Law Group Vista Paint Corporation SILVER ADAMS|STIRLING PLC ADCO Roofing & Waterproofing Alliance Association Bank Association Reserves Enhanced Landscape Management Fenceworks, Inc. General Pavement Management, Inc. Kings III Emergency Communications Miller Law Firm Preferred Commercial Painting, Inc. Oakridge Landscape Riley Pasek Canty, LLC S.B.S. Lien Services Silicon Beach Insurance Services Steve Little Insurance Agency, Inc.

BRONZE Archon Protection, Inc. ASR Property Restoration Fiore, Racobs & Powers APLC FRESHCO Painters, Inc. Macdonald Insurance Agency, Inc. Mariposa Landscapes Inc. Nu Air Services, Inc. Poindexter and Company, CPAs Professional Services Construction, Inc. Reserve Studies Incorporated Valley Alarm W.C. Service Company, Inc. WICR, Inc. Waterproofing & Decking Wolf, Rifkin, Shapiro, Schulman & Rabkin, LLP We thank our 2019 sponsors who have made a substantial contribution to ensure our continued success this year.

CAI-Greater Los Angeles Chapter

MESSAGE

FROM THE PRESIDENT getting to know, not only reaching, but striving to surpass our 2019 goals.

A

2019 GLOBAL GOALS AND INITIATIVES

S THE WORLD AROUND US becomes more divisive, leaving people feeling fearful and segregated, I’m here to tell you that CAI-GLAC is all about being inclusive and empowering our members. We often find that during transitional times, like New Years, we truly stop and reflect on what is important to us. It gives us a chance to pause, take a breath and really evaluate what it is that we want out of life. We think about new starts and begin to feel a glimmer of hope for possibilities. It is with hope and possibilities that we start to empower ourselves.

As the year progresses, we often find ourselves losing sight of our goals and our purpose. It is during these times that we lose our sense of empowerment and start feeling hopeless. Friends, this is not going to happen this year. This year, one of my promises to you is to remind our members of our mission and to empower us now, and all throughout the year.

I am so privileged to have been President-Elect of CAI-GLAC last year, and now, to step in to serve you as President of this chapter. My transition phase started last year when my fellow board members entrusted me with the President-Elect position. It was an opportunity for me to reflect and think about what it is that we not only want to accomplish, but need to accomplish during these trying times.

It was during this transitional phase that my Presidency goals were born.

This year, as in previous years, we will not settle for mediocrity. We are going to achieve more. So, please join me in CAI-Greater Los Angeles Chapter

As a chapter, we continue to focus on growth, strategic and cutting-edge educational topics, elevating all that we do, and making sure our members feel valued and welcomed. Apart from our local goals, this year, I’ve set Global Goals / Initiatives. As the Los Angeles Chapter, I consider our region to be in the top 5 in the country, as it pertains to resources. We have some of the brightest, most talented members, the best venues, access to so much that others only dream of having. It was with that in mind that I realized that we have to set the nation’s example for our industry.

Our Global Initiatives are: 1. Change the Narrative 2. Become a Household Name 3. Become the “go-to” source for Legislators and City Officials Change the Narrative Have you ever shared with a friend that you work with or live in a homeowners association? The general reaction is usually neutral or met with negativity. We want to take control of our industry narrative by sharing our positive impacts on our communities.

I have launched the 365 Community Connections Campaign. For every day in 2019, we want to hear a story from you! How did you make a difference in a community association, or how did a community association make a difference in your life for the better?

We will be sharing a story-a-day on our social media page and will continue to work on getting people informed about all the good that we do!

Become a Household Name When I ask people if they know what a homeowners association does, many times I hear, “It’s that group that collects money and sends violation letters.” Well, that’s a small… SMALL portion of what we do. We want to

break in to community colleges and job fairs. With 20% of California’s population residing in community associations, people should know more about what we do, and we should be better equipping the general population to enter in to our complex industry!

Become the “go-to” source for legislators and City Officials My fellow CAI-GLAC board members came up with this third Global Initiative, and I am equally excited to see this come to fruition. We want to build better ties with our community leaders. We want our community leaders to also recognize the resources that we can offer to them. Through strengthening partnerships with one official at a time, we will only offer better guidance to our members and community associations in general.

So now, as we have laid out our chapter goals and direction, I welcome you to share this vision and understand that this vision cannot come to fruition without YOU! I welcome you to feel empowered by recognizing that each individual in this chapter has a purpose and an ability to contribute to these goals. We cannot accomplish this without you, and there is nothing more empowering than by realizing how much value and change one single person can bring to any situation.

Please join me and the CAI-GLAC Leadership team in achieving these goals while continuing to think about how we can and will better this chapter, ourselves, and each other. This year is all about empowerment and remembering that as we focus on our personal and professional goals and achieve them, we continue to build on empowering ourselves and each other.

Thank you for your membership and support of our chapter. We are always here to support you as well.

With a heart filled with gratitude and determination, Your 2019 CAI-GLAC President, Neda Nehouray, CMCA®, AMS®

January/February 2019 | www.cai-glac.org 3

WHERE DOES POLICY GOVERNANCE START? In the beginning, the association is at the developer’s mercy. A lucky community will inherit a well-thought-out set of dutifully-designed governing documents that an expert management company has reviewed and provided consultative input on, and that legal counsel can defend.

From there, however, it is up to the board to determine if it can govern effectively with these documents and, if necessary, create resolutions that fill a gap or a need. This is where the board’s power lies. The manager can handle procedural operations or help the board strategize and meet its objectives, but the board is responsible for setting its own goals and creating the policies.

POLICY GOVERNANCE IS LIKE THE FRAMEWORK OF A HOUSE. THE

SUCCESS THROUGH HIERARCHY

BOARD OF DIRECTORS GIVES MANAGEMENT STRUCTURE, SUPPORT,

The board exists to exercise its commanding authority and to properly empower others. The board’s focus is at the broadest level of policy and need only give as much (or as little) detail as needed.

Policy governance sets the stage for the accountability chain.

AND PROTECTION WITHOUT SPECIFYING HOW THE INSIDE OF THE HOUSE WILL BE FURNISHED, USED, OR DECORATED. THIS ALLOWS THE BOARD TO FOCUS ON LARGER ISSUES AND CONTROL THE POLICY THAT GUIDES MANAGEMENT WITHOUT MEDDLING IN THE DAY-TO-DAY OPERATIONS.

THE

You have likely seen the pyramid: Federal and State Laws at the top, followed by Recorded Plat, Declarations, CC&Rs, Articles of Incorporation, Bylaws, then Board Resolutions at the bottom. With an array of resources, each person at every level is empowered.

IMPORTANCE OF POLICIES:

EMPOWERING COMMUNITY By Jessica Koval, CMCA®, AMS®

1.

Owners have the right and should be encouraged to attend meetings, vote, voice their concerns, sign up for committees, and run for the board.

Owners have access to the membership list for association purposes to connect with their fellow homeowners, ask for a town hall, and as a last resort, recall the board. This is the beginning of the established checks and balances system.

T

HUS, THE BOARD OF DIRECTORS has a lot of power, and with great power comes great responsibility. The board is tasked with creating policies that govern decisionmaking. These policies are the backbone of an organization, giving it continuity and grit. Policy governance, however, is not just about policy; it defines and guides appropriate relationships between an organization’s owner, its board of directors, and its manager. Policy governance also tasks the board with the responsibility of drafting policies, but its focus is on creating harmonious synchronization with the owners, the board, and the manager as they interact with each other.

Policy governance empowers the community to guide itself though a predetermined set of principles.

ONE SIZE FITS ALL MOST Think of a set of rules so purposefully broad that they can be applied to any situation and have a reasonable outcome. If something new comes up, it can be plugged into an alreadyexisting framework and set in motion. No need to reinvent the wheel. Instead of constantly handling miniscule events and concerns as they come up, the community can just default to its policy and hierarchy. This allows the manager to manage.

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Let’s look at the different areas of empowerment:

2.

The board has the authority to revise the Rules & Regulations, create resolutions, create or dissolve committees, and direct management.

3.

Hopefully, the governing documents were strategically drafted by an experienced developer’s attorney. The CC&Rs should serve as a mechanism to help the board understand what its responsibilities are, what the members’ responsibilities are, and to enforce same.

Although CC&Rs can be challenging to revise, likely requiring a supermajority vote of the members and/or a legal judgment, they can and should be revised, if necessary, in order to set forth an accurate governance framework.

CAI-Greater Los Angeles Chapter

If a scenario does not fit into any of these scenarios, then the board and management will need to collaborate and rely on the Business Judgment Rule. When something new pops up, especially Board if it is controversial, then they can use the strengths of individual members to enhance the ability of the board as a body and make a wise policy. In the end, there should be a well-thoughtMonitoring out resolution to something Reports that may or may not arise again.

If it could, then be mindful of precedent.

Owners’ Expectations

BE PART OF THE SOLUTION

A manager has a tremendous amount of influence on a community. Successful managers practice an opendoor policy, receive feedback with an open mind, walk in the homeowners’ and board CEO members’ shoes, speak up Interpretations if the board appears headed in the wrong direction, and encourage the board to seek legal counsel as needed. All of these CEO + actions increase communication Staff Actions between the members, the board, and management, and they will help the association operate with ease.

Board Policy

GOVERNANCE SYSTEM

WHEN TO CREATE A POLICY

Results Usually, this stems from the homeowners’ needs. If a scenario continues to resurface or repeat and is not covered under an existing rule or policy, then the board should consider making a resolution and adding a policy (with the guidance of legal counsel, of course). If the matter does not come up again and there is no pattern of frequency, then the board will need to determine if a policy is even necessary. There does not need to be a cookie-cutter response to everything, and the board should be able to rely on the Business Judgement Rule:

Under the Business Judgement Rule, as long as the board was acting in good faith, in a manner that it believed to be the interest of the corporation and with such care, including reasonable inquiry, as an ordinarily prudent person in a like position would use under similar circumstances, the directors cannot be held personally liable for their decision. They are protected.

See Corporations Code 7231 (a.)

Most documents have “catch-all” policies, such as no contracts longer than a year, nuisance provisions, and rules such as: “Activities that could increase the association’s insurance are prohibited.” These types of policies stand the test of time, crucial in an ever-changing world. In the past decade, associations have had to address topics such as electric vehicle charging stations, drones and electric scooters. It’s best to have policies broad enough that protect against future unknowns, like self-driving vehicles or whatever else the next tech startup is hatching.

HOW TO IDENTIFY SUCCESS If the policy works for most scenarios and has desirable outcomes, then it could be considered a success. It should not be easily diluted or create more work, and it should keep the association out of lawsuits. A community with well-crafted resolutions and documents can rely on them with ease, not

CAI-Greater Los Angeles Chapter

just for the current board’s term, but through decades.

Not all communities have the luxury of an onsite manager or 24/7 staff, so they rely on community involvement. Thus, those community’s managers should educate the board and homeowners, organize a board retreat after an election, coach the board on the importance of a unified front, and ensure that the board does not delegate all of its power to the manager. Communities should project their outward visions, not their internal preoccupations.

There is sanctuary in letting a homeowner know that management does not have the authority to resolve a request or concern and that the homeowner has the right to meet with the board at the next executive session. This goes back to creating a policy when there is a homeowner need.

Bringing the membership in front of the board fosters mutual understanding and affirms that management can rely on the board to resolve the more complicated, grayarea topics that will inevitably arise.

