FOCUS Magazine - September/October 2023 Issue

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

HOAzilla

September/October 2023

2023 BOARD OF DIRECTORS

OFFICERS

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

844-511-0644

Isaac Camacho, President Elect Accurate Termite & Pest Control 310-837-6483

Jeffrey A. Beaumont, Esq. CCAL, Vice President Beaumont Tashjian

818-884-9998

Matt Davidson, CCAM-HR®, CMCA®, AMS®, PCAM®, Treasurer Action Property Management AAMC®, 800-400-2284

Diane Schoolsky, Secretary

Lingate HOA, 323-640-1277

Alexandria Pollock, CCAM-HR®, CMCA®, AMS®, PCAM®, Past President BuildingLink.com, LLC, 310-925-9001

DIRECTORS

Gary Burns, Mulholland Heights HOA, 818-326-2000

Roby Garcia, Servpro of Burbank, 661-312-6207

Matt Meadors, CMCA®, AMS®, PCAM®

HOA Organizers, Inc., AAMC®, 818-778-3331

Brian D. Moreno, Esq. CCAL, Brian D. Moreno Law Corporation APC 888-578-9673

Amy Yankauskas, CCAM®, CMCA®, AMS®, Action Property Management Inc., AAMC, 562-495-6056

CHAPTER EXECUTIVE DIRECTOR

Michelle L. LeBlanc, CAE

2023

COMMITTEE CHAIRS

CLAC FUNDRAISING

Elaine Gower, The Naumann Law Firm, PC

Tiffany McCall, MBA, CCAM®, Seabreeze Management Company AAMC

COMMUNITY EXPO

Marc Loge CMCA®, AMS®, Promenade Owners Assn

COMMUNITY OUTREACH

Stephanie Romero, Aeroscopic Environmental, Inc

Jerris Gaddis, CMCA®, AMS®, PCAM®, The Management Trust

EXECUTIVE LEADERSHIP SUMMIT

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

FINANCE

Nels Atha, CMCA®, AMS®, PCAM®, Common Interest Services, Inc.

GOLF TOURNAMENT

Randy Bratton, John Forbes Farmers Agency

Jeff Koscher, BluSky Restoration Contractors, LLC

HOMEOWNER LEADER EDUCATION

Traci DeRago, CMCA®, AMS®, PCAM®, Management Professionals Inc. AAMC®

LEGISLATIVE SUPPORT

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

MANAGER EDUCATION

Shauna Gatlin, CMCA®, AMS®, HOA Organizers, Inc. AAMC

Amy Yankauskas, CMCA®, AMS®, Action Property Management Inc., AAMC

MEDIATION SERVICES

Jessica Koval, CMCA®, AMS®, PCAM®, Action Property Management AAMC

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

MEMBERSHIP

Mimi Cortes, SAX Insurance Agency

Eric Sasala, First Onsite Property Restoration

PROGRAMS (LUNCHEONS)

Sascha Macias, CMCA®, AMS®, PCAM®, Roseman Law, APC

Flint Faulkner, CMCA®, AMS®, PCAM®, 8899 Beverly HOA

PUBLICATIONS

Jocelle Maliwanag, MBA, American Heritage Landscape

Diane Rossiter, MBA, CMCA®, AMS®, PCAM®, Somerset HOA

SOCIAL

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

Michael Valenzuela, Vista Paint Corporation

SOCIAL MEDIA

Tatiana Jae, Roseman Law APS

Roby Garcia, Servpro of Burbank

NEWSWORTHY

6

10 Just Breath! You're Not Alone!

14

16

26

30

CHAPTER UPDATE

2 Note from the Editor’s Desk

3

18

Our thanks to the FOCUS Magazine Committee: Co-chairs: Jocelle Maliwanag, MBA, American Heritage Landscape

Diane Rossiter, MBA, CMCA®, AMS®, PCAM®, Somerset HOA

Sean Allen, Esq.,Roseman Law, APC

Suvany Cowie, Infinity Property Services, AAMC®

Joshua Freeman, CMCA®, AMS®, Cooper Arms, Seabreeze Management, AAMC®

Elaine Gower, The Naumann Law Firm, PC Miranda Legaspi, Platinum Security, Inc.

Angelique Madrigal, Ross Morgan & Company Inc., AAMC®

Matt Meadors, CMCA®, AMS®, PCAM®, HOA Organizers Inc., AAMC®

Stephanie Romero, Aeroscopic Environmental Inc.

Luz Veloz, Customized Guard Services & Systems

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 © 2023.

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

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

HELLO CHAPTER MEMBERS

BOO! AUTUMN IS ALMOST HERE AND WITH IT SOME PRETTY SCARY STUFF.

Budgets, reserve studies, Halloween, annual policy reports, and the looming 2024 the Mandatory Balcony Inspection Law deadline are all hiding behind that door. You know that door. But we’ve Focused this issue’s articles on easing your fears and helping turn the worst into at least the manageable. Hope you appreciate a touch of the macabre.

Our feature starts us with, “Tales from the Darkside,” as told by association managers who have faced the unimaginable and lived to share their experiences with us. If you are prone to hysteria, don’t read the third story, you may never visit Koreatown again.

What to do when the community atmosphere is murky and forbidding? Read, “Just Breathe! You’re Not Alone!” by Rochelle Ceballos, CCAM, and learn how to clear the air. What’s scarier than rules enforcement? Nothing, absolutely nothing. For guidance through the rules labyrinth and to find your way to safety, next we have, “Things that Go Bump in the Night and Other Neighborly Issues,” by Lauren Stein, CMCA, AMS.

We’re deep in the dark now, and what do we find; a horrifying living menace in, “Mold Horrors – The Enemy Within”, narrated to you by Stephanie Romero, in a sepulchral voice. Keep your hands inside the vehicle at all times. Next, we lighten the mood with our trademark bobbleheads and the comments they share are frightfully funny, since they’re true. Moving to the outdoors, maybe we’re in the clear, but no, here comes Joshua Freeman’s, CMCA, AMS, “Bees, Bees, Bzzz! with the essentials of properly dealing with these essential insects. Some love them, some fear them - find out how to deal with both sides. No one wants to be afraid of their balconies, and no one has to be when they have a plan. “INSIDE Information on SB 326 – How to Plan Your Project” offers guidance from Rich Carroll, Building Envelope Consultant for this legally required process applicable to all associations with balconies. Elected officials aren’t creepy, are they? Find out what the legislature has in mind for us this coming year. Will we survive? Find out as Thomas M. Ware II, CCAL reports, “The Good, The Bad, and the Ugly!” (Do you notice a plethora of exclamation points in this issue!?!)

There have been fun, educational, and charitable events these last couple months and we have the pictures to prove

FROM THE EDITOR’S DESK

it. Check out our Chapter at Dodger Night, the Los Angeles Regional Food Bank, and the 2023 Community Expo. Come to an event, have a great time, get your picture taken. Repeat as often as possible.

Lina Kawguchi won the last issue’s “Find the symbol” contest and a $25 gift card to Starbucks. Keep looking, it’s here, that $25 gift card is as good as yours. Just e-mail memberservices@cai-glac.org with the location.

Hope you enjoyed our Halloween themed issue and that all members consider contributing to the magazine, writing an article, joining the Publications Committee, or, placing an advertisement. It’s a great way to participate in the Chapter without a large time commitment. Hauntingly yours,

FOCUS Magazine Co-Editor

DIANE ROSSITER, MBA, CMCA ®, AMS ®, PCAM ® General Manager, Somerset HOA

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:

• Help to identify your specific goals.

• Provide career guidance.

• Provide vision and insight.

• Offer support and advice about CAI courses.

• Explain the value of credentials.

• 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.

MESSAGE

ELEVATE 2023!

EMBRACING THE THRILLS OF THE SEASON

As the vibrant hues of autumn paint the world around us, I wanted to take a moment to reflect on the magic this season brings. With its relaxed air and falling leaves, autumn serves as a reminder of the everchanging cycles of life. Just as the leaves gracefully fall to the ground, so too do we shed our old worries and embrace new opportunities.

In the spirit of autumn, I encourage you to embrace change and growth. Just as the trees let go of their leaves, we can let go of our fears and doubts, allowing ourselves to flourish in new and unexpected ways.

Speaking of tales that give us goosebumps, who can forget the captivating allure of horror stories? From haunted houses to inexplicable occurrences, horror stories have a way of captivating our imagination and keeping us on the edge of our seats. These stories tap into our deepest fears, reminding us of the unknown and the unexplainable. Just

FROM THE PRESIDENT

industry – who knows what is around the corner!) What's your worst HOA horror story?

