Vision Magazine Fall 2013

FALL 2013 THE VOICE OF CALIFORNIA COMMUNITY MANAGERS

Step up the pace Ways to Accommodate Aging Californians

Redirecting Shortcut Boards How to Avoid Deferred Maintenance Pitfalls

Are You Active Adult Material?

Learn Expectations for This Evolving Specialty

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pacificwesternbank.com www.cacm.org | Vision Fall 2013

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FA L L 2 O 1 3

F e at u r e s

8

4

Keeping Pace with Aging in Place Considerations and modifications for accommodating older homeowners

By Lori R. Storm, CCAM

14

Graying in the Golden State

By Bobbie Gaffney, CCAM, PCAM

18

Lead-Based Paint: Facts and Figures

By Bill Butler

22

The Shortcut Board

By Vicki MacHale, CCAM

34

Square Peg in a Round Hole

By Tara Graviss, CCAM

45

What California Community Managers are Saying About the Active Adult Specialty

51

Is Older Wiser?

By Dean Jackson, CCAM

54

Are You Active Adult Material?

By Sascha Macias, CCAM

Vision Fall 2013 | www.cacm.org

56

Someday Has Come – Now What?

What to do when components run out of useful life

By Clint McClure, CCAM

D E PART M ENTS

7

President’s Message

12

From the Roundtable

20

Fall Calendar: Southern California

27

Spotlight on Education: SPC420 Active Adult Community Management

30

In the Boardroom: Castles, Kingdoms & Community Associations

news bits

28

New Manager & Management Firm Council Members

32

Meet the Board

36

CACM’s 22nd Annual Statewide Expo & Conference Highlights

40

Congratulations Managers

44

Member News

48

Professional Standards Committee (PSC) Report

49

New Affiliate Members

58

Thank You to Our Sponsors

By Karen D. Conlon, CCAM

A Message from the Board

By Susan Sharp, CCAM

43

Fall Calendar: Northern California

59

Advertiser Index

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www.cacm.org | Vision Fall 2013

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Vision

THE VOICE OF CALIFORNIA COMMUNITY MANAGERS

Fall 2013 • vol. 22, no. 3

President & CEO | Karen D. Conlon, CCAM Vice President | Vicki Hite, CAE, CCAM

Managing Editor | Brenda K. Teter

Assistant Editor | Emily Stegman

Advertising | Brenda K. Teter

Editorial Advisory Committee Brian C. Blackwell, CCAM West Coast Management Firm, Inc.

Vicki MacHale, CCAM ARK Management

Matt Davenport Monarch Environmental, Inc.

Sascha Macias, CCAM FirstService Residential California, LLC

Bobbie Gaffney, CCAM, PCAM The Gaffney Group, Inc.

Clint McClure, CCAM McClure Management, Inc.

Patty Garcia, CCAM, PCAM MCM, LLC

Susan Sharp, CCAM J.D. Richardson Company

Tara Graviss, CCAM Walters Management, ACMF

Lori Storm, CCAM FirstService Residential California, LLC

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Vision Fall 2013 | www.cacm.org

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

Magazine content ©2013 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 800.363.9771 • 949.916.2226 • Fax 949.916.5557 • 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.

Associations Get Better with Age

H

istory tells us that great missions take time and dedication to gain the momentum and success they command and deserve.

The American Red Cross, for example, is more than 130 years old, started with a handful of local volunteers and now has 13 million volunteers in 187 countries. Similarly, United Way celebrated its 125th anniversary last year, and has been able to help countless individuals and families achieve their human potential through its growth into nearly 1,800 community-based chapters in 40 countries and territories.

CACM is now entering its 23rd year and, while that may not seem like a long stint compared to the aforementioned organizations, the accomplishments we have made in that time have been significant – the passage of AB 555, which defined certification; career training with more than 200 professional courses and programs offered each year; the establishment of a Code of Professional Ethics; and the development of a masters level certification program – to name a few. And, there are many more accomplishments on our horizon that support the growth and professionalism of this industry.

As we travel along the path toward our third decade, CACM is poised to solidify our relevance in California’s growing CID market and reinvent where necessary. We are hard at work identifying key aspects of the CACM brand that will strengthen our foundation, enable us to spread the word about this profession and, most importantly, showcase professional managers like you who fulfill a vital need in our great state.

As your advocate, CACM continues to build respect and recognition for the community management profession, and we remain committed to the ideals that drive our organization, including: • CACM’s difference is our California expertise.

• Our ability to provide community managers with career growth and professional development solidifies our relevance in this industry.

• There is pride in the fact that we were formed by community managers, for community managers.

• We are all united in our efforts to create opportunities for a community of professionals to connect and learn from one another.

When I look ahead to your future and our evolution within the industry, one thing’s for sure: CACM is the first choice for California community managers seeking professional growth and development. And yes – we do get better with age.

Karen D. Conlon, CCAM President & CEO

www.cacm.org | Vision Fall 2013

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“

“"You

hese a associa and cater to t adult commu but preparing trend. Even if the lessons fo interact with

Keeping Pace

By Lori R. Storm, CCAM

8

Vision Fall 2013 | www.cacm.org

wit

“”"Could you repeat that?"”

u need to talk directly into the microphone." “"I can't read this agenda.

The type needs to be larger."

are the comments I typically get from members who attend the board meetings for the ations I manage. You see, I work for associations that embrace the aging in place philosophy the needs of people who need services beyond the active unity experience. This may not be your experience yet, g for such a shift puts you at the leading edge of this f you don’t plan to move into this growing market, ound within this area of the industry can help you a growing segment of the overall population.

th

Continued on page 10

Aging

in

Place

Considerations and modifications for accommodating older homeowners

www.cacm.org | Vision Fall 2013

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Keeping Pace with Aging in Place Continued from page 9

Every year the media talks about the aging population, and the first of the Baby Boomers are retiring. Like so many other markets that are catering more and more to seniors, homeowners associations are noting the trend. Community managers should be thinking along these lines as well and begin to embrace the older population as part of community membership and board member participation.

you strategies to approach difficult personalities on the job. Search the online calendar at www.cacm.org for upcoming offerings.)

Then there are the issues of memory and attention that start to creep into the equation. Older homeowners may not remember what they asked you to do or what they said they would do.

Memory can skip over recent events and capture things that are in the past.

These people want (and need) to be heard, meaning patience and persuasion are your best tools.

These people want (and need) to be heard, meaning patience and persuasion are your best tools. By listening to these homeowners, you will gain insight into community issues. They need to be guided from where they are to where the law and the industry leans in terms of best practices. They need to be given the opportunity to succeed.

Senior Bodies

Senior Brains

This will be the most insightful and frustrating group you will ever work with. These are the people who often have decades of business and life experience and the wisdom that comes with it.

They have dealt with all types of people and wrestled with every kind of challenge. When it comes to working through a problem, collaboration with the older generation will give you lots of help.

These are the very same folks who can make you want to grit your teeth in frustration. This life experience often comes with a decided perspective that equates to a “this is the only way to do this” way of thinking. Now, you get three or four of these assertive types on a committee and things can heat up pretty quick.

(Speaking of assertive types, CACM’s new How to Deal with Conflict and Other Communication Challenges course can give 10

Vision Fall 2013 | www.cacm.org

This is where understanding and accommodation are your best allies. Try to look at the physical world from their point of view. Are meetings being held where people with physical limitations have access? I am not just talking about wheelchair accommodation. Is there parking close by for those who cannot walk far? How many stairs separate members from the meeting place? Look at the place itself. You want to know that chairs are comfortable, the acoustics are good, the audience can clearly see the board and the lighting is adequate.

Investing in a good sound system keeps the membership engaged and involved. If they cannot hear what is going on, they won’t attend the meetings. Lose attendance and your volunteerism shrinks. Lose your committees and that leaves you and the board to get everything done – or worse yet, nothing gets done in the community.

Make sure the agendas for the community are printed in at least 14-point type. Cataracts and failing eyesight appreciate the gesture.

Senior Community Living: Making Accommodations

Now take a look around the community itself to see if the rules and realities of the community mesh. For example, rules may state that residents keep their cars in the garage or that commercial vehicles are restricted. But the reality for seniors living in their

homes means they may have caretakers coming each day or even living in the home. Rules need to be adjusted for these drivers.

Vendors also may be on site to deliver oxygen or other necessary items. Everyday services such as cleaning and cooking may be provided by commercial services on a regular basis. These examples show that it takes more people to allow owners to age in place, which means it is important to look at and modify rules to honor these needs.

In addition, it becomes more critical to keep the traffic slow on streets. Just as children darting out into the street creates a need to keep drivers cautious in other communities, it can be forgotten that even a community that lacks children is filled with people whose reaction times and mobility are impaired.

Architectural guidelines may need adjusting as well. Seniors may need accommodations to stay in their homes, such as wheelchair ramps and handicapped parking. Don’t be caught unprepared when you are asked about special accommodations.

Prepare your boards for what is coming. Now is the time to consider architectural guidelines for accommodations. No one wants to be writing these things after someone installs a rickety wheelchair ramp in his front yard.

Senior Engagement

In addition to the items listed above, onsite transportation may be a key to continued community involvement. Residents can use golf carts to easily get from their home to a community clubhouse for board and committee meetings.

Take a look around the community itself to see if the rules and realities of the community mesh.

On site staff can also provide this service with a six-seater electric cart maintained by the association. Landscape and Architectural Review Committee walk-arounds can easily become drive-arounds, allowing members with decreased mobility to stay active on committees.

Seniors need to avoid becoming isolated. You may want to make a special effort to reach out to these folks and invite them to events. You might find a neighbor who is willing to shuttle them to board meetings and other community activities.

Aging is Inevitable

Don’t think that if you do not seek senior communities to manage, then you won’t have to deal with these things. The media abounds with dire statistics of retirees not having enough money saved to live well. This means they may be staying in the family home (in your HOA), even as they lose their ability to do so comfortably.

To start you thinking about ways to accommodate older homeowners, there are a number of things an association may want to consider implementing in order to assist them in managing their needs: • Contact a community outreach program that provides resources for seniors. This could include a list of phone numbers for companies that provide special services, such as where to get an emergency pendant, how to get meals delivered, or how to contact a transport service. This information could be put in your newsletter or delivered with other community news.