FINAL THOUGHTS The board represents the owners and is tasked with the responsibility of creating smart policies. Author John Carver, developer of the Policy Governance model, once CONTINUED ON PAGE 6

January/February 2019 | www.cai-glac.org 5

The Importance of Policies: Empowering Community CONTINUED FROM PAGE 5

wrote, “The intent was to find a universally-applicable set of principles upon which each unique board could develop its own governance. Policies help standardize and make sure organizations do not get into circumstances that are illegal, immoral, imprudent or in violation of commonly-accepted business or professional ethics.” The policies should be broad enough that they can be applied to any scenario and still have a reasonable outcome. These policies will stand the test of time and protect the association.

Jessica Koval, CMCA®, AMS®, is the General Manager at Cove Community Association in Marina del Rey. She can be reached at jkoval@actionlife.com.

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“You’ll be hearing from my attorney!”

— Anonymous Most of us have been on the receiving end of this comment, and hey, I get it. This is their castle and we are telling them what they can or cannot do.

But there we are... stuck in the middle, hoping the governing documents and board will back us up, and that we don’t have to incur any fees for a legal opinion on something a rational person would consider ridiculous.

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CAI-Greater Los Angeles Chapter

We are very proud of two managers who have recently earned the Professional Community Association Manager (PCAM®) designation after successfully completing CAI’s Professional Management Development program.

PCAM PRIDE ®

Warren Davidoff, CPA, CMCA®, AMS®, PCAM® Ross Morgan & Company, Inc. AAMC Warren Davidoff attended the Emory University’s Goizueta Business School in Atlanta where he also played on the varsity soccer team for four years. His first job out of college was as a senior accountant at PricewaterhouseCoopers (PwC). Warren started in the association management industry in 2003 with Ross Morgan & Company.

Warren, who is a licensed Certified Public Accountant, brings a unique skillset to the communities he feels privileged to serve in both finance and association management.

He oversees the day-to-day operations of Ross Morgan & Company and is instrumental in maintaining quality control of all company output as it pertains to delivery of services.

Outside of the office, Warren spends his time as a soccer coach to his two kids and enjoying fun events around the city with family and friends. Warren would like to thank all the amazing people he feels lucky to work with on a daily basis at Ross Morgan & Company with special thanks to his father Brian Davidoff who has been a constant source of knowledge, guidance and support over the past 15 years.

Tammy Gamblin, CMCA®, AMS®, PCAM® Ross Morgan & Company, Inc. AAMC Tammy Gamblin has more than 17 years of experience in community association management.

In 2002, she joined Ross Morgan & Company where she has steadily built her portfolio and brought in 40+ properties to add to the overall portfolio of communities managed by Ross Morgan. A member of CAI since 2003 when she was certified as a Certified Manager of Community Associations (CMCA®), Tammy then received the Association Management Specialist (AMS®) designation in 2008, and now she has achieved her Professional Community Association Manager (PCAM®) designation. Tammy was also recently promoted to Director, Manager Resources.

Tammy wishes to thank the principals of Ross Morgan & Company for their unwavering support, both personally and professionally, and for never allowing her to give up on her quest to achieve this PCAM® milestone.

The Professional Community Association Manager (PCAM®) designation is the pinnacle of professional achievement for managers with advanced-level skills and experience. Managers must have five years of community association management experience, complete more than 100 hours of coursework (including a challenging case study analysis of a community association) and adhere to a code of ethics.

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CAI-Greater Los Angeles Chapter

January/February 2019 | www.cai-glac.org 7

PRESIDENT NEDA NEHOURAY, CMCA®, AMS®

HOA ORGANIZERS, INC.

Neda Nehouray has been a community association manager for eighteen years and is the Founder and CEO of HOA Organizers, Inc., a company celebrating 11 years in 2019. Her company manages more than 120 community associations in Southern California. Neda is an active member of CAI, authoring numerous articles for Focus Magazine, serving as Co-Chair to the Programs Committee in 2017 and 2018, a former member of the HOA Marketplace Committee, current CEO Summit Committee member, Board Liaison to the Programs Committee, and recipient of our Chapter’s Excellence in Education Award in 2009. Neda is also committed to our Chapter by supporting growth, as evidenced by her award of CAI-GLAC's Recruiter of the Year in 2017.

Neda is committed to membership engagement and participation, chapter and industry growth, and changing our industry’s narrative by shedding light at all of the positive aspects of community associations. Having past experience as a portfolio manager, as an on-site manager of large-scale communities, and now as company CEO of a 28-employee management company, Neda brings a fresh perspective to our chapter while offering a global view to discussions, recommendations and decision making.

PRESIDENT ELECT SASCHA MACIAS, CMCA®, AMS®, PCAM®

FIRSTSERVICE RESIDENTIAL AAMC

Sascha is currently the Vice President of Los Angeles Community Management at FirstService Residential. A member of this chapter since 2012, she was appointed to the Board in 2016 and elected to a three-year term in 2017. Sascha presently serves as Cochair of the Publications Committee. She is also the Board Liaison to the Community Outreach and Membership Committees.

She plans to work to increase CAI membership and industry event attendance. She also aims to participate in promoting community management as a viable career choice for young adults entering the workforce, or those looking for a new career path.

VICE PRESIDENT TERESA AGNEW

ROSEMAN LAW, APC

Teresa Agnew is the President of Operations at Roseman Law, APC, and has been a supporter of the Greater Los Angeles chapter for the past thirteen years. She is actively involved as Co-chair of the Social Media Committee, Focus Magazine Committee member, and Board Liaison to the Golf and Mediation Services Committees.

Teresa received the 2017 President’s Award, Stephanie Sanders Outstanding Service Award and Committee of the Year Award. She served as President of the CAI-Channel Islands Chapter in 2014.

Teresa believes in the advocacy and mission of CAI and is dedicated to ensuring that the Chapter continues to bring quality education and resources to its members. She looks forward to bringing in some fresh ideas and implementing the Chapter’s 2019 goals.

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2019

BOARD OF DIRECTORS SECRETARY ISAAC CAMACHO

ACCURATE TERMITE & PEST CONTROL

Isaac Camacho is Sales & Marketing Director at Accurate Termite & Pest Control. Since joining CAI-GLAC six years ago, he has been an active member of a number of committees, participated in educational events, accepted a speaking invitation, and contributed educational articles for the Chapter magazine, in addition to serving as board president for his 260-condo community. He is currently Co-chair of the Chapter’s Marketing & Design Committee and Board Liaison to the CEO Summit and Community Food Festival Committees.

Isaac is committed to helping HOA managers, specialized business partners, and homeowner leaders take advantage of the wealth of resources CAI-GLAC has to offer. With a background in industrial psychology, branding, and marketing, he would like to help our chapter expand its active membership and optimize educational opportunities for the greater CID community in our area.

TREASURER BRIAN FLEMING

WILSHIRE REGENT ASSOCIATION, INC.

Brian Fleming is General Manager of the Wilshire Regent Association, Inc. Newly-elected to the Board, he has been a high-rise manager in California for more than 15 years and an active CAI-GLAC member since 2009. Brian is a current Golf Committee member and Board Liaison to the Publications Committee.

Brian is committed to helping the Board provide the best educational programs, fundraising events and social activities for current members, while growing the Chapter in an effort to reach the 1,200-member mark.

PAST PRESIDENT GREG BORZILLERI

PCW CONTRACTING SERVICES

Greg Borzilleri is Vice President of Sales at PCW Contracting Services. He has been in our industry more than 17 years, a member of this chapter for 10 years and a past board member of the Greater Inland Empire Chapter. He is currently serving as Board Liaison to the CAI-GLAC Social Media Committee.

Greg’s main goal is to encourage member participation, ensure volunteer recognition and help expand education for chapter members. He believes that education is key in promoting the industry to all community association homeowner leaders, management professionals and business partners alike. “The more we can educate everyone, the better the experience for all.”

CAI-Greater Los Angeles Chapter

ADRIAN ADAMS, ESQ.

ADAMS|STIRLING PLC

Adrian Adams is founder and managing partner at ADAMS|STIRLING PLC and creator of the popular research website Davis-Stirling.com.

He is currently on the board of directors of the CAI National’s Foundation for Community Association Research.

Since joining CAI-GLAC nineteen years ago, Adrian has been an active contributor of articles to Focus Magazine and a popular speaker at Chapter educational events. Adrian currently serves on the Education and Programs Committees and as Board Liaison to the Legislative Support Committee.

GARY BURNS

MULHOLLAND HEIGHTS HOA

Gary Burns is the President of Mulholland Heights HOA, a community of 168 homes in Calabasas. Newly-elected for a three-year term to the CAI-GLAC Board, Gary has attended many of CAI’s activities, including educational luncheons, workshops and HOA Marketplaces. “Our HOA has hired (or contracted with) numerous vendors as a result of attending CAI-sponsored events.

This has proved to be financially beneficial for both the HOA and those service providers.” He is a member of the Marketing & Design Committee and Board Liaison to the HOA Marketplace Committee.

Gary is committed to bringing homeowners, vendors and managers together by educating them so that they better understand and appreciate each other’s perspectives and viewpoints. He looks forward to sharing his positive CAI experience with others in our industry, especially HOA boards of directors, so they can appreciate the benefits of membership that have proven indispensable in helping Gary govern his community.

PEGGY DAUGHTRY

HERMOSA SURF CONDOMINIUM, INC.

Peggy Daughtry is the President of Hermosa Surf Condominium, Inc., a 72-unit condominium complex in Hermosa Beach. A CAI member since 2013, Peggy has enjoyed many of CAI’s activities, including evening educational seminars, workshops and HOA Marketplaces.

Peggy is dedicated to spreading the word about CAI and its benefits to HOAs and continuing to help in developing HOA education and resources. She is serving as Board Liaison to the Finance Committee.

LISA TASHJIAN, ESQ., CCAL

BEAUMONT TASHJIAN

A Partner with Beaumont Tashjian, Lisa has devoted her career to representing community associations, focusing on litigation, including dispute resolution, arbitration and trial work.

She also supervises the firm’s attorney-managed assessment collections department.

Lisa is currently serving the third year of her second three-year term on the CAI-GLAC Board of Directors. She served as Chair of the CAI-GLAC Legislative Support Committee for five years, is currently Board Liaison to the Satellite Programs and Social Committee, and is also a Past President of the CAI-GLAC and CAIChannel Islands Chapters. Lisa is dedicated to helping the Chapter reach its goals and to providing all members with great educational, marketing and networking opportunities.

MATT DAVIDSON, CCAM-HR ACTION PROPERTY MANAGEMENT Matt Davidson is Vice President of High Rise Operations for Action Property Management in Los Angeles. Recently appointed to the Board to fill a vacant seat, he has been an active CAIGLAC member since 2005. Matt brings a wealth of experience to the Board, having worked as a portfolio manager for two different management companies prior to joining Action where he was an onsite General Manager at two different high rises in downtown Los Angeles. Matt served on the CAI-GLAC Board of Directors for six years, including serving as Chapter President in 2011 and is a past Chair of the Programs Committee. He is serving as Board Liaison to the Education Committee.

Matt is committed to helping the Chapter maintain its high level of education and to supporting the Chapter’s mission to educate and empower those who work for or live in common interest developments.

CAI-Greater Los Angeles Chapter

January/February 2019 | www.cai-glac.org 9

GET INVOLVED… JOIN A CHAPTER COMMITTEE

Did you know that more than 120 of our chapter members actively participate on a volunteer committee? It is an excellent way to network and promote yourself within the community association industry and CAI. It offers opportunities to meet new people, help run an allvolunteer organization and receive a great degree of appreciation and self-gratitude. Choose to help produce a special event or join one of our other committees that are significantly important to the continued growth, well-being and mission of CAI.

