SUMMER 2013 THE VOICE OF CALIFORNIA COMMUNITY MANAGERS
PLANT SEEDS, WATER OFTEN How to Nurture Change Management
2012 ANNUAL REPORT Organizational Stats, Figures & Highlights
IT’S NOT ME, IT’S YOU Identify & Adapt to All Personality Types
Change Change HOW YOU THINK ABOUT
22nd ANNUAL STATEWIDE
EXPO & CONFERENCE
JULY 25-26, 2013 THE DISNEYLAND HOTEL ANAHEIM
This year’s Statewide Expo & Conference will bring together community management professionals from around the state for two days of learning, networking and inspiration. This is a prime opportunity to grow personally and professionally:
• Participate in legal round tables, or attend sessions featuring expert speakers on social media tools, making money in bankruptcy, and recruiting, training and retaining volunteers.
• Experience the Havana Nights Exhibit Hall, where you’ll meet the industry’s leading product and service providers.
• Gain valuable perspective at the closing Leadership Summit, an insightful conversation with industry thought leaders who will share their views on technological innovation, standard of care, client management and strategies for meeting the challenges ahead.
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• Cheers to new friends and applaud deserving colleagues at the Vision Awards Reception & Program. This year, award presentations will occur throughout an extended cocktail reception and all event registrants are invited to attend.
• Shake hands with new professional contacts, or catch up with old friends, during the many networking and social opportunities.
Register now at www.cacm.org.
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SUMMER 2O13
F E AT U R E S
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Change How You Think About Change
NEWS BITS
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Thank You to Our Sponsors
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Congratulations Managers
14 The New Normal The evolution of HOA living from choice to necessity
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Accredited Community Management Firms
20 The Art of Self-Promotion
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New Manager & Management Firm Council Members
46
New Affiliate Members
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Reserve Funding Percentages How Do Your California Associations Stack Up?
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2013 Southern California Law Seminar
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Member News
By Michael Canic
By Vicki MacHale, CCAM
By Lori Storm, CCAM
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Rigor Matters
By Rob Stott
24 Personality Type Diversity Turn a challenge into an advantage
By Karen & O’Leary Logan
40 Planting Seeds of Change Reap the benefits of proactive change management
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By Tara Graviss, CCAM
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33 2012 Annual Report
D E PA RT M E N T S
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President’s Message
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From the Roundtable
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Summer Calendar: Northern California
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In the Boardroom: Set the Tone for Teamwork in Your Association
By Karen D. Conlon, CCAM
A Message from the Board
By Sascha Macias, CCAM
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Spotlight on Education: Introducing CACM’s Newest Course
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Manager Member Spotlight An Industry Educator with a Legacy of Giving
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Affiliate Member Spotlight A Business Owner Bent on Helping Thousands
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Summer Calendar: Southern California
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Advertiser Index
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Vision
THE VOICE OF CALIFORNIA COMMUNITY MANAGERS
Summer 2013 • vol. 22, no. 2
President & CEO | Karen D. Conlon, CCAM Vice President | Vicki Hite, CAE, CCAM
Managing Editor | Brenda K. Teter
Assistant Editor | Emily Stegman
Advertising | Brenda K. Teter
Editorial Advisory Committee Brian C. Blackwell, CCAM West Coast Management Firm, Inc.
Vicki MacHale, CCAM ARK Management
Matt Davenport Monarch Environmental, Inc.
Sascha Macias, CCAM Merit Property Management, ACMF
Bobbie Gaffney, CCAM, PCAM The Gaffney Group, Inc.
Clint McClure, CCAM McClure Management, Inc.
Patty Garcia, CCAM, PCAM MCM, LLC
Oana Mitchell, CCAM MCM, LLC
Tara Graviss, CCAM Walters Management, ACMF
Susan Sharp, CCAM J.D. Richardson Company
Dean Jackson, CCAM Pacific Park Plaza HOA
Lori Storm, CCAM Merit Property Management, ACMF
Kay Ladner, CCAM Desert Horizons OA
Vision magazine is published by CACM four times annually to members, affiliates and supporters of the California Association of Community Managers. Magazine content ©2013 CACM. All rights reserved. No part of this publication may be reproduced without written permission from CACM. Opinions expressed by authors do not necessarily reflect the policies of CACM. Mention of any product does not constitute an endorsement by CACM. CACM assumes no responsibility for return of photos or art and reserves the right to reject any editorial or advertising materials. CACM does not assume responsibility for the accuracy of articles, events or announcements listed. Please address comments and suggestions to: California Association of Community Managers, Inc. 23461 South Pointe Drive, Ste. 200, Laguna Hills, CA 92653 800.363.9771 • 949.916.2226 • Fax 949.916.5557 • bteter@cacm.org Attn: Brenda K. Teter About CACM Founded in 1991, the California Association of Community Managers, Inc.SM (CACM), is the only organization in California whose membership is comprised entirely of community association managers and association practitioners. CACM empowers a network of community management professionals working in large scale, portfolio, resort and high rise homeowners associations to share and apply California’s most effective community management practices. CACM is the leading resource for California-specific education, events, activities, products, services and networking opportunities to help managers and management companies achieve excellence in the industry. Learn more at www.cacm.org, or email info@cacm.org. Do we know where you are? Attention CACM members: Have you changed jobs or moved to a new location? Go to www.cacm.org and update your profile so you don’t miss your next Vision magazine or any other important CACM communications.
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Masters of Change
C
hange – it’s not a four-letter word, but it can often be met with the same amount of discomfort and resistance. It’s not uncommon for people to have adverse physical, mental and emotional reactions to change, and it can be a challenge to see the positive outcome when you’re in the midst of adjusting. But, believe it or not, you already have the skills you need to conquer any type of change. That’s right: As a community manager, you are already a master of change. In this industry, legislation evolves year after year and the wants and needs of your clients force you to shift with each call, email and association board meeting. As a member of CACM, you are connected to the latest legislative developments and have access to comprehensive continuing education to stay up-to-date on industry best practices. In addition, you are already adept at listening to your clients – both board members and homeowners – and changing the way you approach each of their problems. Different people require different solutions, and community managers have the know-how to shift perspectives multiple times per day to meet client demands. (If you want to improve these skills, CACM’s Enhance Your Professional Presence course can help. See pages 28 and 55 for upcoming offerings). To put it simply, change is the very nature of your job, and no matter where you are in your career, you have already developed key ways to manage change on a daily basis. And, on a positive note, this constant change allows you to enjoy great variety in your career, and the flexibility you’ve learned to apply at work can also serve you well in adapting to other unexpected situations. This industry will undoubtedly continue to change with the passing years, and you may be apprehensive about entering the uncharted territory ahead (i.e., working with the recodified Davis-Stirling Act). But, remember that change is temporary and you will get through it. Remain confident in the change management skills you have already acquired, and rest assured that CACM will work to support you through all the changes ahead.
Karen D. Conlon, CCAM President & CEO
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Organizations (homeowners associations included) are consta change. So what do you as a business leader/community man change? Sit up straight and pay attention, because it may be If you’re questioning why #1 your organization Be uncomfortable needs to change, when you're we’ve identified your comfortable. problem: complacency. When things are going well and there are no major problems, it’s easy to succumb to it. Yet complacency is like a narcotic that dulls the drive for change. It dulls your vigilance for the need to change and slows your reaction when the need for change arises. Consider Swiss watches. The Swiss dominated the worldwide watch industry from the early 1900s through the 1960s. In 1968, Swiss watches accounted for more than 65% of worldwide sales and more than 80% of profits. Why? Meticulously crafted watches that were both very accurate and long lasting. The Swiss were so confident in their superior craftsmanship that when newly invented quartz movement watches were unveiled at the World Watch Congress, Swiss manufacturers rejected the concept outright. How could those cheap electronic devices possibly compete with the springs,
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gears and bearings of a finely crafted Swiss watch? Seiko, a Japanese company, saw things differently. They realized that not only were quartz watches simpler and less expensive to produce, but they were more accurate than purely mechanical watches. Seiko pounced on the opportunity. By 1980, Swiss watches accounted for less than 10% of worldwide sales and less than 20% of profits. Eighty percent of the jobs in the Swiss watchmaking industry disappeared. But here’s the great irony: electronic, quartz watches were invented by the Swiss. Complacency kills. Be uncomfortable when you’re comfortable. When you’re comfortable, you lose your edge and become vulnerable. Find the pain that will drive you to change.
What to Do: When you sense your team getting complacent, try the following exercise: Break them into two groups – two fictitious companies – and give them 90 minutes to figure out how they would crush you as a competitor. What would they do related to products, processes, structure and people?
BY MICHAEL CANIC
antly challenged by the forces, fall-out and fulfillment of nager truly need to know about the what, why and how of different from what you think. I’ll offer you a job blending drinks for #2 four hours a day at a Don't beachside hut on a safe assume and stable Caribbean island. people resist I’ll pay you $10 million per change year and give you a threeyear guaranteed contract. Of course I’ll cover your moving expenses, return trips home and private schooling for your children. Did I mention the generous pension plan and platinum medical benefits? Can you imagine a bigger change in your life? I’ll bet a lot of people would jump at that offer. People don’t resist change. They resist change they don’t think is in their best interests. We try to sell people on the benefits of change, but what are the benefits to them? And what are the costs? Uncertainty makes people fearful so they resist the change that causes it. When an organization announces a major change, it’s natural for people to think: Will I like it? Will I be good at it? Will it be easy to learn? Will it affect my job security? Will I have the same status? Uncertainty makes people feel insecure. And people who feel insecure resist change.
What to Do: Communicate, communicate, communicate – in groups and one-on-one. Emphasize the “why” of change. What are the consequences (i.e., pros and cons) for them and the organization, of changing or not changing? Acknowledge their concerns. Discuss how to address them. A common temptation when #3 implementing change Don’t get is to focus on getting everyone on the naysayers on board board. Turn around the naysayers, goes the thinking, and the organization will be more likely to change. Don’t bother. When you focus on the naysayers you neglect the promoters of change. Feeling neglected, even the most passionate of promoters will eventually surrender; disillusioned that management let them down. Encourage the promoters, support and coach them, and then visibly recognize and celebrate their successes. By doing that you create the pull for change that Continued on page 10
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Change How You Think About Change Continued from page 9
attracts the mass of people you want to influence. If you try to push change on the naysayers, they push back. Don’t feed that dynamic. You don’t need to get everyone on board. What you need is critical mass. Once you’ve achieved it, then the naysayers become outliers. Now, there’s a fork in the road. Either they get with the change – and they’re welcomed with open arms if they do – or management helps them exercise other career options.
What to Do: Identify the promoters of change early on. Select people who are highly capable, well-respected and strong influencers to spearhead the effort. Give them lots of encouragement, support and recognition.
