Vision Magazine Summer 2020

Vision SS U UM MM M EE R R 22 00 22 00

THE VOICE OF THE VOICE OF THE CALIFORNIA CALIFORNIA COMMUNITY COMMUNITY MANAGEMENT MANAGERS INDUSTRY

ial c e Sp ift!

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WE WENT VIRTUAL Technology kept us connected during shelterat-home.

36

PERSPECTIVES

A broad view leads to success between developer, manager and association.

47

SB 326

HE DT LOAOSAIC N DOWVER M page 3!

CO tails on De

The new balcony/deck bill explained.

Online Tools to Make Your Job Easier!

Course Calendar and Registration

Industry Partner Directory Find just about any type of service provider for your community easily and quickly. Our online directory includes phone number, website, main contact and email for each company listed as well as service regions. Alphabetical and searchable listing.

CACM has transitioned face to face courses to an online platform. Turn to page 58 to view the latest offerings.

https://cacm.org/resources/industry-partner-directory/

Exclusive Member Resources Industry data, member logos, archives of Vision Magazine, archives of The Law Journal, archive of myCommunity newsletters, certification brochures, legislative resources, Ethics Toolkit, Basics of Association Management Toolkit, California Law Toolkit, Governing Documents, Law Seminar Archive and more!

Career Center Looking for your next community manager? The career center is the place to post your opening. Managers looking for new opportunities: this is your first stop!

http://careers.cacm.org/

cacm.org 2

Vision Summer 2020 | cacm.org

in this issue

features

on the cover CALIFORNIA ESSENTIAL: Find yourself in the mosaic! We feature members during the COVID-19 quarantine working from home in this community management industry mosaic.

We were virtual, but together during the past few challenging weeks. This is a special mosaic art piece CACM has created just for you. Download the wallpaper to encourage you daily.

29

14 18

CACM EXPANDS ONLINE COURSES TO SUPPORT MANAGERS IN UNPRECEDENTED TIMES

20

ADJUST YOUR POINT OF VIEW: A BROAD PERSPECTIVE CAN HELP YOU MANAGE YOUR RELATIONSHIPS WITH VENDORS AND HOMEOWNERS

By Scott Swinton and Todd Greisen, CCAM

26

MORE THAN WORDS: HOW TO COMMUNICATE EFFECTIVELY WITH BOARDS AND STAFF

By Hamlet Vazquez, MCAM-HR

29

news bits 7

11

32

Members in the News You Said It! Join Us on Social Media

23

Congratulations Managers

24

California Legislative Update

39

New Individual Manager and Management Company Members

52

New Industry Partners

53

Thank You To Our CACM Donors

63

Thank You Sponsors

54

5

From the Roundtable

34

In the Boardroom

58

Course and Event Calendar

36

42

President’s Message

10

33

40

departments

47 50 54

14

LESSONS FROM INNOVATORS: STANDOUTS FROM THIS YEAR’S VISION AWARDS

By Lori R. Storm, CAMEx, CCAM

56 60 61

WORKING THROUGH COVID-19: WE ASKED, YOU ANSWERED – CHALLENGES, WINS AND SURPRISES FROM WORKING AT HOME

By Lynette Bertrand, Communications Manager, CACM COMMUNITY MANAGER SAVES LIVES WITH PLASMA DONATION

By Lynette Bertrand, Communications Manager, CACM FUN VIRTUAL EVENTS: KEEPING COMMUNITY DURING COVID-19

By Sarah Touchi HOW DEVELOPERS, MANAGERS AND HOMEOWNERS’ PERSPECTIVES COME INTO PLAY IN THE SUCCESS OF A NEW COMMUNITY

By Andrew Hay, CAMEx, CCAM-ND.PM JOIN THE #CACMCHALLENGE: SHARE HOW YOU ARE APPLYING THE #CACMCHALLENGE IN YOUR LIFE ANOTHER PERSPECTIVE: NEW HOA ACCOUNTING PRINCIPLES

By Don Haney, CPA SB 326: WHAT DOES IT MEAN TO YOU AND THE ASSOCIATIONS YOU MANAGE

By J. David Rauch BATTLE OF THE BORERS: ONE MANAGER’S PERSPECTIVE ON DEALING WITH A BEETLE INFESTATION

By Marilyn Smith, CCAM DIGITAL DASH WRAP UP: OUR FIRST VIRTUAL 5K! A SPECIAL THANKS TO ESSENTIAL WORKERS HISTORY IN THE MAKING: CACM HOSTS FIRST-EVER VIRTUAL LAW SEMINAR

By Lynette Bertrand, Communications Manager, CACM VARSITY AND KELLY MOORE GIVE BACK

cacm.org | Vision Summer 2020

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Vision

THE VOICE OF THE CALIFORNIA COMMUNITY MANAGEMENT INDUSTRY

Summer 2020 • Vol. 29, no. 2

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President & CEO | Thomas Freeley

tfreeley@cacm.org | 949.916.2226, ext. 315

Editor | Emily Yost eyost@cacm.org | 949.916.2226, ext. 313 Managing Editor | Lynette Bertrand lbertrand@cacm.org | 949.916.2226, ext. 323 Advertising | Melissa Hurtado mhurtado@cacm.org | 949.916.2226, ext. 318

Editorial Advisory Committee Todd Greisen, CCAM Contra Loma Estates

Scott Swinton Unlimited Property Services, Inc.

Andrew Hay, CCAM-ND.PM The Helsing Group, Inc., ACMC

Sarah Touchi Genevation, Inc.

Clint McClure, CAMEx, CCAM McClure Management, Inc.

Hamlet Vazquez, MCAM-HR Action Property Management, Inc., ACMC

Lori R. Storm, CAMEx, CCAM The Management Trust – Northern California, ACMC

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

Magazine content copyrighted 2020. 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 or service does not constitute an endorsement by CACM. CACM assumes no responsibility for return of photos or art and reserved 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. 91 6 . 2226 | communications@cacm.org

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president’s message

A

s I looked out my office window over the past few months, I’ve seen a growing increase in traffic. Some pessimists will think “OMG, the traffic is back.” But I look at it as an anxiousness to get back to what we feel is normal. I view it as optimism, or better put, opportunity.

We’re managers and industry professionals in the community management industry. We’re used to adjusting daily, often hourly or minute-by-minute.

These last few months have been a challenging and difficult (okay, very strange and weird) time that had a negative impact on many people on an unprecedented global scale. But for me, that was an opportunity to learn. I took advantage of that time to learn how we can change. How we can adapt to this strange new norm. How CACM can offer you, the valuable members we serve, an opportunity to continue to learn in a virtual world that has been thrust upon us. I learned, or rather was reminded, of the incredible industry partners, both corporate and individuals, that I have had the honor of knowing for many years, and whom I now serve.

The kindness and generosity of our industry partner donors (see who these companies are on page 53) that stood beside us in our efforts to move forward is overwhelming. But it didn’t stop there. On the tails of being forced by government mandate to cancel the Southern California Law Seminar and Expo and the related challenges, we changed the annual membership renewal dates for industry partners from a calendar year to July 1 to June 30 fiscal year. But again, regardless of the results from the pandemic impacting all of us, the industry partners that were able to help did just that. It is a reminder to me exactly how valuable our industry partners are, not just to CACM, but to all managers across California.

But it didn’t stop there. I heard of the challenges being faced by managers and management companies trying to adjust to a new virtual working world. Individuals that were sick, or had family members sick. Children’s schools canceled. Internet challenges. Not enough technical knowledge or equipment. How do we follow statutes, CC&Rs and bylaws in this new style of business? How do I open up a common area safely? We had a quick study of what the CDC was, what the WHO is (um, no, not the vinyl rock band, although there was plenty of that). I heard the stories of people overcoming these challenges. I heard of managers balancing work/life/babysitting/homeschooling/site visits and emergencies all at the same time.

I have no idea at the moment what our future looks like in terms of events, personal gatherings for expos, education or networking. What I do know is that we’re professionals in the community management industry. We’re essential workers to those communities. Increased traffic? Who cares?! I see increased optimism. I see opportunity. I see professionalism in each of you.

Until we get to see each other in person again, I hope you and your family, both personal and professional, stay safe, healthy and happy.

Thomas Freeley, CAMEx, CCAM, President & CEO cacm.org | Vision Summer 2020

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members in the news Associa Northern California hires Long and Young Sandra Long recently joined Associa Northern California as the branch’s new Vice President and Dan Young joined as new Business Development Manager. Long has more than 20 years of property management experience.

She has served in a variety of capacities, including community manager, director of operations, and vice president, and worked for a non-profit company that provided affordable housing. She specializes in managing communities under threat of financial, physical, legal, and political challenges. Young brings both direct homeowner association and condominium association management experience to Associa Northern California. Outside of community management, Young worked on the legal side of the industry, advocating for communities that needed assistance with complex issues.

Jake Parvino returns to Seabreeze

Jake Parvino has joined the Seabreeze Management Company, Inc. as Vice President of the Los Angeles region. Parvino will oversee all of the region’s operations, including management and strategic direction, project management, budgeting and personnel. Parvino joins the Seabreeze team for the second time. Previously, he served as the General Manager of two Seabreeze communities in the Los Angeles area. “Jake is the perfect fit for the Los Angeles office,” said Isaiah Henry, CEO at Seabreeze. “Thanks to his previous experience with the company, he understands our mission. Even though we are in uncertain economic and financial times, it is still so important that we continue to invest in our communities. Having Jake on board to lead our Los Angeles team and serve our board members and residents is absolutely the right choice— and I couldn’t be prouder of his return to Seabreeze.”

Kim Province joins Rayco Exteriors Kim Province recently joined the Rayco Exteriors team. She brings over 20 years of experience in marketing, account and relationship management, including a diverse background in construction. As a business development professional for a general contractor, she facilitated hundreds of large-scale reconstruction projects in homeowner’s associations and multi-family communities. She then led the Southern California business development for a leading law firm where she learned to manage the intricacies of construction defect litigation, gaining expertise in the builder’s right to repair laws and process, and ultimately acting as a liaison between owners, experts, designers and repair contractors.

Province was introduced to the common interest development industry while serving on her homeowner’s association board of directors. She can be reached at kim@raycoexteriors.com.

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members in the news Harvest Landscape hires Amanda Gray Harvest Landscape Enterprises Inc. recently welcomed Amanda Gray as Director of Sales and Marketing to support strategic growth in emerging markets. Gray comes to the company with 20 years of experience in business development and marketing and a deep understanding of the HOA industry. Her primary focus will be growth initiatives in San Diego, the Inland Empire and Coachella Valley markets. Gray is a leader in the CID industry and has been recognized by her clients and industry peers for providing exceptional service and support to the CID industry throughout Southern California. “Hiring Amanda corresponds with Harvest’s growth strategy,” said CEO Steven Schinhofen. Harvest Landscape Enterprises is headquartered in Anaheim and focused on landscape maintenance for homeowner’s associations and commercial properties

Managers welcome new additions to their families This past spring saw the arrival of several babies for community managers. Lizbeth Rodriguez of Karpe Real Estate Center in Bakersfield recently welcomed baby Joel Moreno. Joel was born April 28, weighing 8.9 pounds.

Amanda McGinley, CCAM-PM, of Powerstone Property Management ACMC welcomed baby Addyson on April 23, weighing 9.6 pounds and 21 inches long. And Harmony McNaughton, CCAM, of Canyon Lake POA welcomed baby Cambria on March 19, the same day that the state shut down due to COVID-19. “I’m thankful that my husband was able to be with me for her birth,” she shared. “It’s

throughout Southern California. Gray can

been quite interesting in quarantine and

be reached at amanda.gray@hlei.us.

a bit sad that none of the grandparents or

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members in the news Tracy Barillas joins CACM

Did You Know?

As our world becomes

Tracy Barillas is the new Executive & Event

increasingly virtual, CACM is

Management Assistant at CACM. She joined in late

responding to these changes

May. Barillas previously worked as a Public Relations

with digital publications. The

and Marketing Coordinator in the AV industry.

annual Resource Guide, and

She has her Master of Science in Marketing from

quarterly Vision magazine

Southern New Hampshire University and Bachelor

and Law Journal are now

of Arts in Public Relations

fully interactive publications,

from California State

providing embedded links

University, Dominguez Hills. Barillas is a diehard Dodger fan and enjoys reading DC Comic graphic novels in her spare time.