This season teaches us that beauty can be found in transformation. So let us transform our challenges into triumphs, our fears into fuel for creativity, and our doubts into determination. As we navigate the path ahead, let's draw inspiration from the enchanting colors of autumn and the thrill of a good horror story – both reminders that life's most captivating moments often lie beyond our comfort zones. Through these bold leaps into the unfamiliar, we discover untapped strengths, talents, and a reservoir of resilience we never knew existed.

Wishing you all a season filled with growth, inspiration, and a touch of spookiness!

ELEVATE.

ERIK M. RIVERA, ACoM®, EBP, CMCA®, AMS®, PCAM® CAI-GLAC 2023 Chapter President

CAI-GLAC does not necessarily endorse or approve statements of fact or opinion

2023 CAI-GLAC UPCOMING EVENTS

2023 CAI-GLAC Super Sponsors

¢ PLATINUM

Accurate Termite & Pest Control

ALLBRIGHT 1-800 PAINTING

Alliance Association Bank

Customized Guard Services & Systems

Ferris Painting, Inc.

Infinity Property Services AAMC

JUST RIGHT Painting, Inc.

Kasdan Turner Thomson Booth, LLP

PCW Contracting Services

Precision Painting & Reconstruction Reconstruction Experts, Inc.

Select Painting & Construction, Inc.

The Naumann Law Firm, PC

The Sherwin-Williams Paint Company

Tinnelly Law Group

Trifecta Painting & Construction

Whitestone Industries

¢ GOLD EmpireWorks Reconstruction ePipe Pipe Restoration

Fenton Grant Kaneda & Litt, LLP

Hi Tech Painting & Construction McKenzie & Mena, LLP SwedelsonGottlieb

¢ SILVER

Events subject to change, see website for possible updates.

Beaumont Tashjian

First Citizens Bank

Design Build Associates, LLC

Manhattan Pacific Management, Inc.

Partners Community Management Reserve Studies Inc

Riley Pasek Canty, LLP

Vista Paint Corporation

¢ BRONZE

Association Services Network

Diversified Asphalt Products

General Pavement Management

Gordian Staffing

Insurance Services of the West

Owens Moskowitz & Associates

Pacific Premier Bank

Viking Environmental Group

We thank our 2023 sponsors who have made a substantial contribution to ensure our continued success this year.

Towering Inferno - Highrise Terror

Amy Yankauskas

General Manager

West Ocean Towers c/o Action Property Management

ayankauskas@ actionlife.com

562-436-1562

Amy Yankauskas

is a luxury high rise

General Manager for Action Property Management. Amy also serves on the Board of Directors for CAI-GLAC.

Iwas a brand-new General Manager at a luxury high rise, two weeks into managing the building, we had a fire. My front desk was alerted that it smelled like burnt toast on the 17th floor, so we went up to track down where the smell was coming from. The 5th floor was completely full of smoke and just when we arrived at the floor the building went into general alarm. Sirens, lights flashing, evacuation announcements, the whole nine! Thankfully, no one was hurt. But we ended up with twelve fire trucks and three battalion captains onsite to put out the fire. I called the unit owner, as we had known he had left, to tell him about the fire. His response… He and the wife left vegetables on the stove to simmer, so that they could make soup for dinner, and he would return as soon as they were done shopping. He said he was confident that the fire department did their best, and he would deal with the clean up later. My mind was blown!! Upside, his insurance paid for full smoke remediation throughout the building as the smell was horrendous, no questions asked, no fuss at all. The residents teased me throughout my tenure that the fire was my grand introduction to the building and the way they all first met me.

Neglecting MaintenancePreventive Leads to Shocking Consequence

Nelly Penalonzo, AMS General Manager

Manhattan Village HOA

310-546-1737

nelly.penalonzo@ seabreezemgmt. com

One foggy morning, Joey, an 85-year-old who lived alone, took his daily walk around the neighborhood. As he made his way down E Street, Joey was feeling a bit tired from his walk. As he passed the light pole, he reached out by placing his hand on the pole to balance himself.

As soon as he leaned his weight against it, the corroded base gave way, and the pole came crashing down causing Joey a broken nose, arm, and leg. He began screaming for help, minutes later, the daytime guard discovered Joey down on the floor next to the fallen light pole. Thankfully it did not fall on top of Joey, nor did it pin him to the ground.

This could have been a tragedy. The HOA board was devastated when they learned one of their residents almost died due to their lack of preventative maintenance. They vowed to inspect all infrastructure on the property going forward, to ensure something like this never happened again. As for Joey and his family, they were thankful that he did not die in this accident.

An HOA community should pride itself on its manicured lawns and well-kept common areas. Sadly, that is not always the case. At this HOA, the Board had neglected regular maintenance of the streetlights that lined the sidewalks. The light poles were old, and rust was beginning to form. Sadly, no one had checked their stability.

The Empty Eyes That Stared Back

In the quaint neighborhood of Koreatown, Los Angeles, an unsettling tale lurked behind the walls of a seemingly ordinary high-rise condominium building. Daniel, the On-Site General Manager, had always despised his duty of dealing with the Association’s gruesome tasks. But one afternoon, as the sun hung low and the shadows danced menacingly, he faced his worst nightmare.

A strange stench invaded the building, permeating through the halls. Unsettled residents reported bizarre smells punching their olfactory sensors while leaving the lobby. Dismissing the warnings as the normal smell of LA, Daniel donned his trash grabber and ventured towards the front entrance, where a planter concealed the source of the nauseating smell.

As he peered behind the planter, his blood ran cold. There, lifeless and bloated, lay a grotesque sight—a dead rat, its empty eyes staring back at him. Panic consumed Daniel, but he knew he couldn’t shirk his responsibilities. He had to remove the putrid creature before fear consumed the entire building.

With trembling hands, he reached for the lifeless rodent, but it seemed to move ever so slightly. Heart pounding, he summoned all his courage to pluck the creature from its resting place. But as his fingers brushed against its rotting fur, the rat’s mouth cracked open, revealing razor-sharp teeth.

In a chilling realization, Daniel understood that the rat was no ordinary creature. It was something darker, something malevolent that had been feeding on the fear and despair of the building’s residents. As he struggled to escape, the rat’s lifeless eyes locked onto his, and an otherworldly voice whispered promises of torment.

Haunted by the horrifying encounter, Daniel knew he could never escape the darkness that had been unleashed. The front entrance planter became a cursed ground, a place where nightmares fed on the souls of those who dared to cross its threshold. Koreatown would forever be plagued by an unrelenting horror, all stemming from the sinister dead rat behind the planter of the building’s entrance.

Cynthia Brown, CMCA, AMS General Manager

Encino Towers Owners Association Ross Morgan & Company, Inc., AAMC® 818-404-4955

It’s the darkest hour just before dawn and the wind is howling. While most mere mortals are snuggled safely in their beds on this early Sunday morning, you are startled awake by the ringing of your work cell. Thankfully, there’s been a break in the weeks-long atmospheric river storm that has caused significant water intrusion damage to at least 13 units, so what could this urgent call be about? The gate attendants believe a large tree branch has fallen and is blocking a walkway. Jumping into hazard assessment mode you ask for detailed photos and ensure safety measures are taken. As the first light of day starts to illuminate the scene you discover it’s not just a branch, but a massive Aleppo Pine that has fallen from the slope, crashing through the roof of a four story building! While this is undoubtedly a horror story, the good news is that no one was hurt, and experts were immediately mobilized; the emergency tree removal team, a licensed contractor, and even a structural engineer arrived at the scene within a few hours.

(Continues on page 12)

Daniel Cho General Manager Summit on Sixth HOA

It’s a stick, It’s a branch, No! It’s a Spooky Tree!

Pickleball Nightmare

It was a peaceful neighborhood. Residents prided themselves on their close-knit community. One of the community’s favorite activities was pickleball— an enjoyable sport that brought people of all ages together. Each week, residents would gather for friendly matches and laughter. However, that harmony was soon disrupted when a Board Member, a strict person with intentions of adopting restrictive rules tried to put an end to the fun. The once inclusive, fun pickleball nights quickly became a nightmare.

As resentment grew among the pickleball enthusiasts, whispers of discontent echoed through the HOA. The once joyous gatherings turned tense. The community became divided.

The breaking point came one fateful evening during a heated pickleball match. As the clock approached 9:00 PM, the players were involved in a fiercely contested game. The sound of the pickleball hitting paddles and the occasional cheer filled the air, drowning out the whispers of disapproval from some residents observing from their porches.

