Vision Magazine Fall 2015

FALL 2015

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building & maintaining

MANAGERS SEEKING MENTORS Reasons to always share your experiences

WARNING: DISGRUNTLED BOD Why you shouldn’t be quick to blame prior management

ENHANCE YOUR ASSOCIATION’S IMAGE How an informed communications plan can help

RELATIONSHIPS

Learn.

– Discover innovations and trends that can impact your association – Broaden your knowledge with 18 different breakout sessions (see pg. 56 for details)

Connect.

CACM PRESENTS

As a California community association manager, your focus is on positioning yourself as the trusted advisor your board of directors needs to maintain a successful, thriving community. As always, CACM’s focus is on supporting your quest to manage better, smarter and with more authority.

We believe professional education, expert service providers and a network of colleagues who’ve “been there, done that” are the best tools to help you achieve a higher standard of management.

– Share strategies that are working with colleagues – Expand your vendor network and meet people to serve you for years to come

Grow.

At this year’s Law Seminar & Expo, CACM is giving you access to all three!

NORTHERN CALIFORNIA February 11-12, 2016 Oakland Marriott City Center SOUTHERN CALIFORNIA March 17-18, 2016 Disneyland Hotel, Anaheim

– Enjoy valuable time with 1,000 like-minded professionals – Gain a competitive advantage in your field

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FA L L 2 O 1 5

F E AT U R E S

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4

Wherever You Go, There You Are

50

Discovering Hidden Water Waste

By Dirk Foster, CCAM-HR.LS

By Dean Jackson, CCAM-HR

14

Managing Board Conflict

By Lori R. Storm, CCAM

18

Congratulations Managers

20

Paying for Sins of the Past

29

New Affiliate Members

By Vicki MacHale, CCAM

39

26

The Collaboration Game Plan

CACM’s 2016 Board of Directors Election

By Scott Swinton

40

34

It’s a People Business

New Manager & Management Firm Council Members

By Patty Garcia, CCAM, PCAM

37

Our Voice in Sacramento

By Jennifer Wada

42

Business Solutions for Executives

NEWS BITS

40

CACM’s Newest Accredited Community Management Firm

41

Dan Kocal Scholarship Offers Full Tuition for Certification

By Clint McClure, CCAM

44

Member News

46

Improving Your Association’s Communication Image

49

Thank You to Our Sponsors

By Glenn Grabiec, CCAM

54

Join CACM for a Great 2016

56

Law Seminar Session Sneak Peek

Vision Fall 2015 | www.cacm.org

D E PA RT M E N T S

7

President’s Message

13

From the Roundtable

24

Spotlight on Education: What’s Your #1 Complaint?

30

In the Boardroom: Finding Your Rhythm

32

By David Zepponi

A Message From the Board

By Lori R. Storm, CCAM

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Vision

Empowering Great Communication in Community Associations

Online and On-the-Go

With Nabr Network, you have the power of one-touch posting to a single community – or an entire portfolio – across multiple communication channels.

Fall 2015 • vol. 24, no. 3

President & CEO | David Zepponi

Managing Editor | Brenda K. Teter Assistant Editor | Emily Ball

Advertising | Melissa Hurtado

Are you ready to unlock the power of proactive communication?

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THE VOICE OF CALIFORNIA COMMUNITY MANAGERS

Editorial Advisory Committee Bobbie Gaffney, CCAM, PCAM The Gaffney Group, Inc.

Clint McClure, CCAM McClure Management, Inc.

Patty Garcia, CCAM, PCAM MCM, LLC

Susan Sharp, CCAM FirstService Residential California, LLC

Dean Jackson, CCAM-HR Pacific Park Plaza HOA

Lori Storm, CCAM FirstService Residential California, LLC

Kay Ladner, CCAM Desert Horizons OA

Scott Swinton Unlimited Property Services, Inc.

Vicki MacHale, CCAM ARK Management

Emily Yost MPS Financial, LLC

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

Magazine content ©2015 CACM. All rights reserved. No part of this publication may be reproduced without written permission from CACM. Opinions expressed by authors do not necessarily reflect the policies of CACM. Mention of any product does not constitute an endorsement by CACM. CACM assumes no responsibility for return of photos or art and reserves the right to reject any editorial or advertising materials. CACM does not assume responsibility for the accuracy of articles, events or announcements listed.

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

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Vision Fall 2015 | www.cacm.org

The Importance of Clear Vision

A

t the center of a successful organization is a clear vision – an inspired statement of what the organization strives to be. This vision defines and clarifies the organization’s purpose, direction and underpinning values. A clear vision also provides essential, long-term guidance for a business to grow or, in our case, a community to prosper.

While speaking at a recent industry event, I asked the audience – which was comprised of more than 200 association board members – if their communities had a vision statement. Only three board members (all seated together), raised their hands. When I asked them to share that vision statement with the group, none of them could articulate it. This was a jaw dropping moment for me, as I realized that these board members were likely representative of the norm.

Wouldn’t it be a much more positive experience for all of us if communities had a common sense of purpose and an understanding of what values and character are expected from the residents of their development? This community vision could be shared with those already in the community, as well as those interested in joining the community. If a community is created out of individualism, without respect for a common well-being, antagonism and self-interest are sure to follow. By creating a clear vision statement with your communities, you can help bring a real sense of purpose and focus. This vision will provide clear direction to board members and homeowners as to what is expected from them and what they should do to help the community achieve its full potential.

Without a community vision, codes and covenants fill the void, giving a rigid interpretation of what the community should be. Members of the community then start to rely on the individual application of these codes to manage change their way, leaving boards and managers to manage risk and not common interests. This is why it’s crucial for you to facilitate a conversation and begin implementing a community vision.

Here’s how to get the process started: Ask each board member to write down individually what they feel is the vision of the board for the community. Compare these. Do they all agree or are there a few divergent thoughts? Then, talk about it (how can they bring the community together without having a common vision for what the community should be?). Once your board members develop a vision, take it a step further and ask your community if they agree with the board’s assessment. This is a simple exercise that should minimize conflict and help your communities grow through a common purpose.

In the end, when you live in a common interest development, it is about relationships and giving up some individuality for the good of the community. As professional community managers, we must facilitate conversations between individuals to instill a strong sense of purpose for the residents in our communities. When you have a clear vision, you know where you are going, and it is a much more enjoyable journey. I encourage you to start the conversation about a common community vision. It won’t be easy, but it will be rewarding.

David Zepponi, President & CEO

www.cacm.org | Vision Fall 2015 7

building relationships

YOU GO

By Dean Jackson, CCAM-HR

No matter where you manage, we can all benefit by sharing experiences.

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F

Regardless of our ever f luid professional development, one thing remains consistent: We are all in this together.

or those of you old enough to recognize the movie reference, I think Buckaroo Banzai said it best: “Wherever you go, there you are.” Isn’t that the nature of the community manager’s career path? The company you work for today may not be the company you work for tomorrow. Regardless of our ever fluid professional development, one thing remains consistent: We are all in this together.

I’d wager that few of us had community management on our list of what we wanted to do when we grew up (there wasn’t quite room next to Fire Fighter, Doctor, Police Officer and President of the United States). This path either found us or we “fell into it.” Still, there are few career choices better suited to mentor/mentee relationships.

How do we define a mentoring relationship? They can take many forms: the company owner or executive guiding a new manager; managers within a company sharing experiences; or friendships between managers in different companies or HOAs that have been developed through previous work experiences or industry events.

No matter how they start, these relationships can be critical to the sustainability of our industry – because, let’s face it, the first few years are rough! We need to foster a collaborative culture throughout our industry and help each other realize our full potential. This will help us create a more qualified, professional group of managers – a higher caliber – who are focused on elevating our profession. This team effort is crucial as our industry continues to grow.

Interoffice Mentors

When I started in this industry, I was fortunate to have a mentor in the company owner who hired me. I knew nothing of community management, Davis-Stirling or even the definition of an HOA. Kathy Young, CCAM – who admittedly thought Davis-Stirling was the name of a new homeowner when she started in 2009 – had a similar introduction to community association management.

Continued on page 10

www.cacm.org | Vision Fall 2015 9

Garret Satfield, CCAM (right) with two of his mentors from The Management Trust, Bo Banks (left), Vice President of Community Management, and Mimi Menzies, CCAM, Senior Association Manager.

Wherever You Go, There You Are Continued from page 9

“My first year in the industry was a tremendous learning experience,” says Young, a portfolio manager with ARK Management in San Diego. “For people who don’t work in this industry, from the outside looking in, it seems like it’s all about violation notices, fines and showing Kathy Young, CCAM (left) with her longtime mentor Vicki MacHale, CCAM. up at meetings – but those perceptions aren’t true; there is so much more involved!”

While Young credits herself as being a very organized and caring person (two great traits for community managers to have!), she says she may not have stuck it out if it weren’t for her mentor.

“With over 20 years of HOA management experience, she [Vicki MacHale, CCAM] never held back information, and I could lean on her when anything came up that I wasn’t certain about,” says Young. “Without a doubt, if I didn’t have a great mentor and someone I could turn to during the first few years, I probably would have left the industry.”

Garret Satfield, CCAM had similar doubts when he left the comforts of his retail job for community management in 2013. “Initially, my first year was very overwhelming,” he says. “It was important for me to recognize that you can’t learn everything in a short amount of time. This job is very cyclical; it takes at least a year to see everything the job entails.”

Satfield, who is the Director of Management Services for Kocal Properties in Folsom, admits that at one point he thought he had made a huge mistake and considered trying to get his old job back. What saved him was the advice and collaboration he received from the 16 other managers in his office. “I knew that if I had a question on something, whether procedural or legal, they were my best resource,” he shares. “Their willingness to help allowed me to learn the industry inside and out.”

You have to be there for each other and not be afraid to share your experiences and what you know; it doesn't help anyone if you keep it to yourself.

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Young says her mentor gave her some career-saving advice that has helped her navigate many contentious interactions.

“Because I’m really passionate and I care a lot, when people would scream at me or say nasty things, it would really get to me because I’m always genuinely trying to do my best,” she says. “Vicki [my mentor] told me to never take it personally because I never know what the person is going through. It taught me to have more compassion and understanding, and it’s helped me in many situations.”

The best piece of advice my mentor gave me? When you get a call, return it within 24 hours. I’ve learned that frequent and timely communication is essential.

