Focus Magazine - March/April 2020

Resolution Solution L.A.’s Premier Source of Information for Community Associations March/April 2020

Lic.# 665826

After 30 years and 15 industry awards, our goal is still the same: 100% HOA homeowner, homeowner, board board member and property manager’s manager's HAPPINESS!

Call Us, We’re happy to help:

1-805-254-4040 1-800-PAINTING

2020 BOARD OF DIRECTORS

NEWSWORTHY

OFFICERS Sascha Macias, CMCA®, AMS®, PCAM®, President FirstService Residential, AAMC®, 310-574-7426 Teresa Agnew, President Elect Roseman Law, APC, 818-380-6700 Isaac Camacho, Vice President Accurate Termite & Pest Control, 310-837-6483 Matt Davidson, CCAM-HR®, CMCA®, Secretary Action Property Management, 800-400-2284 Brian Fleming, CMCA®, AMS®, Treasurer Wilshire Regent HOA, 310-474-5563

6 Neighbor-to-Neighbor Conflict Resolution: What Is the Board’s Role?

10 Special Assessment and Dues Increase, Oh My! 12 My First Experience with ADA 14 An Ounce of Prevention 19 Conflict Resolution 22 Servant Leadership 26 News From Sacramento

DIRECTORS Adrian Adams, Esq., ADAMS|STIRLING PLC, 310-945-0280 Gary Burns, Mulholland Heights HOA, 818-326-2000 Angelique Madrigal, Ross Morgan & Company, Inc., AAMC®, 818-907-6622 Alexandria Pollock, CCAM-HR®, CMCA®, AMS®, PCAM®, BuildingLink.com, LLC, 310-925-9001 Kim Province, Advanced Election Services, 714-783-8646

CHAPTER EXECUTIVE DIRECTOR Joan Urbaniak, MBA, CMCA®

2020 COMMITTEE CHAIRS BUSINESS PARTNER Gina Roldan, ProTec Building Services Ray Moody, VP, City National Bank COMMUNITY EXPO Karen Kokowicz, CCAM®, CMCA®, PCAM®, Coro Community Management & Consulting Michael Valenzuela, Vista Paint Corporation COMMUNITY OUTREACH Angelique Madrigal, Ross Morgan & Company, Inc., AAMC® Patti Specht, ServiceMaster Recovery by C2C Restoration EDUCATION Teressa Whitsitt, CMCA®, AMS®, Ross Morgan & Company, Inc., AAMC® EXECUTIVE RETREAT Alexandria Pollock, CCAM-HR®, CMCA®, AMS®, PCAM®, BuildingLink.com, LLC FINANCE Michael Lewis, CMCA®, AMS®, PCAM®, C7 Properties, LLC,, AAMC® GOLF TOURNAMENT Julia Gomes, Accurate Termite & Pest Control Jeff Koscher, HARBRO, Inc. LEGISLATIVE SUPPORT Erik Rivera, CMCA®, AMS®, PCAM®, Trilliant Property Management MEDIATION SERVICES Steven A, Roseman, Esq., Roseman Law, APC MEMBERSHIP Mimi Cortes, SAX Insurance Agency Tracy Robinson, CCAM®, PMP Management, AAMC PROGRAMS/LUNCHEONS Neda Nehouray, CMCA®, AMS®, HOA Organizers, Inc. Erik Rivera, CMCA®, AMS®, PCAM®, Trilliant Property Management PUBLICATIONS Jamilla Davis, Dunn-Edwards Paints Jennifer Schuster, Valley Alarm SATELLITE PROGRAMS Craig Phillips, CMCA®, AMS®, PCAM®, International Tower Condo Association James Beard, CMCA®, AMS®, PCAM®, Valencia Management Group, AAMC® SOCIAL Ashley Hibler, McKenzie Rhody, LLP Michael Valenzuela, Vista Paint Corporation

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

NOTEWORTHY 9 Congratulations to AJ Scott!

16 Recognizing 2019 Industry Excellence Awards Recipients 20 Honoring Those Who Have Reached the Pinnacle of Professional Designations 28 A Night At The Train Station

FYI

4 30 32 32

2020 Upcoming Events Membership News Advertisers Index Advertising Information

Our thanks to the Focus Magazine Committee: Co-chairs: J amilla Davis, Dunn-Edwards Paints Jennifer Schuster, Valley Alarm Patricia Brum, Esq., Snell & Wilmer LLP Elaine Gower, The Naumann Law Firm, PC Joshua Grass, Fenn Termite & Pest Control Michael Huffman, CMCA®, AMS®, PCAM®, Management Professionals, Inc. Miranda Legaspi, Platinum Security Jocelle Maliwanag, American Heritage Landscape Lesley Millender-Irwin, CCAM®, CMCA®, AMS®, PCAM®, Excelsior at the Americana at Brand HOA Diane Rossiter, CMCA®, AMS®, Bell Canyon Association Dawn Suskin, CCAM®, PCAM®, FirstService Residential

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 STAY CONNECTED: 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 © 2020.

SOCIAL MEDIA Teresa Agnew, Roseman Law, APC Meigan Everett, PCAM®, SwedelsonGottlieb

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

WINE NIGHT Pamella De Armas, Silicon Beach Insurance Services Elaine Gower, The Naumann Law Firm, PC

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

CAI-Greater Los Angeles Chapter

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

March/April 2020 | www.cai-glac.org 1

NOTE

FROM THE EDITOR’S DESK

“IN THE MIDDLE OF DIFFICULTY LIES OPPORTUNITY.” ALBERT EINSTEIN FIRST AND FOREMOST, CONGRATULATIONS TO ALL THE NOMINEES AND WINNERS AT THE INDUSTRY AWARDS OF EXCELLENCE CEREMONY. YOU ARE ALL AT THE HEIGHT OF YOUR PROFESSION, AND JENNIFER AND I COULD NOT BE

Jennifer said it best during the first Editor’s Note: we hope to bring you an issue that inspires and motivates you. We hope this issue helps you to think outside-the-box and is a resource for you.

Co-editor Jamilla Davis Dunn-Edwards Paints

MORE HONORED AND EXCITED TO BE WORKING WITH THE NEWLY ELECTED 2020 BOARD OF DIRECTORS. Conflict is an inevitable part of any work environment. We’ve all been in situations where we had to step back, keep our emotions in control, and assess the problem before reacting.

This gives us an opportunity for such skills as problemsolving, creativity, ability to think objectively to kick in and find a resolution. Every individual has their own style of working and reacting to any situation. However, we hope this issue provides ways to adjust your way of thinking to finding solutions that work for all parties involved.

In this Focus issue, we will have articles written by different people who work in different aspects of this industry. They will discuss situations you may have found yourself in or new situations that are now presenting themselves. As David A. Loewenthal, Esq. mentions in his article, “Boards of directors have an obligation to perform a reasonable investigation when a neighbor dispute is brought to their attention and decide what, if any, action is warranted.” He outlines what these disputes can include and what a board/manager can legally do to resolve them. Leslie Barton tackles special assessments, due increases, and how to get your board on board (pun intended), while Angelique Madrigal retells her first experience working with a homeowner requesting ADA accommodations. And Matt Meadors and Loren Shiu, Esq. provide an article from the manager’s and vendor’s point-of-view on conflicts, and tips on how to avoid or deescalate them.

As we all know, we wear many different hats in this industry— counselor, legal advisor, accountant, the giver of bad news, etc. and with these many hats, we can run into different obstacles that take a different approach to solving them. We have a few managers discussing issues they have come across and what they did to resolve them.

2020 CAI ANNUAL CONFERENCE & EXPOSITION

Get the community association knowledge you need to make great decisions.

Learn from 30+ education sessions, expand your perspective with inspiring keynotes, and network with community association leaders, managers, and business partners from around the world.

JUNE 10–13, 2020 | HOLLYWOOD, FLORIDA

tec

hno

log

y

education

best practices

trends network

REGISTER NOW!

www.caionline.org/CommunityNow2020

2

www.cai-glac.org | March/April 2020

CAI-Greater Los Angeles Chapter

MESSAGE

FROM THE PRESIDENT

CONFLICTS, DISPUTES AND REACHING COMMON GROUND CAN YOU BELIEVE WE ARE ALREADY NEARLY A QUARTER OF THE WAY THROUGH 2020? THAT FLEW BY! I SINCERELY HOPE YOU ENJOYED OUR JANUARY AWARDS LUNCHEON. IT WAS QUITE THE EVENT! OUR CHAPTER HAD A GREAT TIME GETTING TOGETHER, ENJOYING A GLASS OF CELEBRATORY CHAMPAGNE, CELEBRATING OUR VOLUNTEERS AND, OF COURSE—DANCING! 5-4-3-2... DID YOU GET UP AND DANCE? MAKE SURE YOU BRING THAT ENERGY TO ALL OF OUR EVENTS! For March/April, the Publications Committee has a wonderful edition of Focus Magazine for you. The “Resolution Solution” theme focuses on conflicts, disputes, and reaching common ground. We will tackle some of the challenges we encounter as our residents age and we try to provide the best customer service possible. The team touches on where the manager needs to step in with regard to neighbor-to-neighbor disputes, homeowner and vendor disputes, and highlights an entire article with examples on successful dispute resolution.

Carrying with one of our themes for the year, we round out the issue with an article on leadership.

As we move throughout the year, it is important to keep our goals front and center.

Recruitment: In a follow-up to one of our key goals in 2020 — to build a stronger bench of talent in the industry—I am pleased to let our members know that this initiative has made it all the way to CAI National headquarters, and a task force is working with all of the chapters to increase the talent pool coming into our industry – more on that soon!

Positivity: We will continue to promote a positive image of the CID industry. Our social media has been alive with updates and stories. We submitted our 365 Community Connections campaign from 2019 for CAI National recognition, and we are gearing all of our events towards positive messaging.

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.

CAI-Greater Los Angeles Chapter

Educate: Our Coaching to Credentials team is ramping up for an exciting mentorship year with new ideas, and the Programs, Education and Expo Committees are all working hard to ensure that the topics we put forward are relevant and timely to educate our managers. If you have topics you want to hear more about, please submit them to myself or the office!