She can be reached at tbarillas@cacm.org.

directly to the industry partners showcased and the ability to share an issue with clients, friends and colleagues. Each issue features searchable content. And with the switch to digital delivery, CACM has expanded each issue with more news, articles, trends, trusted industry partner offerings, and solutions to the challenges managers in California face on a day-to-day basis. Find them all under Member Resources at cacm.org.

Don’t see your news listed? Update us at communications@cacm.org

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from the roundtable A MESSAGE FROM THE BOARD

T

he world has changed. There has been a shift that feels unsteady and unfamiliar. It will likely redefine the way that we view the world, indefinitely.

Property management is about people and the ability to communicate to create change. The effects of COVID-19 and the unsteady climate in which we live has changed the way boards, managers and homeowners communicate, conduct business and work together to better our communities.

We have had the privilege to witness so many amazing boards and homeowners in our associations give back, create smiles and remind us of the good in this world. Managers and management companies have worked as essential employees during these unprecedented times. We have continued to provide excellent customer service to ensure that the homes and homeowners that we manage are safe and provided for, while we also try and manage our own homes, children, families and well-being.

Like all extraordinary times, we as an industry have been challenged. Instead of lunch and learns and in-house trainings, our offices have been filled with masks, hand sanitizer and the fear of the unknown. There are homeowners losing their jobs and not able to pay their assessments. There are residents who have been home all day to report the constant missteps of anything community related to the tune of hundreds of unhappy emails and phone calls to our offices.

We are strong, so strong. Managers have always been made up of intelligent and focused individuals and this pandemic has proven that. It has proven that we are not afraid to work hard and not afraid to give back. We wake up every day, despite our own unknowns, and continue to do something that matters. What we do, matters.

By changing our perspective, we have the ability to continue to bring change, joy and happiness to our communities and our peers during these times. I challenge our industry to continue to rise above, to offer our talents in time of crisis, to pay it forward and, most importantly, to be kind. After all, Dr. Wayne Dyer once said, “If you change the way you look at things, the things you look at change.�

Kendrah Kay, CAMEx, CCAM CACM Board Chair Powerstone Property Mgmt., ACMC

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you said it!

Happy to contribute to the 2020 CACM Summer Law Journal with Lisa Tashjian on behalf of Beaumont Tashjian!

— Tawnza Sofranko, Attorney at Beaumont Tashjian

Great message, Tom Freeley! We appreciate your leadership in the industry. Thank you for sharing.

— Freestone Reconstruction, Inc. MUST read!

— Keven R. Hempe (after sharing the post)

Nicely said, Tom Freeley!

— David Carino

I told Judy Levinsohn, CACM, Director of Education, I would post a picture of my vision award dress for SoCal that we didn’t get to do...so here it is minus the fancy hair make up and bling...LOL — Trish Forte

cacm.org | Vision Summer 2020

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you said it!

very well done — Stacy Gerowitz, CAMEx, CCAM There are a number of happy trees out there which will not end up in a paper mill. Good job!

— Lance Miller, CCAM-HR

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Vision Summer 2020 | cacm.org

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you said it!

Thank you CACM for the opportunity to present the session Once Upon A Project with Cang Le at the virtual So Cal Law Seminar. Thanks especially to attending community managers! — John Cligny, CCAM-HR

cacm.org | Vision Summer 2020

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Lessons From Innovators What made community managers stand out among their peers in this year’s Vision Awards.

Innovation in homeowners’ associations occur every day. With more than 55,000 HOAs in California, there are bound to be great and proactive managers making a real difference in the communities they oversee and in the community at large.

We applaud the efforts of these unsung heroes and wish we could put a spotlight on each and every one. In this article, we highlight some of our 2020 Vision Award Innovator nominees who are truly making a difference every day.

BY LORI R. STORM, CAMEX, CCAM

Tina Ellis, Innovator Award nominee Northern California

T

ina Ellis is one such hero. As the manager for a high rise in San Francisco, she came in with all

take charge of a complicated situation, saving her community

money and avoiding possible penalties

difference to the community in a very short

while pushing through a special

amount of time. After her initial review,

assessment to pay for needed repairs.

she was able to start the ball rolling by

With a hillside in need of erosion

updating the common area with deep

control and detention basins in need of

cleaning, recovering tired furniture and

cleanup, Amy was able to navigate the

repairing wood. But she knew that there

complexities of city and fire department

were additional touches that would make a

requirements and deadlines in addition

big impact on residents. She added flowers,

to the builder’s reluctance to cooperate.

aromatherapy and welcoming music to greet folks when they entered. These small

With deadlines looming, she managed

things made an oversized impact.

to negotiate down the cost of landscape plans, push through approval by both the

In addition to improving the public-facing

fire department and the city, all while

areas, she was able to prevent Public Works

preparing and advocating for a special

from creating access issues for deliveries

assessment to the homeowners to fund

by working closely with legal counsel to

this needed work. Her efforts resulted in

stop imminent construction outside the

approved and installed erosion control

loading dock. On short notice and with

and the builder’s agreement to clean

incredible determination, she was able to

up the detention basins. That deserves

persuade the city to revise its plans with

recognition.

the association’s interests.

Vision Summer 2020 | cacm.org

A

my Hansen was also able to

cylinders firing and made a massive

association approval, thereby protecting

14

Amy Hanser, CCAM Innovator Award nominee Southern California

J

erry Storage is in charge of a golf community in the desert, a massive challenge in itself. A decentralized system had placed a burden on the

pump stations so that controllers had to be manually scheduled to avoid overtaxing and shutting down the pump stations. With 59 field controllers, the work was nearly impossible to manage. Jerry was able to bring in a centralized control system to oversee both the golf course and the HOA landscaping needs, allowing computerized management of the watering needs for Jerry Storage, CCAM Innovator Award nominee Southern California

J

the entire system. This has resulted in a 30% increase in efficiency and a hefty reduction in water costs as well.

Jerry Storage and John Thorpe were faced with irrigation issues that were causing havoc with each of their association’s budgets.

ohn Thorpe’s association was hobbled by the rising costs of water for his turf-happy common areas. By starting with townhall meetings to explain the issue,

he was able to engage owners and make them partners in innovation and change. Acres of turf were replaced with low water use plantings. He oversaw upgrading of the entire watering system using underground drip systems and smart controllers. Utility rebates and grants were added into the equation for the cost of the change. Ultimately, his innovations have saved the association hundreds of thousands of dollars in watering costs while keeping the community looking wonderful.

John Thorpe, CCAM-LS Innovator Award nominee Southern California

Continues on page 16

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Lessons From Innovators, continued from page 15

Every day, CACM managers provide strategic planning, out-of-the-box thinking and sheer determination to their careers in order to gain extraordinary results for the communities they oversee. Managers turn to contractors, local governments and utility districts, and subject matter experts in their quests to find solutions for the challenges their HOAs face.

D

onna Curie was faced with a series of all-too-familiar issues at a new association, but she was tasked with surmounting a whole set of hurdles at the same time. This is what Donna took on, just the type of community in need, with a large percentage of members on a fixed income. Let’s see, there was the 30- year old building in disrepair with failing balconies causing flooding to units below. Other issues included roofing repairs, being underinsured, elevator modification breach of contract, lack of technology including the access control and a staff without structure and lacking technical skills requiring training, and much more.

We love sharing these inspirational accomplishments and would love to hear from you about what mountains you have climbed and guidance you have given to your associations.

Managers everywhere can gain a great deal from these stories of achievement.

Donna had to start with the basics of developing trust with the board and the homeowners with expertise, extensive communication and a detailed planned approach to tackling the issues they were faced with. Because of the extensive repair needs, Donna was able to gather a team including contractors, reserves study specialist, banker and legal counsel to devise a strategy to tackle the deficit in funding.

Owners gained confidence in Donna’s ability through townhall meetings and constant communication. She was ultimately able to do the needed rehab as well as provide some upgrades to the lobby, remodel of the front desk to accommodate new technology and equipment, which included the elimination of an archaic rolodex system, a computer and installation of a new phone system, and updated security system.

16

Vision Summer 2020 | cacm.org

Donna Currie, CCAM Innovator Award winner Southern California

Lori R. Storm, CAMEx, CCAM, is Division Vice President of Client Development at the Management Trust.

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spotlight on education CACM EXPANDS ITS ONLINE COURSES TO SUPPORT MANAGERS IN UNPRECEDENTED TIMES

T

he coronavirus has challenged us all to examine our priorities, adjust our routines and ponder possibilities that in our fast-paced world of

community management, often seems the most difficult to accomplish. In these crazy times, we can choose to simply ride out the storm or seize the opportunity to chart a course that will benefit us all, long after the seas smooth out.

CACM’s Education and Credentialing team chose the second option and we began transitioning our

18

Vision Summer 2020 | cacm.org

classes and educational events in March

courses exclusively in person. However,

in response to the health crisis and the

CACM is capping enrollment in those

shelter-in-place state mandate. Today,

courses to 8 so we can implement physical

we continue to provide virtual options at

distancing within the classroom setting.

reduced prices.

scheduling additional course offerings.

But it wasn’t just our courses that went virtual. CACM also hosted several educational events online, including New

CACM will add additional sections as the

Case Law Webinar, a Leadership Webinar

Online learning is not new to CACM. Our

member need is identified. Members can

with Andre Boykin, and our first-ever,

organization began offering some courses

enjoy reduced registration fees through

one-day Virtual Law Seminar (#VLS20).

online back in 2015. Those original 4-hour

October 1, 2020.

These online events offered members

sessions were restructured in 2019 and are now offered in 2-hour learning blocks.

These revisions have made it easier for members to find time in their schedules to take classes as well as allow for more opportunities to share stories and ask questions.

All courses through October are online with the exception of Advanced Ethics and Ethics Mastery. Due to the design of the Advanced Ethics and Ethics Mastery courses, CACM will continue to offer those

Members have been enthusiastic about our expanded online offerings and classes have filled up quickly. What can you do if you are closed out of a class? Don’t despair. The course calendar is constantly

the same high caliber of education they have grown accustomed to at CACM, while incorporating the best of today’s technology to exceed members’ virtual learning expectations.

under review with new classes scheduled

As we look ahead, we will continue to

as the need is identified.

look at ways to meet our members’

So, if you attempt to register for a class only to learn that your colleagues “beat you to it”, please fill out this form to be placed on our course interest list used for

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19

C

E G N HA

R U O Y

V O P ght b e f ra u n r a c s broade ship a n o n i i t a a l to g er re e’s how mana g r ess. e d H n . a e r o f s u cc c tiv s e e p c Vendo s n r a e p u r ch t som e rove yo p m ton with ou i d n ott Swin view a f , and Sc o M A t C n i C po reisen, ten Co-writ

watched and listened as a couple argued loudly over the description of a bag while sitting at my table. I marveled not only at how adamant they both became, but at how clearly absurd they each appeared to the other. Both looked out a window at the bag. Both were convinced the other person was nuts. Unknown to them was the fact that there were actually two bags, and from where they sat, each could see only one of the two, and, of course, not the same one. A third party (not me because I could also only see one bag) with a better perspective stepped in and salvaged the evening.

by Todd

G

I

Sitting in someone else’s seat with their view may be the only way to gain a broader perspective – and it’s certainly the best way to gain theirs. We all know our own perspective well – probably too well. Perspective follows experience. If experience is limited, so too will be perspective. With broader perspective comes wisdom, and with wisdom comes better decision-making ability.

The vendor/manager relationship can be fraught without some perspective – no, correction, the relationship will be a train wreck.

Vendors unfamiliar with HOAs cannot understand the nuance of working for an HOA or working with a management company.

It’s a language and culture they cannot understand. Meanwhile, managers may have the high ground on perspective if they were once a pool technician or a painter, but outside of some small niche of personal experience, they can’t comprehend the complexity of bid preparation, crew management, and the daily logistics of each separate contractor. And then, in all fairness, the HOA’s board of directors probably doesn’t fully understand the perspective of either one.

Here are three ways to gain perspective and improve your chances of success from both the management and the vendor side of the exchange.

20

Vision Summer 2020 | cacm.org

1

FIND THE COMMON GROUND.

A little humility and some kind questions might have avoided a dinner battle over a bag in a window. The same is true about most working relationships. Often the first step is simply finding some common ground. For my friends, the common ground should have been a moment together, elbow to elbow beside the window. All would have been made evident in an instant. For the vendor and manager, here is that common ground – raw and brutally honest: At the end of the day, they both want to get paid for their services.

