Vision Magazine Spring-Summer 2017

SPRING/SUMMER 2017

PURSUING PROFESSIONALISM

12

MOVING BEYOND BURNOUT

18

EMOTIONAL INTELLIGENCE For the HOA Manager

42

WORDS OF ADVICE To My Younger Self

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SPRING/SUMMER 2O17 F E AT U R E S

52

The Right Stuff

By Michael Shepherd

8

What is Professionalism?

By Daniel W. Porcupile

56

12

Moving Beyond Burnout

Protecting the Management Company's Indemnification

By Dean Jackson, CCAM-HR

By Ané Agostini, CIC, CRM

15

Take Charge of Your Career

By Lori Storm, CCAM

18

Emotional Intelligence for HOA Managers

NEWS BITS

26

CACM Celebrates 25 Years of Serving California Community Managers

By Scott Swinton

27

38

Paper Piles Coalesce into Core Courses

New Individual Manager & Management Business Members

32

By Marge Blaine, CPM, CCAM-Emeritus

Law Seminar & Expo Continues to Evolve and Excel

42

Words of Advice to My Younger Self

37

2017 Board of Directors

By William Stewart, CCAM-Emeritus

40

Congratulations Managers

46

Branding and You

45

Thank You to Our Sponsors

By Emily Yost

58

New Affiliate Members

D E PA RT M E N T S

6

President’s Message

16

From the Roundtable

By David Zepponi

A Message from the Board

22 Spotlight on Education 28 Ethics in Action 30 In the Boardroom 36 Southern California Calendar 50 Northern California Calendar

www.cacm.org | Vision Spring/Summer 2017 3

Vision

Your Multifamily Construction Specialists!

THE VOICE OF CALIFORNIA COMMUNITY MANAGERS

Spring/Summer 2017 • vol. 26, no. 1

President & CEO | David Zepponi

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

Advertising | Melissa Hurtado

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Clint McClure, CCAM McClure Management, Inc. CA Lic. 963219 (408) 638-5500

Request an estimate online at www.iqvinc.com Vision magazine is published by CACM three times annually to members, affiliates and supporters of the California Association of Community Managers.

Magazine content ©2017 CACM. All rights reserved. No part of this publication may be reproduced without written permission from CACM.

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

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

About CACM

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

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

Do we know where you are?

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

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Start Planning Your Professional Journey!

T

wenty-five years ago, leaders in this industry perceived a threat to the existence of community management and forged an alliance to combat our adversaries and keep our industry outside of the domain of the then Department of Real Estate.

Through their prudence and wisdom, our founding members defended our freedom to organize and grow our profession without direct governmental oversight of our activities. We agreed that our future would be in the hands of the industry. We agreed to form the association with the purpose of self-regulation and building an environment for professional development and success. And we, therefore, established the California Association of Community Managers to accomplish this.

For the past 25 years, we have been defending our rights through our legislative activity and political action. We have ensured management competency through ongoing education and credentialing programs. And – by enforcing a strict Code of Professional Ethics and Standards of Practice applicable to all who are members of this association – we have defended our industry from those who would seek to tarnish its image.

These efforts continue today, and several recent initiatives have greatly enhanced our ability to elevate professionalism within the California community management industry. For example, the Community Association Management Executive (CAMEx) designation program not only gives experienced executive leaders a way to meaningfully engage with our organization and contribute to the health and stability of our industry, but also provides less experienced managers access to a phenomenal source of knowledge, wisdom and mentorship. If you are seeking to raise your own professional knowledge and presence, reaching out to one of our CAMEx designees is a great place to start.

Even if you are already a seasoned executive, there are still ways to up your game. Our Executive Leadership Summit – coming to the Ritz-Carlton Laguna Niguel June 8-9 – has been developed with substantial input from our CAMEx leaders to provide a high level learning and sharing experience focused on the most critical issues affecting our management businesses.

Other events are available to community managers at all levels of experience and knowledge. Most of our Spring Regional Forums will take a fun-filled look at the risks and rewards of hosting community events and web sites, while the San Diego Forum will explore the threat of fraud and embezzlement, citing some recent industry examples.

In the fall, Regional Forums will provide an early look at new legislation and case law, and concurrent summits held at Lake Tahoe’s Resort at Squaw Creek will provide specialized learning and knowledge sharing for High Rise and Large Scale managers.

As announced at our recent Law Seminars, we also will soon launch our new Flex Learning Program, which offers a combination of in-person, online, on-demand and microlearning options. Through our online EduCenter, you will be able to access education experiences in all of these formats, gaining valuable industry knowledge as well as leadership and soft skills. And we’re making development opportunities available to your entire team – support staff as well as your association board members.

I look forward to sharing more about these and other initiatives in the near future. In the meantime, enjoy this issue of Vision magazine, while continuing your professional journey.

David Zepponi, President & CEO

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what is

PROFESSIONALISM and what does it mean to you?

B y D a n i e l W. P o r c u p i l e

You know that it's essential

to be professional if you want to be a success. But what does "being professional" actually mean?

For some, being professional might mean dressing smartly at work, or doing a good job. For others, being professional means having advanced degrees or other certifications, framed and hung on the office wall. Professionalism encompasses all of these definitions.

But, it also covers much more.

So, what is professionalism, and why does it matter?

And how can you be completely professional in your day-to-day role? In this article we'll explore all of these questions, so that you can present a really professional image in the workplace

Defining Professionalism The Merriam-Webster dictionary defines professionalism as “the conduct, aims, or qualities that characterize or mark a profession or a professional person”; and it defines a profession as “a calling requiring specialized knowledge and often long and intensive academic preparation.”

These definitions imply that professionalism encompasses a number of different attributes, and, together, these attributes identify and define a professional.

So, what are these attributes?

Specialized Knowledge First and foremost, professionals are known for their specialized knowledge. They've made a deep personal commitment to develop and improve their skills, and, where appropriate, they have the degrees and certifications that serve as the foundation of this knowledge.

Not all business areas have a stable core of knowledge (and the academic qualifications that go with this); not all areas demand extensive knowledge to practice successfully; and not all professionals have top degrees in their field.

What matters, though, is that these professionals have worked in a serious, thoughtful and sustained way to master the specialized knowledge needed to succeed in their fields; and that they keep this knowledge up-todate, so that they can continue to deliver the best work possible.

Competency Professionals get the job done. They're reliable, and they keep their promises. If circumstances arise that prevent them from delivering on their promises, they manage expectations up front, and they do their best to make the situation right.

Professionals don't make excuses, but focus on finding solutions.

Honesty and Integrity Professionals exhibit qualities such as honesty and integrity. They keep their word, and they can be trusted implicitly because of this. They never compromise their values, and will do the right thing, even when it means taking a harder road.

More than this, true professionals are humble – if a project or job falls outside their scope of expertise, they're not afraid to admit this. They immediately ask for help when they need it, and they're willing to learn from others.

Accountability Professionals hold themselves accountable for their

www.cacm.org | Vision Spring/Summer 2017 9

What is Professionalism?

Strategies to Enhance Your Professional Presence Build Expertise Don't let your knowledge and skills get outdated.

Make a commitment to build expertise and stay up-to-date with your industry.

Develop Your Emotional Intelligence Professionals can sense the emotional needs of others. They're able to give clients and coworkers what they need, because they know how to listen actively and observe what's happening. So, if you want to improve your professionalism, focus on developing emotional intelligence.

Honor Your Commitments Whenever you make a promise to your boss, colleagues, or clients, keep it. If it looks as if you won't be able to meet a deadline, let your boss, team or client know as soon as sensibly possible.

However, do what you can to avoid ending up in this situation!

Don't make excuses – instead, focus on meeting expectations as best you can, and on making the situation right.

Be Polite Be kind and polite and use good manners to everyone you come into contact with, no matter what their role is, and no matter how you're feeling. This might sound unimportant, but it makes a significant impact.

Have the Tools You Need Do you show up to a client meeting lacking important samples?

Or arrive at work, only to realize that you left a vital file at home? Or do you find yourself operating in situations where you don't have the skills needed to do a good job?

True professionals are always prepared. This requires advance planning, timeliness and attention. Focus on improving your time management and planning skills, so that you're always in control.

Note: Although professionalism means keeping commitments, doing high quality work, and having expert status, occasionally the pursuit of these attributes might tempt you not to volunteer for projects that fall outside your comfort zone.

However, this doesn't necessarily mean that you shouldn't try! Analyze risks beforehand to minimize the consequences of getting things wrong, be honest about any skills gaps that you have, and work to fill them. Then do the best you possibly can!

You can also exude professionalism by being kind and polite to everyone, presenting a professional image in your attitude and dress and showing up for work or meetings fully prepared.

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Continued from page 9

thoughts, words and actions, especially when they've made a mistake. This personal accountability is closely tied to honesty and integrity, and it's a vital element in professionalism.

Self-Regulation They also stay professional under pressure.

For instance, imagine a customer service employee who's faced with an irate customer. Instead of getting upset or angry in return, the employee exhibits true professionalism by maintaining a calm, business-like demeanor and by doing everything that she can to make the situation right.

Genuine professionals show respect for the people around them, no matter what their role or situation.

They exhibit a high degree of emotional intelligence (EI) by considering the emotions and needs of others, and they don't let a bad day impact how they interact with colleagues or clients.

Image Professionals look the part – they don't show up to work sloppily dressed, with unkempt hair. They're polished, and they dress appropriately for the situation.

Because of this, they exude an air of confidence, and they gain respect for this.

