FALL / WINTER 2016
THE WORLD in which we live
10
YOU ARE A PROFESSIONAL MANAGER – SHOW IT!
38
HOW MANY LANGUAGES DO YOU SPEAK?
58
IS COMMUNITY MANAGEMENT A “FLY-OVER” INDUSTRY?
Whether you are looking to advance your career or seeking solutions to better manage your business, this year’s Law Seminar offers a broad selection of breakout sessions designed specifically to address your highest priorities. We’ve augmented the curriculum with additional content including informative and insightful tracks: • Brace for Impact: Coping with External Challenges • Insider’s Guide: A Deeper Dive into Industry Specializations • Accelerate Your Career: Seize the Initiative to Propel Your Career Forward • Organizational Excellence: Take it to the Next Level Follow the track of your choice or mix and match sessions to create your own customized agenda. CCAMs earn 8 CEUs.
Register at www.cacm.org
NORTHERN CALIFORNIA January 26-27, 2017 Hyatt Regency Santa Clara & Santa Clara Convention Center
SOUTHERN CALIFORNIA March 16-17, 2017 Disneyland Hotel & Convention Center Anaheim www.cacm.org
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www.cacm.org | Vision Fall/Winter 2016 3
FA L L / W I N T E R 2 O 1 6 F E AT U R E S
54
10
You Are a Professional Manager – Show It!
Harness the Power of Our Social World
By Emily Yost
7
President’s Message
By Lori Storm, CCAM
58
16
Keeping Up With the Times
Is Community Management a “Fly-Over” Industry?
14
From the Roundtable
By Brittany Montoya-Taylor, CCAM and Keven Hempel
By David Zepponi
20
Northern California Calendar
26
Spotlight on Education
36
Southern California Calendar Ethics in Action: Communicate Your Ethics Policy Early and Often
28
3 Ways to Entice Millennials to Your Workplace
By Amy Brown, SHRM-CP, PHR
30
In the Boardroom
By Patty Garcia, CCAM, PCAM and Scott Swinton
32
Back to Basics
9
CACM’s 2017 Board of Directors Election
21
CACM Celebrates 25 Years of Service
50
24
New Affiliate Members
By Vicki MacHale, CAMEx, CCAM
42
California CID Stats and Figures
38
How Many Languages Do You Speak?
44
Congratulations Managers
By Lori R. Storm, CCAM
46
Thank You to Our Sponsors
48
Building Your Personal Brand
57
New Individual Manager & Management Business Members
47 Without Professionalism Success is Out of Reach
4
NEWS BITS
D E PA RT M E N T S
By Brittany Montoya-Taylor, CCAM
Vision Fall/Winter 2016 | www.cacm.org
By David Zepponi
A Message from the Board
By Ken Kosloff
CitiGlobal Security is a leader in multi-level security services in California. We focus on affordable custom solutions for all types communities from high rise condominiums to gated master-planned communities. Our guards and officers are highly qualified and thoroughly trained and include former police officers and veterans. We know you need fast and flexible security solutions at the lowest price points. We will work with you to provide quality service, peace of mind and secure properties. Please visit our website or call for a quick, free quote. Services Include: • Armed / Unarmed Guards • Vehicle Patrols • Security Camera Systems
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Vision
THE VOICE OF CALIFORNIA COMMUNITY MANAGERS
Fall / Winter 2016 • vol. 25, no. 3
President & CEO | David Zepponi
Managing Editor | Brenda K. Teter Assistant Editor | Randall Oliver
Advertising | Melissa Hurtado
Editorial Advisory Committee Patty Garcia, CCAM, PCAM MCM, LLC
Clint McClure, CCAM McClure Management, Inc.
Keven Hempel True North Services
Brittany Montoya-Taylor, CCAM FirstService Residential
Dean Jackson, CCAM-HR Pacific Park Plaza HOA
Lori R. Storm, CCAM FirstService Residential California, LLC
Kay Ladner, CCAM Desert Horizons OA
Scott Swinton Unlimited Property Services, Inc.
Vicki MacHale, CCAM ARK Management
Emily Yost MPS Financial, LLC
Vision magazine is published by CACM three times annually to members, affiliates and supporters of the California Association of Community Managers. Magazine content ©2016 CACM. All rights reserved. No part of this publication may be reproduced without written permission from CACM. Opinions expressed by authors do not necessarily reflect the policies of CACM. Mention of any product does not constitute an endorsement by CACM. CACM assumes no responsibility for return of photos or art and reserves the right to reject any editorial or advertising materials. CACM does not assume responsibility for the accuracy of articles, events or announcements listed. Please address comments and suggestions to: California Association of Community Managers, Inc. 23461 South Pointe Drive, Ste. 200, Laguna Hills, CA 92653 949.916.2226 • Fax 949.916.5557 • bteter@cacm.org Attn: Brenda K. Teter
About CACM
Founded in 1991, the California Association of Community Managers, Inc.SM (CACM), is the only organization in California whose membership is comprised entirely of community association managers and association practitioners. CACM empowers a network of community management professionals working in large scale, portfolio, resort and high rise homeowners associations to share and apply California’s most effective community management practices. CACM is the leading resource for California-specific education, events, activities, products, services and networking opportunities to help managers and management companies achieve excellence in the industry. Learn more at www.cacm.org, or email info@cacm.org. Do we know where you are? Attention CACM members: Have you changed jobs or moved to a new location? Go to www.cacm.org and update your profile so you don’t miss your next Vision magazine or any other important CACM communications.
6
Vision Fall/Winter 2016 | www.cacm.org
Looking Beyond Generational Stereotypes
B
ack in the ‘60s – before most baby boomers had entered the workforce – a surprisingly successful promotional campaign to market a newly developed,
sturdy, synthetic leather introduced the Nauga, a rare, exotic and tough little critter that shed its skin every year – supposedly the source of Naugahyde. Though seldom seen in more recent times, the legend of the Nauga still lives on. Today, our industry demands managers like those proverbial Naugas – tough, rugged, sturdy and adaptable types that can stand up to the challenges and satisfaction a career in community management offers to an intelligent and gifted individual. With about as much hype currently circulating about the millennial generation as once surrounded the Nauga, it’s time to debunk some stereotypes and consider the individual. According to last year’s California Economic Summit, millennials make up 37 percent of California’s workforce and are expected to represent 50 percent of the workforce by 2025. National and global forecasts put the 2025 figure even higher at over 75 percent. Add to that a growing talent deficit within the community management industry, and it’s not surprising that many employers are trying to figure out how to attract, hire and retain the millennial worker. There are countless “experts” who can share advice about how to accomplish this; others who simply recoil from bad experiences. Take, for example, a recent article in the New York Daily
Understanding personal beliefs and values and how they align with
News, where Michael Levin recounts his unsatisfactory
a company’s culture
experience with millennials. He outlines several of the
is ultimately the best
generation’s negative traits and concludes, “. . . as God is my witness, I will never hire a millennial again as long as I
predictor of success;
live.” While he raises many good points with some extremely
not whether you are
entertaining examples, this is neither the right attitude for hiring nor a good practice to follow in any organization. When hiring, don’t hire on the basis of stereotypes, generational or otherwise. Instead hire for the essential
a millennial, baby boomer or Nauga.
qualities and skills necessary for the job and most Continued on page 8 www.cacm.org | Vision Fall/Winter 2016 7
President’s Message
for professional success. Ask about the company’s vision,
Continued from page 7
mission and culture. These should roll fluidly from the
importantly for cultural fit. Look for traits like loyalty,
managers and staff you meet – if not, heed the signs.
humility, adaptability, creativity, willingness to learn, a strong work ethic and emotional maturity. Those types
A successful business lives and breathes by its culture. It is the foundation for successful implementation of a vision and mission. Probe or identify the
of traits may be found in any generation. So don’t feel you have to
Look for traits like
settle for someone who doesn’t
loyalty, humility, adaptability,
have the desired skills or doesn’t
creativity, willingness to learn,
fit your corporate culture simply because they happen to belong to
a strong work ethic and
the largest generational pool. Hire
emotional maturity.
the right individual who has the
basic beliefs and values of the company and ask questions about why management believes they are effective? Ask for examples of why they feel they have a future in the company. Get specific examples such as: “I was verbally abused by a board member at a meeting and my boss stepped in
essential skills and attributes for
and supported me 100 percent –
the job and who fits your corporate culture. You’ll be well-served over the long-run. On the other hand, if you are the person looking to
she lost the client but she gained my unwavering respect.” Another answer might be: “The recession hit us hard. We
be hired or advance in your career, it is important to
almost went out of business. When the owners sat down
understand the company’s vision for the future, mission
with us and opened up candidly and honestly to share our
to accomplish that vision and the underpinning beliefs
troubles – telling us they believed in the success of the
and values that define corporate culture. All candidates
business because they believed in us, their team, who could
should probe deeply into the subtleties of corporate
and would find a way to survive . . . and we did.”
