Vision Magazine Spring-Summer 2018

SPRING/SUMMER 2018

11

WHY CERTIFICATION THROUGH CACM IS IMPORTANT

28

REIMAGINING THE CACM EDUCATION SYSTEM

32

THE PENDULUM OF EMOTION Complaining vs.

Frenetic Positivity

OCTOBER 11-12, 2018

POWER CHARGE the YOURShaping CAREER

Future F R O M W I T H I N JUNE 7–8, 2018 FOUR SEASONS WESTLAKE VILLAGE

At CACM’s High Rise & Large Scale Summits!

Interactive Sessions | Informative Case Studies | Incredible Speakers

Don’t go it alone managing the

Managing a large scale community

complexities of your high rise

has its unique set of challenges

community. Experience the power

and opportunities. Being ready to

of sharing knowledge and expertise

successfully handle these situations

with other successful high rise

requires a manager with experience,

professionals from across California.

resources and a solid knowledge base. Join fellow CACM Large Scale managers for this one-of-a-kind summit designed specifically for you!

Building on the success of previous summits, the 2018 Summits will feature engaging keynote speakers, stimulating discussion, informative case studies, interactive small group breakouts, attendee driven content, as well as ample time to relax and informally network with peers.

For more information and to register visit www.cacm.org

SPRING / SUMMER 2O18 F E AT U R E S

36

The Pendulum Of Emotion: Complaining vs. Frenetic Positivity

8

What's Your Specialty

By Dean Jackson, CCAM-HR

By Clint McClure, CAMEx, CCAM

Certification Through CACM: Why Is It Important?

40

A Look at Elevate: The 2018 CACM Law Seminar & Expo

11

By Andrew Hay, CCAM-ND.PM

46

What Is A Mentor and Where Do I Find One?

By Patty Garcia, CAMEx, CCAM, PCAM

16

Financial Management: A Community Asset

By Emily Yost

21

Seduced By Technology

By Lori R. Storm, CCAM

NEWS BITS

28

Reimagining the CACM Education System

31

From Admin To Executive in Less Than 10 Years

19 25+ Year Member Recognition

24 Congratulations Managers

26 New Affiliate Members

By Lisa Esposito, CCAM-Emeritus

32

Finding HOA Vendors is Like Choosing a Hairstyle

By Scott Swinton

44 Vision Award Winners

45 Thank You to Our Sponsors 53

54

New Individual Manager & Management Business Members

D E PA RT M E N T S

6

President’s Message

13

From the Roundtable

14

Northern California Calendar

25

Spotlight on Education

48

Southern California Calendar

51

Staff Spotlight: Meet CACM’s New Event Manager

By Brenda K. Teter Interim President & CEO

A Message from the Board

54

Call for Nominations to the 2019 CACM Board of Directors

The Accredited Community Management Business (ACMB) Accreditation

www.cacm.org | Vision Spring/Summer 2018 3

Vision

THE VOICE OF CALIFORNIA COMMUNITY MANAGERS

Spring/Summer • vol. 27, no. 1

Interim President & CEO | Brenda K. Teter Managing Editor | Brenda K. Teter

Advertising | Melissa Hurtado

Editorial Advisory Committee Patty Garcia, CCAM, PCAM Andrew Hay, CCAM.ND, PM The Helsing Group, Inc., ACMB Dean Jackson, CCAM-HR Pacific Park Plaza HOA Clint McClure, CCAM McClure Management, Inc.

Lori R. Storm, CCAM The Management Trust – Northern California, ACMB Scott Swinton Unlimited Property Services, Inc. Emily Yost MPS Financial, LLC

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

Magazine content ©2018 CACM. All rights reserved. No part of this publication may be reproduced without written permission from CACM. Opinions expressed by authors do not necessarily reflect the policies of CACM. Mention of any product does not constitute an endorsement by CACM. CACM assumes no responsibility for return of photos or art and reserves the right to reject any editorial or advertising materials. CACM does not assume responsibility for the accuracy of articles, events or announcements listed.

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

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

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

Do we know where you are?

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

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Vision Spring/Summer 2018 | www.cacm.org

THE FUTURE OF ACCESS CONTROL

BARCODE AUTOMATION

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www.cacm.org | Vision Spring/Summer 2018 5

CACM Reimagines Its Education System After nearly twenty-five years, CACM is enriching its education system and reimagining how we deliver content to you, our members. At CACM, we believe that it’s paramount to stay connected with educational advances and adjust to the times.

Until now, the CACM system of education was based upon a traditional type of education geared towards academic learning— the broad-based educational system we’re all familiar with: class time, memorization and testing.

We noted through our evaluations that many managers not only wanted their course work to be more immediate, but to build upon what they’ve learned, to enhance their professional knowledge, and to get a desired outcome for a specific problem at work. These learners did not want to waste time studying general knowledge, learning information they would never use in practice or techniques that had no immediate context to what they do on a daily basis.

We heard you, and we listened.

This new insight has compelled us to Reimagine the CACM Education System, not throw it out. The content that managers have received is, without question, industry-leading and incredibly important in building our profession. What we are doing now is evolving the building blocks of our education, fine-tuning and targeting it to the specializations and many professional disciplines we now have identified in the industry. After twenty-five years, this industry is maturing, and the managers within the industry are growing in professional knowledge and understanding. As such, we find that it is necessary to adjust our educational opportunities for those changing demands.

The Reimagined Education System is made up of four pillars: 1. The Professional Pathway 2. The EduCenter 3. The FlexLearning System, and 4. The Career Management Resource Rooted in each of these is the basic principle of teaching learners more efficiently and effectively, thereby making the knowledge conveyed in each pillar meaningful, immediately applicable, and professionally necessary.

At this time, membership on our three key committees addressing these changes has been secured. We are now seeking members who are interested in serving on the Pathway Matrix Task Force, a team that is charged with the development of the CACM

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Professional Pathway Matrix, which was debuted at the recent Northern and Southern California Law Seminars. The CACM Professional Pathway clearly defines benchmarks towards becoming a master in community management industry skills.

• Core – You understand your roles and responsibilities.

• Experiential – You learn how to perform your roles and responsibilities by doing.

• Internalization – You know what to do and why you are doing it.

• Mastery – You help advance the industry by sharing your mastery knowledge and skills.

Addressing each of the ten domains of knowledge outlined in the Business and Professional Code 11502, the Professional Pathway Matrix specifies the skills and knowledge that managers need to master at each Pathway level. Members will be able to self-assess their skills and seek educational opportunities that will promote their professional development in an authentic and meaningful way.

The Matrix will be used to “code” CACM courses as well as inform your career advisement plan. If you have interest in serving on this task force, please drop us a note or submit your name on our website at cacm.org.

Finally, you may also choose to contribute to our Reimagining Initiative by providing content and editorial insight, especially as we update our direct instruction classes, online opportunities and special events. If you are interested in joining the education faculty and/or our writer and speaker pool, please let us know, and we’ll include you in our plans.

We are so excited and appreciative that our membership has committed countless hours to building a wonderful education system. We’re looking forward to collaborating with you as we evolve our future and, with your engagement and direction, reimagine our education system.

Brenda K. Teter, Interim President & CEO

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Phone: (800) 922-7283 Email: insurance@cacm.org www.cidprograms.com www.cacm.org | Vision Spring/Summer 2018 7

What ’ s You r S p eci a lt y ?

CHARTING A CAREER PATH IN COMMUNITY MANAGEMENT

By D ean Ja ckson, CCAM-HR

CACM HAS TAKEN A LEADING ROLE in providing education and promoting specialties, which can result in different career path choices for managers. Community management is not a one-size-fits-all career – while there are many similarities between each specialty, there are areas where the specialties, the required skills and education may differ. For many managers, it all starts with Portfolio Management, a specialty which many choose to embrace and turn into their career. If you are successful at Portfolio management with its sometimes frenetic pace and myriad of challenges, chances are you can do anything. Management specialties such as High Rise, Large Scale, New Development, Commercial and Industrial CID, and Age-Restricted Active Adult offer a variety of opportunities to succeed in the industry and require a variety of skills. Here’s what some managers say about their chosen specialties and why they chose them.

Portfolio Management AL DE CAMARA, CCAM-PM, CAMEx | DE CAMARA MANAGEMENT, INC.

Portfolio managers are exposed to a wide variety of challenges that make this area continually interesting and oftentimes exciting. Much of the enjoyment we derive comes from being observant and realizing the vast humor that can be found in our industry. One board president asked, “Do we have to have an annual meeting every year?” In an attempt to control owners at a meeting, the president passed around a hair brush and said, “This is a microphone and no one may speak without the brush.” Talk about hair on your tongue.

An owner reported, “There is someone after me. I can’t tell the police because they are in on it.

The FBI is in on it too.” An owner wanted to change their windows and asked for an Agricultural Application. An emergency call came in at 3:00 a.m. The owner reported they couldn’t sleep Continued on page 10

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www.cacm.org | Vision Spring/Summer 2018 9

CHALLENGING & REWARDING CAREER AHEAD

example, the management of thousands of acres of open space on wildfire prevention practices, working closely with government agencies to manage multiple wetlands through maintenance and restoration projects (put on your hip-waders!) and working with local school districts on the use of Mello-Roos taxes. And did you ever think you’d be managing (and by managing I mean walking) thousands of acres of parks and trails or discussing planting a vineyard in the community? It’s fun! It’s a lot of hard work, but the diversity of the experience is engaging and even adventurous at times!

As community management professionals, we all play a very important role in the communities we serve, no matter our client(s). Embracing the opportunity and privilege of making a difference and helping to improve community spirit through exceptional customer service are something we should all take great pride in, no matter the size of the communities we serve.

High Rise Management What's Your Specialty?

Continued from page 8

because the snails were eating and they could hear them chewing.

My favorite instance occurred during a homeowner forum, when someone said, “I want to know what your management company is doing about global warming.” I responded, “My name is Al De Camara, not Al Gore.”

Portfolio management is my favorite area because of the diversity and obviously, because of the people you meet.

Large Scale Management JULIA SOUZA, CCAM-LS, AMS SERRANO OWNERS’ ASSOCIATION

As with many community association managers, I started my career in community management as a portfolio manager. The diversity of the clients I served, along with disseminating governing documents, community objectives and board goals for all of my accounts was energizing and, at times, challenging. Eventually, I was drawn to the “one account, one set of docs, one board, one area of concentration” idea of large scale management, and when the opportunity presented itself, I accepted.

There are many benefits to being a dedicated manager of a large scale community association, but the role takes on complexities that many do not consider. For example, large scale management means that you are essentially a city manager, and in my case we have approximately 12,000 citizens that my amazing team and I serve. It also means that one is more vulnerable to “being made available for other job opportunities” after every election, depending on who gets on the board and what agenda they may have. Sounds daunting, right? But the fact is that it’s an absolute privilege.

