#Adapting
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September/October 2020
CAI-GLAC INTRODUCED ITS FIRST
VIRTUAL MINI TRADE FAIR h f or Wa t c e on n n ex t o . 18 No v
Wednesday, August 26, 2020
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Accurate Termite & Pest Control ALLBRIGHT 1-800-PAINTING BEHR PAINT COMPANY Berding|Weil LLP Berg Insurance Agency BrightView Landscape Services California Legislative Action Committee Design Build Associates ePipe Restoration, Inc. Fenton Grant Mayfield Kaneda & Litt, LLP Fiore Racobs & Powers APLC iMailTracking, LLC Kings III Emergency Communications McKenzie Rhody LLP MSE Landscape Professionals, Inc. Naumann Law Firm, PC, The Pacific Utility Audit Reserve Studies Inc. Roseman Law APC Sherwin-Williams Paint Company, The SwedelsonGottlieb Whitestone Industries
2020 BOARD OF DIRECTORS
NEWSWORTHY
OFFICERS Sascha Macias, CMCA®, AMS®, PCAM®, President FirstService Residential, AAMC®, 310-574-7426 Teresa Agnew, President Elect Roseman Law, APC, 818-380-6700 Isaac Camacho, Vice President Accurate Termite & Pest Control, 310-837-6483 Matt Davidson, CCAM-HR®, CMCA®, AMS®, Secretary Action Property Management, 800-400-2284 Brian Fleming, CMCA®, AMS®, Treasurer Wilshire Regent Association, Inc., 310-474-5563
DIRECTORS Adrian Adams, Esq., ADAMS|STIRLING PLC, 310-945-0280 Gary Burns, Mulholland Heights HOA, 818-326-2000 Angelique Madrigal, Ross Morgan & Company, Inc., AAMC®, 818-907-6622 Alexandria Pollock, CCAM-HR®, CMCA®, AMS®, PCAM®, BuildingLink.com, LLC, 310-925-9001 Kim Province, Advanced Election Services, 714-783-8646 Diane Schoolsky, Lingate HOA, 323-640-1277
CHAPTER EXECUTIVE DIRECTOR Joan Urbaniak, MBA, CMCA®
2020 COMMITTEE CHAIRS BUSINESS PARTNER Gina Roldan, ProTec Building Services Ray Moody, VP, City National Bank COMMUNITY EXPO Karen Kokowicz, CCAM®, CMCA®, PCAM®, Coro Community Management & Consulting Michael Valenzuela, Vista Paint Corporation COMMUNITY OUTREACH Angelique Madrigal, Ross Morgan & Company, Inc., AAMC® Patti Specht, ServiceMaster Recovery by C2C Restoration
6 Working Through COVID 8 Benefits of Living in a Homeowners Association 12 Reimagining Our Nonprofit 14 Technology – The New Normal Post-Covid19 16 FHA Requirements Respond to Market Conditions 18 Delinquency Crisis? What? When? 19 Food For Thought Games and Puzzles 20 Addressing Homeowner Delinquencies in the Era of COVID-19 22 A Good Premium is Hard to Find: A Look at the Mid-2020 Insurance Market
CHAPTER UPDATE 2 Note from the Editor’s Desk 3 Message from the President
NOTEWORTHY 24 News From Sacramento
FYI
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2020 Upcoming Events Membership News Advertisers Index Advertising Information
EDUCATION Teressa Whitsitt, CMCA®, AMS®, Ross Morgan & Company, Inc., AAMC® EXECUTIVE RETREAT Alexandria Pollock, CCAM-HR®, CMCA®, AMS®, PCAM®, BuildingLink.com, LLC FINANCE Michael Lewis, CMCA®, AMS®, PCAM®, C7 Properties, LLC,, AAMC® GOLF TOURNAMENT Julia Gomes, Accurate Termite & Pest Control Jeff Koscher, BluSky Restoration Contractors, LLC LEGISLATIVE SUPPORT Erik Rivera, CMCA®, AMS®, PCAM®, Trilliant Property Management MEDIATION SERVICES Steven A, Roseman, Esq., Roseman Law, APC
Our thanks to the Focus Magazine Committee: Co-chairs: J amilla Davis, Dunn-Edwards Paints Jennifer Schuster, Valley Alarm Patricia Brum, Esq., Snell & Wilmer LLP Elaine Gower, The Naumann Law Firm, PC Joshua Grass, Fenn Termite & Pest Control Michael Huffman, CMCA®, AMS®, PCAM®, Management Professionals, Inc. Miranda Legaspi, Platinum Security Jocelle Maliwanag, American Heritage Landscape Lesley Millender-Irwin, CCAM®, CMCA®, AMS®, PCAM®, Excelsior at the Americana at Brand HOA Diane Rossiter, CMCA®, AMS®, Bell Canyon Association Dawn Suskin, CCAM-LS.CI®, PCAM®, FirstService Residential, AAMC®
MEMBERSHIP Mimi Cortes, SAX Insurance Agency Tracy Robinson, CCAM®, PMP Management, AAMC PROGRAMS/LUNCHEONS Neda Nehouray, CMCA®, AMS®, HOA Organizers, Inc. Erik Rivera, CMCA®, AMS®, PCAM®, Trilliant Property Management PUBLICATIONS Jamilla Davis, Dunn-Edwards Paints Jennifer Schuster, Valley Alarm SATELLITE PROGRAMS Craig Phillips, CMCA®, AMS®, PCAM®, International Tower Condo Association James Beard, CMCA®, AMS®, PCAM®, Valencia Management Group, AAMC® SOCIAL Ashley Hibler, McKenzie Rhody, LLP Michael Valenzuela, Vista Paint Corporation
This publication seeks to provide CAI-GLAC’s membership with information on community association issues. Authors are responsible for developing the logic of their expressed opinions STAY CONNECTED: and for the authenticity of all facts presented in articles. CAI-GLAC does not necessarily endorse or approve statements of fact or opinion made in these pages and assumes no responsibility for those statements. By submission of editorial content to CAI-GLAC, the author acknowledges and agrees to abide by the editorial and policy guidelines. Copyright © 2020.
SOCIAL MEDIA Teresa Agnew, Roseman Law, APC Meigan Everett, PCAM®, SwedelsonGottlieb
All rights reserved. Reproduction in whole or in part without written permission is prohibited. CAI is a national, not-for-profit association created in 1973 to educate and represent America’s residential community association industry.
WINE NIGHT Pamella De Armas, Silicon Beach Insurance Services Elaine Gower, The Naumann Law Firm, PC
National Office Address: 6402 Arlington Blvd. #500, Falls Church, VA 22042 Tel: 888/224-4321 • Web Site: http://www.caionline.org
CAI-Greater Los Angeles Chapter
1010 N. Central Avenue, #316 Glendale, CA 91202 Office: 818-500-8636
September/October 2020 | www.cai-glac.org 1
NOTE
FROM THE EDITOR’S DESK
IMPACTS OF COVID-19 MANY OF US DO NOT RECOGNIZE THE WORLD AS IT IS RIGHT NOW. COVID-19 HAS IMPACTED OUR LIVES IN WAYS WE DID NOT ANTICIPATE WHEN WE CELEBRATED THE NEW YEAR ON DECEMBER 31st. PARENTS DID NOT FORESEE THAT THEIR CHILDREN WOULD BE UNABLE TO ATTEND SCHOOL. COMPANIES WERE UNPREPARED FOR BRICK AND MORTAR STORE CLOSURES OR FINDING WAYS TO ALLOW MILLIONS OF EMPLOYEES TO WORK REMOTELY WITHIN 24 HOURS. IN MID-MARCH, WHEN OUR COUNTRY WAS EFFECTIVELY “SENT
As we continue with our “safer at home” orders, conducting business from home, hosting board meetings through Zoom and attempting to adapt so we can continue forward, one of my favorite quotes by Maya Angelou seems very fitting: “If you don’t like something, change it. If you can’t change it, change your attitude.” As we move closer and closer to the holidays, let’s remember that what is happening is not forever and, although we have faced hardship and struggled, there is always something learned and gained through difficulty. I look forward to seeing everyone again when this crisis has passed. Co-editor Jennifer Schuster Valley Alarm
HOME,” THE FEAR OF THE UNKNOWN SWEPT OVER US ALL AS WE BRACED FOR THE WORST. NOW, SIX MONTHS INTO THIS PANDEMIC IT APPEARS THAT THOSE THAT HAVE ADAPTED TO THIS NEW NORMAL HAVE BEEN ABLE TO REMAIN PRODUCTIVE AND EVEN FIND A BIT OF POSITIVITY THROUGH THE SCARIEST TIME OF OUR GENERATION. In this edition of Focus, we explore how COVID-19 has impacted our HOA communities from the perspective of a few of our managers (we look forward to hearing back from our Business Partners as well) and how technology has saved us from a complete economic and social implosion. You will find an article discussing delinquency collection rates, and Lisa Tashjian and Calvin Rose provide a “question and answer” for some of the most common COVID-related legal questions. As we must always stay apprised of ever-changing FHA regulations, Natalie Stewart reviews the new October 2019 FHA Condominium Certification Process guidelines, designed to promote affordable options for creditworthy firsttime buyers. And for all of you interested in current insurance trends and where they are headed, we look at the growing rarity of premiums that don’t break the budget. With such a heavy edition, we hope you will give your brain a muchneeded break and have some fun with our puzzles. CAI-GLAC does not necessarily endorse or approve statements of fact or opinion made in these pages and assumes no responsibility for those statements. Authors are responsible for developing the logic of their expressed opinions and for the authenticity of all facts presented in articles.
