21 minute read
2014 Northern California Law Seminar & Expo
Oakland Marriott City Center | January 30 – 31, 2014
The 2014 Northern California Law Seminar & Expo drew more than 600 community managers for two days of informative sessions, idea sharing and an exhibit hall featuring more than 140 exhibitors.
Manager attendees explored new legislation and case law; property insurance claims; safety, security and privacy issues; and more. Attendees also had the option to participate in Table Topic sessions; managers visited the table (or tables) of their choice, brainstorming solutions to various topics with other managers and the attorney facilitators.
This year’s event also featured the CCAM Oath Ceremony, recognizing managers who recently earned the prestigious CCAM designation; the evening Welcome Reception, full of networking and fun; and the new Business Connection Lounge, which allowed managers to schedule oneon-one meetings with the exhibitor of their choice to discuss upcoming projects and challenges.
Booth Contest Winners 1st Place ProSolutions 2nd Place H ughes Gill Cochrane, PC 3rd Place A-1 Roof Management & Construction, Inc.
Honorable Mention Association Lien Services/ SwedelsonGottlieb
Thank You to Our Sponsors
Here’s what a few participants liked best this year:
Everything was wonderful! Well organized. Great vendors. I liked the venue. The food was excellent. Enjoyed mingling with other managers. Carole A. Gilano Cayer, CCAM Homeowners’ Association Management, Real Estate Sales & Rentals
It was very well organized, and the information was current and timely. [Table Topics] is the best segment of the entire Law Seminar. The managers were able to listen to each other and, by process of joint sharing of information and situations, we were able to come away with some very good information and ideas. Love the Breakout Sessions. Sheila Tonini, CCAM Massingham & Associates ACMF
I enjoy the Expo as a whole – it is very well put together and always educational. Ariella D. McLane Regency Management Group
Diamond Sponsor – Conference Bags
Sapphire Sponsor – Conference Nametag Lanyards
Silver Sponsors – General Law Session Dunn-Edwards Paint Corp. The Miller Law Firm Terminix Universal Protection Service
Silver Sponsor – Welcome Reception Bar Alliance Association Bank
Bronze Sponsor – Concurrent Education Session General Construction Services, Inc.
Welcome Reception Sponsors Calvac Paving CID Insurance Programs, Inc. Hughes Gill Cochrane, PC Nautilus General Contractors, Inc. Luncheon Sponsors Berding | Weil BTC Bob Tedrick Construction Inc. Hays Companies Kelly-Moore Paint Co., Inc. Pro Solutions R.E. Broocker Co., Inc. Roofworks & Construction, Inc. Seacoast Commerce Bank Securitas Security Services USA, Inc.
Continental Breakfast Sponsors Cagwin & Dorward Landscape Contractors Coastal Paving, Inc. Serpico Landscaping, Inc. Whit’s Painting, Inc.
Ethics Class Refreshments Browning Reserve Group
2nd Place
Check out more photos from the event in CACM’s online Photo Gallery at www.cacm.org.
3rd Place
What Boar Members Wan d T
By Margo Crummack, CCAM, PCAM
We all know what we want and expect from our board members, but how many of us really know what our board members want and expect from us as community managers?
We thought it would be fun (and enlightening!) to go directly to the source to find out. Earlier this year we polled California community association board members with six simple questions to get a read on their expectations. Some of the responses may surprise you while others may just serve to reinforce what you sensed was true.
There were some interesting points made though that I think all of us in the community management profession will be happy to hear. For instance, they value educated managers! That was a common thread in the responses. Also, by virtue of that education, one board in particular stated … and I quote:
“Our community manager demonstrates by example the professionalism necessary to carry out the responsibilities of a maintenance association board member. This knowledge provided me with what I needed to be successful, whether it was at my request or unsolicited. I take my board responsibility seriously and continually strive to reflect my years of experience in the ever-increasing quality of my contribution. I should be getting better each year. My community manager makes that possible.”
Isn’t that awesome? Don’t we all want our board members to feel that way about us? So, if you doubt that your ongoing professional development isn’t having any impact, isn’t worth the time or expense in the furtherance of your career, there’s some support right there. It absolutely has more value than you thought.
Good to know, you say? Well read on to learn more about what board members want. The following is an overview of questions asked and their responses. You may already be doing many of these things, but it’s nice to have a reminder or learn some tips that may be helpful to you in your career advancement.
What has your community manager or company taught you about your role as a board member?
“To continually think in terms of what is in the best interest of the entire community.”
We would term that not operating in a vacuum and knee jerking to one particular homeowner or issue, without consideration on how that may impact the whole of the community.
“The various managers have showed me how important it is to follow California law, CC&Rs and Bylaws and to research before making changes or coming to conclusions.”
Help them understand why they are doing something, not just “because.”
