Vision Magazine Spring 2015 by CACM-California Association of Community Managers

SPRING 2015

Opportunity Begins with PROFESSIONAL DEVELOPMENT

STUCK IN A RUT?

See How Professional Development Can Help

MANAGERS TELL ALL

Learn the Perks, Challenges of Six Specialties

COMPENSATION SNAPSHOT Compare Norms by Region & Specialty

Do something differently! The CEO Business Forum provides an opportunity for thought leaders to come together and be part of the solution as we move into the next phase of our industry. Explore strategies for the community management industry and the associations they serve including: Differentiating the Brand Hiring for Character Operating from Strengths Maximizing our Habits for Sustainable Communities Understanding the Economic Forecast Future Technology Trends Our expert speakers include: Dr. J. Mitchell Perry, Dr. Esmael Adibi and Barry Ross Pamper yourself and enjoy an extra night and spa treatment on us! Managers registering for the event by May 1 will automatically be entered into a drawing for an additional nightâ&#x20AC;&#x2122;s stay and spa treatment* during the CEO Business Forum. *Subject to availability

Learn more about the event and register online at www.cacm.org.

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Helping collection agencies and managed communities improve their bottom line. www.cacm.org | Vision Spring 2015 3

SPRING 2O15

F E AT U R E S

8 13

3 Ways You Know You’re in a Professional Development Rut Setting the Specialty Record Straight

High Rise Community Management

By Dean Jackson

How to Sell Your CCAM in an Interview

Is Community Management Your Job or Your Career?

By Emily Yost

NEWS BITS

Northern California Law Seminar & Expo Recap

D E PA RT M E N T S

President’s Message

By David Zepponi, President & CEO

New Manager & Management Firm Council Members

From the Roundtable

Large Scale Community Management

Congratulations Managers

Spring Calendar

By Lori R. Storm, CCAM

New Affiliate Members

Age-Restricted Active Adult Community Management

Thank You to Our Sponsors

Spotlight on Education: Broadcast Your Expertise. Boost Your Career. Build New Skills.

Community Manager Compensation Snapshot

In the Boardroom: Utilizing the Professional Guide at Your Side

By Emily Yost

Portfolio Community Management

By Scott Swinton

New Development Community Management

By Susan Sharp, CCAM

Commercial & Industrial CID Management

By Tara Graviss, CCAM

Vision Spring 2015 | www.cacm.org

Public Recognition for Your Profession

CACM Awards First Master Certification

2015 Board of Directors

Member News

By Melinda Young, CCAM, PCAM

By Lori Storm, CCAM

A complete guide to construction claims. New buildings can conceal extensive faults. It’s a property manager’s worst nightmare— rainstorms damage buildings and bring owner complaints. Is legal action necessary? With our new book, you’ll learn about the resolution process for construction problems, and how to handle complex claims. Read the ﬁrst chapter at berding-weil.com/guide.

A Property Managerʼs Guide to Construction Defect Claims is available in the Echo bookstore and on Amazon.

www.cacm.org | Vision Spring 2015 5

Vision

Community Association Loans All the right tools for your next project.

How will you fund your next community project? Get the job done right with the Community Association Loan toolkit. You’ll get custom financing that’s perfect for your budget and your community.

Spring 2015 • vol. 24, no. 1

Your Community Association Loan toolkit includes: • Competitive interest rates • Flexible payment plans • Innovative loan structures • Fixed rate loans • Non-revolving lines of credit

Managing Editor | Brenda K. Teter Assistant Editor | Emily Ball

Advertising | Melissa Hurtado

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Brendan Concannon

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President & CEO | David Zepponi

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THE VOICE OF CALIFORNIA COMMUNITY MANAGERS

Matt Davenport Monarch Environmental, Inc.

Vicki MacHale, CCAM ARK Management

Bobbie Gaffney, CCAM, PCAM The Gaffney Group, Inc.

Clint McClure, CCAM McClure Management, Inc.

Patty Garcia, CCAM, PCAM MCM, LLC

Susan Sharp, CCAM FirstService Residential California, LLC

Tara Graviss, CCAM Walters Management, ACMF

Lori Storm, CCAM FirstService Residential California, LLC

Dean Jackson, CCAM

Scott Swinton Unlimited Property Services, Inc.

Kay Ladner, CCAM Desert Horizons OA

Emily Yost MPS Financial, LLC

Equal Housing Lender Pacific Park Plaza HOA

National Corporate Member of Community Associations Institute

CACM Affiliate Member

Vision magazine is published by CACM four times annually to members, affiliates and supporters of the California Association of Community Managers. Magazine content ©2015 CACM. All rights reserved. No part of this publication may be reproduced without written permission from CACM.

WORLD CLASS Your WORLD is managing communities Time to move to the head of your CLASS

Our cloud-based solution enables you to: Manage your communities from any device, anytime, anywhere Effectively and easily manage all your tasks, emails, work orders, and inspections Keep your board members informed with all answers at your fingertips

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

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cIRAMOBILE cIRA Home

November 2013 Management Report

My Communities

My Properties

Tasks Summary

My Files

Report Description A Task is an association ation management business matter that requires action and is created by, and/or assigned to either a management company employee, such as the Community Association Manager, or Board Member. All open action items, other than repair repai and maintenance tasks, should be documented in the Tasks List to clearly track and manage open issues through to completion. Repair and maintenance tasks are typically managed using Work Orders although some Tasks may create the need for an underlying Work Order and can be linked to a Work Order. Board Members can create, update and monitor Tasks by accessing the Board Portal at www.ciranet.com . See additional information regarding Tasks at http://www.ciranet.com/SWP/Tasks_Summary_Report.pdf .

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Comment / Recommended Action There are currently no open tasks assigned to the Community Association Manager or any of the Board Members. Please ensure all outstanding issues are documented on the task list.

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Ocean Colony Reserve Study Proposal FY 2014

Completed

dagmar.wachter

10/31/2013

Financial account Balance Review

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ahu6716

dagmar.wachter

11/14/2013

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4Q 2013 Ocean Colony Newsletter Conten Content

Completed Complete

dagmar.wachter

rachel.mills

10/07/2013

38844

2013 Engagement Letter

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10/07/2013

November 2013 Management Report

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Vision Spring 2015 | www.cacm.org

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.

The Industry’s Inflection Point To the CACM Membership: I am honored to have this opportunity to serve the CACM membership and share my initial thoughts as your new President & CEO. But first, I would like to acknowledge the outstanding work and leadership of my predecessor, Karen Conlon. For 22 years, she has done a magnificent job of establishing this association as the leader in California-specific professional development and advocacy for community management. We are grateful for her contributions and leadership. The industry now has moved beyond those early growth stages, and we’ve reached the “point of inflection” – change. The early industry pioneers worked hard to establish the strong foundation we’re standing on today; one rooted in professionalism, ethics and an ever-evolving repertoire of California-specific knowledge. And now, as the industry matures, management firms are established and the professionals who started this industry contemplate retirement, our industry must consider its future. The world is changing, and firms are smartly adjusting to the evolution of the industry. Certainly the face of the industry will change and executives will adjust. The best strategies will evolve for the most successful firms. The outcome should be a stronger industry and a better product for the boards of common interest developments. Whichever business models dominate the industry over the next 10 years, managers are still dealing with homeowners, families and neighborhoods on a very personal level. And success for the manager is dependent upon artfully dealing with the unique circumstances of each community with professionalism, talent and tact. As we advance into this new stage of development, the need for professional, well-trained managers will grow. Specializations will emerge from the need to more efficiently serve our communities and the profession of community management. To this end, CACM is positioning itself to provide members with greater emphasis on business management skills and professional development. We will look closely at core competencies, values and essential skills necessary for a successful career in community management. We will adjust our courses and training programs accordingly to improve our credentialing programs and specialty designations. CACM exists so that you have the tools needed to achieve professional success. This is one objective I will always remember as your new President & CEO. I stand beside you to change CACM as the industry changes and look forward to hearing from you and beginning a long tradition of collaboration.

David Zepponi, President & CEO

www.cacm.org | Vision Spring 2015 7

YOU KNOW YOU'RE IN

f you wanted a no brainer job, then you wouldn’t have chosen to be a community association manager in California. The 1,200 laws impacting associations, the dozens of wacky/difficult personalities, the constant disputes, the often unmotivated volunteer board members – this profession will keep you on your toes, constantly looking for solutions and strategies to your management challenges. But, in a fast-paced career like community management, it’s easy to pour all your energy into the day-today tasks and neglect the one thing that will help you manage better and smarter: professional development. This entire issue is devoted to helping you identify the warning signs and (if necessary) get out of that professional development rut you’ve been in. Let’s start with three common pitfalls you may be guilty of falling into. 1. EXPERIENCING FREQUENT COURSEWORK DÉJÀ VU

We all like to stick to the familiar because, well, it’s what we know. But, when it comes to your professional development, flocking to the same courses year after year will only hinder your ability to reach your full professional (and financial) potential. Continuing education is designed to keep you performing at the top of your game and move ahead in your career, which is why you never want to settle for the same subject matter time and time again. A much smarter use of your time and energy is to pursue courses in a variety of subjects that can help make you a more well-rounded professional as you progress through your career. CACM has developed course levels specifically for this reason (see sidebar on page 10). Within these levels, courses cover the full gamut of community management topics, from effective meeting and election tools, to 8

Vision Spring 2015 | www.cacm.org

strategic financial planning, to risk management. These offerings are setting you up for professional success; all you have to do is pursue the coursework that’s best for you. Another common pitfall Certified Community Association Managers (CCAMs) fall victim to is registering for courses based solely on the number of CEUs they offer. This typically happens out of panic – that is, you have three months to earn your 30 CEUs and “just need a course.” To avoid this stressful situation, try using our Professional Education Planning Guide, which helps you map out a three-year plan to meet your recertification goals with time to spare. Access this guide at www.cacm.org/what-we-offer/ education/courses.html. You may be rolling your eyes at the thought of taking the time to map out a plan. But, consider the benefits: • You only have to map out a plan every three years; once you get it on paper, you have it handy for easy reference. • There’s no greater feeling than knowing you’re an expert in your field – think of the confidence boost you’ll get from learning about all facets of this industry! • More knowledge means more opportunities to provide your BOD with quality service. 2. KEEPING YOUR ACCOMPLISHMENTS A SECRET

Speaking of providing your BOD with quality service, wouldn’t it be nice if they were informed about all the education you were pursuing and how it benefits them? Why not tell them about it! Continued on page 10

www.cacm.org | Vision Spring 2015 9

3 Ways You Know You're in a Professional Development Rut Continued from page 9

CACM COURSE OFFERINGS 100: CERTIFICATION COURSES

For example, say your association has been having trouble meeting quorum. Consider taking CACM’s BDA220 Effective Meeting & Election Tools course to gain new strategies and tools to facilitate successful elections. Then, tell your board about your educational pursuit and how the coursework can help you solve their problem. Another course to pursue might be FIN320 Strategic Financial Planning, which can help you determine if your association is in financial trouble and formulate a strategic approach to reserve and operating fund planning. What BOD wouldn’t be happy to hear about the tactics you’ve learned to help them achieve financial stability? For a full list of CACM courses that are sure to impress your BOD, visit www.cacm.org/what-we-offer/education/courses.html. And, of course you want to inform your BOD any time you’ve earned or are in the process of earning a CACM certification or Specialty Certificate. Learn more about the tools available to you when you’re ready to brag about your commitment to professional growth on page 36.