Being a large scale manager presents opportunities for experiences and education that one may not have considered. For 10

Vision Spring/Summer 2018 | www.cacm.org

DEAN JACKSON, CCAM-HR PACIFIC PARK PLAZA HOMEOWNERS ASSOCIATION

It may be a cliché, but I fell into community management. It began with a move from the East Coast, a newspaper (remember those?) ad, and a portfolio management company that took a chance on a young man who had no idea what an HOA or a set of CC&Rs was. While I fell headlong into portfolio management with a daunting meeting schedule and never a dull moment, it seems like on-site management, and eventually a high rise specialty, fell on my head. When the opportunity to take an on-site general manager position at a mid-rise condominium association presented itself, I nervously took up the challenge, having become adept at juggling several accounts, and began charting a career trajectory in which I could focus on a single account. When that first on-site position and all of the things that I learned there lead to a high rise general manager position, I didn’t know what I was getting myself into, but I dove in.

What I love about the high rise specialty is the daily face-toface interaction with so many different people, from residents to staff, to service providers, to the board of directors, as well as being able to focus exclusively on the complicated mechanics (both literal and figurative) and infrastructure that make one place tick (I think of it as a combination of a machine and a small city – complete with politics). That’s where CACM’s courses in human resource management, conflict resolution, budgeting and financials, and ultimately the courses required for the high rise specialty certificate helped me along the way. I believe the foundation that portfolio management provided has proven to be the bedrock of a challenging and rewarding career as a high rise general manager.

New Development ANDREW HAY, CCAM-ND.PM THE HELSING GROUP

I joined this industry in 2010 as the country, and specifically

the real estate market, were reeling from the mortgage and banking crisis. At that time, new development was rare and many smaller developers were walking away from projects, leaving the association and its members lost. This gave me a great perspective on how important the relationship between the association, the developer, and the management company was to contribute to the success of a community association. Associations that start off on the right foot and build a solid foundation are set up for short and long-term success, and I enjoy playing a role in helping to make that happen. I enjoy watching our clients grow both in the physical development of the projects and in the mental development of the people involved. As a manager of new developments, you can have a positive impact on both sides of the project by helping both the developer and the homeowners (both of whom are members in the association). While developers often establish communities with homeowners associations, they do not operate in the HOA world and are not familiar with the laws and regulations they might unknowingly violate and are many times open to ideas or suggestions for what to do within a project to avoid the pitfalls we so often see in older communities with bad documents or logistics. Homeowners in new developments are often buying into an HOA for the very first time, so not only are you educating them about the specific HOA they have bought into but also about HOA living in general.

It is our job as experts in the industry to ensure that both sides of the membership (developer and homeowner) get the advice we are paid to give them for the benefit of the entire association.

Commercial and Industrial CID CATHLEEN GUERRINI, CCAM-HR.CI EUGENE BURGER MANAGEMENT

Often, with residential condo management, there is a requirement to manage condominium associations and Continued on page 12

Certification Through CACM: Why Is It Important?

By Andrew Hay, CCAM-ND.PM

“Unlicensed contractors.” We’ve all heard the horror stories of associations who want to go the “economic” way and choose to use a person who has no professional license or designation to complete a project and the chaos that ensues.

Do you view a CCAM® or specialized certification through CACM the same way you view a company or individual who operates under a contractor’s or professional license?

More importantly, do you think that our clients can identify those who don’t and those who do carry CACM certifications?

CACM was established in 1991 as a trade organization for an industry with a substantial need for standardization. Over the next 10+ years, CACM worked to establish professional standards, a code of ethics, state conferences and forums, and educational programs for the professionals who serve this industry. In 1992, CACM began offering the CCAM (Certified Community Association Manager) designation.

Fast forward a decade, and the passage of AB 555 in California further emphasized the need for specific training to be recognized as a professional community association manager. A real compliment to our association, CACM’s certification was the guideline legislators used to formulate AB 555 requirements.

Most importantly, CACM helped to reduce government regulation in the industry by showing elected officials that the industry could regulate itself and its members. Imagine the difficulty of passing state audits for each of your associations, especially

as often as the laws change.

So how do you maximize the value of your certification? Do you think your employer markets its certified managers differently than those who are not certified? Have you ever discussed that with your supervisor or business owner?

As the common interest development industry progresses and becomes more competitive, it is important to differentiate yourself, and highlighting your CCAM certification is an easy way to do so with your clients and your employer (or potential employers).

Concentrate on the value they receive by having someone with the experience and education necessary to deal with the day-today challenges of management and to help your employers retain their clients.

Taking advantage of the continuing education courses offered in the respective specialties is also a way to maximize your value and earning potential. The courses required for specialty certificates help to hone your skills in your respective field and provide you with a plethora of resources and contacts (peers and vendors).

In short, the CCAM certification was created to limit government regulation in the industry, which has been accomplished, but it should also be highlighted to help managers achieve both opportunity and credibility with our boards and our employers.

Andrew Hay, CCAM-ND.PM is Vice President of the Management Division for The Helsing Group, Inc., ACMB, in San Ramon. www.cacm.org | Vision Spring/Summer 2018 11

Age-Restricted Active Adult

What’s Your Specialty?

Continued from page 11

their increasing costs for services and unforeseen repairs using finite operating budgets. Many residential board members won’t increase operating budgets as that could mean an increase in monthly assessments. Commercial condominium owners can be a different client base with more of a “for-profit” viewpoint, which often means that when tasked with paying costs for items such as on-site security services, drainage improvement, or signage, they are usually more financially forthcoming to do so. These efforts enhance their places of business which they feel will lead to increased profits.

Also, there is a tendency for commercial condo owners to streamline board meetings, policy, and minimize politics in order to spend less time in meetings and more time on their individual business development. As a result, you are not faced with the frequent “analysis paralysis” often found among many residential boards. These attributes of commercial/industrial condo management render the management job more effective, although it means a faster, more streamlined performance is usually demanded from the manager. If the latter is the approach you like to take, commercial condo management will suit your style.

I personally like it when meetings and decisions move quickly.

Aspects such as these increase what can be accomplished in a shorter timeframe.

OUR CLIENTS: Homeowner Associations High/Mid Rise Condominiums Condominium Conversions Commercial Property Owners Business Litigation Civil General Litigation

IF YOU NOTICE ANY OF THE FOLLOWING, DO NOT HESITATE TO CONTACT US: Stained drywall at window sills and ceilings Fractures or cracks along private streets, common area slabs or pavers Frequent and excessive cracks at drywall (interior) or stucco (exterior) Leaks or staining at or around common area planters Staining or discoloration below decks and at entry landings

LORI R. STORM, CCAM THE MANAGEMENT TRUST – NORTHERN CALIFORNIA, ACMB

I actually came into active adult management after spending a number of years managing associations whose membership ran toward the 75-95-year-old demographic. This background gave me an extra appreciation of working with people with a wealth of life experience.

The greatest rewards of working with active adults are also the greatest challenges. You are dealing with a well-educated, involved set of owners who have high expectations for management standards.

Often the communities have a large set of amenities: pools, clubhouses, tennis and bocce courts, patios and barbecue areas, etc.

Along with such amenities, you get committees (facilities, events, landscape) and clubs too numerous to describe. There is scheduling and accommodating all these groups, ensuring information regarding events and activities are disseminated effectively and keeping up with the management of the facilities that are in constant use.

Members that are near or already in retirement have the time to keep a close eye on activities and do not hesitate to point out items that are not up to community standards. They attend board meetings in greater numbers and voice their opinions. They are also more willing to volunteer to serve on boards and committees, to stay engaged in governance of the community.

The reason I love active adult communities is that, as a manager, I am challenged to be at the top of my game at all times. I need to be informed in all aspects of community management and facility maintenance. I am expected to not only have researched all potential information that anyone might request at any moment, I must be able to provide intelligent reasoning for best practices for the community. Anyone who is looking for a truly challenging and ultimately satisfying direction in management would do well to take a closer look at the Active Adult Management Specialty.

When pursuing a career in community management, the paths that the manager may choose are many and varied. From Portfolio Management to Age Restricted Active Adult, from High Rise Management to New Development or Commercial and Industrial CID, and all of the sub-specialties (equestrian, boating, even private airports), it is possible for the adventurous manager to find just the right niche and to excel. Community management is not just about portfolio, but it often starts there, and dependent upon the choices one can make on their journey, the sky’s the limit.

Excessive cracking at tile flooring, garage slabs or patio areas Staining or dampness at underground parking garage Cracking or step cracking at perimeter block wall

844.492.7474 | naumannlegal.com

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

Are you taking advantage of all that CACM has to offer?

W

elcome to 2018. In our world of professional community management, it seems we are always looking ahead and focused on clients’ needs and issues and that, consequently, we put our own education or goals aside.

Well – consider this your reminder that CACM exists so that members can enjoy an environment that is necessary for professional success.

What does “an environment necessary for professional success” mean to you? Are you taking advantage of all that CACM has to offer? As you dive deeper into your career, consider striving for higher levels of education in your specific area – Portfolio? High Rise? Large Scale (with extra attention to Active Adult Communities)? New Development (we all know filings for new communities are increasing), Financial?

Commercial? Industrial? CAMEx? MCAM? Are you involved in one or multiple specialties? Multiple specialty designations are viewed as one benchmark of continued learning, improvement in our career and enhanced recognition by our peers, our employers and our clients – not to mention our own pride. It never hurts to pat ourselves on the back once in a while or look back and say, “WOW – I did that!”

At the Northern and Southern California Law Seminars, CACM’s Professional Pathway was presented. As CACM continues to improve and elevate its education program, we encourage you to take advantage of all that CACM has to offer: classes, in-person or online, Regional Forums, Summits (High Rise and Large Scale) and the Executive Leadership Summit.

With knowledge, we can provide leadership to our clients and boards, mentoring to those less experienced in our diverse field and, ultimately, feel that sense of pride and accomplishment.

I hope to see you at these learning venues. Please feel free to approach me, or any CACM board member or a CACM team member as we continue to grow, improve and meet your needs as a professional community manager.

On behalf of the CACM Board, Carra S. Clampitt, CAMEx, CCAM-LS.AA.PM, Board Chair

www.cacm.org | Vision Spring/Summer 2018 13

upcoming courses & events

Northern California Calendar LEGEND

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Events

Online Courses

Classroom Courses

DATE

COURSE/EVENT

COURSE/EVENT CODE

LOCATION

JULY 10 12 12 12 12 17-18 24 25-26 31

Assessment Collections Ethics for Community Managers Advanced Ethics: Leadership & Decision Making Human Resource Management Risk Management in Community Associations The California Law Series Landscape Water Management Certification Course The Basic of Association Management Series Attorney Connection Webinar I

FIN210 CMM130 LDR500 LDR400 INS400 CMM121-124 WMCC CMM101-102 WEBATTY101

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

AUGUST 7 8-9 9 14 21 22 22 28

Attorney Connection Webinar II WEBATTY102 The Basics of Association Management Series CMM101-102 Risk Management in Community Associations INS400 Attorney Connection Webinar III WEBATTY103 Attorney Connection Webinar IV WEBATTY104 Ethics for Community Managers CMM130 Advanced Ethics: Leadership & Decision Making LDR500 Age-Restricted Active Adult Community Management SPC420

Online SF Peninsula Sacramento Online Online East Bay East Bay Online

SEPTEMBER 4 Insurance Principles 12-13 The California Law Series 13 Explaining Financial Statements 18 Budgeting 25 Strategic Financial Planning

INS200 CMM121-124 FIN220 FIN300 FIN320

Online Sacramento SF Peninsula Online Online

OCTOBER 9 11-12 11-12 16 17 18 18

Advanced Insurance Principles High Rise Summit Large Scale Summit Fall Forum Breakfast Fall Forum Lunch Fall Forum Lunch Ethics for Community Manager

INS300 FRMHRS FRMLSS FRMSAC FRMEB FRMSB CMM130

Online Coachella Valley Coachella Valley Sacramento East Bay South Bay Sacramento

NOVEMBER 6 27

Effective Meeting & Election Tools Fundamentals of Effective Governance

BDA220 BDA300

Online Online

DECEMBER 4 4 11

Holiday Reception Conflict Resolution for Community Managers CMM220 Enhance Your Professional Presence CMM200

Vision Spring/Summer 2018 | www.cacm.org

NorCal Online Online

www.cacm.org | Vision Spring/Summer 2018 15

Financial Management: A Community Asset AS A FINANCIAL MANAGER, MY ROLE IS ONE OF SERVICE to both the members of my company and the homeowners we serve. It is my responsibility to make sure their financials are in order and all is running smoothly so that they don’t need to concern themselves. They deserve to know where they stand in their ledger and feel confident that every vendor that makes their home safe and beautiful is not only paid, but paid properly. They deserve to have their community maintained as expected.

