Vision Magazine Summer 2016 by CACM-California Association of Community Managers

SUMMER 2016

CULTIVATING A CAREER IN

community management

HEALTHY, WEALTHY AND WISE

Solutions for a better work environment

FORGING A PATH

In the HOA industry

SO WHAT DO YOU DO For a living?

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www.Barcode-Automation.com www.cacm.org | Vision Summer 2016 3

SUMMER 2O16 F E AT U R E S

Ensure Managers and Executives are Healthy, Wealthy & Wise

By Emily Yost

The Ultimate Career Enhancing Quiz

By Vicki MacHale, CCAM

Forging a Path in the HOA Industry By Brittany Montoya-Taylor, CCAM

22 Moving Forward in the Community Management Industry

By Patty Garcia, CCAM, PCAM

So What Do You Do for a Living?

By Dean Jackson, CCAM-HR

Have You Heard About the New Overtime Ruling?

By Olga V. Tua, MBA, PHR, SHRM-CP

Vision Summer 2016 | www.cacm.org

D E PA RT M E N T S

President’s Message

Southern California Summer Calendar

Spotlight on Education: Dan Kocal Scholarship Award

NEWS BITS

New Affiliate Members

In the Boardroom: Hello, Please Allow Me to Introduce Myself

Congratulations Managers

Something for Everyone at Southern California Law Seminar & Expo

Ethics in Action: The Cornerstone of Professionalism

Northern California Summer Calendar

New Individual Manager & Management Business Members

By Scott Swinton

54 Think Outside the Office Box – Developing Remote Teams for the Community Management Business Space

By Keven Hempel

28 Hiring for Character

48 Pulling the Plug – Is it Time to Fire Your HOA Client?

By Clint McClure, CCAM

57 Thank You to Our Sponsors

By David Zepponi

By Dean Jackson, CCAM-HR

From the Roundtable

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Magazine content ©2016 CACM. All rights reserved. No part of this publication may be reproduced without written permission from CACM. Opinions expressed by authors do not necessarily reflect the policies of CACM. Mention of any product does not constitute an endorsement by CACM. CACM assumes no responsibility for return of photos or art and reserves the right to reject any editorial or advertising materials. CACM does not assume responsibility for the accuracy of articles, events or announcements listed. Please address comments and suggestions to: California Association of Community Managers, Inc. 23461 South Pointe Drive, Ste. 200, Laguna Hills, CA 92653 949.916.2226 • Fax 949.916.5557 • bteter@cacm.org Attn: Brenda K. Teter

About CACM

Founded in 1991, the California Association of Community Managers, Inc.SM (CACM), is the only organization in California whose membership is comprised entirely of community association managers and association practitioners. CACM empowers a network of community management professionals working in large scale, portfolio, resort and high rise homeowners associations to share and apply California’s most effective community management practices. CACM is the leading resource for California-specific education, events, activities, products, services and networking opportunities to help managers and management companies achieve excellence in the industry. Learn more at www.cacm.org, or email info@cacm.org. Do we know where you are? Attention CACM members: Have you changed jobs or moved to a new location? Go to www.cacm.org and update your profile so you don’t miss your next Vision magazine or any other important CACM communications.

So You Fell into a Career – Now What?

ommunity managers don’t seek out this career through guidance counselors in high school or research on the web. No, community management seems to be a career we fall into. A former Disneyland worker said she wanted a permanent job and a friend suggested this career; a marine wanted to find a job after three tours in Afghanistan that would give him grounding stateside but where he could find success. Others were in real estate, or recently a single mom or widowed – and all needing a consistent source of income and a J-O-B. Three years later, managing seven or eight HOAs and enjoying the diversity and flexibility of work, they now find themselves at a crossroad. Somewhere along the road their job has morphed into a career, with standards of quality, depth of expertise and an expectation for continuing education and credentialing. And you know what, they like it. Talking to people every day and applying everyday skills with unique diplomacy and resolute effectiveness. Whether they know it or not, they’ve achieved an amazing thing – they have a career! Okay getting there wasn’t a thing of beauty, and you never really expected it to stick, but you gave it a shot and now you’ve embraced the profession. So this is a call to action for those of you who haven’t yet realized that you now have a long-term future as a professional community manager and also those of you needing a bit of a push along your career path. It’s time to make a plan – a career plan to map your future and drive your success and happiness. Take charge and charge forward. I encourage you to consider the following as you develop your plan: 1. Hooray, you’ve already accomplished step #1 and recognized that you are a professional and have a career. 2. You likely know that you’re good at it and probably have a pretty good idea of what a career as a community manager means. Check step #2 off - Clarity about the job and how it fits you. 3. So you’re ready – Step #3 is about commitment to your profession. You’ll need to set a goal and a pathway to get there. Write it down. YES, write down your plan with goals and delivery dates, and stick to it. A mentor or friend can help encourage you to stay the course – avail yourself of these important supporters. 4. Share your aspirations with your boss/employer. Let them know you’re excited about your career and you want to help grow the company and grow personally. Ask how they may be willing to help in your development. 5. Then you will need to make the commitment of your time and money to make it happen: – Invest in your education and training – Acquire the appropriate credentials and designations – Meet the right people to help you learn about your career path – Become more engaged with CACM volunteering and helping with industry projects – Find a mentor to guide you on your course. (CACM now has the CAMEx designation for executives willing to help the profession grow and many also are willing to help professionals advance. Seek them out.) Continued on page 8

www.cacm.org | Vision Summer 2016 7

President’s Message Continued from page 7

6. Importantly, stay the course. Follow your plan and make sure you budget your resources, including your time, to work on your career. Focus on the prize, and invest in the relationships and activities to get you closer to the goal. The most successful careers don’t just happen, they are carefully planned and implemented. It’s up to you. Community management is a wonderful career for those with the stamina and personality to persevere. By just reading this article, you are one of them. We want and need you in this growing and exciting industry. There are myriad career paths out there. You only need to select your own and execute for success. You are not alone. Remember to avail yourself of the resources available to you – your friends, colleagues and importantly those executives who have gone before you. Collaborate on your success with those who have invested in you – your community management employer and supervisor. Let them know of your aspirations and commitment to their success as well as your own. And importantly, remember that your association, the California Association of Community Managers, is here to help educate, train and advise you on your career path to success.