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The Business Partner Essentials is an online course designed to help CAI-member product and service providers better understand CAI, community associations and the industry at large. Individuals who pass the course and maintain CAI membership earn the CAI Educated Business Partner member distinction. By taking this course, you will distinguish yourself as an Educated Business Partner and can share your accomplishment with your current and potential clients and demonstrate insight regarding community association living while working with boards and managers. COURSE MATERIALS Online course with exam. Printable materials and completion certificate. COURSE LENGTH Approximately three hours, with additional reading materials available. TUITION CAI Business Partner members: $99 | Nonmembers: $199 REGISTER To learn more visit: https://www.caionline.org/LearningCenter/ Education-for-Business-Partners/Pages/default.aspx
CAI-Greater Los Angeles Chapter
MESSAGE
FROM THE PRESIDENT
#ADAPTING AS I WRITE THIS MESSAGE, I HAVE TO REFLECT ON THE LAST SEVERAL MONTHS. EARLY ON, IT SEEMS WE MADE JOKES ABOUT WORKING FROM HOME, VIRTUAL MEETINGS OR HAPPY HOURS, LIGHTENED TRAFFIC AND KIDS GETTING SENT HOME FROM SCHOOL IN THE SPRING. AS WE PROGRESSED THROUGH THE MONTHS THAT WE ONCE THOUGHT WOULD BE WEEKS, IT WAS CLEAR WE NEEDED TO START ADJUSTING. PERSONALLY, WE NEEDED TO ALTER OUR SCHEDULES AND ROUTINES, MAINTAIN OUR FAMILIES, MAINTAIN OUR SANITY, ETC. AT OUR WORKPLACE, WE NEEDED TO ADJUST HOW AND WHEN WE CAME INTO THE OFFICE (IF AT ALL), OUR WORKSPACES, OUR SCHEDULES, AND WAYS WE CONDUCT BUSINESS. FOR MANAGERS, LEGAL COUNSEL, JANITORIAL, MAINTENANCE, INSURANCE... WE ALL NEEDED TO QUICKLY BEGIN TO ADJUST AND PIVOT AS GUIDELINES CHANGED, AMENITIES RE-OPENED AND THEN CLOSED AND THEN RE-OPENED. For CAI, your office staff and Board of Directors had to quickly shift to an online model, cancel or postpone events, and find new ways to keep the membership engaged. We also had to shift how to keep the chapter financially stable. As you review this issue of our chapter magazine, I hope you find the articles focused on how this pandemic has changed Association business useful. We take a look at how this pandemic has affected insurance, business operations, board management, board meetings, delinquency, technology and, of course, our chapter. It can be daunting, knowing that this is our new normal for a while. I know that out there in the world, on the news, and through social media we are bombarded with so many opinions—fear of the virus, fear of politics, fear of persecution, fear of judgment. I would like to encourage each of you to reflect on what you consume—not just the food you eat, but what you consume from the media, social media, and the people you surround yourself with. It is more important now than ever to focus on these sources, as these are what will shape our thoughts and our outlook on the world during these incredibly difficult times. I know many of us are burned out on virtual meetings, games, social events; I know many of us miss that CAI-Greater Los Angeles Chapter
human interaction, large groups, hugs… but it is important to continue to engage. I truly hope that the community—the family that CAI creates—can be a place for you to have human engagement. Please continue to participate in events like Lunch Bunch, virtual webinars, our virtual trade fairs, and other offerings—and send us your ideas! We are working hard to make new, valuable offerings to everyone, and we need your input! And finally, as we round the corner to the end of the year, I want to thank you. Thank you for your membership, thank you for your business offerings, thank you for your support, and thank you for your friendship. This is certainly not how any of us expected 2020 to be, and not how I expected my Chapter Presidency to be, but I am proud to be a part of this organization, and proud of where it is going. And as a teaser to Teresa Agnew’s 2021 theme—I am excited to continue to “Rise Together” with you all. Best, 2020 Chapter President Sascha Macias CMCA®, AMS®, PCAM® FirstService Residential, AAMC
Coaching to Credentials
Manager Mentor Program Would you like to be able to talk to another manager about their educational path and experience—get their advice about next steps? CAI-GLAC is proud to offer the Coaching to Credentials Manager Mentor Program as a resource to our community manager members. Our goal is to encourage you to achieve CAI designations—ultimately the PCAM® designation. Through the program, an experienced professional manager is paired with a manager newer to the industry or one looking simply for guidance. The scope and duration of the mentoring relationship is determined between the mentor and the protégé. A Mentor can: l Help to identify your specific goals. l Provide career guidance. l Provide vision and insight. l Offer support and advice about CAI courses. l Explain the value of credentials. l Motivate you to progress to the next level of professionalism. For additional information about the CAI-GLAC Manager Mentor Program, please contact the Chapter Office at 818-500-8636.
September/October 2020 | www.cai-glac.org 3
2020 CAI-GLAC Super Sponsors ■ PLATINUM
2020 UPCOMING CHAPTER EVENTS Events subject to change, see website for possible updates.
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
18
Chapter Board of Directors Meeting – 8:30 a.m.
Via ZOOM
23
EDUCATIONAL WEBINAR & ANNUAL MEETING – 11:00 a.m.
Via ZOOM
25
CAI-GLAC COMMITTEE CHAIR STRATEGIC PLANNING – 9:00 a.m.
Via ZOOM
2
CMCA REVIEW WORKSHOP – 9:00 a.m.
Via ZOOM
30
Chapter Board of Directors Meeting – 8:30 a.m.
Via ZOOM
18
VIRTUAL MINI TRADE FAIR & EDUCATION – 11:00 a.m. – 3:00 p.m.
Via ZOOM
20
Chapter Board of Directors Meeting – 8:30 a.m.
Via ZOOM
18
Chapter Board of Directors Meeting – 8:30 a.m.
Via ZOOM
We’ve Moved! 1010 N. Central Ave., #316 Glendale, CA 91202 Office: 818-500-8636
ALLBRIGHT 1-800-PAINTING Association Reserves – CA/Los Angeles Berding & Weil, LLP BrightView Landscape Services Fenton, Grant, Mayfield, Kaneda & Litt, LLP Guard-Systems, Inc. Hi Tech Painting & Decorating, Inc. Interstate Restoration, LLC Pacific Western Bank Payne Pest Management PRECISION PAINTING Pro AM Construction ProTec Building Services Tinnelly Law Group Trifecta Painting & Construction Valley Alarm Whitestone Industries ■ GOLD
Accurate Termite & Pest Control ADAMS|STIRLING PLC ADCO Roofing & Waterproofing Animal & Insect Pest Management, Inc. THE BEHR PAINT COMPANY Diversified Asphalt Products Dunn-Edwards Paints Ferris Painting, Inc. The Miller Law Firm The Naumann Law Firm, PC Securitas Security Services USA, Inc. Segal Insurance Agency, Inc. Steve Little Insurance Agency, Inc. Vista Paint Corporation
■ SILVER
Alliance Association Bank American Heritage Landscape Association Lien Services CertaPro Painters of Pasadena Enhanced Landscape Management Fenceworks, Inc. Fireplace Solutions The Chimney Sweeper General Pavement Management, Inc. GNG Vinyl Fencing, Inc. Kasdan LippSmith Weber Turner LLP Life Specialty Coatings McKenzie Rhody, LLP Nu Air Services, Inc. Oakridge Landscape Popular Association Banking Professional Services Construction, Inc Riley Pasek Canty, LLP SAX Insurance Agency Select Painting & Construction, Inc. SwedelsonGottlieb The Sherwin-Williams Company
■ BRONZE
Allied Trustee Services Fiore, Racobs & Powers APLC Macdonald Insurance Agency MeterNet Sub-Metering & Billing Solutions Mission Landscape Owens, Moskowitz and Associates, Inc. Poindexter and Company, CPAs Reserve Studies Incorporated Union Bank HOA Services Wolf, Rifkin, Shapiro, Schulman & Rabkin, LLP We thank our 2020 sponsors who have made a substantial contribution to ensure our continued success this year.
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CAI-Greater Los Angeles Chapter
CAI-Greater Los Angeles Chapter
September/October 2020 | www.cai-glac.org 5
WORKING THROUGH
COVID
Sue DeLucia, AMS® Chief Financial Officer Horizon Management Company, AAMC ® sue@horizonmgmt.com At Horizon, we have found that the COVID-19 environment has pushed our management company and our clients to leapfrog into 21st century technology where there had been resistance in the past. For instance, boards are much more interested in online invoice approval and check signing so that they do not need to hand off a package of checks from one board member to another. Fewer people walk their checks into our office to pay their HOA fees and more pay on-line or by ACH. For us, the biggest improvement has been with Zoom meetings. Meetings are shorter and much more organized, as the video process tends to eliminate interruptions and sidebar conversations between board members. The meetings tend to be more focused on the agenda and not on small talk. I think many boards will want to continue with Zoom meetings after the physical distancing requirements have been lifted. Kelly Bunnell, CMCA®, AMS®, PCAM® President Bentley Community Management, Inc. kelly@bentleycm.com Our operations have not changed at all regarding service to our clients and being available to them.