• Consider the worth of gathering emergency contact information for your residents so you can contact them in case you become concerned or there is an incident involving your residents.

• Form a volunteer committee who provides wellness checks for the elderly in your community. While the association may not be specifically responsible for the people living in the homes within your community, such a service could alleviate problems down the road.

Whatever your boards may choose to do in the coming years, ignoring this population will not work. If you take a positive, proactive approach to this population change, you will be rewarded with more vibrant and more experienced board and committee members – which are a truly valuable resource to you as a community manager.

Lori R. Storm, CCAM, is a community manager with FirstService Residential California, LLC, in Gold River.

www.cacm.org | Vision Fall 2013

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The Subject of Aging – It’s About Us!

I

n 2009, the CACM Board of Directors commissioned a study from the Forbes Group. The Forbes Group provides research and evaluation of a specific industry’s market, the challenges facing that market and tools for future positioning.

At that time, Forbes identified four specific “markets” that would change the common interest development industry. Those markets included: • The social and physical needs of an aging population • The social and infrastructure needs of mobile workers • The flagging financial security of all households • Water conservation

What are we doing to foster and mentor growth from inside our own companies or through other avenues?

From where we now stand in mid-2013, our industry has already been significantly impacted by two of these four areas.

We are just now pulling out of flagging financial security and the resulting collection activity and, while our clients may not have transitioned to mobile workers, they certainly wish to receive information in a “mobile” world (how many management reports are now read on smart phones or tablets?).

Water conservation in California has been a constant concern before the construction of the Hoover Dam – and it does impact our industry, but often gets set aside in light of more pressing concerns. Finally, we are left with the social and physical needs of an aging population. And, much of this issue of Vision is dedicated to that reality.

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Vision Fall 2013 | www.cacm.org

The reality of an aging population impacts our industry at another level – perhaps a level that is more challenging than upgrading and replacing physical components or addressing the expectations of aging homeowners.

We, as an industry, are also aging. Last year’s survey of the membership indicated that less than 25% of the respondents were under the age of 40 and less than 7% of the respondents were under the age of 30. Where will our “new blood” come from? How do we attract young, enthusiastic professionals to our industry? What are we doing to foster and mentor growth from inside our own companies or through other avenues?

These kinds of challenging questions exemplify what the Board discusses at each annual Strategic Visioning. In late 2012, the Board identified the need for a larger, more professional pool of candidates – and what better way to encourage potential managers by offering an educational opportunity. CACM launched a new class in August, CMM100 Intro to Community Management, which is being made available to support staff and individuals who want to learn more about the various career paths available in the community management industry.

This educational opportunity is also ideal for those onsite staff members who are looking for a career direction and don’t recognize how their customer service skills may translate into a professional occupation.

As we know, our colleges and universities don’t yet offer a bachelor’s degree in community association management, but through our internal educational offerings and efforts, we can attract and retain the great talent that is essential to the continued success of our profession.

On behalf of the CACM Board, Melinda Young, CCAM, PCAM Board Chair

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Vision Fall 2013 | www.cacm.org

By Bobbie Gaffney, CCAM, PCAM

The Golden State is beginning to show its age, graying a bit as the Baby Boomers of the 1960s begin to enter their “golden years.” Already, one in every nine Californians is age 65 or older, and that will increase to one in five within the next 25 years.

A

ccording to the U.S. Department of Health and Human Services: • The older population in the U.S. (65 +) numbered 41.5 million in 2011, an increase of 18% since 2000. The number of Americans who will reach age 65 over the next two decades increased by 33% during this period.

• More than one in every eight (13.3%) of the population is an older American.

• Persons reaching age 65 have an average life expectancy of an additional 19.2 years.

• About 28% (11.8 million) of independent living seniors live alone.

The elderly are less likely to change residence than other age groups. From 2011 to 2012 only 3% of older persons moved as opposed to 14% of the under 65 population.

Of the 25.1 million households headed by older persons in 2011, 81% were owners and 19% were renters.

Some type of disability (i.e. difficulty in hearing, vision, cognition, ambulation, self care, etc.) was reported by more than 35% of men and women over the age of 65.

Even more staggering are the statistics from the California Department of Aging: • The state’s elderly population is expected to reach 12.5 million by 2040, an increase of 232% from 1990.

• The fastest growing segment of the population is persons age 85 and older.

• One in five Californians are now 60 years of age or older.

• California has the highest number of people age 65 or older compared to other states.

Are we ready for this so called silver tsunami? We need to understand the impact that these aging Californians will have on community lifestyle and policy issues.

Continued on page 16 www.cacm.org | Vision Fall 2013

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aging-friendly design Aging-friendly design incorporates physical, social, and technological infrastructures to enhance older adults’ ability to respond to basic challenges of later life. The characteristics of aging-friendly design include efforts to: Compensate for age-related disabilities. Walk in the shoes of an older person. As we get older, we don’t lift our feet as high when we walk. Raised concrete and uneven ground around a building are bothersome; innocuous thresholds are a nuisance; and slippery walkways are dangerous.

Walkers and wheelchairs will need to be accommodated. Make safety a priority.

Create opportunities for connection and meaningful interpersonal relationships. Plan social activities geared toward your older members. Outings, movie nights and theme dinners will provide opportunities for seniors to meet and mingle.

Make meaningful contributions. Utilize the expertise of your senior members by appointing them to committees. Set goals within your community for increasing older adult participation in event planning, strategic planning and volunteer efforts. Many older citizens age 65 to 69 are still gainfully employed and have much to offer.

Provide challenging, enlivening, growth-producing experiences.

Implement a variety of structured and unstructured physical activities to increase endurance, strength, flexibility and balance. Group-based physical activity increases participation and motivation in older adults.

Graying in the Golden State Continued from page 15

Learning to be Aging-Friendly In recent years, a movement of sorts has begun to emerge – a growing recognition that our communities need to become more “aging friendly.” As forecasted in the economic scan preformed for CACM by the Forbes Group in 2008, a number of communities are developing innovative initiatives to prepare for the aging of their members and transform communities, whether through carefully designed new developments or rehabilitation of existing facilities. This requires that we view the current environment through eyes that may be older than our own.

What do most older adults want? Simply put, they want to reside in private spaces that support their physical, psychological and social wellbeing. They want the option of continuing to live in their homes, rather than being forced to move simply because they are experiencing the expectable personal changes that come with age.

In aging-friendly communities, services and programs exist to ensure residents’ basic health and service needs are met.

These communities are designed to enable individuals to overcome potential barriers to independent mobility and social interaction, as well as to provide ample opportunities for older adults to develop new sources of fulfillment, productive engagement, and social interaction.

Eighty-five percent of adults 65 and older can live independently, and many of them are living in the common interest developments that we manage. We must face the new challenges that an aging population brings. The key is to start thinking today about how your HOAs will respond to aging residents – socially, in your governance and in the operational aspects of the HOA. A community’s ability to prepare for an aging population will depend on innovative efforts by management, boards of directors, service providers, community representatives and older adults themselves.

Bobbie Gaffney, CCAM, PCAM, is President of The Gaffney Group, Inc. in Palm Springs.

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Vision Fall 2013 | www.cacm.org

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www.cacm.org | Vision Fall 2013

17

Lead-Based Paint: Facts &

I

t has been three years since the Environmental Protection Agency’s regulations regarding lead-based paint became effective.

Unfortunately, there continues to be some confusion and uncertainty surrounding the issue. The question of the age of a community and whether or not it has been tested for the presence of lead-based paint (LBP) has not yet been firmly imprinted in the mindset of many community managers. When doing job walks for painting or construction work, the question seems to come as a surprise to many community managers and, most frequently, testing has not been done.

This presents an obstacle for projects because the presence or absence of LBP must be confirmed before accurate pricing can be developed and the work performed.

In most cases, the presence of LBP will mean additional costs due to the extra work that will be required. Be cautious of contractors who make light of the need for testing or dismiss it altogether. This will be at their own peril because the EPA is actively fining companies who fail to comply with the regulations.

Test your knowledge of this “aging� issue by seeing how many of the following facts you know:

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Vision Fall 2013 | www.cacm.org

July 2015

The EPA has agreed to sign a proposed rule covering Renovation and Repair and Painting (RRP) program for Commercial and Public Buildings, unless the agency determines that these activities do not create lead-based paint hazards. This could mean commercial and public buildings that have otherwise been exempt may have to be tested for LBP and treated similarly to residential buildings if they are shown to have LBP.

The percentage of homes built between 1960 to 1978 that contain lead-based paint. The closer the date of construction is to 1978, the less chance the building has lead-based paint.

Children Under Age 6

This is the age group that is most affected by accumulation of lead in the bloodstream, including damage to the brain and nervous system, hearing loss, kidney and liver damage, hyperactivity and, in extreme cases, death.

& Figures

Earth Day 2010

April 22, 2010, is the date the EPA Regulations (Section 402 of the Toxic Substance Control Act) regarding lead-based paint took effect nationwide.

$37,500 The daily fine that can be imposed for not complying with the law.

1978

Residential buildings, with some exceptions (i.e., senior housing), built prior to this year must be tested for the presence of lead-based paint if more than 20 square feet of the exterior or six square feet of the interior will be disturbed.

Indefinitely...

Third-Party Testing Testing for the presence of leadbased paint must be done

The length of time you want to

by a State-Certified Lead

preserve copies of test results that

Inspector/Risk Assessor.

show no presence of lead-based paint.

If testing is not performed,

Those documents will eliminate the

contractors must assume that target

necessity to have to deal with this

buildings have lead-based paint and work accordingly.

issue again.

The cost of the additionally required work will most likely exceed the cost of testing.

Provided by Bill Butler, Director of Business Development for PrimeCo Painting & Construction, based on information from the EPA and EPA Discussion Guide (Background and Discussion Areas for Public Meeting on EPA’s Proposed Renovation, Repair and Painting Rule for Public and Commercial Buildings – May 2013).

www.cacm.org | Vision Fall 2013

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upcoming courses & events

Fall Calendar – Southern California Date

SEPTEMBER

12 18-19 25 26 26

OCTOBER

2-3 8 9-10 9 16-17 23-25 29 30 30

NOVEMBER

See upcoming Northern California offerings on page 43.