David Zepponi, President & CEO

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healthy, wealthy & wise ENSURE MANAGERS AND EXECUTIVES ARE

BY EMILY YOST

Vision Summer 2016 | www.cacm.org

In a recent survey, CACM asked the membership to share their best tips on improving efficiencies, keeping valuable employees and increasing profitability. The catch? The answers given had to be low cost or no cost solutions!

positive work environment One manager surveyed shared, “You’ve won half the battle of keeping your employees if you provide a positive work environment!” It’s true and it’s FREE! Attitude is everything. Both managers and executives shared that the leaders of the company set the tone. So, lead by example. Thank employees. Show them you aren’t too important to take out the trash. Greet employees daily. Get to know them as people. If you take an interest, you build trust, loyalty and ensure that if there ever is a problem, the employees will come to you to resolve it. Empower them to handle tasks within their scope and to share ideas on how to grow.

support Consider Outsourcing From lockbox/

accounting services and mailing services to vendor verifications and resale documents, management companies have exciting new tools designed to free up managers to focus on managing their properties, all while keeping costs low. Provide Quality Tools From laptops and iPads for sharing board packets at meetings to a simple printer in their office that ensures they can handle tasks quickly, managers need tools to be the professional they are expected and desire to be. Ask them what they need. Listen and respond. Continued on page 12

www.cacm.org | Vision Summer 2016 11

Healthy, Wealthy & Wise Continued from page 9

Embrace Technology It eliminates paper, increases efficiencies and makes your company more attractive to the communities you serve. Focus on Education An educated manager is an asset to any management company. Schedule monthly ‘lunch and learns’ with industry experts. Encourage (and as a benefit, pay for) their certifications. The manager will be confident and professional and the associations will continue to be happy with the management company they have chosen. Hire Support Staff Managers are inefficient if they are

expected to handle every request. One executive recommended to have one support staff member for every three managers. Allow the managers to manage, while using clerical and support staff for repairs and maintenance requests/functions, handling violations and changes of ownership. One manager offered the suggestion of enlisting high school or college students and creating an internship program within your company. From filing to helping with architectural processing these are smart, FREE options. Cross Train Staff All staff members should be able to step into any role when needed. Cross training ensures that everyone is prepped and ready to assist when someone goes on vacation, there is an increase in workload for members of the team, etc. Develop Mentor Programs Twenty-six

percent of the managers surveyed shared that career mentoring was important to improve job satisfaction. This free solution provides employees access to someone for advice or instruction, all

Vision Summer 2016 | www.cacm.org

while ensuring the employee is happy and more effective in their role. Additionally, consider introducing an “advancement plan” for everyone you hire. Share with them how they can make more money and promote that you will always consider hiring from within if a position becomes available.

communicate often Hold monthly all staff meetings to share wins and industry information and brainstorm solutions to company challenges. Invite team members to nominate (via email) fellow team members who have gone above and beyond in their positions. During these meetings, share those “Kudos” or “Hero Stories” offering a gift card prize recognizing their accomplishments. Communication doesn’t just happen in a group, it happens one on one. In addition to yearly goal-setting meetings, executives should take the time to check in with their team to ensure they are on the right track.

staff appreciation One hundred percent of managers and executives surveyed shared that recognizing employees for a job well done was an exceptional way to increase profitability and boost morale. It shows a commitment to the team, while building trust and loyalty. A few ways mentioned include: • Select an Employee of the Month. Throw in a gift card to put everyone in the mindset to win. • Celebrate staff birthdays and provide a cake • Plan a summer picnic or outing with staff and their significant other/family • Encourage peer recognition. One manager shared that her company gives staff members an opportunity to nominate a fellow staff member by sending an email to their supervisor. In their monthly meetings, the nominees are announced and the winner receives a gift card. While setting a great example to other staff members, it ultimately encourages teamwork.

offer an attractive compensation plan Hiring and training new employees is a company’s biggest investment. It is imperative that compensation packages be attractive. Happy employees are effective employees. One onsite manager offered a no cost solution to increasing employee’s compensation--the “holiday gift fund.” Every November, the board sends out a letter (complete with return envelope) to all homeowners giving them the opportunity to voluntarily contribute to the staff’s “Holiday Gift Fund.” This manager shared that 50-60 percent of all homeowners take advantage of the opportunity to give back to the individuals who take care of their property. Internally, the management company uses those funds as bonuses for employees. There is a formula used to calculate each bonus – the length of service plus merit. In this particular community, staff members have received up to a $4,000 bonus each year. Although not every management company operates as an on-site management company does, the concept is the same. Executives have an opportunity to share with their boards how they can recognize their managers with a “Holiday Fund” from the homeowners. It’s a win/win/win situation. The manager receives a bonus, the company doesn’t have to pay for that bonus and the association can look forward to their manager working hard for their property.

work/life balance Out of all the responses to our survey, managers and executives agreed that work/life balance was the number one requirement to ensure employees were happy in their positions. Not only is it important to the manager, but it is another no cost solution for executives. Fair Workload Managers and executives agreed that although

some associations are smaller than others, five to eight properties was a fair workload. Flex Time In today’s modern world, telecommuting is a

real game changer! Allowing managers to work from home and/ or work alternative schedules to allow for family time ensures that the industry’s brightest are attracted to the company. With this no cost perspective, companies are attractive to top talent and in many cases, this benefit outweighs higher wages. Require Holiday/Vacation Time Off When the workload seems to be never ending and stress is sometimes at its highest, managers look at vacations as a problem rather than a much needed rest. Have a support plan in place to ensure that there is not a backlog of work upon their return. This no cost solution keeps employees from burning out and reminds them that you value them as people. Consider a 4-Day Work Week Offer managers the opportunity to work four 10-hour days. At no cost to the company, clients’ needs are met and the manager, again, has personal time to refuel.

