Focus Magazine - May/June 2021 Issue by CAI Greater Los Angeles Chapter

in the community

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

May/June 2021

Because transparency is a priority.

RESIDENTIAL

HOA

COMMERCIAL

2021 BOARD OF DIRECTORS

NEWSWORTHY

OFFICERS Teresa Agnew, President Roseman Law, APC, 818-380-6700 Alexandria Pollock, CMCA®, AMS®, PCAM® , President Elect BuildingLink.com, LLC, 310-925-9001 Isaac Camacho, Vice President Accurate Termite & Pest Control, 310-837-6483 Angelique Madrigal, Secretary Ross Morgan & Company, Inc. AAMC®, 818-907-6622 Brian Fleming, CMCA®, AMS®, Treasurer Bel Air Ridge HOA, 310-475-7812

5 Taming the Beast 6 What Makes A Board Member Great? From a Board Member’s Perspective 8 What Makes A Board Member Great? From a Community Manager’s Perspective 10 Being of Service in My Community 12 A Look at HOA Officers’ Job Descriptions, Duties & Responsibilities: The Board President, Secretary & Treasurer 21 Instituting Civility & The Civility Pledge 24 Running a Professional HOA 26 A Practical Guide to SB 326 Balcony and Deck Inspections

DIRECTORS Gary Burns, Mulholland Heights HOA, 818-326-2000 Matt Davidson, CCAM-HR®, CMCA®, AMS®, Action Property Management AAMC®, 800-400-2284 Angelique Madrigal, Ross Morgan & Company, Inc. AAMC®, 818-907-6622 Matt Meadors, CMCA®, AMS® HOA Organizers, Inc., 818-778-3331 Kim Province, Advanced Election Services, 714-783-8646 Erik Rivera, CMCA®, AMS®, PCAM®, Manhattan Pacific Management, Inc., 844-511-0644 Diane Schoolsky, Lingate HOA, 323-640-1277

CHAPTER EXECUTIVE DIRECTOR Joan Urbaniak, MBA, CMCA®

2021 COMMITTEE CHAIRS COMMUNITY EXPO Michelle Caldwell, ePipe Pipe Restoration Jennifer Silva, Dunn-Edwards Paints COMMUNITY OUTREACH Angelique Madrigal, Ross Morgan & Company, Inc. AAMC® Patti Specht, ServiceMaster Recovery by C2C Restoration EXECUTIVE RETREAT Alexandria Pollock, CMCA®, AMS®, PCAM®, BuildingLink.com, LLC FINANCE Nels Atha, CMCA®, AMS®, PCAM®, Common Interest Services, Inc. GOLF TOURNAMENT Julia Gomes, Accurate Termite & Pest Control Jeff Koscher, BluSky Restoration Contractors, LLC HOA EDUCATION Leslie Barton, CMCA®, FirstService Residential AAMC® Laura Aguilar, CMCA®, AMS®, Beven & Brock LEGISLATIVE SUPPORT Erik Rivera, CMCA®, AMS®, PCAM®, Manhattan Pacific Management, Inc. MANAGER EDUCATION Helen Cook, CMCA®, AMS®, HOA Organizers, Inc. Martha Perkins, CMCA®, AMS®, Action Property Management AAMC®

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

NOTEWORTHY 18 20 22 20

CAI Blood Drive Virtual Spring Mini Trade Fair News From Sacramento PCAM Pride

FYI

4 30 32 32

2021 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 Sean Allen, Esq.,Roseman Law, APC Elaine Gower, The Naumann Law Firm, PC Joshua Grass, Fenn Termite & Pest Control 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

MEDIATION SERVICES Steven A, Roseman, Esq., Roseman Law, APC MEMBERSHIP Mimi Cortes, SAX Insurance Agency Tracy Robinson, CCAM®, PMP Management AAMC® PROGRAMS/LUNCHEONS/WEBINARS Sascha Macias, CMCA®, AMS®, PCAM®, FirstService Residential AAMC® Neda Nehouray, CMCA®, AMS®, PCAM®, HOA Organizers, Inc. PUBLICATIONS Jamilla Davis, Dunn-Edwards Paints Jennifer Schuster, Valley Alarm SOCIAL Ashley Hibler, McKenzie Rhody, LLP Michael Valenzuela, Vista Paint Corporation SOCIAL MEDIA Meigan Everett, PCAM®, SwedelsonGottlieb Scott Mikelonis, PMP Management AAMC® WINE NIGHT Pamella De Armas, Silicon Beach Insurance Services Elaine Gower, The Naumann Law Firm, PC

CAI-Greater Los Angeles Chapter

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 © 2021. 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

1010 N. Central Avenue, #316 Glendale, CA 91202 Office: 818-500-8636

May/June 2021 | www.cai-glac.org 1

NOTE

FROM THE EDITOR’S DESK

IN THE COMMUNITY THERE IS SO MUCH THAT GOES INTO MAKING A HOMEOWNERS ASSOCIATION FUNCTION SMOOTHLY, AND SO OFTEN THE SPOTLIGHT FALLS ON TO THE EXECUTION OF SERVICES BY BUSINESS PARTNERS AND THE MANAGEMENT OF THE ASSOCIATION’S OPERATIONS BY THE COMMUNITY MANAGERS. BUT THERE IS A VITAL COMPONENT TO HOAS—THE BOARD MEMBERS AND OTHER VOLUNTEERS WHO OFFER THEIR TIME TO THEIR COMMUNITY, FREE OF CHARGE. IT IS NOT A SEXY SET OF DUTIES THESE VOLUNTEERS TAKE ON, INCLUDING SITTING THROUGH DRY BOARD MEETINGS (OFTEN LATE INTO THEIR EVENINGS), VENDOR PRESENTATIONS, WEIGHING THE PROS AND CONS OF DECISIONS FOR THE COMMUNITY AND REVIEWING THE ANNUAL BUDGETS TO ENSURE THE

In this issue we will spotlight various articles that explore such topics as the life benefits one receives by acting in service of their community, how to improve the quality of a board meeting, and ways to exercise civility in our communities in the highemotion world we live in today. HOA board members have found themselves in a place of leadership during a time when so many unknowns exist, and they have figured out a way to bring their communities together in a year that proved to be one of the most difficult in our world’s history. A key component to a board’s success seems to be teamwork, as directors come together to make the decisions that will affect the whole community. It is not an easy job, but one that needs to be done. In the words of Helen Keller, “Alone we can do so little, together we can do so much.” So, all of us at CAI-GLAC want to offer our deepest thank you to homeowner leaders, board members and community volunteers who have devoted so much to their communities. Focus Co-Editor Jennifer Schuster Valley Alarm

“BUSINESS” OF THE COMMUNITY REMAINS IN THE BLACK. BUT VOLUNTEER THEY DO NONETHELESS, AND THIS ISSUE IS A CELEBRATION OF THEIR TIME, EFFORTS AND OFTEN OVERLOOKED CONTRIBUTIONS TO THEIR COMMUNITIES.

www.cai-glac.org | May/June 2021

CAI-Greater Los Angeles Chapter

MESSAGE

FROM THE PRESIDENT

HELLO FELLOW CHAPTER MEMBERS! I WANT TO TAKE A MOMENT AND ACKNOWLEDGE OUR 2021 PUBLICATIONS COMMITTEE FOR THE PROFESSIONAL AND INFORMATIVE PUBLICATIONS THEY HAVE PRODUCED THUS FAR IN 2021. I HOPE OUR MEMBERS ARE ENJOYING THE ARTICLES IN OUR CHAPTER’S FOCUS MAGAZINE. EACH OF THE PAST FEW ISSUES HAS BEEN DEDICATED TO A MEMBERSHIP CATEGORY. THE ANALOGY OF A THREE-LEGGED STOOL WHICH REPRESENTS THE MEMBERSHIP CATEGORIES THAT MAKE UP OUR MEMBERSHIP ARE THE THREE LEGS HOLDING UP THE STOOL AND IN ESSENCE OUR CHAPTER. THE FIRST ISSUE WAS DEDICATED TO OUR BUSINESS PARTNERS AND THE SECOND TO OUR COMMUNITY MANAGERS. THE CURRENT ISSUE IS DEDICATED TO OUR HOMEOWNER LEADERS (BOARD MEMBERS). AS THEY SAY, THIS CAN BE A THANKLESS JOB, WHICH IS A TESTAMENT TO THE TENS OF THOUSANDS OF COMMUNITY VOLUNTEERS THAT GIVE OF THEIR

hard look at historical networking events that may have lost some of their attraction and thinking creatively to reinvigorate some events and give others a new twist. We are excited to navigate new waters! In closing, I wanted to remind our members of this year’s theme “Rise Together,” which is to support, motivate and inspire one another. Our ask is that each of you reach out to at least one person in the Chapter—someone who you might only see at a luncheon, a friend in the industry that you miss—or go through the Membership Directory and reach out to one person and just say “Hello” and “How are you doing!” As the state and county look to reopening, your board of directors is working on events that will bring us together safely and, hopefully, very soon. Take care and I look forward to seeing each of you at the next industry event. Be well, 2021 Chapter President Teresa Agnew Roseman Law APC

TIME IN THE BEST INTEREST OF THEIR COMMUNITIES. FIRST, A THANK YOU FOR STEPPING INTO LEADERSHIP AND, IF YOU ARE A MEMBER OF CAI, YOU HAVE MADE A COMMITMENT TO YOUR LEADERSHIP AND EDUCATION. HERE’S A SHOUT OUT TO EACH OF YOU FOR YOUR COMMITMENT!