How to Exhibit Professionalism As you can see from these characteristics, professionals are the kind of people that others respect and value. They are a genuine credit to their organizations!

This is why it's so important that we work to earn a professional reputation in the workplace. True professionals are the first to be considered for promotions, they are awarded valuable projects or clients, and they are routinely successful in their careers.

Now that you have a clear view of what constitutes professionalism, are you demonstrating these characteristics to the people around you? It's likely you're already showing some characteristics, but you may find yourself lacking in others: to build your own professionalism, focus on improving each of these characteristics. (Focus on one at a time, so you don't get overwhelmed.)

Reprinted with permission. Daniel W. Porcupile, USMC/ USA Ret., is a management consultant at Timberdog Services.

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moving beyond burnout There is an anecdotal expiration date of three years on managers in our industry, after which “manager burnout” is said to take its toll, with few survivors. So how am I still here after 16 years? How are others pushing 25 or 30 years in the industry? How does one get past “manager burnout” and chart a successful and rewarding career path in community management?

BY DEAN JACKSON, CCAM-HR

www.cacm.org | Vision Spring/Summer 2017 13

Moving Beyond Burnout Continued from page 13

Ok, I’ll admit it… I prefer a t-shirt to a tie, sandals to a suit and denim to dress shirts.

Yet, over the last eight years at my current job, I can count on one hand the number of times I’ve been seen without a tie (generally an afterhours or weekend emergency).

This isn’t another article about dressing for success, it’s about, well… how did I get here?

Ahead of schedule, about 14 years ago, “manager burnout” came knocking, moved in, set up house and rearranged the furniture. For me the burnout took the form of feeling overwhelmed and under organized. I was managing a good sized portfolio of communities, and I felt like I was constantly spinning plates and putting out fires. Each community was pulling my attention, and I was being reactive rather than proactive in managing the situations.

While support and advice may have been available in my office, I didn’t even know the questions to ask. I was frustrated, tired and ready to call it quits. Unfortunately, I also hadn’t learned not to take work home with me, so every day I packed a briefcase full of worry, frustration and exhaustion, and then unpacked it at home… with my wife. She was starting to get “manager’s spouse burnout.”

There was no light bulb, no epiphany, no single moment that I can point to that rescued me from that downward trajectory.

Gradually I learned how to prioritize, organize and communicate in order to get ahead of issues. There were times when I learned the right questions to ask and the right managers to observe. Ultimately though, when I started to think of community management as a career I was able to stop treating it like a job. It was at that time that career goals could come into focus, and I could take

When I started to think of community management as a career I was able to stop treating it like a job.

With the help of the mentors in my office, I became interested more in proactive work than reactive firefighting.

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advantage of the available resources in order to reach them. From there it wasn’t long before I bought my first tie and learned to limit the luggage I brought home from the office.

Initially, with the help of the mentors in my office, I became interested more in proactive work than reactive firefighting. I became interested in gaining knowledge and expertise and began planning in advance to take the specific CACM courses that would address my weaknesses as a manager and reinforce my strengths. I also took advantage of the opportunity to learn from more seasoned managers and assist those less seasoned. I was asked to participate in the interview process for new clients, and my portfolio began to take shape around my specific skill and experience set (in my case, water intrusion issues and rental restrictions), and I was able to pass on some of that knowledge to my coworkers.

CACM provided insight into specialties within the community management field and fostered relationships with my peers. The educational programs developed by CACM, coupled with my expanding skill set provided a foundation to pursue on-site positions, and half Windsor knots (I still can’t tie a full Windsor). Once on-site, CACM’s expanding educational programs, such as the specialty certificate program added to my skills and enhanced my resume (while adding several letters behind my name).

There are still many courses to take, designations to earn and letters to add behind my name. A manager’s education is never done (especially with ever changing hurdles presented by those folks in Sacramento), and with evolving educational opportunities and management specialties, a manager can move past burnout and towards a bright future.

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

Take Charge of YOUR Career As a new (or not so new) manager, it is important to be certified and to keep up with your continuing education credits to maintain your credentials. But committing to making a career of community management takes more than just keeping up with your credentials. You need to continue to add to your knowledge base and stretch yourself. This is your life, this is your career, take charge of it.

You may be fortunate enough to have your employer pay for continuing education. But, if you do not get that support, you should care enough about your career to pay for ongoing certification on your own. Special bonus! Educational investments may be tax deductible, so keep that in mind as you take your classes and attend seminars.

CACM is your one stop shop to further your understanding and give you a boost in the industry.

Here are some great options to consider:

Too busy to get away from the office?

CACM now offers 12 online classes. The CACM Attorney Connection Webinar series – offered weekly throughout the month of August – is another great place to advance your knowledge. They are only one hour each and offer legal insights from attorneys who specialize in California HOA law.

Go Further with CACM Specialty Certificate Courses

• Three-day classes get you away from distractions and immersed in the subject matter.

• You get to know other participants and get valuable networking time.

• Subjects include New Development, Large Scale, Age-Restricted Active Adult, Commercial and Industrial, High Rise and other great options.

MCAM Courses

• For those who want an advanced degree in community management.

• In depth and high level coursework to master the realm of community management.

• This certification is the highest professional recognition for California managers.

Put yourself and your career goals first. Furthering your education makes your résumé shine, your confidence grow and energizes you to continue to explore this always exciting career path.

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

www.cacm.org | Vision Spring/Summer 2017 15

To have a successful community management career, we must all be committed to demonstrate professional, competent and consultative leadership.

I

n this issue, our member contributors explore what it means to be a professional community manager and to pursue professionalism.

Webster defines the word professional to mean “characterized by or conforming to the technical or ethical standards of a profession, exhibiting a courteous, conscientious and generally businesslike manner in the workplace.”

In our most recent member survey our members were least satisfied with the respect and appreciation they receive from clients and client members. Abraham Maslow in his 1954 book Motivation and Personality proposed his famous hierarchy of needs. Nearing the top of this hierarchy is “esteem”; both self-esteem and self-respect – the desire to be accepted and valued by others. One path to the achievement of this desire is to self-identify ourselves as professionals. To have a successful community management career, we must all be committed to demonstrating professional, competent and consultative leadership with our boards and communities.

As community management professionals, we have daily opportunities to declare our professionalism: how we dress, our

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email communication, our interaction with owners and board members and our conduct, attitude and behavior in board meetings, membership meetings and with our colleagues.

The insightful articles in this issue are a “call to action” for us to raise our game, see ourselves as professionals, take responsibility for our career development and to develop the emotional and soft skills necessary to not only deliver great community and client service, but also to garner the selfrespect and esteem important to a healthy life/work balance and a successful, long-term career in the professional community management industry.

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

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BY SCOTT SWINTON

the clock is ticking.

An unhappy homeowner just interrupted your site-walk with a rant on their front lawn. They’ve stopped talking and await your response. The next five seconds are critical. That's about how long you have to interpret what you just heard, process the relevant content and then formulate a response. After five seconds ... they will fear you have gone catatonic, so think fast.

emotional intellig how you respond will set the tone for the balance of the conversation and possibly the balance of your relationship with this person. You may be brilliant, capable of conjugating verbs and graphing algebraic equations, but just because you're smart, that doesn't mean you're going to get this right. All the intelligence in the world will do you no good if this person suspects that you don’t care.

Continued on page 20

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gence FOR HOA MANAGERS

www.cacm.org | Vision Spring/Summer 2017 19

Emotional Intelligence Continued from page 18

Self-Awareness – Spend some time alone and silent

each day. Process the events of your previous day, and what lies ahead today. Where did you blow it? Who got under your skin? Why were they able to do that? Remind yourself regularly what is truly important in your life, for this day, at this particular moment… now call the board president and discuss the dead tree.

Social Awareness – Listen first when entering a meeting.

Take the temperature of the room. Do they need your coaching or your empathy? Guess wrong and they will either fight you or trample you. And then at the next meeting – do it again, because the same people will not bring the same emotions each month.

And, keep a sharp eye out for group-think, which can manifest itself in new and unique ways among the same set of people.

Group-think will mulch your logic if you haven’t picked up on the cues and met it with a well-reasoned plan.

Self Management – Practice saying no to your first impulses in small ways, so when you need to swallow your pride or deep six your anger, it won’t be so obvious to those watching.

Smile at the guy who just cut you off in traffic, genuinely wish him a good day and completely ignore him as you pass him on the exit ramp. If nothing else, your threshold of angst will be lower when the owner of #222 begins her daily email barrage.

Bradberry and Greaves sagely challenge the reader to find something he can learn from every interaction. That practice alone will keep your emotions in the caboose, while you steam along intentionally toward lower blood pressure.

Relationship Management – Remember how you

interacted with the board of directors when you first met them?

Not quite the same anymore is it? Relationships are a journey, not a destination – and a little humility kicks up a tailwind.

Relationship Management can be nearly achieved by simply demonstrating genuine concern about the opinion of the other party. Certainly, much depends on the actions of the other person, but maybe your good example will have some positive impact there too.

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The fallout from a tense conversation will depend largely on your level of Emotional Intelligence (EQ). If there was ever an industry where a well-developed EQ is important, it’s the community association management industry. For so many reasons, which would take a series of books to unwrap, the HOA mindset offers ample opportunity for the emotionally intelligent to exercise his/her skills.