Every organization I have ever worked with takes on #4 too much. Too many strategies, Do less, too many projects, too much change. take more time, And for some reason, everything use more needs to get done yesterday. Oh, resources and by who? Of course, the usual cadre of get-it-done types who we continually bury. So what’s the solution? Do less, take longer, use more resources. What?! What kind of counter-intuitive, capitulating leadership mantra is that? Depending on your history, it could be the right one. If your track record is one of being overly ambitious and not meeting those ambitions, then your track record is failure. This means your people come to expect failure, and you create that culture of failure. Create the conditions for success. That doesn’t mean the goal is to accomplish whatever, whenever with how-much-of-ever. It means reflecting on the past and recalibrating your thinking: What can we realistically get done, by when, given available resources and the myriad of other demands? Factor in how you typically overestimate what can get done and underestimate the time and resources required to do it.
What to Do: Rate every potential change initiative against a set of criteria: cost, people resources, time, organizational trauma, probability of success, payoff, urgency and strategic necessity. Based on total available resources, decide which initiatives you will take on and which get deferred.
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Aligning for Change Before starting to implement your change initiative, ask yourself the following questions: 1. Do my people understand the rationale for change? 2. Do they know what success looks like? 3. Do they know specifically what’s expected of them? 4. Do they have the skills, authority and resources to succeed? 5. Do they see it’s in their best interest to change? 6. How will we provide feedback and guidance to help them improve? 7. How will we recognize and celebrate progress and success? 8. How will we hold people constructively accountable? 9. Are our processes and policies aligned to support change? 10. Are our facilities and equipment aligned to support change? 11. Is our organizational structure aligned to support change?
“I don’t like to micromanage,” says the leader. “I like to give my #5 people the freedom they need to get Put the exec things done.” in execute We all know that to get the most from our people we have to empower them. Yet, so-called empowerment can quickly turn into abandonment, and abandonment leads to failure. Too many leaders dismiss the execution of change as merely tactical – something to be left to their people. Unsurprisingly, they fall out of touch and the change initiative flounders. They’ve fooled themselves into thinking that leadership no longer involves leading. Employees want to feel empowered but not abandoned. The role of an executive sponsor is to continually provide guidance, offer support, remove obstacles, monitor progress and recognize
successes. In short, a leader has to stay engaged, even when they empower their people. And staying engaged sends a strong message about the importance of the initiative and the people working on it.
What to Do: Validate that your people are clear about the objectives and scope of the change initiative. Determine up front what guidance, support and resources they need. Regularly attend team “progress tracking” meetings to keep a pulse on execution and to recognize successes. Look back at the history of major change initiatives: quality (67% failure rate), acquisitions (77%), IT implementations (85%), strategic planning (75%). Discouragingly familiar, isn’t it? Most change initiatives fail. Why? In a word: inconsistency. Organizations that fail take a piecemeal approach to change. They put everyone through training, or form teams, or have managers continually promote the change. Yet taking a piecemeal approach leaves other things misaligned: “I’ve been through lean training, but the only thing that seems to matter is getting the product out the door.” “I’m supposed to be on a lean team, but no
#6 Create alignment to create change
one has the time to meet.” “My manager says lean is important, but no one’s held accountable for waste and rework.” Unwittingly, leaders send mixed messages about what’s important and what isn’t. When they send mixed messages it demotivates their people, kills their credibility and undermines their efforts. The change initiative withers and dies.
What to Do: Alignment means more than just a pinch of training, a dash of teamwork and a dollop of communications. It takes a systematic approach to aligning everything that impacts people with the desired outcome (see “Aligning for Change” at left). Ultimately, it all starts with you: maintaining a healthy level of discomfort; understanding the dynamics of people and change; not being overly ambitious; staying engaged; and recognizing that consistently aligning everything with success is the best predictor of success. Michael Canic is co-founder and president of Bridgeway Leadership (www.bridgewayleadership.com), a strategy and execution consulting firm with offices in the U.S. and Canada. Bridgeway’s purpose: Making strategy happen through a relentless focus on alignment, commitment and execution. Michael can be reached at mcanic@bridgewayleadership.com or by text/phone at 303.947.4999.
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O
ver the last few months, CACM’s Board of Directors has been responding to various communications pertaining to organizational operation, financial accountability, affiliate member oversight, policies regarding Board and Committee Member participation and adherence to CACM’s Code of Ethics. The good news about being asked these types of questions is that there is great benefit to reviewing our governing policies and our commitment to the industry and to you, the CACM member. And with review comes the question, should anything be changed? This edition of Vision magazine is about change. A quick Google search Collectively will illustrate how many wise people we work have eloquently commented to ensure that about change, and there seems any and all to be a common understanding: change supports Before you can change where our primary you are going, you have to know purpose. where you are. Fortunately for the Board of Directors, our Global Ends Statement (similar to a mission statement, but reflective of Policy Governance® structure) provides a firm foundation for where we are standing and where we need to go. Our Global Ends Statement reads: CACM exists so that members enjoy an environment necessary for professional success. Following that main premise, there are further descriptive statements (all equally important and not in order of any priority): • Members have the knowledge/skills necessary for professional success • There is public recognition of the importance of the community management profession • There are recognized standards of competence for the California community management profession • Members (individuals and firms) receive benefits and value for their investments • Public policy and legislation are favorable to the CACM members
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Based on our Global Ends Statement, everywhere we need to go is predicated on changes – changes in the economy, changes in the legislature, changes in HOA client demographics, changes in the CID industry and changes in our member demographics. To respond to and prepare for the future growth and ongoing development of the membership, just a few recent changes include: the reduction of the number of CACM Board Members; the establishment of term limits; the acknowledgement that Board Members should not serve on the Professional Standards Committee (PSC); the development of a formal investment policy; a review and update of the Sample Management Retainer; the commencement of a significant public relations campaign; and the constant, ongoing review and consideration of all Board policies. Of course, these changes simply reflect Board activity. Overall, CACM has implemented many new changes, including (but not limited to): an expanded educational curriculum; more online class opportunities; a restructuring of the Statewide Expo & Conference; a greatly improved and user-friendly website; increased electronic “touches” with membership; and new certification programs, including the introduction of the MCAM. Almost all of these changes (improvements may be a better word choice) have been implemented in the last two to three years – all while maintaining membership dues at the same rate for the past seven years. Current members of the Board of Directors, along with those before and those to follow, consist of Certified Community Association Managers (CCAMs) actively engaged in the CID industry – just like the members we serve. Individually, each of us may at times embrace, encourage, shun, deny, rebel or resist change, but collectively we work to ensure that any and all change supports our primary purpose.
On behalf of the CACM Board, Melinda Young, CCAM, PCAM Board Chair
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The evolution By Vicki MacHale, CCAM
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n of HOA living from choice to necessity
BY VICKI MacHALE, CCAM
hile a day in the life of a community association manager has always been filled with minefields in managing expectations, the job used to be simpler and less volatile. When I entered the common interest development (CID) industry in 1992, our economy was recovering from a recession and new communities were being built at the speed of light. The ratio of HOAs to non-HOAs was about three to one, and purchasers had a choice, albeit a dwindling one, in terms of deed vs. non-deed restricted living. While large-scale conflict sometimes arose within a community, it was the exception, rather than the rule. While there are many outside influences that have lead us to where we are today, the biggest factors in the upswing of conflict within community associations is the continued demise of non-deed restricted communities. This has little to do with the clamoring of homebuyers jumping up and down for the opportunity to live in an HOA, but instead has everything to do with local governments using HOAs to combat the effects of Proposition 13 and their loss of state funding for local amenities. In their quest for buffering the effect of a stagnant tax base, local governments have had to become extremely adept at shifting infrastructure responsibility onto the association. They do so to maximize their use of tax revenue through the requirement that most new developments be deed restricted. With the ever-growing popularity of private streets and gates, law enforcement for parking, speed and noise issues is abated, and members must hire private companies for enforcement
– all at an additional cost. Responsibility for the streets, street lights, gates, draining systems, etc. have driven up the levels of assessments and reserve funding for these components. As more homeowners are living in HOAs and differences over enforcement or personal feelings toward specific rules and regulations escalate, dissatisfaction has led to complaints to industry legislators. Legislators, in their desire to satisfy constituents, have steadily passed legislation that has led to further increases for administrative oversight and management of governance practices. These legislators continue their efforts, all the while knowing municipalities could not function were they to assume the burden that HOAs have taken off of their hands. Social media and other forms of information have brought issues into the open, and board members are now aware that dealing with people, parking and pets is not unique to their community. In many ways it has brought a sense of camaraderie, yet it has also created a misplaced idea that legal advice is now free, at the touch of a button. Legal opinions gathered off the Internet are often brandished by homeowners and board members alike in addressing a situation. Quite often the “one size fits all� solutions, are not apropos to a community, or are simply one piece of the big picture, and these generalities can have a negative result. The recession, bad debt, foreclosures and a slow recovery have further created walls, as the need to place blame often overrules common sense. The desire for instant gratification often places focus on dealing with the wants of one rather than addressing the needs of many. Continued on page 16 www.cacm.org | Vision Summer 2013
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The New Normal Continued from page 15 Managers are being asked to do more with less as communities continue to tighten their belts to keep costs down for homeowners. Part of the fall out has resulted in a steady decline in management fees driven by all of these factors, as well as fees falling below the minimum standards identified in the California Department of Real Estate Operating Cost Manual. So where am I going with all of this? As I read through my comments, I can’t help but wonder why I do this job, and perhaps you are wondering, too? If I’m being honest, I know why: I like a challenge; I like the freedom to create. I am a little old to change my career at this point, but mostly, it’s in my blood and has become a part of who I am. While we do have to deal with the fallout of the cause and effect outlined in this article, if truth be told, it is the vocal minority that actually cause the majority of stress and absorb the time that could be better spent working with those who really appreciate our efforts, or who live in harmony with their neighbors. As a relatively young industry, community management is still going through the school of hard knocks. Ultimately, things will stabilize and we will emerge stronger and better able to handle the next crisis. Until then, keep putting one foot in front of the other, and remember, just like our world, it all started with a Big Bang! Vicki MacHale, CCAM, is the Executive Director of ARK Management, a subsidiary of Stos Robinson Companies, in Cardiff by the Sea.
5/15/13 10:42 AM
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92
THE NUMBERED CIVIL CODE SECTIONS IN THE CURRENT DAVIS-STIRLING ACT
205 THE NUMBERED CIVIL CODE SECTIONS IN THE RECODIFIED DAVIS-STIRLING ACT
Does this mean there are 113 new codes being added — the difference between 205 and 92?
