Vision Magazine Spring 2016

SPRING 2016

CREATING

community

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ESTABLISHING A COMMUNITY VISION

15

FOSTERING COMMUNITY & SUSTAINABILITY

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BRIDGING THE COMMUNICATION GAP WITH VIDEO

REACHING

STARS

2016 CEO BUSINESS FORUM

June 9-10, 2016 Fairmont Grand Del Mar San Diego

If you are a community management business leader, this is the place you need to be!

Join fellow executives in discussing strategies to change the industry for the better.

• Explore the future of the industry and the broader real estate market • Learn about industry life cycles and how your company is positioned • Discover innovative approaches to attract and retain the best talent • Examine the roles of culture and benefits in recruitment and retention • See how data can be used to make better decisions • Dive into hot topics like short-term rentals and public policy • Experience a real life community success story

Learn more about the event and register online at www.cacm.org

Hands-free vehicle identification priced for communities

Barcode Automation is the perfect solution for hands-free vehicle identification at gated communities, high rises, and private clubs.

Unlike other systems, BAi Readers and Decals give you all of the features you expect from automatic vehicle identification without expensive extras that communities don’t need.

Barcode Automation System

Comparable System using RF-ID BA-440 base unit = $9,496 RF base unit = $6,000 Initial 1,000 decals = $4,490 ($4.49/ea) Initial 1,000 RF tags = $18,000 ($18/ea) Initial Cost = $13,986 Initial Cost = $24,000 100 more decals a year for 10 years $4.49 x 100 = $449 x 10 = $4,490.00

100 more tags a year for 10 years $18 x 100 = $1,800 x 10 = $18,000.00

10 year estimate: $18,476.00

10 year estimate: $42,000.00

® Barcode Automation, inc.

www.Barcode-Automation.com • CAI Annual Booth 723 www.cacm.org | Vision Spring 2016 3

SPRING 2O16 Spotlight on Education: Community Association Financial Management Certification

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Northern California Spring Calendar

Congratulations Managers

30

New Affiliate Members

In the Boardroom: The Makings of a Great Board Member

NEWS BITS

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Establishing a Community Vision

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By Brittany Montoya-Taylor, CCAM and Vicki MacHale, CCAM

New Individual Manager & Management Business Members Suspended CCAM Roster

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Fostering Community & Sustainability

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By Cecilia N. Berman, ESQ.

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Extraordinary Vision

49 Thank You to Our Sponsors

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By Vicki MacHale, CCAM & Eric Jenks

28 A More Moderate House

By Jennifer Wada, CACM Lobbyist

32 Make The Effort

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F E AT U R E S

By Scott Swinton

34

Electronic Engagement

By Emily Yost

44

Bridging the Communication Gap with Video

By Keven Hempel and Sabrina Franklin

Vision Spring 2016 | www.cacm.org

50 58

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Northern California Law Seminar Delivers On Promise

Southern California Spring Calendar

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2016 Board of Directors

Ethics in Action: To Be or Not To Be ‌ Ethical?

D E PA RT M E N T S

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President’s Message

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From the Roundtable A Message From the Board

By Clint McClure, CCAM

By David Zepponi

By Edward Emil Szaky, CCAM

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www.cacm.org | Vision Spring 2016 5

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Vision

THE VOICE OF CALIFORNIA COMMUNITY MANAGERS

Spring 2016 • vol. 25, no. 1

Asset Protection Vendor Compliance Program

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President & CEO | David Zepponi

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

Advertising | Melissa Hurtado

In alliance with

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Association Services Network

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Entrust your vendor compliance needs to the experts

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At NO COST to you!

ASN4HOA.COM/CACM

Editorial Advisory Committee Patty Garcia, CCAM, PCAM MCM, LLC

Clint McClure, CCAM McClure Management, Inc.

Keven Hempel Rayco Energy

Brittany Montoya-Taylor, CCAM Terra West Management Services

Dean Jackson, CCAM-HR Pacific Park Plaza HOA

Scott Swinton Unlimited Property Services, Inc.

Kay Ladner, CCAM Desert Horizons OA

Emily Yost MPS Financial, LLC

Vicki MacHale, CCAM ARK Management

949.300.3702 Vision magazine is published by CACM three times annually to members, affiliates and supporters of the California Association of Community Managers.

Magazine content ©2016 CACM. All rights reserved. No part of this publication may be reproduced without written permission from CACM. Opinions expressed by authors do not necessarily reflect the policies of CACM. Mention of any product does not constitute an endorsement by CACM. CACM assumes no responsibility for return of photos or art and reserves the right to reject any editorial or advertising materials. CACM does not assume responsibility for the accuracy of articles, events or announcements listed.

Please address comments and suggestions to: California Association of Community Managers, Inc. 23461 South Pointe Drive, Ste. 200, Laguna Hills, CA 92653 949.916.2226 • Fax 949.916.5557 • bteter@cacm.org Attn: Brenda K. Teter

About CACM

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

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

Do we know where you are?

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

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Vision Spring 2016 | www.cacm.org

“I work where they live.”

Community Management – A Noble Profession

W

e recently completed our annual Law Seminar in Northern and Southern California, and the energy at both locations was electrifying! With greatly expanded breakout sessions, new legislative programming and lively receptions, you could feel the excitement in the air.

At the Northern California event, it was heartening to hear one of our Certified Community Association Managers, Christian Ellingson, talk about his profession and the importance of his role as a community builder. He spoke with such pride and clarity about being a member of CACM and how the CCAM certification has helped him in his career and in his role as a community facilitator.

For me, it was one of those moments when I feel the pride of accomplishment for what we do at CACM and its value to our members and to our society. Christian’s simple statement sums it up, “I work where they live.” This is a recognized privilege and a heavy responsibility for the professional community manager.

Community management is a noble profession, and the manager is the custodian of that profession. Through CACM’s focus on California laws and regulation and the administration of the Professional Code of Ethics and Standards of Practice, we have helped organize our young industry by creating a baseline of expectations and a foundation for a healthy future.

According to the Online Etymology Dictionary, “noble” is used to describe an air of “having lofty character, having high moral qualities.” Professional community managers follow an ancient code of professionalism as expressed through job performance and ethical decisions. If home is the castle, and the nobles are loyal and qualified servants working for the kingdom, then modern-day community management is much like the role of nobles in the days of our ancestors.

Recently I attended the retirement party of Bill Stewart, one of those nobleman at the wonderful Santaluz community in San Diego County. Bill is a founding member of CACM who recognized the need for our industry to self-organize and self-regulate in order to ensure its ongoing health and success. The founders’ vision was to have well educated and thoughtful, ethical community managers from which to build this industry. In an impassioned farewell retirement speech, Bill said that the real value of the Santaluz community is not the consistent increase in property values, nor the beauty of the setting and landscape, but rather the powerful “sense of community.” It is this sense of community that lives on in the vision and mission of CACM. As represented by the members of our community, CACM is the custodian of your noble profession, and we appreciate the opportunity to serve you.

David Zepponi, President & CEO

www.cacm.org | Vision Spring 2016 7

By Brittany Montoya-Taylor, CCAM

E S TA B L I S H I N G A

COMMUNITY VISION It is not uncommon for an association’s membership to feel disconnected from their board of directors and the decisions they make. Homeowners may not associate the board with human faces, but instead identify those volunteers by violation notices and parking policies alone. On the other side, board members often do not consider relationship-building as part of their role but instead focus on day-to-day operations and fiduciary responsibilities.

This difference in perception can make effective management of an association extraordinarily difficult. The good news is, it doesn’t have to be that way. As a manager, you have an opportunity to bring an association together and establish a real sense of community.

By doing so, not only will homeowners and board members be happier but all will reap the benefits of a smoother operation and, consequently, increased property values.

Continued on page 10

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Vision Spring 2016 | www.cacm.org

You have the opportunity to bring the association together and establish a real sense of community.

www.cacm.org | Vision Spring 2016 9

Creating a sense of inclusion, belonging and community in a homeowners association.

To start, it is necessary to find out what is important to the community and then verbalize it in a succinct manner. In other words, you need a vision statement! While your board may not see the necessity in creating such a statement, realize that every major business organization has one and considers it necessary for communication, inspiration and motivation within the company. The same can be said for a vision statement’s impact within an HOA. By taking the time to brainstorm, solicit feedback from the community and present a homeownerapproved vision statement, the board is essentially establishing how the association will do business moving forward.

Better Together

Continued from page 9

The board and manager should take the time necessary to make sure everyone’s voice is adequately heard. Send out newsletters and surveys to help narrow down the selection and then publicize the ‘big reveal’ of the final statement.

Make it Happen

Where to Begin Community development may sound like a vague and daunting phrase to a board of directors. It is easy to get lost in the possibilities and end up right back where you started. As the manager, it is your job to guide the board on this journey. You will be critical in steering the conversation and keeping members focused on the task at hand. And what exactly is this task?

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Vision Spring 2016 | www.cacm.org

Now it’s time to bring the vision to life.

After all, actions speak louder than words!

