Focus Magazine - March/April 2018

March/April 2018

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

My Generation Learning Motivation Styles / Needs

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Factors

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2018 BOARD OF DIRECTORS OFFICERS Greg Borzilleri, President PCW Contracting Services, 949-285-7802 Neda Nehouray, CMCA®, AMS®, President Elect HOA Organizers, Inc., 818-778-3331 Sascha Macias, CMCA®, AMS®, PCAM®, Vice President FirstService Residential, 310-574-7426 Teresa Agnew, Secretary Roseman Law, APC, 818-380-6700 Meigan Everett, PCAM®, Treasurer Gold Coast Property Pros, 424-238-2333 DIRECTORS Adrian Adams, Esq., PCAM® Adams Stirling PLC, 310-945-0280 Gary Burns Mulholland Heights HOA, 818-326-2000 Isaac Camacho Accurate Termite & Control, 310-837-6483 Donald Campbell, CMCA®, AMS®, PCAM® Cabrini Villas HOA, 818-504-9600 Peggy Daughtry Hermosa Surf Condominium, Inc., 310-798-9848 Angel Fuerte, FRESHCO Painters, Inc., 626-482-2698 Lisa Tashjian, Esq., Beaumont Tashjian, 866-788-9998

CHAPTER EXECUTIVE DIRECTOR Joan Urbaniak, MBA, CMCA®

NEWSWORTHY 4 Buckle Up For 2018 8 How to Communicate with Every Homeowner from Baby Boomers to Millennials 10 Generation Gap: Association Communication Difficulties 14 Bridging the Generation Gap 20 News From Sacramento 24 Committee Corner: Community Outreach Committee 26 Committee Corner: Golf Committee 28 45th Anniversary Memories

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

NOTEWORTHY

2018 COMMITTEE CHAIRS

16 Honoring the Chapter's PCAMs

BUSINESS PARTNER Gina Roldan, ProTec Building Services Michael Valenzuela, Vista Paint Corporation

FYI

COMMUNITY OUTREACH Miranda Legaspi, MBA, Platinum Security, Inc. Angelique Madrigal, Ross Morgan & Company, Inc. AAMC EDUCATION Cyndi Koester, CMCA®, AMS®, PCAM®, SwedelsonGottlieb FINANCE Michael Lewis, CMCA®, AMS®, PCAM®, Concept Seven, LLC AAMC

30 32 32 32

Membership News 2018 Upcoming Events Advertisers Index Advertising Information

GOLF TOURNAMENT Ryan Dudasik, Whitestone Painters Julia Gomes, Accurate Termite & Pest Control HOA MARKETPLACE Alan Denison, Elements Landscape Management David San Filippo, Critter Busters, Inc. LEGISLATIVE SUPPORT Matthew Plaxton, Esq., Tinnelly Law Group MEDIATION SERVICES Steven A. Roseman, Esq., Roseman Law, APC PROGRAMS/LUNCHEONS Brian Moreno, Esq., CCAL, SwedelsonGottlieb Neda Nehouray, CMCA®, AMS®, HOA Organizers, Inc. PUBLICATIONS Matthew Gardner, Esq., Richardson Ober PC Focus Magazine Karen Kokowicz, CCAM®, CMCA®, PCAM® Coro Communty Management & Consulting Ramona Acosta, CMCA®, AMS®, PCAM® Tinnelly Law Group Membership Directory Stephen S. Grane, Alante/MCS Insurance Services Web Site Lynne Collmann, CMCA®, AMS®, Savoy Community Association SATELLITE PROGRAMS Ruth Moffitt, CMCA®, AMS®, PCAM®, Valencia Management Group AAMC® Craig Phillips, CCAM®, CMCA®, AMS®, PCAM® International Tower Owners Assn.

SOCIAL Alison Kronebusch, Reconstruction Experts, Inc. Erik Mendez, CMCA®, AMS®, PCAM®, ONIT Property Management, Inc. SOCIAL MEDIA Teresa Agnew, Roseman Law, APC Mike Perlof, Fenton Grant Mayfield Kaneda & Litt, LLP WINE NIGHT Katy Krupp, Fenton, Grant, Mayfield, Kaneda & Litt, LLP Jolen Zeroski, CMCA®, Union Bank HOA Services

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Our thanks to the Focus Magazine Committee: Co-Chairs: Karen Kokowicz, CCAM®, CMCA® PCAM® Coro Community Management & Consulting Ramona Acosta, CMCA® , AMS, PCAM® Tinnelly Law Group Teresa Agnew, Roseman Law, APC Nels Atha, CMCA®, AMS®, Common Interest Services, Inc. Patricia Brum, Esq., Kulik Gottesman Siegel & Ware, LLP Sascha Macias, CMCA®, AMS®, PCAM®, FirstService Residential AAMC® Lisa Ann Rea, Mutual of Omaha Bank/CondoCerts Gina Roldan, ProTec Building Services

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 © 2018.

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.

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March/April 2018 | www.cai-glac.org 1

Others of you may not even know who The Who was….

I

am the new Editor of CAI-GLAC Focus magazine and couldn’t be more thrilled and honored.

This year marks the Chapter’s 45th Anniversary! Throughout the year we will be celebrating this milestone and reflecting on the moments that helped shape our Chapter. To this end, Focus will be featuring mini articles from our past presidents, as well as interviewing our members to share their memories.

I remember becoming involved in the Chapter back in 1996!! Boy, do I have stories!! More to come on that topic.

Note

from the Editor’s Desk

Talkin’ ‘bout my Generation!!

Some of you may know the famous 1965 Who’s song “My Generation” and can’t help but hear the lyrics in your head when someone says “I don’t understand THAT Generation.”

The lyrics go something like this: Don’t try to dig what we all s-s-s-say (Talkin’ ‘bout my generation) I’m not trying to cause a big s-s-sensation (Talkin’ ‘bout my generation) I’m just talkin’ ‘bout my g-g-g-generation (Talkin’ ‘bout my generation) My generation. This is my generation, baby!!

Well, regardless of knowing the song or not, I think we are in a unique time and may not realize how relevant these lyrics are to all generations. For the first time we have at least four generations: Silent Generation (born before 1945), Baby Boomers (born from 1946 to 1964), Generation X (born from 1965 to 1979), and Millennials (born from 1980 to 1995). Don’t even get me started on Generation Z. All working and competing for the same jobs.

Julie Adamen explores the question “are you employable?” Moreover, we are also living with multiple generations in our communities. This issue will address the multiple challenges we are facing today in the workplace, in our communities and in everyday life.

Lastly, I’d like to take a moment to introduce and give a big thanks to the amazing members of this committee: Sascha Macias (FirstService Residential), Gina Roldan (ProTec Building Services), Nels Atha, (Common Interest Services, Inc.), Ramona Acosta (The Tinnelly Law Group), Patricia Brum (Kulik Gottesman Siegel & Ware LLP), Lisa Ann Rea (Mutual of Omaha Bank/ CondoCerts) and our Board Liaison, Teresa Agnew, (Roseman Law APC).

Warm regards, — Karen Kokowicz, CCAM®, CMCA® PCAM®, Coro Community Management & Consulting Focus Editor

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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CAI-Greater Los Angeles Chapter

Message

I am a firm believer in several principles; one of them is a quote from Max de Pree: “We cannot become what we need to be by remaining what we are.” Our Board, Chapter staff and Committees have taken on this principle and our simplified goals head on and have been crushing it. Just to name a few of the happenings so far early into 2018…

FROM THE President Finding your stride...

Believe it or not we are wrapping up the 1st quarter of this year already. Funny, but as I write this message in the first week of March, I heard someone say “Happy New Year” two weeks earlier, to someone they hadn’t seen in quite some time. That goes to show just how fast time can fly, especially for us in the Los Angeles area, as everything seems to go at breakneck speed. So how do we as a Chapter find the time to actually get things accomplished and hit our stride for 2018? It’s simple… keep it simple… With our goals firmly in place we are now all about monitoring and executing those goals and adjusting as necessary.

So far in 2018 we have launched the “Race to 1,000” membership campaign and the GLAC “Treasure Chest” for recruiting new members. To date this effort has our Chapter already at the halfway point of our annual new member goal of at least 100 new members, to push us over the 1,000-member barrier!! However, even with that tremendous accomplishment membership numbers alone do not make for a successful year or organization. We also need to live our mission of “Connecting Communities through Education, Advocacy and Service” in all that we do. That’s what creates not only a successful year but a successful culture for sustained effective growth. That is how we will establish our stride and hit the markers we want to be judged on throughout the race.

CAI-GLAC Presents

●● Board approved a new Chapter Design and Marketing Committee (to be Co-Chaired by Angel Fuerte and Isaac Camacho). This committee will be charged with the Marketing of our Chapter and unifying our branding and design. ●● Board approved appropriation of funds for a data mining and marketing project to reach community associations throughout Los Angeles who are not connected to CAI. ●● Business Partner Committee hosted their first of several happy hour social events to help further connect membership ●● We held our 2nd CEO Summit in Rancho Palos Verdes a unique event to all of CAI. ●● Our growth and overall direction has given the Board the confidence to begin looking at adding additional Chapter Staff to help support the execution of all our projects and hit all our targets.

We as a Board are very excited about all the progress we are making. We will continue to monitor and adjust our stride to make sure our Chapter isn’t a sprinter, but a world class marathoner.

Yours in Service, Greg Borzilleri Chapter President

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2017 was a banner year economically, and it’s looking like 2018 will surpass it. Metropolitan areas are a swarm of cranes as high rises are being built, and the condos within them being sold at a record pace. Outlying suburban areas are dotted with planned developments, condo complexes and HOAs of all stripes, as economic confidence is high and the demand for housing strong.

Construction spending hit a record high this past November, and consumer confidence is at a high not seen in years.

