Vision Magazine Spring 2022

Vision S PR I N G 2 0 2 2

19

MASTERING YOUR CRAFT

Aim for an MCAM — It’s Achievable

44

BEST HIRING PRACTICES

Tips on Attracting and Hiring Staff

46

THE VOICE OF THE CALIFORNIA COMMUNITY MANAGEMENT INDUSTRY

PUTTING OUT BURNOUT The Struggle Is Real

Vision

THE VOICE OF THE CALIFORNIA COMMUNITY MANAGEMENT INDUSTRY

Spring 2022 • Vol. 31, no. 1

President & CEO | Thomas Freeley

tfreeley@cacm.org | 949.916.2226, ext. 315

Chief Editor | Lynette Bertrand lbertrand@cacm.org | 949.916.2226, ext. 323 Managing Editor | Ryan Kwon

rkwon@cacm.org | 949.916.2226, ext. 313

Advertising | Melissa Hurtado mhurtado@cacm.org | 949.916.2226, ext. 318

Editorial Advisory Committee Todd Greisen, CCAM Contra Loma Estates

Frank Jauregui, CCAM The Management Trust Southern California, ACMC

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

Rob Buffington East West Building Works & Gordian Staffing

Scott Swinton Unlimited Property Services, Inc.

Jessica Melvin, CCAM The Management Trust Northern California, ACMC

Hamlet Vazquez, MCAM-HR Action Property Management, Inc., ACMC Dean Jackson, CCAM-HR Collins Management, ACMC

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

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 2021. 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. 91 6 . 2226 | communications@cacm.org

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Vision Spring 2022 | cacm.org

in this issue Vision 022 S PR I N G 2

OF THE VOICE NIA THE CALIFOR COMMU NITY MENT MANAGE Y INDUSTR

on the cover Managers stop by the CM Squared booth, which was inspired by the Cheers sitcom and won best of show at both the Northern and Southern California Law Seminars.

19

MAST ERING YOUR CRAFT — Aim for an MCAM It’s Achievable

44

G BEST HIRIN PRAC TICES g on Attractin Tips and Hiring Staff

46

features 19

PUTTI NG OUT BURN OUT The Struggle Is Real

22 26 30

44

34

news bits 6

38

Members in the News

14

You Said It

24

California Legislative Update

29

New Industry Partner Members

32

Congratulations Managers

40

New Individual Manager and Management Company Members

53

Thank You Sponsors

42

37

President’s Message

16

From the Roundtable

58

Course Calendar

46 48

departments 5

44

50 54

EDUCATION SPOTLIGHT: MCAM CHANGES, LAW JOURNAL EXAMS ARE BACK, VISION AWARD WINNERS FOR EDUCATIONAL EXCELLENCE BEFORE YOU HIRE, ASK CONTRACTORS THESE QUESTIONS

By Eric Lecky VISION AWARDS: WHAT MAKES A WINNER?

By Ryan Kwon, Communications Manager, CACM THE CREAM OF THE CROP: COMPANY WINNERS

By Lynette Bertrand, Director of Marketing & Communications, CACM THE DETRACTORS OF ASSOCIATION MANAGEMENT

By Jessica L. Melvin, CCAM UNLOOPING INFINITY

By Caroline McCormick, CAMEx, CCAM COULD THE POD MODEL BE THE FUTURE?

By Rob Buffington TIPS ON ATTRACTING AND HIRING STAFF

By Andrew Hay, CAMEx, CCAM-ND.PM THE STRUGGLE IS… STRATEGIES TO DEFEAT BURNOUT

By Frank Jauregui, CCAM & Todd Greisen, CCAM MAKING THE BEST OUT OF THE WORST

By Scott Swinton PICK YOUR PASSION

By Dean Jackson, CCAM-HR 2022 LAW SEMINAR & EXPO RECAP

54 cacm.org | Vision Spring 2022

3

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Vision Spring 2022 | cacm.org

Member FDIC

president’s message H

appy first quarter of 2022! Mandates and restrictions are increasingly being removed across California, live events are coming back to our reality, and variants are slowly but steadily being tamed through vaccinations.

The pandemic has disrupted our CID management industry over the last two years, and we see this continuing throughout 2022. We learned a lot from the pandemic, but one important thing that we learned is that disruption of an industry can leave a positive impact on us, as well as some growth pains.

The largest disruption by far to our specific industry is the constant evolving work environment. So many companies, both management and industry partners, have come to an understanding that team members can work remotely, potentially reducing brick-and-mortar footprints. However, this brings a whole set of challenges along with it.

How do you monitor a manager’s performance? How do you monitor supporting staff that work remotely? Hybrid work environments are on the rise, which can have some positive impacts, but this option also affects staff that have in-office duties while the rest of the office is remote.

There are deliveries, mail sorting, mailings with deadlines to accomplish, and who handles the keys to the pool or community center when the community specific team is remote?

There are disruptions all around that I can assure you that your leadership struggles with every day. They try and balance the health concerns of staff and at the same time, balance the workload of in-office duties. This is no easy task.

So, what do you do? Talk to your leadership about the challenges you may be experiencing. Ask them for help in communicating the ever-changing work environment with your clients. Ask your client board for support in communicating to your community members about these changes, and ask them about any challenges you may have.

Lastly, trust in your leadership to help you work in these changing environments, because I’m confident that you wouldn’t be surprising them when you let them know that you are experiencing challenges.

These specific topics will be addressed at the Executive Leadership Summit (ELS) in May in Monterey where we will have discussions with HR professionals that field these challenges each and every day.

In a shameless plug for CACM, get involved! We have numerous committees and are expanding our committee list, so that you can get involved. The majority of committees meet remotely and periodically.

Expand your opportunities for knowledge. The world along with the CID industry in California are constantly changing. Be a part of it and not on the sidelines. Join us in any way you can.

Until I personally see you again, please stay healthy and happy.

Thomas Freeley, CAMEx, CCAM, President & CEO

cacm.org | Vision Spring 2022

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members in the news Professional Community Management Promotes Two Professional Community Management recently promoted Karla Alarcon and Josh Thomas to community manager and senior community association Karla Alarcon

manager, respectively. Prior to being promoted to a manager-in-training for a large development community, Alarcon joined the PCM team in 2019 as an

Allison Andersen

Roseman Law Expands Into Northern California with a New Partner Roseman Law, APC has expanded into Northern California with Allison Andersen, Esq. as their

assistant community manager. Thomas has been with PCM for more than 5 years and began his career as an administrative assistant before moving to an on-site management role. Thomas was later

Josh Thomas

promoted to assistant general manager.

newest partner to their team. “The

G.B. Group CEO Steps Down, Sons Take Ownership

firm’s ethical and quality legal

Regan Brown, CEO of G.B. Group Construction & Painting, has stepped down and

representation aligns with my

transferred ownership to her sons, Ryan and Russell Brown. “I have been blessed to

approach, and I’m excited to join

have my sons, Ryan and Russell, and my daughter, Genesis, join our leadership team

during their time of expansion,”

and have spent the last 11 years working with and watching them continue to grow

said Andersen. Andersen has been

G.B. Group into a new and better version of itself,” said Regan. “Now, with great pride,

practicing Construction Defect

I am stepping down as the CEO of the company. I will remain assisting in a consulting

and General Counsel for over 15

capacity and of course, will continue to support our goal of education through our

years and brings her expertise of

podcast, ‘HOA It’s A True Story.’ I am humbled and thank you for the 30 years, and may

litigating issues, free speech, and the

this business continue to thrive and be blessed.” During the last 30 years, G.B. Group

enforcement of covenants, conditions

was able to help provide jobs to over 3,000 employees in multiple states and served

and restrictions to Roseman Law,

thousands of communities with over 10,000 projects. Under their ownership, Ryan and

APC. “We are thrilled to welcome

Russell set their goal to drive their company to new levels of success while continuing

Allison Andersen as partner at

to provide their consumers with the customer experience that they have come to know

Roseman Law,” said Steve Roseman,

and love.

Founder and Managing Partner of Roseman Law. “She has a stellar reputation within the industry and embraces the culture of excellence that our firm strives to achieve. We look forward to working with Allison as our newest partner as we grow Roseman Law in the new region of Northern California.”

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Vision Spring 2022 | cacm.org

Russell Brown

Ryan Brown

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cacm.org | Vision Spring 2022

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members in the news HOA Justice League: No Need to Fear, Super Lawyers Are Here Congratulations to Kelly Richardson, Esq. and Matt Ober, Esq. of Richardson | Ober | DeNichilo for becoming Super Lawyers and to Rachel Miller, Esq. for being featured in the Super Lawyers’ Annual List of Top Women Attorneys in the latest edition of San Francisco Magazine! The status of Super Lawyer is held by less than 5% of practicing attorneys and is a public affirmation representing the height of peer recognition and professional achievement in a given field or practice.

Rachel Miller

Matt Ober

Kelly Richardson

HomeWiseDocs Acquired By RealPage RealPage, Inc. has acquired HomeWiseDocs and plans to enhance

its product portfolio and market reach with HomeWiseDocs’ industry-leading solutions. “We are very excited to join forces with the HomeWiseDocs team,” said Dana Jones, CEO of RealPage.

“HomeWiseDocs has meticulously built a premier solution for the community association industry and has established itself as the provider of choice in data and document delivery services…Together with HomeWiseDocs and its partners, we believe we can more quickly scale to

Dana Jones

deliver even more value to the industry across a wide range of products that will help property managers optimize their operations and be more profitable.” Serving over nine million homes throughout the United States, HomeWiseDocs simplifies the complex and time-consuming tasks of information disclosure associated with the sale or refinancing of properties in managed communities. “We are thrilled to begin a new chapter as part of the RealPage family,” said Manny Chaves, President of HomeWiseDocs. “Together with RealPage, we will invest and provide even more value to our customers, and we will continue to set the standard for digital transformation in the years ahead.”

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Vision Spring 2022 | cacm.org

Manny Chaves

members in the news Park Hoover of Angelo Termite & Construction Passes Park Hoover of Angelo Termite & Construction

Securitas Recognized as Leading Firm

passed away on December 7, 2021 following a brief illness and was laid to rest on

In Security Magazine’s Guarding Report, Securitas

December 9, 2021. Hoover had

was recognized as a Leading Guarding Firm in North

been with Angelo Termite &

America. The latest Guarding Report from leading

Construction for more than 20

industry publication, Security Magazine, provides

years. We at CACM send our

valuable insight about the state of our industry.

sincerest condolences to the Park Hoover

Securitas has been under the Leading Guarding Firms

Angelo Termite family.

listing multiple times. Congratulations to Securitas for securing their spot once again!

Honesty, Quality, Integrity. These guiding values have allowed AMS Paving to become the #1 choice for community associations in Southern California.

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members in the news Harvest Landscape Welcomes Jaime Villegas as Division President Harvest Landscape Enterprises, Inc. recently welcomed Jaime Villegas as Division President for its Orange County Division. Villegas will be focused on elevating services and leading teams throughout the Orange County Area. “I started in this industry as a laborer, so I know what it takes to be successful at every position,” said Jaime Villegas, Division President of Harvest Landscape. “I was looking to be a part of a team that was forward thinking but strong on best practices. I am excited to put my skills to work at Harvest, and I look forward to being a part of this dynamic group of landscape professionals.” Villegas has been professionally managing high-end landscapes for over 19 years.

Jaime Villegas

Jessica Hundermark

Cameron Rehm

Powerstone Promotes Five Powerstone Property Management recently promoted Amanda Nevarez, Amanda Nevarez

CCAM, Jessica Hundermark, CCAM, Francine Shute, CCAM, Cameron Rehm,

CM Squared, Inc., Acquires HOA Repay CM Squared, Inc. (CM2) has acquired

CCAM, and Michelle Espinoza to Senior

HOA Repay and expanded its Trustee

Community Manager. Congratulations to

and Customer Service Team. While HOA

everyone!