beliefs and values that ultimately define an environment
All of our futures depend on our past – to build from or to recognize failures and change. The future of a company or a career is not dependent upon stereotypes but upon individuals with imbedded strengths, weaknesses, beliefs and values that ultimately predict a stable future and increasing success. Companies need to hire individuals not
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Vision Fall/Winter 2016 | www.cacm.org
CACM’s 2017 Board of Directors Election Voting opens November 28! On behalf of this year’s Nominating Committee, I want to sincerely thank all of the manager members who expressed interest in running for CACM’s 2017 Board of Directors. The slate of nominees has been approved by the board and you have been sent your electronic ballot. There are five openings on CACM’s board each year. I encourage all CACM manager members to vote for your favorite candidates in this year’s election: 1. First, learn more about the candidates at www.cacm.org/ about-us/bod-candidates.html. 2. Next, keep an eye out for the voting email from CACM on November 28; this will include your username and password to log in and vote. 3. Cast your vote by December 11; the 2017 board will be introduced to the membership in January 2017. Your participation in this process is critical, and we hope you are as excited for CACM’s future as we are. Good luck to all of the 2017 candidates! Gordon Goetz, CAMEx, CCAM, PRA Chair of CACM’s Nominating Committee
www.cacm.org | Vision Fall/Winter 2016 9
YOU ARE A PROFESSIONAL MANAGER – SHOW IT! By lori storm, CCAM
10
Vision Fall/Winter 2016 | www.cacm.org
By Lori R. Storm, CCAM
YOU HAVE DECIDED: COMMUNITY MANAGEMENT IS YOUR CAREER
Y
ou understand what the job entails and you do it well. So, describe your job to me in two words. Are you an administrative assistant or a city manager? One of the challenges I have faced over time, and one I continue to struggle with is the belief on the part of some association boards and some homeowners that I am their administrative assistant. They want me to take minutes, write letters, prepare reports, fix their problems and pay their bills. In order to do these things, they will tell me exactly what to do, how to do it and when it should be done. Why is this so? Do I not project the professional nature of my work properly? Do I get too close to folks and naturally want to make them happy, so I take on work outside my realm?
Start with Your Contract First things first. Do you know what is specified in your contract with your client? What have you agreed to do for the agreed upon cost? If the answer is “sort of,� then it is time to dust that document off and make a clear list of what it states. Now that you know what you have agreed to do, are you doing those things? If not, time to change your direction and get your actions in line with your contractual responsibilities. Next question. Are you performing tasks that fall outside the contract? If so, what are they? Get out that list and put them down. Then take a good Continued on page 12
www.cacm.org | Vision Fall/Winter 2016 11
You are a Professional Manager Continued from page 11
look at these items. Do you do them rarely or routinely? If you find yourself working outside your contract, you are not taking your job seriously and failing to assign value to the work you do. Do you have the extra time to wander outside the limits of your contract? Remember, it is the terms of the contract that you are required to perform. So let’s say you’ve made your lists and looked them over. You conclude that those items you perform outside the bounds of those agreed to are essential or important to your board and your members. What is the professional to do? It is time to meet with your board and discuss whether they would like to modify the contract or have your duties shrink to stay within the agreed upon boundaries. That is it in a nutshell and a surefire way to project your professional demeanor and your sense of value as a vital management professional. The time you spend negotiating a meaningful and clear contract will increase your sense of worth and convey to clients that they are dealing with a professional.
Highlight your Education Here is where you get the opportunity to portray your professionalism. You are more aligned with a city manager than an administrative assistant. Just from experience, you have a knowledge of financial reporting and investments appropriate for your clients, HOA budget development and management, a working knowledge of a myriad of legal documents that affect HOAs, diplomatic and negotiating skills, contract management and crisis management. These things accumulate as you gain experience in the field. Your clients understand this subliminally, but may not be cognizant of these facts. 12
Vision Fall/Winter 2016 | www.cacm.org
It is your job to bring this to the surface through a report to your board, whether it is weekly, at each meeting or less frequently. I recommend a semi-annual or annual report to the board outlining what you have done during the year. Those more frequent reports can get glossed over and forgotten. Put together an annual report, a resume of sorts, of the big projects done during the year, the accumulation of contracts managed, work orders and compliance issues you have resolved. I guarantee it will be eye-opening to both your clients and yourself. So that covers your knowledge base and ongoing work, but what about your professional credentialing and continuing education? These things bring enormous value to the communities you manage but are often not highlighted. Many boards start with a standard of hiring a credentialed manager. It indicates that the person they hire has a basic understanding and working knowledge of all the things that encompass HOA management. But are you making them aware of the continuing education your engage in, the legal updates and seminars you attend to keep up on the current legislation and case law, new information and networking to ensure you include best practices for their community? Whenever you take a class, hear a lecture or attend a seminar from a subject matter expert, let your boards know these things. If you discover something pertinent to that association, prepare a synopsis for your board to review. They can only appreciate and take advantage of your knowledge and education if they know you have it. You want your roofer to upgrade her knowledge of materials, practices, legislation and appreciate hearing that she is constantly working to keep informed in her industry. I can assure you that your board appreciates knowing this about you as well. Do not hesitate to put this information in front of your
boards. It increases the value and esteem with which they hold you and reinforces your professional nature in their eyes.
Project your Ethics and Attitude
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Finally, you want to present a polished appearance in your wardrobe, your physical appearance and comportment. Your written documents should show an understanding of audience and tone and convey a firm grasp of written English. The way you speak during a meeting, on the phone and to the membership and board members one-on-one also impresses upon people your attitude. Make sure these things convey a professional attitude. In addition to your attitude, you want to be trusted as a person who listens and considers what is best for your client in your dealings. Integrity and ethical behavior are the foundational principles of our industry. You are being entrusted with the harmony of a community and owner property values. If you work within these parameters, your clients will respect you, trust you and treat you as the professional that you are.
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www.cacm.org | Vision Fall/Winter 2016 13
T
his has been a busy and productive year for CACM. As a “State of the Organization” address goes, I have much to report. Your board of directors recently returned from our fourth board meeting followed by a day and half Strategic Visioning Retreat. Highlights of our board meeting include reports from various board committees. For example, our Governance Committee, chaired by the board’s vice-chair John Cligny, CCAM, is responsible to review and report on a portion of our governing policies at each meeting and to make recommendations to the board for any policy amendments. This board commitment to our governance model ensures our policies remain relevant and current to our expectations and operational results. The board also received a report from director Robin Romo, MCAM, chair of our Audit & Investment Committee on our organization’s investment portfolio and financial advisor review. The Audit & Investment Committee was recently formed by combining our Long Term Investment and Audit Committees for continuity of the organization’s finance review. The Nominating Committee made its annual report to the board and placed a slate of seven candidate names for nomination to the CACM board ballot. The board adopted the Nominating Committee’s recommendation and the election of directors for 2017 is underway. At the Strategic Visioning event, the board received a report on the outcomes of the Industry Characterization Study and the CACM Membership Survey. These reports provided insight in how our industry is perceived by our homeowner association clients and provided affirmation of industry trends already on our radar. CACM leadership will 14
Vision Fall/Winter 2016 | www.cacm.org
be communicating greater details in upcoming communications about the member survey results and, importantly, the initiatives and focus that will come from the survey results. Thank you for your participation! Earlier this year, I reported that the board allocated over $210,000 in reserve expenditures to provide infrastructure replacement of the organization’s phone and computer systems, membership data base system and new website development to advance our technology capabilities for our members and increase staff efficiency opportunities. At the Strategic Visioning Retreat, the board received a report from each staff department on the successful launch of these technology and infrastructure improvements, how they impact our members’ ability to register for events, manage their membership information and connect with the CACM staff team. While no structural modification is without a glitch or two, the efforts of this team and final deliverables are impressive and all the while, they continued to meet the needs of an ongoing membership business enterprise, without missing a beat. On behalf of the CACM Board of Directors, thank you to Dave Zepponi, CACM’s staff leadership and support team members for their continued support and service to our membership. As the holidays approach, I wish each and every one of you a peaceful and joyful holiday season.
On behalf of the CACM Board, Kathryn Henricksen, CCAM Board Chair
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www.cacm.org | Vision Fall/Winter 2016 15
By Brittany Montoya-Taylor, CCAM and Keven Hempel
Keeping Up With the Times
Updated Technology is a Must for Community Managers
16
Vision Fall/Winter 2016 | www.cacm.org
Looking out across the HOA industry landscape, things are changing more and more every day. It is well established that the industry is experiencing a boom. Homes are going up at a rate that hasn’t been seen since 2005 (eleven years ago!) and a great portion of those homes are going to be in an HOA. The demand on management companies is and will continue to be high as new communities seek out qualified, professional management. Attracting top talent requires management companies to think progressively – dated processes and technology simply do not mesh with modern day employees. Continued on page 18
www.cacm.org | Vision Fall/Winter 2016 17
Keeping Up with the Times Continued from page 17
INSTANT MESSENGER
Today’s managers are looking for flexibility, mobility and up-todate technology to perform their myriad tasks most efficiently and effectively. To bridge the gap between established, standard practices and the future of business technology, Management companies need to incorporate the latest tools of the trade.
Most managers likely share a strong aversion to talking on the phone. With so much happening on any given day, precious minutes (or hours!) spent on the phone can be a real waste. Instant messenger applications give managers the opportunity to communicate with their fellow associates in real time without getting on the phone. When an entire team utilizes messenger services, communication and productivity naturally increase. Skype and WebEx from Cisco both offer instant messenger services in addition to video conferencing.
WORKING ON THE GO Cross platform applications (i.e. an application that allows you to make a note on your smart phone and see that note on your desktop and tablet) are essential for an on the go manager. Whether a manager is onsite, in the office or on the road, these applications give them the information they need at their fingertips. Popular applications include Evernote, Google Drive, Dropbox and Mobile Microsoft Office Suite – all allow note taking, document creation and storage and photo storage.
