Vision Magazine Fall 2023

NORTH BAY PAINT NIGHT

October 6 | Epicenter, Santa Rosa

EAST BAY WINE TASTING

October 10 | Finestra Winery, Livermore

COACHELLA VALLEY

FUNDRAISING WALK & LUNCH

October 14 | Paint El Paseo Pink Event, Palm Desert

SAN DIEGO BOWLING

HALLOWEEN THEME

October 19 | Bowlero, San Marcos

ORANGE COUNTY HAPPY HOUR

HALLOWEEN THEME

October 20

OC Local Taproom, Laguna Niguel

SOUTH BAY BOWLING

HALLOWEEN THEME

October 30 | Bowlero, San Jose

SAN FRANCISCO HAPPY HOUR

December 4 | Fog City, San Francisco

MANAGERS

We have several local events planned in your backyard.

Make plans to join us. These opportunities are free for you to attend. Just email events@ cacm.org to get your name on the RSVP list.

INDUSTRY PARTNERS

Interested in sponsoring?

Email marketing@ cacm.org with your sponsorship request.

Fall 2023 • Vol. 32, no. 3 Vision

President & CEO tfreeley@cacm.org

Chief Editor lbertrand@cacm.org

Advertising mhurtado@cacm.org

| Thomas Freeley | 949.916.2226, ext. 315

| Lynette Bertrand | 949.916.2226, ext. 323

| Melissa Hurtado | 949.916.2226, ext. 318

Editorial Advisory Committee

Rob Buffington Gordian Business Solutions Building Works

Andrew Hay, CCAM-ND.PM The Helsing Group, Inc., ACMC

Caroline McCormick, CAMEx, CCAM OMNI Community Management LLC, ACMC

Justin Sacoolas, CCAM Compass Management Group, Inc.

Lorena Sterling, CAFM Community Association Financial Services

Scott Swinton Unlimited Property Services, Inc.

Hamlet Vazquez, MCAM-HR Wilshire Terrace Co-Op

Vision Magazine is released digitally by CACM four times annually to members, industry partners and supporters of the California Association of Community Managers.

Magazine content copyrighted 2023. All rights reserved. No part of this publication may be reproduced without written permission from CACM.

Opinions expressed by authors do not necessarily reflect the policies of CACM. Mention of any product or service does not constitute an endorsement by CACM. CACM assumes no responsibility for return of photos or art and reserved the right to reject any editorial or advertising materials. CACM does not assume responsibility for the accuracy of articles, events or announcements listed.

Please address comments and suggestions to: California Association of Community Managers, Inc. 23461 South Pointe Drive, Ste. 200, Laguna Hills, CA 92653 949.916.2226 | communications@cacm.org

Attention CACM members: Have you changed jobs or moved to a new location? Reach out to us at communications@cacm.org to update your profile so you don’t miss your next Vision magazine or any other important CACM communications.

Ana Ryustem, CCAM, of Interpacific Asset Management shows off her yoga skills at our Baby Goat Yoga member event this summer in Orange County. We hosted more than a dozen local member events throughout the state in our CACM Summer of Fun. Check out the photo gallery starting on page 52!

EDUCATION SPOTLIGHT: LIFESTYLE MANAGEMENT COURSE, MEET NEW STAFF & MORE

HOW TO LEVERAGE TECHNOLOGY TO IMPROVE EFFICIENCY

By Robert Simpson, VP of Sales & Success, TownSq

ASCENDING THE RANKS IN THE HOA INDUSTRY

By Andrew Hay, CAMEx, CCAM-ND.PM

GROW THROUGH IT, DON’T JUST GO THROUGH IT

By Dee Rowe, CCAM

2024 LAW SEMINARS: DON’T MISS THE “GRAND ADVENTURE”

2023 CACM MEMBER SURVEY: FINDINGS REVEALED

By Lynette Bertrand, Director of Marketing & Communications, CACM

MAKE MENTORING YOUR MANTRA

By Justin Sacoolas, CCAM

FORMING A DYNAMIC MASTERMIND GROUP By Rob Buffington

HARD CHOICES IN A HARD INSURANCE MARKET

By Brian Kalmenson

JOB HACKS FROM AN INDUSTRY VETERAN By Caroline McCormick, CAMEx, CCAM

UNLEASHING THE POWER OF GIVING By Lorena Sterling, CAFM

NEVER STOP LEARNING

By Scott Swinton

SB 1383: NAVIGATING THE CHANGE AT MULTIFAMILY COMMUNITIES

CACM SUMMER OF FUN PHOTO GALLERY ORANGE COUNTY SWING AND SWAG HIGHLIGHTS

Photo by CACM’s Gabriel Hipolito

president’s message

It’s fall, so it’s budget season (yes, me too!). Look, I’m a believer that we can all learn something new every single day. Education doesn’t exist only in a classroom. It exists in everyday life!

In case you missed it, CACM held a highly successful High Rise & Large-Scale Summit in Pismo Beach where attendees heard from Scott Stewart about his first-hand experience dealing with catastrophic loss as manager of Surfside’s Champlain Towers South. He shared lessons learned and also gave a very personal take on the aftermath both professionally and personally. His journey is one that I truly hope no one ever has to experience again, but I’m so thankful that Scott was willing to share it. Deservedly so, he received a standing ovation!

At the same time, I attended the California Association of Realtors annual convention as an exhibitor to help advocate for California-specific manager education and certification. I’m grateful to have been asked to be a speaker on a Public Policy and Regulation panel discussing this same topic while at the convention.

Over the course of two full days as an exhibitor, with 6,500 registered attendees, I had many conversations about who CACM is, what we do and the importance of California-specific manager certification.

Each one of us has the opportunity every day to learn and to educate others. Whether it’s through taking courses, going to events, holding events, serving as a speaker or as an instructor, joining a committee or doing other volunteer work, we all have ways in which we can continue to grow and help others grow.

Don’t be afraid to step out of your comfort zone, to try something new. Sure, it can take effort and time, but the rewards are worth it! Keep on learning, and educating!

Thomas Feeley, CAMEx, CCAM, President & CEO

Epsten, APC Moves Its Office

Epsten, APC , attorneys at law since 1986, relocated their offices to the heart of Mission Valley. Formerly located in Scripps Ranch, the firm is now located at 3111 Camino Del Rio North Suite 560, San Diego, CA 92108. Epsten, APC is dedicated to serving community associations with general legal issues. With this move, the firm will be able to better serve its clients in San Diego, Inland Empire, and Coachella Valley.

Heritage Commerce Corp Wins Prestigious Award

Heritage Commerce Corp recently accepted the 11th Annual Raymond James Community Bankers Cup. The prestigious award recognizes the outstanding achievements of community banks across the nation. Heritage Commerce Corp’s dedication to providing exceptional service and support to its customers is a

testament to its continued success, and the award is a well-deserved accolade. The bank’s commitment to building strong relationships with its clients, employees, and communities is a cornerstone of its philosophy, and this recognition is a testament to its unwavering commitment to excellence.

Antis Roofing Donates to Boys & Girls Clubs

Antis Roofing & Waterproofing donated its David Chow Humanitarian Award cash prize of $2,500 to the Boys & Girls Clubs of Central Orange Coast’s Back-to-School Backpack Drive. The donation helped provide about 1,000 new backpacks and supplies to kids who need them most. The Club serves the communities of Costa Mesa, Irvine, Newport Beach, Orange, and Santa Ana.

Jamie Chandler Rejoins Professional Community Management (PCM)

Professional Community Management (PCM) announced that Jamie Chandler has rejoined the company in the role of branch president. In this role she oversees and measures employee performance and the client experience. In addition, she will develop and implement strategic organizational strategies, policies, and practices designed to maximize employee satisfaction, retention, and engagement.

Chandler began her career in community management in 2004. She joined Associa

in 2012 serving as regional director of marketing and sales throughout Southern California before leaving to pursue other opportunities. Chandler is an experienced professional with expertise in all facets of strategic planning, new business development, real estate transactions, budgeting, marketing, contract management, and customer service. She holds a Bachelor of Arts in sociology from the University of California-Riverside from which she graduated magna cum laude.

Jamie Chandler

Powerstone Property Management, ACMC Promotes Alysia Dale

Powerstone Property Management, ACMC recently promoted Alysia Dale, CCAM, to Senior Community Manager. Dale has proven herself to be a reliable, professional, and exceptionally helpful asset to her clients. She has demonstrated an unwavering commitment to helping them evaluate budgets and save the community money, and she never shies

away from a challenge. “The team at Powerstone is incredibly proud of Alysia’s accomplishments and looks forward to seeing what she will achieve in this new role. We are excited to see her continue to thrive in this industry and in her new position. Please join us in congratulating Alysia Dale on her well-deserved promotion,” the company said.

Seabreeze Expands in Orange County with Acquisition

Seabreeze Management Company recently expanded its footprint in the Orange County market with the purchase of Accell Property Management, a full-service property management company based in Laguna Hills. The Seabreeze team now has over 600 team members serving over 650 associations and more than 120,000 residential and commercial properties. “The Accell team was built on an incredible legacy. Even after the pandemic threatened so many companies in our space, they have continued to provide amazing service to their clients and remain dedicated to the communities they serve,” said Isaiah Henry, CEO and President. “We have always respected the Accell team, and I am thrilled that this neighboring firm is now part of the Seabreeze family.”

Antis Roofing Hosts 100th Blood Drive

Antis Roofing was named the American Red Cross Corporate Hero because of its monetary donations, and this year it hit another significant milestone in Orange County’s blood donation efforts. This summer, the company hosted its 100th blood donation drive on behalf of the American Red Cross. It all started in early 2020 when Antis CEO Charles Antis learned that the Red Cross faced a critical blood shortage. Antis opened their unused office space, helping the Red Cross collect over 2,400 units of blood to date, enough to save over 7,000 lives. Antis turned each drive into a party, providing lunch and treats for donors, including CACM members. The 100th drive was a grand event featuring a live DJ, lunch from Wing Liam, the founder of Wahoo’s Fish Taco, and ice cream from Senator Josh Newman’s truck. The Red Cross board also attended the event and donated blood. Thank you to Antis Roofing and all the HOA managers, executives, and service providers that took time out to attend one of their blood donation events.

Alysia Dale, CCAM

Harvest Landscape Makes Top 100 List

Harvest Landscape has been recognized as #75 on Lawn & Landscape Magazine’s prestigious Top 100 Landscape Companies in the Nation list. This achievement is a testament to their talented employees’ hard work and dedication. Harvest Landscape is committed to delivering the highest quality and customer satisfaction, which is evident in its inclusion in this exclusive list. According to the National Association of Landscape Professionals (NALP), there are over 604,000 landscape companies in the U.S., which illustrates how stiff the competition was.

Vantaca Launches Real-Time Data Solution

Vantaca, a software provider for the community association management industry, recently launched Vantaca IQ, a business intelligence solution built for community association management that provides real-time visibility into a management company’s business.

The challenge facing many community association management companies is the lack of accessible and actionable data, which leads to slow and reactive decisionmaking. Vantaca IQ provides performance tools to optimize staffing allocations, identify trends, make improvements, and drive better performance across the entire organization. The core of Vantaca

IQ includes three key data views that provide up-to-date insights into business performance, including Business IQ, which provides executive-level leaders with real-time data from all associations they manage. The platform also includes a customizable personal view called My Dashboard, allowing users to choose the performance tools and specific views they find most important.

“Accelerating proactive decision-making is a competitive advantage for community management companies. Vantaca IQ provides easy-to-use tools to provide that advantage,” said Vantaca’s Chief Product Officer, Adam McCombs.