HOW CACM HELPS YOU CONNECT WITH COLLEAGUES

Attend CACM industry events as frequently as possible. Regional Forums get you face-to-face with managers and service providers in your area, and the Law Seminar & Expo events allow you time to socialize and network with more than 1,000 colleagues.

Enroll in CACM educational courses.

Paying it Forward

Both Young and Satfield have come a long way in the industry with the help of their early mentors: Young, who started out as an assistant manager, now manages a portfolio of four communities, and Satfield has graduated from portfolio manager to now overseeing a staff of five managers who collectively manage 80 commercial accounts.

Young says she’s made it a point to let her colleagues in the office know they can come to her for anything. “You have to be there for each other and not be afraid to share your experiences and what you know; it doesn’t help anyone if you keep it to yourself,” Young says.

Satfield shares this commitment to helping others and says he is grateful to pay it forward after so many people helped him get to where he is today.

“I’ve really resolved to always be available to my team,” says Satfield. “I’ve had supervisors in the past who have claimed they were willing to help, but in reality they never really made themselves available to me. I’m committed to helping them in any way I can.”

You can meet fellow students and learn from others’ experiences during classroom discussions.

Search for professional community managers near you in CACM’s Manager Member Directory. Log in at www.cacm.org to access the directory in the Manager Members section.

Join the online discussion. Access CACM’s Discussion Groups by logging in at www.cacm.org.

Search topics, post a question or

When There’s No Manager Next Door

respond to colleagues’ posts.

Not every manager is fortunate enough to work in a collaborative office environment where a fellow manager is only an office door away. Many managers are out on their own, either as an employee working directly for the HOA or as an onsite manager. It’s perhaps even more important for these managers – who are often managing other employees and standing in the direct line of fire when problems arise – to pursue and provide advice whenever possible.

As an onsite manager myself, I have often found that the colleagues I meet at industry functions, including the CACM Law Seminar & Expo and various course offerings, have become valuable sources of advice and information, as well as sounding boards and ultimately friends. While I may not have another manager in an office next door, I do have

Check CACM’s Resource Guide or online E-Marketplace (www.cacm. org/resources/e-marketplace.html) to find expert service providers who can support your needs.

Continued on page 12 www.cacm.org | Vision Fall 2015 11

Wherever You Go, There You Are Continued from page 11

Your peers are your greatest asset in the industry. Use them as a resource as much as possible.

many in my email address book. It is gratifying to know that I can benefit from others’ experiences and can provide assistance when I am asked.

Patty Garcia, CCAM, President of MCM, LLC, says attending industry functions is very helpful in learning about topics she hasn’t personally encountered. “I especially like roundtables where managers talk about experiences they deal with and what they did to resolve a particularly sensitive or challenging issue,” she says.

According to Young, another way to seek guidance with management challenges is to seek out expert service providers working in our industry. “As a manager, you need to turn to industry experts – especially where it concerns construction, safety or legal matters,” she says. “You’re not only protecting yourself from liability, but also your company and your community.”

Satfield agrees that it’s crucial for managers to reach out to service providers and fellow managers to gain a more well-rounded perspective. “Your peers are your greatest asset in the industry. Use them as a resource as much as possible,” he says. “People are more than willing to help; all you need to do is ask.”

Whether you’re new to the industry or a seasoned veteran, working in a crowded office or alone on site, there are opportunities to both learn and teach. Once we accept that we are all in this together, even when we are working for different companies in entirely different locations, sharing our experiences and working as a team can bring all of us success.

“As a collective, we’ve seen it all,” says Satfield. “We just need to be willing to share what we’ve learned along the ride.”

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

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e are in an industry based almost entirely on relationships. The professional relationships we develop and cultivate not only bring real value to those we touch, but give us an opportunity to showcase our professionalism and sincerity.

One of the cornerstones of any great relationship is communication – the sharing of ideas and experiences, offering solutions, etc.

Listening is also an important component. With that in mind, you can’t help but see the changes the CACM Board and staff have made over the past few years. And, just as in any collaborative relationship, many of these changes were a direct result of listening to you, our members.

You may have noticed changes and additions to the CACM course curriculum, options to schedule local educational offerings, and modifications to the format of major events like the Law Seminar & Expo (e.g., more sessions, no exam); all of these changes were implemented based in large part on members’ suggestions.

Do we hit the mark 100 percent of the time?

Probably not, but we do listen, and as there becomes a common theme among our members, we look for ways to accommodate change. So please, keep your suggestions and opinions coming.

We are now entering the fall season, which means we are only a few months away from the election for CACM’s 2016 Board of Directors.

As with each election, this year you will vote for the five nominees you believe will help CACM

shape the future of the industry for the next several years. The Nominating Committee has already selected a qualified group of candidates based on nominations received in July and August. We encourage you to get to know the candidates now so that you can make an informed decision once the voting opens on November 30. You can read the candidate statements at www.cacm.org/about-us/bod-candidates.html.

Finally, September is the month the board conducts its annual threeday Strategic Visioning session. Now that our new President & CEO, Dave Zepponi, has been in place for nearly one year, this will be an excellent opportunity to review our governing policies to ensure they fully support our members, as well as Dave’s vision for CACM. I will give a full update in the next issue of Vision magazine.

On behalf of the CACM Board, Gordon Goetz, CCAM, Board Chair www.cacm.org | Vision Fall 2015 13

building relationships

BY LORI R. STORM, CCAM

board conflict

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Boards are entities separate and apart from the individuals that comprise them. Even when they are meeting as a group in front of the members, a board can be much more (or less) cohesive than the separate directors.

What are the reasons for this? It might be the notion of public debate, accountability or possibly deference to others in public that make folks act in a certain way as a board.

Individual homeowners run for election for a variety of reasons. There are those who have a specific agenda, a desire to change the direction the existing board has taken. There are some who run to prevent someone with very different ideas from serving on the board. Then there are some who want to wield power in and of itself. And finally, the people we fervently hope all our board members will be, there are those who are thoughtful, calm negotiators who want to serve the community they live in and strive to work toward the greater good.

Let us pause a moment here and imagine an entire board made up of thoughtful, dedicated community servants. This group would email you if questions came up when they looked over their financials, asking you to look into this or that issue for them and report to the board your findings at the next board meeting. These very same people would arrive at their board meetings with their board packets well read, notes in the margins, and possibly their budgets and governing documents in hand – just in case they need to refer to them.

This board would succinctly dispatch the items that were not controversial and calmly debate the items that … sorry, I am afraid that I was caught up briefly in my flight of fancy. I am not saying there are no such boards, but I am saying that if you have such a board, then you don’t need to read this article. Go back to your calm oasis of work, where you have the sounds of the ocean waves breaking gently on a sunny shore.

If you’re like the majority of us (and this dream sequence is far from your reality), let’s take a look at some more common board scenarios and consider how you might approach these situations.

Boards Who Antagonize Owners This type of board seems to know what is best for the community in spite of homeowners who want them to act differently. This type of board does not do anything too egregious; they just frustrate owners and keep them on edge. How do you make this board work well and provide good governance in the face of a major attitude?

This is the board that takes a bit of finessing. You keep them focused on the work at hand and don’t let them wander off on tangents during the board meetings. You encourage a thoughtful approach toward challenging owner actions, and remind them that we are all neighbors here and want harmony and compliance. We are not looking to foster a police state.

It is not about wielding power over others but behaving as servant leaders for their community.

Continued on page 16

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Managing Board Conflict Continued from page 15

Boards Who Antagonize Each Other This type of board seems to constantly be looking for a fight. What we want to foster among these members is the idea that everyone has a voice and the right to be heard. Remind these directors to offer one another the same respect for their opinions that they themselves want to be afforded. Encourage the idea that the other has a valid point of view. While the board member may not agree with the opinion being expressed, remind them to respect the person sharing it.

The second thing that is so vital to impart to these types of boards is the need to unify behind the board’s final decision on a matter. Although they may not have won their point, the individual must support the majority’s decision. No grumbling or backstabbing allowed after the vote.

The Manager as Mediator There are times when you need to step in and prevent further degradation of meetings or board effectiveness.

As a manager, you are the diplomat and counselor in these situations. This is where you have the opportunity to shine in your role. With the right guidance, both owners and board members will respect your subtle touch and caring attitude.

Be sure you establish a relationship of respect and empathy with each person on your board(s). The better you understand their motives and personalities, the easier it will be for you to learn how to help them in group dynamics. Even board members whom you find to be the most challenging to work with have a backstory and a reason for their actions. If you can discover what makes them tick, you can help them work within the board structure.

Just as important, there will be times you need to act as advocates for homeowners who are not able to clearly articulate their needs or position

in a matter. If you have established communication with the owners and understand their situations, you can help smooth things over when these issues come up before the board.

We all want to be a manager who can work with very different personalities and keep (most) everyone focused on goals and positive outcomes. It starts by putting in effort and increasing your ability to bring groups of people through conflict and disagreement to a satisfactory solution.

This will increase your board’s level of trust and reliance on your ability to oversee their operations.

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

DEALING WITH CONFLICT AT YOUR ASSOCIATION? CACM’s CMM220 Conflict Resolution for Community Managers course can help!

Developed specifically to help managers diffuse everyday HOA conflict situations, this course teaches the different approaches to conflict resolution and specific techniques to use with various difficult personalities and groups. You will leave this course feeling confident that you can manage any communication challenge – from an irate homeowner to a contentious board meeting.

• Identify difficult personalities and appropriate techniques for diffusing conflict with each • Manage unreasonable expectations • Assert your professional authority • Maintain a customer service mindset • Manage group dynamics including consensus building, facilitation and conflict between others • Develop a protocol for communications during a crisis

Coming to Sacramento on September 16. Learn more or register now at www.cacm.org.

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www.cacm.org | Vision Fall 2015 17

achieving professional excellence

Congratulations Managers

It is with pride that we recognize managers who have taken the next step in their professional career by pursuing advanced educational opportunities. Congratulations to our newest Certified Community Association Manager (CCAM) and Specialty Certificate recipients for the second quarter of 2015.