Emily Yost is the Marketing Director at MPS Financial in Rancho Santa Margarita. www.cacm.org | Vision Summer 2016 13

THE ULTIMATE

All right all you awesome managers out there in HOA land, it’s time for another Vision magazine cosmo-style quiz! Grab your pencil and get started. And remember, NO cheating! By Vicki MacHale, CCAM

Career Growth

Your company posts a notice that an onsite position will be opening in the next 60 days. You are interested in the position so you:

A. Size up the competition and start nasty rumors about everybody who you believe has a shot.

B. Begin to follow your boss around everywhere and mention how smart and good looking they are; ask for additional assignments and offer to babysit their children.

C. Update your resume, and put together a chronological list of your accomplishments over the past several years. Submit this to the human resources department along with a cover letter explaining why you are the best person for the job.

D. Photo bomb your boss’ Facebook, LinkedIn and Twitter account with delightful memes and pics (while rolling your eyes because this media is so yesterday!).

You decide to move on to a new company as your current company no longer fulfills your needs for professional growth. During an interview, you are asked, “Why are you looking for a new opportunity?”

A. You roll your eyes, huff out a loud blast of air and launch into a dissertation about how those owners be cray-cray, you have to process your own mailings, you have way too many accounts for the money you are making and the owners just don’t know how to run a business.

C. You explain that while you were offered a great opportunity at your current company, and you will always be grateful for their support, you feel it is time to partner with a new company in supporting their mission while furthering your career goals and industry growth.

D. You cock your head to the side while you move that little bar in your tongue in and out of its hole while you try to think of a good response.

Client Relations

B. You lean in and lower your voice, “The company just doesn’t have the infrastructure to support the clients. I’m pretty sure that if you hire me, at least five of my accounts will follow if you know what I mean?” Wink-wink.

You are sitting at a meeting when Fred, the board president, for the fifth time, says something that is absolutely ludicrous and will not work. The rest of the board members are ignoring the comment and talking over him.

A. You reach over and furiously tap the board president’s forehead and say, “Helllllooo, McFly?!”

B. You hold up your hand in the international sign of ‘be quiet,’ and state, “Excuse me, but our leader has spoken, and we all need to listen.”

Vision Summer 2016 | www.cacm.org

C. You kindly break into the conversation and say, “I’m sorry for interrupting, but Fred has an idea he would like to share. I get the impression that there may not be agreement at this point in time, but perhaps if he is given an opportunity to provide some further insight, we will have a better understanding of what he is trying to relay.

C. You bide your time until you are near a steep cliff, and then you “accidentally” trip and push her over the side…but not before you make sure that you have rubbed

A. You snicker, shake your head and say, “Yeah, there just isn’t enough money in the world to make me consider wasting my time on something that stupid.”

B. You clap your hands and say, “Oh goody, I’ll get right on that! Can I color code it, too? Please can I color code it?!?!”

C. You kindly inform that board that a project of this magnitude is going to be extensive and take a lot of time. You ask them to explain what information they are hoping to gain from this data and how they feel it will be applicable in their governance process. You explain that once you better understand their goals, perhaps you can all brainstorm an easier and more cost effective way to tackle this project.

A. You bide your time until you are near a steep cliff, and then you “accidentally” trip and push her over the side. (Rescuing her Michael Kors purse as she tumbles over the side, of course) B. You happily write down all of the violations and give her more dirt about the neighbors. After the walk through you go to lunch and try to come up with additional rules to keep all of the violators in line!

D. You pretend to take pictures of all of the violations, when you are really Snap Chatting.

The board has asked you to prepare a report that will take you hours of research and ultimately will not produce any data that is useful in the governance or decision making process; at least not as far as you can see.

D. Don’t bother me with this one; I’m busy Googling, “McFly!”

You are on a walkthrough with the board secretary who also happens to be the head of the Enforcement Committee, the Towing Committee, the Landscape Committee, the Social Committee, the Trash Can Committee, the Let’s Re-Write the Rules and Regulations Committee, the Let’s Put Up a Sign Committee, and the Let’s Increase Community Morale Committee. She is furiously pointing out violations and scaling the lattice to look on private balconies. The whole time she is giving interesting and noncomplimentary tidbits about each household.

some DNA from Manager “B” on her clothing. (Even the best managers crack sometimes.) Oh look, she dropped her Michael Kors purse!

D. You grab your phone, type in a few key words, and simultaneously, text, e-mail, e-fax and load the information to the web-portal in both English and Mandarin.

Service Provider Relations

A board member calls you and is very upset because he received a phone call from an upset homeowner about their having weeds all along their wrought iron fence. He went out and checked it out, and sure enough, WEEDS everywhere!

A. You respond with, “Seriously? Do you not understand that it rained twice last week? I mean, I KNOW, this is San Diego, but I at least thought people understood the relationship between water and weeds!”

B. You are outraged and tell the board member how you saw this a few days ago and told the project manager to have his guys pull those weeds. And then you suggest that the board get rid of this landscape company as soon as possible because this is just not acceptable. Then you call the landscape company all sweet and let them know that the board is thinking about terminating them and request additional service for free. Then you call the board president and let them know that you told those landscapers off, and they want to keep the account so you were able to get them free service. Continued on page 16

www.cacm.org | Vision Summer 2016 15

The Ultimate Career Enhancing Quiz

Customer Service Skills

Continued from page 15

C. You remind the board member that it has rained several days this past week and that the landscapers are a little behind. You also remind him that the project is on a 4-week rotation, so sometimes, especially if there is rain, there may be some weeds, but you will get a hold of the project manager ASAP to address the issue.