This is great news for our industry. Booming economy = new homes = new associations = business for management companies = more community management jobs. But, like all great news, this comes with its challenges. Here are just a few:

Continued skilled-labor shortage

If you have been paying attention to business news, you know the U.S. is suffering from a shortage of skilled labor, and our industry is no exception. According to the Bureau of Labor Statistics, we are at an unemployment level of 4.1% and next year is predicted at approximately 3.9% (https://data.bls.gov). In many metropolitan areas, unemployment is even lower, which means overall we are at virtually full employment. In our industry, my experience tells me we are beyond full employment—we have dozens and dozens of well-paying management jobs going begging for weeks, sometimes months, before the right hire is made.

How did we get here?

Buckle Up For 2018

The 2018 Employment Outlook for Community Managers uuu By Julie Adamen This article is reprinted from the January 2018 HOA Newsline.

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In a nutshell: In 2008 the stock market crashed, and new construction came to a fullstop. Housing development drives the industry and creates more units to manage, leading to a need for more managers and support staff (who become managers eventually). With the building industry and much of the economy in stasis for 5-8 years, the community management workforce shrunk, as companies downsized their staff and expanded existing employees’ account load.

In both the portfolio and onsite world, everyone that was going to retire at that time didn’t. All of this means that, for several years, other than because of attrition, no new managers or assistant managers were being trained up. Fast forward to 2014: The economy (and resultant building) picks up, demand for management services upticks and our seasoned managers begin retiring out—with no one trained to take their place. By 2017, the industry was scrambling to find skilled labor to meet demand, and it’s not going to get better. We are experiencing a paradigm shift from “plug-and-play” to “find-and-train” employees.

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Wage Competition

Upward wage pressure will continue, as we compete with other businesses now more than ever. For example, in Washington State, Walmart is paying $15/hr. for help because they simply can’t find any relatively unskilled labor to fill in-store jobs. That’s roughly $31k per year plus benefits. (Author’s Note: As of 1/8/18 Walmart raised their national starting wage to $11/hour with a bonus up to $1,000.) Starbucks pays $15/hour and will pay for undergraduate degrees (ASU OnLine)—in full—for some employees. That’s a pretty attractive package that won’t be lost on anyone with a brain. These choices, and many more are out there, giving potential (and our current) employees confidence in their job prospects, locally and nationally.

Unlike the past several years, labor now has mobility. With several years of the real estate market being frozen in amber, companies in all industries were able to count on the fact that employees would not have the luxury of regional

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or national job mobility—the ability to sell their current home and move to take another job. Housing markets are now strong, so those days are gone.

We are witnessing the rise of homo economicus, or “economic man,” first coined by John Stuart Mill. Employees can and will be looking for the best way to earn money for their personal welfare and the improvement of their economic status more than ever before—simply because they can.

Add up all these factors—labor’s confidence in job prospects, higher wages to compete for that labor, and the mobility factor—and they mean good working conditions and higher wages will be required to attract and retain talent. As I always say, what we do isn’t rocket science, but it takes a certain skill-set. Finding, training, and ultimately keeping the right employees will require planning and forethought for staff’s long-term professional and financial health and well-being. Of course, this means wage inflation—and

wages are the prominent expense for a management company. Assuming that most companies are running somewhat efficiently (staff cannot be cut to save money), the bottom line will shrink, so…

Management contracts must now be evaluated yearly for appropriate increases, especially if that contract was last negotiated during the recession.

Oh, I know, we all hate to call attention to contract renewal lest the Board goes out to bid and finds a cheaper company; however, remember that everyone is feeling more financially confident, including Board members and homeowners. Maybe the prospect of raising assessments to pay for continued, quality management isn’t so out of the realm of consideration anymore (the salient word being “quality”).

In reviewing contracts for an increase, executives should ask managers how much time is being spent to manage that client. Is the client paying for two hours Continued on page 6

March/April 2018 | www.cai-glac.org 5

Buckle Up for 2018

unemployment statistic for Americans who are/were underemployed Continued from page 5 (working part-time) and those who left per week, but staff is spending six? These the labor market yet did not collect, situations must be rectified as they or could not collect any more,. This are costing the management company is called “slack,” and these hidden money, ruining the quality of life for the reservoirs of labor are now depleted. manager and keeping a manager from a From The Wall Street Journal (January higher salary (fewer hours on Account 2, 2018, Sluggish Wages See Uptick A means being able to take on another

by Shayndi Raice account to increase and Eric Morath), If you have been paying attention to business news, you “The unemployment salary). rate may also not know the U.S. is suffering from a shortage of skilled Boards need to be have fully reflected the made aware of the labor, and our industry is no exception. degree of slack in the labor market issues. labor market because The skilled-labor some Americans were too discouraged to soon, because Boards will be thinking shortage isn’t our problem alone; it’s look for work and others were stuck in about budgets in just a few months. a problem for Board members as well, part-time jobs.

But in areas facing worker and shame on us if we keep them in Why wage inflation now when shortages, companies are left with little the dark about this reality. If we were wages have been stagnant and the choice but to raise wages.” talking about other contractual costs reported unemployment rate has (landscaping, elevator maintenance, or been low for some time? It is about What to do? insurance—and by the way they will be how unemployment is measured.

First off, be realistic about where new all experiencing increased wage expenses Unemployment benefits were/ staff will be coming from, and it’s likely as well), we would consider it our duty to are not measured as a part of the

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keep the client informed. Management is no different. Executives need to have honest conversations with their clients about the reality we all are facing when it comes to finding and keeping good staff members and the real costs thereof.

This is by no means a favorite task for any executive, but ignoring it will cause many unintended consequences. Start

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to be from out of the industry, like it was pre-2008. So… Real in-house training is and will be a necessity at all levels of hire to grow our own. After 21 years of writing about community management, you’d think I wouldn’t have to say it again, but, the sink-or-swim method of training at any level of hire, from manager to executive, just doesn’t work if you are looking for a smooth(er) integration of new staff.

Throwing managers into the abyss doesn’t help them, you or the client, and throwing executives hired out of another industry into the field doesn’t do them or the experienced staff they manage any good either. In fact, on many levels, this can be very destructive to staff morale and retention. There is a lot to know about our industry, and expecting people to just “pick it up,” especially if they are supervising other long-term employees, is not an optimal strategy to keep employee and client turnover to a minimum.

Make your company a great place to work.

So what are my predictions for 2018?

In my mind, this is the easy part.

Managers perform a difficult job. What they want in return, besides fair and competitive compensation, is:

2) Empowerment (decisions are pushed to the lowest competent level and staff isn’t micromanaged by paperclip counters);

●● There will be more community associations. ●● We will face serious competition for skilled labor from all markets. ●● Wages will increase. ●● More companies will develop training programs. ●● Well-managed companies will prosper at rates not seen in 10 years. ●● Companies that don’t recognize realities on the ground will suffer. ●● Contract values will rise.

3) Opportunity (company support to get better, try new things, equal opportunity for promotion and to receive their industry education);

All in all, we have a lot to look forward to, so here’s to 2018! Everyone needs to get in, buckle up, sit down and hang on, baby! It’s going to be a wild ride!

1) Support (executives understand their boots-on-the-ground experience and implement policies and strategies to assist, not hinder the job);

Julie Adamen is President of Adamen Inc., a consulting, education and employment firm specializing in the community management industry. Julie can be reached via email at Julie@adamen-inc.com

4) In essence, staff wants to feel valued by their employer; and this works for the executive and the clients as the valued employee values the client.

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v i e w po i nt #1: Bridging The Communication Gap Crossing the Community Generation Gap:

How to Communicate with Every Homeowner from Baby Boomers to Millennials ¦¦¦ By Wendy Bucknum, CMCA®, AMS®, PCAM®

A

multigenerational trend is coming to master-planned communities where three generations, Baby Boomers, Gen X and Millennials are living side-byside. While 55 and above active adult communities are still thriving, more Baby Boomers are choosing to age in place; in a Realtor.com survey, 85 percent of Baby Boomers said they had no plans to sell their home in the next year. And as twenty- and thirty-somethings also buy homes, the result is diversity that makes for richer communities—but it also creates unique challenges. One of the most important roles of a community manager is to ensure effective communication to homeowners, and because each generation holds its own sets of values and expectations, this once-straightforward duty can seem much more complicated.

Each generation prefers different methods of communication, but it’s not as simple as Boomers preferring paper and Millennials preferring digital. For example, it’s fair to say that younger people overwhelmingly prefer digital communication via social networks, apps and email. But not to exclusion: banners and posters mounted around the community before a large event breathe life into the look of a community, get the attention of residents and, if they list a website URL and QR code, provide an option to find further information in a way that tech-savvy people prefer.

On the other hand, many older people are more used to analog communications in the form of paper newsletters and statements in their mailboxes. For them, the banners and posters about your community event are vital to their awareness of it. But consider the fact that according to the

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Pew Research Center, internet use among those 65 and older grew 150 percent between 2009 and 2011, the largest growth in a demographic group. Or that Baby Boomers are known for staying in the workforce longer, which has helped them become familiar with email and other technologies. The truth is that the way homeowners in our communities want to communicate isn’t a black-and-white answer based on their birthday. Their preferences overlap and are highly individual.

So how should a community manager tackle this issue? For any type of information you need to communicate, I have three recommendations.

First, figure out your main message and what your goal is in sending that message. It can be as simple as telling homeowners that an event is happening soon and you want them to attend, or that the monthly newsletter is ready to read and you want them to open it. No matter what generation you’re speaking to, clear and concise messages work for all age groups.

My second recommendation is to take a multipronged approach with the media you choose. In other words, communicate that same message in a variety of different ways. Evaluate the type of message and choose the most appropriate mediums that will also reach the greatest number of homeowners. A new program could be announced on your social media pages, on your website, on fliers posted to the community bulletin board and with a write-up in the newsletter. An event could be promoted with banners, posters, social media posts, and an announcement on the home page or news section of your website. This is why a solution

CAI-Greater Los Angeles Chapter

like TownSq, an all-in-one app created for communities, is so important. Any announcement, event or other type of news can be easily posted for all homeowners to see in one place, any time, on any device. If your community has TownSq, homeowners know they can always get the latest, most complete information there first as it provides both social media and website functions among many other tools for boards, homeowners and managers alike. It streamlines communications for you and for your client communities.