I want to commend our chapter board of directors and committees who are turning the COVID-19 situation of being currently unable to meet in person into a positive opportunity to develop our chapter offerings to better serve our members. We have recently formed a Website Refresh Task Force and asked its members to come up with a modern design and a framework that makes it easier for visitors to learn who we are, find resources, attend our events, be part of our community outreach projects and educate themselves. We are committed to continuing to be your best resource for common interest development information and education. Our committees are also taking a

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

May/June 2021 | www.cai-glac.org 3

2021 UPCOMING CHAPTER EVENTS MAY

JUNE

JULY

EDUCATIONAL WEBINAR – 11:00 a.m.

CHAPTER BOARD OF DIRECTORS MEETING – 8:30 a.m. Via ZOOM

REVERSE TRADE SHOW – 1:00 p.m.

Via ZOOM

MANAGERS WORKSHOP – 1:00 p.m.

Via ZOOM

CHAPTER BOARD OF DIRECTORS MEETING – 8:30 a.m. Via ZOOM

HOA EVENING EDUCATIONAL WEBINAR – 7:00 p.m.

Via ZOOM

BOARD LEADERSHIP WORKSHOP (PART 1) – 9:00 a.m.

Via ZOOM

EDUCATIONAL WEBINAR – 11:00 a.m.

Via ZOOM

CHAPTER BOARD OF DIRECTORS MEETING – 8:30 a.m. Via ZOOM

DODGER GAME – 5:30 p.m.

Dodger Stadium

BOARD LEADERSHIP WORKSHOP (PART 2) – 9:00 a.m.

Via ZOOM

EXECUTIVE RETREAT – 9:00 a.m.

Calamigos Ranch, Malibu

MANAGERS WORKSHOP – 1:00 p.m.

Via ZOOM

HOA EVENING EDUCATIONAL WEBINAR – 7:00 p.m.

Via ZOOM

HAPPY HOUR MIXER – 4:00 p.m.

Event Configuration TBD

29-30 AUGUST

9,11,13 CID LAW WEBINAR – 9:00 a.m. 18-21 27

Via ZOOM

CAI NATIONAL CONFERENCE

Las Vegas

CHAPTER BOARD OF DIRECTORS RETREAT

Location TBD

Events subject to change, see website for possible updates.

2021 CAI-GLAC Super Sponsors ¢ PLATINUM

Berding | Weil Critter Busters, Inc. Dunn-Edwards Paints Manhattan Pacific Management, Inc. Pacific Western Bank PRECISION PAINTING The Naumann Law Firm, PC Whitestone Industries ¢ GOLD Association Reserves-CA/Los Angeles BEHR PAINT COMPANY Diversified Asphalt Products Fenton Grant Mayfield Kaneda & Litt, LLP Life Specialty Coatings Popular Association Bank ProTec Building Services Securitas Security Services USA, Inc. Sherwin-Williams Paint Company Tinnelly Law Group Vista Paint Corporation ¢ SILVER ADAMS | STIRLING PLC ADCO Roofing & Waterproofing CertaPro Painters of Pasadena CIT-Community Association Banking Division General Pavement Management, Inc. GNG Vinyl Fencing, Inc. Nu Air Services, Inc. Oakridge Landscape Owens, Moskowitz & Associates ProAM Construction Riley Pasek Canty, LLP Segal Insurance Agency, Inc. Select Painting & Construction, Inc. Silicon Beach Insurance Services ¢ BRONZE ALLBRIGHT 1-800 PAINTING Alliance Association Bank Centurion Group Beaumont Tashjian Enhanced Landscape Management Ferris Painting, Inc. Landsystems—A Monarch Landscape Company Poindexter and Company, CPAs Reserve Studies Incorporated Wolf, Rifkin, Shapiro, Schulman & Rabkin, LLP We thank our 2021 sponsors who have made a substantial contribution to ensure our continued success this year.

www.cai-glac.org | May/June 2021

CAI-Greater Los Angeles Chapter

RON CHEEK IS AN ENGINEER AND ENGINEERING COMPANY FOUNDER. HE HAS ALSO BEEN ON THE BOARD OF DIRECTORS OF THE WEST OCEAN

TAMING THE BEAST

Board Member Advice on Improving Board Meetings An Interview with Ron Cheek

ASSOCIATION IN LONG BEACH FOR 13 YEARS, AND PRESIDENT OF THE BOARD FOR THE PAST TEN YEARS. WEST OCEAN IS A HIGH-RISE WITH 246 RESIDENTIAL UNITS AND TWO COMMERCIAL UNITS. HE REMEMBERS THAT THE FIRST RESIDENTS MOVED INTO THE BUILDING IN 2007, IN THE MIDDLE OF THE GREAT RECESSION.

Not surprising, as an engineer, most of Ron’s suggestions for improving association board meetings are specific and concise. Director Training—Every new board member at West Ocean attends the CAI Board Leadership Workshop, an orientation that gives a concise overview of the legal requirements and fiduciary responsibilities of HOA board membership. Owner Interaction with the Board—The West Ocean Board meets every other month, with a Homeowners Roundtable in alternate months. This Roundtable provides an opportunity for owners to express their perspectives to the Board and with each other about community and ownership issues important to them. Board Meetings Are Business Meetings—At Board meetings, audience comments are limited to the Open Forum, but the Chair will recognize an owner during the Board’s deliberations if they have knowledgeable and constructive input. The Board makes it clear that the Directors are discussing the issues—pro and con. Ron explains, “If we had a mission statement, it would be this is a business. The Board’s job is to run the business of the Association. Our Board meetings are rather boring and sparsely attended. We like to think that it is because West Ocean is a well-run organization that provides the services expected by our residents.”

CAI-Greater Los Angeles Chapter

Good Management and Support—Ron describes West Ocean General Manager, Hamlet Vazquez, as “the world’s best manager, on site every day. He takes minutes at our board meetings, making the Secretary’s job easy. Action Property Management does our bookkeeping, so the Treasurer’s job is mostly supervisory. We have several hard-working committees.” Building a Sense of Community—Ron considers this the essential foundation of productive Board meetings. Ron believes that unless the Board is seen by a considerable number of owners to be working for the good of the Association, you will not have productive, smooth-running Board meetings. Early on, Ron and a core group of homeowners recognized the importance of creating and preserving the West Ocean community identity. “That led to our extremely popular Sunday Express held on the first Sunday of the month. The Board provides the coffee, pastries, and funding. It is a time when the Board members are available for casual conversation. In addition, we provide a small stipend for several of our clubs, like the popular Book Club. It is money well-spent; our residents get to know each other socially, and the Club promotes a sense of pride in our community.” Board Member Recruitment and Commitment— From a more philosophical perspective, Ron’s service of more than 10 years as a community leader has given him an eclectic viewpoint. “Attracting people to serve on the Board who have business experience is helpful, but people can learn. Our first Board was made up of a few people who decided that they wanted to live in a nice place, and the only way to assure that was to join the Board. Our homeowner fees have stayed the same for 12 years. Our reserves are essentially 100% funded. All this makes it easier to recruit Board members, but the Board members have to coalesce into a unified group and commit to making the decisions, collecting the fees, and enforcing the rules.” Ron offers other boards a sharp observation for final consideration: “Our success cannot be measured by any one thing, but by many small things and some good luck.” Ron Cheek is President of the Board of Directors of the West Ocean Association. He can be reached at rmcheek@dnxengineers.com.

May/June 2021 | www.cai-glac.org 5

wish and needs to be put aside at budget time to focus on what needs to be done to preserve our home and community. Do not be afraid to delegate, as long as you realize that the ultimate decision is made by the total board. Here are some additional suggestions:

What Makes A Board Member Great? From a Board Member’s Perspective ¢¢¢ By Diane Schoolsky Whenever someone new is asked to run for the board of directors they ask about the time commitment, how much knowledge do they need, and why me? Yes, you need to make a time commitment—board meetings monthly, homeowners stopping you in the hall or calling with questions. How much time spent depends on a number of factors: community size, how good your management company is and how well educated you want to be. An efficient board member is one who comes with no agenda other than to serve the community as a whole entity. When you vote on an issue, you must be voting based on the needs of the community—not your personal needs. We all would love to have our assessments never increase. This is an unrealistic

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¡ Be a good listener, allowing everyone to voice their opinions before making a decision. ¡ Be part of a team, letting your management company manage. Rather than doing everything yourself, get as many people as necessary involved to handle an issue or project. ¡ Set up a separate email address designated for HOA business only. This allows you to quickly find any HOA business you need to research and also makes it easier to see if you have any new HOA business to check on. Additionally, it keeps your private emails private from any HOA litigation. Encourage your fellow board members to do the same. Ask your neighbor friends to only send HOA-related emails to this HOA email address and direct personal emails to your personal address. ¡ Be familiar with your CC&Rs, Bylaws, and Rules & Regulations. You do not have to memorize them; just know how to read and interpret them. Get help when a meaning is unclear. ¡ Learn to take the blinders off and be aware of your surroundings. Make mental notes about how things should look under normal circumstances so you will be aware when something is just not right or out-of-place. ¡ Do not wait for someone else to report a problem or find the solution. It does not hurt to be hands-on or forwardthinking when problem solving. ¡ Try to get to know your neighbors so that you represent them at decision-making time. ¡ Learn how to read proposals and how to compare them. The least expensive price is not always the best way to go. Make sure you are comparing apples-to-apples not applesto-oranges. No one expects you to know everything, so ask questions and avail yourself of all tools to learn more. ¡ Try to make time to avail yourself of all pertinent information. There are several companies out there who hold free webinars about many important topics; some even do podcasts on a regular basis. Every board member brings something to the table. This can be as simple as a fresh set of eyes and brain power. Each one of us was a total novice at the beginning. Thanks to CAI I have become educated beyond my expectations and am still learning something new all the time. Diane Schoolsky is the Board President at Lingate Homeowners Association, a 24-unit complex in Tarzana. Having served as president of two condominium complexes over the years, she has an excellent understanding of the industry. Diane can be reached at dianeschoolsky@icloud.com.