DAVISSTIRLING 101 Actually there are less than a few dozen numbered code sections that have been added to the new Davis-Stirling Act. The remaining variance is related to code sections being broken down differently, with some being combined, moved or broken into multiple numbered code sections. Source: Sandra Gottlieb, Esq., Swedelson Gottlieb
CACM’s Davis-Stirling Recodification Table can help you adapt to the changes before they go into effect on January 1, 2014. Download yours at www.cacm.org in the Resources section.
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PROUDLY DISPLAY YOUR PROFESSIONALISM Here are a few ideas for displaying your accomplishments and promoting your professionalism among your board members:
1 2 3 4
5
6
7
20
Frame and display your CCAM, MCAM and Specialty Certificates in your office. Include a copy of your certificates in your board packet as you earn them. Take a note from Steven Shuey (see page 21, bottom right), and wear your CACM member pin or CCAM or MCAM certification pin to your board meetings and other professional functions. Include the CCAM or MCAM logo on your business card and in your email signature block. Email certification@cacm.org for your copy. Request complimentary copies of the “Is Your Community Manager Certified?” brochure from CACM for inclusion with your annual certification status disclosure. This handy resource details the reasons why board members benefit from working with a certified manager like you. If you work for a management company that is accredited, display the Accredited Community Management Firm (ACMF) logo on your website and letterhead. (If your company is not an ACMF, encourage them to achieve this distinction. Learn more at www.cacm.org.) Download copies of Vision magazine’s “In the Boardroom” articles to share with your boards. These quarterly articles are intended to provide key trends, tips and practical advice to board members on a variety of subjects. Including these in your board packets shows you’re invested in your board’s success. Refer your boards to the Resource Section at www.cacm.org. Here, they’ll find several useful tools, including a Sample Management Retainer, industry data and a full “In the Boardroom” archive to browse. Vision Summer 2013 | www.cacm.org
The Art of Self Promo Many of us consider our certification process a rite of passage into professional community association management. We study our coursework and take the oath at the annual meeting. Once we pass that milestone, we seldom think about it again. Even continuing education can be just something that we fit into our schedule as best we can. We don’t often consider our profession from the outside looking in. Let’s stop for a moment and do just that.
otion
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ur association boards expect us to be certified managers. We disclose this information to them on an annual basis, but do they really understand what it means? I think we do our clients and ourselves a disservice if we don’t keep them informed about the value of our education and professional affiliation. Here are some ways to keep your clients informed about your education:
• Put the name of the courses and seminars you attend in your manager report and include a sentence or two about the highlights of what you learned. Your boards will gain an appreciation of the diverse education you receive.
• Add a short article to the association’s newsletter whenever you attend these courses as well. Residents will also realize there is a depth to your understanding of the profession that they may not have been aware of.
• Include a more detailed debriefing for the boards after you attend the CACM Law Seminar. Let them know what laws are coming on board, and how they will affect their community. You should also alert them to case law that may apply to them as well.
• Include in your discussions with the board any conversations you have with industry professionals that would pertain to their situations. For instance, you might mention that you ran into their insurance broker at a recent tradeshow and talked to him in depth about their concerns regarding Fidelity coverage. Or that you happened to chat with a submetering vendor regarding the association’s needs who said she would be happy to provide the board an analysis of the costs and benefits of adding such a system.
BY LORI STORM, CCAM
It can be a challenge to step into what many might view as self-promotion, but if you look at it from the viewpoint of the associations, they are benefiting from your desire to share your knowledge and ongoing learning. You can’t always know which bit of information you have gained will be of value to your clients, so why not ensure you share it all with them. Lori R. Storm, CCAM, is a community manager with Merit Property Management, ACMF, in Gold River.
WHY I WEAR MY CCAM PIN EVERY DAY In my experience, I have seen how I am treated differently than my peers merely because they see me as “the professional” in the room. They notice that I am wearing a designation pin on my lapel. I wear my pin every work day. I treat it like a standard piece of jewelry… for some it is a ring, for ladies it is earrings, for me it is my CCAM designation pin (yes, I also wear my PCAM pin, but this is a CACM article). Mark my words: If you start wearing your designation pin every day, before long you too will notice that you are being treated differently. It is like a silent, unspoken message that announces your professionalism. STEVEN SHUEY, CCAM, PCAM www.cacm.org | Vision Summer 2013
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WHICH WOULD YOU RATHER PURSUE: A designation anyone can obtain with an application and a checkbook? Or, a certification program that gives you a comprehensive overview of the industry, challenges you to apply what you learn, and keeps you committed to continuing education? According to the study mentioned here, many association members would prefer the latter, which is why CACM strives to give the CCAM, Specialty Certificate and MCAM programs a "rigor level" our members can be proud of. 22
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A recent study from the ASAE Foundation and North Carolina State University shows that members find greater value in a difficult credentialing program.
RIGOR matters BY ROB STOTT
E
ach year, associations put a vast amount of time and resources into the development and administration of credentialing programs. With a wide variety of program models available, it’s important for an organization to understand what its members find most valuable. The ASAE Foundation, in conjunction with the North Carolina State University’s Institute for Nonprofits, recently completed a study that dove into the perceived and actual benefits of credentialing programs to membership associations; how they affect member recruitment, retention, and engagement; and what impact the rigor level has on the value of the credential. To gather data, researchers administered two web-based surveys – one to association leaders, the other to managers of credentialing programs – and conducted telephone interviews and an analysis of websites and application documents from 228 credentialing programs. “The report provides strong evidence that there are a myriad of benefits to associations from their sponsorship or management of a credentialing program,”
says Mary Tschirhart, Ph.D., the institute’s director. “These benefits go beyond the net financial gain for those who want the program to do more than break even. A credentialing program can also enhance an association’s visibility; increase the recruitment, retention, and involvement of association members; and bring other benefits.” Findings from the report show a direct correlation between the credentialing program’s rigor level and the level of benefit reported by members. “In general, the more difficult it is to obtain and keep a credential, the more value it offers to the association and to the credential holder,” says Tschirhart. “Those that simply require the payment of a fee and an easy application have the least reported benefits.” The characteristics of a credentialing program can influence its perceived value to your members, says Tschirhart. “These findings can inform the design and delivery of a credentialing program to maximize the benefits of most interest.” Rob Stott is editorial assistant at Associations Now in Washington, DC (email: rstott@asaecenter.org).
show your support
Thank You to Our Sponsors
Thank you to our 2013 first 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. Allana Buick & Bers, Inc.
OCBS, Inc.
ASR Construction
Pacific Green Landscape, Inc.
Bald Eagle Security Services, Inc.
Pacific Western Bank
Borg Fence
Payne Pest Management
DM Construction Services
PrimeCo Painting and Construction
Enviro Views, Inc.
Roofworks & Construction, Inc.
First Bank
Seacoast Commerce Bank
Flynn Williams Riley LLP
Serpico Landscaping, Inc.
Fontaine Weatherproofing, Inc.
Silldorf & Levine, LLP
Kelly-Moore Paint Co., Inc.
Statcomm Inc.
Mission Landscape Companies, Inc. Tierra Verde Resources, Inc. Mutual of Omaha Bank
Western Gardens Landscaping, Inc.
Nautilus General Contractors, Inc.
Reprinted with permission. Copyright, ASAE: The Center for Association Leadership, November 2012, Washington, DC.
achieving professional excellence
Congratulations Managers
It is with pride that we recognize managers who have taken the next step in their professional career by pursuing advanced educational opportunities. Congratulations to our newest Certified Community Association Manager (CCAM) and Specialty Certificate recipients for the first quarter of 2013.
New CCAMs
Scott M. Jefferson, CCAM
Matthew L. Amos, CCAM
Jeff Karimi, CCAM
Portfolio Specialty Certificate
Connie Asano, CCAM
Monique Kerrigan, CCAM
Khatidja "Rosy" Amlani, CCAM
Jerson Q. Barcelon, CCAM
Barbara T. Laurienti, CCAM
Suzette Beck, CCAM
Cristie L. McAlester, CCAM
Lori Berger, CCAM
Lisa E. McBee, CCAM
Lauren Berry, CCAM
Debra Miles, CCAM
Giovanna Etelvina Borgna, CCAM
Brenda O'Malley, CCAM
Bob Burton, CCAM
Cynthia L. Parker, CCAM
Courtney R. Chastain, CCAM
Kimberly Parsons, CCAM
Amanda Crisp, CCAM
Heather Peters, CCAM
Jeff DeMers, CCAM
Evette Pope, CCAM
Meg Flanagan, CCAM
Lindsey Ryan, CCAM
Tamara L. Fontenot, CCAM
Jon Sabo, CCAM
Keri Frediani, CCAM
Crystal J. Shuman, CCAM
Elizabeth P. Gomez, CCAM
Rob N. Tritz, CCAM
Todd F. Greisen, CCAM
Janine Dee Weston, CCAM
Large Scale Specialty Certificate Susan Janowicz, CCAM Rigo Macias, CCAM Diana L. Wright, CCAM
High Rise Specialty Certificate Bonnie Demers, CCAM Ronnie Rosen, CCAM
CACM Certification Programs Want to enhance your career and display a competitive edge? CACM offers three credentialing programs for community managers: the Certified Community Association Manager (CCAM) certification, Specialty Certificate Programs, and the Master of Community Association Management (MCAM) certification. Learn more about these programs at www.cacm.org.
www.cacm.org | Vision Summer 2013
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AMIABLE
EXPRES
DRIVEN
24
A N A LY Z E R
Vision Summer 2013 | www.cacm.org
PERSONALITY TYPE
TURN A CHALLENGE INTO AN ADVANTAGE
SSER
Community managers work with an amazing variety of people in their day-to-day world. You probably have many stories of challenging, humorous, frustrating and heated encounters. How can you better navigate the diversity of personalities with more skill and success? There is an “art” and a “science” to working with people. The first step is to understand some basic personality types. Continued on page 26
BY KAREN & O’LEARY LOGAN
www.cacm.org | Vision Summer 2013
25
Personality Type Diversity Continued from page 25
TASK-FOCUSED
PERSON-FOCUSED
EXTROVERTED
DRIVER
EXPRESSER
INTROVERTED
RECOGNIZING PERSONALITY TYPE AT A GLANCE
ANALYZER
DRIVER: Usually extroverted and task-focused, making quick decisions with minimal information. Decisions are based on goals rather than how others feel. Drivers can be perceived as uncaring to Expressers or Amiables, while an Analyzer may judge them as having no respect for details.
EXPRESSER: Typically extroverted AMIABLE
Key Characteristics of Each Personality Type
• Driver: Determined, strong-willed, ambitious, pioneering, aggressive, demanding • Expresser: Persuasive, enthusiastic, warm, optimistic, magnetic, demonstrative • Amiable: Patient, deliberate, stable, consistent, calm, predictable • Analyzer: Diplomatic, cautious, exacting, accurate, tactful, systematic
The “Burning Question” for Each Personality Type
• Driver: What needs to happen? • Expresser: Who will be there? • Amiable: How are people being affected? • Analyzer: How should they proceed?
