L.A.’s AssociationsforInformationSourcePremierofCommunity September/October 2022
leading through difficult times
JW Marriott L.A. Live 900 W. Olympic Blvd. Los Angeles, CA 90015 Community Associations Institute / Greater Los Angeles Chapter Presents Nov.Saturday,12,2022 #cai-glac 6:00 p.m. Cocktails 7:00 p.m. Dinner/Awards 8:00 p.m. Gaming & Dancing 10:30 p.m. Raffle $150 Per person | $1,500 Table of 10 Formal Attire Requested Register at www.cai-glac.org. Find Room Block Link on website. CurrentCorporateSponsors Guard-Systems, Inc. Casino Chips ALLBRiGHT 1-800-PAINTING Playing Cards Accurate Termite & Pest Control Valet Berding | Weil Sweet Shoppe The Naumann Law Firm, PC Vista Paint Corporation Champagne Precision Painting & Reconstruction Centerpieces Hi Tech Painting & Construction DJ/Entertainment Servpro of Burbank Souvenir Photos Beaumont Tashijian Cornwall Security Services, Inc. Happy Hour Bar Ocean Breeze Cleaning AWARDS GALA & CASINO PARTY
22 Misery Loves Company: Successfully Navigating a “Mean” World
32 Advertisers Index 36 Advertising Information
Jeff Koscher, BluSky Restoration Contractors, LLC
Alexandria Pollock, CCAM-HR®, CMCA®, AMS®, PCAM®, President BuildingLink.com, LLC, 310-925-9001
OFFICERS
Brian D. Moreno, Esq. CCAL, Brian D. Moreno Law Corporation APC Diane888-578-9673Schoolsky, Lingate HOA, 323-640-1277
14 Healthy Boundaries Between Board and Management
Alana Walker, Reconstruction Experts, Inc.
Michelle Caldwell, ePipe Pipe Restoration Miste Holloway, Seabreeze Management Co., AAMC®
FINANCE
Leslie Barton, CMCA®, PMP Management AAMC®
10 Tips & Techniques to Avoid the Great Resignation
Jessica Koval, CMCA®, AMS®, PCAM®, Action Property Management AAMC®
28 The Deadline for SB 326 Compliance Will Be Here Sooner Than You Think
NOTEWORTHY
COMMUNITY EXPO
DIRECTORS
COMMUNITY OUTREACH
2 Note from the Editor’s Desk
24 Community Outreach Committee Coordinates L.A. River Cleanup Event
Mimi Cortes, SAX Insurance Agency
Jocelle Maliwanag, MBA, American Heritage Landscape
SOCIAL MEDIA
Erik Rivera, CMCA®, AMS®, PCAM®, President-Elect Manhattan Pacific Management, Inc., Isaac844-511-0644Camacho, Vice President Accurate Termite & Pest Control, 310-837-6483
Some graphics courtesy of unsplash.com.
Diane Rossiter, MBA, CMCA®, AMS®, PCAM®, Bell Canyon Association
HOA EDUCATION
1010 N. Central Avenue, #316 Glendale, CA 91202 Office: 818-500-8636
Amy Yankauskas, CMCA®, AMS®, The Management Trust
FYI
Nels Atha, CMCA®, AMS®, PCAM®, Common Interest Services, Inc.
Erik Rivera, CMCA®, AMS®, PCAM®, Manhattan Pacific Management, Inc.
4 2022 Upcoming Events
This publication seeks to provide CAI-GLAC’s membership with information on community association issues. Authors are responsible for developing the logic of their expressed opinions and for the authenticity of all facts presented in articles. CAI-GLAC does not necessarily endorse or approve statements of fact or opinion made in these pages and assumes no responsibility for those statements. By submission of editorial content to CAI-GLAC, the author acknowledges and agrees to abide by the editorial and policy guidelines. Copyright © 2022.
National Office Address: 6402 Arlington Blvd. #500, Falls Church, VA 22042 Tel: 888/224-4321 • Web Site: http://www.caionline.org
Our thanks to the Focus Magazine Committee: Co-chairs: Jocelle Maliwanag, MBA, American Heritage Landscape Diane Rossiter, MBA, CMCA®, AMS®, PCAM®, Bell Canyon Association
6 Understanding and Prioritizing Internal Customer Support
Joan Urbaniak, MBA, CMCA®
2022 COMMITTEE CHAIRS
PUBLICATIONS
Jerri Gaddis, CMCA®, AMS®, PCAM®, HOA Organizers, Inc.
Elaine Gower, The Naumann Law Firm, PC
8 Recruiting vs. Attracting the Right Talent
Scott Mikelonis, PMP Management AAMC®
GOLF TOURNAMENT
MEDIATION SERVICES
30 New and Renewing Members
SOCIAL
Ashley Hibler, The Miller Law Firm
Sean Allen, Esq.,Roseman Law, APC Suvany Cowie, West Hills West Creek HOA Elaine Gower, The Naumann Law Firm, PC Miranda Legaspi, Platinum Security, Inc. Nicole Peterson, CMCA®, AMS®, PCAM®, Valencia Management Group AAMC® Jennifer Schuster, Valley Alarm
Leslie Barton, CMCA®, PMP Management AAMC® Gary661-714-3840Burns,Mulholland Heights HOA, 818-326-2000
CHAPTER EXECUTIVE DIRECTOR
STAY CONNECTED:
Tracy Robinson, CCAM®, PMP Management AAMC®
Mike Perlof, Fenton Grant Mayfield Kaneda &Litt, LLP
16 Dodgers Night Highlights
MANAGER EDUCATION
26 News From Sacramento
33 CAI-GLAC's Happy Hour Recap (inside back cover)
Kim Province, Secretary Advanced Election Services, 714-783-8646
Sascha Macias, CMCA®, AMS®, PCAM®, Roseman Law, APC
18 How to Mitigate Stress with Strategies That Work
Michael Valenzuela, Vista Paint Corporation
2022 BOARD OF DIRECTORS
Erik Rivera, CMCA®, AMS®, PCAM®, Manhattan Pacific Management, Inc.
3 Message from the President
Matt Davidson, CCAM-HR®, CMCA®, AMS®, Treasurer Action Property Management AAMC®, 800-400-2284
Angelique Madrigal, Ross Morgan & Company, Inc. AAMC® Matt818-907-6622Meadors,CMCA®, AMS® HOA Organizers, Inc., 818-778-3331
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 1
PROGRAMS/LUNCHEONS/WEBINARS
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.
12 Keeping the Peace – Diffusing Tension
LEGISLATIVE
25 PCAM® Pride
Tiffany McCall, CCAM®, Seabreeze Management Company AAMC
Helen Cook, CMCA®, AMS®, HOA Organizers, Inc.
MEMBERSHIP
WINE NIGHT
EXECUTIVE RETREAT
Julia Gomes, Accurate Termite & Pest Control
CHAPTER UPDATE
Patti Specht, ServiceMaster Recovery by C2C Restoration
NEWSWORTHY
PEOPLE POWER!
Diane Rossiter, MBA, CMCA®, AMS®, PCAM® General Manager, Bell Canyon Association
Another shift is the widely reported loosening of what used to be the social norms of civility and trust expressed in public. Liberties and rights seem to have eclipsed responsibility and respect. This has a major impact on associations, which involve more than the usual types of organizational relationships –owners, residents, staff, volunteers, committee members, board members, vendors, visitors, etc. Our articles in this issue explore the gamut of those relationships and the people we interact with and serve. Everyone can use guidance and insight in dealing with these challenges, and we hope this issue illuminates the obstacles and opportunities involved in achieving People Power.
This issue closes with our regular legislative update by Thomas M. Ware II, Esq., CCAL, reporting on the end of the legislative cycle for this year and Omid Ghanadiof’s concise summary of the requirements of SB 326 (The Balcony Bill). There have been some wonderful Chapter events recently, and we are sharing photos from the Community Outreach Committee’s July 23 Great L.A. River Cleanup with you—it was a wonderful demonstration of the Chapter’s commitment to our city and the environment, and we thank and commend the volunteers. And just for fun, check out the candid shots from the CAI-GLAC Dodgers Night where our group led the cheers from behind third base (Dodgers 5, Giants 1).
Don’t forget to look for the PCAM symbol in this issue. Lynette Hazly won a $25 gift card for locating the symbol in the July/August issue. Maybe this is your lucky month.
Broadening our perspective, we move to community interactions in “Keeping the Peace,” where Amy Yankauskas, CMCA®, AMS®, addresses maintaining productive relations and communications amongst the various members of our associations, board members, management, clients, and those they serve. Hamlet Vazquez, PCAM®, MCAM®, MBA, outlines, “Healthy Boundaries between Board and Management” to help prevent unnecessary stress on the relationships and time of both.
We have heard about and are experiencing a plethora of issues related to all aspects of leading, communicating, helping, hiring, retaining, understanding, and motivating our fellow human beings. Basic societal and economic norms have and are still shifting. Just one is remote work. Several years ago working from home was utilized by a small percentage of the labor force but is now a working norm. According to the recent McKinsey American Opportunity Survey, 58% of employed respondents reported having the option to work from home part or all of the week. That is a significant shift, and the same survey revealed that 87% of those who have the opportunity to work remotely want to do so. Flexibility is considered a valuable benefit, even though it doesn’t reduce the total hours worked. That is a one of a host of current factors employers need to keep in mind as they look for the best personnel and how to keep them.
Focus Magazine Co-Editor
Finally, in our People Power exposition, Dr. Lori Baker-Schena provides the global view in “Successfully Navigating a “Mean” World.” We are not only members of our organizations, but they and we are participants in our society, local and beyond. Learning how we can contribute positively while protecting ourselves from modern culture’s harshest aspects will aid us in our workplaces, communities, and personal lives. Dr. BakerSchena will be the guest speaker at our September 21 Luncheon. We hope to see you there.
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.
2 www.cai-glac.org | September/October 2022 CAI-Greater Los Angeles Chapter
NOTE
FROM THE EDITOR’S DESK
In “How to Mitigate Stress with Strategies that Work,” Katie Mortimer, L.C.S.W., covers a range of options to alleviate the tensions and demands we routinely face in our workplaces. To help determine your stress level, Katie provides an exercise you can use as a gauge of your own perception of this key mental and physical health factor.
THAT’S WHAT WE’RE SAYING. THAT’S WHAT WE MEAN. PEOPLE, YOU’VE MET THEM, YOU’VE WORKED WITH THEM, FOR THEM, DESPITE THEM, YOU KNOW, PEOPLE. WHEN WE CONSIDERED ADDRESSING A SERIOUS SITUATION CURRENTLY AFFECTING OUR COMMUNITIES AND ORGANIZATIONS FOR THIS ISSUE, THOSE INVOLVING PEOPLE AND RELATIONSHIPS CAME INTO QUICK FOCUS.
