Vision Magazine Winter 2023 by CACM-California Association of Community Managers

Vision WI N T E R 2 0 2 3

THE VOICE OF THE CALIFORNIA COMMUNITY MANAGEMENT INDUSTRY

How AI is Transforming HOA Management Page 38

EXECUTIVE CORNER: THRIVING OR REACHING BURNOUT?

THE FUTURE IS ELECTRIC

SECRETS TO WINNING THE WAR ON TALENT

Vision

THE VOICE OF THE CALIFORNIA COMMUNITY MANAGEMENT INDUSTRY

Winter 2023 • Vol. 32, no. 4

President & CEO | Thomas Freeley

tfreeley@cacm.org | 949.916.2226, ext. 315

Chief 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 Rob Buffington Gordian Business Solutions East West Building Works Andrew Hay, CAMEx, CCAM-ND.PM The Helsing Group, Inc., ACMC Caroline McCormick, CAMEx, CCAM OMNI Community Management LLC, ACMC

Justin Sacoolas, CCAM Compass Management Group, Inc. Lorena Sterling, CAFM Community Association Financial Services Scott Swinton Unlimited Property Services, Inc. Hamlet Vazquez, MCAM-HR Wilshire Terrace Co-Op

Vision Magazine is released digitally by CACM four times annually to members,

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industry partners and supporters of the California Association of Community Managers. Magazine content copyrighted 2023. All rights reserved. No part of this publication may be reproduced without written permission from CACM.

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Mention of any product or service does not constitute an endorsement by CACM. 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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in this issue features

on the cover Integrating technology, including AI-powered tools like ChatGPT, is reshaping how HOAs and HOA management operate. Turn to page 38 to read the full article.

SPOTLIGHT: AVOIDING THE 18 EDUCATION SLIPPERY SLOPE

NEW CCIP AND 22 CONGRATULATIONS LIFESTYLE MANAGEMENT DESIGNEES FUTURE IS ELECTRIC 26 THE By Hamlet Vazquez, MCAM-HR YEARS INTO “THE BALCONY BILL” – 31 FOUR WHAT’S NEXT? By Kelly Zibell and Annie Wyland YOU THRIVING, OR ARE YOU 34 ARE REACHING BURNOUT? By Adam Balkcom

news bits

TECH REVOLUTION: TRANSFORMING 38 THE HOA MANAGEMENT WITH AI By Andrew Hay, CAMEx, CCAM-ND

6 Members in the News

THE WAR FOR TALENT 40 WINNING By Dee A. Rowe, CCAM

14 You Said It 17 Congratulations Managers

ECONOMICS OF VIRTUAL MEETINGS 42 THE By Rob Buffington

23 California Legislative Update

DISASTERS: TIPS TO THRIVE 44 NATURAL DESPITE THEM

24 New Individual Managers & Management Companies

29 New Industry Partner Members 59 Thank You Sponsors

departments 4 President’s Message 12 From the Roundtable 51 Course Calendar

By Lorena Sterling, CAFM TO PROFESSIONALISM 46 AByRETURN Elaine Gower and Katy Krupp A SAFER FUTURE: LESSONS 48 BUILDING FROM THE CHAMPLAIN TOWERS By Andy Henley THE WAY FOR A GREENER 52 PAVING FUTURE By Justin Sacoolas, CCAM LOCAL EVENTS 54 FALL PHOTO GALLERY CALIFORNIA 57 NORTHERN SWING AND SWAG HIGHLIGHTS

DIEGO 58 SAN SWING AND SWAG HIGHLIGHTS

cacm.org | Vision Winter 2023

president’s message And just like that, 2023 is in the rearview mirror! How did that happen? For CACM it has been a very busy year with expansion across the state in order to better serve you. We’ve grown the number of networking and educational events we are holding locally; we have grown our education program with a new certification program for Industry Partners and through a new sub-specialty for Lifestyle Management; and we’ve expanded our team both at our Southern California and at our new Northern California office. Like you, I firmly believe that we can’t properly serve if we aren’t there. We anticipate continuing to grow and expand in 2024 with new team members in local markets, added educational and networking events, fun events including a Day at the Races, and more. This year we formed new committees including our Industry Partner Councils in Northern and Southern California and 13 Local Committees representing regions throughout the state to make sure we are addressing the needs locally of our members. I hope you have had the opportunity to join us in your local market. If not, no worries. You will in 2024! We’ve also expanded our efforts to educate stakeholders about the community management industry. I attended the California Association of Realtors’ convention for the first time in support of California-specific certification and was invited to participate as a panelist on Public Policy and Regulations again, supporting California-specific certification. We also opened conversations to introduce CACM’s community management education and certification programs at local community colleges. Legislatively, 2023 was a challenging, yet significant and successful year, with the passage of new laws governing meetings by teleconference and quorum requirements, among others. Turn to page 23 for a full recap of the bills that became law this year. THANK YOU to the CACM members that testified on a few bills this past session. Your input and testimony is invaluable. It’s been an eventful year to say the least. I’m grateful for the opportunity to see many of you and meet many of you for the first time. Your support of California-specific education and certification is what makes CACM such an amazing organization. I look forward to continuing to provide a community for growth, networking, and professional development next year! I hope you have a fantastic holiday season and my best wishes for a successful 2024! I can’t wait to see you at one of our Law Seminars! Respectfully,

Thomas Freeley, CAMEx, CCAM, President & CEO

Vision Winter 2023 | cacm.org

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members in the news Andrew Hay Named to 20 Under 40-ish List Andrew Hay, CAMEx, CCAM-ND.PM, was recently honored to be named one of the Class of 2023 20 Under 40-ish by the Innovation TRIVALLEY Leadership Group in partnership with the San Francisco Business Times. The list honors the “next-generation leaders [they] predict will be driving the TriValley in 2040” and includes thought leaders from a wide array of industries. Hay is the CEO of The Helsing Group Inc., ACMC, and Kelsey Mosse

he also serves as a director on the CACM board. When you see him next, please give him a hearty congratulations.

Julie Gould Joins JJ&S Environmental Services

Riley Pasek Canty LLP recently appointed Kelsey Mosse as Director of Marketing. She comes with

JJ&S Environmental Services recently welcomed a familiar face, Julie

extensive experience in property

Gould, CCAM and former community manager, to their team. Gould

management, having worked as

is serving the San Diego and Orange County regions as an Account

an asset manager for a commercial

Manager. That experience on the management side makes her an

real estate firm before managing a

invaluable asset. She knows the challenges, rewards, and strong

diverse portfolio of HOAs in Orange

partnership opportunities that present themselves to community

County. She has been nominated

managers, especially when environmental abatement is in play. She

for the “Own It Award” for her

is also a member of the CACM San Diego Local Committee, a natural

exceptional dedication and work

fit since she knows almost everybody. If you don’t know her yet,

ethic. Mosse is based out of Orange

introduce yourself, and if you do know her, say hi and congratulate her on the new role at the next event in your area.

BluSky Restoration Contractors Expand Their National Presence J&R Restoration, a restoration company in Waterville, Ohio recently joined forces with BluSky Restoration Contractors. J&R Restoration was founded in 1962 and will now operate under the BluSky umbrella as well as adopt its name. J&R is BluSky’s 62nd office, and they do business in 26 states, including California. This merger announcement is the 14th in a strategic plan of mergers and acquisitions in the last six years to support BluSky growth. The company has grown from a privately owned Colorado startup in 2004 to one of the largest national restoration firms in the U.S. 6

Vision Winter 2023 | cacm.org

Riley Pasek Canty LLP Welcomes Kelsey Mosse

County. Julie Gould

members in the news Kylie Decker Takes Award for PCRF Efforts

Powerstone Powers it Up for the Kids Powerstone Property Management, ACMC held

Since 1982, the Pediatric Cancer

another successful happy hour and silent auction to

Research Foundation has

benefit the Pediatric Cancer Research Foundation.

worked to make it possible for

The annual fundraising event in October has raised

all children facing cancer to

more than $1 million over the past 11 years. This year’s

beat their disease. Powerstone

event, the 12th consecutive to be held, brought

Property Management, ACMC,

together dozens of industry partners who donated

has supported their efforts by

various items for the auction, including game

partnering with them to host special fundraising and awareness

Kylie Decker

events. In recent years, Kylie Decker, CCAM, has spearheaded these efforts. This year, she was honored by the PCRF and was awarded the “Save a Life Award.” The Save a Life award was developed to honor individuals and companies who are making significant contributions to their community through their time, actions, talents,

tickets, services, gift baskets, and gift certificates. Powerstone provided live music, raffles, food, and beverages. “We are proud of our relationship with this wonderful organization, and we will continue to support them with funding and our time,” the company said.

volunteerism, and dedication to the PCRF cause. Congratulations Kylie!

Isabella Fernandez Joins the G.B. Group, Inc. The G.B. Group, Inc., aka GBG Restoration Specialists, welcomed a new Business Development and Sales Manager to their team. Educated at Cuesta College, Isabella Fernandez had previous experience Isabella Fernandez

marketing and developing business with a

Livermore area property management service provider specializing in asphalt and paving services. She is a welcome addition to the GBG team, where she will be able to broaden her horizons into assisting HOA managers with their restoration, painting, and reconstruction efforts.

CACM’s Debbie Griffiths Featured Guest on G.B. Group’s Podcast Recently, CACM’s own Debbie Griffiths,

relating to homeowners associations, and

Director of Education and Credentialling,

that is why CACM maintains a California-

guest appeared alongside Kelly Zibell of

specific focus on its educational programs.

Divergent Consulting Group to talk about

They also discussed how imperative it is for

the value and importance of having a

the industry to have a solid ethical code to

professional designation such as a CCAM,

abide by and why that is a mandatory part

one of CACM’s many designations, and

of every certification requirement. If you

even the new CCIP credentialing program

haven’t already, check out GB Group’s HOA

for industry partners. Griffiths shared that

It’s a True Story podcast and give Episode

California has over 1,200 laws on the books

#142 a listen. cacm.org | Vision Winter 2023

members in the news PCM and Edenglen Community Association Host National Night Out One of the Associa Professional Community Management (PCM) divisions recently partnered with one of their communities, the Edenglen Community Association, to host a National Night Out to promote resident safety and neighborhood solidarity and facilitate a partnership with local law enforcement and first responders. The event featured food, drinks, games, and even giveaways. Associa PCM helped to sponsor this event as a part of their Associa Supports Kids (ASK) community outreach program. The goal of the program is to educate both parents and their children about the importance

Kimberly Bohn

of neighborhood safety. The Ontario event was just one of 104 National Night Out events that Associa sponsored in 2023.

Kimberly Bohn Heads Up Heritage Bank’s HOA Division Heritage Bank of Commerce recently promoted Kimberly Bohn to Homeowners Association (HOA) Specialty Banking Division President. Bohn came to Heritage Bank of Commerce in 2015 as Senior Vice President of HOA Operations and became Senior Vice President - HOA Business Manager in 2022. In her new role, she will lead and build all aspects of Heritage Bank’s HOA sector. At the same time, Heritage announced the retirement of Executive Vice President Teresa Powell, effective

Paul Collins

Collins Management, ACMC Opens New Napa Office Bay Area-based Collins Management, ACMC, recently opened its newest office in Napa. In recent years, Collins Management has grown organically, mainly through word of mouth. Last year, the company established an office in Novato, adding to its existing locations in Hercules, Walnut Creek, and Brentwood. “Our dedication to organic growth, through targeted development of specific regions that

we view as underserved, and by pouring our heart and souls into these markets, has been key to our success. But none of this is possible without my amazing colleagues, for whom I am eternally grateful. The quality of our team is everything,” said CEO Paul Collins, CAMEx, CCAM. Established in 1989 by Sharon Collins, Collins Management, ACMC is a family-owned homeowners association management firm with a strong presence in the East and North Bay Areas.

Vision Winter 2023 | cacm.org

January 1, 2024. According to President and CEO Clay Jones, Teresa and Kimberly worked together for three decades prior to this announcement. “With her extensive experience at both community banks and large financial institutions, Kimberly is the ideal leader to drive HOA Specialty Banking efforts forward,” he said. Established in 1994 and headquartered in San Jose, CA, Heritage Bank of Commerce is a premier community business bank with full-service branches in Danville, Fremont, Gilroy, Hollister, Livermore, Los Altos, Los Gatos, Morgan Hill, Oakland, Palo Alto, Pleasanton, Redwood City, San Francisco, San Jose, San Mateo, San Rafael, and Walnut Creek.

Your HOA

Banking Specialist

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HOA Loans • Placement Services for Excess Reserves •

Supporting Members of:

A Dedicated HOA Department Here For You

Give us a call today 844.489.0999 www.HeritageBankofCommerce.bank

Member FDIC

cacm.org | Vision Winter 2023

members in the news Andre Landscape Celebrates 30 Years in Motion In 1993, at the very beginning of the CACM era of community management in California, a humble little landscape company was born. It was named Andre. Recently, this still humble but not so little company celebrated 30 years in business, or as they say, “in motion.” Andre Landscape Service, Inc. has been a passionate supporter of CACM and the community management industry over the years. Join us in celebrating their 30th birthday and in wishing them many more years of forward momentum. Here’s a snippet of what they had to say on their LinkedIn page, “To our valuable clients and communities, thank you for the trust you’ve placed in us to better your community and your lives. It is sincerely a privilege to serve you. And to our supportive partners who make what we do possible each day, your guidance, professionalism, and expertise have been invaluable to our success.”