CAI-Greater Los Angeles Chapter

May/June 2021 | www.cai-glac.org 7

(even if they start off with the aforementioned mindset) learn that once they are on the board, their responsibility extends far beyond their own personal interests and often actually conflicts with what they would like to see personally. For example, no one wants to pay higher assessments than necessary, even when it comes to their home and community. However, a great board member (with the assistance of a good manager) will recognize that the costs to maintain and enhance property values do not stay stagnant, especially in California. Costs for materials (lumber, steel, etc.) have skyrocketed in the last few years, driving up not only operating expenses, but also significantly impacting reserve allocations. Because of these increases, despite there being external conditions (i.e., COVID-19) and personal impacts on their own budget, a great board member will do what is in the best interest of the community and raise HOA assessments as needed to meet these ever-increasing burdens.

Character

What Makes A Board Member Great? From a Community Manager’s Perspective ¢¢¢ By Robert Smith, MBA, CCAM-HR® What makes a board member great? Wow—what a loaded question, right? Many attributes combine to make a board member great in the same way that there is a formula for a great community manager. During my 20 years in the HOA industry I have certainly had my fair share of excellent board members and some who were at the opposite end of that spectrum. Here are some of the things I find that all great board members have in common:

Motivation Let’s face it. We have all had board members who want to get on the board to change the world—or at least that one pesky rule that they personally find offensive! Great board members

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I think it goes without saying that, as human beings we all respond well to those individuals who consistently exhibit great character. In relation to board members, this is not only measured in how they treat their fellow owners and/or tenants in the community during meetings or via other interactions, but also in how they conduct themselves behind the scenes, including the treatment of management and staff, and their behavior in the day-to-day occupancy of their home. Do they follow the rules? Do they make reasonable inquiry if they are not aware of a rule or policy? Do they ever ask the staff or management to look the other way “just this once,” or do they take ownership of whatever the issue may have been? A great board member will always hold themselves accountable for any violations, whether accidental or intentional, and enforce rules unilaterally, even if the offending party is a personal friend. One other area related to board member character is demonstrated during the entire contract award process from proposal solicitation all the way through to the awarding of contracts. A great board member will always disclose any actual or perceived conflicts of interest to their fellow board members and management, recusing themselves as necessary to avoid same. One example I can give of a conflict of interest NOT disclosed was early on in my career. It was at the first building I managed. We were doing a major remodel of our social room. One of the board members championed this process. She was very insistent that we install a certain stone and use a vendor with whom she had worked in the past. We did obtain additional bids. However, based upon her recommendation, the Board awarded a $100K contract for stone flooring and countertops to her preferred vendor. As I found out years later, that particular contractor was in fact her cousin. At no time did she disclose this information, nor did she recuse herself from the vote. A great board member would never conduct themselves in such a manner.

Thirst for Knowledge In an ideal world, board members would know everything on Day One when they get elected. Unfortunately, that is not the CAI-Greater Los Angeles Chapter

reality in which we live and work. A great board member has to crave to learn the tools that will help them effectively set policy, allow managers to do their job, as well as to understand how to measure our collective performance. Even if a board member has never picked up a spreadsheet or heard the term “fiduciary responsibility,” they must strive to learn and master these concepts. How can you know if the association is performing in accordance with the budget if you have no idea how to read financial reports that are prepared as required by Generally Accepted Accounting Principles (GAAP)? How can you make decisions that minimize liability for the HOA as a corporation without understanding your responsibilities both from the Civil Code and the governing documents? Part of the education process starts with the manager and/or management company setting clear expectations in the description of a board member and of each respective corporate officer position. The next layer to assist with this process is to encourage board members to attend industry-related educational sessions custom-tailored to boards of directors by subject matter experts through CAI. A great board member will want to take advantage of these educational opportunities to help them be even better at the tasks they were elected to perform on behalf of their HOA members.

efficiency, and maintaining property values are just some of the things that are the responsibility of board members. Following legal requirements, governing documents and industry best practices in the areas above are the keys to success.

Summary Just like Rome, great board members are not built in a day. While there are exceptions to this rule, just like everyone else in this world, they are constantly evolving. Part of this evolution must come from guidance provided by management. Lest we forget— board members are volunteers in one of the most thankless roles you could ever imagine. However, we managers are the paid professionals who need to provide them with tools to improve their presence and handling of HOA business. Managers are encouraged to make sure that boards understand their roles. If you give them constructive feedback when they fall short and provide positive reinforcement when they “get it right,” you will find that they will evolve into great board members! Robert Smith, MBA, CCAM-HR® is General Manager at Savoy Community Association, a 303-unit condominium complex in downtown Los Angeles. He can be reached at rsmith@savoyhoa.com.

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May/June 2021 | www.cai-glac.org 9

Being of Service in My Community ¢¢¢ By Gary Burns

ow does a homeowner get called to be of service to his or her association? In my case it was not so much being called to serve on the board but because the same directors were running for the board and I was complaining that the board makeup needed to change and be more responsive to homeowners. Boards of directors, including HOA boards, tend to be made up of one or two people who are the action members. The rest are followers or homeowners who are satisfied with their living conditions. They are so busy with Soccer or Little League and their daily lives that they do not have the time or desire to be involved unless an issue causes them to pay attention. I was elected to my board because the executives who were running the board took every issue “under consideration” and never made the “difficult decisions”. They were extremely risk averse and did not like open discussion with the homeowners. Most of the attorneys, professionals and retired members who represent homeowners associations do a really good job protecting our rights and mediating disputes. As a nominee, I told the homeowners I would: 1) Run the board in a more open manner and listen to them; and 2) Try to be proactive and add common sense to the solutions we required. I received an overwhelming number of votes and was elected to the board. If the election were held today, I probably would not receive as many votes because I sometimes have made decisions that were NOT risk averse and not always popular! I am confident the homeowners still respect me and appreciate me, especially when they tell me they know my job is thankless but are glad I am still managing the association! Why do I keep managing the association 10 years later? As President of Mulholland Heights, with 400 acres of beautiful land to maintain with the landscapers and multiple irrigation, private park issues, and homeowner-to-homeowner frustrations, I still enjoy helping people. That is the secret. You must enjoy LISTENING, MEDIATING & trying to find COMPROMISE in every situation. Sometimes legality does not allow you to do that. Sometimes the cost of solutions prohibits you. But you have two ears and one mouth, and you must listen twice as much as you speak.

www.cai-glac.org | May/June 2021

HOMEOWNERS HAVE OFTEN SAID TO ME that I am the first person to have ever actually listened to their complaints. That might have taken 10 minutes or even an hour. But I am their hero after that, especially if I solve their problem. The glow lasts for many years because they never forget the fact that I paid attention to them. I am not entirely sure why homeowners living under association governance are so angry at their fellow board members. Board members are homeowners too, and I always remind my homeowners that I live here and enjoy the pleasure of our neighborhood as much as they do. I suspect that their anger has to do with a lack of control. Many board members are dictatorial. Management companies may also be perceived as not listening enough because they communicate through voicemail or email as they attempt to get work accomplished. As I mentioned above, although there can be bullies and difficult people to deal with, the most effective thing a manager can do is TALK to a homeowner, as opposed to writing a letter that does not show emotion, caring and thoughtfulness. However, this does take time—something that is always in short supply. After I have listened to a homeowner describe their problem, I would often say to them: “Now suppose that you are the President of the organization. What is it that you would like the President to do to resolve your problem?” That places the onus back on the homeowner to provide what they want. One of the things I have found is that homeowners are good people overall, and they will generally ask for a solution that is 50% less than I might have provided on my own. Once they must look at themselves in the mirror, they calm down and become more rational. At least most of them do! I have found that it is an excellent way to reverse roles. Our complaint letter used to say “Violation Notice” in bold letters at the top. Even I cringed when I received one of these. When I became a board member, I asked our management company to change that headline to “Friendly Reminder”. Thus, the first letter a homeowner receives is more like a gentle nudge to fix something on their home that maintains the lovely living conditions we all CAI-Greater Los Angeles Chapter

enjoy. Does it always work? No. But at least we start out 90% of the way towards liking each other and seeking a solution. In the last few years, because of this friendlier first step, our homeowners have acquiesced (more often) to our gentle requests to repair or adjust changes we wish them to make and that we have a fiduciary responsibility to oversee. Will it work all the time? Again, maybe not. But I will never forget that my dad taught me that, “You will always catch more flies with honey”. ALTHOUGH THIS IS ONLY MY STORY and only one way a homeowner, like myself, has gotten involved, I stay involved because I like to serve and give back. I was initially appointed and then elected to the CAI-Greater Los Angeles Chapter Board of Directors, and I am currently also serving on the CAI National Homeowner Leadership Board. I hope my spirit of congeniality and compromise is making a difference. Living in a homeowners association is quite lovely. In my opinion, knowing that the association controls how the neighborhood looks and how neighbors present themselves adds a positive impact. Nobody wants to live next to a neighbor who is a hoarder with used cars and refrigerators in their front yard. Although there may be some reaction to the control aspects of an HOA board, the positives far outweigh any negatives. Let us all tout the positive aspects of HOA living to everyone we know. Gary Burns is President of the Mulholland Heights Homeowners Association and active on CAI-GLAC’s Board of Directors and on CAI National’s Homeowner Leadership Board. He can be reached at gbmhhoa@gmail.com.

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May/June 2021 | www.cai-glac.org 11

A LOOK AT HOA OFFICERS' JOB DESCRIPTIONS, DUTIES & RESPONSIBILITIES

Ownership Act—on the type of association represented.