Continuing the theme, Roger Crumrine CMCA®, AMS®, explains recruiting versus attracting and also retaining high caliber employees. Next, honing in on staff retention, Jessica Koval, CMCA®, AMS®, PCAM®, shares “Tips and Techniques” to engage and motivate new and long-term employees.
Nicole Peterson, CMCA®, AMS®, PCAM®, leads off this issue off with an exploration of Internal customer service, approaches to valuing and preserving our valuable human resources.
l Provide career guidance.
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.
Alexandria Pollock, CCAM-HR®, CMCA®, AMS®, PCAM® 2022 Chapter President Coaching
We still have so much ahead of us this fall, including our annual meeting and dynamic guest speaker Dr. Lori Baker-Schena at the Skirball Center on September 21. Also in September are the Manager’s Bootcamp, our Board Leadership Development Series, and the ever-popular Reverse Trade Show. In October we have educational webinars for both community managers and HOA volunteer leaders; a legislative update in Valencia; and the return of our in-person food packing day at the Los Angeles Regional Food Bank, coordinated by the Community Outreach Committee. For more information about each event and to register, visit www.caiglac.org. Make sure you’re checking the Chapter calendar often so you don’t miss out on the wonderful programs we offer our members.
Manager Mentor Program
Credentialsto
FROM THE PRESIDENT
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.
Would you like to be able to talk to another manager about their educational path and experience—get their advice about next steps?
Engage. Educate. Empower. Continue to share our theme within your communities, and with other industry professionals. Be empowered to lead through challenges. You’ve got this!
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.
AS ELEANOR ROOSEVELT SAID, “YOU GAIN STRENGTH, COURAGE AND CONFIDENCE BY EVERY EXPERIENCE IN WHICH YOU REALLY STOP TO LOOK FEAR IN THE FACE. YOU MUST DO THE THING YOU THINK YOU CANNOT DO.” WHEN WE ARE CONFRONTED WITH DIFFICULT CIRCUMSTANCES IN OUR COMMUNITIES, IT CAN BE PARALYZING. WE ARE OFTEN FEARFUL OF MAKING THE WRONG DECISION OR SAYING THE WRONG THING, AND IT CAN LEAD TO INACTION. WE CONVINCE OURSELVES THAT WE ARE NOT GOOD ENOUGH, OR SMART ENOUGH, OR EVEN PROFESSIONAL ENOUGH TO LEAD OUR COMMUNITIES THROUGH CHALLENGING TIMES. IT CAN BE SCARY TO TRY AND MEDIATE A SITUATION BETWEEN UNHAPPY RESIDENTS, OR GIVE GUIDANCE TO A BOARD OF DIRECTORS ON A MATTER THEY ARE DEBATING, OR EVEN HAVE A TOUGH CONVERSATION WITH AN EMPLOYEE OR COLLEAGUE ABOUT EXPECTATIONS THAT ARE NOT BEING MET. THROW IN THE UNFORESEEN CIRCUMSTANCES THAT PLAGUE THE DAILY OPERATIONS OF OUR COMMUNITIES (LIKE A MASSIVE WATER LEAK, A LAWSUIT FILED AGAINST THE ASSOCIATION BY AN OWNER, OR A CONTENTIOUS ANNUAL ELECTION OF THE BOARD) AND A DIFFICULT SITUATION CAN BECOME DOWNRIGHT UGLY.
A Mentor can:
MESSAGE
l Offer support and advice about CAI courses.
l Explain the value of credentials.
L
eading our communities through difficult times may not be easy, but it is an opportunity to show your expertise and hone your leadership skills. Participating in the many educational opportunities available through CAI-GLAC throughout the year will empower you to navigate difficulties that arise, whether you are a volunteer homeowner leader, a community manager, or a business partner working with the board or management at a community association. Be confident and take on challenges that seem insurmountable—you have the strength and resources you need to lead!
l Provide vision and insight.
l Help to identify your specific goals.
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 3
With fall upon us, the Chapter is focusing on strategic planning for next year. We are dreaming up new events and exciting programs for 2023. There is a Committee Strategic Planning Session on September 16th for all Committee Co-Chairs and the Board. Did you know that joining a committee is the first step to Chapter Leadership? It’s budget season for us too! Our Finance Committee is hard at work forecasting our annual expenses.
DEAR MEMBERS
Cornwall Security Services, Inc.
Sherwin-Williams Paint Company
¢ GOLD
Design Build Associates
Select Painting & Construction, Inc.
2022
ADAMS|STIRLING PLC
General Pavement Management
Beaumont Tashjjian
iMail Tracking, LLC
Oakridge Landscape
Owens, Moskowitz & Associates
Diversified Asphalt Products
CertaPro Painters of Pasadena
American Heritage Landscape
Gothic Landscape
Ferris Painting, Inc.
SuperCAI-GLACSponsors
2022
¢ BRONZE
UNSPLASH.COMONSARTORIOHERNANBYPHOTO
The Naumann Law Firm, PC
4 www.cai-glac.org | September/October 2022 CAI-Greater Los Angeles Chapter
Optimum Professional Property Management
ALLBRiGHT 1-800-PAINTING
Reconstruction Experts, Inc.
Hi Tech Painting & Construction
Kasdan Turner Thomson Booth LLP
¢ PLATINUM
Roseman Law, APC
McKenzie Ryan & Mena, LLP
Reserve Studies Incorporated
Segal Insurance Agency, Inc.
VistaTinnellySwedelsonGottliebLawGroupPaintCorporation
Association Reserves-CA/Los Angeles
Trifecta Painting & Construction
Whitestone Industries
UPCOMING CHAPTER EVENTS September 08 Manager Educational Boot Camp – 1:00 p.m. – 4:30 p.m. – Via Zoom 10 Virtual Board Leadership Workshop – Part 1 – 9:00 – 11:30 a.m. – Via Zoom 16 Board Meeting/Committee Chair Strategic Planning – 9:30 a.m. – Via Zoom 17 Virtual Board Leadership Workshop – Part 2 – 9:00 – 11:30 a.m. – Via Zoom 21 In-Person Educational Luncheon/Annual Meeting – 11:00 Skirballa.m.Cultural Center 24 Chapter Board of Directors Meeting – 9:00 a.m. – Via Zoom 28 Virtual Reverse Trade Show – 1:00 p.m. – 3:30 p.m. – Via Zoom OCTOBER 03 Virtual HOA Educational Webinar – 7:00 p.m. – Via Zoom 04 Virtual Managers Workshop – 1:00 p.m. – Via Zoom 26 In-Person Valencia Breakfast – 8:00 a.m. – Bridgeport HOA Clubhouse, Valencia 28 Chapter Board of Directors Meeting – 9:00 a.m. – Via Zoom NOVEMBER 05 Virtual Board Leadership Workshop – Part 1 – 9:00 – 11:30 a.m. – Via Zoom 12 Virtual Board Leadership Workshop – Part 2 – 9:00 – 11:30 a.m. – Via Zoom 12 In-Person Awards Gala – JW Marriott at L.A. Live – 6:00 p.m. 16 In-Person Educational Luncheon – 11:00 a.m. – Skirball Cultural Center 18 Chapter Board of Directors Meeting – 9:00 a.m. – Via Zoom DECEMBER 02 In-Person Holiday Happy Hour – 5:00 p.m. – Location TBD 16 Chapter Board of Directors Meeting – 9:00 a.m. – Via Zoom Events subject to change, see website for possible updates.
Burg Simpson Eldredge Hersh & Jardine P.C.
Pacific Western Bank
Animal & Insect Pest Management, Inc.
Certapro Painters of Pasadena
Dunn-Edwards Paints
Steve Little Insurance Agency, Inc.
Wolf, Rifkin, Shapiro, Schulman & Rabkin, LLP
We thank our 2022 sponsors who have made a substantial contribution to ensure our continued success this year.
Berding|Weil
Alliance Association Bank
ADCO Roofing & Waterproofing
CIT-Community Association Banking Division
Precision Painting & Reconstruction
Valley Alarm
BEHR PAINT COMPANY
Fenton Grant Mayfield Kaneda & Litt, LLP
PCW Contracting Services
Pacific Premier Bank
¢ SILVER
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 5
FOSTER A CULTURE OF INCLUSIVITY AND IDEA EXCHANGE
CONSIDER THE INVERTED PYRAMID
MOVE TOWARD STAFF EMPOWERMENT
CUSTOMER CUSTOMER LEADERSHIPSTRATEGIC STRATEGICLEADER-SHIP OPERATIONAL LEADERSHIP OPERATIONAL LEADERSHIP FRONTLINE EMPLOYEE FRONTLINE EMPLOYEE
he delivery of good external customer service is fundamental to success for companies operating in the competitive field of community association management. If executive leadership, (middle) managers, and those in related, supportive roles fail to provide high-level service, key clients will not retain the firm.
—Shep Hyken
“Burnout” is a well-worn phrase in the industry, but there can be a fine line between feeling burned out and being exploited, and from the perspective of staff, the nuance or “why” matters little in the end. Worthwhile associates will no longer stay on without a supportive corporate culture, and attrition is an expensive prospect. It is common for companies to spend up to 200% of a former, highperforming employee’s salary trying to replace them effectively. For staff who may reluctantly remain, leadership should bear in mind that every point of contact made by an unhappy employee stands to negatively impact the external customer relationship. Even when employees try to mask displeasure, it comes across through things like voice inflection and how hard they work to deliver top tier service. Train staff thoroughly and continually and ensure that the work they are being asked to perform is something that they are comfortable executing and that they are not expected to act out of scope. Likewise, ensure that there are adequate opportunities within designed workflows for some autonomy in decision making.
By Nicole Peterson, CMCA®, AMS®, PCAM®
6 www.cai-glac.org | September/October 2022 CAI-Greater Los Angeles Chapter
T
›››
Internal Customer Service is the practice of viewing coworkers as customers and treating them accordingly. Internal customer service refers to the supportive services provided by a business to its employees.
Understanding and Prioritizing Internal Customer Support
instead of demanding this, that, or that other thing, reframe the role of management as supportive of its internal customers. The inverted pyramid stresses the supportive role that management plays (or should play) in the company and is contrasted with its more traditional counterpart as follows:
While separate and distinct from external customer service, Internal customer service is no less essential. In the post-pandemic “new normal,” staff retention has become a significant challenge under even the most ideal circumstances. If you are in a position of leadership, whether you have one direct report or whether you own the company, I invite you to consider the following strategies and concepts as they might apply to and augment your business and/or professional practice. Let’s start with some definitions:
While these terms may be unfamiliar to you, you will find that many of the tenets and techniques you may have previously learned concerning general (external) customer service also apply to the internal customer. Being a source of reliable knowledge and exhibiting friendliness, care, and respect are an excellent place to start. Further exploration of these concepts and proposed strategies for success follow.