We love your feedback.

I hope you enjoy your March/April issue of Focus, and are making 2020 productive and successful. You are all leaders in this industry, and I look forward to continuing to serve the Chapter the rest of the year.

And as the rest of the world is reminding us—don’t forget to wash your hands!!

With Gratitude, 2020 Chapter President Sascha Macias CMCA®, AMS®, PCAM® FirstService Residential, AAMC

Coaching to Credentials

Manager Mentor Program Would you like to be able to talk to another manager about their educational path and experience—get their advice about next steps?

CAI-GLAC is proud to offer the Coaching to Credentials Manager Mentor Program as a resource to our community manager members.

Our goal is to encourage you to achieve CAI designations—ultimately the PCAM® designation.

Through the program, an experienced professional manager is paired with a manager newer to the industry or one looking simply for guidance. The scope and duration of the mentoring relationship is determined between the mentor and the protégé.

A Mentor can: l Help to identify your specific goals. l Provide career guidance. l Provide vision and insight. l Offer support and advice about CAI courses. l Explain the value of credentials. l Motivate you to progress to the next level of professionalism.

For additional information about the CAI-GLAC Manager Mentor Program, please contact the Chapter Office at 818-500-8636.

March/April 2020 | www.cai-glac.org 3

2020 CAI-GLAC Super Sponsors

2020 UPCOMING CHAPTER EVENTS Events subject to change, see website for possible updates.

17

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

20

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

Chapter Office, Glendale

25

Valencia Educational Breakfast for HOA Boards and Managers – 8:00 a.m.

Bridgeport COA Clubhouse, 27002 Edgewater Lane, Valencia, CA 91355

27

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

The Mirabella HOA, 10430 Wilshire Blvd., Los Angeles, CA 90024

30-31 CA Day at the Capitol – 8:30 a.m.

APRIL

JUNE

Hyatt Regency, Sacramento

San Fernando Valley Community Expo Hilton Los Angeles-Universal City, – 3:00 p.m.

555 Universal Hollywood Drive., Universal City, CA 91608

07

San Gabriel Valley Educational Program for HOA Boards – 5:30 p.m.

Location TBD

10

CMCA Review – 8:30 a.m.

ServiceMaster Recovery

by C2C Restoration, 10881 La Tuna Cyn Rd., Sun Valley, CA 91352

17

Executive Retreat – 8:00 a.m.

Calamigos Ranch, 327 Latigo Canyon Rd., Malibu, CA 90265

18

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

SummerWind HOA, 2800 Plaza Del Amo, Torrance, CA 90503

Accurate Termite & Pest Control ADAMS|STIRLING PLC ADCO Roofing & Waterproofing Animal & Insect Pest Management, Inc. THE BEHR PAINT COMPANY Diversified Asphalt Products Dunn-Edwards Paints Ferris Painting, Inc. The Miller Law Firm The Naumann Law Firm, PC Securitas Security Services USA, Inc. Segal Insurance Agency, Inc. Steve Little Insurance Agency, Inc. Vista Paint Corporation

Sheraton Gateway, Los Angeles

■SILVER

■ GOLD

24

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

Chapter Office, Glendale

29

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

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

13

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

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

18

Annual Golf Tournament – 8:00 a.m.

Porter Valley CC, 19216 Singing Hills Dr., Northridge, CA 91326

29

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

Chapter Office, Glendale

02

San Gabriel Valley Educational Program for HOA Boards – 5:30 p.m.

Location TBD

Alliance Association Bank American Heritage Landscape Association Lien Services CertaPro Painters of Pasadena Enhanced Landscape Management Fenceworks, Inc. Fireplace Solutions The Chimney Sweeper General Pavement Management, Inc. GNG Vinyl Fencing, Inc. Kasdan LippSmith Weber Turner LLP Life Specialty Coatings McKenzie Rhody, LLP Nu Air Services, Inc. Oakridge Landscape Popular Association Banking Professional Services Construction, Inc Riley Pasek Canty, LLP SAX Insurance Agency Select Painting & Construction, Inc. SwedelsonGottlieb The Sherwin-Williams Company

09

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

Location TBD

■ BRONZE

10-13 CAI National Conference

4

ALLBRIGHT 1-800-PAINTING Association Reserves – CA/Los Angeles Berding & Weil, LLP BrightView Landscape Services Fenton, Grant, Mayfield, Kaneda & Litt, LLP Guard-Systems, Inc. Hi Tech Painting & Decorating, Inc. Interstate Restoration, LLC Pacific Western Bank Payne Pest Management PRECISION PAINTING Pro Am Construction ProTec Building Services Tinnelly Law Group Trifecta Painting & Construction Valley Alarm Whitestone Industries

02

23-24 M-204 PMDP Course – Community Governance

MAY

■ PLATINUM

Hollywood, FL

19

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

24

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

Torrance-South Bay, 21333 Hawthorne Blvd., Torrance, CA 90503

www.cai-glac.org | March/April 2020

Chapter Office, Glendale

PHOTO BY GUSTAVO ZAMBELLI ON UNSPLASH

MARCH

Allied Trustee Services Fiore, Racobs & Powers APLC Macdonald Insurance Agency MeterNet Sub-Metering & Billing Solutions Mission Landscape Owens, Moskowitz and Associates, Inc. Poindexter and Company, CPAs Reserve Studies Incorporated Union Bank HOA Services Wolf, Rifkin, Shapiro, Schulman & Rabkin, LLP We thank our 2020 sponsors who have made a substantial contribution to ensure our continued success this year.

CAI-Greater Los Angeles Chapter

REPRESENTING COMMUNITY ASSOCIATIONS IN

ALL AREAS OF REAL ESTATE LAW

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

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

March/April 2020 | www.cai-glac.org 5

Neighbor-to-Neighbor Conflict Resolution: What Is the Board’s Role?  By David A. Loewenthal, Esq.

A

nyone who has served on a board of directors knows that one of the most difficult situations to deal with involves neighbor-to-neighbor disputes. There is really no limit as to what may constitute a neighbor-toneighbor dispute, since what one individual may find offensive another may find acceptable.

Examples of issues that may give rise to neighborto-neighbor disputes include nuisances such as noise, odors, visual eyesores between neighbors; property damage between neighbors who share a common wall or floor/ceiling assembly; and harassment-related issues where there may be housing-related discrimination.

Historically, in evaluating neighbor-to-neighbor disputes, boards would generally consider whether the dispute was limited to two owners and/or did not involve the common area.

Assuming that was the case, boards often would take the position that the Association would not get involved nor conduct any investigation.

In my opinion, the day of simply telling a neighbor that “the issue is between you and your neighbor and that the Association will have no involvement” is over. Boards of directors have an obligation to perform a reasonable investigation when a neighbor dispute is brought to their attention and decide what, if any, action is warranted. Management’s role in these matters may include obtaining and compiling information regarding the dispute; preparing a warning/violation letter; and discussing the issues with the Board, including recommending that the Association’s counsel be brought in to evaluate the matter.

Neighbor disputes often arise from a claim of nuisance.

Homeowners are not entitled to complete isolation and separation from their neighbors; however, unreasonable noise, smell or eyesores certainly can constitute a nuisance.

If the Board, after reasonable investigation, determines that a nuisance exists, the Board may take several steps, including issuing a warning letter to the member who is allegedly creating the nuisance, requesting further information as to the issue and demanding that the owner cease and desist the action that is the basis of the nuisance.

If the conduct continues, the Board can schedule a board hearing for the individual who is allegedly creating the nuisance pursuant to Civil Code Section 5855 for the purpose of determining if a fine or other disciplinary action should be

6

www.cai-glac.org | March/April 2020

taken against that homeowner. In the event of a hearing, the offending member must be given at least ten (10) days prior notice of the date, time and location of the hearing, the purpose of the hearing, and that they have a right to address the Board of Directors regarding the issues that are the subject of the hearing. The Board must decide whether or not the information presented justifies taking further action such as issuing a fine. Within 15 days of the completion of the hearing, the Board of Directors must advise the owner in writing of the result of the hearing including if there will be a levying of fines or other disciplinary action.

A board should only levy a fine if the board has performed a reasonable investigation to determine the validity of the complaint, which may include evaluating evidentiary support against the violating member. This includes considering any written complaints that have been presented to the board; violations witnessed by members, residents, third parties, board members, or the manager; independent confirmation by outside sources such as a police, animal control, building department report.

Ultimately, if the Association wishes to collect on a fine or enforce the governing documents, it may be forced to file a lawsuit. As such, unless the Board reasonably believes that its decision regarding the issuance of a fine or taking other disciplinary action is supported, it should not so proceed.

It is important to note that simply because the Association issues a warning letter and conducts a disciplinary hearing does not automatically obligate the Board to proceed forward with litigation even if the conduct continues. Generally, the Board has discretion in determining whether to proceed forward in instituting legal action against the offending party.

Neighbor disputes also arise when there is physical property damage between units often caused by water originating from one unit into an adjacent/connecting unit with attached walls or floor/ceiling assemblies. Generally, if the source of the water is a separate interest item, such as a washing machine hose or refrigerator water line, the owner in control of that separate interest item would be responsible for the costs associated with the damage. Conversely, if the water source is a common area element, the cost of repair would generally be the Association’s responsibility. A thorough review of the facts and the Association’s governing documents, including the CAI-Greater Los Angeles Chapter

Condominium Plan, Covenants, Conditions and Restrictions, Maintenance Matrix (if one exists) and Civil Code, is essential in making these determinations.

Regarding neighbor-to-neighbor property disputes, the Association should perform a reasonable investigation into the cause and extent of the damage in determining responsibility. Board action may include submitting a claim to the Association’s master policy of insurance, since it is often the case that the Association’s insurance has broader coverage than what the CCRs identify, and members are often identified as beneficiaries under the policy and/or pursuant to the CCRs. Also, in cases of water-related damage between neighbors, it is often better to attempt to limit the claim by remediating the damage, including dry-out, as soon as possible and then continue to sort out who is actually responsible and costs.