By Jamilla Davis THE EFFECTS OF COVID-19 HAVE CAUSED SOME MASSIVE CHANGES TO OUR DAILY LIVES. AND THOUGH IT MAY BE BUSINESS AS USUAL, WE HAVE ALL HAD TO DO SOME RE-STRATEGIZING ON HOW WE CONDUCT OUR BUSINESSES AND HOW WE INTERACT WITH OUR CLIENTS/CUSTOMERS. IT SEEMS GONE IS THE WORLD OF INPERSON BOARD MEETINGS, OFFICE LUNCH-AND-LEARNS, AND COMMUNITY EVENTS. NOW WE ARE ELBOW BUMPING INSTEAD OF HANDSHAKING AND HUGS, HOLDING ZOOM MEETINGS, AND SHOWING WE CARE BY STAYING AT LEAST SIX FEET APART. WE HAVE ASKED SOME OF OUR CAI-GLAC MEMBERS HOW THEY ARE COPING DURING THIS TIME AND HOW THEIR BUSINESS HAS CHANGED. ALSO, WE WANTED TO HEAR ABOUT A POSITIVE OUTCOME THAT HAS RESULTED FROM THE PANDEMIC.
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What has changed is the attention span of our directors and residents now that they are at home and able to “focus” on community concerns instead of being constantly distracted by the “whatever thing” currently demanding their attention at work or what was part of their normal family and social life. Though it was initially stressful for them to change to working from home, dealing with the kids’ online educational challenges and being on “lockdown,” in a lot of ways it has been a good thing now a few months into the process. Overall my clients are showing a lowered stress level and more concentrated attention to community projects. As a result, those projects are now moving forward. We have not seen anything significant regarding associations maintaining their financial stability so far, and projects are getting planned and scheduled faster than they were a year ago with more member participation in the video board meetings. A “good” reset, of sorts… Arielle Jones, CCAM®, CMCA® Senior Manager Action Property Management ariellejones@actionlife.com At Action we have a set of core values that we live by, one of them being We CAI-Greater Los Angeles Chapter
Care About People; this pandemic has definitely put that to the test. As a result of the Coronavirus pandemic, people are home a lot more, with a lot of down time. As a result, I have noticed a significant increase in the volume of emails, phone calls and video conferencing. I think that has been the biggest change that I have experienced. With little to no in-person interaction, there has been a substantial increase in the amount of video conferencing. It seems like we went from meeting in person to meeting via video conference overnight, and I think most of my boards might prefer it this way. Oddly enough I think that is also one of the best things that has come from this pandemic. With life being so busy it’s difficult to find time to visit with friends and family; I never really used video conferencing to connect. With the way things are now, I’m finding that I am connecting more with people by way of video conferencing and will likely continue to do so post-COVID. Erik M. Rivera, CMCA®, AMS®, PCAM® Chief Executive Officer Trilliant erik@trilliantpm.com In times of societal stress, there is a demand which runs counter to what evolution has innately wired people to do: seek out, connect, and support each other. Connection is pivotal to our mental health, and what you say matters. Resist the impulse to dismiss, debate or tell the other person not to worry. Our task must be to listen, convey understanding, and accept them. Leaders should remain cognizant that others are looking to you for guidance. Take time with each person or a group, and authentically ask, “How are you doing?”, “How can I help to make this a better situation?”. Then—Listen. Through this “new normal,” I have seen how quickly we are able to adapt, on all levels. This is encouraging as we move forward to build a new foundation for society that is positive and inclusive. Marcia Coppola, CMCA®, AMS® Regional Director of Greater Los Angeles HOA Organizers, Inc. marcia@hoaorganizers.com Ever since news of the pandemic hit back in March, businesses shut down and everyone went into lockdown, which I’m sure we can all agree was a drastic change. One thing that stayed afloat and remained as busy as ever was our industry, for which I feel fortunate. As days passed, our new normal was working from home and Zoom calls galore. Virtual meetings with my communities proved to be successful, and I have seen board members and homeowners have more of an increased concern for one another’s well-being. Overall if this pandemic has taught me anything it is how important it is to be flexible and how resilient and caring towards one another we can be. CAI-Greater Los Angeles Chapter
Note to Managers: From a Business Partner’s point of view, we want to be respectful of our customers’ space. We know you have a lot on your plate. So we’ve moved away from office visits to sending email blasts of interesting topics, like disinfectants and budgetary bids. When conducting job walks, we have staggered attendees. Or moved to creating videos to showcase the project and the scope of work. Designing, creating, and developing new ways to reach our customers has been a positive outcome. … and Business Partners: Let us know how you are doing during this time. Provide ways your business may have changed, what improvements you have made, and a positive outcome from all the changes. Submit your thoughts to Joan Urbaniak at joan@cai-glac.org. Jamilla Davis is the Property Services Representative for the Santa Clarita and San Fernando Valley regions of Dunn-Edwards Paints. She is also Co-editor of Focus Magazine. Jamilla can be reached at jamilla.davis@dunnedwards.com.
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Lisa Ann Rea 805.907.8452 | Lisa.Rea@cit.com Premium reserve products are for new money only (money not currently held by CIT Bank, N.A.) Funds in excess of FDIC insurance coverage limits are covered by a third-party issued surety bond. Such excess funds are not subject to FDIC deposit insurance. The surety bond providing excess coverage over FDIC insurance may be cancelled at any time upon 30 days’ written notice. Should a notice of cancellation be given, CIT will contact the client to discuss alternatives to provide for the continued safety of funds. May not be available in every state. ©2020 CIT Group Inc. All rights reserved. CIT and the CIT logo are registered trademarks of CIT Group Inc. Deposit and loan products are offered through CIT Bank, N.A., the FDIC-insured national bank subsidiary of CIT Group Inc. MM#7892
September/October 2020 | www.cai-glac.org 7
A
s an experienced community association manager, I admit that I am an avid cheerleader and advocate of all things related to homeowners associations. So, I’ll boldly start with my conclusion first—homeowners associations are the best option for those individuals who want a stable, high-quality, financially-secure and well-managed place to call home. Further, homeowners associations offer those who live in them “instant community”. The design and construction of virtually all homeowners associations, with shared common spaces, such as clubhouses, pools, spas, fitness centers and other outdoor recreation centers, bring members of the community together and reinforce their common interests in the community as owners with a stake in the community.
HOAs AS A PLACE OF “INSTANT COMMUNITY” One of the best aspects of living in a homeowners association is the sense of “instant community”. Homeowners associations by design are intentionally designed and constructed to provide housing, shared amenities, recreational and aesthetic common space for the use and enjoyment of those who reside in the community. The proximity of homeowners to each other and their common interests as owners are the first seeds of community. Over time, homeowners form deeper and more meaningful relationships with each other, and the end result is an established community of people joined together by not just their homeownership, but by their relationships with each other.
RULES AND REGULATIONS In the 2020 Homeowner Satisfaction Survey: ■ 71% of the respondents said that their association’s rules protect and enhance property values. ■ 23% stated that rules had a neutral effect on them. ■ Only 4% of the respondents said that rules harmed their property values.
By Lesley Millender-Irwin, CCAM®, AMS®, PCAM®
So, it would appear that homeowners love rules! Most homeowners do not enjoy receiving a friendly letter from their community manager regarding unruly landscaping or trash cans that did not make it back inside their garages after trash pickup. However, what most homeowners will not tell you is that they appreciate that the rules of the community are being consistently and fairly enforced. The enforcement of a community’s rules is directly tied to the overall quality of life in a community.
Benefits of Living in a Homeowners Association Community Associations Institute (CAI), the national arm of our chapter, backs up my bold conclusion. Recently, CAI published the 2020 Homeowner Satisfaction Survey. In the Survey, Americans living in homeowners associations, condominiums and housing cooperatives, say that they are overwhelmingly satisfied in their communities! Suddenly, my “bold” conclusion does not seem so bold anymore because, well, statistics! Here are a few Statistics from the Survey: ■ 89% of residents cite their overall community
association experience as very good or neutral ■ 89% say board members absolutely or for the most part serve the best interests of their communities ■ 74% say community managers provide value and support to residents and to the association ■ 94% say their association’s rules protect and enhance property values Statistics, percentages and such aside, a question to consider is why are homeowners associations such desirable places to live?
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THE COMMUNITY MANAGER At the center of a successful and well-managed homeowners association is the community manager. According to the 2020 Homeowner Satisfaction Survey, 74% of the respondents said that their community manager provided value and support to residents and their associations. The support we offer can be as simple as offering a listening ear to a homeowner when they need to be heard, helping resolve a difficult late fee issue, or mediate a nuisance complaint between owners. The value we bring to our communities is through our industry knowledge, experience and skill in managing their community. We wear many hats as community managers. We are stewards of their financials, guardians of their property assets and business consultants to the boards of directors who are duly elected by
CAI-Greater Los Angeles Chapter
homeowners to represent their interests. Simply put, we are the critical “secret sauce” in the communities we manage.
THE VALUE OF A WELL-MANAGED COMMUNITY When homeowners think of the value of a well-managed community, they typically relate this to the amount of assessments they pay and the benefit that is derived from those assessment payments. According to the Survey, 62% of respondents stated that their association assessments were “just the right amount or too little.” This survey metric can be interpreted as homeowners believing that they are receiving the expected value for the assessments they pay. How is assessment value determined by homeowners? The appearance of the community—clean, well-maintained common areas, stunning landscaping, and amenities that are not just attractive but have kept pace with current trends and technology. A homeowners association that is financially well-positioned with strong reserves contributes to homeowners’ confidence in the management of their community. An operating budget that consistently meets the day-to-day operating needs of the community without significant variances further contributes to increased property values, high quality of life and owner satisfaction.
BOARD OF DIRECTORS/REPRESENTATIVE GOVERNANCE BY AND FOR HOMEOWNERS One of the unique aspects of homeowners associations is that they are wholly governed by the homeowners of the community,
based on Civil Code requirements and the governing documents of the community. The members of homeowners associations elect representatives from among themselves to represent the interests of the entire community. The Survey indicated that 74% of homeowners prefer either no change or less government control within their association. This metric indicates that the majority of homeowners in associations are satisfied with the level of governance within their communities. Moreover, in my opinion, this metric suggests that those homeowners elected to represent their fellow homeowners are thoughtful and intentional in using the quasi-governmental powers conferred on them responsibly and are focused unerringly on serving the needs of the community over their own personal needs. If boards of directors approach their duties in this manner, they will enjoy the support and respect of the homeowners they represent.
