Vision Magazine Fall-Winter 2017

FALL/WINTER 2017

ADVANCING OUR INDUSTRY AND THE

PROFESSIONALS WHO SERVE IT

8

CACM PROFESSIONAL PATHWAY

16

BUILDING TRUST

with the board and community

26

MANAGING EXPECTATIONS

PROFESSIONALISM | CAREER | INDUSTRY

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the essentials of new California law and also hear practical advice on how to properly implement it in your community

take away

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Take your professional knowledge and expertise to new heights at CACM’s Law Seminar & Expo. It’s where California community managers come together to raise the level of professionalism in their own career and in the industry as a whole.

Follow the track of your choice or mix and match sessions to create your own customized agenda. CCAMs earn 8 CEUs

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SOUTHERN CALIFORNIA Register at www.cacm.org.

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52

Find Your Way with CACM’s Professional Pathway

By Ané Agostini, CIC, CRM

You Made a Wise Career Choice Blow Us All Away – Building Trust with the Board and Community

Are We Covered?

Types of Insurance Management Companies Should Carry in an Age of Cybercrime and Other Threats

56

Doing Your Part for the Industry You Serve

By Emily Yost

By Dean Jackson, CCAM-HR

26 34

Managing Expectations

By Clint McClure, CAMEx, CCAM

20

Money in the Bank – A Brief Q&A Session with a Professional Reserve Analyst

33 New Affiliate Members

By Andrew Hay, CCAM-ND.PM

38

This Isn’t Social Hour

By Lori R. Storm, CCAM

46

NEWS BITS

Prioritization vs. Triage

Congratulations Managers

42

Thank You to Our Sponsors

44

By the Numbers | California CID Stats and Figures

58

New Individual Manager & Management Business Members

D E PA RT M E N T S

6

President’s Message

By David Zepponi

12

From the Roundtable

14

Southern California Calendar

22

Spotlight on Education

30

In the Boardroom

48

Ethics in Action: What Do We Truly Understand About Ethics?

A Message From the Board

By Melinda Young, CAMEx, CCAM. PCAM

50

Northern California Calendar

By Scott Swinton

As CACM winds down its 25 year anniversary, industry veteran Patty Garcia reached out to three industry leaders to gain their perspective on how the industry has evolved, where it is now headed and what they see as the most significant keys to their success. View the article online at www.cacm.org/SpeakingfromExperience.pdf.

www.cacm.org | Vision Fall/Winter 2017 3

Vision

THE VOICE OF CALIFORNIA COMMUNITY MANAGERS

Fall/Winter 2017 • vol. 26, no. 2

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President & CEO | David Zepponi

Managing Editor | Brenda K. Teter Assistant Editor | Randall Oliver

Advertising | Melissa Hurtado

Editorial Advisory Committee Patty Garcia, CCAM, PCAM Andrew Hay, CCAM.ND, PM The Helsing Group, Inc., ACMB

Brittany Montoya-Taylor, CCAM FirstService Residential Lori R. Storm, CCAM

Dean Jackson, CCAM-HR Pacific Park Plaza HOA

Scott Swinton Unlimited Property Services, Inc.

Vicki MacHale, CCAM ARK Management

Emily Yost MPS Financial, LLC

Clint McClure, CCAM McClure Management, Inc.

Vision magazine is published by CACM two times annually to members, affiliates and supporters of the California Association of Community Managers.

Magazine content ©2017 CACM. 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 does not constitute an endorsement by CACM. CACM assumes no responsibility for return of photos or art and reserves the right to reject any editorial or advertising materials. CACM does not assume responsibility for the accuracy of articles, events or announcements listed.

Please address comments and suggestions to: California Association of Community Managers, Inc. 23461 South Pointe Drive, Ste. 200, Laguna Hills, CA 92653 949.916.2226 • bteter@cacm.org • Attn: Brenda K. Teter

About CACM

Founded in 1991, the California Association of Community Managers, Inc.SM (CACM), is the only organization in California whose membership is comprised entirely of community association managers and association practitioners. CACM empowers a network of community management professionals working in large scale, portfolio, resort and high rise homeowners associations to share and apply California’s most effective community management practices. CACM is the leading resource for California-specific education, events, activities, products, services and networking opportunities to help managers and management companies achieve excellence in the industry.

Learn more at www.cacm.org, or email info@cacm.org.

Do we know where you are?

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

4

Vision Fall/Winter 2017 | www.cacm.org

www.cacm.org | Vision Fall/Winter 2017 5

Introducing the CACM Professional Pathway for Community Managers In this issue of Vision, CACM introduces its Professional Pathway for community managers. The CACM Professional Pathway was developed in response to the ever growing need to help manager members see a clear path for professional advancement and to help management companies recruit new members to our industry.

In support of this effort, we have introduced a number of exciting advancements. First on the list is a recruitment video, hosted on our website, which targets prospective employees from outside the community management industry. The video gives prospects a realistic look at our industry and the opportunity for growth.

An objective assessment follows the video and gives prospective employers a first glimpse at candidates. Simply taking the test demonstrates an important attribute for managers: commitment.

For those who already are managers, we have identified four learning phases for professional success:

1. Core (Entry Level) 2. Experiential (Supervisor) 3. Internalization (GM/Executive) 4. Mastery (Senior Executive)

In the pages that follow, you’ll be able to learn more about these different cohorts. By identifying these steps to success, we’ve grouped and identified learning styles, behaviors and needs for professional growth. This realization has led to three important findings: 1. Coursework must be adjusted and delivered appropriately for each of the learning cohorts 2. A general approach to education and training is not efficient for the creation and dissemination of knowledge needed to be successful 3. Systems must be developed and rejuvenated to remain relevant to our members at all stages in the career pathway to success.

Here are a few of CACM’s new or refocused efforts to improve our instructional design and delivery: 1. Review and rejuvenation of the core curriculum for community managers, and the development of new materials and study aids for those moving through the phases of the pathway. We are relying on subject matter experts, CAMEx’s and other senior and adjunct professionals to help us find and develop relevant curricula for advancement of the overall program.

2. The delivery of education for our extremely busy manager members is perhaps the most urgent transition issue. The Flex Learning Program recognizes that the world of education is changing rapidly including the way people prefer to access learning opportunities. It is very clear that in-person, “eventbased learning” is a preferred style. Thus, our events, including the Executive Leadership Summit and Law Seminars, have been adjusted to provide for this preference. In addition online and on-demand learning is proving to be very popular with those adept with computers, especially millennials, those in more remote regions and those with extremely busy schedules.

Classroom learning, live webinars, events and on-demand computer-based learning are now available to all CACM members.

3. A blended learning approach – Adult learners want specific information to solve a particular challenge or opportunity.

Short and precise education delivery methods are important for the different learners, and thus a series of learning delivery methods and course lengths are available through CACM. Blended learning recognizes that students learn and retain information differently in certain settings, such as a classroom or online.

4. CACM has improved its system of curriculum delivery and availability. To ensure our learning offerings are accessible to our members, we’ve introduced our EduCenter, a new, online portal that is available through your CACM profile page. The EduCenter is the place you go to locate, learn about and sign up for classes.

What’s next: In the works is an online, member career status page where you will be able look up your career progress, track your continuing education units, determine the status of your prerequisites, know where you are in your growth to new certification and plot your future along the CACM Professional Pathway! Exciting times are ahead and we at CACM look forward to helping you along your pathway to professional success.

David Zepponi, President & CEO

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Vision Fall/Winter 2017 | www.cacm.org

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www.cacm.org | Vision Fall/Winter 2017 7

FIND YOUR WAY WITH CACM'S

P r o f e s s i o n a l P a t h w ay For the past 25 years, CACM has been at the forefront of professional development in the California community management industry. We’ve learned a lot ourselves over that time, and the knowledge and experience we’ve gained has allowed us to create a clear pathway for our members’ professional development and success.

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Vision Fall/Winter 2017 | www.cacm.org

W

hether you are new to the industry or an experienced industry thought leader, CACM can help you reach the next step in your professional journey. We recognize that your development needs change as you move from one phase of your career to the next. Typically, the way you learn – and corresponding, the way that knowledge needs to be delivered – change just as much as the educational content itself.

Just getting started? You’re in the Core group. You need to gain a fundamental understanding of the industry and the knowledge required to perform your basic job responsibilities. At this entry level stage, learning is mainly achieved through traditional classroom based programs. CACM offers a number of live courses – HOA Core Principles, Basics of Association Management (BAM), Ethics and California Law Series I - IV – as well as live Forums.

For improved efficiency and immediate feedback, all course exams are now done online.

When you have a couple of years under your belt and perhaps have risen to a supervisory level, you’ve moved into what we call the Experiential group. You have gained knowledge and skills both on-the-job and through coursework. You understand the basics. Now you are ready to take your learning experience a bit higher and to sharpen your focus in specific areas. To meet your needs at this level CACM provides live and virtual courses as well as live events. Offerings at this stage of the pathway include Intermediate Courses, Specialty Programs, Forums, Law Seminars and Member Mixers.

A few more years down the line, and you’ve not only developed a broad array of knowledge and skills, but also internalized that knowledge and successfully applied it. You know how to do your job and do it well.

You have risen in the ranks of your organization or association and now serve as a General Manager or Executive. At this stage – which we call Internalization – you are learning from your peers and other industry professionals through interaction and observation. To provide opportunities for this type of social learning, CACM offers live and virtual courses and peer to peer events. Specific offerings include Specialty and MCAM programs, Forums and Law Seminars, Summits and Advanced Courses.

Mastery is the final stop on CACM’s Professional Pathway. As the name suggests, individuals at this level have mastered all aspects of community management. They are typically senior executives and industry thought leaders. They haven’t stopped learning, but their focus is more strategic – both for their own businesses and the industry as a whole. They learn

through collaborative discussion and debate with other leaders and through participation in industry working/idea generation groups. Another key activity for individuals at the Mastery level is giving back to the industry and sharing knowledge with those at earlier stages in their development.

CACM programs designed for this stage include the Executive Leadership Summit, CAMEx Roundtables and various Advisory Groups. CACM also offers formal and informal opportunities to draft articles, speak at events, teach and mentor.