Gachina’s South Branch Team Takes Home Award of Excellence Congratulations are in order. Gachina Landscape Management recently shared that their South Branch team was awarded the Silver Award of Excellence for their work at The Vale Sunnyvale. The award was issued by the National Association of Landscape Professionals (NALP), a non-profit organization with the mission of advocating for the industry, fostering professionalism, and helping lawn care and landscape companies level up. Based out of Fairfax, VA, the NALP represents over 200,000 landscape, tree care, and irrigation companies in the U.S., Canada, and even overseas. Kudos to Gachina Landscape Management for getting noticed in such a vast crowd of talented land care professionals.

Vision Winter 2023 | cacm.org

members in the news

ProTec Building Services Acquires Spectrum Property Services Inc. ProTec Building Services has acquired Spectrum

industry veteran Chris Newman. This strategic move

Wedding Bells A’ Ringin’

expands ProTec’s presence in Orange County. “We are

Please join us in

thrilled to welcome Spectrum Property Services to our

congratulating

Property Services Inc., a full-service HOA maintenance and construction company under the leadership of

CACM’s

family,” said J. David Rauch, CEO of ProTec Building Services. “Our shared commitment to excellence aligns

Membership

perfectly with this acquisition, enhancing our capacity

Manager Lori on

to serve Orange County. Chris Newman and his team are

her recent marriage

now part of our purpose to improve quality of life for our

to Randy Santillan!

clients and employees.” Spectrum Property Services has

We wish them both many years of

been in business for more than 27 years.

happiness.

And Now For Baby News…

Tanya Andrade

Congratulations to Stacey Furlow of The Management Trust,

Marlene Lopez

Southern California, ACMC on the arrival of baby girl Denver on Ana Melendez

August 11. “We are all

Pauline Madduma

doing well and enjoying the newborn snuggles,”

CACM Welcomes New Team Members

Stacey said, adding that

Please help us welcome several recent new hires to the CACM team: Marlene

Denver is her “third and

Lopez is the events and local committee coordinator; Ana Melendez is an

final.” We wish her and

administrative assistant in our NorCal office; and Tanya Andrade is the

her family the best.

office administrator working out of the SoCal office. Pauline Madduma also recently joined as the education and credentialing administrator. The CACM team is growing as our events and programs continue to expand.

Don’t see your news listed? Update us at communications@cacm.org cacm.org | Vision Winter 2023

from the roundtable A MESSAGE FROM THE BOARD

As I mentioned during my last article in the Roundtable for the Fall, there are some great opportunities to learn new skills while visiting and experiencing new locations such as the Large Scale and High Rise Summit in beautiful Pismo Beach. Those who could attend were given a great place to experience and opportunities to learn about the past and future. One was “The Manager’s Story: Lessons from Surfside.” This was a chance to hear firsthand from the manager, Scott Stewart, the lessons learned from the Surfside condo collapse. Scott, who handled the emergency call that fateful day, shared his learnings from the total experience – the events that led up to the collapse, the challenges of the evening of the event, the emotions that were felt, and what occurred in the following months. As I sat in the room and looked around at all the talented industry experts, I imagined how many managers today would have been as successful in a similar situation. Listening to the raw emotions and feelings expressed told me it was probably less than I first thought. It makes you start thinking about all the areas that need to be addressed and planned for in case of events like the Surfside collapse. We know that many communities throughout California are over 40 years old with deferred maintenance, and many are in areas near the water. We are working through the SB 326 process and planning for what happens next. Another topic that was a highlight of the Summit for me was the presentation on “Artificial Intelligence & Technology: Use and Impact in Large Scale and High Rise Communities.” The presenters were Robert DeNichilo, Esq., Jeremy Wilson, CAMEx, CCAM, and Gregg Lotane, CCAM-HR, who shared their perceptions of how this technology is and will be impacting our industry. To think about how the AI world is evolving and how it can potentially improve the administrative experience for many of the tasks of our industry was utterly mind blowing to me – and a little scary. Despite any fears, AI is saving us time and resources, enabling us to spend additional time delivering a higher level of consulting experience for our boards and communities. Enjoy the wonderful articles in this edition of Vision Magazine! Furthermore, remember to embrace the journey, trust the process, and never stop learning!

Joe Price, CAMEx, CCAM CACM Board Chair Powerstone Property Management, ACMC

Vision Winter 2023 | cacm.org

cacm.org | Vision Winter 2023

you said it!

Follow @CACMchat

HIGH RISE AND LARGE SCALE SUMMIT

VISION AWARDS

Thank you to the good people at California Association of Community Managers, Inc. (CACM) for their hospitality and well received welcome at their High Rise and Large Scale summit. You made my first public speaking event about the tragedy of Champlain Towers South from the managers perspective an incredibly positive experience. I appreciate your participation and allowing me to share my experiences and being able to answer your questions about the events leading up to and following this tragedy. I hope we can all learn from this event. Thank you also to the sponsors who made this learning event possible. — Scott Stewart What an honor to be nominated with a group of such talented individuals. — Maria Hernandez, CCAM-PM CACM Large Scale & High Rise Conference was a great event. Scott Stewart gave a very moving presentation about the Champlain Towers tragedy that occurred in Miami, Fl. A lot of lessons learned for all of us.

We are grateful to be nominated in the

Day 2 focused on how we can use artificial intelligence in the HOA industry and the

Educational Excellence category for

challenges we will face as implementation occurs.

the CACM 2024 Vision Awards. We are

Thank you again, CACM for a great conference. It was great seeing colleagues and

proud of the educational opportunities

friends.

we provide to management companies

— Brenda Lynch, Brand Development and Human Resources Professional at CID Consortium LLC Community Association Management

and managers, as well as the time and expertise we commit to industry organizations locally, throughout the state, and nationwide. — Hughes Gill Cochrane Tinetti, P.C.

Is this a dream?? What an Honor!! I feel so lucky and blessed to be nominated amongst some amazingly talented colleagues in this Industry!! #cacmstrong #visionawards — Christina French, CAMEx, CAFM CCAM-LS.HR.AA

Vision Winter 2023 | cacm.org

you said it! FALL FORUMS I had a great time this morning, presenting with Lori Albert Gonzales, at the CACM Fall Forum. Thanks to all who attended and helped make this a really

SWING AND SWAG GOLF EVENTS

engaging and useful discussion! — Julie Balbini, Esq., Fiore Racobs & Powers, A PLC

What an amazing day we had at the San Diego CACM golf tournament! We had a chance to come together, network, and enjoy the sunshine. A big thank you to everyone that was part of this event - it was a beautiful day spent with great friends! Great to see our friends out there. — JJ&S Environmental Services

LARGE SCALE EXTERIOR PROJECTS PAINTING WOOD REPAIR WATERPROOFING SB326 REPAIRS REQUEST A QUOTE

760.429.4281 WWW.PRIMECO.COM

cacm.org | Vision Winter 2023

The Meritage Resort & Spa | Napa, CA

| April 25-26, 2024

A Must-Attend For Management Company Decision Makers This exclusive event is designed for management company decision makers. The collaborative atmosphere provides executives with the freedom to discuss challenging issues in an effort to find creative and collective solutions for the future of our industry.

CLICK HERE TO REGISTER

CCAMs, CAFMS, and MCAMS Earn 6 CEUS for attending and CAMEx designees receive 5 points toward their annual recertification.

KEYNOTE SPEAKER

Dr. James Doti Back by popular demand! Dr. James Doti, professor and president emeritus at Chapman University, will present the Chapman Economic Forecast – a highly anticipated forecast for business professionals. Discover what this rich insight means for your business and the industry.

THANK YOU SPONSORS Premier Sponsors

Executive Sponsors

Alliance Association Bank MindMe Technology, Inc.

CINC Capital, LLC Fenton Grant Kaneda & Litt, LLP Gordian Business Solutions Heritage Bank of Commerce HOA Mailers

Vision Winter 2023 | cacm.org

J.J. Commercial Water Heaters Pacific Premier Bank Community Association Banking Pacific Western Bank Recon360, LLC

Sunwest Bank Vendor Information Verification Experts (VIVE)

achieving professional excellence

Congratulations Managers & Industry Partner It is with great pride that we recognize managers, and now industry partners, who have taken the next step in their professional career by pursuing advanced educational opportunities. Congratulations to our newest Certified Community Association Managers (CCAM), Certified Community Association Financial Manager (CAFM), California Certified Industry Partner (CCIP) and Specialty Certificate recipients for the period of August 4th, 2023 through November 2nd, 2023.

CCIP Darren Seefeldt, CCIP

Lisa M. Cisneros, CCAM Lizeth Ramos, CCAM

CCAM

Loretta M. Bradley, CCAM

Alejandra Sierra, CCAM

Louisiana M. Escalante, CCAM

Amy C. Blankenship, CCAM

Maria D. Arias, CCAM

Ana Ryustem, CCAM

Markus Ashley, CCAM

Annell L. Schmutzler, CCAM

Martin A. Ceja Andrade, CCAM

Arishma A. Prasad, CCAM

Maylina Estrada, CCAM

Briana Lua, CCAM

Melvin Kuppinger, CCAM

Brittany L. Zamora, CCAM

Michelle E. Hawkins, CCAM

Cara G. McCampbell, CCAM

Mike Livak, CCAM

Cecilia Pleitez, CCAM

Mireya Cruz, CCAM

Cheska Gonzales, CCAM

Misty D. Miguel, CCAM

Cheyenne C. Schmierer, CCAM

Morgan Stechler, CCAM

Dana L. Moore, CCAM

Nicolasa Moya, CCAM

Daniel McClain, CCAM

Nina K. Lilley, CCAM

Deborah L. Jones, CCAM

Noemi Z. Wong, CCAM

Edwin Ohanian, CCAM

Ofelia J. Gonzalez, CCAM

Elaina M. Rains, CCAM

Rebecca A. Perez, CCAM

Ellie Ortiz, CCAM

Samantha F. Jasso, CCAM

Falaniko P. Maosi, CCAM

Samira Z. Sheriff, CCAM

Girlie T. Aranda, CCAM

Sandra R. Blair, CCAM

Gretchen L. Redewill, CCAM

Scott M. Hunter, CCAM

Ivette Guzman, CCAM

Sergio Santillan, CCAM

Jennifer M. Castro, CCAM

Stephanie S. Schnurr, CCAM

Jody Cote, CCAM

Tricxi Massa, CCAM

John Walter, CCAM

Yvonne Rodarte, CCAM

Julia Martinez, CCAM Juliana Garcia, CCAM

CAFM

Karen Couwenhoven, CCAM

Alex L. Beleutz, CAFM

Katherine Fonte, CCAM

Amy Johnson, CAFM

Kelly LeFevers, CCAM

Daniel W. Szathmary, CAFM

Komal D. Gill, CCAM

Elizabeth Leal, CAFM

Kristen Soto, CCAM

Genney Groesbeck, CCAM, CAFM

Kyle Meyette, CCAM

Jennifer Peat, CCAM, CAFM

Jennifer Velazquez, CAFM Lisa M. Brown, CAFM Loretta M. Bradley, CCAM, CAFM Selena Williamson, CCAM, CAFM

CAMEx Al Cui, CAMEx, CCAM-HR.ND Markus Ashley, CAMEx, CCAM

ACTIVE ADULT COMMUNITY MANAGEMENT Christina French, CAMEx, CCAM-LS.HR.AA, CAFM Eugene Osipov, CCAM-LS.AA Rick West, CCAM-PM.AA

LIFESTYLE MANAGEMENT Alisa Ramirez, CCAM-LS.LM Mike M. Yarman, CCAM-LS.LM Patricia Klock, CCAM-HR.CI.AA.LM Ronnie Rosen, CCAM-HR.LS.LM

HIGH RISE Brent Uridge, CCAM-LS.HR.AA, CAFM Nichole Rickley De Leon, CCAM-HR

LARGE SCALE Harmony McNaughton, CCAM-LS Peter Shahinian, CCAM-LS Rashid Kassir, CCAM-ND.LS

NEW DEVELOPMENT Ashika Sahdeo, CCAM-PM.ND Garret Satfield, CCAM-ND

PORTFOLIO MANAGEMENT Melody Murray, CCAM-PM

cacm.org | Vision Winter 2023

spotlight on education

AVOIDING THE SLIPPERY SLOPE

A refresher on ethical standards for CCAM managers By Debbie Griffiths, CCAM

Vision Winter 2023 | cacm.org

One recertification requirement for Certified Community Association Managers (CCAMs) in California is taking an ethics course every three years. Why? The answer is simple – to uphold and enhance the integrity of those in this profession. Let’s face it: the average manager assists boards of directors with managing millions of dollars of property assets. This is a huge task and a huge responsibility. Maintaining our ethical standards, as outlined in CACM’s Code of Professional Ethics, guides community managers in conducting business. Having been in your shoes for many years, I know how busy a manager’s life can be. In fact, we are sometimes so busy that we don’t slow down long enough to accurately evaluate whether a situation that arises and our response to that situation is really in line with CACM’s Code of Professional Ethics. I can assure you that the last thing CACM wants is to receive a written complaint about a certified manager.

