The Subject of Aging – It’s About Us!
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n 2009, the CACM Board of Directors commissioned a study from the Forbes Group. The Forbes Group provides research and evaluation of a specific industry’s market, the challenges facing that market and tools for future positioning. At that time, Forbes identified four specific “markets” that would change the common interest development industry. Those markets included: • The social and physical needs of an aging population • The social and infrastructure needs of mobile workers • The flagging financial security of all households • Water conservation
What are we doing to foster and mentor growth from inside our own companies or through other avenues? From where we now stand in mid-2013, our industry has already been significantly impacted by two of these four areas. We are just now pulling out of flagging financial security and the resulting collection activity and, while our clients may not have transitioned to mobile workers, they certainly wish to receive information in a “mobile” world (how many management reports are now read on smart phones or tablets?). Water conservation in California has been a constant concern before the construction of the Hoover Dam – and it does impact our industry, but often gets set aside in light of more pressing concerns. Finally, we are left with the social and physical needs of an aging population. And, much of this issue of Vision is dedicated to that reality. 12
Vision Fall 2013 | www.cacm.org
The reality of an aging population impacts our industry at another level – perhaps a level that is more challenging than upgrading and replacing physical components or addressing the expectations of aging homeowners. We, as an industry, are also aging. Last year’s survey of the membership indicated that less than 25% of the respondents were under the age of 40 and less than 7% of the respondents were under the age of 30. Where will our “new blood” come from? How do we attract young, enthusiastic professionals to our industry? What are we doing to foster and mentor growth from inside our own companies or through other avenues? These kinds of challenging questions exemplify what the Board discusses at each annual Strategic Visioning. In late 2012, the Board identified the need for a larger, more professional pool of candidates – and what better way to encourage potential managers by offering an educational opportunity. CACM launched a new class in August, CMM100 Intro to Community Management, which is being made available to support staff and individuals who want to learn more about the various career paths available in the community management industry. This educational opportunity is also ideal for those onsite staff members who are looking for a career direction and don’t recognize how their customer service skills may translate into a professional occupation. As we know, our colleges and universities don’t yet offer a bachelor’s degree in community association management, but through our internal educational offerings and efforts, we can attract and retain the great talent that is essential to the continued success of our profession.
On behalf of the CACM Board, Melinda Young, CCAM, PCAM Board Chair