No matter where you are on the pathway, you belong at CACM, and we have much to offer you. Want to learn more about how you get to the next stage of the pathway? We are establishing a new role of Career Counselor to help you plot your course. Of course, any member of the CACM team will always do whatever they can to answer your questions or find additional guidance. Bottom line – we are deeply committed to your professional development and helping you get where you want to be. We are here to serve you!

CACM Professional Pathway Core

Experiential

Internalization

TARGET GROUP

TARGET GROUP

TARGET GROUP

TARGET GROUP

LEARNING STYLE

LEARNING STYLE

LEARNING STYLE

LEARNING STYLE

FLEX DELIVERY METHODS

FLEX DELIVERY METHODS

FLEX DELIVERY METHODS

FLEX DELIVERY METHODS

Entry Level

Traditional

Live Courses Online Testing

OFFERING TYPES

HOA Core Principles BAM/Ethics CA Law I - IV Forums

Supervisor

Experiential

Live & Virtual Courses Live Events

OFFERING TYPES

Intermediate Courses Specialty Programs Forums & Law Seminars Member Mixers

GM/Executive

Social

Live & Virtual Courses Peer to Peer Events

OFFERING TYPES

Specialty & MCAM Programs Forums & Law Seminars Summits Course Instruction

Mastery

Senior Executive

Strategic

Live (Collaborative) Project Contributions

OFFERING TYPES

Executive Leadership Summit CAMEx Roundtables Advisory Groups Mentoring & Giving Back

www.cacm.org | Vision Fall/Winter 2017 9

YOU MADE A

Wise Career Choice S

o, you have chosen a career in community management. Was that a wise decision?

Absolutely! Sure, it has its challenges – like dealing with demanding homeowners and board members, unpredictable days and sometimes late hours – but the rewards and job satisfaction more than outweigh any negatives.

Career management is a profession requiring broad knowledge, ethical behavior and great people skills. Individuals who enjoy bringing people together, making a difference and improving communities will find it to be extremely meaningful work. And, the opportunity to grow and develop new skills within the industry is enormous.

In a video that CACM developed earlier in the year to help recruit new community managers from outside the industry, several highly experienced managers talk about their roles as community managers, what attracted them to their career and what skills have allowed them to succeed. Even for those currently practicing community management, it’s an excellent reminder of what a great career choice community management can be.

“These are not actors,” notes David Zepponi, president and CEO of CACM. “You meet an impressive bunch of community managers and learn what they do. I find it both real and inspiring, while not sugar-coating the challenges.”

If you know someone outside the industry that you think might be a good candidate for a community management career, encourage them to view the video and take the brief assessment at www.surveyanyplace.com/s/newcareer. If you are already a community manager, take a look at the video and think about the 10

Vision Fall/Winter 2017 | www.cacm.org

important role you play in improving your communities. You can take pride in what you do.

Looking for your next career move, or know someone who is?

CACM can help there as well. The new Career Center (careers. cacm.org) offers numerous new features compared to the site it replaced including: For Jobseekers: • Improved and simplified user experience, including on mobile devices • Better job matching • Advanced candidate search improvements for employers means the job seeker can be found easier by hiring companies • More jobs than ever before means we have the right opportunities For Employers: • More easily post jobs • Enhanced ability to create company profiles and increase visibility • Enhanced résumé features • Pre-screen filters that deliver the best candidates • Competitive pricing and exposure HOAs continue to multiply in California, and so do the opportunities within community management. Whether you are new to the industry or have many years of experience, you’ve made a great career choice.

Walnut Place HOA Novato, CA

Montrachet Apartments Napa, CA

CTW Warehouse Novato, CA

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www.cacm.org | Vision Fall/Winter 2017 11

CACM is here to meet your needs for professional development, while striving to shape our industry for the better.

T

his issue of Vision magazine takes on the critical topics of assessing today’s community management industry.

One of the most common assessment tools for business evaluation is the SWOT analysis, which looks at a business or industry’s strengths, weaknesses, opportunities and threats.

Successful business thought leaders use this analysis as the basis to create a strategic plan to ensure future growth.

Assessing today’s community management industry is a critical component in determining the educational programs, products and services that CACM needs to be delivering to its membership to ensure that California common interest developments and public opinion value CACM members as the leading source of competent, professional and caring community management.

Although this issue may not fit the precise definition of a SWOT analysis, it does attempt to look at what we are doing well, where we may be failing to deliver on our promises, what threats are impacting our ability to thrive as managers and what the future may hold for us – both positive and negative.

CACM is here to meet your needs for professional development, while striving to shape our industry for the better. We know that our mission faces some challenges, but we are moving forward with open eyes and open minds. In his president’s message, David Zepponi introduces the CACM Professional Pathway, a clear career and developmental guideline for success in our industry. It demonstrates that all of our members have a distinct position somewhere on the path, and outlines the type of learning experience that we will provide to meet their specific needs.

We’ve had 32 years to digest and get used to the Davis Stirling Act, and not a day goes by that community managers and boards of directors are not challenged by the burden that regulatory restrictions put on our client associations. We describe ourselves as “community managers” and our industry as the “community management” industry – emphasis on “community.” Unfortunately, building community often takes a back seat to managing time and expectations, recruiting and retaining talent, risk management and regulatory compliance.

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Vision Fall/Winter 2017 | www.cacm.org

Enjoy this excellent read!

On behalf of the CACM Board, John Cligny, CAMEx, CCAM-HR Board Chair

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upcoming courses & events

Southern California Calendar

LEGEND DATE JANUARY 31-1

Events

Online Courses

COURSE/EVENT

COURSE/EVENT CODE

LOCATION

The California Law Series

CMM121-124

Orange County

FEBRUARY 6 7-9 27

Insurance Principles Large Scale Community Management Enhance Your Professional Presence

INS200 SPC410 CMM200

Online Coachella Valley Online

MARCH 6 7-8 7-8 14 14 15-16 20 27

Fundamentals of Effective Governance The Basics of Association Management Series The California Law Series Advanced Ethics: Leadership & Decision Making Ethics for Community Managers Southern California Law Seminar & Expo Strategic Financial Planning Reserves – What, Why, How

BDA300 CMM101-102 CMM121-124 LDR500 CMM130 LSSC FIN320 FIN200

Online Orange County Pomona Anaheim Anaheim Anaheim Online Online

APRIL 3 10 12 12 17 19 24

Conflict Resolution for Community Managers CMM220 Age-Restricted Active Adult Community Management SPC420 Ethics for Community Managers CMM130 Human Resource Management LDR400 Landscape Water Management Certificate Course WMCC Risk Management in Community Associations INS400 Reserves – What, Why, How FIN200

Online Online Pomona Orange County Online San Diego Online

MAY 1 3 8 8-9 9 10 10 16-17 22 23

Strategic Financial Planning Human Resource Management Spring Forum (Lunch) The Basics of Association Management Series Spring Forum (Lunch) Explaining Financial Statements Spring Forum (Lunch) The Basics of Association Management Series Spring Forum (Lunch) Spring Forum (Lunch)

FIN320 LDR400 FRMLA CMM101-102 FRMP FIN220 FRMVEN CMM101-102 FRMOC FRMSD

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FRMCV INS300 FRMCEO CMM130 LDR500 FIN210 CMM121-124 BDA220 FIN300

Coachella Valley Online Westlake Village Orange County Orange County Online Coachella Valley Online Online

JUNE 5 Spring Forum (Breakfast) 6 Advanced Insurance Principles 6-7 Executive Leadership Summit 7 Ethics for Community Managers 7 Advanced Ethics: Leadership & Decision Making 12 Assessment Collections 13-14 The California Law Series 19 Effective Meeting & Election Tools 20 Budgeting

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Classroom Courses

Vision Fall/Winter 2017 | www.cacm.org

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www.cacm.org | Vision Fall/Winter 2017 15

BLOW US I

recently saw the national tour of the musical Hamilton. I have to admit, I was so enthralled by Lin Manuel Miranda’s amazing show that all of my thoughts seem to have been replaced by Hamilton songs. Thankfully, my wife and several friends are in the same situation, so we are able to engage in limited communication with each other.

This has, however, taken a toll on my time (I’m reading the Hamilton biography now), and my outside communications, including this article. I’ll do my best. “I’m not throwing away my shot.”

“The ten-dollar founding father without a father - Got a lot farther by working a lot harder - By being a lot smarter - By being a self-starter.”

Alexander Hamilton, an impoverished orphan immigrant, overcame the odds against him, and in doing so gained the trust of George Washington, and was instrumental in the creation of the government and the financial systems of the United States. How did a man from such humble beginnings accomplish what he did?

He was a person of action and of hard work. He proved himself by what he did and by what he said (and wrote); it is this action and communication that brought him into Washington’s sphere as his trusted Aide De Camp, and ultimately made him a Founding Father.

In the same way, managers will distinguish themselves through hard work, action and communication.

“Your Obedient Servant” A board or a community can look at the manager as a servant or a secretary simply because they don’t understand the manager’s role and extensive skill set. Alexander Hamilton long resisted becoming the secretary to various generals because he saw his role as one of action (he wanted wartime military honor to better his station), but his talent at communication gained him recognition and he became trusted enough to issue orders and write opinions in Washington’s name, and he also ended up distinguishing

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Vision Fall/Winter 2017 | www.cacm.org

By Dean Jackson, CCAM-HR

ALL AWAY BUILDING TRUST WITH THE BOARD AND COMMUNITY

himself in action. The manager has to communicate and be a person of action, in order to gain the confidence and trust of their boards and communities. Trust is comprised of belief in the reliability, truth and ability of someone. Therefore, for the manager to build trust, they must be reliable, truthful and able, and these qualities should be visible.

“Blow Us All Away” A very effective way for a manager to gain and maintain trust is to sell one’s success stories, but this doesn’t mean bragging. The paving project was completed ahead of schedule and under budget, that’s a success. You hired a new employee, that’s a success. You negotiated a site lease with a cell phone carrier which will bring some much needed additional income…success. You achieved your Large Scale Management specialty certificate; that, like the others, is a success that can and should be communicated. I’ve found that the successes that result in budget savings, or added income, can be easily communicated during the financial report at the monthly meeting, where the board and homeowners can hear about it. A new employee can be introduced to the community through the newsletter. Annually a manager is required to inform the board of directors of their certification status; this is a good time to include information about the classes you have taken, the new specialty certificate, and the requirements of California Business and Professions Code Sections 11502 and 11502.5, which you had to meet in order to become certified.