Utilize the association’s new vision statement in all appropriate capacities. Include the statement in board packets and have it handy during meetings so that board members get in the habit of considering the association’s vision before making decisions that impact homeowners. An association may even consider taking the vision statement a step further and incorporating it into a logo for the community.

Branding an association is a stellar way to give a community an identity and is a whole lot of fun to boot. Solicit bids from local designers and invite them to attend a board meeting so they can get a feel for the

community. If the association doesn’t have a website or maybe isn’t happy with the one they have, you should be able to work out a deal with the designer to have both the website and logo done at the same time at a reasonable price. Once the selection process is complete, work with the board and designer to create a handful of designs that the community can vote on. Post flyers at mailboxes and bulletin boards, include the designs as an insert in monthly statements, and create a survey for homeowners to cast their vote on the options provided.

The simple act of selecting a logo for an association can do so much to bring homeowners together and bridge the gap between the board of directors and membership.

Introducing a community logo design is a great opportunity to host an association function! A block party or barbecue would be excellent events to proudly display the winning logo and celebrate the community for joining together and selecting an image that truly represents who they are and what they stand for. Also consider the multitude of ways the logo could be used in the future. Perhaps the association is scheduled for a monument update down the road;

the logo could be incorporated in the new design. Another idea is to have coffee mugs printed with the association logo and use them as prizes for a monthly or quarterly contest published in the newsletter.

Remember that little things can go a long way to encourage homeowner participation!

Reaping the Rewards Equipped with a vision statement and logo, the board of directors will move forward with an increased sense of awareness for their fellow homeowners and a better understanding of how their management of the association affects each and every one of their lives. Additionally, homeowners will have a greater respect for the board of directors and all that they do. They’ll no longer associate the board of directors with violation notices alone but will take a good deal of pride in where they live and appreciate the effort that went into making their community feel like home.

Brittany Montoya-Taylor, CCAM is a community manager with Terra West Management Services in Las Vegas, Nevada.

By taking the time to brainstorm, solicit feedback from the community and present a homeowner-approved vision statement, the board is essentially establishing how the association will do business moving forward. www.cacm.org | Vision Spring 2016 11

S

everal years ago, the CACM Board of Directors instituted term limits, thus limiting the number of three-year terms a director could serve to two terms. This action was in response to a growing need to address succession in our volunteer leadership, to ensure the organization continued to evolve with new and fresh perspectives and to offer an opportunity to others to serve the organization at the board level.

The 2015 slate of candidates saw seven highly qualified and dedicated members nominated for the five open positions on the board. This is clearly a solid indication that the decision several years ago was a good one! With that said, I’d like to welcome our newest CACM directors, Melissa Bell and Tom Freeley, and congratulate our returning directors Carra Clampitt, Tiffany Lynch and Robin Romo.

The CACM board will participate in multiple events this year – at least five board meetings, a two-day strategic planning session as well as other events and Regional Forums.

They have also committed to serve on board committees.

Directors are listed on page 58 for your information and reference.

I would be remiss to let pass the opportunity to thank our outgoing director, Mary Walker. Mary served four consecutive

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Vision Spring 2016 | www.cacm.org

terms on the board. In her capacity as director she has served as an ambassador as well as the recent Chair of the Ethics Appeals Committee.

Mary is 100 percent dedicated to our industry and CACM, and although her board term has expired, I expect she will continue to serve this organization for years to come.

As I enter my year as chair of the board, I want to recognize CACM’s immediate past chair, Gordon Goetz. Gordon has been an inspiring mentor and his leadership style is one I hope to emulate. 2015 was Gordon’s second time serving as chair of the CACM board, and under his leadership, CACM prospered during the transition to our new president & CEO, David Zepponi.

You might have anticipated this past year of transition to be one of simply maintaining the status quo.

That has proven to be far from the case. Recognizing the immense talent of some of the existing CACM staff, Dave built a new organizational structure around them and other key new hires. This has proven to not only bring professional growth opportunities to CACM’s tenured staff, but has led to several positive changes to long-standing CACM classes, programs, events and other benefits to you, our members.

In a year while he also absorbed all things “common interest development” and industry legislation, Dave and his newly formed management team undertook a study of our industry realities, impacts of consolidation and our industry role, to introduce new programs, membership levels and opportunities for CACM to grow and serve our membership.

As we look to 2016, we see the promise of another year of progression for CACM, and I trust you are as enthusiastic and excited On behalf of the CACM Board, at what CACM has to offer, as Kathryn Henricksen, CCAM I am!

Board Chair

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www.cacm.org | Vision Spring 2016 13

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Vision Spring 2016 | www.cacm.org

U N C O M M O N V I S I O N TA K E S S H A P E I N T W O C A L I F O R N I A H OA D E V E LO P M E N T S

BY CECILIA N. BRENNAN, ESQ.

s managers, board members and service providers, we are often faced with budget issues, rule enforcement and problem-solving rather than community-building and neighborly interactions. However, the vision and perspective of two new developments in California contain inspiring elements based partly on a previously uncommon vision for HOA developers: sustainability, clean energy and a “farm-to-table” model.

Who would have imagined that a former military base or a former tomato processing plant would be converted to innovative developments focused on community, outdoor space, drought-tolerant landscaping and low-impact transportation? Thanks to new developments in Irvine and Davis, such models have become a reality.

In Irvine, FivePoint Communities has embarked upon a unique project called “Great Park Neighborhoods,” which is designed as a mixed-use project hosting homes, shops, parks, offices and schools, all in a sustainable, connected community.

Continued on page 16

www.cacm.org | Vision Spring 2016 15

As a managing team we are always trying to be innovative in our approach and staying fluid in keeping up with the needs of the owners to create a cohesive and happy environment.

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Fostering Community & Sustainability Continued from page 15

The development features a smalltown square with a modern barn aesthetic, along with a community greenhouse with outdoor dining spaces and a “bike barn” where cyclists can tune up their wheels. “The ‘Life will be different here’ mantra is the foundation of Great Park Neighborhoods’ spirit … miles of walking trails, bike paths and bridges will join the neighborhoods, connecting residents to the Orange County Great Park, to nature and to each other. Perhaps one of the most exciting highlights is the connectivity that the residents experience,” explains Jamie Cross, lifestyle coordinator with Great Park Neighborhoods and a member of the FirstService Residential team.

The vision of the project has been unique and inspiring for both residents and management, as can be witnessed by what manager Holly Maddalena, district manager with

FirstService Residential, shares: “Great Park Neighborhoods Community Association is completely unique in our diverse programming, lifestyle and feel. The creativity from the developer is inspiring and it greatly motivates me to ‘get creative’ in my everyday tasks. As the manager of Great Park Neighborhoods, I feel so much pride in being involved with an innovative and forward-thinking association… As a managing team we are always trying to be innovative in our approach and staying fluid in keeping up with the needs of the owners to create a cohesive and happy environment.”

A similar concept is underway in Northern California, where forwardthinking developers recently embarked upon a new community built on the grounds of a former Hunt-Wesson tomato factory. “Life Tastes Better Here” is the motto you read when entering the website for The Cannery, a new common interest development in Davis (www.livecannerydavis.com.)

The Cannery sits on 100 acres and will

include over 550 homes of various configurations, nearly 30 acres of parks and open space, an amphitheater, a Market Hall anchoring up to 172,000 square feet of commercial space and a working farm. The farm will be a training ground for beginning farmers, as well as a commercial venture. “Through a collaborative effort with the Center for Land-Based Learning of Winters, Calif., the Urban Farm will serve as a state-of-the-art example of sustainable urban farming and as an agri-classroom for students and beginning farmers,” says Kevin Carson, Northern California president for developer The New Home Company.

The Cannery was based on cutting-edge technology with a concern for the environment, but also was conceived to be “down-to-earth,” with its extensive outdoor gathering spaces for enjoying one’s families and neighbors. The physical project is focused on a lowimpact, community-centered model, encouraging less reliance on cars and emphasizing accessibility, open space and human interaction. As Carson notes, “every home is within 300 feet of a trail or park, which we believe adds to the social connectivity of the community.”

It is not only the physical layout of Great Park Neighborhoods or The Cannery that makes them unique. Both projects included a vision to create mixeduse, multi-generational neighborhoods that would “bring homes, businesses and parks together in a sustainable manner.” As Cross states, “current and potential homeowners see Great Park Neighborhoods as a unique alternative to what Irvine is used to seeing. The response has been a positive one, as homeowners enjoy being able to choose which style of product they prefer.”

While the Great Park Neighborhoods and Cannery models appear to be unique and isolated, they could be replicated in any community. In fact, many of the highlights of these projects have nothing to do with their newness: chatting with neighbors, picnicking in the park, eating outdoors from your own local garden – these ideas can become a reality, wherever there is a will and vision.

Cecilia N. Brennan, Esq., is an attorney with The Perry Law Firm, APLC, which serves clients throughout Southern California.

www.cacm.org | Vision Spring 2016 17

COMMUNITY ASSOCIATION FINANCIAL MANAGEMENT (CAFM)

How much does it cost to earn?

AS AN ACCOUNTING PROFESSIONAL serving in the community management industry you fill a niche requiring specialized knowledge that is valuable to your colleagues and clients. Don’t let that go unnoticed!