Main Goal of Each Personality Type
• Driver: Taking action and moving toward a goal • Expresser: Energizing and entertaining the group • Amiable: Creating a stable and harmonious environment • Analyzer: Creating a strategic plan that ensures accuracy
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The most successful managers are able to recognize varying personality styles and orchestrate a productive conversation regardless of style. Here are the four basic personality styles you will likely encounter:
Vision Summer 2013 | www.cacm.org
and person-focused, Expressers are high-energy people who enjoy being around others. Tending to be the “life of the party,” they focus on relating to others and are less structured visionaries who tend to easily win others over with their enthusiasm.
AMIABLE: Commonly introverted and person-focused, Amiables are thoughtful, persistent and patient. They are sensitive to how others feel or how a decision might affect people. Amiables tend to avoid conflict, and are passionate about people reaching consensus and are slower in making decisions.
ANALYZER: Usually introverted and task-focused, Analyzers are organized and structured. Tending to like detailed information, they make deliberate decisions based on facts and information. Priding themselves on being correct, their focus is to ensure quality and accuracy. People are normally a blend of these styles and one style is usually dominant. What style (or blend of styles) do you think you might be?
TIPS TO ENGAGE PERSONALITY STYLES When a conflict arises, you can employ these best practices to help move toward agreement: • Remain Calm. Typically, when emotions rise, reasoning decreases. Maintain clarity by keeping your emotions in check. With Drivers and Expressers, there may be a tendency to escalate, so this strategy will help neutralize the energy. • Listen Carefully. Sometimes people just need an opportunity to be heard. Simply listening can diffuse tension. Learn to stay objective by listening not only to what the person is saying, but also to what is not being said. This applies to all personality types, with consideration for the type that you are encountering. • Ask Questions. Questions can be a powerful tool for understanding the perspective of another person, regardless of personality type. Use questions to clarify the intent of the speaker. Questions can enable movement toward possible solutions and away from conflict. • Use Inclusive Language. Utilizing terms such as “we,” “us” or “together” can create a bridge across differences. Help create a unified front by asking how the group can work together as a board, a team or neighbors to create the best possible solution, utilizing each of their different personality strengths.
PUTTING IT INTO PRACTICE
using a peer to “test run” your conversations.
Now that you have a basic understanding of personality types and how to engage with each, here are a few ways to implement what you’ve learned:
4. Continue to practice and adjust your approach based on your successes and misses.
1. Identify your personality type. Recognizing your tendencies will help you to understand why certain personality types trigger frustration or heated conversations. 2. Note the personality types of some of your most challenging encounters. Recognizing common themes can help you to create winning methods. 3. Employ the recommended tips to engage personality styles mentioned above. Consider
Recognizing the natural inclinations of personalities will provide you with winning insights in negotiation, maneuvering through conflict and leading others towards consensus in decisions. As you master your skills, you will have converted a challenge into an advantage. To your success!
Karen and O’Leary Logan of Renaissance Works, Inc. (www.ren-works.com) help business owners and leaders create a “roadmap” to achieve peak efficiency with people, processes and technology.
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
HOA BANKING
Seacoast Commerce Bank offers a full range of comprehensive banking and financial services for Homeowner Associations and Property Management Companies.
Hoa Banking solutions • Depository Services • Cash Management • Remote Deposit Capture • Lockbox Services
Seacoast Commerce Bank provides our Property Management and Homeowner Association clients the ability to maximize their use of bank services. We understand the unique Banking needs of our Property Management and Association clients, providing industry specific products and customer service that you have grown to expect and deserve.
ken Carteron
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allison disarro
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11939 Rancho Bernardo Rd, Suite 200 San Diego CA 92127 www.sccombank.com
www.cacm.org | Vision Summer 2013
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upcoming courses & events
DATE
Summer Calendar – Northern California COURSE/EVENT
COURSE/EVENT CODE
LOCATION
JUNE 4
Attorney Connection Webinar: New Davis-Stirling Act I
WEB
Online
5
Budgeting
FIN300
Concord
5
Advanced Insurance Principles
INS300
Concord
6
Fundamentals of Effective Governance
BDA300
North Highlands
6
Effective Meeting and Election Tools
BDA220
North Highlands
11
Attorney Connection Webinar: New Davis-Stirling Act II
WEB
Online
12-13
California Law Series (Modules I-IV)
CMM121-CMM124
North Highlands
12
Risk Management in Community Associations
INS400
Walnut Creek
18
Attorney Connection Webinar: New Davis-Stirling Act III
WEB
Online
19
Ethics for Community Managers
CMM130
Walnut Creek
19
How to Deal with Conflict and Other Communication Challenges CMM220
Walnut Creek
25
Attorney Connection Webinar: New Davis-Stirling Act IV
WEB
Online
26
Exec. Webinar I: Aligning Your Organization for Success
WEB
Online
27
Interpreting Association Financial Statements
FIN220
Walnut Creek
9
Exec. Webinar II: Employment Law Update
WEB
Online
10-12
Large Scale Community Management
SPC410
Lincoln
18
Strategic Financial Planning
FIN320
Concord
6
Attorney Connection Webinar I
WEB
Online
8
Budgeting
FIN300
North Highlands
8
Ethics for Community Managers
CMM130
North Highlands
13
Attorney Connection Webinar II
WEB
Online
14-15
BAM Series (Modules I-II)
CMM101-CMM102
Concord
20
Attorney Connection Webinar III
WEB
Online
21
Active Adult Community Management
SPC420
Concord
21
Strategic Financial Planning
FIN320
North Highlands
21-23
High Rise Community Management
SPC400
San Francisco
27
Attorney Connection Webinar IV
WEB
Online
29
Intro to Community Management
CMM100
Concord
11
Human Resource Management
LDR400
San Bruno
18
Leadership Values and Ethical Decision Making
LDR500
San Bruno
18
How to Deal with Conflict and Other Communication Challenges CMM220
San Bruno
25-26
California Law Series (Modules I-IV)
Concord
JULY
AUGUST
SEPTEMBER
CMM121-CMM124
See upcoming Southern California offerings on page 55.
28
Vision Summer 2013 | www.cacm.org
Think the standard HOA insurance policy provides adequate coverage for your management firm and staff?
Think again.
As the owner or principal of a community management firm you recognize your insurance needs are unique – just like your management services. In fact, it was your needs that were the driving force for the development of the CACM Insurance Programs more than two decades ago.
• Cyber Liability • Employment Practices Liability • Errors & Omissions • Master Fidelity • Office Package • Tenant Discrimination • Workers Compensation
Call 800.922.SAVE or email insurance@cacm.org.
Developed for community managers and management companies based on more than 20 years of CID industry insurance and risk management experience.
Endorsed by California Association of Community Managers, Inc. (CACM) www.cacm.org | Vision Summer 2013
License # 0C41342
We understand your needs and have your best interests covered. Contact us and discover the difference:
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Set the Tone forTeamwork In Your Association By Sascha Macias, CCAM
A
s board members, you strive to uphold a sense of community. Your actions on behalf of your community can set a tone for the way your community lives and breathes. It is important that, as leaders, the board act as a cohesive group and lead by example to accomplish the overall community objectives. All too often, homeowners, the board, and/or management can develop a relationship based on conflict and frustration. This can be a result of conflicting agendas, but more frequently results from a lack of communication or teamwork, which can be extremely counterproductive and hinder your ability to build a sense of community. By working together, the board and management can instill a sense of understanding and respect within the associations they manage and serve. Here are some tips to encourage teamwork and productivity between board members and management that will extend to the membership.
DON’T PLAY THE BLAME GAME Within an association, it is imperative to provide a united 30
Vision Summer 2013
front to the community. When something goes wrong, or doesn’t get done, it is easy to point fingers or place blame. In order to demonstrate a team attitude, the board as a whole is better served to accept responsibility and move forward. Any issues with followthrough between board members or management can be resolved during executive session. This approach will also serve you well outside of meetings. Establish a protocol for whom to contact for items of concern. For example, if the manager is to accept plans and mark the received dates, as a board member, direct your fellow neighbors to the manager. If the management company is the contact for concerns, be sure to hear your fellow member, and direct them per protocol. This will ensure the board and management are seen as a team that works together for the good of the community.
SET ANNUAL GOALS Annual goal setting is something that helps the board and management stay on track with upcoming projects and objectives. A good time to establish these goals would be shortly after an annual election, or even during the
SET ANNUAL GOALS
BE PREPARED
NOT ME...
RELY ON SERVICE PROVIDERS
annual meeting. Goals may include: cutting costs to refrain from raising dues; reserve projects; community improvements; a community event; annual vendor reviews, etc. This will allow management to have a clear vision of the overall view of the community from the board members’ eyes and help the board stay on track throughout the year. Making this an open
DON’T PLA THE BLAM GAME
session meeting will also allow the membership to see the board as being proactive and working as a team.
BE PREPARED If using a professional management company, establish a set time for board packet receipt. If you would like to see the agenda and approve it before the packet is
AY ME
It is important that, as leaders, the board act as a cohesive group and lead by example to accomplish the overall community objectives. constructed, set a schedule for that as well. This will allow the management company to get you complete information in a timely manner, and help you hold the management company accountable for deadlines. Once your packet is delivered (five to seven days in advance of the meeting is recommended), review the packet as soon as time allows. If there are questions or concerns, relay them to your manager as soon as possible
ASSIGN TASKS TO “RESIDENT EXPERTS”
so you can have complete answers and clarity on any issues before the board meeting. This important step in preparing for the meeting is sometimes overlooked, but skipping this step can hinder the progress of the meeting. In addition, if a board member is unaware of what is on the agenda or if he/she is opening the packet for the first time at the meeting, it can make the process appear disconnected or send the message that management and the board are not in sync. Take value in having these materials early – review them beforehand and ask questions in advance. Another reason it is important to review your packet before the meeting is to allow your manager time to gather the necessary information to answer all of your questions thoroughly. If your manager has your questions in advance, he/she can offer more detailed and complete answers at the meeting. In addition, having the information in advance can aid you in making more informed decisions. For example, you may have more in-depth financial or delinquency information regarding an item up for review. This will extend the appearance of open
communication, preparedness and teamwork, and allow everyone to provide a united front during the meeting.
ASSIGN TASKS TO “RESIDENT EXPERTS” Boards are made up of people with diverse backgrounds and levels of expertise (e.g., the stay at home mom, the retiree, the professional business man/woman, or the firsttime home buyer). We all have different skills to bring to the table, and assigning responsibilities or tasks based on individual strengths is an asset to the team environment. For instance, a CPA board member might serve best as treasurer; someone who addresses crowds well, the president; or an officer who pays attention to detail, the secretary. This idea can also extend beyond officer positions. If the community is planning an event and a board member has event planning experience, he/she can be the point person. Conversely, if there is a board member who is home regularly, he/she may be available for management or vendor walks. Relying on each other’s availability and strengths can allow the board to function at the highest level of productivity.