“In the eye of the hurricane there is quiet” A very effective way to gain respect is to be forthright when things don’t go as well as planned, but this doesn’t mean throwing one’s self under the bus.

All managers have successes and failures; it pays to be honest about both.

Everyone makes mistakes. Preemptive communication with the board shows that you are ethical and professional. If you solved the problem before they learned about it, or have a plan to solve the issue, the communication of these facts can turn even an error into a success.

Continued on page 18

www.cacm.org | Vision Fall/Winter 2017 17

Blow Us All Away

Continued from page 17

“You get love for it, you get hate for it, you get nothing if you wait for it.”

Being forthright is also about telling a board of directors the hard truths when necessary. If the board is more concerned about members blaming them for raising the assessments than they are about well-funded reserves and deferred maintenance, it is the manager’s job to

(diplomatically) advise the board of their fiduciary duty, and/or to recommend that they listen to and rely upon the advice of the construction, financial and legal experts who can steer them in the right direction. Hearing the hard truths may be a hard pill for them to swallow.

You can’t please everyone, and there may be some blow back, but if a situation like this is handled with diplomacy and detailed communication of the fact that

this advice is for their and the association’s benefit, the manager’s professionalism, in time, will be recognized by the board and the membership. (Cue the music! “You’ll be back, time will tell, you’ll remember that I served you well.”)

“A Winter’s Ball” Another effective way of building trust is to engage the community through social activities. A holiday party, big game pot luck, or an Easter egg hunt can not only bring neighbors together, but also allow the community to see the manager in a less formal setting. Without a tie the manager may be more approachable; seeing the manager laugh can balance out those inevitable violation letters. These events can also engage the board of directors and a social committee and show that both the board and the manager care about the community and the residents. It’s not all business.

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Vision Fall/Winter 2017 | www.cacm.org

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It is easy to be complacent. It’s easier and less expensive to stick with what you know. The manager that plans for the future, without being satisfied with the status quo, can help their communities take advantage of technology, progress and planning. By implementing plans for increased package deliveries in this E-commerce world, or installing vehicle charging stations for the EV world, the forward thinking manager’s planning and foresight can improve communities. It’s not only about technology, it’s also about planning and periodic review of items and issues that may not yet be on the calendar.

A proactive manager who regularly reviews contracts and begins planning large projects well in advance can reveal budgeting or logistical constraints which can then be addressed before they become a problem. I recently reviewed a project which is scheduled eight years from now. I was caught by surprise when I realized that, as a result of the recent building boom, the cost for this project is expected to be more

than twice what was initially planned. I hired an expert consultant to review the costs and necessary work, implemented a plan to reserve for and mitigate costs, and communicated the problem, the investigation, and the proposed solution to the board of directors several years before the issue would become a crisis. The association wasn’t “Helpless” in the face of a crisis, and I was able to “Stay Alive” for another day.

“There’s a million things I haven’t done, but just you wait.”

There are many ways for a manager to gain the trust and earn the respect of their boards and communities. It pays to be a person of action rather than just a functionary. It is advantageous to communicate the good with the bad, to plan for the future and to encourage a social environment. These are just a few ideas; I’m sure that those of you reading this may have better ones. So “What’d I miss?”

Dean Jackson, CCAM-HR, is General Manager of Pacific Park Plaza Homeowners Association in Emeryville.

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Congratulations Managers It is with 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 Manager (CCAM), Certified Association Financial Management (CAFM), Specialty Certificate recipients, MCAM recipients and CAMEx recipients for the second and third quarters of 2017!

NEW CCAMs Kim Adolf, CCAM Yahya Afenir, CAFM, CCAM Daniel Akulow, CCAM Jessica Azzarano, CCAM Brandon Baker, CCAM Brian Barr, CCAM Michael Barsell, CCAM Pamela Bashline, CCAM Christy Beck, CCAM Nadine Bell, CCAM Leslie Benjamin, CCAM Yvonne Blanchard, CCAM Madeline Bonovich, CCAM Christine Breit, CCAM Michele Brooks, CCAM Kim-Marie Bryant, CCAM Jennifer Buxton, CCAM Charles Campbell, CCAM John Carney, CCAM Denise Castaneda, CCAM Cesar Castellanos, CCAM Verna Charles, CCAM Rhee Chen, CCAM Lisa Chin, CCAM Andrea Clark, CCAM Jeff Couwenhoven, CCAM Rosalina Cutchon, CCAM Hannah Davis, CCAM Larry Day, CCAM Karen Debono, CCAM Kylie Decker, CCAM Sunita Dhital, CCAM Alejandra Dominguez, CCAM Richard Duffy, CCAM Karen Ecoff, CCAM Kelly Evans, CCAM Ann Fok, CCAM Tricia Ford, CCAM Victoria Frades, CCAM Lowell Fuselier, CCAM Michelle Gage-Kelley, CCAM Christina Gano, CCAM Gregory Gamboa, CCAM Jennifer Gannion, CCAM Carolyn Gardner, CCAM Rachel Garrett, CCAM Bruno Granatowicz, CCAM Maria Grant, CCAM Shawna Green-Morales, CCAM 20

Vision Fall/Winter 2017 | www.cacm.org

Jessica Guy, CCAM Karen Guzman, CCAM Michael Hall, CCAM Mike Hall, CCAM April Ham, CCAM Tawanna Harris, CCAM Michael Harkin, CCAM Kaycee Hartell, CCAM Sally Hoang, CCAM Danielle Hoff, CCAM Juanita Hudson, CCAM Dawn Jaeger, CCAM Crescent Jakubs, CCAM Barry James, CCAM Lee Jeffrey, CCAM Kambra Johnson, CCAM Rebecca Jolly, CCAM Taylor Jue, CCAM David Kelley, CCAM Curtis Kelly, CCAM Achsha Lamb, CCAM Ann Landers, CCAM Eric Lemke, CCAM, CPA Julianne Lewis, CCAM Eve Lopez, CCAM Shelly Logan, CCAM Jessica Lusca, CCAM Yvonne Ly, CCAM Marissa Martinez, CCAM Marcia Matre, CCAM Tiffany McCall, CCAM Therese McLaughlin, CCAM Nancy McLennan, CCAM Virginia Meade, CCAM Jessica Melvin, CCAM Tami Mitchell, CCAM Leaha Montano, CCAM Virenea Monteiro, CCAM Iris Mora, CCAM Jill Morgan, CCAM Ashley Oliver-Roquet, CCAM Kristen Ontiveros, CCAM Signe Osteen, CCAM Anna Panza, CCAM Lydia Pfannkuche, CCAM Jessica Pollard, CCAM Cody Prater, CCAM Ray Ramirez, CCAM Yuliana Ramirez, CCAM Stephany Ramirez Zapata, CCAM

Alexander Riley, CCAM Adrian Rivas, CCAM Jose Rivas, CCAM Tiffani Rivers, CCAM Leann Robbins, CCAM Peter Roller, CCAM Mark Routon, CCAM Annemarie Salgado, CCAM Christa Schenk, CCAM Joshua Scott, CCAM Candace Shannon, CCAM Mary Shaw, CCAM Broasha Shelton, CCAM Lisa Shepherd, CCAM Jonathan Smith, CCAM Raymond Sohl, CCAM Margot Suarez, CCAM Donielle Summers, CCAM Jabbear Swinton, CCAM Annette Terry, CCAM Vivian Torelli, CCAM Jessica Torres, CCAM Heather Tuite, CCAM Sue Tuttle, CCAM Olivia Villasenor, CCAM Donna Walters, CCAM Mallory Whalen, CCAM Mark Whittiker, CCAM Nikki Woolley, CCAM Alisa Woolsey, CCAM Raymond Wu, CCAM

NEW CAFMs Darcy Auer, CAFM Ashley Bump, CAFM Niccole Cordova, CAFM Matt Schwartz, CAFM

NEW CAMEx Matthew Holbrook, CAMEx, CCAM Betina Hunt, CAMEx, CCAM Jan Weiler, CAMEx, CCAM

SPECIALTY CERTIFICATES High Rise Community Management Ermias Berhanu, CCAM-HR Rosie Galla, CCAM-HR Tony Gutierrez, CCAM-HR Kimberly Londt, CCAM-HR Colleen Montoya, CCAM-HR Autrey Porter, CCAM-ND Carolina Reed, CCAM-HR Francis Serrano, CCAM-HR

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No Time to Travel to Courses?

No Problem!

CACM is making it easier to gain the professional enrichment you need to succeed in your career path. We have added 12 updated courses to our newest learning platform, the instructor-led web courses.

Same instructor experience and Q & A opportunities as a classroom course without having to leave the office. Look for additional online offerings later in the year.

www.cacm.org | Vision Fall/Winter 2017 21

On-Demand Courses: Your schedule, your pace, your place.

What is eLearning?

Understanding eLearning is simple. eLearning is an educational process that uses electronic technologies to access curriculum outside of a traditional classroom.

In most cases, it refers to a course, program or degree delivered completely online.

There are many terms used to describe learning that is delivered online. We define eLearning as courses that are specifically delivered via the internet to somewhere other than the classroom where the instructor is teaching. It is not a course delivered via a DVD or over a television channel. It is interactive in that you can also communicate with your teachers, professors or other students in your class. Sometimes it is delivered live, where you can “electronically” raise your hand and interact in real time, and sometimes it is a lecture 22

Vision Fall/Winter 2017 | www.cacm.org

that has been prerecorded. There is always a teacher or professor interacting /communicating with you and grading your participation, your assignments and your tests. eLearning has been proven to be a successful method of training and education, and it is becoming a way of life for many.

Modeled after CACM’s classroom-based courses, these courses are completely online. They offer you a convenient, interactive learning opportunity without the travel time. They were developed with your busy schedule in mind – you can complete the courses in one sitting…or in many…it is completely self-paced.

The benefits of eLearning are almost too numerous to count. You can cover the material when you have time, go over it as often as you need, all without traveling to the

classroom. There are no parking problems or expenses, transportation fees, housing and food service fees, and you can take the class from any location with internet access.