Nordberg | DeNichilo, LLP Adds to Legal Team

Nordberg | DeNichilo, LLP (N|D) announced the addition of Doug P. Bickham, Esq. to their legal team. Before joining N|D, Bickham was a partner at Berding | Weil, managing the governing document update department and providing corporate counsel services to community associations throughout California. He has worked with developers, business owners, community associations, and individuals on various legal matters related to real estate and business for over two decades. Bickham’s areas of expertise include advising community associations on resolving issues, drafting and negotiating agreements for property, goods, and services, and preparing easements, CC&Rs, and other land use agreements. He is also a licensed California Real Estate Broker. For more information about Nordberg | DeNichilo, LLP, visit their website at ndhoalaw.com

Doug P. Bickham, Esq.

HOA Repay and United Trustee Services Join Forces

United Trustee Services (UTS) recently acquired HOA Repay, a common interest development collection and Trustee service provider in Oakland and Carlsbad, California. This acquisition, effective as of July 14, 2023, is expected to enhance UTS’s capabilities in providing efficient and reliable services to homeowners associations and property management companies throughout California.

HOA Repay has a reputation for delivering personalized and effective collection and Trustee services to its clients. By joining forces with UTS, HOA Repay will expand its reach and continue providing high-quality services to its existing clients while gaining access to UTS’s extensive resources and expertise.

UTS, with offices in Danville, Sacramento, and San Jose, California, is a Trustee and foreclosure services provider in the state. The company has built a reputation for providing exceptional services to its clients, including HOAs, mortgage servicers, lenders, and attorneys. The acquisition of HOA Repay will further strengthen UTS’s position in the market and enable the company to offer its clients a wider range of services.

CACM Members Recognized as “Best Lawyers in America”

Jon H. Epsten, Esq. , Shareholder and Founder of Epsten, APC , and Mary M. Howell, Esq. , of Counsel, have been recognized in the 2024 edition of The Best Lawyers in America within the category of Community Association Law. This prestigious recognition is a testament to their hard work, dedication, and expertise. Their inclusion in this prestigious list is a well-deserved honor. At CACM, we take great pride in our members’ achievements. We congratulate them both on this incredible accomplishment and look forward to their continued success.

Optimum Professional Property Management Acquires Encore

Irvine-based Optimum Professional Property Management , Inc recently acquired Encore Property Management in Corona. Encore has been in business since 1992. Optimum chose to add this company to its portfolio to expand its presence in the Inland Empire. With this merger, Optimum now serves over 200 community associations in addition to the 35,000-plus properties it manages in California. “The addition of Encore to our portfolio brings exciting opportunities for expansion

and innovation. We are committed to preserving the unique qualities implemented by Encore founder Susan Beaver, as well as the brand identity that has made them a success. At the same time, we plan to leverage our resources and expertise to even better serve evolving community needs of the Inland Empire. We warmly welcome the talented team and look forward to a prosperous journey together, creating enhanced value for our clients,” said

Debra Kovach, CEO.

Jon H. Epsten, Esq.

Mary M. Howell, Esq.

CM Squared Becomes Employee-Owned

CM Squared announced its transition into an employeeowned company. As part of this change, CEO Dirksen Rogers is stepping down from day to day operations. Rogers said several other changes are on the horizon as the company works to expand its service offerings to cater to its HOA customers and address present and future needs. Moving forward, Chief Operating Officer Shahrzad Mansouri and President Tad Black will continue to oversee operations, while Rogers will serve in an advisory capacity. “This strategic move is a testament to our unwavering dedication to empowering our employees and further strengthening our organization’s foundation for long-term success,” said Rogers. “Together, we will continue to flourish and make a positive impact on the industry we serve.”

Insurance Veterans Launch New Company

Cory Neubauer and Summer Blaser, who bring decades of experience in the HOA insurance realm, have founded a new company called NEXTIER Insurance Services, Inc. to address the needs of struggling HOAs, especially in the face of insurance market upheavals. Their goal is to help HOA managers to concentrate on their communities rather than grappling with complex insurance intricacies.

When asked about their goals, Blaser said, “In an era of uncertainty and challenge with the current turmoil of

insurance in California, NEXTIER stands as a beacon of innovation, dedication, and compassion. We are on a mission to transform the way insurance serves HOAs - standing in partnership and service to provide solutions that make sense and arming HOAs with the tools they need to navigate uncharted waters and emerge stronger together.”

Before launching their company based in Aliso Viejo, Neubauer and Blaser spent many years at Roy Palacios Insurance Agency, Inc.

Cory Neubauer

Summer Blaser

Desert Region Feels Brunt of Tropical Storm Hilary

On Sunday, August 20, managers all over California hunkered down and prepared for the worst as Tropical Storm Hilary traveled northeast from Baja California. Surprisingly though, it was not the low-lying coastal communities that had to worry. Instead, the storm passed over the eastern deserts, causing severe flooding, downed power lines, interruptions to 911 telephone lines, and fallen trees in areas like Indio, Cathedral City, and Palm Springs.

Caren Oliva from Personalized Property Management in Cathedral City said, “My HOAs have a lot of trees down. My heart aches for the homes that have been affected by this storm. It was the craziest storm I’ve ever seen in the 26 years I have lived in the desert.”

Genney Groesbeck, CCAM, with Associa Desert Resort Management out of Palm Desert, provided the included photos and reported, “The entire area was hit badly. Businesses had three to four feet of water and mud to clean up. Roads washed away, and a 10-mile stretch of freeway closed due to flooding. Railway tracks were destroyed, and all our emergency service lines went down. It was, and still is, chaos.”

Lorena Sterling, CAFM and CACM Vision Magazine committee member of Community Association Financial Services in Palm Springs, reported damages such as sinkholes, roads collapsing, mudslides, ripped-off roof tiles, downed trees, power

outages, 911 lines down, and trapped elder care facility patients.

“The calm after the storm is the time to assess and get to work,” she said. “The first step in storm recovery is assessing the damage and planning for reconstruction.”

CACM extends its thoughts to all the managers with properties affected and wishes them the best of luck with assessing the damage and facilitating repairs. Managers who need to find service providers for repairs, can access the CACM Service Provider Directory here

from the roundtable

This edition of Vision Magazine focuses on “Lifelong Learning.” So, what exactly does lifelong learning mean? Don’t we all learn our entire life and hopefully from our positive experiences as well as our challenging ones?

It is generally regarded that lifelong learning is self-motivated, informal, voluntary, and based on personal interests. Examples of lifelong learning could be anything from learning to play an instrument, taking part in an online skills course, or even enrolling in a re-training program. Most of the time, the term refers to learning taking place outside a formal educational institute, such as a school, university, or corporate training.

Lifelong learning is said to be good for your brain, mental well-being, and self-esteem. Continued education can lead to beneficial career advancements. Taking new classes will help you gain practical skills.

So why is it that not everyone has a lifelong learning mindset? To be a lifelong learner, you need to possess the desire to develop your knowledge and skills beyond formal education and focus on continuing to grow at any stage in life, which gives you that mindset of lifelong personal growth.

For many, the learning barriers caused by various factors keep people from joining the mindset. Some are external: tight schedules, too much work, or lack of available materials or technologies, for example. Others are internal and originate in people’s preexisting experiences, emotions, or mindsets. Often internal and external factors join forces and become the excuse for not having the lifelong learner mindset.

The great thing about CACM is that it is developed for the lifelong learner. CACM’s programs provide easy access to additional education offered through multiple mediums. Whether it be a Zoom class, in-person, onsite, or virtual opportunity, continuing education is available for those with a lifelong learning desire. Even this issue provides such opportunities, with article topics such as mentoring, seeing challenges and failures as growth opportunities, time management hacks, tips on climbing the HOA corporate ladder, and developing a mastermind group to propel your career forward.

So, embrace the journey, trust the process, and never stop learning!

Board Chair Powerstone Property Management, ACMC

CACM

EDUCATION

Always “Educating the Mind” is the name of the game! This morning we wrapped up the first CACM Industry Partners Certification Program; the first of three phases. This 5-week course was amazing & extremely informative!

Happy to make the investment in time and resources to ensure our business partners, present and future ones, are receiving the professional ‘expertise’ service they all deserve.

CGSS – Customized Guard Services & Systems takes great pride in establishing a “learning culture.” A culture that always strives to maximize its service delivery capabilities to ensure our customers are getting their return on their investment.

Thank you #CACM #CGSS #CACMBusinessPartner

— Guillermo Amador, Sr. President & CEO

Thank you CACM for allowing me the opportunities to excel in my career. I could not have done this without you.

— Kristina Alvarez-Waingraw, CCAM-PM

Thank you so much for the class today, Robin Kaulana

Thank you to Justine and the entire team at CACM for their time, the education, and their dedication to certifying Association Managers. I was anxious then I joined CACM, but have learned SO much along the way. This helps me both at work and at home. Honored to be affiliated with CACM and to become a Certified Association Manager (CCAM)!

— Ricky L. Potts, CCAM

MEMBERSHIP

We’re excited to announce that Precision Management Solutions is now an active BUSINESS PLUS MEMBER of the California Association of Community Managers, Inc.!

As a BUSINESS PLUS MEMBER, we agree to uphold CACM’s Code of Professional Ethics and

A. Romo, MCAM-HR, PCAM!! Amazing session 1 for High Rise Management with CACM! Looking forward to the upcoming sessions and with you concluding the course for session 6!! I have a new motto!

#oneteam-onedream

— Christina French, CAMEx, CCAM-LS, CAFM

Standards of Practice, and we are eligible for all rights and privileges of Business Membership.

We’re proud to be a part of this community, and we look forward to working with other community managers to raise the standards of our industry.

— Precision Management Solutions

Had a blast partnering with #CACM last week for the first #knowledgesharing lunch in the Stockton area. Can’t wait to do it again soon. Huge shoutout to Natasha Fierro for putting together a great event!

— Laura Angus, Business Developer at BrightView Landscape Services, Inc.

Thanks CACM for hosting a GREAT evening of golf, food & fun! Michael Gachina & Kai Quian had a blast

— Gachina Landscape Management

I enjoyed another great day at Topgolf for our first CACM IE Committee event. Thanks for coming out to support Behr Paint Company and other sponsors!

— Bridget Nigh

CACM is back at it again with another great event at Top Golf! Our group played the angry birds version and we had such a fun time!

— Cierra Boaz, Business Developer at CG Landcape

yousaid it!

BABY GOAT YOGA!!

Our 1st OC Local Committee Event. It was an amazing experience CACM. Thank you to our sponsors.

— Maria Arias, Community Association Manager, Consensys Property Management

spotlight on spotlighteducation education Congratulations Justine Collin, Welcome Pauline Madduma

CACM is excited to announce the recent promotion of Justine Collin to Education and Credentialing Advisor. She joined our education department in 2022 and managers have become acquainted with her as she facilitates all of our courses, working closely with our instructors. Please join us in congratulating her! In her new role, she will advise members on requirements and courses needed to certify and re-certify and assist in finding instructors and setting the schedule of courses. She can be reached at jcollin@cacm.org.

Portfolio Management Class Added This Fall

You asked, we listened. Due to popular demand, we have added a Portfolio Management course this fall. The online course provides 16 CEUs and will be held on Zoom from November 21 through December 6.

In addition, CACM welcomed Pauline Madduma as Education & Credentialing Administrator. Pauline graduated from UC San Diego in 2016 with a degree in neuroscience. In her last year of school, she had the opportunity to take an education studies class where she could volunteer at schools and mentor students. Since then, she focused on working with children with neurodivergent backgrounds and learning and attention challenges to provide equitable services for families. She facilitates CACM’s online courses. She can be reached at pmadduma@cacm.org.

This interactive course is designed to increase your depth and breadth of knowledge as it applies to managing a portfolio of community associations. Course content focuses on time management; leadership and communication; common area management; working with service providers; safety and regulations; averting legal issues; and cost control strategies.