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.
RELY ON SERVICE PROVIDERS While you turn to your community association manager for a myriad of advice and rely on fellow board members to implement their expertise for certain tasks, it is important to always refer to expert service providers for certain information or details. Associations employ many thirdparty contractors to perform work: CPAs, attorneys, reserve analysts, landscapers, roofers, pool vendors, etc. Relying on these service providers for accurate information not only makes the manager’s and the board’s job easier, but it also protects the association (and board members) from liability. If you can demonstrate that professional expert advice was relied upon in a decision, even if it turned out poorly, this can protect your association and demonstrate you followed your fiduciary duty as a board member. Following this practice protects the association, the board, and the manager as a team. Sascha Macias, CCAM, is a senior community manager in Valencia for Merit Property Management, Inc., ACMF.
California Association of Community Managers, Inc. www.cacm.org
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achieving professional excellence
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Regional Account Executive 619.961.6346 Toll Free 866.800.4656, ext. 7480 brendan.concannon@mutualofomahabank.com
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800-543-8670 SAN DIEGO | SAN FRANCISCO | HAWAII | VIRGINIA
jack.brandt@ mutualofomahabank.com
Brendan Concannon
Experts in the Field
Vision Spring 2013
AVP/Regional Account Executive 510.921.0124 Toll Free 866.800.4656, ext. 7579
lisa.rea@ mutualofomahabank.com
Taking the steps to become an Accredited Community Management Firm (ACMF) sends a strong message to association clients. It conveys that a management firm is committed to ethical standards, implements strong financial controls in managing the clients' interests, and utilizes current risk management practices and necessary checks and balances.
32
Jack Brandt AMS
VP/Regional Account Executive 805.907.8452 Toll Free 866.800.4656, ext. 7500
National Corporate Member of Community Associations Institute
CACM Affiliate Member
Equal Housing Len
2012 ANNUAL REPORT CACM exists so that members enjoy an environment necessary for professional success.
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TOP 10 ORGANIZATIONAL HIGHLIGHTS FOR 2012 WEBSITE REDESIGN The new website, launched December 1, features a streamlined design and more user-friendly experience. The new site requires less drilling down to get the information you need and more flexibility when using a computer, tablet or mobile device. New features include secure discussion groups, expanded tools and more in the Members Only area.
MCAM GAINED MOMENTUM
CACM SELECTED AS CASE STUDY
LEGISLATIVE SUCCESS
Several managers began the process to earn the new Master of Community Association Management (MCAM) certification, and a detailed packet of program requirements was developed and made available online.
The success and progression of CACM’s education programs was selected as one of the case studies for the new book, Road to Relevance, which offers organizations five key strategies to achieve greater discipline, focus, and value. Copies are available on Amazon.com.
AB 805 & AB 806 (Recodification of the Davis-Stirling Act), AB 1838 (Updates to Civil Code 1368.2), AB 2697 (Board designated person to be present for a teleconference meeting) and AB 2114 (Swimming Pool Safety).
MESSAGE FROM THE CEO Last year, your CACM Board began the process of identifying opportunities to extend our reach and build a stronger network among community managers in California. While in 2012 we were laying the groundwork, in the coming months we will be providing focused legislative updates and important information for Karen D. Conlon, CCAM you to share with the boards and homeowners President & CEO who value you as a community association manager. As your professional organization, we will be pursuing opportunities to increase awareness and enhance the perception of community management as a profession, including promoting an appreciation for the important role certified community managers play in improving the quality of life for so many Californians. As an organization, CACM is working on your behalf to ensure you are prepared both professionally and academically to embrace the opportunities and challenges community management has to offer in our dynamic state of California. I look forward to the months ahead and encourage you to stay tuned as together we embark on a bright future for you and for CACM.
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COMPENSATION & BENEFIT STUDY RESULTS In July 2012, CACM published the first comprehensive, California-based study prepared specifically for the community management industry. This powerful resource includes data for six unique job classifications in 11 geographic markets with more than 60 pages and 70 tables of valuable benchmarking statistics.
STATEMENT OF FINANCIAL POSITION DECEMBER 31, 2012 Statement of Financial Position December 31, 2011 ASSETS CURRENT ASSETS Cash and cash equivalents Accounts receivable Prepaid expenses TOTAL CURRENT ASSETS
$ 909,819 24,091 223,469
Investments, at fair market value (Board Designated)
$1,759,608
Cash restricted to education purposes Cash restricted to political action committee
$1,157,379
892 18,889
Property and equipment, net of Accumulated depreciation
19,789 100,441
OTHER ASSETS Deposits 11,100 TOTAL ASSETS $3,048,309 LIABILITIES & NET ASSETS CURRENT LIABILITIES Accounts payable and accrued expenses $51,110 Income taxes payable 10 Deferred revenues 855,884 TOTAL CURRENT LIABILITIES $907,004 NET ASSETS Unrestricted Unrestricted - Board Designated Restricted
$361,916 1,759,608 19,781
TOTAL NET ASSETS 2,141,305
TOTAL LIABILITIES AND NET ASSETS
$ 3,048,309
MAGNUM OPUS BRONZE AWARD
MEMBER RECOGNITION
The CACM commemorative 20th Anniversary Publication won the prestigious Magnum Opus Bronze Award for the Best Association Publication in July 2012.
New features designed to highlight our members’ successes, including the Member Spotlights and Member News page, were developed and are now shared quarterly in print (Vision magazine) and online (CACM Members Only section).
Directors nagers, Inc. To the Board of Community Ma Association of Inc. (a The California 53 unity Mangers, 926 nia ifor ted ociation of Comm Laguna Hills, Cal California Ass 2012, and the rela 31, The of ber s ent cem em De g financial stat al position as of al statements. the accompanyin prise the statement of financi es to the financi not ted rela I have audited the zation) which com s for the year then ended, and nonprofit organi flow ivities and cash e with statements of act ents in accordanc n, and Statements financial statem the Financial for ty , implementatio tation of these bili nsi Respo ludes the design n and fair presen inc free from atio this are par t a; pre tha Management’s eric s the Am al statement responsible for United States of tation of financi Management is accepted in the and fair presen ciples generally the preparation to t van accounting prin rele internal control error. maintenance of due to fraud or ement, whether it in material misstat ducted the aud my audit. I con tI dards require tha ements based on nsibility se financial stat erica. Those stan Am terial of ma tes of Sta Auditor’s Respo to express an opinion on the free ents are the United em in is ed stat al ept ility nci acc sib fina lly My respon dards genera ut whether the h auditing stan e assurance abo accordance wit obtain reasonabl m the audit to plan and perfor in the financial and disclosures s of material ut the amounts misstatement. ment of the risk it evidence abo ess aud ass ain the obt ing to auditor procedures judgment, includ assessments, the es performing on the auditor ’s king those risk end ma s in order to In dep ent r. d An audit involv em cte erro ncial stat ures sele fraud or fina to ced pro the due of er on the The on eth s. tati wh statement ements, fair presen sing an opinion the financial stat pose of expres preparation and evaluating not for the pur misstatement of t to the entity’s it also includes umstances, but aud control relevan l circ An rna n. the nio in inte by e opi de ers consid appropriat mates ma ress no such cedures that are t accounting esti cordingly, I exp ss of significan design audit pro rnal control. Ac the reasonablene the entity’s inte s. ncial statement policies used and effectiveness of fina ting the oun of acc on of tati ss sen it opinion. the overall pre the appropriatene a basis for an aud well as evaluating riate to provide management, as ent and approp ained is suffici obt e hav I ce audit eviden I believe that the ncial position of respects, the fina in all material its net assets and ve present fairly, the changes in abo and to ), ion States of rred zat n ani Opinio ements refe ed in the United (a nonprofit org the financial stat generally accept Mangers, Inc. les ty cip uni prin In my opinion, mm Co ting h accoun ociation of wit e Ass anc nia ord ifor acc ed in The Cal the year then end its cash flows for America. . The schedule ents as a whole financial statem d part of the opinion on the is not a require an g and is min tter lys for Ma ana of e tes directly to Otherpurpos additional d from and rela ducted for the for purposes of and was derive ent been subjected em My audit was con es on pages 8-9 is presented has nag tion ma informa sibility of ens The s. pon exp ent res nal em the ctio is including stat of fun rmation e the financial nal procedures, ents. Such info certain additio s used to prepar ord and s to prepare the rec d ent financial statem er use em oth s stat ord financial ounting and other rec g acc the and of ing it ting erly aud oun e anc with auditin the und lied in the erlying acc al cedures in accord procedures app ctly to the und ed in all materi er additional pro to the auditing h information dire tion is fairly stat mselves, and oth rma reconciling suc the s info and ent the em ing n, stat par com ncial my opinio ents or to the fina of America. In financial statem the United States . lly accepted in ents as a whole standards genera financial statem the to tion respects in rela
NEW COURSE CURRICULUM As part of CACM’s ongoing course development, several new educational offerings were added in 2012, including the SPC430 Portfolio Management course and multiple webinars. Other new courses were developed for debut in 2013, including CMM220 How to Deal with Conflict and Other Communication Challenges; FIN220 Interpreting Association Financial Statements; FIN320 Strategic Financial Planning; and SPC420 Active Adult Community Management.
MANAGER MEMBER COMMUNICATIONS Monthly email notifications listing the next three months of upcoming education offerings were developed to help managers stay on track with their education goals and CEU requirements.
PUBLIC RECOGNITION CACM began developing a comprehensive PR campaign to educate consumers on the value of the community management profession, as well as the role CACM plays in supporting education and higher standards in the industry.
2,282
MANAGERS
3,001
MEMBERS STRONG!
113
MANAGEMENT FIRM COUNCIL (MFC)
CCAMs = 77% of manager members ACMFs = 15% of MFC members
606
AFFILIATES
an CPA, Harris H. Goodm Corporation A Professional April 5, 2013
Continued on page 36 www.cacm.org | Vision Summer 2013
35
Annual Report Continued from page 35
CACM POLITICAL ACTION COMMITTEE (PAC)
LOOKING AHEAD TO 2013 CACM REVENUE BUDGET 2013
The CACM Political Action Committee (PAC) allows CACM to impact the state legislative process by supporting political campaigns and legislation that might otherwise negatively affect the practices, services and careers of community managers in California. Hundreds of managers and management companies make monetary contributions to the CACM PAC Fund annually. Current contributors are listed on the CACM website.
