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s an individual community manager, you’ve likely figured out by now that this industry requires you to continually adapt, whether it be to changing laws or fickle board members. One of the best ways to ensure you are ready for whatever comes your way is to pursue continuing education and collaborate with your peers. Similar to your efforts to stay current and competitive in this career, CACM is also continually evolving to remain your number one resource for professional development. So, how exactly does CACM, an organization created by managers, for managers, keep a competitive edge that ultimately benefits you as a member? Many areas are important, but let’s focus on three of them: integrating vision, creating a results driven culture, and providing necessary tools to succeed. In the previous edition of Vision magazine (the Emerging Trends issue), I mentioned the CACM Board would be meeting in October 2013 to discuss strategic “visioning” for CACM. We
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Vision Spring 2014 | www.cacm.org
had some great group discussions about the vision for the community management industry, how CACM must continue to provide necessary tools for your success (e.g., certification and education), and the role of the CACM Board in creating strategic leadership and effective governance to ensure the necessary results. One key area we as a Board will be focusing on is seeking and recruiting you, our manager members, to consider serving on the CACM Board of Directors. We are committed to cultivating new and emerging leaders (our succession planning) who will contribute to developing important governing policies, bring diverse perspectives to the table and be dedicated to what CACM does best – empowering managers, enriching communities. You’ll be hearing more about this very soon. As we march toward our 24th year of operation, efforts to keep CACM fresh and relevant to our members was another important discussion at the October meeting. How we differentiate ourselves, our education, our competency training of community managers, as well as how we can increase the awareness and demand for certified managers and accredited firms, will continue to be of strategic importance on the Board’s agenda. In striving for excellence and good governance, CACM will continue to keep its focus on creating learning opportunities and competency tools that we as an industry will need to sustain us in an ever-changing environment. Our governing Global Ends statement says it best: “CACM Exists so that Members Enjoy an Environment Necessary for Professional Success.”
On behalf of the CACM Board, Melinda Young, CCAM, PCAM Board Chair