There have been many studies showing that eLearning students retain the material to a significantly greater degree than face-to-face instructor-led classes. The content delivery is consistent and can be easily repeated if needed to gain a better understanding. Best of all, they are available 24/7/365!

The following offerings are entirely self-paced and ondemand through the CACM EduCenter. Sign up online at www.cacm.org

HOA Core Principles - CMM100 (formerly The HOA Puzzle) This course is about piecing together the people and practices of the California homeowners association industry. Increase your ability to contribute to your organization by learning about the intricacies of HOAs. If you work for an HOA or a company that provides service to HOAs, this course will convey a greater depth of understanding about all the pieces of the HOA puzzle. You’ll have fun learning about HOA governance structures, management models and professional practices for dealing effectively with clients.

Learning Outcomes

• Learn key terminology and definitions related to HOAs • Be familiar with the HOA governance structure, including board of director roles, association meetings, fiduciary duty, committee structure, oversight, etc.

• Understand the skill requirements and role of community managers • Identify areas of specialization within community management • Review professional practices, including customer service, email protocol, writing skills and projecting a professional image with colleagues and clients • Become knowledgeable about industry trends and statistics

Who Should Take This Course?

• Community management support staff, such as assistants, customer service reps, accounting personnel and other operations staff • Commercial or property managers interested in expanding their management service to residential HOAs

CEUs This is not a certification course, nor does it provide CEUs. A certificate of completion will be provided at the end of the course. Those interested in pursuing community manager certification will receive a $50 credit towards CMM101 and CMM102, The Basics of Association Management Series.

Prerequisites: None Course Length: 4 hours Course Fee: Member $149* | Non-Member $219 *Management Business Members’ employees receive the member rate.

HOA Core Principles for Service Providers - SPL100 As an HOA service provider, you will find that—just like any other niche industry—understanding the norms and expectations of your counterparts is going to be a key to success. As you gain experience, you will take fewer missteps. This course will jumpstart that process by allowing you to familiarize yourself with the industry, lead with humility and know when to ask questions.

Learning Outcomes

• Assess your company’s readiness for working with HOAs • Learn key terminology and definitions related to HOAs • Be familiar with the HOA governance structure, including board of director roles, association meetings, fiduciary duty, committee structure, oversight, etc.

• Understand the community manager’s role in the management of an association together with the board of directors Continued on page 24 www.cacm.org | Vision Fall/Winter 2017 23

Spotlight on Education Continued from page 23

• Understand the relationships between service providers and the community manager regarding the contracting process • Review professional practices, including customer service, email protocol, writing skills, and projecting a professional image with colleagues and clients

Who Should Take This Course?

• Service provider support staff, such as assistants, customer service reps, accounting personnel, and other operations staff • Service providers new to the HOA industry

CEUs This is not a certification course, nor does it provide CEUs. A certificate of completion will be provided at the end of the course.

Prerequisites: None Course Length: 4 hours Course Fee: Member $149* | Non-Member $219 *Affiliate Member employees receive the member rate.

Ethics for Recertification - CMM230 Integrity is the number one quality employers and clients value. During this interactive course, a variety of scenarios that demonstrate the official rules of conduct for community managers will be discussed. Participants will review CACM’s Code of Professional Ethics and Standards of Practice and gain an understanding of ethics complaints, disciplinary actions, and the appeals procedures. All of the same type of elements that appear in the classroom-based course, but developed with your busy schedule in mind—you can complete the course in one sitting…or in many.

Learning Outcomes

• Know the importance of ethics to the industry and each individual manager • Understand CACM’s structure and how it supports the organization’s role in defining and enforcing ethical standards • Understand CACM’s classes of membership and certification, as well as the related disclosures that are required • Know the requirements of the Code of Ethics, including general and specific standards • Understand the process for enforcement of the Code of Ethics, specifically the first steps for a member filing a complaint or responding to a complaint • Ask the right questions to ensure decisions are ethical

Who Should Take This Course?

• Community managers who want to better understand the ethical responsibilities of their position • CCAMs, CAFMs, or MCAMs, as part of their recertification requirement

Prerequisites: Manager members who have recertified at least once previously CEUs: 4 Course Length: 4 hours Course Fee: Member $145

eLearning offerings are entirely self-paced and on-demand through the CACM EduCenter.

Sign up at www.cacm.org

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Vision Fall/Winter 2017 | www.cacm.org

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MANAGING EXPECTATIONS

By Clint McClure, CAMEx, CCAM

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L ET ’ S G ET R E A L We all want to have our expectations met – even exceeded – and achieved as quickly as possible. All humans desire this fulfillment of expectations to achieve results, including our clients and board members. Our job is to offer management expertise, the necessary strategy and detail required on each given topic.

So how do we ensure that all parties understand what needs to be done and by when? And is that enough to ensure everyone’s expectations are satisfied and hopefully exceeded?

The traditional business equation states that Strategy x Execution = Results. However Stephen M. R. Covey says, “While high trust cannot necessarily save a bad strategy, low trust will almost always derail an otherwise good strategy.”

At the end of the day, as managers, we are influencers, and the influence can only occur with those that trust our experience.

Covey’s Trust Quotient states: When Trust is high = Speed goes up and cost goes down.

When trust is low = Speed goes down and cost goes up. Identifying elements that empower trust are vital to the true success of any relationship.

A key element to empower trust is managing expectations and following through on the expectation completely.

The single fastest way to break trust is to not fulfill an expectation. Therefore it is extremely important to confirm verbally and in writing what the expectation is and the exact time of delivery. Furthermore, should this set expectation change, it is imperative all parties are made aware of the change and the reasons it is necessary before the deadline set has lapsed. When this is done it shows we can walk the walk and talk the talk. Each time this is done completely, we not only build trust with our clients, but we build it intrinsically in ourselves.

Good relationship management is not manipulation, but rather knowing how to work effectively with others to achieve the desired goal, in this case a long-term mutually beneficial working relationship.

I recommend you keep “expectation score” proactively with your boards. Often understanding a board’s expectation is as simple as asking.

Are you curious what success looks like to your board? Have you asked them? Challenge yourself to conduct an organizational team building meeting where you ask your board the following questions: • What does success look like to you in the areas of each of your vendors i.e. management, landscaping, maintenance?

• What values do you as a board believe are the most important for yourselves and your manager?

• What are the board’s goals to accomplish for the community every year for the next five years and 10 years?

• What is the community’s definition of success?

• What does that success look and feel like to the homeowners?

These are curious, beneficial questions, that when asked sincerely will provide an opportunity for positive energy-building conversation. Be prepared and ask for candid results. This is your opportunity to truly listen. Try to listen to the answers

without thinking of your response. Take notes and make a plan on how you will now work with the board to make a strategic plan for implementation. If there is critical feedback or feedback that discusses past failures or shortfalls, wait to discuss your opinion until later.

Fight the urge to become defensive.

Instead, channel this energy into making a plan for future success. If there is an opportunity to own a mistake, DO IT. This will only help establish your honesty and credibility to yourself and your board. The more we can be internally and externally congruent as a leader, the more others will see they can do the same.

The result will be diminished politics and disengagement within the group and increased collaboration and value.

This opportunity to ask questions and listen allows for all members to participate or at minimum have the opportunity to participate and be heard. This is a trust cultivating action and sets the organization up for developing a successful Strategy x Execution = Results equation. Should we as managers choose to accept it, we can be advocates for positive, meaningful discussion resulting in action for our boards.

Once these questions are answered and a strategy established, break down the result deadlines into quarters and years.

Conduct a check-in meeting once a year at minimum, preferably per quarter or bi-annually. This keeps the conversation Continued on page 28 www.cacm.org | Vision Fall/Winter 2017 27

Managing Expectations Continued from page 17

and vision in the minds of the participants and reminds all that they are still working towards their desired goals. And if those goals have changed, it allows an opportunity for board members to voice changes or concerns. Manage to the contract as I have mentioned before. Celebrate the goals that have been met and give credit where credit is due, i.e. to board members, service providers and volunteers.

This ability to provide ongoing feedback at a set time and place will minimize board burn-out and increase loyalty. This effort needs to be consistent, as each year you are working with a new board.

Bring key service providers into this planning meeting. Allow them to understand expectations and to build these relationships proactively. Make sure the expectations of the service providers are solidified in writing or via contract modification. Ensure the service provider knows the vision and success modeling identified by the board and ask for solutions to stratify these goals. Set calendar checkin dates and metrics to monitor the success of these vision goals.

Establish if and when there is an issue with the service in the eyes of the board or management and how the issues will be communicated to the service provider. This helps both the service provider and board know how and when to expect communication.

Consider asking yourself what kind of behaviors your board and management culture promotes. Surround you and your team

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with positive behaviors and purge the negative influences promptly.

Do all parties involved know what the vision is for the HOA, what success looks like for the community and for each service provider?

Do board members candidly but kindly discuss concerns and work through them for a positive collaborative result? The more we focus on the positive development and management of expectations, the more we can achieve the desired results for all parties. Know where you stand and own your relationship with the board to hold all parties accountable for success. We are all in this together, so the question is do you know where you and your board want to go?

Clint McClure, CAMEx, CCAM, is President and CEO of MMI-McClure Management Inc. Covey, Stephen M. R., and Rebecca R. Merrill. The Speed of Trust: The One Thing That Changes Everything. New York: Free Press, 2008.

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How Am I Doing?

A

s a board member, how do you know if you are doing a good job? How do you assess your board’s performance as a whole? Is your manager/management company successfully executing its responsibilities?

As with any activity, it is not possible to properly gauge success until you first define what you are trying to achieve and how you will measure your results. In the HOA world, this is extremely important because expectations, objectives and responsibilities can vary widely between associations and sometimes even between board members in a single community.

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CACM explored a number of board related questions in its 2016 Market Characterization Study including decision making behavior, challenges and the perceived value of various HOA services. The fairly detailed study was widely disseminated and produced statistically valid conclusions. For the purpose of this article, we took a more anecdotal approach, with manager members of the Vision Editorial Committee asking their boards to answer a few brief questions about their objectives and how they measure success. Not statistically valid, but interesting nonetheless.