One of the president's important roles is board leader. He or she officially speaks for the board and the association. The president also works closely with board members to establish goals for JUST BEEN ELECTED TO YOUR HOA’S BOARD OF DIRECTORS? IT CAN BE AN EXCITING AND the association and ensures OVERWHELMING EXPERIENCE. YOU MIGHT BE SLIGHTLY FAMILIAR WITH WHAT HAPPENS, BUT the community operates YOU STILL WORRY ABOUT CARRYING OUT ALL OF YOUR HOA ROLES AND RESPONSIBILITIES. THE successfully. Thus, it is in the president's best interest PATH TO SUCCESS, THOUGH, BEGINS WITH A COMPREHENSIVE UNDERSTANDING OF YOUR HOA to maintain volunteers' OFFICERS' JOB DESCRIPTIONS. participation in association affairs. This includes developing volunteers' skills as team THE BOARD PRESIDENT members, enhancing their knowledge of business and identifying ommunity associations are legally formed as corporations, and training new association leaders. but at a practical level they are also communities of As board leader, the president also presides over all meetings residents and neighbors. This means the president is (board, special and annual meetings and executive sessions), and responsible for maintaining the value of the corporate asset as it is his responsibility to ensure meetings are productive. well as enhancing—or at least maintaining—the lifestyle of the The president is the liaison between the manager and the residents. It's a tall order. association. The manager's performance contributes significantly The president must be familiar with the association's governing to the association's success. Therefore, it is very important for documents and promote compliance in all regards. He or she gets the president to understand the full scope of the manager's the authority to do this from state law—from the Condominium responsibilities. Close and frequent contact between the board Act, Uniform Condominium Act, or Common Interest and the community manager via the president promotes success

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CAI-Greater Los Angeles Chapter

and helps fulfill the contractual agreement, which lets the association run more efficiently. Leadership and management are the two qualities that must underlie ,everything the president does. Sometimes these obligations require that the president set aside other roles, such as neighbor or friend, to accomplish goals. In addition, as an elected representative of the association, the president must operate on democratic principles. The president who takes action without board input or who does not reveal his or her true agenda does not create a sense of community or meet residents' expectations. Community association presidents often learn on the job. Training can begin with committee service or board membership before an individual steps into the top position. Also, many educational and networking opportunities exist for association volunteers to increase their understanding and knowledge of community association operations and their ability to manage and govern effectively. Books, seminars, periodicals and webinars (many are free online) are provided by the Center for Community Association Volunteers, a part of Community Associations Institute that offers extensive volunteer homeowner education. A good community association president will make sure that he or she actively listens to everyone, exhibits confidence, takes charge as the leader of the community and the board and brings about positive change while making sure to confront unpleasant issues.

The position of president is not for everyone, but fortunately every president has a board for support. As long as members recognize the importance of the community that unites them, the role of president can be very satisfying. © 2021 CAI Press,a Division of Community Associations Institute. No part of this document may be reproduced in whole or in part without written consent. Please direct inquiries to cai-info@caionline.org. For more information about this topic, see The Board President at www.caionline.org/shop.

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May/June 2021 | www.cai-glac.org 13

Volunteer-managed associations might find it helpful to spread the secretarial responsibilities among two or three people; professionally managed associations can delegate some of the secretarial tasks to the manager. What are some typical duties of a community association secretary? l Preparing and distributing meeting notices. l Recording meeting minutes and resolutions. l Affixing the corporate seal to legal documents. l Witnessing and verifying signatures. l Accepting and verifying proxies for elections.

THE BOARD SECRETARY AN ASSOCIATION IS A BUSINESS—AND LIKE ANY OTHER MUST PRESERVE ITS HISTORY, MAINTAIN ITS RECORDS AND PROTECT ITSELF FROM LIABILITY. THE ASSOCIATION SECRETARY IS THE OFFICER ASSIGNED THIS RESPONSIBILITY.

n fact, the secretary can be considered the association's chief information officer. Naturally, a secretary needs to be good with details, efficient, well organized and have a commitment to the future of the association.

www.cai-glac.org | May/June 2021

l Maintaining association records. l Filing forms with government agencies. l Maintaining a membership list including voting percentages. l Maintaining correspondence and documents. l Keeping documents safe and accessible. Individual association bylaws may also include other responsibilities for the secretary, and they usually allow boards to appoint assistant secretaries if help is needed. While others may assist, the association secretary must ensure that records are handled properly.

CAI-Greater Los Angeles Chapter

Some records are more important than others. Documents that govern the community, protect it from liability and affect its monetary position require special attention. The secretary makes copies of the association's professional contracts, articles of incorporation, bylaws, deeds and covenants, and stores the originals in a safe deposit box or with the association attorney. Recording actions, discussions, motions and votes at membership and board meetings for transcription and approval does not have to be a monumental task. While the minutes should reflect all matters brought before the board-whether they're adopted, rejected, deferred, tabled, dismissed without discussion or vote or simply presented as information—the secretary actually has only three objectives when taking minutes: l Record the association's actions. l Record why the actions were taken. l Preserve board members' voting records. Depending on the demands of the association, the secretary may be called to perform other duties, such as typing documents, mailing materials, proofreading, letter writing and purging files.

For more information about this topic, see The Board Secretary at www.caionline.org/shop.

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May/June 2021 | www.cai-glac.org 15

he treasurer is the financial voice of the board and the community, playing an important role as the board's liaison to numerous financial contacts like the association's auditor, the manager or other management company staff, the finance community, contract book-keepers, engineers, bankers, reserve specialists and investment advisors. Association documents give the treasurer the authority to carry out his or her responsibilities, and the bylaws generally outline what those responsibilities are. Among the treasurer's biggest responsibilities are developing the annual operating budget and overseeing the association's reserve funding plan. The treasurer must also ensure that association assets are secure and appropriate internal controls are in effect. The treasurer is ultimately responsible for numerous other financial matters like records retention, approving write-offs, reviewing and selecting contractors and monitoring investments.

THE BOARD TREASURER HEALTHY FINANCES ARE CRITICAL TO THE SOUND OPERATION OF A COMMUNITY ASSOCIATION. THE ASSOCIATION TREASURER IS RESPONSIBLE FOR MAINTAINING THE FINANCES AND ENSURING FINANCIAL STABILITY. GENERALLY THE TREASURER IS AN OFFICER OF THE ASSOCIATION AND A MEMBER OF THE (Dimensions 7.5w x 4.75h) GOVERNING BOARD.

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The treasurer must clearly understand—and help board and members understand— that reserves are for future major capital expenditures and NOT alternative operating funds. Every effort should be made to balance the operating budget. Association governing documents may spell out the treasurer's other important financial duties like record keeping, maintaining insurance, investing funds and collecting assessments, including delinquencies. The treasurer helps select and works very closely with the association's CPA. Together they decide whether the association

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CAI-Greater Los Angeles Chapter

should file income tax as a corporation or as a nonprofit association. Also, the treasurer ensures that the CPA conducts a review or audit each year. The review or audit is one of the most important documents produced for the association, the management company and the board. It provides independent assurance that financial record statements comply with generally accepted accounting principles. Although treasurers are responsible for these matters, they are not expected to perform the tasks, but rather to ensure their completion. Many associations have financial committees that support the treasurer, and others delegate tasks—but not responsibility—to professional bookkeepers or management staff. The exception occurs in smaller, self-managed communities, where the treasurer's duties may include bookkeeping and preparing financial documents for the board's review. These documents are prepared and assembled regularly, usually for the board's monthly meetings, and comprise a balance sheet, statement of income, cash receipts and disbursements, delinquencies, general ledger activity and journal entries, a schedule of accounts payable and bank statements and reconciliations. Clearly, the community association treasurer is a key figure on the board and has a significant impact on the financial viability of the community. The treasurer must be vigilant in all his or her dealings on behalf of the association.

“The neighbors’ place is a pig sty! Why can’t we have something like that?” CartoonStock.com

For more information about this topic, see The Board Treasurer at www.caionline.org/shop.

CAI-Greater Los Angeles Chapter

May/June 2021 | www.cai-glac.org 17

BLOOD DRIVE Blood Drive

Community Association Institute CAI – Greater Los Angeles Chapter

Sponsored by: Community Association Institute Jamaica Bay Inn • Marina del Rey CAI – Greater Los Angeles Chapter Wednesday, March 10, 2021 Location: Jamaica Bay Inn (Bermuda Room) 4175 Admiralty Way Marina del Rey, CA 90292

Wednesday, March 10, 2021 10:00 a.m. to 4:00 p.m. Healthy individuals are needed to donate now to help patients counting on lifesaving blood. Please join us and help save some lives! **By appointment only** To ensure safe social distancing, no walk-ins appointments will be available. To make your appointment, please visit www.Redcrossblood.org and enter our sponsor code: We are hoping to host blood drives in more locations so that everyone PartneringJamaicaBay With The American or contactRed CAICross Outreach CommitteeinMember Jessica Koval at (213) 640-7253 or also looking our community will get a chance to participate. We are CAI-GLAC’s Community Outreach Committee members were at jkoval@actionlife.com. to partner up with vendors to help host or offer food for future events. it again, along with the support of our community, holding our first blood drive of the year. While it has been a challenging time determining ways to provide our normal outreach, we found a way to give back and support those in need. On March 10 from 9:30 a.m. to 4:00 p.m. we were at Jamaica Bay Inn in Marina Del Rey. Our thanks to Jessica Koval for finding this location. We had 34 blood donations, including 3 power red! COVID protocols were in place to ensure the safety of our donors and volunteers.