My responsibility is to put together accurate reports that are simple and understandable. This ensures that they can make smart decisions as they monitor and oversee their HOA. I strive to be the “behind the scenes” guy – not in the sense that I never want to meet the homeowners we serve, but rather, that I work diligently to ensure that their questions are answered before the manager or board member has to seek me out for more information. I spend time working closely with the managers responsible for each community association to ensure they are fully equipped to walk into their board meetings with all the information they need to answer questions with confidence.

Service has always been at the center point of my career. I began in my family’s hotel business and naturally gravitated to small businesses with a commitment to seeing them grow. I furthered my studies by obtaining my MBA, went to law school and passed the bar with a focus on helping people with disabilities and social security issues. During my time in public service, I couldn’t escape my fascination with numbers and helping businesses make smart decisions with key facts. It was evident that my love was in operations, with a focus on evaluating companies and taking action on those key areas of improvement.

It was at that point that I drifted into real estate and came across an opportunity to work with commercial buildings. After

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BY EMILY YOST

Daniel Stevens, CAFM, shares his perspective on providing professional service to communities

www.cacm.org | Vision Spring/Summer 2018 17

Financial Management: A Community Asset Continued from page 17

Our dedicated experts understand the needs of community associations.

Finance your essential projects: • Building Repairs • Improvement Projects Contact us today: Grant Shetron Northern California 510-406-3198 GShetron@popular.com Larry Hooper Southern California 714-864-5171 LHooper@popular.com 1-800-233-7164 www.associationbankers.com

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

entering the community management field, I obtained the CAFM designation. When a community association is considering hiring our firm, they see further evidence that we are a group of professionals that spend the time to be educated within the industry and are aware of California’s expectations.

Today, you’ll find me interacting with the community managers of Golden Estate Management, spending time explaining all internal aspects of the monthly, quarterly and yearly reports and pointing out areas of opportunity. I play a key role as a supporting player by providing everyone from the property managers, operations department and, on occasion, the boards the information that enables them to do their job well. I feel strongly that I am responsible for making the things that people expect run smoothly – so that they don’t have to concern themselves. That is my department. As a team, we want to keep vendors happy. There may be an instance that we need our go-to plumber to come out on a Saturday night.

If someone is considering entering the accounting area of the community management industry, I recommend doing your research on the industry you want to serve and ensuring you have a basic knowledge of accounting, bookkeeping and what your income statement and balance sheet are. Speak with community managers working within the area you want to serve, and ensure you have some idea of what a community management company provides. In a role like mine, it is a tremendous opportunity to be a “hybrid” – interacting with homeowners, board members, vendors, and property managers. The job is fast-paced, has growth potential and provides a huge sense of satisfaction by helping people live a good life. If you enjoy working with people, servicing them, have a love of numbers and consider those numbers a garden that you tend, then this financial specialty is for you.

Daniel Stevens, CAFM, is a Senior Vice President of the Accounting Department at Golden Estate Management, Inc. in Arleta, California.

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

Consider the CAFM® as a certification for your accounting team!

Because credibility counts with your clients, board members and homeowners, we can assist you and your team in attaining the Community Association Financial Management (CAFM) certification which clearly communicates your financial role and expertise serving the community management industry.

Contact certification@cacm.org for more details.

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25+ Year Member Recognition MANAGERS

Susan Janowicz, CAMEx, CCAM-LS

AFFILIATES

Catherine Acquazzino, CCAM

Christine Johnson

A.S.A.P. Collection Services

Patricia Arnold-Kempton, CCAM

Mark Jones

Advanced Painting & Wood Repair

Richard Ashton, CCAM-Emeritus

Linnea Juarez, CAMEx, CCAM

American Geotechnical, Inc.

Sharron Badham, CCAM

Diane Kay, CCAM-Emeritus

Animal Pest Management Services, Inc.

Robert Bartlein

Lisa Klasky, CCAM

Berding | Weil LLP

Clifford Bates, CCAM

Debra Kovach

Dunn-Edwards Paint Corp.

John Bauer, CCAM

Jack Kroeker, CCAM

Epsten Grinnell & Howell, APC

Pamela Bell, CCAM

Karel Kroeker, CCAM

Feldsott Lee Pagano & Canfield

Finley Beven, CCAM-Emeritus

Lee Leibenson, CCAM

Fiore Racobs & Powers, APLC

Gene Bicksler, CCAM

Sherri Lucy, CCAM

Hutton Painting

Marge Blaine, CCAM-Emeritus

Rob March

JCI Property Maintenance & Repair

H. Terrence Blaine, CCAM-Emeritus

Marina Masar, CCAM

Jeffrey A. Barnett, APC

Sandra Bonato, Esq., CCAM

James McCarthy, CCAM

Kriger Law Firm

John Bowman, CCAM-LS

Caroline McCormick, CAMEx, CCAM

LaBarre/Oksnee Insurance

Marla Brower Hemmel, CAMEx, CCAM-HR.PM

Adrian McKibbin, CCAM

Levy, Erlanger & Company, CPAs

Weldon Brown, CCAM

Tsuki Morgan, CCAM

Myers, Widders, Gibson, Jones & Feingold, LLP

Bud Brown, CCAM

Michael Packard, CCAM-Emeritus

Neuland, Whitney & Michael, APC

JoAnn Burrows, CCAM

Lindseyann Paine-Yates, CCAM

Peters & Freedman, L.L.P.

Barry Burzo, CCAM

Michelle Pate, CCAM

Sunset Landscape Maintenance, Inc.

Steven Cammarata, CCAM

John Plemons, CCAM

Sunwest Bank

Pat Carroll

Mary Plemons, CCAM

SwedelsonGottlieb

Cynthia Cattern, CCAM

Shirley Prasser

The Miller Law Firm

Jerald Cavoretto, CCAM-Emeritus

Bruce Ratliff, CAMEx, CCAM-HR.CI

Tinnelly Law Group

Ruth Cederstrom, CCAM

Sara Revello, CCAM

U.S. Bank

Sheldon Chavin, CCAM

Emile Rivera, CCAM

Union Bank HOA Services

Karen Conlon, MCAM

Diane Rossi, CAMEx, CCAM

Vista Paint Corporation

Pamela Cooper, CCAM

Janis Schock, CCAM

Margo Crummack, CAMEx, CCAM

Marianne Simek, CAMEx, CCAM-LS.AA

Lisa Dale, CAMEx, CCAM

Robert Simms

Sharon Erbe, CCAM

Marilyn Smith, CCAM

Debbie Evans, CAMEx, CCAM

Christine Stangeland, CCAM

Marshall Fant, CCAM-Emeritus

William Stewart, CCAM-Emeritus

Joseph Farinelli, CAMEx, CCAM

Dale Sweatt

Sandra Foehl, CCAM

David Tritz, CCAM

Elizabeth Franco, CCAM

Carol Turley, CCAM

Tammy Fritz, CCAM

Terri Lynn Vaccher, CCAM

Patty Garcia, CAMEx, CCAM

Edwin Vitrano, CCAM

Gordon Goetz, CAMEx, CCAM

Ilona Walsh, CCAM

Mark Goldberg, CCAM

Edward Walsh Jr., CCAM

Linda Gomez, CCAM

Debra Warren, CCAM

Jeffrey Greene, CCAM

Quentin Yates, CCAM-HR-Emeritus

Patricia Gummeson

Melinda Young, CAMEx, CCAM

Toni Guttry, CCAM

Kathy Zechmeister, CCAM

We want to extend a truly profound thank you to the following members for their dedication to the community management industry and for continuing to grow with us into the future.

Lee Harvey, CCAM Jan Hickenbottom, CCAM-Emeritus Diane Houston, CAMEx, CCAM Michael Huffman, CCAM Pamela Hunt, CCAM www.cacm.org | Vision Spring/Summer 2018 19

20 Vision Spring/Summer 2018 | www.cacm.org

BY LORI R. STORM, CCAM

Whether you are in love with technology or wary of it, electronics and software innovations are a huge part of managing an HOA these days.

Technology

means

you

get

to

carry

your

computer with you to board meetings. It gives you the opportunity to take minutes in real time, refer to governing documents and reports without carrying stacks of paperwork everywhere.

Technology also means you can access software with a tablet or smartphone during landscape and compliance walks. No more transcribing paper notes into actionable programs and templates.

Technology has automated and simplified so much of the administration of our accounts.

You can produce reports and relevant data for boards and use it to assist in management of an HOA. Used thoughtfully, these tools allow you to provide a wealth of important data and historical information to your boards.

All of this is great‌ isn’t it?

Continued on page 22

www.cacm.org | Vision Spring/Summer 2018 21

Seduced by Technology Continued from page 21

IMMEDIATE GRATIFICATION – WHY AREN’T WE GOOGLE? On the other hand, technology puts us in contact with nearly instantaneous responses for any query or desire for clarification.

Any time anyone needs an answer, they just pick up a phone and look it up using a favorite search engine. Right? This has brought about an expectation that we will always be able to come up with an answer for anyone about anything on the spot. Managers come under pressure to produce information at a moment’s notice. This means that more and more we feel fractured and disjointed by requests as people on the other end have lost patience with anyone who hesitates to provide an immediate response.

LACK OF ANALYSIS This leads us to the downside of this instant access to reports and information. Too frequently, there is a lack of analysis regarding the information that has been presented and folks interpret the information in front of them however they like.

The manager’s job is to review and analyze this data, these reports, and direct the recipient to the most meaningful information and the conclusion based on history and experience.

Let’s imagine a scenario where this plays out.

Director Jones asks the manager for a compliance report, and the manager sends it over to him to review on his own, prompting

22

Vision Spring/Summer 2018 | www.cacm.org

an angry email response: “Why are there a huge number of violations? Look at all the ones still pending! You have obviously not properly followed up with these issues!”

Or, the manager sits down with Director Jones and the report.