A homeowner calls and is very upset because they received a violation letter and feel it was unfair. They yell, they scream, they give you a list of every other person in a twelve mile radius with the same violation and they threaten to sue you, the board and your current and future children.

D. Weed!!!!!

One of your associations is going out to bid for a large project. The specifications are written and it is time to send out the RFPs.

A. You call several service providers to let them know that you have a major project coming up. You let them know that only people who promise not to bother you with any details and agree to contact all of the homeowners are going to get to bid as you don’t have time to oversee this project.

B. You call all of the service providers you know and give each of them “inside” information to help them get the contract and then you take tidbits of those conversations and pass it on to other service providers. You get taken to lunch and for spa days. It’s so fun to be popular!

C. You compile a list of vetted service providers with proven performance and/or excellent references. You send out the RFP along with a cover letter inviting all service providers to a bidder’s conference. At the conference you go through the package and answer questions and outline expectations. You explain that if somebody calls you or e-mails you with a question, you will assume that this is information that everybody wants, and you will send the question and the answer to all bidders. You wish them good luck.

D. You do a Google search for construction companies, and then you look on Yelp for feedback for all the company names that appeared on page one of your search. You then text a link to the service providers for downloading the proposal and request that they text you in lieu of e-mails or phone calls, because those are annoying and take up way too many words.

A. You put them on speaker and mute your phone while you call all of your coworkers to come in and listen to this person go off!

B. You explain that you personally witnessed and wrote that violation letter and it is absolutely, positively a direct violation of Article 6, Section 5, Use Restrictions, of the Declaration, as well as page 248 Environmental Control as outlined in the Rules and Regulations, paragraph five and reiterated within the Declaration under Nuisance Provisions. You explain that there is case law through the Court of Appeals in Busybody vs. Ijustwanttolivemylife. You invite them to view the video of this heinous violation on the association’s Youtube channel and offer to text them the very pictures that will be used as evidence against them if they don’t fix this problem immediately. After you hang up you call your friend from question #4 and talk for hours.

C. You listen to the owner and let them vent. You then empathize with them and explain that the enforcement process is the most difficult aspect of your job but you are contracted to perform this service and you do not have the authority to ignore this specific violation. You go through the enforcement process and the reasoning behind the rule and hopefully talk them off the ledge.

D. You cry because these people are so mean with all of their macroaggressions. You check to see if your medical plan has counseling services. These rules are all so stupid anyhow!

You receive a voicemail message that a street light that the caller reported two days ago is still out. They explain that it is dark, somebody is going to get hurt – or worse – raped or murdered. They let you know that if they get murdered, they are going to sue you. You know you put a work order in for this the same day the call came in.

Vision Summer 2016 | www.cacm.org

A. You tell your assistant to call the vendor and threaten to sue them if they are not out there by the end of the day.

B. You call the homeowner and apologize and tell them that the service provider sucks and you requested this work several days ago. You then call the service provider and sweetly beg them to take care of this right away or the board is going to fire them.

C. This can’t apply to you because you already spoke to the member yesterday and told her the light would be replaced by the end of the week. You listen to the message again, and realize it is actually for Manager A. D. You upload the voicemail and text it to the vendor and type: WTH??? Followed by a bunch of pictures too small for the human eye to see: HAHOA ???

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Industry Relations Your company just brought on a new account and assigned you as the manager. You go to the meeting and the board members are eviscerating the prior management company. You know from experience, that much of what they are saying has nothing to do with the performance of the company; it is simply something that the board didn’t want to hear or doesn’t want to do.

A. You join right in with the bashing and even come up with a few stories of your own. Go Me!

B. You don’t come out and say anything bad about the other company, but you indirectly blame your lack of performance on their poor record keeping. You milk the situation for as long as possible in order to make yourself look good.

C. You take the opportunity to explain to the board that the previous company was actually acting in accordance with the industry standards and/or best business practices. You do this because you know if you do not assist the board in understanding the “who, what, where and why,” that it is just a matter of time before another company is in the boardroom and they are talking about you.

D. Seriously? Who cares? Hey look, I got 700 likes!!!

Grant Shetron, Northern California 510-406-3198 GShetron@bpop.com Larry Hooper, Southern California 714-864-5171 LHooper@bpop.com 1-800-233-7164 www.associationbankers.com

(408) 345-4000 • http://wm-llp.com

Scoring Mostly A’s – Whoa! I see a padded cell in your future. It’s time for a stress relieving hobby. Mostly B’s – Nobody. Likes. You. I repeat: Nobody. Likes. You. Well, maybe your cats. Please do not procreate. Mostly C’s – You are a rockstar and headed for the CID Industry Hall of Fame! Mostly D’s – You finished this test! That is so good! Please send me an address where I should send your

Vicki MacHale, CAMEx is the Executive Director/Principal of A.R.K. Management in San Diego.