Pauline Madduma

Justine Collin

Lifestyle Management Course –Open for Registration

CACM has launched a new course, Lifestyle Management. The online course will be offered Oct. 17 and 18 from 12 to 3 pm on Zoom.

Many California communities were developed with a focus on lifestyle in mind. Amenity packages in all shapes and sizes are commonplace nowadays in many communities, and their purpose is to help establish and nurture “community” by bringing residents together, creating a sense of belonging, and offering residents more opportunities to socialize, recreate and connect with one another.

As communities differ in many regards, their needs, programming and available resources range from one end of the spectrum to the other. Some communities maintain onsite personnel that focus solely on lifestyle, while others may not have the resources to maintain an onsite presence. As community services continue to evolve, management companies find themselves in a position to provide lifestyle services on an as needed basis. Lifestyle roles serve many purposes within a community, often acting as an event planner, organizer, facilitator, concierge and scheduler. These roles can often become the face of the community for residents.

Law Journal Exams

Have you been frustrated to learn that you are short just one or two CEUs for recertification and had to apply for an extension? Well, look no further! The Education and Credentialing Team is proud to present the Law Journal exam.

A lifestyle manager must:

• Identify the unique position that a lifestyle role serves in communities.

• Articulate best practices for lifestyle responsibilities and develop measurable action plans that utilize these practices.

This six-hour Lifestyle Management online course addresses these responsibilities by exploring information, best practices, and real examples that will help you build strategies and action steps to apply to your own community, either now or in the future.

With the addition of this course, managers can also obtain a new certificate in Lifestyle Management. In addition to taking this course, managers must:

• Earn a Specialty Certificate in High Rise Management, Portfolio Management, New Development or Large Scale Management.

• Your CCAM must be in good standing.

• Take the Lifestyle Management Course.

• Submit application and fees.

How will this work? Simply read an issue of the Law Journal, pass an exam, and earn 1 CEU.

The cost for the exam will be $50. A maximum of 4 CEUs can be earned per year.

TWO KEY WINS THIS YEAR IN HOA LEGISLATION

SOME BILLS AWAIT GOVERNOR NEWSOM’S SIGNATURE TO BECOME LAW.

By Jennifer Wada, Esq.

The Legislature returned from its summer recess on August 14 and after a whirlwind last month, we have finally wrapped up the final stretch of the 2023 legislative session. The Legislature adjourned on September 14, but the Governor still has 30 days to sign or veto legislation. Around 1,770 Assembly bills and 890 Senate bills were introduced this session. Many did not make it through the process this year, but because we are in the first year of a two-year session, they can live on into next year.

CACM has been advocating in support of two major bills that would be a big relief to the industry.

AB 648

Valencia: CIDs: Meetings by Teleconference

This bill is co-sponsored by CAI-CLAC and CACM and would authorize a board meeting or a meeting of the members to be conducted entirely by teleconference, except a meeting where ballots will be counted. This latter exception was a sacrifice we had to make in order to get the bill through policy committee, but we believe this one concession was worth getting all other meetings eligible for teleconference. The bill was approved by the Senate 39-0 and was recently signed by the Governor. Starting January 1, the ability to save costs and increase participation by holding virtual meetings will be permanent.

AB 1458

Ta: CIDs: Association governance: member election

This bill is supported by CACM and states that for election or recall of directors, if an association fails to attain quorum as required in the governing documents, then the association can hold a subsequent meeting, at which time the quorum required for purposes of a membership meeting shall be 20% of owners present in person, by proxy or by secret written ballot. Notice provisions were added to the bill that require a general notice sent 30 days prior to sending out ballots must include a statement that if quorum is not achieved, the board may call a subsequent meeting and quorum will be a reduced threshold of 20%. No less than 15 days prior to the subsequent election, a general notice must be sent out that includes the date, time, location, list of candidates, and a statement that 20% of the association present or voting by proxy or secret ballot will satisfy the quorum requirements. This bill was concurred in by the Assembly 78-1 and is awaiting the Governor’s signature.

CACM has also been busy fighting bills that negatively impact the industry.  We were able to get important amendments to these bills to prevent what were originally very negative consequences.

AB 572 Haney: CIDs: Imposition of Assessments

This bill would prohibit an association that records its original declaration on or after January 1, 2025, from imposing a regular assessment increase on the owner of a deed-restricted affordable housing unit that is more than 5% plus the percentage change in the cost of living, not to exceed 10% greater than the preceding year’s assessment.

CACM opposed this bill because it would impose disproportionate financial burdens on homeowners who cannot afford to subsidize others, create inequities and division within the community, and undermine the ability of associations to raise the necessary funds to maintain the community. The bill has been flying through the Legislature, but we were able to build momentum behind the argument that there would be a “bait and switch” on homeowners that bought into a community with the expectation of certain assessment amount, only to have that amount significantly increase under this new policy. This would undermine the affordability goals of the bill since many homeowners would be unable to pay.

In response, CACM was able to get the bill amended to apply to new developments only. This means that the assessment cap would only impact HOAs that record their original declaration on or after January 1, 2025. While not ideal, this was a necessary compromise to prevent the bill from applying to all associations retroactively. The amendments at least give managers and associations a better ability to plan and budget. They also give homeowners the upfront knowledge of what assessment scheme they are buying into. This bill is on the Governor’s desk awaiting action.

AB 1033

Ting – ADUs: Separate sale or conveyance

This bill would allow a local agency to adopt a local ordinance to allow the separate conveyance of an ADU or ADUs as condominiums. This means that ADUs could be separately conveyed from the primary dwelling, which would result in mini condominium complexes forming upon a former single unit lot.  The objective of the bill is to increase density and expand home ownership opportunities for lowincome owners.

CACM has been negotiating with the author and sponsors of this bill throughout the year. We expressed great concern that there were no provisions that govern how this bill would work in a CID and how these new condo complexes would be managed and regulated in the context of the larger existing association. Upon an aggressive advocacy effort, and the technical assistance of CACM members that participated in multiple Zoom meetings, we finally got the author and sponsors to agree to language that would require express written approval of the existing association. This means approval by the board, as well as membership approval if required by existing governing documents. This bill is on the Governor’s desk awaiting action.

We will continue to work hard to protect manager interests. We are now lobbying the Governor to achieve our desired outcomes for this session. It’s not over until it’s over and we will be working hard to cross the finish line successfully.

Jennifer Wada, Esq., is an attorney, CACM’s legislative advocate and principal of Wada Government Relations in Sacramento.

Congratulations Managers achieving professional excellence

It is with great pride that we recognize managers who have taken the next step in their professional career by pursuing advanced educational opportunities. Congratulations to our newest Certified Community Association Managers (CCAM), Certified Community Association Financial Manager (CAFM), and Specialty Certificate recipients for the period of May 19, 2023 through August 3rd, 2023.

NEW CCAM s

Amanda D. Meng, CCAM

Amber Libertini, CCAM

Brittany Shields, CCAM

Christopher Olivet, CCAM

Christy Ballou, CCAM

Claire McKnight, CCAM

Claudia R. Patch , CCAM

Clinton Fine, CCAM

Cynthia E. Jonas, CCAM

Dawn Robinson, CCAM

Deborah D. Serrano, CCAM

Douglas Cheley, CCAM

Ed J. Snow, CCAM

Eric E. Williams, CCAM

Erin Heilman, CCAM

Fabiola Guerrero, CCAM

Gail Small, CCAM

Genney Groesbeck, CCAM

Heather D. Lawson, CCAM

Heather L. Stanley, CCAM

Ingrid Farfan, CCAM

Izac Norman, CCAM

J. Michael Carr, CCAM

Jaime C. Haddad, CCAM

Joel Kownacki, CCAM

Jonathan D. Fleming, CCAM

Joseph M. Hughes, CCAM

Josephine Perez , CCAM

Joshua M. Zamora, CCAM

Julie L. Clausen, CCAM

Karen J. Jaimes, CCAM

Kassandra C. Giamapapa, CCAM

Kevin Finnen, CCAM

Kristen L. Saucedo, CCAM

Kristina R. Gloudeman, CCAM

Kyle Marsh, CCAM

Larry McCroskey, CCAM

Marcos Huerta, CCAM

Marie M. Marshall, CCAM

Mark E. Falcone , CCAM

Mary E. McFadden, CCAM

Mary A. Reyes, CCAM

Michael Spielmann, CCAM

Michael P. Sullivan, CCAM

Michelle Griswold, CCAM

Mikayla C. Christoffersen, CCAM

Naomi R. Allan, CCAM

Nicola Vezzali, CCAM

Oanh Le, CCAM

Paola Scrimsher, CCAM

Ricky L. Potts, CCAM

Rochelle Jimenez, CCAM

Sarkis Sorfazian, CCAM

Shelby R. Gardner, CCAM

Steffenie D. Tollette, CCAM

Stephanie Strobel, CCAM

Valerie Strauch, CCAM

Yeng Ly, CCAM

Yoselin Santana, CCAM

Zackary J. Bender, CCAM

NEW CAFM

Brent Uridge, CCAM, CAFM-LS.AA

NEW CAME x

Jonathan B. Louis, CAMEx, CCAM

ACTIVE ADULT COMMUNITY MANAGEMENT

Bonnie W. Basham, CAMEx, CCAM-PM.AA.CI, CAFM

Brent Uridge, CCAM, CAFM-LS.AA

Kimberley Flickner, CAMEx, CCAM-PM.LS.ND.AA.CID

Julie Ridolfi, CCAM-LS.AA, CAFM

COMMERCIAL & INDUSTRIAL CID MANAGEMENT

Bonnie W. Basham, CAMEx, CCAM-PM.AA.CI, CAFM

Kimberley Flickner, CAMEx, CCAM-PM.LS.ND.AA.CID

HIGH RISE

Christina French, CAMEx, CCAM-LS.HR, CAFM

LARGE SCALE

Amy L. Malet, CCAM-LS

NEW DEVELOPMENT

Julie V. Russo, CCAM-ND

Veronica Mekonnen, CCAM-HR.LS.ND

Nicole M. Mulvany, CCAM-PM, ND

Liane Cunningham, CCAM-PM, ND

PORTFOLIO MANAGEMENT

Bonnie W. Basham, CAMEx, CCAM-PM.AA.CI, CAFM

Kristina Alvarez, CCAM-PM

Ashika Sahdeo, CCAM-PM

Tony Khani, CCAM-PM

Nicole M. Mulvany, CCAM-PM, ND

Stacy Serna, CCAM-PM

ABOUT THE VISION AWARDS

The Vision Awards are the highest distinction bestowed upon California community managers. The awards program identifies those who exemplify the very best in the profession of community management; honors their contributions to the profession; and recognizes the positive difference that they have made in the lives of their colleagues, association homeowners and the communities they serve.

WHO IS ELIGIBLE FOR NOMINATION?

Nominees include community managers, management companies and industry partners who exceed the highest standards of professionalism and skill, display a commitment to excellence, and exhibit high ethical standards.

Submit Your Nominations for the 2024 Vision Awards!

Is there a community manager or industry partner who has gone the extra mile this year? Then submit them for a Vision Award for 2024!

NEW THIS YEAR:

All member types (community managers as well as industry partners) are eligible for nomination across all five award categories!

THE AWARD CATEGORIES:

• Rising Star

• Innovator

• Leadership

• Educational Excellence

• Company Culture

The 2024 Vision Awards recognize achievements from January 1, 2023 through October 31, 2023.

The Key to Efficient HOA Community Management Leveraging Technology

Over time, technology has brought us smarter and faster solutions to everyday problems. From simplifying tasks to streamlining complex operations, its impact is evident, even in the homeowners’ association (HOA) industry. Here is why embracing technology is essential for community managers looking to thrive in their roles and elevate their communities.