“Procedural matters and specific timing of certain reoccurring events.”
Be sure they are prepared up front to meet necessary deadlines. Can anyone say “Annual Calendar”?
What educational support or resources do you look to your manager to provide for you?
“Guidance on what other communities are doing and how other communities are improving. No harm in sharing.”
Don’t re-create the wheel! Seek out other communities, either within or outside of your organization, that have already successfully completed a big job that your board is now embarking upon.
“I learned more about the regulations regarding our specific community.”
Always be sure to know each specific community’s rules and governing documents. The nuances make a difference.
“It would be nice to take 15 minutes each board meeting, as a routine agenda item, to cover an important topic. This topic should be relevant and timely. The community manager can lead the education, but it should also include interaction with the board members…”
We do not currently do this, but I think it’s a great suggestion! Food for thought.
Name an instance when it was clear to you that your manager’s expertise was invaluable?
“The recent foreclosures in the community have highlighted the HOA’s ability to react and work with the banks to clear these houses that are sitting vacant and an eyesore for the community.”
Creative problem solving in uncertain times – know how to adjust.
“‘Invaluable’ to me correlates most closely to avoiding legal challenges and/or saving money. The most recent occurrence was actually during the absence of our manager (vacation), which was still transparent in the way it was handled by the management company staff.”
Having support within your organization is invaluable to both you and your customer(s).
“In our community, specifically, the manager’s expertise was evident in our ongoing attempts to work out an acceptable solution to our guest/resident parking arrangements.”
If at first you don’t succeed…
Professionalism is rewarded with Professionalism
After leaving messages to thank these board members for sharing their thoughts, I received the following from one participant that is worth repeating:
“Hi, Margo. I'm glad something
I said was of benefit. I surprise myself now and then. Even as adults, we model the behavior that we see around us. It's always easier to sink to the lowest level and if that is what is modeled, then that is what you are likely to get from others. The reverse isn't always guaranteed, but it certainly improves the chances of better ‘behavior’ when it is modeled for us. At least what is expected is on display for us to emulate or purposely reject. Death and taxes, and a bad hair day now and then, are the only gold standards. But we have reason to believe that professionalism is rewarded with professionalism.” -Matt, a California Large Scale Board Member
I really like his statement, especially the idea that the chance for much better "behavior" occurs when it is modeled for us. That tells me as a community manager that we need to think about our actions and how they affect others. As a collective group of professional community managers with CACM, let's all challenge ourselves to be a group that models the type of behavior we want to encounter with others. “Always being able to confirm our community rules. Being fully present for your boards at every board meeting, every time. It makes a difference.”
When you are there, that board – that community – should be your only focus. This is but one way to demonstrate that.
How has your manager helped to keep you abreast of the changes in the more than 1,200 laws that govern HOAs in California?
“As situations arise, each community manager has detailed specific laws applicable to the exact function needing our attention (i.e., when to send out the budget, audit, 30-day notice to change a rule, etc.).”
Education, education, education. Annual disclosures, new DavisStirling re-organization for 2014? Yes, they care that you know how it affects their association operations.
“Our manager is constantly emailing us regarding new procedures, policies and updates that keep us informed of issues that will be coming our way.”
Another way CACM is invaluable to our industry.
“The best single overview of the above changes I read was yours posted in your company’s newsletter. I read it from beginning to end. (Thank you very much!)”
Reach out to your boards with education tips you have learned! Don’t be afraid to share with them.
How has your manager helped create a more efficient and effective board?
“Pre-agenda review held before each board meeting. I couldn’t imagine going into a board meeting without this preparation.
Discussion with the board president prior to each meeting can go a long way to help facilitate a successful, time efficient board meeting everybody can walk away from and feel good about!
“Sending us board management reports and agendas through Dropbox ahead of time has been dramatic, allowing the board more time to prepare before meetings.”
Again, just another tool to help your boards be prepared and effective.
“Always available for my questions.”
Picking up the phone and responding quickly to email makes a big difference.
If you needed to recruit a new manager for your association, what would you look for?
“Someone who cared about the appearance of my neighborhood.”
Would you want to live there? If not, what would you change or improve?
“Organization skills, timely with email, strive to save the community money, just to name a few.”
Having a strong basic foundation goes a long way.
“Experience. Experience is critically important when working with a board comprised of volunteers with limited time, knowledge and experience. Enthusiasm and professionalism are important too, but cannot take the place of experience. They are great compliments, however, and are important to the ideal community manager.”
This is where having your CACM designations can be very meaningful. They represent the very highest in professional experience and demonstrate your knowledge in California.
“I would look for a manager with outstanding communication skills. A person with a proven past record for follow up and, more importantly, follow through and getting tasks completed in the shortest time frame possible.” Keep for yourself a “brag-sheet.” There is no reason why you should not track your successes and, by all means, share them with your boards!