“As you can see, based on the board directive to crack down on an issue, we see here an unusually high number of violations. In response, many owners had been in contact with me and they are in the process of rectifying problems. I will be closing these violations after the next site review.” This is the difference between handing over data and providing analysis to the recipient.

And so…?

Managers have a responsibility to allow for space between a request for information or solution to an issue, and the response.

Managers need to ensure that they understand exactly what the person is asking for and are providing the owner or board member with a complete picture and a nuanced answer to the query. This is why communities need an educated manager instead of an administrative person. The latter can provide data and reports, while the former has the experience and expertise to provide appropriate and expertly considered responses.

Lori R. Storm, CCAM, is the New Development Specialist for The Management Trust in Northern California. She has over a decade of experience in management, with expertise in Portfolio and Active Adult Community Management.

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Congratulations Managers It is with pride that we recognize managers who have taken the next step in their professional career by pursuing advanced educational opportunities. Congratulations to our newest Certified Community Association Manager (CCAM), Certified Association Financial Management (CAFM), Specialty Certificate recipients, the Master of Community Association Management (MCAM), CAMEx recipients and Accredited Community Management Business (ACMB) for the fourth quarter of 2017 and first quarter of 2018!

NEW CCAMs

Gloria Newman, CCAM

NEW CAMEx

Omar Amokrane, CCAM

Gabriela Nunez, CCAM

Elizabeth Avalon, CAMEx, CCAM

Kaitlynn Armintrout, CCAM

Shelly O'Sullivan, CCAM

Liza DeJesus, CAMEx, CCAM-HR

Angela Begley, CCAM

Harmony Owen, CCAM

Christina Gano, CAMEx, CCAM

Sara Biller, CCAM

Elizabeth Owens, CCAM

Marlene Hinson, CAMEx

Antonette Bolds, CCAM

Heather Perilman, CCAM

Tim Sutherland, CAMEx, CCAM

Shawnna Carr, CCAM

Tenzing Phentok, CCAM

Stephen Coffaro, CCAM

Andrew Phillips, CCAM

Alisha Concannon, CCAM

William Phillips, CCAM

Dennis Cooke, CCAM

Tina Platt, CCAM

Yvette Curiel-Chavez, CCAM

Ryan Reis, CCAM

Large Scale Community Management

Sean Cussen, CCAM

Tamara Renteria, CCAM

Amanda Crisp, CCAM-LS

Anne Davis, CCAM

Yvonne Reyna, CCAM

Trish Forté, CAMEx, CCAM-LS

Vereniz Duarte, CCAM

Julie Ridolfi, CCAM, CAFM

Heather Killian, CCAM-LS.AA

Zana Feenstra, CCAM

Christal Rogers, CCAM

Tiffany Wright, CCAM-LS.AA

Irene Fiedler, CCAM

Maggie Roland, CCAM

Jonathan Fleming, CCAM

Tehmas Shaikh, CCAM

Alexis Fulbright, CCAM

Tracy Talley, CCAM

Shelley Gaboury, CCAM

Curtis Thomas, CCAM

Cheyenne Gallardo, CCAM

Veronica Treto, CCAM

Claudia Golden, CCAM

Sandra Tyner, CCAM

Kayla Gonzalez, CCAM

Jennie Udeh, CCAM

Jennie Grimsley, CCAM

Andrea Valachovic, CCAM

Kathleen Guinaw, CCAM

Dina Varellas, CCAM

Amy Gunderson, CCAM

Carol, Whitley, CCAM

Nancy Higginbotham, CCAM

Chris, Willis, CCAM

Aletha Hill, CCAM

Jacqueline Wright, CCAM

Stephanie Hill, CCAM Toni Hughes, CCAM Victoria Jeune, CCAM Eric Kazakoff, CCAM Amy King, CCAM Lanese King, CCAM James Knickerbocker, CCAM Cheri Kostosky, CCAM Erin LaFlamme, CCAM Julie Leanos, CCAM Angela Malone, CCAM Ian McDonald, CCAM Vanessa Moriel, CCAM Aaron Moses, CCAM 24

Vision Spring/Summer 2018 | www.cacm.org

NEW CAFMs Besy Bohulano, CAFM Michael Rewald, CAFM Julie Ridolfi, CCAM, CAFM Aurora Solis, CAFM Ken Spencer, CAFM

SPECIALTY CERTIFICATES

High Rise Community Management Debbie McGraw, CCAM-PM-HR.CI

Portfolio Management Shelly Bobitch, CCAM-PM Amanda McGinley, CCAM-PM Selina Guillermo, CCAM-ND-PM Nikea Scarbrough, CCAM-PM Sarah Kelly, CAMEx, CCAM-PM

Working together, CACM’s members and staff will engage in reimagining the education system

A

s part of the CACM Reimagining initiative, current courses will be undergoing revisions so that they may better meet your needs as you pursue your own professional pathway. In order to develop and facilitate meaningful learning experiences for adults, we must be mindful of how adults learn best. Here are a few insights, identified by Malcom Knowles, who pioneered the research conducted in this area: • Adult learners need to be validated. You each bring life experiences to our classes, and it is important for us to capitalize on them as we learn together.

• Adult learners need adult socialization as part of their learning. Given the collective wealth of experience our members have, it is important for us to embed ongoing opportunities for you to interact with colleagues during our courses.

Collaboration is an effective learning tool.

• Adult learners need choice regarding how they learn. We all learn differently and in order for the learning to be meaningful, you must be given options regarding access to the learning and learning tasks.

• Adult learners internalize and use strategies that they experience. It is important for our instructors to model practices and provide opportunities for you to actively engage in those experiences; not just sit and listen.

• Adult learners like to be asked what they want and need to learn. While each course is designed to address the Domains of Knowledge defined for our industry, you must have opportunities to apply what you are learning in a purposeful way.

Why? CACM believes that community management professionals must possess the knowledge and skills necessary for professional success.

How? Working together, CACM’s members and staff will engage in reimagining the education system to ensure that they will enjoy the benefits of the expertise and experience afforded to them through their association membership.

See page 28 for full details on CACM's Reimagining Initiative.

www.cacm.org | Vision Spring/Summer 2018 25

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 2017 and first quarter of 2018.

AFFILIATE ADVANTAGE Alp Construction and Painting Concord | (925) 567-4777 www.alpconstructionca.com Broadband Agreements El Dorado Hills | (916) 939-5026 www.broadbandagreements.com CertaPro Painters of La Jolla San Diego | (619) 309-1984 www.lajolla.certapro.com Clear Expectations Irvine | (949) 316-1116 www.clearexpectations.net/orange-county Gibbs Giden Los Angeles | (310) 552-3400 www.gibbsgiden.com Motus Earthquake Insurance Services, LLC New York | (212) 851-8434 www.motusins.com Nordberg | DeNichilo, LLP Irvine | (949) 654-1510 www.ndhoalaw.com

Blueray Aquatics Fountain Valley | (949) 887-5985 www.swimblueray.com

SCT Reserve Consultants, Inc. Temecula | (951) 296-3520 www.sctreserve.com

Boral Siding & Trim Roswell | (209) 639-9736 www.boralamerica.com

Servpro of Citrus Heights/Roseville & Carmichael Sacramento | (916) 966-2601 www.servprocrc.com

Countrywide Mechanical Systems, Inc. El Cajon | (619) 383-6000 www.countrywidems.com Financial I.Q. Chula Vista | (858) 240-2059 George Petersen Insurance Agency Santa Rosa | (707) 525-4186 www.gpins.com R.W.B. Party Props, Inc. Orange | (714) 538-8629 www.rwbpartyprops.com RevoPay Venice | (310) 593-4833 www.revopayments.com Ross Construction Management Tustin | (714) 380-6701 www.rossmgmt.com

SoCal Builders Services Irvine | (949) 559-8583 www.socalblds.com Specialized Pipe Technologies San Diego | (714) 258-0770 www.sptpipe.com VIVE Flint | (844) 476-8038 www.getvived.com Water Heaters Only, Inc Grass Valley | (800) 833-4570 www.waterheatersonly.com Westhill Environmental Tustin | (951) 833-6937 www.westhillenvironmental.com

Pacific Pest Control, Inc. Irvine | (714) 784-0248 www.pacificpestinc.com Pur Water LLC Fairfield | (530) 949-8224 www.purwaterllc.com Smart Systems Technologies, Inc. Irvine | (949) 346-5814 www.sstsun.com Sweeper Guys Costa Mesa | www.sweeperguys.com

AFFILIATES Advanced Pipe Restoration & Repipe Co. Laguna Niguel | (888) 445-8720 www.advancedrepipe.com Agricultural Pest Control Services Lakeside | (858) 536-2999 www.agpest.com Black Knight Jacksonville | (904) 248-6083 www.bkfs.com

26 Vision VisionSpring/Summer Spring/Summer2018 2018| www.cacm.org | www.cacm.org

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.

www.cacm.org | Vision Spring/Summer 2018 27

REIMAGINING THE CACM EDUCATION SYSTEM A History of Growth In its 27 years since inception by and for community managers, CACM has provided industry professionals the opportunity to develop skills that promote professionalism, ethical values and best business practices.

A Guide to Understanding the Changes Coming to CACM’s Education Offerings

With nearly 3,000 members, CACM continues to be California’s premier source for supporting the careers of community manager members and association practitioners. By providing professional development experiences and networking opportunities, CACM maintains its reputation as the industry leader for California community manager education.

The development of CACM’s Webinar Series and statewide educational events provide convenient options for community managers to gain valuable industry and professional knowledge above and beyond national and international standards. CACM maintains its standing as a respected certification source by continually verifying its data relative to industry and legislative changes. With extensive industry expertise, member instructors employ a direct instruction model, supported by technology, class discussions and student resource guides.

Continuing its commitment to meeting the ever-changing needs of members, CACM is proudly initiating the next level of learning by adopting cutting-edge programs that align with the research and technology behind the brain science of adult learning.

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Vision Spring/Summer 2018 | www.cacm.org

The WHY Behind the Reimagining Initiative

The WHAT Behind the Reimagining Initiative

CACM’s belief is centered around community management professionals’ possession of the knowledge and skills necessary for professional success. To honor how and why people gain, retain and implement information, multiple opportunities and modes of instruction must be provided.

Through this process, members will make meaningful connections to the material, organize the information in a way that allows retrieval in a personalized way; and, to ultimately internalize the information, so it becomes an integral part of how they execute their roles and make decisions on a daily basis.

In 2016, CACM introduced the CACM Professional Pathway.

Aligned with the Domains of Knowledge identified in the Business and Professions Code 11502, it provides a leveled continuum that defines the four stages in the community manager’s career pathway.

The HOW Behind the Reimagining Initiative CACM’s membership and staff are engaged in the assessment of the entirety of the current education program. By identifying and implementing education policies, procedures and course content that utilize innovative approaches to learning, CACM will create change agents and thought leaders who will elevate the industry to new levels.

The delivery of our courses and events will focus on a variety of instructional methodologies to effectively and efficiently connect the content with each member’s career goals.

We will continue to offer face-to-face courses, online offerings and opportunities for our members to learn from each other. We will continue to expand our on-demand classes as we recognize the importance of flexible scheduling and blended learning models.