Even if you don’t have TownSq, thinking about how different outlets can work together can help you communicate strategically. If you post an announcement on social media, include a link to the website that has more details. If you put out signs about an upcoming event, include a reference to the website or mention that paper fliers in the clubhouse will have the specifics. By choosing two or three communication methods that have the deepest details and using all the others to simply raise awareness and direct people back to those key materials, interested homeowners get the option of finding out more information when they want it. As an added bonus, this approach can reduce phone calls.

Third, help your board adopt routine communication policies for different types of information. For some types of necessary announcements, like meetings, basic communication requirements will be included in your bylaws, rules and regulations and in some cases, Civil Code dictates notification methods. But try to think about enhancing their promotion beyond what your governing documents say; for every community event, meeting, update or any other information, decide ahead of time the media mix you will use with timelines and deadlines for setting up each one. This could look like announcing a large event six weeks before it happens by posting all the details on the website, followed by H-frame signs in front of the clubhouse or community entry area, a week later, a promotion in the following month’s newsletter and one social media post about it per week until the big day.

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Establishing routines like this makes these processes much more efficient for both the board and for yourself.

While these three recommendations will cover the basics by keeping everyone in the know, the fact is that they don’t actually bridge the communication gap that the generation gap creates; rather they work within it. By implementing ways to close this gap, you can go above and beyond in enhancing the sense of community in the associations you manage.

One tactic that I’ve seen communities use with success is to host a technology tools mixer, where younger people teach older people to use technology to pay assessments, receive updates online and use social networks. You can do this by recruiting several community volunteers, which serves to strengthen community spirit, but you can also speak to a local high school and see if any teenagers are willing to help for community service hours. Additionally, if you have too many communities in your portfolio to organize this, look into services offered by your city government, local library or nearby senior center. They often have classes that can give older people in your associations technology skills that will allow them to participate in the community in ways they might not have been able to before.

Implementing these ideas for communicating well across different generations cultivates the true sense of community that associations can offer homeowners of all ages.

Additionally, doing them well helps managers exceed the expectations of board members and homeowners alike, which is not only rewarding because it serves our communities, but because it strengthens our relationships with them. After our work is done, it’s our actions – not our words – that truly show our clients that we are true professionals worthy of their community’s trust.

Wendy Bucknum, CMCA®, AMS®, PCAM® is a vice president at Associa Professional Community Management, a branch of a national full-service management company. She can be reached Wendy.Bucknum@associa.us.

March/April 2018 | www.cai-glac.org 9

v i e w po i nt #2: Bridging The Communication Gap Generation Gap:

Association Communication Difficulties ¦¦¦ By Thomas F. Quilling, Esq. & Jasmine F. Hale, Esq.

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extdoor, Facebook, community emails, old school newsletters… What’s a board to do? In an increasingly digital age, with Millennials moving into common interest developments and the Baby Boomers starting to confront the limits of their mortality, this article details issues faced by boards on how to successfully communicate with the disparate age groups within their community associations.

The challenge to effective communication is increasingly complicated due to the generation gaps between the owners within the same association.

The methods for communicating within and by community associations has steadily changed from in-person, to mail, to telephone, to email, to the internet, videoconferencing, and most recently, to social media.

The level of use and ability to use these various forms of communication generally vary by generation. A generation gap is defined as a lack of communication between one generation and another.

Community associations currently include members from the Silent Generation (born before 1945), Baby Boomers (born from 1946 to 1964), Generation X (born from 1965 to 1979), and Millennials (born from 1980 to 1995).

While mail, telephone, and email are common communication platforms utilized by associations, the introduction of telephone conferencing, internet videoconferencing, and social media, are increasingly demanded by some members of associations as additional methods of communication.

Following are two areas of communication an association should be prepared to address: (1) member requests to attend meetings by phone or internet videoconferencing; and (2) member requests for the use of social media for association communications.

Given over 90% of all people would prefer to age in place, communities will face an increasing challenge of communicating with owners who may not continue to advance with the technology around them. There is no legal definition for aging in place; however, it relates to aging seniors who elect to remain in their residence as they age,

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rather than moving in with their children/relatives or moving into an assisted living environment to provide for their needs.

This trend adds to the complexity of an association’s ability to effectively communicate with its members.

Electronic & Telephonic Meetings

Presently, the law contemplates that owners attend association meetings, or read minutes, in order to keep current. For most associations, owners who want to keep current attend their association meetings in person. However, the definition of what it means to “attend” a board meeting is starting to reach its outer limits with newer (and often younger) owners requesting to attend meetings through telephone, video or internet conferencing. While the Corporations Code does permit directors to participate in board meetings electronically, the law is silent on an owner’s right to attend board meetings electronically. This legal silence causes conflict when owners demand expanded attendance and their board is unwilling to permit it.

There are pros and cons on why a board will or will not permit its owners to attend its meetings electronically. On the positive side, because we live in an increasingly interconnected and digitally-dependent world, technology is readily available to permit electronic or telephonic attendance at board meetings for little or no added cost. In addition, allowing electronic access to board meetings may help increase community involvement and attendance (by members who may still be at work and members who have mobility issues). On the downside, members can more easily record board meetings without the approval of other attendees and then post the recordings on the internet in an edited form so as to embarrass board members or other attendees. Equally important is the possibility that an owner’s legal counsel, or other non-members, could attend the meetings without the board’s knowledge or approval.

Boards and owners would be well-served to appreciate the full context of whether or not it makes sense to permit electronic attendance at board meetings. The interesting consideration is CAI-Greater Los Angeles Chapter

that the various age groups in a community may have different reasons for wanting to attend meetings electronically, but they still have a similar objective.

Associations & Social Media

In addition to the ever-expanding ways for members to attend board meetings, community associations are also confronting the unique challenges associated with social media. Most associations can no longer escape the reality that their members are, at a minimum, using the online Nextdoor app and probably have a Facebook group (or two!) to actively discuss association issues. While social media can certainly be a helpful tool, boards must implement them with care and caution.

A growing chorus of younger members are scratching their heads as they ask why their association is mailing annual disclosure packages instead of emailing them or why the board was unaware of a community issue when the only place it was discussed was through Nextdoor. While the trend is for an association to utilize social media platforms to communicate association-related information, this trend may create problems as a result of the generation gaps within an association.

Communicating information through social media, at the exclusion of more traditional means, such as printed newsletters or a phone-alert system, may exclude certain (often older) members who are unfamiliar (or not as familiar) with the specific social media platform. Also, having an over-worked board or manager add another task to the never-ending “To Do” list can set the system up for failure. Perhaps most importantly, is the relative ease with which social media discussions can devolve past the civil and respectful, which can have lasting, negative repercussions for a community.

media platforms be used solely to communicate important association-related information to members and residents, but that they should not be used to engage in back-andforth or public discussions of association-related issues. The appropriate forum for public discussions of association-related issues is board meetings.

In order to lower an association’s liability related to use of social media, boards should ensure that their directors do not initiate a communication, post, or comment on the association’s social media platforms, unless it is approved by a majority of the board. Otherwise, an association could find itself liable for comments and posts from a rogue director who appeared (or was assumed) to be speaking on the association’s behalf. For those directors who want to publish content, post to their personal social media platforms, or engage in discussions related to association business, they should make it clear that their comments are not made on behalf of, or endorsed by, the association. Associations should never infringe on anyone’s Free Speech rights, but their boards need to ensure that the association’s liability exposure is appropriately limited. Given the recent developments of social media platforms and the lack of applicable laws related to use of same, before an association wades into this great unknown, having a policy will help lower liability.

Continued on page 12

Social media provides an inexpensive and readily-available communication platform that will become more prevalent in community associations. As boards struggle with integrating yet another communication tool into its arsenal, the community should ask these important questions: Who will host or moderate the social media accounts? What information will be communicated through social media?

Will the board allow owners to correspond, or limit the information to a one-way street? There is no right or wrong answer. Communities that elect to integrate social media are well served by adopting a social mediation policy to help govern the complexities of this unique medium.

For liability purposes, an association should not rely solely on social media to communicate important information to members and residents unless they all acknowledge they have the knowledge and ability to access the specific media.

Because an association cannot compel owners and residents to use social media, and because the law requires certain types of communications be mailed, boards need to ensure they know when and what is communicated through which medium. In addition, we recommend an association’s social

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Generation Gap: Association Communication Difficulties Continued from page 11

Social media can be an effective way for associations to communicate information to the association, but the association has to take into consideration whether the information is reaching all the members.

Recommendations

Boards with both young and aging populations should consider whether it makes sense to allow their members to participate in meetings through electronic means.

For those who make the digital move, the board should adopt a policy that prohibits owners from recording the meeting, making it clear that the association is represented by legal counsel and that it does not permit outside parties (including an owner’s legal counsel) to attend the meeting. Before employing digital technology, the board should conduct a workshop to ensure that all members know how to use the technology in order to more effectively integrate it. Finally, boards should make sure they have the ability to control the meetings, so they can mute unwanted background noise and owners who interrupt the meetings.

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CAI-Greater Los Angeles Chapter

As community associations step into the new millennium, boards should adopt social media policies that clarify how they will use these new communication mediums. Beyond adopting a policy, the board should take care to continue communicating with its members through all the existing communication channels to ensure they reach as many of their members as possible. For those communities that elect to embrace technology at the expense of more traditional mediums, their boards should work with their all their members to ensure they know how to use the new technology.

Those communities who learn how to successfully bridge the communication gaps present between the various generations are those that will have lasting harmony and a bright future.

As much as boards (and their lawyers!) would like to stem the communication tide (at meetings and online), the reality is that changes are not only on the horizon, they are already here. Embracing the changes in a responsible way that ensures no member is left behind is essential for a community’s longterm health.

Thomas F. Quilling, Esq. is an attorney and Jasmine F. Hale, Esq. is a partner at Adams Stirling PLC, a firm serving community associations throughout California. They can be reached at tquilling@adamsstirling.com and jhale@adamsstirling.com, respectively.