With that said, I want to remind everyone of one particular section of the Code of Ethics – Section 6.0 – Gratuities. For the record, Section 6.01.2 states the following: “The acceptance of any gratuity by gift certificate, or in kind, including but not limited to meals, entertainment, housing, transportation, professional services or, of any other nature, having a cumulative value in excess of three hundred dollars ($300) from any one person or business in any twelve (12) month period shall be fully disclosed to all clients which have procured services from the providing person or business and to all clients who contemplate the procurement of such services.” Section 6.01.3 goes on to say, “Under no circumstances shall a member or employee of any member solicit any gratuity, in case or in kind, on their own behalf or on behalf of another member(s) or employee(s), regardless of value or type from any one person or business.”

Why so strict? The intent is to prevent managers from going down slippery slopes, which can compromise your integrity and certification. You may ask about winning raffle prizes at CACM events, such as the Law Seminar. This is perfectly acceptable as long as the member can reasonably determine there is no undue influence of the member by accepting the item from a random drawing. Likewise, managers who would like to attend educational events or courses can contact CACM to ascertain the availability of scholarship funds. Many industry partners generously support manager education and, in doing so, provide the avenue for CACM to award scholarships using an application system. If you want more information on how the program works, simply email education@cacm.org.

Managers cannot accept items, gifts, trips, or even educational sponsorships that total more than $300 in 12 months from the same vendor.

So, what does this all mean? In simple terms, managers cannot accept items, gifts, trips, or even educational sponsorships that total more than $300 in 12 months from the same vendor. If you do, then you need to disclose it. Likewise, managers should never ask vendors to pay or gift them anything. Period.

The CACM Code of Professional Ethics can be found on our website at www.cacm.org. It is a great tool to use if you ever find yourself in an ethical dilemma and need help figuring out how to go. It is a guide to help navigate through the troubled waters of community management. Use it and rely on it. It is there to keep you off the slippery slope.

Debbie Griffiths, CCAM, is the Director of Education and Credentialing at CACM. She is also a published author and a former community manager.

cacm.org | Vision Winter 2023

NOMINEES

NORTHERN CALIFORNIA MANAGEMENT NOMINEES RISING STAR Angela Barry Associa Northern California Cheryl Bessey Associa Northern California Maylina Estrada, CCAM The Helsing Group, Inc. ACMC Adelita Gomez Bay Area Property Services Scott Hunter, CCAM The Hignell Companies Nia Landeros Homeowners Management Co., LLC Kira McCoy Associa Northern California Amanda Meng, CCAM Community of Harbor Bay Isle OA Patrick Ryan, CCAM Associa Northern California Jennifer Scantlen, CCAM Community One Property Management Stephanie Sena, CCAM Moraga Country Club Homeowner’s Association INNOVATOR Bonnie Brose, CCAM Common Interest Management Services Dawn Emerson, CCAM Boardwalk Investment Group, Inc. Melissa Hajostek, CAMEx, CCAM-PM.LS.ND Foundation Community Management, Inc. Ronni Schenk Associa Northern California

Maria Hernandez, CCAM-PM Tailored Management Solutions Andrea Pulizzi, CCAM Homeowners Management Co., LLC Jessica Sewell, CCAM Associa Northern California Kenneth Stearns, CCAM Community One Property Management Deanna Themoleas, CCAM The Management Trust – Northern CA, ACMC EDUCATIONAL EXCELLENCE Associa Northern California Alison Macias Associa Northern California Lisa Triplett, CAMEx, CCAM Bay Area Property Services COMPANY CULTURE Associa Northern California Marta Weisler, CCAM Associa Northern California INDUSTRY PARTNER NOMINEES RISING STAR Daisy Ortiz IQV Construction & Roofing John Rivera Reconstruction Experts INNOVATOR Dan Fernandez, TARC Construction H. Jaclyn Ishimaru-Gachina, Gachina Landscape Management Mandi Newton, Varsity Painting

LEADERSHIP Ryan Bantz, CCAM Homeowner Association Services

LEADERSHIP Daisy Ortiz, IQV Construction & Roofing John Rivera, Reconstruction Experts Robert Simpson, TownSQ Megan Wright, Saarman Construction

Christina French, CAMEx, CCAM-LS. HR.AA.CAFM Moraga Country Club Homeowner’s Association

EDUCATIONAL EXCELLENCE California Builder Services Hughes Gill Cochrane Tinetti COMPANY CULTURE California Builder Services Gordian Business Solutions IQV Construction & Roofing CAM Construction & Painting

Vision Winter 2023 | cacm.org

SOUTHERN CALIFORNIA MANAGEMENT NOMINEES RISING STAR Cesar Chavez Powerstone Property Management, ACMC Julie Clausen, CCAM The Management Trust – Southern California, ACMC

Association Trish Forte, CAMEx, CCAM-LS.CI Albert Management, Inc. Selina Guillermo, CCAM-ND.PM.LS.AA Seabreeze Management Company

Alysia Dale, CCAM Powerstone Property Management, ACMC

Amy Hansen, CCAM The Management Trust – Southern California, ACMC

Evan Harr Professional Community Management

Lee Jeffrey Powerstone Property Management, ACMC

Ashley Herrera, CCAM Powerstone Property Management, ACMC

Harmony McNaughton, CCAM-LS Canyon Lake Property Owners Association

Melvin Kuppinger, CCAM Powerstone Property Management, ACMC David Olson Powerstone Property Management, ACMC Cecilia Pleitez, CCAM The Management Trust – Southern California, ACMC Aaron Richardson, CCAM The Management Trust – Central California Annell Schmutzler, CCAM The Management Trust – Central California Michael Sullivan, CCAM Powerstone Property Management, ACMC Miguel Torres, CCAM Powerstone Property Management, ACMC Salina Toland, CCAM Albert Management Kelsey Thum, CCAM The Management Trust – Southern California, ACMC INNOVATOR Bonnie Basham, CAMEx, CCAM-PM. AA.CI.CAFM Basham Management

Marti Mello, CCAM Amber Property Management Tracy Robinson, CCAM PMP Management, LLC Michael Sabella, CCAM-HR Seabreeze Management Company LEADERSHIP Dora Acosta, CCAM Seabreeze Management Company Shelly Bricker, CCAM Desert Resort Management Jennifer Caroll, CCAM Desert Resort Management Wendy Cross, CCAM-LS.PM.AA The Management Trust – California Desert, ACMC Kylie Decker, CCAM Powerstone Property Management, ACMC Trish Forte, CAMEx, CCAM-LS.CI Albert Management, Inc. Jessica Huynh, CCAM The Management Trust – Southern California, ACMC

Justin Breckenridge The Management Trust – Southern California, ACMC

Damon Jawitz, CCAM The Management Trust – Southern California, ACMC

Tiffany Cribbs, CCAM Canyon Lake Property Owners

Michelle Lopez, CCAM Powerstone Property Management, ACMC

SOUTHERN CALIFORNIA N O M I N E E S , CO N T. Michelle Mata, CCAM The Management Trust – California Desert, ACMC Jerry McDonald, CCAM The Management Trust – California Desert, ACMC Harmony McNaughton, CCAM-LS Canyon Lake Property Owners Association Adam Medina, CCAM The Management Trust – California Desert, ACMC Karen Newsome, CCAM-PM The Management Trust – Southern California, ACMC Scott Otis, CCAM Otis HOA Management Josephine Perez, CCAM The Management Trust – Southern California, ACMC Michael Sabella, CCAM-HR Seabreeze Management Company Stephanie Schumann, CCAM Seabreeze Management Company Kimberly Streetman, CAMEx, CCAM The Management Trust – Southern California, ACMC Dawn Suskin, CCAM-LS.CI Seabreeze Management Company

Noemi Wong, CCAM Progressive Association Management EDUCATIONAL EXCELLENCE Bonnie Basham, CAMEx, CCAM-PM.AA.CI.CAFM Basham Management Daniel Goodrich, CCAM-LS.AA Sierra Dawn Estates HOA Powerstone Property Management, ACMC The Management Trust – Southern California, ACMC COMPANY CULTURE Albert Management Dora Acosta, CCAM Seabreeze Management Company Powerstone Property Management, ACMC Progessive Association Management Samira Sheriff, CCAM Menas Realty Company, ACMC The Management Trust – California Desert, ACMC The Management Trust – Southern California, ACMC INDUSTRY PARTNER NOMINEES RISING STAR Don Genaro, Whitestone Industries Tatiana Jae, Roseman Law, APC Michael Lanan, TownSq Nicole Soria, Esq., McKenzie Mena, LLP Jaime Villar, Whitestone Industries INNOVATOR Chris Booth, Whitestone Industries Alex Corado, Whitestone Industries Mike Perlof, Fenton Grant Kaneda & Litt, LLP TownSq

LEADERSHIP Adam Armit, Harvest Landscape Enterprises, Inc. Chris Booth, Whitestone Industries Elaine Gower, The Naumann Law Firm, PC Andy Henley, ProTec Building Services Cyrus Koochek, SwedelsonGottlieb Lisa Tashjian, Beaumont Tashjian EDUCATIONAL EXCELLENCE Julie R. Balbini, Esq., Fiore Racobs & Powers, A PLC Christina Ciceron, Esq., Christina A. Ciceron, APC A.J. Jahanian, Esq., Beaumont Tashjian David Mosse, CM Squared, Inc. Patrick Prendiville, Prendiville Insurance Agency Tara Radley, Esq., Beaumont Tashjian Steven Roseman, Esq., Roseman Law, APC COMPANY CULTURE David Mosse, CM Squared Inc. Roseman Law, APC Steven Schinhofen, Harvest Landscape Enterprises Whitestone Industries

WHEN WILL 2024 VISION AWARD WINNERS BE ANNOUNCED? CACM will hold the 2024 Vision Award Ceremony at the 2024 Northern California and Southern California Law Seminars.

SPECIALIZING IN: • • • •

PRUNING, TRIMMING & REMOVALS TREE HEALTH CARE MULTI-YEAR PLANS & BUDGETING TREE MANAGEMENT SOFTWARE

Sherri Weber (510)-593-5969 California | Washington | Oregon | Utah

aplustree.com cacm.org | Vision Winter 2023

New Certifications:

CCIP and Lifestyle Management We want to recognize one industry partner and several managers who have achieved CACM’s newest certification (CCIP) and sub-specialty certification (Lifestyle Management) recently. Darren Seefeldt was the first industry partner to achieve the California Certified Industry Partner (CCIP) certification. This is a new program that was launched this summer. Seefeldt completed the three courses and other requirements to become certified on October 12. Lifestyle Management is a new sub-specialty. Managers can apply for this certification after completing the Lifestyle Management course, which was offered for the first time in October.

Darren Seefeldt, CCIP Vice President of Customer Development Gordian Staffing How long have you worked in the industry? Twelve years, just over 10 as a community manager/owner of a management company, and the last year plus as an industry partner. What made you want to take the CCIP courses? Having worked as a manager and industry partner, I know the importance of having solid relationships between the two. Industry partners who truly understand the industry and the challenges managers face are better suited to support these managers and the associations they serve. Although Gordian is primarily focused on supporting management companies and managers rather than providing a service to the

Please join us in celebrating their achievements! To learn more about these programs, email education@cacm.org. 22

Vision Winter 2023 | cacm.org

associations they serve, when CCIP was being discussed I knew how valuable it would be to the industry and wanted to participate. One thing you learned from the courses? Being from Chicago originally, I learned a lot about California laws and CACM.

Congratulations to these managers who have achieved the Lifestyle Management sub-specialty certificate:

Ronnie Rosen, CCAM-HR.LS.LM

Mike M. Yarman, CCAM-LS.LM

Alisa Ramirez, CCAM-LS.LM

Patricia Klock, CCAM-HR.CI.AA.LM

Kelly Roseman, CCAM-LS.LM

FIVE BILLS THAT BECAME LAWS IN 2023 By Jennifer Wada, Esq.

Now that the Governor’s deadline to sign or veto legislation has passed, we have a complete picture of the new legislation for 2023 that will impact the management industry. All the major bills that we previously reported on were signed by the Governor. The good news is that our two industry-sponsored bills will now become law, effective January 1st. This means that you will soon be able to hold almost all your board meetings virtually, as well as lower your quorum requirement for board elections if there is a lack of quorum. Here is a quick recap of the bills signed into law. AB 648 Valencia CIDs: Meetings by Teleconference

AB 1033 Ting ADUs: Separate Sale or Conveyance

Signed - Authorizes a board meeting or a

Signed - Allows a local agency to adopt a local

meeting of the members to be conducted entirely by teleconference, except a meeting where ballots will be counted. The legislative intent is that there must be a physical location where the ballots are being counted.

ordinance to allow the separate conveyance of an ADU(s) as condominiums. Requires express written approval of the existing association. This means approval by the board and membership approval if required by existing governing documents.

AB 1458 Ta CIDs: Association Governance: Member Election

Signed - For election or recall of directors, if an association fails to attain quorum as required in the governing documents, the association can hold a subsequent meeting, at which time the quorum required for purposes of a membership meeting shall be 20% of owners present in person, by proxy or by secret written ballot. AB 572 Haney CIDs: Imposition of Assessments

Signed - Prohibits an association that records its original declaration on or after January 1, 2025, from imposing a regular assessment increase on the owner of a deed-restricted affordable housing unit that is more than 5% plus the percentage change in the cost of living, not to exceed 10% greater than the preceding year’s assessment.