2019 CHAPTER COMMITTEES BUSINESS PARTNER This committee assures that CAI-GLAC provides an appropriate array of sponsorship opportunities on an equitable basis to showcase Business Partners’ companies, products and services to the membership. It is responsible for Tricks of the Trade (new business partner orientation), Holiday Happy Hour and regional happy hours throughout the year.

Time commitment: Monthly meetings.

Committee Co-Chairs: Gina Roldan, ProTec Building Services 760-415-6333 • groldan@protec.com Ray Moody VP, City National Bank 562-397-1336 • ray.moody@cnb.com

COMMUNITY OUTREACH This committee is responsible for developing community projects which benefit communities in Los Angeles County and enhance CAI’s image. Time commitment: Monthly meetings and attendance at community outreach events.

Committee Co-Chairs: Miranda Legaspi, MBA, Platinum Security, Inc. 800-777-6205 • mlegaspi@platinumsecurity.com Angelique Madrigal, Ross Morgan & Company, Inc. AAMC® 818-907-6622 • angelique@rossmorganco.com

EDUCATION This committee updates and maintains materials for the Essentials of Community Association Leadership Workshops, CID Law courses and advanced homeowner education programs. Members also train and organize the facilitators. Additional responsibilities include overseeing the Coaching to Credentials manager mentor program and finding new ways to bring education to Community Association Homeowner Leaders and Managers. This committee comprises Community Association Homeowner Leaders and Managers. Time commitment: Meetings as needed.

FINANCE This committee monitors the Chapter’s financial status and periodically reports the financial health to the board of directors.

Members also explore ways to improve the Chapter’s fundraising results. Time commitment: As necessary.

Committee Chair: Michael Lewis, CMCA®, AMS®, PCAM®, Concept Seven, LLC, AAMC® 310-622-7012 • mike@c7properties.com

GOLF (MAY 6) The Golf Tournament Committee plans and stages the annual Golf Tournament in May. This event is the Chapter’s largest fund-raiser.

Time commitment: A couple of meetings early in year and then bi-weekly meetings starting in late-March/early-April through event date. Do you like to play golf?

Committee Co-chairs: Ryan Dudasik, Whitestone Painters 310-703-6493 • rdudasik@whitestonepainters.com Julia Gomes, Accurate Termite & Pest Control 949-275-1439 • julia@accuratetermitecontrol.com

HOA MARKETPLACE This committee designs, plans and stages the Homeowners Association Marketplace events. These events are primary educational venues for managers and association board members with a tabletop tradeshow component. Time commitment: Monthly meetings and attendance at the Marketplaces.

Committee Co-Chair: David San Filippo, Critter Busters, Inc. 800-273-6059 • dsanfilippo@critterbustersonline.com Michael Valenzuela, Vista Paint Corporation 818-445-0660 • mvalenzuela@vistapaint.com

Committee Co-Chairs: Martha Perkins, CMCA®, Action Property Management 562-326-9624 • mperkins@actionlife.com Teressa Whitsitt, CMCA®, Ross Morgan & Company, Inc. AAMC® 818-907-6622 • teressa@rossmorganco.com

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CAI-Greater Los Angeles Chapter

LEGISLATIVE SUPPORT

PUBLICATIONS

The Legislative Support Committee supports CAI’s lobbying efforts in Sacramento at the local level by disseminating information to members, fund-raising and generally increasing awareness about current legislative issues among members. Chair and Chapter Delegates participate in monthly CLAC telephone conferences and presentation of periodic legislative updates at programs, as necessary. Time commitment: As necessary to meet lobbying demands at local level.

The Publications Committee oversees Focus Magazine and the annual Membership Directory. Committee members work on themes and content for six magazines printed each year. One key objective will be to establish and follow strict deadlines for all publications. Time commitment: As necessary.

Committee Chair: Matthew Plaxton ,Esq.,Tinnelly Law Group 949-588-0866 • matt@tinnellylaw.com

MARKETING & DESIGN COMMITTEE The purpose of the Marketing and Design Committee is to develop and help implement branding strategy and measurable growth-minded marketing efforts that will enhance the Chapter’s image and make the Greater Los Angeles Chapter the flagship chapter for California. The Committee shall comprise 4-6 members with varying strengths of design, marketing and social media savvy. Time commitment: Monthly meetings.

Committee Co-chairs: Isaac Camacho, Accurate Termite & Pest Control 310-837-6483 • isaac@accuratetermitecontrol.com Angel Fuerte, FRESHCO Painters, Inc. 626-482-2698 • angel@freshcopainters.com

MEDIATION SERVICES The committee is responsible for monitoring and expanding the Mediation Services program offering low-cost mediation to both members and non-members who wish to mediate CID matters.

Time commitment: Meetings as needed.

Committee Chair: Steven A. Roseman, Esq., Roseman Law, APC 818-380-6700 • roseman@roseman.law

MEMBERSHIP The Membership Committee is responsible for membership development, including recruiting new members and retaining current members.

Committee members are also ambassadors who staff registration tables, welcome new members and host potential members at Chapter functions.

Time commitment: One meeting per month, plus attendance at events.

Committee Chair: Kim Province, The Miller Law Firm 949-783-8646 • kim@constructiondefects.com

PROGRAMS/LUNCHEONS The Programs Committee plans and stages Educational Luncheons during the year. Time commitment: Monthly meetings, plus attendance at luncheons to assist as necessary.

Committee Co-chairs: Keila Miramontez, CMCA®, AMS®, PMP Management, LLC AAMC 661-295-4900 • kmiramontez@pmpmanage.com Mike Perlof, Fenton Grant Mayfield Kaneda & Litt, LLP 949-435-3800 • mperlof@fentongrant.com CAI-Greater Los Angeles Chapter

Focus Magazine: Sascha Macias, CMCA®, AMS®, PCAM®, FirstService Residential AAMC 313-574-7426 • sascha.macias@fsresidential.com J oanne Peña, CMCA®, AMS®, PCAM®, Horizon Management Company AAMC 310-543-1995 • joanne@horizonmgmt.com Membership Directory: Stephen S. Grane, Alante Insurance Programs 949-679-7131 • steveg@mcsins.com

SATELLITE PROGRAMS The committee plans and stages regional breakfasts and evening educational seminars in order to reach association board members and managers who may not be able to attend luncheons. Time commitment: As necessary.

Committee Co-chairs: James Beard, CMCA®, AMS®, PCAM®, Valencia Management Group AAMC® 661-295-9474 • jbeard@valenciamgmt.com Ann Borowski-Bitter, CMCA®, Common Interest Services, Inc. 310-878-8789 • ann@cishoa.com

Lisa A. Tashjian Admitted to CAI’s College of Community Association Lawyers CAI-GLAC is pleased to announce that Lisa A. Tashjian, Esq., a Partner at Beaumont Tashjian, a full-service community association law firm, has been admitted to CAI’s College of Community Association Lawyers (CCAL). Ms. Tashjian will be formally inducted in January at the 2019 CCAL Law Seminar in New Orleans. Ms. Tashjian is one of six attorneys that were accepted in 2018.

Members of CCAL are accepted based on their skills, experience and high standards of ethical conduct in the practice of community association law.

In addition to her practice, Ms. Tashjian has demonstrated to CCAL that she is an active member of CAI. She is currently serving the third year of her second three-year term on the CAIGreater Los Angeles Chapter Board of Directors. She served as Chair of the CAI-GLAC Legislative Support Committee for five years, is currently Board Liaison to the Satellite and Social Committees, and is also a Past President of the CAI Greater Los Angeles and Channel Islands Chapters.

January/February 2019 | www.cai-glac.org 11

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Get Involved… Join a Chapter Committe CONTINUED FROM PAGE 9

SOCIAL The committee is responsible for putting on Dodger Game Night (July) and Casino Night (November). Casino Night is the second largest fund-raiser for the Chapter. The group puts together a budget, selects the location, designs the sponsorship package necessary to attract additional participation by Chapter members, and stages the event. Time commitment: Monthly meetings throughout the year and weekly meetings in the month prior to each major event.

Committee Co-chairs: Donald Campbell, CMCA®, AMS®, PCAM®, Briarcliffe Town Homes Association, Inc. 818-345-0184 • briarcliffemanager@gmail.com Michael Valenzuela, Vista Paint Corporation 818-445-0660 • mvalenzuela@vistapaint.com

SOCIAL MEDIA Responsibilities include: 1) disseminating information about upcoming events and news through social media channels to raise community awareness of CAI and its benefits, 2) developing and implementing a social media strategy, 3) promoting Chapter events in order to maximize manager and association membership and participation, 4) conducting opinion and statistical surveys, and soliciting ideas for future Chapter offerings. The Social Media Committee will work with other committees, as necessary, to develop a plan for promoting those respective committees’ activities in order to draw more public and member support. Time commitment: As necessary to successfully promote the organization.

Committee Co-chairs: Teresa Agnew, Roseman Law, APC 818-380-6700 • agnew@roseman.law Mike Perlof, Fenton Grant Mayfield Kaneda & Litt, LLP 949-435-3800 • mperlof@fentongrant.com

WINE NIGHT

Experience professional delinquent assessment recovery.

This committee designs, plans and produces the annual Wine Night event, an important Chapter fund-raiser. Time commitment: Meetings as necessary and attendance at the August event.

Committee Co-chairs: Elaine Gower, The Naumann Law Firm, PC 619-980-3281 • elaine@naumannlegal.com Jolen Zeroski, VP, CMCA®, Union Bank HOA Services 800-669-8659, Option 4 • jolen.zeroski@unionbank.com

888-845-8808 www.witkinandneal.com 12

www.cai-glac.org | January/February 2019

CAI-Greater Los Angeles Chapter

SEGAL INSURANCE AGENCY, INC. Over 37 years of experience specializing in: Condominium Associations • Planned Unit Developments • Hard to Place Associations Earthquake Coverage • High Rise Condominiums • Workers Compensation

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CAI-Greater Los Angeles Chapter

January/February 2019 | www.cai-glac.org 13

Planning for Success

■■■ BY JOANNE PEÑA, PCAM®

AS A COMMUNITY ASSOCIATION MANAGER, WITH SO MANY VARIED RESPONSIBILITIES, THE KEY TO BEING SUCCESSFUL IS TO ESTABLISH A DETAILED ANNUAL OPERATING CALENDAR, AND MORE IMPORTANTLY, TO KEEP THAT CALENDAR IN FRONT OF YOU. I REVIEW THE OPERATING CALENDAR FOR EACH OF MY ASSOCIATIONS ON A MONTHLY BASIS, AND I INCLUDE AT LEAST A THREE-MONTH CALENDAR (CURRENT MONTH AND TWO MONTHS AHEAD) IN EACH OF MY MANAGEMENT REPORTS SO THAT MY BOARD MEMBERS ARE ALSO AWARE OF UPCOMING EVENTS.

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E

ach association has its own unique calendar, dictated by the month in which the annual meeting is held, when the insurance policies renew, and when the fiscal year begins and ends. Each of these events requires preparation and there are specific deadlines that must be met. A sample calendar for Successful Community Association is provided on page 15, and this calendar is based on the following criteria:

Annual Meeting

JUNE

Insurance Renewal AUGUST

Fiscal Year-end

DECEMBER

The annual meeting date determines when candidates must be solicited, when the board needs to appoint the Inspector of Election, when the ballots must be mailed and when the election results must be distributed to the members. With all of the time-sensitive requirements imposed by Civil Code, Successful Community Association’s manager cannot wait until June 1 to prepare for an annual meeting that is scheduled to be held on June 22. The manager should use the Association’s election rules to calendar reminders for the three or four months preceding the annual meeting to ensure that all deadlines are met.