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CAI-Greater Los Angeles Chapter

March/April 2018 | www.cai-glac.org 13

v i e w po i nt #3: Bridging The Communication Gap Tools for Effective Multigenerational Communication:

Bridging the Generation Gap ¦¦¦ By Brad Watson, CMCA®, AMS®

C

ommunication is becoming ever more complicated and obscure as technology evolves. Emails have replaced telephone conversations and text messages are slowly replacing emails. The generational gap regarding how we communicate is compounding our communication woes.

Millennials are communicating via smartphone apps such as Snap Chat (which I still do not fully understand) and Kik, and the messages are made up almost entirely of acronyms and emojis. What’s a Baby Boomer to do? Heck, what’s a Xennial to do? How do we avoid the inevitable miscommunication created when all-important nonverbal communication, such as body language and tone, are removed entirely from our daily discourse and younger generations communicate via fragmented, disappearing messages and emojis? How does an Association bridge the generation communication gap?

There’s no doubt that some technological advances have improved the speed at which we are able to convey messages, which has benefited Associations and residents alike. When an elevator or vehicular gate is out-of-service we have the ability to immediately send a mass email blast to the residents, post a message on the Association’s Facebook page, and send out a “tweet” alerting those impacted. For this type of one-way communication, technological advances in communication have proven valuable. But what about older generations that do not rely as heavily on electronic communications and are not as engaged in online forums such as Facebook or Twitter?

How do we work to ensure they receive community updates in a timely fashion and do not feel forgotten?

Set Communication Protocol First and foremost, it is important for Associations to approve a communication protocol, clearly indicating how the Association intends to disseminate and receive communications with residents. To be effective, this communication protocol must meet the expectations of the multigenerational residents, from The Silent Generation (born between 1925-1945) to Gen Z (born after 1995).

While smartphone apps and custom websites are ever more important to push out information expeditiously and meet the expectations of the younger generations, it is just as important to post hard-copy notices at communities. While there are residents who prefer emailing questions and concerns, or submitting service requests via a smartphone app, residents should also be able to pick up the phone and speak with a live representative or visit the management firm’s local office to engage with a team member in person. Focusing too heavily on online presence or neglecting to evolve to adapt to technological advances will inevitably cause communication issues with multigenerational residents.

In addition, what can we do to mitigate against miscommunication and misunderstandings when communication is trending towards faster, more obscure methods? When we begin to rely too heavily on online forums and email messages for two-way communication, our discourse breaks down, leading to misunderstandings and ultimately, frustration. And how could it not—experts say 97% of communication is derived from non-verbal communication, which is absent via these digital forums. As the old saying goes, “It’s not what you say, but how you say it.”

How do we service our Baby Boomer residents while at the same time satisfying the expectations of our Millennial residents?

It takes a multifaceted approach to communication.

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CAI-Greater Los Angeles Chapter

■■ Disseminating Information. The Association’s communication protocol should clearly indicate how information will be disseminated to residents. For instance, when a vehicular gate or elevator is taken out of service, residents will be notified via email blast, “tweet” and/or Facebook post. At the same time, a hard copy will be posted at the community within 24 hours. Non-urgent information such as dates and times of future board meetings or required annual mailers will be made available online via the Association’s custom website, but will also be mailed out to all owners via regular USPS mail. I believe strongly that anything sent out electronically should be disseminated via hard copy as well, whether posted at the community or mailed to residents. While this may feel redundant, the goal of communication should be to reach the largest audience possible and, if you only post notices or rely exclusively on electronic communications, you inevitably miss a segment of your audience. If your Association has a full-time on-site representative, posting notices is easy to coordinate. For those Associations without an onsite presence, I suggest asking for a board member or community volunteer to post notices and messages.

■■ Association Requests. Associations should clearly address the proper protocol for submitting service requests and addressing questions or concerns, including which mediums will not prove effective. For instance, service requests may be submitted by calling into management’s customer care team or submitting a service request via the Association’s custom website, but requests or concerns posted on social media sites, such as Facebook or NextDoor will not be addressed.

■■ Limit Social Media to One-Way Communication. Social media outlets, such as Facebook, Twitter and Next Door are effective mediums for pushing information out, but they should be limited to one-way communications, and this expectation should be communicated to the residents. Turn on the Facebook function requiring all posts be approved in advance to ensure they are productive. In most cases, neither management nor the Board is monitoring the Association’s Facebook page regularly, so if residents are posting service requests, the posts do little to actually resolve the issue.

Because communication is becoming ever more complicated as technology continues to evolve, when miscommunication leads to frustration, a best practice is to get back to basics: ■■ Don’t be Afraid to Pick up the Phone.

We have all witnessed or been part of what feels like an email war or what reads like a tit-for-tat with residents via email. I have found that email and online discourse elevates the opportunity for misunderstandings due to the lack of non-verbal communication. Emails and online messages often read more aggressively than vocal communication, especially with younger generations who are accustom to quick fragments to convey their messages. When you’re engaged in such counterproductive discourse, pick up the telephone and call the resident. Oftentimes you will find the person on the other end is far less aggressive and more amenable to a resolution than the person who was sending emails. By transitioning to this vocal form of communication, you will be able to evaluate the tone of the caller, ask follow up questions, and work towards an expeditious resolution.

■■ When all else Fails, Offer to Meet in Person. Never underestimate the power of in-person communication. When emails and other online communication methods fail and a telephone conversation cannot resolve the issue, I always recommend scheduling an in-person meeting. In-person communication mitigates against miscommunication and misunderstandings because it incorporates nonverbal communication. This is especially true for the Baby Boomer Generation and Generation X, who did not grow up relying on email, Facebook and Twitter as their primary means of communicating. While such a meeting may sound time-consuming, in actuality such meetings typically yield more favorable results quicker.

As technology evolves, preferred means of communication will continue to change, inevitably leading to a greater communication gap between generations. It is important that Associations adopt a multifaceted approach to communication to ensure multigenerational stakeholders are engaged and properly serviced.

By adopting a formal Communication Policy and Protocol to set expectations, utilizing both electronic and hard copy media when possible, and reverting back to live telephone calls and in-person meetings when communication breaks down, you will mitigate against miscommunication, and inevitably frustration.

Brad Watson, CMCA®, AMS®, is President of PMP Management, LLC, a full-service management company serving Southern California. He may be reached at bwatson@pmpmanage.com.

CAI-Greater Los Angeles Chapter

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When asked what the PCAM® means to him, James Beard (PCAM #2764), a portfolio manager at Valencia Management Group, responded: “It means a lot to me because I worked really hard and not many people hold this designation. It means more to me than graduating from college, and it means more to me than moving to California from Indiana. It was something I thought I would never achieve in this industry, and I am very proud of it.”

When asked at the PCAM Luncheon why he earned his PCAM®, Edmund W. Sellman, Jr. (PCAM #260), a portfolio manager at CoastManagement.net replied: “I earned my PCAM® in 1990 because I was told that anybody who is serious about this industry needs to get their PCAM®…and I was serious about it.

Having the PCAM® designation means that I know more about community management than an individual who doesn’t have it because I have focused on getting the knowledge I need to operate a property properly.

HONORING THE C Article By Ramona Acosta, CMCA®, AMS®, PCAM® and Interviews by Alexandria Pollock, CMCA®, AMS®, PCAM®

contact other PCAMs, figure out what it is all about, and plan it out and do it!”

The Chapter recently held its annual Luncheon for PCAMs at the beautiful City Club Los Angeles on February 9th. The luncheon is an opportunity for the elite group of managers that hold the Professional Community Association Manager (PCAM®) designation to recognize the Chapter’s newest designees. This year, the Chapter recognized Nels Atha of Common Interest Services and Manuel Diaz of 10560 Wilshire Condominium Association.

To obtain the PCAM®, a manager must have five years of community association management experience, earned the CMCA® certification, completed all six M-200 level PMDP courses, and passed the Case Study. To help managers through the process, the Chapter developed the award-winning Coaching to Credentials manager mentor program. “As I was going through the process of getting my PCAM®, I had a lot of questions… So, I thought it would be good to have somebody to go to, that you can call on, because it’s challenging as you go through the program. You just want to keep going and be able to pick up the phone and get help,” said Anda Bewhite. There are currently 15 mentors in the program and they are looking for more. If you are interested in becoming a mentor, or would like to be coached, please visit the Coaching to Credentials page under the Education tab on www.cai-glac.org.

Asked what it means to have earned his PCAM®, Manny Diaz said, “It is a designation that I encourage everyone to get. It is a prestigious designation, I would say, and it is a lot of fun to be a member of a special group such as the one we have here.”

“There is a certain amount of respect for PCAMs, but mostly it’s an individual thing. I feel more self-accomplished. I feel more complete.” added Nels Atha. “I’d encourage anyone else who is interested in earning their PCAM® to go ahead and

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The willingness to help other managers was a common theme among the luncheon attendees. “Take the time to learn from CAI-Greater Los Angeles Chapter

Thanks to our Luncheon Sponsors Accurate Termite & Pest Control Adams Stirling PLC Fenton Grant Mayfield Kaneda & Litt, LLP Master Property Improvement Co., Inc. The Miller Law Firm Mutual of Omaha Bank/CondoCerts SAX Insurance Agency Tinnelly Law Group Valencia Management Group AAMC Union Bank HOA Services

When asked what advice she had for other managers, Karen Kokowicz (PCAM #944), President of Coro Community Management & Consulting, said: “Take the time to learn from those who have come before you. There is a lot of knowledge out there in terms of experience.

Managers are willing to help and give advice— they just need to be asked…I found that when I was going through my case study, everybody was willing to help.”

CHAPTER’S PCAMs those that have come before you. I think that there is a lot of knowledge out there in terms of experience. Managers are willing to help and give advice; they just need to be asked—I found that when I was going through my case study, everybody was willing to help,” said Karen Kokowicz of Coro Community Management & Consulting.

The Luncheon is an invitation-only event for PCAMs and event sponsors. As President & CEO of Valencia Management Group, Russell S. Hoffman, takes pride in attending as both a PCAM and a sponsor. “We’ve sponsored the luncheon for the last two years and we’ve done that because of how many PCAMs we’ve had… and we felt it was another way for us to give back.”