20

5 5 7 7 14 21

DECEMBER

4 5

Vision Fall 2013 | www.cacm.org

Course/EVENT

Course/Event Code

Location

Ethics for Community Managers Basics of Association Management Series Risk Management in Community Associations Leadership Values and Ethical Decision Making Effective Meeting and Election Tools

CMM130 CMM101-CMM102 INS400 LDR500 BDA220

Laguna Hills San Diego Laguna Hills San Diego San Diego

Basics of Association Management Series Forum Luncheon California Law Series Forum Luncheon California Law Series Large Scale Community Management Forum Luncheon Ethics for Community Managers Enhance Your Professional Presence

CMM101-CMM102 FRMLA CMM121-CMM124 FRMVEN CMM121-CMM124 SPC410 FRMOC CMM130 CMM200

Laguna Hills Culver City San Diego Camarillo Laguna Hills Indio Costa Mesa San Diego San Diego

Strategic Financial Planning Forum Breakfast Effective Meeting and Election Tools Leadership Values and Ethical Decision Making Professional Development Seminar Forum Luncheon

FIN320 FRMCV BDA220 LDR500 PDSSC FRMSD

San Diego Palm Desert Laguna Hills Laguna Hills Costa Mesa San Diego

Human Resource Management LDR400 Holiday Reception

Laguna Hills Newport Beach

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Y

ou hear all sorts of horror stories in this industry, but until you actually have to deal with a true “shortcut board,� one cannot begin to imagine the true chaos that ensues when you are the person who is expected to pick up the pieces. Sometimes the fallout of bad decisions is immediately apparent, and sometimes it takes years for the damage to rear its ugly head.

I have the pleasure of working with a board, as the first-ever professional management company, who is in the unenviable position of trying to fix 40plus years of shortcuts; these shortcuts have resulted in an estimated $20 million dollars of deferred maintenance.

By Vicki MacHale, CCAM

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Vision Fall 2013 | www.cacm.org

Insanity: Doing the sam and expec

me thing over and over cting a different result. ~ Albert Einstein

When I was asked to write this article, I thought it would be an easy lesson: just do everything the opposite of this community and you will be fine. From a maintenance standpoint, I would be correct, but before we condemn, they have done a few things right … kinda. Dysfunctionality (my own made up word) at its best, but somehow this core group of original owners has managed to build a village. If you want to know who to go to when you run out of your pain, sleeping or depression meds, they have a call list. If you want to know where the sale is on Depends, canned chili and wine, just ask the shopping committee. If you need a ride to the doctor, store or a person to put on your “help I’ve fallen and I can’t get up bracelet,” there is a self-appointed committee.

They have had the same mailman since inception, and while it takes three full days to deliver the annual budget mailing, this man can spread gossip faster than Call-Em-All. On days that he is late to deliver, the office gets phone calls to see if he is (1) sick, (2) has unusually juicy gossip or (3) if his prostate, apparently the size of Rhode Island, is bothering him. (You just can’t make this stuff up.) Now don’t take this to mean that the longtime residents are all nice.

Some of them will poison you during the day, just so they can amass Good Samaritan points by nursing you back to health at night. One thing is for certain, while they point out every mistake made by every board over the past 40-plus years, the minute you try to change something, they chant in unison, “BUT THAT’S THE WAY WE’VE ALWAYS DONE IT!” Rather than go into detail as to what led to their downfall, I have outlined a few of the major errors. Hopefully none of this sounds familiar to you, but if it does, you need to have a serious discussion with your board.

Historical Shortcuts & Fallout Self-managed for 40-plus years with excessive turnover of staff.

• Loss of history and/or history is gained by whomever remembers the best and/or yells the loudest at the board meetings.

Continued on page 24

www.cacm.org | Vision Fall 2013

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• Lack of qualified managers and/or managers who were willing to stand-up to the board. (Did I mention they have a nine member board?)

Operating increases were offset by reducing staff, staff benefits and reserve funding in order to keep assessments low.

Customer service expectations never reduced. (They even took away the bottled water to save $$$!)

• Short cuts resulted in work being done poorly.

• Medical insurance was cancelled, vacation time was reduced and many staff fired for having poor attitudes.

• Staff was thirsty.

• Reserve funding, while reported at 50% during management selection process was actually less than 16%. Major components missing and almost every component in study was provided pricing by the board (ex: Drainage project in process at time of contract, with price tag of more than $400,000. Reserve funds, $12,500 every 10 years.).

Attorneys, Project Managers and other professionals were viewed as a waste of good money.

• Numerous lawsuits that could have been avoided.

• Policies in conflict with governing documents.

• Expensive repairs failed prematurely because the root cause of problems was not addressed.

• Unlicensed pool professional resulted in $18,000 in chemicals per year and closure by Department of Health (DOH) at almost every inspection. (Oddly, most of the older swimmers have beautiful skin.)

Management and/or board staff wrote specs for large projects.

• First week at project, learned that the new spa heater failed because the venting was installed upside down and backwards. (Didn’t even know that could happen – and this is just one example of some of the stuff we have seen.)

• Major specifications were missed and fighting between vendor and board/management resulted. Several major vendors either quit or others will not bid the project.

• On the bright side, some of the specs are really good reading with words like heretofore, henceforth, irregardless, obviously, and absolutely-never-ever.

ACC Specifications written by committee. No maintenance and indemnity agreements filed as they were too time consuming and expensive for the homeowners.

• Poor specifications actually voided the warranty on owner improvements.

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• During major projects, the association ended up paying for the removal and reinstallation of homeowner improvements, as the original owner/ installer was long gone and new owner was never made aware of the requirement.

Same 20 people for 40-plus years serving on the board and all committees.

• Don’t even get me started … use your imagination!

Continually assuming more and more maintenance responsibility, but not adequately budgeting for the actual repairs. (I forgot to mention that this is an attached PUD community that still argues that the exterior of the unit is common area.)

• Life health safety issues are now a concern and a major special assessment is on the way.

• Monthly assessments are more than $400 per unit, and it doesn’t come close to being enough.

• Good money is being thrown away on “Band-Aid” fixes while a solid plan can be put into place.

To be fair, the governing documents are poorly written and created 40 years ago, when things were simpler. The CID industry was not nearly as sophisticated as it is today, and many residents don’t care about investment; they care about home and don’t plan

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on being around to enjoy the benefit of restoration. If a child or pet falls through the eight inch balcony pickets, it is poor parenting, not poor construction.

It is an uphill climb each day to educate the vocal minority as to why it is important to stay the course in bringing the community up to a safe standard. There is also a lot of fear and generational differences that come into play. In the meantime, I will wait for the market to turn around so that I can reclaim my expertise as a “Developer Baby,” or at least revel in the fact that, if nothing else, I can probably outlast most of them!

Vicki MacHale, CCAM, is the Executive Director of ARK Management, a subsidiary of Stos Robinson Companies, in Cardiff by the Sea.

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This course will address legal and risk factors, as well as health and safety considerations related to these communities' specialized needs. You will learn about generational differences and the transitional needs of members in the 55-105 age demographic. In addition, best practices for creating a caring community culture and managing recreational and lifestyle programs will be discussed.

Community recreation directors, lifestyle directors and other applicable community management support staff are also welcome to attend!

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www.cacm.org | Vision Fall 2013

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maintaining high standards

New Manager & Management Firm Council 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 new members from the second quarter of 2013!

Manager Members Eric R. Allshouse Randy L. Ankeny Isabel Barajas Taylor R. Benson Cameron S. Bridges Tawny C. Brown Derrick S. Camber Shannon M. Curry Megan R. Daniel Katherine Densmore Kelle Ellerbroek Craig E. Evans Elizabeth Finelli Robin Finkelstein Gregory Fox Albert F. Garcia Jr. Gloria R. Giorella Sharon M. Gourd Glenn Grabiec Debra Kim Hannaman Sean C. Herzig Jacqueline E. Hicks Lorin Ifkovic Anna M. Jones, CCAM Sharon F. Levine Terrence Liu Lisa M. Marrone

Michael J. Marsh Lynne Mast Mathew Maughan Laura N.I. Maupin Kelly McKelvey Christina G. Mercer, CCAM Devon Miller Katherine Mills Ernesto C. Moreno Meredith Nguyen Linda Oum Jill Perini Kelly J. Rackers Gabriele Redick Tammy G. Rees Garret L. Satfield Jennifer L. Schlotthauer Lily W. Scott Susannah Scullin Donna M. Scully Ashley L. Shenefiel Erika Taylor Dennis Teece Kathy Thompson Andrea Z. Thrower David Wei Scott Williams Richard Wyatt

Management Firm Council Members Bali Management Group, Inc. Torrance | (310) 294-5370 www.balimgmt.com Brey Management Corp.

Cupertino | (408) 725-1700 Complete Community Association Management Services Danville | (925) 291-4844 www.completecommunityams.com Preferred Property Managers San Diego | (858) 569-8773 www.ppm1.net

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National Program Managers Community Association Specific Insurance Programs

EVERY Association should have workers compensation coverage – EMPLOYEES or NOT! • Our program provides no-fault medical coverage for board members and any volunteer working at the direction of the board.

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www.cacm.org | Vision Fall 2013

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Castles, Kingdoms & Community Associations

A

s I stared at the ceiling the other night, unable to sleep and thoroughly convinced I would be the first human in modern history to expire from the common cold, I decided to channel surf. My attention was soon captured by a program on ancient castles and kingdoms.

I know what you’re thinking: “What does that have to do with homeowners associations?� In a way, the modern homeowners association is the equivalent of a medieval castle or kingdom. Just as fish live in schools and sheep live in flocks, it is human nature to live in communities for safety and strength.

The Price You Pay to Stay on Top Deferred maintenance has been a common affliction of communities throughout history. The cost to do a proper repair or replacement is a much tougher pill to swallow than the price of a quick fix.