We counsel: • • • •

Condominium Associations Planned Unit Developments Mixed Use Associations Commercial Associations

We provide general counsel to Associations including the following services: • • • • • • • •

Construction Defect and Civil Litigation Dispute Resolution Governing Document Interpretation Governing Document Revisions CC&R and Rules Enforcement Contract Review and Negotiation Election and Operating Rules Fiduciary Obligations & Director Education www.cacm.org | Vision Summer 2016 17

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Age-Restricted Active Adult Community Management California Law Series Fundamentals of Effective Governance Ethics for Community Managers Conflict Resolution for Community Managers High Rise Summit Advanced Insurance Principles California Law Series Ethics for Community Managers Enhance Your Professional Presence Forum Luncheon Forum Luncheon

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FORGING A PATH IN THE HOA INDUSTRY BY BRITTANY MONTOYA-TAYLOR, CCAM

BY ALL ACCOUNTS THE HOA INDUSTRY IS A RELATIVELY YOUNG ONE. There is surprisingly little readily accessible data on the subject considering that 53 percent of homes in the United States are within an HOA. This can prove frustrating for community managers trying to determine career goals. Without industry-approved paths or development programs, community managers are largely left on their own to figure out the next best step. While career planning without clear cut guidance may seem like a daunting task for some, it also offers immense opportunity for those willing to put in the hard work. The HOA industry is currently experiencing levels of growth that havenâ&#x20AC;&#x2122;t been seen in over a decade. New developments are popping up at record speed, creating an even greater demand for qualified, professional management. Even though a set course of action may not be clearly laid out, steps can be taken now so that when the opportunity presents itself, you'll be ready to act.

RELATIONSHIPS Relationship building is a critical component of success in the community

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management profession. Always remember that a board member’s home is close to their heart; this key sentiment drives their willingness to volunteer a lot of time and energy that easily could have been spent on something else. The better you understand and respect that, the more they’ll appreciate you and the sincerity with which you manage their community. Establishing trust in your working relationships will go far to secure your reputation as a go-to person in your field. Consistent hard work will reap benefits in the form of recommendations that may give you just the edge you need when applying for a new position.

NETWORKING Working in a niche industry affords managers the privilege of building long-lasting connections with those in the field. It is up to you to determine how much time you invest in networking, but the rule of thumb is the more the better. Show your colleagues that you are passionate about your career by volunteering for industry events, writing articles for newsletters or industry magazines and being supportive of others by offering advice, suggestions or help when called upon. Over time your investment will show its worth by way of your colleagues having confidence in you and the person you have shown yourself to be. Yours will be the name that comes to mind the next time a high profile project calls for only highly recommended participants.

EDUCATION There is no better resource for learning the ins and outs of the community management business than the top-notch educators at CACM. The professionals that teach CACM courses bring many years of valuable experience to their classrooms, giving you an insider’s view on what to expect and how to navigate new territory. These individuals represent all aspects of the industry, ranging from HOA attorneys to CPAs and community managers. It is well worth the effort to take advantage of your time with them by asking as many questions as possible during your time there. The contacts you build through CACM courses and events will amount to an invaluable trove of knowledge that you’ll be able to call upon as the need arises. By fostering relationships, investing in networking and continually pursuing education, not only will you be prepared to seize any opportunity that presents itself in the industry, but you’ll also be fully established as a qualified candidate by your colleagues. Taking these simple but very effective steps will inevitably open doors and eventually usher you into the next great chapter of your ever evolving career. Brittany Montoya-Taylor,CCAM is a community manager with Terra West Management Services in Las Vegas, Nevada.

www.cacm.org | Vision Summer 2016 21

MOVING FORW

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WARD

IN THE COMMUNITY MANAGEMENT INDUSTRY

BY KEVIN HEMPEL

AT A TIME WHEN OUR INDUSTRY IS FACING A GROWING SHORTFALL OF QUALIFIED COMMUNITY MANAGERS AND SUPPORT STAFF, WE WONDERED WHAT IT MIGHT TAKE TO RECRUIT NEW INDIVIDUALS TO THOSE ROLES AS WELL AS TO RETAIN THE TOP PROFESSIONAL TALENT THAT WE ALREADY HAVE.

othing scientific here, but we began our informal research by asking a few industry stalwarts three simple questions: what brought the professional into the industry? What does it take to succeed? Why do you think some current professionals are choosing to move on to other opportunities? The responses provided some interesting insight about people who work in our industry. Those that think of their “job” as career-focused tend to get fulfilled by the day-to-day tasks and making a difference in the world more so than those who don’t. These types of workers tend to see challenges as things to understand, a time to learn and opportunities to grow. We see it every day in our business lives. Find your passion, live it to the fullest and pay attention to work life balance. Some call this a generational thing and some even call it crazy to think; however, there are a select few that figure this out. They use it to form a plan and a way to live out the rest of their life, both personally and professionally. They create a mindset that serves as a road map to shape their future environment, and they generally feel a greater sense of fulfillment in life and in their jobs. Continued on page 24

www.cacm.org | Vision Summer 2016 23

“We all have a journey ahead of us. It’s very important now for us to work through some of the bigger items on our long list of problems. This has inspired me in how I treat all of my communities and reinforced my belief that when you generate positive energy you can build communities of which everyone can be proud to call home.” We also checked in with Fredy Peccorini who reported from out in the field. Here is what he had to say about his experience within the industry:

Current Status within the Industry Property management since 2008; past employer Common Interest Management Services “What brought me into the industry? I answered a Craigslist ad, and I considered it luck. Prior to working for CIMS, I had worked for a spa company for almost eight years.”

Goals I Try to Achieve

Moving Forward

Continued from page 23

Our first interview was with Laura Ravazza, an association manager at Homeowners Management Company. She currently holds her CCAM certification and was recently recognized as one of the top managers in our industry. We spoke to her last month to get some further insight on what drives her.

Current Status within the Industry Property management since 2004 “I am more than confident saying property management is my passion! I love being able to take on a property that needs a more personal touch, then watch the community grow and flourish.”

Goals I Try to Achieve “To play a key role in mentoring my properties to be the best they can and set continuous improvement goals. This means working to build a sense of community, resolving problems in a way that is most beneficial for all members and navigating the diverse complexities of each property.”

What I Believe For Success Even the most difficult property can be turned in the right direction with proper guidance and patience and by taking immediate action and collecting information through research to resolve issues and mediate risk. I pay great attention to the important issues such as accounting as well as inaccurate budgets, lack of reserves and lack of member information as these can all hurt a property. It is important to work diligently with the boards to create clear and precise information. This allows members to feel much more comfortable talking with management and working through problems. 24

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“I’ve always tried to minimize board and HOA liability while keeping the values of the properties at a high level through maintenance upkeep. With board assistance, we have worked hard to stay in line with the HOA operating budget, which allowed us to keep our reserves at a high level.”