NEW CCAMs

Brigitte Y. Fernandez, CCAM Trish A. Forté, CCAM Gregory Fox, CCAM Tony Gutierrez, CCAM Mary G. Hall, CCAM Nancy J. Harlow, CCAM Kimberly M. Harrigan, CCAM James A. Hayes, CCAM Kristian R. Hill, CCAM Patricia A. Hooper, CCAM Forrest W. Huisman, CCAM Carolyn Ivancovich, CCAM Emily J. Jauregui, CCAM Jessica R. Kelsey, CCAM Joanna Lam, CCAM Alfred V. Logan, CCAM Trish A. Lowe, CCAM Daniel Magier, CCAM Tess E. Mailloux, CCAM William Mazza, CCAM Melody A. Murray, CCAM

Dora Acosta, CCAM Valsamis A. Almalidis, CCAM Artour Babayans, CCAM Scott A. Bland, CCAM Mark Borson, CCAM Laura M. Bowman, CCAM Nafisa Braimah, CCAM Selina Bravo, CCAM Irma Breceda, CCAM Mark E. Bruce, CCAM Nycole T. Burts, CCAM Jamiah L. Calderon, CCAM Susan Calhoun, CCAM Kimberly K. Carr, CCAM Bryan M. Chan, CCAM Stewart A. Dalie, CCAM Bonnie Dalrymple, CCAM Cecilia de Heras, CCAM Arash Etemad, CCAM Teresa A. Falconer, CCAM

Martha A. Osborne, CCAM Catherine A. Pannell, CCAM Joan Pilar, CCAM Leticia Rodriguez, CCAM Lisa M. Royster, CCAM Nicholas B. Saadi, CCAM Frank Sansone, CCAM Brian O. Simmons, CCAM Denise Smith, CCAM Lucille S. Sulano, CCAM Cami L. Surette, CCAM Michelle D. Tabron, CCAM Jenna M. Warriner, CCAM Linda S. Wilhelmy, CCAM Chris M. Wooden, CCAM Brian M. Yohn, CCAM

SPECIALTY CERTIFICATES High Rise Community Management Brandon Patterson, CCAM-HR

Large Scale Community Management Melissa Brown, CCAM-LS Laura Goss, CCAM-LS

Portfolio Management Christine Alfaro CCAM-PM

New Development Community Management Shannan Ogilvie, CCAM-PM.ND

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Call (800) 922-7283 or email insurance@cacm.org Endorsed by California Association of Community Managers, Inc. (CACM) License # 0C41342 www.cacm.org | Vision Fall 2015 19

building relationships

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PAYING FOR SI OF TH

e’ve all taken over an account where the board was convinced that the outgoing management company had failed to uphold their contract. Example after example of their failures is spouted over the phone, in meetings, or basically to anybody who stands still long enough to listen. Marketing interviews are filled with questions and statements that revolve around past real and/or perceived transgressions and present the outgoing firm as a bunch of doofuses.

It’s very difficult, especially during the marketing period, not to automatically side with the disgruntled board and ooh and ahh and shake your head at the incompetence of the current management company.

After all, you want the account, and agreeing would give you that edge over the competition. Seasoned managers or executives typically attend marketing interviews, and we can usually determine the real culprits a mile away, and quite often it is NOT the outgoing management firm.

Playing into the hands of these types of boards does a disservice to our industry as a whole and the newly assigned manager. In siding with the disgruntled board – especially when you know the failure lies with the board – you are setting unrealistic expectations and making promises that outweigh the time commitment you as the manager will be able to put into the oncoming account. The Board is going to assume that your company will solve all of their issues within the first month or two of the contract, and the manager will be viewed as an indentured servant rather than a professional manager. He/she will be micromanaged to 20

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INS HE PAST

By Vicki MacHale, CCAM

When you inherit a disgruntled board, staying neutral and professional is the best course of action. the point where sending out an email answering a simple question will result in a case of hives. When the magic cure doesn’t net immediate results, supervisors will spend hours on the phone talking down the new account board president. The manager’s other accounts will also suffer, as there are only so many hours in a day.

The interview process should be viewed as an opportunity to not only market your company, but as a means of educating a potential client and setting realistic expectations. Unfortunately, I learned this the hard way. I once took over an account where the previous management company was terminated after a fence repair and painting project went over budget by 25% (close to $100,000) without the board’s knowledge. In fact, the board didn’t learn this until a month after the project was completed and the final project totals were reflected in the financial statements. (Unbelievable! First mistake, I said as much in the interview process.)

Upon termination, the board continued to run the management professional into the ground. They even called a special meeting to discuss filing a lawsuit. After listening to them laminate for over 30 minutes, as well as doing a little investigation prior to the meeting, I learned that the board approved the contract, chose not to hire a project manager to write specifications and oversee the project, and instead placed the president and the treasurer in charge of the project, both often keeping management out of the loop when decisions were being made.

The treasurer and the president signed off on each change order and signed every reserve check, yet NOBODY on the board knew the project went over Continued on page 22

www.cacm.org | Vision Fall 2015 21

Paying for the Sins of the Past Continued from page 21

WORLD CLASS Your WORLD is managing communities Time to move to the head of your CLASS

Our cloud-based solution enables you to: Manage your communities from any device, anytime, anywhere Effectively and easily manage all your tasks, emails, work orders, and inspections Keep your board members informed with all answers at your fingertips

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November 2013 Management Report

My Communities

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Report Description A Task is an association ation management business matter that requires action and is created by, and/or assigned to either a management company employee, such as the Community Association Manager, or Board Member. All open action items, other than repair repai and maintenance tasks, should be documented in the Tasks List to clearly track and manage open issues through to completion. Repair and maintenance tasks are typically managed using Work Orders although some Tasks may create the need for an underlying Work Order and can be linked to a Work Order. Board Members can create, update and monitor Tasks by accessing the Board Portal at www.ciranet.com . See additional information regarding Tasks at http://www.ciranet.com/SWP/Tasks_Summary_Report.pdf .

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Task ID 35301

Item Ocean Colony Reserve Study Proposal FY 2014

Status Completed

Responsible dagmar.wachter

Created By dagmar.wachter

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37394

Financial account Balance Review

Completed

ahu6716

dagmar.wachter

11/14/2013

38800

4Q 2013 Ocean Colony Newsletter Conten Content

Completed Complete

dagmar.wachter

rachel.mills

10/07/2013

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38844

2013 Engagement Letter

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laura.jones

10/07/2013

November 2013 Management Report

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10/31/2013

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budget by close to $100,000 until the financial statements came out?! This was not the fault of the managing agent; it was the fault of a lackadaisical, cheap board that scoffed at best business practices. When things fell apart, they wanted somebody to blame for their failure to pay attention to what they were signing and approving.

So here’s the second mistake … I told them exactly that!

I asked them what they thought a jury would say when all of this documented evidence was presented by the previous management company? Needless to say, the outgoing management firm did not get sued. I, however, was in H. E. double hockey-sticks for quite some time, but was eventually able to manage my way to superstar status.

Seriously, even the biggest and the best management firms sometimes fail, but using that failure to degrade others is beneath us and ultimately it hurts us all. Educate rather than placate. Defend rather than offend. If you can’t do that, try duct tape!

Vicki MacHale, CCAM is the Executive Director of ARK Management in San Diego.

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Vision Fall 2015 | www.cacm.org

A complete guide to construction claims.

New buildings can conceal extensive faults.

It’s a property manager’s worst nightmare— rainstorms damage buildings and bring owner complaints. Is legal action necessary? With our new book, you’ll learn about the resolution process for construction problems, and how to handle complex claims.

Go to berding-weil.com/guide to read the next chapter.

A Property Managerʼs Guide to Construction Defect Claims is available in the Echo bookstore and on Amazon.

www.cacm.org | Vision Fall 2015 23

What’s Your #1 Complaint?

Dealing effectively with conflict can reduce stress, anxiety and, more importantly, the mental and physical burn-out associated with managing homeowners associations.

What’s the number-one complaint from community managers?

You probably guessed it: dealing with difficult board members and homeowners.

Have you ever started out your day with an outgoing and helpful mindset, then felt your energy slowly drain away as you deal with one, two, three or more unhappy homeowners?

Having great people skills may be the reason you fell into the profession of community management. But, working with hostile, abusive and difficult people can take its toll on your emotional and physical health.

Though many consider people skills to be a talent or trait, it’s time to acknowledge conflict resolution as a bonafide job skill. And just like any

24

Vision Fall 2015 | www.cacm.org

other job skill, you can be trained to excel. You can go through your day without feeling depleted and emotionally assaulted. You can learn to identify specific types of conflict and personalities, and then control the exchange.

Imagine approaching your next “unhappy” homeowner conflict or board meeting blow-up with the logic and confidence you employ in your other daily responsibilities.

CACM developed CMM220 Conflict Resolution for Community Managers specifically to help managers diffuse everyday HOA conflict situations. This course will give you the confidence to manage any communication

ALL-STAR FACULTY Meet one of CACM’s top-rated instructors

Robin A. Romo, CCAM-HR CitiScape Property Management Group, LLC, ACMF San Francisco, CA 12 years in the industry

challenge – from an irate homeowner to a contentious board meeting.

What is it worth to you to be able to …

• Identify difficult personalities and appropriate techniques for diffusing conflict with each

• Manage unreasonable expectations

• Assert your professional authority

• Maintain a customer service mindset

• Manage group dynamics, including consensus building, facilitation and conflict between others

• Develop a protocol for communications during a crisis

Don’t miss the next course offering on September 16 in Sacramento. Register now at www.cacm.org.

Is Sacramento too far? CACM schedules courses in your area on request. Go to www.surveymonkey.com/r/

“I teach because I feel strongly about the importance of building a strong foundation in this industry through education. The more education and training our managers receive, the more the public sees how significant and vital the role of a community manager is. I feel fulfilled knowing that I’ve contributed to the continued growth of other managers.”

Catch Robin teaching these courses in Northern CA: • California Law Series: Modules I and II • Conflict Resolution for Community Managers • High Rise Community Management • Human Resource Management • Ethics for Community What Students Are Managers Saying About Robin: • The Basics of “Robin was one of the most Association engaging instructors I have had.

She is knowledgeable and has tons Management (BAM) of energy that kept us interested.

Series She made learning a dry subject fun.”

Alan Dubroff, CCAM Lake Almanor Country Club

Request_a_Course to add yourself to the course waitlist.

www.cacm.org | Vision Fall 2015 25

building relationships

THE COLLABORATION

BY SCOTT SWINTON

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Vision Fall 2015 | www.cacm.org

Before you can collaborate you must identify the common goals you share with your clients and homeowners.