Face it, you might be a really swell human, but if you’re not getting paid for it, you aren’t going to show up at board meetings or mow lawns, assemble board packets or pour concrete. For the manager, it’s a salary, or billable hours. For the vendor, it’s a paid invoice.

The manager must accept that vendors are businesses made up of humans with children to feed and mortgages to pay who face daily challenges of staffing, supplies, bookkeeping, etc. Being humans themselves, they can understand that mistakes happen and commitments might be missed. True, there are poor performers who will self-select out of the bid pool, but there are other great vendors

who simply need help with perspective.

Vendors similarly should understand that the manager answers to a board of, yes, humans, who are the ultimate stakeholders in decisions. He or she may report to them directly, or through a management company. That relationship may be strong. It may be weak. The manager is in almost every sense, merely an agent for the owner when it comes to the vendors. The vendor therefore must help the manager/agent to understand their own unique perspective, so they can be represented well to the customer.

If the vendor and manager seek to internalize the paradigm of the other, not just acknowledge, but truly internalize it, then they have a shot at sharing that common ground. All HOA operations are run by people who want to be appreciated and, with any luck, be appreciated so much that they get paid for playing their role.

ASSUME POSITIVE INTENT.

2

I don’t pretend to be a life coach or relationship guru, but if you

CINC-VisionMagazine-half.pdf

1

want my opinion, that couple arguing about a bag could benefit from some maturity. They are both young, and frankly haven’t learned to fully trust the other. For trust to develop and thrive in the manager/vendor relationship, one must be willing and able to set aside past negative experiences within this or other working relationships. In conversations and written communication, fight your instinct to be skeptical or paranoid.

Instead, assume positive intent. Said another way – assume the other party is innocent until proven guilty. Granted, some degree of transparency is necessary to get there. Here are a few questions that may open you to the other’s perspective. Also, some may be uncomfortable to ask or answer. If so, then possibly some paranoia or skepticism has begun to blossom in you already.

FROM VENDOR TO MANAGER: • Does the HOA have the budget to do what you are asking me to bid on? If not now, when? How about I just give you some quick budget numbers?

• What’s your relationship like with the board? Will they listen to you? Will you support my position if I explain it to you?

5/14/20

1:51 PM

•

We’ve provided multiple proposals for your community(s), with no work resulting from them. Are we wasting our time?

FROM MANAGER TO VENDOR: • What is your work history with HOAs? How do you handle conflict?

• Can you just let us know right away if you aren’t interested in bidding? I don’t want to waste your time, or mine.

• Can you break down your proposal into time and materials so we can see where your numbers are coming from?

• Do you expect to present your proposal to the board - personally?

• If you win this bid, do you have an expectation for future projects from me/the HOA? If those questions can be asked and answered regularly and amicably, then the relationship has a shot at being mutually beneficial. But, as always, be prepared for an answer you don’t like. And when you do get the frustrating response, assume positive intent. Assume that the answer comes from a perspective yet to be understood from where you sit.

Continues on page 22

Helping CAM Companies Grow Robin L. Storey Managing Director

robin@cinccapital.com

770.365.3331 Ready to grow? Ready to sell? Give us a call.

cinccapital.com cacm.org | Vision Summer 2020

21

CHANGE YOUR POV, continued from page 21

IN IT FOR THE LONG TERM.

3

waste of time. It’s an investment. When two parties know that the other understands them and has their back, they are more likely to see inconsistencies and pressure as surmountable hurdles and not reasons for abandonment.

The couple looking out the window at two bags are in a relationship for the long haul. Their immaturity allowed their emotions to dip into the negative and push them apart for When a manager is presented with a request a moment. Their commitment to a good from the board of directors at the last minute, future allowed them to sort it out and he or she might pass that pressure along to move on. a vendor in hopes of getting timely results.

The vendor will feel the pressure and based Seeking a broader perspective is not a

on the relationship, respond in one of two generalized ways: rise to the challenge, or chafe under the annoyance.

When a vendor has an employee walk off the job, or a supplier does not deliver on time, the manager whose job just got stalled has the same choices in facing the challenge. Based on the relationship, will they rally to a solution, or start looking for a bus to toss the vendor underneath?

Things happen. Unmet expectations can often be accepted and accommodations made. At other times, a little coaching may be necessary for both parties to reach their common objective.

In being an advocate for the HOA, the manager must be more than simply an agent. He or she must also take care of trusted vendors. They are in it to have a profitable and sustained business. If the manager doesn’t understand and embrace that, then the relationship will ultimately break down. Similarly, the vendor must strive to understand the manager’s paradigm, look at the big picture, and strive for the success of the manager when making decisions.

Long-term relationships are intricate and sometimes delicate.

They require a broader perspective to succeed. For managers and their vendors, this perspective is essential to their common wellbeing, and more broadly, for the sustainability of the HOA.

22

Vision Summer 2020 | cacm.org

Todd Greisen, CCAM, is General Manager of Contra Loma Estates in Antioch, California.

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

achieving professional excellence

Congratulations Managers It is with great 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), Community Association Financial Management (CAFM), and Specialty Certificate recipients for the period of 3/1/20 through 6/29/2020.

NEW CCAMs Jacqueline M. Beasley, CCAM

Deepak Veligenti, CCAM

Jasmine C. Brinson, CCAM

Bruce C. Walker, CCAM

Brianna Caccamise, CCAM

Dean R. Wendland, CCAM

Stefan Calic, CCAM

Jennifer E. Wood, CCAM

Alec E. Camara, CCAM

Tina Ying, CCAM

Alyssa Carle, CCAM

Donna Yofan, CCAM

Jyotika Chand, CCAM

Tami Zuccolillo, CCAM

Chris C. Constantinou, CCAM DeLinda A. Dontje, CCAM Aysen Erbil, CCAM Staci Erskine, CCAM

NEW CAFMs John J. Mudge, CCAM, CAFM

Sue Graeff, CCAM

SPECIALTY CERTIFICATES

Reema D. Hawartheh, CCAM

PORTFOLIO MGMT

Dylenia Garcia, CCAM

Susan K. Heavin, CCAM

Emma B. Eckroth, CCAM, CAFM- PM

Denny Lee, CCAM

Elyce Philcox, CCAM-PM

Kelly L. MacInnis, CCAM

Tosha J. Ross CCAM-PM

Jamie Marzion, CCAM Cynthia Massaro, CCAM Rachaell T. Milroy, CCAM

HIGH RISE Francis Langlois, CCAM-HR

Cami Nielsen, CCAM Jenifer N. Paguyo, CCAM

LARGE SCALE

Sara Ponsetti, CCAM

Veronica Mekonnen, CCAM-HR.LS

Andrea M. Pulizzi, CCAM

Lori Rogers, CCAM-LS

Terri L. Quilantang, CCAM

Joseph L. Rutherford, CCAM

NEW DEVELOPMENT

Debbie Sant, CCAM

Susan Beaver, CCAM-ND.CI

Filipe K. Santos, CCAM Molly K. Schessow, CCAM Kierstin L. Slusher, CCAM

CID Susan Beaver, CCAM-ND.CI

cacm.org | Vision Summer 2020

23

COVID-19 PANDEMIC STALLS LEGISLATIVE ACTION

C

By Jennifer Wada, Esq.

COVID-19 has changed so much in our world. It has surely impacted the communities that you manage and the way you conduct business. And the way you live your lives.

It has also impacted government and the laws that the

Legislature seeks to enact. The Legislature shut down due to the pandemic in mid-March and reconvened in mid-May. The direction to legislators from legislative leadership was to reduce bill loads and only focus on COVID related or other critical measures.

While there is good news in that problematic legislation is no longer being pushed, we know that all of these bills will surely come back next year so we aren’t looking at much of a reprieve.

Among the bills that have

STALLED

this year:

Assembly Bill 2227 (Irwin – AB 2912 Cleanup/CID funds: insurance)

Senate Bill 969 (Wieckowski – SB 323/Elections Cleanup)

This is a clean-up bill to the CAI-sponsored bill

related to insurance issues in last year’s SB 323.

This bill would have cleaned up provisions largely

from 2018 (AB 2912, Chapter 396). For electronic transfers, it would have eliminated the 5 percent provision so that prior board approval would only be required for transfers of $10,000 or greater. The bill would have also expanded the HOA fidelity bond requirement to include crime and employee dishonesty coverage. Lastly, AB 2227 would have clarified that the funds the managing agent accepts or receives on behalf of the association must be deposited into an account in a bank, savings association or credit union that is insured by the FDIC, NCUA, or the SIPC. CAI will likely pursue this bill next year.

24

Vision Summer 2020 | cacm.org

Senate Bill 981 (Archuleta – Electronic Notice Delivery and Websites) This bill was sponsored by the California Association of Realtors and aimed to do two things: 1) require all documents that are currently delivered via individual delivery or individual notice to be done via email unless the owner opts-out (changing it from the current optin structure to an opt-out); and 2) require all associations over 50 units to maintain a website.

We can expect a return of this bill next session.

While many bills have stalled, NEW

BILLS have emerged:

AB 828 (Ting – Moratorium on Unlawful Detainers and Foreclosures) This bill would prohibit a person from taking any action to foreclose on a residential real property while a state or locally declared state of emergency related to the COVID-19 virus is in effect and until 15 days after the state of emergency has ended, including, but not limited to, causing or conducting the sale of the real property or causing recordation of a notice of default.

AB 3182 (Ting – Rental Restrictions in CIDs) This bill is intended to expand affordable housing by modifying rental restrictions in CIDs. As As we navigate this strange

this article is being written, amendments are being negotiated that would allow reasonable

new world, the Legislature

restrictions up to 25% or a different percentage if

will continue to churn. We will

needed to qualify for loans or obtain or maintain

continue to keep you apprised

insurance. The bill would also repeal the existing

of new developments.

grandfathering provision that allows rental

Stay safe and be well.

prohibitions in governing documents prior to January 1, 2012. The silver lining is that the bill

AB 2501 (Límon – Homeowner and Tenant Relief) This bill would require a mortgage servicer, mortgagee, trustee, beneficiary or authorized agent from continuing any judicial or nonjudicial

would also make clear that such a prohibition does not apply to short-term rentals of 30 days or less, thereby giving HOAs clear authority to prohibit short-term rentals. Negotiations continue on this bill.

foreclosure action, recording a notice of default or taking any action to evict a person following a foreclosure during the COVID-19 emergency and

Jennifer Wada, Esq., is an attorney, CACM’s legislative advocate and principal of Wada Government Relations in Sacramento.

180 days thereafter.

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GoCM2.com cacm.org | Vision Summer 2020

25

MORE THAN WORDS HOW TO COMMUNICATE EFFECTIVELY WITH BOARDS AND STAFF.

By Hamlet Vazquez, MCAM-HR

we must mmunicate, o c ly e iv ct e the “To eff different in ll a re a e w t d use realize tha the world an e iv e rc e p e ur way w a guide to o s a g in d n ta .” ” this unders n with others o ti a ic n u m com ins obb - Anthony R

Decisive Efficient Intense Results-oriented Competitive Risk-Tolerant •

•

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•

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Systematic Logical Reserved Process-oriented Cautious Risk-Averse

•

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Cooperative Relaxed Patient Support-oriented Friendly Thorough •

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Outgoing Enthusiastic Persuasive Relationship-oriented Lively Optimistic

•

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veryone communicates, but not

fail to realize most of the time when we

team, you should have your team take the

everyone communicates effectively.

communicate is that everyone is different.

assessment.

Do you want to be a more effective

is the same, yet when we speak with

While it would be nice if you could have

communicator? The last time you were

someone we hardly ever take into account

your board take the assessment, more

communicating with the board president,

that they are different from us and may

likely than not you can determine where

did the conversation end with them feeling

have a radically different personality than

your board members fall by simply looking

good about the interaction? Do you even

ours.

at the above graphic which shows the

While no one would assert that everyone

general characteristic of each personality

know? The last time you gave direction to

26

your assistant, did they understand your

One helpful tool that is based

type. Once you’ve figured out where each

directive or was there miscommunication?

on the book, “Emotions of

team member or board member falls, you

Normal People”, published in

can tailor your communication to their

First and foremost, to effectively

1928 by Dr. William Marston

predominant personality to become a

communicate you need to understand

is the DISC personality

more effective communicator.

who you are speaking with. What we

assessment. If you lead a

Vision Summer 2020 | cacm.org

to “Make sure communicate ickly your idea qu and keep it e straight to th point.”