CHALLENGES OF ASSOCIATION LIVING A few months ago, a very humorous commercial by a large insurance company I won’t name (hint—a gecko works for them) ran on TV. This commercial featured a very “involved” board member ensuring that two perturbed homeowners were abiding by some outrageously-stringent rules. What made the commercial funny and very effective is that it played on one of the negative stereotypes of homeowners associations. For all the overwhelmingly positive aspects of homeowners association living, there are some challenges inherent in large numbers CONTINUED ON PAGE 10
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Benefits of Living in a Homeowners Association CONTINUED FROM PAGE 9
of people residing together in the close proximity of a masterplanned community.
Further, boards of directors can delegate their responsibilities to various committees of homeowners, who can assist the board in carrying out their responsibilities. The structure of homeowners associations allows homeowners to dictate the destiny and direction of their communities.
Most community managers have dealt with the threeproblem Ps that represent some of the biggest headaches among homeowners in associations—pets, parking and poop! Strangely enough, some of the elements of homeowners association living that make associations desirable and highly sought after—architectural modification controls, parking rules and pet rules—are challenged the most by homeowners who cite these controls and rules as the reason why they chose to live in a homeowners association! However, this interesting perception does not make living in homeowners associations negative or undesirable. Rather, it presents an opportunity for community managers and boards of directors to engage and educate these wayward owners on why the community controls and rules benefit ALL members of the community.
So, do I stand by my bold statement at the beginning of this article that homeowners associations are the best option for those individuals who want a stable, high-quality, financiallysecure and well-managed place to call home? Yes, I do! During these unprecedented and unstable times, homeowners associations offer stability, consistency and support. Moreover, homeowners associations, through the governance of strong, engaged boards of directors and dynamic community managers, offer homeowners the assurance that the largest and most significant asset that most people will ever have—their home— will retain and increase in value, be preserved and protected.
Homeowners who reside in associations have the unique ability, through committee or board leadership, to determine how their communities are governed and managed. Through the proper utilization of the association’s governing documents, a board of directors can mediate difficult issues with owners via internal dispute resolution processes and set up payment plans for homeowners who are experiencing financial difficulties.
L esley Millender-Irwin, CMCA®, AMS®, PCAM® is a general manager with FirstService Residential Management, Inc. with more than seventeen years of professional community management experience in planned unit developments, senior living communities, luxury high rise and large scale condominium communities. Lesley serves on the CAI-GLAC Publications and Social Committees. She can be reached at Lesley.Irwin@fsresidential.com.
“ The greatness of a community is most accurately measured by the compassionate actions of its members.”—Coretta Scott King
smacdonald@farmersagent.com www.farmersagent.com/smacdonald License #:0573169
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CAI-Greater Los Angeles Chapter
REPRESENTING COMMUNITY ASSOCIATIONS IN
ALL AREAS OF REAL ESTATE LAW
• Drafting and enforcement of Bylaws and CC&Rs • General litigation, including mediation and arbitration of disputes with owners • Construction defect litigation • Insurance bad faith litigation • Collection of delinquent assessments • Providing general business advice to homeowners associations.
11400 West Olympic Boulevard Ninth Floor • Los Angeles, CA 90064 (PH.) 310.478.4100 • (FAX) 310.478.6363 www.wrslawyers.com CAI-Greater Los Angeles Chapter
September/October 2020 | www.cai-glac.org 11
Reimagining Our Nonprofit By Joan Urbaniak, MBA, CMCA®
S
tay-at-Home Orders changed the whole dynamic for our group—our industry “family.” Yes, our members are a family that loves to get together at different locations in Los Angeles County, network, share industry news and do business while having fun. All at once our committees that had planned great 2020 networking events and fundraisers at choice venues had to switch gears, realizing that the new reality meant postponing all in-person events well into 2021. Our venues shut their doors, inviting us to consider them sometime in 2021. We chose to look on the bright side and saw this as Opportunity knocking. Forced to step out of our comfort zone, we jumped into action early on, mustering a whole new set of talents, mastering virtual platforms and jumpstarting our creativity to meet the challenges of COVID-19. Our two immediate priorities were to keep CAI-GLAC members connected and maintain the nonprofit’s financial stability. Since our members’ time became more precious with their days now being divided between family and work, we wanted them to realize that we were there for them and cared about keeping them engaged. Every minute had to count, and every event had to have impact and a benefit. Embracing virtual events was the first step. Our short-term goals included: X Providing educational webinars that would give managers the continuing education credits necessary to apply for or renew their designations and CMCA® certification. X Provide avenues for our business partners to continue to present themselves to managers and HOA boards in order to keep business flowing. X Provide timely education to our HOA boards that would allow them to govern responsibly. Probably the most difficult decision was realizing that we had to pull the plug on the September golf tournament. We really thought we could make it work, until the country club brought
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us back to reality with restrictions that limited networking to the point that it wouldn’t have been fun anymore and definitely not worth our business partners’ investment.
WE ARE DOING SOME GREAT THINGS!
As with all nonprofits, we are dependent on income from a variety of sources, but chiefly from sponsorships. We had to pivot and create new virtual sponsorship opportunities immediately. Some of these included: X Coordinating Business Partner Virtual Lunch-andLearns with management companies where the BP educates and then we send managers a Grubhub gift card for lunch after the webinar. This gives managers an opportunity to earn additional continuing education credits. X Holding webinars with timely topics. We started holding the webinars every two weeks in April, May, June and July when we felt we needed to push out much-needed COVID-19-related information, but as managers became busier meeting their clients’ needs, we have reduced webinars to monthly out of respect for their time. X Providing Social Media Tip-of-the-Day Shout-outs when Business Partners can highlight their companies and give a tip-of-the-day that goes out on all of our platforms. X Inviting all to join our Lunch Bunch every Wednesday at noon, where we eat lunch together and talk. We will be theming noontime discussions in the coming months so managers can learn informally from experts and share ideas with each other. X Creating a Learning Library on our website where we can showcase Business Partner Member educational presentations. Both members and nonmembers can access these free recordings. We are all about education! X Presenting Mini Virtual 3-D Trade Fairs, where managers and HOA boards can “see” current vendors, meet new ones, and continue to educate themselves about our industry. CAI-Greater Los Angeles Chapter
LISTENING TO OUR MEMBERS
Now more than ever it is essential for us to listen to our members. As a first step, we recently held a virtual Business Partners Town Hall with about 25 attendees. I wanted to ask them for new ideas, if we were meeting their needs, when they might be ready for us to hold onsite events that would yield a decent turnout, and how to improve current virtual events. Some of the interesting results included: X A general agreement that Los Angeles County restrictions will limit the possibility of onsite events well into 2021 and we have to be OK with that reality. X One of the biggest frustrations for us is, even if members attend virtual meetings and get the education they’re looking for, the networking is missing—they’re not getting those extremely valuable contacts and connections that grow relationships. X Virtual events are not for everyone, but the best avenue right now. It’s about identifying new and creative ways to offer an experience to people that they’ll value and enjoy. X Managers will probably not have time to attend onsite CAI events until kids go back to their brick-and-mortar schools. X One way to drive managers to Lunch Bunch meetings is to theme them with a topic. Adding content would yield more benefit.
CAI-Greater Los Angeles Chapter
X Add raffle prize giveaways to webinars and Lunch Bunch for manager benefit and more interaction. X Hold BP Town Halls at least quarterly.
NEW OFFICE LOCATION
As we looked at how member engagement has been evolving over these past few months, we found that our chapter leaders preferred virtual chapter board and committee meetings for now because they didn’t have to battle the freeways. This led us to the realization that it may be a long time before members would be actually meeting again at our Brand Blvd. Office and we were needlessly paying for more office space than we would need moving forward. Therefore, as of September 1, we are in a new executive suite configuration (still in Glendale), with access to conference rooms at more than 12 locations in Los Angeles County. Call us, and we’ll take you on a virtual tour! The immortal words of Bob Dylan really sum it up:
…For the times they are a-changin’… Joan Urbaniak, CAI-GLAC’s Executive Director, has been guiding CAI chapters for the past 24 years. She can be reached at joan@cai-glac.org.
September/October 2020 | www.cai-glac.org 13
Technology— The New Normal Post-Covid-19
By Elaine Gower
COVID-19
—Long before schools were closed, employees ordered to work from home and the internet strained under the weight of Netflix binge-watching, connected technology was changing the modern world. How fast those changes came depended on which part of our society was being disrupted. For those who worked in nowdecimated shopping malls, it came all too quickly. But those hoping that all the resources of prestigious universities would be available with the click of a mouse were disappointed. Now, by avoiding a virus for which humanity has no natural immunity, these changes are accelerating. The internet has become a critical factor in coping with the coronavirus pandemic. And when this is over, whenever that might be, we will come out of this changed—more reliant than ever on being connected. Just over a century ago, a much less-connected world underwent a similar pandemic and also emerged from it changed. The Spanish flu of 1918 infected 500 million people, killed an estimated 50 million and confined people to their homes. The coronavirus pandemic is already considered the story of this generation, and it will have lasting impact. Many of those changes involve connected technology.