Repay’s operations team will continue to propagate best practices in operations, finance, education, and technology to create an environment conducive to client support and satisfaction, CM2’s primary focus will continue to

Francine Shute

Michelle Espinoza

be their client-centric services with the goal of high customer satisfaction.

CM2 will continue to explore strategic acquisitions to complement its broad host of services to the multi-family development industry.

10

Vision Spring 2022 | cacm.org

members in the news Kelly-Moore Paint Co. Welcomes Tyra LaMar to the Team Kelly-Moore Paint recently welcomed Tyra LaMar as its new Property Management Specialist.

LaMar will work on HOA & Commercial projects in the North Bay, including Marin,

Tyra LaMar

OC Register Names Seabreeze Management Company, Inc. As Top Workplace Seabreeze Management

Napa, Sonoma, and Lake

Company, Inc. has

Counties. She is a certified

been awarded 2021

color specialist and has

Top Workplace in the

a background in interior

annual Orange County Register poll. One could say they’re

design, interior design

breezing through the polls, because this is Seabreeze’s

sales, and has regional

5th consecutive year achieving this amazing award.

management experience.

Congratulations Seabreeze!

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cacm.org | Vision Spring 2022

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members in the news

CitiScape Employees Complete Purchase from Its Founders Congratulations to Nick Berg, Wayne Lee, Robin A. Romo, CAMEx,

President of CitiScape. “They made enormous sacrifices to create

MCAM-HR, and Paul Mora who have completed the purchase

an organization that is focused on delivering professional and

of CitiScape Property Management Group LLC, ACMC from its

personal service to our client communities, while maintaining a

founders, Kevin Wiley and Ed Dale. “I want to express my profound

positive and supportive culture for our employees. The new owners

gratitude to our founders (Kevin Wiley, Ed Dale, and Robert

of CitiScape are long-time employees who are familiar with the

Simms) for building CitiScape into what it is today,” said Nick Berg,

company’s operations and are dedicated to its future success.”

The Miller Law Firm Releases Publication The 3rd Edition of The Miller Law Firm’s book, Home & Condo

Engagement at CACM Holiday Party Congratulations to Joydawn Jackson, CCAM, and Lawrence

Defects: A Consumer Guide to Faulty Construction, has been

Amador of Action Property Management, ACMC on their

released and is available at no cost to managers and board of

recent engagement that took place at CACM’s Los Angeles

directors. Contact Sara Brown at Sara@constructiondefects.

Holiday Party in December! We’re stoked to have shared this

com for your free copy.

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Vision Spring 2022 | cacm.org

special moment with them.

members in the news Now For Baby News!

Stevie Kim Bloomberg

Kelly Zibell and Oliver

Congratulations to Kelly Zibell of Divergent Consulting Group CA and her husband on their newborn, Oliver Ethan Zibell, who joined the Zibell family November 13, 2021; Harmony McNaughton, CCAM, of Canyon Lake Property Owners Association and her husband on their newborn, Hudson McNaughton, who joined the McNaughton family November 17, 2021; and Sarah Bloomberg of CINC Systems and her husband on their newborn, Stevie Kim Bloomberg, who joined the Bloomberg family November 26, 2021. Best wishes to the growing families!

Hudson McNaughton

Don’t see your news listed? Update us at communications@cacm.org

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cacm.org | Vision Spring 2022

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you said it!

VISION AWARDS I just want to say thank you again to everyone who believed in me to be where I’m at. I am so grateful and I’m just honored to be a nominee! Thank you so much CACM on a great event and ceremony! #thankyou #grateful –Jaycee Devera, CCAM

I am thrilled to be nominated this year for the Leadership Vision Award as well as the Social Media Ambassador Vision Award presented by the California Association for Community Managers (CACM). I love my amazing team and helping guide them on their paths to becoming successful community managers!

Go Team Powerstone!

— Kylie Decker, CCAM, Director of Community Management at Powerstone Property Management, ACMC

What an honor to be nominated for a Vision Award...congratulations to all the nominees.

It’s easy to do when you love what you do and the people with whom you are engaged. #2022VisionAwardNominee #gratefulforthenod #cacmstrong — Robert L. Smith Jr., CCAM-HR, Savoy Community Association

I am so grateful, honored, and still in shock to have won the CACM Social Media Ambassador 2021 and for IQV Construction & Roofing for taking home the “Most Original” booth contest. Thank you so much CACM for a great event and ceremony! #nclse22 #cacm #cacmstrong — Daisy Ortiz, Sales and Marketing Manager, IQV Construction & Roofing

Just a note of appreciation for the excellent publication and content produced in the Winter 2021 Law Journal. Kudos to the CACM team and authors for a job very well done!

— Kathryn Henricksen, CCAM, CAMEx, Serrano El Dorado Owners’ Association

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Vision Spring 2022 | cacm.org

you said it!

LAW SEMINARS I am excited to be speaking at the February 2022 CACM NorCal Law Seminar in Santa Clara. My topic is Time Management and I am a panelist with Karen Conlon and Cristina Ciceron, Esq. CACM is celebrating the organization’s 30 year anniversary - “Cheers to 30 Years!” #cacmstrong — Caroline McCormick, CCAM Great show at our first year attending the CACM 2022 Norcal Law Seminar and Expo. We got to connect with many of you and share some fun prizes as well. Congratulations to the winners of our prizes, Tony Gutierrez and Teresa Isom! #Forticon #asphaltpaving #asphalt #paving #pavingcontractor #expo #norcal #CACM #communitymanagers #hoalife — Forticon

Thank you CACM for a fantastic NorCal event! Toni Scurti and Stephanie Burnside, you both were amazing and did an excellent job sharing what “Shaping Your Environment” means to us and more importantly, “WHY” we do it! #teamparkwest #cacm #shapingyourenvironment — Brian S., EVP of Sales at Park West

It feels great to be back with our Northern California community! CACM did a wonderful job executing this event safely and with the same level of cheer. #cheersto30years #cacmlawexpo #90snostalgia — EmpireWorks Reconstruction

Holiday Parties

A great time was had by all at this year’s California Association of Community Managers - CACM NorCal Holiday Party!

Great spirits at the beautiful Claremont Hotel & Spa, including a special visit from Santa! Congrats to our property management professionals on winning our terrific prizes! #CACM #HolidayParty #NorthernCalifornia #PropertyManagement #NetworkingSponsor — Giuliani Construction & Restoration, Inc.

Fun was had by all at the beautiful California Association of Community Managers - CACM holiday party!What a great opportunity to reconnect, meet new people, and celebrate the season together. #MBJpainting #CACM #happyholidays — MB Jessee Painting

cacm.org | Vision Spring 2022

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from the roundtable A MESSAGE FROM THE BOARD

As we start off 2022 with live celebrations of CACM’s 30 years, we find ourselves in another point of change or as we have referred to it, a pivot point. For those of us who love the world of living in the change curve it is a great place to be! We have change that is occurring within our workforce not only with many workers retiring, but also those who are moving out of state, changing industries, or looking for a different work-life balance at a much higher rate than we have experienced before.

Our industry has not been one that has been a chosen path from college or trade schools - as most of us have simply “fell into it.” The need for the “new” talent pool to have a larger “tool belt” is not an option, but a requirement as soft skills are becoming just as important as your experience and knowledge. Having the ability to conflict manage while delivering a higher level of service are required to meet the level of expectations and be successful in the challenges that impact our communities and those who live within them.

CACM has always been the base of education for our management teams and now with the addition of CACM’s curriculum being available in a college option, it begins to open the funnel for more potential candidates to learn about our industry as an option for careers rather than jobs.

Another area that will need to be a continued focus will be the culture that we create not only within our companies, but our industry. Culture will shape what occurs for our future staffing and talent development. In speaking with candidates, I ask “What is the culture of their current/past companies and what are they looking for when choosing a new position?” I find it is many times the opposite of what culture is meant to be. This disconnect often causes new team members to second guess their choices and disengages them from a successful transition.

There was a study completed by Radford University that found that team members who fit in well with a company’s culture experience a higher level of job satisfaction, perform better at work, and are less likely to leave an organization. As a company and an industry can we identify our “culture,” and can we focus on recruiting those candidates that fit into that environment?

Looking forward to the next 30 years of CACM starting in 2022!

Share A Random Act of Kindness!

Joe Price, CAMEx, CCAM CACM Board Chair Powerstone Property Management, ACMC

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Vision Spring 2022 | cacm.org

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Be part of rich conversations among peers who are committed to defining the future of our industry. Share, brainstorm and collaborate in an innovative and thought-provoking setting, while developing valuable new connections.

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Vision Spring 2022 | cacm.org

spotlight on education A 100 multiple-choice exam and a written and oral presentation of a case study are still required. As a result from the feedback received from many MCAM candidates, the exam has been reviewed and updated with questions pertaining to the classes above along with basic community association management.

The Road to Mastery Has Become Less Rough CACM is proud to reintroduce the Master of Community Association Management credential (MCAM) to experienced managers with 5 or more years of industry experience. The revamped program makes the ultimate achievement in community association management in California more tangible for highly-driven managers to obtain.

So how is the MCAM more obtainable? For starters, the requirement to first earn a Specialty Certificate has been removed, and the courses, BDA 500 – Effective Governance Principles for Community Associations and LDR 500 – Advanced Ethics: Leadership and Decision Making are no longer required. The new requirements are as follows:

BDA 300 – Fundamentals of Effective Governance LDR 400 – Human Resource Management LDR 500 – Ethics Mastery INS 300 – Advanced Insurance Principles INS 400 – Risk Management FIN 320 – Strategic Financial Planning

The written paper should be, at minimum, 25 pages and will address questions posed from a site visitation. At this time, we only have one association slated for a case study. If you know of a community that might be a good candidate, please reach out to the Education Department at education@cacm.org.

If you wish to be recognized as one of the leading community association managers in California, please visit the CACM website for more information and to apply or feel free to reach out to the Education Department at education@cacm.org. We look forward to seeing many of you earn this prestigious designation.

Law Journal Exams Have Returned 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 have brought back the Law Journal exam.

How will this work? Simply read an issue of the Law Journal, pass an exam, and earn 1 CEU. A maximum of 4 CEUs can be earned per year.

The cost for the exam will be $50. For more information, reach out to education@cacm.org.

cacm.org | Vision Spring 2022

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spotlight on education CACM would like to congratulate the winners of

Congratulations Vision Award Winners for Educational Excellence

the Vision Awards for Educational Excellence in 2021 and 2022. According to the Merriam-Webster Dictionary, a mentor is “a wise and trusted counselor or teacher.” The Educational Excellence - Individual Award recognizes nominees who impart knowledge, collaborate with colleagues and share enthusiasm for our profession. In addition, nominees further CACM’s

When one thinks of the word “mentor,” Rolf immediately comes to mind. Rolf is always willing and able to help members in the community management industry. His commitment to education excellence has been demonstrated with his willingness to volunteer to teach CACM courses, sometimes with very little notice, and he often serves as facilitator for educational forums.

He always encourages new ideas and thoughts to help perfect the quality of education for community managers with the overall goal to enhance the professionalism of this industry. There is no question he is not willing to answer in order to help others better understand this industry.

Northern California 2021 Winner: Rolf Crocker, CAMEx, CCAM

educational programs.

Melinda is the epitome of professionalism and her dedication to this industry and education of community managers is second to none. She is a frequent instructor for CACM, and those who are in attendance always leave with a wealth of knowledge and experience after her classes.

There is no question too difficult to answer for Melinda, and she encourages the students to participate and share their thoughts and ideas to resolve common issues that may arise. Students walk away armed to manage their communities with the needed knowledge and professionalism to do their job.