How board members see their responsibilities appears quite varied, from taking the lead on landscaping issues to providing monthly financial reports. Board members also recognized their responsibility to provide “light” oversight to ensure the manager is performing his role and responsibilities as outlined in the association’s governing documents.

Being fiscally responsible (not overspending) while responding to resident’s needs appears to be the primary measure used to determine the success of the board. Another key measure is how the board works together, hopefully collaboratively and with minimal conflict.

Characteristics of an ideal board of directors are similar to the above: cooperative, collaborative, responsible, responsive and fiscally responsible.

Board members should be aware, connected and informed on all community issues.

Different perspectives should be welcomed and explored through open and thoughtful discussions aimed at making the best decision for the community as a whole.

in monthly homeowner assessments may be commendable, but not if the HOA is left without adequate reserves to fund necessary maintenance and repairs.

In terms of measuring the performance of the manager/management company, there is a clear desire for a bias toward action. The manager should quickly respond to issues that arise and also be proactive to avoid surprises. Like board members, the manager is expected to perform his responsibilities in a fiscally responsible manner. Finally, he is judged on how he manages other employees and service providers.

Experience is the top factor in selecting and retaining a manager/management company. Does the manager know what it takes to succeed in that community?

Has he been effective in managing that community or similar communities? Experience trumps cost and credentials, though those factors also can be important. This is consistent with the findings of the Market Characterization Study, which identified the following criteria as key to selection:

A board’s responsibility is not to manage its community, but to provide governance and oversight.

Of course, all of these thoughts have considerable merit. A board’s responsibility is not to manage its community, but to provide governance and oversight and to ensure that its manager/management company is able to perform its responsibilities (which are defined by the management agreement). Ideally, board members will review the management agreement with the manager/management company at least annually and confirm that expectations are well aligned. Likewise, boards should discuss objectives for their community and be sure that board members agree about what is most important and how they define terms like fiscal responsibility. For example, avoiding increases

• Experienced and knowledgeable staff (86%) • Ease of communication (86%) • Professionalism and impression of community manager (85%) • Service-oriented (83%) • Reputation (82%)

There clearly are many factors to consider when evaluating the performance of your board or your manager/management company.

Bottom line – open the lines of communication and have honest dialogue with your fellow board members and with your manager. It is much easier to measure your success when everyone agrees on the objectives and who has specific responsibilities.

CACM’s “In the Boardroom” feature is intended to provide key trends, tips and practical advice for association board members. For easy sharing, you can also access this and other archived articles online at www.cacm.org

www.cacm.org | Vision Fall/Winter 2017 31

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www.cacm.org | Vision Fall/Winter 2017 33

MONEY IN THE BANK A Brief Q&A Session with a Professional Reserve Analyst

By Andrew Hay, CCAM-ND.PM

The primary purpose of a homeowners association is to protect, preserve and enhance property values. In California, the legislature understands the importance of this and requires that a reserve study be prepared every three years to help boards identify their largest liabilities – the major components they are obligated to repair, replace, restore or maintain.

As managers, it is our fiduciary duty to understand the reserve study enough to help our clients with the budget decisions they make each year. I sat down with professional reserve analyst Ryan Leptien of The Helsing Group, Inc., ACMB to find out what managers are doing well, what we need to do better and what tools we can use to help our clients avoid dangers they might not even realize exist.

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During the reserve study process, what do managers do consistently well?

Managers consistently stress to their clients the importance of a reserve study being prepared in accordance with the timelines required by law and to continue to make annual updates to the study in years a site inspection is not required.

It is more common in self-managed associations for boards, through their own naivete, to not fulfill even the minimum legal requirement to have a study completed or fail to come back in the years a full study is not prepared to update to ensure accurate budgeting.

What can managers do to obtain more accurate reserve analysis for their clients?

Managers should encourage boards to obtain a professional specification for cyclical re-occurring projects (e.g. paint, fence replacement). Over time, applying the same specification increases the reliability of the useful life and cost history and it becomes much more valuable to the reserve analyst. In addition, managers can pay more attention to the detailed component list within the reserve study to help verify information such as confirming service dates, condition and location.

What do managers consistently not understand about reserve studies?

Managers generally do not understand funding goal concepts and risk management. Managers should be able to grasp the type of funding plan their clients follow and the risk associated with that path based upon current decisions. We typically see them more concerned with a current percent funded calculation and/or following a fully funded model without realizing that this model may lead to a greater amount of risk in future years. Following a threshold model might provide for more cushion in the critical year.

What are managers doing (or not doing) which contributes to their clients not funding properly?

Not understanding the items mentioned in last question does not allow them to offer and articulate alternative funding choices or to explain in clear terms the risk the board could be taking with some of their choices at the time the budget is being prepared.

What should managers provide to a reserve analyst to ensure the most accurate reporting for their clients?

The maintenance history is a very helpful tool that reserve analysts typically ask for, but rarely receive. Â Knowing the history and when major repairs and replacements were done in the past can greatly help the analyst make more accurate predictions for the future.

Continued on page 36

www.cacm.org | Vision Fall/Winter 2017 35

Money in the Bank Continued from page 35

Our dedicated experts understand the needs of community associations.

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6

How can managers use the reserve study to help their boards budget responsibly?

Understanding and articulating to their clients that a reserve study is a budgeting tool. Also, explaining that the use of ‘funds’ in a reserve budget can help to alleviate expenses for operating line items that occur often but less frequently than an annual basis (long term tree care, bark replacement, concrete repairs, etc.).

7

What is the most common cause of underfunded reserves?

Boards trying to “keep the dues down.”

8

What are the dangers in having underfunded reserves?

The probability of special assessments in the future and an increase in costs to the association because of residual damage and premature wear out.

9 Subject to credit approval. ©2017 Banco Popular North America. Member FDIC.

landscape contractors

What external factors do you see as threats for proper funding in the future?

The fact that materials, labor, inflation rates, weather and a host of other things not only can, but definitely will change. That is why a reserve study is required to be completed every three years and revised and adjusted annually. A key to soften the blow is to make those adjustments in a manner that is not economically harmful to the association.

Andrew Hay, CCAM-ND.PM is Director of the Management Division for The Helsing Group, Inc., ACMB, in San Ramon.

Are You a ProPlus Member?

If not, it’s time to upgrade. Becoming a ProPlus Manager member starts you on a path to career success plus provides big savings!

Upgrade your manager membership to ProPlus today and get the rest of 2016 for free! Plus receive: • One complimentary 2017 Law Seminar & Expo attendance Save up to $479 • One complimentary registration to 2017 Holiday Reception Save up to $80 • Additional 10% discount on Specialty and MCAM Courses Save up to $200 • Invitation to Executive Leadership Summit and More

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THIS ISN’T

Social Hour

BY LORI R STORM, CCAM

o you ever find yourself sighing inwardly during a board meeting as the directors wander far afield of the agenda?

The agenda item discussion starts off well enough, as everyone goes over the background information you provided and looks at the bid matrix for the new gutters and downspouts. But in some strange and subtle manner, the directors start to drift.

“I think the larger diameter downspouts will be a great help to minimize backups,” starts off Director Mitchell. “Manager, what is the increased percentage of capacity for the new downspouts over the old downspouts?”

Director Jenkins, “I can Google that right now.” (Proceeds to pull out phone and repeatedly press screen.)

Director Smithers, “What about that nifty gutter system I’ve seen on TV?” Manager, trying to tighten up the conversation, “We discussed alternate gutter systems at the last board meeting and it was decided to replace like with like.”

Director Smithers, “I think we should have the manager go out and get some information on the gutter system I saw on TV.” Director Jenkins, looking up from his phone, “What program were you watching?”

And off the rails goes the board meeting.

Continued on page 40

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www.cacm.org | Vision Fall/Winter 2017 39

This Isn't Social Hour Continued from page 38

Even the most dedicated and well-intentioned board members can have a meeting go off the tracks now and then. But if you find yourself caught in this type of tangent on a regular basis, here are some things you can do to bring your board – and the meetings – the structure that make them (and you) look good.

First, have you given them detailed information for each agenda item? You should provide background, historical information if relevant, the reasoning you brought to the issue and your recommendation for a resolution to the matter at hand. This board is paying you for your expertise in management – provide them with your experience and guidance. That is why they hired you.

Next, consider putting a schedule in the agenda.

Call to order and roll call 6:00 – 6:01 Committee Reports 6:01 – 6:10 Management Report 6:10 – 6:15 And so on. While this doesn’t guarantee that the board will keep to the schedule, it does provide a subtle psychological nudge to the proceedings. Chances are they will keep a closer eye on the clock if there is a schedule to follow.

Then, take charge of the meeting if the board starts to wander off topic. My favorite question is, “What action would the board

like to take on this item?” That usually brings them back to the matter at hand. Another possibility is to propose a motion for the board, such as, “So, is the motion that the board would like to approve using Company X to replace the gutters with the work to begin as soon as the contractor can schedule the work?” Remember that these people are volunteers for their communities and rely on you to assist them with the meeting process. Do your best to help them along.

Finally, have you had a direct conversation with your board president about meeting structure and conduct? You can offer guidance and tutoring to the person who runs the meeting, asking her to watch the discussion and keep the meeting from losing direction. Sometimes, you can just offer to run the meeting yourself, bringing up agenda items, keeping the discussion productive and asking the directors if someone is ready to close discussion and vote on the motion presented. Remember, as the management expert, you have influence over how meetings are conducted. Take charge of the process!

Board Members

First, thank you. Not only have you volunteered to serve the community as a board member, which is indeed admirable, you are called upon to answer questions and hear concerns as you walk your dog each day. On top of that, you have willingly given up your valuable time, frequently in the evening, to attend board

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Jolen Zeroski, CMCA® Sr. Regional Account Executive 800-669-8659 jolen.zeroski@unionbank.com

meetings where you are asked to decide on budgets and repairs and disciplinary matters.

So, how can you make this time you have donated to your association be meaningful? First, let’s take a look at what a board meeting is not. A board meeting is not the opportunity to visit with the other board members or residents who are attending the meeting. Save that for when the board’s business is done and everyone can relax. A board meeting is not a time to gossip or gripe about situations or ne’er do wells in the community. Nor is a board meeting about speculating on what went wrong in the past. It’s time to take charge of the present and prepare for the future.