The term emotional intelligence was coined by Michael Beldoch in a 1964 paper, but was mainstreamed in 1995

by Daniel Goleman in Emotional Intelligence – Why It Can Matter More than IQ. The concept has since found its way into mainstream vocabulary and is now defined by A Dictionary of Psychology as, “the capability of individuals to recognize their own, and other people's emotions, to discern between different feelings and label them appropriately, to use emotional information to guide thinking and behavior, and to manage and/or adjust emotions to adapt environments or achieve one’s goal(s).” (above paragraph paraphrased from Wikipedia https://en.wikipedia.org/wiki/Emotional_intelligence) I recently walked away from a tense conversation with three employees, and wondered, if I’d handled it well. I honestly couldn't tell. Being the boss, I of course won the argument – but had I been right or simply the most assertive? I had just finished reading the book Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves, and like most of us armed with a new tool, I had tried to use it, consciously assessing myself throughout the conversation.

In retrospect, I failed on every level: self awareness, social awareness, self-management and relationship management – the EQ quartet described by Bradberry and Greaves, I had tanked. As they explain, our brains are hardwired to give emotion the upper-hand, and sure enough, my emotions had punched the clutch twice and were headed for high gear before my reason had even seen the green light.

Cringe with me, because you’ve done it too. And it’s not just that you failed to think before you spoke. A hasty reply is poor practice, but worse is forging a sharp reply and then delivering it with surgical precision – imagining anything good will come of it. Emotional intelligence is more than counting to ten, it’s finding ten ways that you might relate to the other party before formulating a response.

All of us can benefit from improved relationships – and in a nutshell, that’s what emotional intelligence is all about.

Whether you approach life from a purely altruistic paradigm and want to make the world a better place for everyone, or you simply need to focus on some self-regulation and personal growth right now, EQ isn’t a bad place to start.

In conclusion, I want to circle back around to selfawareness. In Emotional Intelligence 2.0 Bradberry and Greaves

touch briefly on a recommendation – take time each day to be quiet and think.

Try and think of the last time you intentionally cleared away busyness, music, television, kids - and just thought in silence.

How long did that event last? One minute, five minutes? Did you get bored and turn on the TV? Did the kids start arguing in the other room, or the phone ring, or did Facebook’s gravity suck you back?

Their point is well made. We intentionally cram every minute of our lives with activity, and then subdivide and cram in even more. We quickly believe the lie that busyness equals fulfillment. But until you take time to “know thyself,” you will likely continue to circle or worse: spiral. Emotional Intelligence is more natural to some than others, but the good news according to the experts is that unlike IQ, our EQ is not a locked-in destination, it too is a journey. Start your journey today.

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Emotional Intelligence 2.0, Travis Bradberrry, Ph.D., and Jean Greaves, Ph.D., Copyright 2009 Coleman, Andrew (2008). A Dictionary of Psychology (3 ed.). Oxford University Press. ISBN 9780199534067.

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www.cacm.org | Vision Spring/Summer 2017 21

CACM Offers More Webinars and Online Courses Than Ever!

Executive Webinar Series

will discuss the facts, give you strategies and address a

CACM’s Executive Webinars feature advanced

selection of attendee questions. This is your opportunity to

leadership topics that relate directly to organizational

get timely, pertinent legal advice at a fraction of the cost!

effectiveness and offer ideas that executives and leaders can implement immediately.

11am - Noon

Attorney Connection Webinar I

8/8

11am - Noon

Attorney Connection Webinar II

7/11

11am - Noon

Executive Webinar I

8/15

11am - Noon

Attorney Connection Webinar III

7/18

11am - Noon

Executive Webinar II

8/22

11am - Noon

Attorney Connection Webinar IV

Attorney Connection Webinar Series This series brings actionable information to managers

22

8/1

Instructor-Led Web Courses

in four convenient webinars. Each webinar will feature a

Couldn’t get to a CACM course when it was offered? Are

new topic with CACM’s top-rated attorney speakers who

courses too far from your office? The following courses will

Vision Spring/Summer 2017 | www.cacm.org

now be available in our popular webinar format. They’ll still be instructor-led with an opportunity to ask questions, make comments and see fellow-attendee’s comments and questions. Courses will be held late morning through early afternoon, so you can brown bag it at your computer during the course and make the most of your time “away” from work.

5/24

1pm - 2pm

Reserves - What, Why, How

6/7

10 am - 2pm

Effective Meeting & Election Tools

6/14

11am - 2pm

Advanced Insurance Principles

6/20

10am - 2pm

Age-Restricted Active Adult Community Management

6/27

10am - 2pm

Conflict Resolution for Community Managers

7/19

10am - 2pm

Landscape Water Management Certificate Course

7/25

10am - 2pm

Budgeting

9/12

10am - 2pm

Budgeting

9/19

10am - 2pm

Assessment Collections

9/26

11am - 2pm

Insurance Principles

10/3

11am - 2pm

Advanced Insurance Principles

10/10

10 am - 2pm

Enhance Your Professional Presence

10/31

10am - 2pm

Fundamentals of Effective Governance

11/7

10am - 2pm

Effective Meeting & Election Tools

11/28

11am - 2pm

Age-Restricted Active Adult Community Mgmt.

12/5

10am - 2pm

Strategic Financial Planning

12/12

10am - 2pm

Conflict Resolution for Community Managers

Microsoft Technology Series - COMING FALL 2017 Impress your clients and your boss with advanced user tricks in Microsoft Excel, Outlook and PowerPoint.

No Time to Travel to Courses?

No Problem!

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

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

www.cacm.org | Vision Spring/Summer 2017 23

Business Risk Exposures‌ does your Management Company have the right indemnity strategies?

Protect your business Protect your assets Protect yourself

CID Insurance Programs has been successfully helping CACM Members with insurance and risk management protection for more than 20 years

CACM Sponsored Insurance Programs X X X X

E&O Professional Liability Employment Practices Cyber Theft & Liability Master Fidelity

Phone: (800) 922-7283 Email: insurance@cacm.org www.cidprograms.com 24

Vision Spring/Summer 2017 | www.cacm.org

X X X X

Directors & Officers Liability Business Office Insurance Workers’ Compensation Third Party Discrimination

OCTOBER 12-13, 2017 RESORT AT SQUAW CREEK LAKE TAHOE, CALIFORNIA

LARGE SCALE

A completely new learning experience for large scale managers.

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LARGE SCALE SUMMIT Nestled amongst the mountains in the heart of Squaw Valley, Resort at Squaw Creek is the ideal location to relax and rejuvenate while connecting with large scale cohorts and sharing knowledge and the expertise to learn and grow professionally.

www.cacm.org

Focused on the unique challenges of managing a large scale community in California, the Large Scale Summit will feature an engaging keynote speaker, stimulating discussion, informative case studies and interactive small group breakouts based on attendee driven content. Of course, there also will be ample time to relax and enjoy the area’s natural beauty and informally network with peers.

Register online at cacm.org

CACM Celebrates 25 Years of Serving California Community Managers

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Vision Spring/Summer 2017 | www.cacm.org

“CACM’s history is rich, but rife with conflict,” notes founder Melinda Masson.

In the mid-1980s, following the bankruptcy of a large community management business amid allegations of embezzlement, the California Association of Realtors (CAR) proposed a bill in the California Assembly that would have required all community managers to have a real estate broker’s license. In response, Masson organized a group of experts, whose testimony helped to defeat the bill.

Later, under the auspices of the Community Associations Institute (CAI) and its California Legislative Action Committee (CLAC), Masson formed a “Blue Ribbon Committee” to perform an in-depth analysis of California’s community management industry. In 1991, the committee presented its findings to CAI and recommended a self-regulatory program. At the same time, CAR renewed its own agenda to regulate the industry.

When CAI subsequently rejected the committee’s recommendations, it became imperative to establish a state-specific manager organization to address California issues and block CAR’s proposal – an organization “designed by community managers, for community managers.” CACM filed its Articles of Incorporation with the Secretary of State that September and held its first corporate organizational meeting the following month.

In the years that followed, CACM has constantly evolved and developed, yet has remained true to the principles that led to its creation.

maintaining high standards

New Individual Manager & Management Business Members

CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these new members from the fourth quarter of 2016 and first quarter of 2017!

Individual Manager Members Darcy L. Auer Brandon C. Baker Jonathan W. Barrett Michael E. Barsell Nadine Bell Alice I. Bird, CCAM Besy Bohulano Madeleine Bonovich Debbie L. Boone, CAFM Verna M. Charles Jackie Clanton, CCAM Heidi Click, CCAM Jo Ann U. Cooper Danielle Crozier Karen D. Debono Anisa DeHerrera Mindy Dent Jackie Q. Ding Richard Duffy Kari L. Dyer Karen Ecoff Bob H. Evans, CCAM Kelly M. Evans Dusty E. Favichia Zana Feenstra Arlene Felix Irene Fiedler Jennifer Gannion Christina Gano Lucely Garma Brian Gerrity Jacob M. Gonzalez Sergey Gorokhovsky, CCAM Jennifer Gravley George Gurrola, CCAM Jessica R. Guy Michael L. Hall April Ham Valerie A. Hamey, CCAM Michael A. Harkin Nicholas W. Hayward Justine N. Helms Yvonne T. Hernandez, CCAM Michael C. Hernandez Nancy Higginbotham Sally Hoang Jacqueline Hodges Juanita Hudson Lisa Huntress