Membership Fee (optional): $225 Certification Application Fee: Member $75 Non-Member $175

Broadcast your special qualifications with a CAFM designation after your name, signifying your certification in Community Association Financial Management.

Courses: Member $1,211 Non-Member $1,757

Who can earn a CAFM certification?

How much does it cost to maintain?

Accounting professionals with a minimum of three years accounting or finance experience or who have been employed full time by a management business or community association for a minimum of 12 months.

How do you earn it?

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• CMM101 - CMM102 The Basics of Association Management (BAM) Series • CMM122 California Law Series Module II: Financial Management • CMM130 Ethics for Community Managers • FIN300 Budgeting (offered online) • FIN210 Assessment Collections (offered online) • FIN320 Strategic Financial Planning (offered online) Vision Spring 2016 | www.cacm.org

Annual Certification Maintenance Fee: Member $105 Non-Member $500 Continuing education fees vary by course and event.

Community Association Loans All the right tools for your next project.

How will you fund your next community project? Get the job done right with the Community Association Loan toolkit.

You’ll get custom financing that’s perfect for your budget and your community.

Earn 30 CEUs every 3-year recertification period, inclusive of a minimum of one CACM Law Seminar & Expo and one Ethics course. Up to 10 CEUs credit given for outside accounting/finance courses.

Developed specifically for accounting professionals who service community associations, the CAFM certification more clearly communicates your role and expertise than previously was possible through certification as a Certified Community Association Manager (CCAM).

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

Get the cash you need today.

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Brendan Concannon

If you are an accounting professional holding the CCAM, please contact Adele Kellick at certification@cacm.org or (949) 340-6615 to discuss replacing your CCAM with the CAFM.

Regional Account Executive 619.961.6346 Toll Free 866.800.4656, ext. 7480 brendan.concannon@mutualofomahabank.com

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ALL-STAR FACULTY Meet one of CACM’s top-rated instructors Keith L. Lavery, CCAM Albert Management, Inc. Palm Desert, CA

(408) 345-4000 • http://wm-llp.com Years in the Industry: 32

“It is a privilege to give back to CACM and the industry as an instructor for a profession I have enjoyed working in for over 30 years and sharing the professional collective knowledge through CACM since its inception. It is an honor to serve the industry as an instructor for CACM.” Catch Keith teaching these courses in Southern CA: • California Law Module II-IV • Ethics • Conflict Resolution What Students Are • Reserves Saying About Keith: • Assessment Collection “Good instructor with lots • Budgeting of relevant experience.”

• Strategic Financial Rashid Kassir, CCAM Planning Coronado Shores L&R Committee • Human Resources

We counsel: • • • •

Condominium Associations Planned Unit Developments Mixed Use Associations Commercial Associations

We provide general counsel to Associations including the following services: • • • • • • • •

Construction Defect and Civil Litigation Dispute Resolution Governing Document Interpretation Governing Document Revisions CC&R and Rules Enforcement Contract Review and Negotiation Election and Operating Rules Fiduciary Obligations & Director Education www.cacm.org | Vision Spring 2016 19

By Vicki MacHale, CCAM and Eric Jenks

20 Vision Winter 2015 | www.cacm.org

An Innovative Water Management Solution

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ngoing water shortages, increasingly stringent regulations and rising costs have forced many associations and management businesses to closely examine their water use practices. One Southern California community began like many others by removing unnecessary turf, planting drought-tolerant plants and installing a low-maintenance, water-efficient dripline irrigation system – then it took a quantum leap further by developing its own, onsite wastewater treatment system and reusing the treated wastewater for irrigation.

Continued on page 22

www.cacm.org | Vision Winter 2015 21

Extraordinary Vision Continued from page 21

In addition to the reduction in cost of purchased irrigation Located in the suburban foothills of San Diego lies Casablanca, water and sewer fees, another benefit realized is the leveling a twenty-something-year-old, 500-unit HOA community that out of annual rate increases. Anyone close to the books knows is predominately owned by fixed-income retirees and low-tohow dramatically water and sewer fees have increased over the middle-income wage earners. Facing budget overruns, inefficient last decade, and there appears to be no end in sight. Since you infrastructure and a stretched-to-the-max constituency, the board have reduced your water and sewer costs by investing in your desperately searched for answers to avoid inevitable assessment own wastewater treatment facility, your ability to shield your increases. community from these annual increases is greatly increased, What began as a meeting to investigate “smart controllers” thereby lowering your operating costs in comparison with to replace their seven outdated and non-operable irrigation neighboring communities. controllers, turned out to be a fortuitous introduction The scenario above – which Casablanca has to a completely different approach to landscape implemented – has been in practice outside management. Why fortuitous? Because although of the United States for many years, but the seven irrigation controllers were is now gaining attention here due to definitively well beyond their useful life What began the recent drought restrictions and cycle and were justifiably ready for incredibly high cost of water and replacement, a resulting site analysis as a meeting to sewer services. Although blessed clearly indicated that devoting dollars investigate “smart with abundant resources that to that particular element of their controllers” … turned have previously been adequate infrastructure was not the best use of out to be a fortuitous to serve our communities, precious, limited reserve capital. a growing population and Like almost all communities introduction to a aging infrastructure is placing located throughout the state, completely different pressures on supply and cost.

Casablanca uses water for both approach to landscape By connecting these two systems interior and exterior purposes. The and re-purposing water that has two systems supplying this water were management. previously been distributed long not connected and consumed precious distances, you are expanding the water water based on their individual needs. So, supply, decreasing your costs and creating the forward-thinking board considered a new more resiliencies, both environmentally and scenario: What if these two systems were connected, economically. and you captured the wastewater leaving your building headed for Similar to solar, these privately owned waste-water treatment the local municipal wastewater treatment plant, and redirected it facilities are still connected to your current utility grid, but offer to your own, onsite wastewater treatment system? That reclaimed you a fixed operating cost while harvesting a resource previously water would then be processed in accordance with water resource intended for the waste stream. The savings realized by no longer regulations and become available for re-use throughout the purchasing irrigation water and reducing sewer fees, repay the landscape. The net effect of this would be to purchase water once, initial capital outlay required to invest in these systems. but use it twice. Very exciting! But wait, it gets even better.

As long as you purchase water for interior use, and have a Most municipalities assess sewer fees based upon your water landscape that requires irrigation, your community too can realize meter consumption, realizing there is a close relationship between these same benefits – having access to free and unlimited irrigation what you buy and what you return down the drain. However, water, never again paying another irrigation water bill, realizing since you no longer are sending portions of your wastewater reduced sewer fees, securing fixed future water and sewer costs back to the municipal wastewater treatment facility, your actual and having a landscape not impacted by any further drought sewer costs will be less than the water you purchase, and therefore restrictions. It just takes some forward thinking and the will to cannot be tied to the water meter. Instead, your sewer fees will be make it happen. reduced by the amount of wastewater you redirect to your onsite

wastewater treatment system, thus reducing your sewer fees and Vicki MacHale is the Executive Director at ARK Management in San Diego; creating additional savings.

Eric Jenks is owner and partner of Viridian Landscape Maintenance.

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New!

BECOME WATERWISE! Water Education for Community Managers

Water management issues continue to be a hot topic among California communities – so much so that CACM is partnering with the California Landscape Contractors Association (CLCA) to host both a certificate course on California landscape water management practices and a comprehensive water management conference (both offered in Northern and Southern California locations).

CERTIFICATE COURSE California Landscape Water Management Practices April 28 – East Bay May 12 – Orange County

What you’ll take away ...

• Knowledge to understand, monitor, oversee and quantify your landscape contractor’s water management solutions • Information on how to differentiate between landscape contractors who are competent water managers and those who are not • Confidence in guiding your HOA boards through water management efficiencies and landscape transition plans • A certificate suitable for framing, copying for your board packets and listing on your resume Course is 4 hours, 4 CEUs Members $199; Non-Members $260

LANDSCAPE WATER CONFERENCE June 23 – East Bay August - Southern California What you’ll experience ...