AB 1572 Friedman Nonfunctional Turf

Signed - Prohibits the use of potable water to irrigate nonfunctional turf on commercial, municipal, and institutional (except for cemeteries), homeowners’ associations, common interest development, and community service organization properties. For HOAs and CIDs, this requirement begins January 1, 2029. Affordable Housing is the Hot-Button Issue of the Year The number of affordable housing bills that passed the legislature was the highest yet, with Governor Newsom signing over 60 of them. AB 572 and AB 1033 were among them. We anticipate affordable housing to continue to be a major focus in the 2024 session.

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

cacm.org | Vision Winter 2023

maintaining high standards

New Individual Manager & Management Company Members CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these members from the third quarter of 2023 (July 1-September 30.)

MANAGER ProPlus Paula Arciga Aniket Datar

MANAGER Pro Navid Aflatooni Laura Amore Girlie Aranda, CCAM Markus Ashley, CCAM, CAMEx Crystal Barragan Hector Barragan Jennifer Barragan Carla Boosalis Philip Bower Loretta Bradley, CCAM, CAFM Karen Brimhall Valerie Camarillo Jennifer Campos-Bejarano Theodore Cannavo Lisa Cisneros, CCAM Sean Collier Donovan Collins Jenny Covert Christina Dallenbach Antonio Davila Cortez Jessica Diaz Nichole Dillon-Lee Tiana Dominguez Tessa D’Souza Jorge Esparza Michael Goldberg Claudia Gomez Jennifer Gomez Tara Gonyer Joseph Harding Kenneth Hendricks Laurie Hilton Elizabeth Hosea-Small Scott Hunter, CCAM Samantha Jasso, CCAM Ternjit Khaira

Vision Winter 2023 | cacm.org

Larissa Knies

Kristen Soto, CCAM

Michael Langolf

Michael Spielmann, CCAM

Elizabeth Leal, CAFM

Valerie Strauch, CCAM

Bettsi Ledesma

Vanessa Strickland

Tamari Loria

Ann Sutcliffe

Briana Lua, CCAM

Joshua Tatum

Jacqueline Lynch

Susan Teixeira

Veronica Markle

Tofuola Timoteo

Kyle Marsh, CCAM

Michael Tomlin

Julia Martinez, CCAM

Maryann Tran

Jason Mask

Jennifer Velazquez, CAFM

Jeffrey Matheson

Paul Villaluz Weubbe

William McAdams

Patricia Waibel

Naushaba Merchant

Kim Walker

Kathleen Meyers

John Walters, CCAM

Franklin Miles

Sonja Williams

Ann Miller

Edmund Woods

Nimdiki Miranda

Tracy Young

Nicolasa Moya, CCAM

Lea Zeigler

Jeri Mupo Neil Murphy Prisca Novita

BUSINESS Plus

Veronica Nunez

First Choice Community Management LLC

Christopher Olivet, CCAM

Victorville l (760) 266-7100

Ellie Ortiz, CCAM

www.firstchoicemanagement.net

Nicole Pendleton Jeffrey Phillips

HPI Property Management

Alexis Pophoff

Rohnert Park l (415) 867-6488

Arishma Prasad, CCAM

www.hpipropertymanagement.com

Angela Raffi Elaina Rains, CCAM Gretchen Redewill, CCAM

BUSINESS

Dean Rivale

Pacific Park Plaza HOA

Marcus Rivera

Emeryville l (510) 428-2451

Katie Romansik

www.pacificparkplaza.net/home

Vicky Rudisill Victor Santos

Tailored Management Solutions

Sabawoon Shewa

Concord l (925) 459-5535

Alejandra Sierra, CCAM

http://tailoredmanagementsolutions.com

Vlad Simonenko Sarkis Sorfazian, CCAM

CACM DAY AT THE RACES Mark your calendars and make plans to join us for our first-ever CACM Day at the Races.

SAVE T

HE DAT

WHEN: May 3, 2024

WHERE: Santa Anita Park Arcadia, CA

WHAT: Day of horse races, hat contests, food, and fun!

REGISTRATION DETAILS COMING SOON! cacm.org | Vision Winter 2023

Best practices for the installation of electric vehicle c START HERE

hether we like it or not, electric vehicles and their ever-present charging needs are here to stay. This is particularly true in California with the enactment of the Advanced Clean Cars II Regulation, which mandates that all new passenger cars, trucks, and SUVs sold in California have zero emissions by 2035. While that may seem far off, the regulation actually starts to take effect in about two years when in 2026, it will require that 35% of all new vehicles sold be zero-emission vehicles, progressing each year thereafter until it reaches 100% in 2035. As community managers, we have a central role to play in this process, given that most, if not all, communities are not currently able to accommodate the charging needs of so many electric vehicles. Every community manager between now and 2035 will be involved in installing EV charging stations to one degree or another, particularly if you manage a mid- or high-rise community.

SO, WHERE DO WE BEGIN?

Vision Winter 2023 | cacm.org

I propose that we begin with your legal counsel and have them set out guidelines for the installation of EV charging stations, whether that be in single-family homes or in a mid/high-rise community. There are several legal considerations that we will not get into here, but suffice it to say that they are vital, and you should consult with your legal counsel before you do anything else. The Law Journal recently published an article on this very topic here. Secondly, you will want to have an experienced electrician conduct a “Load Study” to help determine how many charging stations your current electrical infrastructure is able to accommodate without putting too much stress on it. This is particularly important in a mid/high rise. Even if you can currently install some charging stations, you will ultimately want your EV chargers to have their own separate meter and, if needed, their own transformer. There are incentives available (such as with Edison’s Rule 29) where the utility company will pay for the expansion of the infrastructure to accommodate electric vehicle charging stations. Below is an example of Edison’s Rule 29 and how it works:

WHO PAYS FOR THIS?

This takes us to the third consideration – who will pay? You will want to consult with your legal counsel regarding this, but generally, there are

two sets of costs involved – first, the cost for the conduit that runs from the meter to the charger, the charger itself, and the electricity used to charge a vehicle, all of which are usually borne by the unit owner (if the charger is in the owner’s parking space); and secondly, the cost of the meter itself and any expanded infrastructure required, which is usually borne by the association and can be offset by incentives from the utility company. If these are common area chargers, then most of the cost will usually be the association’s, minus any rebates available. Each association is different, so make sure you confirm who pays with your legal counsel. Once your board has adopted rules regarding the installation of EV chargers, determined how many you can currently accommodate and what kind of expansion you will need to undertake to support your resident’s demand for charging stations, and established how it will all be funded, you are ready to tackle the most challenging part of the process – managing resident expectations.

MANAGING EXPECTATIONS

“When will the EV charging stations be installed and ready for use?” and “How fast will the charging station charge my EV?” In my experience, those were the two most often asked questions that I faced, and answering them proved challenging, given several factors.

charging stations in HOAs.

TIMING

When it comes to answering the question of timing, your answer will depend on two factors: First, do you need to expand your electrical infrastructure? If so, you will need to work with an electrician who is experienced with installing electrical infrastructure and EV charging stations. This is probably the most critical decision that you will make in this whole process, given that this company will set the pace of the installation. How many other jobs are they currently working on? Do they have the experienced personnel to get the job done on time? You may want to consider adding a “time of performance clause” that includes monetary penalties if the job is not completed within a certain time period, barring certain mutually agreed-upon circumstances. Delays by the electrical installer will frustrate your homeowners to no end, so it’s crucial to perform your due diligence and choose someone who has a track record of getting installations done in a timely manner. Secondly, if you need to expand your infrastructure, do you have the funding, or will that need to be secured via a special assessment and/or utility rebates? Both of those can take time. In one instance, for one of my properties, it took almost two years to secure a utility rebate to pay for the installations.

By Hamlet Vazquez, MCAM-HR

So, unless your current electrical infrastructure is more than adequate and you have an experienced electrician ready to begin the installation, you must take the aforementioned variables into account when providing your owners with an estimate of when the EV chargers will be ready for use.

OUTPUT

The second challenging expectation to manage is the one behind the question, “How many miles will the EV charger add to my EV per hour?” Your answer to this question will depend on three factors: • First, the amperage of the circuit breaker being installed (typically ranging from 20-100 amps). Once you know the amperage, multiply that by 80% to get the max amp output. If math is not your forte, simply ask your installer what amperage number to communicate to your residents. As you can see from the graphic on the next page, the amperage can make a significant difference – where a 20A circuit will generally get you 10-12 miles per hour, while a 100A circuit will get you 60-70 miles per hour. Note that these are all considered “Level 2” charging stations. Continues on page 28

Every community manager between now and 2035 will be involved in installing EV charging stations to one degree or another, particularly if you manage a mid- or high-rise community. cacm.org | Vision Winter 2023

THE FUTURE IS ELECTRIC, Continues from page 27

so do your due diligence and ask other managers who they use and whether they have been satisfied in terms of charger uptime, service response time, and ease of use for the residents.

• A second factor is the vehicle itself – if it’s the Ford F-150 Lightning or Rivian R1S, it will only add about 11 miles per hour on a 24-amp circuit. If it’s a Tesla Model Y, it will add about 20 miles per hour on that same 24-amp circuit. The efficiency of the vehicle, its onboard charger, and battery capacity will make a significant difference. • The third factor that your resident must consider is whether there are other vehicles charging simultaneously. The more vehicles charging at the same time, the slower the charge rate. So, as you can see, answering the resident’s question, “How many miles will the EV charger add to my EV per hour?” is not as easy as it might first seem. Be careful to set the proper expectation

and, to be safe, you might want to refer them to the multitude of websites that will estimate the miles per hour so long as they know the amperage and some basic information about their EV.

As we look to a future of electrification, the professional community manager will be right at the center of it as we help guide our associations through the highly involved process of making charging our residents’ EVs as seamless as possible.

BILLING

A final consideration as you plan for the installation of charging stations is whether you will use a service provider with their own branded charging stations where they bill the resident directly for their usage and then reimburse the association. This might be particularly helpful for a mid-rise or high-rise community but be sure to have your legal counsel review any agreement since some will require you only to use them moving forward. Second only to choosing the correct electrician for the installation, choosing the correct service provider is next in importance,

Hamlet Vazquez, MCAM-HR, is the General Manager at Wilshire Terrace Co-op in Los Angeles.

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Vision Winter 2023 | cacm.org

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cacm.org | Vision Winter 2023

ARE YOU LOOKING TO HIRE?

Let CACM help you! CACM is committed to our members’ professional success. Whether you are hiring or looking for the next industry-specific position, the Career Center is your “go-to” resource. Bookmark the Career Center and visit often. Jobs can be posted for 30 or 60 days and are optimized for mobile and SEO. Premium and enhanced posts include increased visibility. On top of posting your job opening, CACM delivers new job posts directly into email inboxes through its monthly Job Watch email and in its monthly MyCommunity member newsletter – both are sent to all of CACM’s members. JOB WATCH MONTHLY EMAILS: Average open rate: 33%; Average click through rate: 7%

POSTING YOUR JOB IS AS EASY AS:

First, you’ll want to create an account in the Career Center, as this is a separate

Please ensure you select your membership type before purchasing (we want to make sure you receive

If, after this, you still need assistance, please feel free to reach out to help@ webscribble.com, and a

website from cacm. org. The pricing structure for members is defined on this page.

your discount!). You’ll also find there is a live chat feature on the page. Those individuals are ready to assist you with any questions you have in real time.

representative from the company that supports CACM’s Career Center will further assist you in answering your questions and assisting

CAREER S.CAC M.ORG 30

Vision Winter 2023 | cacm.org

you with your posting.

What’s Next?

FOUR YEARS INTO “THE BALCONY BILL”

By Kelly Zibell and Annie Wyland

SB326 (now Civil Code §5551) was passed into law four years ago, requiring condominium associations with three or more units to conduct structural inspections of elevated structures every nine years. The first inspections must be completed by January 1, 2025. Given the building collapse in Florida a few years ago, completion of these inspections and needed repairs has become a cost that is easy to justify against the potential injury or loss of life in the event of a collapse. At this point, many associations have finally completed those required Civil Code 5551 inspections and have received the report of needed repairs. The next step is to send out the list of repairs and get bids, right? WAIT! There are several steps that an association should take in order to ensure a fair and accurate bidding process and obtain the necessary funding to complete repairs correctly. As Lisa Triplett, CCAM, Executive Vice President at Bay Area Property Services, noted, “There are so many more key people that need to get involved in the process once you get your report back.” This article explores where you will need expert advice to follow once you have received your report. Continues on page 32

cacm.org | Vision Winter 2023

What’s Next? Continues from page 31

Understand your Inspection Report by Hiring a Construction Manager Reports received should indicate some level of categorization of issues found. These are usually ranked urgent, essential, and non-urgent in some fashion. Scott Swinton of Unlimited Property Services, Inc. says, “The report is like a check engine light. When your car’s check engine light comes on, you still do not know precisely what is wrong, what parts may be involved in the repair, and you’re certainly not in a position to tell a technician to get started fixing the car until someone makes a diagnosis, specifies parts, and outlines costs.” At this point, it is crucial to engage a construction manager who can help review the report and provide an understanding to the board of what items must be repaired now versus what items can be deferred and repaired in the future. Hiring a construction manager at this stage in a project will allow the board and manager to rely on the advice of an expert when prioritizing needed work and gathering needed information for the future bidding process. In addition, boards should start informing the community of the inspection results and what future steps the board is taking to address the issues found. This communication lays the foundation for members about what actions the board is taking, as well as informing the members about future potential spending.