Finally, an area that has become hotly contested over the last several years pertains to claims of harassment and housing-related discrimination. Boards have an obligation to investigate claims of housing-related discrimination once it is brought to their attention.

Specifically, effective October 14, 2016, the U.S. Department of Housing and Urban Development (HUD) established regulations requiring all housing providers to take steps to end harassment.

Homeowners associations are included as a housing provider.

The alleged harassment must be related to the complaining person’s membership in a protected class, which includes

CAI-Greater Los Angeles Chapter

harassment based upon race, color, religion, national origin, sex, familial status, or disability. This includes homeowners associations involving harassment by other residents, board members, managers and vendors.

Pursuant to 24 Code of Federal Regulations Section 100.7(a) (1)(iii), a person is “directly liable” for “failing to take prompt action to correct and end a discriminatory housing practice by a third party, where the person knew or should have known of the discriminatory conduct, and had the power to correct it.”

Pursuant to CFR Section 100.20 a “Person” includes associations which can be held liable for a resident’s harassment of another resident when: 1. The harassment is based upon race, color, religion, sex, national origin, disability and familial status; 2. The homeowners association knew or should have known of the harassment; 3. The homeowners association had the power to correct and end the harassment; and 4. The homeowners association failed to take prompt action to correct and/or end the conduct.

In order to attempt to avoid liability, an association’s board must take some action to address any alleged discrimination by residents or other people within the authority of the board of CONTINUED ON PAGE 8

March/April 2020 | www.cai-glac.org 7

Neighbor-to-Neighbor Conflict Resolution: What Is the Board’s Role?

CONTINUED FROM PAGE 7

directors/association. In a neighbor-to-neighbor discrimination claim, the board’s failure to take action could lead the association to being sued and potentially be liable for monetary damages.

The type of action to be taken by the association depends on the circumstances and factors involved. It could include a warning, either verbally or in writing, as well as the demand that the discriminatory conduct stops.

If preliminary steps fail to correct the actions, a board may consider proceeding forward with making a request for Alternative Dispute Resolution (Civil Code section 5925 et seq.) prior to commencement of an enforcement action.

If ADR fails, legal action, including seeking a harassment restraining order, may be warranted.

In performing its investigation, the board may wish to engage the services of an independent investigator to interview the parties involved, witnesses, and provide an opinion.

HUD’s position on these types of claims is that a community association generally has the authority to deal with harassment

8

www.cai-glac.org | March/April 2020

claims as empowered by the association’s CCRs or by other legal authority, including notices of violations and fines.

In the Association’s evaluation of the issues, facts, evidence and claims, it could arrive at a decision that the complaining party is not a member of a protected class or that the discrimination is not attributable to that status.

Not every claim of discrimination in fact rises to the level of a housing act violation. The Association should conduct a thorough review of the issues and claims and make an informed determination of what it can do to eliminate the claimed discrimination, if it determines the discrimination exists, or whether it is even actionable discrimination in the first place.

The historic positions of boards were that disputes between neighbors were not the association’s concern is no longer the case. Boards need to take appropriate steps, including a reasonable inquiry and investigation, in order to determine what action, if any, is required.

David A. Loewenthal, Esq. is a partner in the law firm of Loewenthal, Hillshafer Carter, LLP, which serves community associations throughout California. He can be reached at daloewenthal@lhclawyers.net.

CAI-Greater Los Angeles Chapter

Congratulations to AJ Scott!

AJ Scott, CPCU, CIRMS, Assistant Vice President of Cline Agency Insurance Brokers, recently joined a select group of community association insurance and risk management professionals who have earned the Community Insurance and Risk Management Specialist (CIRMS) designation from CAI. To be eligible for the designation, professionals must have at least five years of experience in the community association field, have been responsible for 25 association insurance programs in the past three years, and maintain a legal and ethical standing in the insurance industry.

A community association insurance and risk management professional’s duties include: ● Working with associations to ensure

Convenient, secure protection for your excess funds.

Save time and money with these community association offerings: • Insured Cash Sweeps (ICS) • Certificate of Deposit Account Registry Services (CDARS) Ask us about our great CDARS rates.

One account. One statement.

One trusted bank.

Lisa Ann Rea, Vice President 805.907.8452 | 866.800.4656 x7500 Lisa.Rea@cit.com

©2020 CIT Group Inc. All rights reserved. CIT and the CIT logo are registered trademarks of CIT Group Inc. MM#7205

that they have thought through their exposures to risk. ● Recommending insurance products and

steps to reduce the risk itself or to transfer it to another party and presenting costbenefit analyses on various options. ● Educating board members to raise their

level of understanding, so they can in turn educate their residents on how to avoid their own losses.

AJ has worked for Cline Agency since May 2006.

From 2012-2019, she was actively involved in the Independent Insurance Agents & Brokers Association (the Big “I”) and in 2016 served both as President of the Los Angeles chapter (IIABALA) and as Chair of the Greater Los Angeles I-Day Convention. In November 2014, she completed her CPCU® designation and was recognized as the Distinguished Graduate of her class. AJ has been a member of the CIRMS Law Seminar Planning Group since February 2018, and she currently co-chairs the Education Committee for CAI-OCRC (Orange County Regional Chapter). AJ@clineagency.com

CAI-Greater Los Angeles Chapter

RELY ON THE EXPERTS TO BUDGET RESPONSIBLY WITH A RESERVE STUDY Avoid Surprise Expenses, Make Informed Decisions, Save Money, Protect Property Values

For more information, samples or a free bid contact us at: www.reservestudy.com cserrano@reservestudy.com (818) 222-0248

March/April 2020 | www.cai-glac.org 9

T

WO SUBJECTS THAT STRIKE INSTANT ANGER INTO THE HEARTS OF HOMEOWNERS: SPECIAL ASSESSMENT AND DUES INCREASE. Both have the potential to be uncomfortable conversations that force boards to make, what can be perceived as, an uncomfortable decision. But how do you start the conversation? How do you lead a productive discussion with a resolution as opposed to a dispute?

At the root of any resolution that managers propose to boards of directors is the one key commonality that needs to be perused first: communication. Thorough communication and being transparent, while having the best interest of the association at the center, is how you effectively accomplish what is needed for your association.

SPECIAL ASSESSMENT AND DUES INCREASE,

OH MY!

It all starts with that little word: communication. But I am going to step it up a notch—you need effective communication. We live in the 21st century where information is as readily available as you can type and hit send. Anyone can seek out information and find the answer to the question they are asking.

This is where you and your board need to take a step back and put together a plan on how the special assessment is going to be effectively communicated to the Membership. If you have the technology available to you, begin with an email campaign. Have a few emails drafted that communicate in a positive tone what the project is, why it is needed, and how the homeowners can take action and help. Post flyers around the Association that give key points for what the project is and contact email for them to reach out and ask questions. If it is an option in your budget, send out the flyer in a mailer.

Giving the project a why helps guide the conversation from “We have to do this” to “As a neighbor, we need your help to better our community”.

Let the Membership know that they will receive a ballot in their mail in the next week or so. Communicate to them the importance of their participation and that they need to actively look for the ballot in their mail.

You effectively communicated. You started an email campaign and received a few complaints regarding all the wasted paper from the flyers that you posted around the Association. You kept the item on the General Session agenda for discussion at every meeting. What next? Along with the aforementioned methods it is time for good old-fashioned face-to-face communication.

■■■By Leslie Barton, CMCA®

SPECIAL ASSESSMENTS Where do you begin getting a special assessment passed? It is likely that homeowners are already aware that extra work is needed or that an unforeseen project has come up and now funds are needed to correct it. You as the community’s manager get to set the narrative for the journey that you will take with the Board to 1) make quorum for the meeting and 2) receive a majority yes vote.

Chances are the issue has been a continuing item on the agenda and the Board has discussed what is needed to be done at great length. They are invested and eager to start the project, but no one has shown up to a board meeting and no one has called or emailed the manager for information. And even worse, since you rarely make quorum for the Annual Meeting, how are you going to make quorum for a Special Assessment vote?

10

www.cai-glac.org | March/April 2020

It is time to work with the contractor of the project, your accounting team, and the Board to organize a Town Hall. The Town Hall has a strategy all of its own and needs to be held at a time that is convenient for homeowners to attend. You are not going to get the desired turnout to create allies for your cause if you are not setting yourself up to be successful. Take into account the time of year. Are there holidays you need to be aware of? Is there an event going on that is going to pull homeowners away from being able to attend? Picking a time that works for the majority of homeowners is going to give you the best results. Send calendar invites to homeowners. Ask them to RSVP and follow up the week before the meeting, again three days before the meeting, and the night before the meeting, reminding them of the commitment they made to participate. Ask them to invite their neighbors to go with them.

Hold the Town Hall meeting a week or two after the ballots are sent out. Bring blank ballots with you and, at the end of the Town Hall, ask if they turned in their ballot. If not, let them know you can give them one and they can fill it out there. This helps set you up for making quorum.

CAI-Greater Los Angeles Chapter

When it comes to your presentation—practice, practice, practice. Practice in the mirror, practice in front of your peers, practice until it sounds like a conversation and not a presentation, practice until they can recite what you are saying. Not only that, ask for and be open to constructive feedback.

On the day of the meeting, take a deep breath, smile and relax.

You are prepared and know what you are discussing inside and out. And because you effectively communicated the issue, the homeowners are open to listen and not attack.

You are 100% of the time going to have your naysayers and individuals who are not going to be on board and who will attempt to sabotage what you know is right and true. In your communication strategy, you need to do everything you can to prove that one individual wrong by speaking in a positive information-based way to the majority of the homeowners.

The grass is greener where you water it.