Anne Hurley, CCAM Dawn Jaeger Crescent J. Jakubs Rebecca Jolly Sarah M. Jordan Sheryl Kaonis, CCAM David E. Kelley Curtis P. Kelly Robert Kilian Sydney Knudson Cheri Kostosky Jeanne Kwok Mignonne Lafluer Steven L. LaFortune Achsha Lamb Cindi Lamin, CCAM Jack L. Lang, CCAM Julianne Lewis Sophie Littlefield Eve Lopez Victor M. Lozada Dawnn M. Lucas, CCAM Yvonne H. Ly Courtney Marsh Marcia Matre Kelly Mattison Denise Mendoza, CCAM Tami L. Mitchell Virenea M. Monteiro Adrienne M. Mooney Iris Mora Laura S. Moreno, CCAM Peter Moyer Doreen Murray, CCAM Desiree Nicoles, CCAM Gabriela Nunez Tamerrah Ortega, CCAM Shelly A. O'Sullivan Anna L. Panza, CCAM Michelle M. Perez Tina A. Platt Isaac J Ramirez Karina Reta Darold Rianda Julie Ridolfi Alexander P. Riley Tiffani R. Rivers Leann M. Robbins Tosha J. Ross, CCAM

Business Plus Members Crystal G. Rost Annemarie Salgado Joshua Scott Mary L. Shaw Broasha Shelton Jonathan D. Smith Aurora Solis Cody A. South Ken Spencer Brianna V. Stephenson, CCAM Richard J. Stull Margot Suarez Albert Sullivan Ray Tawfik Donna M. Taylor Jessica Telep, CCAM Sara Temblador Heather E. Tuite Mark Tyson Diciembre Vaca, CCAM Alicia Van Norman Carolle Van Sande Olivia Villasenor Loreta Villemez Donna R. Walters Roland Watkins Brett Wiklund Michael Williams Emmalou Williamson Nikki Woolley Raymond Wu Jessica Xavier, CCAM

Albert Management, Inc. Palm Desert | (760) 346-9000 www.albertmgt.com California Community Management Escondido | (760) 745-5861 www.cacomanagement.com Ideal Property and Realty, Inc. Alhambra │ (626) 289-8888 www.idealproperty.com

Business Members

The Back Offices & Assoc.

Signal Hill | (562) 597-1749 The Cannon Management Company Riverside | (951) 354-5365 www.cannonmanagement.com CID Management Solutions, Inc. Oxnard │ (805) 351-8270 www.cidmanagementsolutions.com Common Development Management Concord | (925) 682-6012 www.cdmgmt.net EGL Properties, Inc. Los Angeles | (310) 481-0922 www.eglproperties.com K&B HOA Services of California La Habra Heights | (562) 266-1456 Litehouse Community Management, Inc. Laguna Niguel | (714) 637-3886 www.litehousecm.org LJ Bates Management Alamo | (925) 954-8629 Miramonte Gardens HOA Moraga | (925) 216-9668 www.miramontegardens.com Partners Management Temecula | (951) 676-8379 StoneKastle Community Management, Inc. Anaheim | (714) 395-5245 www.stonekastle.com

www.cacm.org | Vision Spring/Summer 2017 27

CACM

was founded with a commitment to high ethical standards in the performance of community management activities, and community managers are required to study ethics and pledge to uphold the CACM Code of Ethics in order to become certified.

By agreeing to comply with this code, CACM members commit to practicing community management and operating their business with honesty and integrity. Adherence to our code communicates CACM managers’ dedication to upholding professionalism within the industry.

Recent headlines alleging fraud and embezzlement led to calls for increased oversight and stronger consequences for such bad actors

CACM members commit to practicing community management and operating their business with honesty and integrity.

A Culture of Ethical Behavior is Essential 28

Vision Spring/Summer 2017 | www.cacm.org

within our industry. While CACM and its managers can take some comfort in the fact that these cases do not involve its certified members, such actions do serve as a reminder of how important it is to be familiar with our code and its applicability to our daily routines.

In a recent blog post, Mitchell M. Handelsmanm (aka “The Ethical Professor”), discusses several common obstacles to applying professional ethics studied in a classroom to our daily lives. Citing Eugene Soltes, an associate professor at Harvard Business School, he notes three specific challenges with ethical training:

• In classes, the ethical decision in question is clearly identified for the participants. Ethical dilemmas are rarely so obvious or simple in the real world.

• In classes, participants may be exposed to vibrantly different points of view. In real life, “…differing viewpoints are often stifled by the desire to agree with or appease others,” often resulting in groupthink and following the party line.

• Examples studied in the classroom can allow for “careful, reflective reasoning,” while real life decisions often involve more uncertainty and require snap judgments in which emotions are likely to play a stronger role.

For these reasons, CACM strives to make our ethics case studies as true to actual situations as possible, often taking examples from recent headlines or our past enforcement actions. We make sure participants view these cases from multiple perspectives. We also ask participants to devote ongoing thought outside the classroom to the situations encountered on the job, and to explore how CACM’s Code of Ethics fit with each manager’s personal ethical credo. (Hopefully, yours reflects and agrees with the CACM Code of Ethics.)

We hereby invite you to talk to your peers and share experiences. A few scenarios for possible discussion: • Who do you serve and why?

• How would you respond if asked to do things for which you are not qualified • Do you require anything (loyalty oaths, gifts, services) of your providers outside of the roles for which they have been retained?

• What makes a gift extravagant?

Have you communicated standards regarding this?

• Do you have any relationships that could pose conflicts of interest, in fact or appearance?

• Do you or would you speak up when you see questionable actions from your peers?

Ethical failures often begin with something small, then expand unchecked

over time. Consequently, being ethical even in the smallest of matters avoids that proverbial journey down the slippery slope.

Great things happen for those who apply these ethical standards to their personal, as well as professional life. Albert Schweitzer, the French-German philosopher, saw ethics as “nothing else than reverence for life.”

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www.cacm.org | Vision Spring/Summer 2017 29

In 2016, CACM conducted a market characterization study of California common interest developments (CIDs). The purpose was to create some benchmarks for the industry – including type and quantity of associations, budgets and reserves – and better understand board challenges and products and services needed in the future.

Becoming a board member can seem a bit daunting, and if you have stepped up to the challenge, bravo to you. As a board member, you will not only provide an important service to your entire community, but also help to maintain the value of what is likely your biggest personal investment – your home.

Study respondents overwhelmingly pointed to recruitment and development of new board members as the greatest challenge facing their communities. As these are volunteer positions, finding homeowners with the time and temperament necessary to carry out the fiduciary responsibilities that a board position entails is no easy task.

Board members have many responsibilities, but it is critical to remember that your role is to govern, not to manage, or even worse, to micromanage your association’s community manager and service providers. The market characterization study found that 84 percent of California CIDs are professionally managed. If your association employs a professional community manager, it may be helpful to

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Vision Spring/Summer 2017 | www.cacm.org

Our dedicated experts understand the needs of community associations.

Finance your essential projects: • Building Repairs • Improvement Projects

review the management contract so that you understand their responsibilities. Professional community managers – particularly managers that have been certified by CACM – are well equipped to perform their duties.

Still, there is a lot to learn to be an effective board member. You will need to be familiar with the Davis-Stirling Act, the law that applies to California HOAs, as well as the specific provisions found in your CC&Rs. In addition, you will need to understand the basics of conducting meetings, budgeting and reserve assessments and running annual meetings and elections.

As a board member, you will be required to: • Act as a fiduciary for your association • Exercise proper care in making decisions • Maintain loyalty to your association and owners • Act in accordance with the governing documents • Act in “good faith” and in the best interest of the association • Make reasonable inquiry as the basis for decisions • Maintain appropriate confidentiality

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Fortunately, while there is a lot to learn and do, there are some excellent resources to help you prepare to execute your responsibilities. Your professional community manager is well-versed in the 1,200 laws that apply to California HOAs and has proven expertise in community management. She/he is a great source of information and advice, and will be a valuable partner during your tenure on the board.

And, because your manager is a member of CACM, she/he soon will be able to share board training modules for you to view at your own pace, on-demand, to help you be the best board member you can.

Ask your manager for more information coming this fall.

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 Spring/Summer 2017 31

Law Seminar & Expo Continues To Evolve and Excel Nearly 1,100 community managers gathered at the Northern and Southern California Law Seminar & Expos this year to connect with their peers, share knowledge and meet with a diverse mix of the industry’s leading supplier businesses to help their associations flourish.

Building on the introduction to the new legislation and case law that was provided at the fall forums, the Law Seminar went beyond the basics and focused more on how the new laws are being implemented. And in the spirit of “going beyond the law,” an expanded assortment of breakouts allowed attendees to explore the subjects and issues where they had the greatest interest.

As this year marks CACM’s 25 year anniversary, both events kicked off by recognizing founding manager members. Looking back in time, CACM shared photos from the early days, and members had fun comparing their hair color and clothing styles over the years!

CACM board chair John Cligny recognized outgoing board members, presented Vision Awards to members of the Professional Standards Committee and recognized Jane Frazee, CCAM, winner of the 2017 Don Kocal Scholarship Award.

Cligny also provided a general overview and update of key CACM initiatives.

CACM president & CEO David Zepponi talked about the role of CAMEx’s and the CACM PAC, recognized affiliate and business member PAC

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donors, presented highlights from the recent Market Characterization Study and other industry data and then introduced some of the exciting new things coming soon from CACM including the Flex Learning Program, online EduCenter and new video and assessment tools to help recruit new managers and support staff from outside the industry. These and other new member tools will be offered through the CACM website and a separate HOA Board site by the end of the second quarter.

In the breakouts that followed, panels of industry leaders and subject matter experts covered both traditional law topics and also a vast variety of important industry issues. Materials continue to be available through both the new CACM Events app and the CACM website.