At the stroke of 9:00 PM, Mr. President appeared at the court, a scowl etched on his face. He demanded the players to stop immediately, and an argument erupted between him and the pickleball enthusiasts.

In a fit of anger, an owner accused Mr. President of abusing his power. As the situation spiraled out of control, police were called to intervene. The pickleball nightmare had reached its peak.

In the aftermath, an emergency meeting was called to address the issue. The residents had a chance to voice their concerns, and it became evident that a more collaborative approach was needed to find a solution that satisfied everyone. The pickleball nightmare served as a lesson, reminding them of the importance of open communication, empathy, and cooperation. Mr. President stepped down, realizing that his heavyhanded approach was not in the best interest of the community.

Gradually, the wounds began to heal, and the spirit of residents/homeowners returned. The nightmare had come to an end, replaced by a renewed sense of unity, and understanding among the residents, proving that in the face of hard times, a community could overcome and grow stronger together.

Financial Nightmare Revealed

My-Le Barnhart recently relocated to California from Hawaii with over 20 years of experience in property management. She is currently the General Manager at Aqua Condominium in Long Beach.

When Jack Daniel bought a unit in one of the self-managed high-rises in the early nineties, he had concerns about the general manager’s reluctance to share financial records. He decided to run for the board and was elected president. Unexpectedly, the manager resigned, and Daniel’s worst suspicion was confirmed. The manager had been tight-lipped because the condo’s financial situation was chaotic.

The residents frequently complained about their boards’ reluctance to open the books to public scrutiny. Meanwhile, Daniel uncovered the financial mismanagement and discovered the anarchy that ensued. Sweeping underlying issues under the rug won’t stop people from thinking the worst. Moreover, if the board is silent, it raises suspicions.

Sharing financial data isn’t just about making nice or dodging complaints. State laws require that the association’s books and records be available to all unit owners. Most homeowners will be satisfied with the most basic and important information. If the board communicates, most people will be satisfied and won’t even read the available data. But if the board is silent, it will impede the board more than if they share everything.

The solution is to post the numbers early, often, and everywhere possible. List financial information in numerous places, including a password-protected section of the association’s website. Financial reports and budgets can be mailed to all members. The best course of action is to post everything allowed. When a complaint is lodged, information can be easily pinpointed and made readily available to anyone.

Artemis Avetisyan, CMCA, AMS, is a Community Association Manager with Ross Morgan & Company based in the Valencia office. She is also a licensed real estate agent and current board member at her Community Association. Artemis can be reached at artemis@ rossmorganco.com

Hoarding in a Condominium

As a management company responsible for overseeing common interest developments across multiple geographies, we have faced numerous challenges, but few have been as daunting as confronting hoarding within a community.

professionals to craft a comprehensive intervention plan. After several difficult conversations, Mr. Smith reluctantly agreed to seek professional help, and we provided the necessary support throughout the process.

Erik M. Rivera, ACoM ®, EBP, CMCA ®, AMS ® , PCAM ® Founder and Chief Executive Officer Manhattan Pacific Management, Inc. A Reserve Consulting Company, LLC

One instance stands out in our memory - a resident, whom we’ll refer to as Mr. Smith, began exhibiting signs of hoarding. It started with a few cluttered spaces in his unit, but soon escalated to the point where neighbors were encountering insects and rodents in their units, and common areas became inaccessible with an overflow of debris from his unit, creating fire hazards and health risks for the entire community.

Addressing hoarding cases within a condominium setting is sensitive and complex. Our first step was to approach Mr. Smith with empathy and understanding, expressing concern for his well-being while explaining the potential hazards posed by the excessive clutter. However, like many hoarders, he was resistant to help and was defensive about his living conditions.

As a management company, we must navigate the delicate balance between respecting a resident’s privacy and ensuring the safety and welfare of the community. We engaged professional counselors and offered support resources, but Mr. Smith rejected all assistance, making it challenging to find a resolution.

Meanwhile, other residents expressed distress about the unsightly and unsafe conditions, demanding immediate action. However, legal proceedings to force entry into a resident’s home are complex and require substantial evidence. We had to meticulously document the situation, balancing the rights of individual homeowners with the welfare of the entire community.

Ultimately, we worked closely with the HOA board, legal advisors, and mental health

The road to resolution was not easy, and it required extensive patience, understanding, and collaboration. It’s crucial for management companies to prioritize compassion while ensuring adherence to community guidelines and safety standards. Hoarding cases underscore the need for open dialogues and proactive measures to protect the well-being of everyone living within the condominium community.

In the end, with the collective effort of the management company, HOA, and mental health professionals, we were able to address the hoarding issue effectively, providing a valuable lesson on handling sensitive matters within a condominium setting.

Just Breathe! You’re Not Alone!

By Rochelle Ceballos, CCAM SwedelsonGottlieb

In a world where eerie encounters and spooky surprises lurk around every corner, the role of a community manager can sometimes feel like navigating a haunted maze. How many times has a homeowner called you or come into your office frustrated, angry, and demanding to speak to the manager? If you’re like me, you likely waited to see how your team handled it first because empowerment and leadership are essential for the entire team. Once you realize the situation may need to be moved up the leadership totem pole, leaning in to assist the team and address the situation swiftly and calmly is key. Or perhaps you’re a portfolio manager, juggling multiple communities without onsite support. Either way, it’s important to take yourself out of the equation. Most likely you personally didn’t do anything to upset the homeowner, so it’s important to understand what is driving this energy. Sometimes it is clear and sometimes it isn’t, but the goal is to make the owner feel heard, exercise grace while looking for solutions, and provide the very best customer service that you can in the moment, even if it is not what the homeowner wanted to hear.

KEEP READING THIS SPOOKY-GOOD ARTICLE ON HOW TO FOSTER A SENSE OF COMMUNITY HARMONY AND INCLUSIVITY, WHILE DEFUSING TENSE SITUATIONS AND MAINTAINING YOUR ASSOCIATION’S WELLBEING.

In a spooky world, a community manager's role is like navigating a haunted maze.

For homeowners, returning to a welcoming environment after a long day’s work is a cherished and vital part of finding solace and comfort in their home space. For Community Association Managers, it is our responsibility to cultivate an atmosphere that embraces this notion wholeheartedly. The key to achieve this lies not only in maintaining wellmanicured landscapes and pristine facilities but also in ensuring that the interactions within the community provide understanding, respect, and a commitment to de-escalation. This article explores effective techniques for defusing tense situations with angry homeowners, offers insights into creating a harmonious and inclusive community where residents feel heard and valued, and provides valuable tips for staying in the good graces of the Board and the homeowner’s association, enabling you to foster a positive relationship that supports the vision and well-being of your community.

How many times has a homeowner called you or come into your office frustrated, angry and demanding to speak to the manager. If you’re like me, you likely waited to see how your team handled it first because empowerment and leadership are important for the entire team. Once you realize the situation may need to be moved up the leadership totem pole, leaning in to assist the team and address the situation swiftly and calmly is key. Or perhaps you’re a portfolio manager, juggling multiple communities without onsite support. Either way, it’s important to take yourself out of the equation. Most likely you personally didn’t do anything to upset the homeowner so it’s important to understand what is driving this energy. Sometimes it is clear and sometimes it isn’t, but the goal is to make the owner feel heard, exercise grace

while looking for solutions and provide the very best customer service that you can in the moment, even if it is not what the homeowner wanted to hear.

This can be achieved in many ways. First and foremost is to simply listen and understand what is the root issue they are communicating? Timing is important as well. They may be in a rush and don’t want to repeat themselves. They may have underlying issues in their lives that are aggravating

(Continues on page 12)

the situation and creating additional stress for them. All of these factors must be part of your assessment observation. Again, remember this isn’t about us. It is about what is happening to them at this moment in time, and our goal is to provide resources, education, and care. Our industry is about managing people perhaps more so than property. In most circumstances, I find the below techniques / tips are helpful in diffusing an escalated situation.

• Offer a warm smile and handshake

• Lower your overall speaking tone

• Be mindful of your body posture

• Engage in active eye contact

• Take a few notes so they feel heard (conveying with notes you won’t forget about them)

• If you’re sitting at a desk, lower your chair to match their height

• Listen with the intent to understand, and not to interrupt

• If necessary and there is time for this unscheduled meeting, review the rules or guidelines with the owner to provide added resources/education

• Do not rush through the process as that may cause them to repeat their story

• Assure them you will do all you can to investigate the matter and get back to them as soon as you are able. If you are not meeting that promise, follow up and let them know you are still working on the answers and resolution of their concerns

Once you’ve received all of the information, simply respond with, “thank you for sharing this important information. Please allow me the opportunity to provide you with a meaningful response and connect with you as soon as I can obtain an answer to fully address this issue”. Once you have the answer and return their call or meet with them in person, it is important to offer options for resolution even if those options are not what the owner initially requested or desired. Many times, when an owner has had an opportunity to reflect, and is presented with an option (despite the options being suboptimal to the owner), giving them the power to make a decision, (which

usually benefits the association or is within the governing guidelines) is helpful in defusing the situation.