You sent email blasts; you posted flyers; you mailed flyers; you sent out the ballot; and you hosted the Town Hall. Now it is crunch time and the part that most miss: following up. Send an email out that recaps the Town Hall so any member who was not able to attend can still have the information. Continue to send reminders to the Membership of when the ballot is due. Ask board members if they are comfortable going doorto-door to ask if homeowners need more information to turn in their ballot. Keep the same positive message that you have worked so hard to create.

that is out of sight. To help mitigate that, work with your contracted maintenance companies to see if there are costeffective strategies to help spruce up the place. Whether that is a touch of seasonal color near the mailbox cluster and at the entrance or it is a fresh coat of paint in a common area, it will help owners see that the extra money is being used responsibly to protect their investment both structurally and aesthetically.

Most likely, the homeowners will be aware that something needs to be done. If it is effectively communicated, you can help them realize the “something” is a dues increase. The pushback will then not be as severe.

I can tell you with confidence these strategies work. I have used them for special sssessments and dues increases with minimal pushback from the Membership. They felt included, and it bought back the sense of community that can get lost in the modern world.

Leslie Barton, CMCA® is a community manager with FirstService Residential, AAMC, a full-service management company serving community associations throughout the country. She can be reached at leslie.barton@fsresidential.com.

CO MM UN IC AT COM E MUN IC AT E

DUES INCREASE Similar strategies can be used for a dues increase. Effectively communicate that there is a need. That communication starts with the Board. Do your homework and procure budgetary numbers for items that have been deferred for years and need to be addressed. Compare those numbers to what is currently in their budget and show them it is not possible to continue to be fiscally responsible with what they have been doing and still uphold their fiduciary duty. Take it a step further and have the vendor help them understand that if they do not take action soon, a maintenance item will cost more and be more invasive in the future. It is our obligation as community managers to help them understand.

Once the Board is committed to raising dues, let the membership know in advance. Include the narrative in an email blast and in the next newsletter and continue to do so until the annual disclosures are sent out. Allow people the opportunity to properly budget for an increase. Explain projects that will be able to be completed or that will be in the pipeline with realistic start dates.

As humans, we are visual creatures. We may know that the roof needs to be repaired, but we cannot see it. It is hard to understand that so much money is needed for something CAI-Greater Los Angeles Chapter

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

FENCE DECKING RAILING GAZEBOS PATIO COVERS GATES

Lic#884502

Mike@GnGVinyl.com www.GnGVinyl.com

March/April 2020 | www.cai-glac.org 11

I

t was in my second year as a community manager when I received the first letter from an owner requesting special accommodations for a disability. I still remember my initial feelings of intimidation, as I didn’t have experience handling such a matter. My first thought was to forward the letter directly to the Board, knowing they would instruct me to then usher it on to legal counsel. However, I opted to seek advice internally first. I asked what I thought was a simple question only to find that ADA was much more involved than I was equipped for at the time. I was able to navigate through a majority of the back-and-forth, but ultimately legal guidance was engaged and, after several months of discussions, the owner was accommodated and the HOA went about their regular business.

Community managers are facing ADA issues more and more frequently in our industry. It’s important to remember that when it comes to questions pertaining to ADA, associations have no clear answers because there are many variables and it is rarely black-and-white. I attribute the successful resolution of that matter to the fact that I was honest with myself about what I knew and what was an area of growth for me. Laying out steps to take to facilitate proper handling can ease anxiety and ensure success.

In general an HOA doesn’t have to update its handicap accessibility until it remodels something else in the development, which would trigger having to update handicap accommodations. That said, if someone is handicapped, the HOA has a duty to provide a “reasonable accommodation” if one is available. What is considered “reasonable” will depend on the options, how expensive they are, practicality, etc.

Installing a ramp might be considered a “modification” more than an “accommodation,” and they are different. Under the Disabilities Act, the HOA can be found to be discriminating if it doesn’t permit, “at the expense of the handicapped person, reasonable modifications of existing premises occupied or to be occupied by such person if such modifications may be necessary to afford such person full enjoyment of the premises.” (42 U.S.C. §3604(f)(3)(A).)

This means that the HOA might need to allow a ramp or make changes to the premises at the handicapped person’s expense.

 By Angelique Madrigal

When an accommodation is requested, an itemized list should be prepared and options should be explored for each accommodation individually and not as a whole. Breaking it down will enable you and your board to focus on possible solutions or a possible compromise.

Sometimes the accommodations are much easier to make than meets the eye.

One example of an HOA finding a simple and low-cost solution was one that had laundry rooms on each floor. The hallways were on the narrow side, and the laundry rooms had two doors that opened outward to access the machines. The machines were top loaders and the owner could not easily operate and load them from a wheelchair. I worked with the supervisor at the laundry service company under contract with the HOA and explained that the Association’s needs had changed. In truth I

12

www.cai-glac.org | March/April 2020

CAI-Greater Los Angeles Chapter

didn’t get anywhere with the first or second call. However, on my third time reaching out, they listened and were agreeable to help us out in this circumstance. They agreed to replace the machines on the floor the disabled owner’s unit was located without extending the contract out longer. With this in motion, we then called out a general contractor, and he was able to propose two options to change the configuration on the doors to either fold accordion-style or pull open on a track that fed back into the laundry room itself instead of outward.

The last issue the owner had was that there was no wheelchair access in the front of the building and the HOA didn’t have the funds to modify the existing format nor were they eager to because the association had been “grandfathered in.” The compromise that was met was to allow this owner to use a utility access door on the side of the building that was level to the exterior walkways. She was assigned a key and agreed that this was acceptable as she herself didn’t want to go through the expense of modifying the entry.

One important step that laid the groundwork for a successful outcome was relaying the owner’s grievance and request for accommodation to the board of directors as soon as the owner submitted their grievance. This allowed us to quickly respond to the owner, acknowledging receipt and informing them that the Board would be providing a more thorough response within 10 days if not sooner. Sending out a timely response is

vital because fosters a sense of empathy. In addition, it allows sufficient time to discuss options and seek legal guidance when necessary.

SIMPLE STEPS: ● Acknowledge and document receipt of ADA requests. ● Inform the board of directors and legal counsel as soon as possible. ● Itemize the requests and meet to discuss each one individually. ● Come up with a workable solution for all.

ADA compliance requirements for existing buildings may be different than for new buildings. Therefore, subjective decision making is needed. The ultimate goal is to accommodate owner’s ADA requests whenever possible and to protect the association simultaneously, even if both parties must compromise to achieve this. One thing is for certain— when you think outside the box a lot of surprisingly creative solutions can present themselves.

Angelique Madrigal is the Director of Business Development and Client Relations at Ross Morgan & Company, Inc., AAMC, a full-service management company serving communities throughout Los Angeles and Ventura Counties. She can be reached at angelique@rossmorganco.com.

SELECT PAINTING & CONSTRUCTION, Inc. License # 614669, C23, C33 & B1

Select the Best in the HOA Industry Exterior/Interior Painting Reconstruction - Wood Replacement Wrought Iron Fabrication & Installation

Family Owned and Operated Since 1991 www.select-painting.com

CAI-Greater Los Angeles Chapter

Proud members of CAI for over 20 years March/April 2020 | www.cai-glac.org 13

An Ounce of Prevention Set the expectat ions

Handle new information with confidence

By Matt Meadors, CMCA®, AMS® and Loren Shiu, Esq. IT HAS BEEN SAID THAT AN OUNCE OF PREVENTION IS WORTH A POUND OF CURE. IN DEALING WITH VENDORS AND HOMEOWNERS OR BOARD MEMBERS, AN OUNCE OF COMMUNICATION IS WORTH A POUND OF RESOLUTION. The following tips will guide you in peaceful relations among all parties involved: 1. Set the expectations. We all know the homeowner (or board member) who expects two weeks’ worth of work to be completed in two days. Perhaps in our initial correspondence, the owner will casually mention that they have relatives visiting next week. Don’t ignore these items and don’t leave it to the vendor to deliver the news.

It is a community manager’s job to make sure that all parties understand: 1) the scope of work to be performed, 2) the initial timeframe of the work, and 3) to anticipate any delays or hardships that may come up.

2. Handle new information with confidence. The vendor opened up stucco only to discover the water damage goes far beyond the initial scope of work. You can’t do anything to change that, but you can handle how you proceed from there. Gather all the facts, photos, and other information from the vendor. Do they have a ballpark figure of how large the change order might be?

You know your board. Are they going to want another quote for the change order, even if it means delaying

14

www.cai-glac.org | March/April 2020

Protect vendors & the Association

Communicate!

Communicate!

Communicate!

the project? Perhaps the board hasn’t considered the ramifications of delaying a project. Perhaps the work has been pending for several months, and the owner whom it affects starts talking about getting an attorney involved.

Point being, it is the community manager’s job to be an expert communicator and to anticipate the needs and desires of all parties involved. Laying out clearly and without delay any deviations from the initial plan is crucial in keeping the peace and maintaining trust.

3. Protect vendors and the association. The dreaded call—a homeowner is harassing a vendor working on or near their unit. It is important to ensure that all parties understand that you, as Community Manager, are the middleperson through which all grievances or gripes should go. If a unit owner takes matters into their own hands, make it clear that the behavior is unacceptable, no matter how right they think they are. Reducing liability is key.

If these guidelines sound simple, they are! Getting past the fear of negative reactions will empower us to be the leaders that our communities need!

Honesty is the best policy when there is Money in it ~ Mark Twain On the flipside, being the “Vendor” also requires a lot of finesse and honesty when it comes to working with a community manager, board or homeowner. Communication between the Vendor and those parties is key! Be upfront CAI-Greater Los Angeles Chapter

and honest with them. Provide realistic bids, timelines and a clear scope of work.

Unrealistic timelines and underbidding a project just to get the job will only cause misunderstandings and expectations that can result in unnecessary disputes or even loss of future business. Honesty is the best policy!

If these g uid simple, t elines sound hey are!

Ge past the fear of n tting e reaction s will em gative pow to be the leaders t er us hat ou communit ies need! r

As the Vendor, it is also your responsibility to clearly communicate details to avoid conflicts with the community manager, board or homeowner.

Homeowners can get upset if they feel the Vendor is not performing the job to their expectations or the Vendor is on property without prior approval. If it is a project where you are required to get access to an individual’s home, make previous arrangements with the community manager or directly with the homeowner. Your job is to understand the expectations of the client and to meet those expectations with as little inconvenience to the client as possible.