I

t’s 9:00 am and you wince at an email from Joe in 417, who informs you that, for the past two years, every day at 5:00 am the landscape irrigation has been spraying water under the building’s utility closet door – and no one has noticed. There is rot in the wall behind the telephone box, the electrical panel and the fire alarm panel for all four units in the building.

And, it gets better: Joe’s bedroom wall has mold crawling out from behind his deceased mother’s 50-year-old armoire – which has suddenly become very dear to him. The matted carpet and sagging drapes are alive with fungus. The drywall behind all the meter boxes is disintegrating, wet and moldy.

Where do you start? If you’re in this type of situation, you’ll quickly realize there’s truth to the saying, “No man is an island.” Obviously you are going to need some help. Hopefully you have been building relationships with board members, owners, and a cadre of reliable vendors because you’re going to need a landscaper, restoration company, abatement company, general contractor, electrician, and reps from the power, phone, and fire alarm companies (and, I probably left someone out).

In my article in the summer 2015 issue of Vision, I discussed what good collaborative partners might look like.

Here I take a step back and describe what collaboration itself should look like.

Find Common Goals Before you can collaborate you must identify the common goals you share with your clients and homeowners. Think of a football team: 11 players focused on a chalk rectangle 80 yards away.

Though it may not be your first guess, a basic common goal that you share with your clients is peacefulness. All life forms crave homeostasis, a peaceful constancy. And, this peace may be the most powerful common objective you share with your board and homeowners. You want issues resolved, and so do they.

Continued on page 28

www.cacm.org | Vision Fall 2015 27

The Collaboration Game Plan Continued from page 27

This does not mean agreeing on absolutely everything. Humans will happily drive in opposite directions, just so long as they can do it peacefully. Joe in unit 417 was just deprived of peace, and your own peaceful life just became, in part, dependent on his. Be sure he sees you as an ally and not the competition. You need not capitulate to all of his demands, but you must show him that you share his goals.

Parking assignments, barking dogs and a clean pool all contribute to – or detract from – a peaceful life. Help your clients understand that you share this goal, and together you can find and maintain it.

rumors, compromising the quarterback’s contract renewal, he’s probably not going to toss the ball in the wide receiver’s direction very often.

Understand that trust is two-sided. Both parties must contribute to a relationship of trust, whether it’s sharing information or just showing up on time. Be sure to judge with discernment; but, if you determine a person or company is untrustworthy, they are not going to be a good collaborative partner – no matter what common goals you may have.

And be trustworthy yourself. In his book Cheating Culture, David Callahan warns about two moral compasses.

"Many people seem to go through life with two separate moral compasses: one shapes their decisions when it comes to sex or drugs or violence. But a second and utterly different compass governs people’s lives when it comes to academic advancement, money, and career success." Don’t let your business relationships fall victim to a compass broken by greed or selfishness. Be the person that others can collaborate and share information with in full confidence.

Be the Example

Next, you need to cross the philosophical aisle because, with your vendors, the common goal resonates with a bit less altruism.

Your highest common goal with your vendors, coarse as it may seem, is profit. You and your vendor are both dependent on the CID for your income. Work together, and you can both realize the goal; compete and argue, and you’ll both be looking for another source of income.

Bear in mind, I’m only stating what the common goals are. The art of interacting with owners or vendors is complex and will look different for each person and personality. But, if you can identify the common goals and wade through the personalities, the next elements will be easier to realize.

Sometimes you need to give in order to get. Pursue peace for the client, and you’ll get peace in return.

If you set an example of giving, it is remarkable how often others will follow suit. It’s as simple as giving an encouraging comment or a kind word, an extra 15 minutes to a talkative mother during a site walk, or even just a smile.

What are you going to lose, and more than that, what will you get in return? Likely a partner and a collaborator who will help you reach your common goals.

Finally, the “why.” Why work together at all? Because even the Lone Ranger had an ally. Your success as a community association manager depends on teamwork, which is grounded in building relationships and cultivating allies. Find the common goals in every situation, cultivate trust and set the example of giving. The benefits are yours to gain.

Build Trust If there is no trust, collaboration cannot take place. If the quarterback suspects that the wide receiver is spreading office 28

Vision Fall 2015 | www.cacm.org

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

serving your communities

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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 2015!

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www.cacm.org | Vision Fall 2015 29

A

successful board of directors is like a symphony: while each person brings a unique voice to the group, the collective sound is characterized by harmony and an eloquent rhythm. Each person plays off the other to create a powerful, unified sound.

FINDING YOUR RHYTHM It’s important to maintain a harmonious environment in times of transition

When there’s conflict in the boardroom, it interrupts the established rhythm. Because boards change with every election, you may find that conflict arises more often around the time new directors are joining the group. It may seem that just when you’ve built a rhythm and understand the ways in which your fellow board members operate, the music stops and you find yourself seated around a very different board table.

How do you work with the shift in dynamic that comes with new board members?

First, take stock of the new group. You may find that even returning, experienced board members shift their approach based on the new dynamic.

Next, celebrate the new instruments at your disposal. Before joining, all new board members have gained enough support in the community, and they can become an important addition to the vision that existing board members have set. Find out what motivated each new member to volunteer and what they hope to accomplish in the community through their participation.

It’s also important to listen (and I mean really, really listen). Remember, you are not just a standout solo artist belting out your own ideas. You are part of a team and the value of any team is listening and bouncing ideas off one another. It’s important to get to know each person’s unique talents and perspectives on the association. There is value in the voice of experience at the table, as well as the new points of view that can only come from someone who was on the outside and is now coming in.

Your community association manager can act as a type of conductor when necessary. He or she can help smooth the transition from one

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Vision Fall 2015 | www.cacm.org

BY LORI R. STORM, CCAM

board to the next, offering guidelines about group behavior and board policies. Your manager can also facilitate discussions and offer insights into how boards get things done. He or she wants to ensure that the group listens to and learns from each voice at the table.

You can take comfort in the fact that your community association manager has likely worked through many board transitions and knows how to ease the strangeness and momentary lack of fluidity.

Having a professional manager on your side – someone who knows the steps to achieving harmonious board relationships – can help facilitate communication as you get to know one another. Once a new rhythm has been established, the new board can pick up the pace, move forward with ongoing operations and adjust their goals to the new music.

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

Having a professional manager on your side – someone who knows the steps to achieving harmonious board relationships – can help facilitate communication as you get to know one another.

CACM’s “In the Boardroom” feature is intended to provide key trends, tips and practical advice for association board members.

For easy sharing, you can also access this and other archived articles online at www.cacm.org.

www.cacm.org | Vision Fall 2015 31

upcoming courses & events

DATE

SEPTEMBER

15 16-17 17 24 29 30 30

OCTOBER

1 7-8 8 14-15 15 21 21 22 28-30

NOVEMBER

12 12 18 18

DECEMBER

3

DATE

SEPTEMBER

15 16 16 16-18 22 23 30-Oct 1

OCTOBER

7 21-22

NOVEMBER

2-3

5

5

18

18

32

Fall Calendar COURSE/EVENT

COURSE/EVENT CODE

LOCATION

Budgeting BAM Series (Modules I-II) Explaining Financial Statements Commercial & Industrial CID Management Forum Luncheon Forum Luncheon Human Resource Management

FIN300 CMM101 FIN220 SPC450 FRMLA FRMVEN LDR400

Online San Diego Long Beach Laguna Hills Culver City Camarillo Palm Desert

Risk Management in Community Associations California Law Series (Modules I-V) Forum Luncheon California Law Series (Modules I-V) Forum Luncheon Fundamentals of Effective Governance Ethics for Community Managers Forum Breakfast Large Scale Community Management

INS400 CMM121 FRMOC CMM121 FRMSD BDA300 CMM130 FRMCV SPC410

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

Ethics for Community Managers Effective Meeting & Election Tools Advanced Ethics: Leadership & Decision Making Enhance Your Professional Presence

CMM130 BDA220 LDR500 CMM200

Laguna Hills Laguna Hills Laguna Hills Laguna Hills

Holiday Reception

SOCIAL

Newport Beach

COURSE/EVENT

COURSE/EVENT CODE

LOCATION

Budgeting Enhance Your Professional Presence Conflict Resolution for Community Managers High Rise Community Management Forum Luncheon Forum Breakfast BAM Series (Modules I-II)

FIN300 CMM200 CMM220 SPC400 FRMEB FRMSAC CMM101

Online Sacramento Sacramento San Francisco Concord Sacramento Sacramento

Human Resource Management California Law Series Modules (I-V)

LDR400 CMM121

San Bruno Sacramento

Effective Governance Principles for Community Associations Ethics for Community Managers Effective Meeting & Election Tools Ethics for Community Managers Effective Meeting & Election Tools

BDA500 CMM130 BDA220 CMM130 BDA220

Concord Sacramento Sacramento Concord Concord

Vision Fall 2015 | www.cacm.org

Plan to Join Us at These 2016 Events

Southern California Law Seminar & Expo

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Vision Fall 2015 | www.cacm.org

building relationships

BRINGING A PERSONAL TOUCH TO YOUR DAY-TO-DAY WORK

TY GA

T

BY PA

AM

M, PC

CCA RCIA,

technology has all but taken over our lives it is more and more difficult to personally connect with our boards, homeowners and vendors. No doubt sending an email is quick and easy, but when it comes to having a real connection, it falls short. It isn’t enough to provide exceptional service because most of us already do. Community management is a people business, and we need to take the lead and start providing something different and unique that sets us apart.

Think about your recent client interactions and ask yourself if adding a personal touch might have made the conversation more memorable to the client. Did you ask about their day, how their family is doing, or use the conversation as an opening to find out something about them?

There are a number of questions like these that you can ask to discover personal details. Developing a connection is a goal we should strive for in building a lasting relationships and making each individual you interact with feel good after speaking to you, even if they don’t get the response they want from you.

As you know, we are dealing with homeowners who come with emotions because we are discussing (in most cases) the most expensive purchase they have made in their lives. Exhibiting an “all business all the time” attitude will not work in the long run.

With all we have to do, I know it isn’t possible to conduct all of our business over the phone, nor is it recommended. Email can be good in our business for many reasons; for one, it can serve as a record of your conversation with homeowners in case you need to refer back to it later. But, sometimes it’s much better to just pick up the phone. I always make a point to jot down notes as soon as I hang up so I don’t forget everything that was discussed.