Continued on page 34

www.cacm.org | Vision Spring/Summer 2017 33

Northern California Booth Award Winners

Best Themed: SwedelsonGottlieb

Law Seminar

Continued from page 33

The “Paradise Found� Exhibit Hall provided a perfect opportunity for managers and management business executives to meet with both current and potential new service providers. A new venue in Northern California (the Santa Clara Convention Center) and reimagined space at the Disneyland Hotel in Southern California allowed for more and larger booths. Exhibitors truly embraced the Paradise Found theme, especially in Southern California, where the local surf and sand proved an obvious fit that seemed to be present throughout the exhibit hall. Congratulations to the booth award winners in both Northern and Southern California.

Thank You to Our Northern California Premier Sponsors Conference Bags

Most Engaging: Hughes Gill Cochrane Tinetti, PC Name Badge Lanyards

Charging Station

Event Photographer

Best Product Knowledge: CM Squared, Inc.

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Thank You to Our Southern California Premier Sponsors Conference Bags

Name Badge Lanyards

Event Photographer

Southern California Booth Award Winners

Best Themed: Pacific Western Bank

Most Creative: Berding | Weil LLP

Most Engaging: Fiore Racobs & Powers, APLC

Best Product Knowledge: SwedelsonGottlieb www.cacm.org | Vision Spring/Summer 2017 35

upcoming courses & events

Southern California Calendar

LEGEND DATE MAY 4 9 10-11 10 18 23 24 25

36

Events

Online Courses

Classroom Courses

COURSE/EVENT

COURSE/EVENT CODE

LOCATION

Ethics for Community Managers Forum Luncheon California Law Series Forum Luncheon Explaining Financial Statements Forum Luncheon Reserves – What, Why, How Ethics for Community Managers

CMM130 FRMLA CMM121-124 FRMVEN FIN220 FRMOC FIN200 CMM130

San Diego Los Angeles San Diego Ventura Orange County Orange County Online Orange County

JUNE 6 Forum Luncheon 7 Effective Meeting & Election Tools 8-9 Executive Leadership Summit 13 Forum Breakfast 14 Advanced Insurance Principles Age-Restricted Active Adult Community Management 20 27 Conflict Resolution for Community Managers 28-29 Basics of Association Management Series 29 Risk Management in Community Associations

FRMSD San Diego BDA220 Online ELS0617 Dana Point FRMCV Coachella Valley INS300 Online SPC420 Online CMM220 Online CMM101-102 Coachella Valley INS400 San Diego

JULY 11 Executive Webinar I 12-13 California Law Series 12-13 Basics of Association Management Series 18 Executive Webinar II 19 Landscape Water Management Certificate Course 25 Budgeting 26-27 California Law Series 27 Advanced Ethics: Leadership & Decision Making 27 Ethics for Community Managers

WEB CMM121-124 CMM101-102 WEB WMCC FIN300 CMM121-124 LDR500 CMM130

Online Coachella Valley Orange County Online Online Online Orange County Coachella Valley Coachella Valley

AUGUST 1 3 8 10 15 16 17 22

WEB SPC450 WEB CMM130 WEB FIN220 LDR400 WEB

Online Orange County Online Orange County Online San Diego Orange County Online

SEPTEMBER 12 Budgeting 13-15 Portfolio Management 19 Assessment Collections 26 Insurance Principles 27-28 Basics of Association Management Series 28 Risk Management in Community Associations

FIN300 SPC430 FIN210 INS200 CMM101-102 INS400

Online Orange County Online Online San Diego Orange County

OCTOBER 3 5 10 12-13 12-13 24 25-26 31

INS300 LDR500 CMM200 HRS1017 LSS1017 FRMLA CMM121-124 BDA300

Online San Diego Online Sierra Nevada Sierra Nevada Los Angeles San Diego Online

Attorney Connection Webinar I Commercial & Industrial CID Management Attorney Connection Webinar II Ethics for Community Managers Attorney Connection Webinar III Explaining Financial Statements Human Resource Management Attorney Connection Webinar IV

Advanced Insurance Principles Advanced Ethics: Leadership & Decision Making Enhance Your Professional Presence High Rise Summit Large Scale Summit Forum Luncheon California Law Series Fundamentals of Effective Governance

Vision Fall/Winter 2016 | www.cacm.org

2017 Board of Directors

CHAIR John Cligny, CAMEx, CCAM Association Management Company, LLC, ACMB

VICE CHAIR Carra Clampitt, CAMEx, CCAM-LS Eugene Burger Management Corporation

Lori Albert, CAMEx, CCAM Albert Management Company, LLC

SECRETARY René Decker, CAMEx, CCAM PowerStone Property Management

Melissa Bell, CAMEx, CCAM The Management Trust - Kocal Division, ACMB

TREASURER Kendrah Kay, CAMEx, CCAM Powerstone Property Management

Robb Etnyre, CAMEx, CCAM Tahoe Donner Association

Thomas Freeley, CAMEx, CCAM-HR Packard Management Group

Phyllis Harkins, CAMEx, CCAM The Management Trust California Desert, ACMB

Roy Helsing, CAMEx, CCAM The Helsing Group, Inc.

Linda Mootry, CAMEx, CCAM-ND The Management Trust Central Coast Division

Joseph Price, CAMEx, CCAM Associa Northern California, ACMB

Bruce Ratliff, CAMEx, CCAM-HR.CI Eugene Burger Management

Tiffany Lynch, CAMEx, CCAM The Management Trust Transpacific ACMB

Robin Romo, CAMEx, MCAM-HR CitiScape Property Management Group, LLC

www.cacm.org | Vision Spring/Summer 2017 37

Paper Piles Coalesce into C I

n 1992, I was chair of CACM’s Education Committee.

We were committed to the creation of credentialed courses, written specifically for California managers. I worked closely with Melinda Masson (CACM founder) and Karen Conlon (then CACM president), gathering material we thought was essential for well-educated managers of California community associations.

I took the material with me and placed it on a large dining table in my home with a big “DO NOT TOUCH” sign on it. By the beginning of summer, the table was covered with many individual piles of material. “It’s my piling system,” I told anyone who asked, pretending that it was well organized and that I knew exactly what I was doing.

I set a goal for myself, resolving that CACM would have its first credentialed manager education courses completed by the first Annual Meeting in October and that I would have my dining room table for Thanksgiving dinner.

For a couple of days, I just looked at those daunting piles, but then I started reading and sorting the material. As I moved information from one pile to another, consolidating, eliminating, searching for more information, I saw that the material was evolving into four distinct piles. I realized that those four piles represented four elemental areas of knowledge that all California community association managers had to know: legal basis; financial administration; property management and meetings.

I soon had four wonderful volunteer managers, who each agreed to write one course. Each volunteer got one of the piles I had created. From that material and more of their own, the first four course manuals were written. As they

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were returned to me, we began the edit and rewrite process.

I saw that the four courses contained the elemental core of information needed for anyone who thought they could manage a California community association. I began to think of them as the Core Courses and named them: • Course I-California Law For California Community Associations • Course II-Financial Management For California Community Associations • Course III-Property Management For California Community Associations • Course IV-Meetings and Records For California Community Associations By the time of CACM’s annual meeting in early October, the four courses had been written, typed, edited, re-written and published in handbook format. Two alternate exams were created for each course, applications were filled out and all materials were submitted to the California Department of Real Estate (DRE) for

Core Courses

By Marge Blaine CPM, CCAM Emeritus

credentialing. And, I had my dining room table back in time for Thanksgiving dinner!

When I announced all of this to the managers gathered at that October meeting, everyone in the room stood up as one, and started cheering. CACM was on its way! The DRE approved the courses by year’s end. We selected and trained CACM’s first instructors, and in January CACM’s four Core Courses were taught for the first time in Northern and Southern California.

The DRE even sent several of its staff members to take one of the first offerings in Northern California. The rest is history.

What started as “my piling system” became the organized essential core of information for the California community association manager – CACM’s four Core Courses.

They’ve borne the test of time and are still the foundation for CACM’s advanced education offerings today.

At the recent Law Seminars, CACM president & CEO David Zepponi announced a new Flex Learning Program that allows managers to customize their learning experiences by offering courses in-person, online, on-demand and through microlearning (small snippets on specific subjects, usually lasting just a few minutes). CACM remains on the forefront of California community management education, just as it was in the early days following its formation. In this article, Marge Blaine, CPM, CCAM Emeritus recalls the humble origins of CACM’s educational programs.

www.cacm.org | Vision Spring/Summer 2017 39

Congratulations Managers It is with pride that we recognize managers who have taken the next step in their professional career by pursuing advanced educational opportunities. Congratulations to our newest Certified Community Association Manager (CCAM), Certified Association Financial Management (CAFM), Specialty Certificate recipients, MCAM recipients and CAMEx recipients for the fourth quarter of 2016 and first quarter of 2017!