DOMINANT

How to communicate with the

‘DOMINANT’ PERSONALITY Paul Bailey says it all when it comes to the individual who falls primarily under the ‘Dominant’ axis. They are task oriented, decisive, and can be intense.

They command the room and get restless with long meetings.

This is the board member who during the board meeting makes a motion as soon as each agenda

y - Paul Baile

item comes up for discussion.

He/she, in essence, leads the meeting. This is the staff member who may be inpatient with your slow decision-making.

abruptness. They simply want to get to the point. Don’t take that personally. It’s who they are. And, secondly, get to the point! Serve them by getting to the point in what you want to communicate to them. You will both be happier for it.

So, how do you communicate with such individuals? First of all, you must not take offense at their apparent shortness and

INFLUENCE

How to communicate with the

‘INFLUENCE’ PERSONALITY While investing in relationships is important no matter the personality, it is of utmost importance to the ‘Influence’ personality. This personality is very much people-oriented.

While they too are ‘intense’ like the dominant personality, they are intense in their sociability and love of relationships. This is the staff person who always has a story to tell. This is the board member who always

looks at how a decision may impact someone. They can be described as gregarious, and people generally love their company. During the board meeting though, they can be the ones who drag the meeting on, which may irritate the dominant personality.

So, how do you best communicate with them?

Simply put, the foundation for

communicating well with this person is to spend time getting to know them. The more you invest in the relationship, the better all your future communications with them will be. When you do need to communicate something to them, make sure you make time to catch up and see how they are doing. Only after you’ve done that and created that connection, will they be in a better position to listen to what you want to

ny “I think for a to be relationship ere successful, th loving needs to be on, communicati n, and appreciatio ing.” understand rr

- Miranda Ke

communicate to them. Don’t ever go straight to the point with them. If you do, they may miss what you had to communicate.

Continues on page 28

Association Counsel Assessment Recovery Document Amendments Election Rules Dispute Resolution Contracts & Insurance Construction Law Construction Defect Litigation Civil Litigation Appellate Law Developer Transition Fair & Senior Housing

Common interest development law – it’s complicated.

Contact us! www.epsten.com • 800.300.1704 cacm.org | Vision Summer 2020

27

MORE THAN WORDS , continued from page 27

How to communicate with the

‘STEADY’ PERSONALITY As with the ‘Influence’ personality, the ‘Steady’ personality is also relationship oriented so it’s important to invest in the relationship and, in particular, ask good questions and listen (really listen) to their responses. They feel connected to someone when that person really takes an interest in them. M. Scott Peck wrote, “By far the most important form of

attention we can give our loved ones is listening... True listening is love in action.”

While this may seem over the top for work or board relationships, is it really? Don’t you want your team members and even board members to feel that you care about them? If you have a ‘steady’ personality team or

r ly one rule fo “There is on r e talk being a good n.” te lis to – learn er Morley

- Christoph

board member, it is important for effective communication for them to feel that care and interest in them and their thoughts.

When communicating with them take time not only to see if they have questions about what you’ve communicated, but also to communicate that you take interest in them and their thoughts.

STEADY

CONSCIENTIOUS ‘CONSCIENTIOUS’ PERSONALITY How to communicate with the As with the ‘Dominant’ personality, the ‘Conscientious’ personality is also task-oriented, but they are not as excitable and are more even keeled. This is the board member who just wants the facts (just like the ‘Dominant’ member) but they do not want to rush into the decision. They will value the decision-making process and may be the one who often wants to table an item to give you as the

28

manager more time to gather more information before they make a decision.

This is the staff member who always comes back with clarifying questions regarding your email to the team. They need all pertinent information to be able to process your communication. In your communication with them – whether in the board packet

Vision Summer 2020 | cacm.org

As you can see, everyone is different. While no one person falls solely within one of these personality types, most people tend to fall primarily under one of these.

As you get to know your team and your board members, you will be able to better adapt your communication in order to help them understand what you are trying to communicate. Think of this as a way to better serve your team and your board so that, in the end, you’ve been understood and they’ve felt heard. Good communication at its core!

cts, ma’am.”

“Just the fa day – Joe Fri

or in that staff email - the most important thing to remember is that you must think through what questions they may have and present those answers before they even ask. For them, details and thought-through contingencies are key.

Hamlet Vazquez, MCAM-HR, is general manager with Action Property Management, Inc., ACMC in Long Beach.

member survey

WORKING THROUGH COVID-19 Our industry faced the challenge and came out on top.

Here’s a look at what’s easy, hard and surprising about working through a pandemic.

By Lynette Bertrand, Communications Manager at CACM

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Biggest Challenges When Working From Home

W

ith the arrival of the global COVID-19 pandemic and shelterat-home mandates nationwide, our lives have drastically changed.

Many businesses closed and set up staff to work remotely. At the time of this writing, many of us have returned to offices, and are following local guidelines for

how to work safely. That includes temperature checks, masks, maintaining physical distance and cleaning and disinfecting surfaces that we come into contact with throughout the day.

CACM conducted a member survey in late April, when the shelter-at-home mandate was

still in place, to find out how our industry was leading its staff through these challenging times. The online survey drew 189 responses from throughout the state. The findings show that our industry, in general, was able to quickly adapt to remote work and overcome the challenges that it posed.

Continues on page 30

cacm.org | Vision Summer 2020

29

78%

WORKING THROUGH COVID-19, continued from page 29

VIDEO CHAT & VOICE CALLS REMOTE DESKTOP SOFTWARE

ZOOM

15%

VIDEO CONFERENCING

34%

FACETIME

WHAT

OTHER

TECHNOLOGY

ARE YOU REQUIRED TO USE DURING COVID-19

13% SOCIAL MEDIA

DOCUMENT SCANNING APP

11%

74%

Other video conferencing, NCE CONFERE team management, CALL remoteAccording to the survey, desktop and most members were not project management working remotely prior to technologies came into COVID-19. Only 24 percent play including Facetime, said they worked from a home GoToMeeting, Skype, WebEx, office before the pandemic.

Microsoft Teams, RingCentral Technology was essential, with Meetings, Genius Scan, most members saying they DocuSign, UberConference, used Zoom and conference Splashtop, Google Hangouts, calls to stay in touch with coSlack and Basecamp. workers and staff.

Working remotely required using technology that many members weren’t entirely familiar with and posed

A slew of

94%

76%

88% My Supervisor Is An Effective Leader During COVID-19 I Was Working Remotely Prior to COVID-19 76% NO

Challenges Are Few Forty six percent of members said they didn’t experience any work challenges during COVID-19, however the other 54 percent did. Those challenges ranged from learning new technology, to keeping team members motivated and monitoring 30

ELECTRONIC SIGNATURES

GOOGLE TEAMS

Technology: Both a Savior and a Hurdle

I Have the Resources I Need to Perform My Job Effectively (laptop, web cam/mic, internet, access to company server, etc.)

PROJECT MANAGEMENT/ OFFICE COLLABORATION

productivity, to isolation and inability to share ideas/learn from coworkers nearby.

Some complained of slow internet at home, distractions including having to homeschool children, and lack of clearly defined communication procedures as well as direction and timely information from leadership.

Most members said they had the resources (laptop, web cam/mic, internet, access to company server, etc.) to perform their job effectively at home (94 percent). They also felt mostly connected and a sense of trust with other coworkers (94 percent) in spite of the shelter in place mandate.

Vision Summer 2020 | cacm.org

challenges as well as a steep learning curve.

Most members said their supervisors were effective leaders during COVID-19 (88 percent). They mentioned that they were flexible, reasonable and kept in regular contact.

Respondents said effective managers were up to date with state and local requirements regarding COVID-19, communicated frequently, were supportive, well informed and proactive.

They also gave staff the tools needed to work remotely.

While companies may struggle with the idea of having staff work from home, there are some clear advantages.

Members who took the survey said they appreciated the independence they were afforded. Working from home was welcome by many who said they are more efficient with less office distractions, saved time and money from not having to commute, and were able to spend more time with family.

One member summed up the advantage of working from home this way: “taking a real break and eating a healthy lunch in my own backyard.

Being able to go on a walk right after work and not sitting in traffic.”

Less Commute Time, More Distractions For most members, less time spent in traffic was one of the most mentioned benefits of working from home. That should come as no surprise in trafficclogged California. Less time spent on the road translated to more life/work balance.

While work-from-home challenges varied, the top hurdles that came up again and again for members were distractions (family, whether it be kids, pets, husband, etc.), access to office resources (technology or documents), time management/ keeping a routine and lack of in-person interaction with team/ co-workers. For some, home is a place where they can focus while for others it’s too distracting.

53% When I Work Remotely, I Feel Liberated

30% When I Work Remotely, I Feel Isolated

94% Members of Our Team Remain Connected and Trust Each Other In Spite of the Shelter-in-Place Mandate

93% I Feel My Work Is Valued and Appreciated, Especially During These Disruptive Times

83% I Get the Proper Amount of Feedback To Perform My Responsibilities Effectively

88% I Feel Empowered To Make Decisions That Impact My Work

For many of CACM’s members, having to homeschool kids while handling Zoom calls and other tasks proved quite difficult. But perhaps the most interesting findings from the survey is what respondents said surprised them the most about working from home.

Here are some of their answers:

It’s harder than being at work.

How much I miss going into the office and meeting with people.

The cost savings.

Not taking breaks as often leading to burnout at the end of the day.

How much more productive I am.

How distracted I am.

How badly I need 2 monitors to function happily.

Guilt during any downtime, even after hours.

The need to set boundaries for myself and not work at all hours.

That I feel so isolated. I didn’t think I liked people!!

One thing is clear, COVID-19 showed companies that working remotely is not only a very possible way of doing business, but companies can be very successful doing it. The added flexibility it allows is a great perk for employees and something worth consideration once the pandemic subsides or as an option should another wave of infection arise in the near future.

”

How much easier it is to focus and how I end up working more hours from home than I did in the office.

Being successful with remote work is as much about processes and being set up correctly as it is about mindset and home life. In today’s technology age, it’s much easier to work remotely if necessary, but as the survey reveals, it can still be difficult for those who thrive in a team environment or who prefer the structure that an office environment provides.

Video board meetings rock!!

How much I miss being around other people.

How lonely and boring it can be.

Lynette Bertrand, Communications Manager, CACM

cacm.org | Vision Summer 2020

31

find a way to turn an unfortunate situation into one that could save lives. She worked alongside her doctor to identify how to donate her plasma for treatment efforts underway at health facilities nationwide. With the gravity at which this virus was impacting communities, she felt compelled to do her part. She worked with the American Red Cross to make her first plasma donation, which traveled all the way to Flint, Michigan’s Hurley Medical Center and was put to use to save lives of critically ill patients.

Community Manager Saves Lives with Plasma Donation

C

ommunity managers, instinctively, are caregivers and it’s those qualities that make them great at what they do — problem solving and managing the challenges and situations facing HOAs daily. But those qualities go far deeper than that of a dedicated community manager. Service is at the heart

of every element of these special individuals’ lives. So was the case with Melissa Pease, CCAM who has worked in the community management industry for over 20 years.

After fully recovering from COVID-19 in late March, Melissa immediately went into action to

Melissa contracted COVID-19 after a trip to New York City to visit family for her birthday in early March. She noticed symptoms upon returning and followed all necessary guidelines to ensure she, her family and co-workers were safe, up to and including a selfquarantine. She credits her doctor for checking in with her daily while she was at home recovering, and keeping her from panicking.

Melissa plans to donate plasma again soon. Convalescent plasma is an experimental treatment some doctors are using for people with

severe coronavirus illness. It’s also considered for family members or health care workers who have been exposed to someone with COVID-19 to potentially prevent them from getting sick.

Melissa said her employer, Powerstone Property Management, was incredibly supportive during that challenging time. “They gave me as much time as I needed to recover,” she said.

“Our entire office was working remotely then, and they gave us all the supplies needed to support us to work from home.”

Today, Melissa Pease is back at work, fully recovered and ready to serve others. Powerstone Property Management, ACMC recently reopened its Irvine offices, following state and county guidelines for safely reopening.

Although an unpleasant illness, Melissa knows COVID-19 provided her an opportunity to serve others in a way that will have a lifetime impact. Now that’s true servant leadership!