• Learn about ways to conserve water, save money and navigate through the state’s Model Water Efficiency Landscape Ordinance • Meet with your local water agencies and learn about rebates • Examine landscape water management case studies • Meet with product manufacturers of landscape water efficient technologies • Walk away with valuable knowledge to create a “landscape water plan” for future droughts • Meet and speak with state landscape water experts on turf renovation, water budgeting, calculating potential water & dollar savings and what to require when creating RFPs for landscape enhancement and maintenance contracts Conference is 3 hours, 3 CEUs Members $115; Non-Members $170

www.cacm.org | Vision Spring 2016 23

upcoming courses & events

Northern California Spring Calendar LEGEND

DATE

Events

Online Courses

Classroom Courses

COURSE/EVENT

COURSE/EVENT CODE

LOCATION

Fundamentals of Effective Governance California Law Series Portfolio Management Reserves – What, Why, How Enhance Your Professional Presence Conflict Resolution for Community Managers Ethics for Community Managers Age-Restricted Active Adult Community Management Explaining Financial Statements Assessment Collections Water Management Certificate Course

BDA300 CMM121-124 SPC430 FIN200 CMM200 CMM220 CMM130 SPC420 FIN220 FIN210 WMNC

Online Sacramento Concord Online Concord Concord Sacramento Online Sacramento Online Concord

Insurance Principles Explaining Financial Statements Forum Luncheon Forum Breakfast Advanced Ethics: Leadership & Decision Making Advanced Insurance Principles Advanced Insurance Principles

INS200 FIN220 FRMEB FRMSAC LDR500 INS300 INS300

Online Concord Concord Sacramento Concord Concord Online

The HOA Puzzle The Basics of Association Management (BAM) Series CEO Business Forum Commercial & Industrial CID Management Human Resource Management Reserves – What, Why, How Landscape Water Conference

CMM100 CMM101-102 FRMCEO SPC450 LDR400 FIN200 LWCNC

Concord San Bruno San Diego Sacramento Concord Online Pleasant Hill

WEB WEB INS400 FIN300 CMM130 SPC420

Online Online Concord Online San Bruno San Bruno

APRIL

5

6-7

6-8

12

13

13

14

19

21

26

28

MAY

3

12

17

18

19

19

24 JUNE

1

8-9

9-10

9

9

21

23

JULY

12 Executive Webinar I

19 Executive Webinar II

21 Risk Management in Community Associations

26 Budgeting

28 Ethics for Community Managers

28 Age-Restricted Active Adult Community Management

24

Vision Spring 2016 | www.cacm.org

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1255 Treat Blvd., Suite 300 Walnut Creek, CA 94597

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One Embarcadero Center, Suite 4100 San Francisco, CA 94111

19800 MacArthur Blvd., Suite 300 Irvine, CA 92612

6303 Owensmouth Ave., 10th Floor Woodlnd Hills, CA 94367

415/461-1000 Continued on page 28 www.cacm.org | Vision Spring 2016 25

maintaining high standards

New Individual Manager & Management Business Members

CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these new members from the fourth quarter of 2015!

Individual Manager Members Kathleen B. Arredondo

James K. Jager

Charles Brian Barr

Jennifer J. Knauff

Dana Belli

James J. Knickerbocker

Ann M. Bitter

Tina M. Kramer, CCAM

Matthew N. Bland

Rena R. MacDonell

Donnabelle F. Buban

Kimber Dawn Nold

Michael B. Capps

Timothy O'Keefe

Debbie A. Casey

Jodi B. Pannell

Stephanie M. Chapman

Dave Reese

Ronald G. Clark

Kimberly R. Robinson

Kent A. Dalman

Samantha Romero

Alvin J. Donaire

Alexei C. Shatz

Donna J. Farley

Barbara Singer

Judith Gallardo

Xavier W. Warrick

Rebecca Garrett

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26

Vision Spring 2016 | www.cacm.org

Management Business Members

Homeowners Management Company, LLC (HMC) Concord | (925) 937-1011 www.hmcpm.com Pacific Management Company Bakersfield | (661) 327-0440 www.pmcoffice.com R.E.A. Advisors, Inc. Chino | (881) 611-5598 www.reaadvisors.com Regius Management Group, LLC Cupertino | (408) 442-4449 Wyman Property Management Napa | (707) 224-0400 www.wymanpm.com

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www.cacm.org | Vision Spring 2016 27

A More Moderate House

C

BY JENNIFER WADA, ESQ. CACM LOBBYIST

ommunity

primary election move

managers

to the general election,

can expect to

regardless of party

see opportunities for

preference. This means

developing effective

that business interests

legislation in upcoming

now have the option of

sessions due to a number

supporting the more

of key seats opening in

moderate Democrat in a

this fall’s election. Several

district where Democratic

of the government

registration is high or

representatives CACM

getting more conservative

supports are now in

Democrats elected in a

ranking positions, including Assemblyman David Chiu chairing the Housing Committee. To

Well over one-third of the Assembly Democratic caucus is made up of proud moderates.

better appreciate the

key.

Fifteen years ago, only six Assembly Democrats were

are often an irrelevant minority. And of course, term limits now allow these members to serve twelve

possibilities for impact, understanding the history of California’s political landscape is

state where Republicans

years.

These electoral reforms also have given a somewhat unexpected advantage to deep-pocketed corporations. For instance, campaign committees controlled by the California

considered part of the “mod squad.” Back then, it was somewhat

Chamber of Commerce or financed directly by Chevron,

taboo to be considered part of the moderate block in the midst

Philip Morris and other corporations invested $4.5 million in

of a largely liberal Legislature. An unofficial caucus, other fair-

television ads, mailers and consultants to support 10 Democratic

weather legislators would declare themselves part of this block

candidates in 2012-2014. In one well-known tight Assembly race,

when they needed to court business interests for whatever

Chevron contributed $1 million into the moderate candidate’s

reason. Today, the picture is much different. Well over one-

campaign just days before the election and helped him sail to

third of the Assembly Democratic caucus is made up of proud

victory. The result? A more moderate, business-friendly Assembly.

moderates. And the impact is real. In 2015, the moderates were

So what does this all mean for the community management

able to dilute or stop a number of high profile Democratic

industry? For many of the bills, the impact will be hardly

initiatives. These included unpaid family leave, greenhouse gas

noticeable. But for the high profile bills that propose, for

emission reductions, e-cigarette regulation and minimum wage

instance, to impose recordation fees or otherwise over-regulate

increases to name a few.

private businesses, the moderate voices in the Assembly will

Growth of the moderate bloc is a testament to the success

likely be a check and balance. Sixteen Assembly seats open up

of electoral reform efforts, all aimed at eliminating the extreme

this year as old term limits force legislators to retire. This means

left and extreme right. Proposition 11 in 2008 shifted the

that the mod squad could become even more of a force. And

authority to draw legislative districts away from the Legislature

with longer term limits, we may just be on the start of a new

to an independent commission in order to eliminate the

frontier.

gerrymandering of the past. But the real impetus for the growth of the moderate bloc has been the move to a “top-two” primary system, approved by voters via Proposition 14 in 2010. Under Proposition 14, the two candidates with the most votes in a 28

Vision Spring 2016 | www.cacm.org

Jennifer Wada is an attorney, legislative advocate and principal of The W Group, LLC in Sacramento. She has received accolades for her lobbying in Capitol Weekly and was voted “One of Sacramento’s 15 People to Watch” by Sacramento Magazine.

Gather at the Grand for Craft Beer Tasting & Cornhole Tournament of Champions!

O

n the eve of the CEO Business Forum, CACM will be holding

its first ever Pre-Forum Social Event.

Held at The Clubhouse of the Fairmont Grand Del Mar, this gathering at the Grand will bring together executives from around the state, event sponsors and future leaders from the San Diego area for networking, fun and festivities.

The event will include delicious hors’ de oeuvres and a craft beer tasting featuring San Diego’s own Ballast Point Brewing & Spirits. But the centerpiece of this fun-filled evening will be our 2016 Southern California Cornhole Tournament of Champions. We don’t care if you call it cornhole, bean bag toss, corn toss, soft horseshoes, doghouse, Baggo, or whatever else you might think of. Just plan to be there and join in the fun!

Even if you aren't attending the forum, you can still come to the event for a nominal cost. (Manager member $30; Manager non-member $60).

All registered CEO Business Forum attendees receive complimentary admission. * Four-person teams will compete for top honors.

To participate, teams must be sponsored in advance by an Affiliate or Business member of CACM. For sponsorship details, contact Andrea Hernandez: ahernandez@cacm.org or 949.916.2226, ext. 312.

www.cacm.org | Vision Spring 2016 29

The Makings of a Great Board Member What are the characteristics that make for a great board member?

There isn’t a prescribed checklist of skills, expertise or experience.

There are no absolute requirements to look for on a resume. So, what factors should be included in putting together a description of the dream candidate for an association board?

30

Vision Spring 2016 | www.cacm.org

BY CLINT McCLURE, CCAM

P

rofessional community managers are uniquely positioned to answer that question. As managers, we work closely with our community association boards and help facilitate many functions on their behalf.

We see first-hand what qualities are key to success and what factors get in the way. We count on excellent board members as the recipe for our own success.

Whether you are already on a board or considering throwing your hat into the ring, there are a number of important character traits that can lead you to success as a community board member. Read on to understand what your community and community manager look for in board members and ultimately count on to achieve great outcomes.

BE COMMITTED Community managers experience the best results when working with board members that show commitment to their role on the board. Board members that commit to their role take their board meetings very seriously – taking the time to become truly informed on the issues of the agenda, preparing in advance to ask questions of the manager and coming prepared to make informed and timely decisions. Your meeting time is precious. If your community holds one meeting per month that lasts two hours, that is a total of 24 meeting hours for the entire year. Your community manager and community rely on the board’s commitment to attend the meeting well prepared and to execute critical decisions.