What I Believe For Success “I believe in education through organizations such as CACM, CAI and ECHO. A great mentorship process from our leaders also is very valuable. Without these types of needs being fulfilled, managers can feel overworked, underpaid and underappreciated, which will allow their eyes to be open to finding better opportunities elsewhere.” We also reached out to Robin Romo who just completed the MCAM certification. She also holds CAMEx, CMCA and AMS certifications as well as many others. Our conversation was short, but right off the bat we could tell she is a passionate leader who gives her all for this industry and her life profession. Here is was she had to say:

Current Status within the Industry Property management since 2003, Chief Operating Officer at CitiScape Property Management Group, LLC “I was working as a regional director of catering through a major hotel firm and in charge of setting up an annual association meeting. The meeting turned out great, but the process in the beginning was a disaster. It was all fixed before management came for the day; however, it was an event that sticks in my mind. When my contact for the event found out about what had happened, he said he loved the way I handled it and offered me a job. At the time I said, what the heck, lets try it! For me, this career happened totally by accident.”

Goals I Try to Achieve “Once working in the industry, I quickly realized that my skills needed to be honed even more, as extra care needed to be taken due to the high visibility of homeowners. My passion is for hospitality and customer service. So what I love about the industry is that every day is a challenge. Every day is a learning opportunity. I mean think about it… In one position you can learn about construction, law, finances and the psychology of people. I recognize that I have picked up so many practical skills in the industry. This is why I stay, and I love it so much, I couldn’t imagine leaving it.”

What I Believe For Success “I believe that generally speaking a lot of people do not feel compensated for the “job” that they are doing. It’s unfortunate that the number of high-paying opportunities are few and far between. People really enjoy working in this industry, but there is also an issue with the work/life balance. That’s tough to find. It’s important to understand that you have to accept that this is the way it is – you have to make the best of it.” Last, but most definitely not least, we had the opportunity to chat with Lisa Esposito about her take and adventure in the industry.

Current Status within the Industry Property Management since 1989 “I had worked for a successful builder and found an opportunity to work in the industry as a controller. After I applied, all the pieces came together. I started as a controller for an HOA management firm, then served as President of Massingham, with my final position as VP at Bay Area Properties with a goal of standardizing their systems and bringing in a new software program.

all my positions: The best results for boards come from understanding their roles and how a board should function, which allows managers to excel in carrying out their roles.”

What I Believe for Success “I believe retention is always challenging. In our industry the nature of the beast is night meetings and unrealistic expectations. This seems to be an issue in all management companies. The pay scales are improving, but notoriously the compensation for the volume of work and the potential for unpleasant situations create an atmosphere of insufficient pay for the job. I believe these are the underlying reasons that managers do move from one company to another and eventually in order to stay in the industry seek employment with a related service provider. Success in our industry can contribute to always learning and bringing forth systems.” Overall, we found some consistent themes running through these interviews. While there is not one way to arrive in the industry, once here, success comes through time, hard work and passion. In discussions with several other industry professionals – with various credentials, experiences and backgrounds – we found similar scenarios of enjoyment and an eagerness to learn and educate. We found it is very important to give back, not only with what you already know but with what others teach you. As the industry grows and changes, there is both a need and strong potential to develop many more career-orientated individuals. It is up to us to do so for the betterment of our communities and industry lifestyles. Keven R. Hempel is the Founder of True North Services Inc. in Livermore.

Goals I Try to Achieve “I’ve always had a belief in templates and best practices. Then I enhanced my training to include policy governance. Serving as a director of CACM allowed me the opportunity to operate under a policy governance environment, and I was able to modify what I learned to fit toward helping association boards operate more efficiently. My foundational belief always stayed true through www.cacm.org | Vision Summer 2016 25

Congratulations to Jayme Morris! First recipient of the Dan Kocal Scholarship Award for exhibiting outstanding character, ethics and leadership in community management.

Jayme Morris, CCAM exemplifies the qualities

and motivating. She exemplifies the vision of Dan

of a true leader. “Every day, I endeavor to guide,

Kocal in that she works diligently to empower

coach and support my team and to create a work

her staff, her boards and the communities she

environment that honors an entrepreneurial spirit and

manages.”

shapes future leaders,” she wrote in her application. “You don’t need to supervise a staff to be viewed Having entered the industry 14 years ago, Jayme has

as a leader,” said Tracy Kreiss, CACM’s director

managed apartment communities, retail commercial

of education & credentialing, “We ask the

spaces, HOAs and most recently is working with

judges to evaluate applications based on how the applicant exhibits outstanding character,

developer clients. “She demonstrated

ethics and leadership in their essay and

incredible initiative and a strong dedication, and was promoted to regional manager of The Management Trust – Transpacific, ACMB (now The Management Trust

The deadline to apply is December 1.