Southern California 2021 Winner: Melinda Young, CCAM

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Vision Spring 2022 | cacm.org

spotlight on education Kathy Zechmeister, former Operations Director for a large Master Planned community, recently achieved the CACM-Emeritus designation. Zechmeister was part of the very first graduating class of CCAMs back in 1993 and has worked in the industry in various positions for 31 years with FirstService Residential, formerly known as Merit Property Management.

New CCAM-Emeritus, Kathy Zechmeister Forever A CACM Member Corinne’s positive, upbeat personality transcends itself well to students who attend one of the many classes taught by her. Corinne is very engaging with the students and is able to give them a visual point of view and real life industry experience.

With this imparted knowledge, managers evolve into ones that are armed with the necessary knowledge to do their job professionally and effectively. Some of the many CACM classes taught by Corinne include BAM, CA Law, Conflict Resolution and New Development.

As a manager, Zechmeister worked with many boards of directors and community members, participated in lawsuits ranging from basic non-payment of association dues to complex litigation cases, had successful year round management of fuel modification zones, and worked with a community to purchase land and build a pool facility.

The CCAM-Emeritus designation is offered to retired managers of the community association management industry who hold a CCAM designation.

Holding this designation demonstrates that a manager is still keen on promoting their commitment to the community management industry, and it allows a manager to continue accessing valuable professional and networking opportunities through CACM. Zechmeister says that she pursued her CCAMEmeritus, because she wanted to assist when needed and to keep abreast of the ever-changing community management industry, taking particular interest in legislation. “I find the legislative process fascinating and frustrating,” said Zechmeister. “Although retirement is great, I do miss all the wonderful and talented people who I worked with over the years.”

Southern California 2022 Winner: Corinne Crawford, CAMEx, CCAM-ND Carra exudes professionalism and is fully dedicated to the education of community managers. Quite frequently, Carra eagerly steps in to teach a vast majority of courses including Ethics, CA Law, BAM, and Assessment Collections.

She is very thorough, on point, has vast knowledge of the subject matter and this industry, and also knows how to engage the class.

Those in attendance of her classes end up with new tools under their belts that will aid them in their journey of working as a manager.

Northern California 2022 Winner: Carra Clampitt, CAMEx, CCAM-LS.PM.AA cacm.org | Vision Spring 2022

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HOW ARE THEY BONDED AND LICENSED? Understand the contractor’s bond limits. Bonding capacity is for the company as a whole, not an individual project, so if they have several other large projects going on simultaneously, they may not have enough bonding capacity for your specific job.

Also, find out the credentials of the team working on your property. If the people running the company are general contractors, who has the specialty licenses for trades like plumbing, electrical, elevators, etc.? Do they rely on others’ licenses to get their job permitted and completed?

Before You Hire, Ask Contractors These Questions JUST LIKE YOUR COMPANY’S EMPLOYEE RECRUITMENT PROCESSES, IT’S IMPORTANT TO PROPERLY VET POTENTIAL CONTRACTORS TO ENSURE THE BEST FIT.

By Eric Lecky When planning a large capital improvement project, selecting the right contractor is the most critical component to success. Finding the right mix of quality workmanship, price, process, credentials, and capabilities is essential. You’ll want to examine bids and work through a selection process to recognize potential risks.

Think of choosing contractors like hiring new employees and implement a similar vetting process. After all, for the duration of your project, contractors are an extension of your team.

Here are a few things to ask contractors that can help you make the best choice for your community and help mitigate risk.

WHAT DOES TURNKEY MEAN TO THEM? In a true turnkey project, the contractor completes every step in the process. So ask: Who do their employees actually work for? Are they direct employees or are they subcontractors or 1099 employees working as hired help? Contractors that rely extensively on outsiders can create a risk because these so-called “employees” are not bound by your contract.

HOW IS PROJECT MANAGEMENT HANDLED? Some contractors will provide dedicated, on-site project managers who are available 24/7 should any issues arise. Others may split their managers across two or more jobs, so they may not be as readily available.

Ask, too, about their project manager’s experience managing your specific type of project. Project managers who oversee multiple kinds of projects may have less experience with yours.

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HOW WILL THEY COMMUNICATE? Ensuring owners and residents know what will happen, and when, is vital for your project to run on schedule and with few complaints. Will they use paper or electronic notifications to advise and update residents? Make sure you select the contractor whose communication methods meet your community’s needs.

DO THEY CONDUCT EMPLOYEE BACKGROUND CHECKS? Knowing who will be working in their home can be very important to many homeowners and residents. Verify how the contractor hires and screens employees by asking questions like: • Do all of your employees undergo a background check?

• Are they all legally permitted to work in the United States?

• Do any of them have criminal records?

• Do you randomly test for drugs and alcohol?

HOW DO THEY HANDLE INSPECTIONS? Formal inspections ensure your project was completed safely, correctly, and to code. Ask your contractor how they handle inspections. Will they obtain all the required permits? Who will be on site to meet the inspector and show them the work?

How do they handle a failed inspection?

WHAT IS THEIR INSURANCE COVERAGE? Of course, any contactor working in your building should carry insurance, otherwise your community runs the risk of paying out if there is an accident or problem. Look at their certificate of insurance, including their liability limits, to make sure they are carrying enough insurance for your project and not just the minimum required.

WHAT COVID-19 PRECAUTIONS WILL THEY TAKE? Inquire about protective measures the contractor uses while on site. If your community has defined requirements, ask about the contractor’s willingness and their process to ensure workers comply.

In the end, selecting a contractor to perform your capital improvement project is a personal choice that balances who brings the best solution, price, process, credentials, and capabilities. On a bid form, contractors may appear similar, but these subtle considerations often make the difference between a successful project and a frustrating renovation.

HOW DO THEY HANDLE CHANGE ORDERS? Some contractors will provide a very low initial bid, knowing they will use change orders later to make up the costs. Others will provide a more thorough bid to reduce surprises down the road. When checking references, ask former clients how many change orders they had to deal with.

HOW DO THEY HANDLE REQUESTS FOR INFORMATION? If the contractor comes across an unexpected condition, do they have a formal RFI process?

Ensure they use formal documentation to detail what they found and to request input from the construction manager, engineer, or board.

Eric Lecky is the Chief Growth Officer at SageWater, North America’s leading pipe replacement contractor. SageWater is headquartered in Alexandria, Virginia, with offices nationwide. Over the past 30 years, they have replaced more than 35 million feet of pipe in over 100,000 occupied residential units.

SIMPLY SMARTER PIPE REPLACEMENT LEFT-BRAIN EFFICIENCY

RIGHT-BRAIN EMPATHY

100,000 Occupied Units Repiped

Residents Never Move Out

35 Million Feet of Interior Pipe Replaced Turnkey Management of All Trades

Dedicated On-site Project Management Custom Communications Package

30+ Years Unmatched Expertise

888-584-9990

Nationwide Delivery

sagewater.com cacm.org | Vision Spring 2022

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Legislative Update

By Jennifer Wada, Esq.

The Legislature reconvened on January 3rd and the deadline to introduce legislation was February 18th. Hundreds of new bills were introduced, and they join an already existing number of bills still alive from 2021. As of the writing of this article, CACM is still going through all newly introduced bills to assess impact on the community management industry.

As we enter the first round of policy committee hearings, we can anticipate that there will be many iterations of the proposals as the year progresses. Many bills were introduced in “spot” form, meaning their substantive content is yet to be included. In this article are some bills that CACM has flagged so far.

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AB-1410 (Rodriguez – declared emergencies: protected uses) CACM successfully stalled this bill last year, but the author is pushing it again this year. Referred to as the “kitchen sink” bill, AB-1410 originally included a host of problematic provisions ranging from prohibiting associations from enforcing any violation during a state of emergency to allowing personal agriculture in front yards.

CACM vigorously opposed the original approach and while it remains opposed, negotiations have improved the bill. Here are some highlights: 1. Originally, the bill barred associations from prohibiting personal agriculture in front yards. This entire section has been eliminated.

2. Originally, the bill prohibited any courtesy notice or enforcement action during a state of emergency. Amendments now allow courtesy notices and only prohibit enforcement if the nature of the emergency makes compliance “unsafe or impossible” for the homeowner to prevent or fix the violation.

3. Originally, the bill prohibited all rental restrictions. Amendments now clarify that these provisions only apply to owneroccupied units with a roommate (a.k.a. “lodgers”). In other words, an association cannot prohibit owners from having lodgers.

The amendments clarify that an owner or a resident renting or leasing a portion of the owner-occupied separate interest may violate association bylaws and operating rules that govern conduct in common areas, including, but not limited to, parking restrictions, guest access to common facilities, and voting eligibility requirements.

Lastly, amendments sought to clarify that the current law on short term rentals is not impacted by the bill, but we believe more tweaks to the language will be necessary to ensure this.

4. Originally, the bill prohibited governing documents from barring speech “critical of the association.” The amendments now amend section 4515 of the Civil Code regarding the list of things governing documents cannot prohibit to include the use of social media or other online resources to discuss association matters even if the discussions are critical of the association or its governance.

5. Originally, the bill required directors and employees of associations to take a DRE-approved course in ethics and harassment prevention.

The amendments remove the requirement that the course be DREapproved and require the director or employee to certify that they have taken such a course.

CACM has expressed concern that this will further impair an association’s ability to get candidates to run for the board. More negotiations and modifications are needed.

AB-1410 is now awaiting policy hearings on the Senate side. We will be working with the author and committees on further improvements to the bill.

Other bills that were just introduced this year are still awaiting referral to their first committee: AB-1754 (Chen – Debt Collection Licensing Act) This makes further revisions to the definition of a collection agency to additionally include a business entity that acts as a broker, forwarder, intermediary, or middlemen that sends or refers repossession assignments or repossession orders to repossession agencies or repossession agents in California.

Note: There are other bills related to the Debt Collection Licensing Act that are still in spot form.

AB-1755 (Levine – Homeowners Insurance: home hardening) This would require an admitted insurer licensed to issue homeowners’ insurance policies to issue a policy to a homeowner who has hardened their home against fire, regardless of the home’s location, on or after July 1, 2025.

The bill would also create a Wildfire Protection Grant Program, under which the department would be required to award grants of up to $10,000 each to help homeowners pay for costs associated with wildfire mitigation improvements.

Note: There are bills related to homeowners’ insurance in wildfire areas still in spot form.

AB-2650 (Arambula – Swimming Pool Safety) This would apply the inspection and approval of drowning prevention safety devices by a local building code official to instances where real property with a swimming pool or spa is transferred. Existing law only applies this requirement to new construction or remodels.

The bill also specifies that the requirements are not met by an exit alarm and a selfclosing, self-latching device used on the same door or on 2 separate doors that provide access to the swimming pool or spa. The bill also makes other definitional changes in the Swimming Pool Safety Act.

AB-2830 (Bloom – CIDs) This is a spot bill in the Davis-Stirling Act. The author indicates this is a placeholder bill only and he has no intention of this moving forward as a CID bill.

SB-1292 (Stern – Accessory Dwelling Units) This would authorize an ADU applicant to submit a request to the local agency for an alternative rear and side yard setback requirement if the local agency’s setback requirements make the building of the ADU infeasible.

The bill would prohibit any rear and side yard setback requirements established from being greater than those in effect as of January 1, 2020. SB-1292 also specifies that if the local agency did not have an ADU ordinance as of January 1, 2020, the applicable rear and side yard setback requirement is 4 feet.

What’s Next?

CACM continues to review all introduced bills and monitor amendments to assess impacts on the community management industry. We are at the beginning of the legislative session, so stay tuned for more to come!