PROBLEM SOLVE WITH A POSITIVE ATTITUDE Associations in California have to meet many challenges head on, such as working with the drought, aging common area elements, complaint-driven communication and ever changing legislation. Managers depend on board members with a problem-solver approach powered by a positive attitude to help the community win and overcome these challenges. Deep within a professional community manager’s DNA is a true desire to help everyone and problem solve for the community. Managers come back meeting after meeting to better the community, and when those managers are supported by problem-solver board members with a positive attitude and that make informed and timely decisions, the sky is truly the limit!

RESPECT MANAGER’S TIME Great board members respect the manager’s time and the professional relationship. A professional relationship between the board members and management means the board understands that the association has delegated many tasks to the manager to service the community.

Take a moment and think of the many tasks your manager accomplishes for your community, every day, every week, every month. Great board members realize unnecessary tasks, interference with association vendors or unnecessary e-mails to their manager interferes with their community manager effectively executing their duties. Community managers completely understand and support that board members have the ultimate responsibility for their community. To ensure you are receiving only the best management service for the association and its’ members, work with your manager to establish check-in times to discuss service and give your manager relationship-building feedback.

CONFIRM, LEAD AND DIRECT Board members need to know what is expected of managers and not assume the manager takes care of everything. Great board members have the leadership skills to recognize what is required in the contractual relationship with their professional management team. Community managers can do almost anything, but they can’t do everything. Therefore, board members need to confirm the community manager’s responsibilities and lead the community to be focused on the issues within the association’s bandwidth of responsibility. Community managers rely on strong boards to keep their focus on what needs to get done and what is the best for the community, even when it is unpopular. Successful board members understand this and direct accordingly. Board members, your managers rely on you to remain strong and steadfast with the conviction to lead by selflessly caring for the needs of the community above all.

Great board members understand that a team approach made up of the board, community members and great management is the proven way for their community to thrive!

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

CACM’s “In the Boardroom” feature is intended to provide key trends, tips and practical advice for association board members. For easy sharing, you can also access this and other archived articles online at www.cacm.org

www.cacm.org | Vision Spring 2016 31

MAKE I THE EFFORT

f you provide a service – any type of service – on behalf of a community

association, you’re probably focused on a number of things related to executing your particular area of expertise. You want to be the best (fill in the blank)

BY SCOTT SWINTON

professional that you can be. You want to be efficient and provide a competitive mix of price and service. In other words, you want to do whatever you can to ensure you will continue to be the preferred service provider for that community.

Those are the types of things you probably think about a lot. Building a sense of community, however, probably is not high on your list of priorities. It may not be on your list at all. Isn’t that someone else’s responsibility … the association board, the community manager, the homeowners?

And, if you are a pragmatist, you may be asking: “Why should I care? It’s not my community.” Well, other than the obvious narcissistic problem with your position, there’s also the problem of maintaining a customer base. You need to keep in mind that working for CIDs is DIFFERENT. These are not normal customers (apply that statement privately as you wish). If you want to benefit from CIDs, then it would be wise to help build and become part of their sense of community.

What can you do? This isn’t rocket science. There are many small steps that you can take – or avoid – to contribute to that sense of community.

32 Vision Spring 2016 | www.cacm.org

Don't Be Obnoxious.

Manage Expectations.

• Don't loiter.

Get to know the norms of individual

• Don't take sides in internal

communities, and don't promise what

community arguments.

• Provide and use proper “facilities.” Yes – that, but also

you can't provide. Avoid giving optimistic information, just to see the homeowner smile. Cultivate accurate expectations.

don't drink out of homeowner's garden hoses or take breaks on their front porch.

Finally, Be Nice.

Contrary to what your mother told you, being nice actually has hurt a few people.

Be Intentional.

• Show up on time.

• Be obvious. Workers should

between that it's worth the risk.

wear clothing that clearly

So make the extra effort. You may just

identifies them with your

discover that it is your community after

company and should be quick

all!

with identifying business cards or ID tags.

But, the instances are so few and far

• Post accurate notices –

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

preferably before unavoidably loud or intrusive common area work begins.

Communicate Appropriately.

• Attempt to perceive who are: homeowners, board members and the community manager. Understanding how you should communicate to each of these people is key. If you don't know, ask the individual who sent you to the job site.

• Return to your service vehicle to make phone calls – especially when “problems” are the subject

• Provide proactive solutions to managers. Photograph problem sprinkler heads, slimy green spas, or dangerously rotting arbors and forward the pictures to the community manager.

www.cacm.org | Vision Spring 2016 33

LECTRONIC A COMMUNITY MANAGER’S GUIDE TO EFFECTIVE COMMUNICATION

NGAGEMENT

BY EMILY YOST

Every community manager has the ongoing task of ensuring that the communities they serve are informed of every important fact that will impact their lives within the community. But how do you do that when some don’t use email and others don’t bother to read what you send out? If you could just get everyone to sign up for a FREE email account and actually use it, your life might be a bit easier!!!

You are not alone. Every industry in the world navigates this same slippery slope. But, believe it or not, there are some tricks to getting them to sign up for an email account, reading your emails and actually engaging with the content you provide them!

Continued on page 36 34

Vision Spring 2016 | www.cacm.org

www.cacm.org | Vision Spring 2016 35

amongst one another by building stronger and more detailed ways to break down communications. A few examples of such companies include GetResponse, Vertical Response, Constant Contact, iContact and MailChimp.

ANALYTICS ARE ESSENTIAL Choose

an email marketing company that provides you with strong analytics. You need to be able to see what percentage of individuals are opening your mail, who isn’t and who is using it as a tool. Without proper analytics, you’ll never know if individuals are actually hearing what you have to say!

MOBILE FRIENDLY, PLEASE! According

to the US Consumer Device Preference Report from MovableInk, 66 percent of all emails are now opened/read on smartphones or tablets and 34 percent are viewed on a desktop. We want engagement with our content to be quick and painless.

Don’t send meaningless email blasts!

Electronic Engagement Continued from page 35

Set your communities up for success!

Commit to printing a flyer and placing that flyer in the hands of every owner you service. Whether it be in an upcoming statement mailing or dropped off by a representative personally, it’s imperative that they hear that you are turning your communication attention to email in an attempt to increase efficiencies, while positively impacting their community’s bottom line.

Close that flyer with a strong call to action with a fun incentive such as, “Please submit your email to our office no later than XX date. Be sure to share with us a fun story of why you enjoy living at _________________. Every story shared will be entered in a chance to win dinner for two at ____________________ and who knows … you may find your story in the next communication!”

Now you are ensuring that while you are sharing important information, you are building relationships within the community through sharing their stories.

Set your company up for success!

CHOOSE A SOLID EMAIL MARKETING CLIENT There

are many to choose from and they are becoming even more competitive

36

Vision Spring 2016 | www.cacm.org

Always ask yourself a few questions before you hit send: • What is the goal of this email? Do you want them to come to a meeting or community gathering? Share their ideas? Login to their account and download documents? Whatever it is, just make sure you are clear on the goal of your email before you start writing.

• Is this actually important to the homeowners? Do they need to have this information? Time is valuable. Be sure you are not wasting their time with meaningless email clutter.

• What do I want them to do with this information? It’s all about ACTION. Whether it be clicking a link to find out more information, taking part in a survey that will give them a voice (without giving you a thousand phone calls!) or submitting a story, you want them to engage with you in some capacity.

Be prepared for the non-email homeowners In your initial flyer, be sure to mention that they are welcome to drop by your office to pick up the most recently sent email newsletter or have them available in a certain location. Be consistent with making those available on a specific day and time.

It will satisfy the NON EMAIL homeowners and give them a new incentive to jump on the electronic bandwagon saving them time, too!

Since you have them standing in front of you, offer up time to teach them how to sign up for and use email effectively. In fact, in your next newsletter, ask homeowners if they would be willing to volunteer to assist those who need training in email (and social media for that matter). A good number of homeowners do have time on their hands and might find this type of involvement much less taxing.

Incentives, Incentives, Incentives

RECOGNITION IS A POWERFUL TOOL!

Spotlight your board members and/ or homeowners. People want to see themselves in print and those who are not spotlighted this month want the next opportunity. They are much more likely to engage in this month’s newsletter (filling out a survey, submitting a story, volunteering for X, Y or Z) in the hopes of seeing themselves showcased the next month.

Spotlight your board members and/or homeowners.

People want to see themselves in print.

TEAM UP WITH LOCAL BUSINESSES:

Advertise a local business in exchange for a giveaway. It only takes one phone call to share with a local restaurateur that your community will be hearing all about their location this month in your newsletter in exchange for a “FREE Dinner for Two” voucher. You will be surprised just how quickly they’ll jump on

achieving professional excellence

the bandwagon for that free advertising.

Encourage both parties to take photos of the night and spotlight them in the next newsletter further building your engagement.

Be Human and Relatable

This newsletter is also your opportunity to relate to the homeowners you serve. Share a comic strip, a tidbit about yourself with a photo, let them know you are having a cookie social in their honor and want them to stop by just to say hello.

People want to work with who they know and who they trust. In the event you miss a deadline or make a simple mistake, your community will be much more willing to forgive you if they know you.

Emily Yost is the Marketing Director at MPS Financial in Rancho Santa Margarita.