By Robert Simpson

The Importance of Staying on Top of the Latest HOA Technology Trends

In today’s world, technology is present in almost every aspect of our lives. To put it into perspective, the Pew Research Center found that 31% of American adults are online almost constantly, and more than 8 in 10 U.S. adults go online at least daily.

Nevertheless, the adoption of technology within the HOA industry has been a slow process. While many HOAs embrace technological advancements, some still hesitate to adopt these changes.

HOAs that prefer to stick to traditional methods and rely on hard copies, manual filing, and mailed-in payments can face challenges and frustrations amid this digital transformation. Technology solutions are critical to avoid additional costs, unsatisfied residents, and loss of essential documents. Every community and manager needs such tools to stay competitive in our fast-paced digital landscape.

6 Ways Technology Improves Community Living

With technology, community managers can seamlessly manage several communities, leading to fewer headaches and highly effective operations. Technology brings a multitude of benefits that revolutionize the way HOAs function. Here is why incorporating the right technology solution is vital to success:

1. Improve communication.

Effective communication is crucial to a strong community. Using technology, managers can enhance their communication with residents and board members. For example, many HOA software platforms offer valuable communication features, including:

• Email messaging

• Auto-text messages

• Forums

• Announcements

• Polls

• Video conferencing

2. Minimize administrative burdens.

HOA technology is a game-changer for organizing business processes. Project management software allows managers to effortlessly assign tasks, monitor progress, and manage resources, guaranteeing projects remain on track and within budget. Then, housing assets on a cloudbased document management system makes storing documents secure, safe, and convenient. All in all, HOA operations become smoother.

3. Connect with residents.

Fostering meaningful connections with residents produces an atmosphere of transparency, trust, and support. Luckily, encouraging engagement is easy with technology. You can create customizable websites, polls, and social calendars to keep people informed about the community’s latest news, events, and changes. Having interactive platforms also allows residents to voice their opinions and share observations with neighbors. Plus, managers can use resident feedback to build close relationships and loyalty.

4. Increase revenue.

HOA technology drives revenue growth by reaching a wider audience through mobile apps and online platforms. Managers can optimize pricing strategies for maximum revenue generation by utilizing customer data and predictive analytics. Integrating automation tools further excels communities by establishing an efficient sales process, freeing managers to focus on strategic growth initiatives. The right technology can unlock untapped revenue potential and pave the way to long-term financial achievement.

5. Boost resident satisfaction.

Technology plays a vital role in uplifting the spirits of HOA residents. Through digital platforms, HOA managers can deliver better customer service, faster response times, and personalized experiences. Using analytics, managers can gain insights into resident behavior and requirements, empowering them to make data-driven decisions to serve the community.

Furthermore, technology lets managers track industry trends, outpace competitors, and facilitate swift adaptations and innovation. In short, HOA managers can leverage technology to craft positive encounters, generate camaraderie, and boost resident satisfaction.

6. Improves payment systems.

We live in a world where people expect online payment options. How they make HOA-related payments is no exception. Employing secure and user-friendly online payment platforms simplifies the process, offers convenience, and reduces paperwork. This modern approach caters to residents’ preferences, minimizes the risk of resident delinquencies, and confirms timely payments.

Take Your Communities to New Heights

You cannot overstate the benefits of community managers implementing technology in their HOAs. Embracing digital solutions empowers community managers to increase communication with residents and board members, streamline tasks and processes, optimize efficiency, and more. Managers can effortlessly keep residents informed and engaged in all community affairs through customizable websites, realtime notifications, and cloudbased document management systems. Technology also enables data-driven decision-making, personalized experiences, and revenue growth opportunities that cultivate stronger relationships and loyalty within the community.

Robert Simpson is VP of Sales & Success for TownSq, helping HOAs and their managers leverage technology and improve HOA life.

“When I was young, one of my first memories was telling my parents I wanted to be a community association manager,” said no one, ever. Most of us were not raised in this industry, and many professionals within HOA management did not know much about homeowners associations when they began their careers. However, many have found success both in management and in climbing the corporate ladders of their companies. Behind the scenes, dedicated professionals work tirelessly to ensure efficient operations, uphold property values, and foster positive relationships among residents. For those aspiring to make their mark in the HOA management industry, the path to success is both challenging and rewarding. This article delves into what it takes to ascend the ranks within this dynamic field.

1. COMMITMENT TO LEARNING AND PROFESSIONAL GROWTH

The foundation of a successful career in HOA management begins with a genuine commitment to learning and continuous improvement. As the industry evolves, staying up to date with the latest trends, regulations, and best practices is essential. Engaging in professional development opportunities such as workshops, seminars, and industry conferences can broaden your knowledge base and enhance your skill set. Earning relevant certifications, such as the Certified Community Association Manager (CCAM) and specialty designations through CACM continuing education courses, demonstrates your dedication and expertise to potential employers and clients.

2. BUILDING A SOLID FOUNDATION

Entry-level positions often serve as stepping stones to becoming a seasoned HOA management professional. These roles provide valuable insights into the day-today operations, including administrative tasks, budget management, resident communications, and maintenance coordination. Embrace these opportunities to gain hands-on experience, build your network within the industry, and showcase your adaptability and work ethic. When looking for a company to start with, ask about which companies offer the best hands-on training because it is possible to start with a company that does not teach you the right way (but maybe just the easy way), and that will mean a short career or job hopping for the next two decades. Find companies that pay for certifications and formal education programs

Ascending the Ranks in the HOA Industry

By Andrew Hay, CAMEx, CCAM-ND.PM

through CACM, as that is the first indication that they value establishing a solid amount of base knowledge in their employees.

3. DEVELOPING LEADERSHIP SKILLS

Moving up the ladder within the HOA management industry requires honing your leadership skills. Effective communication, problem-solving, and conflict resolution are crucial when managing diverse communities and interacting with residents and board members. Take on leadership roles within your organization, ask about mentoring opportunities, or volunteer to spearhead challenging projects to showcase your ability to lead, inspire, and influence others positively.

4. CULTIVATING STRONG RELATIONSHIPS

At the heart of successful HOA management lies the ability to foster strong relationships. Building rapport with board members, homeowners, vendors, and fellow colleagues creates an environment of trust and collaboration. Effective interpersonal skills and empathy are essential when addressing concerns, negotiating contracts, and mediating disputes. A reputation for integrity and professionalism will pave the way for future opportunities and referrals.

5. MASTERING FINANCIAL ACUMEN

Financial stewardship is a critical aspect of HOA management. Developing a solid understanding of budgeting, financial

reporting, and reserve fund management is essential. As you progress within the industry, you may be tasked with overseeing larger budgets and making strategic financial decisions that impact the community’s wellbeing. A solid grasp of financial principles and a responsible fiscal management track record can set you apart as a trusted leader. Take time to truly understand the budgets you oversee and the reserve health of your communities and ask many questions.

6. EMBRACING TECHNOLOGICAL ADVANCEMENTS

The modern HOA management landscape is heavily influenced by technology. Embrace digital tools and software solutions that streamline operations, enhance communication, and improve efficiency. Familiarity with property management software, accounting platforms, and communication tools can make you more adaptable and effective in your role. This is the future of our industry, and if you are not finding ways to keep up with technological advancements, you will find it hinders upward mobility.

7. PURSUING MENTORSHIP AND NETWORKING

Seeking guidance from seasoned professionals and building a robust network can accelerate your career growth. Join industry associations, attend local networking events, and engage with online forums to connect with peers, mentors, and potential

employers. Learning from others’ experiences and sharing insights can offer fresh perspectives and open doors to unexpected opportunities.

Climbing the ladder in the HOA management industry requires a blend of dedication, skill development, relationship-building, and adaptability. As you progress, the challenges you overcome and the impact you make on the communities you serve will be markers of your success. By staying committed to lifelong learning, cultivating leadership qualities, and embracing technological advancements, you can navigate the path to success in this vibrant and rewarding field.

Andrew Hay, CAMEx, CCAM-ND.PM, serves on CACM’s Board of Directors and he has ascended the ranks to serve as CEO of The Helsing Group, Inc.

“When I was young, one of my first memories was telling my parents I wanted to be a community association manager.”

- No One. Ever.

GROW THROUGH

IT, DON’T JUST GO THROUGH IT

How to Turn Challenges into Opportunities

By Dee Rowe, CCAM

In a world that often glorifies success and shies away from discussing failure, it is easy to overlook the untapped potential within our setbacks. However, failure can be transformative, propelling us toward growth and wisdom, and this article is the guide to harnessing the hidden opportunities within failure.

From recognizing the power of failure to developing resilience and adaptability, we will explore actionable tips and advice to survive and thrive amidst adversity. We will uncover each setback’s lessons and how to leverage them for personal and professional growth. Together, we will journey towards a mindset shift that embraces failure as a catalyst for success.

By the end of this article, readers will have a roadmap to transform challenges into opportunities, cultivating resilience, adaptability, and a growth mindset. So, let us dive in and uncover the strategies that will guide managers, executives, and HOA service providers through the treacherous waters of failure and emerge stronger than before.

Step 1: Recognize the Power of Failure

Recognizing the power of failure is crucial in transforming challenges into opportunities and cultivating resilience. Through our failures, we gain the most valuable insights and lessons that propel us toward personal and professional growth. By embracing the power of failure, we can use setbacks to grow and not just go through them.

Failure reveals our strengths and weaknesses, forcing us to confront our limitations and seek improvements. When we shift our mindset from viewing it as a setback to seeing it as a step in the process, each failure becomes a valuable learning experience. This mindset shift allows mistakes to be our most influential teachers.

Changing our attitude toward failure can alter its impact on our careers, communities, and lives. Instead of being defeated and giving up, we can learn the lessons and then take steps to improve in the future. In doing so, failure transforms from a negative influence into a positive one.

Step

2: Embrace a Growth Mindset

By embracing a growth mindset, we open ourselves up to endless possibilities and give ourselves the tools to turn challenges into opportunities. But what is a growth mindset? A growth mindset is a belief that our abilities and intelligence develop through dedication, repetition, and hard work. It is the understanding that failure is not a permanent state but how you get to success.

Embracing a growth mindset also allows us to develop resilience. We understand that setbacks are not indicators of our worth or capabilities. We bounce back faster, knowing that it is a natural part of the journey. Each criticism from a homeowner, board meeting gone awry, or maintenance project that turned into chaos teaches invaluable lessons on what not to do again and what to change so it goes better next time.

Furthermore, a growth mindset propels us forward. It pushes us to seek out challenges and opportunities. We are not afraid to step outside of our comfort zones and take risks because we know that even if we fail, we will learn and grow from the experience. Staying stagnant and safe in the circle of the comfort zone becomes less attractive as one realizes that success can only happen when one is comfortable being uncomfortable.

Step 3: Discover the Lessons in Every Setback

Every challenging situation, such as navigating a contentious election, holds a wealth of information. They teach us about our limitations and areas for improvement and the world around us. In these moments, we gain invaluable insights into our strengths and weaknesses and the actions and strategies that may have led us astray.

These lessons allow us to refine our approach, adapt our strategies, and make better-informed decisions. They remind us of the importance of resilience and adaptation in the face of adversity.

With this understanding, we are better equipped to face future challenges head-on, armed with the knowledge that even if we stumble, we have the power to rise again. By approaching setbacks as valuable lessons rather than insurmountable obstacles, we set ourselves up for continued growth and success.

Step 4: Develop Resilience and Adaptability

Developing resilience and adaptability is an essential skill set that allows us to navigate the unpredictable nature of life and continuously grow, personally and professionally. Failure is often accompanied by frustration, disappointment, and even self-doubt. One may wonder if they have what it takes to make it in this high-demand world. However, by reframing failure as an opportunity for growth and learning, we can cultivate two skills that will keep our clients happier and serve us in all aspects of life.