Moving Forward with Repair Work with a Contractor PRIORITIZING WORK Once you’ve hired a construction manager, they will work with you on prioritizing the issues outlined in the report, including understanding what issues urgently need repair and what items could be combined for a future repair project. A construction manager will also write a scope of work outlining specifications for replacement products, designs for the repairs, and how the work will be completed. You may assume that the Civil Code §5551 report gives the scope of work, but it was not intended to do so. Civil Code §5551 limits the report’s scope to keep inspection costs reasonable and provide a guidepost for completing repairs. It does not outline how the repairs should be completed, only that they need to be done. Getting a scope of work drafted by a construction manager will give contractors the scope, or how, for the repairs and allow the board to prioritize them. In addition, having a scope of work written by a construction manager ensures that all general contractors are bidding on an identical scope of work for “apples-to-apples” bids. This practice will eliminate confusion when you receive the proposals back for review.

FINDING QUALIFIED CONTRACTORS Once the scope of work is developed, you can send it out to contractors to obtain proposals for repair work that must be completed now. If you hire a construction manager to draft the scope of repairs, they can manage this work for you. They will be adept at finding contractors skilled at doing such repairs and can negotiate favorable contract terms for the association. Suppose the association has chosen to forego using a construction manager. This is not recommended, but sometimes the board refuses. In that case, you want to obtain at least three proposals from contractors with experience and qualifications to work in a condominium association. This often requires additional insurance above and beyond what a standard general contractor may carry. In addition, you will want to call and check references for each contractor bidding, preferably related to previous Civil Code §5551 repair work.

Updating your Reserve Study with your Reserve Analyst By now, you have completed the inspection and obtained some proposals around the repair work costs. It’s time to update your reserve study. Provide the reserve analyst with information on what your inspection costs were, as well as proposals for the necessary repairs. The reserve analyst will factor these costs into your reserve study and allow you to view the association’s future reserve repairs as a whole picture, including the ongoing inspections and potential repairs needed as a result. According to the law firm Adams Stirling, because inspections are tied directly to other items that are replaced via the reserve study, including the costs of future inspections and a repair allowance in your study is appropriate. The association will be better able to anticipate future inspection and repair costs and other planned work and budget accordingly for subsequent years.

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Getting Funding for Necessary Repairs Now the fun part starts – finding the money for these repairs. In many cases, because prior reserve studies relied on a visual inspection only, the repairs now needed were not visible and thus have not been included in prior funding plans.

EXPLORING FUNDING OPTIONS To bridge the gap between repair costs and available funds, HOAs have several funding options to consider. Each option has advantages and disadvantages, and choosing the right one depends on the HOA’s specific circumstances.

ASSESSING YOUR FINANCIAL RESOURCES Start by reviewing the HOA’s financial statements, including the operating budget and reserve fund. Consider the following: • Reserve Fund Balance: Does it have enough funds to cover the anticipated repair costs and future significant repairs? • Operating Budget: Can any surplus funds be redirected towards repairs? • Assessment Collections: Assess whether homeowner assessments are collected promptly and in full. Delinquent payments can impact the HOA’s financial health. Compare the immediate repair needs and cost assessment with the available financial resources. Ask: • Can Current Funds Cover Urgent Repairs? Prioritize the allocation of available funds to address urgent safety concerns first. • What is the Shortfall? Calculate the financial shortfall if the available funds do not meet the total number of all necessary repairs.

SPECIAL ASSESSMENTS ADVANTAGES Special assessments allow the HOA to collect additional funds from homeowners specifically for repair projects. They are a direct way to raise the necessary capital.

DISADVANTAGES Special assessments can be unpopular among homeowners, leading to resistance or financial strain for some residents.

LOANS ADVANTAGES A loan can provide immediate access to the required funds without overburdening homeowners. Repayment terms can be structured over time.

DISADVANTAGES Loans accrue interest, which means additional costs over time. The HOA must carefully manage the repayment schedule. Interest rates for borrowing are currently high, and to obtain a loan, the association may also need to pass a special assessment.

GRANTS OR SUBSIDIES ADVANTAGES Grants or subsidies may be available for certain types of repairs, especially those related to safety or environmental concerns, or if components can be upgraded or changed for environmental impacts. They do not require repayment.

DISADVANTAGES Availability of grants is limited and may be subject to specific criteria or conditions.

RESERVE FUND CONTRIBUTIONS ADVANTAGES Increasing homeowner contributions to the reserve fund over time can build up reserves for future projects, reducing the need for special assessments.

Getting through the inspection phase is only the first step in this journey. Managers should include a construction manager, the community’s reserve analyst, and a general contractor skilled in Civil Code 5551 repairs to help navigate the next steps. In addition, managers may also need to work with a banking professional to obtain necessary funding. Remember that proactive planning and action are vital to maintaining a safe and well-functioning community. Remind HOA members to work together and make informed decisions to address necessary repairs promptly and responsibly, ultimately safeguarding the well-being of their community for years to come.

DISADVANTAGES This approach takes longer to accumulate funds and may not be suitable for addressing immediate repair needs.

Kelly Zibell, a former community manager and executive, has overseen operations at all levels of community association management. She founded Divergent Consulting Group in 2021.

Annie Wyland is Vice President of Client Success at CM Squared, Inc., an architectural design, engineering, and construction management firm.

cacm.org | Vision Winter 2023

the executive corner

Are You

THRIVING or Are You Reaching

BURNOU

By Adam Balkcom

The consolidation of our industry is happening at a rapid pace. It’s rare now to converse with owners nationwide who haven’t either witnessed a major national firm acquiring management companies in their market or aren’t being reached out to daily by someone wanting to buy their company.

Why is this consolidation happening? Numerous factors are driving this trend. Many owners have reached retirement age and are seeking to monetize their most valuable asset. However, a growing and worrisome reason we’re noticing is owners selling not because they’ve reached retirement but due to burnout. The recent years have been tumultuous. Coupled with increasing inflation and employment expenses, already stretched management companies are losing staff to competitors or other sectors offering better pay. Often, this leaves the owners to pick up the slack.

How can we counteract burnout-driven sales? There are three discernible trends among companies that continue to thrive and maintain profitability in these challenging times: 34

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1. They have diversified their revenue sources beyond base management fees. This is the most important trait we have seen in the companies that are thriving. For the top-performing companies, only about 40-50% of their total revenue comes from management fees. 2. They are leaning into technology. Presently, many firms are upgrading their management software, optimizing, and automating essential service delivery processes. AI is increasingly handling board and homeowner inquiries. 3. They are tapping into outsourcing. This can involve specific segments of their business, like the accounting department or project bidding procedures. Or it can look like hiring team members from countries like Mexico or the Philippines, where there are significant payroll cost savings.

These strategies bolster revenue while simultaneously cutting down on costly staff expenditures. With this structure, companies can offer higher salaries to their employees, invest in enhancements and expansion, AND still ensure a profitable return for the owners.

UT?

Regrettably, the firms not adopting these strategies are often being acquired by those that do, and they are being acquired for lower multiples.

INTRODUCING THE EXECUTIVE CORNER

The landscape of the community management sector is swiftly evolving. Several elements are driving these transformations, such as: • Escalating employment expenses • Significant influx of private equity investments in the sector • Changes in the economy led to a large drop in resale revenue … for many companies, that was their profit • Increased volume of interactions from homeowners and board members now working from home • Management company owners nearing retirement age • Advancements in technology and automation The most successful executives are adapting to these changes. Now is the time to make sure you are investing in the three trends mentioned in this article in your business.

Adam Balkcom is the lead facilitator for CAM Leadership Institute.

This is a new column for Vision Magazine that will be included in every issue. It is written by staff at CAM Leadership Institute, an organization that focuses on community management company owner and executive leadership development. CAM Leadership Institute hosts mastermind groups attended by almost 100 management companies from across the country every month, which gives them unique insight into the industry. Starting in this edition, the staff at CAM Leadership Institute will provide quarterly columns specific to management company owners and executive leadership teams. cacm.org | Vision Winter 2023

Northern California

Southern California

FEBRUARY 7-9, 2024 OAKLAND MARRIOTT CITY CENTER

FEBRUARY 28 - MARCH 1, 2024 DISNEYLAND HOTEL & CONVENTION CENTER

Vision Winter 2023 | cacm.org

COMMUNIETNYT MANAGEM IS AN ! ADVENTURE

Whether you are new to community management or a tried-and-true veteran, our industry offers new and exciting adventures for all to experience. The journey in the community management industry is often filled with twists and turns, surprises, setbacks, successes, and hiccups. They are all part of the “grand adventure” in CIDs. So, buckle up and join your colleagues on this two-day adventure that will provide you with new legal insights and perspectives.

WHY ATTEND BUILD YOUR CAREER The strategies you learn at the CACM Law Seminar will enhance your professional skills and help you to successfully guide your communities.

CONNECTIONS WITH COLLEAGUES & MENTORS If catching up with colleagues and mentors is on your high list of priorities, then you can look forward to the largest gathering of California community management professionals at the Law Seminar. Expand your professional network and build powerful relationships.

GEOGRAPHIC-SPECIFIC CONTENT CACM’s Education team has pulled together California’s best and brightest to lead this year’s educational sessions. Although content is relevant for the entire state of California, these experts will focus their teachings on either the Northern California or Southern California regions making the conversations unique to the area in which you serve communities.

EARN UP TO 12 CEUS* Attend the Law Seminar & Expo and receive 8

CONCURRENT SESSIONS • Do You Know the Matrix? • To Share or Not to Share – That Is the Question • It’s Our Policy • Construction Defect & HOAs • EVs and Solar: Here to Stay • Steering Clear of Fair Housing Trouble • Manager Roundtable – The Misadventures of Seasoned Managers • Mastering Time Management • Association Elections Explained • Alternatives During an Insurance Crisis • Roundtable for Rookies • The Impact of New Reserve Study Standards • New Case Law

CACM EXPO HALL Adventures through California! Industry partners will highlight an adventure they love or have been through. Whether it’s the world of superheroes, the great outdoors, or thrill-seeking sports and hobbies, you will be transported to place of fun and “grand adventure.” CACM is proud to continue our leadership role hosting the largest Expo for the California community management industry that features a vast array of exhibits, all while networking with the “who’s who” of the industry.

CEUs for recertification. Take one of our two Ethics courses being offered the day before the Law Seminars to earn an additional 4 CEUs.

The

Tech

Revolution By Andrew Hay, CAMEx, CCAM-ND.PM

TRANSFORMING HOA MANAGEMENT WITH

HOA management has traditionally involved endless paperwork, face-to-face meetings, and laborintensive processes. However, the advent of technology, including the emergence of AI-powered tools like ChatGPT, has ushered in a new era for HOAs. As managers, we must be open to how technology is revolutionizing our world, making it more efficient, transparent, and client-friendly than ever before.

Vision Winter 2023 | cacm.org

Streamlining Communication

One of the most significant changes new technologies bring is the transformation of communication within HOAs. Traditional methods, such as sending paper newsletters and holding in-person meetings, have given way to digital platforms and automated messaging systems. Beginning in January 2024, California law will allow for virtual meetings in most cases, even when there is no state of emergency. Additionally, tools such as ChatGPT can assist you in generating quick and accurate responses to residents’ queries and concerns. These tools save time and ensure that owners receive timely and consistent information.

Online Portals and Payment Systems

Technology has enabled the creation of user-friendly online portals and payment systems, making it easier for residents to interact with their HOA. All large banking operations that service the HOA industry have options to pay assessments online. Some have even developed technologies to collect homeowner payments for amenities such as clubhouse reservations, bingo night, FOB orders, and keys online, reducing delays and the staffing needed for these requests. Management companies now offer the ability to submit maintenance requests and access essential documents online from the comfort of their homes. This convenience improves overall satisfaction and reduces the administrative burden on managers and support staff.

Smart Home Integration

The rise of smart home technology has also impacted HOAs. Many developers and residents are incorporating smart devices into their homes, from security cameras to thermostats. HOAs are beginning to adapt by integrating these technologies into their common area operations. This includes using AI systems to monitor security cameras, manage access control, and automate maintenance scheduling and irrigation. These innovations enhance security and efficiency and contribute to a sense of modernization within the community. It can also help control costs. For example, leak-sensing technology can be installed within units to alert management or the board of a leak, even if the owner is not present or aware of the issue.

Data Analytics for DecisionMaking

Technology has unlocked the power of data analytics for HOA management. By collecting and analyzing data on resident preferences, maintenance needs, and community trends, HOAs can make more informed decisions. For instance, they can predict when specific maintenance tasks are necessary, allowing for proactive planning and cost savings. Additionally, data-driven insights can help HOAs tailor their services to meet owners’ evolving needs. For example, using a poll during an open session Zoom meeting can provide the board with a quick, cost-effective way to gauge the membership’s opinion on an agenda item.

Enhanced Transparency

Transparency is in constant demand within our communities, and technology also enhances this aspect of HOA life. Online platforms can give owners real-time access to meeting minutes, CPA financial reviews, budgets, and other documents. Management companies can utilize ChatGPT to answer common questions about HOA policies and procedures, ensuring owners have the information they need, even when the manager is out on a property walk.