Courses for community managers seeking the Certified Community

3. HESITATING TO TAKE THE NEXT STEP

Association Manager (CCAM)

Maybe it’s your busy schedule or lack of funds, or even fear of being in over your head with more advanced coursework. Whatever your excuse, there’s always a better reason to pursue a higher level of professional achievement – expanded career opportunities, higher earning potential and increased confidence in the boardroom to name a few. (On the subject of lack of funds, CACM offers scholarships for nearly all courses and events; learn more at www.cacm.org/what-weoffer/education/scholarships.html.) Stop hesitating and start planning on how you can make community management less of a job and more of a long-term career. CACM has created the “next steps” you need for a reason: We want to support you in your quest to become an expert in your field. Yet, while 75% of CACM manager members have earned the CCAM certification, a majority have not yet begun to pursue a Specialty Certificate, which is a stepping stone to the Master of Community Association Management (MCAM). Those members who have earned a Specialty Certificate are reaping the benefits of becoming an expert in their chosen field. If you’re not sure which specialty would be the right fit for you, we’ve interviewed a group of community managers working in a variety of specialties – high rise, large scale, portfolio, new development, active adult and commercial/ industrial – to give you a better idea of what to expect. Read their stories starting on page 13. You can also learn what’s involved in earning a Specialty Certificate on page 25. Curious what the next, next step (the MCAM) entails? Learn how Darren Shaw became the first manager member to earn this master certification on page 48.

certification 200: INTERMEDIATE COURSES Recommended for CCAMs completing their first recertification cycle 300: ADVANCED COURSES Recommended for CCAMs completing their second recertification cycle 400: SPECIALIZATION COURSES Courses for experienced community managers or CCAMs completing a Specialty Certificate 500: MASTER COURSES Courses for senior-level community managers or CCAMs completing a Master of Community Association Management (MCAM) certifcation

Learn more at www.cacm.org/whatwe-offer/education/courses.html.

Learn more at www.cacm.org/what-we-offer/education/courses.html. 10

Vision Spring 2015 | www.cacm.org

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Please join me in congratulating Gordon Goetz, CCAM, your new Board Chair. Gordon has a long history of service: He has been a part of the CACM Board for a total of 10 years and has had great success in the past as the Chair from 2011-2012 and Vice Chair in 2014. I couldn’t be happier to pass the torch to him again. Gordon will be supported by Vice Chair Kathryn Henricksen, CCAM and Secretary René Decker, CCAM, as well as 10 other dedicated industry professionals on the 2015 Board (see page 51 to view all board members). I want to thank those board members who left our team at the end of 2014: Jacqueline Dynes, CCAM and Cherié McColley, CCAM. We greatly appreciate your years of service and the insight and professionalism you have shared with us, which has helped us create a strategic direction for CACM and its members.

It is with great pleasure that I am able to address you one last time and introduce you to the 2015 CACM Board of Directors. All CACM manager members had the opportunity to vote in the annual election last December, and as a result, the Board welcomed two new members – Robb Etnyre, CCAM and Amber Nelson, CCAM – and reinstated three incumbents, including John Cligny, CCAM, Phyllis Harkins, CCAM, and myself. I am honored to be able to serve the CACM membership for another term. During our January board meeting, which was held just before the Annual Meeting of the membership in Oakland, we also selected new officers to lead us through a successful 2015.

Vision Spring 2015 | www.cacm.org

Moving forward, be confident in the fact that you have a strong group of board members in your corner who are prepped and ready to ensure CACM continues to create opportunities for you to grow professionally. Our goals will remain the same in 2015 as in years past: promoting your professional success and optimizing the benefits you receive as a member of CACM. We are here for you, and we all look forward to continuing an open dialogue with you about how CACM can meet your professional needs. Here’s to a great year ahead!

On behalf of the CACM Board, Melinda Young, CCAM, PCAM Immediate Past Board Chair

MANAGERS SHARE WHAT ITâ&#x20AC;&#x2122;S REALLY LIKE TO OPERATE IN SIX DIFFERENT MANAGEMENT SPECIALTIES

SETTING THE

Specialty RECORD STRAIGHT

www.cacm.org | Vision Spring 2015 13

t probably comes as no surprise that many people don’t understand what we

as community managers do for a living. Oftentimes people refer to those who manage homeowners associations generally as “property managers,” “apartment managers” or “facilities managers.” If you really want to confuse the layperson, all you need to do is inform them that there are many specialties within the community management field, from active adult, to portfolio, to high rise community management. With so many areas to specialize in, it may be that you too aren’t entirely clear on how each facet of the industry intersects and how the community manager’s role shifts to meet the unique demands of different community types. The Vision Editorial Committee has interviewed managers in six different specialties to give you a better idea of the perks, challenges and idiosyncrasies of each area of expertise. From there, you make the call which specialty is the right pursuit for you.

Vision Spring 2015 | www.cacm.org

HIGH RISE

Community Management BY DEAN JACKSON, CCAM-HR

atricia Klock, CCAM-HR is the General Manager of Opera Plaza Master Owners and Opera Plaza Residential Homeowners Association, a mixeduse high rise in San Francisco. She has been in the HOA industry for 28 years and at Opera Plaza for 16. “I was managing a mid-rise association and I applied for the job at Opera Plaza. I had been managing mid-rise associations and PUDs,” she says. “High rise differs from those in that there are no issues regarding lawn signage or ornaments, junk cars on lawns. There are fewer pets and parking issues.” Though Patricia says there really isn’t a “typical” day, she did provide a window into what she might tackle in any given day. “I generally come into the office, review the security reports, because those will set the tone of my day,” she says. “I check and answer emails and mail. I have a daily meeting with my facilities manager. I walk the property, check in with the commercial manager and security account manager, and address issues as they arise. Since we do the accounts payables and receivables in the office, I spend the later part of the day doing the financial aspect of my job, when there are fewer interruptions.”

Patricia generally attends six meetings per year, plus an annual meeting. Her board’s adoption of Policy Governance has streamlined the meetings, which typically attract 10 members – usually half senior residents and half new residents. “There aren’t a lot of recurring issues that come up at meetings, as the board practices Policy Governance, where their decisions are resolutions dealing with financial investments and major project funding management, and not the day-to-day operations.” Customer service is the name of the game in community management, though it can be handled in many different ways. At Opera Plaza, Patricia says they outsource a concierge service, which handles packages and key holding for the association, as well as provides referrals for housekeepers, laundry service and handymen. “Our staff members are first responders, addressing issues such as backed-up sinks and smoke alarms and do referrals of plumbers or electricians” she says. Opera Plaza also employs an assistant manager, a clerical assistant one day a week and three maintenance staff, as well as contracted security, janitorial, gardener and painter services. High rise community management comes with its own set of successes and challenges, Patricia says, including things she loves and things that keep her up at night. She cites the professionalism of her board as a huge asset, as well as the longevity of her staff. “Having continuity of staff and the trust of the board, who understands being proactive and addressing preventative maintenance issues, and expects the manager to manage, is very helpful,” she says. She admits that learning the mechanical systems – life safety/alarm systems, HVAC, generators and elevator systems – was a challenge unique to high rises. She cites security access, contractor/vendor access and of course parking, pet and common area issues as other common occurrences in the high rise world. Again, Patricia says her staff is her biggest ally when

combating these issues. “I have a staff that is trained to know when to call me,” she says. “Training staff and trusting the staff to make decisions and supporting their decisions keeps the phone silent at night.” If she had it to do over again, there are some things Patricia would want to do differently, and some additional knowledge that she has now that she wishes she had then. “I would learn more about dealing with unions and issues pertaining specifically to San Francisco, such as utilities, recycling requirements, etc.,” she says. “I would also have wanted to take classes to learn more about the mechanical systems of high rise management.” She says her training in Neighborhood

Emergency Response Team (NERT) and as a High Rise Fire Safety Director has served her well. In addition to learning more about the intricacies of high rise management, Patricia advises managers thinking about entering this specialty to work hard to hire the right staff “because they are there to support you and make you look good.” “Dig in, especially with an older high rise,” Patricia says, “And, have fun as there is never a dull moment!” Dean Jackson, CCAM-HR is General Manager of Pacific Park Plaza Homeowners Association in Emeryville.

www.cacm.org | Vision Spring 2015 15

Setting the Specialty Record Straight Continued from page 15

LARGE SCALE Community Management BY LORI R. STORM, CCAM

Vision Spring 2015 | www.cacm.org

eth Farrell with FirstService Residential California, LLC is the General Manager of Whitney Ranch, a large scale association in Rocklin that currently has 1,100 homes and is slated for approximately 3,500 homes at build out. Beth has served in the HOA industry for 10 years with a diverse résumé. She has been a portfolio manager, a corporate trainer and a regional director supervising a number of portfolio managers. She has been the manager at Whitney Ranch for three years. Since Whitney Ranch is still in development, the board is under developer control for the time being. The board meets onsite in executive session on a monthly basis and conducts an open board meeting quarterly. Board meetings seldom go longer than an hour and it is typical that few owners attend, which Beth attributes to the smooth operations of the community and the dedication of the board to ensure they are serving the community well. “We are fortunate to have an engaged board that works well as a team and is very responsive to the community,” Beth says. “Working closely with a board over an extended period of time allows a sense of mutual trust to be built.” Beth’s workload varies between a 40-hour workweek in the winter to 50 hours per week in the summer. “Summers are loaded with events and activities, so my staff and I are kept pretty busy,” she says. “Winter offers us the opportunity to catch up on administrative tasks and do project planning for the coming year.” Customer service as an onsite large scale manager differs from that of a portfolio manager, Beth says, because you get to know your board and owners very well. “The ongoing experience with the same group of people allows me to build more intimate relationships and the opportunity to work through challenging situations,” she says. Beth finds that being able to develop a strong relationship with homeowners over time is incredibly rewarding. “Listening closely to members of the association allows me to understand their needs and gives me the opportunity to create a result-focused atmosphere and provide a consistently excellent experience,” she says.