Make sure to follow up with written proposals, memorandums and confirming emails. Also, include pictures of the property/ repairs/maintenance that need to be addressed. Pictures are also important when looking to clarify issues. Keeping a paper trail with any changes and/or requests to the scope of work MUST be documented. Sending confirming emails and summarizing emails of verbal discussions is the best way to avoid disputes over what was verbally discussed. Some managers, board members or homeowners have specific preferences regarding the method of communication, so always check whether email, mail, or phone is preferred.

The key is to avoid conflict. If a conflict should arise, make sure the manager and board/homeowners are on the same page.

Be prepared to have a solution ready or be able to provide options for a solution.

Remember—the client will be looking to you as the Vendor for professional guidance and recommendations. This includes making sure you have the necessary requirements to complete the project, i.e. insurance, adequate equipment and manpower.

Leaving the client with a good impression is the key to future continued work. If the manager and board/homeowners are satisfied with your communication, work product and overall services, you have set the stage for future work on other projects and for referrals.

Matt Meadors, COO, CMCA®, AMS®, is a community manager at HOA Organizers, Inc., a full-service management company headquartered in Winnetka. He can be reached at matt@hosorganizers.com.

Loren Shiu, Esq. is an associate attorney with The Naumann Law Firm, PC., a law firm representing common interest developments in construction defect litigation throughout Southern California. Loren can be reached at loren@naumannlegal.com.

AS A TAKEAWAY TO VENDORS: ● Always make sure you detail the scope of work, work schedule and bids both verbally and in writing.

Creating a paper trail reduces the chances of disputes.

If a dispute does arise, you then will be in a much better position with a documented record. ● Assurances on quality control and attention to detail will be greatly appreciated by all parties involved. Let all know that you will be checking in on the project regularly so that you can manage the progress and quality of the services being performed. It is also important to communicate when you plan on being at the property. ● Assure the manager/board/homeowners that you are always available for questions and that you would be happy to attend any board meetings as requested/ needed.

CAI-Greater Los Angeles Chapter

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

March/April 2020 | www.cai-glac.org 15

Chapter Recognizes Excellence at January Luncheon

By Neda Nehouray, CMCA®, AMS® Our first luncheon of this new decade on January 29 was a day filled with emotion, excitement and support. We had an overwhelming 206 members in attendance, all ready to start the year with positivity and to uplift colleagues. 2020 Chapter President Sascha Macias shared that the day was all about recognizing and developing leadership and celebrating the leaders within our own organization. She honored the memory of Kobe Bryant and asked for a moment of silence to remember him and those lost in the helicopter accident days before this momentous day, while recognizing him for his leadership and commitment to excellence.

Recognizing 2019 Industr y E

CELEBRATING January 29, 2020

Skirball Cultural Center

Sascha thanked all of the Committee Chairs, Committee volunteers, past and present Board Members and recognized the past Chapter Presidents in attendance. After members of the 2020 Board of Directors were introduced, they pledged their Oath of Office. It was truly an incredible experience to watch so many members be recognized for all of their work and efforts for this organization. The members that were in the room were truly appreciative and excited for the chapter’s future and direction.

At the conclusion of Wendy Bucknum’s keynote presentation on servant leadership, I had the privilege of emceeing the Awards Ceremony. For 2019, there were more nominees than ever before, which reinforced our Chapter’s culture of inclusivity, celebrating and uplifting each other, and supporting one another. 2018 award recipients were invited to the stage to introduce the nominees in that category and announce the 2019 recipients.

2020 Board of Directors

It was truly a remarkable, emotional, and joyous day, celebrating the successes and achievements of friends and colleagues. Congratulations to all of the award recipients, as well as the nominees!

Neda Nehouray, CMCA®, AMS® is the CEO and President of HOA Organizers, Inc. and CAI-GLAC’s 2019 President. She can be reached at info@hoaorganizers.com.

Excellence in Education Ryan Gesell, CIRMS, CMCA Cline Agency Insurance Brokers Lisa Tashjian, Esq. CCAL Beaumont Tashjian Janet Powers, Esq. CCAL Fiore Racobs & Powers APLC Sandra Gottlieb, Esq. CCAL SwedelsonGottlieb (not pictured)Matt Ober, Esq. CCAL Richardson Ober DeNichilo LLP

Dick Pruess Keystone Award CCAL® Jeff Beaumont, Esq., CCAL® Beaumont Tashjian

Dick Pruess Keystone Award Sandra Gottlieb, Esq., CCAL SwedelsonGottlieb

Dick Pruess Keystone Award Kevin Davis, CIRMS Kevin Davis Insurance Services

Chapter Appreciation Gina Roldan ProTec Building Services

Onsite Managers of the Year Antoinette Ferraro, Beverlywood HOA Amanda Francis, CCAM-LS Marina City Club

Portfolio Manager of the Year Charla Duncan, CMCA® Jenkins Properties Management Company, Inc.

Excellence Awards Recipients

Thanks to our Sponsors

EXCELLENCE

Company Spotlight Award HOA Organizers, Inc.

EVENT SPONSORS

Accurate Termite & Pest Control ADCO Roofing & Waterproofing Alliance Association Bank Association Lien Services Berding & Weil LLP Dunn-Edwards Paints Enhanced Landscape Management Fenton Grant Mayfield Kaneda & Litt, LLP Fiore Racobs & Powers APLC Fireplace Solutions The Chimney Sweeper Golden Alliance Insurance Agency Guard-Systems Inc. Hi Tech Painting & Decorating Interstate Restoration LLC Kasdan LippSmith Turner Weber LLP McKenzie Rhody, LLP MSE Landscape Professionals, Inc. PCW Contracting Services PRECISION PAINTING Professional Services Construction, Inc. ProTec Building Services Riley Pasek Canty LLP SAX Insurance Agency Steve Little Insurance Agency, Inc. SwedelsonGottlieb Tinnelly Law Group Trifecta Painting & Construction Union Bank HOA Services Valley Alarm

Committee of the Year Golf

SPECIAL GIFT SPONSORS

Interstate Restoration LLC The Miller Law Firm PCW Contracting Services PEN SPONSOR

The Naumann Law Firm, PC Outstanding Service Isaac Camacho

Innovative Management John Wilder

Rookie Managers of the Year Christiane Zborovsky, CMCA®, HOA Organizers, Inc. Alexandria Garcia, CMCA® Seabreeze Management Co., AAMC

President’s Award Matt Meadors, CMCA®, AMS® HOA Organizers, Inc.

Rising Star Erik Rivera, CMCA®, AMS®, PCAM® Trilliant Property Management

Stephanie Sanders Award Julia Gomes, Accurate Termite & Pest Control Pamella De Armas, CIRMS Silicon Beach Insurance Services

Excellence in Community Leadership Brenda Blackmon Vista Lomita #4 HOA

Outstanding Membership Recruiters Mike Lewis, CMCA®, AMS®,PCAM® C7 Properties Fang Zhu, CMCA®, Beven & Brock

Recognizing 2019 Industry Excellence Awards Recipients

CELEBRATING EXCELLENCE

Outgoing Board Members Lisa Tashjian, Esq., CCAL® Neda Nehouray, CMCA®, AMS® Meigan Everett, PCAM® with 2020 President Sascha Macias, CMCA®, AMS®, PCAM®

Let’s hear about good outcomes from some community managers…

I’ve managed a very difficult community for 5 ½ years. During the

monthly Board of Directors Meetings, two board members were very hostile to each other. The meetings were very contentious, filled with yelling, cursing, and the police were called several times because of the directors’ behavior.

Several other directors resigned over the years as they stated they could not handle the antagonistic environment.

The meetings were so hostile that we had to have our security vendor attend the meetings. To resolve this, I had the Association’s legal counsel attend every single board meeting. Over the course of two years, the attorney, myself and the two board members eventually worked out their conflicts through the legal process. As of today, both directors are no longer on the Board, and it’s been such a positive difference.

James A. Beard, CMCA®, AMS®, PCAM® Valencia Management Group AAMC

CAI-Greater Los Angeles Chapter

I had a conflict with a homeowner who resided at a large community going through a building remodeling/ construction project. One homeowner was making necessary repairs after a post-flood remediation, and another homeowner was extremely upset about the construction noise because he worked from home.

He emailed me, demanding that the homeowner’s construction be stopped. I explained the Association’s construction policy—construction could take place during the late morning and afternoon hours. Unfortunately, he kept complaining.

After several back-and-forth emails over the course of couple of days, I took the initiative to call him. I reviewed the rules with him once again. Finally, I agreed to ask the contractors to keep the noise to a minimum due to the neighbor’s work situation and as a courtesy to him. Once I explained what I could do and how I would make an effort to help, he was much calmer and thanked me.

Sometimes a personal touch, like a phone call, can help de-escalate an irate person.

Karen Kokowicz, CCAM®, CMCA®, PCAM® Coro Community Management & Consulting

Conflicts seem to abound in HOA living and management, and they are

only becoming more commonplace. In general, I have learned not to run from conflict as tempting as that may be; it only makes things worse in the future.

I approach every conflict with the sense that there are two sides to every story and that my job is to learn both sides. In learning both sides, I listen with empathy and try not to interrupt, only to clarify. The act of listening will hopefully earn me the right to be heard when the time comes to speak. I ask them what they want me to do for them in this situation. It may be that I don’t have the authority to do what they are asking. Rarely do managers have the authority to directly resolve a dispute.

If the parties are too hot, I suggest if I can take some time to respond back.

With the combination of time and understanding both sides, this may help to cool the parties down where they can rationally listen to the other side.