Working Walk into any office building, and chances are its floors are not the busy, bustling workplaces they were before mid-March, when businesses got serious about COVID-19 and sent employees to work at home. Stay-at-home orders were put into place. The offices are now in apartments, townhouses, high-
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rises and homes. We have been forced into making adjustments and learning new tools and new ways of getting our jobs done. Dining tables are being retrofitted as workspaces, stacks of boxes and books take the place of standing desks. Control-freak managers and tradition-bound executives are learning it’s not the productivity apocalypse they feared. These are abnormal times, people are struggling to work from home, and it’s not the normal situation. There are kids at home, and there are child care and schooling issues. We are worried about our loved ones, especially the elderly and compromised. Even when you work from home, the best practice is to get out and socialize. We are experiencing the opposite of that. And once workers get a taste of it and managers see that, yes, workfrom-home employees are often more productive, it will become the newer normal. I do not think things will ever go back to the way they were.
Education Online education has been around for a while, and some universities are built entirely on it. But many colleges and particularly K-12 schools had not embraced it. Online learning understandably was easier to implement as a new concept than as a practice. Many teachers trying to master online teaching tools and then providing tech support to parents and students unfamiliar with the technology now had to put it into practice. Students who didn’t have or couldn’t afford a computer or internet access were at a disadvantage. Schools and cable providers got together to help the less fortunate with what they needed. The strain is on the parents to work at home, remotely educate their children and prepare additional meals that would normally be given at school.
CAI-Greater Los Angeles Chapter
For parents unable to work at home, distance learning for their children is hard to conceptualize, let alone implement.
Pros:
Talk to us about your community association needs. We can help.
l No commute time or expense l Increased productivity l Improved technical skills l Improved communication skills l More flexibility to take care of appointments and errands l Fewer interruptions from meetings and chitchat
Cons: l No physical separation between work and leisure time l Easy to misread cues via electronic communications l You have to make the effort to get a change of scenery. It is hoped that we will find a vaccine soon so the children can go back to school and we can go back to a new normal, which will continue to be mostly technology-driven. Remote working and/or hybrid options will be the way—and Zoom, Teams, other remote meetings are probably here to stay. Elaine Gower is the Director of Business Development and Client Relations at The Naumann Law Firm, PC, a law firm that concentrates its efforts on construction defect litigation throughout Southern California. Elaine is a CAI Educated Business Partner and can be reached at elaine@naumannlegal.com.
A
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If you have any questions or concerns, please feel free to contact us for a free consultation. One of our attorneys will be happy to speak with you.
Homeowner Associations High/Mid Rise Condominiums and Condominium Conversions Commercial Property Owners Business Litigation Civil General Litigation
THE NAUMANN LAW FIRM, PC naumannlegal.com Tel: 844-492-7474 LOS ANGELES |ORANGE COUNTY | SAN DIEGO | RIVERSIDE | SAN BERNARDINO
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September/October 2020 | www.cai-glac.org 15
FHA Requirements Respond to Market Conditions By Natalie Stewart
O
n October 15, 2019, HUD implemented the longawaited changes to the FHA Condominium Certification process. These changes are intended to promote affordable and sustainable homeownership, especially among credit-worthy first-time buyers. In addition to the changes made to the Full Project Approval method, HUD has now introduced a Single Unit Approval (SUA) process. The new policies are designed to be flexible and responsive to market conditions. Below are the revisions to the Full Project Approval process and the basics of the Single Unit Approval process. Please note that this is not a full outline of all criteria needed to obtain either Full Project Certification or a Single Unit Approval.
Key Elements to Full Project Certification: Project Certification Extended: FHA Certification has been extended from two to three years. Single Investor Ownership: For properties with more than 20 units, no single investor, entity, or related party
may own more than 10% of the units within the project. For properties with 20 units or less, no individual owner, entity, or related party may own more than one unit. Owner Occupancy: 2-4 units: 75% of units must be owner occupied. 5 or more units: 50% of the units must be owner occupied. Special Exceptions: Condominium projects may apply for an exception if they have a minimum of 35% owner occupants. Additional financial criteria must be met. Commercial Space: Commercial space must not exceed 35% of the project’s total floor area. Exceptions can be made when the commercial space is above 35% but does not exceed 49%. Additional requirements must be satisfied to be granted an exception. Litigation: Previous guidance did not supply information regarding the type of litigation that is not allowed. While HUD has not allowed this type of litigation in the past, they have clarified:
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CAI-Greater Los Angeles Chapter
Project must not be subject to pending litigation in which the project sponsor is a named party and that relates to the safety, structural soundness, habitability, or functional use of the project. — This is most commonly known as “Construction Defect” litigation. Project must not be subject to pending litigation not covered by insurance or litigation that will exceed insurance coverage amounts. Legal Restrictions on Conveyance: including transfer of property (sale) and leasing. Excepted Transfer Fee Covenants under 12 CFR 128 are accepted. This includes transfer fees directly related to Ladera Ranch Master Association and Talega. Project Application: HUD has released a new 13-page application. This application is quite cumbersome and requires signatures from either the Managing Agent or Board of Directors. FHA Review will assist with the completion of sections of the application that require signatures.
Project Size: Condominium project must have a minimum of 5 units. Project Application: The SUA process has a (5) page application. This application must be completed every time an applicant requests a SUA within a Condominium project that is not FHA Certified. Prior SUA applications cannot be used. This has the potential to be quite a burden on Management Companies and BOD’s. Document List: The SUA case binder requires the same documents that Full Project Certification requires. Including all additional information regarding litigation, loans, and/or special assessments. The full regulations can be found in The Federal Housing Administration’s (FHA) Single Family Housing Policy Handbook 4000.1. The application forms are also currently under review for modifications as of August 2020. Proposed changes would alleviate quite a few of the burdensome requirements and make the application process easier overall.
Key Elements to Single Unit Approvals: FHA Concentration: No more than 10% of units may have an FHA insured mortgage. The concentration rate can be found on the condo lookup section of HUD.gov SUA Eligibility: The SUA criteria is the same as a Full Project Certification. If the Condominium Project does not qualify for Full Project approval, they will not qualify for SUA.
Natalie Stewart is the President of FHA Review Inc., a national company that helps associations qualify for FHA approval. She can be reached at natalie@fhareview.com. F HA Review is a Third-Party Submission Service specializing in both FHA and VA Condominium Approval processes. The company is an independently owned and operated corporation. It is not an agency of the United States Government and is not contracted by the Department of Veterans Affairs, or the Department of Housing and Urban Development, or their affiliates.
MANAGEMENT SERVICES: ON-SITE HIGH & MID-RISE MANAGEMENT CONDOS AND PLANNED UNIT DEVELOPMENTS LARGE SCALE COMMUNITIES ACTIVE ADULT COMMUNITES STRATEGIC FINANCIAL MANAGEMENT
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!
Contact Us
800.400.2284 | info@actionlife.com
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OTHER SERVICES INCLUDE: DEVELOPER PROJECT CONSULTING HOSPITALITY STAFFING AND DEVELOPMENT PREVENTATIVE MAINTENANCE SOLUTIONS
www.actionlife.com
September/October 2020 | www.cai-glac.org 17
T
here is a concern that the current health situation may result in a delinquency crisis similar to or potentially worse than 2008.
The Great Recession was a global economic downturn that devastated world financial markets as well as the banking and real estate industries. The crisis led to increases in home mortgage foreclosures worldwide and caused millions of people to lose their life savings, their jobs and their homes.
Delinquency Crisis? What? When?
for this. This is already shaping up as the deepest dive on record for the global economy for over 100 years,” he said. “Everything depends on how long it lasts, but if this goes on for a long time, it’s certainly going to be the mother of all financial crises.” United Airlines announced plans to lay off more than onethird of its 95,000 workers. Brooks Brothers, which first opened for business in 1818, filed for bankruptcy. And Bed Bath and Beyond said it will close 200 stores. So what does all this mean for the Community Association Industry? Many associations have suspended imposing collection costs on owners who are affected by loss of their job. We have even seen owners asking that the monthly assessments be suspended. All of this affects the cash flow of the association and can harm their ability to fund reserves and pay for operating expenses. While each association handles these types of requests differently, the overall feeling is that a significant number of owners are experiencing financial issues that impact their ability to pay both their mortgage and the association assessments. There is a backlog of nonjudicial foreclosures due to the restrictions in place but, once lifted, the impression could lead one to have serious concerns about the future. But what is the reality on the ground? In a recent conversation with the collection department at a respected management company, they reported that the number of liens recorded in June was twice as many as recorded in May. Sounds serious until we look at the facts. They recorded two (2) liens in May and four (4) in June over a client base of 8,500 homes under management. During a recent webinar, hosted by a CAI Business Partner member company, the panel included a management company CEO and a banker. They felt that the impact of the virus on association cash flow was still minimal, but the longterm impact over the next 12-24 months is unknown.
The US unemployment rate dropped to 11.1 percent in June 2020, from an all-time high of 14.7 percent, as many people returned to the labor market following weeks of coronavirusinduced restrictions. The number of unemployed persons fell by 3.2 million to 17.8 million, while employment rose by 4.9 million to 142.2 million. Although unemployment fell in May and June, the jobless rate and the number of unemployed are up by 7.6 percentage points and 12.0 million, respectively, since February. The U.S. economy is objectively awful right now. The unemployment rate is at levels not seen since the Great Depression, and this quarter’s decline in gross domestic product (GDP) is expected to be the worst on record. Most economists believe it will take years to recover from this recession. In a New York Times article, a respected Harvard economist was quoted as “I feel like the 2008 financial crisis was just a dry run
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Near the end of the event, they did a survey of the attendees. The results of the survey were: ¡ 37% reported delinquencies are up a little bit ¡ 3% reported delinquencies up a lot ¡ 60% reported delinquencies not changed at all So, the current information seems to not support all of the concerns regarding a delinquency crisis. However, if owners continue to remain unemployed or underemployed, their ability to pay the home mortgage will come into play and could result in a financial crisis for associations in 2021. We recommend that your board evaluate your current financial condition. Such an evaluation might include a survey of owners, a hard look at the budget to see if expenses can be reduced to allow funds to offset reduced cash flow, and clear understanding of where the association might be in the next 12–18 months. Prepared by The Collection Department of Management Professionals Inc. AAMC®
CAI-Greater Los Angeles Chapter
Food For Thought
Games and puzzles to expand your mind (zero calories) What’s for dinner? Find your menu items.