If you are interested in hosting or helping for the next blood drive, feel free to contact the CAI-GLAC Chapter Office at (818) 500-8636 to see if you meet the site requirements, safety protocols and blood drive/ needs and facts. General Site Requirements ¡ Optimally 1200 sq. ft. or more—first floor or with minimal stairs or elevator access

Antis Roofing & Waterproofing reached out and offered a CA Love Drop to provide Yogurtland treats and beverages to the blood donors, CAI Outreach Committee volunteers and Red Cross Team. CA Love Drop also partnered with Wahoo’s Tacos to offer burritos for the Red Cross Team and CAI Outreach Committee volunteers.

¡ Donation area with no obstacles (e.g., columns), pre-screening takes place outside the donation site

Antis Roofing, Wahoo’s, Yogurtland and all the other companies involved shared this blood drive on their social media. In addition, CAI received radio exposure when Wing Lam, the founder of Wahoo’s, mentioned our CA Love Drop on 95.5 KLOS FM’s Heidi & Frank Show.

¡ Ability to control room temperature (AC/heat) and accept wireless equipment (no signal obstruction)

www.cai-glac.org | May/June 2021

¡ Minimum 4 electrical outlets ¡ Bathrooms close to donation area (on same floor) ¡ Tables and chairs (depending on the blood drive size)

¡ Good lighting ¡ Accessible parking and easy access for equipment un/loading (ramp or dock if needed)

CAI-Greater Los Angeles Chapter

Safety Protocols Blood drives are an essential service outlined by the CDC and follow CDC-recommended safety protocols, including but not limited to: ¡ Spacing appointments to minimize contact between blood drive participants ¡ Pre-screening drive attendees to assess health markers prior to blood drive entry ¡ Requiring face masks for all drive attendees

¡ The American Red Cross must collect nearly 13,000 blood donations every day for patients in need. ¡ Every two seconds, someone in the U.S. needs blood. One donation can potentially save up to three lives. ¡ Cancer patients use nearly one quarter of the blood supply—more than patients fighting any other disease. ¡ A single car accident victim can require as many as 100 pints of blood.

¡ A blood donation takes about an hour from start to finish, but the actual donation itself only takes about 8 to 10 minutes.

Thank you, Chris Matsumoto and your wonderful team at Jamaica Bay Inn, for providing us the space to host this blood drive. This is the third event you have hosted for the CAI (2 blood drives and CAI’s Jamaican Me Crazy—Wine Night). You have a darling beach-front hotel, and we encourage anyone with meeting or hotel needs in the Marina del Rey area to contact Chris at cmatsumoto@jamaicabayinn.com .

¡ The typical schedule for a blood drive is six hours. Our staff usually arrives about an hour before the start time to set up and will need about an hour after it ends to clean up.

Thank you, CAI members, for your continued support which makes events like this possible. We hope that you will continue to support and contribute to our cause.

¡ Blood products are perishable and cannot be manufactured; they can only come from volunteer donors.

Sincerely, Your CAI Community Outreach Committee

¡ Spacing donors 6 feet apart throughout the drive ¡ Enhanced cleaning practices throughout the blood drive Blood Drive/Need Facts

CAI-Greater Los Angeles Chapter

May/June 2021 | www.cai-glac.org 19

CAI-GLAC WAS PROUD TO PRESENT ITS

VIRTUAL SPRING MINI TRADE FAIR Wednesday, March 3, 2021

C A L G I A C with MORE THAN 50 HOA BOARD MEMBERS AND MANAGERS attended our March 3 Virtual Trade Fair from the comfort of their home or office. After a three-hour live interactive show where visitors visited 17 booths and had the chance to message chat and video chat with exhibitors, attendees enjoyed an educational webinar sponsored by Appfolio, Inc. The show then remained open for another five hours so attendees could download brochures and videos to learn more about exhibitor companies. The webinar “I’M OK, YOU’RE OK, HOA!” addressed the challenge of mental and emotional wellness in our community associations.

OUR THANKS TO EXHIBITORS Action Property Management AAMC ADT Multifamily ALLBRIGHT 1-800-PAINTING Appfolio, Inc. Beaumont Tashjian BEHR PAINT COMPANY Berding|Weil Berg Insurance Agency CAI-GLAC California Legislative Action Committee iMail Tracking LLC Kings III Emergency Communications, Inc. Manhattan Pacific Management, Inc. MSE Landscape Management, Inc. Rupert Construction Services, Inc. Sherwin-Williams Paint Company Tinnelly Law Group

SPEAKERS Neda Nehouray, CMCA®, AMS®, PCAM® HOA Organizers, Inc. Matt D. Ober, Esq. CCAL Richardson|Ober|DeNichilo LLP

Erik Rivera, CMCA®, AMS®, PCAM® Manhattan Pacific Management, Inc.

CAI-GLAC EXHIBITION

EDUCATION

20 www.cai-glac.org | May/June 2021

RAFFLES

MINI TRADE FAIR

CAI-Greater Los Angeles Chapter

Instituting Civility By Diane Schoolsky

The COVID-19 pandemic and the vacillating safety guidelines by our federal, state, and local governments have complicated our lives and left most of us with high levels of anxiety. It is particularly important at this time that we as board members do our best to a set a standard of civility for our fellow homeowners. The homeowners in our complex entrusted us to look out for their welfare. That includes their comfort and safety on the premises. The common areas, including the hallways and garage, should be designated as “no conflict” zones: no discussions about politics or quarantine policies. Since we are almost out of the dark, we need to hang in there. Let us be the standard bearers of politeness and concern for one another. The restrictive measures that were passed onto us by the local, state and federal government have not always been easy. As these are loosened up and we get back to normal, do not forget that we are all in this together. Being empathetic, sympathetic, and compassionate in all our dealings should always be the norm. Being comfortable in our own home is of paramount importance to us

all. Ideally, everyone in the complex takes the CIVILITY PLEDGE. Try to watch out and help whenever possible. At one time or another we all need a helping hand. Let us lead by example, starting with showing patience and compassion to one another during our board meetings. Perhaps we might try listening to one another without interruption. Each of us comes from a different / diverse background. Everyone has something they can bring to the table. Let us also recognize that some of us do not grasp everything as quickly as others. Some of us need to ask lots of questions to fully process what we are discussing. Is that so bad? We do not have to always agree on policy but let us always agree to be respectful of one another. It goes a long way. Being CIVIL should be a way of life. Diane Schoolsky is President of the Lingate Homeowners Association in Tarzana. She can be reached at dianeschoolsky@icloud.com.

CIVILITY PLEDGE Community associations are comprised of people with different ideals, preferences, and values. The Community Association Civility Pledge provides a framework for effective community conversations. How we talk about things matters. While we may be able to share our views with people who already agree with us, sharing our opinions while leaving room for someone’ else’s viewpoint can be challenging. How can we seek to listen to those who hold different beliefs? How can we respectfully disagree? Community association boards are regularly faced with challenging and complex issues that can spark strong emotions. A critical responsibility of a board leader is to facilitate community conversation about these important issues. By adopting the Community Association Civility Pledge, community association boards commit to embracing principles that establish a framework for effective community conversations. Community association boards use this framework to lead their communities through conversations about difficult and complex issues and harmonizing feedback from residents resulting in decisions that are informed and well balanced for the community as a whole. CAI strives to promote harmony, community, responsible citizenship, and effective leadership with this initiative. In the process, we make life better for the millions of people living in community associations around the world. Visit https://www.cai-glac.org/civility-pledge.php to download a copy of the Civility Pledge and adopt it as an association policy or best practice.

CAI-Greater Los Angeles Chapter

CODE OF CIVILITY TO ADOPT A healthy community association respects the owners’ right to debate issues with passion. A healthy association not only tolerates disagreement but welcomes it in order to refine ideas and create policies that benefit the greater good. The deterioration of civility across the country and within our community poses a threat to our association and our civic well-being. This deterioration: l Compromises the integrity of a healthy, representative association l Closes the door on depth of thought, reducing complex problems to harmful oversimplification l Deters potential leaders from running for election to our board of directors l Poisons the civic well and discourages owners from engaging on pressing community issues l Casts the spotlight on poor behavior rather than shining a light on possible solutions We have crafted this Code of Civility as a promise to each other, and to the people and community we serve, that we will always strive to conduct our debates - whether in person, online, or in written communication - in ways that allow for the widest range of opinions on ideas and policies, yet also respect the dignity, integrity and rights of those with whom we might disagree. With our individual and collective commitment to this code, we welcome our elected colleagues, owners and management to hold us accountable. In our deliberations we pledge to: Listen First We will make an honest effort to understand views and reasoning of others by listening to understand, not listening to find fault, allowing thoughtful discussion to lead to the best possible outcomes. Respect Different Opinions We will invite and consider different perspectives, allowing space for ideas to be expressed, opposed and clarified in a constructive manner. Be Courteous We will treat all fellow board members, staff and members of the association in a professional and courteous manner whether in person, online, or in written communication, especially when we disagree. Disagree Constructively We strive to advance solutions to community issues; when faced with disagreement, we do more than simply share our concerns with differing positions, we work to propose a course of action of mutual benefit. Debate the Policy Not the Person We will focus on the issues, and not personalize debate or use other tactics that divert attention from the issue.

May/June 2021 | www.cai-glac.org 21

NEWS

FROM SACRAMENTO

The Buck-ADoor or More Campaign ¢¢¢ By Matt Meadors, CMCA®, AMS®

ith the onslaught of new legislation affecting community associations every year, and it showing no sign of slowing, wouldn’t it be nice if someone could fight on behalf of the 50,000+ communities in California? Well, I have good news for you!

CAI-CLAC 2021 Virtual “Legislative Week at the Capitol ¢¢¢ By Erik Rivera, CMCA®, AMS®, PCAM®

ach year CAI members visit Sacramento to educate legislators on current issues affecting California’s 55,000 community associations. With COVID-19 restrictions, this year’s event was virtual and held over four mornings in mid-April. Without the expense of travel, 250 members participated—a significant increase over past years. Congratulations to Management Professionals, Inc. AAMC for receiving the 2020 Top Buck A Door Donor Award.