In other situations, you might have owners that enjoy coming into the manager’s office daily for a cup of coffee or just to talk, and as many of you know this could go on all day long. How do we show our homeowners that we care about their well-being but demonstrate the importance of running the business of their homeowners association? Sometimes understanding how they communicate is important even if it’s not your way of communicating. Perhaps you have a competent colleague that could step in and connect with them, for example the financial component of their inquiry. Other times, simply stopping to chat for a few minutes is important as it builds trust. Aah, but what do you do with the daily visitors? Instead of saying, “I do not have time for this”, encourage them to join a club or committee where they may find like-minded people with whom they can share their time. Other times, perhaps you could excuse yourself for another appointment. However you decide to address these seemingly innocuous situations, keep in mind, loneliness can happen to anyone at any age and should not be ignored. For additional information please visit these links:

nia.nih.gov/health/loneliness-and-social-isolation-tipsstaying-connected aging.ca.gov/ en.wikipedia.org/wiki/The_Five_Love_Languages

All of that said, although at times it feels like it, community managers are not counselors or psychologists. But you are a human being speaking to another human being who may just need to be paid attention to.

As many of you know, managing associations is a thankless job. For those of you who are fortunate to receive accolades and recognition from your boards, continue doing your great work. For those who struggle to receive any type of affirmation and/or feel most days like they are working in a hostile environment, try and understand your board members, individually, set goals and arrange meetings as needed to discuss these goals and individual objectives. If however your conditions are truly untenable, this needs to

Our industry is about managing people perhaps more so than property.

be raised with the entire board and/or your management company, as no one deserves to work in a hostile work environment, a right that is supported by law. Here are a few additional considerations to foster an environment of inclusivity and consideration.

• Know your governing documents, which includes the CC&Rs, REAs, rules and regulations as well as architectural, EV and solar guidelines, matrix or other policies. Utilize your local resources such as the water reclamation plant, the Water District, Refuse Department, City Counsel, local Police or Sheriff’s Department for Community oriented officer involvement or ride-alongs.

• If you have onsite support, mentor your team and foster a positive environment that enables them to learn from you and make some of these strategic choices in the future. The goal should always be to assume the best in one another. It is easy to be cynical, but we should always remain respectful, especially in front of owners and vendors. Perception is reality.

• Follow up. Follow up. Follow up. Tag your calendar for two (2) weeks out from initial owner resolution and three months out for a healthy check in.

Implementing the above tips will go a long way towards deescalating conflicts, making your communities harmonious, and helping owners feel comfortable and at home in their community! In the end, we all have a different style of communicating and the above suggestions are some of the best practices used over my 15 years of Community Association Management. Like some of you, I fell into the industry (as I was that owner having a neighbor-to-neighbor dispute) and served on my own Homeowners Association Board of Directors for almost 10 years. Shortly after becoming a Director, I began working with a wonderful Management company and was afforded many opportunities to manage all types of Associations (portfolio, large scale, high-rise, commercial, hotel residential and new business development. Now that I have the privilege of working on the vendor side for a reputable law firm, it is clear how our industry can work harmoniously together. My goal is simply to give back and share my knowledge with anyone who is interested.

21250 Hawthorne Blvd., Torrance, CA 90503

T: (310) 218- 4010, F: (714) 665- 3000

ww w.optimumpm.com

Bump in the Night and Other Neighborly Issues Things That Go

By Lauren Stein, CMCA ®, AMS ® Infinity Property Services, AAMC

Community Associations are meant to protect property values, promote harmony, and help create a sense of community amongst their residents - we all know this. But between pets and pools, noise and nuisance, and smoking and other smells, oftentimes the scariest part of living in a community association are the people.

In a perfect community, everyone would understand and follow all the rules, have the same idea as to what constitutes a nuisance, and ultimately have the same goal for where they live. But ultimately, people are people, and everyone has different needs and wants. So in a field where we answer to so many people (third party contractors, Board Members, homeowners, onsite staff, etc.) how do we keep everyone happy and manage expectations?

I know I cannot be the only person who has used the phrase, “quiet enjoyment” so much I should have a stamp for it - or at least a keyboard shortcut. And in a community of hundreds of people - each with their own definition of quiet - how can we be the most

helpful to our Boards and our residents? If a resident lives by the pool, should they be expected to tolerate more noise than someone who lives in a secluded corner in the back of the community? Who bears the ultimate responsibility: the homeowner for knowingly purchasing a home there, the Board for passing and enforcing reasonable rules, or the management company for communicating and explaining these decisions and resolutions? The deeper we go, the more questions arise.

At the end of the day, quiet enjoyment does not equal noise free.

Yes, living by the pool will be noisier than living in a secluded area on the other side of the community and those residents should expect reasonable noise. The same way living near the gate or garage may come with added foot and vehicular traffic, or living near the dog park may come with added noise. That doesn’t mean the Board can throw their hands up and blame the homeowners for purchasing where they did.

The responsibility is shared between the Board to understand the needs of the community and adopt reasonable rules, the homeowners to review and understand these rules, and the Manager to provide professional guidance and answers to Board Members and homeowners alike. And what’s reasonable for one community, may not be reasonable for another.

Speaking

That one resident who is always making reports and is a loud voice around the community? Give the squeaky wheel some grease and work together. Have the Board create a committee, adopt a charter, and involve this homeowner and use their willingness to be involved to your advantage.

Instead of them feeling like they are fighting the BIG BAD HOA, and potentially having them be frustrated with the Board or you as the manager, they are now your eyes and ears in the community, and they feel like you are on the same side fighting the same fight.

Now, that loud and potentially frustrated voice in your community is working with the Board to enforce rules instead of coming to every meeting ready to complain.

with and surveying residents on their expectations will help the Board meet the needs of the community, and may help in the creation of new rules.

But what happens when a nuisance can’t be heard? Secondhand smoke is not only unpleasant, it is a huge health concern which can turn into a bigger liability for the Association.

If there are smoking rules in place, constantly remind homeownersthrough multiple channels - that the community is smoke free. Be specific. Most rules are not broken out of malice, but rather not knowing or understanding the full scope of the rule.

Putting up signs around the community, including it in the newsletter, sending email broadcasts, and community wide text blasts will provide constant reminders to residents of the rules. Words that are familiar to us or industry standard, might be considered jargon to the average homeowner. Common Area, Exclusive

Use Common Area, Unit, etc., should all be simplified to help ensure homeowners are aware of what is and isn’t allowed, and where.

If there isn’t a policy in place, Boards can still require the offending unit to help abate the nuisance and work towards ensuring that other units aren’t affected - especially when it comes to secondhand smoke.

the potential to be a contentious - or even litigious - neighbor to neighbor dispute is solved before it becomes a bigger problem.

Be realistic, be thorough, be thoughtful, and be creative.

are not able to completely solve every single problem ourselves, but we can provide the tools and resources to get closer to a solution. By being a trusted resource for your Boards and homeowners, what has

Lauren Stein is a Portfolio Association Manager at Infinity Property Services, AAMC; a fullservice management company that is located in Valencia and services both Los Angeles and Ventura County. She can be reached at lauren@ipsmanage.com.

As community managers, our ultimate goal is to be helpful. We

By Stephanie Romero, MBA Aeroscopic Environmental, Inc.

You leave town for 14 days on your annual vacation to your homeland country. At that moment you are so excited to see all your family back home, nothing else matters. It’s time to get the kids ready for your trip and make sure your spouse has all the documents ready for travel. It’s time to head out and all electrical plug-ins are disconnected, no running water, the stove is off and you’re officially on vacation.

Meanwhile, your second-floor bathroom’s pipe bursts and starts flooding the moment you leave. For 13 days your home is filled with black water. From the second floor to the first floor there has been running black water filling the carpet upstairs and hardwood floors. Mold only takes 24 to 48 hours to start developing and taking over porous material. I am going to let you use your imagination and picture an abandoned home that is near a high moisture area near a swamp. That is exactly what your home is going to look like after returning from your fourteen-day vacation. Black water has been flowing into the bedrooms, living room, and rushing down the stairs like a waterfall. The restroom with the pipe burst is decorated with bamboo and wood furniture - mushrooms and fungus are

growing on these pieces. The furniture is disintegrating like cardboard.