The insurance renewal date of August 15 dictates that insurance quotes must be available for board consideration at the July meeting. And, the manager needs to remember that “borrowing from reserves to prepay insurance premiums” must also be placed on the July agenda and the decision to borrow from reserves must be documented in the meeting minutes.

The fiscal year-end determines when the reserve study should be conducted, when the budget must be finalized for the next fiscal year, when the accountant should begin his annual audit/review, and when the audit/review report must be mailed to the members. A detailed operating calendar is a valuable tool, providing timely reminders for each of the steps that must be taken to prepare for and complete these important financial processes.

The annual operating calendar can also be used for maintenance and reserve projects, and reminders as to when various contracts are due to expire. Assuming that the swimming pool is only heated in the summer months, the operating calendar can include reminders to turn the pool heater on in May and off in September. These maintenance reminders, and reminders to solicit bids for tree trimming, roof maintenance and rain gutter cleaning, would remain on the calendar from year to year. While most maintenance contracts simply require a 30-day notice of cancellation, refuse and cable contracts often have automatic renewal clauses and require cancellation further in advance. A reminder that the refuse contract expires in May 2020 and requires a 60-day cancellation could be added to the calendar at the beginning of 2020.

CAI-Greater Los Angeles Chapter

Successful Community Association Sample Operating Calendar JAN

• Start of new fiscal year.

• Accountant commences year-end audit/review.

• List reserve components due this year, plus any deferred reserve projects from prior years for Board consideration.

FEB

• Set annual meeting date.

• Review election rules for annual meeting procedures and deadlines.

MAR

• Tax returns/extensions due March 15th.

• Board appoints Inspector of Elections.

• Notice of upcoming election and candidate solicitation send to members.

APR

• Year-end audit/review approved for distribution to members.

• Finalize list of candidates and compile candidate statements.

• A nnual meeting notice and election materials approved by board.

MAY

• A nnual meeting notice and election materials sent at least 30 days prior to meeting date.

• Reserve study bids obtained for board consideration. Site inspection required every three years.

• Last site inspection conducted in 2016 and required again in 2019.

• Maintenance: Turn pool heat on before Memorial Day weekend.

JUN

• Board approves insurance renewal quotes. If funds are to be borrowed from reserves to prepay insurance premiums, this decision must be made in an open meeting and documented in the meeting minutes, along with the repayment plan.

AUG

• Insurance policies expire/renewal August 15th.

• Maintenance: Inspect concrete and asphalt for lifting/ settling.

• Tree trimming bids obtained.

SEP

Fall is an especially busy time of year for all community association managers with calendar year-end associations: reserve studies, budgets and annual disclosure requirements, coupled with Fall maintenance issues such a tree trimming, roof maintenance and rainy-day preparations. And for portfolio managers, juggling different annual meeting dates, insurance renewal dates and fiscal year-ends for each of their associations can be extremely challenging. Creating and following a detailed operating calendar for each of your associations is a critical part of planning for success.

Joanne Peña, CMCA®, AMS®, PCAM® is a Senior Manager with Horizon Management Company in Torrance, responsible for a portfolio of nine community associations.

She can be reached at joanne@horizonmgmt.com.

• Annual meeting held. Quorum requirement: 51%.

• Election results announced at the meeting and published within fifteen days.

• If quorum is not achieved, reconvened annual meeting scheduled within 5 to 30 days.

• Commence reserve study.

• Insurance quotes solicited for upcoming renewal.

JUL

The annual calendar can be amended from time to time to include reserve projects scheduled for any given year. If, for example, the board determines in January that they intend to pave the streets in October, the operating calendar for the current year could be amended to include reminders that the manager should consult with an engineer in June or July to develop the scope of work and bid specifications so that a job walk can be conducted and bids can be solicited in August for board consideration at the September meeting.

• Tax returns due 9/15 if extensions filed.

• Reserve study due in time to incorporate into budget.

• Budget drafted.

• A nnual Budget Report / Annual Policy Statement prepared for Board review.

• Maintenance: P ool heat turned off after Labor Day. Tree trimming bids approved.

Roof and rain gutters inspected.

OCT

• Board approves budget for next fiscal year.

NOV

• A nnual Budget Report / Annual Policy Statement distributed to members by November 30th.

DEC

• Auditor’s engagement letter approved by Board.

• End of fiscal year.

CAI-Greater Los Angeles Chapter

17315 Studebaker Rd., Suite 213 Cerritos, California 90703 800.485.8056Fax 800.485.8057 www.ReserveStudiesInc.com

January/February 2019 | www.cai-glac.org 15

EMPOWER

COMMUNICATE, COMMUNICATE, COMMUNICATE!

Know your

AUDIENCE

Each other to offer the possible

BEST SERVICE

Get

CREATIVE!

Partnering Together for Empowerment ■■■ By April Tronson

T

he mission of CAI-GLAC is to connect communities through education, advocacy and service. We have regular events throughout the year focused on education and advocacy. So how can we work together as managers and vendors to improve the level of service that we are able to provide to our client, the HOA? It is easy to think that providing “service” is the role of the vendor member. However, one of the most important services that board members come to CAI seeking is quality community management. When you look at it that way, we all fall under the category of service providers, and there are many ways we can empower each other to excel and succeed in this specialized market.

Know your audience!

When I first joined CAI more than 20 years ago the many (many!) acronyms, certifications and titles were pretty overwhelming. I spent the better part of a year marketing to one particular management company to later find out that they only do financials and would likely never have the opportunity to utilize my services. I realized that in order to succeed in this industry I had to take the time to educate myself about the different types of managers (i.e. portfolio, on-site, financial), as well as who makes up the board of directors and how all of these players work together.

Fortunately, CAI-GLAC is a very inclusive group and there were a number of managers that were happy to help. I also turned to other service providers in the Chapter that were well versed in the ‘language” of the HOA. Since that time the Chapter now hosts the annual “Tricks of the Trade” event where vendors can learn about the industry and get tips on how to provide quality service when working for an HOA. I encourage all vendors to attend this workshop, even if you have been a member for several years. You will get tips and

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advice from both longtime vendor members and experienced community managers, offering insight into marketing tactics, bidding jobs and service level expectations.

As a manager you may ask yourself what benefit there is to you in assisting the vendor members. But having a reliable group of service providers who understand the ins-and-outs of the HOA world will only make your job easier. Is there anything scarier than having a board request a bid for service and resorting to the Internet to search for a random provider you have never worked with? Even companies with a high Yelp rating and excellent reviews may have never worked with an HOA or common interest development (CID) before and will be challenged by how much it differs from working in (or for) single-family dwellings, apartments or commercial buildings.

This is why it is beneficial to the industry as a whole to support and educate the vendor members in the Chapter.

That being said, it is also important to remember that no two properties are exactly alike. HOAs in Los Angeles County can range in size from small condominium complexes to luxury high-rises with hundreds of units. Whether in the Santa Clarita Valley or downtown Los Angeles, at the beach or in Pasadena, each of these properties has its own unique culture and service needs. Customizing our services to meet their individual needs demonstrates both our knowledge of the industry and desire to provide top-level service.

Communicate, Communicate, Communicate.

Another challenge we face in servicing HOAs is the number of parties involved, such as unit owners, renters, board members and managers. Quality and detailed communication between manager and vendor is paramount. Everything needs to be documented, from the bidding process to the workflow status, CAI-Greater Los Angeles Chapter

job completion and billing. Email should almost always be the primary communication method to avoid any “he-said, she-said” conflicts and to maintain a paper trail of events.

You may deal with new board members from one year to the next and don’t want to rely on memory to account for past events. Vendors should always ask the acting board member(s) or community manager who should (or should NOT!) be included in written or verbal communications.

communicate to the client before the need for your service arises.

Maintenance tips, HOA-related legal advice and updates are always useful to both homeowners and board members—and can be included in monthly billing statements, newsletters or sent by email. However, these should be educational in nature and not just a commercial for your business. Providing useful information (for free!) will make a better impression and establish you as an expert in your field.

Managers may want to invite Another challenge we face in servicing a vendor member to offer It is also imperative for all parties to communicate quickly when HOAs is the number of parties involved, educational presentations to something has gone wrong. We their staff or to individual boards are an industry of professional at their monthly meetings. The such as unit owners, renters, board problem solvers, and no one opportunity to see the property likes to be caught off guard by and meet the client is the perfect members and managers. an upset homeowner or board time to brainstorm creative member. The sooner all parties solutions together. are aware of an issue, the sooner it can be remedied.

Our market is unique and ever growing. Let’s continue to empower each other to offer the best possible service to the HOA market!

As you learn the specific needs of an HOA, get creative with April Tronson is the General Manager of Servpro of Burbank, ways to provide them excellent service. As a service provider Chatsworth, Chatsworth/Stevenson Ranch, Crescenta you might create custom signage to post in the common areas or Valley/East Glendale. She has been a member since 2010 and past CAI-GLAC board member. April can be reached at service reports for individual units to provide updates and status april@servproburbank.com. of ongoing projects. You can also consider ways to proactively

Get Creative!

CAI-Greater Los Angeles Chapter

January/February 2019 | www.cai-glac.org 17

Community Associations Institute-Greater Los Angeles Chapter

Sapphire Gala Sofitel Los Angeles at Beverly Hills 8555 Beverly Blvd., Los Angeles 90048

Saturday, November 3, 2018

Sapphire Gala --- A Fabulous Event

By Elaine Gower, The Naumann Law Firm, PC n November 3, 2018, CAI-Greater Los Angeles Chapter held their annual Casino Party. The Sapphire Gala theme was perfect for the upscale Sofitel-Los Angeles in Beverly Hills. The 200+ attendees had on their finest attire and seemed to be having a great time.

The cocktail hour, which included passed hors d’oeuvres and cocktails, was a great opportunity for guests to mingle before being seated for dinner. After the dinner, the casino rolled into full swing. Everyone enjoyed a little “fake” gambling——that’s when you always win, not like Vegas where the house usually wins. There were raffle prizes and dancing, too.

Our sincere thanks to the sponsors listed below who made this great evening happen.

We would also like to thank the Social Committee for working so hard on the Casino Night event which is the second largest

fundraiser for the Chapter: Co-chairs Alison Kronebusch and Erik Mendez and Committee Members Amy Boyd (Tri-Tech Restoration & Construction, Inc.), Don Campbell (Briarcliffe Towne Homes Association), Tiffanie Cross (Alliance Environmental Group), Alissa McMurrin and Marcia Coppola (HOA Organizers, Inc.) and Angelique Madrigal (Ross Morgan & Company, Inc. AAMC), The Committee puts together the entire event including budget, choice of location and the sponsorship packages——great job and thank you!

Elaine Gower is Director of Client Services at The Naumann Law Firm, a firm specializing in construction defect litigation with offices in Los Angeles and San Diego. She can be reached at elaine@naumannlegal.com.

Sponsors CORPORATE

Guard-Systems, Inc. CASINO CHIPS

ALLBRIGHT 1-800-PAINTING PLAYING CARDS

Accurate Termite & Pest Control SOUVENIR PHOTOS

Jackson Insurance Services DJ SPONSOR

Tri-Tech Restoration & Construction Co., Inc. VALET PARKING

Hi Tech Painting & Decorating Pacific Western Bank PHOTO BOOTH

Nu Air Services, Inc. QUEEN

Command Security Corporation COCKTAIL HOUR

A Plus Tree Inc. Mission Paving & Sealing CENTERPIECES

FirstService Residential AAMC Western Supreme Rooter & Plumbing HORS D’OEUVRES

Pacific Utility Audit Specialized Pipe Technologies Segal Insurance Agency, Inc. Unified Protective Services, Inc. SWEET SHOPPE

Fenton Grant Mayfield Kaneda & Litt, LLP SKY Painting RAFFLE PRIZES

Beaumont Tashjian McKenzie Rhody LLP McKowskis Maintenance Systems, Inc. Pacific Construction & Restoration Platinum Security SAX Insurance Agency Tri-Tech Restoration & Construction, Inc.