Not all of her time is spent on daily oversight of work and activities necessary to run this large operation. Beth has found an outlet for her devotion to charity work that benefits the residents of Whitney Ranch as well. “One of the most satisfying things that I have been a part of is establishing the association as an advocate for community service work,” she says. “I have been able to partner with local charities to establish a program so that we facilitate our high school students in completing their community service requirements for graduation. My staff and I organize both off-site trips and bring nonprofits on site. This benefits both the members of our association and the larger community at the same time.” She says the association is also building a Neighbors Lend A Hand program, which brings together residents with a need and neighbors who can help fill that need. For example, it may be as simple as cooking a meal for a neighbor, or as complex as bringing together a group to help landscape a backyard for an owner who is unable to do the work himself.

“Working closely with a board over an extended period of time allows a sense of mutual trust to be built.” When asked what advice she would give to managers interested in undertaking the management of a large community, she had no hesitation. “Take the classes offered by CACM for large scale management. They offer a wealth of valuable information in the course material,” Beth says. “Nearly as important is the networking with others involved in large scale. Others taking the courses are generous with their stories and suggestions on how to deal with challenges particular to this area.” Lori R. Storm, CCAM is District Manager for FirstService Residential California, LLC in Gold River.

www.cacm.org | Vision Spring 2015 17

ave Stiffler is the General Manager for Heritage Park Owners Association, an age-restricted active adult community in Sacramento. His path to Heritage Park was a long, yet progressive journey that included 20 years in the military, a stint as City Manager in his Indiana hometown, and 10 years in secondary education before entering community association management as General Manager of Rancho Murieta Association.

AGERESTRICTED ACTIVE ADULT Community Management BY EMILY YOST

Vision Spring 2015 | www.cacm.org

Just before joining Heritage Park, Dave spent three years as Project Manager of a $33 million government project in Tracy, California. Just when he had entered retirement, FirstService Residential offered him the opportunity to lead a team of 17 staff members and hundreds of volunteers at Heritage Park, and he’s been enjoying it ever since. A baby boomer himself, Dave says his maturity works in his favor at Heritage Park. He enjoys the members who live in the community and is very aware that their similar

backgrounds and life experience play a vital role in effective communication. He’s also quick to point out that age-restricted active adult associations are quite different from other specialties in the management field. “The over 55 community is very active,” he says. “Many are retired, so there is much more activity in and around the clubhouse.” He describes active adult communities as “mini-cities,” and he says residents expect services and amenities to be plenty. At Heritage Park, residents can enjoy 61 active clubs offering homeowners everything from yoga to a computer club. Dave’s workday is as diverse as the individuals who live in the community. He spends a great deal of time talking to homeowners. Typically, he’ll have at least two meetings daily, followed by lots of time on the phone. It’s common to find him meeting with committee members or board members, working with the Heritage Park staff and spending a lot of time walking and driving the property.

is always in play. Everyone must feel like a winner. That’s what good leadership and good management are all about.” Dave says anyone considering the active adult specialty should do their research and ensure they are prepared with a solid education; he recommends a bachelor’s degree in business or public administration and industry-related certifications. A career-minded individual will know everything they can about the association they want to work for, as well as the residents, he says. “We work where they live,” Dave says. “One-third of our life will be spent with these individuals. It’s important to build trusted relationships.” Emily Yost is the Marketing Director for MPS Financial, LLC in Rancho Santa Margarita.

“It is important to ensure that what I promise is being delivered on a day-to-day basis,” Dave shares. “I’m always doing my best to make sure that the homeowners’ expectations and quality of life are kept at the highest [level] possible. It’s my job to anticipate the needs of the community and the individuals I speak with. I’m always balancing keeping up on pending onsite activities [and] preparing for board meetings by working with the staff on quotes for purchases.” Board meetings (which can last up to three hours) are quite different at Heritage Park. Held on the last Thursday of every month, the meetings typically draw between 100 to 150 homeowners who are poised and ready to share their comments on the community. From a published agenda that is followed to the letter, the meetings begin with an approval of the minutes and provide two public comment periods for new and old business. “It’s like a town hall meeting,” Dave says. “That just shows you how active and engaged the residents are in the community.” While it’s easy to see Dave’s passion for his career, he says there are also challenges involved in active adult management – the biggest being trying to balance every task and every residents’ needs. “You can’t do everything for everyone,” he says. “I have to look at what benefits most of the people. Some things I do or don’t do will be agreeable or disagreeable to the membership; compromise

www.cacm.org | Vision Spring 2015 19

Vision Spring 2015 | www.cacm.org

valuable resource to them, elanie and by managing the various Malik, personalities on the board. CCAM began Melanie says very few of her journey into portfolio her board members abuse management in her early their power, which seems twenties, when she spent to be due to the organized time as a leasing agent board packet she arms herself in the apartments where BY SCOTT SWINTON with for each meeting, as well she lived and then expanded as her willingness to serve. She from there to manage three is adamant that she treats all board apartment complexes on her own. members the same. Even though a Also relevant to her future career as a particular personality may be grating, she community association manager was the year places pragmatism over personality, realizing she spent surrounded by unappreciative “clients” that Mr. Boring, Mrs. Ornery or Ms. Obsessive as a preschool teacher. may be her only ally in a battle yet to come. Her official entrée into portfolio management Even after her progression from mentee to was in San Rafael after a brief stay in customer mentor and all of the protocols that have service. In under a year, Melanie was managing been implemented at her recommendation her own portfolio of between 14 to 16 throughout her career, Melanie is quick to say communities. She talks fondly of the time she that her most rewarding moment in the industry spent in Marin, especially of the mentoring she hasn’t happened yet. She points to achieving an received from Debra Warren, CCAM, PCAM, who advanced industry designation in the near future. always advised Melanie to dress professional and be professional. The lesson was obviously well When I ask about the challenges in portfolio learned and applied, and soon a restructuring management, she glances at the clock. I led her to take her skills to another opportunity obviously should have brought this up sooner. in Danville. However, she bundles it up into a pretty concise concept. Melanie describes how she approaches a typical month, grouping her board meetings with rigid As for portfolio management challenges, Melanie reoccurrence toward the beginning of the month says it has to do with each community having its and site inspections toward the end. She also own specific needs. Under her care are hundreds describes “dismantling” the board packet the of board member personalities, thousands of day following each meeting, and then marshaling homeowner personalities, and tens of millions of customer service, accounting and contractors. dollars of budgets. She uses the circus analogy of keeping several plates spinning at one time. Surprisingly, she says board meetings are the But, as is so often the case, this challenge is best part of her job (no sarcasm!). She describes obviously one of the many things that keeps the pleasure of simply being prepared for each Melanie drawn to this specialty. meeting. In an industry where so much is beyond your control, being prepared is “something you Scott Swinton is the CEO of Unlimited Property can control,” Melanie says. She explains that she Services Inc. in Richmond. feels her role is to assist the board of directors by educating and supporting them, by being a

PORTFOLIO Community Management

Surprisingly, she says board meetings are the best part of her job (no sarcasm!). www.cacm.org | Vision Spring 2015 21

NEW DEVELOPMENT Community Management BY SUSAN SHARP, CCAM

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Continued on page 16

eet Corrine Crawford, CCAM, Vice President of New Community Development for The Management Trust – Transpacific, ACMF. Corinne has been in the industry for around 15 years and, like most of us, didn’t choose the management life – it chose her. She worked her way to regional VP for a smaller division of The Management Trust and started working with new builder clients. Before she knew it, she was working with them on a regular basis. Without a specialist to rely on, Corinne took on all of the new development tasks herself. She is a self-taught specialist who feels that, “Sometimes having to do your own discovery and research on every little thing is a great way to learn.” Rather than focus on the “management” portion of associations, Corinne’s job is to assist the assigned managers through the construction phase of the development. Her role is to provide consulting, organizational and operational set up for the developer of the community. She works more closely with the developer/builder by assisting with creating the governing documents and vision for the community. She also conducts the ever-dreaded first annual meetings that at times can be complicated depending on how the documents are written. When asked what a typical month might look like for her, Corinne says it mainly consists of emails and conference calls with the developer/builder teams to discuss strategy for startup, amenities and operational polices. She spends time writing rules and regulations and policies for the new communities, tracking closings, bond releases and common area turnovers. She also spends some time out of the office conducting turnover inspections and attending forward planning meetings with the builder teams. Corinne is the developer’s go-to for a variety of items, from how the HOA will operate to waste collection and parking, and she provides all the management support to the developer’s sales and escrow teams. She usually only conducts the first board meeting and annual meetings for the community, where she explains the process of new development; the differences and duties of the homeowner board members vs. the builder board members; and how they get elected/ appointed and their roles. The homeowners are normally in contact with the community manager who is assigned to the project.

“I love being able to take a community from the vision of the builder on paper to a thriving community of happy homeowners,” Corinne says. “To have that shot at creating a positive experience from the get go may serve that community well many years down the line. I also love the collaboration with other professionals in the building and planning industry and being a valuable member of their team.” Corinne finds that the biggest challenge in managing a new development is when there is no precedent set. In these incidences, she has to rely on her diplomatic communication style to address those unforeseen issues. Corinne’s ability to be flexible and adapt quickly to new owners and ideas about the community’s use of the common area amenities has served her well and been a valuable tool to her success. What advice does Corinne have to give to someone interested in specializing in new development associations? “You definitely have to look at what is happening months from now, even years from now, and get ahead of it rather than waiting to react to it,” she advises. “You never get another chance to avoid problems.” Susan Sharp, CCAM is a General Manager for FirstService Residential California, LLC.

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COMMERCIAL & INDUSTRIAL CID Management

urprise! Surprise. Surprise? It turns out that like most things in the community association industry, managing commercial/industrial associations is primarily influenced by the health of the association and its boardâ&#x20AC;&#x2122;s leadership. The secret ingredient: A good management company and a strong manager!

Erika Taylor, CCAM, Katy Camp, CCAM and Jean-Maria Salvia, CCAM, PCAM, of Walters Management, ACMF have all taken the leap into the commercial and industrial market, and they agree no two associations in this category are alike. An average commercial/ industrial association manager, who often works in a mixed-use association, works 50 hours a week and must be able to switch gears while providing great service. Just like any other client, quick turnaround, problem resolution and prompt responses are expected and provided 24/7. Commercial/industrial managers must possess the whole package and provide enthusiastic service of excellent quality. Doing so creates a personal and professional brand according to these three managers.