VIDEO CONFERENCING We all know how challenging it can be to schedule a meeting for a very busy board of directors. Video conferencing gives your boards an alternative option that opens up schedules and allows access from anywhere. There are a host of applications and software available. The more you plan on using an application or software, the more you’ll likely want to invest in the service. Popular options include Skype and WebEx from Cisco.
SOCIAL PLATFORMS Fluency in social media is certainly an asset for community managers as many community and board members take to social media platforms to voice their opinions. Being able to keep tabs on the goings on can give managers the insight they need to make helpful recommendations to the board. Some associations set up community pages where managers can post photos of common areas and current events. Establishing parameters and policies for social media use will help to ensure that communications remain positive and appropriate. Facebook and Instagram are popular social media platforms for HOAs.
REMOTE DESKTOP SERVICES FOR FULL ACCESS ANYWHERE Any manager knows the frustration of being at an onsite meeting and realizing you left an important document or photo on your desk. Remote desktop services solve that problem! These applications allow users to access a full desktop from any device – essentially bringing your work computer with you wherever you go. There are countless uses for the service, and the time saved by having the access is immense. Paid services are offered by LogMeIn, while applications like RD Client and SonicWall are free of charge.
HARDWARE This suggestion may seem redundant, but keeping up with the latest devices can be critical to production. Smart phones, tablets and computers must have the latest operating systems to operate at optimum efficiency, and storage must be adequate to facilitate the high amount of data managers undoubtedly process. Having smart phones, tablets and computers that are slow, glitchy and unreliable can have the negative effect of wasting hours of time just trying to get things to work and not actually getting work done. By keeping current and on top of technological trends, working with managers to accommodate flexible schedules, and encouraging mobility, management companies have the opportunity to attract talented managers, lower overhead costs, expand their reach and stay in business today and well into the future.
Brittany Montoya Taylor, CCAM, is a community manager with FirstService Residential in Las Vegas, Nevada. Keven R. Hempel is the Founder of True North Services, Inc. in Livermore. 18
Vision Fall/Winter 2016 | www.cacm.org
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www.cacm.org | Vision Fall/Winter 2016 19
upcoming courses & events
Northern California Calendar LEGEND
DATE
Events
Online Courses
Classroom Courses
COURSE/EVENT
COURSE/EVENT CODE
LOCATION
DECEMBER 6 6 14 14
Holiday Reception Strategic Financial Planning Effective Meeting and Election Tools Advanced Ethics: Leadership & Decision Making
SOCIAL FIN320 BDA220 LDR500
Pleasanton Online Olympic Valley Olympic Valley
JANUARY 25 25 26-27
Ethics for Community Managers Advanced Ethics: Leadership and Decision Making Northern California Law Seminar & Expo
CMM130 LDR500 LSNC
Santa Clara Santa Clara Santa Clara
FEBRUARY 14 15-16 28
Insurance Principles The Basics of Association Management (BAM) Series Enhance Your Professional Presence
INS200 CMM101-102 CMM200
Online Concord Online
MARCH 1-2 14 16 22-23 28 29-31
California Law Series Strategic Financial Planning Ethics for Community Managers The Basics of Association Management (BAM) Series Fundamentals of Effective Governance Portfolio Management
CMM121-124 FIN320 CMM130 CMM101-102 BDA300 SPC430
Concord Online Concord Sacramento Online Concord
APRIL 5-6 11 13 20 20 25 26-28 27
California Law Series Reserves – What, Why, How Commercial & Industrial CID Management Ethics for Community Managers Advanced Ethics: Leadership & Decision Making Assessment Collections High Rise Community Management Explaining Financial Statements
CMM121-124 FIN200 SPC450 CMM130 LDR500 FIN210 SPC400 FIN220
Sacramento Online Concord Sacramento Sacramento Online San Francisco Concord
MAY
Forum Breakfast Forum Luncheon Large Scale Community Management Reserves – What, Why, How
FRMSAC FRMEB SPC410 FIN200
Rancho Cordova Livermore Truckee Online
Effective Meeting & Election Tools Human Resource Management Advanced Insurance Principles The Basics of Association Management (BAM) Series Age-Restricted Active Adult Community Management California Law Series Conflict Resolution for Community Managers
BDA220 LDR400 INS300 CMM101-102 SPC420 CMM121-124 CMM220
Online Concord Online San Bruno Online San Bruno Online
16 17 17-19 24
JUNE 7 8 14 14-15 20 21-22 27
Save time away from the office with our expanded online classes.
20
Vision Fall/Winter 2016 | www.cacm.org
Past, Present & Future
CACM Celebrates 25 Years of Service
As CACM kicks off its Silver Anniversary – that’s right, we’ve been around for 25 years – it’s probably a great time to reexamine our association’s origins, history and direction for the future.
A New Sheriff in Town? California’s community management industry in the 1980s has sometimes been likened to “the Wild West” – although it wasn’t always clear who was the good guy and who was the bad guy. While rustling cattle, robbing trains and shooting out saloons were clearly on the wrong side of the law, things weren’t always that obvious in community management. Although regulations affecting common interest developments were first established with the 1963 passage of the California Condominium Act, the various laws governing homeowners associations that existed in various sections of California’s Corporations and Civil Codes in the 1980s were completely inadequate to address the industry’s unique and complex issues of the time. Midway through the decade, a nine-member task force of attorneys and management professionals came together to help create a new, comprehensive law that could bring stability to the chaotic community association environment, leading to the original DavisStirling Common Interest Development Act. Continued on page 22
www.cacm.org | Vision Fall/Winter 2016 21
Our Mission
Past, Present & Future Continued from page 21
Then, as the decade came to a close, another nine-member task force including Melinda Masson who served on the earlier group, performed an in-depth study of community management practices and recommended a plan for industry self-regulation that contained such features as a characterization of professional community management, adherence to California-specific Standards of Practice and Standards of Conduct and a requirement for community association managers to obtain continuing education through recognized industry organizations. At about the same time, the California Association of Realtors (CAR) proposed its own legislative agenda for regulation of California community association management. As a result of CAR’s unappealing agenda coupled with the rejection of the task force’s recommendations by other association management organizations then in existence, the California Association of Community Managers sprang into being. CACM’s Articles of Incorporation were filed with the Secretary of State in September 1991, and CACM held its first organizational meeting in Sacramento the following month.
“Designed by community managers, for community managers,” CACM always has been committed to elevating the level of professionalism within the industry, while also building stability and sustainability of the industry. With Masson chairing CACM’s board of directors from 1991 to 1995 and Karen Conlon serving as president and CEO from 1992 to 2014, the organization got off to a quick start in fulfilling the vision that inspired it. By the end of the decade, CACM had debuted its Statewide Expo & Conference, established a Professional Standards Committee to oversee the development and enforcement of the Code of Ethics, held its first Law Seminar, expanded its educational programs to include more than 100 offerings and hosted its first CEO Business Forum. In the 2000s, CACM continued to develop programs designed to enhance the professionalism and credibility of California community managers. The Certified Community Association Manager (CCAM) designation was recognized officially by the state, CACM introduced a standardized management agreement based on man-hours rather than other factors, Vision magazine swung into production, an outside research firm was hired to conduct an assessment of California’s community management market, feasibility plans were developed for value added services and several advanced learning opportunities for experienced managers were introduced. CACM has continued to grow and develop in the years that followed, expanding opportunities for education, credentialing and networking and recently introducing a number of new products and services to help management businesses and service providers operate more successfully. Under the direction of current president and CEO David Zepponi, existing programs have been reviewed and refined to provide unique experiences and exceptional value for CACM members, and new programs continue to be added. Tiered membership options were introduced to provide greater access to products and services and expanded flexibility. Finally, a new comprehensive study of the industry and CACM members was recently completed to provide new insights on the dynamic industry environment – insights that will provide the basis for the ongoing evolution of CACM and the industry it serves. Yes, it has been an amazing 25 years, and the best is yet to come.
it has been an amazing 25 years, and the best is yet to come.
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3 Ways to Entice Millennials to Your Workplace By Amy Brown, SHRM-CP, PHR
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W
hen hiring new staff members, it’s always important to view each applicant on his or her own terms. While a generation of people might have a number of traits in common, you can’t treat the group as an homogenous entity. In other words, groups like the millennials, who according to The Wall Street Journal are part of the largest generation currently in the workforce, are not all the same.
It is generally accepted that the millennial generation encompasses those born between 1980 and 2000. However, the world was a much different place for those born at the beginning of the generation than for those born at the end. In terms of technology, that means the difference between the novelty of a Walkman cassette player and the novelty of a cell phone with a full qwerty keypad. As you think about hiring millennials into your business, you need to keep this gap in mind. Enticing millennials to work for you is going to require more than an interesting company culture. As a business owner or manager, you may be tasked with hiring and/or managing a diverse group of employees. When working with millennials specifically, take the highlighted three tips into consideration. Hiring and training can cost a great deal of time and money, so be sure your new hires are a good fit. An HR professional, or an HR outsourcing company, can always work with you to develop materials specifically designed to develop and retain millennial talent. You should also be actively seeking out benefits that are specific to millennials, such as a medical benefits package that appeals to those starting a family. Amy Brown, SHRM-CP, PHR is the HR Account Manager at AlphaStaff.