Give2Grow

EMPOWERING YOUR COMPANY TO DO GOOD

lll By Charles Antis Can your organization be led by a mission to achieve social, community or environmental benefit—to do well by doing good? Leaders in businesses that have an intentional focus on purpose find their perspective shifting to embrace “profit for a purpose” and build this into their culture so that it is a value for every employee.

We were fueled by a desire to be not just an expert in our field, but to also be a leader in our community, directing our success, resources, time and influence to make a difference through “giving back first. “ Whatever your business, here are some first questions to ask: 1. How can leaders and their organizations assess their ability to give back to their communities?

2. What is the best way to build a culture that cares within your own organization?

3. What is the right balance between running a business, integrating cause marketing, and maintaining a strong, respected brand?

Starting your give-back program could be as simple as donating materials or a service from your company. In our case it was a roof repair to a local non-profit, which experience we then shared with our colleagues in the industry. Encourage other trades to give back their expertise as an “in-kind” gift.

It is simple, leverages what you are already doing every day, and involves your employees. For Antis, it all began with a donation of a roof installation to Habitat for Humanity in Orange County. Soon one became another, and in 2009 Antis became the primary donor for all roof installations.

20 www.cai-glac.org | January/February 2019

Susan DeGrassi, Antis’ Director of Cause advises, “There is likely an individual in your organization who has the passion to help others. Identify that leader and collect a few interested cross-department employees to discuss how your company can do good in your community.” ●● Decide on an area of impact for your giving and then decide how the company will support non-profits that align with your focus (time, money, and resources).

Shelter is an obvious impact area for a roofing company.

There are numerous non-profits focused on providing housing, respite care, emergency shelters and more. Your impact area ideally should match the business you are in, in some way, to leverage cause marketing practices. ●● Workforce development is another impact area ideal for many companies. Start by offering a few summer youth internships and as the commitment evolves, consider partnering with a non-profit that focuses on getting young adults in the workplace for permanent positions. It isn’t perfect—for many people young in career, developing their technical skills and emotional intelligence skills in the workplace can be a challenge at times. But the successes have outweighed the obstacles, and many of our team members get real hands-on experience with this particular mission as the mentor and project manager for the interns’ work. ●● Keep it simple. Crawl, walk, then run. Don’t try to take on too much, do too much, or spend too much in the beginning. Avoid overtaxing your organization. ●● A best practice is creating a real impact with one or two nonprofits. Ideally, your company can build on donating in-kind services, volunteering, and ultimately, a deeper involvement with financial support and perhaps serving on the board.

Choosing a Non-Profit Requires Some Research It is common for a non-profit relationship to start because of a personal relationship that one of the company leaders has within the organization. Ideally, it is worth the time and effort to research various options, starting with whether the non-profit complements your impact focus and cause marketing objectives. ●● Visit the non-profit to see if it fits your culture and mission. ●● Research the financial practices, stability and reputation of the non-profit. A basic 990 financial report on a non-profit is available at no cost on Guidestar https://www.guidestar. org/Home.aspx. ●● A non-profit that also has volunteer opportunities for your employees can be ideal—especially if it is onsite. Even better, can employees’ families participate in the volunteer and fundraising activities? ●● Is there a way to integrate your clients and stakeholders in a volunteer event as guests of your company? ●● Support the mission of the non-profit you choose in multiple ways. For example, integrate a team event that CAI-Greater Los Angeles Chapter

provides necessary supplies to the organization, attend their fund raisers and volunteer. ●● Skilled labor volunteering is often a need. Can the organization share the accountant to help with budgeting?

The HR lead to help craft an employee handbook? A contractor to perform general repairs in their building? A truck to deliver donations to another site?

Create a Plan That Engages Your Team Companies that excel in empowering their employees with corporate social responsibility have strong leadership buy-in and engage employees at all levels. Start by creating a plan that sets your objectives, establishes a few policies and determines “how much” your company will give—in terms of volunteer time, in-kind donations and money. If your company is in multiple regions, perhaps choose a non-profit that is also in multiple regions, or an “impact area” with a local non-profit that fits the definition.

Develop some internal policies that encourage employees to participate. Start with something simple such as 8-16 hours of paid time off annually for volunteer activities. The company will need to track this for non-exempt employees. Integrate the time-off request into your existing form/process for vacation, sick and personal time, and with payroll to keep track of time used. The company can support any volunteer activity the employee chooses, and/or also create a few opportunities in the community for team events throughout the year.

property. Our technician donated his Saturday to provide the labor and, of course, the company donated the materials. That moment was huge for me, and for our company.

Your company might consider allocating some funds to support causes important to an employee but not necessarily the company. The donation could be restricted to a 501c(3) nonprofit and only one for which the employee already volunteers in some way. Brian Ricci, Sales Associate for Los Angeles, took advantage of this program, supporting Together We Rise, a foster program to which he and his wife are connected.

He also took advantage of the “Antis Supports Your Kids Program” this year with a contribution to his children’s elementary school “Step It Up” fund raiser in September. “You never realize the true power of giving till you meet the thankful recipients. That’s when everything changes!” says Brian. “I’m also proud that Antis has adopted the Ronald McDonald House in Los Angeles through a national program with the National Roofing Contractors Association. We will be keeping their building and the thousands of families they shelter safe and dry for years to come.”

Charles Antis is the Founder and CEO of Antis Roofing and Waterproofing headquartered in Orange County. Antis has been a CAI-GLAC member since 2008. Charles can be reached at charles@antisroofing.com.

Creating events that employees can support during regular work hours is a plus. But if it is a weekend event or after hours, then offer volunteer activities that can include other family members. Remember to keep it simple. Start with 2-4 activities a year at most and see how it fits your culture and business. Avoid scheduling events during business cycles that are especially busy (budgeting, performance reviews, inclement weather that impacts labor demands.) Most likely there will be a few employees who actively participate and many who do not. Be patient. It takes time to develop this within your company culture.

For Antis, the shift to becoming a “people before profit” company was very visible, very moving and the ideal example of how empowerment works. One of the field technicians came to me and asked if he could donate materials for a deck repair. This man had met a family on one of the company’s condominium job sites that was reeling from financial setbacks due to the father having cancer. Their deck needed to be repaired, but they had no funds to take care of their

CAI-Greater Los Angeles Chapter

January/February 2019 | www.cai-glac.org 21

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mployee empowerment is giving employees a certain degree of autonomy and responsibility for decisionmaking related to their specific role within the organization. Empowering employees allows for decisions to be made at various levels of an organization when employees have a unique view of the issues, problems and needs of the organization within their role.

As an empowered employee within my own organization, I have seen firsthand what happens in organizations that remove the shackles of “It’s not my job”, “I really don’t have the authority to approve this” or “My manager is the only person who can approve this” from front line employees. No longer constrained, these employees, now given the ability and authority to dynamically solve problems, can supercharge trust with customers and create a tremendous amount of goodwill for the organization.

So, let’s consider what the specific attributes are of an employee who is empowered by the organization they serve. Employee empowerment is two-directional: the organization needs to provide a positive supportive framework in which the employee can utilize their decision-making authority, and the employee needs to truly own their role within the organization to be successful in their empowerment. Ownership of one’s role means that the employee takes the initiative and sees themselves as the person who needs to act and be accountable for the resolution of a service or other customer related issue.

■■■ By Lesley Millender-Irwin, CCAM®, CMCA®, AMS®, PCAM® Confidence is also critical to an empowered employee’s success.

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CAI-Greater Los Angeles Chapter

A can-do attitude is infectious! When employees see other employees taking charge and resolving difficult customer issues, it motivates them to elevate and push themselves to do the same.

Another great result of a can-do attitude among empowered employees is that they become strong communicators who are also nimble and creative thinkers! Empowered employees, now imbued with confidence and ownership in their roles, no longer focus on barriers to delivering great customer service. Once an employee has owned their role in an organization and embraces a can-do attitude, their entire paradigm shifts, and they begin to see opportunities to solve previously-difficult problems, instead of barriers to delivering amazing customer service.

It’s clear that there is a positive and beneficial relationship between employee empowerment and customer satisfaction.

But is there an equally beneficial relationship between employee empowerment and the financial “bottom-line” of an organization? Essentially, does empowering employees result in increased revenues/profits for an organization? According to the Bureau of Labor Statistics, companies which topped the 2017 “Fortune 100 Best Companies to Work For” showed increased revenues averaging 22.2 percent based in part on a happy, engaged and high-performing employee base. Additionally, these companies added new employees at a rate that was five times higher than the national average!

Delving a bit deeper, why are these companies profiting off of empowering their employees? Empowered employees are innovative! When employees are given the freedom to think expansively and creatively, they endeavor to improve and implement new processes and procedures, which can make the organization more focused on its goals to delight its customers and grow the business. Employees who are empowered enjoy high levels of morale, and high morale typically results in increased productivity and employee retention. Moreover, organizations that thoughtfully and intentionally empower their employees have happy and satisfied customers.

So, in conclusion, for organizations to truly flourish and attract and retain new customers in an ever-increasing competitive business environment, empowered employees provide a tremendous opportunity for these companies to engage and delight their customers by the delivery of exceptional customer service, driven by a take-no-prisoners, can-do attitude that places the customer experience first and foremost.

Lesley Millender-Irwin, CCAM®, CMCA®, AMS®, PCAM® is General Manager at Excelsior at the Americana at Brand HOA in Glendale. Lesley is a member of the CAI-GLAC Outreach and Publications Committees and can be reached at lesley.irwin@fsresidential.com.

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CAI-Greater Los Angeles Chapter

Proud members of CAI for over 20 years

January/February 2019 | www.cai-glac.org 23

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CAI-Greater Los Angeles Chapter

Fun in

By Gina Roldan, Business Partner Committee Co-chair

What fun we had at our Who-Bilation Holiday Happy Hour on November 30! A record 114 members and friends got together for great hors d'oeuvres, drinks and networking in the rooftop gardens of the DoubleTree by Hilton Downtown Los Angeles. This fresh venue sparked new life into our traditional event, and The Grinch provided a new twist. Each guest received a scratcher that determined which memento they received at the end of the evening for being either “Naughty” or “Nice.”

Our thanks to Co-chairs Gina Roldan (ProTec Building Services) and Michael Valenzuela (Vista Paint Corporation) and Committee Member Kim Province (The Miller Law Firm) who helped to plan and produce this event— and our sincere appreciation to the sponsors listed below.

Gina Roldan is the Business Relations Manager at ProTec Building Services, a general contracting company serving HOAs in Southern California and Southern Nevada.

She can be reached at groldan@protec.com.

Thanks To Our Sponsors PARKING

The Centurion Group HOLIDAY SPIRITS

Nu Air Services, Inc. CENTERPIECES

Vista Paint Corporation NAUGHTY OR NICE TREATS

Dunn-Edwards Paints Kings III Emergency Communications CINDY LOU'S SWEET TREATS

Landsystems – A Monarch Landscape Company Mckowski's Maintenance Systems, Inc.