As communities age, we tend to overlook simple maintenance items, such as painting, stucco repair, wood replacement or dredging the moat. These things all add up to the ultimate finale: a crumbling community with a high cost to bring it back to its golden age of glory. While deferring maintenance on the perimeter fencing of the community may not leave us vulnerable to a Barbarian siege, it will leave us vulnerable to special assessments and lowered property values.

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By Susan Sharp, CCAM

Whether your property is a retirement condo for your golden years or a starter castle to raise your growing family, deferring maintenance is never a good idea.

Landscape is the Least of Our Worries Most communities worry about landscape last, which is completely understandable. However, trees can sometimes be the root of all evil. Certain species at maturity can lift sidewalks, invade water lines and cause other serious and expensive damages to the community. You can plan for the future by investing in the present. Obtaining a four or five year tree plan from a certified arborist can save the association in the long run. Proper maintenance of the landscaping is just as important as proper maintenance of structures. What’s the point of installing a new roof if a diseased tree falls on it? Or fixing a lifting sidewalk and not addressing the tree roots that are causing the damage?

Health and Safety As in the past, maintaining the health and safety of your community is important and will ensure prosperity for the future. Proper maintenance of the roofs, elevators and stairways (just to name a few components) is always important.

By following a maintenance manual or having an annual inspection and repair report prepared, the board can set up a game plan for proper care and regular maintenance. The cost of regularly maintaining a roof or elevator, for example, is much less expensive than the cost to completely replace one. Not to mention the domino effect of damage to other components and the impending doom of a special assessment. Of course, a water leak probably isn’t going to cause an outbreak of Leprosy,

but if left untreated it can lead to mold and other health related issues.

Investing in Your Future Throughout time, mankind has fortified and maintained his castle to protect himself and his kingdom from invading forces.

The stronger the kingdom, the wealthier the community it housed. Just as in the past, we need to fortify and maintain our communities to protect ourselves from invading forces.

Of course, our invading forces won’t be carrying battle axes and wearing armor. Our invading force is the economy, and by fortifying our investment with proper maintenance, our property values will increase and the wealthier our community will be.

Whether your property is a retirement condo for your golden years or a starter castle to raise your growing family, deferring maintenance is never a good idea. Procrastination will always lead to loss in property values and impose higher costs over time. We diet and exercise to maintain good health. We have regular maintenance performed on our cars to ensure top performance. Doesn’t it just make sense to have the same diligence in maintaining our communities? After all, your home is your most important investment.

Susan Sharp, CCAM, is the New Development Coordinator/Management Consultant for J.D. Richardson Company in San Diego.

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.

California Association of Community Managers, Inc. www.cacm.org

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Meet the Board |

CACM’s board members share their stats and insights

Watch for more CACM board bios in the next issue, when we’ll feature details about our other eight members.

René Decker, CCAM PowerStone Property Management In the CID industry for: 23 years CACM Board member for: 15 years;

Secretary (current)

Specializes in: Portfolio, large scale, active adult and onsite management The most appealing aspect of community management is: Within my organization, my passion is directing

community management sales and marketing initiatives, public relations and advertising campaigns. I also thoroughly enjoy providing guidance to boards of directors in all facets of community management.

My hobbies include: Spending quality time with my wife, son, two daughters and dog. We enjoy traveling and experiencing outdoor adventures including boating, wake boarding and skiing.

I am passionate about: My family, good friends and my career. I truly love what I do.

I want to be remembered as: A loving husband and father.

I want to be remembered as: Honest and someone who

always tried to do her best. What you see is what you get!

Gordon Goetz, CCAM The Management Trust – Goetz Manderley In the CID industry for: 20 years CACM Board member for: 8 years; Chair

from 2011-2013

Specializes in: Portfolio, high rise, large scale, active adult and commercial condominium management The most appealing aspect of community management is: The ability to grow professionally and make a positive impact on people’s lives.

My hobbies include: Bicycling I am passionate about: Portraying our industry as a profession. A profession comprised of highly talented and educated individuals that add real value to the communities they support.

I want to be remembered as: Someone who was always fair.

Someone who was able to to see both sides of any issue, give proponents of each side ample opportunity to make their case and decide, when necessary, in an unbiased manner.

Jacqueline Dynes, CCAM DyneNamic CID Management In the CID industry for: 27 years CACM Board member for: 13 years Specializes in: Portfolio management The most appealing aspect of community management is: Call

me crazy, but I enjoy the diversity and challenges of the industry. This certainly isn’t a 9 to 5 job and many days things can change in a minute. Your career is what you make of it and how hard you want to work.

My hobbies include: Hobbies in this business? Who has time? Reading anything that is NOT related to the CID industry!

I am passionate about: The legal aspects of my career and trying to resolve issues with my homeowners and board members. Above everything, I am a stickler for honesty.

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Kathryn Henricksen, CCAM FirstService Residential California, LLC In the CID industry for: 27 years CACM Board member for: 15 years; Vice

Chair from 2009-2010

Specializes in: Portfolio, onsite and large scale management The most appealing aspect of community management is:

There are so many variations in a typical day. A manager might work out in the field, might spend the day at their desk, might be working with numbers and budgets and financials or strategic planning and goal setting with the board. We experience construction projects, new developments, litigation/law, legislation and MORE!

We have an opportunity to experience success every day – we might build a million dollar clubhouse, or make Mrs. Smith the happiest homeowner by replacing a $35 shrub at her front door.

My hobbies include: Live music (concerts), wine tasting (at concerts), cooking while tasting wine, reading, celebrating life with family and friends!

I am passionate about: Family, friendships, work and dogs!

I want to be remembered as: “When I stand before God at

the end of my life, I would hope that I would not have a single bit of talent left, and could say, 'I used everything you gave me.’” -Erma Bombeck

Diane Houston, CCAM The Management Trust – Transpacific, ACMF In the CID industry for: 26 years CACM Board member for: 12 years;

Secretary from 2007-2010

Specializes in: Portfolio and high rise management The most appealing aspect of community management is:

I love the variety that every day brings; from working with all sorts of trades, problem solving, and the rewards of making a difference in bettering the communities we serve.

My hobbies include: Gardening, cooking, wine, adventure travel, hiking, photography.

I am passionate about: A lot! I tend to be passionate about so many things, from simple joys, such as harvesting my own herbs, vegetables and flowers to create a meal; the beauty of nature and discovering new places; to education, politics and civil rights. As a former teacher, I love the training/teaching part of my job, both to my staff and through CACM as an instructor and occasional speaker.

I want to be remembered as: Being someone who embraces life and work with passion, searches out adventure and finds joy everywhere, even in the simplest things.

Bruce Ratliff, CCAM Action Property Management, Inc., ACMF In the CID industry for: More than 30

years

CACM Board member for: 12 years;

My hobbies include: Cycling, cooking, spending time with

friends and travel.

I am passionate about: Everything I do. I am a study in excess and work very hard to reach moderation with excitement.

I want to be remembered as: A quintessential expert in

high rise management, with expertise in identifying the lifestyle expectation of the community and delivering service to high rise dwellers in the manner they desire and deserve. I hope to have mentored others through practical application and a culture of elevating, meeting and exceeding expectations. This is a very fulfilling career path that brought me great rewards personally and professionally.

William Stewart, CCAM Santaluz Homeowners Association In the CID industry for: 44 years CACM Board member for: 13 years; Chair

from 1997-1998; Vice Chair from 19961997 Specializes in: Large scale management The most appealing aspect of community management is:

As an onsite manager working directly for boards most of my career, I have enjoyed a relatively independent environment where it was up to me to create the culture, hire the staff and orchestrate every other aspect of the business operation and determine the quality of the customer service and living environment through my own efforts. No government interference, but no safety net either.

My hobbies include: Golf, snow skiing, water skiing, backpacking, camping, painting, writing and gardening.

I am passionate about: Creating organizational environments where people are provided the zenith in empathetic service and follow up and are treated like family in the most welcoming way possible – and all of this in the context of a regulatory association that applies rules to so many aspects of their property and everyday lives.

I am also passionate about making certain that people who work in our industry are adequately trained in the basic skills of the profession and comport themselves according to ethical standards and standards of practice and care associated with our profession or become subject to effective disciplinary action.

I want to be remembered as: Someone who cared about

establishing high standards of professionalism, integrity and communication in our industry to the benefit of the professionals and the consuming public as well.

Vice President from 2008-2009; Chair from 2009-2011 Specializes in: High rise management The most appealing aspect of community management is: It

is interesting and never the same day twice. I appreciate watching the industry grow and become more sophisticated, but more importantly appreciate being part of the industry growth.

CACM Board Election Board elections are conducted annually. The board members serve three-year terms and are limited to two consecutive terms. Electronic voting for the next election will be held December 3 – 17, 2013.

www.cacm.org | Vision Fall 2013

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Square Peg

By Tara Graviss, CCAM

There are a few fundamental things most people have in common:

They want to be heard.

They want to feel valued.

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V

olunteer opportunities offer a way for members to give back to their communities while being valued and expressing their voice. They also offer a method for the board and management to constructively direct personalities and energy in ways that are productive and beneficial to the association and all of its members.

Proper structure, organization, reporting and oversight of volunteers is important to ensure everyone stays on task and plays by the same guidelines.

Planning will avoid disgruntled volunteers and maintain a positive, productive atmosphere. Before you roll out your volunteer program be sure to:

How to Identify a Square Peg in a Round Hole

• • • • •

Consult your governing documents/attorney Define volunteer committee/subcommittees and reporting structure Create a Volunteer Agreement Determine training needs and resources Consult your insurance provider for liability coverage, etc. (Editor’s Note: Check out CACM Insurance Programs developed specifically for the CID industry.)

• Identify possible volunteer opportunities/areas of focus (if you don’t already know, a simple member questionnaire may generate some ideas) If any of these traits sound like one of

As you can see, months of planning and organization may be needed before your begin your volunteer program.

Enlist the help of your board members to establish subcommittees for community efforts (i.e., arts and culture, landscaping, events and activities, etc.). The subcommittee chairs can report to the board via a monthly/ quarterly report.