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

cacm.org | Vision Spring 2022

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What Makes a

WINNER? So what did Vision Award winners do to

1. Newcomers with Grit and Talent

edge out their

Managers with less than two years of experience who have shown drive, determination, exceptional abilities and have exceeded a board’s expectations by solving a challenging situation or problem are recognized as Rising Stars.

competition? How did they stand out from their peers? This year’s honorees faced particularly challenging situations over the past two years as our world

Amanda Nevarez, CCAM

was faced with a pandemic that forced

All of the winners in this category have shined though the darkest times in their career and truly deserve the title of being a Rising Star, because they haven’t only risen and shined themselves, but the work and challenges they have overcome serve as an inspiration to other managers.

Jacqueline (Jackie) Beasley, CCAM

One of the winners stepped in for a manager who had to go on maternity leave and had to manage six associations at the peak of COVID. Despite having no prior experience and connection with these communities, she was able handle several projects including major structural repairs to a building and asphalt repairs. “The pandemic did not stop plumbing leaks, roof leaks and other necessary interior repairs. This nominee ensured that they were handled in a timely manner,” her nominator said.

us to change the way we work and manage our communities. Many of the managers listed below won because of their creative problem solving and leadership.

Read on to learn about their achievements.

Another winner took on managing seven communities and was able to unite a divided board through education. In addition, she was able to find resolution for a longtime homeowner who harassed her and the board members.

By Ryan Kwon, Communications Manager, CACM

Kelsey Kozub, CCAM

RISING STAR AWARD WINNERS Wendy Miller, CCAM

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Northern California 2021: Jacqueline (Jackie) Beasley, CCAM 2022: Kelsey Kozub, CCAM

Southern California 2021: Amanda Nevarez, CCAM 2022: Wendy Miller, CCAM

2. Setting Trends & Making Waves During the pandemic managers were forced to think outside of the box and quickly adapt to the speedy changes of the HOA landscape. Managers who won the Innovator award took a new approach in how they worked with boards, association financials, and community management.

Following the COVID crisis from the beginning and anticipating the national response, one manager quickly went to work on creating a plan for remote working, and due to her forward thinking and quick action, upward of 90% of the employees in her company were able to keep their jobs and benefits during this unprecedented pandemic.

John Muller, CCAM

Deferred maintenance can become a real costly problem that’s hard to fix.

But one innovative manager who found a board had been putting off routine repairs managed to –through various budget preparations, special assessments and amendments to CC&Rs—correct the problems the community had inherited. Through integrity, honesty, and tenacity, this winner successfully sorted out this deferred situation with a project with an ETA of March 2022 and a final budget of $6,000,000.00.

Kimberley Flickner, CCAM-PM

INNOVATOR AWARD WINNERS Northern California 2021: Kimberley Flickner, CCAM-PM 2022: Dean Jackson, CCAM-HR

Southern California 2021: Sabrina Davoodian, CCAM, CAFM 2022: John Muller, CCAM

3. Guidance & Leadership A leader is only as good as their team, so a leader that takes the time to extend a helping hand to provide guidance or foster another’s professional growth is one that should be recognized. Out of all of the awards, the Leadership award is the most highly contested category with several nominations.

With five years of experience as a manager, one of the winners was recently promoted to the position of director within her company and took on the supervisory role despite a full plate as a manager and wearing other hats. Despite two of her three direct reports being new to the industry, she provided guidance and direction to her pupils, and now, one of her managers, who has only been in the industry for a year, already has a full portfolio of seven accounts.

Katherine (Kate) Drobny, CCAM

Karen Newsome, CCAM-PM

are all leader,

truly

Servant leadership is a key attribute and another of the winners stood out for this. She jumps in to assist before being asked. She identifies needs by listening to her team and inspires her team to take ownership of their potential, reach higher, and care deeply of those in their charge whether it be fellow employees or clients. She has been instrumental in fostering a high functioning and productive team that connects on a personal level to the company’s mission.

Brenda Hendricks, CCAM

Understanding, integrity, focus, vision, and reflection characteristics of a great and these winners have exemplified these characteristics and have Northern California earned the title of 2021: Katherine (Kate) Drobny, CCAM “leader.”

2022: Brenda Hendricks, CCAM

Kylie Decker, CCAM

LEADERSHIP AWARD WINNERS Southern California 2021: : Karen Newsome, CCAM-PM 2022: Kylie Decker, CCAM cacm.org | Vision Spring 2022

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CONGRATULATIONS TO ALL OF THE VISION AWARD WINNERS

2021 NORTHERN CALIFORNIA Educational ExcellenceCompany The Helsing Group, Inc. ACMC Educational Excellence Individual Rolf Crocker, CAMEx, CCAM Inspirational Culture - Company East West Building Works Innovator - Individual Kimberley Flickner, CCAM-PM

2022 SOUTHERN CALIFORNIA

NORTHERN CALIFORNIA

SOUTHERN CALIFORNIA

Educational Excellence Company Powerstone Property Management, ACMC

Educational Excellence Company Associa Northern California

Educational Excellence Company Professional Community Management - An Associa Company

Educational Excellence Individual Carra Clampitt, CAMEx, CCAM-LS.PM.AA

Educational Excellence Individual Melinda Young, CCAM Inspirational Culture - Company Powerstone Property Management, ACMC

Leadership - Individual Katherine (Kate) Drobny, CCAM

Social Impact - Company The Management Trust, Southern California, ACMC

Rising Star - Individual Jacqueline (Jackie) Beasley, CCAM Social Media Ambassador Manager Joseph A. Price, CAMEx, CCAM Social Media Ambassador Industry Partner Daisy Ortiz IQV Construction & Roofing

Inspirational Culture - Company California Builder Services Innovator - Individual Dean Jackson, CCAM-HR

Social Impact - Company Powerstone Property Management, ACMC

Innovator - Individual Sabrina Davoodian, CCAM, CAFM

Rising Star - Individual Kelsey Kozub, CCAM

Innovator - Individual John Muller, CCAM

Leadership - Individual Karen Newsome, CCAM-PM

Social Media Ambassador Manager Christina French, CCAM-LS

Leadership - Individual Kylie Decker, CCAM

Rising Star - Individual Amanda Nevarez, CCAM

Social Media Ambassador Industry Partner Mandi Newton Varsity Painting

Social Media Ambassador Manager Kylie Decker, CCAM

Rising Star - Individual Wendy Miller, CCAM Social Media Ambassador Manager/Management Company Robert Smith Jr., CCAM-HR Social Media Ambassador Industry Partner Suzanna Murrish Murrish Maintenance Construction Services, Inc.

2022

Lifetime Achievement Award

Kathryn Henricksen, CAMEx, CCAM Vision Spring 2022 | cacm.org

Inspirational Culture - Company Kelly & Eccleston Management

Leadership - Individual Brenda Hendricks, CCAM

Social Media Ambassador Industry Partner Sierra Schinhofen Harvest Landscape Enterprises, Inc.

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Educational Excellence Individual Corinne Crawford, CAMEx, CCAM-ND

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 fourth quarter of 2021 (October 1 – December 31.)

INDUSTRY PARTNERS A7 Group, Inc. Encinitas | (760) 945-3700 http://www.a7architect.com AXELA Technologies, Inc. Woodland Hills | (305) 392-0389 https://www.axela-tech.com Balcony1 Los Angeles | (323) 225-2669 http://www.balcony1.com Bio-One of Orange Orange | (714) 397-8375 http://www.biooneorange.com Enviro Diagnostics LLC Costa Mesa | (800) 963-8184 http://www.envirodiagnostics.com Hutton Painting Anaheim | (714) 779-7171 http://www.huttonpainting.com Mariposa Landscapes, Inc. Los Angeles | (626) 610-2730 http://www.mariposa-ca.com Pegasus Energy Benchmarking Belevedere Tiburon | (415) 937-5046 http://pegasusenergysolutions.com Restoration Management Company Benicia | (707) 741-9677

sageWater Alexandria | (206) 375-4739 https://sagewater.com Stalker Radar Richardson | (972) 398-3780 https://www.stalkerradar.com

INDUSTRY PARTNER PLUS ADCO South Roofing & Waterproofing Orange | (310) 658-4708 https://www.adcosouthroofing.com High End Development, Inc. Benicia | (925) 687-2540 http://www.highenddevelopment.com HireSmart Virtual Employees Norcross | (678) 389-9929 https://hiresmartvirtualemployees.com Luxer One McClellan | (415) 390-0123 http://luxerone.com Prestige Paving Company La Mirada | (951) 833-6565 http://www.prestigecompany.net Single Ply Roofing Experts Lake Forest | (949) 966-7815 https://singleplyroofingexperts.com

http://www.rmc.com

cacm.org | Vision Spring 2022

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The Cream of the Crop How the winners of the Vision Awards put a strong focus on education, company culture and service to others.

1. Emphasize Education Education is important and companies who won in this category offer specific in-house training for staff, developers they work with and homeowners/board members.

Some require CCAM certification from its community managers as well as for them to continue pursuing formal training beyond the CCAM. Developers are taught about their role on the board when they own a majority of the lots not sold. And homeowners and board members are invited to board training sessions that provide them a better understanding of the inner workings of their communities and of their fiduciary roles.

EDUCATIONAL EXCELLENCE – COMPANY WINNERS

Northern California 2021: The Helsing Group, Inc. ACMC 2022: Associa Northern California

Southern California 2021: Powerstone Property Management, ACMC 2022: Professional Community Management

These companies often invest in the education of their staff by paying for outside courses, certification, or for attendance at educational seminars and events. During the pandemic, they also took their education online to Zoom or other platforms to ensure opportunities were still available.

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2. Have Culture that Inspires Inspirational culture comes in many shapes and sizes, but ultimately, it’s about uplifting morale, building loyalty and a team environment.

During the pandemic, one company made sure to keep staff employed and paid them full hours even when days ended early or there was no work due to Covid restrictions.

It also implemented health benefits amid the pandemic and provided raises even during difficult economic times. All of this was not lost on the staff.

Another company instituted flex Fridays to promote a healthy work life balance and holds nearly 50 events throughout the year including outings to Angels games, potlucks, Halloween costume contests, and beach days. During the pandemic, these became virtual games.

Providing a team lunch once a month and recognizing those who are excelling publicly at meetings with awards are other ways in which staff are rewarded for their work.

INSPIRATIONAL CULTURE – COMPANY WINNERS

Northern California 2021: East West Building Works 2022: California Builder Services

Southern California 2021: Powerstone Property Management, ACMC 2022: Kelly & Eccleston Management

Team building through weekly morning meetings and holding everyone accountable for their projects are other ways in which culture is created. Promoting collaboration but encouraging self-sufficiency is how one winner described it.

“Micromanaging will only hurt your team and your business because it disallows innovation and creativity,” this company said. “When bringing on new team members, we ask ‘how would you go about this’ instead of telling them how to do it because it opens doors to new perspectives and thoughts to enter the conversation.”

In a nutshell, leaders at these companies were described as “taking care of their people.” And as a result, they have created a work environment where employees are excited to come to each day.

One of these winners hosted a team bonding event as a way to address the stresses the pandemic brought on. They rented a party bus, closed the office on a Friday and took staff to Universal Studios Hollywood for the day. The result: “staff are closer than ever. We learned a lot about each other on individual levels and have embraced our different quirks.”

3. Are In Service of Others Finally, companies that won the social impact award showed their devotion to serving others. Whether it was through toy drives, food drives or fundraising, these winners devoted significant time and money toward the service of others not through one charity or one event, but by supporting many causes throughout the year.

Service to others is deeply ingrained in their company fabric. Through the pandemic, many events were postponed or canceled, but one company kept its annual charity casino night going – taking it virtual.

Another winner has supported a cancer foundation for many years, organizing various fundraising events, and through a decade-long partnership raised more than $800,000 to defeat childhood cancer. They started small, with a lunch/ happy hour or 5K run and each year have built on to their existing events.

At their latest silent auction, they had over 350 business partners and employees join. The next goal in sight is reaching a million dollars for the foundation they support.