Asked why he became a sponsor, Isaac Camacho of Accurate Termite & Pest Control said, “I believe in professional education.

That’s why I’m a part of CAI in general. And, I have a great respect and admiration for those professionals who dedicate themselves to higher learning in their field of where they put so much effort into a PCAM®. I sponsor to celebrate that.”

CAI-Greater Los Angeles Chapter

The annual Luncheon for PCAMs is a special event for the 57 CAI-GLAC managers to come together and celebrate their achievement in obtaining the highest professional designation available nationwide. Recognizing the need to celebrate our membership, Chapter President Greg Borzilleri of PCW Contracting Services said, “As we look back on our 45 years of existence, the one [thing] that is glaringly obvious is that we don’t take time to celebrate each other enough. And one of the ways we can do that is this PCAM Luncheon, and it makes it its own special event. That’s why it’s important to make sure that we celebrate each other.”

Ramona Acosta, CMCA®, AMS®, PCAM® is the Director of Business Development at Tinnelly Law Group and Alexandria Pollock, CMCA®, AMS®, PCAM® is the West Coast Regional Sales Manager for BuildingLink.com LLC. They both had long careers in community management before becoming business partners in our industry. Ramona and Alexandria can be reached at ramona@tinnellylaw.com and alexandria@ buildinglink.com, respectively.

March/April 2018 | www.cai-glac.org 17

PCAM PRIDE ®

The PCAM® designation is the pinnacle of professional achievement for managers with advanced skills and experience.

A PCAM candidate must: 1) pass the CMCA® examination; 2) pass all six 200-level courses; 3) have five years or more of direct community manager experience; 4) successfully complete a challenging case study analysis of a community association; 5) comply with the CAI Professional Manager Code of Ethics; and 6) participate in a minimum level of chapter service activities.

Nels Atha, CMCA®, AMS®, PCAM® Nels Atha has worked in community management since 2002. He has worked directly with more than 100 different communities as their portfolio manager or financial manager, ranging in unit sizes from as small as a four-on-a-lot to a 416-unit Wilshire high-rise. In 2011, Nels founded Common Interest Services, Inc., a full-service community association management company. He has been a member of the Greater Los Angeles Chapter of Community Associations Institute (CAI-GLAC) for many years.

When asked how holding the PCAM sets him apart, Robert Sides (PCAM #1096), General Manager of the Regatta Seaside HOA responded: “…By establishing the best practices. You know, all of the 200-level courses really set down the parameters for the things we need to do. Every day, every month I go back to Communications, Facilities, etc.”

Currently, Nels volunteers on GLAC’s Publications and Legislative Support Committees. Nels serves as one of the Chapter’s two delegates, as well as Secretary to the California Legislative Action Committee (CLAC). A native of Los Angeles-South Bay, Nels is first and foremost a father to his two daughters and son. He enjoys camping and volunteers with the Torrance Girls Softball League.

Manuel Diaz, CMCA®, AMS®, PCAM® Manuel Diaz has more than fifteen years of experience in community association management. In 2002, he began as an Assistant Manager. Two years later, he became the General Manager of the Ten Five Sixty Wilshire Condominium Association, one of the most luxurious buildings on the Wilshire Corridor in Los Angeles. A member of CAI since 2006, he was certified as a Certified Manager of Community Associations(CMCA®) in 2009. Soon after, he received the Association Management Specialist (AMS®) designation, and most recently he achieved his Professional Community Association Manager (PCAM®) designation.

Manny has expressed his gratitude to all previous and current board members at Ten Five Sixty HOA who gave him the opportunity to continue his education and become a PCAM. He finds it rewarding to be the General Manager of Ten Five Sixty HOA and assisting the residents every day. Additionally, he’d like to give a special thanks to Joanne Peña, PCAM®, for sharing her knowledge and providing guidance in this wonderful industry.

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CAI-Greater Los Angeles Chapter

When asked what made him decide to earn his PCAM®, Craig Phillips (PCAM #1095), General Manager at International Tower Condominium Association, answered: “I started in this industry by chance, and I worked onsite. Within a year or two I realized that I couldn’t really move forward unless I had industry education, so I took a pay cut, started working for a portfolio management company and insisted to the owner that I be fast-tracked. He was OK with that.

This great guy and mentor was Michael Huffman, and he helped me get all the industry designations…for which I will be forever grateful.

And about the PCAM Luncheon…

“I never miss it. I love being with folks I’ve met through CAI-GLAC—all excellent, fun people.”

“I think it is a really nice way that the Chapter honors those of us who have achieved such a difficult task.”

“I think it is amazing. I love seeing everyone dressed up and appreciate how exclusive it really is. I look forward to it every year.”

Managers Holding the PCAM Designation 2018 Ramona Acosta Adrian Adams Chris Albrecht Margaret Allen Nels Atha James Beard Anda Bewhite Dave Brock Wendy Bucknum Kelly Bunnell Donald Campbell Judy Campion

Tami Chavin Lisa Dale Manuel Diaz Richard Egan Farrah Esquer Meigan Everett John Felder Lynette Findlay Laurie Gral Linda Healey Elvin Hidalgo Diane Hilliard

CAI-Greater Los Angeles Chapter

Shanne Ho Russell Hoffman Michael Huffman Cyndi Koester Karen Kokowicz Donyelle La-Key Lorna Leviste Michael Lewis Gregg Lotane Ted Loveder Sascha Macias Laurie Mark

Erik Mendez Ruth Moffitt Brian Murphy Julius Nagy Tina Nakamura Dan Nakari Peggy O’Donoghue Pete Ong, Jr. Joanne Peña Craig Phillips Alexandria Pollock Melissa Rothe

Edmund Sellman, Jr. Robert Sides Marianne Simek Diana Stiller Michael Sukey Dawn Suskin Michelle Underwood Jill Van Zeebroeck Connie Vohden Lori Ziegler

March/April 2018 | www.cai-glac.org 19

news

ten percent (10%), from what was originally proposed by the homeowner is not a “reasonable” restriction and therefore unenforceable. Cal. Civ. Code § 714(d)(1)(B).

Changes to the California Solar Rights Act Creates More Issues for Residential Common Interest Developments.

For planned developments with detached homes, the application of the Act is relatively straightforward because it applied to Systems that were installed on a homeowner’s “separate interest.” However, what was less clear was the extent to which the Act applied to homeowners within condominium developments. In a condominium development, a System would not be installed within or upon a homeowner’s separate interest. Rather, the System would be installed on common area components such as the roofs, garages or carports.

from sacramento

••• By Matthew T. Plaxton, Esq.

T

he California Solar Rights Act (“Act”), found at California Civil Code Sections 714 and 714.1, provides certain protections for homeowners seeking to install Solar Energy Systems (i.e., solar panels) on their properties (“Systems”). The intent of the Act was to prevent associations from broadly banning Systems for aesthetic reasons—whether through an explicit ban, or through onerous architectural restrictions that greatly increase System costs or reduce performance. To that end, the Act rendered void and unenforceable any provision of an association’s governing documents that “effectively prohibits or restricts the installation or use of a solar energy system.” Cal. Civ. Code § 714(b). The Act does permit associations to place “reasonable restrictions” on the installation or use of Systems, as defined in California Civil Code §714(b). However, in reality, those “reasonable restrictions” are extremely limited in scope. Any restriction which increases the cost of a System by more than $1,000, or which decreases its performance by more than

There are circumstances where the California Civil Code addresses an improvement that a condominium unit owner may wish to install on common area. For example, California Civil Code Section 4745, which governs the installation and use of electric vehicle charging stations, permits owners, under certain circumstances, to install charging stations on common area or exclusive use common area. The Act does not contain similar provisions in the context of Systems. Therefore, there was an ambiguity in the law as to whether an association may broadly prohibit the installation of Systems on common area and exclusive use common area. That ambiguity was underscored by the provisions of California Civil Code Section 4600 which restrict the degree to which a board may grant exclusive use of any portion of the association’s common area to an owner without a vote of the association’s membership. Therefore, the majority of condominium associations traditionally prohibited System installations on common area components This issue was at the heart of AB 634 which was signed into law in 2017. AB 634 amends Civil Code Section 714.1 and adds Civil Code Section 4746. Under the new law, which became effective January 1, 2018, associations are prohibited from establishing policies prohibiting the installation or use of Systems installed on the “roof of the building in which the owner resides, or a garage or carport adjacent to the building that has been assigned to the owner for exclusive use. It also adds an exemption to the membership approval requirements associated with granting exclusive use of common area to allow for such grants for System installations. Cal. Civ. Code § 714.1(b)(1)-(2). In simple terms, condominium associations are no longer able to broadly prohibit Systems from being installed on common area roofs, garages or carports.

The enactment of AB 634 raises significant concerns, especially with

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CAI-Greater Los Angeles Chapter

respect to the impact the installation of a System will have on warranties covering the roof and related components— warranties which are often rendered void by the installation of a System. However, this typically extends only to the portion of the roof affected by the System. Moreover, many solar companies warrant their work for ten-to-fifteen years, which includes all roof penetrations made in connection with the installation. Finally, the newly codified Section 4746 of the Civil Code authorizes an HOA to “[r]equire the owner and each successive owner of the solar energy system to be responsible for… costs for damage to the common area, exclusive use common area, or separate interests resulting from the installation, maintenance, repair, removal, or replacement of the solar energy system.” Thus, an association may (and should) transfer this responsibility on the installing homeowner—preferably through the homeowner signing a maintenance and indemnity agreement with the association as a condition of the association’s approval of the System.

Additional concerns raised by AB 634 relate to the treatment of applications for the installation of Systems in a multi-story condominium project, particularly where multiple units share the same roof. California Civil Code Section 4746 addresses this concern by permitting an association to require the applicant/homeowner to submit a “solar site survey showing the placement of the [S]ystem” and the “equitable allocation of the usable solar roof area among all owners sharing the same roof, garage, or carport.” This is to prevent any one homeowner from monopolizing the entire area for his or her System to the detriment of his or her neighbors who may want to install a System in the future. Associations may therefore restrict the applicant’s System to that homeowner’s equitable share of the roof space.