– Southern California, ACMB) in 2013, supervising two assistants and six managers,” said Tiffany Lynch, CAMEx, CCAM, division vice

letter of recommendation. In addition to experienced leaders, we encourage new managers who see community management as their career to apply.” Jayme will use the scholarship to pursue

a Specialty Certificate in New Development

president. “She leads by example and many people

Community Management, and later plans to

find her enthusiasm and dedication both inspiring

pursue her Master of Community Management

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(MCAM) certification. In memory of Dan Kocal, CCAM and his commitment to professionalizing our industry, in 2015 CACM established the Dan Kocal Scholarship, which offers full tuition for manager members pursuing one of CACM’s credentialing programs:

• Certified Community Association Manager (CCAM) certification

• Certified Association Financial Management (CAFM) certification

• Specialty Certificate in High Rise, Large Scale, Portfolio or New Development Community Management

• Master of Community Association Management (MCAM) certification

The Dan Kocal Scholarship recognizes professionals who exhibit outstanding character, ethics and leadership in community management. CACM also offers education scholarships to community manager members seeking financial assistance for individual courses. Scholarship applications can be downloaded at www.cacm.org.

www.cacm.org | Vision Summer 2016 27

HIRING FOR

CHARACTER

IT TAKES MUCH MORE THAN SKILL TO BE A GOOD COMMUNITY MANAGER. SKILL AND KNOWLEDGE ARE EXTREMELY IMPORTANT, BUT CHARACTER IS ESSENTIAL. BY PATTY GARCIA, CCAM, PCAM

braham Lincoln said, “Reputation is the shadow. Character is the tree.” Our character is much more than what we try to display for others to see, it is who we are even when no one is watching. Good character is doing the right thing because it is right to do what is right. One dictionary defines character as “the mental and moral qualities distinctive to an individual.” Another says it is “the complex of mental and ethical traits marking a person.” In still another dictionary, character is said to be “the stable and distinctive qualities built into an individual’s life which determine his or her response regardless of circumstances.” Our character is what determines our success in every area of our life. It guides our responses to any situation or circumstance we encounter. It is why we do the things we do, and it is why we do things the way we do them. Given that the results we get are determined by how we respond to the various things that come up, it follows that the success we have in any endeavor is determined by our character. Dr. J. Mitchell Perry, a recognized expert in the field of human performance and business optimization and the keynote speaker at CACM’s 2015 CEO Business Forum, says there are specific questions he uses to assess a person’s character.

QUESTIONS TO ASK THE CANDIDATE TO ASSESS CHARACTER The Achievement Question “What have you achieved in your life since high school that you remember made you very proud?” Notice: To what extent is the candidate proud at all? How much are they capitalizing on those achievements? How important is achieving in their lives? In what dimensions? What does that tell you? The Wisdom Question Since high school what have you learned about yourself? What have you learned about life?” Notice: How much does the candidate reflect on their life? How much does learning lessons and gaining wisdom play a part in their thinking? How much does common sense seem to emerge? Insanity? What does that tell you? The Values Question “What are your basic governing values and principles around which you like to live your life… and explain” Notice: How much does the candidate even know their values/standards? How much do their values impact their decision making? What is the condition of their self-respect? What is the gap between what Continued on page 32

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www.cacm.org | Vision Summer 2016 29

Hello, please allow me to introduce myself.

I’m your community manager. I’ve met the requirements of California Business and Professions Code sections 11502 and 11502.5, and having taken hours of classes on California law, governance, management, human resources and various financial topics, I was certified by the California Association of Community Managers. I’m proud to hold the designation of Certified Community Association Manager (CCAM). I am committed to continuing education so that I can help you and the other members of the board of directors navigate the 1200 plus laws governing California HOAs, and to oversee the financial and physical operations of your community. I want to thank you and the other directors for the confidence that you

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have placed in me and for recognizing the work that I do and the skills that I employ in providing you the services included in our contract for the management of your association. I invite you to walk with me through a day of work for your association; it’s bound to be exciting, challenging and quite unpredictable. Though my days can rarely be defined as typical, there are three things that are always included; e-mails, phone messages and coffee. First off, when I sit down at my desk, coffee in hand, I can expect 20 or more e-mails. Often they are from service providers, scheduling work, sending bids, seeking payment or navigating contractual issues. Many mornings I find several e-mails from directors like you, asking questions about projects, financials and agenda items or requesting action on certain items. Often I receive communications from residents and

BY DEAN JACKSON, CCAM-HR

I invite you to walk with me through a day of work for your association; it’s bound to be exciting, challenging and quite unpredictable.

owners alike; I find that they usually write when something is not to their liking. Once I’ve answered the e-mails I move to the telephone messages, which are quite similar in nature to the e-mails, and I return those calls. It’s time for another cup of coffee. The interesting thing about all of those morning communications is that they usually send my day in an unexpected direction, which

makes each day new and never boring. I sometimes have fires to put out (almost never literally); I often have contracts to negotiate for the benefit of the association; I frequently address water intrusion issues (usually between neighbors) and insurance claims; and I have to remember to code the invoices for payment on time and under budget. Today I’m also putting together the agenda for the next meeting, along with the management package, which includes the pending bids, correspondence between me and homeowners and the minutes that I wrote from last month’s meeting. We’ll also be holding an executive session to address a homeowner non-compliance issue, as well as the pending construction defect litigation. I’ve been in communication with the HOA’s attorney, and he’ll be there too. The rule revisions are almost ready for the board’s review, the ballots are done and the mailing is about to go out for the upcoming board election, and you can expect the first budget draft to be completed in a few days. It’s lunch time! Now that the administrative tasks are sorted, let’s stretch our legs. It’s time for a site review. Let’s walk through the community and take a look at how the painting contractor’s work is progressing and review the punch list for that balcony repair. The landscaping is looking a bit brown because of the drought, but I have to also remind the landscaper to trim those hedges, and we should schedule gutter cleaning and paving after the board approves the bids. There will be a few violation letters; unfortunately some residents really favor pink window shades. We should also meet with the owner of that unit that was recently flooded. It’s time to swing back by the office, input the notes from the site review, calendar some letter writing for tomorrow and a bid walk for the day after, and gather my things to go to tonight’s board meeting. It’s been a pleasure taking this walk with you, and again I thank you for the trust that you have placed in me. I will continue to strive for excellence and to exceed your expectations. I’ve scheduled similar walks with the boards of directors of six other associations I manage.