“Having a culture of giving boosts the morale of our team,” the company said.

SOCIAL IMPACT – COMPANY WINNERS Southern California 2021: The Management Trust, Southern California, ACMC 2022: Powerstone Property Management, ACMC cacm.org | Vision Spring 2022

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achieving professional excellence

Congratulations Managers 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), CAFM, Specialty Certificate, CAMEx, and CCAM-Emeritus recipients for the period of November 12, 2021 through February 25, 2022.

NEW CCAMs

NEW CAFM

Shahla Agha, CCAM

Vanessa Landrum, CCAM

Cory Alvarez, CCAM

Cynthia Ley, CCAM

Karl Arend, CCAM

Veronica Lomeli, CCAM

Nathaniel Arnold, CCAM

Metin Mohammed, CCAM

Ahmad Bdeiwi, CCAM

Jacqueline Murphy, CCAM

Mathew Bosma, CCAM

Jorge Nunez Rios, CCAM

Ann Brooks, CCAM

Loren Petrini, CCAM

LaCienne Bryant, CCAM

Cody Phillips, CCAM

John Cligny, CCAM-Emeritus

Vanessa Caudillo, CCAM

Chiquita Redmond, CCAM

James McCarthy, CCAM-Emeritus

Melissa Chapman, CCAM

Kaila Rogers, CCAM

Lindseyann Paine-Yates, CCAM-Emeritus

Olivia Cortez, CCAM

Sandra Rush, CCAM

Fred Strong, CCAM.LS-Emeritus

James Covington, CCAM

Marissa Semones, CCAM

Mary Walker, CCAM.LS-Emeritus

Linda Dohemann, CCAM

Sajid Shabber, CCAM

Debra Warren, CCAM-Emeritus

Nicole Duris, CCAM

Mallory Souza, CCAM

Anthony Garcia, CCAM

Lacey Sperling, CCAM

Irisha Gibbs, CCAM

Cathryn Stanz, CCAM

Andrea Gomez, CCAM

Laurel Sylvanus, CCAM

Al Cui, CCAM-HR

Julie Gould, CCAM

Paula Tapia, CCAM

Kirk Wooldridge, CCAM-HR

Christopher Greenwood, CCAM

Jessica Teglia, CCAM

Hillary Humphreys, CCAM

Miguel Torres, CCAM

Jessica Huynh, CCAM

Kayla Verduzco, CCAM

Damon Jawitz, CCAM

Shawn Waldie, CCAM

Barbara Key, CCAM

Shawn Ward, CCAM

Kelsey Kozub, CCAM

Jodi Wood, CCAM

Omar Lupercio, CAFM

CAMEX Victoria Eccleston, CAMEx, CCAM Bonnie Basham, CAMEx, CCAM, CAFM

CCAM-EMERITUS Gene Bicksler, CCAM-Emeritus

SPECIALTY CERTIFICATES HIGH RISE

LARGE SCALE Matthew Cravens, CCAM-LS Kimberley Flickner, CCAM-PM.LS Melissa Hajostek, CCAM-PM.LS Julie Ridolfi, CCAM-LS, CAFM Debbie Shipman, CCAM-LS Paul Yarman, CCAM-LS

2021 CCAM graduates take the oath at the Southern California Law Seminar & Expo 32

Vision Spring 2022 | cacm.org

Our Spring Forums are back to in-person collaboration!

COACHELLA VALLEY MAY 3 8:30 AM – 11:00 AM REGISTER

BAKERSFIELD MAY 5 11:00 AM – 1:30 PM

It’s 2022! Now what are we facing? Aging communities are in need of major repairs. How do you plan for and fund those repairs and get community buy-in during or after the pandemic? Join colleagues for candid roundtable discussions that will address: • Dealing with aging communities in need of major repairs • Planning for and funding repairs in light of current labor and supply chain issues • Getting your community to buy into repairs or to plan for them post-COVID

REGISTER

SOUTH BAY MAY 17 11:00 AM – 1:30 PM REGISTER

MCAMs, CCAMs, & CAFMs will earn 2 CEUS for attending.

EAST BAY MAY 18 11:00 AM – 1:30 PM REGISTER

SACRAMENTO MAY 19 8:30 AM – 11:00 AM REGISTER

SAN DIEGO MAY 24 11:00 AM – 1:30 PM REGISTER

ORANGE COUNTY MAY 26 11:00 AM – 1:30 PM REGISTER

THERE’S STILL TIME TO REGISTER! cacm.org | Vision Spring 2022

33

The property management industry has always had higher turnover rates than the national average. Community managers have an average of 33% turnover, which back in 2019 was higher than the national average of 25%.

What is it today in the thick of all the changes?

Glassdoor says 57.3%.

While we all love our roles as managers, how can you combat the negative aspects that come with it? Let us look at the detractors for what we do and how we can make them work for us.

The

Detractors

of Association Management

By Jessica Melvin, CCAM

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Time Management & Stress This industry has always been stressful. We all know that from the first day in as an assistant or even starting in customer service. Laws are moving faster than the second hand on the clock. Homeowner issues are now daily occurrences as most people are home to witness that annoying neighbor (or eventually become them).

Also, contractors have jam-packed schedules. USPS cannot guarantee delivery within a week. And despite Zoom making all our lives a little easier, it also added a lot more to our already cramped schedules.

What can we do to alleviate that extra helping of stress? If you are working from home, this might sound crazy but get a desk hobby.

Something as simple as origami or journaling helps relieve the stress and keeps the brain ticking.

Into a more active approach? Under the desk cycle machines and standing desks are good options too. Though coffee may be the savior for many of us, you might find that consuming less and opting for water will be more beneficial.

Time management takes on an additional importance in these times. Now is the time to read that book on organization or ask one of your peers who seems to have it figured out just what they do to manage their work lives. Investing in yourself will pay off in the long run.

Pay/Benefits/Compensation Pay has always been an issue amongst managers and management companies. I have yet to find a manager who believes their salary adequately covers all that they do. Can this longstanding issue be fixed?

Absolutely!

Managers should be supported in charging clients for those extra, outside-the-base management fees.

Many managers do things for their communities for free either out of kindness or because they (or their companies) believe that if they start charging for everything, the clients will leave for greener pastures.

That one harmless extra run to the property you did to post that committee flier will soon turn into being part of your expected management duties. Do not be afraid to advocate for your value and put into place professional boundaries.

If your company does not have an à la carte system or commission split with extra billables, speak to HR or upper management about it. Your time is money, and the contract is there to solidify that.

Lack of Growth The most common complaint I hear from other managers is that there is a lack of growth potential in the industry. According to LinkedIn, it is the main cause of the increased turnover rates.

Larger companies have the capacity to create regional management positions, executive Continues on page 36

cacm.org | Vision Spring 2022

35

The Detractors of Association Management, Continued from page 35

management roles, and even upper management positions.

These companies can create training programs for these positions to show a clear path to development and promotion, but what if you are not in a large corporate situation?

In a smaller company, there may be a very limited or even non-existent growth potential.

That doesn’t mean you can’t create growth! If you are in this situation, suggest an education plan to learn new skills. Scheduled pay increase plans, or additional benefits can also be enacted.

Being vocal and suggesting improvements or action plans show that you are invested in the company and its growth potential. Put together a job description of your desired position and show management how it benefits the company.

For easy instructions on making your first crane, here is a video:

36

Vision Spring 2022 | cacm.org

Where is the Appreciation?

Missed Opportunities in Education & Networking

Despite best efforts and having the best managers ever, appreciation for managers and staff is often overlooked. HOA management can be a thankless job.

The last couple of years have been tough on the usual get-togethers that we relied on for camaraderie, information, and fun, but the world of in-person gatherings is slowly starting to open back up.

So, how do you get positivity flowing throughout the team?

Ask your clients for feedback.

Sending a simple survey will get those positive comments in and maybe some valuable constructive feedback as well.

If you are not attending events (even via Zoom), you are missing out on a wealth of information from speakers, management veterans, and attorneys.

Education and networking are crucial to what we do, because the more educated a manager is, the more information and perspective they can give to their clients and staff.

Companies can run campaigns amongst the staff and include a segment where employees can give each other kudos on jobs well done. Receiving a pat on the back from your team is uplifting. After all, they know best what it is like on the client-facing front.

It is also important that senior managers and regionals have an open line of communication to staff and share when they feel their employee has done something stellar. A little bit of recognition can go a long way in keeping managers and staff happy in their companies and within the HOA management realm of employment.

If you are provided the opportunities to attend a seminar or networking event, I encourage you to attend as many as you can. Vendors and industry experts are happy to share what they know, what is coming soon, and ways to work through your problems.

In the end, this knowledge will make your job much easier and take away some of that stress. Now, go make some origami cranes while you listen to those voicemails. It may not solve all your challenges, but you will end up with some beautiful additions to your desk!

Jessica L. Melvin, CCAM, is the Portfolio Community Manager for The Management Trust, Nor-Cal division, serving Yolo, Solano, and Contra Costa counties since 2016.

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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.

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First, you’ll want to create an account in the Career Center, as this is a separate

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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.

representative from the company that supports CACM’s Career Center will further assist you in answering your questions and assisting you with your posting.

CAREER S.CAC M.ORG cacm.org | Vision Spring 2022

37

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in

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, ick

CAM

CC Ex,

AM

ENDLESS LOOP Too often, boards find themselves without key information pertaining to their volunteer jobs. They learn “on the job” in meetings without any references on how to be a successful volunteer community leader.

HAVE YOU EVER read the article Gone in 60 Minutes by Rolf Crocker, originally published in the March/April 2006 edition of Common Ground?

The article compares the premise of the movie Groundhog Day with Bill Murray and Andie MacDowell, where Murray relives the same day repeatedly to managing common interest developments.

In the movie, Murray begins to learn important life lessons, which allow him to break free of the endless loop and lead a richer life. Hmmm…why does that scenario sound so familiar?

38

Vision Spring 2022 | cacm.org

Boards often do not feel empowered relying on seasoned board members, word of mouth, or “that’s how we’ve always done it” without feeling like they are effective.

In fact, when you are trapped in Groundhog Day, you spend most of your time “wondering” how to make decisions but never really feeling confident in your decisions.

How do you break out of the endless loop, begin to have productive meetings and finally start making important decisions? The key is as simple and profound as this:

CRAFT AN ONBOARDING PROCEDURE FOR NEW COMMUNITIES.

THE POWER OF PLANNING Here are five tools that will help you manage your way through a successful onboarding experience and into a productive and educated board.

1 . Do Your Homework

This is where it all starts. Whether the client is new to you or new to the firm, it is a similar process.

Prior to the transition, check the Secretary of State corporation status and make sure you have a complete set of documents for the community, budget, reserve study, minutes, declaration, bylaws, rules, and meeting minutes for a start. Tax returns, 1099 reports, CPA reports, and general ledger also help as well.

Check that the insurance disclosure and bank signature cards are current and accurate. Get a feel for the community by reading the documents and learning about the history of the community.

2 . Onboarding Orientation

Whether the client is new to you or new to the firm, your board members and other community leaders need a chance to gather and discuss where you are going as an association, what projects you want to accomplish, and the path that will get you there.

Communications should be ongoing and repeat important topics at least three times.

Use email, newsletters, and signage onsite to effectively communicate with the members. Avoid, if possible, the mailbox gossip by communicating regularly with the members about substantive board actions.

4 . Ongoing Care

Once you have completed the onboarding process, it is important to stick to the plan and “touch” the community at least weekly. Be aware of the board’s saturation point and avoid overloading them.

Craft your agendas so that the business can be accomplished and not deferred. Ideally, you would use a consent calendar and then have sufficient time to discuss critical issues while completing your meeting in 60 minutes.

Yes, you can complete a board meeting in 60 minutes.