Everybody has ideas; why only consider those of top management? Employees from all ranks and especially those on the front lines of customer service are a powerful resource for process optimization—so involve them. They are the people who do the work each day, often in stark contrast to executive management team members typically long out of touch in a practical, firsthand sense with the day-to-day responsibilities of those they supervise. Having a safe space and dedicated mechanism for the sharing of ideas also engages employees to think about the company’s
Traditional Pyramid Inverted Pyramid
Even if your organization lacks comfort with changing this officially “on paper,” move ahead as best you can in your individual practice with the knowledge that at the root of good internal customer service is the understanding that everybody supports everyone else in the organization and that those with the most authority and power should ostensibly be providing the most in the way of resources and support rather than leaving that to others to figure out.
Internal Customer refers to anyone within an organization who at any time is dependent on anyone else within the organization to meet a goal or deadline. If there is a relationship between parties where one relies upon the other for task completion, that person is an “internal customer.”
Though many of us have encountered at least one ineffective boss or supervisor who just did not seem to value staff at all, most times there are less nefarious forces at work. Often, leadership does not fully realize or acknowledge that internal customers even exist. For some, they are simply operating under a more traditional (albeit severely outmoded) structure. The CEO, President, or other executive leadership is at the top with layers of associates underneath, ending with the frontline employee who interfaces directly with the client. In this traditional pyramid model, the chain of command flows down (as does the responsibility) to each subsequent level. If this sounds like your organization, consider turning that traditional organizational pyramid upside down;
“A brand is defined by the customer’s experience. The experience is delivered by the employees.”
purpose and direction, strengthening their personal connection to the work. Important note: Once employees have been invited to share ideas, members of the leadership team should take care to receive all suggestions respectfully and in the spirit that they were offered. Never summarily shut someone down after inviting their participation. A good system will:
2. Organize ideas into threads and open them for discussion whenever practical; a real team is always better together.
CAI-Greater Los Angeles Chapter S eptember/October 2022 | www.cai-glac.org 7
A commitment to excellent internal customer service may require a lot. It might even ultimately require a company-wide change in basic assumptions, but it is worth doing to position yourself and the members of your team for long term success. Be sure to appropriately manage expectations and pace along the way. As with most things, patience, positive and clear communication, and consistency are the keys to success.
Nicole Peterson, CMCA®, AMS®, PCAM®, is a Senior Community Association Manager and the Director of Human Resources & Training at Valencia Management Group in Santa Clarita. She is also a veteran of the United States Air Force and can be reached at npeterson@ valenciamgmt.com.
4. Credit the source when a particular idea is implemented, stimulating others to share as well. Always reward and recognize employees who have gone out of their way for the good of the company.
Long before I worked in the fields of Human Resources, Employee Development, and Community Association Management, I served in the U.S. Air Force as a military police officer. Though I chose not to continue along that career trajectory beyond my initial term of enlistment, my experience was not without true long-term value, as it was in the military that I was introduced to a model that would contribute greatly to my style and structure as a team leader—that of the First Sergeant. For those unfamiliar with the enlisted military
3. Create a feedback/response system, expressing gratitude to the employee for their contribution and notifying them whether (or not) something will be done with their idea (include why or why not).
1. Collect ideas company-wide throughout the “ranks.” A leader or leadership team closed off to the contributions of those at junior levels is leaving a world of possibilities on the table. Enlist the people who perform operational tasks to be a part of improving and optimizing those tasks to gain valuable perspective.
force structure, a first sergeant is a special, senior noncommissioned officer who is the dedicated point of contact and responsible party for all readiness, health, morale, welfare, and quality-of-life issues within his or her organization. They are extremely important individuals in the life of junior enlisted personnel, and there is (unfortunately) no civilian equivalent or counterpart. “People” is their job—the team. A true first sergeant begins their march at the front but soon drops back to the rear to make sure no one has fallen behind. They take care of each troop’s needs, and the unit operates with focus, knowing that the first sergeant watches over them. It is a beautiful concept based on principles which do not totally fit in the civilian world—yet it embodies what modern leaders who hope to be competitive, grow companies, and retain staff should strive for every day.
Roger Crumrine CMCA®, AMS®, is the Vice President of PMP Urban, a division dedicated to vertical condominium buildings and communities with on-site staff. He can be reached at rcrumrine@pmpmanage.com.
Are you recruiting talent or attracting talent? Both have a similar result, placing a manager in a designated role, but the process of each method is the fundamental difference that can determine if you are hiring the right talent.
Recruiting vs. Attracting the Right Talent
The next part of attracting the right talent looks very similar to recruiting. Professionals have been informed to your purpose and message with the effective interactions previously described. These same professionals now join your rolodex of managers who may be good for your organization. Consider this group of professionals to be your “passive candidates.” While your recruiting efforts are still seeking active candidates through career websites, you are more likely to attract the right talent through your passive candidate activity. A valuable contact is often made with a manager who is not yet looking for a career move. Periodic emails and shares of articles or company successes with the passive candidate will increase the trust that your company is the right one to join. This exchange also provides you an opportunity to evaluate the communication skills, qualify work experience, experience their social media presence, and gauge the passive candidate’s business acumen. The multiple points of interaction with the passive candidate are an invaluable part of the process that allows you to assess culture-fit and potential. Attracting the passive candidate may take many months. Don’t be discouraged with the time span of talent attraction. If your talent attraction ball is in continuous motion, trust that the process will provide who to hire when it is time to solve the why hire.
RECRUITING
ATTRACTING
1. Evaluating job function and process, 2. Considering future goals and objectives, 3. E mphasizing company culture, and
4. Creating continuous positive and improvement-seeking interactions.
Attracting talent is a continuous and purposeful activity that occurs irrespective of a position opening. Attracting talent has four main principles:
8 w ww.cai-glac.org | September/October 2022 C AI-Greater Los Angeles Chapter
By Roger Crumrine, CMCA®, AMS®
Recruiting is a retro activity to fill a position open from a resignation. It works by identifying professionals who are actively seeking a new job—“active candidates.” This is done through online career boards, screening candidates for communication and technical skills, and conducting interviews to qualify the work experience and business acumen. Some recruiting processes include a personality or emotional intelligence assessment to determine future potential or a “best fit.”
The “why” and “how” of recruiting talent is vastly different from the why and how of attracting talent. It is within the why and how of talent attraction where we find the greatest opportunity. Like the law of attraction, think positive to receive positive. Thinking of why we want to hire before the need presents itself will result in hiring the right manager for that why. Plainly, if your company needs to improve a process, in-turn the focus should be on why we need to accomplish this improved process goal. Determining why you want to improve the process will attract who you need to accomplish the goal.
The how-to attract talent is like a ball in perpetual motion. The ball began its motion when the company questioned why. The culture and activities you practice each day are the force that keep the talent attraction ball in motion. A company with a positive
RETAINING
business culture has managers who feel supported, who value the company vision, and who are encouraged to add value to the organization. The company culture should produce managers in your organization who glow and beam with pride when talking about their services and products. Since you do not know where your next talented manager will come from, it is crucial to radiate the glow of your company culture widely and with frequency. A company should encourage its managers to share the culture while attending industry events, joining local organizations, speaking at conferences, and adding value on social media. Adding value is imperative when approaching social media. Like all plans, social media requires a strategy and a well-written communicator. Post with frequency, post in brevity, and post with positivity. The same positivity and brevity are needed at industry events and conferences. Brevity in the form of an elevator pitch on the company services is a demonstration of preparedness and a knowledge of the business. It is important to include the why of the business and to share goals. These positive interactions open the door to and attract conversation with professionals who share a similar interest in the why and goals of your company.
The process of retaining talent began with the company practice of thinking about why it operates. A culture has been created that supports managers and that encourages professional growth and interaction. While a fair compensation plan will always be needed as part of retention, the value is less important than the practices and values created in attracting the right talent.
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 9 Put 40+ Years of Experience on Your Side www.constructiondefects.com 800-403-3332 | info@constructiondefects.com
D
LISTEN ROOMGROWTHFOR RESOURCESPROVIDE ACCOMPLISHMENTSHONORFULLY
uring and throughout the pandemic, there has been an exodus of employees leaving companies. We are currently in what has been dubbed The Great Resignation. We want to retain our talent and reduce work force attrition—so what do we do?
Companies without a doubt benefit from a more stable, productive workforce. Those that succeed in achieving high employee retention rates operate at an advantage both in meeting business goals and in recruiting new hires. (CIO March 12, 2022 Article “Employee Retention: 10 Strategies for Retaining Top Talent”). In HOA lingo, a stable team equates to happier co-workers and clients (boards of directors/residents}.
out to them after their first 30 days to see how they are doing, and if their onboarding went well, will also show that you care early on.
To build a bench you need to make time to meet with your team, discuss their future goals, and then give them guidance on how to get there. This is why performance reviews are crucial, at 90 days and at least once annually after that. People want to know that opportunities are attainable. People want to know that advancement is within reach if they put in the time and effort. If the team sees that the hiring managers are promoting from within, it will help inspire them to work hard and stay with the company.
An important way to show your team that you care is by being present. Touch base with them regularly to check in and see how they are doing, or if they need help with anything. Good team members want to belong and want to participate. Communicating about upcoming events and business networking opportunities is a great way to get them involved. For new team members, reaching
Create Opportunities
Hold the team accountable. Praise in public and critique in private. If a team member sees another person getting away with something, especially if it causes more work for them, they are likely to become unhappy. If one team member gets away with something, and another team member does not, that creates a double standard, and can create resentment.
The goal is to ensure that the team and supervisors know what their options are so they can apply them to a particular situation. Communication is key to empower those with the authority to make decisions. We have to find the right team players and create an environment where they want to stay and give their best.
Retention starts with recruiting. Objective #1 should be to hire people who fit the company’s culture. If the new hire fits with the company’s values and believes in the mission, they will be more inclined to stick around and help execute the vision. If you make a bad hire, they may poison the team and cause turnover.
Value Them
Many times, when I am interviewing a candidate, I get asked, “Where did you start with the company?” or “Are there opportunities for advancement?” Aspiring people are trying to avoid dead end jobs and want to know that there is room for growth.
According to recent Pew Research (March 9, 2022), the majority of workers who quit a job in 2021 cited low pay, no opportunities for advancement and feeling disrespected. 33% of those people who quit, said the major reason was there were no opportunities for advancement. Promoting from within is key, so start building your bench!
Other ways to build the bench and show the team you value them is by investing in them. If a company is willing to reimburse a team member for an industry-related class, such as the M-100 or other CAI classes that lead to a CMCA® certification or AMS® and
Tips & Techniques to Avoid the Great Resignation
10 www.cai-glac.org | September/October 2022 CAI-Greater Los Angeles Chapter
The obvious answer is to care about your employees and ensure that they know you care about them. There is an abundance of advice out there about making people feel valued, which is true, but the techniques depend on the situation and the culture of the company. The more flexibility available and the more tools that the team and their supervisors have in their toolbox, the better the odds of finding the winning combination to keep talent from moving on in search of greener pastures.
Creating a Culture
We want more! Well, at least the majority of people want more. More success. More money. More opportunity.
Focus on hiring the right team members who will embrace the culture, check in with them regularly, create an open-door policy and hold them accountable.