Need better benefits to attract and retain good employees? Through our alliance with AlphaStaff, a leading HR outsourcing organization, our members can obtain big company HR solutions on a small company budget. That includes not only benefits, but also payroll and tax, worker’s comp, 401k administration and many other HR services. CACM has saved time and money using this valuable service and now makes these low cost options available to our business and affiliate members. For a consultation, contact Harry Glazer at 619.455.1347 or hglazer@alphastaff.com.
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PROVIDE GREATER FREEDOM
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DEVELOP A STRONG SENSE OF COMMUNITY
While millennials fresh out of college may indeed jump around from job to job as they figure out what they want to do with their professional lives, older millennials are looking for ways to advance their careers. Roberta Matuson, a market leadership expert writing for Forbes magazine, noted that training programs should be more than just platforms for onboarding – they should show new hires how they will be able to advance within your company over time. Smaller businesses may have trouble with this aspect because owners or managers need to focus on getting new hires up to speed so they can contribute to the company as soon as possible. Across the board, millennials are looking for more freedom in the workplace. CNN reported that members of the generation tend to look for autonomy and more control over the decision-making process when looking for a new job. If your job is focused in the online sphere, this could be a fairly easy policy to adopt. You don’t have to completely let go of the reins, but showing your employees that you respect their time is one sure way of creating a culture that’s enticing.
Younger millennials grew up with social networks. Interacting with their peers over the internet is commonplace, but they also understand the power of cultivating relationships face-to-face. It’s a mistake to think of millennials as only capable of networking over their smartphones. Peter Voogd, a bestselling author writing for Entrepreneur magazine, recommended cultivating a sense of community at work as a key way of attracting millennials. Showcasing your workplace as a hub of communication is good because it demonstrates that your enterprise takes the interpersonal element of business seriously. www.cacm.org | Vision Fall/Winter 2016 29
You get what you pay for…really, you do. According to the Idioms by the Free Dictionary, “You get what you pay for” means: Inexpensive goods or services are likely to be inferior, as in “That vacuum cleaner fell apart in a year – I guess you get what you pay for,” or “The volunteers take three times as long with the mailing, but you get what you pay for.” This economic observation probably dates from ancient times, and is still true today. Although we’ve heard the saying “you get what you pay for,” many of us ignore this old adage, continue to try our luck and hope it does not apply to us. Not surprisingly, this seems to hold true with board members in search of a new manager or management company. Generally, it isn’t long before the board realizes that the rule does apply … they are getting what they are paying for. And that’s just the start of the downward spiral. If your current management company offered deplorable service at $1.00, how do you think the next one will do better at $0.95? Cut-throat pricing combined with a practice of burying managers under a train wreck of accounts is a sure formula for failure, not only for the management company, but also for your board and your community. How many bites are you going to take from the same rotten apple? Let’s face it – all management companies are not equal either in terms of pricing or qualifications. While rates are certainly an important consideration in selecting a management company, it should not be the only consideration. Qualified, knowledgeable managers and staff command a premium – especially in the current tight labor market for community managers. Excellent customer service also costs money – you know this because you pay $6.00 for a cup of coffee without blinking an eye. Is your management company accredited? Are its managers certified? Is that important? More than you can imagine. Think about your attorney. Is it important for them to have passed the bar? Would you hire them if they had not? The same applies to certifications provided by the California Association of Community Managers, such as the Certified Community Association Manager (CCAM). Having a certification will help to insure your manager has a firm grasp on what the industry is all about. Management 30
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companies should hire qualified managers, and boards should demand to be managed by them. Don’t expect your management company or service providers to perform services without being compensated. Nothing is free. Period. Extra work should be clearly defined in the management contract and appropriate fees should be paid for services rendered. Boards should not ask the manager or the service provider to give them a discount or a better deal, just because they have the leverage to do so. If the management company is building discounts into their pricing, then they are cheating you every time you don’t beg. Find companies you can trust and respect for their quality. Are they
BY PATTY GARCIA & SCOTT SWINTON
that it can’t pay for the level and quality of service that you desire. It’s time to flip this old expression on its head and “pay for what you want to get.” Patty Garcia, CCAM, PCAM, is President of MCM, LLC in Santa Ana. Scott Swinton is CEO of Unlimited Property Services, Inc. in Richmond.
Credentials Offered by CACM Certified Community Association Manager (CCAM) – Demonstrates that the manager has the essential knowledge needed to manage a community association, including best business practices, California-specific law and ethical guidelines. Community Association Financial Management (CAFM) – For accounting professionals who service community associations, the CAFM communicates industry specific expertise. Master of Community Association Management (MCAM) – The pinnacle of achievement for mastery and expertise in California community management, the MCAM recognizes highly knowledgeable and experienced managers who have undergone an extremely rigorous program to advance their knowledge and expertise. Specialty Certificates & Designations – In addition to the knowledge associated with the CCAM or MCAM, specialty certificates and designations recognize knowledge and expertise in a niche market such as High Rise, Large Scale, Portfolio and New Development. Adjunct designations are offered in Age-Restricted Active Adult and Commercial & Industrial CID Management.
a little more expensive? Good. Your fees will fund the excellence they are injecting into your community. What is a fair price? Now that is a tough question. The answer is going to vary from community to community based on amenities and services. It also is subject to negotiation, but don’t fall into the trap of driving the price so low
Community Association Management Executive (CAMEx) – For leaders with the highest level of decision making authority within a management business or community, the CAMEx designation acknowledges contributions to the industry and willingness to help shape its future. Accredited Community Management Business (ACMB) – The ACMB accreditation demonstrates that a management business adheres to the highest state-specific standards for professional business practices when managing community associations.
CACM’s “In the Boardroom” feature is intended to provide key trends, tips and practical advice for association board members. For easy sharing, you can also access this and other archived articles online at www.cacm.org
www.cacm.org | Vision Fall/Winter 2016 31
BACK TO BASICS By Vicki MacHale, CAMEx, CCAM
Partnering With Service Providers is Key to Su
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O S
uccess
Nobody can impact your reputation more than your service providers.
I
often hear stories from managers and service providers alike that are unflattering and sometimes downright hostile. Overall, as I look at this industry over the past 20+ years, things were always challenging, but they also were less volatile when I first started in this business. There are many reasons for this, but in this article I am going to focus on one area where improvement is easy, and the results will certainly be fruitful in not only lessening stress, but in building solid relationships and industry reputation. Nobody can impact your reputation more than your service providers. They are out in the trenches every day and are working with many other managers, board members and even company executives. And they talk to these managers, board members and other vendors. Do they sometimes make
mistakes? You bet. Do you sometimes make mistakes? Of course you do! Realizing that nobody is perfect is the first step in recognizing that you and your service providers are a team and at some point, something will go wrong. It is also important to remember that if you have a respectful relationship, you and the service provider can turn almost any issue into a win-win situation, rather than a finger-pointing extravaganza. Finger pointing only works for so long, and if you have a track record for throwing service providers under the bus, it won’t be long until your reputation within industry and even your communities is negatively impacted. I can tell you that over the years I have had many instances where my relationships with service providers were crucial in my getting a job completed well and on-time‌even Continued on page 34 www.cacm.org | Vision Fall/Winter 2016 33
skills are necessary in educating the party and objectively reviewing the work of the service provider. Automatically siding when I forgot to tell them about the task with the grinder, while initially the easiest until the day it was due. There have also course of action, will backfire every time. If been times where I have “taken one for the you are uncomfortable team,” when a service provider in dealing with this type dropped the ball. Regardless of of confrontation, reach our bringing multiple service it just makes sense to build strong out to your supervisor, providers to our clients, relationships and alliances with or perhaps ask a more when the decision is made to people who are on your side, as their reasonable board/ contract, the performance of success is your success. committee member to that service provider is a direct start attending walkreflection on the management. throughs in order to Fair? Unfair? It doesn’t matter. assist you in setting fair expectations. provider and their supervisor. Be respectful It is a fact of being in this business as all and let them know that you are going to Perhaps you didn’t realize it, but many service providers are viewed as an extension company executives, supervisors and HR reach out to their supervisor. of management. staff don’t actually call your references or Having a realistic expectation is Sitting down with your service provider solely rely on them for insight into your also key in maintaining service provider and discussing expectations and best amazingness. We actually talk to service relationships. We’ve all had “that” board or communication practices is key. When providers who have worked with you in committee member who believes a contract something doesn’t go exactly right, it is the past. And TRUST ME, they will talk! is akin to indentured servitude and will important to talk to the service provider Service providers are often the deciding nit-pic and insult the service provider in and let them know where things went factor in the hiring or passing on an hopes of making themselves look better wrong to ensure it does not happen again. applicant. or in getting free service. This is the type (Hint, sometimes it is not their fault or Sometimes a parting of the ways is of situation where good management is due to a circumstance beyond their
Back to Basics
Continued from page 33
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control.) Take the time to document the conversation in an e-mail to them after you are done talking. If mistakes continue to happen or deadlines are not met, then it may be time to ask for a sit down with the
necessary when a service provider does not hold up their end of the contract. When this happens, if you have done your job and effectively communicated with all parties in trying to get their performance on track, then there should be no surprises. I have found that the termination of a contract is the exception, rather than the norm, when good communication and a willingness to help each other succeed is employed. In an industry that is often filled with negativity, it just makes sense to build strong relationships and alliances with the people who are on your side; as their success is your success and ultimately that of your clients. Vicki MacHale, CAMEx, CCAM is the Executive Director / Principal of A.R.K. Management in San Diego.