CAI-Greater Los Angeles Chapter

January/February 2019 | www.cai-glac.org 25

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OSTERING EMPLOYEE EMPOWERMENT / As we all know, the day-to-day work involved

in the HOA management industry comes with many various challenges. The quality of service provided by an individual manager is largely dependent on the support and guidance provided by his or her coworkers and supervisors, which is why it is so important that each individual employee is empowered by their team. ■ By Y’hnoree’ Foster

A WORKING ENVIRONMENT where empowerment is regularly provided is much more likely to produce managers who are confident in their abilities to provide the expected customer service. These managers will have an easier time prioritizing issues and dividing their time wisely to ensure the needs of their associations are completely met. In general, empowered employees have also been known to be more loyal to their companies and more productive for those companies too.

On the other hand, working in a negative environment where there is constant micro-management and a lack of this necessary empowerment is much more likely to produce managers who lack the confidence to guide their associations without direction. Managers from this type of environment are also more likely to have trouble getting organized and keeping track of day-to-day tasks without supervision. They’re also likely to have trouble making firm decisions to lead projects and provide the boards with direction as is sometimes necessary. Furthermore, in general, employees from this type of environment are a lot less likely to “go the extra mile.”

What exactly is employee empowerment? This is when upper management imparts a sense of accountability, responsibility

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and trust into their employees by allowing them to have a sense of independence in their work. This is essential to a manager’s development, as this job is very fast-paced and much of what we do requires the ability to work independently and quickly. In addition to those listed above, the benefits of this empowerment are endless.

How can you ensure you’re empowering your employees? Set clear guidelines for them to follow in their daily managing, and allow them to handle their responsibilities on their own more and more, until they can eventually handle it all. Showing your managers that you trust them to handle their own associations will enable them to trust themselves in the same manner and create that mandatory self-confidence mentioned above.

Another way to empower your employees is to ensure that they are aware of the importance of the work they’re doing, which is likely to make them more passionate and enthusiastic about their jobs. Try these strategies, if you do not already use them, to increase employee empowerment in your office and see what a difference it can make!

Y’hnoree’ (Rae) Foster is an executive assistant at Coro Community Management & Consulting. She can be reached at rae@coro4myhoa.com.

CAI-Greater Los Angeles Chapter

relationship with that individual. I think most people would agree that consistency in management and staffing usually benefits the community so long as the association’s needs are being met. It is in the best interest of boards of directors to create an atmosphere in which managers thrive in order to retain talent.

The Micromanaging Board lll By Rob Smith, MBA, CCAM®-HR Have you every worked for a micromanager? I think the first response for everyone, regardless of your chosen work field, is a resounding yes! So, what was it about that person’s management style that got under your skin the most? Was it over critiquing every minute detail of a communication that you were sending out? Or was it the constant push for their own ideas over those that were more pragmatic and in the interest of the client (in our case the association)? Or was it the constant suspicion that you are either wasting time or company resources? I could go on and on, but the bottom line is, most employees, regardless of your position in an organization, do not thrive under a micromanager.

Before we get too far into the subject, I want all of you to know that experts will tell you that micromanagement typically has nothing to do with your actual performance on the job, but more about the micromanager’s level of internal anxiety and need to be in control of situations. So please keep that in mind as we move forward.

I have often said (when venting to a colleague, mind you) that I have had to deal with some board members in the past that would rather have me spend more time explaining, justifying and defending my job than actually doing my job. The role of a general manager is to be able to not only handle the day-to-day operations of an association or associations under their direction, but also to figure out better and more efficient ways of said management. That is never easy when you feel a lack of empowerment due to constant prying from one or more board members. It ends up stifling the creative process and in turn, the community does not reap the benefits of the talent for which you were hired in the first place. In essence, it is a lose-lose situation.

When I look back not only on my history (I have been a general manager and VP in the HOA management industry for more than 15 years) as well as those of my esteemed colleagues, there is without question a trend you see amongst long-term management at buildings. My experience is that when you have a board of directors that allows the general manager the flexibility to develop policies, procedures and programs for the benefit of the community without questioning them throughout the process, it tends to create positive changes in the community and a long-term CAI-Greater Los Angeles Chapter

So now that we have talked about what constitutes a micromanaging board member and the drawbacks to that environment, what are some strategies for dealing with that style of management in the work place.

1. Find out what that particular board member(s) needs to “loosen their grip.” For instance, maybe your predecessor kept the board in the dark about important issues. Maybe they embezzled funds. In either of these cases, transparency in how you conduct yourself will go a long way to restoring faith in this person’s eyes of you being able to do the job without the need for constant oversight.

2. Take a good hard look at your performance. The toughest thing for many of us is to “objectively” judge ourselves. I mean, I don’t know about you, but I am as close to perfect as one can get.

So how can I do anything wrong? Take some time to review your performance as you do for your subordinates. That may involve getting feedback from key stakeholders in your organization—staff, board members, homeowners, vendors, etc.

3. Have an open and honest dialogue with the board of directors.

As your parents often said, honesty is the best policy. During an executive session, set aside some time with the board to communicate your needs and solicit from them what they need to feel satisfied as volunteers that you are running the corporation in a professional and efficient manner in keeping with the needs of the community. I find it best to do this right after an election during the organizational meeting or in a goal/objectives meeting shortly thereafter.

From an employer’s perspective, I would also submit to you that when you have subordinates, the more you empower them, the more they will rise to the occasion. Over the years, I have at least a dozen examples of people who started with me in entrylevel positions at the front desk who are now managing their own buildings or executives in tangentially-related industries.

Stewardship is one of the most important parts of our role and by growing the capabilities of your staff, your communities will only be the better for it.

In closing, I have found that you can turn around the relationship with a micromanager. The key is to identify when you are dealing with one, determine as best you can what is driving that behavior, and be proactive in developing a strategy to overcome their anxiety, which is the primary driver. That can involve over-communicating with that individual for a period of time, but in due course, they will hopefully develop a comfort level with your capabilities and allow you to be the best manager for the organization.

Robert Smith is General Manager at the Savoy Community Association in downtown Los Angeles. He can be reached at rsmith@savoyhoa.com.

January/February 2019 | www.cai-glac.org 27

NEWS

FROM SACRAMENTO

Congratulations: 2018 Was A Very Good Legislative Year! ¡¡¡ By Thomas M. Ware II, Esq.

F

or common interest developments, 2018 was as much about what did not happen as what did. When the year started, community associations were faced with the prospect that two devastating pieces of anti-community association legislation were likely to pass. When the year ended, CAI’S California Legislative Action Committee (“CLAC”), thanks to your support, was able to defeat such legislation and facilitate the enactment of two bills aiding and protecting common interest developments.

SB 721 as introduced would have required homeowners associations to conduct invasive testing on balconies, stair landings and other elevated wood structures every five years. Upon discovery of a deficiency, requisite repairs would be mandated on infeasible escalated timelines. The investigation and repair costs would have necessitated extraordinary assessments that could have bankrupted many communities. The bill ignored that homeowners associations are self-governed and already are required to inspect their infrastructure every three years pursuant to reserve study obligations. After over a year of grassroots efforts by CAI-CLAC, the bill was amended to remove community association from its purview.

SB 1265 was approved by both the State Assembly and the State Senate. It sought to severely restrict associations’ ability to decide how to conduct their own elections. The Act would have gutted homeowner privacy by allowing any owner to review and copy proxies and ballot envelopes with owners’ addresses and signatures. It would have required associations to post or mail the names of all eligible voters along with their assessor parcel numbers. Associations would have been forced to permit felons to serve on the board of directors unless the felony involved theft or embezzlement. While owners delinquent in payment of regular assessments could be declared as disqualified candidates, owners who failed to pay special assessments or owners who defaulted on payment plans would remain eligible to run for the board regardless of any contrary restrictions in the Bylaws. The bill also prohibited associations from using any contracted managing agents as inspector of elections. It also would have increased election costs by requiring associations to begin preparation for annual meetings five to six months in advance and requiring owners to self-nominate at least 60

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days in advance of the election. CAI-CLAC’s grassroots efforts successfully convinced Governor Brown to veto this destructive bill. The Governor’s veto message demonstrated that your voice was heard: “ I am returning Senate Bill 1265 without my signature.

This bill makes several changes to the elections process for homeowner associations within common interest developments. California has over 50,000 common interest developments varying in purpose and size. Each one has governing documents that are tailored specifically for that individual community. This bill takes a once-size-fits-all approach, but not all homeowner associations are alike. If changes to an election process are needed, they should be resolved by the members of that specific community.”

Amen!

CLAC successfully sponsored AB 2912 to strengthen protection of homeowners association finances. It does so by requiring associations to insure against dishonest acts by its managing agents, directors and officers, and its employees.

Coverage limits must be at least equal to the association’s reserves plus three months of assessments and must include computer fraud and wire transfer fraud protection. It expands the financial documents that board members are required to review and increases the frequency of such mandated reviews from quarterly to monthly. The Act also requires written board approval for all electronic payments or transfers over $10,000 or 5% of the association’s total combined reserve and operating account deposits, whichever is lower.

Finally, CLAC also supported SB 261 proposed by one of its constituents, a homeowners association. This common sense bill eases association governance by allowing members to agree to receive email communications by sending their agreement by email, as opposed to requiring it to be sent by mail. It also allows boards of directors to adopt rules on 28 days notice instead of 30 days, thereby facilitating the adoption of rules at the next monthly board meeting after the rules are distributed for comment.

With your help, not only was CLAC successful in opposing legislation this year, it was able to effectuate meaningful and practical legislation. With your continued support, we hope in 2019 to continue to build on the political capital earned.

T homas M. Ware II is a partner in the law firm of Kulik Gottesman Siegel & Ware LLP. He currently serves as one of CAI-GLAC’s California Legislative Action Committee Delegates and is CLAC’s Legislative Co-Chair.

He can be reached at tware@kgswlaw.com.

CAI-Greater Los Angeles Chapter

OUR THANKS TO CAI-CLAC 2018 CONTRIBUTORS January 1 – December 31

100%

GOAL: $24,321

100 Marina Shores HOA 101 Ocean Condominium HOA 118 Wadsworth Ave. HOA 446 San Vicente HOA 515 San Vicente HOA 909 El Centro, Inc. 914 Lincoln Blvd. HOA 948 20th Street HOA 1030 3rd Street, Inc. 1242 Berkeley Street HOA 1715 California Ave HOA 1835 7th Street HOA 2017 Ketch to Jib Townhouses HOA, Inc. 2050 Artesia HOA 2641 4th Street HOA 4424 Whitsett Avenue HOA 4820 Bellflower HOA 11767 Sunset Blvd. Association 15206 Burbank Blvd. HOA Adams Stirling PLC Armour Lane Condominium Avis HOA Avocado Glen HOA Baldwin Real Estate Management Beaumont Tashjian Berding & Weil, LLP Berg Insurance Agency Bergeman Group Best Alliance Foreclosure & Lien Services Beven & Brock Bodger Park Condominiums HOA Bougainvillea Townhomes HOA

of goal

as of 12/31/18 $24,321

Budlong Villas HOA, Inc. Business Partners of Management Professionals, Inc. Cardiff Court HOA, Inc. Casa de Suenos CA Casa De Valley View OA, Inc. Catalina Plaza HOA Cedar Glen HOA Centinela Townhomes II HOA Chateau Delgany Estates COA, Inc. Common Interest Services, Inc. Concept Seven LLC Condominium Administration Co., Inc. Culver Centrale HOA Culver City Gardens (Lincoln Archways) Design Villas HOA Eight on Twenty HOA El Segundo Peppertree HOA Fenton Grant Mayfield Kaneda & Litt, LLP FirstService Residential AAMC® Florwood Estates HOA Gateway Village HOA Gorham Park HOA Hermosa surf Condos, Inc. Hillcrest Meadows HOA, Inc. Hillcrest Rolling Hills HOA, Inc. Hopi HOA Idaho Villas HOA Irena Vista OA Jenkins Properties Management Joanne Peña. CMCA. AMS. PCAM Kasdan LippSmith Weber Turner, LLP

Kelton Arms COA Kester Villas HOA Kulik Gottesman Siegel & Ware LLP La Pointe MA Lawford HOA (Hayvenhurst CA) Longfellow Village OA Main at the Beach HOA Management Professionals, Inc. AAMC® Marina Village HOA McKenzie Rhody, LLP Mimi Cortes Mira Verde HOA Monterey Pines HOA Oakbridge HOA Oak Hill Condominium HOA Ocean West HOA Pacific Colony HOA Pacific View Condominiums HOA Park Crest HOA PCW Contracting Services Polynesian OA Rancho Glen HOA Roseman Law, APC Ross Morgan & Company, Inc. AAMC® Roxbury Park HOA S. Manhattan Place HOA SAX Insurance Agency Seascape-Redondo HOA, Inc. Silver Spur Court HOA SK Management, LLC South Bay Estates HOA South Hermosa Townhomes HOA

Spencer Estates HOA Sunset Boulevard Association SwedelsonGottlieb Ten Five Sixty Wilshire Condo Assn.