By Jessica Koval, CMCA®, AMS®, PCAM®
Perhaps the team member wants to pursue a college course, or earn their MBA, but the class is in the evening. Maybe the employer can be flexible when possible and allow a modified schedule so the team member can leave work a little early on Tuesday and Thursday to attend the class.
Listening is often the only thing needed to help someone. If you listen to your team members, you may find out that what they need is not a promotion or reimbursement for a class, but instead they need help with their current tasks, and it is time to add another person to the team to distribute the workload. Or perhaps they are struggling with child/elder care and need to temporarily reduce their hours until they find a solution. Once the leader knows what is needed, they can work with the team member to offer solutions and, as needed, run it by the Human Resources team.
In summary, these are some of the tools that can be used to create an environment where employees feel respected and appreciated. Evaluate the team member’s specific situation and use a combination of the tools in your toolbox to not only retain your team members, but to help them and those around them flourish. Our employees are our most valuable resource.
“It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.” — Steve Jobs Be open to new ways of doing things and new ideas. This is regarding all supervisors, including upper management and corporate offices being willing to listen to their teams. The team members are on the front line, and they usually have solutions to the problems. The team members with their “boots on the ground” know the intricate details of operations and will have the best ideas on how to improve.
offer benefits packages with quality health care, 401K matching, paid time off etc. Treat them to lunch, a gift, a bonus day off to balance out a heavy workload.
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 11
Listen
Some other simple but essential tools are these basics: honor their vacations, be competitive with compensation packages,
PCAM® designations, it shows that team member that they are worth the investment. It shows them that their company wants them to develop professionally and personally. This can motivate team members to stick around because they know that there is a future.
secret-to-retaining-talentadvancement-feeling-disrespected/https://hbr.org/2022/03/the-real-workers-who-quit-a-job-in-2021-cite-low-pay-no-opportunities-for-https://www.pewresearch.org/fact-tank/2022/03/09/majority-of-for-retaining-top-talent.htmlhttps://www.cio.com/article/251060/employee-retention-10-strategies-REFERENCES:
Make a big deal about them passing their CMCA® exam or crushing the townhall presentation. Give them a certificate or nominate them for an award. If they win, pay to frame the certificate. Promote it on your company’s social media, including LinkedIn.
Listen to your team, find out what they need and do your best to accommodate and show flexibility.
Provide Resources & Benefits
Many companies offer an Employment Assistance Program. Through ADP many companies have LifeMart which offers discounts on a variety of things from amusement parks to grocery coupons. CAI-GLAC offers partial reimbursement towards classes for those on their way to earn their PCAM® designation. Help the team bridge their needs and goals with the resources available.
Jessica Koval, CMCA®, AMS®, PCAM® is Regional Manager for Action Property Management AAMC and Co-chair of the CAI-GLAC Community Outreach Committee. She can be reached at jkoval@actionlife.com.
Honor Their Accomplishments
Encourage new ideas when they are brought up by simply saying “That’s a great idea, let me think about how we can do that!” Then follow up. Do what you say you are going to do.
A company can be flexible when personal matters come up. Of course, there are a handful of people who may abuse it, but the ideal team players will not, and they will appreciate the flexibility. This could include allowing them to leave early, work from home, or extend their time traveling as long as they work a few hours/days as needed.
By Amy CMCA®,Yankauskas,AMS®
placeouranotherdirectors,reportingthepartyconveyplanproblem,emotionalproblemOncegoingthetheirthoughpartiesespeciallyareofistheatcomprehendingpracticebetoorwhatalwaysListeningpartiesamatterfindtheensuretimescommunicationthesestrongestCommunicationmembers.isthetoolfornavigatingsituations.Proactiveinstressfulisthegoal.Wemustthatallpartieshaveallinformationnecessarytotheresolutiontowhateverisupfordiscussion,inwaythatisbeneficialtoallinvolved.torespondisnotthebestwaytohearconcernsanindividualgroupmayhave.Listeningunderstandshouldalwaystheobjective.Whenwethis,notonlyarewetheproblemhand,butwearegraspingfeelingstheotherpartyexperiencing.Sincemanytheconcernswenavigateemotionallydriven,itisimportantfortheinvolvedtofeelasweareempathetictoconcernsandrecognizesituationasthoughwearethroughittoo.weunderstandtheathand,andthesideeffectsofthewecaneffectivelyhowtorespondandtheconcernstotheontheothersideofdispute.Whetheritbetotheboardoforspeakingwithcommunitymember,reportingcomesfromaoffullrecognitionofthe
POSITIONS.GROWTRUSTRELATIONSHIPSTOTHESEWESITUATIONSAPPROACHUNDERSTANDINGHOWEVER,HOWTOCONTENTIOUSANDTHEROLEPLAYINRESOLVINGISSUESISIMPORTANTBUILDINGSTRONGBUILTONTHATWILLHELPUSINOURRESPECTIVE
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Association,OceanManagerisCMCA®,Yankauskas,AmyAMS®,theGeneralattheCluba Management Trust-managed property. She can be reached at yankauskas@managementtrust.com.amy.
Once the parties involved have been given all the information needed to find a resolution, a meeting of the parties should occur. During this meeting, we should do our best to keep the discussion fact-driven and deemphasize the emotional factors. As we all know, this is easier said than done. Reminders about the facts should be given throughout the meeting to keep the interaction productive. If at any time the meeting becomes too contentious to be productive, you may have to reconvene at another time. The goal is to keep the meeting as productive as possible, while giving both sides the opportunity to share their facts and versions of the events. Through these interactions, the manager and the board show that we are empathetic to each community member and their individual circumstances.
12 www.cai-glac.org | September/October 2022 CAI-Greater Los Angeles Chapter
We experience tension within our communities often, as many interactions with our
clients are when something goes wrong. Whether it be a maintenance issue or a violation matter, these situations can cause friction in our interactions. As servant leaders, it is our duty to find resolutions to these matters so that we can move forward and maintain productive, amicable relationships with our community
Through effective and proactive communication, we can often diffuse the tension during volatile circumstances. We must do our best to keep communications fact-based, while still understanding the emotional impact on our community’s members.
–
Keeping the Peace Diffusing
OUR ROLES AS MANAGERS AND BOARD MEMBERS TO THE COMMUNITIES WE SERVE ARE NOT ALWAYS EASY TO NAVIGATE.
other party’s concern. Both or all parties should be given a realistic time for resolution and, if we cannot keep the original timeline, updates should be provided to all parties involved.
Essentially, we are servant leaders to our communities. Our role is to serve our communities through effective leadership. Building trust with our communities and sharing our knowledge to add value to the community is a meaningful way to establish our roles. We also need to understand that we serve many who will not appreciate our efforts—yet we must still deliver a quality experience for all those who cross our paths.
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 13 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) www.wrslawyers.com310.478.6363
14 www.cai-glac.org | September/October 2022 CAI-Greater Los Angeles Chapter Over 40 years of experience specializing in: • Condominium Associations • Planned Unit Developments • Hard to Place Associations • Earthquake Coverage • High Rise Condominiums • Workers Compensation Our Agency is Farmers #1 Producing Insurer of Common Interest Developments Nationwide Toll Free: 800-345-8866 • Toll Free Fax: 800-262-0973 Email: info@segalins.com • www.farmersagent.com/ssegal License No. 0E24660
If this sounds all-too familiar, then you need to do the difficult and possibly awkward task of sitting down with this board member, thanking him for his service but asking him to trust you to run the day-to-day tasks of the association. You can assure him that any item that needs to be brought before the board, based on your contract, will be brought to their attention during a board meeting. This board member also needs to understand that they do not have unilateral rights to make changes to contracts or staffing schedules but can have input into those decisions at a board meeting, as appropriate. If it is the board president, that individual is usually the one that forms the bridge between the manager and the rest of the board, but that person also does not have unilateral authority for these kinds of decisions. A compromise you can possibly arrive at is for you to provide a weekly report to the whole board regarding what work has taken place the prior week, what is coming up and what items the board will need to review at an upcoming meeting. Outlining specifically what will be discussed at the next board meeting will help the board members understand what is and what is not an actionable concern of theirs.
lll By Hamlet Vazquez, CMCA®, AMS®, PCAM®
Healthy andBetweenBoundariesBoardManagement
YOU ARRIVE TO WORK ON MONDAY MORNING ONLY TO FIND A BOARD MEMBER IN YOUR OFFICE AS HE LOOKS AT HIS WATCH IN ANTICIPATION OF YOUR DAILY BRIEFING. HE WANTS TO REVIEW THE LATEST LANDSCAPING CONTRACT, DISCUSS HOW THE LANDSCAPER IS TRIMMING BACK THE HEDGE, AND THEN TALK TO YOU ABOUT HIS CONCERNS REGARDING THE HOUSEKEEPING SCHEDULE AND HOW THEY DIVIDE UP THEIR TASKS. WHAT IS WRONG WITH THIS PICTURE? I CAN TELL YOU THAT IT IS PROBABLY NOT WITH THE HOUSEKEEPING SCHEDULE! THIS BOARD MEMBER EITHER DOES NOT TRUST IN YOUR ABILITY TO MANAGE THE ASSOCIATION OR HE NEEDS A HOBBY! TOO OFTEN WE FIND WELLMEANING BOARD MEMBERS WHO THINK THEY ARE ON THE BOARD TO RUN THE DAY-TO-DAY ASPECTS OF THE ASSOCIATION.
WALNUT CREEK COSTA
For example, your weekly report could indicate that you met with the landscaper and the landscape committee, and it was agreed that the hedge needed to be trimmed narrower at the top to help ensure proper sunlight for the lower branches. The report can further indicate that at the next board meeting, the landscaper’s contract will be reviewed to discuss a possible increase in contracted hours. The report can conclude by indicating that you will be meeting with the housekeeping supervisor next week to discuss the team’s performance and how the tasks are divided amongst them. You get the idea. It is a report that keeps the board informed, builds up trust in your ability to manage, and provides boundaries for individual board members.
3. Securing proposals
that lists the various milestones associated with the pool deck renovation project such as:
4. Board review
Hamlet Vazquez, PCAM®, MCAM®, MBA, is the General Manager at Wilshire Terrace Co-Op in Los Angeles. He is also a member of the CAI-GLAC Manager Education Committee and can be reached at hamlet@wilshireterrace.com.
5. Scheduling pre-work walk
Aside from the weekly report, another tool you can use to help mitigate situations where individual board members tend toward micromanagement is to use a task manager like Asana or even Google Docs where the board can log in (on a read-only basis) and see the progress being made on the various tasks. For example, in Google Docs you can create a simple spreadsheet
Alongside each of the milestones you can fill in the dates of when that item was completed or is scheduled for so that a board member can log in to their Google account and open the shared spreadsheet to see the progress. Depending on the project, this shareable spreadsheet could even be made available to homeowners in general.