Solve the arrangement of letters and words to figure out the tasty answers.
BAN ANA 1
CCR SALAD 2
NAFISH NAFISH 4
Remote Association Tests – Tests problem solving skills, creative thinking, and how different parts of the brain contribute to diverse thought processes. Figure out the fourth word that when added to the column, makes sense with the three given words. Relax and let your mind wander.
1
2
3
PINE
FOUNTAIN
ROLL
CRAB
BAKING
BEAN
SAUCE
POP
FISH
WRITE YOUR ANSWER IN BLANK SPACE ABOVE
4
5
6
HEAD
ROOT
OIL
GOOSE
BELLY
FISH
SALAD
BARREL
BAR
WRITE YOUR ANSWER IN BLANK SPACE ABOVE
Answers to Puzzles For the Remote Association Tests: 1 - APPLE 2 - SODA 3- JELLY 4 - EGG 5 - BEER 6 - SALAD For the Word Arrangements: 1 - BANANA SPLIT 2- CAESAR SALAD 3 - SCRAMBLED EGGS 4 - TUNA FISH 5 - BETWEEN MEAL SNACK
GESG 3
MESNACKAL 5
And what better way to end our mental buffet?
as a result of financial challenges created by the [COVID-19] pandemic. How should this be handled by the board?
ADDRESSING HOMEOWNER DELINQUENCIES IN THE ERA OF
COVID-19 ▶▶▶Lisa A, Tashjian, Esq. CCAL and Calvin S. Rose, Esq. Question: I’m serving on my homeowners association’s board of directors, and we are noticing an uptick in delinquent homeowner accounts in our community that may be due to the COVID-19 pandemic. Is there anything we can do to address this? Answer: Community associations, through their boards of directors, are charged with the fiduciary duty to operate and manage community association affairs, including managing and maintaining the common areas. This also includes, among other things, enforcing the provisions in the CC&Rs, and any related collection policies that speak to the timely payment of assessments. The “uptick” that you reference may, in fact, be due to the economic challenges faced by owners as a result of the COVID-19 pandemic (i.e.,
business closures, the loss of hours or wages, layoffs, etc.). Of course, each delinquent owner’s situation is unique, and the board should strike a reasonable balance between the needs of owners experiencing financial hardship as a result of the pandemic and the fiduciary obligations mentioned above. For example, your board may consider temporarily suspending late fees and interest on delinquent accounts and, in particular circumstances, temporarily reducing and/or suspending assessments. However, such proposed action should be based on owners providing objectively verifiable documentation to the board indicating a considerable loss of income. Question: I manage a large residential common interest development, and recently my office has been receiving homeowner requests for the board to waive unpaid assessments
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Answer: A decision by the board to “waive” unpaid assessments creates risk to the homeowners association, as well as to individual directors, and should be strictly avoided. This is so, as many boards waived assessments for owners facing financial hardships during the 2008 recession, and such action, albeit well-intended, resulted in substantial budgetary shortfalls for their associations. Those shortfalls caused deferred maintenance and repairs, and in many instances the levying of special assessments to fund same. The board can certainly acknowledge homeowners’ financial plight arising from the COVID-19 pandemic and consider extending a courtesy by temporarily reducing and/or suspending assessments, as opposed to “waiving” assessments, as a reasonable and fiscally responsible gesture of goodwill. Question: My colleagues on the board have received several requests from owners to allow them to pay less than the required monthly assessments since the gym and pool are temporarily closed as a result of COVID-19. Is this a reasonable request that the board should approve? Answer: Under most CC&Rs, owners are not exempt from the payment of assessments due to nonuse of common area recreational facilities. The reason behind this is simple: assessments are literally the lifeblood of associations and, in the absence of assessments, essential expenses and services to owners, including, but not limited to, insurance, trash removal, maintenance of common areas, such as walkways/sidewalks, driveways, roads, landscaping, structures, etc., cannot be funded.
CAI-Greater Los Angeles Chapter
With that said, the board should not allow owners to pay less than the required monthly assessments that become due simply because they can’t use certain common area amenities due to COVID-19. Although the pool and gym in your community are temporarily closed, there are certainly other common area components and/or facilities that are not closed, and which owners continue to use and enjoy. Question: Recently, our small 12-unit HOA has been faced with a shortage of operating funds, which is due, in part, to four owners not being able to meet their monthly assessment obligations after being laid off from work as a result of COVID-19. Help!! Answer: Your community is fairly small and losing one-third of monthly assessment payments can certainly create a fiscal challenge. Nevertheless, the board can address short-term cash flow issues by borrowing from reserves
and can do so without seeking and obtaining owner approval (Civil Code Section 5515). In fact, this statutory provision provides that the board may authorize the temporary transfer of funds from the reserve account for non-reserve expenses if, and only if, the board satisfies the following: Provide at least four (4) days’ notice to the members, of an open Board meeting, that the Board intends to transfer money from the reserve account to the operating account; Explain in an open meeting the reasons for the transfer and when and how the money will be repaid;
Document its decision and findings, as required in #2 above, in the meeting’s minutes; and Issue a written finding to the members. The reserve funds must be repaid within one year, unless the Board, after fulfilling #1 through #4 above, decides that a temporary delay is in the association’s best interests. While borrowing from reserves is permissible, the board needs to be mindful that it must exercise prudent fiscal management in maintaining the integrity of the reserve account (Civil Code Section 5515).
Lisa A. Tashjian, Esq. CCAL is a partner with Beaumont Tashjian, a firm specializing in the representation of common interest developments, and Calvin S. Rose, Esq. is an associate attorney with that firm. They can be reached at ltashjian@hoaattorneys.com and crose@hoaattorneys.com, respectively.
#paintinghappiness
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CAI-Greater Los Angeles Chapter
September/October 2020 | www.cai-glac.org 21
I
n keeping with 2020’s theme of unpleasant surprises, we submit for your consideration: Rising Insurance Premiums! Certainly, these are never welcome, but in the current circumstances, we know they must feel like adding insult to injury. However, the factors responsible for the current “hard insurance market” were in play long before the events which have made 2020 extraordinary. Record-breaking disaster losses in 2017 (the highest amount of insured losses on record), above-average insured losses in 2018, and a cluster of frightening earthquakes in 2019 have taken their toll on Property and Catastrophe insurance in California. Three consecutive years of alarming wildfire losses, including some unprecedented events, have resulted in many communities with perceived brushfire exposure facing triple-digit percentage increases or non-renewal. Add to this a mid-2017 update to the risk-modeling software used by the vast majority of earthquake insurers, which incorporated new data indicating higher Probable Maximum Loss (PML) estimates for many California properties. This compounded the impact of the aforementioned disasters on earthquake insurance rates, with the Ridgecrest earthquakes serving to fully destabilize an already-volatile marketplace in late summer 2019. On the Liability and Umbrella side, the MGM shooting and PG&E settlements resulted in billions of dollars in capital exiting the marketplace suddenly and unceremoniously, forcing many high-limit umbrella programs to reevaluate their capacity, appetite, and pricing in order to continue writing business. This led to coverage interruptions for some highlimit umbrella policyholders, and when replacement terms were finally offered, they found themselves faced with lower limits, higher premiums, or both. All this to say, the insurance industry was in a bruised and bewildered state even before the advent of COVID-19 and its accompanying legislative, economic and investment
uncertainty. Now, competition has diminished, capacity has evaporated, and flexibility in rates or underwriting guidelines is a thing of the past. But don’t despair—it will all come back. The length of time that it will take, of course, is unknown to us, but we offer these comments in the meantime: 1. I t’s a good time to stay favorable. (Don’t get non-renewed!) Proactive risk management is more important than ever, as the number of markets willing to entertain loss-prone accounts is dwindling. Preferred insurers are being more selective about what they will write, so any factor that makes your association less desirable will result in less competition for your business, which often translates to higher pricing and narrower coverage terms. In addition to an active loss control program, boards might consider a higher Property Deductible, to insulate the association’s master policy from smaller, more frequent claims that can add up over time. Reviewing the scope of coverage (with respect to unit interior fixtures, improvements, appliances) required by your CC&Rs, and ensuring that the association’s policy matches what is required—no more, no less—is another recommended loss control measure. 2. We ALL need to do what we can to prevent the preventable losses. Forgive the redundancy with #1, but it needs repeating: with so many disasters outside of our control, it’s critical that we avoid losses within our control. Fewer aggregate losses mean lower rates for everyone: consider that when one community suffers a major loss, the financial impact is spread across the entire marketplace—that’s why your premium doesn’t immediately increase by the amount of insurance you collected in your claim. Consequently, if we can collectively lessen the frequency and severity of preventable losses impacting community associations, insurers will offer lower rates and will more readily compete for our business.