Congratulations Managers

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

NEW CCAMs

Dolores A. Acosta, CCAM Attila Acs, CCAM Joe Aguilar, CCAM David M. Alvarado, CCAM Rick Antunes, CCAM Curtis L. Askey, CCAM Brenda L. Baker, CCAM Stacey L. Bantz, CCAM Amanda L. Bauer, CCAM Renee K. Bettencourt, CCAM Erika A. Boza, CCAM Cari A. Burleigh, CCAM Marinel Castillo, CCAM Stacy Coite, CCAM Arlene Collins, CCAM Kristina M. Collins, CCAM Megan R. Daniel, CCAM Jolene M. Elliot, CCAM Macy P. Faumuina, CCAM Christopher Flood, CCAM Jane Frazee, CCAM Adam Frederickson, CCAM Christina R. French, CCAM Goran Handzar, CCAM Janna L. Havener, CCAM Nicholas W. Hofmann, CCAM Tonya L. Kalvass, CCAM

Tina M. Kramer, CCAM Erin E. Lavergne, CCAM James T. Maggio, CCAM Carrissa Martinez, CCAM Jessica L. McCarron, CCAM Patricia L. McHugh, CCAM Derek R. Mobraaten, CCAM John E. Muller, CCAM Judith C. Nixon, CCAM Jessica Oakes, CCAM Terry M. Pellegrini, CCAM Nicholas Ramirez, CCAM Tammy G. Rees, CCAM Troy D. Reis, CCAM Stephanie Schwarzmiller, CCAM Andrew W. Scott, CCAM Peggy L. Shaw, CCAM Laura K. Smyth, CCAM Sue Spencer, CCAM Kim A. Swanberg, CCAM Patrick C. Telfer, CCAM Sandra Thompson, CCAM Lori A. Tishgart, CCAM Eric M. Vifian, CCAM Kari L. Wilkinson, CCAM Cheryl Witherill, CCAM Sonia K. Wright, CCAM Pamela M. Zegers, CCAM

SPECIALTY CERTIFICATES High Rise Community Management Jim Jennings, CCAM-HR Christopher Pettis, CCAM-HR Tom Connell, CCAM-PM.HR

Large Scale Community Management Michele Abdelnour, CCAM-LS James Antoyan, CCAM-LS Nikki Bekish, CCAM-LS Rosanna Cardenas, CCAM-LS Andrea Fidler, CCAM-LS Amy Moore, CCAM-LS Joseph Powell, CCAM-LS Marianne Simek, CCAM-LS

Portfolio Management Carra Clampitt, CCAM-LS.PM Marla Hemmel, CCAM-HR.PM Karen Newsome, CCAM-PM.HR Ed Parada, CCAM-LS.PM

New Development Community Management Crystal Griffin, CCAM-ND Morgen Hardigree, CCAM-ND www.cacm.org | Vision Spring 2016 37

upcoming courses & events

Southern California Spring Calendar LEGEND

DATE

APRIL

5

6-7

7

7

12

13

13-14

14

19

20-21

26

27-29

28

Events

Classroom Courses

COURSE/EVENT

COURSE/EVENT CODE

LOCATION

Fundamentals of Effective Governance California Law Series Ethics for Community Managers Enhance Your Professional Presence Reserves – What, Why, How The HOA Puzzle The Basics of Association Management (BAM) Series Human Resource Management Age-Restricted Active Adult Community Management California Law Series Assessment Collections Large Scale Community Management Explaining Financial Statements

BDA300 CMM121-124 CMM130 CMM200 FIN200 CMM100 CMM101-102 LDR400 SPC420 CMM121-124 FIN210 SPC410 FIN220

Online Laguna Hills Camarillo Camarillo Online Laguna Hills Palm Desert Torrance Online San Diego Online Playa Vista Laguna Hills

MAY

3

10

11

11

11-12

12

18

18

18-19

24

Insurance Principles Forum Luncheon Explaining Financial Statements Forum Luncheon The Basics of Association Management (BAM) Series Water Management Certificate Course Ethics for Community Management Conflict Resolution for Community Managers California Law Series Advanced Insurance Principles

INS200 FRMLA FIN220 FRMVEN CMM101-102 WMSC CMM130 CMM220 CMM121-124 INS300

Online Culver City Palm Desert Camarillo Torrance Laguna Hills Torrance Torrance Palm Desert Online

JUNE

2

7

8

8

9-10

14

15

15

15-16

16

16

21

23

29

Forum Luncheon Forum Luncheon Ethics for Community Managers Conflict Resolution for Community Managers CEO Business Forum Forum Breakfast Ethics for Community Managers Advanced Insurance Principles California Law Series Ethics for Community Managers Conflict Resolution for Community Managers Reserves – What, Why, How Risk Management in Community Associations Explaining Financial Statements

FRMOC FRMSD CMM130 CMM220 FRMCEO FRMCV CMM130 INS300 CMM121-124 CMM130 CMM220 FIN200 INS400 FIN220

Costa Mesa San Diego Ontario Ontario San Diego Palm Desert Laguna Hills Laguna Hills Torrance San Diego San Diego Online Laguna Hills Camarillo

WEB WEB FIN300

Online Online Online

JULY

12 Executive Webinar I

19 Executive Webinar II

26 Budgeting

38

Online Courses

Vision Spring 2016 | www.cacm.org

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ETHICS

IN ACTION

To Be or Not To Be ...

ETHICAL?

BY EDWARD EMIL SZAKY, CCAM

R

ecent news reports have pointed to a number of examples of what appear to be decisions and actions driven by what we can acknowledge as “poor” ethics. For the sake of brevity, I will mention just a few. It was discovered that Volkswagen had recently presented distorted and false data to regulators and its customers about the performance of its vehicles.

It is interesting to note here that this is not a small, obscure company but an international corporation, and the scale of its misrepresentation is huge. Simply put, the company lied to just about everyone to sell its vehicles.

A second example is the CEO of Turing Pharmaceuticals, Martin Shkreli. He quickly went to being the world’s most notorious executive when he bought a company that manufactures a life-saving drug, and in order to increase the profits, raised the price from $13.50 to $750 per tablet.

Lastly, there is the matter of FIFA, the organization that heads international soccer, whose executives were arrested for corruption. Apparently they were taking bribes to fix the geographical location of important matches. These are clearly situations that can easily be identified as breaches in what the average person would call ethical conduct.

I have managed shopping centers, office buildings, industrial parks and apartments.

My personal belief is we work in what is perhaps the most challenging sector of real estate management. One of the primary reasons for this is the many different personalities and perspectives we deal with during the course of our daily function as managers and the often complex situations we encounter as a result of those interactions.

We encounter many situations that create both ethical and legal dilemmas in our communities. We deal with people’s homes, their problems with their neighbors, pets, drugs, parking, noise, and the sometimes difficult challenge of enforcing rules regarding these issues Continued on page 42

40

Vision Spring 2016 | www.cacm.org

Daily, we encounter many situations that create both ethical and legal dilemmas in our communities.

www.cacm.org | Vision Spring 2016 41

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 2015!

A Quality Pest Control Laguna Hills | (949) 463-0263 www.aqualitypestcontrol.com Barcode Automation, Inc. Winter Springs | (407) 327-2177 www.barcode-automation.com Behr Paint Santa Ana | (714) 545-7101 www.behr.com Bozzuto & Associates Insurance Services, Inc. Campbell | (408) 680-0216 www.dbinsurance.com California Arborist Companies Los Angeles | (562) 689-3280 www.californiaarborist.com

The Professional Tree Care Company Berkeley | (510) 549-3954 www.professionaltreecare.com Silicon Beach Insurance Los Angeles | (310) 745-0191 www.siliconbeachinsurance.net South Coast Restoration, Inc. Laguna Hills | (949) 951-3637 www.southcoastrestoration.com Southern Cross Property Consultants San Diego | (619) 655-7934 www.southerncrosspc.com Vasin Sign & Design Laguna Hills | (949) 382-6366 www.vasininc.com

Corwell-Cansler Insurance Agency San Mateo | (650) 763-8844 www.farmersinsurancesanmateo.com Flexground Surfaces Inc. Roseville | (916) 474-5431 www.flexground.com Fornesi Insurance Agency Farmers Insurance Burlingame | (650) 343-6521 www.farmersagent.com/bfornesi Green Vine Landscaping, Inc. Santa Rosa | (707) 217-7507 www.greenvinelandscaping.com Just Smart Business Technologies, Inc. Murrieta | (951) 968-7066 www.justsb.com

To Be or Not to Be …

Continued from page 40

that may be poorly worded, ambiguous or simply vague. Examples you may have seen include: • A member of the board of directors uses his or her authority to engage the services of a vendor that is owned by a relative or a business in which they have a financial interest.

• A board of directors wishes to waive its member’s assessment payments in exchange for services provided.

• A board or individual board member wish to take action to enforce the governing documents or rules without engaging in due process or takes action which is directly contrary to the governing documents.

• A board member that incites other members of the community to support their position by divulging privileged board conversations or matters discussed in executive session.

• A resident or board member that spreads defamatory gossip or innuendo maligning or slandering another resident or board member.