All participants had the opportunity to attend informative briefing sessions with CAI-CLAC’s legislative advocate, Louie Brown Esq. Our chapter held virtual advocacy sessions with legislators and staffers from our local legislative districts to educate them on four specific bills. After Louie and I introduced district statistics, and what CLAC and CAI represent, Matthew Plaxton, Esq. led the discussion on SB 9 (lot splitting), Dirk Petchul, Esq. led the discussion on SB 391 (emergency virtual meetings), Thomas Ware II, Esq. led the discussion on AB 1101 (financial protections), and Casey Robinson, CMCA®, led the discussion on AB 502 (acclamation). We gained beneficial insight into where the legislators stood on the bills and gained important support. The fact that we were able to bring nearly 40 members face-to-face with those legislators at each one of these local sessions made a very positive statement. For more information on current bills, visit www.caiclac.com/ current-campaigns.

The CAI California Legislative Action Committee (CLAC) does just that. In addition to having a Legislative Advocate in Sacramento (the esteemed Louie Brown), many attorneys, community managers and community leaders volunteer their time to make our collective voice heard at the Capitol. If there is one thing that is known about American politics, it is that money makes the world go round. Associations can help in this good fight. The Buck-A-Door or More Campaign allows communities to serve the greater good and bring a direct benefit to their own community. CAI-CLAC asks for one dollar or more per door, per year. So, a community of 100 units would pay $100 per year to support this important endeavor and get the word out. Put it on your agenda and remind your boards, homeowners and companies of the recent legislation and the very real impact it has had. Having pitched this successfully to many of my own boards, I can personally attest to the eagerness with which boards want to have an advocate and are willing to put their money where their mouth is. Including this in your association’s budget is as simple as adopting a Board Resolution, which can be found at www.caiclac.com, along with the Donation Form. Managers and Board Members can also join the CAI-GLAC Legislative Support Committee to serve in a more direct fashion. Contact the CAI-GLAC Chapter Office at 818-500-8636 for more information! Matt Meadors is the Chief Operating Officer of HOA Organizers, Inc. in Winnetka. He is also our Chapter’s Liaison to the California Legislative Action Committee. Matt can be reached at matt@hoaorganizers.com.

Erik Rivera, CMCA®, AMS®, PCAM®, the Founder and CEO of Manhattan Pacific Management, Inc., is an At-Large Delegate to CAI’s Legislative Action Committee, Chair of the CAI-GLAC Legislative Support Committee and member of the CAI-GLAC Board of Directors. He can be reached at erik@manhattanpacificmgmt.com.

www.cai-glac.org | May/June 2021

CAI-Greater Los Angeles Chapter

OUR THANKS TO CAI-CLAC 2021 CONTRIBUTORS January 1 – March 31

GOAL:

Catalina Plaza HOA 101 S. Manhattan Place HOA Channel View Terraces HOA 11767 Sunset Boulevard Association $26,016 Culver Centrale HOA 122 Guadalupe HOA El Segundo Peppertree HOA 1242 Berkeley Street HOA Flower Street Lofts HOA 1827 Greenfield HOA Gorham Park HOA 2050 Artesia HOA Grand Lofts HOA 2138 Stewart Street HOA Harbor Ridge HOA 253370-72-1/2 Malibu Road HOA Hermosa Surf Condos, Inc. 446 San Vicente HOA as of Hilllcrest Meadows HOA, Inc. 515 San Vicente HOA 3/31/21 Irena Vista OA 720 Shoreham Drive HOA $8,444 Kelton Arms COA 909 El Centro, Inc. La Palma Estates HOA ALI Condominiums HOA Lawford HOA Armour Lane Condominium witkinad new size_Layout 1 1/28/13 5:04 PM Page 1 Longfellow Village OA Avis HOA 32% Los Cerros HOA Avocado Glen HOA of goal Oakbridge HOA Berkeley Townhouse HOA, Inc. Oak Hill Condominium HOA Blossom Vanderbilt HOA Oak Street HOA Bodger Park Condominiums HOA Ocean West COA Border and Lincoln Villas HOA Pacific Bougainvillea, Inc. California Ave HOA Pacific Colony HOA Casa de Suenos CA Pacific View Condominiums HOA Casa Loma Association, Inc. Polynesian OA Casita De La HOA

Primera Terra HOA Seascape-Redondo HOA, Inc. Seasons West HOA Silver Spur Court HOA SiSi Villas HOA South Bay Estates HOA South Hermosa Townhomes HOA Spencer Estates HOA Textile Building OA The Granvillas HOA Inc. The Vista Pacifica HOA Toluca Hills Apartment Corporation Villa Capri Townhomes HOA Villa Del Sol Villas HOA Villa Redano HOA Villa Serena HOA Villagio at Brentwood HOA VIP Goshen HOA Virgil Courts HOA Vista Catalina HOA Vita Bella HOA Vogue Condominium Association, Inc. Westside Townhouses HOA Wilshire Selby Towers East CA

What is CLAC? 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.

ABOUT THE ORGANIZATION  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.

Experience professional delinquent assessment recovery.

 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.

CLAC’S MISSION 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.

CAI-Greater Los Angeles Chapter

888-845-8808 www.witkinandneal.com May/June 2021 | www.cai-glac.org 23

indifference, but because no protocol exists to proactively stay aware of conditions. As it happens, many property issues are reported by residents, but you cannot depend on this. The BOD should develop a protocol, which could be as simple as having a periodic “walk-through” of the property, performed either by the management company (recommended) or by volunteers. The walk-through should follow a simple checklist to avoid overlooking areas. It is a separate discussion as to how to respond to discovered or reported issues, but be aware that a discovered or reported problem affecting public safety should become the top priority for repair.

 PRACTICE FISCAL RESPONSIBILITY

RUNNING A PROFESSIONAL By Jeff Goodwin

HOA

SOME THREE DECADES OF HOA BOARD OF DIRECTORS (BOD) EXPERIENCE HAS TAUGHT ME MUCH ABOUT RUNNING A SUCCESSFUL HOA. BUT I CAN DISTILL THIS LONG EXPERIENCE DOWN TO THREE ESSENTIAL BOD MANDATES. IF YOUR BOD IS EXECUTING THESE MANDATES, THEN YOU HAVE A SUCCESSFUL HOA. ● MAINTAIN THE PHYSICAL PROPERTY. ● PRACTICE FISCAL RESPONSIBILITY. ● KEEP THE PEACE. Very generally, the BOD’s role is not “to do,” but to set priorities for specified others “to do,” and thereafter to assure proper execution. Of course, few boards undertake these tasks alone, which is why community managers exist. (Selecting a suitable management company is another long discussion outside the scope of this article and is well covered in several concise CAI publications.) Keeping the peace is the hardest of the three, and we’ll visit that momentarily. Practicing fiscal responsibility underlies maintaining the physical property—again, more on this below.

 MAINTAIN THE PHYSICAL PROPERTY Maintaining the physical property means keeping the buildings, landscaping, and amenities (pool, spa, rec room, etc.) in the condition received when the property was built. This is pretty straightforward. The trick is to be aware of the property status, which for many HOAs can be haphazard, not because of BOD

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Practicing fiscal responsibility means being smart about how you spend other people’s money. It starts with a budget that reflects the necessity to maintain the property in good condition. Keep in mind that there are two general categories of expenditure: operating expenses and reserve expenses. Operating expenses are the recurring expenses of operation such as the monthly water bill, landscaping, etc. Reserve expenses are the less frequent but typically more expensive periodic replacements or renewals that happen, such as repaving a driveway or painting a building. Be aware that a proper budget has a line item to fund reserve expenditures. In other words, one of your “operating expenses” is to fund reserve expenditures by way of monthly payments into your reserve account. The subject of establishing reserves and reserve accounts is again covered well by several CAI publications, but understand that every responsible person connected with property management will scream the same thing: have a reserve fund based on a professional reserve study and fund that account regularly. You do not want to go down the road of special assessments to fund foreseeable expenditures. If the BOD is doing things right, then they are funding reserves. An appropriate budget will dictate assessment levels paid by homeowners. Do not set assessments in any other way. Assessment levels are not set by what “feels right” or a desire to keep them low. Assessments pay for the budget’s specifications, period. At community meetings, I sometimes hear people saying something like: “Gee, I heard that Joe’s HOA dues are about $300 a month, so why are we paying $600?” Do not fall into that trap. First of all, you have no idea what those figures are based on. Second, even if both HOAs are doing things right, you cannot compare assessment levels between associations for the simple reason that each respective budget reflects that particular HOA’s priorities. For example, one HOA may have more landscaping than the other and so their budget spends more on landscaping. One more word on fiscal responsibility. Do not necessarily choose the cheapest bid. Whether the expense is operating or reserve, you want to choose the vendor who has been properly vetted for such issues as licensing and insurance, and who provides exactly what you need. For example, if you solicited two bids from reputable vendors and each of them met your specifications, then you can choose the less expensive bid. Just do not choose based on price alone because the more expensive bid may be the one that you actually needed.

CAI-Greater Los Angeles Chapter

 KEEP THE PEACE!