Textile Building OA The 555 Evergreen Street HOA The 3219 Colorado Assoc.

The Angels Landing Group 7 Fountains The Californian on Wilshire HOA The Collection at Downtown Burbank POA The Miller Law Firm The Vista Pacifica HOA Villa Cordoba HOA Villa Cynthia HOA VIP Goshen Association Virgil Courts HOA Valencia Management Group AAMC® Vogue Condominium Association Villa Medici HOA W.C. Services Company West Wind Townhomes HOA Westchester Playa Del Sol HOA Westside Townhouses HOA Wilshire Selby Towers East CA, Inc. Windsor Estates COA Wolf, Rifkin, Shapiro, Schulman & Rabkin LLP Woodbury Maintenance Corp.

Yale St. HOA

CLAC Challenge Raises a Record $9,754 for the California Legislative Action Committee

Front Row: Joanne Peña, CMCA, AMS, PCAM, Kim Province (The Miller Law Firm), Mimi Cortes (SAX Insurance Agency), Diane Hilliard, CMCA, AMS, PCAM (Ross Morgan & Company, Inc.), Lauri Moffett (Condominium Administration Co., Inc.).

Back Row: Barbara Adams (Kasdan LippSmith Weber Turner, LLP), Ashley Hibler (McKenzie Rhody, LLP), David Rico (ADAMS|STIRLING PLC), Janna Havener (Baldwin Real Estate Management), Michael Lewis, CMCA, AMS, PCAM (Concept Seven LLC, AAMC), Mike Perlof (Fenton Grant Mayfield Kaneda & Litt, LLP), Michael Rabkin, Esq. (Wolf Rifkin Shapiro Schulman & Rabkin, LLP), Michael Huffman, CMCA, AMS, PCAM (On Behalf of the Business Partners of Management Professionals, Inc., AAMC), Nels Atha, CMCA, AMS, PCAM (Common Interest Services, Inc.), Leonard Siegel, Esq. & Thomas Ware II, Esq. (Kulik Gottesman Siegel & Ware, LLP), Greg Borzilleri (PCW Contracting Services), Sid Richman (Best Alliance Foreclosure & Lien Services), Teresa Agnew (Roseman Law, APC), John Kelly (Jenkins Properties Management Company, Inc.), Louie Brown, Esq. (CAI California Legislative Action Committee Advocate), Lisa Tashjian, Esq. CCAL (Beaumont Tashjian).

Not Pictured: Beven & Brock, The Californian on Wilshire HOA, FirstService Residential, AAMC, International Tower Owners Association, Ten Five Sixty Wilshire Condo Association, SwedelsonGottlieb and Valencia Management Group, AAMC.

CAI-Greater Los Angeles Chapter

January/February 2019 | www.cai-glac.org 29

CAI-GLAC Outreach Committee Spark Of Love Toy Drive lll By Miranda Legaspi, MBA

O

NE OF THE COMMUNITY OUTREACH COMMITTEE’S favorite events is the Spark of Love Toy Drive. This idea was started after one of the early-December Holiday Happy Hour events. The Chapter has always collected toys for the Spark of Love Toy Drive, and members dropped them at the Happy Hour. As our Executive Director was loading the toys in her car, I asked her where she dropped off the toys and learned that she delivered them to the local fire station in Tujunga. I left and didn’t think much of it until I got home that evening, was watching ABC7 and noticed their thenbeloved weatherman Garth Kemp promoting the Spark of Love Toy Drive. He invited anyone to drop off toys on certain days at designated locations so they could “stuff” as many buses as possible. A light bulb came on! This would be a great thing for our committee to do! During our Strategic Planning Meeting I approached Meigan Everett, our committee chair at the time, and she said without hesitation, “Let’s do it!”

In 2013 we started promoting Spark of Love a couple of months before December by giving away extra playing chips at Casino Night to those who brought a toy, and also dropping off collection boxes at members’ offices. Through the hard work of our committee members and the generosity of our chapter membership through the years, we have been able to collect and donate more than 10,000 toys. The first year we were able to secure airtime with ABC7 on their 6:00-7:00 a.m. morning news report—during their weather spot. The Committee was so excited that we decided to deliver the toys in decorated cars and wear festive outfits, ranging from Santa outfits, hats, even elf outfits (since Garth Kemp wears an Elf outfit during the broadcast)—it would make for good TV! This soon become a tradition, and every year we challenged ourselves to not

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2013

2013 only increase the number of toys we are collecting, but also to increase the number of members delivering—bring more participation from our membership. Last year we did an ugly sweater theme, and this year we dropped off the toys wearing Christmas pajamas. Luckily our members were enthusiastic to support not just wearing festive outfits, collecting & contributing toys, but most importantly showing up at 5:00 am at the Starbucks parking lot where we would decorate our vehicles stuffed with toys and carpool to the Westfield Topanga Mall. Once there we would parade in to the drop-off point and claim our 20 seconds of TV fame. (By the way, our airtime grew as the years went by.) The first year, there were about a dozen of us—fast forward to 2018 when we had more than 20 participants who got up earlier (some at 3:30 a.m.) to make it to Torrance for our 4:38 a.m. scheduled airtime.

Since CAI is about community, the spirit of this event was always a combination of building community within our membership and reaching out to our own greater community through the generous donations. Most importantly, we want the recipients of these toys to know that there is someone in their community in the Los Angeles area who cares about them; we want them to know that CAI-GLAC thought of them.

Miranda Legaspi is Co-Chair CAI-GLAC Outreach Committee and Director of Business Development at Platinum Security. If you would like to join the Community Outreach Committee and become involved in our chapter’s outreach projects benefitting local Los Angeles County charities, please reach out to Miranda at mlegaspi@ platinumsecurity.com.

CAI-Greater Los Angeles Chapter

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CAI-Greater Los Angeles Chapter

2018 January/February 2019 | www.cai-glac.org 31

Showbag Sponsor

Thanks to our Exhibitors Accurate Termite & Pest Control Alliance Association Bank Association Reserves BPR, Inc. CertaPro Painters of Pasadena Cline Agency Insurance Brokers Critter Busters, Inc. Diversified Asphalt Products Dunn-Edwards Paints E-Pipe Restoration Elements Landscape Management Enhanced Landscape Management Ferris Painting, Inc. Fireplace Solutions The Chimney Sweeper FRESHCO Painters, Inc. GNG Vinyl Fencing, Inc. Life Specialty Coatings

Master Property Improvement Co., Inc. McKenzie Rhody LLP MeterNet Sub-Metering and Billing Solutions Mulholland Security Centers, Inc. Payne Pest Management PRECISION PAINTING ProTec Building Services Rose Paving Company, Inc. Roseman Law, APC Silicon Beach Insurance Services SwedelsonGottlieb The Sherwin-Williams Paint Company Tinnelly Law Group Vista Paint Corporation Western Supreme Rooter & Plumbing WICR, Inc., Waterproofing & Decking

HOA Marketplace Committee

By David San Filippo, HOA Marketplace Committee Co-chair

T

he HOA Marketplace Committee is in charge of hosting three regional Marketplaces in Los Angeles County. The main purpose of the Marketplace is to provide an educational experience for those who serve in the community association industry. In working with other committees we are also able to promote the Marketplace, and it is a great way to introduce prospective members to our organization.

Our committee meets a few times a year to discuss important subjects, such as setting a theme and also budgeting, based on past history and fundraising projections.

Other responsibilities include determining topics and speakers for the educational sessions. These decisions are then reported to a board liaison who has been appointed by the board of directors to be responsible for communicating relevant information between the two bodies.

The Marketplace is a great event where community association managers, board members and vendors get to mingle and network. Personally, these are my favorite events in the Chapter as you get to see the people you communicate and work with every day. There’s great food and complimentary alcoholic beverages (don’t tell Joan, but this is pretty unique to our chapter). You also get to know people you never would have met before and build trust. It's no wonder so much business happens here!

At our Marketplace events, vendors get a chance to showcase their products and services to key decision makers in our industry. It’s a great opportunity for board members to be introduced to service companies that know and understand the unique needs of common interest developments. By building a better chapter and educating the public and our members we can building a better image of HOAs and living and working in common interest communities.

Our committee thanks you for your dedication to this great organization, and we look forward to seeing you at the next Marketplace!

David San Filippo is the principal of Critter Busters, Inc., a fully licensed, bonded and insured pest & termite control company serving all of Southern California. David can be reached at dsanfilippo@critterbustersonline.com.

2019 Committee Members David San Filippo, Co-chair, Critter Busters, Inc. Michael Valenzuela, Co-chair, Vista Paint Corporation Omar Bayter, General Manager, Village Northridge HOA Peggy Daughtry, President, Hermosa Surf Condominium, Inc. Alan Denison, Elements Landscaping Management Sascha Macias, CMCA®, AMC®, PCAM®, FirstService Residential AAMC Lisa Ann Rea, Mutual of Omaha Bank/CondoCerts Jennifer Silva, Dunn-Edwards Paints

WELCOME

NEW CAI-GLAC MEMBERS! AS OF DECEMBER 31, 2018

BUSINESS PROFESSIONALS RECRUITER AppFolio, Inc. CAI National Distinguished Programs CAI National Farmers Insurance Group – CAI National Maureen Martinez Insurance Agency, Inc. Flock Safety CAI National Kelly Pools, Inc. CAI National JP Carroll Coatings, Inc. Jesse Dee Retro Experts, Inc. Steven Roseman, Esq. Standpoint CAI National COMMUNITY ASSOCIATIONS Studio Village Townhouses OA Village Condominium OA COMMUNITY MANAGERS Gerald Allen PMP Management AAMC Zuhair Ammar Montage International Leslie Barton FirstService Residential

Martha Olvera, CMCA® Martha Olvera, CMCA® Keila Miramontez, CMCA®, AMS® CAI National Sascha Macias, CMCA®, AMS®, PCAM®

HIGH REWARD

Kizzy Bell Kim Province Prime Association Services Eugen Diaconu Eron Kaylor, CCAM®, CMCA® 858 North Doheny HOA Alexandria Garcia Eron Kaylor, CCAM®, CMCA® Mura Community Association Ani Keshishian William Yarian, CCAM®, CMCA® Infinity Property Services Garrett Lewis Keila Miramontez, CMCA®, AMS® PMP Management, AAMC Michelle Palacios Michael Lewis, CCAM®, CMCA®, AMS®, PCAM® Concept Seven, LLC, AAMC Esmeralda Rubio Eron Kaylor, CCAM®, CMCA® 1100 Wilshire POA Catherine Santiago Arian Manalo FirstService Residential, AAMC Sheridan Thompson, CMCA CAI National Santee Village HOA Cinnamon Valdiviezo Russell Hoffman, CMCA®, AMS®, PCAM® Valencia Management Group, AAMC John Wilder Eron Kaylor, CCAM®, CMCA® The Mercury HOA Priscilla Yoo Brian Barr, CCAM® Action Property Management Company Ashley Ziegler, CMCA Eron Kaylor, CCAM®, CMCA® Hollywood Regis HOA HOMEOWNER VOLUNTEER LEADERS Christopher Stefanidis CAI National

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Utilities overbilling is widespread. You are probably paying more than you should.