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Vision Summer 2020 | cacm.org

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rtners Industry pa ement and manag enjoyed companies plenty Zoom calls a tars and with guest s eep the comedy to k ent spirit entertainm ll. alive and we cial through so Each week agers an m , om Zo media and ould w ry partners and indust e er w ey how th document e and tin an ar qu lfhandling se providing other up by lifted each mmunity. a virtual co

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Member FDIC cacm.org | Vision Summer 2020

33

in the board room MANAGING YOUR COMMUNITY THROUGH CRISIS

BY LORI R. STORM, CAMEX, CCAM

As I write this, I have been working

ongoing discussions with attorneys

mostly from home for the past few

and insurance carriers, and try to keep

weeks. My computer is hooked up to

in communication with sometimes

my company’s network, my mobile

scattered members of the community.

phone is connected directly to my desk phone and my craft room is

Now we are looking at yet another type

now my office. Association boards

of emergency and boards once again

have had to navigate what actions

are adapting to and considering what is

they should or should not take as

the association’s responsibility and what

daily news conferences from our

actions they can or should take.

governor bring out new and changing information and as counties have

At this point, associations have mostly

implemented and updated mandatory

opened their clubhouse doors, their pools

and suggested restrictions.

and tennis courts to the members. But with this easing comes the question of what is the

34

When drought became a real and

legal and ethical responsibility to members?

semi-permanent reality, boards had to

What will trigger another shut down? Are

adapt to zero-scape planting, artificial

associations under the same requirement

turf and monitoring of restrictions on

for physical distancing, face coverings, and

watering.

sanitizing?

When wildfires threatened or

In the last three years, association boards have had

consumed associations, boards had to

to look way beyond their normal responsibilities.

implement emergency planning, have

Remember those?

Vision Summer 2020 | cacm.org

“Now I can mute the attendees, make them raise their hands to be called on!

Meetings have never gone so smoothly!”

Take care of the common area and

hundreds of communities. It is time to rely

the amenities

on your attorney, who is connected closely

•

Abide by the law

with legislation and legal minds all over the

•

Keep the members in compliance with state. And boards will have an increasing

•

the CC&Rs

need for contractor, reserve, investment and insurance advisors. All of these people

Today’s world looks very different and there

provide greater insight so that better

is no end in sight.

decisions can be made.

Today we are dealing with a pandemic

COMMUNICATION

and its fallout. But California will continue

Boards also need to be nimble and

to experience wildfires, earthquakes and

flexible in their thoughts

the occasional tornado. New laws sprout

and processes in order to

up constantly. Members will feel harassed

deal with the unexpected.

and discriminated against, folks are aging

Emergency plans are

in place bringing more complexities

important. Informing the

to overseeing what is truly a delicate

members of what steps the

ecosystem. There was a time that boards

board is taking to help prepare

felt as though they could manage their

for such emergencies is vital.

communities on their own. This is no longer true. Associations must rely on a team of

Communication with the

professionals for advice and direction. And

members is one item managers

the very best boards lean on their teams for

hear time and again as concerns

guidance.

in an association. Boards must embrace as many modes of

It is time for volunteer boards to embrace

communication, as often as they can.

and plan for the growing need of their

This becomes of central importance

expert team.

as association circumstances continue to change.

How can boards prepare for the unknown?

Managers have seen boards and

BUDGETING

an association’s members adapt to

The first thing a board must seriously

technological solutions to the physical

consider is ensuring there is budgeting for

distancing needs far more adroitly than

more expert advice than you have in the

we might have anticipated. Meetings are

past. The corporation and its shareholders

being held online or via teleconference with

cannot afford the liability involved in

members watching or listening from home.

“figuring it out on your own.” Take a hard

These modes of communication offer an

look at your budget and plan for additional

opportunity for a greater percentage of

management hours, legal advice and

the membership to engage in the process

potential engineering and construction

than they have in the past. This represents

review. If you do not have contingency lines

another way for associations to reach out

in your operating and reserves, now is a

to members, not only for board meetings

good time to get those in place.

but townhall meetings and even candidate

additional benefits as well. I spoke to an 80-year-old board president recently who is incredibly delighted with Zoom meetings. “Now I can mute the attendees, make them raise their hands to be called on! Meetings have never gone so smoothly!” Boards are more accepting of board packets being delivered electronically and figuring out how to bookmark pages and add in comments without having to print out the pages.

But today’s crisis is just one of a string of things we are experiencing in California.

Drought will always be with us, creating conversations and innovations for water use. Wildfires have wiped out clubhouses, homes and infrastructure for associations all over the state. But losing these things do not wipe out the associations. There are still obligations and responsibilities, decisions and planning that have to go on.

More than ever before, expertise and innovation are key to managing your community well. Planning for these eventualities now will not only make working on behalf of your association easier, it will help bring in new board members, who will understand that they will have experts available to get them through the next inevitable challenge facing the association.

events for director elections.

It is time to listen to your manager, whose company is working with dozens or

Embracing the new technology has

Lori R. Storm, CAMEx, CCAM, is Division Vice President of Client Development at The Management Trust. cacm.org | Vision Summer 2020

35

PERSPECTIVES MATTER

HOW DEVELOPERS, MANAGERS AND HOMEOWNERS’ PERSPECTIVES COME INTO PLAY IN THE SUCCESS OF A NEW COMMUNITY.

By Andrew Hay, CAMEx, CCAM-ND.PM

36

Vision Summer 2020 | cacm.org

In order for a new development to be successful, the developer and manager (as an association representative) must learn to communicate effectively and develop systems that provide clarity and consistency to the membership. In the worst case scenario, the developer and the management company are pointing fingers at one another saying the issue is because one didn’t do what they were supposed to do.

THE DEVELOPER’S ROLES There are two basic and distinct roles the developer plays in new developments. First is as the developer, and often builder, of the community. This is what they specialize in and what they have proven success doing. Managers should attempt to gain as much perspective of this side of things as early as possible in the process so they can best serve the community and help new homeowners adjust to living in that specific HOA.

a community is 50% sold out because the United States Postal Service dictates that will save you a lot of headache and heartburn early and often.

Too often managers are quick to say why something shouldn’t have been done a certain way without understanding the driving force behind why the developer may have done it.

Challenges in the community could be driven by city or county requirements, BRE mandates, or any other variety of other reasons. But, unless the manager asks the developer, they will not know.

Why aren’t the mailboxes in yet? When will the streets be cleaned? When will the amenities be ready? Why is there no parking here? Anticipating these questions before they are asked by the homeowners and relying on the developer’s knowledge will give you a good perspective and understanding of the property you manage.

The second role the developer plays is that of developer board member. It can prove difficult for them, and the homeowners, to distinguish this role as different than the developer. As managers of new developments, we are in a unique position to provide guidance to developer clients to help them change their perspective on the community when they serve in the board member role.

They are no longer the developer, but rather a representative of a member of the community whose decision making as a fiduciary should reflect what is best for the association.

For example, one issue that may come up is knowing that owners will not get mail service until

The CACM New Development specialty course covers the process developers go through to get a community approved by the state and local governments and can help prepare you with the correct questions to ask and information to request from the developer.

As professionals we owe it to them to explain this difference and help them to see life from that perspective. It is common for developer board members to defer to the homeowner board members when making operational decisions Continues on page 38

cacm.org | Vision Summer 2020

37

Perspectives Matter, continued from page 37

that affect the community. We must remind them that they are also part of the community and have a perspective that others do not and encourage them to provide that input and actively participate in those decisions.

and providing your perspective as a manager to them makes for an easier transition if larger problems arise in a community. If an issue arises with the construction of the development, knowing the perspective of the developer will help you provide guidance to your board.

Developer board members sometimes think they know more about associations than they do because they have served on many boards or have built many communities with HOAs. But rarely do they know better than a professional certified manager.

Management companies are too quick to call attorneys and begin investigative work rather than taking a pragmatic approach to work with the developer to resolve an issue. Many issues with developers can be resolved amicably if the issues are kept in perspective to the greater good of the HOAs are what certified managers association. Knowing how a developer specialize in and have proven success doing. works, and how they view a community, can Too often managers acquiesce to an idea help you manage difficult situations more proposed by a developer because we see efficiently. them as the resource most knowledgeable on the community. Be confident and ALLOW FOR DIFFERENT PERSPECTIVES: assured that you know the community and DEVELOPER, MANAGER AND the industry enough to respectfully educate ASSOCIATION them in the same manner you educate your New developments are a blank canvas with homeowners. many different artists vying for painting their version of the picture. As managers, YOUR MANAGER PERSPECTIVE COUNTS we serve as the palette and are able to allow Obtaining the perspective of the developer for many different colors, or perspectives,

to be used by those doing the painting. If we don’t bring in all of the perspectives, including that of the developer, then what can be left is either a monochromatic, inept community or a divided piece that ripples throughout the association’s existence and becomes a burden on our time.

Homeowners will always give you their perspective—it’s their personal life and investment. Understanding and incorporating the perspective of the developer allows managers to bring both sides together to create a masterpiece.

Andrew Hay, CAMEX, CCAM-ND.PM is Vice President, Management Division of The Helsing Group, Inc

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Vision Summer 2020 | cacm.org

maintaining high standards

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Saeed Khan Wilson Kiel Annette LaFata Maria Lazaro Jason Leung Carla Linares Carly Lovell Nikki Lui Tiffany McDaniel David Mecham Lance Miller Terese Montemarano Katherine Morris Jessica Narlock Amanda Nevarez Judith Pallares Yelena Parikova Huong Pham Brittany Pinkston Sara Ponsetti, CCAM Sheila Purcell Jane Quijano Nicole Quintana Bob Rathmell Joyce Riviere Eusebia Rodriguez Lizbeth Rodriguez Synthia Salazar Filipe Santos, CCAM Joseph Shin Stephanie Silver

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Maria Zarro-Anaya Tami Zuccolillo cacm.org | Vision Summer 2020

39

# CACM CHALLENGE C A C M

Care: How do you care for yourself or others?

Appreciate: What or who do you appreciate?

Create: How or what do you create?

Matter: You matter and make a difference

COVID-19 ushered in a unique set of

We recently sat down with CACM’s

challenges that forced us all to look at our

VP/Director of Events & Membership,

world in new ways. Instantly, community

Melissa Hurtado who shared how the

managers dove in identifying new and

acronym CACM has become more than

creative ways to meet the needs of their

the place she works. It’s something

communities with many offering their

she practices every single day (even

time to purchase groceries for those in

before the pandemic!) and has reaped

their communities who suffered from

the rewards of this simple daily activity.

compromised immune systems.

Now, she hopes you’ll embrace the #CACMChallenge and begin sharing

But what about YOU? What about taking

with us on social media how you are

care of yourself during this pandemic?

applying the #CACMChallenge to your

Has the thought crossed your mind?

life.

C A C M CARE

A PPRECIATE

C REATE

MATTER: YOU MATTER!

If you are in this business,

It is difficult to be the

During this pandemic, CACM

You are so important.

you have a heart for others.

problem solver for everyone

has watched our members

The lives you touch (both

After all, we’re a service-

in the communities you serve.

get really creative with online

personal and professional) are

based industry. Community

Seldom do you hear from

meet-ups, game nights, fun

richer because you are in it!

managers are often putting

homeowners when things are

music videos that leave you

Remember that important fact

the needs of clients above

going well. So, in the midst

laughing and wanting more,

as you go about what you may

their own. Although this is

of the chaos of clients and

etc. Those individuals who let

be calling “mundane, day-in-

essential for business success,

deadlines, take stock of what

their creativity go reap the

day-out life.” To someone, you

it is essential for your personal

you do have. You’ll be surprised

rewards. Being creative has so

are EVERYTHING!

success to take care of you in

at what you discover. So many

many benefits. The more you

the process. Ask yourself this

Americans don’t have jobs,

free your mind to create, the

To CACM, you are an integral

question: What have I done

but the work of a community

more ideas flow which inspires

part of our organization. We

today to take care of me?

manager is ESSENTIAL!

and energizes the soul. So,

are always here to help you

Whether it be taking a walk,

Now that’s something to be

write in a journal, plant a

thrive!

reading a book, exercising,

appreciative of. You have

garden, grab a canvas or guitar

or chatting with friends it is

breath in your lungs, eyes to

and allow your creativity to

what brings joy, peace and

read this article and a new day

soar. This simple exercise will

contentment to life.

to begin again. If it helps, make

bring you peace and could

a list of all that you appreciate.

bring financial gain to the

Don’t forget to include those

company you work for!

special people who love you just the way you are.