The first, resilience, is the ability to bounce back from setbacks. It is how to persevere in the face of adversity and maintain a positive mindset despite challenges. Resilience is not about avoiding failure altogether but how we respond to it.

Adaptability, on the other hand, is the willingness and ability to adjust to new circumstances, to be flexible in our approach, and to embrace change. When we encounter failure, like only obtaining access to 235 out of 550 condo units needing fire sprinkler inspections, it often indicates that our current strategies or methods are not working effectively. By staying openminded and willing to adapt, we can identify alternative approaches, learn from our mistakes, and ultimately find ways to do things.

With resilience and adaptability as our foundation, we are better equipped to leverage failure as a tool and see mistakes as opportunities for learning and development.

Step 5: Leverage Failure for Personal and Professional Growth

Whether an industry newbie or veteran, mistakes show us where we may still need mentoring and where to focus continuing education efforts.

By remaining open to feedback and actively seeking ways to learn from our failures, we position ourselves for growth. This may involve seeking advice from mentors or industry experts, conducting selfreflection, or considering alternative approaches to problem-solving. Through this commitment to learning, failure becomes a catalyst for personal and professional development.

Leveraging failure for growth also requires a willingness to push beyond our comfort zones. Stepping into unfamiliar territory can be intimidating but opens doors to new possibilities and potential breakthroughs. By embracing failure as a natural part of the learning process, we can build the courage to transition from a portfolio manager to an on-site general manager or take on a leadership role overseeing other managers.

Furthermore, we can identify patterns, uncover hidden opportunities, and generate fresh ideas by analyzing our failures. These insights can lead to breakthrough innovations, new business ventures, or even personal transformations. This is how the best managers, executives, service providers, and companies achieve levels of success that make everyone else wonder how they did it.

TURNING CHALLENGES INTO OPPORTUNITIES

We can propel the CID industry forward by recognizing the power of mistakes.

Winston Churchill once said, “Success is not final, failure is not fatal: It is the courage to continue that counts.” So, let every setback fuel determination and drive, and let each failure serve as a catalyst for growth. The path to success is paved with courage, resilience, and the ability to turn challenges into opportunities.

Rowe is a Certified Community Association Manager and freelance writer with more than 12 years of experience managing common interest developments in California. She currently writes for and about homeowners’ associations.

Dee

COMMUNITY MANAGEMENT IS AN ADVENTURE!

WHY ATTEND

BUILD YOUR CAREER

Whether you are new to community management or a tried-and-true veteran, our industry offers new and exciting adventures for all to experience. The journey in the community management industry is often filled with twists and turns, surprises, setbacks, successes, and hiccups. They are all part of the “grand adventure” in CIDs. So, buckle up and join your colleagues on this two-day adventure that will provide you with new legal insights and perspectives.

CONCURRENT SESSIONS

• Do You Know the Matrix?

• To Share or Not to Share – That Is the Question

• It’s Our Policy

The strategies you learn at the CACM Law Seminar will enhance your professional skills and help you to successfully guide your communities.

CONNECTIONS WITH COLLEAGUES & MENTORS

If catching up with colleagues and mentors is on your high list of priorities, then you can look forward to the largest gathering of California community management professionals at the Law Seminar. Expand your professional network and build powerful relationships.

GEOGRAPHIC-SPECIFIC CONTENT

CACM’s Education team has pulled together California’s best and brightest to lead this year’s educational sessions. Although content is relevant for the entire state of California, these experts will focus their teachings on either the Northern California or Southern California regions making the conversations unique to the area in which you serve communities.

EARN UP TO 12 CEUS*

Attend the Law Seminar & Expo and receive 8 CEUs for recertification. Take one of our two Ethics courses being offered the day before the Law Seminars to earn an additional 4 CEUs.

• Construction Defect & HOAs

• EVs and Solar: Here to Stay

• Steering Clear of Fair Housing Trouble

• Manager Roundtable – The Misadventures of Seasoned Managers

• Mastering Time Management

• Association Elections Explained

• Alternatives During an Insurance Crisis

• Roundtable for Rookies

• The Impact of New Reserve Study Standards

• New Case Law

CACM EXPO HALL

Adventures through California! Industry partners will highlight an adventure they love or have been through. Whether it’s the world of superheroes, the great outdoors, or thrill-seeking sports and hobbies, you will be transported to place of fun and “grand adventure.” CACM is proud to continue our leadership role hosting the largest Expo for the California community management industry that features a vast array of exhibits, all while networking with the “who’s who” of the industry.

A PROFILE OF CACM’S MANAGER MEMBERS

CACM shares findings from the annual member survey.

By Lynette Bertrand, Director of Marketing & Communications

About 80 percent of CACM members have obtained their CCAM certifications. A majority are also female (70%) and many are reaching retirement age with approximately 30 percent in the 55 to 64 age group.

These were some of the findings from the 2023 CACM Manager Member Survey conducted from June 5 through July 31. The survey, which was sent via email, drew 510 responses or approximately 26 percent of manager membership participated and gave their opinions on various topics. Eighty seven percent of respondents identified as community managers, general managers, or owners/executives.

Most of CACM’s members are loyal with more than 60 percent of managers saying they have been members 5 or more years.

Portfolio managers (64%) make up the bulk of membership. This has increased from CACM’s last survey in 2019 when 55% said they managed multiple communities.

CACM’S TOP RATED MANAGEMENT SUPPORT BENEFITS

Legislative Information and advocacy

Complimentary subscription to Vision Magazine and Law Journal

Newsletter content, industry trends and board packet materials

Compensation & Benefits Study

1 2 3 4 5

Career Center (search the online job board and post a resume)

IS YOUR PREFERRED METHOD OF RECEIVING CACM INFORMATION?

WHAT

CACM MEMBER SURVEY, Continued from page 32

About 20 percent of CCAM certified managers pursue and obtain a specialty certificate, according to the survey, with most obtaining the portfolio certification (64%) followed by large scale, high rise and new development.

What members find most beneficial about being involved with CACM is the California-specific focus and expertise as well as its Code of Professional Ethics and Standards of Practice and the fact that CACM is a manager-focused professional association.

But other intangibles also made the list. In write-in responses, managers noted that networking with other managers, having access to others in the industry who have specific knowledge and experience they don’t and the ability to network with vendors are all hugely beneficial.

TOP 5 INDUSTRY

CONCERNS

1 2 3 4 5

49.02%

COMMUNITY MANAGER

2.76%

Managers should have knowledge/understanding of California-specific CID issues.

CACM manager members should understand and comply with CACM’s Code of Professional Ethics.

Managers should have an available resource for information needed for professional success.

CACM members should be aware of relevant pending and enacted legislation.

CID management companies should have resources to support their employees.

0.59%

FINANCIAL MARKETING

WHAT CATEGORY BEST DESCRIBES YOUR JOB POSITION?

17.13% 5.91%

3.74% ADMINISTRATIVE OWNER/ EXECUTIVE GENERAL MANAGER SUPERVISOR

20.87%

maintaining high standards

New Individual Manager & Management Company Members

CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these members from the second quarter of 2023 (April 1 through June 30.)

MANAGER ProPlus

Susan Dawood

Jacob Fishman

Diane Guzman

Falaniko Maosi

John McCann

Alejandra Neri

MANAGER PRO

Jay Aguilera

Kim Albin, CCAM

Vanessa Ayon

Charlotte Banuelos

Samantha Basham

Leanne Beck, CCAM

Sandra Blair

Amy Blankenship

Vianca Bustos

Maria Rizalina Calanglang

Angelica Cardoza

Eddie Casares

Jennifer Castro

Martin Ceja

Patsy Chan

Douglas Cheley, CCAM

Darlene Coonrad

David Cuadro

Nick Dee

Erica Galaviz

Christina Gee

Felecia Gee, CCAM

Jean Gould

Rebekah Green

Colleen Hagyard

Michelle Hawkins

Dorian Jackson

Jessica Jimenez

Amy Johnson

Briana Kessler

Heather Lawson, CCAM

Amber Libertini, CCAM

Nina Lilley

Zainab Litto

Michelle Logerfo

Jonathan Louis, CAMEx, CCAM

Jessica Lundgren

Diana Martin

Claudia Martinez

Jamie Marzion

Christopher McCartney

Sheena McGill, CCAM

Deborah McIlvain

Misty Miguel

Juanita Montenegro

Sebastian Montoya

Dana Moore

Kabir Nabi

Sue Nieters

Ryan OConnor

Edwin Ohanian

Christina Pacheco

Javier Perez

Cecilia Pleitez

Mary Reyes, CCAM

Christopher Rivas

Jessica Roberts, CCAM

Sheri-Jean Rodrigues

Ana Ryustem

Courtney Salzman

Sergio Santillan

Cheyenne Schmierer

Stephanie Schnurr

Adrienne Schuele

Deborah Serrano, CCAM

Sabrina Serrano

Deanna Shelton

Elisabeth Simon

Andrea Sipos, CCAM

Clara Siu

Ben Sloman

Gina Sordello

Victoria Thomas

Amanda Upchurch

Micelia Vega

Oscar Vera

Nicola Vezzali, CCAM

Keith Watts

Rolanda Wilson

Noemi Wong

Jennifer Woods

Jeroen Wright

Jada Yarnall

BUSINESS PLUS

East West Hospitality

Truckee l (530) 536-8797

www.eastwest.com

Heritage Park Owners Association

Sacramento l (916) 515-2121

engage.goenumerate.com/s/hpoabiz/

Precision Management Solutions

San Francisco l (628) 946-2764

www.precisionmanagmentsolutions.com

Specialty Real Estate Services

Pleasanton l (925) 989-7253

www.sresonline.com

BUSINESS

Dual Summits, LLC

El Segundo l (818) 451-8695

Housz, Inc.

Torrance l (310) 808-8714

www.housz.com/

Sound Investments Property Management Services

Richmond l (510) 244-0085

https://soundnvest.com/

MAKE MENTORING YOUR MANTRA

By Justin Sacoolas, CCAM

The story of how each community association manager came into the field is unique. The industry is by no means homogenous in demographics or educational history. People from all walks of life find themselves talking about trash cans at 9:45 pm on a Wednesday, wondering how they got there.

Universities do not offer courses targeted at the best way to craft a violation letter or what makes someone a trustworthy expert in HOA management. This education often comes from the helpful tutelage of a veteran manager. Many managers who have been in the field for 10 or more years can tell stories about when they were starting out and their appreciation for those who took the time to share their knowledge and helped them build a stronger foundation for their careers.

When someone is considering being a mentor to others, there is a natural response to make excuses as to why it is not a good idea. “Who am I to teach someone?”, “I do not have the time,” and “I have my own problems to deal with.” While these initial reactions are common thoughts, please consider the following benefits of helping others to thrive.

5 KEY BENEFITS OF MENTORING

1.

YOU WILL HELP SOMEONE IN THEIR CAREER

We all remember those who took the time to help us when we needed it. When someone starts a new career or wants to take their current path to the next level, the knowledge has to come from somewhere or someone. In an industry full of challenges (and sometimes negativity), you have the opportunity to share knowledge, skills, and techniques with another person. That has the potential to create a positive effect on someone’s life and their career aspirations.

2. IT WILL SHARPEN YOUR SKILLSET

When you teach someone else how to do something you have been doing for years, it is an opportunity to deconstruct and re-evaluate why certain things are necessary or should be done in a certain way. It may be hard to find the time in a given day or week to take yourself away from your own duties to help another. However, in doing so, you are refining your technique and skills while also adding to your time management capabilities.

3. MENTORING OTHERS IS AN INVESTMENT IN THE FUTURE

Turnover in all roles within HOA management companies is a problem. Many find the work harder than anticipated, filled with long hours, and subjecting employees to negative interactions and rude behavior. These issues are not unique to association management. They are symptoms of any customer service or client-facing business. Taking time to talk to a customer service representative, accountant, or fellow manager who had a rough experience can help build team morale and resilience. When you help make your co-workers feel heard and encourage their efforts, the company you work for benefits from the camaraderie and extended tenure created by a supportive work environment. In addition, the effects of mentoring others in your organization ripple throughout the entire industry.