How to ensure a smooth and productive meeting? Remember, you have hired a professional to manage the association. Rely on that person for his expertise. Your job is to be prepared. Study your board packet and agenda when it comes to you. I am going to repeat this since it is the most crucial action you can take before each meeting. Study your board packet. Please. There is a secret joy that all managers experience when they arrive at a board meeting and discover that their boards have made notes in the margins, have put sticky flags on pages, have dog-eared parts of their board packets. On behalf of all managers everywhere – Thank You. Next, keep to the topic before you. Listen to other board members’ thoughts and insights, be polite when providing your own opinion, and check to see if the board can make an informed decision or whether critical information is missing. Make a motion on the matter, discuss and vote, or turn the matter back to the manager for more research. Be sure to provide direction on what you will need to decide on the matter at the next board meeting. Then move on with the agenda.

Finally, remember that although you are not being paid, this is still a job, and the homeowners are relying on you to take this work seriously. You are spending their money, affecting their quality of life and their property values. If you come prepared to make the best decisions you can after hearing all the input and you focus on what is the best for your community – that is all anyone can expect. Pat yourself and the other board members on the back.

Lori R. Storm, CCAM has more than a decade of community management experience.

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TRIP HAZARDS

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www.cacm.org | Vision Fall/Winter 2017 41

Thank You to Our Sponsors Thank you to our sponsors for the second and third quarter of 2017 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.

A.C. Enterprises, General Contractor

The G.B. Group, Inc.

Accurate Termite & Pest Control

GP Landscape

Action Asphalt Paving & Maintenance, Inc.

Harvest Landscape Enterprise, Inc.

Adams Stirling PLC

Heritage Bank of Commerce

Alliance Association Bank

Kasdan LippSmith Weber Turner LLP

Alta Roofing & Waterproofing, Inc.

Kelly-Moore Paint Co., Inc.

American Geotechnical, Inc.

Kone Inc.

AMS Paving, Inc.

Kriger Law Firm

Angius & Terry LLP

Leak Control Services, Inc.

Antis Roofing & Waterproofing

McKenzie Rhody, LLP

Association Construction Services, Inc.

Michael Abdou Insurance Agency, Inc.

Association Services Network

The Miller Law Firm

Bald Eagle Security Services, Inc.

MPS Financial, LLC

Behr Paint

Mutual of Omaha Bank

Berding | Weil LLP

Nabr Network

Bergeman Project Group

Pacific Green Landscape, Inc.

Black Diamond Paving, Inc.

Pacific Premier HOA & Property Banking

Boland LLC

Pacific Western Bank

BrightView Landscape Services

Painting Unlimited, Inc.

BTC Bob Tedrick Construction Inc.

Payne Pest Management

California Pavement Maintenance (CPM)

Peters & Freedman, L.L.P.

California Safety Agency

Popular Association Banking

CBCI Construction, Inc.

Prendiville Insurance Agency

CGSystems, Inc. - California Gate and Entry Systems

PrimeCo Construction

Chaix Law

Pro-Tech Painting Company

CID Insurance Programs, Inc.

Robert A. Owens, CPA

CINC Systems

Roofworks & Construction, Inc.

City National Bank

Saber Foundation Repair

Clean Earth Restorations

Securitas Security Services USA, Inc.

ClickPay

Socher Insurance Agency

CM Squared, Inc.

Southern California Edison

Community Legal Advisors Inc.

Southern Cross Property Consultants

Dale Carlon Consulting LLC

Stonehenge Trustee Services

Dunn-Edwards Paint Corp.

Sunwest Bank

Enviro Views, Inc.

TARC Construction, Inc.

EPipe Restoration

Three Phase Electric, Inc.

Epsten Grinnell & Howell, APC

Union Bank HOA Services

eUnify

Unlimited Property Services, Inc.

Fenton Grant Mayfield Kaneda & Litt, LLP

Vista Paint Corporation

Fiore Racobs & Powers, A PLC

WICR Waterproofing and Decking

Firstline Security Systems, Inc. Flood Pro 42

Vision Fall/Winter 2017 | www.cacm.org

Better Together

CACM salutes the following members for coming together in the month of October for BREAST CANCER AWARENESS MONTH and donating to the Breast Cancer Research Foundation a total of $40,100!

THANK YOU FOR “CARRYING US CLOSER TO A CURE”

CINDI GRACE | STEVE & TREVOR CAMP

MANAGEMENT

C O R P O R AT I O N

Julie Malvey | Julie Sandler | Katie Janics | Patty Garcia

BY THE NUMBER The number of common interest developments (CIDs) in California continued to grow modestly over the past year, posting an overall increase of 1%, with slightly faster growth in Northern California (1.3%) than in Southern California (0.8%).

California is now home to more than 52,500 CIDs statewide!

2,051 CACM manager members statewide who represent the group of professionals overseeing California CIDs

Continued growth is no surprise, as millions of Californians enjoy the many benefits of CID living including life enhancing amenities, a sense of community and preservation of their investment. The increase in associations also means the need for qualified, professional community managers remains strong.

CACM is proud to offer programs designed to prepare California community managers for their critical roles in the CID industry. Educational courses, certification programs, legislative advocacy and a network of likeminded professionals are just a few of the many ways CACM supports your success.

By taking advantage of the professional growth opportunities CACM has to offer, you are setting yourself up for success as our industry continues to grow. This 2017 industry snapshot proves just how indispensable you and your expertise are to millions of Californians.

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Increase in California BRE subdivision filings from 2015 to 2016

R S | California CID Stats and Figures

52,507

Total number of community associations in California

Number of Californians who live in CIDs

$12.4 Billion

97

Aggregate annual revenue estimated for California associations

Average number of units in a California CID

58

California counties with community associations

Percentage of California housing units represented by HOAs

www.cacm.org | Vision Fall/Winter 2017 45

By Scott Swinton

Prioritization vs. Triage W

hat differentiates prioritization from triage? A disaster.

Whether it be a train wreck or a toddler re-sorting the bottom shelves of the refrigerator, disasters demand decisive action; but action isn't enough. Triage is a need hierarchy established to determine how to act and sort out who or what is in the most urgent need of assistance. As I recall from my First Responder training, the “need” levels break down under some broad categories (These apply best to human lives – but there is some crossover to cabbages, yogurt and strawberry vinaigrette): 1. Those likely to live – whatever the treatment 2. Those unlikely to live – whatever the treatment 3. Those for whom immediate treatment will significantly affect their likelihood of continuing to live As you can imagine, those in category 3 get all the attention.

But, triage is not prioritization. While triage is necessary following a train wreck or refrigerator disembowelment, might it not be good to also maintain the tracks and crossing signals and set refrigerator door “expectations” for the older kids?

Maintenance, protocols and training will grow out of priorities.

Prioritization should help prevent emergencies which demand a triage response.

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But you manage an HOA, not an emergency room or the Norfolk Southern Railroad. How does this apply to the carpet in the community clubhouse or the townhouse roofs? Good question.

The life of a community’s siding, carpet or roof shingles cannot compare to human life, but your decisions about carpet, siding and shingles do affect human lives. What are those decisions currently being based on – a prioritization of future needs or triage of the various existing crises? Quality reserve studies and strategic planning - are prioritization. Poor planning and inadequate reserves - will become triage.

With that being said, it’s only fair to recognize that, like a first responder arriving at a train wreck, you might be in triage mode as an innocent. The previous board of directors, manager or management company may have run the locomotive off the rails, and now you have decisions to make. If you live in or manage a CID built before the year 2000 (and even some built since the millennium) you are among a growing cohort of Californians likely to be addressing deferred maintenance. You know what this looks like – sagging decks, rotting trim and siding, lifted sidewalk sections and collapsed French drains. So, with the goal of avoiding triage situations, let’s explore what prioritization might look like for HOA Maintenance.

Obviously, life safety is paramount. If it's going to kill or physically harm someone – of course, fix it first. Rotting trim should never divert funds from the fire suppression maintenance fund, and seal-coating the asphalt can wait while the tottering retaining wall is stabilized. Bear in mind, what goes into the lifesafety bucket may not be readily apparent. Certainly, compromised elevated walkways and decks go here, but included here also are lifted sidewalks, pool fencing, and that nasty 4-letter word: Mold.

Ah, mold. Yes, I agree that the mold card has been overplayed, but the sordid mold frenzy only gained traction because real people were experiencing real negative effects. Recently, I've seen the pendulum returning on this issue, and well-meaning people are dangerously downplaying the concern. I discourage a cavalier approach, not only for the health implications, but also because with its history, mold carries the banner for the next category of need – Rapid Cost Inflators.

What are Rapid Cost Inflators (RCIs)? RCIs are those issues which if handled timely are easily resolved (like a $1,500 roof repair and drywall patch), but if ignored inflate rapidly into big problems (like a $15,000 roof repair, mold abatement, carpet, drywall and cabinet replacement). Two week’s delay makes a big difference here. Other common rapid inflators are: postponed paint projects leading to widespread rot this year, where only raw wood and open wood joints existed last year; rotting fence posts which will doom the entire fence line if allowed to topple; and landscape irrigation which in disrepair damages structures, and parches landscapes – requiring repairs and replanting.

Another RCI which often comes with the expression, “we should have seen that coming,” is a lawsuit. You should probably think about mold here again. Certainly, any HOA issue can spiral into a lawsuit, but a deferred maintenance suit may gain traction quickly because unlike the barking dog, “damages” can be quickly identified. Whether the owners have legal standing or not becomes quickly irrelevant, since the time and energy demanded to deal with any lawsuit is reason enough to do what you can to avoid one.

General maintenance and upkeep, while not as tantalizing as a new community sign or new LED lights, is the third critical category. Paint regularly, and you will put half the carpenters out of business because the wood-rot will disappear. Seal-coat the asphalt on time. Replace fence posts. Seal cracks in the concrete pool deck. And, regularly monitor where those irrigation sprinklers are pointing.

Don’t be fooled, prioritization like triage is not without its nuance. Many “issues” can be massaged to appear to be a life safety issue. “If we don't replace the roofs now, they could leak and create mold...” “The deck coatings are old and could fail, rotting the framing and collapsing the decks.” “Poor lighting encourages crime…” Consulting with a licensed contractor, engineer,

architect and attorney will be worth the time and money spent on issues such as these that legitimately ride the fence.