40

Vision Summer 2020 | cacm.org

Join us in the

#CACMChallenge!

We are

#StrongerTogether when we are

#CACMStrong!

DURABLE SIDING. NOW IN SMOOTH.

®

cacm.org | Vision Summer 2020

41

New HOA Accounting Principles – An Alternate View

By Donald W. Haney, CPA, MBA, MS

T

he Financial Accounting Standards

To other CPAs and finance professionals, the

Board (FASB), the U.S. Accounting

“contract liability” method has advocates

standards setting body that

and adversaries. The adversaries opine

establishes Generally Accepted

that the method misleads, fails to reflect

Accounting Principles (GAAP), issued new

economic reality, and misinterprets the

revenue recognition principles. Principles

association/owner relationship.

are not standards or rules. Across the nation certain HOA CPAs have created a

Please be clear, the contract liability

new controversial assessment deferral and

advocates have every right and duty to argue

related contract liability technique based

their current thinking. It is important to the

upon their interpretation of what a customer

quest for best practice. On the other hand,

is. It is a really big change in presentation

to assert their position as rules and required

and messaging to HOA stakeholders.

when it is not, compels a response.

This commentary’s purpose is to add

Their position is an interpretation of certain

clarity, context, caveats, and candor to this

revenue recognition principles established

controversy. Whether you are a finance

by FASB. FASB has specifically declined

professional, a manager, a CID director

to establish industry specific rules based

or other interested party, this topic and

upon these principles. Moreover, substantial

its resolution will affect the very core of

disagreements exist within the U.S. CPA

your operation and messaging to CID

community about how these principles

stakeholders.

apply to the CIRA world (Common Interest Realty Developments-CPA lingo for

To managers, directors and other HOA

Homeowners Associations).

stakeholders, the contract liability reporting methodology is not a new rule that HOA’s

With that preamble, what follows are FASB

must accept. There are generally acceptable

standards and financial reporting options:

options.

Editor’s Note: The author provided this article as another point of view about the changes in the Financial Accounting Standards Board principles. Vision Magazine printed another article on this topic in its Spring 2020 issue.

42

Vision Summer 2020 | cacm.org

Using the Full Accrual Method Prepared By: Donald W. Haney, CPA For Major Repairs & Replacements A Simplified Illustration-For Discussion Purposes Only 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42

Balance Sheet Assets Current Assets Cash-Operating Receivables Prepaid Expenses Other

Exhibit A-Sample HOA Financial Statements

Comments

$

25,000 2,000 3,000 475 30,475

Total Current Assets Cash & Equivalents Designated for Looks like a lot of money available Major Repairs & Replacements 459,000 What are the claims on this money?

Total Assets $ 489,475 Liabilities & Net Assets Current Liabilities Accounts Payable $ 10,000 Assessments Paid in Advance 1,000 Other Current Liabilities 500 Total Current Liabilities 11,500 Major Repair & Replacement Obligation Beginning of the Year 700,000 Add: Expense Provision 125,000 Equals Annual Replacement Expense Less: Expenditures (75,000) Major Components for this year Net Replacement Obligation 750,000 Equals "Reasonable" Estimate Total Liabilities 761,500 Liabilities Exceed Assets Net Assets Beginning of the Year (250,000) Excess (Deficiency) for the Period (22,025) See line 42 Net Assets (Deficit) (272,025) Underfunded Estimate Total Liabilities & Net Assets $ 489,475 Income Statement Revenues Assessments $ 500,000 Total Assessments Levied for the year Interest 1,000 Other 2,000 Total Revenues 503,000 Expenses Common Area 350,000 Landscape, Utilities, R&M, Etc Replacement Provision (Reserves) 125,000 Common Area Facilities "wearing out" cost Governance 50,000 Management, Other Taxes 25 Total Expenses 525,025 Excess (Deficiency) Revenues over Expenses $ (22,025) CPA speak for Net Income (Loss)

P:\Corporate\HaneyInc\Legislation&Professional\FASBCodification\RevenueRecognitionASC606\ 2006Jun07-CAIRRArticleExhibitA HOAFS 6/12/2020 11:24 AM

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42

1. THE ASSOCIATION’S FINANCIAL STATEMENTS ARE THE ASSOCIATION’S. They are not the CPA’s. If the association’s has a preferred presentation that complies with GAAP, it has options. Their existing CPA can decline the engagement or accept the client’s methodology. The association may seek other providers (Full disclosure – Our firm does not perform audits or reviews).

2. FUND ACCOUNTING IS NOT REQUIRED BY U.S. GAAP. The AICPA (American Institute of Certified Public Accountants) required the single column Entity option to be included in its CIRA audit and accounting guide published some 35 years ago, which has been incorporated into FASB’s Accounting Standards Code (ASC, The CPA Law Book) for CIRAs.

Continues on page 44 Using the Full Accrual Method For Major Repairs & Replacement A Simplified Illustration - for Discussion Purposes Only

Page 1 of 1

cacm.org | Vision Summer 2020

43

New HOA Accounting Principles – An Alternate View, continued from page 43 3. THE HOA’S OBLIGATION TO PERFORM MAJOR REPAIRS AND REPLACEMENTS (MRRS) ARE “LIABILITIES.” One benefit of the contract liability method is the recognition that a homeowners association’s legally inescapable obligation to maintain the common areas facilities at an ascertainable standard is a balance sheet liability. The concern is that the proposed contract liability method does not deliver the complete story.

4. THE REPORTING OPTIONS. Presently, there are at least three GAAP acceptable options for CIRA financial reporting as it relates to these major repair and replacement (MRR, Reserve) obligations: A. STATUS QUO. Record assessment revenues when levied (accrual basis). Record MRR expenditures when the check is written (cash basis). Display

44

Vision Summer 2020 | cacm.org

replacement obligation (fund) on the balance sheet as exactly equal to the current cash on hand.

B. CONTRACT LIABILITY. Record “operating” assessments as revenue in the year levied. Record “reserve” assessments in the year levied as a “contract liability” in the balance sheet. Transfer those “deferred” assessments back to the income statement when the MRR expenditure occurs. Thus “matching” the assessments with the expenditure.

C. FULL ACCRUAL. Record assessment revenues when levied (accrual basis). Record the estimated “wearing out cost” of the common area facilities as an annual expense similar to an annual estimated “depreciation” expense (accrual basis). Display the MRR obligation on the balance sheet at

its current “reasonably estimable” amount.

The full accrual advocates opine that the status quo and contract liability methods mislead the reader, fail to reflect economic reality, and fail the goldilocks test. Neither tell the reader in clear terms whether the funds available and the related funding plan for MRRs are too little, too much or just right.

Homeowner associations partially adopt the commonsense full accrual method in their annual budgets when their budgeted line item expenses include an amount allocated to reserves. Up to now, they typically do not record the offsetting liability on the balance sheet as part of their normal bookkeeping entries. And, if they do, the status quo advocates reverse that entry to convert the MRR expenditures to the cash basis.

The net result of the full accrual option is

that any deficit or underfunding between the cash designated for MRR and the estimated obligation is clearly shown on the balance sheet as a deficit in net assets (the difference between assets and liabilities).

The fundamental principle and rule that drives this thought process and position is FASB’s ASC 450-20-25, which requires expense or loss recognition when two tests are satisfied: The expense or loss is “probable” and “reasonably estimable.”

What situational elements define probable and reasonably estimable are described by the standard setting bodies in mind-numbing supporting position papers available in the linked documents.

The short version is that the CID CPA and legal communities generally agree that the typical CCRs are a contract between the owner/member to maintain the common area at an ascertainable standard which passes the probable test. Less agreed upon is that the typical reserve study passes the reasonably estimable test.

Advocates for this method conclude they are “good enough” and pass that test. On the other hand, they need to get better. FASB has consistently opined in analogous situations (pension obligations, environmental remediation obligations, etc.), that a good estimate is better than no estimate and that the estimates will

SUPPORTING DOCUMENTS AND MORE DETAILED EXHIBITS CAN BE ACCESSED AT HANEYINC.PRO/RULES

get better as more attention is paid to them.

On page 43 is a simplified HOA Balance Sheet and Revenue & Expense statement presented in a single column “Full Accrual” method with descriptive comments. It clearly displays the goldilocks “too little” deficit in the balance sheet section titled Net Assets, which is the difference between Assets and Liabilities. A deficit indicates that liabilities exceed the assets available to satisfy those liabilities.

Donald W. Haney, CPA, is owner of Haney Accountants, Inc., in Roseville.

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45

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DEADLY BERKELEY DECK FAILURE LEADS TO MANDATED CONDO INSPECTIONS

BY J. DAVID RAUCH

ON JUNE 16, 2015, in Berkeley, California, 13 students

gathered on a balcony when it collapsed killing six and injuring seven. Why did it collapse? Architect Robert Perry identified the cause of collapse “as dry rot damage, along the top of the cantilever balcony deck joists.”

A result of the collapse was the creation of new California Legislation SB 721 affecting 3 million apartments. The HOA industry was spared. This year, condos were included in SB 326 (California Civil Code Section 5551), outlining mandatory deck inspections not just for decks but all Exterior Elevated Elements (EEEs).

All condo communities must inspect decks, balconies, stairways, walkways and their railings if they are “supported by wood or wood-based products, have a walking surface designed for human occupancy and are over six feet in height.” The inspection includes flashings and waterproof membranes.

Before we discuss a community manager’s role, let us review the law (5551):

WHO DOES THE INSPECTION?

HOW MANY EEES TO INSPECT?

Inspect enough EEEs to achieve 95 percent confidence that the results from the sample are reflective of the whole.

WHEN TO INSPECT?

Inspections are to be performed no later than January 1, 2025 and every 9 years thereafter. (We suggest it’s done in advance of your next Reserve Study updatesite visit.)

WHAT INFO DOES THE REPORT CONTAIN?

• Identification of the load-bearing building components and associated waterproofing system.

• The current physical condition of the load-bearing components.

• The expected future performance and remaining useful life of the load-bearing components.

• Recommendations for necessary repair or replacement of the load-bearing components.

• Report shall be stamped or signed by the inspector, presented to the board, and incorporated into the reserve study.

WHAT IF PROBLEMS ARE DISCOVERED?

A registered architect or structural engineer.

If building conditions indicate unintended water or vapor has passed into the waterproofing system,

WHAT EEES TO INSPECT?

creating the potential for damage, then the inspector may conduct a further “intrusive” inspection.

The inspector “or a statistician” shall generate a random list of the locations of each type of EEE.

WHAT IF SAFETY HAZARD(S) ARE FOUND? If immediate threat to the safety of the occupantsis Continues on page 48

cacm.org | Vision Summer 2020

47

MANDATED CONDO INSPECTIONS, continued from page 47 found, inspector shall provide a copy of the report to the association immediately, and to the code enforcement agency within 15 days of completion of the report. The association shall take preventive measures immediately, including preventing occupant access to the EEE until repairs have been inspected by the enforcement agency.

WHO PAYS FOR COSTS TO ENFORCE 5551?

5551 likely applies.

While the bulk of the balcony is within the exterior profile of the building, there is a projected portion and leaning against the railing is potentially hazardous.

The association.

WHEN MUST SUBSEQUENT INSPECTIONS BE CONDUCTED? Every 9 years; subsequent inspection commences with next EEE on the list.

WHO SHALL MAINTAIN AND REPAIR?

5551 likely applies.

Balcaonies on right (above driveway) project beyond exterior envelope of building and roof line, and are definitely fall-able.

Balconies in left of photo clearly project far beyond exterior of building envelope.

The continued and ongoing maintenance and repair of the loadbearing components and associated waterproofing systems in a safe, functional, and sanitary condition shall be the responsibility of the association as required by association’s governing documents.

MORE STRINGENT INSPECTION AND MAINTENANCE REQUIREMENTS?

The association board or the local enforcement agency may enact rules imposing requirements greater than those imposed by 5551.

THE UNDERLYING ISSUE: WATER

Water regularly contacting wood leads to its premature deterioration. Standing water on deck surfaces accelerates damage to waterproof membranes allowing water intrusion to wood. That is why pooling or standing water on decks, landings, flat roofs and railings must be prevented. Building codes call for all decks to be sloped away from the building so water runs away from the structure and does not pond.

THE COMMUNITY MANAGER’S ROLE

As a community manager, your role in making sure the association meets these new

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Barry Coleman | 470.445.1912 SVP / Director of HOA & Property Banking PPBI.com/hoa 48

Vision Summer 2020 | cacm.org

Pacific Premier Bank is a registered trademark. All rights reserved. © 2020 Forbes Media LLC. Used by permission.

requirements can be broken down into three steps.