I hope you found this feedback interesting. I know that I did! It’s nice to know when you’re on the right track, but more importantly always be open and continue to learn and pick up new, helpful tips along the way. This extra effort may well provide for greater career satisfaction for yourself, translating into success for the boards you guide. Good luck and I wish you all the best in your quest for personal success.
Margo Crummack, CCAM, PCAM is the Principal/CEO of Crummack Huseby Property Management, Inc. in Lake Forest.
In Conversation w ith the CACM Boa rd
Collectively, the members of CACM’s Board of Directors have more than 365 years of industry experience – that’s more than three centuries of community management expertise! With such a great amount of knowledge at our fingertips, we decided to put our Board members’ experience to work for you.
In each 2014 issue of Vision magazine, we will be asking a select few of our Board members to offer you insight on a variety of topics. We hope this recurring feature provides you with a new perspective on your profession and your industry.
What do you perceive as the value or advantage to earning the CCAM or MCAM – which are both Californiaspecific credentials that adhere to rigorous education standards – over other credentials?
Melinda Young, CCAM, PCAM Frankly, the reference to California-specific says it all. While I obtained a national 1 designation over 13 years ago, I still find the education associated with maintaining that designation doesn’t include state specificity. Given that not all states have a Bureau of Real Estate, may have individual licensing requirements and follow individual versions (generally more reduced in scope) of the Davis-Stirling Act, I need to know what works here, in California, where I work.
Jacqueline Dy nes, CCAM CACM’s Californiaspecific credential permits California managers to 2 concentrate on issues specific to our state and state laws, while national organizations provide basic scenarios that are not always practical or comply with our state laws. This can lead to managers “forgetting” there is still that big DavisStirling Act out there that they must rely on to be certain the association is in compliance with whatever
issues they may be challenged on. CACM provides managers an ongoing resource for education and keeps us abreast of updates/changes to California law. CACM classes concentrating on California help us to be the best we can be and provide the best service to our clients.
What are a few specific ways you convey the value of your CCAM certification to your boards? How do you show them that your commitment to continuing education directly benefits them and their community?
Sharon Topp ing, CCAM Time and again, situations arise where we have to inform boards how changes to 3 the legislature have an impact on how they do business for their communities. One of the more recent and significant changes was the passing of SB 563. Some board members were very up to speed on the changes and what it meant to them, but a vast majority didn’t really understand the implications and how it would ultimately change the way they did business. Being well-versed on the laws that directly impact our associations, we could walk them through the changes and help guide them in conducting their business in the most efficient manner possible while making sure they are adhering to the new rules.
Melinda Young, CCAM, PCAM Fortunately, boards are becoming better educated and are beginning to recognize the value of education and certification. I convey the value of my CCAM by constantly sharing articles, information learned in classes, new products from different affiliates and new ideas from other managers. When I am able to show them a great article from Vision magazine or the Law Journal that directly addresses an issue they may be having as well, the board sees the benefit from CACM. There is a direct correlation to the success of their operations in the community.
Dan Koc al, CCAM
Community managers should never be afraid to toot their own horns, but many rarely do. 4 As professionals, we should be in the habit of highlighting our educational and professional endeavors in our reports to our boards, signifying our commitment to stay current and educated so that we may keep our boards in safe harbors.
Lisa Esposit o, CCAM I always use my certification after my name in signature blocks on emails and 5 on correspondence. This allows me to elaborate at the opportune time about our industry,
1 Melinda Young, CCAM, PCAM Senior Vice President Walters Management, ACMF
2 Jacqueline Dy nes, CCAM Owner DyneNamic CID Management
3 Sharon Topp ing, CCAM Regional Director (Los Angeles) FirstService Residential California, LLC
4 Dan Koc al, CCAM Chief Operating Officer The Management Trust
5 Lisa Esposit o, CCAM Vice President Bay Area Property Services
6 Mary Walker, CCAM Owner MW Consulting
7 Gordon Goet z, CCAM Chief Executive Officer The Management Trust – Goetz Manderley
illustrating the dedication of certified managers to pursue continuing education courses. I also describe us as a statewide resource for best practices and procedures. I always share with boards that our company believes CACM provides great benefit to managers and as such pays for most of the required costs of continuing education through CACM.
Jacqueline Dy nes, CCAM The relationship between a manager and the association board is a high priority. My relationship with my boards is based on trust and knowledge. I am constantly updating my boards on the latest legislation and provide suggestions and/or examples for problem solving from courses, forums or events I have attended through CACM. It is important they understand the resources I have at my fingertips as a result of my CACM membership and experiences. I have always been proud to wear my CACM pins and to start a conversation with others regarding the benefits of being a member of CACM and a Certified Community Association Manager.