4. NEVER STOP BEING A STUDENT

When Socrates was asked why he believed he was regarded as the wisest man in all of Greece, his reply was, “I am the wisest man alive, for I know one thing, and that is that I know nothing.” Being a mentor

does not mean that you have all the answers. Be open to learning from everyone around you. People have all sorts of different strengths from which you can draw. Brilliant and resourceful people often start and lead management companies. Veteran managers have a wealth of experience from which to learn. At the same time, newcomers to the industry offer fresh perspectives and insight. There is much to be gleaned from how they act, work and communicate. Pay attention.

5. YOU WILL HAVE GREATER SATISFACTION IN YOUR CAREER

Frequently, working professionals fall into a routine of doing what needs to be done, barely making it through the day, and going home to do it all over again the next day. For months, years, or sometimes decades, they go through the motions without finding any passion or purpose in what they are doing. However, something in our nature becomes inspired when we know we are positively impacting other people’s lives. Taking time out of each day to let go of your troubles and worries to help a colleague is therapeutic. It is a way to find fulfillment amid the chaos.

Additionally, it helps define who you are and your contributions to those around you. Remember, there are nearly eight billion people on the planet. Do what you can, no matter how small, to help the few with whom you spend your days (and sometimes nights).

THE VALUE OF SHOWCASING YOUR EXPERTISE

From giving back to shaping future leaders, mentoring has many benefits for HOA managers, management companies, and their communities. By mentoring others, HOA managers can pass on their expertise, develop meaningful relationships, expand their reach, and improve their leadership skills. As a great leader and mentor once said, “The best way to find yourself is to lose yourself in the service of others.” By focusing on the growth of others, HOA managers will also find their own growth. The time spent mentoring is an investment in not only their future but also the future of the profession.

Justin Sacoolas, CCAM, is the Monterey Regional Manager for Compass Management Group.

MASTERMIND FORMING A DYNAMIC

By Rob Buffington

There is a saying: “Learn from the mistakes of others; you won’t live long enough to make them all yourself.” In the ever-changing world of the HOA industry, surprises and challenges are constant companions. Having spent almost 10 years in the industry as a manager, vendor, and board member, I have encountered a diverse range of situations.

One of the best decisions I made early in my career was to form a mastermind group. I sought out property management professionals from different parts of the country and organized monthly meetings. In our group, we committed to total transparency and sharing our monthly experiences - the wins, the losses, and the laughable moments.

Unlike formal training programs, a mastermind group has no leader. Instead, each member brings their own thoughts and ideas to the table. Some groups may have specific goals like focusing on growth and sharing effective practices, while others may be more freewheeling, discussing whatever is on their minds.

MASTERMINDGROUP

Picking the right members and setting expectations upfront are crucial due to the group’s unstructured nature. Here are some best practices to implement to develop a mastermind group of your own:

1 Identify the Purpose of the Group

Defining the group’s purpose may seem obvious, but different individuals might have varied expectations. Decide whether the group will focus on skill development through studying new topics together, growing individual portfolios, streamlining operations, or providing mutual support. Ensuring everyone is on the same page from day one is essential. It will help potential members understand the group’s focus when you invite them to join.

2 Define the Ideal Group Size

Determine the ideal size for your mastermind group. While smaller groups foster deeper connections, larger groups offer diverse perspectives. Strive for a balanced size, typically between 5 to 10 members, ensuring productive discussions and active

participation during meetings. This also ensures the group remains dynamic as members naturally come and go over time.

3 Define Member Criteria

While your initial focus might be on adding members, establishing criteria to limit membership is essential. Clearly define who is and is not a good fit for the group. For example, consider geography; choosing members with no geographical overlap can allow for more open discussions. Additionally, setting size limits for managers’ portfolios may ensure that members share similar experiences. Decide whether non-managers, such as assistant managers, facility directors, or maintenance coordinators, are allowed in the group. Identifying criteria upfront will prevent frustration later on.

4 Set Meeting Guidelines and Frequency

Establish meeting guidelines and determine the frequency of mastermind group gatherings. Decide on meeting duration, typically 1 to 2 hours, and set a regular schedule that accommodates all participants’ availability. Consistency is vital for fostering a strong sense of community within the group. Treat the meetings as work events rather than discretionary, prioritizing attendance.

5 Set Clear Expectations

Communicate expectations to all participants regarding their commitment to the group. Encourage active participation during

meetings, timely completion of agreedupon tasks, and a willingness to provide constructive feedback. Ensuring everyone understands their role contributes to the group’s growth and effectiveness.

Forming a mastermind group for HOA managers can be a transformative experience, propelling your professional growth to new heights. By following these steps and creating a welcoming, collaborative environment, you will build a dynamic community where HOA managers can exchange ideas, learn from one another, and collectively elevate the quality of their HOA management practices. Together, your mastermind group will be a force for positive change within the industry, benefiting your personal and professional growth and the success of your respective community associations.

Rob Buffington owns East West Building Works and Gordian Staffing, both located in San Jose, CA. He has over a decade of HOA industry experience.

HARD CHOICES in a HARD INSURANCE MARKET

By Brian Kalmenson

“Change is the only constant in life.”

These are the words of the Greek philosopher Heraclitus, and while spoken thousands of years ago, they remain as appropriate today as they were then. For California community associations, the volatility of the insurance market may represent the greatest constant of all in recent years.

The tumult in the California insurance market is wellknown, particularly with decisions made by some of the state’s largest insurers to stop writing new business in California. To put it mildly, it is concerning when insurance carriers like Allstate, State Farm, and others decide they are better off by not writing new policies in California. As conditions continue to worsen, many associations are asking themselves an important question, “what can we do to protect ourselves?”

There is no magic wand, and every community has an entirely different risk profile in the eyes of insurance carriers. Although a significant point of frustration for boards of directors is how much is outside of their control, some actions can maximize insurability or minimize the impact on an association’s insurance program. This is especially so for communities plagued by wildfire scoring, claims issues, or both.

Modeled Wildfire Exposure

The fact that there have been numerous stories in the media shining a light on wildfire-exposed communities speaks to the gravity of what many are facing. Skyrocketing premiums, a dearth of insurance carriers willing to offer coverage, and sometimes even coverage at less than the total replacement cost of the community’s buildings. Notably, insuring at less than full value violates federal lending guidelines and almost always runs contrary to the requirements of the

While we still need definitive data on what communities can do to change their modeled wildfire scoring, below are approaches that some associations have employed to manage their insurance coverage in this tumultuous market.

• They are shopping the fire maps.

Most, but not all, insurance carriers in the community association industry use the same third-party wildfire modeling tool. The various wildfire models usually show similar scoring for the same location, but there are times when one model shows less exposure than others. When this happens, it can allow the carrier using that model to provide a surprisingly reasonable quote. Admittedly, this does not happen often, but it speaks to the value of working with a community association insurance specialist to ensure the appropriate carriers are approached to identify outlier fire scores.

• They are going “Bare Walls.”

Most CC&Rs require condominium associations to insure the unit interior finishes as the developer originally built them. When a wildfire-exposed community sees its rate (cost-per-million dollars of coverage) increase substantially, any change to the coverage limit will be meaningful to the policy cost. If the CC&Rs allow for flexibility, the board may opt to remove unit interior finishes from its property policy and cover only the units’ unfinished walls, floors, and ceilings. Essentially, the association and owners each insure what they respectively own, maintain, and otherwise repair.

Continues on page 42

HARD CHOICES IN A HARD INSURANCE MARKET,

Continued from page 41

To paint the picture, say a community with those interior insurance obligations is insured for $55 million at an annual premium of $38,500. Due to wildfire exposure, their policy was canceled, and the replacement property policy will now cost $360,000. If the association’s CC&Rs allow for “Bare Walls” coverage, they may only need about $44 million in coverage instead of $55 million. With $11 million less coverage needed, the renewal premium could be approximately $70,000 less than it otherwise would have been.

Many communities have gone this route, either with flexibility in their current CC&Rs or via amending their CC&Rs. Importantly, for any community that shifts from unit-inclusive to “Bare Walls,” it is crucial to notify owners accordingly so that, if any changes are needed to their policies, they can be made to eliminate any potential gaps in coverage.

• They stay on top of updates to fire modeling. Fortunately, change remains constant in the fire modeling, as the models are periodically updated. In some cases, especially in active construction areas, communities have benefitted from favorable fire modeling changes.

A recent win! In one such recent case, a higher wildfire score led to an association’s policy being non-renewed, with a subsequent jump in their premiums. Due to a change in the modeling during the year, the community was able to secure coverage from a preferred insurance carrier, allowing for better coverage, a premium reduction of nearly 60%, and a lower property deductible, to boot!

Does this mean every community should ask its broker to obtain updated fire modeling every other week?

No, but as the models change from time to time, it is worth checking every few months in case there is a favorable development.

Unfavorable Claim History

The wildfire issue is undoubtedly the headline-making challenge facing community associations, but it is far from the only challenge. In this tighter insurance market, insurance carriers have been much faster to take significant rate or non-renewal action for communities with claim issues. Bear in mind that insurance underwriters look at claims through the lens of frequency and severity. Put another way, how often claims occur and how bad they are when they do.

• Increased deductibles. Everything costs more now than it did 2-3 years ago, which has directly impacted the frequency with which insurance claims are made. For a community with a $5,000 deductible, it is far easier for damage to exceed this amount now than it was just a few short years ago. Increased deductibles help to keep claim frequency down, and for the condominium communities that are not “Bare Walls,” it may also help put more of an onus on the owners’ insurance policies to address interior damages before they reach out to the association to open a claim on its policy.

This increased deductible strategy can also work on other policies, most notably, the Directors & Officers (D&O) Liability coverage. Recently, a community’s D&O coverage was non-renewed due to claims, and the premium subsequently jumped from $600 to over $40,000. By adjusting the policy’s deductible/ retention upward to $35,000, the cost was reduced by over 60%. Though still an increase, it was far more manageable to the association with the adjusted deductible/retention.

• Self-insuring smaller claims. We often see loss history reports with a smattering of claims barely above the deductible. Five years ago, this was not such an issue, as it was a softer market where more carriers were competing for business and willing to overlook the more minor claims. The days of loose underwriting are over, and the underwriters from various insurance

companies now look at several smaller claims as being indicative of a high probability of more significant claims down the road.

In some cases, claims can be submitted to the insurance carrier with the notation that the association would like to have the ability to self-insure if the covered damages are more minorly above the deductible. This approach allows communities to only pay for what their insurance policy would have covered on the claim without the carrier incurring a minor paid loss on the loss history.

When it comes to claims, it is worth speaking with your insurance broker or agent on best practices, as minor claims now can lead to major issues later.

The insurance industry is not known for changing quickly, but the breakneck pace over the last few years has been felt throughout the community association industry. Boards and managers alike have had to adapt to the new normal, and while the insurance market goes through ‘soft’ and ‘hard’ market cycles, some of the adjustments in underwriting are likely here to stay. Maintaining a close relationship with the association’s insurance broker remains crucial to navigate the murky waters we find ourselves in currently.

While 15 minutes may no longer save you 15% or more on your insurance, a quarterly phone call to your insurance broker could save you 15 or more preventable headaches.

Brian Kalmenson has 15 years of industry experience. He started as a community manager but has been a CID insurance specialist working for Kirk Miller Insurance Agency in San Diego, CA, for over 13 years.

Below are a few things community associations have been doing to keep a more favorable loss history.

ARE YOU LOOKING TO HIRE?

Let CACM help you!