All the collectables in the children’s room and the office are water damaged. Not to mention all the valuables in the room are filled with mold and fungus. You come back home to a flooded, moldy, sewage water smell as soon as you open your front door. The wood floor feels like wet paper, and you cannot possibly stay in your home because of all the mycotoxins filling the air. The water damage sitting in your home led to mold growth and your home now looks and smells like a dirty morass.

An eerie environment has taken over your safe space. This is no longer home; the spine-chilling smell does not let you walk inside to collect your valuables. It’s an explosive odor that reeks of human feces sitting and penetrating your belongings. The only answer is to call an environmental company to restore your home. Mold removal is necessary because mold is hazardous, and the fungi’s presence can dangerously harm whoever who enters the building frequently without proper protection. A professional remediation company needs to enter and inspect the home with proper PPE (personal protective equipment). This company will develop a mold removal plan and perform another mold test to ensure there are no more traces of mold in your home when they are finished. One must avoid the risk of inhaling the toxins associated with mold.

If you find yourself in this dreadful situation, the best thing to do is to call a professional, licensed Mold Remediation Company who will guide you through the process of restoring your home. In moments of distress, you may want to take care of the situation yourself, but there are very dangerous outcomes when one decides to do the work themselves. Mold spores could lead to health problems. According to EPA.GOV, “mold exposure can irritate the eyes, skin, nose, throat, and lungs of both mold-allergic and non-allergic people. Research on mold

and health effects is ongoing” (www.epa.gov/mold/moldand-health). In moments of terror, one wants to react to the situation even though it is not the safest route to take. It is important to know who to call for assistance and what you should do to stay safe during these challenging situations.

Material can always be replaced; your health and safety should always come first. Having a disaster recovery checklist is a great way to make sure you have peace of mind and know your home will be professionally restored (see below):

• Emergency Services

• Medical, Rescue, Fire *Dial 911

• Utilities

• Secure electricity, gas, water, phone, internet, network, etc.

• Secure Openings

• Board-ups, alarm, fencing, security guard

• Occupant Needs

• Safe access, Red Cross, alternative housing, etc.

• Building Services

• Reinstate utilities, HVAC, elevator, gates, temporary power, etc.

• Restoration Services

• Demo, debris removal, shoring, clean-up, water extraction, drying.

• Call Insurance Company

• Environmental Testing

• Asbestos & lead testing.

Stephanie Romero, MBA Business Development Manager

Aeroscopic Environmental, Inc.

AE Construction Services, Inc.

Fire | Water | Mold | Restoration | Reconstruction 1833 Dana Street  Glendale, CA 91201

Main: 800-950-2376

Fax: 818-543-3986

www.aeroscopic.com

•

•

•

•

•

• Workers

DODGERS NIGHT

FRIDAY

ASTROS vs DODGERS AT DODGERS STADIUM

THANK YOU TO THE SPONSORS WHO MADE THIS FABULOUS EVENT POSSIBLE!

DODGER BLUE EVENT SPONSORS

The Miller Law Firm

Bergeman Group

SEAT CUSHION SPONSORS

Berding Weil

Animal & Insect Pest Management, Inc.

Dunn-Edwards Paint

Valencia Management Group

Precision Painting & Reconstruction

Naumann Law Firm

BOTTOMS UP BAR SPONSORS

JUST RIGHT Painting

Customized Guard Services & Systems

ALLBRiGHT 1-800-PAINTING

BALLPARK SNACKS SPONSOR

American Heritage Landscape

TAILGATE SPONSORS

PCM, An Associa Company

Whitestone Industries

Aeroscopic Environmental

Don't be afraid... but it is budget season

Greetings, esteemed Community Managers and Board Members! As we gear up for the spookiest season of the year, it seems that horror is not confined to haunted houses and ghostly tales. Yes, you guessed right – it's budget season! But fear not, for we are here to exorcise those budgetary demons and make the process as delightful as a bag of Halloween candy. Avoid the Heffalumps and Woozles!

Unmasking the Budget Drafting Process

Now, before you go running for cover, let's unveil the mystery behind drafting HOA budgets. Picture it like this: you're like a master chef in a haunted kitchen, mixing the perfect concoction of expenses and revenue. The cauldron of financial planning is essential for maintaining the ghastly charm of your community. Here's a recipe to follow:

• Gather Your Ingredients: Start by collecting the financial data from the previous year, summoning the specters of expenses, and conjuring the revenue projections. Collaborate with your Board Members and vendors (especially insurance agents) to ensure you have all the necessary ingredients.

• Stir in Historical Trends: Like predicting the arrival of a full moon, understanding historical spending patterns is crucial. Look for patterns in expenses such as landscap ing, repairs, and community events to avoid any spooky surprises.

• Eye of Newt, Wing of Bat - Ahem! Reserve Fund: As any good witch will tell you, having a well-padded reserve fund is essential for handling replacements as they come due. Consider replenishing the fund to ensure you can tackle any monstrous expenses that may arise.

• The Crystal Ball of Anticipated Projects: Peer into the crystal ball and foresee any upcoming projects, renovations, or improvements. These will have a significant impact on your budget, so plan accordingly.

• Casting the Spell of Assessments: Once you have all the ingredients mixed and simmering, it's time to set the HOA assessments for the upcoming year. Be mindful of any necessary increases – no one wants their neighbors to turn into zombies because of budget shortfalls.

Starting Early: Beware the Witching Hour

There's one golden rule when it comes to budget season –don't wait until the witching hour! Starting the process well in advance can save you from nightmarish scenarios and sleepless nights. By the time the fall leaves start to change color, you should be knee-deep in budget discussions.

Starting early gives you enough time to consult the ghouls... uh, I mean, the experts. Reach out to your vendors, financial advisors, and especially insurance agents to get their insights on potential cost fluctuations and unearth any hidden expenses.

Moreover, summoning the Board Members for early budget discussions can make everyone feel like part of a coven. It's crucial to have all hands on deck to ensure a collaborative and transparent process.

Crafting the Draft Budget: Witches' Brew or Candy-Coated Delight?

As you whip up the draft budget, don't be afraid to add a dash of creativity to the mix. Sure, budgets may not be as glamorous as dressing up in spooky costumes, but they lay the foundation for a thriving community.

Consider this: think of your budget as a spellbinding storytelling tool. Each expense and assessment increase has a purpose and a plotline to ensure your community's safety, amenities, and overall well-being.

Ghosts of Assessments Past, Present, and Future

Now comes the spine-chilling moment – deciding whether your community needs an assessment increase. Boo! Before you freak out, remember that this decision must be taken with caution and a touch of empathy.

Take a stroll down memory lane and remind your Board Members of previous assessment increases and how they were received. Discuss the potential impact on homeowners and the benefits it will bring to the community. Nobody wants to be haunted by discontented residents.

On the flip side, make sure the assessment increase isn't just a onetime scare. Account for future expenses, inflation, and maintenance needs to avoid having to cast the same spell again next year.

Scare Away Budget Season Frights

So there you have it, dear Witches – a not-so-scary guide to budget season. Approach the process with humor, cheekiness, and a pinch of magic, and you'll see that it's not as frightening as it seems.

Starting early, involving all stakeholders, and crafting a thoughtful budget will make it a treat for your entire community. Remember, even in the spookiest of times, the budget is the light that guides your community's path towards a bewitchingly bright future!

Happy Halloween and budgeting, everyone! May your financial cauldrons brew nothing but prosperity and good fortune!

Matt Meadors,

CMCA, AMS,

PCAM is the Chief

Operating Officer for HOA

Organizers, a management company serving communities throughout California. Matt is an active writer, speaker, and educator with various industry organizations, and currently sits on the Board of Directors for CAI-GLAC.

Your Association at Risk

The annual Community Expo was bigger than ever. Many thanks to the speakers for the wealth of education they provided, and to the sponsors and exhibitors for making this event possible.

KEYNOTE SPEAKERS

Ricardo Lara State of California

Commissioner of Insurance

Adrian Adams, Esq. Davis-Sitrling.com

SESSION SPEAKERS

Sandra Gottlieb, Esq. CCAL

Swedelson Gottlieb

Steve Tinnelly, Esq.