A Good Premium is Hard to Find: A Look at the Mid-2020 Insurance Market
By AJ Scott, CPCU, CIRMS
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CAI-Greater Los Angeles Chapter
www.cai-glac.org | September/October 2020
So, tell those goats out on that hillside to clear twice as much brush as the Fire Department requires. It may also be a good time to clear out those sewer lines, service those entry gates, and/or send a letter out to your owners recommending they replace their water supply hoses and smoke detector batteries. 3. T echnology has to catch up. The wildfire events of 2017 and 2018 revealed some startling inadequacies in the technology that insurers use to model fire risk. Until those models can be improved to restore actuarial and underwriting confidence, associations with wildfire exposure are on a rough road. That said, the insurance industry has always attracted innovation, and we are confident that it is just a matter of time before this happens. We know there has been a lot of talk lately about the “new normal,” but we remain hopeful that “this, too, shall pass.” It may take a while, and in the meantime, board’s should pad their budgets for expected increases. But like the rest of 2020, we can take comfort in the fact that we are all in this together. AJ Scott is an Assistant Vice President of Cline Agency Insurance Brokers in West Los Angeles. She is a member of the CIRMS Law Seminar Planning Group and currently co-chairs the Education Committee for CAI-OCRC (Orange County Regional Chapter). AJ can be reached at aj@clineagency.com.
Water electric sewer trash telephone gas
UTILITY AUDIT EXPERTS
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CAI-Greater Los Angeles Chapter
September/October 2020 | www.cai-glac.org 23
NEWS
FROM SACRAMENTO
September 2020 Update The Legislature has officially adjourned for the year! As it goes with 2020, this legislative session was like no other. Nearly the entire Senate Republican Caucus participated in the last two days of the session from remote locations due to a member testing positive and exposing the others at caucus meetings. The Assembly had no like issues but provided for proxy votes for those members with concerns about being physically present. And, the halls were bare, with no lobbyists permitted in the building. AB 3182 (Ting) passed both houses and is heading to the Governor. Our Call to Action made an impact and kept the vote close in the Senate and Assembly. We will now restructure our message and focus our attention on the Governor to request a veto. Stay tuned and please prepare to engage.
AB 3040 included language prohibiting associations from restricting these actions. It was held in the Senate Appropriations Committee. SB 1120 did not amend the Davis-Stirling Act but would have provided for single family residential lots to be split. However, the clock hit midnight before the Senate could take final action and the bill failed. The CAI-CLAC Annual Planning Meeting is scheduled for October and we have a lot to discuss as we prepare for the 2021 legislative session. All ideas should be submitted to the Chapter LSC or delegate. Louie Brown is our Legislative Advocate for CAI’s California Legislative Action Committee and may be reached at lbrown@kscsacramento.com.
Even though housing continues to be a major issue in the Capitol, two top profile bills failed to get passed. AB 3040 (Chiu) and SB 1120 (Atkins) both provided for lot splitting.
What is CLAC? THE CALIFORNIA LEGISLATIVE ACTION COMMITTEE (CLAC) IS A VOLUNTEER COMMITTEE OF THE COMMUNITY ASSOCIATIONS INSTITUTE (CAI) CONSISTING OF HOMEOWNERS AND PROFESSIONALS SERVING COMMUNITY ASSOCIATIONS. CAI IS THE LARGEST ADVOCACY ORGANIZATION IN AMERICA DEDICATED TO MONITORING LEGISLATION, EDUCATING ELECTED STATE LAWMAKERS, AND PROTECTING THE INTERESTS OF THOSE LIVING IN COMMUNITY ASSOCIATIONS IN CALIFORNIA.
ABOUT THE ORGANIZATION Is a non-profit, non-partisan committee composed of two Delegates and one Liaison from each of the eight CAI California chapters. R epresents over 13 million homeowners and property owners in more than 52,000 associations throughout California. Comprises association homeowners, board members and the professional business partners that service them. Is NOT a PAC (Political Action Committee) and makes no financial campaign contributions. Depends solely on the donations of the community associations, their boards of directors and those who serve HOA members.
RELY ON THE EXPERTS TO BUDGET RESPONSIBLY WITH A RESERVE STUDY Avoid Surprise Expenses, Make Informed Decisions, Save Money, Protect Property Values
For more information, samples or a free bid contact us at: www.reservestudy.com cserrano@reservestudy.com (818) 222-0248
CLAC’S MISSION To safeguard and improve the community association lifestyle and property values by advocating a reasonable balance between state statutory requirements and the ability and authority of individual homeowners to govern themselves through their community associations.
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www.cai-glac.org | September/October 2020
CAI-Greater Los Angeles Chapter
OUR THANKS TO CAI-CLAC 2020 CONTRIBUTORS January 1 – May 31 100 Marina Shores HOA 101 S. Manhattan Place HOA 11767 Sunset Boulevard Association 118 Wadsworth Ave HOA 1242 Berkeley Street HOA 15206 Burbank Blvd. HOA 1835 7th Street HOA 2050 Artesia HOA 2138 Stewart Street HOA 253370-72-1/2 Malibu Road HOA 3049-Design Villas HOA 446 San Vicente HOA 4820 Bellflower HOA 720 Shoreham Drive HOA 909 El Centro, Inc. Aliso Village HOA Armour Lane Condominium Avis HOA Avocado Glen HOA Berkeley Townhouse HOA, Inc. Beverly-Westwood Condominiums, Inc. Border and Lincoln Villas HOA Bougainvillea Townhomes Cabrillo Landing HOA California Ave HOA Casa de Suenos CA Casa Loma Association, Inc. Casita De La HOA Catalina Plaza HOA
GOAL: $25,248
61% of goal as of 07/31/20 $15,472
Centinela Townhomes II HOA Channel View Terraces HOA Common Interest Services Culver Centrale HOA Culver City Gardens HOA El Segundo Peppertree HOA Gorham Park HOA Harbor Ridge HOA Hermosa Surf Condos, Inc. Hermosa Townhomes HOA Hilllcrest Meadows HOA, Inc. Irena Vista OA Kelton Arms COA Kester Villas HOA Lake at Walnut C.A. La Palma Estates HOA Lawford HOA Longfellow Village OA Los Cerros HOA Matt D. Ober, Esq. CCAL Mimi Cortes Oak Hill Condominium HOA Oak Street HOA Ocean West COA Pacific Bougainvillea, Inc. Pacific Colony HOA Pacific Garden Terrace HOA Pacific View Condominiums HOA Park Crest HOA
Polynesian OA Primera Terra HOA Roxbury Park COA SAX Insurance Agency Seascape-Redondo HOA, Inc. Seasons West HOA Silver Spur Court HOA SiSi Villas HOA South Bay Estates HOA Textile Building OA The Granvillas HOA Inc. The Vista Pacifica HOA Thomas Ware II, Esq. Villa Capri Townhomes HOA Villa Cordoba HOA Villa Del Sol Villas HOA Villa Fountaine Bleu HOA Villa Medici HOA Villa Redano HOA Villa Serena HOA Village Green Owners Association Virgil Courts HOA Vista Catalina HOA Vita Bella HOA Vogue Condominium Association, Inc. Westside Townhouses HOA Wilshire Regent Association, Inc. Wilshire Selby Towers East CA
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CAI-Greater Los Angeles Chapter
September/October 2020 | www.cai-glac.org 25
WELCOME
NEW CAI-GLAC MEMBERS! AS OF AUGUST 31, 2020
BUSINESS PROFESSIONALS California HOA Solutions, LLC Cornerstone Managing Partners HOA Inspector of Elections Pacific Association Collections Paramount Waterproofing and Restoration, Inc. Quality Street Service, Inc.
RECRUITER CAI National CAI National CAI National CAI National CAI National CAI National
MANAGEMENT COMPANIES California HOA Solutions, LLC CAI National JC Ultimate Property Management CAI National COMMUNITY MANAGERS Jenifer Antonelli Matt Davidson, CCAM-HR®,CMCA®, AMS® Action Property Management Kimberly Bloomer Dave Brock, PCAM® Beven & Brock Xochtle Esquerdo Joanne Peña, CMCA®, AMS®, PCAM® Horizon Management Company AAMC Angelo Karras Sascha Macias, CMCA®, AMS®, PCAM® Wileen Leu Tracy Robinson, MBA, CCAM® Market Lofts HOA
17315 Studebaker Rd., Suite 213 Cerritos, California 90703 800.485.8056 n Fax 800.485.8057 www.ReserveStudiesInc.com
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www.cai-glac.org | September/October 2020
Roxana Magana Mary Ann Plescia Cynthia Rubio Juan Valdovinos Maria Vethencourt Mirela Volden
Neda Nehouray, CMCA®, AMS® HOA Organizers, Inc. Brandon Grosh, AMS®, PCAM® Sea Colony III-Barnard Way HOA Neda Nehouray, CMCA®, AMS® HOA Organizers, Inc. Matt Davidson, CCAM-HR®, CMCA®, AMS® Action Property Management Matt Davidson, CCAM-HR®, CMCA®, AMS® Action Property Management Craig Phillips, CMCA®, AMS®, PCAM® International Tower Owners Association
HOA VOLUNTEER LEADERS Ashley Fondrevay Laura Civiello Claire Knowlton Mark Kohls Craig Partridge Avelene Schodorf Chris Scornaienchi
Lic. #872494 8138 Foothill Blvd., Suite 100 Sunland, CA 91040 www.FerrisPainting.com
CAI-Greater Los Angeles Chapter
OUR THANKS TO RENEWING MEMBERS! AS OF JULY 31, 2020
BUSINESS PROFESSIONALS Abir Cohen Treyzon Salo, LLP Accurate Termite & Pest Control Adams|Stirling PLC Alliance Environmental Group, Inc. American Heritage Landscape Aqua Creations Architectural & Engineering Design Group Bergeman Group Bethco Builders BuildingLink.com California Sub-Meters CondoCerts Data Systems Services Donley Construction Consultants Fenn Termite & Pest Control General Pavement Management GetDocsNow.com Gibbs, Giden, Locher, Turner, Senet & Wittbrodt, LLP HomeWiseDocs.com KONE, Inc. Mission Landscape Pilot Painting & Construction, Inc. S.B.S. Lien Services Silicon Beach Insurance Services TOPS Software Unified Protective Services, Inc. Van Dyke & Associates, Inc. VendorSmart WelcomeLink Whitney|Petchul COMMUNITY ASSOCIATIONS Azzurra HOA Bedford Parc HOA Bel Air Crest Master HOA Briarwood HOA #2, Inc. Century Woods COA College Park Townhomes OA Encino Oaks HOA Fusion at South Bay COA Harbor Gate HOA Harbour Walk Terrace HOA Mulholland Heights HOA New Horizon Condominium Assn. Regatta Seaside HOA The Collections At Downtown Burbank Tierra Verde V HOA COMMUNITY MANAGEMENT COMPANIES Cardinal Management Group Cardinal Property Management SF Valley Management, Inc. Jenkins Properties Management Company, Inc. Metropolitan Property Services, LLC PMI Antelope Valley ProActive Professional Management AAMC Scott Management Company Valencia Management Group AAMC Valley Association Management, Inc.