Keeping the peace can be a real pain. Some resident is complaining about the party noise coming from another unit. Or smoking. Or dog barking. The problem for the BOD is not that complaints are made; most are perfectly legitimate. The problem is dealing with the offender. First, make sure that your rules are reasonable and that they are known (i.e., published somewhere). Second, make sure that the complaint is reasonable. Understand that under the law, every resident is entitled to “quiet enjoyment” of their residence. Noise and smoke are two of the most common intrusions on quiet enjoyment. These types are reasonable complaints. Third, figure out what a reasonable solution would be. Maybe an area rug on a hard surface floor on the unit above would dampen the noise. But in any event, it is the responsibility of the offender to stop offending. Somehow. Okay, so the “real pain” that I mentioned is confronting the offender. In-person confrontation is preferred so that you can be friendly in the announcement of the problem, and so that you are absolutely certain that the message was received and acknowledged. You should have already determined that the complaint is reasonable, but the offender just may not want to hear it. Some offenders just didn’t know that they were offending, and having been informed, they comply immediately. When confronting an offender, always remain calm and matterof-fact. Remember: you’re not negotiating the offense—it either happened or it didn’t. Approach in a friendly way, in that you are assuming that they just were not aware of the problem. Dialog with

them as much as necessary, but politely deliver the message that the offender must do something to stop offending. Do not threaten punishment as your first level approach. That represents escalation that may not be necessary. Punishment (fines) is never the objective; you want compliance, not fine money. Once you achieve the offender’s acceptance of the situation, set a reasonable timeline for compliance, which for some offenses may be immediate. Here’s a suggested approach, whether in-person or written: “Hi, I’m [Jeff] from the board and I wanted to bring something to your attention that you may not have been aware of. One of your neighbors complained to us about a late-night party you had and the noise that came about. [Let them speak to this if they are inclined at this point; if not, then continue.] I wanted you to know that the association has a rule regarding noise between certain hours [then recite the rule]. I’d like you to be aware of this in the future so your neighbors can be at peace the way that you would want for yourself.” The vast majority of people will comply. They just were not aware. You can always escalate later for noncompliance. But now you are on solid ground. In conclusion, this essay boils down a lot of years. Much more could be said on all these and related topics, but I highlighted the critical areas. Hope it helps. May the force be with you. Jeff Goodwin is President of Wilson Summit HOA. He has been a CAI member since 2009 and can be reached at iteach@flash.net.

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CAI-Greater Los Angeles Chapter

May/June 2021 | www.cai-glac.org 25

A Practical Guide to SB 326 Balcony and Deck Inspections  By Allan Lauenstein With associations across the state trying their best to understand and prepare for the Senate Bill 326 balcony and deck inspection law enacted in 2020, contractors, construction consultants, architects and structural engineers have been working diligently to bring a solution to the industry. Daily, they are engaging with management companies and associations alike to set them on the right path for long-term success by first identifying what the law means, who is impacted and how to comply before the deadline. Below is a simple guide to help you understand the nuts and bolts of SB 326 and help you prepare to be compliant before January 1st, 2025.

What is SB 326?

The law requires all condominium associations with three or more units (connected) to conduct an inspection of their Elevated Exterior Elements (EEE). The purpose of the inspection is to ensure that load-bearing wood elements are free of any deterioration, that any waterproofing is in sound condition, and that your fall protection made of any material is safe for residents and their guests.

Code Definitions

Exterior Elevated Elements are the load-bearing components together with their associated waterproofing systems. Load-bearing components are those components that extend beyond the exterior walls of the building to deliver structural loads to the building from decks, balconies, stairways, walkways, and their railing, that have a walking surface elevated more than six feet above ground level, that are designed for human occupancy or use, and that are supported in whole or in substantial part by wood or wood-based products.

What needs to be inspected?

• Waterproofing (Walking Surface) • Fall Protection (Railings or Safety Walls) • Structural Framing

It is paramount that each association understands that each of these must be visually inspected. This means that if the bottoms of your balconies are stucco or enclosed, these areas may need to be opened to have the inspector gain visual access.

Who can do these inspections and is it only once? SB 326 states that the EEE inspections are to be done once every nine years by a licensed architect or structural engineer and that the inspection report is incorporated into the reserve study. It

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is recommended that associations prepare now by creating a line item in their budget to afford the upcoming expense of the inspection. The report must include detailed information on each inspected element’s condition, expected future performance and remaining useful life, and repair/replacement recommendations. Associations must maintain a copy of the written reports in their records for at least two inspection cycles (or 18 years). For newer construction condominium buildings, it is recommended that you conduct the inspection as soon as possible to reveal any potential construction defects before the expiration of the construction defect statute of limitations of ten (10) years.

What else should I know?

Inevitably, inspections are going to require at the very minimum some selective demolition so that the structural engineer or architect can see into the framing of the EEE to draft their report. This will add to the cost of the inspections. To be diligent, associations should set aside funds for repairs too. If your association has not had any repair work done in a while, it would be prudent to earmark even more reserves for fixes.

Where do I start?

Associations should start the process immediately by connecting with the appropriate Structural Engineering team or Construction Consultant who thoroughly understands and can help you through this complicated process. Also, explore which contractors can best provide all necessary support for demolition, build back, and any other corrective action

(immediate or long-term planning) necessary to file a clean bill of health with the city. It is important to realize that getting an official SB 326 inspection right away, tactically may not be in the best decision. An official report will need to be filed with the city immediately, and all corrective action will need to take place across the association right away, which may lead to an undue financial burden on the association. Additionally, a poor report possibly stating a great deal of damage will stay on file with the association for 18 years. We encourage associations to plan for getting preliminary inspections in the 2021 calendar year so that life safety issues can be rectified immediately, and the remaining corrective action can be addressed between the pre-inspection findings and the final SB 326 reporting date of January 1st, 2025. This way, an association can proactively plan for the identified construction costs as necessary and file a clean bill of health with the city by the due date. Please note that it will be important for associations to build long-term relationships with General Contractors, Structural Engineering/Architect firms and Construction Consultants to start and complete this compliance process. Allan Lauenstein is Chief Sales Officer at Trifecta Painting & Construction, a full-service painting and reconstruction firm serving homeowners associations throughout Southern California. He can be reached at AllanL@TrifectaPC.com.

smacdonald@farmersagent.com www.farmersagent.com/smacdonald License #:0573169

CAI-Greater Los Angeles Chapter

May/June 2021 | www.cai-glac.org 27

PCAM PRIDE

We are very proud of four managers who have recently earned the Professional Community Association Manager (PCAM®) designation after successfully completing CAI’s Professional Management Development program. The Professional Community Association Manager (PCAM®) designation is the pinnacle of professional achievement for managers with advanced-level skills and experience. To earn the PCAM® designation, a candidate must: 1) pass the CMCA® examination; 2) pass all six 200-level courses; 3) have five years or more of direct community manager experience; 4) successfully complete a challenging case study analysis of a community association; and 5) comply with the CAI Professional Manager Code of Ethics.

Gary Choppé, CMCA®, AMS®, PCAM® Gary Choppé has worked in community management for seven years and is the Vice President of HOA Management of Santa Clarita, a company specializing in “revitalizing” properties that have had challenges with their finances, collections, vendors and yes, homeowners. Together, Gary and his wife Robin manage a number of properties in Santa Clarita and the San Fernando Valley. Gary is a Certified Manager of Community Associations (CMCA®), holds the Association Management Specialist (AMS®) and has recently received the Professional Community Association Manager (PCAM®) designation. He attended Pepperdine University, Cal State Northridge and is a Graduate of Brooks Institute of Photography in Santa Barbara. Gary is an Eagle Scout, Past President of the Santa Clarita Chamber of Commerce and was on the City of Santa Clarita’s Arts Commission.

Neda Nehouray, CMCA®, AMS®, PCAM® Neda Nehouray is the founder and CEO of HOA Organizers, a full service management company that was founded in 2008. This August will mark Neda’s 20th year in this industry. She has handled all facets of community management, including large-scale communities, high-rises and everything in between. Neda obtained her CMCA® certification in 2011 and her AMS® designation in 2014. She has served as Co-Chair of the Programs Committee for CAI-GLAC for more than five years and also served on the CAI-GLAC Board of Directors as Chapter President in 2019. She has enjoyed speaking at the CAI National Conference, locally for our chapter and authoring articles for our Focus Magazine. Neda is passionate about empowering through education and remains active in our industry to support others in progression towards higher education.

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Diane Rossiter, CMCA®, AMS®, PCAM® Diane Rossiter been an on-site manager for 20 years at a variety of homeowners associations: condos, townhomes and single-family properties. The demands of on-site management made progress towards a PCAM® slow, with several detours, one being the Woolsey Fire destroying and damaging over 50 homes at her current community, Bell Canyon, a few days before her final scheduled M-200 class. Fortunately, CAI allowed her to withdraw and receive a refund so she could focus on helping Bell Canyon begin its restoration efforts. The PCAM Case Study was a month of concentrated distillation of all the CAI courses she had taken over the last 15 years, including the lunch programs and CID law courses. All of them ended up being pertinent and helpful in meeting the requirements. According to Diane, working full-time and completing the Case Study by the deadline was a separate learning experience in time management. She is as proud of becoming a PCAM as anything she has ever accomplished before, even an MBA from the Anderson School at UCLA. It is the ultimate recognition for community managers and an elite group she is honored to join. Diane thanks the community that provided the opportunity and Facilitators Margey Meyer and Wendy Taylor, both PCAMs themselves, who effectively guided her Case Study.

Jessica Koval, CMCA®, AMS®, PCAM® Jessica Koval has worked in community management for 13 years and is currently a Regional Manager with Action Property Management AAMC. In this position she focuses on luxury high-rise condominiums in the Los Angeles area. Prior to that she was the General Manager of Cove Condominium Association in Marina del Rey for four years. Before community association management Jessica worked in the hotel industry for many years. Jessica has been a Certified Manager of Community Associations (CMCA®) since 2018, has held the Association Management Specialist (AMS®) designation since 2018, and most recently received her Professional Community Association Manager (PCAM®) designation. She graduated from Northwood University with a Bachelor’s degree in Business Administration and an Associate of Arts in Hotel Restaurant Resort Management. She is a member of the CAI Community Outreach Committee and is passionate about giving back to her community. Jessica has lived in Los Angeles since 2015 and enjoys exploring California, hiking and beach cruising.