BY TARA GRAVISS, CCAM

Mixed-use communities tend to have high developer involvement and/or a more business like structure. Some have committees, others do not. Meetings are generally held during working hours on a bimonthly or quarterly basis and tend to be organized, efficient and timely. Rarely are issues unmanageable. After hours, weekend or holiday calls in a business association are comparatively low. Even so, managers ensure they have quality contractors available for immediate response when needed. This higher level of professionalism creates increased demand, expectations and scrutiny. Boards place a high level of confidence in management and a greater level of delegation on the manager. Commercial/industrial managers find the constant challenge and complicated nature of these properties an area where they can really apply their problem solving skills. 24

Vision Spring 2015 | www.cacm.org

These types of properties are also governed by a lot of rules, regulations, agreements and understandings. Budgets are often more complicated and may or may not be part of a governing master association. Legally, things are more regulated and therefore can be cumbersome to manage. Often these communities have split billing, sub-meters, Reserve Study splits, budget splits, shared public utilities, signage criteria, design guidelines, use agreements, etc. Patience is a virtue, as projects can take longer to organize and execute with more red tape to cut through. The group at Walters says establishing governance policies, committee charters, codes of conduct, use policies and other clear, fine policies assists in keeping things running smoothly. Taking the time to reach out and develop relationships with local governing agencies will pay off in the long run as well, they say. Managing common areas, landscape projects and builders/developers, together with an array of contractors and changing visions, requires finesse and transparency. Ensuring lease contract requirements are met and shuffling tenant requests, while at the same time executing project improvement plans, demands organization and the ability to shift focus constantly. Commercial/industrial managers like the group at Walters have a clear understanding of scope, boundaries and parameters between all parties (association, owners, city, etc.) and have all the information about a property to make fully informed recommendations/decisions. Stakeholders’ focus may or may not be that of the association; these managers don’t take it personally and instead continue to do their best as they ride the wave of change. The managers at Walters share that there is no “typical” anything when it comes to commercial/industrial management. Along with the “normal” financials, etc., come the challenges of politics, conflict resolution, increased communication and last minute requests/ demands. A heightened sensitivity and awareness can be a huge asset when navigating any division or building community relations. Working with government agencies and running interference for permits, major city projects, land maintenance agreements, easements, shared use agreements, brush clearance, large scale projects and more can be frustrating, as most bureaucracies aren’t quite as entrepreneurial. For this reason, the group at Walters advises any new commercial/industrial manager to take it slow, make sure all the facts are gathered and develop a clear understanding of how everything interfaces. Avoid assumptions at all costs! Tara Graviss, CCAM, is a community manager with Walters Management at Liberty Station in San Diego.

TO EARN YOUR SPECIALTY CERTIFICATE

Successfully complete the required coursework: LDR400 Human Resource Management; INS400 Risk Management in Community Associations (prerequisites apply) and one of the following specialization courses: • SPC400 High Rise Community Management • SPC410 Large Scale Community Management • SPC430 Portfolio Management • SPC440 New Development Community Management - NEW!

2 3 4

Hold the CCAM certification in good standing for a minimum of two consecutive years at time of application. Submit the applicable Specialty Certificate application and processing fee within 36 months of the first required course you completed. Upon acceptance, complete a written narrative demonstrating knowledge and understanding of the required courses.

CACM also offers course work in age-restricted active adult and commercial/industrial CID management. A Specialty Certificate does not apply to these courses; however, managers can augment their knowledge by pairing these courses in the following ways: AgeRestricted Active Adult Community Management with Large Scale Community Management, or Commercial & Industrial CID Management with either Large Scale or High Rise Community Management. For more information regarding the Specialty Certificate Program, contact CACM Certification at 949.916.2226, ext. 319, or certification@cacm.org.

www.cacm.org | Vision Spring 2015 25

Northern California

upcoming courses & events

DATE

Spring Calendar COURSE/EVENT

COURSE/EVENT CODE

LOCATION

Assessment Collections Ethics for Community Managers Legislative Forum Portfolio Management

FIN210 CMM130 FRMLEG SPC430

Concord Concord Sacramento Concord

Strategic Financial Planning Advanced Ethics: Leadership & Decision Making Explaining Financial Statements Strategic Financial Planning Ethics for Community Managers Forum Luncheon Forum Breakfast

FIN320 LDR500 FIN220 FIN320 CMM130 FRMEB FRMSAC

San Bruno San Bruno Concord Sacramento Sacramento Concord Sacramento

INS300 SPC420 FIN300 INS300 CMM101-102 INS400 BDA300 LDR500

Concord Concord Sacramento Sacramento Sacramento Concord Concord Concord

COURSE/EVENT

COURSE/EVENT CODE

LOCATION

California Law Series (Modules I-IV) Human Resource Management Explaining Financial Statements Reserves - What, Why, How Assessment Collections

CMM121-124 LDR400 FIN220 FIN200 FIN210

Palm Desert Laguna Hills Laguna Hills Laguna Hills Laguna Hills

Forum Luncheon Forum Luncheon BAM Series (Modules I-II) Ethics for Community Managers Advanced Insurance Principles Explaining Financial Statements

FRMLA FRMVEN CMM101-102 CMM130 INS300 FIN220

Culver City Camarillo Long Beach Ontario Ontario San Diego

Ethics for Community Managers Fundamentals of Effective Governance Risk Management in Community Associations Conflict Resolution for Community Managers Ethics for Community Managers Forum Luncheon Forum Luncheon Ethics for Community Managers Advanced Ethics: Leadership & Decision Making Ethics for Community Managers Conflict Resolution for Community Managers Forum Breakfast California Law Series (Modules I-IV)

CMM130 BDA300 INS400 CMM220 CMM130 FRMOC FRMSD CMM130 LDR500 CMM130 CMM220 FRMCV CMM121-124

Long Beach Long Beach Palm Desert Camarillo Camarillo Costa Mesa San Diego Laguna Hills Laguna Hills San Diego San Diego Palm Desert Long Beach

APRIL

15 15 21 April 29-May 1

MAY

13 13 14 14 14 19 20

JUNE

Southern California

3 Advanced Insurance Principles 3 Active Adult Community Management 4 Budgeting 4 Advanced Insurance Principles 10-11 BAM Series (Modules I-II) 11 Risk Management in Community Associations 17 Fundamentals of Effective Governance 17 Advanced Ethics: Leadership & Decision Making

DATE

APRIL

15-16 16 29 30 30

MAY

12 13 13-14 20 20 20

JUNE

3 3 3 4 4 4 9 10 10 11 11 16 17-18

Vision Spring 2015 | www.cacm.org

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As the number of California CIDs continues to increase (there’s now more than 50,000), the demand for certified managers with specialized knowledge and skills is also growing. Build New Skills CACM’s Specialty Certificate Program and MCAM certification were created in direct response to requests from experienced CCAMs who were committed to their careers and wanted continuing education at an advanced level.

Why earn a CACM Specialty Certificate? •

Prepare for future opportunities

•

Skip years of on-the-job training by gaining the knowledge of years of experience and best practices

•

Meet and learn from other professionals doing the job

•

Stay relevant by applying new ideas and practices at your current job

•

Get closer to earning the Master of Community Association Management (MCAM) certification

Vision Spring 2015 | www.cacm.org

Broadcast Your Expertise

Boost Your Career

There’s one more reason to earn a Specialty Certificate:

Adding the designation for your specialty after your CCAM

Distinguish yourself from other certified managers with a

or MCAM is a great way to market your credentials and

specialty designation after your name!

instantly inform clients that you are committed to higher education and bringing that expertise to their CID.

CCAMs and MCAMs who hold a Specialty Certificate can now showcase their expertise by using the assigned designation for that specialty after their CCAM or MCAM designation. SPECIALTY CERTIFICATE

DESIGNATION

High Rise Community Management

CCAM-HR

Large Scale Community Management

CCAM-LS

Portfolio Management

CCAM-PM

New Development Community Management

CCAM-ND

ALL-STAR FACULTY Meet one of CACM’s top-rated instructors

Age-Restricted Active Adult Community Management* CCAM-LS.AA Commercial & Industrial CID Management**

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or CCAM-HR.CI

or CCAM-PM.CI

*Adjunct to the Large Scale Specialty Certificate **Adjunct to either the Large Scale Specialty Certificate, the High Rise Specialty Certificate or the Portfolio Management Specialty Certificate

Specialty designations are not intended to be certifications and may only be used in conjunction with the CCAM or MCAM designations. For example, the CCAM-LS.AA shows that the individual is a Certified Community Association Manager with a specialization in Large Scale and Active Adult CID management. For managers with more than one Specialty Certificate, the designations will be separated by a period. For example, the MCAM-PM.HR.CI shows that the individual is a Master of Community Association Management with specializations in Portfolio, High Rise and Commercial &

Frederick T. Whitney, Esq. Neuland, Whitney & Michael, APC Rancho Santa Margarita, CA 16 years in the industry “I teach through CACM because I believe that it is important to lend my voice to what the ethical and professional standards of our industry should be, and because it gives me the opportunity to introduce newer members to a higher standard of practice.” What Students Are Catch Fred teaching these courses Saying About Fred: in Southern CA: • Advanced Ethics: “This was the best Ethics class I have been to yet. He was very Leadership & Decision personable and informative. Making He kept your attention on this • The Basics of Association difficult subject.” Management -Nan Brown, CCAM • Budgeting Realty Management Services • California Law Series: • Effective Meeting & Election Tools • Ethics for Community Managers

Industrial CID Management.

www.cacm.org | Vision Spring 2015 29

A CCAM manager has access to and chooses the educational courses available based on his or her need to address the specific issues your association faces.

our community manager maintains his or her Certified Community Association Manager (CCAM) designation through continuing education classes year after year. In addition to learning the basics of association management, California law and ethical business practices, your manager has probably completed more advanced educational opportunities offered through California Association of Community Managers (CACM) to augment his or her expertise. How exactly does this training benefit you?