• A manager uses his influence to obtain special services from vendors.

All of these situations easily border on discrimination, defamation, slander, harassment and other potential legal problems. While it is well beyond the scope of this article and my ability to determine the reasons why we do things, the fact is that our motivation and actions are as varied as we are as people. Each of us has multiple reactions to stimuli and situations depending on our circumstances, education, timing, age, experience, etc.

Within this complicated context called human nature, what’s the bottom line? I believe it is important for each of us to strive to ennoble our character through any manner we believe to be effective and viable. Develop a personal “moral compass” and you will simply be able to look into the mirror and know intuitively whether you have done something that isn’t “quite” right.

Professionally, it is necessary that we both work with, and adhere to, a code of ethics. It is critical that we have a standard of conduct which we as an industry espouse and live by. Fortunately, we have access to industry guidelines and existing codes of ethics that have been developed not only for us as practicing professionals, but also for the boards for whom we work. Part of our function as effective managers should be to become familiar with the tenets of our Manager Code of Professional Ethics and Standards of Practice and to encourage boards to adopt and use the policy that is applicable to them. If your board does not have one, CACM’s Manager Toolkit contains a sample Board Member Code of Ethics. We have the guidance and tools to maintain a high level of professionalism in our industry. Now it is up to each of us to do the work of holding ourselves and our boards accountable.

Ed Emil Szaky, CCAM is the owner of Matrix Association Management, ACMB in Walnut Creek and has been a member for nine years.

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www.cacm.org | Vision Spring 2016 43

Video is now the most effective communication

Stories engage an audience the way l

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By Keven Hempel & Sabrina Franklin

medium

BRIDGING THE COMMUNICATION GAP WITH VIDEO Effective communication is one of the best tools available for building a strong, vibrant community – communication that is clear, concise and engaging ... communication that cuts through the clutter. Unfortunately, that’s often easier said than done, especially when we rely solely on traditional communication methods and channels.

We exist in an age of online noise and social distraction that has reduced our attention span.

Traditional text readers are quickly evolving into tech-savvy video viewers who prefer the medium of visual content to digest information and new ideas. Video is the ideal medium to deliver communication to your audience, as it naturally commands attention and promotes engagement in this age of information overload.

THE POWER OF DIGITAL STORYTELLING Whether you are trying to communicate a vision, sell a solution or provide an explanation, digital storytelling through video is a powerful business tool and a constantly expanding medium that can’t be ignored. Video is appealing to both sight and sound and leverages the art of effective communications where less is always more. Video leaves a memorable impression that is easy to recall and share with others. Video is the fastest growing method of online communication and shows no sign of slowing down anytime soon. In fact, Cisco predicts that by the year 2017, video will account for 69 percent of all consumer internet traffic.

Continued on page 46

logic and bullet points fail to deliver

www.cacm.org | Vision Spring 2016 45

Bridging the Communication Gap Continued from page 45

Incorporate video into the communication plan Although the technology behind video media is evolving day by day, the technique and best practices behind good storytelling has largely remained the same: a welltold story is one of value and personal transparency. Just like every other piece of content you create to promote your brand or community, you should start with a written communication strategy and storyboard that clearly outlines the video production process, from preparation to promotion of a finished product. Below is a list of key considerations to factor into your communications strategy before your start filming: Ask yourself why you are creating the video Are you looking to spotlight the members of your team? Capture board testimonials endorsing your services? Maybe you are considering using mobile devices to record site inspections and vendor walks that can be shared with people who cannot

Video content can easily be integrated into company and community websites, email marketing blasts and social media platforms.

attend? Perhaps your organization can benefit from developing educational videos that explain basic practices and procedures that govern HOA living? Or, maybe your goal is to share your corporate values and company culture in a transparent fashion? In all cases, you want to have a clear communication and distribution strategy that will carry the mission behind your message.

Decide what audience you want to reach Good video is relevant to the viewers’ interests and needs. Brainstorming a persona 46

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ELIMINATE

of the audience for whom you are creating your videos is essential in the early stages of video planning. Will it be a simple smartphone video to send to a service provider about a repair that needs to be made or will you require a professional production video that will require editing? Whichever the case, being clear on who your target audience is and what pain points you are solving for them via your video will (1) assist you in setting the scope of production skill needed and (2) point you towards the platform best suited to deliver your content. Video content can easily be integrated into company and community websites, email marketing blasts and social media platforms.

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Set the scene When and where you capture your video is a key factor in how well your audience will receive and respond to your message. When selecting a filming location, avoid background environments that are distracting and take into consideration quality of lighting, sound clarity and the appearance of the speaker who will be featured on camera. One of the many benefits of shooting video is that you have the ability to review and refine your delivery with multiple takes until you feel comfortable with the performance.

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Capture authenticity and transparency Whatever information you would like to convey to your audience, do so with an authentic voice that is personal and that emphasizes the desire to connect on a meaningful level. Don’t fear truth or transparency. Remember vulnerability creates value and builds trust from your viewership. Identify the central issue relevant to your topic and viewers and work to offer insights and solutions that can add value to your clientele.

Share it!

Not everyone is a natural their first time on camera and not every video you produce will receive viral viewership or wide acclaim. And that’s Okay! Like any other craft, practice will lead to a more polished product in time. The best course of action is to publish a video with which you feel comfortable and solicit feedback so you can continually refine your approach.

Scalable Solutions Creating you own video messaging in-house is more accessible than ever. The rapid advancement of technology has brought a multitude of video production tools and resources into the marketplace that now empower the average person to tell a story with the use of a smartphone or basic digital camera. To invest in a more polished production that will be used by your company as a core media asset, enlist the services of a professional Continued on page 48

Effective General Counsel

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Bridging the Communication Gap Continued from page 47

videographer who can help you develop a video marketing strategy and enhance the video quality by incorporating additional lighting and sound technology as well as advanced editing services for a professional finish.

To illustrate the power of video storytelling, Sabrina Franklin of Momentum Marketing produced a series of videotape interviews with more than a dozen CACM members at the Northern California Law Seminar & Expo. All of those interviews are now available on YouTube.

Christian Ellingson, CCAM with Smith Ranch Homes, explains how CCAM certification has helped him advance in community management.

Laura Ravazza, CCAM with Homeowners Management Company, explains how CACM has helped her career growth.

Robin Romo, MCAM-HR with CitiScape Property Management Group, talks about how CACM has helped her rise through the ranks and achieve success in the community management industry.

Jacqueline Dynes, CCAM with DyneNamic CID Management, talks about the value of certification.

Bruce Ratliff, CCAM-HR with Eugene Burger Management Corporation, explains why a specialty designation has been important to him.

Time to rise up and start your video storytelling As a society that carries the ability to instantly communicate and connect to one another, everyone has the capability to become a digital storyteller. Don’t be afraid to share your story, because that is what ultimately builds the bridge, stimulates meaningful interaction and strengthens our ties within our community. If you’re not yet using video to inform and engage your target audience, now is the time to start integrating this medium into your communication strategy.

“If a picture is worth a thousand words – video is priceless.”

John McAuliffe Sabrina Franklin is the Principal Strategist at Momentum Marketing in Walnut Creek. Keven R. Hempel is the Founder of True North Services Inc. in Livermore.

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show your support

Thank You to Our Sponsors

Thank you to our 2015 fourth quarter sponsors for their generous contributions. The next time you encounter a CACM sponsor, please join us in acknowledging the work and generosity of these supportive members.

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www.cacm.org | Vision Spring 2016 49

Northern California Law Seminar Delivers on Promise

O W H E R E+ N

Sometimes more - really is more! That describes the 2016 Northern California Law Seminar & Expo, which offered more breakout sessions, more networking opportunities and more fun than ever before. Not surprisingly, the event also attracted more exhibitors, sponsors, speakers and attendees!

In the General Session, CACM President & CEO David Zepponi introduced the organization’s new Vision as well as a Master Plan that encompasses membership, certification and accreditation options for individuals, businesses and affiliates (service providers). “The new three-tiered membership programs provide accessibility to all regardless of industry experience or knowledge. Whether your objective is to get to know the industry, develop your professional knowledge, advance your career or grow your business, there is a membership level that is right for you. And, CACM is uniquely positioned to offer you value-added products and services to help you achieve success.” Zepponi said.

Law seminar attendees said they appreciated the wide variety of breakout sessions, the legislative and case law updates, information and perspective from industry leaders, excellent speakers and opportunities to interact with industry peers.

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AWARD WINNERS

“I loved the breakout sessions! More to choose from and more informative for the situations I encounter as a manager,” said Kelly Moss, CCAM-PM with Eugene Burger Management Corporation.

DAN KOCAL SCHOLARSHIP AWARD Jayme Morris, CCAM, Corona

“I loved the face lift on the entire program.

I felt that the time and energy spent in the new education opportunities and new CACM model was wonderful, fresh and exciting. My favorite part as always is the attorneys case law session, specifically when the attorneys are quick and clear and witty,” added Kassie Ulen, CCAM with The Hignell Companies.