MANAGER – 16% AFFILIATE – 10% MFC – 2% EXPO – 17% NORCAL LAW SEMINAR – 11% EDUCATION – 12% CERTIFICATION – 6% LAW SEMINAR – 6% PUBLICATIONS – 9% OTHER BUDGET ITEMS NOT LISTED – 11%
CACM EXPENSE BUDGET 2013
ADMINISTRATION – 55.4% MANAGER – 4.2%
SCHOLARSHIPS CACM awarded 11 individuals with scholarships for courses and events valued at $3,057.
AFFILIATE – 2.2% MFC – 0.8% EXPO – 8% NORCAL LAW SEMINAR – 7.9% EDUCATION – 3.2% CERTIFICATION – 0.6% LAW SEMINAR – 3.6% PUBLICATIONS – 4.6% OTHER BUDGET ITEMS NOT LISTED – 9.5%
36
Vision Summer 2013 | www.cacm.org
ASSoCiAtion BAnking ServiCeS • Operating and Reserve Checking • Association Loans • CD Placement Services • Business Online Banking • Automated Lockbox Services • Remote Deposit • Automatic Assessment Payments • Simplified Association Signature Cards
Specialized banking for community associations & management professionals Customer Service (800) 200-0013 AssociationBankServices.com www.FirstBankHOA.com
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Increasing Utility Costs? • On-site utility meter inspections of your property by qualified field representatives. •
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www.cacm.org | Vision Summer 2013
37
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 first quarter of 2013!
Manager Members Frank K. Alioto, III Erin Anderson Carlos Andrade James Antoyan Deena Arvizu Angela Bach Grace Baek Grant Belleville Sherri L. Berg Lori Berger, CCAM Mike Blake Christine Bonjour-Fortuny Cynthia Boss Nora Brink Utanah Brown Kevin Burkhardt Lance Burwell Susan Calhoun Rachel M. Christman Darryl Clark William L. Collins Geraldine C. Cruz Joseph DeHerrera Catherine A. Dougherty Victoria Eccleston
Claudia Marozzi
Michael D. Strowbridge
Todd R. Martin
Susan Tagalicod
Paul C. McGillicuddy
Deanna Tan
Veronica Mekonnen
Stephanie Taylor
Marti Mello
Chris Thierry
Melissa Mills
Linsey B. Tompkins
Kelly L. Moody
Eddie Tovar
Christine Moynihan
Juli Traylor
Kanwal Nadir
Jennifer H. Treff
Masood Matthew Nawabi
Joseph M. Turley
Michelle R. Ourthiague
Harriet Ukai
Mary A. Plescia
Sara M. Vanni
Judie Quach
Angie Vinyard
Caterra Rainey
Thomas L. Waite
Rosemarie Ramos-Cacho
Randel E. Walker
Marisa Rings
Debra Wolf
Carol A. Rogers
Paul Wood
Ofelia R. Roman
Sharon Hanson Karina Hernandez Marlene Hinson Lisa M. Hoffman Michelle L. Horneff-Cohen Katie Kalivas
SO HERE IS A QUICK REVIEW: AS OF JULY 4, 2012, THE ESTIMATED POPULATION OF THE UNITED STATES WAS
313,933,954
Monica N. Salamy Laura Sayre Brianne Scott Cori Shipp Heather Smith Carol Steward Ellen Stewart
OF WHICH
Carrie Glad George Gurrola
U.S. POPULATION THAT CALLS CALIFORNIA HOME. AT TIMES IT MAY BE EASY TO FORGET THE SIZE AND IMPACT OF OUR GREAT STATE OF CALIFORNIA.
Betsy Russell
Tim D. Fowle Michael Gonzalez
12
%
Management Firm Council Members CMC Association Management
38,041,430 LIVE IN THE STATE OF CALIFORNIA.
Orange | (714) 453-1101 www.cmcassociationmgmt.com
Community Association Mgmt. Pleasanton | (925) 417-7100 www.hoasmanagement.com
David Kang Bruce Kennison Amy L. Knipp Candi J. Kocher
Crown Management Services Valencia | (661) 799-1135 jgreene@crown-mgmt.com
Leslie Laurer
S & L Association Management, Inc.
Huiqin Li
Murrieta | (951) 698-4030 www.slassociationmanagement.com
Vanessa Machen Judith Maldonado Peter Marino 38
Vision Summer 2013 | www.cacm.org
CALIFORNIA IS THE MOST POPULOUS STATE IN THE U.S. AND IS THIRD IN GEOGRAPHICAL SIZE AFTER ALASKA AND TEXAS. SOURCE: U.S. CENSUS BUREAU
Introducing CACM’s Newest Course CMM100 Intro to Community Management
E
ver wish you could help your support team
UPCOMING OFFERINGS
(assistants, customer
service, accounting, other operations, etc.) learn more about
August 7 8:30 am - 5:00 pm Laguna Hills
community management, but just don’t have the time to teach all the important basics yourself? CACM’s newest course is your answer!
Our new CMM100 Intro to Community Management course
August 28 8:30 am - 5:00 pm San Diego August 29 8:30 am - 5:00 pm Concord
provides an overview of the CID industry, community management and volunteer governance structure. Attendees will learn important terms, definitions, roles, responsibilities and professional etiquette as it relates to communicating with clients and colleagues.
AFFILIATE MEMBERS INVITED TO ATTEND!
Not only can this course give your support staff the information they need to help you address the challenges of community management, but it is also a great tool for succession planning by exposing your support staff to the various career paths in community management.
DON'T SEE AN OFFERING NEAR YOU? If our schedule doesn’t mesh with your schedule, you have the option to help bring this or any other CACM course to your area. Individual managers can request a course be held locally by filling out the online Request a Course Form. Once the minimum number of requests (typically seven) for a course has been received, we’ll schedule it in your area! Access the online request form here: www.surveymonkey.com/s/Request_a_Course. www.cacm.org | Vision Summer 2013
39
REAP THE BENEFITS OF PROACTIVE CHANGE MANAGEMENT
Planting Seeds of Change
BY TARA GRAVISS, CCAM
Everything that blossoms begins with a seed; even a revolutionary thought, idea, or dream has a humble beginning that must be nurtured until it reaches its full potential.
40
Vision Summer 2013 | www.cacm.org
In a way, being a change leader in a community association can be a lot like being a gardener: If you don’t want weeds to get in the way, you need to be present, listen, participate and take action where/when necessary. But also, with the right amount of care, the changes you need to implement in the association can grow into mutually beneficial solutions for you and the membership. I know there are times when, whether you’ve just acquired a new account or have been managing one for years, you are faced with the harsh reality of having to tell your board they have a “situation.” You gather all the facts, line up the experts and present the board with their options while holding your breath – hoping and praying they have the skills necessary to make tough decisions and do what needs to be done to get the associations back on track. However, the change management process can start way before you have to explain a “situation” to your board. It starts by understanding the longterm goals of your association(s), its members and the board of directors. By taking the necessary steps to attain those goals, you are slowly planting and nurturing the seeds of change.
ADDRESS THE ROOT OF RESISTANCE Associations must adapt to fit their changing
circumstances (membership, economics, services, etc.). Changing the mentality and attitudes of members can be done with the right amount of public relations, education, planning, communication and collaboration. Most people don’t like surprises, and the more you can prepare the membership for change, the more satisfied your clients will be and the easier your job will be. As the expert in your field, you have a responsibility to recognize the need for change, as well as the sources of resistance to change. Understand that people resist change because: • They fear change will negatively impact them • There is a power struggle (they want control) • They are clinging to the past (we bought/we were told) • The status quo feels more comfortable • They equate change with failure • They are emotionally invested in the way things are • They are operating from a silo or herd mentality Once you’ve identified the reasons behind any resistance to change, engage the membership in a conversation about what they want to see happen in the association. Ask thoughtful, specific questions to gather feedback; here are a few ideas to
motivate members to share their thoughts with you: • Use an anonymous questionnaire format like Survey Monkey and share the statistics with the entire membership. • Post well-worded questions on your social media sites (i.e., Facebook, LinkedIn, website, etc.) to illicit positive input. • Actively encourage feedback and input from members, and give credit to those who participate. • If you have a community newsletter, use it strategically to encourage dialogue between you and the membership (i.e., make it easy for members to contact you). • Encourage participation during the open forum portion of board meetings. • Turn to your Ad Hoc Committees to address specific subjects or concerns and report recommendations and findings to the board. Share the results of these efforts with your board(s), and this becomes one way to harness all of the passion, opinions, desires and “expertise” of your membership and use it to benefit the association. Instead of neighbor pitted against neighbor or unruly mobs of factioned members, consider how this type Continued on page 42
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41
Planting Seeds Continued from page 41
of dialogue and transparency can bring people together and promote future discussions about necessary change.
PLANT THE SEEDS AND WATER OFTEN
It is important to anticipate the changes necessary to achieve the association’s desired goals, and to remind the membership of those potential changes early and often.
Planting a seed is similar to setting something in motion, such as an idea, concept, thought pattern or approach. It is important to anticipate the changes necessary to achieve the association’s desired goals, and to remind the membership of those potential changes early and often – especially those that have a direct impact on the association and its members, like increased maintenance fees, large reserve expenditures, design/architectural changes, rules and regulations changes, and use changes. Revolutionary change is needed in community associations with extreme problems and would likely be met with much resistance. By familiarizing the membership with necessary changes ahead of time, you can facilitate evolutionary change, which is more comfortable and can be applied over a long period of time. Evolutionary change is more of a natural development that can be coaxed along with information, education, communication and collaboration.
Need a loaN?
Here’s an example scenario from personal experience: XYZ Homeowners Association has maintained their dues structure as is for two years in a row. However, utility costs are rising and the association is offering more amenities. Let’s consider my approach to communicating the almost inevitable need to raise dues in year 3 or 4: • At the budget meeting in 2012, I made sure to highlight all the benefits the association has added in the past two years and discuss the things that have been done to combat rising utility rates. I also noted that they have kept dues flat for two years and there was a real possibility of needing to raise dues in 2014. • I continued investigation into ways to save money while raising service for the association, and regularly reported my findings to the board. • The year-end audit confirmed the drastic increase in utility costs and, when it was presented to the board, I made sure to talk about the impact this would have on future budgets.
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Vision Summer 2013 | www.cacm.org
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• I proactively sent out memos to the board to re-cap services and what they have accomplished over the years. • On behalf of the board, I sent memos to the members recapping accomplishments within the association. • On Facebook, I regularly posted activities, updates, events and changes. • At every interface I had with any member of the association, I made sure to talk about all that has been accomplished and impending plans – being sure to slip in the amazing fact that we’ve been able to do all this while maintaining the dues structure for two years. The goal in this scenario was to ensure that members are happy, see progress, feel included and believe the association is working for them. In my experience, board members are more likely to accept a nominal increase in assessments when this type of transparency is present. By working diligently to plant and sow the seeds of change in your association(s), the long-term results of your honest labor will be transparency, open communication, a cohesive community and most likely a better working environment. You might even have time to stop and smell the roses. Tara Graviss, CCAM, is a community manager with Walters Management at Liberty Station in San Diego.