1. DEVELOP YOUR INSPECTION PLAN.

551 does not apply.

No wood or wood-based balconies on this high rise, although it may be wise to recommend a safety inspection.

Read the law, then assemble a “deck team” to include reserve analyst, inspector and attorney (to ensure compliance with the law).

Then, work together to develop your deck inspection, plan and budget: • Select team: manager, reserve analyst and inspector.

• Develop your budget.

• Contract with qualified inspector.

• Assist inspector to obtain access to community and decks.

• Develop a plan for repairs and replacement of affected EEEs. • Reserve analyst to add “contingent” line item for items such as repairs and/ or maintenance (deck coating) that arise from the inspections.

• Develop plan for maintenance of EEEs in conjunction with your Reserve Study.

plan to the homeowners at your next open forum. Homeowners will want to know why inspections are taking place, how it will impact them and what happens after the inspections. A good proactive presentation to your homeowners is important.

3. FOCUS ON THE MAINTENANCE.

The new law states “continued and ongoing maintenance and repair of the load-bearing components and associated waterproofing systems…shall be the responsibility of the association.” By planning and budgeting inspections and maintenance, you can mitigate and possibly eliminate future expensive repair and replacement work.

2. MEET WITH THE BOARD AND HOMEOWNERS. 5551 likely applies.

Balconies are supported by columns, and surfaces project from the exterior envelope of the building.

Next, present your plan and budget to the board and get approval. Then, present the

Source: Association Reserves

J. David Rauch is president of ProTec Building Services in San Diego, California.

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cacm.org | Vision Summer 2020

49

T

aking early action is often the best approach to avoid much bigger problems in the future. That is clearly the case with invasive shot-hole borers, tiny beetles that could destroy up to a third of

Southern California’s urban trees if left unchecked.

Unlike many insect pests, these beetles infest a wide variety of tree species, including many landscape trees that are common to Southern California HOA communities. Invasive shot-hole borers tunnel into trees, creating galleries where they introduce and “farm” a fungus to feed their larva. Over time, as that fungus spreads within the tree’s inner layers, it disrupts movement of water in the tree. Deprived of water and nutrients, the tree suffers from branch dieback and breakage. Eventually, many infested trees die.

When landscape contractors detected the pest within Aliso Viejo Community Association (AVCA) owned parks several years ago, the risk was clear. Trees, mostly Sycamores, showed signs of stress and began to pose possible safety concerns as they started to die. AVCA tried to treat Sycamores in some locations but had mixed results. Therefore, rather than continuing to treat, our association choose to remove all Sycamores and any other trees that had been infested in an effort to minimize the beetles spread. Had we done nothing, there is a good chance that we would have lost a significant amount of trees throughout the community.

That tree loss would have impacted the aesthetics of the community, increased noise in neighborhoods adjacent to major roadways, possibly reduced local bird populations

BORERS

By Marilyn Smith, CCAM

battle of the

How an association promptly tackled a beetle infestation in its tree population.

50

Vision Summer 2020 | cacm.org

and increased populations of other pests

are currently underway at various University of

AVCA currently is in the process of working

that the birds eat. So, at the same time that

California facilities.

with the city of Aliso Viejo on a grant for

AVCA and our contractors have been actively

funds to supplement and/or assist us and

removing infested trees, we also have been

As the AVCA example demonstrates, regardless

some of the impacted sub‐associations

planting several hundred trees per year to

of the control measures used, the most

within the community. That raises another

try to replenish the trees that have been lost.

important thing is to identify the problem early

important point: HOAs aren’t alone in this

Trees that have been planted are typically fast

and take action. I recommend that HOAs and

battle. A number of federal, state and local

growing species like California pepper trees.

their managers regularly inspect trees within

organizations including the USDA Forest

their communities and work with a Certified

Service, California Department of Food and

Meanwhile, the science surrounding invasive

Arborist to quickly take proactive measures to

Agriculture, CalFire, Orange County Fire

shot-hole borers and understanding of best

minimize the impact to their communities.

Authority, Orange County Parks and the

management practices has been advancing

University of California are working together

rapidly in recent years. According to Beatriz

on a variety of monitoring and management

Nobua-Behrmann, Ph.D., Urban Forestry and

efforts and possess considerable expertise on

Natural Resources Advisor with the University

the issue.

of California Cooperative Extension, while just a few years ago, treatments for the pest fungal

The University of California manages a website

complex were often ineffective or at least

(www.ishb.org) where you can find more

unproven, today there are accepted protocols

information about this pest, including an

that consistently provide successful outcomes.

It also is important to keep homeowners

updated list of susceptible tree species and

Guidelines now recommend only removing

and residents informed on an issue of this

resources on how to identify, monitor and

“amplifier trees” — heavily infested trees with

potential magnitude. As a master association

manage infested trees.

more than 150 active entry holes and dieback.

with over 15,000 units, AVCA used a wide

For low to moderately infested trees, removal

variety of tools to spread related information

of actively infested branches and treatment

throughout the community including posts

with a combination pesticide and fungicide

on the association’s website and social media

have proven effective control measures. In

sites, e-blasts and an article in the association’s

addition, several trials of biological controls

quarterly newsletter.

Marilyn Smith, CCAM, is the General Manager of Aliso Viejo Community Association and a team member with Powerstone Property Management.

cacm.org | Vision Summer 2020

51

serving your communities

New Industry Partner 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 first quarter of 2020!

INDUSTRY PARTNER PLUS

B2R Consulting Group

Kevin Davis Insurance Services

Anaheim | (714) 955-4722

Los Angeles | (213) 833-6191

www.b2rconsultinggroup.com/#sec1

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BRIKO Mechancial

Bravo Restoration & Construction

Liquid Coating Designs, Inc.

San Diego | (858) 779-0224

Windsor | (707) 239-8233

Pleasanton | (925) 931-1937

www.brikhoconstruction.com

www.bravorestoration.com

www.liquidcoatingdesigns.com

EH Private Bank

Enhanced Landscape Management a

Medrano Co.

Beverly Hills | (714) 918-1433

Landscape Development Company

San Diego | (619) 264-3434

www.ehnbank.com

Bakersfield | (661) 666-3022

www.medrano.co

BRIKHO Developments Inc dba

www.enhancedlandscape.com Nest Construction & Services, Inc.

FRONTSTEPS Denver | (800) 992-4384

Enviro Views, Inc.

Anaheim | (760) 616-9636

www.frontsteps.com

Richmond | (510) 236-6001

www.nestconstructionservices.com

www.enviro-views.com Patriot Paving Inc.

Murrish Maintenance Construction Services

Flat Roof Pros

Orange | (714) 283-0777

Ontario | (951) 219-6590

North Highlands | (916) 345-1111

www.patriotpavinginc.com

www.murrishmaintenance.business.site

www.stanconsultingserv.wixsite.com/ flatroofpros

Precision Painting Newbury Park | (805) 724-6837

INDUSTRY PARTNERS

Ghemco

A1 Elite Elections

www.ghemco.com

Orange | 949) 656-3229 www.a1eliteelections.com

www.precisionpainting.com

Los Angeles | (562) 250-4745 Servpro of Mission Viejo Mission Viejo | (949) 855-9992 Hopkins & Carley

www.servpromissionviejo.com

San Jose | (408) 286-9800 ABM

www.hopkinscarley.com

Los Angeles | (213) 200-9409 www.abm.com

Steadfast Construction Services Inc. Pleasanton | (925) 399-8011

Kastle Systems

www.steadfastrestorationservices.com

Anaheim | (310) 645-0222 Advanced Election Services

www.kastle.com

North Hollywood | (818) 355-8768

www.advancedelectionservices.com

www.zirconpestsolutions.com

Thank You for Your Membership!

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

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

52

Zircon Pest Solutions

Laguna Hills | (714) 783-8646

Vision Summer 2020 | cacm.org

Thank you!

CACM

DONORS

CACM wishes to thank the individuals and companies below who so graciously have donated to ensure our non-profit continues to provide quality education and resources to the California community management industry.

We are #StrongerTogether when we are #CACMStrong.

A Plus Tree, Inc.

Community Legal Advisors Inc.

The Miller Law Firm

A.S.A.P. Collection Services

Dave Bang Associates

The Naumann Law Firm, PC

Adams l Stirling PLC

Dunn-Edwards Paint Corp.

Newman & Associates CPA, PC

Advance Construction Technology, Inc.

Duro-Last Roofing, Inc.

Nordic Security Services

Elliot Katzovitz Insurance Agency, Inc.

Pacific Construction Analysts, Inc.

EmpireWorks Reconstruction and

Pacific Premier HOA & Property Banking

(ACT) Allied Universal Security Services Angelo Termite & Construction

Painting

Angius & Terry LLP

Epsten, APC

Animal Pest Management Services, Inc.

Fenton Grant Mayfield Kaneda & Litt,

Antis Roofing & Waterproofing

LLP

Pacific Western Bank PatioShoppers Commercial Pool & Patio Furnishings Pilot Painting & Construction

Association Services Network

Fiore Racobs & Powers, A PLC

Popular Association Banking

Asyst Data Group

Fontaine Weatherproofing, Inc.

Prendiville Insurance Agency

AvidXchange

G4S Secure Solutions (USA) Inc.

Proscape Landscape

B2R Consulting Group

Garage Door Medics

ProTec Building Services

Barcode Automation, Inc.

Ghemco

Rayco Exteriors

Beaumont Tashjian

Golden Alliance Insurance Agency, Inc.

Reserve Studies, Inc.

Behr Paint

HARBRO Emergency Services

Roseman Law, APC

Berg Insurance Agency

Contractor

Roy Palacios Insurance Agency, Inc.

Bergeman Group

Harvest Landscape Enterprise, Inc.

Sax Insurance Agency

Black Diamond Paving & Concrete, Inc

Hays

Seacoast Commerce Bank

BPR, Inc.

Heritage Bank of Commerce

Sherwin Williams

Broadband Agreements by MFC

HomeWiseDocs

Signature Painting & Construction, Inc.

California Builder Services

Hughes Gill Cochrane Tinetti, PC

Smartwebs, LLC

California Safety Agency

Interstate Restoration

Strategic Reserves

California Sub-Meters

The Judge Law Firm

Sunwest Bank

CalPro Construction & Painting

Kelly-Moore Paint Co., Inc.

T & G Roofing Co.

Calvac Paving, Inc.

Kriger Law Firm

TOPS Software

CGSystems, Inc. – California Gate and

Law Offices of Jeanne McDonald

Union Bank HOA Services

Lifetime Vinyl Fence Fabricators Inc.

Vasin Sign Solutions, Inc.

Chapman & Intrieri, LLP

Entry Systems

LiftMaster

VIVE

CID Insurance Programs, Inc.

LP Building Solutions

White & MacDonald, LLP

CINC Capital, LLC

Lynn Wealth Management

Whitestone Industries

CINC Systems

Mailboxes “R” Us

Whitney l Petchul

CIT

McKenzie Rhody, LLP

Yardi Systems, Inc.

City National Bank

MeterNet Sub-Metering and Billing

Zircon Pest Solutions

ClickPay

Services

CM Squared, Inc. cacm.org | Vision Summer 2020

53

CACM held its first-ever Digital Dash virtual 5K run/ walk the week of April 13-19 to encourage members and their families to stay active and healthy while social distancing and working from home. Thirty eight participants walked or ran during that week as part of our fun competition,

CACM DIGITAL DASH WRAP UP

which was sponsored by the Naumann Law Firm, PC.

WINNERS INCLUDED: •

Overall Fastest Time (female):

Kim Zetterlund of Arborwell (overall run time of 25 min and 19 sec) •

Overall Fastest Time (male): Tim Flanagan, Esq. of Berding Weil (overall run time of 26 min and 45 sec)

•

Member organization with most participants: Berding Weil (4 employees) and ABM (4 employees)

•

Most Creative Social Posts: TARC Construction and Pilot Painting & Construction

54

Vision Summer 2020 | cacm.org

TIM FLANAGAN, ESQ. ALLISON LEWIS

STEVEN A. ROSEMAN , ESQ.