NEW CCAMs Juan Alvarado, CCAM Ryan Anaya, CCAM Kelli Armonas, CCAM Amanda Bates, CCAM Daniela Beaudin, CCAM Lila Beck, CCAM Susan Bellani, CCAM Dana Belli, CCAM Alice Bird, CCAM Trina Blair, CCAM Daniel Borge, CCAM Connor Buell, CCAM Rob Buffington, CCAM Jessica Buurma, CCAM Tashonda Canady, CCAM Mark Capestany, CCAM Michael Capps, CCAM Caren Carrero, CCAM Helen Castro, CCAM Angelica Chacana, CCAM Ethan Chang, CCAM Teresa Chavier, CCAM Jackie Clanton, CCAM Heidi Click, CCAM Ryan Darby, CCAM Charles Degenhardt, CCAM Derek Edwards, CCAM Christina Estrada, CCAM Bob Evans, CCAM Gary Fessenden, CCAM Maria Fierro, CCAM Gina Fowler, CCAM Blake Freeman, CCAM Jacquie Fujioka, CCAM Enzo Gamarra, CCAM Rebecca Garrett, CCAM Tiffany Girard, CCAM Christina Goodlove, CCAM Sergey Gorokhovsky, CCAM Giuliana Grana, CCAM George Gurrola, CCAM Valerie Hamey, CCAM Aleya Hamid, CCAM Kara Hanley, CCAM Maria Hernandez, CCAM Yvonne Hernandez, CCAM Hugo Herrera, CCAM Frank Howe, CCAM John Howe, CCAM

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Anne Hurley, CCAM Kevin Iverson, CCAM Erin Jones, CCAM Evelyn Kahn, CCAM Sheryl Kaonis, CCAM Jonathan Kaufman, CCAM Matthew Kennedy, CCAM Sandra Kolodenker, CCAM Kelli Kozicki, CCAM Cindi Lamin, CCAM Ryan Lancaster, CCAM Jack Lang, CCAM Sonya Llanas, CCAM Lisa Lomeli, CCAM Dawnn Lucas, CCAM Elizabeth Marete, CCAM Robin Marquez, CCAM Brandi Mendez, CCAM Denise Mendoza, CCAM Rebecca Miller, CCAM Elsa Monroy, CCAM Laura Moreno, CCAM Maria Moreno, CCAM Doreen Murray, CCAM Desiree Nicoles, CCAM Kimber Nold, CCAM Tamerrah Ortega, CCAM Harold Palmer, CCAM Lisa Pamphilon, CCAM Anna Panza, CCAM Michele Payan-Nagy, CCAM Terri Perozzi, CCAM Jeff Peterson, CCAM Ginger Popplewell, CCAM Amanda Porter, CCAM Gabriele Redick, CCAM Rosaura Reyes, CCAM Tom Ricks, CCAM Mishell Riedl, CCAM Andrea Riper, CCAM Megan Rodman, CCAM Melinda Rogers, CCAM Tosha Ross, CCAM Andrea Ruhge, CCAM David Saldivar, CCAM Santina Sandoval, CCAM Dorene Schiavone, CCAM James Seals, CCAM Miguel Sloane, CCAM Katherine Sorensen, CCAM

Brianna Stephenson, CCAM Jessica Telep, CCAM Kare Thoresen, CCAM Jenny Torres, CCAM Michal Vaakil, CCAM Diciembre Vaca, CCAM Nicole Vanwig, CCAM Andrea Wade, CCAM James Watson, CCAM Mikki Williams, CCAM Desiree Wright, CCAM Jessica Xavier, CCAM Salle Yerumyan, CCAM Paul Young, CCAM Jim Zimmerman, CCAM

NEW CAFMs Yahya Afenir, CAFM Nikki Bargas, CAFM Bonnie Basham, CCAM, CAFM Christine Bonjour-Fortuny, CAFM Debra Boone, CAFM Trisha Conte, CAFM RosaLea Dodson, CAFM Patricia, Hooper, CAFM Andy Morris, CAFM Matthew Nawabi, CAFM Daniel Stevens, Esq., CAFM

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www.cacm.org | Vision Spring/Summer 2017 41

By William Stewart, CCAM-Emeritus

WORDS OF ADVICE f l e S r unge o Y y M to In 1969

when I was hired for my first association management job, pay telephones still had dials; the Apollo spacecraft computers had a fraction of the computing power of your current iPhone; the term community association had not yet entered the lexicon so what we managed were called “Trust Corporations;” the Davis-Stirling Act was still nine years in the future and the Beatles released their last album. Nevertheless, working under a board of directors to manage a homeowners association is still essentially the same job.

If I could go back in time to share some association management wisdom with my 22 year old self fresh out of college this is what I would say: • Set your own personal, aspirational standards of excellence for the maintenance, operation, finance and communications of each community you manage. Never stop striving to attain these goals nor communicating the connection between excellence and both community property values and quality of life.

• Focus on developing your own knowledge, skills and abilities, and delight in using your own ingenuity to stretch available funding and resources to attain your standards. Focus on building expertise in accounting, landscaping and sustainable horticulture.

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www.cacm.org | Vision Spring/Summer 2017 43

Word of Advice to My Younger Self Continued from page 40

• Board craft is an essential set of skills needed to be successful. You think it wastes your time and diverts your attention from the real job but, in reality, time spent getting to know directors, learning their aspirations and points of view and developing their understanding of the team approach to decision making – is never time wasted.

Building credibility with the directors helps you shape their mission and make sound decisions.

• Avoid getting in the middle of director disputes and disagreements. Remain the professional and make it clear that you carry out the majority will of the board.

• Take the initiative to create the agenda for regular board meetings. Carefully consider the issues that you put before the board to insure that the time they invest is both beneficial and timely. Provide quality documentation to illustrate the issues. Write a sample or proposed motion or resolution so the board doesn’t waste valuable time arguing semantics.

• Get into the field regularly to get to know the physical property. Meet with property owners, directors and vendors to look at conditions and problems.

• Study the CC&Rs, Civil Code, rules and policies until you can quote from them without reference. Be the expert on requirements and compliance.

• Create a customer service attitude and culture both personally and with staff who interface with property owners. Understand that every contact – be it a complaint, question or need for service – is a golden opportunity to demonstrate your eagerness to be of service. Find creative ways to say “yes.” Nothing in business is as rare as good listening skills and a genuine concern for the needs of others.

• Use whatever means is at your disposal to create consistent communications with residents to inform them of the association’s progress, issues of concern, policies, procedures and announcements. Stay away from writing opinion pieces identifying management with a particular “side’ or point of view and encourage the board to avoid publishing polarizing opinions.

• Every item that you mail or email, text, post or tweet lives forever and assume it will be forwarded to everyone. Don’t get engaged in posting and answering complaints and criticisms using social media. At best monitor this activity but even that can ruin your attitude of service. Use phone calls and face to face meetings to address those who are criticizing you.

A good manager anticipates coming problems and takes the initiative to get ahead of them. Anything that will create divisiveness is worth your time to remediate. Look for opportunities to recruit competent people with team orientation to serve as directors. And always be gracious and calm when others get excited. Use your 2500 hours of experience each year to test your principles and grow both confidence and competence. Then you may turn out all right after all!

Contributed by Bill Stewart, CCAM-Emeritus, Managing Founder Member, Lifetime Achievement Award Winner, Vision Award Winner and former large scale general manager for Santaluz, a premier coastal golf community located in San Diego.

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Thank You to Our Sponsors Thank you to our sponsors for the fourth quarter of 2016 and first quarter of 2017 for their generous contributions. The next time you encounter a CACM sponsor, please join us in acknowledging the work and generosity of these supportive members.

1-Hour Drain

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Pacific Unified Insurance

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Farmers Insurance, Eichman Insurance Services

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A.C. Enterprises, General Contractor Adams Stirling, PLC Advanced Construction Technology, Inc. Alliance Association Bank Alta Roofing & Waterproofing, Inc. AMS Paving, Inc. Angius & Terry LLP Antis Roofing & Waterproofing A-One Construction & Roofing Aqua-Tek Pool Services ASR Construction, DKI Association Services Network Axis Construction Bald Eagle Security Services, Inc. Bay Area Insurance Benjamin Moore Paints Ben's Asphalt, Inc. Ben's Roofing, Inc. Berding | Weil LLP Blue Mountain Repair and Reconstruction Boland, LLC Brian Berce Insurance Agency, Inc. Broadband Planning California Pavement Maintenance (CPM) California Sub-Meters Calpro Construction & Painting Calvac Paving, Inc. CAM Construction & Painting CBCI Construction, Inc. CGSystems - California Gate and Entry Systems CID Insurance Programs, Inc. City National Bank The Clarkson Law Group, P. C. Clean Earth Restorations CM Squared, Inc. CMA Consulting Coast Landscape Management Community Legal Advisors Inc. Dave Bang Associates, Inc. Dunn-Edwards Paint Corp.

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Fenn Termite & Pest Control Fenton Grant Mayfield Kaneda & Litt, LLP Fiore, Racobs & Powers, A PLC Firstline Security Systems, Inc. Flood Pro Flynn Riley Bailey & Pasek LLP Gachina Landscape Management, Inc. GAF Gallaher Company The G.B. Group, Inc. GP Landscape Hays Companies Heritage Bank of Commerce Hughes Gill Cochrane Tinetti, PC Ivey Engineering, Inc. J&K Electrical Services J.B. Bostick Company, Inc. JCI SafePark JPA Landscape & Construction, Inc. The Judge Law Firm, ALC JWC/Jon Wayne Construction & Consulting Kasdan LippSmith Weber Turner, LLP Kelly-Moore Paint Co., Inc. Kone Inc. Kriger Law Firm LaBahn's Landscaping LaBarre/Oksnee Insurance Massie-Berman, APC McCormack Roofing, Construction & Energy Solutions McKenzie Rhody, LLP Michael Abdou Insurance Agency, Inc. The Miller Law Firm Mission Association Financial Mgmt., Inc. MPS Financial, LLC Mutual of Omaha Bank Nabr Network Nautilus General Contractors, Inc. Neuland, Whitney & Michael, APC New Image Landscape Company O'Connell Landscape Maintenance O'Connor Insurance Agency

Painting Unlimited, Inc. Park West Landscape Management, Inc. Payne Pest Management PCW Contracting Services Peters & Freedman, L.L.P. Pilot Painting & Construction Poolwerx Popular Association Banking PrimeCo Construction ProTec Building Services Pro-Tech Painting Company R.E. Broocker Co., Inc. Recon360 LLC RGS Landscape & Arbor Care Robert A. Owens, CPA Roofworks & Construction, Inc. Roseman & Associates, APC Ross Painting Roy Palacios Insurance Agency, Inc. Saarman Construction, Ltd. Sal's Roofing Company, Inc. Scott Litman Insurance Agency, Inc. Seacoast Commerce Bank Securitas Security Services USA, Inc. ServiceMaster Restoration Services Sherwin-Williams Signature Painting & Construction, Inc. Socher Insurance Agency Southern Cross Property Consultants Strongroom Solutions - AvidXchange, Inc. Sunset Landscape Maintenance, Inc. SwedelsonGottlieb Three Phase Electric, Inc. Tree Pros, Inc. Trex Company, Inc. Trip Stop Sidewalk Repair Union Bank Unlimited Property Services, Inc. Urban Painting, Inc. Varsity Painting Vista Paint Corporation WICR Waterproofing & Decking

Pacific Green Landscape, Inc. www.cacm.org | Vision Spring/Summer 2017 45

By Emily Yost

Branding & You

How do you ensure the world sees what you want them to see?