Life safety, RCIs and general maintenance are great places to start when building your list of priorities. Placing all of those under the umbrella of good advice from industry professionals is even better.

While even industry professionals have their refrigerators raided by rogue three-year-olds, those same professionals will likely be able to guide you away from poor prioritization leading to triage situations in the HOAs you manage or live in. Neither the individual board members nor the community manager is going to be expert at more than any one slice of the community management pie – if any. Let the Business Judgment Rule work for you by bringing in the experts who can guide you toward sensible priorities. You are going to need the same experts on hand for triage too, but why not learn to, you know, keep the refrigerator door shut?

Scott Swinton is CEO of Unlimited Property Services Inc. in Richmond

www.cacm.org | Vision Fall/Winter 2017 47

What Do We Truly Understand About Ethics?

By Melinda Young, CAMEx, CCAM, PCAM

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I M P O R TA N T FAC T

All CCAMs are required to take an ethics course every three years to maintain their certification in the State of California.

A

s members of CACM, our professional code of ethics may be something we take for granted. It is there and we know we are required to follow the outlined mandates, but past a basic overview, what do we truly understand about ethics?

Most of us define ethics as a concept or practice related to what is right and what is wrong, what is good and what is bad. Right and wrong or good and bad are moral concepts or values. And, morality and values differ between person to person, affiliate to affiliate, supervisor to supervisor and company to company. And, as most of us know, determining what is right or wrong isn’t always as black and white as we might hope.

Fortunately, professional organizations like CACM develop a professional code of ethics for members to follow. Our code of ethics establishes standards in three areas: general, technical and other. Within general standards we find references to topics such as loyalty, fidelity, integrity, confidentiality, due professional care and competence and education. Technical standards includes references to inspections, maintenance, financial operations, insurance, legal issues, communications, records and transfer of client property. Other standards include references to conflicts of interest, use of client funds, fees, commissions and gratuities. Of course, our code of ethics is more exhaustive than this brief listing.

Back to those ethics questions that aren’t black and white – there are a few simple tools for you to use to help clarify the question: “How would this be reported on the local news?” If you knew your decision was going to

be made public in every way, would it change your decision? (Note of appreciation to Mary Howell, Esq. for the news concept.)

Or you could run through this abbreviated list of Questions to Ask When Making a Decision: • Have you accurately defined the problem?

• Would the other party(ies) define the problem the same way? What is different about their definition and yours?

• To whom and to what do you give your loyalty as a person and as a professional?

– Employer or company first and foremost?

• What is your intention?

• Whom could your decision or action injure?

• Is it possible to discuss with potentially injured party(ies)?

• Will your decision still appear to be the most ethical one in six months, a year, five years, ten years?

• And again, if everyone finds out about your decision, will it adhere to our code of ethics?

At the end of day, our professional reputation may be our most valuable resource – without a consistent ethical approach to everyday business dealings, this resource is at risk.

Melinda Young, CAMEx, CCAM, PCAM, is a Senior Vice President with Walters Management, ACMB in San Diego. She is a former Chair and member of CACM’s Board of Directors and is a highly rated member of the CACM faculty facilitating multiple classes including Advanced Ethics, Financial Review, Budgeting, Portfolio Management and BAM courses for new managers.

List of questions amended from CACM’s CMM130 class materials and original author, Laura L. Nash, Harvard Business Review, Vol. 59, 1981

www.cacm.org | Vision Fall/Winter 2017 49

upcoming courses & events

Northern California Calendar LEGEND

Events

Online Courses

DATE

COURSE/EVENT

COURSE/EVENT CODE

LOCATION

JANUARY 18-19 24 24 25-26

The Basics of Association Management Series Ethics for Community Managers Advanced Ethics: Leadership & Decision Making Northern California Law Seminar & Expo

CMM101-102 CMM130 LDR500 LSNC

South Bay Santa Clara Santa Clara Santa Clara

FEBRUARY 1 6 7-8 14-15 21-22 27 28-1

Commercial & Industrial CID Management Insurance Principles The Basics of Association Management Series The California Law Series New Development Community Management Enhance Your Professional Presence The Basics of Association Management Series

SPC450 INS200 CMM101-102 CMM121-124 SPC440 CMM200 CMM101-102

East Bay Online East Bay East Bay East Bay Online Sacramento

MARCH 6 14-15 20 27 27-29

Fundamentals of Effective Governance The California Law Series Strategic Financial Planning Reserves – What, Why, How Portfolio Management

BDA300 CMM121-124 FIN320 FIN200 SPC430

Online Sacramento Online Online East Bay

APRIL 3 4 5 10 11-12 12 12 17 24 25-27 26

Conflict Resolution for Community Managers CMM220 Ethics for Community Managers CMM130 Explaining Financial Statements FIN220 Age-Restricted Active Adult Community Management SPC420 The Basics of Association Management Series CMM101-102 Ethics for Community Managers CMM130 Advanced Ethics: Leadership & Decision Making LDR500 Landscape Water Management Certificate Course WMCC Reserves – What, Why, How FIN200 High Rise Community Management SPC400 Ethics for Community Managers CMM130

Online East Bay East Bay Online East Bay Sacramento Sacramento Online Online San Francisco South Bay

MAY 1 15 16 17

Strategic Financial Planning Spring Forum (Breakfast) Spring Forum (Lunch) Spring Forum (Lunch)

FIN320 FRMSAC FRMEB FRMSB

Online Sacramento East Bay South Bay

INS300 FRMCEO FIN210 CMM121-124 LDR400 BDA220 CMM101-102 FIN300

Online Westlake Village Online SF Penninsula East Bay Online East Bay Online

JUNE 6 Advanced Insurance Principles 7-8 Executive Leadership Summit 12 Assessment Collections 13-14 The California Law Series 14 Human Resource Management 19 Effective Meeting & Election Tools 19-20 The Basics of Association Management Series 20 Budgeting

50

Classroom Courses

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800.300.1704 | www.epsten.com KNOWLEDGE

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www.cacm.org | Vision Fall/Winter 2017 51

The cybercrime industry is rapidly making it difficult for cybersecurity to keep pace with technology vulnerabilities. Cyber criminals do not discriminate when it comes to the size of businesses they target. High-profile attacks make the news, but in reality 90 percent of these crimes significantly impact small to medium size companies.

What Management Companies Should Know About Cybercrime Fifty to 80 percent of all cyberattacks are aided or abetted by innocent insiders, most commonly through an email message that asks a relevant party to click a link or open an attachment. Some attempts are obvious, but many are carefully crafted, appearing very credible – this is where the success of cyberattacks can reach the high end of the range.

The goal of most cybercrime attacks is the theft of private information that is potentially sold on the dark web. Inherently, businesses have the care, custody and control of some type of third-party private information stored either physically or electronically. That responsibility creates a direct cyber liability exposure. Even when the information is transferred to a thirdparty service vendor, the responsible parties will still have at least a vicarious liability* exposure.

Community management companies take on the direct care, custody and control of the association’s private information as part of their contracted services. This creates a direct cyber liability exposure for the management company as the responsible 52

Vision Fall/Winter 2017 | www.cacm.org

keeper of this information. The associations they manage typically do not have direct control of the private information, so their risk exposure is generally limited to vicarious liability. However, it is important to consider the cyber exposure of each association to determine their level of control.

Types of Cybercrime that Directly Impact Management Companies Ransomware attacks are the fastest growing type of cybercrime. The infection of prominent websites and downloadable applications has become a common means to attack computers. The latest ransomware virus can leap from computer to computer once unleashed within an organization. It will freeze the computers until a “ransom” is paid (usually in virtual currency known as Bitcoin). The recovery of files is questionable even when the ransom is paid. Management companies are encouraged to establish a strong software backup system to protect against the potential loss of data due to a ransomware attack.

Cloud computing technology is a very appealing infrastructure platform that is

Are Types of

e We Covered?

Insurance Management Companies Should Carry in an Age of Cybercrime and Other Threats

By AnĂŠ Agostini, CIC, CRM

www.cacm.org | Vision Fall/Winter 2017 53

Are We Covered?

Continued from page 52

being adopted by many management companies. Distributed Denial of Service (DDoS) is a type of cybercrime attack that compromises a business’s cloud network connectivity making it impossible to access your resources. DDoS attacks are an attempt by a malicious party to overload valuable resources such as e-mail services, internet access, web servers and network systems housed in the cloud to shut down access. The conveniences and cost benefits of transferring these services to a third-party cloud vendor should be weighed very carefully against the potential retained liability and potential cybercrime loss exposures.

Best Practice Approach for Managing Cybercrime Risk • The education of employees and the important role they play in cybercrime loss prevention should become a standard part of the human resource department. Management companies should have an established cybercrime policy and set of procedures. Utilizing an experienced IT consultant can greatly assist with educational tools and training for your employees.

• It is also important to contract IT services that offer a proactive monitoring approach to cybercrime exposures.

Establishing an ongoing annual agreement for IT maintenance and monitoring services plays an important part

in controlling the cybercrime exposures. If a management company utilizes in-house IT expertise, an IT consultant should be utilized as a separate firewall layering strategy.

• The growing cybercrime exposures cannot be 100 percent prevented for any management company. Therefore, it is important to develop a best practice insurance strategy that creates an indemnity firewall against the complicated moving parts of cybercrime.

Best Practice Insurance Strategy for Management Companies and Their Association Clients It is important to understand that cyber liability coverage is triggered by the insured that has the care, custody and control of third-party private information on their computers. Because the management company inherits this exposure from their association client agreements, a cyber liability insurance policy becomes an important risk management tool to protect them against cyber related losses.

In turn, your association clients are transferring the care, custody and control of private information to your management company. However, they are still responsible for the safe keeping of that information, which creates a vicarious liability exposure for potential legal actions tied to the management company’s responsibilities. The management company cyber liability insurance policy will not provide coverage for the association’s exposure, so coverage for the association client would need to be addressed.

Insurance Solutions Coverage for the Management Company and Their Clients The insurance industry solution has been to insure each entity separately. However, the cost of a stand-alone cyber policy for associations has not been cost effective, so very few have purchased coverage. The cost factor is even more compounded by the association’s limited vicarious liability exposure.