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By Lori R Storm, CCAM
HOW MANY LANGUAGES DO YOU SPEAK? Multiple Communication Approaches are Needed to Keep Your Communities Informed Sigh. A universal problem within communities is the need for more and better communication. If I could, I would send out singing telegrams to all owners to convey everything that is newsworthy in their communities. Then information would be absorbed. Or would it? One of the trickiest things a community manager does is communicate with (or try to communicate with) the membership within an HOA. Unfortunately, one form of communication, no matter how abundant or detailed, will not get to everyone in your association. Communication needs to be tailored for the membership, young and not-so-young, educated and less schooled, shut-ins and social butterflies. One size definitely does not fit all. Continued on page 40
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Why doesn’t someone just call me when there is news to tell?
I don’t remember seeing that in the newsletter.
Can you just text me the information? I didn't know, was it posted on Facebook?
The website is too much work to navigate.
I retweeted the information about the board meeting!
www.cacm.org | Vision Fall/Winter 2016 39
How Many Languages Do You Speak? Continued from page 38
happy to get emails for their main source of information within the community. They are likely to be receptive to an emailed version of an association newsletter, sort of an intermediate step between paper and relying solely on their phones. Mass emails have been a staple of general communication for quite a while, and these types are easy to reach by this method.
SOCIAL MEDIA TYPES Many people rely on their held-held smart phones for all their communication. I am starting to hear more and more of, “I don’t use my computer”, “I don’t have a computer”, and even, “I don’t want to carry on a phone conversation.” These are the people who get their news from Facebook and Twitter. If you want to reach out to them on a more personal level, then text messaging is the way to go. Communicating with the social media types allow you to tailor your message to the platform. Do you want to share the results of an event? Post those pictures on Facebook. Do you want to announce something upcoming to a wide audience? Facebook and Twitter are the tools to use. If there is something more specific and important that needs to be shared then text messaging could be your answer. If you have not started to use text messaging as a notification tool, it may be time to start. Fewer people have landlines these days and you want to capture member attention in the way they are used to receiving information.
I WANT TO SEE IT ON A PIECE OF PAPER TYPES And of course, you have the members who want to look at a piece of paper. They want to put that calendar on their refrigerators and relax with the newsletter in their chairs. Looking at anything on a screen, big or little, does not connect with them. You can’t circle something on a screen or highlight it. And if you read it on a screen and turn off the computer, how can you easily remember it? These are the people who need to receive the newsletter in their mailbox. If there is something you want this cohort to know between mailings, you are best to put up brochure holders next to mailboxes and stock those with flyers. These folks often are email users, but tend to check their emails less often then the other members of the community.
NOW WHAT?
OLD SCHOOL ELECTRONIC TYPES These are the folks who are most comfortable in front of their computers. They are online checking emails, and probably engaged with other social platforms such as Facebook and Twitter for news as well. You can reach out to these types through the same social media platforms as the smart phone crowd, but these folks are 40
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“Great,” you say, “That’s just peachy. What am I supposed to do in the face of all these approaches?” Welcome to another challenge in community management! Start out where the majority of your membership seems to feel most comfortable – email is a good start – and then check with your membership to find out what the penetration rate is. Branch out from there and try other social media platforms and then check in with folks again. There is no magic method of communication, but if you work to engage your membership in multiple ways you will be perceived as an information dissemination champ. And this is a sure way to keep the membership feeling tuned in to their community and you looking like the star that you are. Lori R. Storm, CCAM is a community manager with FirstService Residential California, LLC in Gold River.
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Pictured left to right: Janet Blanco, Kimberly Bohn, Teresa Powell, Geri Kennedy, Christine Lucas
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California CID Stats and Over the past year, the number of common interest developments (CIDs) in California has increased by 2.2%, with fairly balanced growth between Northern California (2.5%) and Southern California (2.1%). California is now home to more than 52,000 CIDs statewide! This growth is no surprise, as millions of Californians are able to enjoy more affordable home ownership, life enhancing amenities, and a sense of community through CID living. The increase in associations also means the need for qualified, professional community managers remains strong. CACM is proud to offer programs designed to prepare California community managers for their critical roles in the CID industry. Educational courses, certification programs, legislative advocacy and a network of likeminded professionals are just a few of the many ways CACM supports your success. By taking advantage of the professional growth opportunities CACM has to offer, you are setting yourself up for success as our industry continues to grow. This 2016 industry snapshot proves just how indispensable you and your expertise are to millions.
According to the California Bureau of Real Estate (BRE), more CID growth could be coming in the future! Aggregate annual revenue estimated for California associations
18.9% Increase in CA BRE subdivision filings from 2014 to 2015.
$12 Billion Increase in CA BRE subdivision filings for the first nine months of 2016 versus the first nine months of 2015.
4%
55% of CIDs in California are condominium-style developments and remain the most prominent.
52,020 Total number of
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Vision Fall/Winter 2016 | www.cacm.org
community asso
ciations in Califor
nia
d Figures
2033
Number of CACM manager members statewide who represent the group of professionals overseeing California CIDs
CIDs
FROM COUNTY TO COUNTY COUNTY NUMBER OF ASSNs Alameda.............................. 2,103 Butte....................................... 191 Contra Costa....................... 1,314 El Dorado ............................... 243 Fresno..................................... 500 Kern......................................... 475 Los Angeles....................... 15,766 Marin....................................... 547 Mono....................................... 175 Monterey................................ 405 Napa....................................... 188 Nevada.................................... 284 Orange................................. 4,927 Placer ..................................... 677 Riverside............................. 2,416 Sacramento......................... 1,051 San Bernardino................... 1,109 San Diego ........................... 6,788 San Francisco..................... 2,843 San Joaquin........................... 371 San Luis Obispo..................... 664 San Mateo........................... 1,067 Santa Barbara........................ 912 Santa Clara.......................... 2,514 Santa Cruz.............................. 612 Solano..................................... 273 Sonoma.................................. 704 Stanislaus.............................. 242 Tulare...................................... 204 Ventura................................ 1,080 Other Northern California Counties (25)....................... 1,254 Other Southern California Counties (3).............................. 94 Northern CA (45 Counties)..................... 17,570 Southern CA (13 Counties)..................... 34,450 TOTAL......... 52,020 associations Reprinted with permission of Levy, Erlanger & Company, CPAs, San Francisco, California. Contact info@hoa-cpa.com for additional information. www.cacm.org | Vision Fall / Winter 2016 43
achieving professional excellence
Congratulations Managers
It is with pride that we recognize managers who have taken the next step in their professional career by pursuing advanced educational opportunities. Congratulations to our newest Certified Community Association Manager (CCAM) and Specialty Certificate recipients for the first quarter of 2016.