David Brock, PCAM® Beven & Brock

March/April 2020 | www.cai-glac.org 19

Honoring Those Who Have Reached the Pinnacle of Professional Designations

Professional Community Association Manager (PCAM®) Ramona Acosta Christine Albrecht Nels Atha James Beard Dave Brock Wendy Bucknum Kelly Bunnell Donald Campbell Tami Chavin Warren Davidoff Manuel Diaz Richard Egan Vicki Egan Farrah Esquer Meigan Everett John Felder Sabrina French Tammy Gamblin Brandon Grosh Jeff Hayward Linda P. Healey

Elvin Hidalgo Shanne Ho Russell Hoffman Michael Huffman Karen Kokowicz Donyelle La-Key Lorna Leviste Michael Lewis Gregg Lotane Ted Loveder Sascha Macias Laurie Mark Erik Mendez Lesley Millender-Irwin Ruth Moffitt Fernando Morales Brian Murphy Julius Nagy Daniel Nakari Peggy O’Donoghue Pete Ong, Jr.

20 www.cai-glac.org | March/April 2020

Joanne Peña Craig Phillips Alexandria Pollock Erik M. Rivera Melissa Rothe Edmund Sellman, Jr. Robert Sides Marianne Simek Diana Stiller Michael Sukey Dawn Suskin Jeffrey Ulm Michelle Underwood Jill Van Zeebroeck Hamlet Vazquez Connie Vohden Vanessa Wuestewald William Yarian Lori Ziegler

CAI-Greater Los Angeles Chapter

he Chapter recently held its annual Luncheon for PCAMs at the beautiful City Club Los Angeles. The luncheon is an opportunity for the elite group of managers that hold the Professional Community Association Manager (PCAM®) designation to recognize the Chapter’s newest designees. This year, the Chapter recognized William Yarian (Infinity Property Services) and Jeff Hayward (K. Hovnanian Four Seasons at Bakersfield) during the luncheon. We are also very proud of recent designees Vicki Egan (Seco Canyon HOA), Sabrina French (PMP Management AAMC), Brandon Grosh (PMP Management AAMC), Fernando Morales (The Brentwood at Kiowa HOA) and Hamlet Vazquez (West Ocean Association) who were, unfortunately, unable to attend.

To obtain the PCAM®, a manager must have five years of community association management experience, earned the CMCA® certification, completed all six M-200 level PMDP courses, and passed the Case Study. To help managers through the process, the Chapter developed the award-winning Coaching to Credentials manager mentor program. There are currently 10 mentors in the program, and the Chapter is always looking for more participants. If you are interested in becoming a mentor, or would like to be coached, please visit the Coaching to Credentials page under the Education tab at www.cai-glac.org.

CAI-Greater Los Angeles Chapter

March/April 2020 | www.cai-glac.org 21

Putting Your Team First, and Yourself Second

WENDY BUCKNUM, CMCA®, AMS®, PCAM®, THE KEYNOTE SPEAKER AT OUR INDUSTRY AWARDS OF EXCELLENCE LUNCHEON, SPOKE ABOUT SERVANT LEADERSHIP AND HOW PRACTICING THIS LEADERSHIP STYLE CAN LEAD TO CAREER SUCCESS. HERE IS A GOOD ARTICLE TO HELP IN LEARNING MORE ABOUT IT. A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better.

—Jim Rohn, American entrepreneur

SERVANT LEADERSHIP

Everyone on Samit’s team knows that he’s “there for them.”

He checks in with them often to see how they are, and he helps them develop the skills they need to advance their careers, even if this means that they may move on.

Samit also makes an effort to see situations from others’ perspectives. He makes decisions with the team’s best interests in mind, and ensures that everyone has the resources and knowledge they need to meet their objectives.

As a result of this, his team is one of the most successful in the department, with low staff turnover and high engagement.

Samit is an example of a “servant leader.” In this article, we’ll explore what servant leadership is, and the advantages it can bring you as a leader. We’ll also look at situations where it isn’t appropriate.

Our Agency is Farmers #1 Producing Insurer of Common Interest Developments Nationwide

Over 40 years of experience specializing in: • Condominium Associations • Planned Unit Developments • Hard to Place Associations • Earthquake Coverage • High Rise Condominiums • Workers Compensation

Toll Free: 800-345-8866 • Toll Free Fax: 800-262-0973 Email: info@segalins.com • www.farmersagent.com/ssegal License No. 0E24660

22

www.cai-glac.org | March/April 2020

CAI-Greater Los Angeles Chapter

WHAT IS SERVANT LEADERSHIP?

Robert K. Greenleaf first coined the phrase “servant leadership” in his 1970 essay, “The Servant as a Leader.”

However, it’s an approach that people have used for centuries.

As a servant leader, you’re a “servant first” —you focus on the needs of others, especially team members, before you consider your own. You acknowledge other people’s perspectives, give them the support they need to meet their work and personal goals, involve them in decisions where appropriate, and build a sense of community within your team. This leads to higher engagement, more trust, and stronger relationships with team members and other stakeholders. It can also lead to increased innovation.

Servant leadership is not a leadership style or technique as such. Rather it’s a way of behaving that you adopt over the longer term. It complements democratic leadership styles, and it has similarities with Transformational Leadership—which is often the most effective style to use in business situations — and Level 5 Leadership —which is where leaders demonstrate humility in the way they work.

It may not be as effective in hierarchical, autocratic cultures where managers and leaders are expected to make all the decisions. Here, servant leaders may struggle to earn respect.

Another important point to remember is that servant leadership is about focusing on other people’s needs—not their feelings. Don’t avoid making unpopular decisions or giving team members negative feedback when this is needed.

CAI-Greater Los Angeles Chapter

HOW TO BECOME A SERVANT LEADER

According to Larry C. Spears, former president of the Robert K. Greenleaf Center for Servant Leadership, these are the 10 most important characteristics of servant leaders:

1. LISTENING

You’ll serve people better when you make a deep commitment to listening intently to them and understanding what they’re saying. To improve your listening skills, give people your full attention, take notice of their body language, avoid interrupting them before they’ve finished speaking, and give feedback on what they say.

2. EMPATHY

Servant leaders strive to understand other people’s intentions and perspectives. You can be more empathetic by putting aside your viewpoint temporarily, valuing others’ perspectives, and approaching situations with an open mind.

3. HEALING

This characteristic relates to the emotional health and “wholeness” of people and involves supporting them both physically and mentally.

First, make sure that your people have the knowledge, support and resources they need to do their jobs effectively, and that they have a healthy workplace. Then take steps to help them be happy and engaged in their roles.

CONTINUED ON PAGE 24

March/April 2020 | www.cai-glac.org 23

Servant Leadership CONTINUED FROM PAGE 23

You could also use a tool such as the Triple Bottom Line to think about how your organization can make a positive impact on the people you lead and the customers you serve.

4. SELF-AWARENESS

Self-awareness is the ability to look at yourself, think deeply about your emotions and behavior, and consider how they affect the people around you and align with your values.

You can become more self-aware by knowing your strengths and weaknesses, and asking for other people’s feedback on them. Also, learn to manage your emotions, so that you consider how your actions and behavior might affect others.

5. PERSUASION

Servant leaders use persuasion—rather than their authority— to encourage people to take action. They also aim to build consensus in groups, so that everyone supports decisions.

There are many tools and models that you can use to be more persuasive, without damaging relationships or taking advantage of others. You should also build your expert power—when people perceive you as an expert, they are more likely to listen to you when you want to persuade or inspire them.

6. CONCEPTUALIZATION

This characteristic relates to your ability to “dream great dreams,” so that you look beyond day-to-day realities to the bigger picture.

24

www.cai-glac.org | March/April 2020

If you’re a senior leader in your company, work through and develop a robust organizational strategy. Then, whatever level you’re at, create mission and vision statements for your team, and make it clear how people’s roles tie in with your team’s and organization’s long-term objectives. Also, develop long-term focus so that you stay motivated to achieve your more distant goals, without getting distracted.

7. FORESIGHT

Foresight is when you can predict what’s likely to happen in the future by learning from past experiences, identifying what’s happening now, and understanding the consequences of your decisions.

You can use tools such as SWOT Analysis and PEST Analysis to think about your current situation and environment, while Scenario Analysis helps you understand how the future could play out. Use the ORAPAPA checklist when you make a decision, to learn from experience and make sure that you’ve considered all the angles.

Also, learn to trust your intuition—if your instinct is telling you that something is wrong, listen to it!

8. STEWARDSHIP

Stewardship is about taking responsibility for the actions and performance of your team, and being accountable for the role team members play in your organization.

Whether you’re a formal leader or not, you have a responsibility for the things that happen in your company.

CAI-Greater Los Angeles Chapter

Take time to think about your own values, as well as those of your organization, so that you know what you will and won’t stand for. Also, lead by example by demonstrating the values and behaviors that you want to see in others, and have the confidence to stand up to people when they act in a way that isn’t aligned with them.

9. C OMMITMENT TO THE GROWTH OF PEOPLE

Servant leaders are committed to the personal and professional development of everyone on their teams.

To develop your people, make sure that you use Training Needs Assessments to understand their developmental needs and give them the skills they need to do their jobs effectively.

Also, find out what their personal goals are, and see if you can give them projects or additional responsibilities that will help them achieve these.

10. BUILDING COMMUNITY

The last characteristic involves building a sense of community within your organization.

You can do this by providing opportunities for people to interact with one another across the company. For instance, you could organize social events such as team lunches and barbecues, design your workspace to encourage people to chat informally away from their desks, and dedicate the first few minutes of meetings to non-work-related conversations.

Encourage people to take responsibility for their work, and remind them how what they do contributes to the success and overall objectives of the organization.

Servant leaders are likely to have more engaged employees and enjoy better relationships with team members and other stakeholders than leaders who don’t put the interests of others before their own. This is just one of the skills to develop for a happy and successful career.

This article was provided courtesy of MindTools, a website featuring articles with essential skills to help build a successful career.

REFERENCES Greenleaf, R.K. (1970) ‘The Servant as a Leader,’ Robert K. Greenleaf Center for Servant Leadership.

Spears, L.C. (2010) ‘Character and Servant Leadership: 10 Characteristics of Effective, Caring Leaders,’ The Journal of Virtues and Leadership, Vol. 1, Issue 1.

Vanderpyl, T. (2012) ‘Servant Leadership: a Case Study of a Canadian Healthcare Innovator,’ Journal of Healthcare Leadership, No 4, 2012.