7. Pool deck closed
1. Development of the Request for Proposal (RFP)
Simple steps like this, which all involve transparency and increased communication, will help set healthy boundaries between the board and management to minimize the risk of board over-involvement that may then lead to burnout, both yours and theirs!
2. Scheduling the bid walk
6. Scheduling work
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 15
MESA SANDIEGO 714.429.0600 WWW.BERDINGWEIL.COM
If your association finds it difficult to attract homeowners to run for the board, it might be because for too long the board has been full of board members like the one described above. Those board members end up burning out and, when they try to find a replacement, they wonder why no one wants to run for the board. Most people either already have a full-time job or, if they are retired, they want to enjoy their retirement, not run the day-to-day functions of an association. Having proper boundaries will make it more likely that homeowners will want to participate as a board member.
What
TAKE ME OUT TO THE BALL GAME Dodgers vs. Giants Dodgers CAI-GLAC Night 16 www.cai-glac.org | September/October 2022 CAI-Greater Los Angeles Chapter DODGERSPONSORSBLUEEVENT SPONSORS Guard-Systems, Inc. The Miller Law Firm SEAT CUSHION Certapro Painters of Pasadena Cornwall Security Services, Inc. Dunn-Edwards Paints Valencia Management Group AAMC Valley Alarm Vista Paint Corporation BOTTOMS UP BAR ALLBRiGHT 1-800-PAINTING BluSky Restoration Contractors, LLC CAM Property Services BALLPARK SNACKS American Heritage Landscape JUST RIGHT Painting, Inc. TAILGATE Platinum Security, Inc.
Take Me Out to the Ball Game! Friday, July 22, 2022
great
127 CAI-GLAC Dodger fans turned out on July 22 to watch the L.A. Dodgers play the San Francisco Giants. The evening started with a networking pre-party in the Michelob Ultra Bar where everyone had an opportunity to visit with each other before taking their seats for the game. Chapter members and friends filled a block of seats specially reserved for our group right behind third base. The evening ended with a breathtaking fireworks display. a event!
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 17 PlayPlayBall!
In the business of community association management, professionals are called upon to cope with the impact of this new-lived experience from all directions with homeowners, board members, vendors, and colleagues both asking for and leaning on you for support. Symptoms of fatigue, worry, racing thoughts, and apathy can really hinder our ability to maintain the work capacity that we need, as well the fulfillment we have gotten from our jobs historically. Many fields are reporting that employee turnover has risen, and vacancies are hurting staff moral and job satisfaction. While individual managers and administrators may not be able to control the many factors that contribute to these changes, staff have been searching for strategies to strengthen their own sense of well-being.
18 www.cai-glac.org | September/October 2022 CAI-Greater Los Angeles Chapter SIMPLIFYING PROPERTY & ASSOCIATION MANAGEMENT Let’s Connect Tonya Guyot | VP, Relationship Manager 310.887.8506 | tguyot@pacwest.com Pacific Western Bank offers dedicated teams to help you: • Increase profits • Simplify dues payments • Manage growth • Reduce fraud PACWEST.COM Mahendra Sami | VP, Sr. Regional Account Executive 213.236.5029 | msami@pacwest.com
lll By Katie Mortimer, L.C.S.W., Guest Author
We are all living with new levels of stress in our changing world. There has been much attention given to mental health and self-care as it pertains to how we balance our work lives with our other roles outside of our workday. In the world of mental health, practitioners are acknowledging that typical self-care strategies have a shorter effectiveness rate, where folks need more tools to feel settled for prolonged periods of time. Former methods that would help us feel replenished for a week now last for only a couple of hours before stress symptoms return. Thus, folks who commonly do not find
themselves thinking about their mental health and stress awareness in their daily lives are looking for ways to feel better and lessen the impact of that stress.
How to MITIGATE STRESS withThatStrategiesWork
Self-care as a concept commonly brings images of hot baths and listening to calming music. While these are wonderful relaxation activities, truly mitigating stress requires strategies that provide people with a shift in how they support themselves. There is a need for holistic care that allows their body and mind reprieve from the symptoms we know accompany stressful work. When people suffer with perseverating thoughts, they are struggling to allow their body and mind proper rest and attention to their personal lives. When we are grappling with chronic worry, our hopefulness and positivity toward our work suffers. Burnout has become an important issue for companies to consider in employee satisfaction and retention. In addition, staff will need their own strategies to best enable them to thrive in this current climate.
One of the most difficult consequences of the pandemic has been the isolation and resulting loneliness that people have experienced in the last few years. Workplace communities, contact within neighborhoods and other natural gathering opportunities have been minimal for many of us. Possibly a more damaging impact has been the loss of frequent gatherings with close friends and family. However, utilizing new ways to recreate that sense of community and family has brought positive outcomes for many. Utilizing social platforms, support groups online and technology forms of communication has enabled people to enjoy connection again. This sense of belonging is a critical component to overall well-being.
Limiting One’s Exposure to Stressful News Content
Positive Focus and Gratitude
CONTINUED ON PAGE 20
We are inundated daily by notifications, breaking news, and other forms of information concerning the current events of our global community. This climate of immediate availability for all forms of information, including very stressful and concerning events, has a taken a toll on our ability to digest our world while also trying to stay present and available in our own lives. Mental health experts are recommending that people consider technology and news limitations in the form of “media fasting” to allow people to prioritize the events happening in their day without constant distractions with the stressful events of the world. Boundaries or limits on your receipt of work correspondence, disabling notifications for media sources, and streamlining social media platforms are some of the ways that people are curbing the distractions they allow. This is especially significant for personal time outside of work hours, allowing staff to replenish and step away from their professional roles until the next workday.
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 19 §\nee 1957 • ■s· R.W. STEIN PAINTING, INC. •�· ���Painting and General Contractor Since 1957�(t itQd���� General Exterior/Interior Painting: • Brush-Roller-Spray • Hydrowashing • Waterproofing Other Services: ✓ We are a Painting and General Contractor ✓ No subcontracting is necessary ✓ Fully licensed and insured • Elastomerics • Deck Repairs & Coatings ✓ Free board member consultation • Earthquake Damage • Carpentry • Color Matching • Wrought Iron Welding ✓ Member and past-president of PDCA • Wood Refinishing Specializing in Condominiums Call for FREE estimates: Toll-Free: 800-878-4702 Telephone: 818-951-1817 • Fax: 818-353 7746 E-mail: Bob@rwsteinpainting.com • Website: www.rwsteinpainting.com CA State Licenses: #234566 B, C33
Staying Connected to Loved Ones
When difficult and stressful demands are high, data supports the use of gratitude and positivity to enlist better stress management outcomes. In the field of first responders and other helping professions, staff are recommended to routinely schedule times in their workday to ground themselves in the things they are grateful for. This practice has
To combat the symptoms of stress, strategies that address each of our senses can promote individual well-being. For example, the isolation that many have felt throughout the pandemic has had a serious impact on mental health symptoms. However, new methods have been developed for people to stay connected to loved ones and community, positively impacting the sense of connectedness for people— specifically, connection to others, feeling expression, exposure to news content, positive outlook, sleep and eating, and meditation/prayer.
Healthy Expression of Emotions
Proactive expression of difficult feelings has been shown to decrease this unwanted stressor and ameliorate the detrimental effects of workplace conflicts. Approaching coworkers as small interactions happen to ensure that those small frustrations are better understood can significantly decrease the stress that one suffers.
When stress is high, people have difficulty with expressing their emotions in a more positive and healthy manner. Many of us opt to put off addressing our day-to-day frustrations and bottle up emotions. As a result, impulsive outbursts, personalization, and reactivity are some of the common ways that we respond when our stress is high. These understandable but maladaptive forms of communication lead to increased conflicts with others and result in an increase of stressors.
CONTINUED FROM PAGE 19
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Yoga and Medication/Prayer
a hormonal impact in the body and mind, allowing a person to take moments to stop their tasks and reboot their mindset toward one of peace and gratitude. This interrupts the release of stress hormones, such as cortisol, and allows people to enjoy relaxed moments of calm. With this practice, social workers with whom I work report that they are better equipped to return to work with more positivity and a balanced outlook.
As mindfulness practices have become a focus for stress management, many practices in varied communities have been given newfound attention for their protective elements in increased stress. Use of
To learn more about your level of stress, there are many valid and varied instruments available. One such survey is the self-assessment tool for employees to gain insight about their levels of stress and the impact on their current well-being. The State of New Hampshire Employee Assistance Program offers the following Perceived Stress Scale, which may be of interest and provide additional insight as to the impact of stress on an individual.
How to Mitigate Stress with Strategies That Work
Regulating Sleep and Eating Habits
A very common outcome from increased stress can be disrupted appetite and sleep. Science has shown us that we are compromised and not at our best when we haven’t gotten proper rest and nourishment. In fact, deprivation in those areas can result in many exacerbated symptoms in mood and thought for even the healthiest individuals. Thus, our need to attend to our basic needs for rest and nutrition are critical components to our happiness, health, and wellbeing. To that end, attention to practices for sleep health, such as powering down devices a minimum of 30 minutes before bed can be a great way to better prepare your body and mind for sleep. Considering nutrition to better sustain you throughout the day may be another important way that you can improve your stress levels. It is also a best practice to consult your medical professionals about the strategies they would tailor for you and your health needs in sleep and nutrition.
While not all these practices will fit for you, hopefully there are at least a few strategies here that can assist you in achieving a better balance of health and well-being. Should symptoms of anxiety persist or increase, consult your health providers for more medical care and assessment for mental health services.
Katie Mortimer received her Master’s in Social Work from the University of Southern California in 1995 and has twenty-five years of practice experience, serving in both direct practice and administrative capacities in the field. After holding clinical positions in community mental health, she was promoted to Clinical Supervisor, Program Director of Therapeutic Behavioral Services (TBS), and Program Director of Outpatient Services for a local agency. Prior to joining California State University, Northridge, where she currently instructs, her teaching experience included clinical, policy, and theorybased training for both post-bachelor and post-graduate level employees in an agency setting.
meditation and prayer has delivered people a sense of peace, hope and grounding for centuries. However, science has now given us more data regarding how these practices are healthy methods to combat anxiety symptoms. This is another important opportunity to allow the stress hormones that we secrete when we are anxious to be replaced by calming hormones that restore balance to your system. It also enables rhythmic and deep breathing to calm one’s nervous system.
3. In the last month, how often have you felt nervous and stressed?
First, reverse your scores for questions 4, 5, 7, and 8. On these 4 questions, change the scores like this:
7. In the last month, how often have you been able to control irritations in your life?
NOTE: Individual scores on the PSS can range from 0 to 40 with higher scores indicating higher perceived stress.
Disclaimer: The scores on the following self-assessment do not reflect any particular diagnosis or course of treatment. They are meant as a tool to help assess your level of stress. If you have any further concerns about your current well=being, please consult with your office’s EAP coordinator or a medical professional.