UTILIZING THE PROFESSIONAL

GUIDE AT YOUR SIDE

Vision Spring 2015 | www.cacm.org

CACM is committed to providing high quality education that results in highly qualified and knowledgeable managers for California community associations. The classes they offer range from basic to master-level training in a

BY LORI STORM, CCAM

wide range of areas pertaining to HOAs. As a board, you reap the benefit of this training if you look to your manager as both a manager and a professional consultant. A CCAM has access to and chooses the educational courses available based on his or her need to address the specific issues your association faces. It may be that there are particularly challenging board member differences or possibly disruptive owners who jeopardize the ability of the board to effectively govern. Your manager has access to a CACM course to address these issues from the management’s perspective and help guide the board through choppy waters. You may be facing the frustration of meetings that seem to be going over the same issues time and again without resolution. Again, a CCAM has classes available to ensure he or she has the skill set to work toward a solution. Your manager may already have this training completed and available to you; it’s up to you to look to your manager for such guidance and inquire about the continuing education he or she has pursued. Another really impactful move on your part is to change the entire outlook on board operations.

SWITCHING TO A POLICY GOVERNANCE MODEL OF OPERATION CACM offers a number of courses in Policy Governance, which has proven to be a fantastic way to help boards make the move to policy-based governance. If you are willing to stop wasting time discussing the minutiae and start thinking of the broader picture and more strategic planning, your manager can work with you to make this change. Policy-based governance is putting policies in place to guide your management team in the day-to-day operations of your association. When the board embraces this thoughtful approach to oversight, you accomplish two very important things: 1) You allow your manager the space to act as the professional he or she was trained and hired to be, and 2) it allows the board to use its time to plan and act on long-term planning goals. For example, instead of the board debating whether the gutters should be cleaned in January or February, your board could be discussing matters such as long-term landscaping solutions, how to deal with aging infrastructure, or how to work with owners who age in place and need more care as they do so.

The impetus for switching to a policy-based model of governing must come from the board, but your manager is the person who can move you along through this process. Take the time to discuss how the board can guide the association and what steps you must take to get moving down this road. The investment in time will provide a solid base of operations and direction for the association going forward. You will be living in your association much longer than you will be actively participating on the board; thus, it’s wise for you to look to the future. With a plan in place, you can turn to your manager and ask for help setting these broader goals into motion. If your manager doesn’t have the knowledge at this moment, he or she knows where to go for guidance. Making this change is perhaps the most forward-thinking action you can do as a board member and it will help your association now and long into the future.

Lori R. Storm, CCAM, is a District Manager with FirstService Residential California, LLC, in Gold River.

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 Spring 2015 31

Vision Spring 2015 | www.cacm.org

Built for the California Community Management Industry When you consider the state-specific legal knowledge, management expertise and people skills you need to be successful, the California community management industry is a highly specialized profession. That’s why CACM created a highly specialized job board to cater to you and your peers. Whether you’re on the job hunt or looking for new talent, CACM’s Career Network can connect you to individuals and companies who are well-versed in the idiosyncrasies of our industry. Built for Community Managers

Built for Management Firms

A career as specialized as yours requires an equally fine-tuned source for career advancement, which is exactly why CACM’s Career Network was created. This industry-specific, online job board ensures your résumé is seen by the right companies, including those that will recognize and appreciate your qualifications.

Once your firm registers and posts a job opening – whether it be for a community management, human resources, financial, or other company position -- you'll be able to browse the more than 450 searchable candidates on the Career Network.

You’re not just any community manager. You’re a California community manager, which means your knowledge base includes thousands of laws, management practices and insurance requirements unique to this state.

Job seekers can: • Be seen by a target group of employers • Access free and confidential résumé posting • Receive weekly emails featuring new job listings • Save jobs for later review To find a career opportunity tailored to your expertise, visit the CACM Career Network today at www.cacm.org.

California community management firms need a staff of professionals who know and understand state laws and are committed to certification and continuing education. If you’re hiring in 2015, CACM's Career Network can help connect you with quality job candidates who meet your specific criteria.

You'll be pleasantly surprised to know that job postings and résumés aren't limited to community managers alone. In fact, the categories of résumés cover a wide range of skills, including: Accounting Administrative Customer Service Facilities Manager Financial Manager

General Manager High Rise Manager Marketing On-Site Manager Portfolio Manager

When you're ready to fill a position in your company, use CACM's Career Network and don't forget to take advantage of available package pricing deals and member discounts. Get started now at www.cacm.org.

www.cacm.org | Vision Spring 2015 33

maintaining high standards

New Manager & Management Firm Council 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 fourth quarter of 2014!

Manager Members

Attila Acs Valsamis A. Almalidis Peter Andreadakis, CCAM Artour Babayans Alex S. Barkodarian, CCAM Valeria Bonales Mario J. Brown Cari A. Burleigh Wayne L. Butler, CCAM Charles L. Campbell Kathryn Coleman Evelyn Dy Christina A. Estrada Arash Etemad William Fabing Cori L. Faulkenbury Christopher Flood William C. Gorham Tony Gutierrez Kristian Richardson Hill Kristy D. Hoover Harriet E. Iseman-Walsh

Vision Spring 2015 | www.cacm.org

Minoo Khalilian Mehabeen Khan Kenneth S. Koushel Racheal Leonard Crystal Machado Judith Mandic Cheryl Mitchell Melody A. Murray Terry M. Pellegrini Vanessa Perez Kathryn S. Rich Crystal A. Ridge Frank Sansone Stephanie Studdert Tracie Sweetman Michelle D. Tabron Kelly R. Thomson Danielle Torres Joanne Wojdula Sonia K. Wright Justin G. Yau

Management Firm Council Members VintageGroup

30071 Tomas, Ste. 175 Rancho Santa Margarita, CA 92688 www.vintagegroupre.com

Huntington West Properties, Inc. P.O. Box 1098 Westminster, CA 92683 www.huntingtonwest.com

Sacramento Management Company, Inc. P.O. Box 214707 Sacramento, CA 95821 www.sacpropertymanagement.com

@QuestParcelman

www.ParcelQuest.com

888.217.8999

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nterviewing for a position as a community association manager isn’t your normal interview. Sure, you may have to list your three biggest strengths and weaknesses, but you will also be asked specifically about your community management qualifications. As a Certified Community Association Manager (CCAM), you have a distinct advantage. You’re already knowledgeable about California laws that govern HOAs and how to implement ethical management practices. Because of your education, you’re also experienced in helping board members make wise business decisions for the community. Before you walk into your next job interview, take a moment to think about how valuable your CCAM certification is to your skill set and career success. Make sure you’re prepared to talk about how your CCAM makes you more qualified for the community management position you’re after. Here are a few talking points you should consider mentioning in your interview: • As a CCAM, I’ve completed 36 hours of California-specific industry education, covering California law, ethics and core management principles. • The CCAM certification meets California Business & Professions Code standards, which requires California community managers to achieve a high level of education before referring to themselves as a “certified” manager. • My CCAM certification has prepared me to guide boards of directors to make informed decisions that are in the best interest of the association and the community. • I’m committed to following ethical business practices while managing community associations. In fact, I’ve signed CACM’s Code Continued on page 38

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How to Sell

www.cacm.org | Vision Spring 2015 37

Sell Your CCAM in an Interview… Continued from page 36

of Professional Ethics and Standards of Practice, which sets forth ethical guidelines for managers to follow to ensure they’re acting with integrity at all times. • The CCAM recertification process keeps me very focused on continuing education. I complete at least 30 hours every three years, which includes a Law Seminar featuring an update on new case law and legislation impacting our industry. • As a CCAM, I also have the opportunity to pursue continuing education in a variety of community management subjects through CACM, including strategic financial planning, conflict resolution, risk management, leadership and more. Note: You could also list the courses you have already completed through CACM, or mention specific courses you plan to take in the future and why (i.e., perhaps the Conflict Resolution for Community Managers course because you know it will help you deal with the difficult personalities that will undoubtedly cross your path as a community manager). • Because I’ve already earned my CCAM, I can now focus on achieving a higher level of education in the future.

I have plans to pursue a Specialty Certificate through CACM in [insert specialty here]. I want to focus on this specialty because [insert reasoning here]. Available Specialty Certificates include High Rise Community Management, Large Scale Community Management, Portfolio Management, and New Development Community Management. • I’ve gained a great deal of knowledge and confidence through earning the CCAM, which is why I would also like to someday pursue the MCAM certification – which is the Master of Community Association Management. By pursuing this higher level of certification, I know I would not only increase my own professional value, but also be able to bring an even higher standard of service to my clients and company. By practicing how you will communicate your professional accomplishments and value beforehand, you are setting yourself up for a successful interview. No matter what questions come your way, be confident in the knowledge and education you have gained so far, and remember that earning your CCAM has already set you up for a successful career in community management no matter where you work.

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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 third quarter of 2014.

NEW CCAMs Krista L. Anderson, CCAM Peter Andreadakis, CCAM Alex S. Barkodarian, CCAM Cyndi Bolander, CCAM Christine Bonjour-Fortuny, CCAM Toni Y. Burns, CCAM

CACM CERTIFICATION PROGRAMS Want to enhance your career and display a competitive edge? CACM offers three credentialing programs for community managers: • Certified Community Association Manager (CCAM) certification • Specialty Certificate Programs • Master of Community Association Management (MCAM) certification

Wayne L. Butler, CCAM Megan Chicoine, CCAM

Learn more about these programs at www.cacm.org.

Bryan A. Cox, CCAM Tad W. Creasey, CCAM Robert W. Dishman, CCAM Joanne DuBose, CCAM Alan R. Dubroff, CCAM Nancy L. Edwards, CCAM Matt Franklin, CCAM Jorge G. Garcia, CCAM Laurayne Gluck, CCAM Fred Hink, CCAM Pao-Kai Hsu, CCAM Kris Ixta, CCAM Ronald D. Jerue, CCAM Annamarie Jones, CCAM Ellen Kahhan, CCAM Kevin Kelley, CCAM Carrie M. Lee, CCAM Sabrina A. Leglu, CCAM Elizabeth M. Lindsay, CCAM George Lohan, CCAM

SPECIALTY CERTIFICATES

Mario Lopez, CCAM

Aileen M. Ryan, CCAM

Tara Lund, CCAM

Veronica Sandoval, CCAM

Rebecca Mauerer, CCAM

Christiana L. Schaeffler, CCAM

Thomas O. McCune, CCAM

Ashley L. Shenefiel, CCAM

Brittany E. Montoya-Taylor, CCAM

Alain L. Silverston, CCAM

Elyce M. Philcox, CCAM

Christopher P. Stuckey, CCAM

Portfolio Management

Julie A. Prentice, CCAM

Gabriel Velin, CCAM

Jessica De Carlo, CCAM-PM

Sylvia J. Rampi, CCAM

Laurie Volpe, CCAM

Jeffrey Farnsworth, CCAM-PM

Tracy Robinson, CCAM

Mary S. Wiegmann, CCAM

Kelly Moss, CCAM-PM

High Rise Community Management Lance Miller, CCAM-HR

www.cacm.org | Vision Spring 2015 39

What We Can Do For You: •

•

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MyVendorCenter.com Lake Worth | (561) 246-3830 www.myvendorcenter.com

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Richard Cohen Landscape & Construction, Inc. Lake Forest | (949) 768-0599 www.richardcohenlandscape.com

Dave Bang Associates Orange | (800) 669-2585 www.davebang.com Elite Enforcement Security Solutions, Inc. Foothill Ranch | (866) 354-8308 www.eliteenforcement.com Heliotek PFNC Laguna Beach | (949) 608-1653 www.heliotekusa.com

Superior Roofing Rialto | (800) 761-6272 www.superiorrw.com Terra Prima, Inc. Corona del Mar | (714) 679-2002 www.terraprimainc.com Total Building Care, Inc. Hawaiian Gardens | (562) 467-8333 www.totalbuildingcare.com

High Rise Safety Services Los Angeles | (424) 442-1449 www.highrisesafetyservices.com

Find an Affiliate Near You Are you in need of a service provider who understands the community management industry? The CACM Affiliate E-Marketplace is a convenient, online directory designed to make your service provider search easier. This free directory allows you to search for the type of service you need by city, county, category or name. Search now at www.cacm.org. 40

Vision Spring 2015 | www.cacm.org

• Attorney-Supervised, systemized non-judicial assessment collection.* • Assessment Collection Specialists.