Tinnelly Law Group

William Yarian, CMCA, AMS, PCAM

Infinity Property Services AAMC

EVENT SPONSORS

Infinity Property Services

LaBarre/Oksnee Insurance

Richardson Ober

Viking Environmental Group

PARKING SPONSOR

Whitestone Industries

BAR SPONSORS

Kevin Davis Insurance Services, Inc.

Silicon Beach Insurance

CENTERPIECE SPONSOR

Aeroscopic Environmental

NAME BADGE SPONSOR

Infinity Property Services AAMC

BOOTH EXHIBITORS

Alliance Association Bank

BEHR Paint Company

Fenton Grant

Manhattan Pacific Management, Inc.

Reconstruction Experts

Trifecta Painting & Construction

Bees, Bees

By Joshua Freeman, CMCA®, AMS® , Cooper Arms

As an industry, we have a duty to protect the safety and usability of the properties we serve. Bees play a vital role in pollination and contribute to the overall wellbeing of our planet. However, bees can pose a risk to residents and property. Here are five key Do's when encountering bees for the first time on your property.

Manage Emotions and Reactions

Understand that emotions can run high when dealing with bees. Some residents may have extreme fears of getting stung, and others might feel the urge to protect the bees and their role in the ecosystem. It is crucial to address these emotions with empathy and education.

For those who are nervous or scared around bees, remind them that bees do not attack unless provoked. By keeping their distance, they will be relatively safe from bees. For those passionate about protecting bees and their role in the ecosystem, remind them that developing a treatment plan that balances health, safety, and responsible remediation takes time but is already in the works--or soon to start.

Instruct residents to never engage bees. Residents should not swat, spray, or blow bees in an effort to clear a bee swarm. Remind residents that the issue will be addressed by those trained, licensed, and appropriately equipped to do so.

Identify and Assess the Situation

The more information you can give your service provider, the faster you will receive an actionable plan with the greatest chance to succeed. First, be sure you are talking about bees, not wasps or hornets. Don't assume that the person reporting the issue to you has already made this important distinction. If they are unsure, a quick Google search, or the new Google Lens app, will help with a fair amount of accuracy.

Differentiate Between Swarm and Hive

Be aware of the differences between a passing swarm and an established hive. Bees swarm when they are searching for a new home. The entire swarm follows the queen and usually moves on within 48 hours. There's a risk that the queen might find her way into a building, leading the swarm to establish a hive. Talk to your service provider about a preventative

Bees, Bzzz!

inspection to assess the likelihood of a swarm making a home within one of your buildings.

A hive, on the other hand, is a permanent home for a swarm of bees. Hives can proliferate unnoticed in hard-to-reach areas within residential buildings. Understanding these differences will help determine the appropriate course of action for bee control.

For a quick visual assessment, think of it this way, does it look like a Taylor Swift concert but for bees? That's a passing swarm that's following "Queen T." Does it look like a Target or Walmart entrance with a somewhat steady flow of traffic going in and out of the same general area? That's most likely a hive.

Enlist the Help of a Licensed Professional

Engage with a licensed beekeeper or pest control professional when addressing bee-related issues in your condo complex. Some beekeepers might be willing to relocate a honey bee hive at little to no charge due to the value of honey bees in pollination and honey production. The work and cost of demolition and reconstruction, however, will still need to be addressed. Weigh the options of extermination and relocation carefully. In some cases, the health and safety factor may outweigh your ability to wait for the swarm to move on its own. When engaging a professional service, ensure your

bees.

Prevent and Exclude Bees

To minimize the attraction of bees to the property, consider implementing the following preventive measures:

Cover Pheromones: Pheromones released by bees can attract more of their kind to a specific area. Consult with your service provider on ways to mitigate this attraction.

Perform bee-specific exclusion work. Your service provider can inspect and provide a bid to seal off potential entry points to help prevent the reoccurrence of a hive. Bees follow the same patterns and flows. For that reason, it is essential to have a solid plan for exclusion for all of the structures in the proximity where a hive has already existed.

Bees are essential to our food supply and the survival of many plant species. Balancing their importance with the safety and comfort of our communities shows how much association management impacts our world and environment.

Joshua Freeman, CMCA, AMS, Cooper Arms

Community Outreach Committee

The Community Outreach Committee attended the Los Angeles Regional Food Bank on August 5, 2023 with 28 volunteers! The Outreach Committee volunteers spent their morning bagging and boxing 15,000 lbs of potatoes. In total that morning 32,150 lbs of produce were packed. The Food Bank’s vision is, “No one goes hungry in Los Angeles County,” and it is safe to say that the volunteers made a difference that day.

28

CAI VOLUNTEERS

15,000 POUNDS OF POTATOES BAGGED AND BOXED

32,150

TOTAL POUNDS OF PRODUCE PACKED

No one goes hungry in Los Angeles County

WHY PARTNERS?

WHY PARTNERS?

Because we specialize in distinctive full-service HOA management services for Southern California’s communities…communities just like yours!

Because we specialize in distinctive full-service HOA management services for Southern California’s communities…communities just like yours!

COMMUNITY TEAM so your manager does not stand alone

MANAGER SUPPORT to provide uninterrupted service when your manager is away

COMMUNITY TEAM so your manager does not stand alone.

TECHNOLOGY INVESTMENT to provide the most progressive equipment and systems.

MANAGER SUPPORT to provide uninterrupted service when your manager is away.

CREATE COMMUNITY to make your community the place everyone wants to call home.

TECHNOLOGY INVESTMENT to provide the most progressive equipment and systems.

EDUCATION & TRAINING to ensure the success of our managers and our Boards of Directors.

CREATE COMMUNITY to make your community the place everyone wants to call home.

LONG RANGE PLANNING to manifest your community’s future.

PROACTIVE to benefit all of our communities.

EDUCATION & TRAINING to ensure the success of our managers and our Boards of Directors.

LONG RANGE PLANNING to manifest your community’s future.

PARTNERS COMMUNITY MANAGEMENT

PROACTIVE to benefit all of our communities.

(626) 529-3918 . www.partnerscm.com

“Let us take care of the management…so you can enjoy your community”

PARTNERS COMMUNITY MANAGEMENT

(626) 529-3918 . www.partnerscm.com

“Let us take care of the management…so you can enjoy your community”

INSIDE Information on

By Rich Carroll Walker Consultants

Renovation projects are complex and require efficient coordination and now, with Senate Bill 326, balcony repairs have become a vital aspect of these projects.

Senate Bill 326 (Mandatory Balcony Inspection Law) was approved by the Governor of California on August 30, 2019, as an amendment to Civil Code 5551, with the objective to prevent future balcony collapses by ordering owners and HOA’s to have a formal inspection of decks, balconies, stairways, and walkways. The deadline to perform these inspections required by Senate Bill 326 (SB326) is quickly approaching. These mandatory balcony inspections MUST take place by December 31, 2024.

This article will guide you through an SB 326 balcony repair project by sharing some “INSIDE” information.

The first piece of “INSIDE” information I’d like to share is just that, it’s “INSIDE” the walls and behind the exterior cladding. Herein lies the challenge of being unable to know the extent of damages until the exterior building materials are removed. Almost everyone will notice a roof leak dripping from the ceiling, but this type of water intrusion is hidden and costly, causing damaged building materials to fester until they fail. By then it’s too late! This situation is what led to the collapse of the balcony in Berkeley which resulted in SB 326. One thing you can be sure of, there will be unseen damages.

Now let’s take an “INSIDE” look at what we have seen and learned overall regarding balcony inspections, financing, scheduling, and receiving the stamped letter that your building(s) must receive to fulfill the requirements of the law. Regardless of what unforeseen conditions or events that might arise, it could be hidden damages, increases in material costs, additional requirements mandated by the local building officials or even upgrades to the existing conditions, these items will increase the project budget and should be quantified.

The next piece of “INSIDE” information is how to budget for these unforeseen items that will undoubtedly surface. Best practices for a Project Management team would be to include a 20%-25% contingency amount be used. This means that once all bids are received and a contractor is selected, an additional amount equal to 20%-25% of all construction costs should be included in the project budget.

If the project budget does not include these contingencies, it may be necessary to go back to the owners and request a second or third assessment. This would then need to be approved again through the ballot process. It will be much more difficult to get these new assessments approved and the

Association will likely lose trust amongst owners. Worst case scenario, the project is stopped and leads to more costs and frustrations for everyone involved.