Over the many years I have been in the industry, I have Continued on page 36

www.cacm.org | Vision Fall 2015 35

It's a People Business Continued from page 35

tried to add a personal touch to interactions with others in the industry or clients whenever I can. When I know I’ll be on a property inspection, for example, I try to meet face-to-face with homeowners who have contacted me about an issue. If they aren’t available to meet with me, I follow up to let them know I inspected their issue and what action I intend to take. While this

In this age of l technology and socia led il r th e r a le p o e p , ia med to get any type of personal attention.

difficult time, and they actually choose to share this information with me, I send a card to let them know I’m thinking about them and wish them well.

Another great reminder is to genuinely listen. There's nothing more insulting than feeling that you're being ignored in a conversation. Asking someone a question and truly listening to the response, rather than starting to formulate a response while the

doesn’t seem like a huge deal, the homeowner

other person is speaking, is so important.

will remember the effort I took to see them and/or

Wondering what else you can do to create a personal

resolve the issue; this can leave a really positive impression with the owner. In this age of technology and social media, people

touch? Why not pose this question to your coworkers and/or

are thrilled to get any type of personal attention.

colleagues: What is one special tactic you use to deliver happiness

Speaking of personal attention, I know that whenever I receive

for your clients? When you get the answers, share them with

a handwritten card I appreciate and remember it more than I

everyone in your office at a staff meeting. Together, you and your

would any other form of written communication. That’s why I like

fellow employees can start to incorporate a personal touch into

to show appreciation to affiliates who come to the office and drop

your day-to-day interactions with clients.

off goodies by sending them a thank you card; this lets them know we truly appreciate what they do. Also, when homeowners or board

Patty Garcia, CCAM, PCAM, is President of Millennium Community Management, LLC in Santa Ana.

members are ill, have lost a loved one, or are having a particularly

“We’re a Team of Responsive and Experienced HOA Banking Professionals.”

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focusbusinessbank.com 10 Almaden Blvd, Suite 150, San Jose, CA 95113 408.288.5900 Equal Housing Lender | Member FDIC

36

Vision Fall 2015 | www.cacm.org

Our Voice In Sacramento The time is right to reignite our PAC efforts – BY JENNIFER WADA

The CACM Political Action Committee (PAC) allows CACM to impact the

I

magine for a minute that you’re a legislator: You are bombarded daily by thousands of interest groups competing for your attention.

As a busy California community association manager, you can

empathize with how easy it can be (and even how necessary it becomes) for a legislator to dismiss various issues, viewpoints and even entire industries. A legislator – much like a community manager – only has so much bandwidth.

But, with an estimated 50,223 associations impacting aggregate

state legislative process by supporting political campaigns and legislation that protects the practices, services and careers of community managers in California.

annual revenues of $11.2 billion, the California common interest development (CID) market is one industry legislators shouldn’t gloss over. With the second year of the legislative session upon us, now is a prime time for CACM and its members to build collaborative relationships with legislators statewide.

Learn how you can make a donation to CACM’s PAC Fund at www.cacm.org/ legislation/pac.html.

CACM’s PAC provides a means to solidify relationships with legislators who will understand, value and fight to protect the community management industry.

Not only is the landscape changing in the housing market and the

CACM manager members will also have the chance to make a donation in conjunction with their 2016 membership dues.

management industry, but the majority of lawmakers are brand new.

In 2015, 72 out of 120 legislators started their first term with little to no Continued on page 38

www.cacm.org | Vision Fall 2015 37

CACM’S DECADES OF POLICY INFLUENCE

Our Voice in Sacramento Continued from page 37

state-level experience. In addition, new

ASSESSMENTS & COLLECTIONS

term limits mean these newly elected

RAISING NON-JUDICIAL FORECLOSURE AMOUNTS Lobbied against legislation that would have increased the delinquency threshold for nonjudicial foreclosures causing financial burden to all owners

seats for the next 10-12 years. CACM

ASSESSMENT INCREASE CAPS Lobbied against legislation that would have created different classes of voting within an association

legislators will likely be sitting in their wants to educate these lawmakers on the important impact California community association managers have on this state, its economy and millions of its residents.

DISCLOSURE & REPORTING TIMELINES FOR DISCLOSURE Secured amendments to extend or maintain the status quo regarding time for associations to provide disclosures

In order to seize this opportunity, focus on CACM’s PAC is critical.

CACM’s PAC provides a means to solidify relationships with legislators who will understand, value and

GOVERNING DOCUMENT RESTRICTIONS ARCHITECTURAL RESTRICTIONS Secured amendments to a number of bills, ranging from solar panels to artificial turf, to ensure associations can impose reasonable requirements

fight to protect the community management industry.

Over the years, the relationships CACM has formed with legislators have been able to protect members

RENTAL RESTRICTIONS Worked on legislation to defend homeowners’ ability to vote on whether rental restrictions were appropriate for their community

from burdensome processes,

WATER MANDATES Worked on legislation to protect associations from having to monitor and enforce water conservation policies for local water agencies; worked on legislation requiring submeters in all CIDs

They have also made gains in the

unnecessary regulation of fees charged and significant liability. way of ensuring a balance between consumer protection and association governance. (See list at left for a

MANAGEMENT CREDENTIALS EDUCATION STANDARDS Secured amendments to ensure quality standards for manager certification and education

OTHER ISSUES MANAGEMENT FEES Lobbied successfully against attempts to cap fees that management firms charge for various documents and services RECYCLING Secured legislative intent via a Letter to the Legislative Journal to ensure recycling requirements did not apply in certain instances in light of the unique age and structures of CIDs STATE REGULATION OF CIDS Secured amendments to legislation emphasizing consumer and volunteer board education and minimizing onerous state enforcement authority against associations REVISIONS TO DAVIS-STIRLING Worked on a variety of issues, including efforts by the California Law Revision Commission, to revise portions of the Davis-Stirling Act ENERGY EFFICIENCY Sponsored legislation to allow associations to enter into multi-year contracts for energy and water efficiency technologies QUORUM REQUIREMENTS Worked on legislation addressing the difficulty of associations meeting quorum requirements 38

Vision Fall 2015 | www.cacm.org

snapshot of legislative issues that were significantly influenced

by CACM, either by preventing enactment of legislation or obtaining amendments to protect CIDs.) CACM’s policy influence has been successful and significant. But, as you know all too well in this industry, in Sacramento you are never in the clear.

If there was ever a time to reignite our efforts, it would be now. Our collective voice has the power to protect the future of the community management profession.

Jennifer Wada, principal of The W Group, LLC, is CACM’s legislative advocate who represents CACM members’ interests in Sacramento.

CACM’s 2016 Board of Directors Election Voting Opens November 30!

O

n behalf of this year’s Nominating Committee, I want to sincerely thank all of the manager members who expressed interest in running for CACM’s 2016 Board of Directors. The Committee is in the process of making our final selection of candidates to appear on this year’s ballot.

You may recall from past communications about the election that, due to term limits instituted a few years ago, there are five openings on CACM’s Board each year.

This allows CACM’s Board to constantly learn from new perspectives and thus expand our ability to offer CACM members real value for their investment.

Now, I encourage all CACM manager members to vote for their favorite candidates in this year’s election:

• First, learn more about the candidates later this month at www.cacm.org/about-us/bod-candidates.html.

• Next, keep an eye out for the voting email from CACM on November 30; this will include your username and password to log in and vote.

• Cast your vote by December 13; the 2016 Board will be introduced to the membership in January 2016.

Your participation in this process is critical, and we hope you are as excited for CACM’s future as we are. Good luck to all of the 2016 candidates!

Melinda Young, CCAM Chair of CACM’s Nominating Committee

Committed to leadership in protecting the rights of clients.

• Delinquent Assessments • Annual Retainer Program – Unlimited Phone Calls – Annual Check-Up Meeting – Quarterly Newsletter – Reduced Rates • Fee for Service Program • CC&R Enforcement • Document Revisions • Opinion Letters • Civil Litigation • Unlawful Detainer

619.589.8800 www.KrigerLawFirm.com www.cacm.org | Vision Fall 2015 39

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 2015!

Manager Members Jennifer Adkison Joe Aguilar Talibah S. Allen Helen M. Allison Yuriy Amiragov Stacey Anderson, CCAM Christina Ayala Stacey Bantz Bonnie W. Basham Amanda L. Bauer Morgan Bomboy Daniel M. Borge Silvia Boyadjian Mark E. Capestany John Carney Bryan M. Chan, CCAM Hannah L. Cossa Rosalina Cutchon Zachary A. Daly

Kristine C. De Perio Miguel A. Duran Macy P. Faumuina Katherine M. Fonte Jane Frazee Geoff B. Frederick, CCAM Christina R. French Tamara L. Glover Cameron L. Gonzales Elizabeth A. Gonzales Monica M. Havert Jana D. Jenkins Erin M. Jones Cynthia M. Lucero Jenny Mann Jessica L. McCarron Lawrence D. Mellberg Mark Moreno Danyelle M. Morgado Susan A. Norman

Congratulations to CACM’s Newest Accredited Community Management Firm (ACMF) CitiScape Property Management Group, LLC, ACMF 3450 3rd St., Ste. 1A San Francisco, CA 94124-1443 www.citiscapesf.com

They join 14 other California management companies that have met state-specific standards for professional business practices, accountability and self-regulation. Learn more about the steps to earn the ACMF at www.cacm.org/management-firm.html.

Find a Management Firm Near You CACM’s Management Firm E-Marketplace allows you to access the industry’s leading management firms. Each company in this online directory is part of CACM’s Management Firm Council, which means they are committed to the highest professional standards.

You can search for management companies by ACMF accreditation, region, services offered, size and type of properties managed, and more.

Start your search now at www.cacm.org.

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Ronald G. Pavelka Amanda L. Porter Nicholas Ramirez Troy D. Reis Adrian Rivas Alberto Rivas Tim J. Sawyer Dawna L. Schoenberger Andrew W. Scott Joseph M. Shipman Christie S. Speed Cheryle A. Stites Edgar J. Szabo Cherlyn A. Taylor, CCAM Brandon Tsurumoto Jim J. White Kapree A. Wiekamp, CCAM Kari L. Wilkinson Pamela M. Zegers

Management Firm Council Members San Mar Properties, Inc. 6336 N. Fresno St. Fresno, CA 93710 www.sanmarprop.com North County Property Management P.O. Box 155 Cloverdale, CA 95425 www.ncpmanagement.com

Dan Kocal Scholarship Offers Full Tuition for Certification

E

arlier this year, the industry lost one of its most influential leaders: Dan Kocal, CCAM. In memory of Dan and his commitment to professionalizing our industry, CACM has established the Dan Kocal Scholarship, which will offer full tuition for community managers pursuing one of CACM’s credentialing programs, including: the Certified Community Association Manager (CCAM) certification, a Specialty Certificate, or the Master of Community Association Management (MCAM) certification.