CAI-Greater Los Angeles Chapter
COMMUNITY MANAGERS Chris Albrecht, CCAM®, AMS®, PCAM® Valencia Management Group AAMC Christine Alfieri, CCAM® TEN50 Breanne Atha, CMCA® Common Interest Services, Inc. Jerson Barcelon, CCAM®, CMCA® Regatta Seaside HOA James Beard, CMCA®, AMS®, PCAM® Valencia Management Group AAMC Nancy Beltran ICON Realty Services, Inc. Christine Borland, CMCA® Action Property Management Beth Bottaro, CMCA® Valencia Management Group AAMC Walter Branch, CMCA®, AMS® Torrance-Windemere HOA Cynthia Brown, CMCA® Infinity Property Services AAMC Susan Calhoun, CMCA® Valencia Management Group AAMC Brandon Clark, CMCA® Prado HOA Monica Cooper Ross Morgan & Company, Inc. AAMC Warren Davidoff, CPA, CMCA®, AMS®, PCAM® Ross Morgan & Company, Inc. AAMC Traci Curtis De Rago, CMCA®, AMS® Management Professionals, Inc. AAMC Maria Delira, CMCA® ICON Realty Services, Inc. Lyndsie Dellefield, CMCA®, AMS® PMP Management AAMC Dean Driscoll, CMCA®, AMS® Action Property Management Charla Duncan, CMCA® Jenkins Properties Management Company, Inc. Irina Filipyeva, CMCA® ICON Realty Services, Inc. Brian Fleming, CMCA®, AMS® Wilshire Regent HOA Tammy Gamblin, CMCA®, AMS®, PCAM® Ross Morgan & Company, Inc. AAMC Norma Gonzalez, CMCA® Valencia Management Group, AAMC Wendy Heffernan, CMCA® Belcaro Garden Society Monica Heredia Action Property Management Lisa Hoffman, CMCA®, AMS® Valencia Management Group AAMC Randi Johnson Management Professionals, Inc. AAMC Arielle Jones, CCAM®, CMCA® Action Property Management Brittany Joseph Seabreeze Management Company AAMC Diane Kennedy, CMCA®, AMS® Kennedy Real Estate Management
John Ko, CMCA®, AMS® Janes Management Shaun Kramm Trilliant Property Management, Inc. Donyelle La-Key, AMS®, PCAM® Horizon Management Company AAMC Karen Manahan, CMCA®, AMS® Valencia Management Group AAMC Debra McGary, AMS® Horizon Management Company AAMC Leonard McKinley Valencia Management Group AAMC Matt Meadors, CMCA®, AMS® HOA Organizers, Inc. Ruth Moffitt, CMCA®, AMS®, PCAM® Valencia Management Group AAMC Mariesa Montiel SF Valley Management, Inc. Scott Moore, CMCA®, AMS® Valencia Management Group AAMC Daniel Nakari, CCAM®, CMCA®, AMS®, PCAM® Vicki Olson, CMCA®, AMS® PMP Management AAMC Martha Olvera, CMCA® Horizon Management Company AAMC Brandon Patterson, CCAM-HR® Eastern Columbia HOA Joanne Peña, CMCA®, AMS®, PCAM® Horizon Management Company AAMC Nicole Peterson, CMCA®, AMS® Valencia Management Group AAMC Roberta Plach, CMCA®, AMS® Valencia Management Group AAMC. Luc Sasseville, CCAM® EVO HOA Derek Silva PMP Management AAMC Kimberly Thacker FirstService Residential AAMC Matthew Wells FirstService Residential AAMC Cari Williams, CMCA®, AMS® Ross Morgan & Company, Inc. AAMC Cheryl Wolfe, CMCA® ICON Realty Services, Inc. Ida Worth, CMCA®, AMS® Ross Morgan & Company, Inc. AAMC Amy Yankauskas, CMCA® Seabreeze Management Company AAMC Christiane Zborovsky, CMCA® HOA Organizers, Inc. Lori Ziegler, PCAM® Century Woods COA COMMUNITY ASSOCIATION LEADERS Korwin Anderson Laura Evens Peter Goldberg Jeff Goodwin Denise Kurtzer Albert Nichols
September/October 2020 | www.cai-glac.org 27
ADVERTISERS INDEX
ADVERTISING INFORMATION Dimensions & Rates:
17 Action Property Management Artwork must not exceed the exact dimensions of that size ad. 21 ALLBRIGHT 1-800-PAINTING For more information, call the Chapter office: 818-500-8636. 24 Association Reserves–CA/Los Angeles Ad Size Ad Dimensions Members Non-Members BC AQUAGUARD LLC witkinad new size_Layout 1 1/28/13 5:04 PM Page 1 3½" wide x 2" high ⅛ page $200 $400 (Horizontal) 23 Berding & Weil, LLP 3½" wide x 4¾" high 7 CIT–Community Association Banking Division ¼ page $300 $600 (Vertical) 26 Ferris Painting, Inc. 7½" wide x 4¾" high ½ page $425 $850 28 GNG Vinyl Fencing, Inc. (Horizontal) 10 Macdonald Insurance Agency 7½" wide x 9.75" high Full Page $800 $1,400 (Vertical) 15 The Naumann Law Firm, PC Payment: Rates are subject to change without notice. By credit card, check or cash. 23 Pacific Utility Audit Minimum three-insertion contract. Rates subject to change without notice. 13 Pacific Western Bank Advertising Sales: Please contact the Chapter office for advertising specifications and deadline information at: 818-500-8636. 28 Poindexter & Company 15 Popular Association Banking 25 R.W. Stein Painting, Inc. 26 Reserve Studies Inc. 9 Select Painting & Construction, Inc. 5 Shaw, Moses, Mendenhall & Associates Insurance Agency 16 Whitestone Industries 11 Wolf, Rifkin, Shapiro, Schulman & Rabkin, LLP 28 Witkin & Neal, Inc.
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Certified Public Accountant A Professional who understands Community Associations Member of CAI, American Institute of CPA's and California Society of CPA's Post Office Box 4488 Ventura, California 93007 Phone: 805 659-3600 Fax: 805 659-1136 Email: mark@poindexterandco.com Web: www.poindexterandco.com
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www.cai-glac.org | September/October 2020
CAI-Greater Los Angeles Chapter
Help us con�nue to grow the Greater Los Angeles Chapter and fund great contest prizes to reward new members and their recruiters.
Diamond Sponsor Level $650 This top sponsorship shows your
support of chapter growth and development. Sponsoring all three membership opportuni�es includes shoutout recogni�on with logo on Membership slide of rolling PowerPoint during luncheon announcements. Also includes company name on Focus Magazine promo, and photo op with contest winners at prize presenta�on; photo appears in Focus Magazine.
CAI 200‐Member Recruiter Contest $200
Includes company name on website home page, on Focus Magazine promo, and photo op with contest winners at prize presenta�on; photo appears in Focus Magazine. Sponsors: Beaumont Tashjian Fenton Grant Mayeld Kaneda & LiƩ, LLP Miller Law Firm MSE Landscape Professionals, Inc.
Pete Fowler ConstrucƟon Services, Inc. SAX Insurance Agency Tinnelly Law Group Union Bank HOA Services
One‐Year Manager Membership Sponsor $150
Sponsor a luncheon membership raffle to award a one-year CAI membership to a manager. Includes company name on event yer, website and recogni�on at event. Company representa�ve draws the winning �cket and presents applica�on and company business card to winner. Winner to complete and submit applica�on at event. Available at all luncheons. Sponsors: Berding & Weil LLP McKenzie Rhody, LLP ONIT Property Management ProTec Building Services SAX Insurance Agency
One‐Year HOA BOARD Membership Sponsor $300
Sponsor a luncheon membership raffle to award a one-year CAI membership to a community associa�on board of directors. Includes company name on event yer, website and recogni�on at event. Company representa�ve draws the winning �cket and presents applica�on and company business card to winner. Winner to complete
Company______________________Contact ___________________________ Phone_________________________E-mail ___________________________ Contest________________________
CAI-GLAC 1010 N. Central Ave., #316 Glendale, CA 91202
Change Service Requested
Order Your 2020 Condominium Bluebook Today! Price: $26.00 per copy, tax and shipping included. Order copies online at: www.cai-glac.org.
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