Virtual Meetings and Remote Management

The COVID-19 pandemic accelerated the adoption of virtual meetings and remote management in HOAs. Technology-enabled platforms like Zoom and Microsoft Teams have become essential tools for conducting board meetings, engaging with residents, and addressing issues remotely. These virtual solutions have provided continuity during challenging times and have become a permanent part of HOA operations. California law will soon permit virtual meetings under regular conditions unless ballots are tabulated.

It is wise to use technology-driven tools to your and your client’s advantage to increase efficiency, quality of work, and responsiveness. However, it is also important to remember that we are in a human-driven business and that picking up a phone or visiting a property to see a board member will never be replaced entirely by technology. Human interaction will always be a cornerstone of this industry, and we cannot change that. At the same time, why resist technology that can help us perform our daily work and improve the lives of our clients? Do not be fearful of technology. AI will not replace us anytime soon. Some clients will need encouragement if they do not use these technologies today. Embrace the change and help show the value it can provide to the communities you service. Teach your board members about the importance of cyber insurance and protecting their community’s data. At the same time, show them how it helps you focus on more important work instead of being bogged down by telling a homeowner what the pet rule is for the 100th time this week. Integrating technology, including AIpowered tools like ChatGPT, is reshaping how HOAs and HOA management operate. From streamlined communication and online portals to data-driven decisionmaking and smart home integration, technology is making HOAs more efficient, transparent, and resident-friendly. As these innovations continue to evolve, HOAs that embrace technology will find themselves better equipped to meet the changing needs of their communities in the 21st century.

Maintenance and Repairs

HOA management often involves coordinating maintenance and repairs for common areas and facilities. Technology has improved this process by allowing for the efficient tracking of work orders, scheduling repairs, and even using AI-driven solutions to predict maintenance needs. Employing these solutions saves time and money and ensures that owners enjoy wellmaintained amenities. It also eases the burden on managers and maintenance staff.

Andrew Hay, CAMEx, CCAM-ND. PM, is a CACM board of directors member and serves as CEO of The Helsing Group, Inc.

cacm.org | Vision Winter 2023

WINNING THE WAR FOR TALENT

HOW HOA MANAGEMENT EXECUTIVES CAN STAY AHEAD

By Dee A. Rowe, CCAM

n today’s market, the war for talent is fierce — especially in the HOA management industry. Executives must stay ahead of the curve to remain competitive, retain existing talent, and attract new high performers to the industry and, more specifically, their company. However, staying ahead of the competition can be a difficult task. This article explores the strategies HOA management executives can use to win the war for talent.

STRATEGIES FOR FINDING AND RECRUITING TOP TALENT The CID management industry is at a crucial tipping point. The first Certified Community Association Managers to be sworn in have or are retiring. Shifting attitudes in the workforce caused in part by the COVID-19 reshuffle and remote work explosion and exacerbated by the competing problematic trends of hustling until burnout or quiet quitting have changed the recruitment game for even the best and biggest management companies. So, how can you, an HOA executive, stay competitive and keep winning the war for talent? What attracts new talent to this essential but demanding profession? Consider these three suggestions from a February 2023 article by Energage on TopWorkplaces.com: • Create job descriptions that accurately describe the role and expectations. This may seem counterintuitive, and it may be tempting to make the position seem 40

Vision Winter 2023 | cacm.org

less demanding than it is. Nevertheless, camouflaging the difficulty will only cause problems later. • Advertise what sets you apart. Does your company host an annual charity drive? Work a four-day work week during the summer so employees have more fun in the sun? Have the best health insurance plan on the market? Say so! • Build “brand awareness” for your company. Like it or not, every management company has a “brand.” Do you know what yours is? Do others? Ensure industry people know who your company is and what makes you great. You can have a phenomenal company culture, but it will only benefit you by retaining current talent if no one else knows about it. It is vital to not only attract new talent but also to find individuals that fit within the culture and values of your organization. Utilizing a combination of methods, such as wordof-mouth, posting on social media and job boards, candidate database searches, and industry networking, can allow HOA executive teams to find the right talent for their organization.

RETAINING YOUR TOP PERFORMERS In addition to attracting new managers to the industry and your company, retaining top performers is equally important. Perhaps more so. To do this, focus on creating an exceptional employee experience. It is a

complex, demanding, and often thankless job. You will keep skilled employees on your team if you balance out the negative aspects with positive ones. But how? I took an informal social media poll of approximately 30 managers in Southern California, and below is what they said was most important:

MOST IMPORTANT

20% Flexible work hours clients 17% Terminate creating a hostile

work environment

in-office 15% Minimal work requirements for managers

dress 11% Informal code except when

meeting with clients

to grow 10% Opportunity professionally

Appropriate levels of support from staff and supervisors

Excellent health/ dental/vision insurance

HOA executives can better ensure their top performers stay put by offering above-average salaries, exceptional insurance and time off benefits, and flexible or remote working arrangements. Paying for education and disciplining or terminating abusive clients also goes a long way toward keeping people on your team. Additionally, providing a positive work environment, facilitating growth and professional development, and emphasizing an open line of communication between executives, managers, and support staff can foster employee loyalty, enthusiasm, and commitment.

Another factor that should have been on the poll list is adopting technology that allows employees to work smarter, not harder, such as automated collection reporting tools or chatbots that can answer homeowner inquiries. If your company operates in the

Stone Age in comparison to your competitors, that could be why you’re having a hard time retaining talent. In today’s world, embracing efficiency and automated processes is not optional. The war for talent rages on in the HOA management industry as seasoned managers approach retirement and shifts in the job market make the long hours, late nights, and angry homeowners’ sometimes abusive behavior less than attractive to workers entering the workforce. HOA management executives must proactively recruit the best available new talent, onboard effectively, and retain the existing top performers. To stay ahead of the curve, executives should develop a supportive and positive company culture, offer exceptional benefits such as above-average health insurance coverage or more personal time off than most, and stand up to clients who create a hostile work environment. Those who do not adapt will likely get lost in the shuffle and lose the war for talent. Make sure that does not happen to your organization and to the HOA management industry by adopting best practices for employee recruitment and retention today.

Dee Rowe is a Certified Community Association Manager and freelance writer with more than 12 years of experience managing common interest developments in California. She currently writes for and about homeowners’ associations.

Community Colleges: A Window to New Hires Like many management company owners, Taryn Martin, CCAM, noticed that the industry struggles to attract new people. So, when a professor in the real estate department at Santiago Canyon College reached out to her to learn more about property management, she jumped at the opportunity. This fall, Martin and some of her staff worked a booth at the first career fair held at the college campus specific to real estate to get the word out about Revolve Property Management. “I am trying to encourage the younger generation in college and open their eyes while informing them of our industry,” she said. “Real estate is an appealing career. However, what’s a little more appealing about our industry is that every position has a set salary or hourly rate. You are guaranteed an income coming in. Your limit is what you put into it.” “A lot of these kids were very excited about the opportunity because a lot of them don’t know about our industry,” she added. “They don’t just need to be a real estate agent taking real estate classes.” Martin said being at the career fair was beneficial in getting her company name out there and building awareness for community management as a career. She fielded a lot of interest, making her

hopeful of turning some students into potential employees. Her accounting rep and her vice president came along with her as well. “I wanted to show the different opportunities,” she said. “You don’t have to be a community manager. You can work in our accounting department or collections.” President of Cardinal Property Management, Farrah Esquer, also had a booth at the career fair. Esquer said she hired two community managers who were past real estate students at the college, so having that connection has been very helpful. “We offered information about potential positions and how they can get into the industry.” She said she has an interest list from students who visited her booth and can reach out to them in the future should she have an opening. cacm.org | Vision Winter 2023

The Economics of Virtual Meetings The passage of AB 648 could mean major money and time savings for boards, along with other benefits. By Rob Buffington

The passing of AB 648 in California represents a pivotal moment in how homeowners’ associations (HOAs) conduct board meetings. This legislation paves the way for the utilization of teleconferencing platforms such as Zoom, offering a more convenient and flexible approach to HOA governance. While the shift toward virtual meetings has gained momentum in recent years, the declaration of a state of emergency during the COVID-19 pandemic raised concerns about the legality and practicality of exclusively virtual gatherings. As California transitions into a post-COVID era, HOAs across the state stand at a crossroads, with some eagerly embracing this change. In contrast, others remain steadfast in their commitment to traditional in-person meetings. The passage of AB 648 signifies a significant milestone in the evolution of California’s HOAs. It acknowledges the evolving landscape of community management and governance and recognizes that technology can be pivotal in modernizing HOA operations. Nevertheless, the response to this change within the HOA community has been mixed. Forwardthinking boards are excited about the opportunities that virtual meetings offer. They see this as a way to enhance community involvement, streamline processes, and ultimately improve the efficiency of board meetings. On the other hand, some HOAs, often constrained by existing management contracts, argue that the physical presence of the manager is indispensable during meetings.

Vision Winter 2023 | cacm.org

As HOAs begin preparations for the annual financial review, evaluating the economic benefits of virtual meetings is crucial. Among the most tangible advantages of virtual meetings is the substantial savings in time and money. For many HOAs in California, particularly those in major metropolitan areas like Los Angeles and the Bay Area, the issue of traffic congestion makes commuting to in-person meetings a time-consuming and costly endeavor. Consider conservatively estimating that a manager spends one hour on average commuting for each in-person meeting. This encompasses the time spent driving to the meeting location, arriving early to allow for a buffer, addressing post-meeting matters, and the return journey. Now, let’s consider data from CACM’s most recent Compensation Report. The median annual salary for a portfolio manager was $70,000 per year, with onsite general managers earning more. When you factor in benefits and payroll taxes, the hourly cost of a manager’s time is around $50 per hour. If an HOA holds bimonthly meetings and a manager is responsible for 10 properties in their portfolio, the drive time alone costs HOA managers approximately $3,000 annually. It is important to note that these estimates are intentionally conservative. Some managers may face even longer commutes due to traffic congestion. However, the economic benefits of virtual meetings extend beyond time and cost savings. The following section covers several key advantages of virtual meetings vs. in-person meetings.

Seven Advantages of Meeting Virtually 1. Flexibility

3. Cost-Effective

Virtual meetings allow board members, managers, and homeowners to participate from the comfort of their own homes or offices. This flexibility can significantly boost attendance and participation, eliminating the need to commute. Managers can even schedule multiple meetings at different times in one evening if they have efficient boards, avoiding the need to sacrifice two evenings of personal life for consecutive meetings.

Besides saving time and reducing commuterelated costs, virtual meetings often result in lower overall expenses. There are no venue rental fees, and the need for physical meeting materials is minimized, leading to savings in printing and postage.

2. Record Keeping Virtual meetings can be quickly recorded and archived for future reference, simplifying the maintenance of accurate records of decisions, discussions, and actions taken during board meetings. It also enhances transparency, as homeowners who could not attend can access the meeting recordings. Additionally, it makes it easier for managers to share exhibits and bids without additional copying costs.

4. Eco-Friendly Embracing virtual meetings aligns with the growing emphasis on environmental sustainability. It reduces the need for paperbased materials, minimizes energy consumption related to commuting, and lowers the carbon footprint of the HOA’s activities.

5. Decorum Most meetings tend to run longer than necessary due to disruptions caused by a few homeowners. Transitioning to virtual meetings allows boards and managers to have better control over those who speak outside the designated homeowner forum or are otherwise disruptive. Moreover, while rare, the threat

of violence is not unheard of in the industry. Most experienced managers have had police presence at meetings at least once in their careers. Shifting to virtual meetings removes the physical threat and enhances safety for all participants.

6. Increased Participation Virtual meetings can attract a more diverse group of participants, including homeowners who may not have been able to attend in-person meetings due to work or family commitments. Achieving quorum is more likely in a virtual meeting, reducing the need for rescheduling and leading to a broader range of perspectives and ideas being shared within the community.

7. Enhanced Technology As virtual meetings become more commonplace, HOAs may invest in improved technology infrastructure, leading to more effective communication and collaboration within the community.

Why Not All HOAs Are Ready for Virtual Meetings

Despite these advantages, it is crucial to recognize that not all HOAs are ready to transition to virtual meetings. Some may have long-standing management contracts or governing documents that mandate inperson meetings. Others may have concerns about the digital divide, worrying that not all homeowners have access to the necessary technology or internet connectivity. This is especially common in age-restricted communities. Additionally, virtual meetings may only be suitable for some types of discussions or decision-making processes. For example, the law already provides an exception for ballot tabulation meetings. However, management companies must decide how assertively they want to encourage this transition. Many companies may price their services so that in-person meetings become more costly, ultimately encouraging HOAs to opt for the cost-effective and efficient virtual approach.

AB 648 has opened the door to more flexible and cost-effective governance in California’s HOAs. Virtual meetings offer tangible benefits, from time and money savings to increased participation and environmental advantages. However, decide whether to fully embrace virtual meetings thoughtfully, considering each HOA’s unique needs and circumstances. As technology evolves and society becomes increasingly digital, virtual meetings will likely become integral to how HOAs conduct business, ultimately leading to more efficient, accessible, and sustainable community governance.

Rob Buffington owns East West Building Works and Gordian Business Solutions. He has over 10 years of HOA industry experience.

cacm.org | Vision Winter 2023

Natural Disasters By Lorena Sterling, CAFM

TIPS TO THRIVE DESPITE THEM

“It Never Rains in Southern California…it pours, man, it pours.”