The Dan Kocal Scholarship will recognize professionals who exhibit outstanding character and leadership in the community management industry, much like Dan did throughout his career.

According to colleagues and close family members, Dan was a firm believer in the value of educating our workforce. His son, Brent Kocal, CCAM, says Dan placed a high value on certification and believed that designations like the CCAM not only brought credibility to the individuals who earned them, but also to the industry as a whole.

Throughout his career, Dan’s leadership philosophy was unparalleled. “He believed that ‘the leader goes first,’” says Brent. “In other words, in order for him to gain the trust and respect of his colleagues and staff, he needed to give them his trust and respect first.” Brent added that it was this example of mutual respect that made Dan such an exceptional leader; he always made others feel like their voice was important and that they were part of the solution.

“One thing that really set him apart is he actually cared,” says Brent. “He genuinely cared about our industry, his employees, his clients, and even the competition. He wanted everyone to feel important and empowered.”

“What we really appreciate about CACM developing this scholarship is that education was really the foundation of who Dan was,” says his wife, Penny Kocal. “We are happy that this scholarship program is one of the legacies he’s able to leave.”

CACM will award one full-tuition scholarship per year. Applications for the 2016 Dan Kocal Scholarship will be accepted through December 1, 2015.

To learn more about the Dan Kocal Scholarship and download an application, visit www.cacm.org/what-we-offer/education/ scholarships.html.

CACM EDUCATION SCHOLARSHIPS In addition to the Dan Kocal Scholarship, CACM also offers Education Scholarships to manager members for individual courses and events.

Education Scholarships are awarded based on the availability of funds, as well as the applicant's financial need, career and educational aspirations and goals, and employer's policy for payment and/ or reimbursement of tuition funds.

Approved applicants will receive a scholarship for one course or event per calendar year.

Download the Education Scholarship Application at www.cacm.org/what-we-offer/education/ scholarships.html.

For more information on CACM scholarships or the application process, contact (949) 916-2226, ext.

320 or education@cacm.org.

www.cacm.org | Vision Fall 2015 41

BUSINESS SOLUTIONS FOR EXECUTIVES Hiring for character and other insights from CACM’s CEO Business Forum

By Clint McClure, CCAM

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building relationships

I

recently attended CACM’s CEO Business Forum, and it was an exhilarating two days that helped me focus on new business strategies. CACM’s President & CEO David Zepponi set the stage by asking attendees to focus on building character in our management firms. The program content spurred everyone to adjust their perspective on our industry by focusing less on competition for clients and more on positive development strategies for our companies and personnel. The result of this outlook will be the continued longevity and success of our industry as a whole.

Keynote speaker Dr. J. Mitchell Perry, CEO of JM Perry Learning, shared how hiring and retaining employees is an integral part of creating a sustainable company. In his experience as a consultant for small to multi-billion dollar corporations, Dr. Perry said most employee turnover and performance issues are directly related to poor employee character, which is generally discovered after the hiring process. In his opinion, these employee issues can be avoided if companies incorporate character analysis into the hiring process.

Here’s what Dr. Perry suggests to get to the heart of who a candidate really is: • Stop talking about yourself.

Interviewers have a tendency to dominate the conversation.

Most employee turnover and performance issues are directly related to poor employee character, which is generally discovered after the hiring process.

Instead, ask simple questions and really listen to the candidate.

• Let them carry on … and on.

Ask the candidate to tell you about the basic values and principles they adhere to in their personal and professional life.

Dr. Perry says people with high moral values will be happy to disclose these details because they are very proud and fulfilled individuals.

• Ask about accomplishments. Dr. Perry says successful community managers will typically be very driven by accomplishments.

If the candidate is eager to list and boast about his or her accomplishments, you’ll know he or she will be motivated by the opportunity to achieve more

great things as your employee.

• Discover how far they’ve come.

Dr. Perry suggests asking candidates, “Since graduating high school, what have you learned about life and what have you learned about yourself?”

He says “wisdom emerges when experience collides with reflection.” People who place a premium on wisdom and apply what they’ve learned in life to better themselves are more likely to also better your company.

These are just some of Dr. Perry’s tips to help interview and hire for character. He also encouraged us to focus on elevating character in all aspects of community management, both in our individual companies and the industry as a whole.

Overall, Dr. Perry offered a welcomed perspective shift. He showed us how our service-based industry can move forward with a workforce rich in professional ability and depth of character. I hope this perspective is something we can all commit to and implement.

You can learn more about Dr. Perry, an executive coach, trainer, speaker, author, board-certified psychotherapist, and dynamic expert on people and their behavior, at www.jmperry.com.

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

www.cacm.org | Vision Fall 2015 43

Member News

With thousands of members spread out across California, CACM strives to keep in touch with all of our members’ latest happenings.

MAY

JUNE

Tony Menke & AJ Scott Awarded CPCU Designation

Crummack Huseby: A 2015 Best Place To Work!

Tony Menke and AJ Scott, employees of CACM affiliate member company Timothy Cline Insurance Agency, have been awarded the Chartered Property Casualty Underwriter (CPCU®) designation and diploma by The Institutes.

Menke and Scott both successfully completed courses and examinations on risk management principles, insurance policy contracts and coverage analysis as part of the CPCU education process.

CACM Management Firm Council member Crummack Huseby Property Management, Inc. is proud to be a maverick in the community management industry and, by doing so, has been named one of the Orange County Business Journal’s Best Places to Work in Orange County.

Menke is the Director of Operations for Timothy Cline Insurance Agency and has been with the company since 2005. He manages claims and financial matters for the company’s entire book of business and is known for his proficiency in helping clients navigate the complex nuances of insurance claims and finance.

Scott is the New Business Producer/Production Team Leader for Timothy Cline Insurance Agency. She began her career with the company in 2006 and is known for her extensive knowledge and ability to explain complex insurance matters in easy-to-understand ways. She also currently serves as Vice President of IIABA-LA, the Los Angeles Chapter of IIABCal (Independent Insurance Agents & Brokers of California).

Timothy Cline Insurance Agency is a Santa Monica-based agency specializing in commercial insurance for common interest developments and building owners in California, Oregon, Washington and Arizona.

The journal (OCBJ) awards this distinction based on employers’ workplace policies, practices, and demographics, as well as an employee survey measuring opinions and happiness. Crummack Huseby’s award is a testament to the unique talent they hire and the impressive strategic thinking fostered in the workplace.

Crummack Huseby was founded in 1999 with the intention of bringing a more personalized approach to property management for homeowners and builders. The company has created incredible changes in the community management industry with innovative thinking and talented staff hires. The company has also developed forward-thinking programs for new and existing communities throughout Orange County and Southern California. For more information, visit www.ch-pm.com.

The Best Places to Work in Orange County were featured in the OCBJ July 27 issue.

JUNE

Matthew Plaxton Welcomes New Son, Nash Matthew T. Plaxton, Esq., Associate Attorney at CACM affiliate member firm the Tinnelly Law Group, welcomed his new son, Nash Plaxton, on Thursday, June 25, 2015, at Mission Hospital in Mission Viejo.

Overdue and ready to be mommy to baby Nash, Matt's wife Cynthia only had to push for five minutes!

Nash weighed in at 7 pounds, 3 ounces and measured 19 inches in length at birth. He joins his brother, Liam, age 5. Congratulations to the Plaxton family!

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JUNE

Gachina Landscape Earns 4 CLCA Awards CACM Affiliate Member Gachina Landscape Management won four awards at the 42nd annual CLCA San Francisco Bay Area Beautification Awards Ceremony on June 20. The company was recognized for their work at the following properties: Landscape Management Sweepstakes (best maintained property out of all categories)

• 331 Fairchild, Mountain View, managed by Kilroy Realty Corporation (pictured above) First Place Awards

• TIC – McCarthy Center I, II & III; Milpitas, managed by The Irvine Company

• Hilton Santa Clara, Santa Clara, managed by Stanford Hotels Corporation Achievement Award

• Arques Building, Sunnyvale, managed by Christensen Holdings From year-round maintenance to water management and plant health care, Gachina delivers award winning attention to detail, enabling customers to create natural, beautiful and environmentally sound landscapes that leave lasting impressions.

Gachina Landscape also celebrated its 27th successful year in business July 1, 2015. “Much of our success is attributed to making customer service our top priority,” says Stacie Callaghan, Gachina’s Customer Experience/ Marketing Manager. “Our goal is to enrich the life of everyone and everything we touch.”

JULY

Antis Roofing & Waterproofing Goes West(ern) for 25th Anniversary Celebration With 25 years of serving Southern California homeowners associations and corporate housing communities under their belt, CACM affiliate member Antis Roofing & Waterproofing needed a party to match: a western-themed hoedown. And so, the dedicated executives and employees “raised the roof ” on July 25 with 1,000 of their closest partners, as well as friends at Habitat for Humanity of Orange County®.

The company’s founder and president Charles Antis, along with Irvine’s Mayor Steven Choi, showed their two-step moves during a live performance by country band The Freightshakers. Lake Forest Mayor Scott Voigts; president & CEO of Habitat for Humanity OC Sharon Ellis; district representative for U.S. Representative Mimi Walter; Irvine City Councilwoman Lynn Schott; president of Alzheimer’s OC Jim Mcaleer; and others enjoyed authentic western pulled pork and smoky brisket, prize giveaways and perks – even a mechanical bull!

It was a night to remember and a great way to honor the company’s efforts in serving the community of Orange County.

To view more recent news, log in to the Members Only section at www.cacm.org. Email communications@cacm.org to learn how you can submit news of your own.

www.cacm.org | Vision Fall 2015 45

building relationships

Improving

D

espite our best efforts as community managers to keep homeowners and residents informed, there are still homeowners and, at times, board members, who complain about secrecy and lack of communication from the association.