THE ASSESSMENT LIEN COLLECTION SPECIALISTS

• In-House Trustee Services. • In many cases Association fees and costs are paid by the homeowner, not the Association. • Most delinquencies cleared within 60 days. • Detailed real-time status reports. • 24/7 online access to account information through our website known as ARMS. *Including properties with no equity and short sales.

Call Toll Free 800-825-5510

www.ALSLien.com www.cacm.org | Vision Spring 2015 41

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Thank You to Our Sponsors

Thank you to our 2014 fourth 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. 24 Hour Restoration A-1 Roof Management & Construction, Inc. Alta Roofing & Waterproofing, Inc. American Geotechnical, Inc. American Technologies, Inc. AMS Paving, Inc. ARW - Antis Roofing & Waterproofing, Inc. Berding | Weil Black Diamond Paving, Inc. Bald Eagle Security Services, Inc. Beaumont Gitlin Tashjian Black Diamond Paving, Inc. Calvac Paving California Waters CBCI Construction, Inc. CertaPro Painters of East County CID Insurance Programs, Inc. Coast Landscape Management Crank Brothers Roofing DM Construction Services Elliot Katzovitz Insurance Agency Fenton Grant Mayfield Kaneda & Litt, LLP Fiore Racobs & Powers, APLC

Vision Spring 2015 | www.cacm.org

Firstline Security Systems, Inc. Focus Business Bank Flood Pro Gardeners' Guild, Inc. GP Landscape Green Valley Landscape and Maintenance, Inc. Hoyt Roofs Inc. Kriger Law Firm Landsystems MeterNet Sub-Metering and Billing Services Mission Association Financial Mgmt., Inc. MPS Financial, LLC Mutual of Omaha Bank Nelson Paving & Sealing O'Connell Landscape Maintenance OCBS, Inc. Pacific Roofing Systems Pacific Western Painting, Inc. Painting Unlimited, Inc. Payne Pest Management PCW Contracting Services Peters & Freedman, LLP Popular Association Banking

PrimeCo Painting & Construction Pro-Tech Painting Company Professional Services Construction, Inc. Rain Master Control Systems Rayco Painting Reconstruction Experts Robert A. Owens, CPA Roofworks & Construction, Inc. S.B.S. Lien Services SAX Insurance Agency Seacoast Commerce Bank Securitas Security Services USA, Inc. Select Painting Statcomm Inc. Suntrek Industries, Inc. The G.B. Group, Inc. Three Phase Electric, Inc. Tierra Verde Resources, Inc. Tree Pros, Inc. Union Bank Unlimited Property Services, Inc. Varsity Painting Western Gardens Landscaping, Inc.

Is Community Management Your Job or Your Career? Which statement sounds more like something you would say on a daily basis: “I can’t wait to get into work!” or “I can’t wait to get off of work!”? If you view community management as a career versus just a job, you’re likely opting for the first statement more than the second. If you’re still on the fence, consider these differing mindsets between a career-focused community manager and a job-focused community manager:

Sees education as a luxury item meant for those who have the extra time to spare Makes decisions as best he/she can, often times looking to a trusted advisor for more information

JOB FOCUSED

CAREER FOCUSED COMMUNITY ASSOCIATION MANAGEMENT

Rarely attends networking events, and usually only when they’re linked to “picking up new customers” Is embedded in “the grind” Wonders if there is a future in the company he/she works for

Continuing education is a huge component of a career-focused manager’s success. It opens up a whole new world of possibilities for you, the company you work for and the customers you work alongside every day. So, if knowledge is power, why isn’t every community manager locking in their personal success? Don’t jeopardize your long-term success: Pursue the education you need to make this profession your career.

Sees education as a direct link to career advancement Is a trusted advisor to customers and peers Is a true professional with a network of like-minded industry contacts Has the business acumen to build a future in the industry Is an asset to any company’s future

It just so happens that CACM is the leading provider of California-specific community management education, offering more than 200 courses and events annually that give California community managers the education they need to be successful. Browse upcoming offerings on page 26, and get started now. Provided by Emily Yost, Marketing Director for MPS Financial, LLC in Rancho Santa Margarita.

www.cacm.org | Vision Spring 2015 43

Community Manager Compensation Snapshot

MEDIAN SALARY OF A CALIFORNIA COMMUNITY ASSOCIATION MANAGER

In2013, CACMconductedits secondCompensation& Benefits Study, whichsurveyedhundreds of community management professionals throughout the state. Theresults providedacomprehensive overviewof averagesalaries, benefits, management responsibilities andmore, withdatabrokenout bygeographicareas in Californiaandbyspecialty. Howdoes your compensationcompare toyour peers? Takealookat theseresults fromCACMâ&#x20AC;&#x2122;s study. Toreviewmoreindustrydatalikethis, includingaveragebonuses, education/ certificationlevels, healthinsuranceand retirement programnorms, andmore, order your copyof CACMâ&#x20AC;&#x2122;s 2013 Compensation& Benefits Study. Email registration@cacm.orgfor moreinfo.

$55,000 MEDIAN SALARY BY SPECIALTY* Large Scale: $82,000 High Rise: $92,800 Age-Restricted Active Adult: $75,840 Portfolio: $56,000 Commercial CID: $65,000 Mixed Use: $74,000

MEDIAN SALARY BY REGION* Coachella Valley: $76,500 Inland Empire: $60,000 Imperial Valley: $48,300 Los Angeles: $77,500 Northern California: $65,000 Orange County: $62,000 San Diego: $60,000 Ventura: $54,540

*Based on salaries reported by community managers, as well as other industry professionals, including CEOs, Vice Presidents, Assistant General Managers, etc.

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FDIC 44

Vision Spring 2015 | www.cacm.org

fsneddon@pacificwesternbank.com wblock@pacificwesternbank.com kbouslog@pacificwesternbank.com

pacificwesternbank.com

PUBLIC RECOGNITION FOR

Your Profession Is Community Management Your Job or Your Career?

One of CACM’s top priorities is to help promote your professional value in front of the people who matter

most. That’s why we’ve developed these promotional pieces and public relations campaigns to help gain more public recognition for you, your professional accomplishments and the industry as a whole.

Three Ways We’re Promoting the CCAM

Simply put, the California Association of Community Managers, Inc. (CACM) supports the managers who enrich your communities. We provide comprehensive education and certification programs that prepare California community association managers to be a trusted resource for HOAs statewide.

CALIFORNIA CERTIFIED?

Since 1991, CACM has been providing community association managers with professional tools to help them manage California associations successfully.

Why a certified professional is the right choice for your community

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Today, CACM has a membership of nearly 3,000 Californiabased professionals and is the only community association management organization in the nation to offer a Californiaspecific educational program for industry professionals that leads to the designation of Certified Community Association Manager (CCAM).

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My Community Champion Campaign

IS YOUR COMMUNITY MANAGER

About CACM:

23461 South Pointe Drive, Suite 200 Laguna Hills, CA 92653

949.916.2226 www.cacm.org

Is Your Community Manager California Certified? Brochure

Designed specifically for you to distribute to your board members or prospective/existing clients so they can better understand how your Certified Community Association Manager (CCAM) certification positively impacts them and their community. This brochure explains how CCAMs: • Understand how to apply the 1,200+ laws that govern California HOAs • Help board members make wise business decisions for the community • Act as the HOA’s liaison with owners, tenants, sub-contractors and public entities • Pursue continuing education in a variety of management subjects • Adhere to ethical guidelines and best business practices Individual manager members can order up to 10 free copies of this brochure quarterly. To order, email registration@cacm.org.

CACM launched a statewide multimedia consumer awareness campaign in March 2014 demonstrating the value CCAMs bring to the more than 50,000 homeowners associations in California. The My Community Champion campaign, which features television, radio, web and print elements, has rolled out in three phases: Phase I: Sacramento and San Diego counties Phase II: Bay Area and Central Coast Phase III: Orange County, Los Angeles, Ventura and Inland Empire

• • •

At the conclusion of Phase II, the campaign had generated more than 28 million positive impressions about community association management in California. You can help us reach even more Californians by spreading the word about this dynamic campaign. Here are three easy ways to share the news: • Add a link to www.mycommunitychampion.com on your company or association website. • Include a brief message in your association newsletter. • Announce the campaign to your BOD. Sample wording for all of these options is available at www.cacm.org/about-us/help-uspromote-your-profession.html. With your help, we can ensure more Californians recognize the value of living in an HOA and working with a Certified Community Association Manager. Not a CCAM? Learn how you can become certified in three steps at www.cacm.org. Continued on page 46 www.cacm.org | Vision Spring 2015 45

Three Ways We’re Promoting the CCAM Continued from page 45

Press Release Distribution

Each quarter, CACM prepares and distributes press releases announcing our new CCAMs to local publications. These releases are often picked up by local media outlets who then share the news of your accomplishment with the surrounding community in various print and online publications. CACM was also successful in gaining media coverage for Darren Shaw, our first Master of Community Association Management (MCAM). Learn more about Darren’s certification journey on page 48.