Having worked on projects specifically related to SB 326, I’m confident that this information will help you develop a sound project plan. As time passes and we move continually closer to the SB 326 deadline, another important piece of “INSIDE'' information is allocating enough time to spend planning, coordinating, and completing SB 326 repairs. If repairs are substantial, it could easily take 12-18 months to complete. When starting on a balcony repair project, it’s important to verify what your local Building Department will require from your HOA in regard to plans, permits and fees. Municipalities may require a stamped set of structural plans and details. This means that the project team will need to include a structural engineer that can design, calculate, draw and submit these plans on behalf of the HOA. These plans should also include details for the associated waterproofing system. This is why this Senate Bill was drafted, water damage. Repair plans should always include the associated waterproofing details.

The next piece of “INSIDE” information is the importance of including extra time, especially if funding is needed and the extra steps that must be taken to receive loan approval and the ballot process. It could easily take 4-6 months to complete the loan approval process.

A project planning timeline is shown below for use as a quick reference. This “INSIDE” information could also be used as a high-level checklist. Whether you are guiding your Association or planning an SB 326 repair project on your own, this timeline includes some of the critical milestones for balcony repair projects.

(Please know that this timeline may not contain all aspects of what your project will specifically need, and we highly recommend that you hire an experienced and licensed consulting firm to guide you through the process.)

The deadline for SB 326 inspections is quickly approaching. As you begin planning for your SB 326 balcony inspections, please remember to have a solid financial plan and a schedule that includes all of the tasks for your specific project.

Rich Carroll Consultant – Building Envelope Walker Consultants provides SB 326 Inspections and other services.

(949) 278-1141 or rcarroll@walkerconsultants.com

About Ignoring Diversity, Equity and Inclusion

By Amy Yankauskas, CMCA ®, AMC Action Property Management

As a young girl, growing up, I wanted to be a police officer. Judging by the media and representation of law enforcement during those years, there were no women in those roles. In my mind, it was unattainable, as it wasn’t something I was exposed to.

The same principle is true within our profession. When we do not represent the vast diversity of our surroundings in our leadership, those who come into the industry may think that they will not have those same opportunities. Also, and arguably more important, when our leadership is not diverse, it limits the diversity in knowledge, input and real-world experience to only the perspective of a certain type of individual, which in turn can inhibit growth. One of my favorite quotes on diversity is from Max de Pree, who said, “We need to give each other the space to grow, to be ourselves, to exercise our diversity. We need to give each other space so that we may both give and receive such beautiful things as ideas, openness, dignity, joy, healing and inclusion.”

There is beauty in diversity and growth in inclusion. As we further the conversation and visibility of these ongoing concerns, we too can be a part of the solution.

Amy Yankauskas, CMCA®, AMC, General Manager West Ocean, Action Property Management. Amy is the Co-Chair of the DEI Committee and serves on the CAI-GLAC Board of Directors. She can be reached at ayankauskas@actionlife.com.

Complete Election Administration for Community Associations

With our long-standing expertise, in-house capabilities and trained staff and inspectors, we provide associations the most efficient and professional election service available.

Request

ADVERTISING INFORMATION

Dimensions & Rates:

Artwork must not exceed the exact dimensions of that size ad. For more information, call the Chapter office: 818-500-8636.

Ad Size Ad Dimensions Members Non-Members

⅛ page 3½" wide x 2" high (Horizontal) $200 $400

¼ page 3½" wide x 4¾" high (Vertical) $300 $600

½ page 7½" wide x 4¾" high (Horizontal) $425 $850

Full Page 7½" wide x 9.75" high (Vertical) $800 $1,400

Payment: Rates are subject to change without notice. By credit card, check or cash. Minimum three-insertion contract. Rates subject to change without notice.

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

The Good, The Bad, and the Ugly! 2023 Legislative Mid-Session Report

By Thomas M. Ware II, CCAL Kulik Gottesman Siegel & Ware LLP

On August 14, the legislature will reconvene from summer recess. What is the impact on homeowner associations? Some pending bills are good, some bad, and some downright ugly.

The Good

AB 648: Virtual Meetings

AB 648 is a CAI-CLAC sponsored bill. Civil Code Section 5450 permits boards to dispense with a physical location requirement and hold a Board meeting virtually during a state of emergency. While last year many used the COVID-19 state of emergency as grounds to hold video conference meetings, now that the state of emergency has lifted, technically Boards are required, once again, to have a physical meeting location. AB 648 seeks to permit completely virtual Board meetings irrespective of whether there is any state of emergency.

Except for election meetings at which ballots will be counted, AB 648 will authorize a board or member meeting conducted entirely by teleconference or videoconference if the following conditions are met:

• The notice for the meeting must provide clear instructions on how to participate by teleconference/videoconference; and

• Require each director and member to have the same ability to participate that would exist if the meeting were held in person.

The bill does not amend Civil Code Section 5450. Thus, an election meeting may still be held virtually in a state of emergency.

AB 648 passed out of the Assembly. It is currently pending on the Senate Floor.

AB 1458: Reduced Quorum

Civil Code Section 5100(a)(2) requires an association to conduct a Board election at least once every four years. However, many associations have trouble achieving a

quorum to conduct an election. If an association cannot achieve quorum, how can it meet the state mandated requirement to hold an election every four years? AB 1458, another CLAC sponsored bill, seeks to address this problem by providing associations with a tool to conduct Board elections on a reduced quorum.

In those situations where an association cannot meet quorum requirements imposed by its governing documents, the association may adjourn the meeting for at least 20 days and conduct the election on a reduced 20% quorum. This adjournment is conditioned on notifying the members, in the original meeting notice, of the ability to conduct the election on a reduced quorum if a quorum is not met at the originally noticed meeting.

AB 1458 passed out of the Assembly. It is currently pending on the Senate Floor.

The Bad

AB 572: Assessments of Deed Restricted Affordable Housing

AB 572 seeks to prohibit the increase of a regular assessment on the owner of a deed-restricted affordable housing unit that is more than 5% greater than the preceding regular assessment for the association’s preceding fiscal year or more than the percentage change in the cost of living, whichever is larger, not to exceed 10%.

Associations already are obligated to pay for planned and unplanned repairs that are needed to keep residents safe and facilities from becoming dilapidated. The unfair distribution of the financial burdens can result in division within a community when the premise of living in an association is the shared cost to maintain the community. AB 572 shifts the financial burden to cover normal and extraordinary expenses to the other owners within the association disproportionately.

As originally introduced, the bill applied to all common interest developments with deed restricted affordable

housing. However, thanks to advocacy efforts the impact of the bill has been minimized. It now applies only to those created after January 1, 2024.

AB 572 passed out of the Assembly. It is pending on the Senate floor.

The Ugly

AB 1033: Separate Conveyance of ADUs

If passed, AB 1033 will authorize municipalities to adopt local ordinances permitting the conversion of an ADU into a condominium unit that can be sold independent from the original primary dwelling. Such subdivisions could create havoc and confusion for homeowners’ associations. How are such condominiums assessed? How are assessments allocated among the condominium owners? Do the ADU owners become Association members?

This bill passed out of the Assembly. It is pending on the Senate floor. Once your head stops spinning, take a deep breath and move on to the next paragraph.

Thanks to the efforts of CLAC and others, this bill is expected to move from ugly to bad. The bill will be amended to prohibit the sale of ADUs in common interest developments absent prior written approval from the association’s Board and the members if required by the association’s governing documents. Permitting the sale of condominium units in a preexisting deed restricted common interest development certainly will require an amendment of the CC&Rs, and, therefore, a vote of the members will be required. Assuming this amendment is approved, the bill should present negligible impact to common interest developments. Would any association ever vote to permit the sale of ADUs in their community? On second thought, do not answer that question.

Thomas M. Ware II 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 Co-Chair. He can be reached at tware@kgswlaw.com.

TO RENEWING MEMBERS!

OUR THANKS AS OF JULY 1, 2023

BUSINESS PROFESSIONALS

Accurate Termite & Pest Control

Adams I Stirling PLC

Advanced Reserve Solutions, Inc.

American Heritage Landscape

Architectural & Engineering Design Group

Association Reserves - Los Angeles

Association Services Network

Bethco Builders, Inc.

BRS Roofing, Inc.

CM Squared, Inc.

Donley Construction Consultants

Fenceworks

Gibbs Giden Locher Turner Senet & Wittbrodt LLP

Insurance Services of The West

Law Offices of Jeanne McDonald

Marksman Security Corporation - Nevada

Newman Certified Public Accountant PC

Nordberg I DeNichilo, LLP

Nu Air Services, Inc.

Oakridge Landscape, Inc.

Owens, Moskowitz and Associates, Inc.

Payne Pest Management, Inc.