KIM ZETTERLUND

DAN FERNANDEZ, TARC

TERESA AGNEW, ROSEMAN LAW JAY JARVIS, CCAM NAOMI JETER, CCAM

ELAINE GOWER

I

ASHLEY SUMI

LESLEE JONES

TEC P R O

BUILDING SERVICES

ARE YOU TIRED OF MAINTENANCE HASSLES? ALL YOUR MAINTENANCE NEEDS IN ONE PLACE. ProTec provides your HOA peace of mind knowing all your community maintenance needs are being resolved. Through the implementation of a Common Area Maintenance Program (CAMP) coupled with an extensive list of in-house services such as Maintenance, Repair, Construction, Plumbing, Painting, Lighting and Specialty Cleaning; we are sure to streamline the community maintenance process. All the while improving your quality of life and delivering quality service your community can be proud of.

Learn more about our services at www.ProTec.com/services.

(800) 557-2217 Serving Southern California & Southern Nevada CA B-803435 C-33 C-36 ı NV B-80330 C4-80340

cacm.org | Vision Summer 2020

55

THANK YOU, ESSENTIAL WORKERS! At CACM we’re so thankful to all of the essential workers who continue to serve their communities throughout the pandemic. We all wanted to show our appreciation in our own way while sheltering at home the past few weeks.

TOM FREELEY

MARCIA GARRETT

THANK YOU FROM THE BOTTOM OF OUR HEARTS!

MELISSA HURTADO

Homeowners Associations High/Mid-Rise Condominiums Condominium Conversions Commercial Properties Multi-Family Properties Business Litigation

844.492.7474

naumannlegal.com

LOS ANGELES | SAN DIEGO | ORANGE COUNTY | RIVERSIDE | SAN BERNARDINO 56

Vision Summer 2020 | cacm.org

PATTY SEDIA

LORI INZUNZA

LYNETTE BERTRAND

TRACY BARILLAS

DEBI FROUDE

JUDY LEVINSOHN EMILY YOST

We Plan & Perform Your Reconstruction Project

raycoexteriors.com (888) 317-2423 CA Lic #B-1019483 cacm.org | Vision Summer 2020

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upcoming courses

Course Calendar

FOUNDATIONAL ETHICS FOR COMMUNITY MANAGERS Online

Module 1 of 2 July 14 9:00 AM - 11:00 AM

Module 2 of 2 July 14 1:00 PM - 3:00 PM

ETHICS MASTERY Orange County

One session only July 14 1:30 PM - 5:30 PM

RESERVES: WHAT, WHY HOW? Online

One session only July 16 11:00 AM - 2:00 PM

FUNDAMENTALS OF EFFECTIVE GOVERNANCE Online

Module 1 of 2 Module 2 of 2 July 23 July 24 10:00 AM - 12:00 PM 10:00 AM - 12:00 PM

58

Vision Summer 2020 | cacm.org

AGE RESTRICTED ACTIVE ADULT Online

Module 1 of 2 Module 2 of 2 August 5 August 6 10:00 AM - 12:00 PM 10:00 AM - 12:00 PM

THE BASICS OF ASSOCIATION MANAGEMENT Online

Module 1 of 8 August 5 9:00 AM - 11:00 AM

Module 5 of 8 August 12 9:00 AM - 11:00 AM

Module 2 of 8 August 5 1:00 PM - 3:00 PM

Module 6 of 8 August 12 1:00 PM - 3:00 PM

Module 3 of 8 August 6 9:00 AM - 11:00 AM

Module 7 of 8 August 13 9:00 AM - 11:00 AM

Module 4 of 8 August 6 1:00 PM - 3:00 PM

Module 8 of 8 August 13 1:00 PM - 3:00 PM

HIGH RISE COMMUNITY MANAGEMENT Online

Module 1 of 6 August 12 9:00 AM - 12:00 PM

Module 4 of 6 August 14 1:30 PM - 4:00 PM

Module 2 of 6 August 12 1:30 PM - 4:00 PM

Module 5 of 6 August 18 9:00 AM - 12:00 PM

Module 3 of 6 August 14 9:00 AM - 12:00 PM

Module 6 of 6 August 18 1:30 PM - 4:00 PM

INSURANCE PRINCIPLES Online

One session only August 13 11:00 AM - 2:00 PM

EFFECTIVE MEETINGS & ELECTIONS TOOLS Online

Module 1 of 2 August 19 10:00 AM - 12:00 PM

Module 2 of 2 August 20 10:00 AM - 12:00 PM

CACM’s Education and Credentialing Team has transitioned all educational courses (except Advanced Ethics and Ethics Mastery) to an online platform through October.

Please contact a member of the Education team for further details and schedule.

ADVANCED ETHICS: LEADERSHIP & DECISION MAKING North Bay One session only August 20 8:30 AM - 12:30 PM

ETHICS MASTERY

East Bay One session only August 25 9:30 AM - 1:30 PM

CONFLICT RESOLUTION FOR COMMUNITY MANAGERS Online Module 1 of 2 August 26 10:00 AM - 12:00 PM

Module 2 of 2 August 27 10:00 AM - 12:00 PM

ADVANCED ETHICS: LEADERSHIP & DECISION MAKING Orange County One session only August 27 1:30 PM - 5:30 PM

ADVANCED ETHICS: LEADERSHIP & DECISION MAKING

FOUNDATIONAL ETHICS FOR COMMUNITY MANAGERS Online

Module 1 of 2 September 3 10:00 AM - 12:00 PM

Module 2 of 2 September 3 1:00 PM - 3:00 PM

EXPLAINING FINANCIAL STATEMENTS Online

Module 1 of 3 September 9 10:00 AM - 12:00 PM

Module 3 of 3 September 11 10:00 AM - 12:00 PM

Module 2 of 3 September 10 10:00 AM - 12:00 PM

STRATEGIC FINANCIAL PLANNING Online

Module 1 of 2 September 15 10:00 AM - 12:00 PM

Module 2 of 2 September 16 10:00 AM - 12:00 PM

South Bay One session only September 3 1:30 PM - 5:30 PM

HUMAN RESOURCE MANAGEMENT Online

Module 1 of 3 September 17 9:30 AM - 12:00 PM Module 3 of 3 September 24

Module 2 of 3 September 18 9:30 AM - 12:00 PM

9:30 AM - 12:00 PM

NEW DEVELOPMENT COMMUNITY MANAGEMENT Online

Module 1 of 5 September 22 9:30 AM - 12:00 PM

Module 2 of 5 September 22 1:30 PM - 4:00 PM Module 5 of 5 September 25

Module 3 of 5 September 23 9:30 AM - 12:00 PM Module 4 of 5 September 23 1:30 PM - 4:00 PM

9:00 AM - 1:00 PM

ADVANCED ETHICS: LEADERSHIP & DECISION MAKING Los Angeles One session only September 25 1:30 PM - 5:30 PM

Please Note: In order to receive CEU course credit all modules within the course must be completed.

HOA Banking Seacoast Commerce Bank offers a full range of comprehensive banking and financial services for Homeowner Associations and property management companies.

Seacoast Commerce Bank provides our Property Management and Homeowner Association clients the ability to maximize their use of bank services. We understand the unique Banking needs of our Property Management and Association clients, providing industry specific products and customer service that you have grown to expect and deserve.

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www.sccombank.com

cacm.org | Vision Summer 2020

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HISTORY IN THE MAKING:

CACM HOSTS VIRTUAL LAW SEMINAR

Overall, despite learning a new system, members who attended raved about the format and content.

“

I would have rather been in person with ev eryone at Dis neyland, but considerin g the current times we are in CACM did a great jo b with providing us with GREAT programs!

Thank you!

“

WOULD YOU ATTEND A VIRTUAL LAW SEMINAR AGAIN OR RECOMMEND THIS FORMAT IN THE FUTURE?

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Vision Summer 2020 | cacm.org

It was a great substitute for meeting in person.

“

All told, the Virtual Law Seminar drew 200 participants, including 38 speakers who led 14 breakout sessions. Capping off the day of online learning was a happy hour filled with giveaways and games.

“

“

I think it was well done and I look forward to more virtual courses and events. It really helped not only during COVID but also as a new mom. I would not have been able to attend had it not been virtual.

“

““

“

“

ent Excelln optio !

The event was held on a virtual event site where attendees were able to create profiles, download session PowerPoints, handouts and the day’s schedule, view speaker bios and listen to and view post-event recordings of sessions they may have missed.

“

I thought it was great. It allowed me the opportunity to attend and still handle issues at the office during breaks.

❤ “ ❤

Loved it!

“

“

It was a more efficient use of my time as a busy manager.

CACM made history with our first ever Virtual Law Seminar on June 2. Following the cancelation of the Southern California Law Seminar and Expo in March due to a statewide mandate, the team at CACM got to work to create its first-ever virtual conference.

YES! 95%

Varsity and Kelly Moore Paints Give Back

F

ollowing peaceful protests in late May, looters vandalized businesses in Oakland. Varsity Painting and

Kelly Moore Paints teamed up for a multi-day community project in early June, repainting 38 storefronts that had been covered in graffiti. “Over the

“We have an opportunity to help and we want to”

course of the weekend when this was all unfolding, it struck me and it made me feel like we needed to do something. We have an opportunity to help and we want to,” said Roland Thoms, owner of Varsity Painting. “Everyone was excited and onboard immediately.”

To see a video of the project, click here.

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YardiBreeze.com | (800) 866 -1144 cacm.org | Vision Summer 2020

61

OPEN FOR REGISTRATION OCT. 8 - 9, 2020 Fairmont Sonoma Mission Inn & Spa 100 Boyes Blvd.

Sonoma, CA 95476 Travel “virtually” across the state of California touring large scale and high rise properties, asking questions of the individuals High Rise Summit & Large Scale Summit who manage them and taking a deeper dive into mastering the unique challenges faced by professional large scale and high rise managers.

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BOOK YOUR ROOM NOW ONLINE!

CCAM, CAFM and MCAM members earn 6 CEUs. Book your room NOW online!

CACM.ORG 62

Vision Summer 2020 | cacm.org

Thank you to our sponsors for the first quarter of 2020 for their generous contributions.

The next time you encounter a CACM Sponsor, please join us in acknowledging the work and generosity of these supportive members.

Accurate Termite & Pest Control

Hughes Gill Cochrane Tinetti, PC

American Asphalt Repair & Resurfacing Co., Inc.

Interstate Restoration

Angelo Termite & Construction

IQV Construction & Roofing

Angius & Terry LLP

JK Electrical Services, Inc

A-One Construction & Roofing

Kelly-Moore Paint Co., Inc.

AWT Construction Group, Inc.

The Miller Law Firm

Barcode Automation, Inc.

The Naumann Law Firm, PC

Ben’s Roofing, Inc.

Pacific Western Bank

Berding | Weil LLP

Park West Landscape Management

BPR, Inc.

R.E. Broocker Co., Inc.

California Sub-Meters

Reliant Construction Management, LLC

Calvac Paving, Inc.

Roofworks & Construction, Inc.

Chapman & Intrieri, LLP

Sax Insurance Agency

CIT

Securitas Security Services USA, Inc.

CM Squared, Inc.

Sherwin Williams

Critter Busters, Inc.

Statcomm Inc.

Cross 2 Design Group

TARC Construction, Inc.

Genevation, Inc.

TOPS Software

Heritage Bank of Commerce

Velocity Construction Services, Inc.

cacm.org | Vision Summer 2020

63

CACM IS DELIGHTED TO BRING UNIQUE NETWORKING OPPORTUNITIES TO THE MEMBERSHIP. MEET YOUR COLLEAGUES FOR A DAY OF GOLF, PRIZES AND NETWORKING. JOIN IN THE HALLOWEEN FUN. IT WILL BE SPOOKTACULAR!

DATE OCTOBER 19, 2020 LOCATION THE VILLAGES GOLF & COUNTRY CLUB

5000 CRIBARI LANE SAN JOSE, CA 95135

TIME 10:30 AM - 12 PM LUNCH

12 PM SHOTGUN START: 18 HOLES OF GOLF 5:30 PM TOURNAMENT AWARDS DINNER

REGISTER NOW – FOURSOME

DATE OCTOBER 26, 2020 LOCATION OAK CREEK GOLF CLUB

ONE GOLF CLUB DRIVE IRVINE, CA 92618

TIME 10:30 AM - 12 PM LUNCH

12 PM SHOTGUN START: 18 HOLES OF GOLF 5:30 PM TOURNAMENT AWARDS DINNER

REGISTER NOW – FOURSOME

REACH OUT TO MARKETING@CACM.ORG