Once you have defined your volunteer opportunities you can define the skill sets needed for related tasks and develop a simple volunteer application designed to fit a round peg in a round hole. This will allow subcommittees to develop in a natural way.

A key component to helping volunteers feel valued is to understand their skills, interests, passions and talents; this will help ensure you can match them with assignments/activities they will enjoy. Making sure you have the right person for the right job will maximize volunteer efforts and opportunities, creating fully engaged volunteers.

By maximizing skillsets, you can maximize efforts and rewards. And, don’t forget to say thank you; just as talents and skillsets are individual, so are motivations. A simple highlight in the association newsletter or an acknowledgement at the annual picnic will do. Everyone likes to be valued, and saying thank you is always appreciated.

Wouldn’t you rather have a community of empowered, motivated folks?

Pull out your people skills and get organized! Take those nitpickers and naysayers, and get them engaged!

your volunteers, you may need to rethink his or her role in the association.

The volunteer exhibits: • Loss of productivity and passion • Feelings of being undervalued and un-empowered • Constant infighting/squabbling • Critical views • Territorial outbursts The volunteer is disinterested in: • Finding financial savings for the association • Goal setting and benchmarking • Networking • Strategic planning • Ownership and accountability • Creative thinking

Tara Graviss, CCAM is a community manager with Walters Management at Liberty Station in San Diego.

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M

ore than 1,000 industry professionals gathered for CACM’s 22nd Annual Statewide Expo & Conference on July 25-26 at The Disneyland Hotel.

The event kicked off with a lively Opening Session featuring X8 Interactive Drumming, which led the crowd in a fun, easy and invigorating drumming session. The result was 300-plus drums beating in perfect rhythm!

Also during the Opening Session, a group of new Certified Community Association Managers (CCAMs) pledged their commitment to ethical business practices during the Oath Ceremony.

The sessions continued over the next two days, providing attendees with timely educational topics,

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C A C M ’ s 2 2 n d A nnual S tatewide E x po & C onference

including social media tools, making money in bankruptcy, dealing with volunteers, and various legal topics. The closing Leadership Summit featured a panel of industry thought leaders who offered insights into pertinent industry issues, including technological innovation, managing client expectations, the importance of industry standards and strategies for meeting industry challenges ahead.

Another event highlight included the Vision Awards Reception & Program, where attendees enjoyed an extended reception featuring the music, food and flair of Havana. A total of 12 professionals were honored with a Vision Award this year (see the winners on page 38).

An Exhibit Hall Set to a Rumba Beat!

The Havana Nights Exhibit Hall housed more than 200 exhibitors, and attendees enjoyed a fun, high-energy experience as they made their way to each booth to make connections, gain new business perspectives and benefit from the great technical expertise provided by participating service providers.

The essence of Havana made its way into the hall, with cigars, maracas, and tropical fruit displays in abundance.

CACM would like to thank all of the amazing exhibitors for their efforts to make this year’s Exhibit Hall a great place to network!

1st Place: Pro Solutions

3rd Place: Fenton Grant Mayfield Kaneda & Litt, LLP

2nd Place: Fiore Racobs & Powers, APLC

Honorable Mention: ValleyCrest Landscape Maintenance

These CACM affiliate member companies earned kudos from the booth judging committee for their take on Havana in this year’s contest.

Continued on page 38

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Havana Nights

Continued from page 37

Congratulations to the 2013

A total of 12 awards were presented to community mana & Program on July 25, held in conjunction with the Sta professionals for their dedication to making a difference

Rookie of the Year Courtney Chastain, CCAM

Congratulations to the 2013 Vision Award Nominees Linda Alexander, CCAM Lori Berger, CCAM Courtney Buehler, CCAM Angelina Buscemi, CCAM Steven Campbell, CCAM Barbara Carter, CCAM Courtney Chastain, CCAM Sheldon Chavin, CCAM Donald Chesemore, CCAM Carra Clampitt, CCAM Cindy Collins, CCAM Corrine Crawford, CCAM John Cruz Ivette Cueva, CCAM Shannon Curry Amy Dankel, CCAM Robyn Dawson, CCAM Paul Donner, CCAM Joe Dorsey, CCAM Gregg Evangelho, CCAM Sue Evans, CCAM Ryan Figley Patty Garcia, CCAM George Giannini, CCAM Gina Gorman Britta Graham, CCAM Tara Graviss, CCAM Roberta Happ Sarah Hinton, CCAM Scott Hubbard, CCAM Scott Jefferson, CCAM Susan Jones, CCAM Kendrah Kay, CCAM Michael Kennedy Lisa Klasky, CCAM Rick LaFrance, CCAM 38

Vision Fall 2013 | www.cacm.org

Darlene Lamb, CCAM Tracie Manriquez, CCAM Jerry McDonald, CCAM Amanda McGinley, CCAM Christina Mercer, CCAM Devon Miller Brian Mitchell, CCAM Jayme Morris, CCAM Alia Navarro, CCAM Kimberly Nielsen, CCAM Jennifer Norton, CCAM Ryan Palos, CCAM Betty Parker, CCAM Timothy Peckham, CCAM Alexandria Pollock, CCAM Dave Potter, CCAM Christina Rodrigues, CCAM Mike Romo, CCAM Andrew Schlegel, CCAM Jennifer Schlotthauer Darren Shaw, CCAM Dorrie Steele, CCAM Barry Sterett, CCAM Jerry Storage, CCAM Janine Stratton, CCAM Susan Tagalicod Michelle Thomson, CCAM Andrea Thrower Eddie Tovar Carl Weise, CCAM Frederick T. Whitney, Esq. Diana Wright, CCAM Kara Wright, CCAM Lynn Wyatt, CCAM Augi Yi, CCAM

Spirit Award Diana Wright, CCAM

Excellence in Education Corinne Crawford, CCAM

Excellence in Service Frederick T. Whitney, Esq.

Managers’ Choice Gina Gorman

Communications Management Level I: Ryan Figley

3 Vision Award Winners!

agement professionals during this year’s Vision Awards Reception atewide Expo & Conference. Congratulations to these talented in our industry each and every day:

Thank You to our Sponsors for their Support!

Sapphire Sponsor: Conference Nametag Lanyards

Platinum Sponsor: Opening General Session Communications Management Level II: Kimberly Nielsen, CCAM

Wednesday, July 24

Creative Solutions for Problem Solving Level I: Barbara Carter, CCAM

Ethics Class Refreshments Epsten Grinnell & Howell, APC Seacoast Commerce Bank

Thursday, July 25

Creative Solutions for Problem Solving Level II: Sue Evans, CCAM

Physical Management Level I: Ivette Cueva, CCAM

Physical Management Level II: Donald Chesemore, CCAM

Luncheon Sponsors Assurant Peters & Freedman, LLP Thyssen Krupp Elevator Bronze Sponsors: Concurrent Education Sessions Law Offices of Michael A. Hearn PayLease, Inc. Sterling Sponsors: Vision Awards Reception & Program Assurant AV Builder Corp Beaumont Gitlin Tashjian CID Insurance Programs, Inc. The Miller Law Firm Nautilus General Contractors, Inc. The Perry Law Firm Powerful Pest Management

Friday, July 26 Luncheon Sponsors Payne Pest Management Vista Paint Corp.

President’s Award Peggy Redmon, Esq.

Read a few of the winners’ stories posted at www.cacm.org/vision-award-winners.html.

Bronze Sponsors: Concurrent Education Sessions CommerceWest Bank Law Offices of Michael A. Hearn Silver Sponsor: Closing Education Session Securitas Security Services USA, Inc.

www.cacm.org | Vision Fall 2013

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Congratulations Managers

achieving professional excellence

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) and Specialty Certificate recipients for the second quarter of 2013.

New CCAMs

Diane Harn, CCAM

Melissa Lynn Towns, CCAM

Frank K. Alioto III, CCAM

Sarah C. Hinton, CCAM

Greg F. Vorster, CCAM

Robin Allen, CCAM

James M. Hofmann, CCAM

Randel E. Walker, CCAM

Grace D. Babcock, CACM

Charise Johnson, CCAM

Melissa Weirich, CCAM

David Bo Banks, CCAM

Anna M. Jones, CCAM

Xochitl Yocham, CCAM

Anita Bazua, CCAM

Camille Mar, CCAM

Paul Beam, CCAM

Anne Marks, CCAM

Jeaneen Beam, CCAM

Claudia Martinez, CCAM

Matthew Brecht, CCAM

Jackie M. Mast, CCAM

Judith A. Brewer, CCAM

Bill McAdams, CCAM

Nora Brink, CCAM

Sarah L. McCalla, CCAM

Manager (CCAM) certification,

Utanah Brown, CCAM

Christina G. Mercer, CCAM

Specialty Certificate Programs,

Jamie L. Circle, CCAM

Marianne D. Osborne, CCAM

Amy K. Dankel, CCAM

Chiquita Redmond, CCAM

and the Master of Community

Thomas J. Elliott, CCAM

Melinda L. Rius, CCAM

Jana Hillary Gersten, CCAM

Roberta Romer, CCAM

Selina L. Guillermo, CCAM

Justin Sacoolas, CCAM

CACM Certification Programs Want to enhance your career and display a competitive edge? CACM

High Rise Specialty Certificate Annett Wagner, CCAM

offers three credentialing programs for community managers: the Certified Community Association

Association Management (MCAM) certification. Learn more about these programs at www.cacm.org.

Christine A. Santisteban, CCAM

Find Your Way. Get Headed in the Right Direction ATC Assessment Collection Group

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Toll-Free Phone: 855.653.1225 Toll-Free Fax:

855.653.1226

Stay up to date with our “real time,” online status reports. ATCACG.COM 40

Vision Fall 2013 | www.cacm.org

One of your most valuable business relationships starts here.

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To put our HOA Banking expertise to work for you, visit us at HOAbankers.com or call us today.

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• Water Heaters - Gas and Electric • Back Flow Testing

Americans 65+ has more than tripled

• Electronic Leak Detection and Slab Leak Repairs

(from 4.1% in 1900 to 13.3% in 2011),

• Video Sewer Inspections

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• Sewer Jetting and Area Drain Maintenance

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than 13 times (from 3.1 million to 41.4 million). The older population itself is increasingly older. In 2011, the 65-74 age group (21.4 million) was almost 10 times larger than in 1900; the 75-

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www.cacm.org | Vision Fall 2013

41

The Spotlight is Waiting …

Who should we highlight next?