NEW CCAMs
44
Mitch Meyer, CCAM
Andrew Wishard, CCAM
Julie Adler, CCAM
Ross Minion, CCAM
Crystal Wood, CCAM
Tracy Aguilar, CCAM
Jennifer Mitchell, CCAM
Paul Young, CCAM
Briana Anderson, CCAM
Michael Montero, CCAM
Jeannette, Arensberg, CCAM
Mark Moreno, CCAM
NEW CAFMs
Roxi Bardwell, CCAM
Celena Moreno, CCAM
RosaLea Dodson, CAFM
Daniel Bick, CCAM
Marcus Morris, CCAM
Patricia A. Hooper, CAFM
Kit Boschken, CCAM
Jacqui O'Connor, CCAM
Brad Bowles, CCAM
Charity Okonkwo, CCAM
Jason
Heather Panek, CCAM
Brown, CCAM
Jennifer Bucedi, CCAM
Jodi Pannell, CCAM
Ashley Cardo, CCAM
Kabria Pervoe, CCAM
Todd Chaloux, CCAM
Bobbi Primo, CCAM
Nathaniel Chand, CCAM
Birdie Ramirez, CCAM
Stephanie Chapman, CCAM
Tiana Rascon, CCAM
Annette Chavez, CCAM
Kathryn Rich, CCAM
Therese Chrzan, CCAM
Julie Richards, CCAM
Zachary Daly, CCAM
Debra Roberts, CCAM
Andrea Davis, CCAM
Richard Romero, CCAM
Sabrina Davoodian, CCAM
Tammy Ruelas, CCAM
Ivonne Deckard, CCAM
Tim Sawyer, CCAM
Steven Dillon, CCAM
Charlye Sessner, CCAM
Chelsea Draper, CCAM
Naudia Sharp, CCAM
Donna Farley, CCAM
Donna Shipley, CCAM
Jackie Feierman, CCAM
Kayla Shirley, CCAM
Katherine Fonte, CCAM
Brittany Siguenza, CCAM
Rebecca Gloyd, CCAM
Nathan Sontag, CCAM
Amy Hansen, CCAM
Christie Speed, CCAM
Jennifer Huntsman, CCAM
Katelyn Stefani, CCAM
Naomi Jeter, CCAM
Mikala Stevens, CCAM
Sarah Kelly, CAMEx, CCAM
Julie Strobel, CCAM
Jennifer Knauff, CCAM
Jags Taloma, CCAM
Gary Leobold, CCAM
Tammie Thomas, CCAM
Nohemi Leon, CCAM
Craig Thompson, CCAM
Marne Logan, CCAM
Patricia Thompson, CCAM
Bertha Lopez-Nava, CCAM
Kelly Thomson, CCAM
Christine Lucas, CCAM
Lesa Toler, CCAM
Rena MacDonell, CCAM
Lesley Tubby, CCAM
Amelia Marques, CCAM
Brent Uridge, CCAM
Kari Martin, CCAM
Mauricio Varon, CCAM
John McLaughlin, CCAM
Christina Villarreal, CCAM
Janelle Medders, CCAM
Anthony Walker, CCAM
Laurent Melin, CCAM
Sherwin Watson, CCAM
Andy Mendoza, CCAM
Robin Wilkie, CCAM
Vision Fall/Winter 2016 | www.cacm.org
SPECIALTY CERTIFICATES High Rise Community Management Liza DeJesus, CCAM-HR Joanna Lam, CCAM-HR Meredith Nguyen, CCAM-ND.HR John Cligny, CCAM-HR
Large Scale Community Management Scott Newman, CCAM-LS Paul Johnson, CCAM-LS Lisa Lynn, CCAM-LS Maria Shaw, CCAM-LS.AA Steven Campbell, CCAM-LS.AA Kelly Roseman, CCAM-LS Vanessa Schussler, CCAM-LS.AA
Portfolio Management Tanner Bushby, CCAM-PM Carolyn Donaway, CCAM-PM Al De Camara, CCAM-PM Margaret Hanson, CCAM-PM Andrew Hay, CCAM-ND.PM Laura Hurtado, CCAM-PM Deborah McGraw, CCAM-PM Carol Melendez, CCAM-PM Laura Ravazza, CCAM-PM
New Development Community Management Scott Walker, CCAM-ND James Antoyan, CCAM-LS.ND Andrew Hay, CCAM-ND.PM Linda Mootry, CCAM-ND Meredith Nguyen, CCAM-ND.HR
CAMEx
Trish A. Forte CAMEx, CCAM
John Patrick Maura CAMEx, CCAM
Lori Albert CAMEx, CCAM
Thomas Freeley CAMEx, CCAM
Clint McClure CAMEx, CCAM
Steve Barkodarian CAMEx, CCAM
Patty Garcia CAMEx, CCAM
Caroline McCormick CAMEx, CCAM
Amanda I. Barry CAMEx, CCAM
Gordon T. Goetz CAMEx, CCAM
Julie Menas CAMEx, CCAM
Melissa M. Bell CAMEx, CCAM
Heidi Goetz CAMEx, CCAM
Leslie Mobraaten CAMEx, CCAM
Angela M. Burge CAMEx, CCAM
Glenn Grabiec CAMEx, CCAM-LS
Kelly Moss, CAMEx, CCAM-PM
Brian Campisi CAMEx, CCAM
Phyllis Harkins CAMEx, CCAM-LS
Grace Paluck CAMEx, CCAM
Kevin K. Chudy CAMEx, CCAM
Beth Heath CAMEx, CCAM
Timothy C. Peckham CAMEx, CCAM
Carra S. Clampitt CAMEx, CCAM-LS.AA.PM
Roy M. Helsing CAMEx, CCAM
Joseph A. Price CAMEx, CCAM
John Cligny CAMEx, CCAM-PM
Marla Hemmell, CAMEx, CCAM-HR.PM
Bruce Ratliff CAMEx, CCAM-HR
Tani Cligny CAMEx, CCAM
Kathryn M. Henricksen CAMEx, CCAM
Robin A. Romo CAMEx, MCAM-HR
Paul Collins CAMEx, CCAM
Diane C. Houston CAMEx, CCAM
Diane M. Rossi CAMEx, CCAM
Celeste Comings CAMEx, CCAM
Susan Janowicz CAMEx, CCAM-LS
Erik Runsvold CAMEx, CCAM
Corinne Crawford CAMEx, CCAM-ND
Linnea Juarez CAMEx, CCAM
Darren Shaw CAMEx, MCAM-LS.AA
Rolf M. Crocker CAMEx, CCAM
Jay T. Kacirk CAMEx, CCAM
Marianne Simek CAMEx, CCAM-LS
Margo Crummack CAMEx, CCAM
John T. Kalas CAMEx, CCAM
Scott D. Smith CAMEx, CCAM
Lisa Dale CAMEx, CCAM
Kendrah Kay CAMEx, CCAM
Kimberly Streetman CAMEx, CCAM
Al De Camara CAMEx, CCAM-PM
Sarah A. Kelly CAMEx, CCAM
Edward E. Szaky CAMEx, CCAM
Rene M. Decker CAMEx, CCAM
Brent Kocal CAMEx, CCAM
Shelie L. Xanthos CAMEx, CCAM
Michael Dellinger CAMEx, CCAM
Joan A. Liberty CAMEx, CCAM-LS
Melinda S. Young CAMEx, CCAM
Robb Etnyre CAMEx, CCAM
Tiffany Lynch CAMEx, CCAM
Debbie Evans CAMEx, CCAM
Vicki MacHale CAMEx, CCAM
Joseph E. Farinelli CAMEx, CCAM
Jason M. Marquez CAMEx, CCAM
Jeffrey S. Farnsworth CAMEx, CCAM-PM
Karen Martinez CAMEx, CCAM
Want to learn more about certification? Contact Adele Kellick at akellick@cacm.org
We don’t stop caring at Sunset
Sunset Landscape Est. 1976
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(949) 455-4636 :: office@sunset-landscape.com www.sunset-landscape.com
www.cacm.org | Vision Fall/Winter 2016 45
show your support
Thank You to Our Sponsors
Thank you to our 2016 second and third quarter sponsors for their generous contributions. The next time you encounter a CACM sponsor, please join us in acknowledging the work and generosity of these supportive members. A.C. Enterprises, General Contractor Abdou Insurance Agency, Inc. (Michael Abdou Insurance Agency, Inc.)
Adams Stirling PLC Agricultural Pest Control Services Alliance Association Bank AMS Paving, Inc. Antis Roofing & Waterproofing ASR Construction, DKI Association Services Network BAB Facilities Group, Inc. Bald Eagle Security Services, Inc. Berding | Weil LLP Black Diamond Paving, Inc. Black Diamond Service Contractors, Inc.
California Gate & Entry Systems
Fiore Racobs & Powers, APLC
McKenzie Rhody, LLP
California Pavement Maintenance (CPM)
Firstline Security Systems, Inc.
The Miller Law Firm
Flexground Surfaces Inc.
MPS Financial, LLC
Flood Pro
Mutual of Omaha Bank
CINC Systems
Fornesi Insurance Agency Farmers Insurance
Nabr Network
City National Bank
Gardeners' Guild, Inc.
Clean Earth Restorations
The G.B. Group, Inc.
CM Squared, Inc.
Harvest Landscape Enterprise, Inc.
Community Legal Advisors Inc.
Heritage Bank of Commerce
Patriot Environmental Laboratory Services, Inc.
Dale Carlon Consulting LLC
HomeWiseDocs.com
Payne Pest Management
Dunn-Edwards Paint Corp.
JPA Landscape & Construction, Inc.
Peters & Freedman, L.L.P.
Enviro Views, Inc.
Kasdan LippSmith Weber Turner LLP Pilot Painting & Construction
Epsten Grinnell & Howell, APC
Kelly-Moore Paint Co., Inc.
Poolwerx
Farmers Insurance, Eichman Insurance Services
KONE, Inc.
Popular Association Banking
Kriger Law Firm
PrimeCo
CBCI Construction, Inc. CID Insurance Programs, Inc.
Fenton Grant Mayfield Kaneda BrightView Landscape Maintenance & Litt, LLP
Pacific Green Landscape, Inc. Pacific Western Bank Painting Unlimited, Inc.
Massie-Berman
Silicon Valley Civil & Structural engineers
We Specialize In: Building Repair Documents, Decks, Stairs, Construction Defects, Expert Witnesses, Forensic Engineers, Moisture Intrusion, Investigations, Drainage, Settlement, Soft Story Specialists, Seismic Retrofit. We Provide Services For: Common Interests, Association Managers, Construction Managers, HOA Boards, Restoration Contractors, Legal Council
408-583-0323 ext.*8-13 www.Qengineers.com A Subsidiary of Quilici Engineers, Inc.