– Albert Hammond

California residents can rely on certain weather conditions, including natural disasters that our climate will deliver to us each season, particularly earthquakes, flooding, and wildfires. Each of these causes damage and wreaks havoc on cities and HOAs. During budget season, some communities plan for the upcoming fiscal year’s expected operating expenses, preventive maintenance, and reserve funding plans with these disaster aftermath plans in mind. On the other hand, some communities ignore the potential for disaster, thinking, “It will never happen to us.” Until it does. Over the last three years, associations have faced the task of becoming creative with their funding plans to prepare for the repercussions that unforeseen weather events and disasters may bring to the community. The clean-up will quickly identify how well the association has prepared in the event of a catastrophic wildfire or extreme flooding from a tropical storm. The most challenging phase of a disaster is the aftermath. A solid disaster recovery funding plan will ease the pressure of the

Vision Winter 2023 | cacm.org

clean-up stage while bringing back some normalcy after the disaster has swept through the community, even if insurance funds are delayed or denied. We are seeing this firsthand in the desert regions of California after a tropical storm caused massive damage to infrastructure and buildings. Some communities were prepared and are starting to resume normal life. Others were not and are still living in chaos. Here are some things you can have your boards and communities do to be a wellprepared community instead of one that is reactive due to lack of planning:

SAVING FOR AN INSURANCE DEDUCTIBLE Low premiums, most likely paid by operating funds, will have a high deductible, and vice versa. Many communities go for the low premium with a high deductible scenario to minimize an increase in monthly dues. Doing so is just fine as long as the community has a funding plan to save up for that hefty deductible should it ever become due. An additional reserve account can be opened to separate the allocated reserve funds from the insurance deductible funds. However, some reserve analysts will incorporate the deductible into the reserve study, so isolating these funds is unnecessary.

There is a 99% chance a 6.7 magnitude quake will strike somewhere in California in the next 30 years. “The Big One” is modeled to be a 7.8 the magnitude quake causing the reserve approximately $213 billion in economic losses.

Although community is funding reserve components by its analyst’s recommendation, an additional amount should be allocated into the insurance deductible funds and accounted for in the operating expenses. Creating an extra line item for the insurance deductible through the reserve account will avoid an annual budget surplus.

On their website, the HOA law firm Adams Stirling, PLC recommends: “The best way to handle the issue is to create a separate [deductible] fund but keep the monies in the same account as the reserves. Associations can put a line item in their budgets for an “Insurance Deductible Fund” and contribute to it over two or three years. If the insurance deductible is $10,000, boards could budget a modest $278 per month to the fund. The insurance deductible would be fully funded at the end of three years. At that point, the contribution could be discontinued until an insurance claim is made, at which point the deductible would be replenished with new contributions.”

PROPER INSURANCE COVERAGE In many communities, purchasing flood, earthquake, or wildfire policies has been a debacle in recent years. California has faced a hike in insurance premiums to cover the inflation of repairs and the extreme number of filed claims by policyholders. In early 2023, many big-name insurance carriers halted new requests for policies just to ensure the coverage to their existing policyholders. Cal Fire reports as of October 2023, there has been fire damage to 312,739 acres. In 2022, there was fire damage to 289,391 acres. So, what are your HOAs to do? Placing this in the hands of a vote by the membership may be a fair route for the HOA. One community that recently purchased a new earthquake policy saw the price double from one year to the next and quickly turned to putting the issue up for membership vote.

With a close vote of 52% of the members approving the cancellation of the earthquake policy, this enabled the members to avoid an assessment increase of about $100 per owner per month. However, some communities in flood zones committed to the increased premiums even though they were hard on the budget or required a special assessment. Those communities were thankful that they had a funding plan to cure the damage after Hurricane Hilary hit.

PREPARING FOR EXTREME WEATHER CONDITIONS Flooding, earthquakes, and wildfires will continue to cause extreme chaos in an unprepared community. In addition, the planet appears to be warming, which increases the likelihood of extreme weather conditions compared to those we’ve seen in the past hundred years. Unexpected events like snow near the coast and flooding in the desert will happen. Follow preventive maintenance plans the experts recommend, such as annual drain cleanouts, grading low areas to flow into the drainage, creating exit plans, providing local resources in advance, locking up trash enclosures, and storing the patio and pool furniture. Perhaps have a plan should snow or ice removal be required, even if your community has not had to deal with that previously. Many of these precautions lower the risks of homeowners injuring themselves or causing damage to the roofs, streets, or structures.

THE AFTERMATH OF DISASTER The calm after the storm is the time to assess and get to work with the help of the plan put in place before the disaster itself. California has yet to experience a large quake in some time; however, according to the Uniform California Earthquake Rupture Forecast, in the next 30 years, there is a 99% chance a 6.7 magnitude quake will strike somewhere in California. According to the U.S. Geological Survey, “The Big One” is modeled to be a 7.8 magnitude quake causing approximately $213 billion in economic losses. Considering these statistics, it is time to set emergency protocols for your community if they are not already in place. It would also be wise to update existing emergency policies regularly. Emergency lines may be down, and road closures or blockages will be an issue for emergency units to provide immediate attention. The tropical storm caused by Hurricane Hilary hit the Coachella Valley, which had not experienced rain or flooding of this sort in 80-plus years. Sinkholes, mudslides, downed trees, and areas where emergency vehicles could not enter trapped patients in an elder care facility. Rescuers had to get creative and use a tractor to carry the patients out of the wreckage. These are a few scenarios that can be discussed with your community to create the safest plan for the well-being of everyone.

Lorena Sterling, CAFM, is the Controller at Community Association Financial Services (CAFS). She can be reached at lorena@cafshoa.com.

cacm.org | Vision Winter 2023

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Vision Winter 2023 | cacm.org

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cacm.org | Vision Winter 2023

Building a Safer Future Lessons Learned from the Champlain Towers South Tragedy By Andy Henley

he allure of beachfront living in sunny Surfside, Florida, drew countless residents to the picture-perfect Champlain Towers South condominiums for years. However, in June 2021, the world watched in horror as this slice of paradise crumbled into rubble, claiming 98 lives in a devastating tragedy. As we grapple with the heart-wrenching loss, we must glean essential lessons from this catastrophe to ensure that such a calamity never befalls another community.

Potential Reasons for the Collapse Water, an element we often associate with life and renewal, played a sinister role in this tragedy. Over many years, the relentless water infiltration caused significant structural damage to the steel-reinforced concrete support columns and slabs beneath the pool deck. It was a stark reminder that water is not merely an annoyance but a silent and formidable adversary. In essence, waterproofing is not a luxury but an absolute necessity. The signs were there, albeit subtle. A clear deflection in the concrete planter on the pool deck could have served as the proverbial “canary in the coal mine.” Minor signs like these should never be ignored; they might be early whispers of impending structural distress. However, it wasn’t just the deflection – evidence of previous concrete cracking and spalling left unattended and improperly repaired painted a grim picture. Neglecting repairs can eventually lead to catastrophic consequences, no matter how minor they seem.

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Shockingly, there was no waterproofing membrane on the concrete deck to protect the structure below. This omission left the building vulnerable, allowing water to weaken its foundation — a costly lesson on the importance of robust waterproofing. Moreover, building movement was detected, indicating foundational issues. These movements should have been red flags, demanding immediate attention and rigorous structural assessments.

Key Learnings The lessons we must extract from this tragedy are as vital as they are sobering. First and foremost, we must recognize the indispensable role of regular common area component and structural inspections. Waiting two, three, and sometimes four decades (or more) between inspections is a perilous gamble. Prevention is undoubtedly more effective and less costly than the cure. Continues on page 50

Neglecting repairs can eventually lead to catastrophic consequences, no matter how minor they seem.

cacm.org | Vision Winter 2023

Building a Safer Future, Continues from page 48

As evidenced in this case, water infiltration poses the gravest threat to building safety. We must take proactive measures to prevent such infiltration and its insidious consequences. Timely maintenance and repairs are critical when issues arise, as they undoubtedly will. Cutting corners or delaying action should never be an option regarding the safety of our homes and the lives of our loved ones. The longer a community waits to make repairs, the more expensive those repairs end up being. In worst-case scenarios, the cost could be lives. Financial planning is paramount. Reserve studies should be mandatory nationwide (luckily, they are in California). Adequate funding of reserves should also be mandatory, providing the funds necessary to replace common area components once they become obsolete. These studies must account for all common area components and factor in the maintenance activities conducted within the community. Furthermore, maintenance manuals and plans are essential for communities, providing a clear understanding of the board’s responsibilities in maintaining common areas. Equally important is the implementation of maintenance programs in every community. Regular inspections, along with corrective and preventive maintenance, not only catch issues early but also extend the lifespan of components, ensuring the safety and well-being of residents, among many other financial benefits.

safety standards – especially high-rise and mid-rise condominiums susceptible to moisture. Associations must be required to develop and adhere to maintenance plans and programs, ensuring systematic and practical upkeep of their communities. These are paramount in ensuring a plan is in place and that all stakeholders understand the steps necessary to maintain their communities effectively. Board members should receive comprehensive education on their duties, ensuring they are equipped to make informed decisions about building safety and maintenance. Our industry must focus on education and ensure all HOA community decision-makers understand their responsibilities and roles. Lastly, we must foster a cultural shift that takes building safety and maintenance seriously. It is not just a legal requirement; it is a moral obligation to protect the lives and well-being of the residents of our communities. The HOA world is united in grief in the aftermath of the Champlain Towers South tragedy. However, our collective responsibility is to ensure that such a loss of life is not in vain. The lessons we gleaned from this catastrophe must catalyze change. This change prioritizes ongoing maintenance, early and extensive regular and structural inspections, early intervention, and an unwavering commitment to building safety. As we reflect on this tragedy, let us vow to build a safer future where communities are shielded from the specter of such devastation.

Finally, we must invest in board member education on maintenance responsibilities and the importance of being vigilant about potential issues. Knowledge is the first line of defense.

Industry Solutions As we reflect on the Champlain Towers South tragedy, we must consider systemic changes to prevent such horrors in the future. Strengthening inspection requirements and increasing reserve funding nationwide are vital steps. Adequate resources are necessary to address maintenance issues promptly and effectively. Older buildings, often neglected, must face increased regulation to ensure their safety. No building should be exempt from rigorous 50

Vision Winter 2023 | cacm.org

Andy Henley is the Executive Vice President of ProTec Building Services. His experience in the construction, maintenance, and janitorial industries predates his joining ProTec, where he founded and sold several well-known San Diego-based companies.

upcoming courses

Course Calendar

All educational courses through the end of the year are held on Zoom. Please contact a member of the Education Department for further details and schedule. CCIP: HOA CORE PRINCIPLES Zoom

CIP 100

Session 1 of 5 Jan 9 8:00 AM - 10:00 AM

Session 4 of 5 Jan 30 8:00 AM - 10:00 AM

Session 2 of 5 Jan 16 8:00 AM - 10:00 AM

Session 5 of 5 Feb 6 8:00 AM - 10:00 AM

FOUNDATIONAL ETHICS Zoom Session 1 of 2 Jan 11 9:00 AM - 11:00 AM

CMM 130

Session 2 of 2 Jan 11 1:00 PM - 3:00 PM

ADVANCED ETHICS Zoom Session 1 of 2 Jan 18 9:00 AM - 11:00 AM

LDR 500

Session 2 of 2 Jan 18 1:00 PM - 3:00 PM

ETHICS MASTERY Zoom Session 1 of 2 Jan 25 9:00 AM - 11:00 AM

LDR 550

Session 2 of 2 Jan 25 1:00 PM - 3:00 PM

INSURANCE PRINCIPLES Zoom

INS 200

One session only Feb 1 9:00 AM - 12:00 PM

CCIP: ENHANCE YOUR PROFESSIONAL PRESENCE Zoom

CIP 200

Session 1 of 2 Feb 13 8:00 AM - 10:00 AM

Session 2 of 2 Feb 20 8:00 AM - 10:00 AM

BASICS OF ASSOCIATION MANAGEMENT

CONFLICT RESOLUTION

Session 1 of 8 CMM 101 Jan 9 9:00 AM - 11:00 AM

Session 5 of 8 CMM 102 Jan 23 9:00 AM - 11:00 AM

Session 2 of 8 CMM 101 Jan 10 9:00 AM - 11:00 AM

Session 6 of 8 CMM 102 Jan 24 9:00 AM - 11:00 AM

Session 3 of 8 CMM 101 Jan 16 9:00 AM - 11:00 AM

Session 7 of 8 CMM 102 Jan 30 9:00 AM - 11:00 AM

Session 4 of 8 CMM 101 Jan 17 9:00 AM - 11:00 AM

Session 8 of 8 CMM 102 Jan 31 9:00 AM - 11:00 AM

CALIFORNIA LAW

Zoom Session 1 of 8 CMM 121 Jan 9 1:00 PM - 3:00 pm

Session 5 of 8 CMM 123 Jan 23 1:00 PM - 3:00 pm

Session 2 of 8 CMM 121 Jan 10 1:00 PM - 3:00 pm

Session 6 of 8 CMM 123 Jan 24 1:00 PM - 3:00 pm

Session 3 of 8 CMM 122 Jan 16 1:00 PM - 3:00 pm

Session 7 of 8 CMM 124 Jan 30 1:00 PM - 3:00 pm

Session 4 of 8 CMM 122 Jan 17 1:00 PM - 3:00 pm

Session 8 of 8 CMM 124 Jan 31 1:00 PM - 3:00 pm

Zoom Session 1 of 2 Feb 13 1:00 PM - 3:00 PM

CMM 220

Session 2 of 2 Feb 14 1:00 PM - 3:00 PM

FOUNDATIONAL ETHICS Zoom Session 1 of 2 Feb 15 9:00 AM - 11:00 AM

CMM 130

Session 2 of 2 Feb 15 1:00 PM - 3:00 PM

Session 1 of 2 Feb 20 1:00 PM - 3:00 PM

FIN 300

Session 2 of 2 Feb 21 1:00 PM - 3:00 PM

CCIP: FOUNDATIONAL ETHICS Zoom

CIP 300

Session 1 of 2 Feb 27 8:00 AM - 10:00 AM

Session 2 of 2 Mar 5 8:00 AM - 10:00 AM

ADVANCED INSURANCE PRINCIPLES Zoom

Session 1 of 8 CMM 101 Session 5 of 8 CMM 102 Mar 5 Mar 19 1:00 PM - 3:00 PM 1:00 PM - 3:00 PM Session 2 of 8 CMM 101 Session 6 of 8 CMM 102 Mar 6 Mar 20 1:00 PM - 3:00 PM 1:00 PM - 3:00 PM Session 3 of 8 CMM 101 Session 7 of 8 CMM 102 Mar 12 Mar 26 1:00 PM - 3:00 PM 1:00 PM - 3:00 PM Session 4 of 8 CMM 101 Session 8 of 8 CMM 102 Mar 13 Mar 27 1:00 PM - 3:00 PM 1:00 PM - 3:00 PM