N

othing quite compares to that feeling of sheer admiration you get from reading a colleague's inspiring story – except for maybe the feeling

of joy you get from nominating that individual. CACM's new Member Spotlight feature allows you to recognize the inspiring industry members you know.

The Member Spotlight debuted in the Spring 2013 issue of Vision magazine, and the first two editions proved our members have amazing stories to tell. But, we need your help discovering the inspiring industry members you know.

We want to share our members' fun, memorable

Recognize

and even heartwarming

extraordinary

stories. We want to hear

managers!

inspiring stories of all kinds – whether it involves a member who has been a willing mentor to others, devoted time to philanthropy programs, or conquered a personal

Nominate outstanding service providers!

fear.

Help us keep this worthwhile feature going! Log in to the Members Only section to read past spotlights and access nomination forms, or email communications@cacm.org for a copy.

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Vision Fall 2013 | www.cacm.org

upcoming courses & events

Date

Fall Calendar – Northern California Course/EVENT

Course/Event Code

Location

Human Resource Management Leadership Values and Ethical Decision Making How to Deal with Conflict and Other Communication Challenges California Law Series

LDR400 LDR500 CMM220 CMM121-CMM124

San Bruno San Bruno San Bruno Concord

Intro to Community Management High Rise Community Management Forum Luncheon Forum Breakfast Interpreting Association Financial Statements

CMM100 SPC400 FRMEB FRMSAC FIN220

Concord San Francisco Concord Sacramento North Highlands

Assessment Collections Fundamentals of Effective Governance Ethics for Community Managers Enhance Your Professional Presence Professional Development Seminar Effective Meeting and Election Tools Ethics for Community Managers

FIN210 BDA300 CMM130 CMM200 PDSNC BDA220 CMM130

San Bruno San Bruno North Highlands North Highlands Concord Walnut Creek Walnut Creek

september 11 18

18 25-26

october 16 16-18 22 23

31

november 6 6 7 7 12 20

20

See upcoming Southern California offerings on page 20.

ÂŽ

www.cacm.org | Vision Fall 2013

43

Member News With thousands of members spread out across California, CACM was looking for a way to keep in touch with all of our members’ latest happenings.

T

he Member News page is CACM’s new online bulletin board designed to feature our members’ most recent news, both personal and professional. Select stories will also be featured in Vision magazine.

Here are a few of our latest submissions:

May 2013 PowerStone Raises $24,000+ for Pediatric Cancer Research Foundation

PowerStone Property Management, a CACM Management Firm Council member based in Orange County, continued its support of the Pediatric Cancer Research Foundation (PCRF) at the 15th Annual Bank of America, Merrill Lynch Half Marathon event at the Irvine Spectrum Center on May 4-5.

This year’s event attracted more than 5,000 people and raised $647,000, including $24,809 raised by PowerStone – representing the largest corporate donation. PowerStone also served as a Rainbow Sponsor at the Reaching for the Cure Event.

“Our goal was to improve over last year and we did it in a big way, being recognized as the top corporate contributor for the event. We couldn’t be happier in supporting the great

work of the Foundation,” says René Decker, CEO of PowerStone.

Since 1982, PCRF has partnered with businesses, foundations, and individuals and raised more than $30 million toward ending pediatric cancers.

Union Bank to Acquire First Bank Association Bank Services

Strategic Acquisition to Strengthen Union Bank’s Standing as Leading National Bank to Homeowners Associations, Community Management Companies Union Bank, N.A., signed a definitive agreement on May 14, 2013, with First Bank to assume the deposits and acquire certain assets of First Bank Association Bank Services, a unit of First Bank, which provides a full range of services to homeowners associations and community management companies. The acquisition, which requires approval from banking regulators and is subject to other customary closing conditions, is expected to be completed in the fall of 2013.

First Bank Association Bank Services is based in Vallejo, California. They are among the regional market leaders in community association banking, providing specialized banking services for more than 30 years with more than $550 million in deposits as of March 31, 2013. Their customers and deposits are based primarily in California.

Have some of your own news to share?

We are currently seeking submissions for the Member News page, whether it be a recent award, a promotion or new hire, a marriage, or even a birth. If you have some exciting news to share on our online Member News board, send it our way. Submissions should be:

• 150 words or less

• Written in paragraph form

• New information (no duplicate submissions or re-post requests, please)

• If applicable, accompanied by a web-friendly photo or company logo (JPG, GIF or PNG at 72 dpi)

• Emailed to communications@cacm.org for consideration We look forward to hearing what’s new with you!

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What California Community Managers are Saying About the Active Adult Specialty CACM polled community managers who oversee active adult communities to gather new insights about this career specialty. Here’s what your colleagues had to say:

information and training from past experiences.

What do you find to be most challenging?

Name: Marla Miller, CCAM Title: Assistant General Manager Association: Sun City Shadow Hills Location: Indio Years in the Field: 5 Number of Units: 3,000

Why did you choose to pursue active adult as your management specialty?

It chose me; there was an opportunity, and I took it.

What do you find most rewarding about this area of expertise?

Learning the value of what the active adult community has to offer. I enjoy many homeowners that are positive and enjoying their retirement. In many situations they have extensive knowledge and can provide

In many situations, active adults think that because they have worked their entire life and are older, they know everything.

They do not like to be told no, so you have to find a very positive way of delivery.

What do you feel is the single most important factor to find success with active adult homeowners?

Listen to their concerns and be open-minded. Any area you work in can be challenging; it is the person that is flexible and willing to work with various personalities that will succeed.

What exciting things do you see on the horizon?

More training, and individuals in this area working closely together to learn from one another.

Name: Daniel Goodrich, CCAM Title: Operations Manager Association: Sierra Dawn Estates HOA Location: Hemet Years in the Field: 10+ Number of Units: 1,474

Why did you choose to pursue active adult as your management specialty?

Because I have a passion to help seniors.

What do you find most rewarding about this area of expertise?

Helping seniors in need.

Any area you work in can be challenging; it is the person that is flexible and willing to work with various personalities that will succeed.

Continued on page 46

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45

What California Community Managers are Saying Continued from page 45

What do you find to be most challenging?

Seniors who are impatient.

Tips for success with active adult homeowners?

Coming to understand that while your title is “manager,” it’s not like other professions that use that title. The real title is “Main Facilitator.”

Have understanding [and] compassion with the ability to be diplomatic to enforce.

Simply inputting the picture into the form, which can be emailed back to your office – or, if you pay for the service, you can actually have someone else print and mail it for you.

This advance has been great for increasing my productivity in a large community. The software will even connect to your calendar to give you reminders for follow-up for your due process procedures.

What exciting things do you see on the horizon?

The changes that are being implemented in our aging community. The information technology that is being enhanced for us as [community] managers with regard to violations has been an amazing transformation. We now have the ability to inspect a property using a mobile device; we can use software to take a picture, which already has the violation or courtesy letter designed for your needs.

Vision Fall 2013 | www.cacm.org

Most rewarding is the ability to use the large variety of my skill sets … the “jack of all trades, and master of none” philosophy!

What do you find to be most challenging?

Name: Linda M. Wong, CCAM Association: K. Hovnanian’s Four Seasons at Bakersfield Community Association (Managed by Euclid Management Company) Location: Bakersfield Years in the field: 6 Number of Units: 238 (752 at build out)

Why did you choose to pursue active adult as your management specialty?

This has been my only experience in community management. I think my company hired me because of my financial background and experience in non-profit organizations dealing with many volunteers.

46

What do you find most rewarding about this area of expertise?

Most challenging [is] dealing with a wide variety of personalities that [are] constantly in flux.

What do you feel is the single most important factor to find success with active adult homeowners?

It’s hard to pin down one factor; however, coming to understand that while your title is “manager,” it’s not like other professions that use that title. The real title is “Main Facilitator.” Other important factors include working well in a team atmosphere, paying attention to detail, a high sense of fairness and overall consistency.

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47

Professional Standards Committee (PSC) Report The membership and certification of CACM manager member Douglas Christison has been suspended for 90 days.

After briefing and a hearing, the Professional Standards Committee determined Christison had violated CACM Code of Professional Ethics and Standards of Practice sections 1.0 (General Standards), 1-04b (Compliance with the Code of Professional Ethics and Standards of Practice), 2.0 (Integrity and Objectivity) and 4.0 (Professional Courtesy) and CACM Disciplinary and Appeals Procedures section 1.0.2 (Absolute confidentiality of disciplinary proceedings), and that Christison's membership and certification should be suspended for 90 days, with the decision to be published. After briefing and a hearing, this decision was affirmed on appeal by the Ethics Appeals Committee.

That suspension begins July 15, 2013, and ends October 13, 2013.

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Vision Fall 2013 | www.cacm.org

serving your communities

New Affiliate 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 new members from the second quarter of 2013!