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PACIFIC UTILITY AUDIT www.PacificUtilityAudit.com 1-800-576-1010 Reducing Utility Expenses Since 1989 34

www.cai-glac.org | January/February 2019

CAI-Greater Los Angeles Chapter

BUSINESS PROFESSIONALS A.R.M. Construction Services A-Rising Builders Action Duct Cleaning Co., Inc. Advanced Painting Contractors Company, Inc, Alante Insurance Programs ALLBRIGHT 1-800 PAINTING Archon Protection, Inc. Arden Insurance Services LLC Berg Insurance Agency Broadband Planning CBCI Construction, Inc. CG Systems Inc – California Gates CID Insurance Programs, Inc. Critter Busters, Inc. Duramax Building Products Emerald Elevator Consultants Emergency Services Restoration, Inc. EmpireWorks Reconstruction & Painting ePipe Restoration Fenton Grant Mayfield Kaneda & Litt, LLP FHA Review Fiore Racobs & Powers, APLC Gayle G. Gould, CPA Gothic Landscape, Inc. John R. Sinner Insurance Agency, Inc. Kulik Gottesman Siegel & Ware, LLP MeterNet Sub-Metering and Billing Solutions Mutual of Omaha Bank/CondoCerts Owens Corning P.W. Stephens Environmental, Inc. Pariser & Pariser, LLP Prendiville Insurance Agency Rick’s Rain Gutters Roy Palacios Insurance Agency, Inc. ServiceMaster Recovery Management (SRM) Specialized Pipe Technologies Stan Smith Associates The Miller Law Firm VanDerPol & Company, A PAC W.C. Service Company, Inc. West One Property Services, Inc. Western Supreme Rooter & Plumbing Whitestone Painters WICR Inc., Waterproofing & Decking Witkin & Neal, Inc. Wolf Rifkin Shapiro Schulman & Rabkin, LLP COMMUNITY ASSOCIATIONS Briarcliffe Towne Homes Association Century Hill Association, Inc. International Tower Owners Assn.

Mariners Park Village HOA Playa Pacific HOA Promenade Owners Association Raintree Condominium Association View Ridge Towne Homes OA Village Condominium OA

CAI-Greater Los Angeles Chapter

OUR THANKS

TO RENEWING MEMBERS! AS OF DECEMBER 31, 2018

COMMUNITY MANAGEMENT COMPANIES Accord Management Group Baldwin Real Estate Management LB Property Management On-Site HOA Management Powerstone Property Management Prime Association Services Vintage Management Consultants COMMUNITY MANAGERS Michelle Atkinson Ross Morgan & Company, Inc. AAMC Robert Avila, CCAM®, CMCA®, AMS® Bel Air Ridge HOA Sandra Bevardos, CMCA® Ross Morgan & Company, Inc. AAMC Ann Borowski-Bitter, CMCA® Common Interest Services, Inc. Jim Boutross Blair House HOA John Burton Le Parc HOA Donald Campbell, CMCA®, AMS®, PCAM® Briarcliffe Towne Homes Association Paul Cannings, CCAM®, CMCA® Beven & Brock Gary Choppé HOA Management of Santa Clarita Drew Coppola, CMCA®, AMS® HOA Organizers, Inc. Richard Crane Action Property Management Company Roger Crumrine PMP Management AAMC Sue De Lucia, AMS® Horizon Management Company AAMC Mindy Dent, CMCA®, AMS® 100 South Doheny Condominium Assn.

Manuel Diaz, CMCA®, AMS®, PCAM® Ten Five Sixty Condo Association David Diers, CMCA® The Village Condominium OA Cassandra Eggers Associa-PCM AAMC Tricia Ford, CMCA® Beven & Brock Michelle Gibson Glen Towers Owners Assn.

John Graves The Wilshire Thayer Westwood Condominiums Ariel Hess, CMCA®, AMS® Scott ManagementCompany Kristen Hicks PMP Management AAMC Shanne Ho, CCAM-HR®, PCAM® ProActive Professional Management

Chris Holigores SF Valley Management, Inc. Miste Holloway PPMP Management AAMC Marilyn Howald, CMCA® Beven & Brock Cynnthia Johnson FirstService Residential AAMC Eron Kaylor, CCAM®, CMCA® Seabreeze Management Company AAMC Crystal Machado Raintree Mutual Corporation Catriona McCarthy, CCAM® Marina City Club Lesley Miller-Irwin, CCAM®, CMCA®, AMS®, PCAM® Excelsior at the Americana at Brand HOA Christopher Moran FirstService Residential AAMC Dana Moreno Valencia Management Group AAMC Martha Perkins, CMCA® Action Property Management Company

Specializing in: • Exterior Painting • Wrought Iron Painting

Patricia Ramirez Mariners Park Village HOA Glenn Purdy Los Feliz Estates Owners Association Michelle Rodrigues, CMCA®, AMS® Bunker Hill Tower Condo Association Stella Rothluebbers, CMCA®, AMS® Pam Sabo, CCAM® Ross Morgan & Company, Inc. AAMC Jacquie Smith, CMCA® Horizon Management Company AAMC Janet Ulrich HOA Organizers, Inc. Pamela Vine, CMCA® Ross Morgan & Company, Inc. AAMC COMMUNITY ASSOCIATION LEADERS Derek Allen Alan Balch Nancy Fagan Joyce Kaneda Daniel Stubbs Queene Taylor Joseph Bryant Wilson

805.551.3799

PrecisionPainting.com 2192 Anchor Ct. Unit C Thousand Oaks, CA 91320

• Pressure Washing • Interior Painting • Wood Staining • Wood Repairs • Color Consulting

Please contact us at info@precisionpainting.com for details

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January/February 2019 | www.cai-glac.org 35

ADVERTISERS INDEX

2019 CALENDAR OF EVENTS JANUARY 2019 08 South Bay Evening Program – 6:30 p.m.

DoubleTree by Hilton Torrance-South Bay, 21333 Hawthorne Blvd., Torrance, CA 90503

16 Awards Luncheon Celebration– 11:30 a.m.

Skirball Cultural Center, 2701 N. Sepulveda Blvd., Los Angeles 90049

23-25 CAI National Law Seminar New Orleans, LA

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

Chapter Office, Glendale

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

Regatta Seaside HOA, 13600 Marina Pointe Dr., Marina del Rey, CA 90292

30 Managers Only Breakfast Workshop – 8:00 a.m.

The Californian on Wilshire, Los Angeles

FEBRUARY 05 Long Beach Educational Program for HOA Boards – 5:30 p.m.

Renaissance Long Beach Hotel, 111.E. Ocean Blvd., Long Beach, CA 90802

08 PCAM Luncheon – 11:30 a.m.

PHOTO BY MCCALL ALEXANDER ON UNSPLASH

6 Action Property Management Company

7 Pacific Western Bank 36 Poindexter & Company, CPAs

13 ALLBRIGHT 1-800-PAINTING

12 Popular Association Banking

22 Beaumont Tashjian

35 PRECISION PAINTING

9 Association Reserves

15 Reserve Studies Inc.

19 Ferris Painting, Inc.

26 R.W. Stein Painting, Inc.

36 G N G Vinyl Fencing, Inc.

17 Macdonald Insurance Agency

6 Mutual of Omaha Bank/ CondoCerts

23 Select Painting & Construction

34 Pacific Utility Audit

13 Segal Insurance Agency, Inc. 12 Witkin & Neal, Inc.

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

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.

City Club LA, 555 S. Flower St, 51st Floor, Los Angeles 90071

08 M-202 PMDP Course – Association Communications Sheraton Gateway, Los Angeles

21 Tricks of the Trade for Business Partners – 9:30 a.m.

Blair House, 10490 Wilshire Blvd., Los Angeles, CA 90024

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

Chapter Office, Glendale

27 SF Valley Luncheon Program for HOA Boards and Managers – 11:30 a.m.

Woodland Hills Hilton, 6360 Canoga Ave., Woodland Hills, CA 91367

MARCH 7-8 M-380 PMDP Course – Litigation Training for Managers Sheraton Gateway, Los Angeles

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

DoubleTree by Hilton Torrance-South Bay, 21333 Hawthorne Blvd., Torrance, CA 90503

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

Chapter Office, Glendale

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

Embassy Suites by Hilton Valencia, Valencia

29 California Common Interest Development 8-Hour Law Course – 8:00 a.m.

Location TBD

Events subject to change, see website for possible updates.

36

www.cai-glac.org | January/February 2019

VINYL FENCING PATIO COVERS

Mike Karamanoukian Tel: 323-276-1112 Cell:213-399-0768 Fax:323-276-1114 1-877-31-VINYL 2424 North San Fernando Rd Los Angeles, CA 90065

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Mike@GnGVinyl.com www.GnGVinyl.com

CAI-Greater Los Angeles Chapter

I t’s SHOWTIME! A

CA-GLAC 150-Member 2019 Recruiter Contest We’re rolling out the Red Carpet in 2019… and we want you on it!

Be one of the Stars of the Show… and even the Star Recruiter of the Year.

Our goal is to grow the Chapter by recruiting at least 150 new members this year!

Share the benefits of CAI membership with colleagues and friends during 2019 and you could win $1,000!

RULES

Recruiter-of-the-Month Raffle Recruit a new member during the month and be entered into a raffle to win a $50 gift card.

One chance for each Business Partner, Community Manager or Homeowner Leader membership.

Three extra chances for an Association Board of three or more.

Grand Prize $1,000 Cash Member who recruits the most new members from January 1 through December 31, 2019 will be awarded the Grand Prize.

(Minimum 20 points needed to qualify)

www.cai-glac.org SPONSORS

• Each new Business Partner company, Management Company or Individual Manager is counted as one recruit, and each Homeowner Leader is counted as one recruit, whether part of an Association Board or Individual.

• For Manager memberships, if in same company as Recruiter, only the first three count toward the Grand Prize.

• To receive recruiter credit, you must alert the CAIGLAC Chapter Office or be listed on the paper or online application.

• Completed applications and membership dues for qualified applicants must be received at CAI between January 1, 2019 and December 31, 2019 to be counted toward the Grand Prize.

Fenton Grant Mayfield Kaneda & Litt, LLP • The Miller Law Firm • Tinnelly Law Group • ProTec Building Services

CAI-GLAC

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PAID

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

SAN BERNARDINO, CA PERMIT #1

Change Service Requested

Order Your 2019 Condominium Bluebook Today!

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

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

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 Law, APC Rules and Regulations: Adoption & Enforcement Kelly G. Richardson, Esq. CCAL, Richardson|Ober PC Reserve Studies Les Weinberg, RS, MBA, Reserve Studies Inc. Insurance Issues for Common Interest Developments Kimberly Lilley, CMCA®, CIRMS™ , Berg Insurance Agency

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