For example, if there are five (5) units under the same roof, then only 1/5 of usable roof area may be utilized for any individual homeowner’s System. For some condominium communities, this may result in homeowners not being able to install Systems simply because the usable area allocated to them (and thus the number of solar panels they may have) is not large enough.

To address these and other concerns, a condominium association should adopt guidelines addressing the policies and procedures governing the application and installation of a System on common area roofs, garages and carports. At a minimum, the policy should parallel the language of the new law by requiring applicants to: 1. Notify all owners of a unit within the building of the proposed installation.

2. Submit a solar site survey that (a) is prepared by a licensed contractor, (b) shows the placement of the proposed System, (c) depicts the usable area of the location in which the proposed System will be installed, and (d) includes a determination of an equitable allocation of the usable solar area among all owners sharing the same roof, garage, or carport.

3. Obtain and maintain a homeowner liability coverage policy, and provide the HOA with a copy of same within fourteen (14) days of approval of the application.

4. Execute and record a maintenance and indemnity agreement whereby the applicant assumes responsibility for the costs of repairing damage to, among other things, the common area resulting from the installation, maintenance, repair, removal or replacement of the System. Such an agreement should also address what happens when the System needs to be removed/re-installed to accommodate community-wide roofing projects the association may undertake in the future.

The foregoing are just a few examples of what should be included in such a policy.

Associations and their community managers should be mindful of the recent changes to the Act and should consult with legal counsel to ensure that the association’s governing documents conform with AB 634.

Matthew T. Plaxton, Esq. is an associate of Tinnelly Law Group, a law firm serving community associations throughout California. Matt is also Chair of the CAI-GLAC Legislative Support Committee. He can be reached at matt@tinnellylaw.com.

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CAI-Greater Los Angeles Chapter

March/April 2018 | www.cai-glac.org 21

news

from sacramento continued

CAI California Legislative Advocate Louie Brown Interviews California State Senator Scott Wilk

S

cott Wilk services the 21st District, encompassing the Antelope Valley, Victor Valley, and most of the Santa Clarita Valley.

Have you ever lived in a community association and what was your experience like?

Yes. It has been a great experience, and the control afforded to me and my neighbors has been exceptional in allowing greater input, oversight and transparency on the grounds of our development. Community associations work if the community comes together to make them work; in the case of my experience, that has been exactly the outcome. Through our efforts we have been able to maintain a beautiful community and make various and significant improvements to our common areas through our cooperative efforts as an association. Not only that, but we have had the ability to rally together as neighbors, and I have developed lifelong friendships through our shared interest in our community association.

What was the most effective way for residents of community associations to interact with your office regarding legislation or participating in community events?

As your State Senator, I am committed to providing the highest quality of public service possible. I believe my job is simple – to respond to your questions and concerns, to make decisions fairly and to assist you with any problems you may encounter when interacting with state agencies.

In addition to my office in the State Capitol, I have set up regional district offices in Santa Clarita, Lancaster and Victorville. All of my offices have great staff available to listen to your opinions and offer assistance. It is our job to help you, so please do not hesitate to contact your local office or my Capitol office.

I also welcome your emails on issues that matter to you whether they are legislative or community-related. We read each and every email so your opinion really does matter.

If you are planning a trip to Sacramento be sure to let us know. We are happy to assist with tours or just have you come by the office and say hello. In the District, I hold many community events which I hope you will attend. Please

22

www.cai-glac.org | March/April 2018

visit my website for office locations and a staff directory.

Representing you is an honor.

What do you think are the biggest issues facing the residents of Southern California?

The cost of living and traffic. California is an expensive place to live and getting more expensive each year as the legislature tacks on more regulations and taxes to our everyday activities. Many people in my district commute up to 100 miles a day each way for work. Affordability of housing is one of the main reasons individuals live long distances from their place of employment. That is why I am opposed to policies like raising the gas tax or instituting a mileage tax. These place an unfair burden on the super commuters…who are generally people working hard to keep a roof over their heads and feed their families.

What role do you think community associations can play in addressing housing needs in Los Angeles County?

The housing crisis facing Los Angeles County, and actually all of California, is just that, a crisis. Homelessness is climbing, and soaring housing prices are putting home ownership, and even renting, out of reach for many Californians. I don’t think there is one easy solution. It is important to consider affordability and varying price points when building communities. Proper stewardship of HOA dollars keeps costs down and ensures money homeowners pay into their community is used effectively and responsibly.

What are your thoughts on current efforts to change Prop 13 and implement a Split Roll Tax in California? (http://ktla. com/2017/12/18/proponents-of-changing-californias-prop13-take-first-step-toward-getting-initiative-on-2018-ballot/) I oppose all efforts to change Prop. 13—including the Split Roll Tax. In Sacramento, the go-to answer for every problem is higher taxes and fees which is why we are the highest-taxed people in the nation.

What are your top legislative priorities for 2018?

I see my job as enhancing the lives of ordinary Californians by growing California’s economy, improving schools and streamlining government so it works efficiently and effectively.

One in five Californians live in poverty. Bringing higher-paying jobs to the state will enable the poor to move into the middle class. Improving our schools will give all California students the tools they need to be competitive for jobs, higher education and sustainable careers. Reining in government spending and holding bureaucracy accountable will ensure it works for—and not against—the people.

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

Scott Wilk's Photo By California State Assembly Republican Caucus – http://republican.assembly.ca.gov/caucus/img/ members/member38.jpg, Public Domain, https://commons. wikimedia.org/w/index.php?curid=26749474

CAI-Greater Los Angeles Chapter

What is CLAC?

888.909.7403 | 916.550.9488 fax | www.caiclac.com

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 50,000 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.

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.

A Buck a Door or More Makes Sense!

CAI-CLAC is working toward legislative solutions that are right for California homeowner associations with the ongoing and generous support of HOA communities across the state. Join CAI’s award winning “2013 Legislative Action Committee of the Year” and do your part by contributing a “Buck a Door or More” from your association.

Our Thanks to CAI-CLAC 2018 Contributors January 1 – February 28

Goal: $24,321

68%

of goal as of 03/15/18 $16,489

CAI-Greater Los Angeles Chapter

100 Marina Shores HOA 101 Ocean Condominium HOA 446 San Vicente HOA 515 San Vicente HOA 909 El Centro, Inc. 914 Lincoln Blvd. HOA 948 20th Street HOA 1030 3rd Street, Inc. 1242 Berkeley Street HOA 1715 California Ave HOA 1835 7th Street HOA 2050 Artesia HOA 2641 4th Street HOA 4424 Whitsett Avenue HOA 4820 Bellflower HOA 11767 Sunset Blvd. Association 15206 Burbank Blvd. HOA Adams Stirling PLC Armour Lane Condominium Avis HOA Avocado Glen HOA Beaumont Tashjian Berding & Weil, LLP Berg Insurance Agency Beven & Brock Bodger Park Condominiums HOA Budlong Villas HOA, Inc. Cardiff Court HOA, Inc.

Casa de Suenos CA Casa De Valley View OA, Inc. Cedar Glen HOA Common Interest Services, Inc. Condominium Administration Co., Inc. Culver Centrale HOA Culver City Gardens (Lincoln Archways) Design Villas HOA Eight on Twenty HOA Fenton Grant Mayfield Kaneda & Litt, LLP FirstService Residential AAMC® Florwood Estates HOA Gorham Park HOA Hermosa surf Condos, Inc. Hillcrest Meadows HOA, Inc. Hillcrest Rolling Hills HOA, Inc. Hopi HOA Idaho Villas HOA Irena Vista OA Kasdan LippSmith Weber Turner, LLP Kelton Arms COA Kester Villas HOA Lawford HOA (Hayvenhurst CA) Longfellow Village OA

Management Professionals, Inc. AAMC® Marina Village HOA McKenzie Rhody, LLP Monterey Pines HOA Oak Hill Condominium HOA Ocean West HOA Pacific Colony HOA Pacific View Condominiums HOA Park Crest HOA PCW Contracting Services Polynesian OA Rancho Glen HOA Roseman Law, APC Ross Morgan & Company, Inc. AAMC® S. Manhattan Place HOA SAX Insurance Agency Seascape-Redondo HOA, Inc. Silver Spur Court HOA SK Management, LLC South Bay Estates HOA South Hermosa Townhomes HOA Spencer Estates HOA SwedelsonGottlieb Textile Building OA The 555 Evergreen Street HOA The 3219 Colorado Assoc.

The Angels Landing Group 7 Fountains The Vista Pacifica HOA Villa Cordoba HOA VIP Goshen Association Virgil Courts HOA Valencia Management Group AAMC® Vogue Condominium Association W.C. Services Company West Wind Townhomes HOA Westside Townhouses HOA Wilshire Selby Towers East CA, Inc. Windsor Estates COA Wolf, Rifkin, Shapiro, Schulman & Rabkin LLP Woodbury Maintenance Corp.

Yale St. HOA

March/April 2018 | www.cai-glac.org 23

Committee Corner

We are nothing short of extraordinary & we keep in good company.

GLAC CAI Community Outreach Committee, revamped and out to make its mark!

T

he Community Outreach Committee was founded back in 2009 after Meigan Everett approached the GLAC Board of Directors with her proposed Charter. The Board agreed that this Committee would bring a positive impact to the Chapter and quickly approved it. Thereafter, a small group set a calendar of events for 2010, which included a Red Cross blood drive, a food drive and 5k for the Westside Food Bank, a clothing collection for Well Suited for the Job and care packages for military. Meigan shared that her favorite event memory was at the Relay for Life event a couple of years ago. The event gave her an opportunity to walk in honor of a lost CAI member and friend along with her late Aunt Jackie. “Doing my part to help find cures for cancer and maybe having an impact on future lives brings me hope,” said Meigan.

24

www.cai-glac.org | March/April 2018

In 2017, Community Outreach Committee Co-Chairs Miranda Legaspi and Angelique Madrigal set a goal to expand the Committee. They promoted the Committee at monthly educational programs, on social media, and by wordof-mouth.

Between September 2017 – January 2018 the Committee went from five members to a staggering twenty-three.