You can determine your PSS score by following these directions:
0 – always 1 – fairly often 2 – sometimes
0 NEVER 1 ALMOST NEVER 2 SOMETIMES FAIRLY OFTEN 4 VERY OFTEN
2. In the last month, how often have you felt that you were unable to control the important things in your life?
3
Figuring Your PSS Score
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 21
5. In the last month, how often have you felt that things were going your way?
A more precise measure of personal stress can be determined by using a variety of instruments that have been designed to help measure individual stress levels. The first of these is called the Perceived Stress Scale. The Perceived Stress Scale (PSS) is a classic stress assessment instrument. The tool, while originally developed in 1983, remains a popular choice for helping us understand how different situations affect our feelings and our perceived stress.
8. In the last month, how often have you felt that you were on top of things?
Scores ranging from 0-13 would be considered low stress.
Now add up your scores for each item to get a total. My total score is ________________.
9. In the last month, how often have you been angered because of things that happened that were outside of your control?
For each question choose from the following alternatives:
6. In the last month, how often have you found that you could not cope with all the things that you had to do?
10. In the last month, how often have you felt difficulties were piling up so high that you could not overcome them?
1. In the last month, how often have you been upset because of something that happened unexpectedly?
Scores ranging from 14-26 would be considered moderate stress.
The Perceived Stress Scale is interesting and important because your perception of what is happening in your life is most important. Consider the idea that two individuals could have the exact same events and experiences in their lives for the past month. Depending on their perception, total score could put one of those individuals in the low stress category and the total score could put the second person in the high stress category.
Scores ranging from 27-40 would be considered high perceived stress.
The questions in this scale ask about your feelings and thoughts during the last month. In each case, you will be asked to indicate how often you felt or thought a certain way. Although some of the questions are similar, there are differences between them, and you should treat each one as a separate question. The best approach is to answer quickly. That is, don’t try to count the number of times you felt a particular way; rather indicate the alternative that seems like a reasonable estimate.
3 – almost never 4 – never
4. In the last month, how often have you felt confident about your ability to handle your personal problems?
Shifting from victim to empowered — Mean people like to fight, which places you in the position of victim. Instead, take control of the situation, and remain empowered so that you can move the situation forward.
Creating appropriate boundaries – You should NEVER put up with verbal abuse. You cannot have a productive conversation with a mean person. Instead, let that person know that abusive language will simply not be tolerated and that the mean person must remain civil if the conversation is to continue.
“Mean”NavigatingSuccessfullyCompany:LovesaWorld
By Dr. Lori Baker-Schena, MBA, EdD, Guest Author
Setting the tone of the conversation – No matter how heated the other person gets, it is imperative that you stay cool, calm and collected. This allows you to control the conversation.
Okay. Thank you for the feedback.
I KNOW “MEAN.”
The second evaluation was written by a woman who could not be more effusive in her praise: “The speaker was among the best I have ever heard. The presentation provided several key action steps that I can take back to the office and implement immediately. I loved her delivery style and deep knowledge on the subject, and quite frankly this talk changed my life. So happy I attended the conference.”
This brings me to the community management industry. It is not your imagination. In the past few years since my San Diego talk, the world has indeed become meaner, due in no small part to economic, health and societal stresses. For community managers, business partners, and board directors, this can translate into constant harassment, name-calling, and abuse from board colleagues and homeowners.
22 www.cai-glac.org | September/October 2022 CAI-Greater Los Angeles Chapter
Communicating expectations — In any conversation, it is vital to communicate the outcomes you expect to achieve. This keeps the conversation grounded and on track.
Now, were there two different Dr. Baker-Schenas presenting?
Working in this environment is unsustainable. While we can’t magically wave a wand to make a mean person nice, we can mitigate the situation by stepping up to the plate and taking control of ourselves, the relationship and the narrative. This includes:
Stepping Up to the Plate
Navigating conflict with confidence — Instead of lowering yourself to the mean person’s level, raise the bar and be confident about your ability to problem-solve. Always take the high road and stay as unemotional as possible.
You cannot control other people, or how they will react to you. You can only control yourself.
A few years ago (pre-COVID for SURE), I gave a talk to hundreds of people in San Diego on building a personal leadership brand. Most of the audience filled out a post-event evaluation of my presentation, but two caught my attention. One came from a man who commented that my presentation “was the worst I have ever attended. The speaker was mediocre at best, and the information she shared was of no value to me. I can’t believe she claims she is a leadership expert. What a loser. And I will never get my three hours back.”
Nope. Just me. But these individuals took away wildly different reactions to my talk, which speaks to my number one rule about mean, dissatisfied people:
Misery
I have no idea what the angry, mean man in the audience had for breakfast, his living situation or his emotional state. The same holds true for the woman. All I know is I had no control over their perceptions of my talk. I must continue showing up as my best, authentic self, learn from constructive criticism and not let others with an agenda dictate how I deliver my craft or how I live my life. Because people can be mean, but I refuse to let mean people steal my joy.
A Lesson in Kindness
It’s Not All About You
Key Insights to Counter a Mean Person
Someone who is calm is seen as being in control, centered and more respectable. When mean people you are dealing with see that you are calm despite how much their tone escalates, you will start getting their attention.
Similar to the reactions to my San Diego presentation, many times another person’s anger has nothing to do with you. When you can recognize this, it can have a major influence on how you successfully cope with the situation.
Many times the best approach in dealing with mean people is to let them vent … and vent … and vent until they run
When The Anger Doesn’t Stop
Perhaps the one approach we can take as an industry is to “kill them with kindness.” Not literally, of course, but to model kindness by acting kind to others in ALL of our transactions and conversations. It is hard to stay mean to someone who is excruciatingly nice.
out of steam (as long as they avoid abusive words). Once they are finished, ask: “What do you think we could do from here to help you?” which puts the solution ball back in the mean person’s court. Ideally, you could work on a solution together.
Ultimately, your goal should be to get beyond the meanness and become a solution expert.
Dr. Lori Baker-Schena, MBA, EdD, CEO and founder of Baker Schena Communications, is a leadership coach and professional speaker who works with individuals, entrepreneurs, small businesses and large corporations – with a special expertise in community management companies -- to strengthen their management and team-building skills. Her goal is to help clients achieve high levels of excellence, productivity and profitability by reclaiming passion and expertise in their industries.
Stay Calm and Don’t Respond with Anger
Understand the Mean Person’s Intentions
We have been serving homeowners associations since 1984 with an emphasis on integrity and ethical service. It is our mission to improve the quality of people ’s lives. We’re growing throughout Los Angeles, Orange County, San Diego, and San Francisco! Developer Project Consulting Strategic Financial Management Hospitality Staffing and Development Preventative Maintenance Solutions On Site High & Mid Rise Management Condos and Planned Unit Developments Large Scale Communities Active Adult OTHERMANAGEMENTCommunitiesSERVICESSERVICESINCLUDE Contact Us 800.400.2284 | info@actionlife.com | actionlife.com
Try to identify the mean person’s trigger and actively listen when the person responds to this question: “How can I help meet your needs and resolve the situation?” Continue circling back to their needs vs. their anger. In essence, move from the emotional to the practical.
The following are observations I’ve made through the years that help me deal with mean people:
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 23
CAI-Greater
OVER TWO MONTHS, AT 18 LOCATIONS along the length of the L.A. River from the San Fernando Valley to Long Beach, hundreds of volunteers coordinated by Friends of the Los Angeles River spread out along the riverbed to collect trash before it has a chance to wash into the Pacific Ocean. The trash ranges from drinking straws, condiment packaging, and plastic utensils to pieces of shopping carts and bicycles. On July 23, CAIGLAC volunteers joined the crew cleaning up a stretch of the river at Willow Street in Long Beach. Our thanks to CAI-GLAC volunteers Alexandria Pollock, Marc Pollock, Jessica Koval, Laurie Hargrove, and Stewart Sexton. After a two-hour volunteer shift, the group celebrated with brunch at Claire’s at the Long Beach Museum of Art overlooking the beach and Port of Long Beach.
RiverCoordinatesOutreachCommunityCommitteeL.A.CleanupEvent
24 www.cai-glac.org | September/October 2022
Los Angeles Chapter
Daniel Valdes, CMCA®, AMS®, PCAM® FirstService Residential AAMC
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 25 Expertise. Focus. Solutions. cit.com/cab Let’s get started. Jolen Zeroski, CMCA VP, Regional Account Executive 213.604.1746 | Jolen.Zeroski@cit.com Lindsay Biren VP, Regional Account Executive 805.405.3435 | Lindsay.Biren@cit.com © 2022 First-Citizens Bank & Trust Company. All rights reserved. CIT and the CIT logo are registered trademarks of First-Citizens Bank & Trust Company. MM#11128
Based in Los Angeles, Daniel Valdes serves as Vice President of Los Angeles Operations at FirstService Residential California, overseeing the Los Angeles Urban and Portfolio markets as well as the Santa Clarita Regional office. After obtaining a bachelor’s in Industrial and Organizational Psychology from DePaul University in Illinois, Daniel worked as a licensed loan officer and for several property management companies over the past 15+ years. As part of the FirstService Residential team since 2013, Daniel previously served as Vice President of Property Management for FirstService Residential Illinois, is a Certified Manager of Community Associations (CMCA®), holds an AMS® designation, and has recently obtained his PCAM®. During his downtime, Daniel enjoys spending time outdoors and traveling.
We are very proud of our manager who has 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.
PCAM® PRIDE
NEWSSACRAMENTOOntotheHomestretchTheSummerLegislativeUpdate
Disciplinary Hearing Photographic Evidence: Finally, the bill seeks to impose more stringent requirements for imposing monetary penalties. Language on this part of the bill is still being discussed. As currently constituted, AB 1410 requires any physical evidence used to impose discipline to be made available to the accused prior to the hearing. In addition, if photographs are used, the association must provide the member with the photograph’s metadata reflecting the image’s time, date, and location.
Governing Document Enforcement During Emergencies: If adopted, AB 1410 will prohibit associations from pursuing enforcement actions for violation of the governing documents “during a declared state or local emergency if the nature of the emergency… makes it unsafe or impossible for the homeowner to either prevent or fix the violation.” (Emphasis added.)
he last day for each legislative house to pass bills is August 31, 2022. Let’s take a look at where we stand as we head for the homestretch.
Currently, there is only one bill that expressly regulates common interest developments, AB 1410. When introduced in 2021, among other things, this bill sought to: 1) require mandatory education for board members and staff; 2) permit personal agriculture in front yards; 3) prohibit associations from enforcing the CC&Rs during times of drought; and 4) provide access to association websites. Over the course of this year’s legislative session, each of these onerous provisions was deleted thanks to CAI-CLAC’s advocacy efforts.
Roommates/Caregivers: The bill seeks to prohibit associations from limiting the right to rent a portion of a “homeowner occupied separate interest” to a roommate or a caregiver. The bill clarifies that such rental must be for more than 30 days, so as to exclude short-term rentals. The bill recognizes the association’s right to govern the boarders’ common area conduct “including, but not limited to, parking restrictions, guest access to common facilities, and voting eligibility requirements.”