Attendees also had ample opportunity to meet with service providers and learn about their product and service offerings in the “Made in California” exhibit hall and at various social functions. Brenda Teter, CACM’s director of communications and membership, noted “I can’t say thank you enough to our exhibitors and sponsors. Thanks to their financial support as well as our volunteer speakers, we are able to offer our attendees an amazing program at an incredible value. Similar conferences often charge four or five times as much to attend.”

Continued on page 52

VISION AWARD WINNERS RISING CHAMPION Maj Khan, CCAM (Not Pictured), San Francisco MANAGERS’ CHOICE Robin Romo, CCAM-HR, San Francisco LEADERSHIP Kim Flickner, CCAM, Walnut Creek Melissa Hajostek, CCAM, Oakley EXCELLENCE IN SERVICE Andrea Dunifon CCAM, Folsom

www.cacm.org | Vision Spring 2016 51

Thank You to Our Sponsors

Northern California Law Seminar Delivers On Promise Continued from page 51

Additional seminar highlights included the presentation of the Don Kocal Scholarship Award, the Northern California Vision Awards and Exhibitor Awards for Best Product Knowledge, Best Theme Interpretation, Most Engaging Booth and Best Overall Booth.

There truly was an abundance of memorable moments, and for many attendees their favorite highlight was the Manager’s Therapy session that ended the conference.

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Rolf Crocker, CCAM and CEO of OMNI Community Management, set the tone for that session by playing guitar and leading attendees in a chorus of “Peaceful, Easy

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MADE IN CALIFORNIA EXHIBITOR AWARDS

Best Overall Exhibitor Booth – Pro Solutions

Best Product Knowledge – A-One Construction, General Contractors

Best Theme Interpretation – CID Insurance Programs, Inc. Most Engaging Booth – Hughes Gill Cochrane, PC 52

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Feeling” – an impromptu and timely tribute given the recent passing of Eagles co-founder Glenn Fry. Following the conclusion of the event, Laura Ravazza, CCAM with Homeowners Management Company posted on Facebook, “I was in this class and he was GREAT! Very inspiring group, hope this class continues.”

Enough said!

www.cacm.org | Vision Spring 2016 53

A Brief Look at CACM’s New Membership Programs Flexible, accessible, value-packed … those are just a few characteristics that describe CACM’s new membership plans.

Each category of membership – individual, business and affiliate (service providers) – is broken into three tiers. There’s a low cost, limited benefit level designed for folks who are just getting to know the industry; a middle tier that’s roughly comparable to CACM’s traditional memberships; and a premium tier loaded with added benefits and value.

For newcomers to the industry, the new lower tiers provide a low-cost, low-commitment introduction

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to CACM and the community management industry. For active and experienced industry veterans, the added benefits of the premium tiers quickly pay for themselves.

Professional Development Through Individual Membership Individual managers can join at the Apprentice, Pro or Pro Plus levels. Each level offers specific benefits such as professional development and networking opportunities, access to forums and conferences, certificates and designations, professional tools and resources, CACM’s Career Network and peer engagement. Apprentice level members can explore the basics in the HOA Puzzle course, while

Pro and Pro Plus members can build on their general knowledge or focus on industry specialties.

Although certification is independent of membership, a key benefit of individual membership is the ability to pursue the certifications and designations that best match the member’s interests and responsibilities.

Becoming a Certified Community Association Manager (CCAM) demonstrates that an individual has the fundamental knowledge needed to manage a community association. CACM also offers a Community Association Financial Management (CAFM) certification and a designation for Community Association Management Executives (CAMEx).

Specialty certificate programs are available in High Rise, Large Scale, Portfolio Management and New Development Community Management. Individuals can earn designations in addition to the certificate, including adjunct specialty designations for Age-Restricted Adult Community Management and Commercial & Industrial CID Management. Finally, the ultimate achievement for

FOR NEWCOMERS TO THE INDUSTRY, THE NEW LOWER TIERS PROVIDE A LOW-COST, LOW-COMMITMENT INTRODUCTION TO CACM AND THE COMMUNITY MANAGEMENT INDUSTRY. FOR ACTIVE AND EXPERIENCED INDUSTRY VETERANS, THE ADDED BENEFITS OF THE PREMIUM TIERS QUICKLY PAY FOR THEMSELVES.

Continued on page 56

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community association managers is the Master of Community Association Management or MCAM. This is the highest professional recognition available for California community association managers.

Added Value for Businesses Management businesses can join at the StartUp, Business or BusinessPlus levels. As the name suggests, StartUp membership provides a low-cost introduction, but has limited benefits. Business level membership has a slightly higher cost, but many more benefits, and savings associated with those benefits quickly add up. And the comprehensive BusinessPlus plan has the highest cost, but quickly pays for itself.

Through several recently formed alliances, Business and BusinessPlus members have access to several new services to help them operate more efficiently and effectively. Those include:

• Professional HR and Benefits Program – This program allows your business to costeffectively outsource administration of health benefits, retirement solutions and other

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James Garner | 972.738.0247 james.garner@nabrnetwork.com www.nabrnetwork.com 56

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employee benefits. By becoming part of a larger pool of employers, you are able to offer better benefits while reducing your cost of administration.

• Asset Protection Compliance ProgramSM – By letting the professionals vet your contractors for you, your business can reduce staff workload and mitigate risk at the same time.

• Risk Protection ProgramSM – Designed specifically for our industry, this program helps you mitigate risk and protect your business. It combines effective risk management services with industry specific insurance programs like master fidelity, cyber theft and liability, directors and officers’ liability, professional liability, business office insurance and workers' compensation.

Of course one of the greatest current challenges for community management businesses is finding, training and developing highly qualified managers

and staff, and CACM has a number of programs to assist businesses in this area. That includes the CACM Career Center, courses, events and much more. And, CACM is innovating in this area as well, now giving BusinessPlus members a new tool to find potential new employees through job candidate leads, including individuals currently working outside the industry.

Business members also can access accreditation as an Accredited Community Management Business or ACMB – which was formerly known as ACMF. ACMB status offers businesses instant and unparalleled recognition as a “professional” and leader in the community management arena and communicates that a business and its employees adhere to the highest California state-specific industry standards.

Lastly, business members continue to have access to a broad assortment of powerful marketing tools including advertising and listing opportunities, high-quality promotional materials, press releases, logo use and more.

Affiliate Members Get That Too! Business services and marketing opportunities also are key features of CACM’s affiliate membership programs. Affiliate memberships include Associate, Affiliate and Advantage levels.

All affiliate tiers include attendance at the HOA Puzzle course and one regional forum at the member rate as part of their benefit package.

Affiliate and Advantage members also have access to the Professional HR & Benefits Program, and Advantage members can participate in the new Vetted Service Provider program. Other marketing and new business development program benefits vary by membership level.

In summary, CACM’s Master Plan includes a membership category and level designed to meet everyone’s unique needs. Flexible, accessible and value-packed – choose the membership that’s right for you!

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2016

CHAIR Kathryn Henricksen, CCAM FirstService Residential California LLC

Melissa Bell, CCAM The Management Trust Kocal Division, ACMB

Carra Clampitt, CCAM Eugene Burger Management Corp.

Gordon Goetz, CCAM The Management Trust Goetz Manderley

Phyllis Harkins, CCAM Palm Desert Country Club Association

Tiffany Lynch, CCAM The Management Trust – Transpacific, ACMB

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VICE CHAIR John Cligny, CCAM Association Management Co. LLC

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Amber Nelson, CCAM

Rob Etnyre, CCAM Tahoe Donner Association

Diane Houston, CCAM The Management Trust – Transpacific Management Service, ACMB

Robin Romo, CCAM-HR CitiScape Property Management Group

SECRETARY René Decker, CCAM PowerStone Property Management

Thomas Freeley, CCAM-HR Packard Management Group

Kendrah Kay, CCAM PowerStone Property Management

Melinda Young, CCAM Walters Management, ACMB

HELP SHAPE THE FUTURE OF THE COMMUNITY MANAGEMENT INDUSTRY

Earn the CAMEx Designation

There are many opportunities to serve, and we want you! Whether you are ready to join the CACM board of directors or are just starting your involvement with our organization, your participation will be welcomed and valued.

•

Speak or be a panelist at a CACM event

•

Author articles for Vision magazine or the Law Journal

•

Serve on our Legislative Committee and/or help to lobby specific public policy issues

•

Support and participate in our Political Action Committee

•

Teach a course or lead a case study discussion

•

Review candidates for Specialty or MCAM certifications

•

Attend the CEO Business Forum

CACM board of director nominations are made in the fall and elections are held in early December. Successful candidates for the board are able to demonstrate a record of service and leadership within the industry. Why not start building that record today?

Individuals interested in serving CACM in any capacity should complete a Statement of Interest form at www.cacm.org.

The CAMEx designation is for those members of CACM who have the highest level of decision-making authority within a management business or community and who are responsible for the strategic direction of their organization including oversight of public policy and keen awareness of macroeconomic factors affecting the community management industry.

The CAMEx is an acknowledgement of your contributions to the industry and your willingness to help shape the industry for the good.

For more information visit www.cacm.org