“How,” you ask? · Distribute draft agendas seven days in advance.

All orientations should include finding out a unique fact about each member of the group, an overview of how community associations work, the hierarchy of documents, the business judgement rule, and fiduciary duty.

· Deliver the board packet no less than 5 days ahead of the meeting. Make sure each board member read the packet ahead of time and asks clarifying questions of staff before the meeting.

If your association does not already have a mission statement - a concise statement that reflects why the association exists, its values, and what you hope to accomplish, - craft one!

· Send a draft of the meeting minutes within a week and a task list if any of the board members have assignments. Check in on their progress periodically.

The end-product of the onboard and thereafter annual orientation should be an empowered board with a plan for the year that sets out its goals.

3 . Communications

Once you have laid the groundwork, done your homework, and completed the orientation, it is time to communicate the goals and vision to the members, the vendors, committees, and any other important community members.

5 . One Year Review

Always set aside time to evaluate the execution of the plan.

Celebrate your wins and accomplishments, evaluate what worked and what did not, and develop a plan to improve the former and change the latter for the year ahead.

Repeat!

If the board does not have a communications policy, help them draft one. Who responds to member questions?

What do you do when a board member is contacted individually about an association issue? Does the board speak with one voice deliberating in duly called meetings?

Let the members know the goals for the year and include an introductory letter about yourself with a photo if possible. Communicate with the vendors regularly sharing board goals as it pertains to their services to the HOA.

Caroline McCormick, CAMEx, CCAM, is the Internal Auditor of Client Services for OMNI Community Management LLC, ACMC and has been certified through CACM since 1993. cacm.org | Vision Spring 2022

39

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 fourth quarter of 2021 (October 1 – December 31.)

MANAGER PRO

40

David Alva

Amy Hawkins

Hannah Robertson

Lucia Amaral, CAFM

Amanda Hiles

Pamela Robison

Sean Archer

Darrin Hodges

Duane Rohrbaugh

Ronit Ardizzone

Karen Jaimes

Jessika Rubalcava, CCAM

Ahmad Azizi

Christina Johnson

Robert Ruiz

Brittany Baptist

Alex Ladner

Amanda Salinas

Alexandra Cabrera

Lindsay Lane

Allyson Schenkenberger

John Callanan

Raychel Lawson

Dawn Scott

Jeff Caponera

Valerie Lee

Jessica Sewell, CCAM

Katrina Chavez

Teresa LePape

Som Seyedkazemi

Alison Cherko

Stacy Lewis

Joseph Sheerin

Rachael Clark

Hollis Liebe

Ingrid Silva

Victoria Constancio

Erin Little

Lorena Sterling, CAFM

Aontae Davis

Lisa Marrone

Gabriela Torres, CCAM

Daisy Diaz

Jacqueline Martinez

Maria Vargas

Nicole Duris, CCAM

Scott Matas, CCAM

Kayla Verduzco

Chelsea Dyer

James McCarthy, III

Susan Wadsley

April Estes

Misty McDowell

Joshua Zamora

Ingrid Farfan

April McNicholas

Joseph Ferguson

David Mickaelian

Tania Fino, CCAM

Johanna Miranda

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Green Residence Management LLC

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Hugo Munoz

Irvine | (714) 684-6218

Jason Fowler

Kathryn Murray

https://ahmadbdeiwi.managebuilding.com/

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Jessica Galindez

Yvonne Neighbor

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Tina Nelson

Ferguson Management Group, Inc.

Alan Garcia

Qiana Nixon-Carroll

Santa Barbara | (805) 455-8911

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fmgsb.com

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Ryo Pasadis

Wyman Property Management

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Napa | (707) 224-0400

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Kimberly Pollard

wymanpm.com

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Barbara Rickman

Vision Spring 2022 | cacm.org

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cacm.org | Vision Spring 2022

41

Could the

POD model be the future?

Shifts in the workforce are bringing about change in staffing to meet demand.

By Rob Buffington

Staffing is changing in the HOA industry – no one is surprised to hear this. HOA management has always been a high turnover industry. As people continue to leave and positions get harder to fill, the landscape is shifting dramatically to meet the growing need.

Historically, there have been two schools of thought on how duties ought to be divided: the portfolio model and the departmental model.

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Vision Spring 2022 | cacm.org

Portfolio Model In the portfolio model, the HOA manager is required to wear a lot of hats. As the community manager, they need to be the friendly face of the management company. They need to attend meetings, settle disputes, and be approachable.

When it comes time to present financials, they need to be detail-oriented and know how to read and interpret financial statements. With maintenance coordination, they switch gears and have to be aggressive and follow up with vendors, understand the various scopes of work, and, have a thick skin.

They need to be an expert administrator so they can track all the meetings, filing deadlines, maintenance work, recurring services, and amenities. They should always be in the office to answer calls and emails.

They should also be on-site to meet with vendors and talk to the board. And this is just for work, never mind the various personal duties they need to budget energy for to keep their home lives as humans running. Many portfolio managers find themselves finishing up work afterhours and losing their work/life balance.

The best-case scenario is that you hire someone with three of those skills. You will never find someone that is good at all of those, unless they’re managing a tiny portfolio or have been in place for ten years.

For the sake of argument, let’s say that one person can effectively do those things without burning out.

Here’s the catch: what happens when they leave or get promoted? Even if they stay forever, what happens if they want to take a vacation? All of that information is in their head, so if they change jobs, get sick, or take a vacation, mistakes and unhappy clients result.

Departmental Model In the departmental model, different departments handle different functions. Your accounting department answers homeowner questions about why the fee wasn’t waived when they talked to the property manager at the last meeting about it.

The maintenance department has to answer questions about why ABC roofing is doing the work when they decided to table it at the board meeting. This can result in increased frustration and higher customer turnover. Each department sees only their role and data, and it falls to the client to piece it all together and ensure each department is up to date on what’s happening.

Two Models in a POD Fortunately, more and more companies are pivoting to a hybrid of these two styles that I call the POD model. This model calls for the splitting up of duties like a departmental model but retains the personal touch of the portfolio model.

In this model, the community manager is the main point of contact for the community but is supported by maintenance, accounting, and customer service staff. Sometimes, the support staff talks to the homeowners, but most of the time, they pass the information back to the community manager. This is so they can appear to be superhuman and help the community feel that they are getting that personal touch.

In addition, when staff turnover occurs or a staff member needs to take an extended absence (vacation, parental leave, etc.), the institutional knowledge is not readily lost, because there are multiple support personnel who have helped service this portfolio. This makes everyone’s job easier, because they have more people they can rely on and a narrower, more organized focus.

The POD model also reduces the number of employees that need to be in the office in person compared to the portfolio model. Since there are positions that never need to go into the field, it increases the number of positions that can be allowed to go remote.

Aside from being more compliant with the ever-changing COVID requirements, this allows companies to widen their hiring radius, hiring the best talent for the best price regardless of whether or not they’re able to commute. This in turn makes the job more attractive to applicants. It also frees up more cash in the budget to raise wages for key employees, such as the community managers.

In the end, the goal should be to reduce the number of tasks that each person is doing.

Community managers can only last so long as a jack of all trades before the job frustration increases to the point where they feel the need to change companies and start over.

In the POD model, we see happier and more organized employees.

Their productivity and efficiency increases, and turnover declines as your key employees feel more supported and less chaotic.

In the POD model, we see happier and more organized employees. Their productivity and efficiency increases, and turnover declines as your key employees feel more supported and less chaotic. It also gives employees a better chance to connect with their communities and reduces mistakes by training specialists rather than generalists.

The change from departmental or portfolio management to the POD model is not a hard one to make, and it yields lasting improvements to the level of service your company is able to provide and the quality of work and life that your employees experience.

Rob Buffington is the Owner of East West Building Works and President of Gordian Staffing, both of which are located in San Jose. cacm.org | Vision Spring 2022

43

Tips on Attracting and Hiring Staff

By Andrew Hay, CAMEx, CCAM-ND.PM

Have a pulse? You’re hired! As the great resignation and the great migration from California continue to ravage the workforce, some days it feels like the criteria for hiring is about as basic as asking, “Are they breathing?”

All jokes aside, we are in a unique position in that our industry does not have a proven recipe for career success. There is no guarantee that specific work history, education, or general experience will make a manager successful.

Sure, companies look to industries with similar skill sets such as hospitality, property management, or customer service, but people from those industries don’t have any more of a proven track record than salespeople, construction industry professionals, or even recent high school graduates.

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Vision Spring 2022 | cacm.org

In a time when talent is scarce, hiring the right people for the right positions at the right time is more important than ever. In this article, we’ll discuss some enhancements that you can incorporate into your hiring practices to ensure that you are targeting and attracting optimal talent.

What are your company’s core values? Do you think everyone who currently works at your company knows the answer to that question? If you are like most companies, the answer is likely “no.” Imagine if everyone in your company knew your core values, because they are the reason those people chose to work for you.

Management companies must learn to find and hire the right candidates, because it is so costly to replace them, especially manager and senior

$

4,000

The average COST OF HIRING has increased to $4.000.

(Pivotalsolutions.com, 2020) 82% of companies use some form of PRE-EMPLOYMENT TEST to assess candidates (SHRM, 2018)

82%

72.8%

53% PAY TRANSPARENCY

72% WORK FLEXIBILITY

SOFT SKILLS

91%

Approximately 72.8% of recruiters are STRUGGLING to find relevant candidates.

(Jobadder, 2021)

The three most important trends to the FUTURE OF RECRUITING and HR are soft skills (91%), work flexibility (72%), and pay transparency (53%) (Linkedin, 2019) On average, companies LOST $14,900 on every bad hire (HRexchangenetwork, 2020)

$

14,900

Openly discuss your company’s vision and core values with potential candidates and confirm they are aligned with those views. manager positions who are highly visible to our client board members. One way to ensure you are making the right hiring decision is to openly discuss your company’s vision and core values with potential candidates and confirm they are aligned with those views.

Additionally, many companies use personality/aptitude screening surveys to ensure that they aren’t just getting lip service from someone who just wants a job. There are many options out there, but using one that allows you to identify the ideal traits for the position you are hiring for and match the responses from candidates to that profile will increase the likelihood of a good hire.

Additionally, it’s worth sharing this information with new hires, so they can see what personality traits can help them perform at a high level and increase their job satisfaction. Predictive Index is an example of a good platform that aids in your hiring journey, because it allows you to identify quality candidates more efficiently, so you can spend less time solving your people problem and more time servicing your clients.

The same software can be used to identify personality traits of your existing employees and help you identify where they might best be suited to work. Whether you use it to help figure out where to put someone who doesn’t seem like a fit for their current role or to identify the best fit candidate for a promotion from the pool of your highest

performers, these systems work well to assist you in making the right hire or job assignment.

In an increasingly difficult hiring landscape, companies must find new and creative ways to attract talent. One way we can attract talent is to look outside the industry in fields that have been severely impacted by the pandemic.

Food service, hospitality, and customer service were some of the industries that were hit the hardest during the pandemic, so highlighting the stability of our industry to those professions is a key way to attract talent. Couple that with incorporating your company’s core values and implementing efficient screening processes ensures that you are putting your most valuable resource—time—to good use.

It also helps to reduce stress on the existing workforce by not only having more people to get the job done but also the right people in those seats.

Andrew Hay, CAMEx, CCAM-ND.PM, is the Chief Operating Officer of The Helsing Group, Inc.

cacm.org | Vision Spring 2022

45

THE

STRUGGLE IS...

TH E ST RU GG LE IS

HARD TH E S TR U G G LE IS

DAUNTING T H E S T R U G G L E IS

UNRELENTING THE STRUGG

L E IS

REAL

By Frank & Todd GJauregui, CCAM reisen, C CAM 46

Vision Spring 2022 | cacm.org

We all have those moments in our lives where we consider whether we have given so much of our time, talent, and treasure to our clients and employers that it might just be time to simply allow ourselves to BURNOUT like a struggling match coming to its end and to simply give up and be done with it all.