¢¢¢ By Thomas M. Ware II, Esq., CCAL
Thomas M. Ware II, Esq., CCAL, is a partner in the law firm of Kulik Gottesman Siegel & Ware LLP, and a Fellow of the College of Community Associations Lawyers (CCAL). He currently serves as one of CAI-GLAC’s California Legislative Action Committee Delegates and is CLAC’s Legislative CoChair. He can be reached at tware@kgswlaw.com.
Social Media Discussions: Civil Code Section 4515 permits members to canvass and petition other members. AB 1410 seeks to clarify that, “even if the content is critical of the association or its governance,” associations cannot prohibit members from using “social media or other online resources… to discuss… issues relating to common interest development living, association elections, legislation, election to public office, the initiative, referendum, or recall processes, or other issues of concern to members and residents.”
26 www.cai-glac.org | September/October 2022 CAI-Greater Los Angeles Chapter
There are two primary bills of interest.
SB 1323 – Foreclosure
SB 1323 does not expressly mention common interest developments. However, it seeks to modify non-judicial foreclosure procedures used in connection with assessment lien foreclosures. This bill seeks to increase the amount of accumulated equity that is returned to homeowners after their homes are foreclosed. If adopted, an appraisal must be performed prior to a trustee sale. If it is determined that the home has a threshold amount of equity of 111.1 percent of the sum of the indebtedness plus other encumbrances, then the foreclosure trustee will retain a licensed real estate agent to list the home for sale. The theory is that a property sold by a real estate agent is likely to sell for more than one sold at a trustee sale.
There is a lot of opposition to this bill. So, stay tuned!
The bill sets forth a timeline and a procedure for selling the home. The trustee must reduce the asking price by 5 percent after each 30 day period that no qualifying offer is received. The trustee may proceed to auction if the reduced listing price is lower than the equity threshold or twenty days elapses from the sixth price decrease without the sale being completed. There is an argument that associations may increase the likelihood of being paid when a senior lender forecloses if the bill meets its goal of increasing the equity available for distribution. Conversely, there are concerns that it will increase the costs to foreclose and delay the collection of delinquent assessments. Also, the process is complicated and unwieldy which may lead to greater exposure for wrongful foreclosures if the trustee does not comply with the hyper-technical requirements.
FROM
AB 1410 – Common Interest Developments
So what remains in the bill?
T
Roxbury Park COA
of13%goalAsof7/31/22$3,448
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.
Hillcrest Meadows HOA, Inc.
Casita De La HOA
Los Cerros HOA
The Vista Pacifica HOA
11767 Sunset Boulevard Association
2138 Stewart Street HOA 2620 Highlands HOA
Hermosa Surf Condominium Hermosa Townhomes HOA Highlands HOA
South Bay Estates HOA
Avis AvocadoHOA Glen HOA
Is NOT a PAC (Political Action Committee) and makes no financial campaign contributions.
Represents over 13 million homeowners and property owners in more than 52,000 associations throughout California.
Pacific Colony HOA
Pacific Owners Association
Erik M. GatewayRiveraVillage HOA
Villa Serene CA, Inc.
Villa Capri Townhomes HOA Villa Del Sol Villas HOA Villa Redano HOA
Depends solely on the donations of the community associations, their boards of directors and those who serve HOA members.
Armour Lane Condomiums Artesia HOA
VIP Goshen Association
Redondo Vista HOA
Silver Spur Court HOA SiSi Villas HOA
Harbor Ridge HOA
Bouganvillea Townhomes HOA
Prima Terra HOA
Kelton Arms COA Lawford LongfellowHOAVillage OA
Blossom Vanderbilt COA Border and Lincoln Villas HOA Bouganvillea Inc.
Pacific Bougainvillea, Inc.
OUR THANKS TO CAI-CLAC 2022 CONTRIBUTORS
Is a non-profit, non-partisan committee composed of two Delegates and one Liaison from each of the eight CAI California chapters.
ABOUT THE ORGANIZATION
CLAC’S MISSION
Oakbridge HOA
When legislation that would have harmed responsible homeowners and crippled homeowners associations (HOA) sailed through the legislature last year, the Community Associations Institute’s California Legislative Action Committee (CAI-CLAC) successfully built a case that contributed to a Gubernatorial veto. Now, CAI-CLAC is working to unite diverse stakeholders and reach consensus toward a legislative solution that’s right for California.
What is CLAC?
Greenfield HOA, Inc.
South Hermosa Townhomes HOA Spencer Estates HOA
GOAL: $26,272
Comprises association homeowners, board members and the professional business partners that service them.
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.
January 1 – July 31
100 Marina Shores HOA
Culver Centrale HOA
Casa Loma Association, Inc.
We’re gaining ground through the ongoing and generous support of HOA communities. Please do your part. Contribute a “Buck a Door or More.” With a united front, responsible homeowners and HOAs will prevail.
Seascape Redondo HOA, Inc. Seasons West HOA
Casa de Suenos HOA
Westside Townhomes I HOA
12616 Pacific OA
Catalina Plaza HOA Centinela Townhomes II HOA
Irena Vista OA
Pacific View Condominiums HOA Park Crest HOA
Textile Building OA
Oak Hill Condominiums HOA Oak Street HOA
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 27
Visit www.caiclac.com to donate a "Buck a Door or More" today.
Ocean West COA
The Deadline for SB 326 Compliance Will Be Here Sooner Than You Think
lll By Omid Ghanadiof
28 www.cai-glac.org | September/October 2022 CAI-Greater Los Angeles Chapter (Dimensions 7.5w x 4.75h) CALL TODAY! 888-344-6567 Gopher Damage Common Area Pest Problems? Animal & Insect Pest Management, Inc. AIPM YourPestCompleteCompanyControl INSECTS Bees, Wasps, Ants, Spiders RODENTS Gophers, Mice & Rats, Ground Squirrels SPECIALTY PESTS Raccoons, Coyotes, Skunks, Opossums, Rabbits, Birds, Bats, Bed Bugs We specialize in HOA Pest Problems: Rat Damage Ant Damage Rat Ant Damage 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 9237AIPM_Focus_Ad.indd 1 3/10/20 4:07 PM
SB 326 (also known as The Balcony Bill) requires HOAs that have more than three dwelling units to hire a Structural Engineer or Architect to conduct a reasonably competent and diligent visual inspection of exterior elevated elements—the load-bearing components together with their waterproofing system. This includes wood-based decks, balconies, stairways, walkways, supports and railings, as well as any walking surface that is elevated more than six feet above ground level. The inspector uses his or her best professional judgment in determining whether any further investigation is needed pursuant to the visual inspection, and then must issue a written report. Associations must maintain a copy of the written report in their records for at least two inspection cycles (18 years).
If the inspector determines that any exterior elevated element inspected poses an immediate threat to safety, the inspector must provide a copy of his
The bill will undoubtedly help in enhancing the effectiveness of the building and construction industry while making safety a priority for all stakeholders.
The report should include identification of the building components comprising the load-bearing components and associated waterproofing system, their current physical condition, the expected future performance and remaining useful life of the load-bearing components, and recommendations for any necessary repair or replacement with photos of elements. This report should be signed and stamped by the structural engineer or architect. It also requires the association to take preventive measures immediately upon receiving the report if the inspector finds any immediate hazard and to install shoring and prevent occupants access to the exterior elevated element until repairs have been inspected and approved by the local enforcement agency. The inspector shall provide a copy of the inspection report to the association immediately upon completion of the report, and to the local code enforcement agency.
If the structures are not wood-based or have wood-based components.
If your building has less than three units.
Omid Ghanadiof is co-founder of EEEadvisor, an engineering firm serving southern California that specializes in structural inspections to help owners and HOAs to comply with SB326.
CAI-Greater Los Angeles Chapter R E L Y O N T H E E X P E R T S T O B U D G E T R E S P O N S I B L Y W I T H A R E S E R V E S T U D Y A v o i d S u r p r i s e E x p e n s e s , Ma k e I n f o r me d D e c i s i o n s , S a v e Mo n e y , P r o t e c t P r o p e r t y V a l u e s F o r m o r e i n f o r m a t i o n , s a m p l e s o r a f r e e b i d c o n t a c t u s a t : www reservestudy com cserrano@reservestudy com ( 8 1 8 ) 2 2 2 0 2 4 8 Experience professional delinquentrecovery.assessment 888-845-8808 www.witkinandneal.com 1/28/13 5:04 PM Page 1
The building type involved includes condominiums of at least three units, with the sample size identified to be a “Statically Significant sampling of all elements” to have 95% confidence. This ratio is based on the age of the building, geographical location, building type and other elements, but the inspector should have a 5% margin of error, so they can be aggressive in case they find some sign of damage or threat. If during the visual inspection the inspector observes building conditions indicating that unintended water or water vapor has passed into the
associated waterproofing system, thereby creating the potential for damage to the load-bearing components, the inspector may conduct a further inspection. The inspector shall exercise their best professional judgment in determining the necessity, scope, and breadth of any further inspection.
Prior to conducting the first visual inspection, the inspector shall generate a random list of the locations of each type of exterior elevated element. The list shall include all exterior elevated elements for which the association has maintenance or repair responsibility. The list shall be provided to the association for future use.
Exemptions
If the complex has more than three units, but the height of EEE is less than 6 feet.
or her report to local code enforcement agency within 15 days of the finalization of the report. The first visual inspection must be completed by December 31, 2024.
If you have a balcony that not designed for human use, or it has no floor.
Without wags™ keeping watch, leaking water heater refilling and dripping wags™ closes off the cold water property
tank will keep
until spotted. The
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30 www.cai-glac.org | September/October 2022 CAI-Greater Los Angeles Chapter NEW CAI-GLAC MEMBERS! WELCOME AS OF AUGUST 15, 2022
against flooding damage. Maximize your water heaters life expectancy with a wags™ Valve. wags™... because we all have other things to worry about A UAGUARD The Original Creators of the WAGSTM 1-844-GET-WAGS FREE SHIPPING • PROMO CODE CAI–MEMBER NO Wireless SignalsNO Electricity NO MaintenanceNO Batteries NO Worries Learn more at www.wagsvalve.com wags™ is the only 100% mechanical water heater safety valve on the market! wags™ gives you peace of mind, whether at home or away – wags™ Will Watch. SIMPLESMART ™ WATER HEATER SAFETY VALVE THE ONE SHOT WONDER WAGSVALVE.COM BUSINESS PARTNERS Viking Environmental Group CAI National PMC Plumbing, Inc. CAI National Prime Access Control, LLC CAI National Vote HOA Now CAI National COMMUNITY ASSOCIATIONS Lyn Oaks HOA Vianna Boettcher, CCAM® MANAGEMENT COMPANIES Rubin Properties, Inc. Heather Miller, CMCA® COMMUNITY MANAGERS Kyle Clewis Matt Davidson, CCAM-HR®, CMCA®, AMS® Action Property Management AAMC Amber Cordova Sue DeLucia, CMCA®, AMS® Horizon Management Company AAMC Heather Columbia Brandon Grosh, CMCA®, AMS® , PCAM® PMP Management AAMC Steven Acosta Ariel Hess, CCAM®, CMCA®, AMS® Scott Management Company HOMEOWNER VOLUNTEER LEADERS Silvia Asco CAI National Donna Coffey CAI National Jeffrey Saldin CAI National
Valve
supply line, insuring your
Valve
Encino Towers Owners Association
Eve Lopez, CCAM®, CMCA® Action Property Management AAMC Karen Manahan, CMCA®, AMS® Valencia Management Group AAMC Leonard McKinley
Keystone Pacific Management
Vintage WestcomGroupProperty Services, Inc.