CALIFORNIA LAW

Zoom Session 1 of 8 CMM 121 Session 5 of 8 CMM 123 Mar 20 Mar 6 9:00 AM - 11:00 AM 9:00 AM - 11:00 AM

Session 3 of 8 CMM 122 Session 7 of 8 CMM 124 Mar 27 Mar 13 9:00 AM - 11:00 AM 9:00 AM - 11:00 AM Session 4 of 8 CMM 122 Session 8 of 8 CMM 124 Mar 28 Mar 14 9:00 AM - 11:00 AM 9:00 AM - 11:00 AM

HUMAN RESOURCE MANAGEMENT Zoom Session 1 of 3 Mar 7 1:00 PM - 3:30 PM

LDR 400

Session 3 of 3 Mar 21 1:00 PM - 3:30 PM

Session 2 of 3 Mar 14 1:00 PM - 3:30 PM

COMMERCIAL & INDUSTRIAL CID MANAGEMENT Zoom

BUDGETING

Zoom

Session 2 of 8 CMM 121 Session 6 of 8 CMM 123 Mar 21 Mar 7 9:00 AM - 11:00 AM 9:00 AM - 11:00 AM

Session 3 of 5 Jan 23 8:00 AM - 10:00 AM

Zoom

BASICS OF ASSOCIATION MANAGEMENT

INS 300

Session 1 of 3 Mar 12 9:00 AM - 11:00 AM

SPC 450

Session 3 of 3 Mar 26 9:00 AM - 11:00 AM

Session 2 of 3 Mar 19 9:00 AM - 11:00 AM

ENHANCE YOUR PROFESSIONAL PRESENCE Zoom Session 1 of 2 Mar 28 1:00 AM - 3:00 PM

CMM 200

Session 2 of 2 Apr 4 1:00 AM - 3:00 PM

One session only Mar 5 9:00 AM - 12:30 PM

cacm.org | Vision Winter 2023

Paving the Way for a Greener Future By Justin Sacoolas, CCAM

alifornia has long been a state that values sustainability and environmental stewardship. With its semi-arid climate and persistent water scarcity issues, community associations and condominiums must take proactive measures to conserve water and adopt eco-friendly practices such as recycling and green waste disposal. This article explores how communities in California can contribute to a more sustainable future by conserving water and promoting recycling and green waste management. Some of you managing green communities may have already incorporated these practices. However, many people, and therefore communities, resist changing or modifying their habits. This is evident with the implementation of food waste law changes in the state. However, education and community building can be effective ways to facilitate meaningful change. When boards and residents understand the benefits of proposed changes, they are less likely to be resistant.

Water Conservation Drought-Resistant Landscaping Drought-resistant landscaping is one of the most effective ways for community associations and condominiums to conserve water. By using native, drought-tolerant plants and efficient irrigation

Vision Winter 2023 | cacm.org

systems, these communities can significantly reduce their water consumption. California’s Mediterranean climate provides an ideal backdrop for such landscaping practices.

Smart Irrigation Systems Adopting smart irrigation systems equipped with weather sensors and automated controls can ensure that landscapes receive only the water they need. These systems can adjust watering schedules based on real-time weather data, reducing water waste during rainy periods and preventing overwatering during dry spells. Some systems also measure and monitor the soil’s moisture level and adjust irrigation run times in each zone accordingly.

Water Audits and Leak Detection Regular water audits and leak detection are essential for identifying and addressing water inefficiencies. Community associations and condominiums can hire professionals to conduct water audits and promptly repair any leaks to minimize water waste. Communities with frequent underground or in-wall leak issues can install flow monitors, which alert designated persons when water flow increases or decreases beyond established thresholds. This allows leaks that would typically remain hidden for some time to be discovered immediately, minimizing the damage caused.

When boards and residents understand the benefits of proposed changes, they are less likely to be resistant. Recycling Initiatives Recycling Programs Community associations and condominiums can set up comprehensive recycling programs to encourage residents to recycle effectively. Providing convenient recycling bins and educating residents about what can and cannot be recycled can significantly reduce waste sent to landfills. Recycling incentives can further motivate homeowners to alter their disposal habits. This can be as simple as reporting any cost savings due to recycling efforts at the annual meeting or in the budget package.

E-Waste Collection Incorporating electronic waste (e-waste) collection into recycling initiatives is essential. Many California communities have adopted e-waste collection events, ensuring that old electronic devices are correctly recycled rather than ending up in landfills, where they can release harmful substances. Consider consulting with a CACM industry partner specializing in waste management to explore how they can help you facilitate this in your communities, as they often offer assistance and programs your local hauler may not.

Composting Promoting composting within communities can significantly reduce the volume of organic waste sent to landfills. Community gardens or shared composting bins can be established, helping residents convert kitchen scraps and yard waste into nutrient-rich compost for landscaping. Want to avoid managing community gardens or shared compost bins? Consider adopting rules allowing residents to have individual compost bins provided they comply with specific space, appearance, and gas and odor control standards.

Green Waste Diversion Green waste, such as yard trimmings and tree branches, is often a significant part of the waste stream in California. Community associations and condominiums can divert green waste from landfills by chipping or mulching it as ground cover or landscaping material. However, consult your landscaper first because some green waste mulch could do more harm than good. Alternatively, partner with local composting facilities that accept green waste. If you do so, amend your contract with the landscape maintenance company to include transporting green waste to the compost facility.

Green Waste Disposal Various means of green waste disposal are reviewed below. BULK COLLECTION EVENTS

To facilitate green waste disposal, community associations and condominiums can organize bulk collection events where residents can dispose of green waste items like branches and tree trimmings. These events help ensure responsible disposal (instead of throwing trimmings into the common area over the rear yard fence) while maintaining clean and attractive landscapes.

Takeaways for Managers Community associations and condominiums in California have a significant role to play in environmental conservation. By embracing water-saving practices, promoting recycling initiatives, and adopting responsible green waste disposal methods, these communities can lead the way toward a more sustainable and eco-friendly future. In a state known for its commitment to environmental preservation, it is fitting for community associations and condominiums to set an example by prioritizing sustainable living efforts. By taking these steps, these communities not only reduce their environmental footprint but also create a better quality of life for their residents and contribute to the broader sustainability efforts of California as a whole. However, as with all considerations in an HOA, finding the right balance for the community is imperative. Some members may push the board to incur undue costs to initiate new green programs, while others will resist participating, even when the law makes it imperative. Making sure that the programs and practices are sustainable, reasonably budget-friendly, and realistic is the path toward success.

YARD WASTE BINS

Providing dedicated yard waste bins or containers within the community can encourage residents to separate green waste from regular trash. Waste management services can periodically collect these containers for proper disposal or composting. GREEN WASTE RECYCLING FACILITIES

Community associations can explore partnerships with nearby green waste recycling facilities. These facilities specialize in processing green waste, turning it into valuable products like mulch or compost, which can be used within the community’s landscaping efforts.

Justin Sacoolas, CCAM, works for Compass Management Group as the Regional Manager in Monterey. cacm.org | Vision Winter 2023

South Bay Bowling Event

LOCAL

South Bay Bowling Event

OC Happy Hour

EVENTS South Bay Bowling Event

San Francisco Educational Brunch

San Diego Bowling Event

Vision Winter 2023 | cacm.org

North Bay Paint Night

East Bay Wine Tasting Event

OC Happy Hour

Breast Cancer Walk Lunch

OC Happy Hour

Coachella Valley

cacm.org | Vision Winter 2023

East Bay Wine Tasting Event

South Bay Bowling Event

OC Happy Hour

LOCAL East Bay Wine Tasting Event

North Bay Paint Night

San Francisco Educational Brunch

San Diego Bowling Event

East Bay Wine Tasting Event

EVENTS 56

Vision Winter 2023 | cacm.org

A FUN DAY OF GOLF

Moraga Country Club Northern California OCTOBER 23, 2023

cacm.org | Vision Winter 2023

A FUN DAY OF GOLF

Rancho Bernardo Inn San Diego OCTOBER 2, 2023

Vision Winter 2023 | cacm.org

Thank you to our sponsors for the third quarter of 2023 (July 1-September 30) for their generous contributions. The next time you encounter a CACM Sponsor, please join us in acknowledging the work and generosity of these supportive members.

A Plus Tree, LLC

EmpireWorks Reconstruction

Payne Pest Management

A-1 All American Roofing Co., San Diego Inc.

Enterprise Bank & Trust

PCW Contracting Services

Accurate Termite & Pest Control

Enviro Views Inc.

Precision Painting and Reconstruction

Adams l Stirling LLP

Excel Bank

PrimeCo

Advance Construction Technology, Inc. (ACT)

Farmers Insurance – Kardar Agency

Pro Star Mechanical Services

Advanced Restoration

Fenton Grant Kaneda & Litt, LLP

ProTec Building Services

All Dry of Santa Barbara & San Luis Obispo

Fiore Racobs & Powers, A PLC

Pro-Tech Painting Company

County

First Citizens Bank

Recon360, LLC

Alliance Association Bank

Four Seasons Tree Care, Inc.

Reconstruction Experts

Angius & Terry, LLP

Gachina Landscape Management

Riley Pasek Canty LLP

Animal & Insect Pest Management, Inc. (AIPM)

GB Group Construction and Painting

Saarman Construction Ltd.

Association Maintenance Services, Inc. (AMS)

Giuliani Construction & Restoration, Inc.

Sherwin-Williams

Association Services Network (ASN)

Heritage Bank of Commerce

Signature Services

AWT Construction Group, Inc.

HOAMCO

Smartwebs, Inc.

Axela Technologies, Inc.

HUB International Insurance Services

Socher Insurance Agency

Baydaline & Jacobsen, LLP

Hughes Gill Cochrane Tinetti, PC

TARC Construction, Inc.

Behr Paint

IQV Construction & Roofing

TeamSweep

Berding l Weil LLP

J.J. Commercial Water Heaters

Tree Pros, Inc.

Blue Horizon Management Company

JPA Landscape & Construction, Inc.

Unlimited Property Services, Inc.

BluSky Restoration Contractors

Kelly-Moore Paint Co., Inc.

Urban Painting, Inc.

BrightView Landscape Services, Inc.

Life Specialty Coatings

Varsity Painting

Broadband Agreements by MFC

McKenzie Mena, LLP

Westlake Royal Roofing Solutions

Brown & Brown

MindMe Technology, Inc.

Whit’s Painting, Inc.

BuildingLink.com

Mission Landscape Companies

Whitestone Industries

Cagwin & Dorward Landscape Contractors

MPS Financial, LLC

California Painting Solutions

Nordberg l DeNichilo, LLP

CG Landscape

O’Toole Rogers, LLP

Citadel Roofing & Solar

Pacific Western Bank

CM Squared, Inc.

Park West Landscape Maintenance

Customized Guard Services & Systems

cacm.org | Vision Winter 2023

Vision Magazine Winter 2023

Articles inside

2024 Vision Awards Nominees

Member in the News

Paving the Way for a Greener Future

New Industry Partner Members

New Individual Manager & Management Company Members

Congratulations Managers & Industry Partner

AVOIDING THE SLIPPERY SLOPE

Building a Safer Future

Professionalism Returns!

Natural Disasters

The Economics of Virtual Meetings

WINNING THE WAR FOR TALENT

The Tech Revolution

Are you thriving or are you reaching burnout?

Four Years into the "Balcony Bill" What’s Next?

The Future is Electric

FIVE BILLS THAT BECAME LAWS IN 2023

New Certifications: CCIP and Lifestyle Management

From the Roundtable

President's Message