Gaining Acknowledgement for the ACMF Management at a Higher Level Brochure

This brochure is designed for management firms who have earned the Accredited Community Management Firm (ACMF) accreditation to distribute to their current and prospective clients. This brochure highlights the higher standard of service ACMF companies are able to provide by meeting strict risk management, education and insurance requirements. This brochure explains how ACMF companies: • Employ a well-educated, professional and certified management team • Understand and comply with the Confidence. 1,200+ laws that affect California Mutual trust. Peace of mind. associations • Know how to advise the best course of action for associations • Implement risk management practices and internal financial controls • Remain committed to ethical practices and the betterment of the industry as a whole About CACM:

The California Association of Community Managers, Inc. (CACM) supports the community association managers and management firms who enrich the communities of millions of Californians. Since 1991, our comprehensive education and certification programs have been preparing California community association managers to be a trusted resource for HOAs statewide. In addition, we also offer membership and accreditation programs designed to promote professional standards for management firms serving the California market.

These are the most important things your association’s management firm should provide you with when serving your community.

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The ACMF accreditation tasks management firms with meeting rigorous risk management, education and insurance requirements. Through their commitment to these ACMF standards, each accredited company operates with the highest accountability and professionalism, which directly benefits you and your community.

GAIN PEACE OF MIND WITH A CALIFORNIA ACCREDITED MANAGEMENT FIRM

Today, CACM has a membership of nearly 3,000 California-based professionals focused on supporting the close to 50,000 associations throughout the state.

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CACM offers California community association management firms the opportunity to continually achieve this higher standard of service for their clients through the Accredited Community Management Firm (ACMF) program.

Management at a Higher Level

Empowering Managers. Enriching Communities.

23461 South Pointe Drive, Suite 200 Laguna Hills, CA 92653 949.916.2226 www.cacm.org

ACMF companies can order up to 50 free copies of this brochure quarterly. Or, order 100 brochures at a time for $75. To order, email registration@cacm.org.

ACMF Promotional Tools Provided by CACM

LOOKING FOR A JOB OR A QUALIFIED CANDIDATE? In 2014, 580 community managers posted their résumés to CACM's Career Network. Consider this exclusive job board, designed for the California community management industry, for your next job or candidate search.

We also offer several other tools and services to help companies share their ACMF accomplishment, including: • CACM-generated press releases distributed to media outlets in the company’s area ($300+ value) • ACMF logo (and marketing description) to display proudly on company website and include in collateral and electronic communications • ACMF certificate suitable for framing • Sample letters to announce your achievement to both existing and prospective clients • Free featured listing in the Management Firm E-Marketplace, an online directory where board members and the public can search for a management firm in their area ($350 value) • Visibility on the CACM website, in Vision magazine and in the Resource Guide Learn more about these promotional materials and the accreditation process at www.cacm.org/management-firm.html.

Visit www.cacm.org to get started. 46

Vision Spring 2015 | www.cacm.org

KRigER LAw FiRm, APC · COmmunity ASSOCiAtiOn LAw

Committed to leadership in protecting the rights of clients. • Delinquent Assessments • Annual Retainer Program – Unlimited Phone Calls – Annual Check-Up Meeting – Quarterly Newsletter – Reduced Rates • Fee for Service Program • CC&R Enforcement • Document Revisions • Opinion Letters • Civil Litigation

A PROFESSIONAL CORPORATION

619.589.8800 www.KrigerLawFirm.com

www.cacm.org | Vision Spring 2015 47

CACM Awards First Master Certification Congratulations to

Shaw is the first candidate to achieve the MCAM

CACM’s first Master of

designation, which requires solid expertise in nine key

Community Association

areas of community management:

Management (MCAM®):

•

California law for common interest developments

Darren Shaw, MCAM-LS

•

Financial operations

general manager for

•

Leadership and ethics

the Villages Golf &

•

Facilities and property maintenance

Country Club in San

•

Jose. Shaw is the first

Effective communications with owners, boards of directors and committees

community manager

•

Risk management

in the state to earn the

•

Human resources

MCAM, the highest level

•

Policy Governance

•

Meeting management and records

of professional certification in California’s community association management industry. Shaw said he decided to pursue the MCAM

Candidates for the MCAM must hold CACM’s Certified

designation because he believes management

Community Association Manager (CCAM®) designation

professionals must continue to learn due to the ever-

for at least six consecutive years prior to applying for the

changing landscape of HOA management in California.

MCAM and must pass a three-part assessment consisting of a challenging written exam, a written thesis addressing

“As managers, we often serve as consultants for HOA boards of directors,” Shaw says. “Our credibility

numerous community management issues, and an oral presentation of the thesis before a review panel.

is sustained only when we are able to provide accurate and current information on a wide range of topics that

Candidates must also earn a management Specialty

HOAs encounter on a daily basis. The MCAM designation

Certificate and maintain the MCAM designation through

demonstrates to my homeowners that education is

recertification every three years.

important to me because it will ultimately benefit them.” “The MCAM designation requires the most stringent Shaw has been a Certified Community Association

certification process for community association

Manager (CCAM®) for 12 years and has served as the

managers in the nation,” says Karen Conlon, CACM’s

general manager for the Villages since 2007. The Villages

former President & CEO. “The MCAM is the ultimate

Golf & Country Club is a 55+ community with more than

achievement in association management and represents

2,530 condominiums and single-family homes in addition

our industry’s commitment to continuing education even

to four community centers, two golf courses, tennis

for our most experienced professionals. The designation

complex, bocce courts, clubhouse and pro shop, stables,

is designed to be extremely difficult to achieve because

RV storage area, 2.5 miles of lake shoreline and hiking

our industry must continue to raise the definition of

trails located on 547 acres of recreational hill lands.

what constitutes professional community association management. We congratulate Darren on this wonderful

CACM’s new MCAM certification program was

MCAM designations to equally deserving professionals in

who demonstrate extensive knowledge and experience

the near future.”

in professional management in the state of California. 48

accomplishment and look forward to awarding more

unveiled in 2012 for senior-level community managers

Vision Spring 2015 | www.cacm.org

“We’re a Team of Responsive and Experienced HOA Banking Professionals.” Teresa Powell, Executive Vice President HOA Specialty Banking

Service • Payment Solutions • Loans Revenue Generation • Local Remittance

Kimberly Bohn Senior Vice President, Manager kimberly.bohn @ focusbusinessbank.com 408.200.8730

Geri Kennedy Vice President, Relationship Manager geri.kennedy @ focusbusinessbank.com 408.200.8721

Karl Lofthouse Vice President, HOA Specialty Lender karl.lofthouse @ focusbusinessbank.com 408.200.8744

focusbusinessbank.com 10 Almaden Blvd, Suite 150, San Jose, CA 95113 408.288.5900 Equal Housing Lender | Member FDIC

Continued on page 42

www.cacm.org | Vision Spring 2015 49

MEET A BANK WITH 20 YEARS IN THE NEIGHBORHOOD. No matter what size your community is, managing it can be a daily challenge. Union Bank® Homeowners Association Services is here to help. For over 20 years, we’ve streamlined the assessment collections process for community associations with specialized tools and services powered by Union Bank product solutions and our proprietary Smartstreet® technology platform. We offer a customized HOA lockbox with same-day processing to accelerate payment collection, reduce mail-in times for checks, and provide homeowners with convenient online payment options. Whatever your needs, Union Bank provides solutions that make it easier to control your daily financial operations. Contact us today at 866-210-2333 to learn more. HOAbankers.com Smartstreet.com

Effective General Counsel

Successful Assessment Collection • • • •

• ADA & DEFH Compliance • Amendments to CC&Rs & Bylaws • Architectural Matters • Contracts & Insurance • Elections & Recalls • Employment Law • Legal Opinions

Timely Status Reports Responsive Paralegals Collectibility Analysis Judicial or Non-Judicial Foreclosures • Money Judgment Lawsuits • Small Claims Assistance • Post Judgment Recovery

949.322.6838 • 619.327.9026 • 760.529.5211 www.AttorneyforHOA.com 50

Vision Spring 2015 | www.cacm.org

CHAIR Gordon Goetz, CCAM The Management Trust – Goetz Manderley

Carra Clampitt, CCAM-LS Eugene Burger Management Corporation

VICE CHAIR Kathryn Henricksen, CCAM FirstService Residential California, LLC

John Cligny, CCAM Association Management Company, LLC

Diane Houston, CCAM The Management Trust Transpacific, ACMF

Amber Nelson, CCAM Bay Area Property Services

SECRETARY René Decker, CCAM PowerStone Property Management

Rob Etnyre, CCAM Tahoe Donner Association

Dan Kocal, CCAM The Management Trust

Mary Walker, CCAM MW Consulting

Phyllis Harkins, CCAM Palm Desert Country Club Assn.

Tiffany Lynch, CCAM The Management Trust Transpacific, ACMF

Melinda Young, CCAM, PCAM Walters Management, ACMF

www.cacm.org | Vision Spring 2015 51

Member News

With thousands of members spread out across California, CACM strives to keep in touch with all of our members’ latest happenings.

he Member News page is CACM’s online bulletin board designed to feature our members’ most recent news, both personal and professional. Select stories are also featured in Vision magazine.

Here are some of our latest submissions:

OCTOBER 2014 RICHARD COHEN LANDSCAPE & CONSTRUCTION WINS SIX CLCA AWARDS

• Category: Retail/Office/Industrial Maintenance – Rancho Business Center in Lake Forest • Category: Maintenance Project, over 20 years old, up to $3k/mo. – Town Center Plaza in Santa Ana • Category: Large Residential Installation – The Beudjekian Residence in Dana Point

For more information, please visit www. richardcohenlandscape.com.

DECEMBER 2014 BURDMAN & WARD WELCOMES DEENA KANOFF The attorneys at Burdman & Ward, a CACM affiliate member, warmly welcome Deena Kanoff as their new Executive Director of Business Development.

CACM affiliate member Richard Cohen Landscape & Construction, Inc. has again been recognized for excellence by the California Landscape Contractors Association (CLCA), Orange County chapter. The company took home six 2014 Beautification Awards for various prominent projects in Orange County. Richard Cohen’s awards now total 162 in the past 38 years the company has entered projects. Richard Cohen Landscape & Construction, Inc. won the following awards:

• Category: Residential Landscape Renovation over $100k – The Massa Residence in Coto De Caza • Category: Commercial/Industrial Landscape Renovation – 261 Campus Drive in Irvine • Category: Fountains, Ponds, Streams or Waterfalls – The Beudjekian Residence in Dana Point

Vision Spring 2015 | www.cacm.org

Deena is an industry professional with 20 years of experience in construction and business development in Southern California and Arizona. She has worked closely with many CACM members in the past and looks forward to continuing her relationships with friends and colleagues in her new role. Deena, a longtime resident of Orange County, received a Bachelor of Business Administration and Management from the University of Southern California. She has continued her education with numerous real estate, construction defect, and construction management courses throughout her career. Please join us in welcoming Deena. Learn more about Burdman & Ward at www.burdmanlaw.com.