The first level along the pathway is that of the CORE. It is at this initial stage where community managers develop an understanding of their industry roles and responsibilities.

As one’s understanding evolves, and industry work experience is gained, he/she moves on to the EXPERIENTIAL level. It is here where one begins to apply that initial understanding through his/her day-to-day engagement as a community manager.

The third stage along the pathway is that of INTERNALIZATION. Community managers at this level know what to do and WHY they are doing it. Their understanding becomes personalized, influenced by their specific responsibilities.

The fourth level, and ultimate career attainment one seeks to secure is that of MASTERY. It is at this level where the community manager channels his/her expertise to positively influence industry decision-making and to inspire those entering the industry.

Continued on page 30

Finally, through the implementation of a tiered instructor model, we will expand our instructor pool, tapping into the extensive industry expertise represented in our membership.

In addition to the pre-course conference call support, periodic instructor network meetings will ensure a shared vision and purpose. Instructor insights will be used to inform an ongoing process of course revision and development of new learning opportunities.

CACM is proudly initiating the next level of learning by adopting cutting-edge programs that align with the research and technology behind the brain science of adult learning. www.cacm.org | Vision Spring/Summer 2018 29

Reimagining CACM’s Education System

These efforts will be evident in the redesigned Ethics courses that will address the varying needs (Foundational, Advanced and Mastery) that support the CACM Professional Pathway.

The CACM Pathway Matrix, currently in development, will define the progression of knowledge and skills associated with each of the four Professional Pathway levels. Once completed, the matrix will be used to inform all educational planning decisions. For example, when considering the domain of human resource management, what skills and knowledge should a member possess at the Core level? At the Experiential level? At the Internalization level? At the Mastery level?

Reimagining Initiative Focus: Year Two

Continued from page 29

CACM’s Reimagining efforts will continue in 2019 with a focus on the four specialty certifications (High Rise, Large Scale, Portfolio and New Development community management) the two credential add-ons (Age-Restricted Active Adult and Commercial & Industrial Management) and the promotion of the Master of Community Association Management (MCAM) designation for experienced community managers.

Reimagining Initiative Focus: Year One Launched in April 2018, the Reimagining initiative raises the bar of educational standards by integrating innovative instructional design, relevant industry content, and an understanding of adult learning needs into CACM educational offerings.

Together, with the CACM Education and Credentialing team, in collaboration with CACM members, our focus during this first year is to examine current policies, procedures, requirements and course content to support the Association’s goal of ensuring that members become masters in their profession.

We deliver

CACM is dedicated to creating and developing change agents and thought leaders who will take our industry to new levels. Browse our course offerings at cacm.org

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30

Vision Spring/Summer 2018 | www.cacm.org

Pictured left to right: Janet Blanco, Teresa Powell, Leonel Soto, Kimberly Bohn, Christine Lucas

FROM ADMIN TO EXECUTIVE In Less Than 10 Years!

BY LISA ESPOSITO, CCAM-EMERITUS

IN 2007, LIZA DeJESUS, CAMEx, CCAM-HR, GRADUATED FROM COLLEGE with a degree in Political Science and was offered a job as an Administrative Assistant at Walters Management. With her great enthusiasm, strong desire to learn and a plan to emulate her mentor, Melinda Young, CAMEx, CCAM, PCAM, Liza accepted the position. She recalls, “It was a job!” Melinda writes, “She became a fullon community association manager with less than 9 months of experience as an administrator.

Liza always exemplified the ability to ‘figure things out.’

Sounds simple, but often people get lost and can’t find things out for themselves.”

With this accomplishment under her belt and a pending move to Northern California to be closer to family, Liza secured a position with a management company as a portfolio manager.

While that position did not last long, it became a stepping stone to joining Action Property Management as an on-site general manager for a new building in San Francisco. Liza credits Bruce Ratliff for mentoring her through all the building system knowledge that was required to effectively manage the building. After four years of managing the building, learning, exploring best practices and continuing her education through CACM, Liza then earned her high rise specialty.

A true believer in “sharing the wealth,” it was then that Liza decided she wanted to be able to share the wonderful training and support she herself had received and started her own informal mentoring group with community managers. This provided a forum for shared solutions, challenges and recommendations. It was this selfless act, taken on her own time, that exemplified her dedication to the industry she had chosen for her professional career path.

Liza had begun to set her eyes on the prize of achieving an executive status in the homeowner association industry. With two wildly successful runs, she was ready to go for the golden ring.

She submitted her application, and was subsequently awarded her current position of Director of Management Services with Seabreeze Management Company in the Bay Area. Isaiah Henry,

CEO of Seabreeze, had this to say about Liza’s story, “When looking for someone to lead our brand expansion into Northern California, we engaged in a very detailed search process. Liza was referred to us by many industry leaders, and, after completing our interview process, her dedication to service truly stood out.

What impressed us the most about Liza was her care and compassion for others. Within the first months of Liza joining our team she not only helped us with some of the most critical tasks in the division, we started getting letters of praise from existing clients regarding Liza’s knowledge, attention to detail, and willingness to do almost anything at any time to get the job done. Liza has built a strong team that has the same passion for service as she offers, and we look forward to watching her continue to grow.”

Incidentally, when Liza first started with Seabreeze, CACM was in the process of searching for candidates for their board of directors. Liza received enough votes to place her on the board of directors for the three-year term of 2018-2020. Liza reports that it is a wonderful opportunity to sit at the board table with so many seasoned professionals. I asked her if sitting at the board table was intimidating (as it was for me those many years ago), and her reply was, “Not really – just exciting!”

Liza was recently recognized for her great accomplishments at CACM’s Northern California Law Seminar, where she received the “Path to Professionalism” Award.

After one year on the job, Liza is ecstatic at the opportunity to further her experience and knowledge base. When I interviewed Liza for this story, though she was a little embarrassed, she couldn’t help but exude her enthusiasm for where her career is and where it will be going. She says that it is of the utmost importance to love what you are doing!

The sky is the limit for this young woman, who I am proud to say is a friend, too.

Lisa Esposito, CCAM-Emeritus is Vice President of Advance Construction Technology, Inc. (ACT)

www.cacm.org | Vision Spring/Summer 2018 31

ND E V A O H G IN D FIN CHOOSING A HA

By Scott Swinton

32

Vision Spring/Summer 2018 | www.cacm.org

DORS IS LIKE AIRSTYLE

There is a one-size-fits-all hairstyle. Sinead O'Connor made it universal, and Michael Jordan made it popular. But, if a quick glance around the mall is any indication, it's not the only or even the preferred hairdo. Freedom of hairstyle is exercised widely.

A lucky few have many available options, while others settle into one, or cycle through a couple of hairdos that make the best of what's available.

A

s with those hairstyles, there is a wide variety of vendors clamoring for your attention within the HOA industry. And, just like formerlypopular hairstyles, some of those vendors need updating or refinement. How do you help your board of directors understand what you are up against when trying to find vendors that will work well in their community? How do you find and retain the best ones?

Maybe some analogies will help.

Is your vendor doing the comb-over? Are you still using a vendor who has proven to be just a little flighty? They may work out, but they're not always in the right place at the right time, and it takes some special work to pin them down. You use them because sometimes you just can't cover the bare spots in any other way.

Some vendors are like one of my high school buddies.

Ample hair – no style whatsoever, and no attempt whatsoever. You had no idea what was going to be coming at you from one day to the next, except that it was guaranteed to be a hilarious disaster. Underneath was a really great friend, but the effect was often alarming. This vendor is a blast to hang out with but would benefit from a little guided consistency. You present him to the board of directors with hesitancy and a healthy amount of preamble.

Uniforms would be helpful, and some sort of official and consistent stationery would go a long way. If personality got the job done, this vendor would nail it every time, but alas, personality alone cannot carry the day – presentation matters too.

Continued on page 34

www.cacm.org | Vision Spring/Summer 2018 33

Finding HOA Vendors...

Continued from page 33

VENDOR RELATIONSHIP GOALS

DON’T ASSUME. Have reasonable and clear expectations and communicate any changes in expectations.

TREAT YOUR VENDORS AS TEAMMATES – not as serfs. If you are “lord” of your vendors, then you can expect to be constantly on the hunt for new ones.

MODEL TEAMWORK. Don’t talk about it – do it. Help your vendors understand the politics behind an RFP or work order. Let them know when they are walking into a hornet’s nest. Call them and talk about work orders before you send them. If you keep a vendor from wasting her time – you’ll gain a team member.

LET VENDORS KNOW WHEN AND HOW THEY LET YOU DOWN. Many vendors are low on information and can be easily taught the fine points of working for HOAs. Fail to teach them, and risk missing a potentially valuable team player.

LIKE HAIR, THERE IS NO UNIVERSAL BEST PICK. Not that we can’t imagine one, but rather because there are just

Or, you know those hair product commercials where the attractive model turns quickly and her ample locks take several seconds to follow her down the beach? You know there should be sand and sweat and the remnants of a toddler’s PB&J in that hair – and in envy, you sort of wish there was. But, it’s immaculate... and completely unaffordable. With all the stylists, lighting technicians, and artists on hand to create that wave, it’s quite amazing, but sadly inaccessible. And, that’s like the vendor you would love to hire.

And, yes, that's the vendor your board expects – but will never pay for. You’ve invited them to bid, and they are, frankly, amazing. But, they have stopped showing up with competitive bids because your board of directors will look at the price and routinely pass them over.

Then there’s the ex-marine buzz. This style is simple and has a singular offering. What you see is what you get – all the time. You would love for this vendor to be a little more flexible, but other than changing colors, they’re constant. This vendor does what they do well. You wish they could adapt to a few other services, but they are locked in and won’t adapt.

What about the man bun or the teased bangs of the 1980s? Yes, they’re out there too with their pros and cons. Your board of directors has high expectations for you. To them, you are Megan’s List, Craig’s List, and the Better Business Bureau all rolled into one. When you can’t come up with an amazing, legitimate, competent and well-groomed vendor (or three!) to bid a job in less than four weeks – there is an undertone that this says something about you as a manager.

If you consistently torch, manipulate and browbeat vendors, then it does say something about you. But, chances are, you are innocently facing the same problem that so many other managers face. How do you weed out bad vendors and retain the good ones? In a word – relationships. If you don’t build long-lasting relationships with vendors, get to know their strengths and weaknesses, and treat them as allies, then you will always be dealing with changing styles.

Scott Swinton is CEO, General Contractor and Consultant at Unlimited Property Services, Inc. in Richmond.

so many variables. The vendors must specialize, they have personalities, and even your favorite vendors face the dilemma of employees representing them poorly. I promise you, the best in the bunch will fall out of a ponytail and get blown in the wind occasionally.

But if

they are a team member, and understand the expectations, then

you’re likely only

a phone call away from getting things untangled.

34

Vision Spring/Summer 2018 | www.cacm.org

The CACM Resource Guide showcases hundreds of affiliates, categorized by the type of services offered and ready to work in your communities.

Look for the all new 2018-2019 Resource Guide in your mailbox soon!