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Vision Fall/Winter 2016 | www.cacm.org
Without Professionalism Success is Out of Reach By Brittany Montoya-Taylor
F
or various reasons, community management businesses sometimes send out inexperienced, untrained or otherwise unqualified individuals to act as community managers, at least as a stop-gap measure. While this may seem to be an acceptable practice at a time when qualified candidates are scarce, it is never a good idea for the business, the manager or the community. Community managers represent not only their respective management companies, but the HOA industry as a whole. Establishing relationships with honesty, integrity and professionalism is critical to substantiating the vital importance of community management and further developing the reputation of the industry. It is imperative that management companies acknowledge the importance of their managers’ representation and establish set qualifications and guidelines for the role. The importance of training, both inside and outside of the CACM classroom, cannot be overstated. The role of community manager bears great responsibility. Sending unqualified individuals into the field is not only negligent but a disservice to them as they will be set up to fail. While there will certainly be times when it may be convenient to utilize an assistant or other staff member to fill the role of a community manager for a client, it should not be done. Given the nature of the work that community managers perform, it is impossible for someone inexperienced to even grasp the real needs of the client. Even though placing such an individual in the role of community manager may appear to work for a brief period of time, something will inevitably fall through the cracks. Gambling and waiting to find out what was missed is not worth the potential liability, fallout or loss of a client that may result. As the HOA industry strives to establish its importance and professionalism in an ever changing marketplace, management companies must rise to the challenge and exact standards that reflect this mission. Without management companies exercising such practices and standards, success will be out of reach. Brittany Montoya-Taylor, CCAM, is a community manager with FirstService Residential in Las Vegas, Nevada. www.cacm.org | Vision Fall/Winter 2016 47
BUILDING YOUR PERSONAL
“Branding?! I thought that was for corporations, not something I had to bother myself with!” It’s true, corporations spend millions of dollars every year to ensure their brand is in the forefront of the minds of their customers. The point? To ensure THEIR brand is the one that is trusted, shared and purchased more than the competition. Corporations understand that image is everything and that perception is reality. But did you know that every encounter you have is a form of personal branding? Let's face it. Perception breeds brand identity. With today's digital world, whether you like it or not, you have been developing a personal brand identity. Friends, co-workers, colleagues and the industry you serve are "getting to know your brand" with every interaction they have with you. What does that encounter say about you as a professional and leader within your field? Are you leading the brand or is the brand leading you? If you work for someone else, does your personal brand identity support, or better yet enhance your company’s brand? CACM believes in educating its members on the importance of personal branding and how it can positively impact the community association industry and your personal journey through it. Join CACM for the 2017 Southern and Northern California Law Seminars for an in-depth session on developing your personal brand. In this hands-on-workshop session taught by PR and Marketing professional Emily Yost, you will take part in exercises meant to challenge the way you view your personal brand. Leave the workshop with key ways to ensure your clients trust and value you, all while boosting your confidence and level of influence within the industry.
For a full line-up of Law Seminar workshops meant to inform, motivate and challenge you in 2017, visit www.cacm.org 48
Vision Summer 2016 | www.cacm.org
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ETHICS
IN ACTION
Communicate Your Ethics Policy Early and Often By Ken Kosloff
I
n browsing through the latest Vision Magazine (Summer 2016), I ran across the “Ethics in Action” article and thought it was really well done. As an industry consultant for over 30 years, I’ve seen ethics (or lack thereof ) play a major role in many decisions made by managers and service providers. And, as the article pointed out, in the heat of battle it’s sometimes time consuming and difficult to drop back in our thought progression and remember the basics of what we stand for. That’s why it’s worth delving deeper into the one question the author asked which is “what are your business ethics?” If someone asked you that today, how would you respond? Few, if any of us, could rattle that answer off the top of our heads. The truth is, our
ethical standards are as much about how we feel in our gut as they are about what we might put on paper or verbalize to a client or service provider. So how do we take what’s in our gut and best translate that to those around us in a clear and easy manner? A good solid place to start is with a code of ethics. Whether you adopt the CACM code of ethics or go a step further and develop your own, you’re utilizing a key opportunity for making your job a lot less dramatic and/or uncomfortable. The fastest way to defuse a potentially volatile or embarrassing situation is to catch and deal with it at the front end. If we proactively let service providers, clients and others with whom we deal know where we stand, there is a substantially reduced Continued on page 52 www.cacm.org | Vision Fall/Winter 2016 51
Communicate Your Ethics Policy... Continued from page 51
chance of having to tell them during what will likely be (by then) a more embarrassing situation. So instead, let’s rip the Band-Aid off now. While the existing CACM code of ethics is a great place to start, it can have a greater impact if your organization formally adopts its own interpretation of the code and establishes clear employee guidelines to follow. Your code of ethics should explain to others, in plain language, what your expectations are from them, along with what they can expect from you. If a vendor lunch is acceptable, but a cruise on the Mexican Riviera isn’t, that should be communicated sooner rather than later. If a BOD wants you to write a set of specifications for a balcony deck repair project because they would rather not pay a consultant, they need to know that because it’s out of your skill set and therefore your comfort zone (and because you always have their best interests in mind) that it’s not an option you are willing to accept. Just imagine how much more productive and comfortable your job would be if they were discouraged from asking in the first place and you didn’t have to say no. Your organizations code of ethics should plainly communicate the business relationship with each entity, define boundaries and service expectations, discuss what constitutes a conflict of interest, prerequisites for conduct with clients, and should even go so far as to define what is appropriate conduct with employees. When the base package has been developed, review it internally and get as much feedback as possible. It’s also a good idea to get staff and management together at the same table to flush out and discuss the details. After all, this is a document that everyone will be signing onto, so you want as much buy in as possible. Once your code of ethics has been adopted, you’re not done yet! This is a living, breathing document that needs to be communicated in all directions, 360 degrees on a regular basis. It should be distributed and discussed at board orientation trainings and meetings and should be sent and discussed with all existing (and especially new!) vendors and business partners. A code of ethics is really your code of conduct. It demonstrations to others what standards are important to your organization and what others can expect of you. But just developing this information and getting it out to everyone initially isn’t enough. We live in an information age that ensures our brains will be filled to capacity with more data than we can process. Statistics show that the average brain today processes in one day what the average brain in the year 1900 processed in one year! If information isn’t reinforced or regularly revisited, it can easily become lost in the shuffle. That’s why the other part of the equation here is to implement an Ethics Management program which involves managing and discussing ethics in the workplace, regular 52
Vision Fall/Winter 2016 | www.cacm.org
education of vendors and business partners and frequent customer communication. Follow-up measures such as this will keep the topic alive, offer on-going support to those who may be struggling with making the correct decisions, and help deal with the grey areas, of which there are many. Ethical behavior in real time is not just limited to gifts and BOD requests (which may be over the top). It’s about things like only taking on activities in areas in which you are competent, fulfilling the basics of your day to day management contract provisions, staying educated within our ever changing industry and using credit cards appropriately. Best practices dictate that every organization should have their own ethical standards. Managers shouldn’t be expected to make complex ethical decisions without the support of the CACM code and their own internal organizations code of ethics. Managers should have solid internal support and be guided by the company or organization standards in making consistent and good decisions.
Ken Kosloff is a Senior Construction Consultant with Richard Avelar & Associates.
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Construction Defect and Civil Litigation Dispute Resolution Governing Document Interpretation Governing Document Revisions CC&R and Rules Enforcement Contract Review and Negotiation Election and Operating Rules Fiduciary Obligations & Director Education
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www.cacm.org | Vision Fall/Winter 2016 53
HARNESS THE POWER OF
BY EMILY YOST
OUR SOCIAL WORLD
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T
he days of traditional marketing are disappearing, and how we respond to this new digital world will define our future as an industry. Let’s look at some stats compiled from various sources by the Chief Marketing Officer Council: • Digital advertising, video games and broadband will continue to be the fastest-growing segments over the next five years, with projected compound annual increases of 12.7 percent, 8.1 percent, and 7.8 percent, respectively, to 2019. • 69 percent of senior marketers are currently allocating their digital marketing funds to website content, development and performance optimization; 53 percent are spending part of their budget on social media community growth and engagement. • 30 percent of marketers said that social media is a lot easier to measure than traditional media (rating it at least an 8 on a 10-point scale), almost four times the proportion responding that way three years ago (8 percent). Agencies are in agreement, with 28 percent saying social is a lot easier to measure than traditional. Indeed, when asked which characteristic of digital marketing prompted their shift, the most common reason cited by respondents was increased measurability and accountability (20 percent). • Worldwide social network ad spending reached $16.1 billion in 2014, a 45.3 percent increase from 2013 that pushed social’s share of overall digital ad investment to 11.5 percent. Combined social network ad dollars from North America, Western Europe and Asia-Pacific represented 93.7 percent of global expenditure. • Two-thirds of revenue growth from consumers and advertising will be digital. Of the US $241 billion growth in total entertainment and media consumer and advertising revenue from 2013 to 2018, US $157 billion will come from digital sources. • Meanwhile, traditional channels, such as newspaper and directory advertising, will become more irrelevant. Television will grow but only slightly, with PwC predicting a 4.9 percent cumulative annual growth rate. Continued on page 56s
www.cacm.org | Vision Fall/Winter 2016 55
Harness the Power of Our Social World Continued from page 55
Many of the communities we serve haven’t come on board with the digital age. In many cases, we’re still struggling to gain email addresses! But to ignore what is happening in the world around us would be a disastrous mistake. Take Kodak’s response to digital film capabilities or the plethora of retailers who baulked at the thought that online retailers would take over brick and mortar stores. Or, how about books we used to check out at our public library or purchase at our local book retailer now being replaced by digital books found on our smart phones? We must recognize that our industry is not immune to the digital changes coming to us. Our communities will come up with new ways to communicate digitally with or without us. To not be the drivers of those channels would mean that we are out of the loop of what our homeowners are talking about – the areas where we can offer better assistance and ensure that the lines of communication are always open and positive. So what are we to do with this information? Simple, use it to our advantage and get in the game. • Develop a presence across social platforms (primarily Facebook, LinkedIn, Twitter and Instagram) and use it to showcase company wins, client testimonials and ways you are impacting the communities you serve. • Designate at least one person within your company to act as the “social media liaison.” This person spends a maximum of one hour per day checking all platforms for posts, answers potential new customer inquiries and shares a new message or blog posting further building the “trust” that you are the industry expert. 56
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• Speak with your communities about developing their own private Facebook group that you moderate. These private chat rooms provide the perfect environment for your homeowners to share ideas, foster relationships and voice opinions, all while protecting your reputation externally and providing you with alerts when someone has posted in the group. • Don’t discount video! Whether you use live feeds through Facebook and Periscope or videos you post to YouTube, share with your fans and followers who you are. Perhaps you want to show them a property that you manage and how you are working with industry experts to avoid long-term issues for that property. Or, even more exciting, provide a sneak peek into your office life by sharing a moment or two from a company party recognizing managers for a job well done. • Visuals are vital! Sharing a post is one thing, but telling the story through an infographic or photo is another! Your job on social media is to engage your audience – cause something to stir within them that moves them to like, comment and, most importantly, to share the post! This means that their audiences will see your content and have access to know it came from you! The digital world is vast and expansive with thousands upon thousands of articles circulating on a given topic. Don’t let it all overwhelm you. Just like starting an exercise routine, you just want to get started. Once you are moving within the digital world, you find new nuggets to introduce and ways to engage your audience. Emily Yost is the Marketing Director for MPS Financial in Rancho Santa Margarita.
maintaining high standards
New Individual Manager & Management Business Members
CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these new members from the second and third quarters of 2016!