Just over two years ago, I was hired as the onsite general manager for Spring Valley Lake Association (SVLA), a large scale community in the High Desert of San Bernardino County with over 4,200 properties, a water ski lake, golf course and equestrian center. The community is quite diverse demographically, with a mix of everything from retirees to families with parents who commute out of the area for work.

Shortly after taking the position, I was confronted with many of the same questions that I’m sure many of you have experienced: “What are we doing for the benefit of the homeowners?” “Why are assessments at the level they are?”

Initially, I was surprised by the lack of awareness because I knew SVLA had a newly designed website, a Facebook

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Your Association’s

page, a monthly newsletter and an email distribution system to provide timely, meaningful and accurate information to homeowners. I thought it was quite possible that these criticisms may be related more to the message than the methods. But, I needed to assess the effectiveness of the methods before I could tackle the message.

I hired Stevens Consulting Services to conduct an inventory and evaluation of our public relations activities, projects and services. The key component of this evaluation was a short online survey that elicited responses from 405 homeowners (395 was necessary to achieve an accuracy of plus or minus 5%). I was told that conducting a survey of this type may be risky because it could elicit information that would require the association to change direction. At the same time, I knew it would send a clear message to the homeowners that the association was doing everything it could to become more responsive and professional in our communications.

The survey was conducted with a single focus: to examine

Communication

Image

By Glenn Grabiec, CCAM

the association’s current communication methods and gauge:

1.

Whether homeowners and residents are aware of the different communication methods SVLA uses,

2.

If they are aware of these different methods, which communication channels do they access,

3.

And which channels do they prefer.

The survey revealed that the majority of respondents were aware of our various communication methods (Website, 96.50%; Facebook, 63.16%; newsletter, 96.98%; e-blasts, 88.22%) and accessing each fairly regularly (68.19% access the website; 31.63% visit Facebook page; 83.04% read newsletter monthly; and 80.25% signed up to receive emails).

The most significant finding in the survey validated our belief that homeowners and residents are satisfied with our efforts: 46.62% rated SVLA’s effectiveness in informing homeowners and residents about the association’s role,

activities, projects and services as “good,” and 29.32% rated it “excellent.”

In addition to the survey, I focused on ensuring our effective communication efforts could transcend any transition of managers and board members to maintain consistency. To achieve this, our consultant prepared specific recommendations to draft our first communications plan, which includes four clearly defined goals to guide SVLA in its future public relations, public information and public outreach activities: • To ensure that homeowners, residents and communityat-large continually receive accurate, timely and relevant information about SVLA. • To continually improve communication methods used to inform homeowners, residents and community-at-large and to facilitate two-way communications.

• To enhance the image of SVLA as a professional organization.

Continued on page 48

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Improving Your Association's Communication Image Continued from page 47 Paving the way since 1981

• To demonstrate that SVLA is a professionally managed association providing competent services that meet the needs of its members.

Naomi Patterson, whom I appointed as the new Media Coordinator/Public Information Officer to carry out these important goals, says this new communications plan has helped her identify more meaningful information to communicate to homeowners. “The communications plan has also given me the freedom to get out and gather information as it is happening within the community, instead of hearing it second hand,” she says. “This has allowed me to publish things before some of the rumors start forming, which has resolved some of the conflict we were often experiencing.”

License #415436

Lessons Learned

amspaving.com

(800) 357-0711

In my experience at SVLA, the process of reviewing and improving our communication efforts has already had a positive impact: we are keeping everyone informed and improving the professional image of our association at relatively low fiscal impact. By following through with the assessment and being very forthcoming with the results, the board demonstrated their commitment to serving the needs of the homeowners.

Overall, conducting the survey helped improve the association’s reputation because it demonstrated that the association was: 1) not afraid to hear the truth from homeowners – good or bad; 2) willing to solicit and take feedback from homeowners to make any necessary improvements; and, 3) open and transparent about the results of the survey.

For me, this process validated that we as community managers exercise due diligence when we use a variety of communications methods to share information with homeowners. Yet, we shouldn’t become complacent, assuming that our current communication methods remain effective – especially with an ever-changing demographic in our communities. I would encourage any community manager experiencing some of these same issues to consider undertaking this process. You have nothing to lose and will gain a greater perspective on how you can better serve your communities.

Glenn Grabiec, CCAM is the general manager of Spring Valley Lake Association in Victorville.

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show your support

Thank You to Our Sponsors

Thank you to our 2015 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 Action Asphalt Paving & Maintenance, Inc. Adams Kessler PLC Advanced Painting & Wood Repair Agricultural Pest Control Services All Counties Fence and Supply Alliance Association Bank Allied Trustee Services American Geotechnical, Inc. AMS Paving, Inc. Antis Roofing & Waterproofing A-One Construction & Roofing ASR Construction, DKI Association Reserves, Inc. Asyst Data Group, Inc. Bald Eagle Security Services, Inc. Benjamin Moore Paints Ben's Roofing, Inc. Berding | Weil LLP Black Diamond Paving, Inc. BPR, Inc. California Pavement Maintenance (CPM) California Waters Calvac Paving CAM Construction & Painting CID Insurance Programs, Inc. CINC Systems CiraConnect, LLC

City National Bank Cleary Bros. Landscape, Inc. Coast Landscape Coastal Paving, Inc. Coastal Termite and Pest Control, Inc. Custom Home Accessories, Inc. DM Construction Services Elliot Katzovitz Insurance Agency Fenton Grant Mayfield Kaneda & Litt, LLP Flood Pro Focus Business Bank The G.B. Group, Inc. Gardeners' Guild, Inc. Harvest Landscape Enterprise, Inc. HomeWiseDocs.com James LeCourt Plumbing JPA Landscape & Construction, Inc. Kelly-Moore Paint Co., Inc. Kriger Law Firm Landsystems The Miller Law Firm Mutual of Omaha Bank Nissho of California, Inc. Nordic Security Services NPG-Nelson Paving Oakridge Landscape, Inc. Owens Corning Pacific Green Landscape, Inc.

Pacific Western Bank Page Per Page Painting Unlimited, Inc. Patriot Environmental Laboratory Services, Inc. Payne Pest Management PCW Contracting Services Pilera Software Plaza Bank Popular Association Banking ProTec Building Services Reconstruction Experts, Inc. Law Office of Peggy Redmon, APC Roofworks & Construction, Inc. Roy Palacios Insurance Agency, Inc. SAX Insurance Agency Seacoast Commerce Bank Sherwin Williams Signature Painting & Construction, Inc. Silldorf & Levine, LLP Socher Insurance Agency Stonehenge Trustee Services Three Phase Electric, Inc. Tierra Verde Landscape, Inc. Total Building Care, Inc. Union Bank Universe Painting, Inc. Unlimited Property Services, Inc. ValleyCrest Landscape Maintenance

AFFILIATE MEMBERS: Looking for ways to maximize your membership? Wondering which events to sponsor? Curious how to make your advertising dollars go further?

Contact CACM’s Business Relationship Manager, Melissa Hurtado. She can help you gain more exposure and enjoy the full range of benefits CACM has to offer. Reach Melissa at 949.916.2226, ext. 318 or via email at mhurtado@cacm.org.

www.cacm.org | Vision Fall 2015 49

Discovering Hidde W

ith California’s drought crippling more and more communities across the state, identifying ways to reduce water use isn’t only a good idea, it’s the law. Not every solution works for every situation, but if you have a cooling tower at your association, you may have a veritable treasure trove of hidden water waste that you can curb almost immediately. How much water? My association ended up saving around 4.2 million gallons annually – about 40% of our total consumption for the entire building.

Now, before I tell you how we did it, I should mention I’m not an expert in water conservation, cooling tower management or energy efficiency. Like most of you reading this, I’m a community manager with a passion to do the best I can for my association, and that’s what led me to research our problem and find an expert to help identify a solution.

Cooling Tower Logistics I manage a high rise association that features two cooling towers. Throughout this process, I’ve learned a lot about how cooling towers operate.

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en Water Waste

By Dirk Foster, CCAM-HR.LS

Cooling towers are the last stage of a building’s cooling process, as they essentially transfer heat from interior spaces into the environment in two ways: 1) hot water vapor into the air (evaporation), and 2) warm water purged down the drain (blow-down). By design, these towers consume large amounts of water. For one, the water used for this cooling function must be maintained at a specific volume for the system to function properly, meaning make-up water is added from your domestic water supply as needed. By extension, the larger the tower’s capacity (meaning the larger the volume of water it’s capable of cooling every minute), the more heat it transfers into the atmosphere through evaporation – and the more water it consumes to make up what was lost.

Many cooling towers operate under an “open flow control” process, which involves constant blow down of the water used for cooling. This is because the water that remains in the basin following evaporation has a higher concentration of mineral hardness and requires additional chemical treatment and closer monitoring to mitigate problems, such as scaling, biofilm, corrosion, bacteria and white rust. In short, open flow control is the Continued on page 52

www.cacm.org | Vision Fall 2015 51

Discovering Hidden Water Waste Continued from page 51

most cost-effective maintenance program – that is, if you ignore the amount of water wasted.

Battling Industry Standards

Effective General Counsel

Successful Assessment Collection • • • •

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

Timely Status Reports Responsive Paralegals Collectibility Analysis Judicial or Non-Judicial Foreclosures • Money Judgment Lawsuits • Small Claims Assistance • Post Judgment Recovery

949.322.6838 • 619.327.9026 • 760.529.5211 www.AttorneyforHOA.com 52

Vision Fall 2015 | www.cacm.org

In 2007, my building maintenance engineer and I became concerned over how much water the two cooling towers were discharging via blow down. He talked to our water treatment technician while I checked past water bills. Everything seemed to be on track with previous years, but we couldn’t get over the fact that the towers seemed to be dumping water constantly.

We measured the rate of discharge at over eight gallons per minute; over several months the only change to that average was the normal seasonal swings (i.e., when most residents were running the A/C frequently). The blow down equated to nearly 350,000 gallons per month! I thought this couldn’t be normal, especially since we were also losing water to evaporation.

After several months of monitoring, I placed a call to our water treatment company and was surprised when they told me that everything was normal and we had nothing to worry about.

They explained that the water had to be purged from the towers because otherwise it could cause damage to the equipment or worse, Legionnaires’ disease. I wasn’t completely convinced, so I called around to check what they told me. After talking to several HVAC and water treatment companies, as well as building maintenance engineers, trade organizations and even a local union, I was astonished to hear the same exact thing repeated to me over and over. One professional with a lifetime of experience in the field of cooling tower management told me open flow control was an industry standard because the alternatives were way more costly.