Walnut Place HOA Novato, CA

Montrachet Apartments Napa, CA

CTW Warehouse Novato, CA

The Grove Garden Apartments Sunnyvale, CA

www.cacm.org | Vision Spring/Summer 2018 35

THE PENDULUM OF EMOTION: Complaining vs. Frenetic Positivity

How to cultivate authentic happiness in yourself, your team and your company for the survival of our industry

BY CLINT McCLURE, CAMEx, CCAM

36

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THERE ARE DAYS WHEN I FEEL LIKE THE TROLL UNDER THE

On a daily basis, managers are confronted with two opposing realities: the negative, upset, complaining landscape of humanity versus the fanatic proponents of positive thinking. Somewhere in between these two sides is an idyllic world of happiness – happiness in our workplace, for our clients and most importantly, for ourselves. Can happiness exist for community managers? Do we need ruby slippers and pixie dust to get there? Let’s evaluate each side of the pendulum and discuss the tools that are needed to find the happiness at the core.

“Everything is terrible and you can’t convince me otherwise!” At some of my first jobs, in my younger years, when I was frustrated with my boss I was guilty of complaining. I complained to my co-workers, did my job, went to school and repeated.

While I could have complained to him directly, I didn’t and I am not sure if it would have helped. I do know that my complaining to my co-workers, while a good way to relate to them in the moment, did not improve my situation one bit.

As managers talking to clients, members, homeowners, and board members, the negative conversations stand out even amongst the nicest and most kind interactions. We take this job personally, and those negative inputs are hard to shake. These lingering feelings can ripple into other facets of our lives, our co-workers’ lives and, ultimately, company culture. Chronic complaining is immensely destructive, justified or not, and it is fundamentally toxic and can make a team or company a terrible place to work.

BRIDGE.

COMPLAINING OFTEN MAKES THINGS LOOK WORSE THAN THEY REALLY ARE,

being that it is oftentimes only one person’s perspective regarding frustrations, aggravations and problems that they perceive.

IT TAKES ON A LIFE OF ITS OWN. When

void of a real dialogue with the opposing party, the complaint takes on a life of its own, validating the complainer. When work is 80% good and 20% bad, the 20% is given most of your time, therefore the 20% can feel worse than it is in reality.

The more we practice complaining, the better we get at it, and it becomes a habit.

IT BECOMES A HABIT.

WHAT WE FOCUS ON EXPANDS

and we end up with what we focus on this is the idea of conformation bias. According to Scott Plous, “Conformation bias is a tendency to search for or interpret new information in a way that confirms one’s preconceptions and avoid information and interpretations which contradict prior beliefs.” (1) Therefore, constantly complaining will make you see everything in a negative way because the subconscious mind will make new observations fit in with the old ones.

If everything is all bad and getting worse, no one will have the energy or determination to go against the norm.

IT KILLS HOPE AND INNOVATION.

there are two yellow brick roads: positive psychology (the branch of psychology that makes people thrive and feel happy) and positive thinking (the banning of negative thinking, stating that in every situation you can choose your own mood and reactions to be positive). While both share the root goal of encouraging people to be happier, the reality is that “positive thinking” is a simplistic version of the complex positive psychology movement and often results in feelings of shame, blame and guilt. Barbara Held, a psychology professor at Bowdoin College calls it, “the tyranny of the positive attitude.” Even in cases of profound loss, Held says, people are supposed to get over their sadness within weeks, if not sooner. “The TPA has two component IN THE LAND OF POSITIVITY

Continued on page 38 www.cacm.org | Vision Spring/Summer 2018 37

START WITH EMPATHY AND ALLOW MEASURED

The Pendulum of Emotion Continued from page 37

parts: first, you feel bad about whatever pain has come your way, then you are made to feel guilty or defective if you can’t be grateful for what you do have, move forward [or] focus on the positives.

This is the double punch, and it’s the second part that does the most serious damage.” Face it – problems, sadness, insecurity, anger, frustration – these are normal human emotions, often-helpful ones that drive for progress and change. The “Fake it until we make it” idea and pretending only leads to bigger insecurities, what if ’s and doubt.

This idea of shining it on is not always unfounded. We do have the ability to adjust our perspective and in many situations it is helpful. An example would be when you are stuck in morning traffic. One could change their mindset from frustration and anger to a more positive perspective such as, “Great, now I have more time to listen to music.” Loosely applied “positive thinking” can help. On the other hand, the fanatic claiming that you can always change your thinking in all situations, and that external circumstances are irrelevant decreases productiveness, trust and happiness. When applied in this nature, the person’s feelings are trivialized.

So, what do we do? Can we remain authentic to the problems and challenges we face and convert that energy into a spirit of productivity and purpose?

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Vision Spring/Summer 2018 | www.cacm.org

VULNERABILITY. Listening and connecting to where someone is coming from is a vital part of humanity. If you have a hard time seeing someone’s side and forgiving, ask yourself – have you ever made an exception? This process is the bridge of acknowledgement to making a situation more positive and eventually proactive.

DON’T ALWAYS FAKE YOUR EMOTIONS AT WORK. Being

authentic is a good thing. Sometimes frustration is valuable and conveys the authentic feeling behind the words that are said.

BE IN CHARGE OF YOURSELF. When your circumstances illicit a negative response, recognize there is nothing wrong with being unhappy. Unhappiness is not a character failing; in fact, feeling bad can promote action. It is up to us how and when we decide to change our attitudes, all while being respectful of the circumstances presented.

HAVE FUN – FIND A SIMPLE RITUAL. Kids laugh an average of 200 times a day, whereas adults may only laugh five times a day. Laughing changes our internal hormones and breaks the subconscious mind from focusing on the negative. Kids and animals help us feel and remember the lightness and fun inside ourselves. Find a simple ritual that allows you to have fun. On stressful days, I often listen to stand-up comedy to let myself laugh.

Prime yourself to be happy: have fun, trust, respect, show interest, move your body and calm your mind. We all know it and hear it, but moving our bodies is not just about physical health. When we move, including dancing, jumping, skipping – just moving changes our biochemistry and allows for our mind to increase focus and release anxiety. Making time to calm your mind via active meditation (anything where you are 100% focused on what you are doing) or visual meditation (auditory or visual scenes allowing you to focus on one thing) for even ten minutes a day is shown to increase focus and have calming effects for three hours after the meditation. Allowing quality time for yourself is a foundation of self-happiness. Just check out any of the free visual meditation apps on your phones.

As in any industry, we are being called to the option to shift – shift our conversations, perspectives and goals. This is bigger than you and me. We as a collective, both association managers and management companies, must set a priority for what we want to see improve in our industry rather than just maximizing profits. We must commit to increasing happiness for ourselves, our customers and our community the world over. In between complaining and frenetic positivity is a place of vulnerable, authentic positivity, where we can acknowledge where we are and help each other convert to a proactive culture. This is psychologically sustainable for our people, and it will cause a ripple, raising the entire industry and how it reflects throughout society. It starts with us.

1. Plous, Scott (1993), The Psychology of Judgment and Decision Making, p. 233 Clint McClure, CAMEx, CCAM, is president and CEO of MMI-McClure Management Inc.

www.cacm.org | Vision Spring/Summer 2018 39

PROFESSIONALISM | CAREER | INDUSTRY

CACM LAW SEMINAR & EXPO: AN ELEVATING EXPERIENCE With the Year of the Professional underway, more than 1,200 community managers gathered at the Northern and Southern California Law Seminars & Expos this year to connect with their peers, hear their stories, learn best practices to better serve their communities, elevate their professionalism, and meet with a diverse mix of the industry’s leading service providers to help their associations flourish.

elevate 2018 CACM LAW SEMINAR & EXPO

A

s part of the Year of the Professional, nearly 400 manager attendees were provided complimentary professional headshots to further elevate their own professional standing within the industry.

At the general session, CACM’s newest CCAMs were sworn in by a judge, and the Vision awards were presented to this year’s winners (see page 44).

Among a wide selection of enriching events, the New Member Orientation presented the ideal opportunity for new managers to connect and learn 40

Vision Spring/Summer 2018 | www.cacm.org

more about CACM, while the brand new “Sneak Peek” pre-event afforded nearly 100 course attendees the opportunity to view the “Out of this World” exhibit hall and connect with service providers before the main event.

In the assortment of breakout sessions, panels of industry leaders and subject matter experts covered both traditional law topics and also a vast variety of important industry issues. In addition to California Case Law, subjects covered included de-escalating conflict in communities, orchestrating a successful response to crises in communities, fostering effective communication with community homeowners, and the new marijuana law and other smoking issues.

CACM would like to thank all of the sponsors for supporting community manager education at this year’s Northern and Southern California Law Seminars and Expos.

Continued on page 42

After 50+ years of working in the community management industry, Lee Harvey, CCAM, CACM’s most seasoned community manager, was honored with a beautiful tribute for her years of service at the 2018 Southern California Law Seminar and Expo.

www.cacm.org | Vision Spring/Summer 2018 41

Law Seminar & Expo Continued from page 41

Providing a perfect and imaginative respite, the “Out of this World” Exhibit Hall delivered an ideal opportunity for managers and management business executives to meet with both current and potential new service providers.

Exhibitors wholeheartedly embraced the “Out of this World” theme, with booths that truly took the managers to different worlds. Congratulations to the booth award winners in both Northern and Southern California.k all of the sponsors for supporting community manager education at this year’s Northern and Southern California Law Seminar and Expo.

Northern California Booth Award Winners

Best Overall – CM Squared, Inc.

Best Theme Interpretation – A-One Construction

Most Engaging – Hughes Gill Cochrane Tinetti, P.C.

Most Original Design – CID Insurance Programs, Inc.

42

Vision Spring/Summer 2018 | www.cacm.org

Southern California Booth Award Winners

Most Engaging – Pilot Painting & Construction

Best Theme Interpretation – Pacific Western Bank

Most Original Design – CID Insurance Programs, Inc.

Best Overall Booth – Fiore Racobs & Powers, A PLCn www.cacm.org | Vision Spring/Summer 2018 43

Congratulations to the CACM Vision Award Winners!

NORTHERN CALIFORNIA Through the Vision Awards Program, CACM identifies those who exemplify the very best in the profession of community management, honoring their contributions to the profession while recognizing the positive difference they have made in the lives of their colleagues, their association

Rising Star Award Angela C. Begley, CCAM Innovator Award Kimberley Flickner, CCAM-PM Path to Professionalism Award Liza DeJesus, CAMEx, CCAM-HR Educational Excellence Award Edward Szaky, CAMEx, CCAM Inspirational Culture Award Seabreeze Management Company Corporate Social Responsibility (CSR) Program Award Varsity Painting

homeowners and their communities.

President’s Award John Gill, Esq.

Eligible Vision Award nominees are

SOUTHERN CALIFORNIA

CACM members who continually

Rising Star Award Kylie J. Decker, CCAM

exceed accepted standards of professionalism and skill, display a commitment to excellence and exhibit high ethical standards.

Innovator Award Pamela Hunt, CCAM Path to Professionalism Award David E. Kelley, CCAM Educational Excellence Award Mark Guithues, Esq. Client Education Award PowerStone Property Management, ACMB Corporate Social Responsibility (CSR) Program Award Antis Roofing & Waterproofing

44

Vision Spring/Summer 2018 | www.cacm.org

Thank You to Our Sponsors Thank you to our sponsors for the fourth quarter of 2017 and first quarter of 2018 for their generous contributions. The next time you encounter a CACM sponsor, please join us in acknowledging the work and generosity of these supportive members.