Lisa Esposit o, CCAM Recently I have received a RFP specifically requesting confirmation of my certification and my certification number. Clearly boards are beginning to see the value of evaluating the California certified community managers for proposals for professional services. Without my CCAM certification, I would not have even had the opportunity to present our company to this prospective client.
Mary Walker, CCAM In every promotion, and with every raise, my CCAM certification has been a factor; it matters not only to the client boards but to the owners of the management 6 companies as well – including working onsite, directly for boards of directors. Without the CCAM (or MCAM) certification, one doesn't have the competitive edge with one's peers and is not qualified to sit on the CACM Board of Directors, which has been a great and invaluable experience!
Gordon Goet z, CCAM I’m in an area of the state where there are very few credentialed management companies or professional community managers. Yet there are a multitude of 7 people putting themselves out to the public as “managers.” Once I tell a prospective client of CACM’s level of education and professional development, along with the Code of Ethics, they see the value.
Jacqueline Dy nes, CCAM Having the CCAM certification has given me a lot more confidence to face the day-to-day challenges of my job. I feel that I am looked at as a professional manager with integrity rather than someone just doing a job and getting by. I don’t believe that any one thing can open doors for you unless you have the confidence to walk through them. I believe that based on my education from CACM, accompanied by my experience, I have been able to walk through a few more doors than most non-certified managers.
By Dean Jackson, CCAM
How I cut a three-hour board meeting down to 21 minutes
Streamlined
I hate long meetings .
I have found through the years that there is often one director who likes to hear himself talk… and talk… and talk. I have seen the homeowners’ forum become the HOA equivalent of a poetry jam where one party talks and hands the floor to the next, and so on, and so on, and so on. I have experienced multi-paged agendas where the items under “Unfinished Business” outnumber the “New Business” items three to one. My meetings I know it’s selfish, but after a long day’s rarely last work, followed by a long evening, that 40- longer than mile drive home can seem insurmountable. Is 40 minutes. it too much to ask that I be home in time for Letterman? Whether as a result of selfishness or a desire to expedite the meeting process and get more things accomplished, I have made it a crusade to streamline meetings. When I started in my current position it wasn’t uncommon to have a three-hour board meeting. Now my meetings rarely last longer than 40 minutes (my record is just under 21 minutes); business gets completed, and I get home in time for a nice dinner with my wife (and Mr. Letterman).
Here are some tips that I have found to be effective:
The agen da is your frien d! With the advent of the Open Meeting Act (Civil Code 4900), which with certain exceptions limits discussion at a meeting to only what is on the agenda, the board knows that last minute additions to the agenda aren’t possible. This promotes forward planning for those directors wishing to discuss something at the meeting, and it allows all directors and the manager to prepare for questions and have information readily available. Best of all, I get to blame the law for the director’s inability to surprise us with a lengthy discussion on whether or not the trees should be painted purple and planted upside-down.
Streamlined
Board Meeting
Preparation is key . In my experience, it’s the director who doesn’t read the meeting package that bogs down the meeting. I send my agenda out about a week early, along with all the information necessary to make informed decisions. I then encourage the directors to contact me with any questions, suggestions, or thoughts, so that they can be addressed with the director prior to the meeting, or so that the proper information can be provided to the directors in advance. While this doesn’t guarantee all directors will read the information, it does guarantee that those directors who prepare will give dirty looks to the one who doesn’t.
Plan the agen das . While I can’t foresee everything, I do have a pretty good idea, month-to-month, of which projects the board will need to address throughout the year. I know when there is a paving project coming up, or when the board will need to adopt new rules. I do my best to space these items out so that there won’t be multiple complicated items, and lengthy discussions, on a single agenda. While this is not always possible, it does allow for a meeting to proceed quickly, with each item getting the necessary attention. It also allows for advanced communication with the directors over the course of the year so that there aren’t as many surprises.
Tal k to the presi dent in a dvance . I have a habit of calling my board president as soon as the agenda is ready, or as soon as an item comes to my attention, which may come up during the homeowners’ forum. We discuss the details, the information or questions that may need to be covered and the desired outcome. Now the president is in the position to move the meeting along, answer questions, and pace the meeting so that it doesn’t get bogged down in minutiae.
Avoi d tabling . I’ve “worked” with boards who tabled more items than they addressed. The result is multi-paged agendas and multi-hour meetings with little progress. The more information the board has in advance, and the more simply this information is provided to them, means there will be more items covered and less procrastination.
The homeo wners ’ forum is for brief discussion , not in divi dual manifestos . I have found this to be the most difficult time-saving tip to tackle. My board encourages members to speak up, but at times they allow members to do so during the agendized part of the meeting, or to take up inordinate amounts of time on their subject (recently we heard a 20 minute monologue regarding an owner’s cable box). While some associations limit members’ comments to two minutes each (and use a timer!), my board hasn’t done that (yet).
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