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CAI-Greater Los Angeles Chapter

May/June 2021 | www.cai-glac.org 29

WELCOME

NEW CAI-GLAC MEMBERS! AS OF APRIL 15, 2021

BUSINESS PARTNERS Burg Simpson Eldredge Hersh & Jardine PC CAI National Folding Gate Systems CAI National Green Rodent Restoration CAI National RoofSource CAI National COMMUNITY ASSOCIATIONS Barker Block HOA Glenwood Townhomes HOA San Simeon Condominium Association SCV Habitat for Heroes HOA Vista Lomita IV HOA

Norma Gonzalez, CMCA® CAI National Laverne Boethling Nicole Peterson Brenda Blackmon

COMMUNITY MANAGERS Sandra Arceo-Cerpa Heather Miller, CMCA® Rubin Proprties, Inc. Christopher Church Kevin Gatewood Optimum Property Management ACMF, AAMC Brandon Ebo Matt Davidson, CCAM-HR®, CMCA®, AMS® Action Property Management AAMC Jessica Hubbard Neda Nehouray, CMCA®, AMS®, PCAM® HOA Organizers, Inc. Lisa Marquis Neda Nehouray, CMCA®, AMS®, PCAM® HOA Organizers, Inc.

Certified Public Accountant A Professional who understands Community Associations Member of CAI, American Institute of CPA's and California Society of CPA's Post Office Box 4488 Ventura, California 93007 Phone: 805 659-3600 Fax: 805 659-1136 Email: mark@poindexterandco.com Web: www.poindexterandco.com

Jesus Najera Shoreham Towers HOA Robert Smith Savoy Community Association Katelyn Stefani, CMCA® FirstService Residential AAMC Cristine Tablante HOA Organizers, Inc. Kale Yessaian HOA Organizers, Inc. HOA VOLUNTEER LEADERS Millie Buchanan Denise Campbell Vlad Lannan

Sue DeLucia, AMS® Sue DeLucia, AMS® Sascha Macias, CMCA®, AMS®, PCAM® Neda Nehouray, CMCA®, AMS®, PCAM® Neda Nehouray, CMCA®, AMS®, PCAM®

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OUR THANKS TO RENEWING MEMBERS! AS OF MARCH 31, 2021

Accurate Outcome ADCO Roofing & Waterproofing Aeroscopic Environmental, Inc. Allied Universal Appfolio, Inc. Axela Technologies BELFOR Property Restoration Birndorf Law Offices Centurion Group CertaPro Painters of Pasadena City National Bank Donald Mink Accountancy Corp. Du Mont Engineering Elliot Katzovitz Insurance Agency FRESHCO Painters, Inc. G4S Secure Solutions USA, Inc. Gayle G. Gould, CPA General Pavement Management GNG Vinyl Fencing, Inc. HOA Ballot Professionals Kasdan Turner Thomson Booth LLP Kings III Emergency Communications La Rocque Better Roofs, Inc. McKenzie Rhody, LLP Nautilus General Contractors, Inc. Pacific Utility Audit, Inc. PCW Contracting Services Performance Elevator Contractors, Inc. Personal Touch Cleaning & Maintenance, Inc. Pete Fowler Construction Services Professional Services Construction, Inc. Reconstruction Experts, Inc. Riley Pasek Canty LLP Rose Paving LLC Roseman Law, APC Segal Insurance Agency, Inc. Select Painting & Construction, Inc. Snell & Wilmer LLP SOLitude Lake Management Stan Smith Associates Steve Little Insurance Agency, Inc. SwedelsonGottlieb Three Phase Electric Tinnelly Law Group Top Armor Roofing, Inc. Valley Alarm Vista Paint Corporation COMMUNITY ASSOCIATIONS Briarcliffe Towne Homes Association Briarwood Community Center Gables Seniors HOA Hermosa Surf Condominium, Inc. Market Lofts Community Association Queensland Manor South Cooperative, Inc. Raintree Condominium Association Rockpointe HOA San Simeon Condominium Association, Inc.

CAI-Greater Los Angeles Chapter

Southwind Village Community Association Torrance-Windemere HOA Village Green Owners Association West Ocean Association Westmont North #3 HOA COMMUNITY MANAGEMENT COMPANIES Bella Vista Property Management, Inc. Bentley Community Management, Inc. Community Property Management Consensys Property Management Coro Community Management & Consulting FirstService Residential AAMC J & N Realty, Inc. Manhattan Management Corporation Manhattan Pacific Management, Inc. National Property Management Group, Inc. ONIT Property Management, Inc. Partners Community Management, Inc. Prime Association Services COMMUNITY MANAGERS Laura Aguilar, CMCA®, AMS® PMP Management AAMC Kitt Boodsayaskul Action Property Management AAMC Danielle Carbajal, CCAM®, CMCA®, AMS® Higher Ground Property Management Matthew Davidson, CCAM-HR®, CMCA®, AMS® Action Property Management AAMC Angela DeRosa, CMCA®, AMS® Beverly West Residences Shiela Dietz, MBA, CMCA® Ocean Towers HOA Vicki Egan, CMCA®, PCAM® Infinity Property Services AAMC Meigan Everett, PCAM® SwedelsonGottlieb Nicolas Gambino FirstService Residential AAMC Shauna Gatlin, CMCA® FirstService Residential AAMC Rosalba Gonzalez Dominguez Hills Village COA Brandon Grosh, AMS®®, PCAM® PMP Management AAMC Graysen Guercio PMP Management AAMC Carmen Harper, CMCA®, AMS® Partners Community Management, Inc. Jessica Koval, CMCA®, AMS®, PCAM® Action Property Management AAMC Michelle Lambert, CMCA® Cordova Park Villas HOA Cesar Landa Pacific Edge Management, Inc.

Jenna Liff, CMCA® Villa Riviera HOA Marc Loge, CMCA®, AMS® Promenade Owners Association Diane Lortie-Dudasik, CCAM-PM® Metropolitan Property Services LLC Debra Maglasang FirstService Residential AAMC Dena Mark, CMCA® Icon Realty Services, Inc. Crystal McGinnis McGinnis Services Vivian Meyers, CMCA® Opulent Property Management Melissa Mills, CMCA®, AMS® The Mirabella HOA Fernando Morales, CMCA®, AMS®, PCAM® The Brentwood at Kiowa HOA Julie Nicholson Rockpointe HOA. Elizabeth Orellana Rockpointe HOA Ivonne Perez, CMCA® Action Property Management AAMC. Craig Phillips, CMCA®, AMS®, PCAM® International Tower Owners Association Shawn Pinkney Two Eleven Spalding Condo Association Susan Rainer, CMCA® Ross Morgan & Company, Inc. AAMC William Reimbold, MBA, CMCA®, AMS® SF Valley Management, Inc. Jennie Rich, CMCA® The MET Warner Center Condominiums Tracy Robinson, CCAM® PMP Management AAMC Kelly Rupp, CMCA®, AMS® Community Association Specialists, Inc. Dawn Suskin, CCAM®, PCAM® Playa Vista Parks & Landscape Corporation Lori Tamboline Ross Morgan & Company, Inc. AAMC Dipti Varma Kapadia PMI LA Pacific Hamlet Vazquez, MBA, PCAM® West Ocean Association COMMUNITY ASSOCIATION LEADERS Lisa Alexander Tecumseh Coleman Nancy Morse Nancy Taylor

May/June 2021 | www.cai-glac.org 31

ADVERTISERS INDEX 12 Action Property Management 13 ALLBRIGHT 1-800-PAINTING 16 AIPM 30 Association Reserves–CA/Los Angeles 25 Berding|Weil 9 CIT–Community Association Banking Division 15 Dunn-Edwards Paints 32 Ferris Painting, Inc. 30 GNG Vinyl Fencing, Inc. 27 Macdonald Insurance Agency IFC Manhattan Pacific Management, Inc. 17 Optimum Professional Property Management Inc., ACMF®, AAMC® 9 Pacific Utility Audit 26 Pacific Western Bank 30 Poindexter & Company 32 Popular Association Banking 29 R.W. Stein Painting, Inc. 11 Reserve Studies Inc. 14 Select Painting & Construction, Inc. 11 Segal Insurance Agency, Inc. 7 Shaw, Moses, Mendenhall & Associates Insurance Agency 28 Whitestone Industries 23 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.

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ART CONTEST

The Art Contest is for all CAI-GLAC members interested in revealing their artistic talents through any medium of your choosing suitable for print. This contest is designed to encourage members to promote the 2021 CAI-GLAC theme, Rise Together. Using your gifts and getting your hands a little dirty, your artwork should inspire, engage our members, and provide a sense of community. Rules: 1. One submission per member and must be their original work. 2. A rtwork can be done in any medium—paintings, digital works, photography, and sculpture. And can be in any style to best articulate the theme—landscape, portrait, still life, abstract. 3. A rtwork must be sized within 8.75” x 11.25” (vertical, to fit the cover) 4. Using 100 words or less, please provide a description of your piece and how it represents the theme.

FOCUS MAGAZINE

ART CONTEST

Rise Together let us see your artistic talent!

Submissions: Please submit artwork as a photo and saved as a JPG. Images must be 300 dpi minimum, and CMYK format. They must be photographed without distortion. Please submit to Joan Urbaniak, joan@cai-glac.org. Title email: ART CONTEST SUBMISSION with YOUR NAME. Prize: All submissions will be displayed in the September/ October issue and social media for voting. The submission receiving the most votes will be the 2021 November/December cover art. Closing Date: July 31, 2021

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Pre-order Your 2021 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.