A Plus Tree, Inc.

Elite Interactive Solutions

Newman & Associates, Inc. CPA

A.C. Enterprises, General Contractor

Elliot Katzovitz Insurance AgencyÂ

Norcal Private Protection, Inc

Accurate Termite & Pest Control

EmpireWorks Reconstruction and Painting

NPG Asphalt

Action Duct Cleaning Company

EPipe Restoration

Ocean Pavers

Adams Stirling, PLC

Epsten Grinnell & Howell, APC

Pacific Green Landscape, Inc.

Alliance Association Bank

eUnify

Pacific Premier HOA & Property Banking

Alta Roofing & Waterproofing, Inc.

Farmers Insurance, Eichman Insurance Services

Pacific Utility Audit, Inc.

AMS Paving, Inc. Angelo Termite & Construction Angius & Terry LLP Antis Roofing & Waterproofing A-One Construction & Roofing Association Construction Services, Inc. AvidXchange Bald Eagle Security Services, Inc. Barcode Automation, Inc. Ben's Asphalt, Inc. Ben's Roofing, Inc. Berding | Weil LLP Bill's Sweeping Service Inc Black Diamond Paving, Inc. Black Knight BPR, Inc. BrightView Tree Care Services Broadband Agreements Browning Reserve Group BTC Bob Tedrick Construction, Inc. Cagwin & Dorward Landscape Contractors California Pavement Maintenance (CPM) California Sub-Meters CalPro Construction & Painting Calvac Paving CAM Construction & Painting CBCI Construction, Inc. CGSystems, Inc. - California Gate and Entry Systems Chaix Law CID Insurance Programs, Inc. City National Bank CLCA Water Management Certification Program

Feldsott Lee Pagano & Canfield Fenton Grant Mayfield Kaneda & Litt, LLP Fiore Racobs & Powers, A PLC Firstline Security Systems, Inc. Flood Pro GAF Gardner Outdoor and Pool Remodeling The G.B. Group, Inc. GP Landscape Heritage Bank of Commerce Hughes Gill Cochrane Tinetti, P.C. iMailTracking, LLC J&K Electrical Services JPA Landscape & Construction, Inc. The Judge Law Firm, ALC JWC/Jon Wayne Construction & Consulting Kasdan LippSmith Weber Turner LLP Kelly-Moore Paint Co., Inc. Kevin Boland LLC - Farmers Insurance Kone, Inc. Kriger Law Firm LaBahn's Landscaping LandCare Leak Control Services, Inc. LP Building Products Massie-Berman, APC McCormack Roofing, Construction & Energy Solutions McKenzie Rhody, LLP Michael Abdou Insurance Agency, Inc. The Miller Law Firm Motus Earthquake Insurance Services, LLC MPS Financial, LLC

Clean Earth Restorations

Mutual of Omaha Bank

CM Squared, Inc.

Nabr Network

Community Legal Advisors Inc.

The Naumann Law Firm, PC

Design Build Associates, Inc.

Nautilus General Contractors, Inc.

DRYCO Construction, Inc.

New Image Landscape Company

Pacific Western Bank Painting Unlimited, Inc. Park West Landscape Management Paul Davis Restoration Payne Pest Management Peters & Freedman, L.L.P. Popular Association Banking Premier Commercial Painting Prendiville Insurance Agency PrimeCo Professional Parking Enforcement LLC ProTec Building Services Pro-Tech Painting Company R.E. Broocker Co., Inc. Redfin RGS Landscape & Arbor Care Robert A. Owens, CPA Roofworks & Construction, Inc. Roy Palacios Insurance Agency, Inc. Sal's Roofing Company, Inc. Securitas Security Services USA, Inc. Serpico Landscaping, Inc. Sherwin Williams Siteguardz Security Socher Insurance Agency Southern Cross Property Consultants SwedelsonGottlieb T&G Roofing TARC Construction, Inc. Three Phase Electric, Inc. Total Building Care, Inc. Unified Protective Services, Inc. Union Bank HOA Services Unlimited Property Services, Inc. Varsity Painting Vista Paint Corporation WICR Waterproofing & Decking

www.cacm.org | Vision Spring/Summer 2018 45

WHAT IS A MENTOR and where do I find one?

BY PATTY GARCIA, CAMEx, CCAM, PCAM

THE MERRIAM-WEBSTER DICTIONARY DEFINES MENTOR as a trusted counselor or guide. A mentor is an individual, more seasoned and always more experienced, who helps guide another individual's development. A mentor can help a person (mentee) improve his or her abilities and skills through observation, assessment, modeling, and by providing guidance.

Since our industry is in its infancy, there are few qualified to be mentors. The lack of mentors, coupled with busy schedules, makes finding a mentor fairly difficult. Those that are fortunate enough to find a mentor have the opportunity to learn from a seasoned veteran, which will save a considerable amount of time.

46 Vision Spring/Summer 2018 | www.cacm.org

My 30 years in the industry allows me to personally speak about the importance of finding and tapping into what can be offered by someone who probably spent many years learning about how to be an effective and trusted community manager. In addition to a mentor, you have the opportunity to work with and learn from business partners who have experience in many areas of our industry, which includes, but is not limited to, reconstruction, litigation, and insurance claims.

Education is the key to success for managers in our industry. Managers are encouraged to continually educate themselves whenever the opportunities arise through onthe-job training and formal classes offered by CACM. Not to mention, our vendors are able to provide a wealth of information that can help managers better understand not just what they do, but also how they do it.

In many cases, the mentor/mentee relationship develops unintentionally. It typically is not planned, and it is possible mentors do not even recognize they are mentoring; however, over a period of time the relationship grows into a mentor/mentee relationship, which is comfortable and easy compared to a “formal” plan. Successful partnerships begin with a level of trust and chemistry. The relationship also allows people to break from their formal roles and titles (supervisor versus employee) and find common ground as individuals. Having someone to run your ideas by can save hours of research even if all they can do is point you in the right direction.

As the relationship develops, the mentor will establish with you what you want to accomplish with specific, measurable, action-oriented and realistic goals. These goals determine the basis for the mentoring plan they will follow.

As they continue to work toward accomplishing those goals, they will regularly discuss whether or not they are on track and amend the plan as necessary. The mentee should always be respectful of your mentor’s time and try to resolve an issue or concern before going to your mentor. Their job is to assist you after you have done your own research. The mentor will review your work, identify resources, help to develop your leadership skills, offer knowledge and life experiences, and provide guidance and advice.

According to a Japanese Proverb, “Better than a thousand days of diligent study is one day with a great mentor.”

A MUTUALLY BENEFICIAL RELATIONSHIP Mother Teresa committed her life to helping others and was recognized as one of the most admirable people of the twentieth century, operating orphanages, AIDS hospices and other charities worldwide. She led a remarkable and revered life, but may not have achieved all that she did if it weren’t for her mentor, Father Michael van der Peet. The two met while waiting for a bus in Rome, and quickly developed a close friendship.

They spoke regularly and confided in each other over the years.

Jennifer Merrill, “The Chronicle of Evidenced-Based Mentoring” “Building a life of significance, and creating a legacy of real value, means being willing to get your hands dirty.

It means being willing to step out in your life and onto the platforms of influence you’ve been given and touch the lives of people in need. Whether it’s in your business, your school, your community, or your family, if you want to make a difference in the lives of the people you lead, you must be willing to walk alongside them, to lift and encourage them, to share moments of understanding with them, and to spend time with them, not just shout down at them from on high. Mentors build mentors.

Leaders build leaders. When you look at it closely, it’s really one and the same thing.”

Tony Dungy, “The Mentor Leader: Secrets to Building People & Teams That Win Consistently”

While Merrill and Dungy’s professions are worlds apart, their ideologies regarding the mentor/mentee relationship align. In the end, the relationship is mutually beneficial. And, in order for our industry to continue to grow and develop, each manager must pay it forward.

Patty Garcia, CAMEx, CCAM, PCAM, is former member of the CACM Board of Directors, Professional Standards Committee and Vision Editorial Advisory Committee and is a frequent contributor of articles in Vision magazine.

www.cacm.org | Vision Spring/Summer 2018 47

upcoming courses & events

Southern California Calendar

LEGEND DATE JULY 10 12 12 18-19 19 19 24 31 AUGUST 7 9 14 15-16 21 22-23

28

Events

Online Courses

COURSE/EVENT

COURSE/EVENT CODE

LOCATION

Assessment Collections Ethics for Community Managers Advanced Ethics: Leadership & Decision Making The Basics of Association Management Series Ethics for Community Managers Advanced Ethics: Leadership & Decision Making Landscape Water Management Certificate Course Attorney Connection Webinar I

FIN210 CMM130 LDR500 CMM101-102 CMM130 LDR500 WMCC WEBATTY101

Online Coachella Valley Coachella Valley Orange County San Diego San Diego Online Online

Attorney Connection Webinar II WEBATTY102 Commercial & Industrial CID Management SPC450 Attorney Connection Webinar III WEBATTY103 The Basics of Association Management Series CMM101-102 Attorney Connection Webinar IV WEBATTY104 The California Law Series CMM121-124 Age-Restricted Active Adult Community Management SPC420

SEPTEMBER 4 Insurance Principles 18 Budgeting 19-20 The California Law Series 19-21 Portfolio Management 25 Strategic Financial Planning 27 Explaining Financial Statements OCTOBER 9 Advanced Insurance Principles 11-12 Large Scale Summit 11-12 High Rise Summit 18 Risk Management in Community Associations 23 Fall Forum Lunch 24 Fall Forum Lunch 25 Fall Forum Lunch 30 Fall Forum Lunch November 6 Effective Meeting & Election Tools 7 Fall Forum Lunch 7-8 Effective Governance Principles of Community Associations 13 Fall Forum Breakfast 27 Fundamentals of Effective Governance December 4 4 6 11

Classroom Courses

Holiday Reception Conflict Resolution for Community Managers Holiday Reception Enhance Your Professional Presence

48 Vision Spring/Summer 2018 | www.cacm.org

Online Orange County Online San Diego Online Orange County Online

INS200 FIN300 CMM121-124 SPC430 FIN320 FIN220

Online Online San Diego Orange County Online San Diego

INS300 FRMLSS FRMHRS INS400 FRMLA FRMPO FRMVEN FRMOC

Online Coachella Valley Coachella Valley Orange County Los Angeles Pomona Ventura Orange County

BDA220 FRMSD BDA500 FRMCV BDA300

Online San Diego Orange County Coachella Valley Online

HRNC CMM220 HRSC CMM200

NorCal Online SoCal Online

COLLECT ASN’s centralized Vendor Compliance Process allows EASY access to VENDOR DATA.

VETT ASN’s Support Team has the TIME, TOOLS and EXPERTISE to properly VETT your VENDORS.

ASSET PROTECT ASN’s 24/7 Directory gives REAL-TIME layers of PROTECTION.