These past couple of years have been hard.

Homeowners have become angrier as they are fed a steady stream of details about the LOSS of personal freedoms along with the perception that we are simply not ‘safe’ anymore.

When people feel like their personal systems have failed them, the flower that blooms out of this scenario is AGGRESSION and HOSTILITY, and most of that hostility ends up coming our way.

Yet, I know so many of you excel at giving yourselves away at the cost of your own personal happiness – to the point of exhaustion and to the point of professional burnout.

I would like to humbly offer up some points that might be of some value to those of us who are battling the sensation of a burnout.

SLEEP MORE

This is no great secret. The more rested you are – the more resilient and powerful you become. Those who catch up with their rest don’t burnout. Try to get 7-8 hours of consistent sleep. Give your body the chance to regenerate and rejuvenate itself.

Physical rest is the foundation to curing burnout. Guard your personal sanctuary of rest. Remove anything that will desecrate your inner sanctum. Sleep equals success!

SAY “NO” FIRST

Say “no” to everything new coming at you over the horizon. Newer managers entering our field may need to say “yes” to all sorts of different demands placed on them by their employers or their clients since they are looking to establish their professional niche, but high-level managers need to say “no” more often.

Setting these sorts of boundaries gives you the permission to value yourself and promote the value you can bring to your employer/client.

Remember manager, you don’t need more projects! You need time for greater focus, discipline, learning, and mastery of your current path and priorities, so you can rise to higher levels of achievement you desire.

TIME BLOCK

Constantly responding to emails and allowing individuals unfettered access to you will usurp your productivity and success.

Focus on one thing at a time. Focus on real work. How many of us have a goal to have empty inboxes? That is the wrong goal.

We need to bring our talents and abilities to creating, learning, connecting, and leading.

Time block in two (2) hour chunks. You control the response time expectation people have of you. No manager should ever be fettered with the unrealistic expectation to provide immediate responses to anyone reaching out to you.

ADD VALUE

Many of you are amazing at what you do! You know this, because you are recognized by your employers, your colleagues, and your clients. What happens immediately to stellar achievers, like many of you are, is that you become loaded with added requests to do more.

You become overwhelmed with requests.

What you need to do is ask yourself “Where do I add the most value?” My friends, please make every effort to focus on the particular pieces that you bring that add the most value to your company and clients.

WHAT DO YOU WANT

It’s a basic question that has deeper meaning.

It’s really a question of what your real needs truly are. You need to be crystal clear and laser focused on what you want. You need to be intentional.

SET YOUR BOUNDARIES.

We need to hold ourselves accountable for our life. Weekly self-introspection allows us to make those life adjustments, so we can achieve what we want. If we are not holding ourselves accountable, then we are letting ourselves off the hook too easily. Be honest with yourself!

The struggle is real. Burnout is real.

Recognize and confront these individual challenges that exist in your career as a manager. Rise up to meet them with the tools you have been given. You are an amazing manager.

Don’t give up yet! We need managers like you more than ever!

If your life is ruled by randomness, then your life will be marked by disarray. Routine creates reality. Every aspect of your life – your entertainment, your career, your service – benefits from the routine you incorporate in your life’s pursuits.

SEEK HELP

Easier said than done. Why is that? We tend to make ourselves into work martyrs. We attempt to convince others that we are the only ones who can do what we do. We are wrong in doing this.

We need to seek out the help and support from others whether that is your employer or a company/industry colleague. Seek out the help you need. Be humble.

Frank Jauregui, CCAM is the Senior Community Association Manager at The Management Trust – Southern California, ACMC.

BE HONEST WITH YOURSELF

Professional burnout is not the result of a day or even a week of challenges and hard tasks.

Burnout is the result of week after week of personal compromise and self-delusion.

You know what will make you highly productive, yet we are easily distracted by those who invade our professional boundaries.

Todd Greisen, CCAM, is the General Manager of Contra Loma Estates in Antioch, California. cacm.org | Vision Spring 2022

47

Making the Best Out of the Worst

By Scott Swinton

48

Vision Spring 2022 | cacm.org

All we have to decide is what to do with the time that is given us “This location is closed until further notice.”

I did a little digging to see why so many local Starbucks locations were closed in February of 2022. All across Marin, Solano, and Contra Costa counties stores were temporarily shuttered. I learned little but found that the problem went beyond the Bay Area. I did scrounge an official Starbucks statement off the CBS8 website.

“As we have since the beginning of the pandemic, local leaders can, and do scale operations based on partner availability and local COVID-19 factors. When a store is experiencing a temporary staff shortage, we respond by reducing hours to be mindful that our partners aren’t overworked –prioritizing their health & well-being in our decision making…”

But, of course, it wasn’t just Starbucks.

“Café is not open for eat-in – please use the drive-through.”

“Please forgive the wait, we are temporarily understaffed.”

“Café hours are limited to 11am – 2pm until further notice” When I needed to pull over and answer some emails last week, I simply couldn’t find anywhere to grab a table and a cup of coffee.

At the time of writing, many coffee shops and cafés alike are understaffed and unable to serve patrons while dining-in.

They aren’t closed due to the fear of a COVID infection. They’re closed and understaffed, because for one reason or another, there aren’t enough employees to fill the shift. Are they sick? Did they quit? Why? Well, COVID is the go-to safe alternative to the “my dog ate my homework” excuse, which is hard to argue against. It’s why a redwood 4’x10’x20’ will now cost you $700 each. It’s why

you will wait to get your retaining wall caps for 4 to 6 months. Yes, that’s right. MONTHS! It’s why when we are talking about your upcoming project, we will consider keeping the windows out of the scope, because they are also 4 months out.

Delays, supply chain woes, and rising costs are by no means unique to reconstruction. Better check availability before you get your heart set on that next printer or tennis racket. But unlike printers and tennis rackets, the cost of construction and maintenance is dear to the heart of the HOA industry. Much revolves around building and structure maintenance, and the HOA is nothing if its buildings are not maintained.

The entire workforce of EVERY contractor is likely to be out for a “COVID Break” over the course of a year. It’s a determined plague that starts at one end and rolls through to the other. My office has been no exception, because contracts in the queue are simply getting pushed back until enough of the team returns. We’re getting accustomed to saying, “I would if I could, but I simply can’t.”

This dragging parachute of delay and setback seems harnessed to our economy, social life, and work life, yet delays or missteps that would have torpedoed your day or even your career in 2019 are now simply brushed aside with one simple word – COVID. There’s little consolation here, but possibly, if we look close, there is a bit of hope.

expectations, reminded us to enjoy what we enjoy, forced us to stop going places that we never wanted to be anyway, and reminded us to take a deep breath once in a while.

Do we still need to figure out how to keep the wheels of the economy rolling forward or at least, tighten the lug nuts to prevent them from falling off? Yes, please. Do I need Starbucks to stay open? Indeed, I do! Do we need to stay reliable, punctual, and respectful?

Absolutely.

The HOA management industry is poised at the critical intersection of business, government, community, and service, and only a few other industries are so strategically positioned to impact society. Our responses to the setbacks of the COVID years will set an example for others to emulate in years to come.

I think an apt summary can be found in one of my favorite Tolkien quotes from the Lord of the Rings: “I wish it need not have happened in my time,” said Frodo. “So do I,” said Gandalf, “and so do all who live to see such times. But that is not for them to decide. All we have to decide is what to do with the time that is given us.”

Amid frustrating setbacks and delays, we’ve modified expectations, recalibrated certain demands, and slowed our pace just a bit. Just ask yourself, “Is this really a problem?” COVID has rafted in laden with liabilities, but as the twin raft of expectations and demands become shoved off, is it possible that your blood pressure has actually dropped just a bit?

Maybe two years of constantly punching the reset button has helped us to take ourselves a lot less seriously. It’s caused us to lower

Scott Swinton is the General Contractor and Certified Construction Manager at Unlimited Property Services, Inc. cacm.org | Vision Spring 2022

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PICK YOUR PASSION

The distinction between portfolio and on-site management.

By Dean Jackson, CCAM-HR

M

any moons ago, I started my career as a portfolio manager and then made the transition to the on-site world for nearly 15 years.

Now, though I don’t manage accounts, I have the pleasure of working side by side with a team of some of the most talented and dedicated portfolio managers I know.

There are many similarities, and there are some important distinctions between the two career paths. At heart, the mission of both positions is to maintain and enhance the association’s assets while striving to maintain and enhance the value of the homes within the community.

Expertise necessary for either position includes knowledge of the laws governing HOAs, knowledge of insurance, financial statements, reserve studies, risk management, vendor and/or employee management, and familiarity with the components for which the association is responsible.

This foundational knowledge is generally imparted early in a manager’s career through industry specific education such as CACM’s

Basics of Community Management (BAM) courses. Then experience and education, opportunities, and objectives make every manager’s career journey different and distinctive.

These managers tend to thrive under pressure and are experts at multitasking. There is very little down-time in this position, something or someone vying for the manager’s attention, frequent meetings, and frequent fires to put out.

I’ve met portfolio managers who aspire to an on-site career, and others who wouldn’t touch it with a ten-foot pole. I’ve met general managers who thrive in that environment, and others who found that it wasn’t for them. So, let’s explore what sets these two career paths apart from each other. Please forgive any sweeping generalizations.

Most of the portfolio managers that I work with, regardless of their stress level, are calm, collected, and have a healthy sense of humor.

It can be a thankless job, and they have a knack for letting things roll off their backs and moving on to the next task.

PORTFOLIO MANAGERS, JACK OF ALL TRADES

Since the manager’s presence at a community is not expected daily, portfolio management works much better as a remote position than does an on-site position. The nature of the job requires a macro-focus, and while attention to detail is important, drilling down to the minute details is not always possible.

I wrote an In the Boardroom article a while back which was designed to introduce boards of directors to a day in the life of a portfolio manager. To grasp the extent of what they do on a daily basis, I find it helpful to think of someone juggling chainsaws whilst putting out a dumpster fire and grooming a dog (without injuring it).

There is only so much time a portfolio manager can spend on any one client.

Unfortunately, some boards of directors have trouble understanding this fact and demand far more attention than their manager has time for (if the time was billed hourly it can easily exceed the monthly contract rate.)

Continues on page 52

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A PORTFOLIO MANAGER MUST KNOW ABOUT A LOT OF PROPERTIES, AND A GENERAL MANAGER NEEDS TO KNOW A LOT ABOUT ONE PROPERTY. PICK YOUR PASSION,

Continued from page 51

ON-SITE GENERAL MANAGERS, MASTERS OF ONE Approximately 75% of my career was spent as an on-site General Manager (GM) at a mid-rise association and then at high rise buildings.

While I won’t tell you when I started, we were still using pagers at the time. The daily experience of a GM, while comprising many tasks in common with portfolio, is entirely different.

The GM is expected to be at the property during their work hours, and they are often the only person on call for after-hour emergencies.

The removal that the portfolio manager has from their accounts is not present when one’s office is at the community they manage.

The job involves much more face time with the board of directors and the homeowners and residents. Unexpected and lengthy visits are common. A director is just as likely to stop by the office as to send an email or make a phone call.

Owners can yell directly at the GM instead of writing a complaint email or a letter. The GM has much more interaction with the people that make up the association. This interaction gives the GM the opportunity to add a personal touch to their service. Overall, it is a positive thing.

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The GM needs to have a big picture knowledge of the HOA, but they must also have a microfocus. The GM walks the property far more often than once a month. They must have an exhaustive knowledge of the building’s layout, components, projects, governing documents, insurance, budget, and reserve study.

One of the biggest differences between the two disciplines is that a GM often has to manage employees. This can include HR issues such as hiring, firing, and discipline. It often includes benefits and salaries.