Basically, the easiest and most profitable way to perform the job from a vendor’s perspective is to allow lots of blow down from the tower so that they can treat with the minimum amount of chemicals.

This ensures the best profit margin and easiest sales pitch – as long as clients don’t realize the cost of water wasted.

Implementing the Solution I started to wonder, if open flow control is the industry standard, how can anyone identify water waste that presumably could have been going on for years? I wanted to know if there was a standard measure of efficiency and contacted an independent water treatment specialist I knew from a previous association. He explained that there was a standard measure called Cycles of Concentration (CoC); it compared the concentration of dissolved solids in your make-up water to that of the circulating water in your basin. I asked him to come out and perform an independent evaluation immediately.

We were a mess! Our cooling towers were old and had been poorly maintained for a number of years. The monitoring equipment only allowed us to achieve a few CoC before requiring blow down – and they weren’t even achieving that because the set point on the

equipment called for a water purge after only one cycle to reduce chemical use. In order for a cooling tower to be 90% water efficient, it needs to achieve at least five CoC. As soon as I presented the ROI to the Board, we changed water treatment vendors and installed different monitoring equipment. The $150 per month increase in treatment costs and $7,000 worth of equipment was offset that first year by the nearly $30,000 in water savings. Since then, we’ve changed our internal maintenance program for the cooling towers to keep them cleaner; started keeping a daily log of make-up and blow-down water for each tower so we can identify issues immediately; and improved communication between our HVAC equipment and water treatment vendors.

Now our blow-down is less than 27,000 gallons annually – huge progress when compared to the 350,000 gallons per month we used to lose. In fact, our total make-up water used over the last year was just over 415,000 gallons, probably what it was each month back in 2007.

Look, I realize this might sound too good to be true – did we really save that much water?! It may sound like fiction, but I assure you it’s not. (Believe me, I can’t even tell you how many times I’ve double checked my math!) At this point, all I have left to offer you are clichés: Desperate times call for desperate measures. Nothing ventured, nothing gained. To the victors, go the spoils.

But really, these are desperate times, and if you’re willing to think outside the box and take a chance, you may discover hidden water waste that can be turned into savings for your association. When you do that for your association, take the credit due to you, because when one of us wins, the entire industry does. All I did was share my story – you’ll be the one who took decisive action.

Cooling Tower Maintenance Tips Dealingwitha wasteful coolingtower at your association? Consider thesetips for improvingyour cooling tower function: Takea look at your treatment reports andseeif you’reachievingthesweet spot of 3-5CoC– and don’t settlefor theminimum. If youcanincreasefrom3to5CoC, you’ll jumpfrom75%to90%water efficiency onyour coolingtowers. If you’recomparingproposals for water treatment, makesureeach proposal includes thevendor’s target CoC. Keeptrack of thereportedmake-upandblow-downmeter readings or, evenbetter, takethemdaily inhouse. If youdon’t haveflowmeters installedtotakethesereadings, consider havingit donetohelpyou noticeproblems youmight not otherwisesee. Suchcomparisons canhelpyouquickly identify water loss frombasinoverflowor intermittent leaks that may just seemlikeheavy drift loss onthosehot days when water dries quickly onyour roof.

Makesurethat your coolingtowers arekept cleanandchemical reservoirs adequately filled. Scale, microbial growthandother deposits oncoolingtower surfaces, act toinsulatethemanddecreasethe amount of heat exchangeachievedthroughevaporation, whichmeans moreblow-downis requiredto pick uptheslack. This all causes thecoolingtower towork harder andcanput significant stress onthe equipment that relies onthetower todoits jobefficiently.

Keepaneyeout for corrosion, whichcanleadtoproblems withequipment operationandallowfor microbial growth. Legionella bacteria, thecauseof Legionnaires’ disease, is a concern, but reducingthe factors that contributetoits growth, likethepresenceof other biological matter andorganicdebris, coupledwitha goodtreatment program, helptokeepit incheck. Keepingcorrosionincheck reduces the likelihoodthat organicmaterials will collect ontower surfaces andallowfor microbial growth.

Whileyoumight expect direct sunlight tohelpprevent microbial growth, it actually promotes the growthof algae, another insulator that robs your coolingtower of efficiency. Direct sunlight canalso evaporatewater insteadof allowingit tobeevaporatedby heat exchangesurfaces, decreasingefficiency andincreasingtheamount of water requiredfor make-up.

Talk withyour water treatment technicianabout make-upwater hardness tofindout if anythingcanbe donetoreduceit beforethewater is introducedintothetower. This cansignificantly improveyour CoC andreducetheamount of chemicals requiredtotreat basinwater. Believeit or not, recyclingwater from other rooftopequipment andmixingit intomake-upwater may bebeneficial, dilutingtheoverall start point for water hardness.

Talk withyour treatment company about theequipment andchemicals they areusingat your location, withanemphasis onwhat’s optimal toachieveyour target CoC. Whenwepurchasedmoreadvanced chemical monitors toimprovetreatment, thewater district gaveus a 50%rebateandour treatment specialist took careof all thepaperwork, includingfilingit for us; all wehadtodowas sign. Evenif your company can’t get youa rebate, they shouldbeabletohelpyouwitha cost-benefit analysis soyoucan decideif purchasingadvancedequipment will result inanoverall savings.

Dirk Foster, CCAM-HR.LS is General Manager of Two Eleven Spalding Condominium Association in Beverly Hills.

www.cacm.org | Vision Fall 2015 53

JOIN CACM FOR A GREAT 2016 It’s almost time to renew your manager membership

Plus, if you pay your invoice by December 1, you

with CACM!

will you will be automatically entered to win a free registration to one of CACM’s 2016 Law Seminar &

Your commitment to another year of membership

Expo events – a $300+ value that gives you access to

will be met with CACM’s dedication to further your

the latest updates on California legislation and legal

opportunities for personal and professional success.

issues impacting your profession.

Here’s how we plan to support your professional growth in 2016:

Keep an eye out for your dues invoice, which will be emailed to all manager members the first week of

• California-specific education offerings to help

November.

you manage smarter and with more authority

• Board education tools to help promote you as the expert in every meeting

We look forward to supporting you and the California community management industry in 2016!

• Industry-leading publications, templates and resources to keep you informed and prepared

• Member discounts on CACM’s courses, events and award-winning certification programs

• Networking events that connect you to likeminded peers and quality service providers

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Vision Fall 2015 | www.cacm.org

Pay by December 1 for a chance to win your way to a 2016 Law Seminar & Expo!

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www.cacm.org | Vision Fall 2015 55

2016 LAW SEMINAR SESSIONS

Choose from these 18 different education sessions, which are designed to appeal to different types of managers and cover various industry hot topics.

SESSION SNEAK PEEK In addition to invaluable networking opportunities and an exhibit hall packed with the latest industry products, CACM’s 2016 Law Seminar & Expo will feature 18 different breakout sessions so attendees can customize their learning experience.

Here’s a sneak peek at two of this year’s sessions:

The Dawn of the Smart Community Find out how cities all over the world are increasing efficiency and improving community life by implementing emerging technologies like networked lighting controls, security and data management, asset management capabilities and more into their infrastructure. Discover financial options available to facilitate these technologies in your associations.

Managers’ Therapy Working with difficult board members and contentious homeowners can take its toll on the most positive of managers. Learn from a panel of long-time managers and industry leaders how they weather trying times and still make the choice to get up and do it again. Engage with other managers, talk through dealing with stress in and out of the office, and explore ways to enhance your work/life balance.

EMPLOYERS • Develop Your Injury & Illness Prevention Program • Develop Your Social Media Employee Use Policy

SPECIALTY MANAGERS • High Rise Community Engagement • Large Scale Governance • Mastering New Development Transitions • Managing the Age-Restricted Community • Commercial & Industrial CID Management FACILITY MANAGEMENT HOT TOPICS • The Dawn of the Smart Community • Dealing with Second-Hand Smoke • Wrestling with Rentals in the 21st Century • Practical Implications of the CA Solar Rights Act LEGAL TOPICS • Beyond the Legislative Update • New California Case Law • Lender Certification Dos & Don’ts • Elections I: Become an Election Pro • Elections II: From Pro to Expert • Ask the Attorneys

Join us for these sessions and many more professional development opportunities at the Oakland Marriott City Center on February 11-12, 2016 or The Disneyland Hotel in

WORK/LIFE BALANCE • Managers’ Therapy

Anaheim on March 17-18, 2016.

Learn more and register now at www.cacm.org.

Read full session descriptions at www.cacm.org.

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Vision Fall 2015 | www.cacm.org

BROADCAST YOUR EXPERTISE

Have you heard the news? CCAMs and MCAMs who hold a Specialty Certificate can now showcase their expertise by using the assigned designation for that specialty after their CCAM or MCAM designation.

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Portfolio Management

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Age-Restricted Active Adult CCAM-LS.AA Community Management* Commercial & Industrial CID Management**

CCAM-LS.CI or CCAM-HR.CI

*Adjunct to the Large Scale Specialty Certificate **Adjunct to either the Large Scale Specialty Certificate or the High Rise Specialty Certificate

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www.cacm.org | Vision Fall 2015 57

CALL FOR NOMINATIONS CACM VISION AWARDS Recognition can be hard to come by in our industry, which is why it’s important for us to honor our own.

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Show your appreciation for the outstanding colleagues you know by nominating them for a 2016 Vision Award.

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Choose from four categories: Rising Champion Managers’ Choice Leadership Awards Excellence in Service Nominations due November 13, 2015.

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Your Community Association Loan toolkit includes: • Competitive interest rates • Flexible payment plans • Innovative loan structures • Fixed rate loans • Non-revolving lines of credit

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Download the nomination packet now at www.cacm.org/visionawards.html.

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Vision Fall 2015 | www.cacm.org

National Corporate Member of Community Associations Institute

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Access Vision Magazine Online!

If you’ve missed any of the recent issues of Vision magazine, access them online in the Members Only section at www.cacm.org.

These digital copies allow you to easily click through pages and link to external pages for more information about CACM offerings or our advertisers.

Log in now at www.cacm.org/member-login.html to access the Vision archive.

www.cacm.org | Vision Fall 2015 59