John Ko, CMCA®, AMS®
Tri-Tech Restoration & Construction Company, Inc.
Van Dijk & Associates, Inc.
Pilot Painting & Construction, Inc.
Joshua Freeman, CMCA®, AMS® FirstService Residential AAMC Curtis Galloway, CMCA®, AMS® Manhattan Pacific Management, Inc.
Kelly Rackers, CMCA®, AMS® PMP Management AAMC Maria Ramos PMP Management AAMC. Christina Ravelo HarborPlace Tower HOA, Inc. Darcella Reeves
Common Interest Services, Inc. Scott Sakai, CMCA®, AMS®
Bel Air Crest Master HOA
Solera at Kern Canyon
AS OF JULY 31, 2022
Oakridge Landscape, Inc.
Royal Oaks HOA
Tandem Property Management Valley Association Management, Inc.
CAI-Greater Los Angeles Chapter September/October 2022 | www.cai-glac.org 31
ICON Realty Services, Inc.
Irina Filipyeva, CMCA®, AMS®
COMMUNITY MANAGEMENT COMPANIES
PMP Management AAMC
Kevin Davis Insurance Services
COMMUNITY ASSOCIATIONS
Shane Cameron
Pacific Western Bank
Paramount Waterproofing & Restoration, Inc.
Highlands Owners Association
FirstService Residential AAMC Jeffrey Freeman, CMCA® Condominium Administration Co., Inc.
The Village Condominium Owners Assn.
Mackey NewmanConstructionCertifiedPublic Accountant PC
ANM Construction, Inc.
Pacific Premier Bank
Accurate Termite & Pest Control Alliance Environmental Group, LLC
Renaissance HOA
Rosalba Gonzalez
Kristen Hicks, CMCA®, AMS® Valencia Management Group AAMC
PMI-Antelope Valley Scott Management Company
Erin Jones, CCAM® Empire West HOA
Beaumont Tashjian CM Squared, Inc.
Village Green Owners Association Jenifer Antonelli, CMCA® Cove Community Association
Uther Lai
Jennifer Knauff-Sanchez, CMCA®, AMS® Wave Enterprises, Inc.
Lorna Leviste, CMCA®, AMS®, PCAM® Four Seasons HOA
Sherwood Townhomes Association, Inc.
OUR THANKS
Barbara Carter, CCAM® Sierra Towers HOA
Xochtle Esquerdo, CMCA® Horizon Management Company AAMC Marla Fernandez, CCAM®, CMCA® Vero COA
Briarwood HOA #2, Inc.
College Park Townhomes Owners Assn.
Cynthia Brown, CMCA®, AMS® Encino Towers HOA
Green Valley Tree Care
BUSINESS PROFESSIONALS
Elvin Hidalgo, CMCA®, AMS®, PCAM® Century Park Place Condo Association Mark Johnson, CMCA® Encino Oaks HOA
Quality Street Service, Inc.
Pro/Service Realty & Management
SF Valley Management, Inc.
Sean Abbott
Diane Kennedy, CMCA®, AMS® Kennedy Real Estate Management
Portuguese Bend Club
Payne Pest Management, Inc.
Jerson Barcelon, CCAM®, CMCA®, AMS® Regatta Seaside HOA Omar Bayter
TO RENEWING MEMBERS!
Valencia Management Group AAMC Matt Meadors, CMCA®, AMS® HOA Organizers, Inc. AAMC Laurent Melin, CMCA®
Aqua AssociationCreationsServices Network
SKY SnellPainting&Wilmer, LLP
WelcomeLink
The Century Plaza Master Association Mariesa Montiel
SF Valley Management, Inc.
San Simeon Condominium Assn., Inc.
The Highlands Owners Association Vicki Olson, CMCA®, AMS® PMP Management AAMC Susan Otero-Rainer, CMCA® Ross Morgan & Company, Inc. AAMC Brandon Patterson, CCAM-HR® East Columbia HOA
Joanne Peña, CMCA®, AMS®, PCAM® Horizon Management Company AAMC Nicole Peterson, CMCA®, AMS®, PCAM® Valencia Management Group AAMC Roberta Plach, CMCA®, AMS® Valencia Management Group AAMC Mary Ann Plescia
Ashley Bietsch
COMMAND Guard Services
Francis Langlois Luma HOA
Heather Village Association
Erica Llanos, CMCA®
Optimum Professional Property Management, Inc.
Scott Moore, CMCA®, AMS® Valencia Management Group AAMC Christopher Moran
Bridgeport Community Association
Village Northridge HOA
PMP Management AAMC Richard Provincia
Kayla Reynolds, CMCA® Valencia Management Group AAMC Casey Robinson, CMCA®
FirstService Residential California, LLC Hill & Co. Property Management Jenkins Properties Management Company, Inc.
COMMUNITY MANAGERS
Villa Vallarta HOA
Nancy Beltran
FirstService Residential AAMC Luc Sasseville, CCAM®, CMCA® EVO HOA
International Tower Owners Association Alex Walmsley, CMCA®, AMS® PMP Management AAMC
James Beard, CMCA®, AMS®, PCAM® Valencia Management Group AAMC
Fenceworks,CondoCerts Inc.
Sandra Macdonald Insurance
Harbor Gate Homeowners Association
PMP Management AAMC
Monica Heredia, CMCA®, AMS® Action Property Management, Inc. AAMC
Century Woods Condominium Assn.
Allied Trustee Services
Janes Management
Associa-PCM AAMC Alejandra Portobanco
S.B.S. Lien Services
PMP Management AAMC
Deborah Schneider, AMS® Bali Management Group, Inc. Vickie Sellman, AMS® Ocean Towers HOA Paul Stimmler, CMCA®, AMS® Associa-PCM AAMC Christine Taylor, CMCA®, AMS® HOA Organizers, Inc. AAMC Lisette Vieyra Associa-PCM AAMC Mirela Volden
First Onsite Property Restoration
Cari Williams, CMCA®, AMS® Ross Morgan & Company, Inc. AAMC Ida Worth, CMCA®, AMS® Ross Morgan & Company, Inc. AAMC Hae Yoon
Partners Community Management, Inc. Lori Ziegler, PCAM® Century Woods HOA
COMMUNITY ASSOCIATION LEADERS
Korwin Anderson John BarbaraAlbertPeterLauraDebordEvensGoldbergNicholsWalker
Briarwood HOA #2, Inc.
Metropolitan Property Services, LLC
New Horizons-South Bay Association
FristService Residential AAMC Karen Morgan
Silicon Beach Insurance Services
Advertising Sales: Please contact the Chapter office for advertising specifications and deadline information at: 818-500-8636.
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Payment: Rates are subject to change without notice. By credit card, check or cash. Minimum three-insertion contract. Rates subject to change without notice.
ADVERTISERS INDEX 23 Action Property Management AAMC® 24 ALLBRiGHT 1-800-PAINTING 28 Animal & Insect Management, Inc. 30 AQUAGUARD LLC 29 Association Reserves-CA/Los Angeles 15 Berding | Weil 25 CIT–Community Association Banking Division 32 Ferris Painting, Inc. 7 Global, Security Concepts, Inc. 20 Macdonald Insurance Agency 30 Optimum Professional Property Management Inc., ACMF®, AAMC® 25 Pacific Utility Audit 18 Pacific Western Bank 32 Popular Association Banking 19 R.W. Stein Painting, Inc. 25 Reserve Studies Inc. 14 Segal Insurance Agency, Inc. 11 Select Painting & Construction, Inc. 5 Shaw, Moses, Mendenhall & Associates Insurance Agency 9 The Miller Law Firm 29 Witkin & Neal, Inc. 13 Wolf, Rifkin, Shapiro, Schulman & Rabkin LLP Lic. 7228#872494Remmet Ave. Canoga Park CA www.FerrisPainting.com91303 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 and capital improvements. • Competitive fixed rates with terms up to 15 years. • Excess FDIC insurance coverage limits available with IntraFi® Network DepositsSM (formerly 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: LHooper@popular.com800.233.7164 www.popularassociationbanking.com 1. Subject to credit approval. 2. Network Deposits is a service mark, and IntraFi, CDARS, and ICS are registered service marks of IntraFi Network LLC. © 2022 Popular Bank. Member FDIC.
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32 www.cai-glac.org | September/October 2022 CAI-Greater Los Angeles Chapter
AUGUSTFRIDAY,5,2022 SPONSORS Happy Hour! CAI-GLAC's R:178 G:178 B:178 C:31 M:25 Y:25 K:0 B2B2B2 R:35 G:31 B:32 C:70 M:68 Y:64 K:74 231F20 GreyscaleColors Logo Full Color Logo Landscape Services RESTAURANT + BAR HAPPY HOUR AT PUBLIC SCHOOL 310 Twenty-two CAI-GLAC members gathered for the first in-person Happy Hour of 2022 at Public School 310 in Culver City to enjoy each other’s company. Our thanks to the Membership Committee for organizing this event: Co-chairs Mimi Cortes (SAX Insurance Agency) and Tracy Robinson (Market Lofts HOA), and members Tiffany McCall (Seabreeze Management Company AAMC), Kim Province (Advanced Election Services), Erin Rose (Specialized Pipe Technologies), Alisher Sabirov (Axela Technologies), Mahendra Sami (Pacific Western Bank), Eric Sasala (First Onsite Property Restoration), Diane Schoolsky (Lingate HOA), and Michael Valenzuela (Vista Paint Corporation). We truly appreciate the companies listed below who sponsored the sumptuous snacks.
Les Weinberg, RS, MBA, Reserve Studies Inc. Insurance Issues for Common Interest Developments
Modules Online
1010 N. Central Ave., #316 Glendale, CA 91202
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.
Fiduciary Duties and Responsibilities
Classes are available to CAI-GLAC members and non-members. $25 for chapter members • $35 for non-members
Steven A. Roseman, Esq., Roseman Law, APC Rules and Regulations: Adoption & Enforcement
Kelly G. Richardson, Esq. CCAL, Richardson|Ober PC Reserve Studies
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.
Change Service Requested
Kimberly Lilley, CMCA®, CIRMS ™ , Berg Insurance Agency
Learn more and register now at www.cai-glac.org
CAI-GLAC