Pilot Painting & Construction

ProTec Building Services

S.B.S. Lien Services

Sandra MacDonald Insurance

Servpro of Santa Clarita Valley

Silicon Beach Insurance Services

SKY Painting

Tri-Tech Restoration & Construction Company, Inc.

Unified Protective Services Inc.

Van Dijk & Associates, Inc.

Viking Environmental Group

Whitney I Petchul

COMMUNITY ASSOCIATIONS

519 Raleigh Homeowners Association

Bel Air Crest Master Homeowners Association

Briarwood Homeowners Association #2, Inc.

Bridgeport Community Association

Canyon Village HOA

Catalina Gardens HOA

Chatelaine Condominium Association

Clover Manor Cooperative

Croydon Park Homeowners Association

Encino Towers Owners Association

Fusion at South Bay Community Association

Hampton Court HOA

Harbor Gate Homeowners Association

Harborplace Tower Homeowners Association, Inc.

Lyn Oaks Homeowners Association

New Horizons - South Bay Association

Park Lincoln HOA

Regatta Seaside Homeowners Association

Royal Oaks HOA

San Simeon Condominium Association, Inc.

Sherwood Townhomes Association, Inc.

The Village Condominium Owners Association

Tierra Verde V

Villa Vallarta Homeowners Association

Wellworth Townhomes HOA

Wilson Summit Homeowners Association

Woodley Village Homeowners Association

COMMUNITY MANAGEMENT COMPANIES

Bartlein & Company, Inc.

Belwood Properties, LLC

Beven & Brock

California HOA Solutions LLC

Cardinal Management Group

Cardinal Property Management, AAMC®

Condominium Administration Co., Inc.

FirstService Residential, AAMC®

Jenkins Properties Management Company, Inc

Lordon Management

LV Property Management Services

Management Professionals, Inc., AAMC®

Metropolitan Property Services, LLC

PMI Antelope Valley

Scott Management Company

Valencia Management Group, AAMC®

Vintage Group

Westcom Property Service, Inc.

COMMUNITY MANAGERS

Steven Acosta

Scott Management Company

Jenifer Emily Antonelli, CMCA ®, AMS ®

Action Property Management, AAMC ®

Breanne Atha, CMCA ®

Common Interest Services, Inc., AAMC ®

Jerson Barcelon, CMCA ®, AMS ®, PCAM ®

Regatta Seaside Homeowners Association

Brian Barr, CMCA ®, AMS ®

The Californian on Wilshire

James Anthony Beard, CMCA ®, AMS ®, PCAM ®

Valencia Management Group, AAMC ®

Justine Beltran

Belwood Properties, LLC

Nancy Beltran

Icon Realty Services, Inc.

Ermias Berhanu

Park Plaza HOA

Christina Bielfelt

HOA Made Easy Management Co.

Ashley Nathaly Bietsch, CMCA ®

PMP Management, AAMC ®

Kimberly Lynn Bloomer, CMCA ®

Beven & Brock

Cynthia Brown, CMCA ®, AMS ®

Ross Morgan & Company Inc., AAMC ®

Barbara Carter

Sierra Towers Homeowners Association

Evan Christensen

HOA Organizers Inc., AAMC ®

The Membership Committee would like to take a minute to thank all our members who are the beating heart of CAI-GLAC.

The secret is that the best community association has the best boards… They’re educated. Did you know that an HOA board can join our chapter with up to 15 board members for only $305? This membership provides the board members with the best resources and education. Let’s get your boards on board!

Have you heard of our Student Membership? Students enrolled in an accredited university or college can join our chapter for an annual fee of $35. This membership provides access to the latest industry information and resources to help prepare them for a future career.

By Mimi Cortes Marketing Director at SAX Insurance and Co-Chair of the Membership Committee. mcortes@saxagency.com (760) 696-0687

The CAI-GLAC Membership Committee welcomes volunteers who are looking to engage with committee members and grow the chapter with us. For more information, email the chapter office at memberservices@cai-glac.org.

Amber Cordova, CMCA ®

PMP Management, AAMC ®

Gilda Curry

Scott Management Company

Miss Maria Yvette Delira, CMCA ®

Icon Realty Services, Inc.

Robert Dishman, CMCA ®

Action Property Management, AAMC ®

Xochtle I. Esquerdo, CMCA ®

Horizon Management Company, AAMC ®

Flint Roy Faulkner, CMCA ®, AMS ®, PCAM ®

Action Property Management, AAMC ®

Marla Fernandez, CMCA ®

TEN50

Michele E. Florence, CMCA ®

Action Property Management, AAMC ®

Tammy Gamblin, CMCA ®, AMS ®, PCAM ®

Ross Morgan & Company Inc., AAMC ®

Rosalba Gonzalez

Keystone

Mark Hawkins, AMS ®

Sentry Management

Monica Diane Heredia, CMCA ®

Professional Community Management

Elvin Hidalgo, AMS ®, PCAM ®

Century Park Place Condo Association

Shane Cameron Hosac, CMCA ®, AMS ®

PMP Management, AAMC ®

Seth Huffman

Management Professionals Inc., AAMC ®

Randi Johnson, CMCA ®

Management Professionals Inc., AAMC ®

Arielle A. Jones, CMCA ®

Action Property Management, AAMC ®

Josef Nikolas Kanapi, CMCA ®, AMS ®

Seraph Property Management

Wendy Karapet

Rubin Properties, Inc.

Diane Kennedy, CMCA ®, AMS ®

Kennedy Real Estate Management

Jennifer Knauff-Sanchez, CMCA ®, AMS ®

Wave Enterprises, Inc.

Uther Lai

Pro/Service Realty & Management

Gregg Landis

Bel Air Glen Homeowners Association

Francis Langlois

Action Property Management, AAMC ®

Lorna Leviste, PCAM ®

Four Seasons Homeowners Association

Erica Llanos, CMCA ®

Portuguese Bend Club HOA

Eve Lopez, CMCA ®

Action Property Management, AAMC ®

Karen Manahan, CMCA ®, AMS ®

Valencia Management Group, AAMC ®

Matt Meadors, CMCA ®, AMS ®, PCAM ® HOA Organizers Inc., AAMC ®

Laurent M. Melin

International Tower Owners Association

Mariesa Montiel

SF Valley Management, Inc.

Scott Moore, CMCA ®, AMS ®

Valencia Management Group, AAMC ®

Christopher Moran

PMP Management, AAMC ®

Daniel W. Nakari, CMCA ®, AMS ®, PCAM ®

Seabreeze Management Company, AAMC ®

Vicki Olson

PMP Management, AAMC ®

Susan Otero-Rainer, CMCA ®

Ross Morgan & Company Inc., AAMC ®

Brandon C. Patterson

Action Property Management, AAMC ®

Roberta Lynn Plach, CMCA ®, AMS ®

Valencia Management Group

Mary Ann Plescia, CMCA ®

Professional Community Management

Alexandria Marie Pollock, CMCA ® , AMS ®, PCAM ® BuildingLink.com

Richard Steven Provincia

PMP Management, AAMC ®

Patricia Ramirez

Mariners Park Village HOA

Christina Miranda Ravelo, CMCA ® Harborplace Tower Homeowners Association, Inc.

Darcella Reeves

Briarwood Homeowners Association #2

Kayla Reynolds, CMCA ®, AMS ®

Valencia Management Group

Jose Rivas

Hollywood Versailles Towers

Averi Roseman

HOA Organizers Inc., AAMC ®

Luc Sasseville, CMCA ®

Action Property Management, AAMC ®

Deborah Schneider, AMS ®

Bali Management Group, Inc.

John Sezer

Professional Community Management

Lauren Alexis Stein, CMCA ®, AMS ®

Infinity Property Services

Juan Valdovinos, CMCA ®, AMS ®

Action Property Management, AAMC ®

Ruby Vivas

HOA Organizers Inc., AAMC ®

Mirela Volden

International Towers Owners Association

Alexandra Rae Walmsley, CMCA ®, AMS ® PMP Management, AAMC ®

Jzvatnie Williams, AMS ®

Professional Community Management

Cari Williams, AMS ®

Ross Morgan & Company Inc., AAMC ®

Melanie Wood

Rubin Properties, Inc.

Ida Worth, CMCA ®, AMS ®

Ross Morgan & Company Inc., AAMC ®

Traci Ann Curtis De Rago, CMCA ® , AMS ®, PCAM ® Management Professionals Inc., AAMC ®

Lori Ziegler, PCAM ®

Stacy

Brown

Cathleen Zimmerman

PMP Management, AAMC®

HOMEOWNERS ASSOCIATIONS

The LaMaida’s Homeowners Association