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43
MANAGER
An Industry Educator with a Legacy of Giving Cynthia Cattern, CCAM, PCAM, PowerStone Property Management CACM Manager Member since 1991
By Emily Stegman
W
hen Cynthia Cattern, CCAM, PCAM, reflects on the impact she’s had on the community management industry, education and training are at the forefront of her mind. Her greatest legacy, she says, is the countless training programs and courses she’s developed for community managers and board members throughout her 28-year career. “The best thing about sharing my community management knowledge is when someone mentions it to me, saying they remember my course or what they learned. It’s nice to know how many people’s careers I’ve touched through my teaching, and to remember how they touched mine,” she says. Cattern’s teaching résumé is impressive, including the years she spent developing and teaching courses for Cal State Long Beach, UC Irvine, and CACM. She also developed the staff training program for her former employer, Merit Property Management, ACMF. As the current Director of Community Relations for PowerStone Property Management based in Irvine, she manages one of the company’s largest accounts and is in the process of developing a board training program and strategic planning courses. In addition to her contributions as an educator, Cattern has also made it a priority to create a culture of giving at each organization she’s worked for because she knows how much of a morale booster it can be for staff members. “It allows you to escape the negativity of the industry and see people who are in real need of help,” Cattern says. “I think you grow by giving and you become a better manager because you become cognizant of the world around you, versus being caught up in your morning cup of coffee.” Cattern (right) at the Be Aware Foundation’s Stomp Out Breast Cancer fundraiser in 2011, an annual event featuring grape stomping, wine tasting, and an auction.
44
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Do you know a CACM Manager Member who has an inspiring story to tell? CACM is accepting nominations for our quarterly Member Spotlight, which is also featured in the Members Only section at www.cacm.org. Log in to learn more and access nomination forms.
Cattern (left) mentors fellow business women through Women Looking Forward, a giving circle within the Orange County United Way’s Leaders’ Society.
Cattern has participated in numerous races with the Leukemia and Lymphoma Society’s Team in Training since 1998, including two full marathons and countless half marathons.
Never one to shy away from “extra credit,” Cattern has gone above and beyond in all of her charitable pursuits: She’s stomped grapes for breast cancer awareness with the Be Aware Foundation, run marathons to support the Leukemia & Lymphoma Society, and mentored fellow business women through Women Looking Forward, a giving circle within the Orange County United Way’s Leaders’ Society that seeks to energize and inspire women to make a difference in the lives of local children and families. Cattern’s involvement with the Be Aware Foundation is particularly personal for her, as she lost her mother to breast cancer when she was just 10 years old. The foundation focuses on educating people about the disease and offers free educational programs, as well as monthly self-exam reminders and annual mammogram alerts. Cattern, who has been a major contributor toward the growth of the organization since it formed in 2004, insisted on bringing a breast cancer education session to PowerStone for her fellow staff members to learn more about risk factors and early detection. “Cindy inspires and educates those around her, whether it be sharing her industry expertise here at the office or
with CACM, or giving her time, abilities and resources to several deserving organizations. She has a passion for service, and I’m lucky to have her as a member of my team,” says PowerStone Property Management CEO René Decker, CCAM. Cattern is as dedicated to the community management industry as she is to her philanthropy work, admitting that entering the field was a breath of fresh air from her former work in the airline industry. “I had a huge epiphany a few years ago that I really love the flexibility in this industry,” she says. “It has allowed me to be the type of mom I want to be, and that has been the biggest plus.” In true educator form, Cattern is eager to share some of the greatest lessons she’s learned throughout the years with fellow managers. “The most important tool you can have is the ability to compartmentalize, to live in the moment. Have a plan, live in the plan, and then let it go when you go home. Oh – and you have to have a sense of humor!”
www.cacm.org | Vision Summer 2013
45
serving your communities
New Affiliate 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 first quarter of 2013! Access Professional Systems Inc. (APS) San Diego | (858) 571-4444 www.accessprofessionals.com
CSCI Construction Santa Clara | (408) 845-9010 steven@csciconstruction.com
ParcelQuest Folsom | (888) 217-8999 www.parcelquest.com
Seabreeze Patio Furniture, Inc. Orange | (714) 633-0200 www.pool-furniture.com
All American Fence Corp. Danville | (925) 743-8583 www.allamericanfencecorp.com
ENDURA Painting La Puente | (626) 926-6620 angel@endurainc.com
Power Clean Green Co. Monarch Beach | (949) 400-2499 www.powercleangreen.com
Sellers Painting, Inc. Byron | (925) 240-0911 rsellersptg@comcast.net
Bong Hillberg Lewis Fischesser LLP Walnut Creek | (925) 322-0127 www.bhlfcpa.com
Enviro Diagnostics LLC Newport Beach | (949) 296-7520 www.envirodiagnostics.com
Real Estate Repairs Orange | (714) 926-2611 www.triphazardsolution.com
C & J Fencing San Ramon | (925) 355-1380 chris@candjfencing.com
Kade Restoration San Clemente | (949) 366-3330 www.kaderesotration.com
Roof King Roofing, Inc. Vista | (760) 497-5874 www.sandiegoroofking.com
Servpro of Citrus Heights/Roseville & Carmichael Sacramento | (916) 943-5941 www.servproofcitrusheights.com
Caliber Paving Company, Inc. Santa Ana | (714) 556-0484 www.caliberpaving.com
Nigro Construction Services Santa Ana | (714) 888-5646 tom@nigroconstruction.com
RoofLIFE Management, Inc. San Diego | (800) 834-9360 www.rooflifeusa.com
CAM Construction & Painting Vacaville | (707) 451-4046 www.camconandpainting.com
Pacific Premier Bank Irvine | (949) 864-8088 www.ppbi.com
Scott & Whitehead Newport Beach | (949) 222-0166 www.employerlaw.com
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Reserve Funding Percentages HOW DO YOUR CALIFORNIA ASSOCIATIONS STACK UP?
In California there is no statutory requirement
associations and provides a general look at where HOAs currently stand on a percentage basis.
for associations to fund their reserves at any particular threshold; however, the state does require that According to the data, 43% of the sample associations associations conduct a full and complete reserve study are under the 50% funded mark, while 59% are with a site inspection of components once every three above and a small percentage (13%) are at the “ideal” years and update the reserve study annually. While 100% and above mark. Of the 43% under the 50% you’re at it, your board may ask you to compare their funded mark, 67% of those were in CIDs consisting association with the average community in California. of 75 units or less. This supports the theory that Chris Sanders, President at Barrera & Company, Inc., Continued on page 48 keeps his finger on the pulse of associations’ reserves in California and, in order to help our community managers, he has prepared a breakdown of the association reserve funding thresholds 100% FUNDED AND ABOVE for a sampling of 1,000 condominiums 0-24% FUNDED and single-family homes in both Northern and Southern California. The sampling features 500 Northern and 500 Southern California homeowners
13%
13%
31%
19%
25-49% FUNDED
75-99% FUNDED
DATA BREAKDOWN INFORMATION (Sample of 1,000 California CIDs, Condos and SFHs) Average Percent Funded (2012): 63% Northern California: 64% Southern California: 62%
24%
50-74% FUNDED
Geographic scope: Northern California included East Bay, Napa, Peninsula, and San Mateo areas; Southern California included Los Angeles, Orange County, and San Diego. Percentages for fiscal year-end 2012: Majority 95%+ are as of 12/31/12, 5% have a mid year fiscal year-end sometime in 2012. www.cacm.org | Vision Summer 2013
47
Reserve Funding Percentages TOLL FREE 800•699•1644 Continued from page 47 TEL 714•842•9600 FAX 714•842•6911 smaller associations tend to run at a lower percentage, EMAIL info@collinsbuilders.com and thus are more vulnerable to special assessments or WEB collinsbuilders.com prone to needing a loan to meet their reserve expense requirements.
Construction Since 1959
Quality Construction Since 1959
Overall, approximately 26% of CIDs are at the extremes (13% at 100+% and 13% at the low end of 0-24%), with the majority of the associations somewhere in the middle. It should be noted that this data indicates a specific percentage at a particular time. What is not included in this analysis, yet is equally
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important,SPECIALISTS is the selected path these associations REMODELING are looking to take in the future. When sharing this HARDI SIDING RATED
information with your boards, you will want to stress that this is simply for comparison and nothing replaces foresight and forward planning to strengthen reserve funding percentages and ensure associations run smoothly.
Statistics provided by Barrera & Company, Inc., which serves San Diego, Orange County, Coachella Valley and the Inland Empire. A+ Rated
18342 Gothard St. • Huntington Beach, CA 92648 • CA License #525783
®
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Vision Summer 2013 | www.cacm.org
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Find Your Way. Get Headed in the Right Direction ATC Assessment Collection Group
Newport Beach
Sacramento
1451 River Park Dr, Suite 125 Sacramento, CA 95815 Toll-Free Phone: 866-320-7222 Toll-Free Fax:
866-320-7221
4695 MacArthur Ct, 11th Floor Newport Beach, CA 92660 “We take care of the people who take care of their assessments.”
Toll-Free Phone: 855.653.1225 Toll-Free Fax:
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Stay up to date with our “real time,” online status reports. ATCACG.COM www.cacm.org | Vision Summer 2013
49
AFFILIATE
A Business Owner Bent on Helping Thousands Roland Thoms, Varsity Painting CACM Affiliate Member since 2005 Roland Thoms with his daughter Camille By Emily Stegman
If Roland Thoms ever tried to count the number of lives he’s touched, he may lose count after the first couple thousand. First, he’d have to start with the 1,000 or so college students he recruited for a student painting program from 1993-2004. The program aimed to teach high achieving college students how to run their own branch of a house painting business for a summer. The internship allowed students to learn how to source business leads, hire staff members and manage the day-to-day operations of a lucrative painting business. Kim Erlenwein went through the program with Thoms for the first time in 2001. “I was 21 years old, and in nine months I learned how to run my own business,” Erlenwein says. “I sold $150,000 in paint jobs, hired nine painters and earned $45,000 in one summer – and I never looked back.” She is now the Vice President of Varsity Painting’s Southern California division.
Thoms all dressed up at Varsity Painting’s 2010 Halloween Bash, which is one of the company’s main fundraising events for tumor research.
Erlenwein said she has remained a faithful employee because of Thoms’ commitment to her success over the years. “One of Roland’s greatest attributes as a partner, boss, mentor, coach and friend is he will always continue to nourish your success and growth. He is a believer in great work Do you know a CACM Affiliate ethic, having fun and always challenging Member who has an inspiring story yourself to take it to the next level,” she to tell? says.