Sendjaya, S. (2015) ‘Personal and Organizational Excellence through Servant Leadership: Learning to Serve, Serving to Lead, Leading to Transform,’ Springer © Emerald Works Limited 2020. All rights reserved. “Mind Tools” is a registered trademark of Emerald Works Limited.

805 - PAINTER Lic. #927428

CAI-Greater Los Angeles Chapter

HOA • COMMERCIAL • RESIDENTIAL

precisionpainting.com

March/April 2020 | www.cai-glac.org 25

NEWS

FROM SACRAMENTO

Bills, Bills, and More Bills!

The Legislature introduced nearly 2,300 bills this session.

The CLAC Legislative Task Forces have been meeting and reviewing more than 60 bills that may impact community associations in one form or another.

AB 2227 by Assembly Member Jacqui Irwin is our CLAC sponsored legislation for 2020. This bill is intended to make clarifications to the Financial Security Legislation CLAC sponsored two years ago (better known as AB 2912).

We are also working to clean up SB 323. Senator Wieckowski has introduced SB 969 for this purpose, and we have a long list of ideas we are sharing with him!

We are also working with the California Association of Realtors on a measure (SB 981) allowing for more email communication between associations and their members.

Short term rentals, construction defect, ADUs and residential insurance are just a few of the other topics we are reviewing in introduced legislation.

We'll keep you posted as these bills move forward.

Louie Brown is our Legislative Advocate for CAI’s California Legislative Action Committee and may be reached at lbrown@kscsacramento.com.

OUR THANKS TO CAI-CLAC 2020 CONTRIBUTORS January 1 – February 29

GOAL: $25,248

24%

of goal

as of 02/29/20 $6,044

26

101 S. Manhattan Place HOA 11767 Sunset Boulevard Association 1242 Berkeley Street HOA 15206 Burbank Blvd. HOA 1835 7th Street HOA 2050 Artesia HOA 2138 Stewart Street HOA 253370-72-1/2 Malibu Road HOA 446 San Vicente HOA 4820 Bellflower HOA 720 Shoreham Drive HOA 909 El Centro, Inc. Armour Lane Condominium Avis HOA Avocado Glen HOA Berkeley Townhouse HOA, Inc. Border and Lincoln Villas HOA California Ave HOA

www.cai-glac.org | March/April 2020

Casa de Suenos CA Casa Loma Association, Inc. Casita De La HOA Channel View Terraces HOA Culver Centrale HOA Culver City Gardens HOA El Segundo Peppertree HOA Gorham Park HOA Hermosa Surf Condos, Inc. Hilllcrest Meadows HOA, Inc. Irena Vista OA Kelton Arms COA Kester Villas HOA La Palma Estates HOA Lawford HOA Longfellow Village OA Ocean West COA Pacific Bougainvillea, Inc.

Pacific Colony HOA Pacific View Condominiums HOA Polynesian OA Primera Terra HOA Seascape-Redondo HOA, Inc. Silver Spur Court HOA SiSi Villas HOA Textile Building OA Villa Capri Townhomes HOA Villa Cordoba HOA Villa Del Sol Villas HOA Villa Medici HOA Villa Redano HOA Virgil Courts HOA Vista Catalina HOA Vita Bella HOA Vogue Condominium Association, Inc. Wilshire Selby Towers East CA

CAI-Greater Los Angeles Chapter

What is CLAC?

UTILITY REFUNDS AND

THE CALIFORNIA LEGISLATIVE ACTION COMMITTEE (CLAC) IS A VOLUNTEER COMMITTEE OF THE COMMUNITY ASSOCIATIONS INSTITUTE (CAI) CONSISTING OF HOMEOWNERS AND PROFESSIONALS SERVING COMMUNITY ASSOCIATIONS. CAI IS THE LARGEST ADVOCACY ORGANIZATION IN AMERICA DEDICATED TO MONITORING LEGISLATION, EDUCATING ELECTED STATE LAWMAKERS, AND PROTECTING THE INTERESTS OF THOSE LIVING IN COMMUNITY ASSOCIATIONS IN CALIFORNIA.

UTILITY COST REDUCTION EXPERTS

$2,000,000+

ABOUT THE ORGANIZATION

LADWP REFUNDS

 Is a non-profit, non-partisan committee composed of two Delegates and one Liaison from each of the eight CAI California chapters.  R epresents over 13 million homeowners and property owners in more than 52,000 associations throughout California.  Comprises association homeowners, board members and the professional business partners that service them.

WATER

 Is NOT a PAC (Political Action Committee) and makes no financial campaign contributions.  Depends solely on the donations of the community associations, their boards of directors and those who serve HOA members.

GAS

CLAC’S MISSION

TELEPHONE.

To safeguard and improve the community association lifestyle and property values by advocating a reasonable balance between state statutory requirements and the ability and authority of individual homeowners to govern themselves through their community associations.

SEWER ELECTRIC

PA CI F IC UT I L IT YA U D I T . C O M

(Dimensions 7.5w x 4.75h)

AIPM

TRASH

Your Complete

Animal & Insect Pest Management, Inc.

Pest Control Company

Common Area Pest Problems?

Gopher Damage

Rat Damage Ant Damage

We specialize in HOA Pest Problems: INSECTS

Bees, Wasps, Ants, Spiders

RODENTS

Gophers, Mice & Rats, Ground Squirrels

CALL TODAY!

SPECIALTY PESTS Raccoons, Coyotes, Skunks, Opossums, Rabbits, Birds, Bats, Bed Bugs

888-344-6567

Visit us online www.myaipm.com Questions? HappyToHelp@myaipm.com Licenses: SPCB/ PR 5460 | DPR/ No. 33431 | OPR 11559 | PCA 74409

Follow us on Social Media! /MyAIPM CAI-Greater Los Angeles 9237AIPM_Focus_Ad.indd 1 Chapter

March/April 2020 | www.cai-glac.org 3/10/20 4:07 27 PM

A NIGHT AT THE TRAIN STATION

By Mimi Cortes, Membership Committee Co-chair and Kim Province, Past Committee Co-chair

February 21, 2020

A record 47 members and guests attended the February 21 New Member Happy Hour Mixer held at the Imperial Western Brewery located in the Union Station terminal in downtown Los Angeles. Members were encouraged to avoid Friday night traffic and take the Metrolink to the event— and a few like Elaine Gower, Lisa Roye and Ron Stone did!

The purpose of this event was to welcome new members to our chapter and allow all of the attendees to get to know each other better in a relaxed atmosphere. Many thanks to sponsors Advanced Election Services, ProTec Building Services, SAX Insurance Agency and Vista Paint Corporation.

Mimi Cortes is the marketing director at SAX Insurance Agency, a full-service insurance broker located in South Orange County. She can be reached at mcortes@ saxagency.com.

Kim Province is the owner of Advanced Election Services, serving HOAs throughout California. She can be reached at kim@advancedelectionservices.com.

PHOTO BY LOUKA LAMBOT ON UNSPLASH

28

www.cai-glac.org | March/April 2020

CAI-Greater Los Angeles Chapter

8/13 5:04 PM Page 1

Talk to us about your community association needs. We can help.

Popular Association Banking exclusively serves the community association industry. We offer:1 • Financing for building repairs & capital improvements.

• Competitive fixed rates with terms up to 15 years.

Experience professional delinquent assessment recovery.

888-845-8808 www.witkinandneal.com CAI-Greater Los Angeles Chapter

Plus, your deposits are eligible for multi-million dollar FDIC insurance with ICS® and CDARS®.2 Contact our Southern California Relationship Manager today!

Larry Hooper, V.P. Office: 714.864.5171 Cell: 949.842.6161 Toll free: 800.233.7164 LHooper@popular.com

www.AssociationBankers.com

1. Subject to credit approval. 2. ICS® and CDARS® are registered service marks of Promontory Interfinancial Network, LLC. Copyright © 2018 Popular Bank. Member FDIC.

March/April 2020 | www.cai-glac.org 29

WELCOME

NEW CAI-GLAC MEMBERS! AS OF FEBRUARY 29, 2020

BUSINESS PROFESSIONALS ABM Aquaguard, LLC Axela Technologies Beverly Hills Property Management California HOA Collection Services Fifth Third Bank HOA Ballot Professionals HOA Election Experts, LLC Joseph Anthony Painting Middle Oak Trifecta Painting & Construction Top Armor Roofing

RECRUITER CAI National CAI National Alisher Sabirov Lance Sandman, CMCA® CAI National CAI National CAI National CAI National James Beard CAI National CAI National CAI National

COMMUNITY ASSOCIATIONS Gables Senior HOA K. Hovnanian’s Four Seasons at Bakersfield

Ariel Hess, CCAM®, CMCA®, AMS® Jeff Hayward, CMCA®, AMS®, PCAM®

MANAGEMENT COMPANIES Property Management Inc. - Antelope Valley Self Storage Management Company

CAI National CAI National

COMMUNITY MANAGERS Eli Bar The Carlyle Residences Kitt Boodsayaskul Action Property Management Veronica Brooks Bali Management Group, Inc. Jaime Centeno Solair HOA Rocky David The Carlyle Residences Karen Evenden HOA Organizers, Inc. Shaun Fury Action Property Management Shauna Gatlin, CMCA® FirstService Residential, AAMC Chantal Gonzalez PMP Management, AAMC Rosalba Gonzalez Keystone Pacific Dave Hansen Azzurra HOA

30

Matt Davidson, CCAM-HR®, CMCA®

Lynette Hazly New Horizons South Bay HOA America Jimenez UCLA Housing & Hospitality Services Jean Kulemin HPK Property Management Cesar Landa Pacific Edge Management, Inc. Tatiana Loria PMP Management, AAMC Crystal McGinnis McGinnis Services Amanda Peek Pacific Edge Management, Inc. Mary Ann Plescia PMP Management, AAMC Maria Saracay Scott Management Company Ivy Soto Scott Management Company COMMUNITY ASSOCIATION LEADERS Kevin Skeen

CAI National Cecil Rucker CAI National Jan Moshier, CMCA® Brandon Grosh, CMCA®, AMS®, PCAM® CAI National Jan Moshier, CMCA® Brandon Grosh, CMCA®, AMS®, PCAM® Ariel Hess, CCAM®, CMCA®, AMS® Ariel Hess, CCAM®, CMCA®, AMS®

CAI National

Matt Davidson, CCAM-HR®, CMCA® Deborah Schneider, CMCA®, AMS® Matt Davidson, CCAM-HR®, CMCA® Eli Bar Neda Nehouray, CMCA®, AMS® Matt Davidson, CCAM-HR®, CMCA® Sascha Macias, CMCA®, AMS®, PCAM® Brandon Grosh, CMCA®, AMS®, PCAM® CAI National Matt Davidson, CCAM-HR®, CMCA®

www.cai-glac.org | March/April 2020

CAI-Greater Los Angeles Chapter

OUR THANKS TO RENEWING MEMBERS! AS OF JANUARY 31, 2020

BUSINESS PROFESSIONALS A Plus Tree, Inc. ADCO Roofing & Waterproofing All Valley Alarm Alliance Association Bank Allied Universal Allstate Landscape dba Southwest Greens Animal & Insect Pest Management, Inc. BELFOR Property Restoration Berding & Weil, LLP BrightView Landscape Services California Safety Agency CIT – Community Association Banking Division City National Bank Critter Busters, Inc. Debra L. Sheppard & Associates A PLC Design Build Associates Distinguished Programs Donald Mink Accountancy Corp.