With the additional volunteers joining in the last few months of the year, the Committee was able to exceed its 200-pairs-of-glasses goal during the

Eyes of Hope Eyewear drive and make its annual Spark-of-Love Toy Drive goals with a record turnout and the most airtime ever given to us by Channel 7 Eye Witness News. The outpouring of support has been remarkable, enabling the Committee to finish off 2017 stronger than ever.

Miranda and Angelique are bursting with pride over the growth, and they intend to make this year even more successful. “Volunteering was something I grew up doing with my family and through our church. Giving back was something my parents emphasized— the importance of extending a hand to anyone that may want or need it.

Now that I have my own family, this is something that we do—it’s a part of who we are,” said Miranda. “I was raised in a family that strived to help others meet their needs with dignity. I want my children to embrace volunteerism and feel its rewards—nothing would make me prouder,” said Angelique. Now, the committee meetings are longer, and there is no shortage of ideas or feedback.

Each member exhibits a passion for helping others and shares the same vision for 2018.

This year, as the Chapter celebrates its 45th Anniversary, the Committee has set a calendar of five events. The first will be

a donation drive to help Single Mothers Outreach of Santa Clarita, followed by the ABC7 Food Drive, food packing at the L.A. Regional Food Bank, hosting either a breakfast or lunch at the Ronald

CAI-Greater Los Angeles Chapter

Community Outreach Upcoming Events February-March-April Single Mothers Outreach of Santa Clarita May-June Feed SoCal ABC7 Food Drive McDonald House, and participating again in the ABC7 Spark of Love Toy Drive. Now twenty-three members strong, there is no doubt that they will be representing the Chapter in a style that’s all their own. The Committee collectively wanted to rebrand their image to the Chapter and show how unique, versatile and fabulous they are by trading in their business attire for formalwear for a Vanity Fair-inspired photo shoot to show just how well they clean-up! Enjoy!

Angelique Madrigal (Ross Morgan & Company, Inc. AAMC) and Miranda Legaspi (Platinum Security) co-chair the Community Outreach Committee. They can be reached at Angelique@rossmorganco.com and mlegaspi@platinumsecurity. com, respectively.

September 8 Food Packing at L.A. Regional Food Bank October 30 Serving Breakfast or Lunch at Ronald McDonald House December 7 ABC7 Spark of Love Toy Drive

Insuring Common Interest Developments Throughout The West

CAI-Greater Los Angeles Chapter

March/April 2018 | www.cai-glac.org 25

Committee Corner

more flexibility to introduce a wider variety of fun activities. As we continue to grow our relationship with TPC, our opportunities continue to grow. For example, instead of boxed lunches, in the past few years we have brought the In-N-Out Truck, a taco station, and most recently we have had The Habit truck cater.

For many years the Tournament averaged 80 golfers, but since changing locations and the date, our numbers have hovered around 140, selling out most years. Sponsorships sell out every year, and we only have a limited number left for this year. Every tee box has a vendor sponsorship, and there are additional sponsored contest holes, such as Closest to the Pin on Par 3’s, Longest Drive, and Most Accurate Drive. There are raffle prizes and even a Reverse Raffle where someone wins a set of irons.

The golf tournament is a scramble format, so it’s beginner-friendly—you can play and enjoy yourself even if you’ve never picked up a club before!

Find out more information at www.cai-glac.org. Managers who want to play should contact Joan Urbaniak at 818-500-8636. CAI-GLAC Chapter President Greg Borzilleri said, “The L.A. Chapter Golf Tournament is the bestrun golfing event at the best golf course.”

Tee Off in the Tropics with Us!

By Ryan Dudasik, Golf Committee Co-chair

T

he annual CAI-GLAC Golf Tournament will be held on May 14 at TPC Valencia. This year’s theme is “Tee Off in the Tropics.” I am proud to be serving as co-chair of this amazing event for the fourth year, alongside Julia Gomes. Julia is co-chairing for the first time, and I am so happy to be working with her. I joined the Golf Committee eight years ago and, as an avid golfer, saw so much potential for growth. The CAI-GLAC Golf Tournament is the biggest fundraiser of the year and brings

26

www.cai-glac.org | March/April 2018

together everyone in the industry for a great day of relaxation, laughter and networking.

Since becoming the committee cochairs, we changed the time of year for the tournament from August to May so that the temperatures were more tolerable. There were a few years when we were playing in 100-degree weather, which discouraged participation in the event. We also changed venues, now playing at TPC Valencia, an exclusive country club where we have been given

You don’t want to miss it!

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CAI-Greater Los Angeles Chapter

March/April 2018 | www.cai-glac.org 27

HAPPY

45th Anniversary CAI-GLAC!

We asked a couple of Past Chapter Presidents to share memories.

In 1988 Len again “convinced” me to take over the presidency Remembering the great of the L.A. Chapter. One of our first board meetings was held at Duke’s at the Trop on Sunset. Our part-time Executive colleagues…

There’s so little I recall about what our chapter was like. I do remember where I was and how I got to be president of our small chapter.

Mostly I remember the great colleagues who encouraged and mentored us.

In 1982 my partner Evan Ancker and I merged our small HOA management business with Merv Wallach’s company; Westcom Property Services was formed in early 1983. My good friend Len Siegel provided the legal advice. I met Len in 1981. He was a great teacher helping me navigate the insand-outs of governing documents. About the same time, I met David Swedelson who represented some of our clients.

David, like Lenny, became a friend and advisor to our firm and to me personally.

Mark Goldberg managed The Yousem Company and was the first person I met who held the PCAM® designation. I believe it was Mark who introduced me to CAI—probably in 1984.

The Yousem Company had a great team, including Deborah McGeary and Lady Diana Stiller.

I started the PCAM® track in 1985 and was awarded my designation in 1986. I’m not sure, but I believe I was only the 4th or 5th PCAM® in California at that time. CAI’s presence was much bigger on the East Coast. The Los Angeles Chapter, not yet Greater Los Angeles, was a nascent organization. We did not get very much support from CAI National; it was a homegrown group of manager and vendor volunteers.

Adrian Adams was General Manager at the Wilshire House.

He was a manager’s Manager, a cut above most everyone else.

When Adrian decided to attend UCLA to get his combined MBA/JD, he chose Linda Healey to take his job. Adrian organized the Wilshire Corridor manager’s group, which worked with CAI on some joint programming and provided us venues to hold our educational programs.

In 1987 Len and David convinced me to get more involved with the L.A. Chapter. I had really enjoyed teaching the ABC’s (now “The Essentials of Community Leadership”) and M-100 programs, training board members who wanted to do a better job representing their HOAs. I also taught the education track programs designed by CAI. One of my first “students” was Karen Kokowicz who was working for Mike Huffman’s company, Management Professionals, Inc.

28

www.cai-glac.org | March/April 2018

Director was Kathleen Daniels. Don Mink helped with our accounting. As I recall, we had about 125 members. We had meager resources, but were supported by our great vendor partners like Bob Little, Tim Cline and Steve Segal. Focus was edited by Jan Hickenbottom, who also wrote the Los Angeles Times HOA column (the one that was positive and helpful).

From these beginnings our chapter grew to what it is today. I am awed by the dedication of our volunteers. We are lucky to have Joan Urbaniak as our full-time Executive Director. She provides the continuity and support that allows our Board to continue to expand our offerings in an ever-widening geographic area.

The future looks bright.

Chapter President 1988 Marc Binenfeld, Metropolitan Property Services, LLC

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Reminiscing…

I served as the President of CAI-GLAC in 1983. Needless to say, it is difficult to recall the specifics of my tenure approximately 35 years ago. I kept no diary and my records for the most part no longer exist. However, I do remember all the wonderful professionals with whom I worked during that time, many of whom are still very involved in CAI and have been friends for years.

The focus of the Chapter, then as now, was to broaden our membership. Word-of-mouth led to a growing interest and participation. As a group, we understood that our strength came from our numbers. We were a relatively small group of people with big ideas. I am proud of the work that we did back then, and even prouder to have witnessed how much CAIGLAC has grown and developed during the past 45 years. I am certain that this is just the beginning and that even greater things lie ahead for this chapter.

My memory was recently triggered by the loss of a CAI pioneer, Joseph Yousem, who passed away a few weeks ago.

Joe was the owner of the Joseph Yousem Company which managed many associations throughout the greater Los Angeles area. Joe was a member of CAI. We routinely had our meetings at Joe’s office in West Los Angeles. He was an innovator and avid advocate for the interests of homeowners associations.

Chapter President 1983 Leonard Siegel, Esq. Kulik Gottesman Siegel & Ware LLP

In 1983 there was no Davis-Stirling Act, and the laws affecting homeowners associations were scattered throughout the Corporations Code and the Civil Code. There were only a handful of appellate cases that had any connection with associations. In fact, most cases only dealt with CC&Rs generally, and not in the context of a common interest development. As such, legal precedents were limited.

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CAI-Greater Los Angeles Chapter

March/April 2018 | www.cai-glac.org 29

welcome

New CAI-glac Members! as of March 15, 2018

BUSINESS PROFESSIONALS Condominium Legal Liability, LLC Gorilla Printing & Signs Hi Definition Maintenance Mariposa Landscapes, Inc. Servpro of Arcadia & Pasadena North Specialized Pipe Technologies COMMUNITY ASSOCIATIONS Beverlywood HOA

RECRUITER CAI National Don Campbell, CMCA®, AMS®, PCAM® Ryan Dudasik CAI National Jeremiah Masopust CAI National Sascha Macias, CMCA®, AMS®, PCAM®

COMMUNITY MANAGERS Carolina Badillo HOA Organizers, Inc. Mack Hodges HOA Organizers, Inc. Mandy Leroy The Met at Warner Center HOA Bill Mazal Terron McElroy HOA Organizers, Inc. Elizabeth Muñoz Moller Property Management Amanda Soler Ross Morgan & Company, Inc., AAMC Krystal Yager Baldwin Real Estate Management David Zeiger The Dorchester HOA

Neda Nehouray, CMCA®, AMS® Neda Nehouray, CMCA®, AMS® Diane Hilliard, CMCA®, AMS®, PCAM® CAI National Neda Nehouray, CMCA®, AMS® Gloria Carlos Diane Hilliard, CMCA®, AMS®, PCAM® Janna Havener, CCAM® CAI National

2018 CAI-GLAC

Referral Rewards PROGRAM Membership is Everywhere!