If a GM is employed directly by the association rather than a management company, the employee management portion of the job can take a lot of time and focus, and it must be done correctly, or you can run afoul of the law.

GM positions are often harder to fill for several reasons. A GM must be a good fit for the community both in skills and personality, and they essentially become the face of the community and know how to navigate its politics. GM’s are usually gainfully employed and tend to stay in one place, so a salary would need to be competitive to uproot them from a good gig.

Ultimately, a portfolio manager must know about a lot of properties, and a GM needs to know a lot about one property. They are both challenging and rewarding careers, and every one of them is a hero in my book.

Dean Jackson, CCAM-HR, is the Director of Project Management at Collins Management, ACMC.

Thank you to our sponsors for the fourth quarter of 2021 (October 1 – December 31) 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.

20th Century Motor & Mechanical AAA Roofing by Gene, Inc. ADCO SOUTH Roofing & Waterproofing Advanced Restoration Alliance Association Bank Antis Roofing & Waterproofing Arborwell, A SavATree Co. Association Maintenance Services, Inc. (AMS) Avelar AWT Construction Group, Inc. Axos Bank Barcode Automation, Inc. Berding l Weil Bergeman Group BluSky Restoration Contractors Boland Insurance Agency C & A Painting CalVac Paving, Inc. Chapman & Intrieri CiD Consortium LLC, ACMC CINC Systems Citadel Roofing and Solar CM Squared, Inc. Community Legal Advisors, Inc. EmpireWorks Reconstruction Endure Painting, Inc. Fiore, Racobs & Powers, A PLC FIRST ONSITE Property Restoration Frank Bonetti Plumbing, Inc. Gachina Landscape Management GB Group Construction and Painting Giuliani Construction & Restoration, Inc.

Hays Companies Hughes Gill Cochrane Tinetti, P.C. IQV Construction & Roofing Kelly-Moore Paint Co., Inc. McKowski’s Maintenance Systems, Inc. Motus Earthquake Insurance Services, LLC MPS Financial LLC Park West Landscape Management Payne Pest Management Popular Association Banking Precision Concrete Cutting Precision Painting & Reconstruction Professional Community Management - An Associa Company Recon 360 Richardson | Ober | DeNichilo Roseman Law, APC Saarman Construction, Ltd. SafePark Playground Services Sherwin -Williams Signature Services Socher Insurance Agency Statcomm, Inc. Sunset Landscaping Maintenance, Inc. TARC Construction, Inc. Varsity Painting Westcoat Specialty Coatings System

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After two years, managers and industry partners were happy to come back to in-person Law Seminars in Northern and Southern California. In addition to educational sessions, expo time and networking, attendees celebrated CACM’s 30 years of history with a special reception at each event. Nearly 2,000 members and non-members took part in the February and March events.

BOOTH AWARD WINNERS Northern California Best in Show: CM Squared Best Theme Interpretation: Hughes Gill Cochrane Tinetti Most Original: IQV Construction and Roofing Most Engaging: Whit’s Painting Southern California Best in Show: CM Squared Best Theme Interpretation: EmpireWorks Most Original: Pacific Western Bank Most Engaging: Pilot Painting & Construction

VIDEO HIGHLIGHTS FROM NORCAL EVENT ON OUR YOUTUBE CHANNEL! 54

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VIDEO HIGHLIGHTS FROM SOCAL EVENT ON OUR YOUTUBE CHANNEL! cacm.org | Vision Spring 2022

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LAW SEMINAR MOMENTS FROM ACROSS CALIFORNIA

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upcoming courses & events

Event & Course Calendar

In-Person Events COACHELLA VALLEY REGIONAL FORUM May 3 8:30 AM - 11:00 AM REGISTER

BAKERSFIELD REGIONAL FORUM May 5 11:00 AM - 1:30 PM REGISTER

SOUTH BAY REGIONAL FORUM May 17 11:00 AM - 1:30 PM REGISTER

EAST BAY REGIONAL FORUM May 18 11:00 AM - 1:30 PM REGISTER

SACRAMENTO REGIONAL FORUM May 19 8:30 AM - 11:00 AM REGISTER

SAN DIEGO REGIONAL FORUM May 24 11:00 AM - 1:30 PM REGISTER

ORANGE COUNTY REGIONAL FORUM May 26 11:00 AM - 1:30 PM REGISTER

EXECUTIVE LEADERSHIP SUMMIT May 12-13 Monterey, CA REGISTER

BAKERSFIELD REGIONAL FORUM September 7 11:00 AM - 1:30 PM REGISTER

SOUTH BAY REGIONAL FORUM September 13 11:00 AM - 1:30 PM REGISTER

EAST BAY REGIONAL FORUM September 14 1:00 AM - 1:30 PM REGISTER

SACRAMENTO REGIONAL FORUM September 15 8:30 AM - 11:00 PM REGISTER

CACM GOLF CLASSIC SAN DIEGO September 19 12:00 PM - 7:30 PM REGISTER

ORANGE COUNTY/INLAND EMPIRE REGIONAL FORUM September 22 11:00 AM - 1:30 PM

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CALIFORNIA LAW SERIES Zoom

Session 1 of 8 CMM121 April 1 9:00 AM - 11:00 AM

Session 5 of 8 CMM123 April 22 9:00 AM - 11:00 AM

Session 2 of 8 CMM121 April 4 1:00 PM - 3:00 PM

Session 6 of 8 CMM123 April 25 1:00 PM - 3:00 PM

Session 3 of 8 CMM122 April 8 9:00 AM - 11:00 AM

Session 7 of 8 CMM124 April 29 9:00 AM - 11:00 AM

Session 4 of 8 CMM122 April 11 1:00 PM - 3:00 PM

Session 8 of 8 CMM124 May 2 1:00 PM - 3:00 PM

REGISTER

SAN DIEGO REGIONAL FORUM September 28 11:00 AM - 1:30 pm REGISTER

CACM GOLF CLASSIC ORANGE COUNTY October 3 11:00 AM - 7:30 PM REGISTER

HIGH RISE SUMMIT La Jolla October 6 - 7 REGISTER

LARGE SCALE SUMMIT La Jolla October 6 - 7 REGISTER

COACHELLA VALLEY REGIONAL FORUM October 12 8:30 AM - 11:00 PM REGISTER

CACM GOLF CLASSIC NORTHERN CALIFORNIA October 24 10:00 AM - 7:30 PM REGISTER

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Courses

BASICS OF ASSOCIATION MANAGEMENT Zoom

Session 1 of 8 CMM101 April 5 9:00 AM - 11:00 AM

Session 5 of 8 CMM102 April 19 9:00 AM - 11:00 AM

Session 2 of 8 CMM101 April 6 9:00 AM - 11:00 AM

Session 6 of 8 CMM102 April 20 9:00 AM - 11:00 AM

Session 3 of 8 CMM101 April 12 9:00 AM - 11:00 AM

Session 7 of 8 CMM102 April 26 9:00 AM - 11:00 AM

Session 4 of 8 CMM101 April 13 9:00 AM - 11:00 AM

Session 8 of 8 CMM102 April 27 9:00 AM - 11:00 AM

COMMERCIAL & INDUSTRIAL CID MANAGEMENT Zoom Session 1 of 3 April 12 1:00 PM - 3:00 PM Session 1 of 3 April 19 1:00 PM - 3:00 PM

SPC450

Session 2 of 3 April 26 1:00 PM - 3:00 PM

CACM’s Education and Credentialing Team has transitioned all educational courses to Zoom through July 2022. Please contact a member of the Education team for further details and schedule.

BUDGETING

EXPLAINING FINANCIAL STATEMENTS Zoom Session 1 of 3 April 13 1:00 PM - 3:00 PM

FIN220

Session 2 of 3 April 27 1:00 PM - 3:00 PM

Zoom

LDR500

Session 2 of 2 April 21 1:00 PM - 3:00 PM

FOUNDATIONAL ETHICS FOR COMMUNITY MANAGERS Zoom

CMM130

Session 2 of 2 May 5 1:00 PM - 3:00 PM

RISK MANAGEMENT Zoom Session 1 of 2 May 9 1:00 PM - 4:00 PM

Session 2 of 2 May 18 1:00 PM - 3:00 PM

Zoom

ADVANCED ETHICS: LEADERSHIP & DECISION MAKING

Session 1 of 2 May 5 9:00 AM - 11:00 AM

Session 1 of 2 May 17 1:00 PM - 3:00 PM

FIN300

AGE RESTRICTED ACTIVE ADULT COMMUNITY MANAGEMENT

Session 1 of 3 April 20 1:00 PM - 3:00 PM

Session 1 of 2 April 21 9:00 AM - 11:00 AM

ETHICS MASTERY

Zoom

INS400

Session 2 of 2 May 16 1:00 PM - 4:00 PM

CALIFORNIA LAW SERIES Zoom

Session 1 of 8 CMM121 May 17 9:00 AM - 11:00 AM

Session 5 of 8 CMM123 June 7 9:00 AM - 11:00 AM

Session 2 of 8 CMM121 May 18 9:00 AM - 11:00 AM

Session 6 of 8 CMM123 June 8 9:00 AM - 11:00 AM

Session 3 of 8 CMM122 May 31 9:00 AM - 11:00 AM

Session 7 of 8 CMM124 June 14 9:00 AM - 11:00 AM

Session 4 of 8 CMM122 June 1 9:00 AM - 11:00 AM

Session 8 of 8 CMM124 June 15 9:00 AM - 11:00 AM

Session 1 of 2 May 23 1:00 PM - 3:00 PM

SPC420

Session 2 of 2 May 24 1:00 PM - 4:00 PM

ADVANCED ETHICS: LEADERSHIP & DECISION MAKING Zoom Session 1 of 2 June 2 9:00 AM - 11:00 AM

LDR500

Session 2 of 2 June 2 1:00 PM - 3:00 PM

HIGH RISE COMMUNITY MANAGEMENT Zoom Session 1 of 6 June 7 1:00 PM - 4:00 PM

Session 4 of 6 June 15 1:00 PM - 3:30 PM

Session 2 of 6 June 8 1:00 PM - 3:30 PM

Session 5 of 6 June 21 1:00 PM - 4:00 PM

Session 3 of 6 June 14 1:00 PM - 4:00 PM

Session 6 of 6 June 22 1:00 PM - 4:00 PM

Zoom

Session 1 of 2 June 16 9:00 AM - 11:00 AM

LDR550

Session 2 of 2 June 16 1:00 PM - 3:00 PM

ASSESSMENT COLLECTIONS Zoom Session 1 of 2 June 21 9:00 AM - 11:00 AM

FIN210

Session 2 of 2 June 22 9:00 AM - 11:00 AM

FOUNDATIONAL ETHICS FOR COMMUNITY MANAGERS Zoom Session 1 of 2 June 23 9:00 AM - 11:00 AM

CMM130

Session 2 of 2 June 23 1:00 PM - 3:00 PM

BASICS OF ASSOCIATION MANAGEMENT Zoom

SPC400

ADVANCED INSURANCE PRINCIPLES

Zoom

Session 1 of 8 CMM101 June 28 9:00 AM - 11:00 AM

Session 5 of 8 CMM102 July 12 9:00 AM - 11:00 AM

Session 2 of 8 CMM101 June 29 9:00 AM - 11:00 AM

Session 6 of 8 CMM102 July 13 9:00 AM - 11:00 AM

Session 3 of 8 CMM101 July 5 9:00 AM - 11:00 AM

Session 7 of 8 CMM102 July 19 9:00 AM - 11:00 AM

Session 4 of 8 CMM101 July 6 9:00 AM - 11:00 AM

Session 8 of 8 CMM102 July 20 9:00 AM - 11:00 AM

INS300

One session only June 9 9:00 AM - 12:00 PM

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