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Perception breeds brand identity.

With today’s digital world, whether you like it or not, you have been developing a personal brand identity. Friends, co-workers, colleagues and the industry you serve are “getting to know your brand” with every interaction they have with you. So, how do you ensure the world sees what you want them to see?

Let’s examine someone who understood what a personal brand was all about – Steve Jobs. He once shared, “I want to put a ding in the universe.” That was his driving force in everything he did. He wanted to make an impact in the world and, whether you agreed with his approach or not, he was on a relentless pursuit of excellence. From his products’ design, to its packaging, to the stores in which they are purchased, his pursuit of excellence can be found in every aspect of his work.

Continued on page 48

www.cacm.org | Vision Spring/Summer 2017 47

Branding & You

Continued from page 47

Today, 52.3 percent of all smartphone users in the United States and Canada choose the iPhone. Over half of all cellular phones are iPhones. That’s a staggering statistic! How’s that for ‘a ding in the universe?’

So, what should you be doing to build a strong, clear brand identity? Start by answering these questions for yourself: 1. What do you want people to think of when they see you or hear your name mentioned in conversation?

2. What qualities do you want linked with your brand when they think of you?

3. Is there a particular subject matter you want to be known for?

4. What visual image do you want to project? How you dress sends a clear message about how you look at your career, yourself and even gives an indication of how you will handle your potential customer’s account! Trust is everything in this business.

Once you have answered these questions and done a bit of self-analysis, it’s time to audit your personal brand online.

Google your name. Either you are popular for the right

reasons or the wrong reasons. Or, perhaps you learn you are not known in the industry at all!

Search keywords that should return results showcasing you or

your company.

Research your competition and those you admire.

How are they marketing themselves? What are they selling about themselves? How are they building trust with potential customers?

What sites do they come up on? Now, dive into your branding toolbox armed with new information on yourself and how you can better showcase your talents.

Create and maintain a social media presence. Linkedin and Facebook are good resources for you. Within minutes, they can learn a great deal about your personal brand.

Are you involved in your community? Do you receive accolades or strong testimonials from your clients? Have you been recognized for your efforts within the community management industry? Do you look professional in your photos? Are you dressed for success?

Ensure you are found in industry directories. In addition

to CACM’s Membership Resource Guide, you can place your information in a plethora of professional directories that offer potential customers an opportunity to choose you over others.

Public relations professionals know that it takes 3-7 interactions

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Vision Spring/Summer 2017 | www.cacm.org

DON SMITH

before a potential customer reaches out to engage. Make sure you are seen as a ‘go-to’ person within the industry who appears everywhere!

Join and get involved in industry organizations. Paying a

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membership fee won’t help build a strong reputation within your field.

Volunteering in some capacity will! Don’t sit on the sidelines. While you are building a personal brand, you are also making priceless connections and having a great time supporting your industry.

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Get involved in your community. Volunteer to help a local city

event. Serve on a committee within your Chamber of Commerce. Join a local Rotary club. These opportunities to serve provide a way to build personal relationships that, in many cases, lead to referrals.

Our industry is growing, and today’s market demands professionalism and leadership. Now is the perfect time to build your personal brand and leave a ding in the community management universe!

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

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www.cacm.org | Vision Spring/Summer 2017 49

upcoming courses & events

Northern California Calendar LEGEND

50

Events

Online Courses

Classroom Courses

DATE

COURSE/EVENT

COURSE/EVENT CODE

LOCATION

MAY 16 17 17-19 24

Forum Breakfast Forum Luncheon Large Scale Community Management Reserves – What, Why, How

FRMSAC FRMEB SPC410 FIN200

Sacramento East Bay Sierra Nevada Online

JUNE 7 8-9 8 14 14-15 20 21-22 27

Effective Meeting & Election Tools BDA220 Executive Leadership Summit ELS0617 Human Resource Management LDR400 Advanced Insurance Principles INS300 Basics of Association Management Series CMM101-102 Age Restricted Active Adult Community Management SPC420 California Law Series CMM121-124 Conflict Resolution for Community Managers CMM220

Online Dana Point East Bay Online SF Peninsula Online SF Peninsula Online

July 11 Executive Webinar I 13 Advanced Ethics: Leadership & Decision Making 13 Ethics for Community Managers 18 Executive Webinar II 19 Landscape Water Management Certificate Course 21 Risk Management in Community Associations 25 Budgeting 26-27 Basics of Association Management Series

WEB CMM130 CMM130 WEB WMCC INS400 FIN300 CMM101-102

Online SF Peninsula SF Peninsula Online Online East Bay Online East Bay

August 1 8 10-11 15 16 22 24 24

WEB WEB CMM121-124 WEB INS400 WEB LDR500 CMM130

Online Online East Bay Online Sacramento Online East Bay East Bay

September 12 Budgeting 14 Explaining Financial Statements 14 Human Resource Management 19 Assessment Collections 26 Insurance Principles

FIN300 FIN220 LDR400 FIN210 INS200

Online SF Peninsula Sacramento Online Online

October 3 10 11-12 12-13 12-13 17 18 25-26 31

INS300 CMM200 CMM101-102 HRS1017 LSS1017 FRMSAC FRMEB CMM121-124 BDA300

Online Online Sacramento Sierra Nevada Sierra Nevada Sacramento East Bay Sacramento Online

Attorney Connection Webinar I Attorney Connection Webinar II California Law Series Attorney Connection Webinar III Risk Management in Community Associations Attorney Connection Webinar IV Advanced Ethics: Leadership & Decision Making Ethics for Community Managers

Advanced Insurance Principles Enhance Your Professional Presence Basics of Association Management Series High Rise Summit Large Scale Summit Forum Breakfast Forum Luncheon California Law Series Fundamentals of Effective Governance

Vision Spring/Summer 2017 | www.cacm.org

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619.589.8800 www.KrigerLawFirm.com www.cacm.org | Vision Spring/Summer 2017 51

BY MICHAEL SHEPHERD

THE RIGHT STUFF

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How do my talents translate into a career in community management?

In the current tight labor market, hiring a great HOA manager can be a challenge – especially when prospective candidates from outside the industry may not fully understand the unique nature and benefits of the work.

Continued on page 54

www.cacm.org | Vision Spring/Summer 2017 53

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The Right Stuff

Continued from page 53

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Vision Spring/Summer 2017 | www.cacm.org

It’s a career of surprises, requiring different skills and personality traits from moment to moment. Just ask these California community managers: “It’s quite a jigsaw puzzle,” Doug McAbee says.

“It’s different every day,” says Robin Romo.

“You have your quiet days and you have your other days where, yeah, it’s raining inside a unit,” Tony Gutierrez says.

“There’s water falling out of the ceiling.”

With many HOA management companies and boards eager to hire people who embrace that diversity, CACM is widening its search for men and women from all walks of professional life. The centerpiece of the effort: a new recruiting video starring McAbee, Romo, Gutierrez and other California community managers, who describe their jobs, skills and passions.

The goal is to help applicants – ranging from Millennials to single moms and those seeking a mid-life career change – to understand how their diverse personal and professional backgrounds can help them improve lives in community associations. To engage them, CACM has developed a quick and easy three-step process: 1) Interested candidates are invited to click on an introductory video: SurveyAnyplace.com/s/newcareer.

2) From there, candidates may take a free online career assessment designed to quickly identify who might be a good fit. Twenty-one multiple-choice questions address topics ranging from the candidates’ preferred work schedule and office setup to whom they consult when making decisions and how they cope with long-winded customer complaints.

3) CACM forwards promising candidates to CACM BusinessPlus members — key players with the power to hire.

CACM’s leadership team believes this first-of-its-kind coordinated outreach program will raise the profile of the industry and catch the eye of a range of applicants — from people just starting out to seasoned professionals considering a career transition.

“We’re looking for people who are ready for a change and want to love what they do for a living,” says David Zepponi, president and CEO of CACM. “Our goal is to introduce our profession to a broader audience. We want to give folks a peek at what it’s like to be a community manager — and the skills and personality it takes. It’s win-win. We’ll help put great people on the path to rewarding new careers, and our industry, in turn, can be introduced to a prescreened pool of fresh, high-quality candidates from diverse professional backgrounds.”