CACM is committed to our members’ professional success. Whether you are hiring or looking for the next industry-specific position, the Career Center is your “go-to” resource. Bookmark the Career Center and visit often.

Jobs can be posted for 30 or 60 days and are optimized for mobile and SEO. Premium and enhanced posts include increased visibility.

On top of posting your job opening, CACM delivers new job posts directly into email inboxes through its monthly Job Watch email and in its monthly MyCommunity member newsletter – both are sent to all of CACM’s members.

JOB WATCH MONTHLY EMAILS:

Average open rate: 33%;

Average click through rate: 7%

POSTING YOUR JOB IS AS EASY AS:

1 2

First, you’ll want to create an account in the Career Center, as this is a separate website from cacm. org . The pricing structure for members is defined on this page.

Please ensure you select your membership type before purchasing (we want to make sure you receive your discount!). You’ll also find there is a live chat feature on the page. Those individuals are ready to assist you with any questions you have in real time.

Job HACKS from an Industry Veteran

By Caroline McCormick, CAMEx, CCAM

Tips for Streamlining the Day-to-Day

With that in mind, here are some tips to help you streamline the day-to-day tasks so you have time to handle the emergencies that inevitably arise:

Avoid Burnout

Manage stress levels to avoid burnout by managing your reaction to events in relation to available time. Avoid working lunches and step away from the desk to stretch, look outside, or take a break. Do not check emails after hours – your clients will come to expect this, making it difficult for the next manager and yourself. Determine how to deal with interruptions and manage your reaction to interruptions.

Annual Plan

Best practices suggest that we create an annual plan or calendar that includes the following:

• Monthly workflows,

• Critical dates for the year for each client,

• Deadline and prep time for disclosures,

• Budgets,

• Reviewed financial statements,

• Insurance renewal,

• Elections,

• Reserve maintenance,

• Service provider schedules,

• Board meetings,

• Agenda production,

• And contract renewal dates.

Once you review your proposed annual and monthly workflow with the board, ensure you review it before each meeting and include it in your board packages. Use this to track your progress and show your board at the end of the year how much you accomplished

Time management is somewhat of a misnomer; can you really manage time in an ever-demanding industry? Perhaps not. However, managing seasonal and deadline-driven workflows is entirely possible. The key is to establish and keep to a schedule. Your time is what you “sell,” expert advice to volunteer community leaders. There are only 14,400 minutes in each day. It is prudent to budget some time to think strategically about the goals of your communities, seek out education, deal with emergencies as they arise, and interact with peers and vendors each day. Some managers struggle with over or under-serving their clients by working too many hours and not investing the right amount of time in the right projects.

on their behalf. Calendars are essential to track not only the due date but the production date for deadline-driven tasks such as architectural application deadlines, demand requests, and other time-sensitive issues, as there can be significant consequences to missed deadlines.

Managing Communications

Another time-consuming task can be your electronic mail, written correspondence, and phone calls. Could you spend all day just responding to customers? An effective way to manage communication workflows is:

• Complete emails first thing in the morning, then close emails to focus on other tasks/action lists.

• Set times to work on emails and phone calls throughout the day uninterrupted.

• Address all emergency items prior to the end of the day.

• Check email and voicemail prior to closing for the day.

• Set expectations for a response.

• Let owners know if further research is needed.

• Respond by the agreed-upon date if not within 24 hours.

Just because your customer thinks it is urgent does not mean it is. Never say you are too busy to assist someone, do say that you are working on a project with a deadline and can address this issue by noon tomorrow, for example. Prioritize your communication workflows.

Tools for Organizing Meeting Workflows

Meeting Prep

Create a board preparation area on your desk or computer for all things that need board review at the next meeting. Civil Code does not allow for email deliberations, so do not send unimportant things to the board between meetings; include them in the board packet. Furthermore, plan for boards that do not meet monthly, forecast three months ahead for all tasks to be completed before the next quarterly meeting, and include those items in the current agenda.

Bid Requests

Rather than ask three vendors to bid on a project with an undefined scope, send a request for proposal with ample information, such as the bid due date, insurance requirements, requested products or materials, and, if warranted, a site walk. Your goal here is to get apples-to-apples bids the first time to save time on clarifications on the back end. Know when a job is appropriate for project management. Can your community afford to do the work twice? If not, it might be prudent to use a professional to manage the project and budget.

Consent Calendar

Use a consent calendar to group routine meeting approvals together and quickly approve them in one motion. These are items that do not typically require board deliberation or are statutory such as approving draft minutes and accepting financial reports.

Meeting Minutes

To facilitate minute-taking, create a shell of the minutes you can fill in during the meeting. Take your meeting minutes on your laptop and complete them within three days of the meeting. Send the draft to the board shortly after the meeting to keep everyone on the same page and get any corrections noted. Avoid wasting valuable meeting time discussing the minutes.

Task List

Create action items or task lists after each board meeting and assign responsibility (yourself, accounting department, customer service, outside consultant, board member), a timeframe, and do include items to prepare for the next meeting. Rank the items listed from most important to least important or by the deadline. You can ask the client how essential each item is to them and let them know a reasonable time for completion noting that life safety items take priority. An efficient manager will complete most of the tasks from a meeting within a week of the meeting. Do the easy tasks that take the shortest time followed by the more complex tasks, or vice versa. There is no right way. The right way is the way that works for you.

Tips for Meeting Deadlines

Deadlines are a fact of life for managers; we have to complete disclosure distributions within specific time frames throughout the year. When calendaring deadlines for budget preparation, for instance, do not calendar the very last day; give yourself a week of breathing room, if not more. You need time to put the package together, proofread it, and review it critically for completeness. If you have staff assist you, they will need time to make sure they have the necessary supplies, labels, envelopes, and current email address lists to complete the task. This is called “backing into your deadlines.” It takes a lot of pressure off your shoulders if you complete work before the deadline. Set expectations for response from board members, peers, and vendors, to be clear about what you need from them and when.

In conclusion, once you have a good workflow schedule, you can experiment with adding technology to assist you, such as Google or Outlook calendar, talk-to-type, a punch list app or virtual assistant, or using a good oldfashioned desk calendar. Touch each of your accounts weekly, so workflows stay fresh in your mind and keep working during lulls between meetings to stay on track long term.

Caroline McCormick, CAMEx, CCAM, is the Internal Auditor of Client Services for OMNI Community Management LLC, ACMC. She was initially certified by CACM in 1993.

Unleashing the Power of GIVING

By Lorena Sterling, CAFM

So here you are, hustling in your community management lifestyle, flipping through emails, and there it is, a “call out” email in search of volunteers to serve the industry in some fashion. It sounds promising and fun. For a moment, you are enthusiastic and allaround excited about sharing the prime pieces of knowledge in which you have become the expert. However, you quickly turn the light switch off and remember how demanding your agenda card is, and there is absolutely no room to add another task to the list that may be creeping into your brain at midnight. Quickly, that email is deleted, and a slim thought of, “Maybe, next time.”

Well, at least that was my approach when I first got one of those emails! Eventually, I yearned for that change of scenery and took a leap of courage to sit at the table with like-minded individuals looking to give back to the organization as much as it fed into each of our life-long careers.

In community management, we sometimes wear many hats, often simultaneously. In any situation, we are the ones the community turns to for answers. Since we are so well-versed and multitasked, we are more than capable of tapping into other parts of our industry, such as educational workshops, volunteer committees, or industry partner fortes.

Volunteer committees thrive on resources, educational workshops bring in different learning flavors, and industry partners place us in front of the line with a silver platter of information. The different branches of our industry feed the roots of our community growth that shape the future of our careers. If you have been in this industry long enough, you know what works, how to fix most issues, and the implementations everyone could utilize. Managers are the outlets with all the resourceful information sitting in the queue awaiting to be called upon. Although you may not feel ready to volunteer, consider that your relatable experiences make everyone feel seen and heard. New pathways are paved in the industry through these authentic stories.

When you tap into the root of where all this information forms and flows into the organization, it is like you are plugging in and charging up your battery. You instantaneously feel recharged with new material to bring to the table. This fuel to your inspiration within your career could grow and become contagious to those around you.

Breaking through the monotony involves some uncomfortable actions, but anything that has value behind it comes with a price and always pays back with great opportunities. CACM offers a plethora of volunteer seats for everyone: event speakers, editorial committees for the Law Journal and Vision Magazine, local committees, educational instructors, Law Seminar breakout session hosts, or the Law Seminar booth judging committee are a few ways to give back.

Being of service to your organization contributes to many positive possibilities and forms relationships with friends and mentors that will forever be connected to you. Volunteers report better physical health than non-volunteers, primarily by improving their self-esteem, increasing their social skills, and taking them out of their comfort zone. Volunteer work connects you to people speaking the same language and acting as sounding boards for one another. These opportunities allow you to advance within your career while bringing fun, friends, and fulfillment into your life.

The National Institute of Health found that participation in voluntary services can increase your mental, physical, and social health by up to 11.11%. The United Health Group reports that 64% of employees volunteering outside of work said it improved work relationships. The Nonprofits Source reports that 64 million Americans volunteer every year and estimates that one in four people you meet is likely to be a volunteer in one aspect or another.

Be the person who helps shape our industry’s future with your expert knowledge. Question and fine-tune protocols and structures. All it takes is one leap into the room of opportunity. To take that leap, click here to visit CACM’s website to learn more about opportunities to donate your time and expertise and expand your career by doing so.

“The meaning of life is to find your gift; The purpose of life is to give it away.”

– William Shakespeare

“The meaning of life is to find your gift; The purpose of life is to give it away.”

– William Shakespeare.

Lorena Sterling, CAFM, is the Controller at Community Association Financial Services (CAFS).

By Scott Swinton

Itaste the metallic panic that stings the back of my tongue as I stare at a new piece of software. The new position requires that I use it. I’m clueless, and my palms are starting to sweat. You know that feeling, too. Your heart rate quickens, and if you are a particularly pessimistic person, you start questioning the wisdom of the decision that landed you here.

And then someone walks in and says, “Let me show you how to use that.” What a relief! Yes, please help!

If you are a product of the ‘80s, then you will remember the G.I. Joe mantra: “And knowing is half the battle.” I believe Joe was typically talking to kids about character-building and life lessons, but the truism is universal. “Knowing” is an inescapable preamble to “doing” – or, at the very least, doing something well. When you know, you can move forward with confidence.

As a California contractor, I had to pass multiple exams for my General B and Painting C-33 licenses. A year of classes and a multi-hour test were required and prepared me to become a Certified Construction Manager. Attorneys and accountants have it worse! However, on the upside, these credentials let our customers know that we are professionals, qualified, and legally established to work in our field.

But what makes us qualified to work for HOA customers? How can you know that we will work well with CID communities, board members,

and your management company? Will we stay in our lane? Will we work well with other team members? Do we know the laws and norms specific to CIDs?

In the past, it has been the job of the community association manager to “bring along” the newcomer. It happened to me 20-plus years ago. I made all the mistakes in the book. I said the wrong thing to the wrong people. I invoiced wrong, notified owners incorrectly, and offended manager after manager. I learned the hard way.

I entered that school of hard knocks back when we were still faxing work orders, and it was an excellent time to be a novice. Word did not travel as fast, and damage control was easier. However, things are different now. As a manager, if your vendor gets it wrong, you will know before they get back to their truck, and you’ll be blamed on Nextdoor or Facebook within the hour.

CACM sees the need for vendors that “get it.” Understanding their field of work is not enough for today’s CID service providers. If you do not understand the CID landscape, you will quickly find landmines, quagmires, and cliffs.

Over the past year, CACM has, with the aid of its industry partners, developed a certification process for vendors who work for CIDs. The first multisession course was nearly complete at the time of this article, and the early reviews are positive.