The recommended solution is for the management company to seek a cyber liability insurance policy that can address the coverage needs of both their company and their association client’s vicarious liability exposure. This is a cost effective method to insure both the management company and their association clients properly.

What Exposures Are Not Covered on a Cyber Liability Insurance Policy?

One of the fastest growing cybercrime claims is the electronic theft of bank funds involving business online banking activity.

This type of cybercrime is referred to as “computer fraud” and is typically caused by an innocent employee clicking on an email link that allows a hacker to steal the online banking sign on/password, remote in and steal the funds out of the account. Five years ago, very few management companies used online banking, but today most use online banking for their client services because of the efficiency.

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It is important to understand that cyber liability insurance does not cover the actual electronic theft of bank funds (money) by a third-party. There would be coverage for the cyber breach portion of the loss and coverage for the management company if they were sued for the damages, but no coverage for the bank funds stolen.

What Type of Insurance Policy Would Provide Computer Fraud Coverage?

Computer fraud coverage is found on a broad-form, standalone fidelity insurance policy. This is an optional coverage designed to cover electronic theft of bank funds on any computer caused by a third party. Because coverage extends to any computer, those who have care, custody and control by contractual agreement of client bank funds would be covered.

Who Should Purchase Computer Fraud Coverage?

The management company has the care, custody and control of their client bank funds, however it is highly unlikely they can afford or even insure for the total theft exposure of all associations. Each association should carry a computer fraud limit on a stand-alone fidelity insurance policy equal to their employee theft coverage limit to ensure adequate protection. At the very minimum, a management company should carry computer fraud coverage equal to their employee theft coverage limit on their own fidelity insurance policy.

Do I Still Have a Cybercrime Exposure When I Transfer Services to a Third Party Vendor?

Many electronic services are contractually transferred by either management companies or their association clients to third party vendors. These vendors typically take on the care, custody and control of the private information associated with the services rendered, but their contractual agreements seldom provide indemnification or additional insured protection in favor of the management company or their association client. It is important to remember to address this deficiency when contracting services and understand that a vicarious liability exposure may still be retained.

Finally, a mental shift surrounding cybercrime must occur within our industry in order to stay ahead of the developing perpetual cyber threats coming down the pike. The technology of tomorrow will bring more challenging cybercrimes that will demand more aggressive risk management strategies. Stay ahead of the cyber curve.

Ané Agostini, CIC, CRM, is CEO of CID Insurance Programs. * Vicarious liability is a legal doctrine applicable in the state of California that creates liability for a person or organization whose activities did not actually lead to an incident but that has a special relationship (the right, ability or duty to control) with the one who did.

www.cacm.org | Vision Fall/Winter 2017 55

Doing Your Industry Y A Doing "Your Part” When You're

New To The Industry Regularly attend industry functions.

Always come away from a function with new relationships formed.

Don’t be afraid to ask questions. Seek out multiple opinions to situations you are encountering. You’ll discover a great deal about how to handle those situations and who within the industry is open to supporting others.

Seek out “the best” companies in the industry to work for. They are the ones who believe in training their employees well and ensuring they are well-represented in the communities they serve. Working with the best will always challenge you to be your personal best.

Get educated! In addition to industry certifications, read the trade magazines, attend industry functions, and get involved in making an impact in the industry as a whole.

You’ll quickly watch yourself move from “newbie” to “veteran.”

Don’t be afraid to ask for advice. What many new managers don’t realize is that more experienced managers welcome the opportunity to share what they know. The biggest mistake is in not asking the question.

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little over 40 years ago, the community management industry was created by a dedicated group of individuals committed to ensuring the industry developed with the highest standards of professionalism and education possible. They worked together identifying areas of opportunity and challenge while shaping the future of the industry. The sky was (and still is) the limit and their desire to create and mold a new industry has forever given them the title of “industry veterans.” Although these individuals are, in many cases, still working within the field, many are reaching retirement age and (whether they will actively admit it or not) are thinking about the next chapter of their lives. Will they sell their business? Dissolve their business? Pass it on to a loved one? Train up a younger manager to take over the business?

As veterans retire, more and more managers are branching off and beginning their own companies with a desire to make an impact in the lives of those they serve. Soon, the industry will have new leadership. The question is, are these future leaders ready?

Have they developed the necessary relationships and mentors

BY E M I LY YO S T

Part for the You Serve to guide them? Do they feel comfortable reaching out to industry veterans to ask questions or seek wise counsel without fear?

CACM hopes the answer to these questions is YES! Every day, new individuals enter our industry’s workforce and are either met with assistance from quality mentors or rely on instincts and certifications to see them through their daily tasks. Although instincts are important, they can also lead to mistakes that cost homeowners time and money. These future industry leaders deserve proper guidance on how to build and protect the communities they serve, in addition to how to build a long lasting career.

Whether you are new to the industry or have been working successfully for much of its existence, there is an opportunity to positively impact the community management industry. CACM thanks you in advance for leading by example.

Emily Yost is the Marketing Director for MPS Financial, LLC in Rancho Santa Margarita.

Doing "Your Part” as an

Industry Veteran Regularly attend industry functions. While continuing your own education, remember you are a resource to others.

Seek out new managers. Be the first to introduce yourself to them. You were new too, once. Share what you know and engage with those new to the industry. You stand in a unique position to be an asset to the industry as a whole.

If an owner/executive, build a reputation as the best company in the industry to work for! Train and treat your employees well. Be the example of “industry professionalism.”

This leadership defines how community management companies should operate.

Leave a legacy in our growing industry that reaches far beyond yourself.

Commit to educating others. As an industry expert, offer advice to others. Look for opportunities to mentor those within your sphere of influence. Let them know you welcome the opportunity to assist them should they need it.

Be available and open for support. As a veteran, you are a wealth of knowledge. Be the kind of individual that answers questions when asked. It’s an honor and privilege to be asked – it says a lot about who you are within the industry. www.cacm.org | Vision Fall/Winter 2017 57

maintaining high standards

New Individual Manager & Management Business Members

CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these members from the second and third quarter of 2017!

Pro Plus

Stephen Coffaro Christine Holcombe Tyler Larcom Tamara Renteria

Pro

Tony Abad Daniel Akulow, CCAM Violet Alholm Kaitlynn Armintrout Lauren Bates Christy Beck, CCAM Angela Begley Leslie Benjamin, CCAM Brittany Bennett Joe Benson Susan Besek Sara Biller Yvonne Blanchard, CCAM Stacy Blom Christine Breit, CCAM Michele Brooks, CCAM Theresa Bruns Ashley Bump, CAFM Jennifer Buxton, CCAM Shawnna Carr Latisha Carver Denise Castaneda, CCAM Jackie Castillo Rhee Chen, CCAM Luis Chim Andrea Clark, CCAM Steve Cluse James Colby Dennis Cooke Niccole Cordova, CAFM Cheyne Cowne M'Lynn Creighton Irene Cutaia Anne Davis Larry Day, CCAM Kylie Decker, CCAM Michele Dickinson Lori Draper Jonathan Fleming Victoria Frades, CCAM Leila Franck Alexis Fulbright Lowell Fuselier, CCAM Shelley Gaboury Monica Gale Cheyenne Gallardo 58

Mary Garcia Cindy Gaytan Maria Goins Claudia Golden Kayla Gonzalez Bruno Granatowicz, CCAM Jennie Grimsley Natalie Guerrero Ron Haas Tawanna Harris, CCAM Matthew Holbrook, CAMEx Samantha Hopkins John Hopkins Katin Horan Ashley Hu Toni Hughes, CCAM Rebecca Hull Marian Huntsman Heather Hutchison Victoria Jeune Gladys Jimenez, CCAM Kambra Johnson, CCAM Kevin Jones Taylor Jue, CCAM Cinthia Karim Shari Kenyon John Kim Lanese King Tracy Kreiss Melanie Kuhn Erin La Flamme Stephen Lamb Ann Landers, CCAM Julie Leanos Amaya Lopez Cynthia Lucero Aldina Maciel Courtney Mack Angela Malone Seantell Marron Krystal Martin Marissa Martinez, CCAM Shawna Mathews Nancy McLennan, CCAM Virginia Meade, CCAM Leaha Montano, CCAM Aaron Moses Cheyenne Murray Nicoleta Nagy Sashi Narasimhan Gloria Newman Ashley Oliver-Roquet, CCAM Thomas O'Neil

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Blake Pair Jerod Pannell, CCAM Jessica Pollard, CCAM Cody Prater, CCAM Ray Ramirez, CCAM Stephany Ramirez Zapata, CCAM Carissa Ratliff Michael Rewald Yvonne Reyna Joey Rice Donna Rickman Mark Routon, CCAM Adrianna Salsedo Maria Saracay Cynthia Schick Matthew Schwartz, CAFM Tehmas Shaikh Courtney Sheldon Roxanne Smith Amanda Soler Lynnette Sousa Rachel Speights Brianna Stoecklein Kylee Swanson Michelle Tagata Tracy Talley Mia Thornton Veronica Treto MaryAnn Treziok Sue Tuttle, CCAM Jennie Udeh Danielle Uhalde Mayu Valladolid Dina Varellas Jacqueline Vasquez Melissa Vitali, CCAM Christy Whalen Mallory Whalen, CCAM Malissa White Carol Whitley Mark Whittiker, CCAM Lorena Wilkin Alisa Woolsey, CCAM

Apprentice Paul Adams

Business Plus Members

Infinity Property Services, Inc. Valencia │ (800) 707-5670 www.infinitypropertyservices.com

Business Members

Ambassador Property Management Vista │ (760) 945-8107 www.ambassadorpm.com Dial Square Property Management Palm Desert │ (760) 565-2227 www.dialsquare.org Heritage Ranch Owners Association Paso Robles │ (805) 238-9641 www.hroa.us Openworld Properties Oakland │ (510) 250-0946 www.openworldproperties.com Pacific Union Property Management Napa │ (707) 265-6556 www.pacunionpm.com Smith Ranch Homes HOA San Rafael │ (415) 492-4916 www.smithranchhomes.org Specialty Real Estate Services Pleasanton │ (800) 422-2144 www.sresonline.com Willis Management Group, Inc. San Ramon │ (925) 901-0225 www.willismg.com