California has more than 52,000 community and homeowners associations — serving condos, high-rises, gated communities and mixed-use projects blending residential and commercial units. The new CACM video makes the case that versatility is a virtue for any community manager. Executives want to meet candidates with strong leadership, financial, communication and people skills, paired with the creativity, empathy and intuition necessary to mediate conflict, build relationships and serve neighbors.

“One thing I enjoy about the video is that these are not actors,” Zepponi says. “You meet an impressive bunch of community managers and learn what they do.”

Zepponi invites industry professionals to encourage people they think might have an interest to click on SurveyAnyplace.com/s/newcareer, view the video and start the process. He also is urging career counselors and college advisers to send their clients and students there, as well.

It just might be that opportunity to introduce someone to an exciting – and fulfilling – new career in community management. San Francisco Bay Area professional McAbee perhaps says it best. “When that puzzle comes together and I had a hand in it, that’s worth quite a lot in my job.”

Michael Shepherd is the Managing Partner at SHEPHERD Marketing + PR. www.cacm.org | Vision Spring/Summer 2017 55

Protecting the Management Company’s Indemnification

By Ané Agostini, CIC, CRM

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M

anagement companies have established business standards for strong indemnity and additional insured language in their management agreement.

It is easy to make the assumption that the management company will always be covered as an additional insured under the association client’s insurance… unfortunately that is not always the case. Monitoring claims to ensure the protection of both the association client and the management company is often overlooked. It raises the question of whether industry insurance specialists really understand the exposures of both parties at the time of a claim.

Serious bodily injuries that occur at the association premises are one of the problematic claim exposures for management companies. Over the years, I have seen everything from a baby falling from a two story building, a teenager diving into the shallow end of the pool, a fatal vehicle accident allegedly caused by overgrown vegetation… examples of a severity claim that became a serious problem for the management company.

From the outside, it would appear that this type of loss would follow standard claim practices. Open a claim on the association premises liability policies for each – the management company and the association entity.

Unfortunately, the indemnification agreement can erode with litigation and become problematic for the management company.

It is important to point out that the management company has no legal or insurable interest in their client’s premises, but because of the severity of these types of losses, the plaintiff’s legal counsel will attempt to treat the management company as an equal litigant. The severity of these losses will also generate a demand for high monetary damages.

Third party bodily injury claims typically trigger insurance coverage under the general liability policy. Because these losses occur at the association premises, the coverage would be triggered under the association general liability insurance policy. As long as the management company is either additional insured or named under the definition of who is an insured, they would be afforded coverage along with their association client.

Where things can erode is when the association insurance carrier decides to pull the management company’s insurance into the litigation to minimize their exposure. In addition, the plaintiff’s attorney looks for deep pocket opportunities to include as many insureds and insurance policies as possible to maximize their client’s settlement.

Management company insurance coverage typically

has limitations related to off-premises bodily injury losses that happen at their client’s property. These policies are not intended to provide coverage for bodily injuries that occur at all of their client’s premises unless it is an accusation of sole negligence. The importance of enforcing the management company indemnity agreement is front and center for managers when involved in these kinds of claims.

How does the management company prevent erosion of their indemnity agreement with their association client with these types of claims?

• When opening a claim for both the association and a separate claim for the management company, communicate clearly in writing the indemnification agreement between the two parties and the expectation of coverage for the management company. A company template can be created with standard language that is used by all managers when opening claims.

• Monitor the status of the claim. This seems like a simple task, but this is where things can go very wrong for the management company. There is a lot of legal jockeying that goes on with litigation. When no one is paying attention is when the management company can end up on the wrong end of the situation. It is very important to know that your assigned legal counsel is representing the management company’s best interest.

• Enforce the management company indemnification agreement vigorously to prevent the company’s own insurance from being pulled into the claim. When a management company gives their insurance information to the plaintiff’s counsel that insurance carrier will become part of the settlement. Be sure to consult your corporate counsel as needed to support your indemnification position.

Last and most important…be sure your community managers are working with an experienced insurance broker that understands the exposures of both the management company and the association client. Most insurance brokers in the industry do a great job with representing the association’s interest, but do not understand the management company exposures. It is very important to select an insurance broker that understands both.

Ané Agostini, CIC, CRM, is CEO of CID Insurance Programs.

www.cacm.org | Vision Spring/Summer 2017 57

serving your communities

New Affiliate Members

CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these new members from the fourth quarter of 2016 and first quarter of 2017!

AFFILIATE ADVANTAGE Association Construction Services, Inc. San Jose | (408) 287-5050 www.acssj.biz TARC Construction, Inc. Fremont | (408) 224-2154 www.tarcinc.com

AFFILIATE Access Compliance Inspection Services Vista | (760) 415-7486 www.caspexperts.com Action Duct Cleaning Company Altadena | (626) 791-7870 www.actionduct.com ADCO Roofing and Waterproofing Santa Ana | (818) 505-9272 www.adcoroofing.com AIM Services, Inc. Signal Hill | (562) 997-9020 Bergeman Project Group Los Angeles | (323) 393-1119 www.bergemangroup.com Bill's Sweeping Service, LLC Orange | (714) 637-3180 www.streetsweeper.com Boland LLC Novato | (415) 898-4370 www.kevinbolandinsurance.com Capital Lumber Chino | (909) 230-3185 www.capital-lumber.com ClickPay Manhattan Beach | (424) 516-5756 www.clickpay.com Cooley Brothers Painting Torrance | (310) 378-4575 www.cooleybrothers.com Fenn Termite & Pest Control Buena Park | (714) 736-9000 www.fennpest.com

LandCare Suisun City | (707) 836-1460 www.landcare.com Murow | CM Irvine | (949) 398-6734 www.murowcm.com New Image Landscape Company Fremont | (510) 226-9191 www.newimagelandscape.com Pacific Unified Insurance Lawndale | (310) 370-5000 ext. 3041 www.pacificunified.com Patio Products USA Temecula | (951) 588-3442 www.patioproductsusa.com PayLease, Inc. San Diego | (866) 729-5327 www.paylease.com Pro-Tek Electrical & Lighting Inc. Orange | (714) 544-3298 www.protekelectrical.com The Rain Gutter Store Huntington Beach | (714) 799-4237 www.raingutterstore.com Site Guardz Orange | (888) 448-2739 www.siteguardz.com Stay Green Inc. Santa Clarita | (661) 291-2800 www.staygreen.com Sunvalley Solar Castro Valley | (510) 294-0308 www.sunvalleysolarinc.com ThyssenKrupp Elevator Anaheim | (415) 328-0930 www.thyssenkruppelevator.com Tri-Tech Restoration & Construction Co, Inc. Burbank | (818) 522-6235 www.tritechrestoration.com Whitestone Painters Inc Bakersfield | (888) 567-2234 www.whitestonepainters.com

Horizon Lighting, Inc. Irvine | (949) 336-4336 www.horizonlightinginc.com

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Looking for an Advantage in the Industry?

Ask us how the AffiliateAdvantage membership can help your business grow!

Contact Melissa Hurtado at mhurtado@cacm.org for more details.

Sacramento Breakfast Marriott Rancho Cordova Rancho Cordova Free Parking May 16, 8:30 am – 11:00 am

CACM’S SPRING REGIONAL FORUMS Community events can lead to a broad range of risk exposures.

Learn how to minimize the risk and maximize the fun!

www.cacm.org

East Bay Luncheon Casa Real at Ruby Hill Winery Pleasanton Free Parking May 17, 11:00 am - 1:30 pm Orange County Luncheon Alta Vista Country Club Placentia Free Parking May 23, 11:00 am - 1:30 pm Coachella Valley Breakfast Bellatrix/Classic Club Palm Desert Free Parking June 13, 8:30 - 11:00 am

Don’t Put Your Associations in Jeopardy!

Community managers know that entertainment for members can build a true sense of community. It would be great if associations could show movies, serve drinks, have parties and host interactive websites for their members.

Entertainment, unfortunately, comes with risks of liability.

Don’t miss this fun, light-hearted interactive game show format that will inform you how associations can avoid those risks and build that sense of community!

Register today at www.cacm.org

Crime Does Pay – Until It Doesn’t!

SAN DIEGO REGIONAL FORUM

June 6, 2017 11:00 am – 1:30 pm Hilton San Diego, Mission Valley $5 Parking

Fraud and embezzlement happen in all industries, and as demonstrated by a current case in San Diego, community management is no exception. With a few bad actors tainting our industry’s reputation, are you prepared to answer tough questions from your board and homeowners? At the San Diego Forum:

• Learn more about recent allegations of fraud and embezzlement

• Understand the importance of ethics and financial safeguards

• Explore what actions you can take to prevent fraud and avoid overregulation

• See what CACM is doing to support you in this area CCAMs Earn 2 CEUs

Register today at www.cacm.org

CCAMs Earn 2 CEUs

Empowering Managers. Enriching Communities.

23461 South Pointe Drive, Ste. 200 Laguna Hills, CA 92653

CACM’S 2nd ANNUAL HIGH RISE SUMMIT OCTOBER 12-13, 2017 RESORT AT SQUAW CREEK LAKE TAHOE, CALIFORNIA

Surrounded by towering pines, aspens and massive granite peaks, Resort at Squaw Creek is the perfect setting to replenish and reinvigorate while making new connections and sharing knowledge and expertise with other high rise community managers.

Building on the success of last year’s event, the 2017 High Rise Summit will feature an engaging keynote speaker, stimulating discussion, informative case studies, interactive small group breakouts, attendee driven content and virtual tours, as well as ample time to relax and informally network with peers.

Register online at cacm.org