Palo Verde Landscape Management Co. Chino | (909) 627-7507 www.paloverdelandscape.com

Blue Mountain Air, Inc. Vacaville | (800) 889-2085 www.bluemountainair.net

EverCharge San Francisco | (510) 394-4582 www.evercharge.net

BTC Bob Tedrick Construction Inc. Livermore | (925) 454-0358 www.btcquality.com

Fuller Jenkins Clarkson Las Vegas, NV | (702) 450-8710 www.fullerjenkins.com

Burdman & Ward San Diego | (888) 350-9080 www.burdmanlaw.com

IB Roof Systems Irving, TX | (800) 426-1626 www.ibroof.com

Robert A. Owens, CPA Laguna Niguel | (949) 851-5020

Chaix, Law Offices of John Newport Beach | (602) 424-4130 www.chaixlaw.com

Junk-King of Orange County Irvine | (800) 995-5865 www.orangecounty.junk-king.com

SafePark Services Laguna Hills | (800) 734-4882 www.safepark.com

Clean Earth Restorations San Diego | (619) 284-4239 www.cleanearthrestorations.com

LiftMaster Elmhurst, IL | (800) 282-6225 www.liftmaster.com

San D Pools, Inc. San Diego | (619) 203-5343 www.sandpools.com

Community Association Insurance Solutions, LLC El Dorado Hills | (888) 833-4158 www.mgalive.com

Page Per Page Chandler, AZ | (480) 821-0985 www.pageperpage.com

Security First El Cajon | (619) 415-1721 www.securityandpatrol.com

Effective General Counsel

Sun X Solar Systems, Inc. Palm Springs | (855) 786-9765 www.sunxsolar.com

Regency General Contractors, Inc. Milpitas | (408) 946-7100 www.regencygc.com

Systems Specialist La Mesa | (619) 659-1235 www.systems-specialist.com

Successful Assessment Collection • • • •

• ADA & DEFH Compliance • Amendments to CC&Rs & Bylaws • Architectural Matters • Contracts & Insurance • Elections & Recalls • Employment Law • Legal Opinions

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49

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50

National Corporate Member of Community Associations Institute

Vision Fall 2013 | www.cacm.org

CACM Affiliate Member

Equal Housing Lender

The number of persons 65 years or older in the U.S. as of 2011. They represent 13.3% of the population, or more than one in every eight Americans.

is older wiser?

By Dean Jackson, CCAM

Recently I asked a rhetorical question, “Why is the music that was new when I was in high school considered Classic Rock on today’s radio stations?”

U

nfortunately, my rhetorical query was in the form of a social media post that generated very helpful answers from my “friends” (some of whom I’ve never actually met faceto-face, but that’s social media for you). Some of the answers were sympathetic: “Aw honey, it’s called aging.” Some were less so: “Have you looked at your hair line lately?” Some were encouraging: “You are a classic.” Some answers were just plain blunt: “Because you’re old.” I had to face the fact that I am not getting any younger.

Though my taste in music leans more toward Led Zeppelin than Lady Gaga, it doesn’t necessarily mean that my value has waned, but just that my perspective is a bit different than those younger than I am. The same holds true in community managers and the communities they manage.

Needs and tastes change, but everyone has something valuable to impart and something they can learn. Whether you are a "Dead Head” or a “Belieber,” the lessons that we learned as children hold valuable wisdom for us today.

Learn to Listen/Listen to Learn: A bit of humility, an open mind and open ears go a long way. The micromanaging board member may have a lot to teach about attention to detail. The negative homeowner may have something to impart about diplomacy. My mother often told me to sit down, listen and don’t interrupt. What kept me from a spanking then may just keep me from one now.

Continued on page 52

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51

Is Older Wiser?

Continued from page 51 Shouting and whining doesn't help you get your way: My

wife and I love going to the Disney theme parks. They are places full of wonder, imagination and, most of all, children. There are quiet children, loud children, those who are both drowsy and dynamic, behaved and bratty – and all are accompanied by their often-beleaguered parents. People watching is almost as much fun as watching people-sized mice, dogs and ducks. By and large I noticed the kids who were polite rather than petulant, well spoken rather than whiney, often received more goodies from their folks and goodwill from the cast members. A win-win situation all learned while wearing big ears. This lesson can translate to the office and the board meeting. It’s kind of like the idea that you’ll catch more flies with honey (or an ice cream cone): A smile and well-phrased request are a winning combination.

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A nap can do you good: I

really don’t understand why kids don’t like going to sleep. As an adult, I often daydream about dreaming at night. A good night’s sleep is a wonderful cure for a tough day at work. While I don’t advocate sleeping on the job (though some forward-thinking offices do have nap rooms), some down time is a good idea now and again. Our hectic schedules often don’t allow for many breaks, and eating at the desk may be the norm around lunchtime. I have found that just taking a few minutes to read a book or listen to music while having lunch – just removing my mind from all of the issues at hand – allows me to return to the tasks with a renewed energy. It’s OK to stop for a minute. It may have taken me a good number of years to appreciate that lesson, but it is one of the most valuable ones I’ve learned.

Don’t hit people: I

learned as a kid that if you hit someone you invite someone

to hit you back harder. Since I was never much of a fighter as a kid, weighing in at a whopping 107 pounds when I began high school, I had to learn the art of diplomacy, coupled with some lessons learned while studying Aikido (which incidentally did teach me to defend myself ). These efforts taught me to diffuse the attack by moving out of the way and letting the energy move in the direction it was going. In the office and the board meeting, the punch is often replaced by the put down, and aggression is typically replaced by passive aggression.

Office politics and the politics involved in a homeowners association can leave you feeling just as bruised as that shiner delivered by the playground bully. Getting involved in these skirmishes invites injury, and I have found that addressing an attack with a conversation, solution, humor, or even by letting someone vent and expend his or her energy is far more productive than hitting back.

Toys are fun: I

used to love playing with toys, and I still do. While I no longer clamber for the latest video game or Micronauts action figure (showing my

desk visible. Some folks can thrive in such an environment, but I found that once I had a place for everything I became more productive. Once I cleaned up my inbox,

Once I cleaned up my inbox, filed those minutes, and took care of my responsibilities without procrastinating I was less stressed. age here), I enjoy my Kindle, Roku, smartphone and my wife’s iPad (don’t tell her I borrowed it). Technology is our friend and it can really help in the work place.

Community websites, social media and mobile email are all valuable business assets (though don’t check the email over dinner; I’ve been lectured). So play with those toys; it can be fun and productive.

Clean up your room: My

mom was big on telling me to clean my room. When I began working in an office environment I found that I used the pile-file system: A pile for each thing, and not an inch of my

filed those minutes, and took care of my responsibilities without procrastinating I was less stressed. I guess mom was right (now if I could only find a place for a bed in my office I’d be set, and I’d be sure to keep it made).

Eat what's on your plate: Mom imparted this bit of wisdom as well. If it is on my plate, it is my responsibility. The harder the task the more important it is to hold my nose, chew it up and swallow. You may not like broccoli or Brussels sprouts, but they can be good for you.

Always tell the truth: If

I got caught lying as a kid I got grounded; as an adult I could get fired, disciplined by CACM, or simply lose the respect of my peers and coworkers.

This is a simple, life-long lesson.

Share: I

didn’t like sharing my toys as a kid, but I learned that by sharing I made friends. In the office, sharing is also a virtue. A busy manager can share work by delegating or share credit with the staff for a job well done. Also, don’t be shy about sharing good news with the board of directors.

Speaking of sharing, I must share credit for this article with Robert L. Fulghum, whose ideas from the book All I Really Need to Know I Learned in Kindergarten both entertained and inspired me.

Dean Jackson, CCAM, is the General Manager at Pacific Park Plaza HOA in Emeryville.

HOA BANKING

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Hoa Banking solutions • Depository Services • Cash Management • Remote Deposit Capture

Seacoast Commerce Bank provides our Property Management and Homeowner Association clients the ability to maximize their use of bank services. We understand the unique Banking needs of our Property Management and Association clients, providing industry specific products and customer service that you have grown to expect and deserve.

ken Carteron

Senior Vice President HOA Banking Division 760-803-9541 Mobile 888-472-4462 Toll Free kcarteron@sccombank.com

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allison disarro

Assistant Vice President HOA Banking Division 619-988-6708 Mobile 858-312-7030 Fax adisarro@sccombank.com

11939 Rancho Bernardo Rd, Suite 200 San Diego CA 92127 www.sccombank.com

www.cacm.org | Vision Fall 2013

53

Are You Active Adult Material?

H See if you’re a good fit to manage this growing industry segment

By Sascha Macias, CCAM

CACM’s Active Adult Community Management Course can help prepare you for this career path.

See page 27 for more information.

ACTIVE ADULT

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ow do you know if you are fit for a career in active adult community management? This specialty requires an expanded skill set from the already vast set required for the average community manager, including (even more) patience and a strong sense of commitment.

With time on their hands, and less things to occupy it, active adults can sometimes cause the community manager to experience time management challenges. Setting a standard for service with key community members will allow this manager to excel. Being courteous, patient and helpful, while also setting time boundaries with eager residents, will help the active adult manager not only manage their property, but manage their residents. From my own experience managing aging residents, I have found that once engaged in conversation the topic may turn away from relevant discussion to a more “chit-chat” type of conversation. Being able to gently remind the resident, in a caring way, of your requirement to work is a helpful tool – and most residents are happy to oblige (particularly if you already provide good service).

An extra dose of empathy and patience will also be needed. As we all age, we experience hearing and vision loss, forgetfulness and sometimes even dementia or debilitating disease or other health problems. It is important to empathize with your residents as they age and experience these challenges, as well as help them during this time, rather than make things more difficult on them. Technological advancements may also be less familiar to our aging residents, and as the world continues to move forward, you may find that residents are frustrated with changes and resist. By empathizing with residents and going above and beyond to understand and assist them in transition, you will be able to provide better service to your HIGH residents and help the community overall.

RISE Being observant is another important skill for this specialty. A good community manager will watch out for his or her residents and recognize signs that something may not be quite right – including signs of abuse (financial, physical, emotional), or the steady decline of a

Kriger Law Firm, aPC · Community assoCiation Law

previously well-kept home, or even the delinquency of a resident who is usually never late with a payment. The key to servicing this type of client is the ability to be aware and on the lookout for your residents, as well as knowing where to turn in these cases.

If you notice signs of abuse or neglect, be prepared by being familiar with the authorities in the area who would handle such cases, and don’t be afraid to contact them. If a resident seems to need help with the upkeep of his or her home, keep a list of referrals handy, or find vendors who will offer resident discounts for homeowners who may not be able to keep up with the physical demands of owning a home. If an owner who is regularly on time becomes delinquent, reach out if you are familiar with him or her. It is also a good practice to have other key contacts (such as children or grandchildren) authorized by the owner as an alternative or emergency contact to reach out to in these types of situations.

If you are a community manager looking to expand your horizon and are patient, generous, empathetic and observant, active adult community management may be right for you. As this market grows, so can your career.

Committed to leadership in protecting the rights of clients

Sascha Macias, CCAM is a senior community manager in Santa Clarita for FirstService Residential California, LLC.

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www.cacm.org | Vision Fall 2013

55

Someday Has Come – Now What?