Managers can now look at a California Certified Industry Partner (CCIP) certification and know that a vendor has the knowledge and foundation to

make good decisions in their communities.

Mandi Newton of Varsity Painting recently completed the first course. Mandi reported that “The CCIP course is a great way for industry partners to elevate their education and to have a deeper understanding of the industry they serve. I highly recommend making this investment in yourself.”

The CCIP certification offers three courses that cover the following:

• HOA Core Principles: Working with boards, history of CIDs, laws that apply to CIDs, terminology, community governance, management models and contracting process.

• Enhanced Professional Presence: Creating effective written communications, email protocol, presenting information, effective listening and facilitation skills, communication styles, generational differences, and managing personal social media accounts.

• Foundational Ethics: CACM’s Code of Professional Ethics and Standards of Practice and understanding of ethics complaints, disciplinary actions, and the appeals procedures.

Industry partners need to apply and submit recommendations to achieve the certification.

Do not settle for mediocre. If you are an industry partner, step up and get the training you need to be excellent. If you are a manager, look for the CCIP certification and present vendors to your communities with confidence.

Scott Swinton is the General Contractor and Certified Construction Manager at Unlimited Property Services, Inc. He has many years of lessons learned under his belt in the CID industry.

As service providers, we owe it to ourselves and our clients to be knowledgeable about what they do and how CIDs operate.

SB 1383: NAVIGATING THE CHANGE AT MULTIFAMILY COMMUNITIES

By Kristen Reyes

What are community managers to do about Senate Bill 1383? Like any change, organizing your trash management for compliance with SB 1383 may seem daunting. Most people agree that proper organic disposal is an important initiative. However, the existing guidelines need to be clarified. Implementing this initiative at your property should be attainable for you, and that starts with clear expectations.

WHAT IS SB 1383?

Let us recap. Organic waste, which includes green waste like yard trimmings and food waste like food-related paper, cardboard, and food scraps, is considered a “short-lived climate pollutant.” Studies show that organic waste is one of the most significant contributors to methane levels, producing 20% of the state’s methane gas. Not only does methane impact climate, but it also decreases air quality, putting those with health conditions at higher risk—a point especially poignant for those suffering from long-term COVID-19 and other respiratory issues.

In 2016, California Governor Jerry Brown announced Senate Bill 1383, an initiative to meet new targets for greenhouse gas emission reduction in California. These new targets aim to:

• Reduce organic waste disposal by 75% by 2025.

• Rescue 20% of currently disposed surplus food for consumption by 2025.

Each target has a purpose. The first will reduce the methane created by food waste, and the second will provide greater access to food for the California population, especially those struggling with food security. So, the objectives are worthwhile.

On January 1, 2022, SB 1383 went into effect, calling cities to provide waste management options to dispose of organic waste separately from other waste. Now, organic waste is taken to recycling facilities to create compost for soil, biofuel, and electricity. As facilities create more products from re-purposed organic material, local California governments will utilize them in energy, commerce, and more.

WHAT DO COMMUNITIES NEED TO DO TO BE COMPLIANT?

SB 1383 affects businesses, schools, and residential communities, including apartments and HOAs. Your jurisdiction, meaning county or city, determines how it will roll out new organic collection services, and your community must comply with your jurisdiction-specific plan. Likely, your city or county’s plan will affect the number of bins on site, communication with your residents, and frequency of waste removal.

Each jurisdiction is responsible for providing organic waste collection services and containers.

In most areas, these are provided through your contracted trash hauler. However, the cost and equipment are set by your jurisdiction and vary greatly. Organic waste pick-up can cost between $12 and $100 per bin monthly for weekly pick-up. Some haulers provide small indoor totes for residents, while others do not. In summary, to understand what your hauler provides and how much it costs, it is best to call them.

While making the adjustments may temporarily disrupt the existing systems of multifamily trash management, the process can be made more accessible. Here are tips on how to prepare:

1. ESTIMATE ORGANIC WASTE PRODUCTION AND PROCURE EQUIPMENT

The minimum requirement for organic bins differs from jurisdiction to jurisdiction. A good rule of thumb is to contact your hauler for compliance recommendations or have your trash management vendor call for you. Your trash hauler will be your area’s closest source to compliance rules. Use the script below to assist your call:

Manager: Hi, I am the manager for [community]. I am calling to inquire about the requirements for SB 1383 compliance. I want to be compliant and help meet SB 1383 initiatives while being costeffective for my community—what is the minimum number of organic waste bins recommended?

In addition to asking your hauler, you may also want to audit your organic waste production. This can help you determine the number of bins needed for responsible disposal. You can hire a trash management company or waste auditor to help you estimate your organic waste production.

2. EDUCATE YOUR TEAM AND RESIDENTS

Educate your team on proper disposal. Everyone must understand how to dispose of organic waste to ensure a smoother transition. Most importantly, help your residents by including educational materials in a newsletter, clearly marking bins, or placing the flyers at or near the enclosures. Most trash haulers have resource handouts detailing what materials can go into organic waste. Following your hauler’s specifications is always best to avoid bin contamination and fees.

3. KNOW THE PENALTIES

Communal change takes time. SB 1383 regulations allow jurisdictions up to three years to reach compliance. However, some cities have already begun issuing penalty fees. Again, whether you are at risk of penalties varies depending on your area. We recommend contacting your trash management provider or hauler immediately to be safe. This way, you will not stress over compliance charges.

DIRECTING YOUR COMMUNITIES THROUGH THE CHANGES

Management plays a pivotal role in facilitating the transition to a more sustainable future as a steward of residential communities. Navigating new waste management regulations is a challenge. However, the path to SB 1383 compliance can be manageable. Utilizing a trash management provider and following advice from your contracted hauler can increase the clarity and efficiency of these new processes. SB 1383 presents multifamily communities with an opportunity to evolve their waste management practices for the greater good. While the transition may be tricky, communities can embrace SB 1383 and their environmental responsibility with assistance from trash management experts who support them.

Kristen Reyes is the Marketing Manager for Strategic Sanitation Services, Inc., and helps management companies partner with haulers to create cleaner communities.

CACM SuMmer Of Fun!

It was a busy summer! With help from our local committees, CACM held 13 lOCal

eventS

throughout the state. From a boat cruise to bowling, baby goat yoga to axe throwing, we had a blast connecting with our members and meeting new faces. Here are a few snapshots from all of our events from June through August. To sign up to attend or to sponsor, visit our events page on cacm.org. We’ll see you soon in your

Tijeras Creek Golf Club

Orange County

September 18, 2023

HIGH RISE & LARGE SCALE

SUMMIT

VESPERA RESORT | PISMO BEACH, CA

SEPTEMBER 21-22, 2023

RISK

upcoming courses

Course Calendar

All educational courses through the end of the year are held on Zoom. Please contact a member of the Education Department for further details and schedule.

LIFESTYLE MANAGEMENT

Zoom

Session 1 of 2

October 17

12:00 PM - 3:00 PM

FOUNDATIONAL ETHICS FOR COMMUNITY MANAGERS Zoom

Session 1 of 2

October 26

9:00

CMM130

October 26

1:00

Session 1 of 6

November 21

AM – 11:30 AM

Session 2 of 6

November 22

AM – 11:30 AM

Session 2 of 2

October 18 12:00 PM - 3:00 PM

Session 4 of 6 November 29

AM – 11:30 AM Session 5 of 6

December 5

CALIFORNIA

Session 8 of 8 CMM102

November 16

Session 3 of 6

AM – 11:30 AM

EXPLAINING FINANCIAL STATEMENTS Zoom

Session 1 of 3

November 28

1:00 PM - 3:00 PM

Session 2 of 3

December 5

1:00

PM - 3:00 PM

6

AM – 11:30 AM

December 12

1:00

FOUNDATIONAL ETHICS FOR COMMUNITY MANAGERS Zoom

Session 1 of 2

November 30 9:00 AM - 11:00 AM

CMM130

November 30

1:00

PM - 3:00 PM

ADVANCED ETHICS: LEADERSHIP & DECISION MAKING

December 7

9:00

AM - 11:00 AM

December 12

9:00

AM - 11:00 AM

ETHICS MASTERY

Session 2 of 2

1:00

PM - 3:00 PM

2 of 2 December 13

9:00

AM - 11:00 AM

Session 2 of 2 December 14

PM - 3:00 PM

serving your communities

New Industry Partner Members

CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Join us in welcoming these new members from the second quarter (April 1-June 30.)

INDUSTRY PARTNER PLUS

Alternative Roofing Services, Inc. dba ARS Roofing & Gutters Santa Rosa l (707) 584-5900 www.arsroofing.com

CG Landscape Anaheim l (714) 535-5640 cglandscape.net

Excel Bank

Beverly Hills l (323) 602-2000 www.excel.bank

Helpall Social, Inc. Pleasanton l (925) 587-4646 www.helpall.com

Nature Care Santa Ana l (310) 225-3730 https://naturecare.net

Realm New York l (310) 490-9061 www.realmhome.com

INDUSTRY PARTNERS

ALBD Electric & Cable La Habra l (949) 600-5910 https://albdinc.com

Cartwright Termite & Pest Control, Inc. La Quinta l (760) 346-6767 www.cartwrightpc.info

Common Area Maintenance, Inc. (CAM) Torrance l (310) 390-3552 www.camservices.com

Gothic Landscape Valencia l (619) 830-7100 www.gothiclandscape.com

Keystone Wealth Services Palm Desert l (760) 818-7017 www.cypressprivatewealth.com

Termite Done Right! Irvine l (949) 300-4420 www.termitedoneright.com

Thank you to our sponsors for the second quarter of 2023 (April 1 – June 30) for their generous contributions. The next time you encounter a CACM Sponsor, please join us in acknowledging the work and generosity of these supportive members.

Angius & Terry LLP

A-1 All American Roofing Co., San Diego Inc.

Accurate Termite & Pest Control

Adams l Stirling PLC

Advanced Construction Technology, Inc. (ACT)

Alliance Association Bank

Angius & Terry LLP

Association Maintenance Services, Inc (AMS)

AvidXchange

AWT Construction Group, Inc.

Berding l Weil LLP

BrightView Landscape Services, Inc.

C & A Painting

Cagwin & Dorward Landscape Contractors

CAM Construction & Painting

CINC Capital

CINC Systems

Citadel Roofing & Solar

CM Squared, Inc

Compliance View 360

Dave Bang Associates, Inc.

Empireworks Reconstruction

Enterprise Bank & Trust

Enviro Views Inc

Epsten. APC

Fenton Grant Mayfield Kaneda & Litt, LLP

First Citizens Bank (formerly CIT)

Gordian Staffing

Heritage Bank of Commerce

High End Development, Inc.

Hughes Gill Cochrane Tinetti, PC

IQV Construction & Roofing

Kelly-Moore Paint Co., Inc.

McKenzie Mena, LLP

Metro Elevator

MindMe Technology, Inc.

Mission Landscape Companies

MPS Financial, LLC

O’Connell Landscape Maintenance

Old Village Landscaping, Inc

Pacific Green Landscape, Inc.

Pacific Premier Bank Community Association Banking

Pacific Western Bank

Payne Pest Management

PCW Contracting Services

Powerstone Property Management, ACMC

Pro Star Mechanical Services

ProTec Building Services

Pro-Tech Painting Company

Recon 360, LLC

RT Painting Inc.

Saarman Construction, Ltd

SCT Reserve Consultants, Inc.

Sherwin-Williams

Signature Services

Socher Insurance Agency

SwedelsonGottlieb

The Greenspan Co./Adjusters International

The Naumann Law Firm, PC

TownSq

United Protection Industries, Inc.

Unlimited Property Services, Inc.

Vantaca

Varsity Painting

Vendor Information Verification Experts (VIVE)

VendorSmart

Westlake Royal Roofing Solutions

WhitneylPetchul APC

Whit’s Painting