After nearly 10 years of successfully running the student program, Thoms established Varsity Painting as a more traditional painting contractor business in 2004. The Walnut Creek-based company now employs nearly 100 staff members (including three executives who went through the student program) and primarily serves multi-unit residential housing complexes. The company offers in-house color consultations, where digital color renderings are created for clients based on the colors they’re interested in. 50
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and other NF2 patients will require lifetime monitoring, including MRIs twice per year.
“Our main purpose is to provide a peace-ofmind painting experience by focusing on color, communication and care,” Thoms says.
Thoms is committed to raising funds for tumor research in partnership SmartBucket is Varsity Painting’s newest fundraising In addition to the multitude with Advocure NF2, an program for tumor research. With your donation, you will receive re-purposed paint cans that have been transformed of satisfied customers advocacy group for the NF2 into beautifully decorated flower pots, complete with packets Thoms has served over international community. of flower seeds. All that’s left to do is, “Add dirt and water, the years, he has also Together with their business and watch a healthy life grow.” touched the lives of partners, Varsity Painting has countless individuals raised more than $100,000 Learn more at www.smartbucket.org. and families affected by per year for tumor research Neurofibromatosis 2 (NF2), through fundraising events a rare genetic disorder like their Annual Halloween that causes tumors, Bash, now in its ninth year. neurofibromas and schwannomas to grow in the brain, ears (Learn more at www.varsitypainting.com/halloween.) and spine. NF2 can also cause deafness and other serious quality of life issues. This past March, Varsity Painting and Advocure NF2 launched a new fundraising campaign called SmartBucket. His daughter Camille was diagnosed with NF2 in 2004, when Camille’s brothers pioneered the campaign, which allows she was just seven years old, after doctors discovered she people to purchase re-purposed paint cans that have had a brain tumor roughly the size of a tennis ball. Doctors become beautifully decorated flower pots. (Order your were able to successfully remove her tumor, and Camille, bucket and support the cause at www.smartbucket.org.) now 15 years old, is a beloved big sister to brothers Carter Thoms says the goal is to raise another $100,000 for tumor (13) and Ashton (11). Until a cure is discovered, Camille research, meaning he’s about to touch even more lives.
HELP FUND NF2 RESEARCH
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2013 Southern California Law Seminar Nearly 600 managers and more than 100 service providers gathered for CACM’s 2013 Southern California Law Seminar at The Disneyland Hotel on February 22. Manager attendees explored new legislation and case law, dangerous requests made by boards (and how to address them), the impact of AB 2237, Davis-Stirling updates and more during the educational sessions. Attendees had fun “casting their vote” on legal scenarios and responding to questions posed by the presenters through their smartphones as part of instant audience feedback. They also had the option to participate in Legal Q&A sessions focusing on large scale, high rise and general management topics. Special thanks to the sponsors who support our managers’ education and the Legal Advisory Steering Committee for their efforts to make this a successful event.
View more event photos in the online Photo Gallery at www.cacm.org. 52
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OBSERVATION VS. INSPECTION Is there potential liability associated with using the terminology “property inspection” or “walkthrough” inspection? Possibly. According to Black’s Law dictionary, an inspection is “the careful examination of something.” According to standard dictionaries, observe means “to see, watch, perceive or notice.” So, when a manager is conducting an inspection, he/she should be carefully examining the project. If the contract is silent as to what he/she is to inspect, then it leaves the door wide open to require a very broad inspection obligation. For example, if the management contract says management is to “inspect” the property once a month and nothing else, that could mean inspect from the roofs to the foundations. If management is required to do a walkthrough, in my opinion the obligations to be performed in that walkthrough should be limited and defined. Many times I have seen management contracts require the property be inspected, namely carefully examined. RISK MANAGEMENT TIP: Management needs to clearly define what they are looking at during their walkthroughs (risk avoidance) and who is responsible to follow up on the matters observed (risk shifting). SOURCE: JON EPSTEN, ESQ. EPSTEN, GRINNELL & HOWELL, APC
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upcoming courses & events
DATE
Summer Calendar – Southern California COURSE/EVENT
COURSE/EVENT CODE
LOCATION
Ethics for Community Managers Attorney Connection Webinar: New Davis-Stirling Act I California Law Series (Modules I-IV) Attorney Connection Webinar: New Davis-Stirling Act II Active Adult Community Management Strategic Financial Planning Advanced Insurance Principles Reserves - What, Why, How Fundamentals of Effective Governance Ethics for Community Managers Effective Governance Principles for Community Associations Attorney Connection Webinar: New Davis-Stirling Act III Strategic Financial Planning Human Resource Management Attorney Connection Webinar: New Davis-Stirling Act IV Exec. Webinar I: Aligning Your Organization for Success
CMM130 WEB CMM121-CMM124 WEB SPC420 FIN320 INS300 FIN200 BDA300 CMM130 BDA500 WEB FIN320 LDR400 WEB WEB
Los Angeles Online Laguna Hills Online Laguna Hills Palm Desert Laguna Hills Laguna Hills San Diego San Diego Laguna Hills Online Laguna Hills Laguna Hills Online Online
Exec. Webinar II: Employment Law Update Ethics for Community Managers Leadership Values and Ethical Decision Making Statewide Expo & Conference
WEB CMM130 LDR500 EXPO
Online Anaheim Anaheim Anaheim
Attorney Connection Webinar I Intro to Community Management Interpreting Association Financial Statements Attorney Connection Webinar II Interpreting Association Financial Statements Budgeting Assessment Collections Attorney Connection Webinar III Portfolio Management Budgeting Advanced Insurance Principles Attorney Connection Webinar IV Intro to Community Management
WEB CMM100 FIN220 WEB FIN220 FIN300 FIN210 WEB SPC430 FIN300 INS300 WEB CMM100
Online Laguna Hills Palm Desert Online San Diego Laguna Hills Laguna Hills Online Laguna Hills San Diego San Diego Online San Diego
Ethics for Community Managers BAM Series (Modules I-II) Risk Management in Community Associations Leadership Values and Ethical Decision Making Effective Meeting and Election Tools
CMM130 CMM101-CMM102 INS400 LDR500 BDA220
Laguna Hills San Diego Laguna Hills San Diego San Diego
JUNE 4 4 5-6 11 12 12 13 13 13 13 17-18 18 19 20 25 26
JULY 9 24 24 25-26
AUGUST 6 7 8 13 14 15 15 20 21-23 22 22 27 28
SEPTEMBER 12 18-19 19 26 26
See upcoming Northern California offerings on page 28.
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Member News With thousands of members spread out across California, CACM was looking for a way to keep in touch with all of our members’ latest happenings.
T
he Member News page is CACM’s new online bulletin board designed to feature our members’ most recent news, both personal and professional. Select stories will also be featured in Vision magazine. Here are a few of our latest submissions:
MARCH 2013 CACM Member Clint McClure & Family Welcome Baby Boy Clint McClure, CCAM, and his wife Lea welcomed a healthy baby boy on March 2, 2013. William Donald McClure was born at 7:47 pm in Encinitas, California, weighing in at 7 lbs., 11 oz., and measuring 20.5 inches long. “As you can see, he gets his good looks from his mother,” says McClure, who has been a CACM manager member since 2008 and a part of the Vision Editorial Committee for several years. Congratulations on your new addition McClure family!
Gachina Landscape Management Recognized for Water Savings Gachina Landscape Management, Inc. was recognized by the Marina Coast Water District for its water savings over the past three years in the 500-home community of Seaside Highlands in Seaside, California. Landscape water use in the community, which spans 19.5 acres and includes 5.3 acres of turf and 14.2 acres of shrubs and groundcover, has been
steadily dropping for the past three years, and its landscape water use in 2012 was down 12.3% compared to 2011. According to Gachina, a CACM affiliate member since 2004, the water savings was achieved by replacing 7,496 nozzles, cutting water to mature plant material, reducing run time on turf and shrubs, removing turf, programming existing clocks to historic ET, and constantly monitoring to check percentages, adjusting as necessary.
Lisa Esposito Named VP of Bay Area Property Services Lisa Esposito, CCAM, has been named the new Vice President of Bay Area Property Services (BAPS), which specializes in homeowner association management serving the San Francisco Bay Area and surrounding communities. She joins the company after many years with Massingham & Associates, where she developed a strong background in community association management. “Lisa is a veteran and an icon in the community association management industry,” says Michael Dellinger, Owner & President of BAPS. “We know BAPS communities will benefit from her extensive expertise, experience and exceptional customer service skills.” Esposito has been a CACM member since 1996 and was recently re-elected to serve on CACM’s Board of Directors.
Have some of your own news to share? We are currently seeking submissions for the Member News page, whether it be a recent award, a promotion or new hire, a marriage, or even a birth. If you have some exciting news to share on our online Member News board, send it our way. Submissions should be: • 150 words or less • Written in paragraph form • New information (no duplicate submissions or re-post requests, please) • If applicable, accompanied by a web-friendly photo or company logo (JPG, GIF or PNG at 72 dpi) • Emailed to communications@cacm.org for consideration We look forward to hearing what’s new with you!
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CACM has gone social! We invite you to connect with us on our new social networks. Facebook We love our members, and we hope you “like” us just the same. By connecting with us on Facebook, you’ll be able to keep up with our latest happenings and access pertinent news stories, stats, and information. We hope to see you in our newsfeed soon!
Follow @CACMchat for quick tidbits, realtime updates and the occasional moment of #HOAmanagerhumor. Watch for plenty of CACM hashtags throughout the year so you can tweet your own updates about our events and programs.
Our professional LinkedIn network could use more industry members like you. First, follow us to show your support and read up on timely articles and industry-specific news. Then, members can add CACM to the organization section of their profile, as well as list applicable CCAM, MCAM, or Specialty Certificates under their certifications.
www.twitter.com/CACMchat www.facebook.com/CACMchat
www.linkedin.com/company/CACM
California Association of Community Managers, Inc. 23461 South Pointe Drive, Ste. 200 Laguna Hills, CA 92653
Have Courses, Will Travel CACM provides individual managers and management companies the opportunity to request a specific course be held in their area or office.
Bring a Course to Your Area
Bring a Course to Your Company
If there is a particular CACM course you would like to attend, yet there are no convenient offerings scheduled nearby, you may join a wait list to bring the course to your area. Once CACM has received the minimum number of interested community mangers in the same area, the course will be scheduled and you will be notified.
CACM helps management companies save time and money through the Private Offering program. You supply the students and classroom facilities, and CACM will supply the course materials and instructor. All individual manager members receive a 15% registration discount.
Make your online request here: www.surveymonkey.com/s/Request_a_Course
Download CACM's Private Offering Policy at www.cacm.org or contact education@cacm.org for more information.