What to do when components run out of useful life

By Clint McClure, CCAM

A

s communities age, the useful life of large components of the real property comes to an end. Nothing lasts forever, thus we aid our boards to plan, budget and save for the “someday” replacement of large reserve items. However, what happens when the “someday” comes and you as a manager are asked to fix the problem?

Managers of older communities are frequently faced with the challenge of how to address the replacement of large items in the community.

Furthermore, managers are asked to add the management of these largescale projects into their day-to-day workload. Should you take this on as the manger and say, “don’t worry board I will take care if it?” Although we would like to say that to our boards when they are in need, take a moment to think about the plan of attack and how you will ensure a successful outcome. Saying yes to a large-scale reserve item repair without having a plan in place can lead to problems. A checklist to a successful yes is imperative before you and your board blindly dive into a large project.

Don’t Manage the Project – Manage the Expectations You are the can-do community manager! Recognize your strengths, including past experiences, with the project at hand, as well as your limitations. A key part of management expertise is to recognize when you are not the expert, and you should establish this expectation with your board. Place them in contact with the proper expert or consultant in addition to the contractor who will do the work. Establishing a team approach with clear expectations based on skill sets will help ensure success.

Learn, Plan and Grow Different projects call for different experts at different stages of the project.

Experts such as geotechnical engineers, civil engineers, landscape architects, 56

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and contractors, to name a few, can aid your board in generating specifications and schematics for your project. Once armed with the information from the boards’ hired expert, you can use the detailed specifications to collect proposals from service providers. Detailed specifications given to your contractors and service providers, when bidding the project, will eliminate guesswork on behalf of the contractor. This will allow the contractor to be accurate and competitive with pricing, while at the same time streamlining the bidding process for an “apples to apples” bid result.

Recognize anytime there are major unknowns or unidentified details in a project, your contractor will do their best to forecast or guess the cost of the project.

This can often lead to higher than accurate bids and an overall more expensive project.

Although it does cost upfront for a good expert to consult on a project, it will most often eliminate unknowns and bring down the total cost of the project because specific

Detailed specifications given to your contractors and service providers, when bidding the project, will eliminate guesswork on behalf of the contractor. instructions and specifications are provided to your contractor.

Not So Fast The expert has helped you plan out each detail of your project, and the association obtained competitive bids from qualified contractors to execute the work.

Is it time to dive in and get started? Give yourself a second timeout and work on the next part of your checklist. Who will oversee or manage the large project while it is underway? And, who will address the items that come up that don’t go according to plan?

For example, do you see yourself standing over the edge of your 32-story building directing replacement of your building's roofing system as the supply cranes swing overhead? Again, ensure you can give your boards a successful outcome and help them understand the team of experts that is required to execute the project. These experts may be structural engineers or construction managers to oversee the roofing system replacement on your high rise. Develop a team that is capable of working with your contractor to quarterback unforeseen items that come up – because nothing goes 100% as planned.

This team approach will help you and the board ensure there is quality control at all stages of the project.

Close the Loop and Educate The list of experts is growing and your board is now concerned about the potential cost of the experts. Take the last step and further educate your boards. In your Continued on page 58

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www.cacm.org | Vision Fall 2013

57

show your support

Thank You to Our Sponsors

Thank you to our 2013 second quarter sponsors 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.

Accurate Termite & Pest Control

Flood Pro

The Perry Law Firm

Advanced Painting & Wood Repair

Flynn Williams Riley LLP

Pilot Painting & Construction

Kelly-Moore Paint Co., Inc.

Precision Concrete Cutting

The Miller Law Firm

PrimeCo Painting & Construction

Allana Buick & Bers, Inc. AMS Paving, Inc. Angius & Terry LLP

Mission Landscape Companies, Inc.

Artistic Maintenance, Inc.

Mutual of Omaha Bank

ARW - Antis Roofing & Waterproofing, Inc.

Nautilus General Contractors, Inc.

Beaumont Gitlin Tashjian

Newman & Associates, Inc.

Roseman & Associates, APC

California Waters

Nordic Security Services

Seacoast Commerce Bank

CID Insurance Programs, Inc.

OCBS, Inc.

Serpico Landscaping, Inc.

CommerceWest Bank

O'Connell Landscape Maintenance

Signature Painting & Construction, Inc.

Pacific Premier Bank

Statcomm Inc.

Dan's Landscape Service, Inc. Elliot Katzovitz Insurance Agency

Professional Services Construction, Inc. Real Estate Data Solutions Roofworks & Construction, Inc.

Pacific Western Bank

ThyssenKrupp Elevator

Enviro Views, Inc.

Painting Unlimited, Inc.

Union Bank

Epsten Grinnell & Howell, APC

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United Trustee Services

Fenton Grant Mayfield Kaneda & Litt, LLP

Payne Pest Management

Universe Painting, Inc.

PCW Contracting Services

Unlimited Property Services, Inc.

First Bank

Someday Has Come Continued from page 57

budget for your large project, you may find your expert fees are minor when compared to the cost of the entire project. Share with the board how not cutting corners and working with experts is a wise investment; in addition, help your boards exercise good business judgment by relaying the advice of experts.

With clear expectations established based on the advice of your team of experts, you have now eliminated some of the biggest hurdles on how to address your major repair or replacement project. Most notably, as the manager you will be giving your boards a successful yes to help them accomplish and tackle that “someday� project.

Clint McClure, CCAM, is President & CEO of MMI-McClure Management Inc. in Carlsbad.

The New Gender Gap In 2011, there were

23.4 million older women and

17.9 million older men, or a sex ratio of 131 women for every 100 men.

At age 85 and older, this ratio increases to 203 women for every 100 men.

58

Vision Fall 2013 | www.cacm.org

show your support

Advertiser Index

Advertiser

Website/Email Page

A.S.A.P. Collection Services...................................www.asapcollect.com................................. 42 Ameristar Fence Products......................................www.ameristarfence.com........................... 43 AMS Paving, Inc......................................................www.amspaving.com.................................. 24 Angius & Terry LLP..................................................www.angius-terry.com.................................. 5 Association Lien Services.......................................www.alslien.com.......................................... 26

Helping Community Associations Find Their Way Providing practical legal solutions to common interest developments in: • Governing Document Interpretation and Enforcement

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• Contract Negotiation and Preparation

Berding | Weil..........................................................www.berding-weil.com............................... 29

• General Counsel Service

Berg Insurance Agency, Inc....................................www.berginsurance.com.............................. 6

• Litigation, Trial and Appellate Advocacy

ATC Assessment Collection Group.......................www.atccal.com.......................................... 40

CID Insurance Programs, Inc..................................www.cidinsurance.com............................... 13 Community Association Insurance Solutions, LLC....www.mgalive.com....................................... 29 Community Legal Advisors Inc..............................www.attorneyforhoa.com........................... 49 First Bank..................................................................www.firstbankhoa.com........................... 6, 21 Focus Business Bank...............................................www.focusbusinessbank.com.................... 47

Neuland & Whitney, APC (949) 766-4700

Heritage Bank of Commerce.................................www.heritagebankofcommerce.com....... 57 Kriger Law Firm.......................................................www.a-khoa.com......................................... 55 LaBarre/Oksnee Insurance.....................................www.hoains.com......................................... 48

www.neulandandwhitney.com 22342-A Avenida Empresa, Ste. 100 • Rancho Santa Margarita, CA 92688

Miramar Wholesale Nurseries...............................www.miramarnurseries.com....................... 17 Mutual of Omaha Bank..........................................www.mutualofomahabank.com................ 50 Neuland & Whitney, APC.......................................www.neulandandwhitney.com................... 59 Pacific Utility Audit, Inc...........................................www.pacificutilityaudit.com....................... 21 Pacific Western Bank..............................................www.pacificwesternbank.com..................... 3

OUTDOOR LEISURE FURNITURE

Payne Pest Management.......................................www.paynepestmgmt.com........................ 24

Competitively Priced

Peters & Freedman, LLP.........................................www.hoalaw.com........................................ 25

Quality Products & Service

Popular Association Banking.................................www.associationbankers.com................... 28 Proserv Plumbing and Drain..................................www.proservplumbing.com....................... 41 Rankin, Law Offices of Ann....................................www.annrankin.com................................... 42 Reserve Studies Inc.................................................www.reservestudiesinc.com....................... 58 SABER......................................................................www.saberfoundations.com...................... 28 Seabreeze Patio Furniture, Inc...............................www.pool-furniture.com............................. 59 Seacoast Commerce Bank.....................................www.sccombank.com................................. 53 SouthData, Inc.........................................................www.southdata.com................................... 50 Stagecoach Wireless..............................................www.stagecoach-wireless.com.................. 52 Sunset Landscape Maintenance, Inc....................office@sunset-landscape.com .................. 20 SwedelsonGottlieb.................................................www.lawforhoas.com.................................. 26 ThyssenKrupp Elevator...........................................www.thyssenkruppelevator.com................ 49 TOPS Software........................................................www.topssoft.com........................................ 3 Union Bank...............................................................www.hoabankers.com................................ 41 Varsity Painting........................................................www.varsitypainting.com........................... 55

Refinishing • New Furniture • Restrapping Umbrellas • New Slings Serving California Since 1979

(800) 227-1847 1314 W. Collins , Orange, CA 92867 www.cacm.org | Vision Fall 2013

59

California Association of Community Managers, Inc. 23461 South Pointe Drive, Ste. 200 Laguna Hills, CA 92653

CACM Discussion Groups are the perfect vehicle to ask questions, share solutions and speak openly about client challenges and industry issues. This new online forum is safe, secure and board member free!

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Getting started is easy:

1. Log in to the Members Only section at www.cacm.org 2. Select Discussion Groups 3. Review and accept the terms and conditions 4. Register and create a username and password 5. Log in and search for topics, join a conversation, or ask a question of your own

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When it comes to community management challenges, no manager should go it alone!

CACM has a network of 3,000 community management professionals across California, and the online Discussion Groups allow you to connect and collaborate with all of them in one place.

Get started now at www.cacm.org – because 3,000 minds really are better than one!

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3,000 minds really are better than one!