WE MAKE NON-VETTED VENDORS EASY TO SPOT!

CONTACT US 949.300.3702

DAVIDJ@ASN4HOA.COM

Association Services Network

Asset Protection Vendor Compliance

www.cacm.org | Vision Spring/Summer 2018 49

Thank You for Your Membership!

Each member of CACM plays a key role in ensuring our industry is filled with knowledgeable and professional service providers. We thank you for recognizing the value of CACM and the important role it plays in elevating your profile within the industry. You are a change agent for the HOAs you serve!

If we can be of personal assistance to you in any way, we hope you’ll reach out to your dedicated team at CACM’s headquarters.

Together, we are making a difference in the lives of 15 million California homeowners. Now that’s something to be proud of!

No Time to Travel to Courses?

No Problem!

CACM is making it easier to gain the professional enrichment you need to

EXPERT REPRESENTATION OUTSTANDING CREDENTIALS EXCEPTIONAL RESULTS • Full-service community association representation

succeed in your career path.

We have added 12 updated courses to our newest learning platform, the instructor-led web courses.

• Governing document amendment and update program

Same instructor experience

• Contract review and dispute resolution

a classroom course without

• Construction and reconstruction experts • The largest and most experienced construction defect firm in California, recovering over $1 billion for our clients

and Q & A opportunities as

having to leave the office.

Look for additional online offerings later in the year.

For more information email 2175 N. CALIFORNIA BLVD., #500 WALNUT CREEK, CA 94596

WWW.BERDINGWEIL.COM 50

Vision Spring/Summer 2018 | www.cacm.org

575 ANTON BLVD., #460 COSTA MESA, CA 92626

800.838.2090

education@cacm.org

Meet Andrea Bahr CACM's Event Manager

B

orn and raised in Houston, Texas, Andrea has spent over 15 years in the event industry. In addition to owning her own event business, Andrea has been a key player in some of the world’s most prestigious associations.

A graduate of Baylor University in Waco, Texas with a degree in Vocal Performance, she understands that events are performances and need to leave attendees with an authentic and lasting experience.

As with most of the individuals within the community management industry, Andrea stumbled into the event industry after being placed in a temp job working within the event department of the International Facilities Management Association (IFMA) where she worked with the Conventions and Visitor Bureaus to find cities to host this large event and learned her way through conference food and beverage services. That chance encounter sparked her love of the event industry. Her passion led her to the Texas Association of Appraisal Districts and later she was recruited to work for the Society of Petroleum Engineers (SPE) where she worked on improving the attendee experience through the use of technology. In addition to working on a team responsible for SPE’s 15-20 events per year, the Society provided her the unique opportunity to

work on the Offshore Technology Conference hosting 100,000 individuals from around the world. Andrea’s keen eye for details made her the perfect fit for ensuring technology and challenging the team to provide a dynamic attendee experience.

Andrea understands that events are performances and need to leave attendees with an authentic and lasting experience.

The members of CACM can feel confident in their new event manager, her experience, and her commitment to education. Just as community managers are expected to be certified as professionals within their industry, Andrea is a Certified Exhibition Manager (CEM). Her certification is renewable every two years and requires 11-15 hours of study to maintain. She is a proud member of The International Association of Exhibitions and Events (IAEE). She sits on the board of the Central Texas Chapter of the organization and is now a proud member of the California Chapter (since relocating to California to work with CACM)!

Andrea Bahr, CEM CACM Event Manager

www.cacm.org | Vision Spring/Summer 2018 51

The CACM Board of Directors and Nominating Committee are pleased to announce the Call for Nominations for the 2019 Election of Directors. CACM is looking for qualified community managers from throughout the state to consider joining the board to fill five openings to serve a three-year term.

Call for Nominations for the 2019 CACM Board of Directors

Being a part of CACM’s board is an opportunity for members to represent California community managers’ interests throughout the state.

If you are interested in running for CACM’s Board of Directors, please review the Qualifications for CACM Board Member Candidates and Application for Nomination from our website, www.cacm.org.

Complete and submit the Application for Nomination, along with a Candidate Statement and a headshot by close of business, Wednesday, August 15, 2018 to Patty Kurzet at pkurzet@cacm.org. All eligible applications will be reviewed by the Nominating Committee and the slate of candidates will be selected in September. Voting will take place from November 12 through November 25, 2018.

To learn more about the commitment and qualifications needed for serving on CACM’s Board of Directors, please review the CACM Board of Director Position Profile at www.cacm.org.

landscape contractors

Are You a ProPlus Manager Member?

If not, it’s time to upgrade. Becoming a ProPlus Manager

member starts you on a path to career success plus provides big savings! Upgrade your manager membership to ProPlus today and get the rest of 2018 for free! Plus receive: • One complimentary 2019 Law Seminar & Expo attendance Save up to $479 • One complimentary registration to 2018 Holiday Reception Save up to $80 • Additional 10% discount on Specialty and MCAM Courses Save up to $200 • Invitation to Executive Leadership Summit and More

Upgrade Today and Save!

ProPlus membership is just $635 per year. If you are a manager creating a career path plan, you can’t afford not to upgrade.

Contact membership@cacm.org for more details.

52

Vision Spring/Summer 2018 | www.cacm.org

C

What is the Accredited Community Management Business (ACMB) Program?

onsider the benefits the CCAM, CAFM and MCAM certifications have for individual managers: the perception of professionalism among their clients is undeniable. You can create the same instant recognition for your company by earning the Accredited Community Management Business (ACMB) accreditation.

Taking the steps to become an Accredited Community Management Business (ACMB) sends a strong message to your association clients. It conveys that your management business is committed to ethical standards, implements strong financial controls in managing the clients' interests, and utilizes current risk management practices and necessary checks and balances.

The ACMB program was established to ensure standards of practice and professionalism for businesses managing California community associations. Accreditation of your management business offers instant and unparalleled recognition as a “professional” in the community management arena, and it communicates to the consumer that you and your employees adhere to the highest state-specific industry standards.

In addition, the Review of Internal Financial Controls, a key component of the program, shows your business's commitment to risk management practices and internal financial controls. This review must be conducted by an independent CPA to verify that AICPA and CIRA standards are being met by by utilizing this ACMB Internal Review Form. (Up to $1,000 is reimbursed if your company has a BusinessPlus Membership). For more information, please contact Adele Kellick at certification@cacm.org

Congratulations to our newest ACMB accredited management business member.

Partners Management, ACMB Temecula | (951) 676-8379 www.partnersmgmt.net

Effective General Counsel

Successful Assessment Collection • • • •

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

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

949.322.6838 • 619.327.9026 • 760.529.5211 www.AttorneyforHOA.com www.cacm.org | Vision Spring/Summer 2018 53

maintaining high standards

New Individual Manager & Management Business Members

CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these members from the fourth quarter of 2017 and the first quarter of 2018!

Pro

Rosanne Alcantara Kate Alexander Marling Alfaro Omar Amokrane, CCAM Patrick Anderson Gina Anine Jeffrey Baker Adrian Barraza Maria Barrios Aubria Bauder Betswan Birhane Guido Borges Douglas Bothe Aaron Button Ellen Calica Tara Cardwell Alyssa Carle Maryann Castronovo Shauna Chan John Chapman Brandon Clark Trisha Clingenpeel Scot Cool Sherry Crevani Yvette Curiel-Chavez, CCAM Sean Cussen, CCAM Gina Dantico LuJuana Darden Anisa Dominguez Corey Downing Katherine Drobny Vereniz Duarte, CCAM Shala Duran Tina Ellis Susan Elmorabit Raven Esquivel Craig Everett Brad Fagan John Farizell Ryan Figley Michele Finlay Breanna Ford Adam Futo Jeri Gagne Marlene Gamboa Walter Glass Lisa Glogow Russell Graham Allison Gudenkauf Katie Guinaw, CCAM Amy Gunderson, CCAM Lindsay Guttry Tracy Haaland Victoria Hall

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William Hamilton Brianna Hamilton Janet Hammer Kimberly Hand Dave Hansen Tracy Hanson Suzanne Harris Don Havard Herbert Heinle Candace Hilderbrand Luanne Hiney Eric Holt Claire Hosking Rosanna Indie Jeremy Irvin Patricia Johns Leslie Johnson Isha Joseph Pamela Kahn Cara Kallen Eric Kazakoff, CCAM Thomas Kelly Kelley Kemp Brad Kohler Michelle Kolodziej Colin Krans Laura Larsen Christina LaScala Sean Laux Steve Lee Yvette Lee, Esq. Kevin Lehman Erin Little Arthur Livitz Elizabeth Loveton Donna Lowenthal Piper Lucas Courtney Mackey Sarah McClanahan Caitlin McClelland Matthew McClurg Daniel Melo Etna Monsalve-Campus John Mudge Rachael Musseau Samnang Muy Mark Muzzini Sandra Na Mitalee Nangrani Anthony Nourse Ariel Offerdahl Alexus Ornelas Kristi Osborn Cecilia Ou Leala Oulalla

Vision Spring/Summer 2018 | www.cacm.org

Harmony Owen, CCAM Elizabeth Owens, CCAM Frances Pawlak Eli Perez Heather Perilman, CCAM Sommer Perry Tenzing Phentok, CCAM William Phillips, CCAM Andrew Phillips, CCAM Amy Potemra Juan Prado Robert Quinn Michael Ramirez Ryan Reis, CCAM Judy Reule Lisa Richofsky Jessica Roberts Iasha Robinson Ashika Sahdeo Lauren Schockmel Michael Scofield Michael Sheldon Joseph Shin Vanessa Silva David Smith Tamara Smith Rayven Snyder Fabiana Spinelli Cinde Stark Virginia Steele Jessica Stewart Gary Tang Curtis Thomas, CCAM Sharon Topping Andrea Valachovic, CCAM Amanda Van Daele Christopher Waage Antwone Wade Richard West Sam West-Mensch Kelly Whichello JoAnn Williams Deanna Willis Barbara Withers Jacqueline Wright, CCAM Melissa Wudzke Priscilla Yoo Victoria York Samantha Yruegas Kelly Zibell

Premier Business Plus Members

Association Communications, Inc., ACMB Moraga | (925) 283-4900 232 www.acihoa.com Desert Management Rancho Mirage | (760) 862-1202 www.desertmanagement.com The Helsing Group, Inc., ACMB San Ramon | (925) 355-2100 www.helsing.com

Business Plus Members

Action Property Management, Inc., ACMB Irvine | (949) 450-0202 www.actionlife.com

Business Members

Affirmative Management Service San Jose | (408) 244-0909 www.affirmativemanagementservices.com Common Sense Association Management, Inc. Morgan Hill | (800) 996-7644 www.commonsenseam.com/ Five Star Community Management Corona | (951) 444-8248 www.5starmgmt.com Hammer Real Estate San Diego | (619) 223-2755 www.hammer-realestate.com J.D. Richardson Company San Diego | (619) 234-9884 www.jdrichardson.net Little & Sons Property Management San Diego | (619) 298-9973 www.littleandsons.com Realty Property Management Fresno | (559) 449-8888 www.realtyproperty.net Tyler Management, Inc. Signal Hill | (562) 438-9891 www.tylermanagement.net