Help CAI find new members and win!

It’s easy!

Can’t quite close the deal?

LET CAI-GLAC HELP YOU RECRUIT! Just send the Chapter thecontact names Just send the Chapter Office theOffice names and and contact information for anyone you information for anyone you think would benefit from CAI membership. think would benefit from CAI membership.

IfIfyour joins,you your recruit recruit joins, you goTreasure the can can go the Treasure Chest andChest select and a gift select a gift from from our bounty. our bounty.

ToTo send in your please complete andcomplete return send in referrals, your referrals, please the form, or email Andrea at andrea@cai-glac.org. and return the form, or email Andrea at

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www.cai-glac.org 30

www.cai-glac.org | March/April 2018

CAI-Greater Los Angeles Chapter

Our Thanks to Renewing Members!

As of February 28, 2018

BUSINESS PROFESSIONALS ADCO Roofing & Waterproofing ADT Security Advanced Painting Contractors Company, Inc. All Valley Alarm Allied Universal Antis Roofing & Waterproofing BEHR & KILZ Paints & Primers BELFOR Property Restoration Brian Berce Insurance Agency, Inc. BrightView Landscape Services CBI-Collins Builders, Inc. CertaPro Painters of Pasadena CertaPro Painters of Sherman Oaks Debra L. Sheppard & Associates A PLC General Pavement Management GNG Vinyl Fencing, Inc. Iger Wankel Bonkowski, LLP Jensen Hughes Judge Law Firm, The Kasdan LippSmith Weber Turner LLP McKenzie Rhody, LLP Mission Paving & Sealing, Inc. Naumann Law Firm, PC, The PCW Contracting Services Platinum Security, Inc. Professional Services Construction, Inc. RevoPay Rodent Pest Technologies Roseman Law, APC Select Painting & Construction ServiceMaster by ARS ServiceMaster Recovery Management Steve Little Insurance Agency, Inc. Steven G. Segal Insurance Agency, Inc. Sunwest Bank Tinnelly Law Group Union Bank HOA Services Vet-Sec Protection Agency, Inc. COMMUNITY ASSOCIATIONS Croydon Park HOA Tarzana Woods HOA Torrance-Windemere HOA Westmont North HOA COMMUNITY MANAGEMENT COMPANIES Bali Management Group, Inc. Bella Vista Property Management, Inc. Community Property Management Concept Seven, LLC AAMC Horizon Management Company AAMC Infinity Property Services Manhattan Management Corporation Miller & Desatnik Management Co, Inc. Pacific Real Estate & Management, Inc. Ross Morgan & Company, Inc. AAMC SwedelsonGottlieb

CAI-Greater Los Angeles Chapter

True Community Association Management, Inc. Wall Street HOA Management COMMUNITY MANAGERS Karen Ansell, CMCA®, AMS® Omni Association Management Gloria Carlos Moller Property Management Mary Carpenter Park Wellington OA Gary Choppé HOA Management of Santa Clarita Lynne Collmann, CMCA®, AMS® Savoy HOA Matt Davidson, CCAM® Action Property Management Vicki Egan Seco Canyon HOA Heather Eisfelder, CMCA® Scott Management Company Jasmine Garcia Community Association Specialists, Inc. Sherri Giles Village Green Owners Association Carmen Harper, CMCA® SK Management, LLC Gene Jackson The Courtyards of West Hollywood HOA Curtis Kalleward, CMCA® Cove Community Association Jessica Koval Cove Community Association Jacklyn Lehrbass, CMCA® Ross Morgan & Company, Inc. AAMC Diane Lortie-Dudasik, CCAM-PM® Metropolitan Property Services, LLC Gregg Lotane, CCAM®, PCAM® The Wilshire Crystal Machado Raintree Mutual Corporation Sascha Macias, CMCA®, AMS®, PCAM® FirstService Residential Angel Maldonado Mura Community Association Victor Mariscal The Californian on Wilshire HOA Al Masters, CCAM® Vivian Meyers Ervin Mezey, CMCA®, AMS® Melissa Mills, CMCA®, AMS® The Mirabella HOA Fernando Morales, CMCA®, AMS® Sea Colony HOA II

Robert Morando The Californian on Wilshire HOA Shedrick Nance, Sr. Heather Nutt Jenkins Properties Management Company, Inc. Bruce Ostermann, CMCA® PMP Management AAMC Howard Pancirer, CMCA®, AMS® Villa Barcelona HOA Shawn Pinkney Two Eleven Spalding Condominium Association Christopher Rainey Infinity Property Services Edmund W. Sellman, Jr., PCAM® CoastManagement.net Erik Strom, CMCA® Michael Sukey, AMS®, PCAM® The Promenade Owners Association Dawn Suskin, CCAM®, PCAM® Playa Vista Parks & Landscape Corporation Christine Taylor, CMCA®, AMS® HOA Organizers, Inc.

Dan Teter, CCAM®, CMCA® Maria Tiscareno Franklin Towers HOA Connie Vohden, CMCA®, AMS®, PCAM® Community Association Specialists, Inc. Lorie Vos Playa Vista Parks & Landscape Corporation Lorraine Wilkinson Playa Pacific HOA COMMUNITY ASSOCIATION LEADERS Lisa Alexander Derek Allen Tecumseh Coleman Joseph Fabricatore Teresa Hames Shelly Hill Arthur Leonard Larry Leonard Lelah Yue

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March/April 2018 | www.cai-glac.org 31

2018 CALENDAR OF EVENTS APRIL 05 South Bay HOA Marketplace – 5:30 p.m.

DoubleTree by Hilton Torrance-South Bay, 21333 Hawthorne Blvd., Torrance 90503 09 CA Day at the Capitol – 8:30 a.m.

Hyatt Regency, Sacramento 12-13 M-204 PMDP Course – Community Governance

Sheraton Gateway, Los Angeles 14 Essentials of Community Leadership Workshop – 8:15 a.m.

Regatta Seaside HOA, Marina del Rey 18 Skirball Luncheon Program for HOA Boards and Managers – 11:30 a.m.

Skirball Cultural Center, 2701 N. Sepulveda Blvd., Los Angeles 90049 20 Chapter Board of Directors Meeting – 8:30 a.m.

Chapter Office, Glendale 24 San Gabriel Valley Educational Program for HOA Boards – 5:30 p.m.

Pasadena Senior Center, 85 East Holly St., Pasadena 91103

27

California CID Law Course – 8:00 a.m.

Mirabella HOA, 10430 Wilshire Blvd., Los Angeles 90024

MAY 01 South Bay Evening Program – 6:30 p.m.

DoubleTree by Hilton Torrance-South Bay, 21333 Hawthorne Blvd., Torrance 90503 03 San Fernando Valley Homeowners Association Marketplace – 5:30 p.m.

Woodland Hills Hilton, Woodland Hills 91367 9-11 CAI National Conference 0

Washington, D.C. 14 Annual Golf Tournament – 8:30 a.m.

TPC Valencia, 26550 Heritage View Lane, Valencia 91381 23 Downtown Luncheon Program for HOA Boards and Managers– 11:30 a.m.

Photo by Ahmed zayan on Unsplash

Advertisers Index 11 Association Reserves, Inc.

21 Popular Association Banking

13 Beaumont Tashjian

27 Precision Painting

25 Cline Agency Insurance Brokers

6 R.W. Stein Painting, Inc.

13 Ferris Painting, Inc.

27 Sandra Macdonald Insurance

30 Fireplace Solutions The Chimney Sweeper

5 Select Painting & Construction

31 Mutual of Omaha Bank/ CondoCerts 28 Pacific Utility Audit 12 Pacific Western Bank

13 Reserve Studies Inc.

29 Steven G. Segal Insurance Agency, Inc. 7 SwedelsonGottlieb 27 Witkin & Neal, Inc.

32 Poindexter & Company, CPAs

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.

DoubleTree by Hilton, 120 S. Los Angeles St., Los Angeles 90012

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

Chapter Office, Glendale

JUNE 05 San Gabriel Valley Educational Program for HOA Boards – 5:30 p.m.

Pasadena Senior Center, 85 E. Holly Street, Pasadena 91103 06 Managers Only Breakfast Workshop – 9:00 a.m.

Location TBD 7-08 M-205 PMDP Course – Risk Management 0

Sheraton Gateway, Los Angeles 20 South Bay Luncheon Program for HOA Boards and Managers – 11:30 a.m.

Location TBD

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

Chapter Office, Glendale

Events subject to change, see website for possible updates.

32

www.cai-glac.org | March/April 2018

CAI-Greater Los Angeles Chapter

Sponsors

FreshCo Painters, Inc. • Tinnelly Law Group • Union Bank HOA Services

CAI-GLAC

PRSRt StD U.S. Postage

PAID

130 N. Brand Blvd., Ste. 305 Glendale, CA 91203

San Bernardino, CA Permit #1

Change Service Requested

Order Your 2018 Condominium Bluebook Today!

Price: $26.00 per copy, tax and shipping included.

Order copies online at: www.cai-glac.org.

m-205 Risk Management June 7 – 8

8:30 a.m. – 5 p.m. both days Sheraton Gateway Hotel 6101 W. Century Blvd.

Los Angeles, CA 90045

Register today at www.caionline.org.

coming

soon

LEARN HOW TO PROTECT YOUR COMMUNITY AND RESPOND TO EMERGENCIES. This course shows you how to prepare for your community’s future by identifying insurance risks and addressing critical issues. Learn how to optimize your community’s risk-management program and gain strategies and resources for evaluating property coverage, reporting losses, and managing claims.

ADVANCE REGISTRATION IS REQUIRED

» Visit www.caionline.org/m205 to register for this course online. Register online four weeks ahead and receive a $25 discount.

OFFICIAL 2018 SPONSORS

COIT Cleaning & Restoration Sperlonga Data & Analytics