Paving the way since 1981

MYVENDORCENTER.COM BECOMES FIRST FREE COMPLIANCE SOFTWARE BY ADDING FREE VENDOR ACCOUNTS

CACM affiliate member MyVendorCenter.com®, a popular online program for vendor compliance and project bidding, is now offering a free account option for vendors. Property managers and management firms have always been able to use MyVendorCenter for free – now vendors can too. License #415436

Vendors have access to project management tools including document storage, invitations to projects, a proposal response system, compliance status notifications, the ability to share compliance documents with any client, and more. The only difference with a free account is that a vendor’s compliance documents will not be reviewed by MyVendorCenter’s compliance team. This “unverified” status is clearly labeled for managers who may set compliance verification as a requirement – which costs vendors $99/year, unlike similar services that charge by the client, per project, or include referral fees.

amspaving.com

(800) 357-0711

For more information, visit www.MyVendorCenter.com. To view more recent news, log in to the Members Only section at www.cacm.org. Email communications@cacm.org to learn how you can submit news of your own.

DID YOU KNOW? There are

50,223

community associations in the state that

14.2 million CALIFORNIANS call home www.cacm.org | Vision Spring 2015 53

Oakland Marriott City Center • January 29-30, 2015

The 2015 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; neighbor disputes, conflict resolution; FHA/ADA accommodation dilemmas; 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. For the first time ever, this year’s event featured a Vision Awards program specifically honoring Northern California managers for their outstanding achievements. In addition to honoring these award winners, this event also featured the CCAM Oath Ceremony to recognize managers who recently earned the prestigious CCAM designation. Darren Shaw, CACM’s first MCAM, was also honored for his outstanding professional achievement.

CACM Events App Debut Attendees also had access to the new, free CACM Events app, which housed session materials, speaker and exhibitor information, a schedule of events and an interactive exhibit hall map. The app also featured a photo scavenger hunt game that tasked managers with capturing photo opps throughout the event for a chance to win. Liz DeJesus, CCAM (Action Property Management) captured the most game photos, earning her an iPad; Carol Turley, CCAM (Pajaro Dunes Assn.) was the runner up and took home an iPad mini.

Vision Spring 2015 | www.cacm.org

THANK YOU TO OUR SPONSORS CONFERENCE BAGS

NAMETAG LANYARDS

VISIO N AW A RD W INNERS RISING CHAMPION Garret Satfield, CCAM Folsom

EXCELLENCE IN SERVICE Janet Quinn-Dennis Pittsburg

MANAGERSâ&#x20AC;&#x2122; CHOICE Patti Hoster, CCAM Pleasanton LEADERSHIP AWARD Frank Alioto, III, CCAM Campbell

Robert Dishman, CCAM San Francisco

Bo Banks, CCAM Folsom

Barbara Laurienti, CCAM Santa Maria

Liza DeJesus, CCAM San Francisco

Sarah VanDaele, CCAM Stockton

HALL OF HEROES

WELCOME RECEPTION DRINK TICKETS EmpireWorks Reconstruction and Painting GENERAL LAW SESSION Universal Protection Service The Miller Law Firm CONCURRENT SESSION New Pipes, Inc. ServiceMaster Restoration Services Securitas Security Services USA, Inc. A Plus Tree, Inc. Kevin Hennessy Insurance Services Roofworks & Construction, Inc. CONTINENTAL BREAKFAST General Construction Services, Inc. JPA Landscape & Construction, Inc. WELCOME RECEPTION B. Taylor Painting CID Insurance Programs, Inc. Kelly-Moore Paint Co., Inc. Roofworks & Construction, Inc. Total Building Care, Inc.

Booth Contest Winners (pictured left) 1st Place: Hughes Gill 2nd Place: RFI Construction 3rd Place: Pro Solutions Honorable Mention: Axis Construction

EXHIBIT HALL LUNCHEON CMA Consulting R.E. Broocker Co., Inc. REFRESHMENTS Unlimited Property Services, Inc. www.cacm.org | Vision Spring 2015 55

Whatâ&#x20AC;&#x2122;s the best way to stay connected to CACM? You decide!

Join our email lists

Find us on Facebook

Email communications@cacm.org for info.

facebook.com/CACMchat

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@CACMchat

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A.S.A.P. Collection Services.....................................................................................................57 Ameristar Fence Products........................................................................................................42 AMS Paving, Inc........................................................................................................................53 Association Lien Services.........................................................................................................41 Berding | Weil..............................................................................................................................5 Berg Insurance Agency............................................................................................................47 CID Insurance Programs, Inc...................................................................................................27 CiraConnect................................................................................................................................6 Community Legal Advisors, Inc...............................................................................................50 Focus Business Bank................................................................................................................49 Heritage Bank...........................................................................................................................11 Kriger Law Firm.........................................................................................................................47 MPS Financial, LLC...................................................................................................................47 Mutual of Omaha Bank..............................................................................................................6 Neuland & Whitney..................................................................................................................38 Pacific Utility Audit....................................................................................................................40 Pacific Western Bank................................................................................................................44

Santa Cruz Specializes

Page-per-Page..........................................................................................................................11

Oops! Managers Jennifer Stearns, CCAM

Parcelquest................................................................................................................................35

and Gina Poli, CCAM both from Shoreline

Peters & Freedman, LLP...........................................................................................................34

Property Management, Inc. in Santa Cruz are

Rankin, Law Offices of Ann .....................................................................................................53

proud of their achievement. We apologize for

Real Estate Data Solutions.........................................................................................................3

missing their location on the infographic in

Reserve Studies, Inc..................................................................................................................50

the 2014 Fall Vision article, Step it up with a

Saber Concrete Grinding.........................................................................................................40

Specialty Certificate.

Seabreeze Patio Furniture........................................................................................................38 Stagecoach Wireless................................................................................................................49

Specialty Certificate Update: Since the article

State Restoration, Inc...............................................................................................................35

nine more CCAMs have earned a Specialty

Sunset Landscape Maintenance, Inc......................................................................................41

Certificate and 11 more have applied!

Union Bank................................................................................................................................50

www.cacm.org | Vision Spring 2015 57

Meet CACM’s New Business Relationship Manager!

sales. “Melissa impressed us with her understanding of our value proposition to members, her innate sense for new service lines and an unabashed ethic for customer service,” according to David Zepponi, CEO & President of CACM.

With nearly 3,000 members statewide, providing excellent service to fulfill our members’ individual needs could be construed as a daunting task. But not for Melissa Hurtado! You may already know her from her past work here at CACM. Melissa has been part of the team for over three years having started as an Education Coordinator and quickly working her way up to Office Manager. In her new role as Business Relationship Manager, Hurtado is responsible for membership development and association

Vision Spring 2015 | www.cacm.org

If you are looking for ways to maximize your membership, find resources or tools to be more effective in your career path or need advice on the hot trends that are impacting our industry, call Melissa. She is here to help our members enjoy the full range of benefits CACM has to offer. And Melissa understands your needs! She came to CACM with an impressive background in multi-family community management as a Community Manager and Sales Manager earning the President’s award for her team. Please join us in welcoming Melissa to her new role here at CACM. If you haven’t spoken with Melissa yet, you may reach her at 949.916.2226, ext. 318 or contact her via email at mhurtado@cacm.org.

You’ve taken the classes. You’ve earned the certification. Now put that knowledge to work.

As a confident community management professional, you need a way to showcase your expertise in front of the industry’s finest. CACM’s Career Network is the exclusive online job board for the California community management industry, ensuring those who matter most in the industry see your résumé. If you’re out of work or have acquaintances looking for a career in the community management field, don’t settle for the one-size-fits-all approach of mega job boards. Job seekers can access free and confidential résumé posting, receive automated weekly email notifications of new job listings, and save jobs for later review. To find a career opportunity tailored to your expertise, visit the CACM Career Network today.

www.cacm.org www.cacm.org | Vision Spring 2015 59

Empowering Managers. Enriching Communities.

23461 South Pointe Drive, Ste. 200 Laguna Hills, CA 92653

JOIN US AT

CACM’s 2015 Spring Regional Forums! Why attend a CACM Regional Forum?

• Learn and earn 2 CEUs toward your professional recertification • Enjoy time networking and having a meal with your peers • Build your vendor contact file and increase your knowledge of industry products and services

This is the perfect opportunity to stay up-to-date on current issues affecting community management in your California communities and connect with local colleagues. Learn more and register now at www.cacm.org.

Construction Projects: Managing the (Practically) Unmanageable Doubletree, Culver City May 12 • 11:30 am – 1:30 pm Sterling Hills Wedgewood Banquet Center, Camarillo May 13 • 11:30 am – 1:30 pm The Experts’ Approach to Roofing, Paving& Painting Crown Plaza, Concord May 19 • 11:30 am – 1:30 pm Hyatt Regency, Sacramento May 20 • 9:00 – 11:00 am

Understandingthe Life of an HOA: FromDevelopment toMaturity Part 1: NewDevelopments Hilton Orange County, Costa Mesa June 4 • 11:30 am – 1:30 pm Applying“Smart City” Technology toYour Association Hilton Mission Valley, San Diego June 9 • 11:30 am – 1:30 pm IncreasingEfficiency: HowtoClarify Your Role andStreamline Meetings Bellatrix/Classic Club, Palm Desert June 16 • 8:00 am – 10:00 am

We hate goodbyes! So donâ&#x20AC;&#x2122;t make us say it!

This is your last issue of Vision and we hate to see you go. Maintain your access to exclusive beneďŹ ts and enjoy the opportunities geared toward advancing your career, exposing you to new ideas, keeping you up to date on best practices and connecting you with valuable contacts by renewing your membership today!

Contact Adele Kellick at akellick@cacm.org to learn how you can reinstate your membership.

Your Successful Career Path Ahead

CCAM MCAM

Specialty

ACMF

How will you navigate through some of the bumps, dips and curves of your career?

CACM has you covered! Learn more at www.cacm.org

Vision Magazine Spring 2015

Articles inside

From the Roundtable

Public Recognition for Your Profession

Member News

CACM A wards First Master Certification

Thank You to Our Sponsors

Spotlight on Education: Broadcast Your Expertise. Boost Your Career. Build New Skills

President’s Message

In the Boardroom: Utilizing the Professional Guide at Your Side