Duramax Building Products Fiore Racobs & Powers APLC G4S Secure Solutions (USA), Inc. GNG Vinyl Fencing, Inc. Iger Wankel Bonkowski, LLP iMail Tracking, LLC John Forbes Farmers Insurance Agency Kings III Emergency Communications La Rocque Better Roofs, Inc. Landsystems – A Monarch Landscape Company Law Offices of Marc H. Goldsmith Levitt Group Architects Mariposa Landscapes, Inc. MeterNet Sub-Metering and Billing Solutions Mulholland Security Centers, Inc. Nautilus General Contractors, Inc. P.W. Stephens Environmental, Inc. Pacific Premier HOA & Property Banking Pacific Vista Landscape Services Pariser & Pariser, LLP Popular Association Banking Promoshop, Inc. Reconstruction Experts, Inc. Reserve Advisors, LLC Rile Pasek Canty, LLP Roy Palacios Insurance Agency Ronald S. Stone, PhD, CPA, CFE Rose Paving, LLC Segal Insurance Agency, Inc. ServiceMaster Recovery by C@C Restoration Specialized Pipe Technologies Stan Smith Associates Steve D. Reich Insurance Agency The Inspectors of Election, LLC Tinnelly Law Group Trees ‘N Things W.C. Service Company, Inc. Whitestone Industries Whitney Petchul COMMUNITY ASSOCIATIONS Balboa Townhomes HOA Briarcliffe Towne Homes Association

CAI-Greater Los Angeles Chapter

Briarwood Community Center Cabrini Villas HOA Mariners Park Village HOA Pacific Pines Torrance Maint. Assn.

Playa Pacific HOA Raintree Condominium Association Studio Village Townhomes OA, Inc. The Village Condominium Owners Assn.

Via Dolce HOA Village Green Owners Association COMMUNITY MANAGEMENT COMPANIES Bentley Community Management, AAMC Infinity Property Services Manhattan Management Corp.

Miller & Desatnik Management Company National Property Management Group, Inc. PMP Management, AAMC Ross Morgan & Company, Inc., AAMC COMMUNITY MANAGERS Leslie Barton, CMCA® FirstService Residential, AAMC Sandra Bevardos, CMCA®, AMS® Ross Morgan & Company, Inc., AAMC Terry Brewer Village Green Owners Association Don Campbell, CMCA®, AMS®, PCAM® Briarcliffe Towne Homes Association Gloria Carlos Moller Property Management Matt Davidson, CCAM-HR®, CMCA® Action Property Management Angela DeRosa, CMCA®, AMS® Beverly West Residences Eugen Diaconu Seabreeze Management Company, Inc., AAMC Cassandra Eggers Associa-PCM, AAMC Michael Elkheir Lakeside Village Condominiums Patricia Ford, CMCA® Beven & Brock Jerri Gaddis, CMCA®, AMS® Vintage Group Linda P. Healey, PCAM® The Californian on Wilshire Marilyn Howald, CMCA® Beven & Brock Thomas Kim, CMCA®, AMS® , FWP, MS Park Villas COA Jenna Liff, CMCA® FirstService Residential, AAMC Gregg Lotane, CCAM-HR®, PCAM® The Wilshire Norman Malk Al Masters, CMCA® Tiffanie McCall, MBA, CCAM® Metropolitan Property Services Debra McGary, Horizon Management Company, Inc., AAMC

Lesley Millender-Irwin, CMCA®, AMS®, PCAM® FristService Residential, AAMC Theodore Moller Moller Property Management Christopher Moran FirstService Residential, AAMC Dana Moreno, CMCA® Valencia Management Group, AAMC Jesse Moreno, CMCA® Marina Pacifica HOA Elizabeth Munoz Moller Property Management Heather Nutt, CMCA® Jenkins Properties Management Company, Inc. Bruce Ostermann, CMCA®, AMS® Studio Village HOA Howard Pancirer, CMCA®, AMS® Villa Barcelona HOA Ivonne Perez, CMCA® Action Property Management Francesca Prillwitz Horn Plaza HOA Patricia Ramirez Mariners Park Villlage HOA Tracy Robinson, CCAM® Market Lofts Community Association Esmeralda Rubio 1100 Wilshire POA Pam Sabo Ross Morgan & Company, Inc., AAMC Scott Sakai, CMCA® Shadow Ridge HOA Catherine Santiago, CMCA® FirstService Residential, AAMC Dawn Suskin, CCAM®, PCAM® FirstService Residential, AAMC Christine Taylor, CMCA®, AMS® HOA Organizers, Inc. Laura Tencati, CMCA®, AMS® FirstService Residential, AAMC Maria Tiscareno Franklin Towers HOA Jennie Twyman, CMCA®, AMS® Villa Riviera HOA Cookie Valente, CMCA®, AMS® Manhattan Management Corp.

Greg Welsh Jenkins Properties Management Company, Inc. John Wilder The Mercury POA COMMUNITY ASSOCIATION LEADERS Derek Allen Brenda Blackmon Tecumseh Coleman Nancy Fagan Amir Pezeshk Queene Taylor Joe Wilson

March/April 2020 | www.cai-glac.org 31

ADVERTISERS INDEX 7 Action Property Management

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.

IFC ALLBRIGHT 1-800-PAINTING 27 Animal & Insect Pest Management, Inc. 9 Association Reserves–CA/Los Angeles 24 Beaumont Tashjian 23 Berding & Weil, LLP 9 CIT–Community Association Banking Division 30 Ferris Painting, Inc. 11 GNG Vinyl Fencing, Inc. 32 Hi Tech Painting & Decorating, Inc. 28 Macdonald Insurance Agency

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.

27 Pacific Utility Audit 8 Pacific Western Bank

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

30 Poindexter & Company 29 Popular Association Banking 25 PRECISION PAINTING 29 R.W. Stein Painting, Inc. 15 Reserve Studies Inc. 22 Segal Insurance Agency, Inc. 13 Select Painting & Construction, Inc. 29 Witkin & Neal, Inc. 5 Wolf Rifkin Shapiro & Schulman, LLP

HI-TECH Painting and Water Proofing

1-800-750-8423

High - Rise

Commercial

H.O.A.

Condominium Exterior

Commercial Exterior

H.O.A. Exterior

Apartment Exterior

Commercial Exterior

H.O.A. Exterior

Commercial Exterior

Commercial Exterior

H.O.A. Exterior

1-800-750-8423 Lic. # B, C-33 866801

www.hitechpainting.com

Tennis Court

Condominium Exterior

32

www.cai-glac.org | March/April 2020

Commercial Exterior

Shopping Mall

FR

EE

Experience the D E AT

M TI

ES

CAI-Greater Los Angeles Chapter

Help us con�nue to grow the Greater Los Angeles Chapter and fund great contest prizes to reward new members and their recruiters.

Diamond Sponsor Level $650 This top sponsorship shows your

support of chapter growth and development. Sponsoring all three membership opportuni�es includes shoutout recogni�on with logo on Membership slide of rolling PowerPoint during luncheon announcements.

Also includes company name on Focus Magazine promo, and photo op with contest winners at prize presenta�on; photo appears in Focus Magazine.

CAI 200‐Member Recruiter Contest $200

Includes company name on website home page, on Focus Magazine promo, and photo op with contest winners at prize presenta�on; photo appears in Focus Magazine.

Sponsors: Beaumont Tashjian Fenton Grant Mayeld Kaneda & LiƩ, LLP Miller Law Firm MSE Landscape Professionals, Inc.

Pete Fowler ConstrucƟon Services, Inc. SAX Insurance Agency Tinnelly Law Group Union Bank HOA Services

One‐Year Manager Membership Sponsor $150

Sponsor a luncheon membership raffle to award a one-year CAI membership to a manager. Includes company name on event yer, website and recogni�on at event. Company representa�ve draws the winning �cket and presents applica�on and company business card to winner. Winner to complete and submit applica�on at event.

Available at all luncheons.

Sponsors: Berding & Weil LLP McKenzie Rhody, LLP ONIT Property Management ProTec Building Services SAX Insurance Agency

One‐Year HOA BOARD Membership Sponsor $300

Sponsor a luncheon membership raffle to award a one-year CAI membership to a community associa�on board of directors. Includes company name on event yer, website and recogni�on at event. Company representa�ve draws the winning �cket and presents applica�on and company business card to winner. Winner to complete

Company______________________Contact ___________________________ Phone_________________________E-mail ___________________________ Contest________________________

CAI-GLAC 130 N. Brand Blvd., Ste. 305 Glendale, CA 91203

Change Service Requested

Order Your 2020 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.