Individual Manager Members Kim Adolf Yahya Afenir Tracy Aguilar, CCAM Jamie Almaraz Juan Alvarado Ryan Anaya Kiana Anderson Kelli Armonas Yvonne Avila Jessica Azzarano Alessandra Barzaghi Amanda Bates John Beaman Lila Beck Kristi Blew Russell Bond Jennifer Bucedi, CCAM Rob Buffington Samuel Bussey Jessica Buurma Linda Callahan Thomas Campbell Ciara Carlson Helen Castro Angelica Chacana Jyotika Chand Ethan Chang Charles Chang Teresa Chavier James Cigler Darryl Clark Trisha Conte Jeff Couwenhoven Shannon Curtis Ryan Darby Laura Davila Renee DelCasale Tyler Delgado Alejandra Dominguez Derek Edwards Anabel Estrada Gary Fessenden Gina Fowler Michelle Gage-Kelley Gregory Gamboa Carolyn Gardner Adam Garibaldi Tiffany Girard Kyreen Gonzalez
Giuliana Grana Lee Gray Karen Guzman Aleya Hamid Kara Hanley Kaycee Hartell Hugo Herrera Nathan Hilbig Aletha Hill Danielle Hoff Frank Howe Erica Hughes Stephanie Hughes Jennifer Huntsman, CCAM Lee Jeffrey Johnathan Kaufman Matthew Kennedy Kelly Kozicki Ryan Lancaster Vanessa Langevin Eric Lemke Jorie Lian Heidi Lizarbe Sonya Llanas Lisa Lomeli Michelle Loy Jessica Lusca Evelyn Mabery Robin Marquez Jeanette Martinez Ian McDonald Ronni McNair Janelle Medders, CCAM Jessica Melvin Rebecca Miller Elsa Monroy Michael Montero, CCAM Warren Moodie Maria Moreno Jill Morgan Rebecca Moy Francisco Nunez Sandra Osiadacz Jimmy Palmer Lisa Pamphilon Michele Payan-Nagy Valerie Pedro Eloy Pelesauma Terri Perozzi
Business Plus Members Jeff Petersen Lydia Pfannkuche Shawn Pinkney Sherry Rafaei Yuliana Ramirez Bina Ramirez Tom Ricks Mishell Riedl Andrea Riper Megan Rodman Pat Rogers Christal Rogers Prince Rubio Christa Schenk Louis Scheuer Dorene Schiavone Candace Shannon Naudia Sharp, CCAM Aida Sharp-Rose Wyatt Shaw Lisa Shepherd Nathan Sontag, CCAM Katherine Sorensen Katelyn Stefani, CCAM Brandon Stein Daniel Stevens Mikala Stevens, CCAM Kare Thoresen Lesa Toler, CCAM Vivian Torelli Jenny Torres Jessica Torres Robert Townsend III Lesley Tubby, CCAM Nicole Vanwig James Watson Mikki Williams Andrew Wishard, CCAM Crystal Wood, CCAM Julie Woodruff Desiree Wright Salle Yerumyan Katie Zachariades Jim Zimmerman Onna Zinn
De Camara Management, Inc. Aptos | (831) 688-0500 www.decamarahoa.com PropertyADVANTAGE San Diego | (760) 585-1743 www.propertyadvantage.com
Business Members
631 Folsom OA BLU San Francisco | (415) 243-0448 www.bluhoa.org Boschken Properties Davis | (530) 757-3640 www.boschkenproperties.com The Cooper Company Modesto | (209) 575-0553 www.thecooperco.com MRoland Management Services, LLC San Diego | (619) 578-2916, ext.101 www.mrolandsd.com
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www.cacm.org | Vision Fall/Winter 2016 57
Is Community Management a “Fly-Over” Industry? By David Zepponi
H
ave you ever gone to a party or family function and someone invariably asks: “What do you do?” You proudly tell them: “I’m a community manager.” Only to see blank stares and comments like, “that’s nice,” or “which community” or better yet “so I love Twitter, which community do you represent – Facebook, Etsy, Instagram?” And you politely correct them and say that you work for HOAs. Have you noticed their expression change … “oh, so you’re the ones who write the parking tickets, or won’t let me paint the house or charge me too much for nothing.” Do you love it when the stories start… I’ve got a neighbor and 58
Vision Fall/Winter 2016 | www.cacm.org
their dog, yada, yada, yada? Why won’t “they” do anything about that? Can we sue them? Or, I don’t know why they let people like that in this neighborhood anyway…can’t we just say no! As irrational and distasteful as these comments or projection might be, it speaks to a very large problem for those of us in the community management business: People don’t know what we do and what they can do. Every year, we walk the floors of the Capitol in Sacramento having these same conversations with a diverse and eclectic group of the elected who frankly have the same opinion (or worse, no
recognition) of what the community management industry is or what we do. They don’t realize that the multitude of laws and regulations, fees and commentary drive a very complex system of community action and neighborhood governance. We all don’t care much for big government and over regulations. It is the overregulation of our communities by those in power with a limited lens focused on statewide “consumerism” that drives policies that restrict true community engagement, development and health. Case in point, in the past California legislative session, CACM members came to me asking our lobby efforts to introduce a very reasonable and well-meaning bill to help with elections. If you have an uncontested election – that is three seats and say two running for those seats, it doesn’t take a math whiz to realize that an election, especially with the election rules and processes required in California, makes no sense. In fact, for the profession of community management, in many cases it means that they will forego billable hours by declaring an uncontested election and thereby not requiring the election process. You’d think that would be enough – well it wasn’t. Assembly Bill 1799 ran into a roadblock in the Senate Committee on the Judiciary and was withdrawn. A good, simplifying and money saving policy for communities was no longer because of fear generated by our opposition and a lack of understanding and confidence in our roles as community managers by certain elected officials. As we’ve seen recently in the national elections, complacency about how and who governs may result in unintended or at least unexpected consequences. Legislative strategies start with political strategies. That is, if you want good policies, you need people in Sacramento who understand and think the way you do. We in this industry don’t want to be the “fly-over states” deferring our futures to the other camp who is noisier, more popular and less understanding of what we do. We have the knowledge and, I firmly believe, moral high ground to significantly impact the political mechanisms in this state to pass more positive legislation or kill bad legislation impacting our communities. So where do we begin to start making the meaningful impact on our industry – right here at CACM where you can have real and direct impact. You have the ability to “move the needle” by becoming involved with our “grass-top” lobbying efforts. This year we have broadened our Political Action Committee (the
PAC) to accept contributions from a wider swath of our industry – Community Management Business members and Affiliate members. We’ve asked these membership communities to make a small $50 contribution to our PAC. This additional money will allow us to greatly improve our access to politicians and improve our ability to tell our community manager story to those elected and build a more positive relationship with them to stem off bad legislation and, from time to time, pass good legislation to protect and advance our industry. There is no doubt that our presence in the legislature and, frankly, all branches of government is an appropriate and necessary function for CACM. The PAC shows that we are organized and that we can carry a message on behalf of the majority in our industry and walk tall in the ivory hall of the Capitol telling our stories and ensuring that our elected know who community manager are and what community management does. In 2016 the Legislative Committee established Task Forces, small groups of dedicated members, to work on specific legislation. In addition, we invested PAC funds to support 26 different political campaigns and made more than a half dozen trips to Sacramento to work on building the industry. Leadership will meet in December to work on our legislative agenda and focus on our new direction for influence. In 2017, we intend to continue to broaden our outreach to members through various channels of operation. To help move us in this direction we have asked each of our business members to assign a Legislative Liaison. Further, we will be communicating with the Community Association Management Executives (CAMEx) members for their wisdom, and I am endeavoring to increase our direct activity with the elected by involving manager, business and affiliate contributors to our PAC at the regional level to get our message out. The elected need to hear from you and to hear what you do and how important this industry is. Building the CACM public policy program will take time . . . but with your help in reaching out to your elected officials, simply contributing to our PAC and letting us know what’s on your mind, you can have a significant impact on the future of the community management industry.
David Zepponi is President & CEO of CACM.
CACM thanks all of our members who have voluntarily contributed to the PAC and otherwise supported our political and legislative initiatives. www.cacm.org | Vision Fall/Winter 2016 59