CACM’s “In the Boardroom” feature is intended to provide key trends, tips and practical advice for association board members. For easy sharing, you can also access this and other archived articles online at www.cacm.org

www.cacm.org | Vision Summer 2016 31

they espouse and what they do? What does that tell you? The Priorities Question “When you think about your life in its entirety, what are your most important priorities … explain” Notice: What are the priorities? How much do they reflect common sense? What is the ratio between “important” vs. “urgent”? How much does it appear the candidate puts a premium on attending to those priorities? What does that tell you? The Fit Question “What kind of a position would you consider a perfect fit for you? … explain. what would be a terrible fit? … explain.” Notice: Observe how much the candidate knows themselves. How candid are they with respect to what is a good / bad fit? How much do they appear authentic vs. telling you what you want to hear? What does that tell you?

KEY THINGS TO REMEMBER

• • • •

Ask questions and listen Ask more, tell less Notice their behaviors Check your gut level feelings (they are reliable) • Consider the timing and the fit • Consider the investments and the ROI • Trust your judgement (your internal voice) Questions to ask yourself as you assess their character: 1. What does the candidate demonstrate in their remarks and behavior that indicates strong character? 2. How do you notice and assess the candidate’s: a. Integrity b. Responsibility c. Generosity of Spirit 3. What does your gut tell you? With what are you pleased? Concerned about?

4. To what extent does the candidate know their basic governing values? How does he/she talk about them? What does that tell you? When you hire, it is extremely important to get it right the first time. If not, you will not only pay financially, but you put your company at risk of receiving a bad reputation. It is surprisingly quick how your reputation can be damaged by hiring the wrong person. You frequently hear from your peers that it takes a “special person” to make community management our career – but here we are! Do your homework in advance and be prepared when you interview candidates. It can pay off handsomely if you use methods that allow you to weed out interviewees that don’t fit or have the whole package. Good luck out there! Patty Garcia, CCAM, PCAM, is President of MCM, LLC in Santa Ana.

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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 2016!

Advanced Lighting and Electrical, Inc. Irvine | (949) 636-7859 www.advelectrical.com AlphaStaff Escondido | (760) 466-8140 www.alphastaff.com American Leak Detection Palm Springs | (760) 320-8273 www.americanleakdetection.com Andersen Law Sacramento | (916) 716-9482 www.andersenlaw.legal Aztec Landscaping, Inc. Lemon Grove | (619) 466-7498 www.azteclandscaping.com BAB Facilities Group, Inc. Santa Clara | (408) 364-1701 www.babfacilitiesgroup.com Black Diamond Service Contractors, Inc. Encinitas | (858) 876-4125 www.bdscon.com BSM Facility Services Group Concord | (925) 688-1234 www.bmsinc.com Carini Cleaning & Restoration San Diego | (619) 226-0579 www.cariniclean.com Clean City Orange | (714) 693-8115 www.cleancity.com Clean Earth Restorations El Cajon | (619) 284-4239 www.cleanearthrestorations.com Coast Landscape Management Napa | (707) 251-8872 www.coastlm.com Dagizmo Mckinney | (214) 587-0254 www.dagizmo.com Fiberon Decking Placerville | (530) 333-3595 www.fiberondecking.com Holland Construction Morgan Hill | (408) 722-7515 www.hollandconstruct.com Informative Election Services Pasadena | (626) 381-8911 www.informativeelectionservices.com

Vision Summer 2016 | www.cacm.org

Jeff Russell - Morgan Stanley Wealth Management Rancho Santa Fe | (858) 613-8151 www.morganstanleyfa.com/jeffrey.russell/ Jimni Systems, Inc. Irvine | (949) 770-7654 www.jimnisystems.com John Kirkham Law Berkeley | (510) 926-6591 www.johnkirkhamlaw.com/ LaBahn's Landscaping El Cajon | (619) 579-9151 www.labahns.com Landis Williams Construction, Inc. Yorba Linda | (714) 695-1661 www.landiswilliamsconstruction.com Lesaca Landscape Company Bakersfield | (661) 836-0229 www.lesacalandscape.com Lounsbery Ferguson Altona & Peak LLP Escondido | (760) 743-1201 www.www.lfap.com Momentum Marketing Walnut Creek | (925) 357-8835 www.gomomentummarketing.com Morris, Sullivan & Lemkul, LLP San Diego | (858) 566-7600 www.morrissullivanlaw.com My Building Storage | (310) 503-8888 www.mybuildingstorage.com New Way Landscape & Tree Services Santa Ana | (714) 673-1792 www.newwaypro.com Nordis Direct Coral Springs | (454) 323-5500 www.nordisdirect.com OC Health Insurance Santa Ana | (714) 541-8338 www.ochealthinsurance.com Ocean Pavers Aliso Viejo | (714) 293-2525 www.oceanpavers.com Pacific Construction Analysts Inc. Temecula | (951) 527-5359 www.pacconanalysts.com Paydici Portland | (855) 729-3424 www.paydici.com

PNC Mortgage Walnut Creek | (925) 274-2704 www.pncmortgage.com Poolwerx Laguna Niguel | (949) 498-7665 www.poolwerx.com PPG Architectural Coatings Cranberry Twp | (724) 742-5420 www.ppgpaints.com Radiant Way, Inc. San Rafael | (415) 569-4328 www.radiantwayinc.com/ Ratana Vancouver | (604) 321-6776 www.ratana.com Sal's Roofing Company, Inc. Lathrop | (510) 559-0213 www.sals-roofing.com Scott Litman Insurance Agency, Inc. Woodland Hills | (818) 879-5980 www.sliains.com SF Environment San Francisco | (415) 355-3784 www.sfenvironment.org Silicon Valley Civil & Structural Engineers Campbell | (408) 583-0323 www.qengineers.com Southern California Edison Santa Ana | (714) 973-5777 www.sce.com Sperlonga Data & Analytics Laguna Beach | (949) 398-4322 www.sperlongadata.com Sunrise Assessment Services Folsom | (916) 961-0374 www.sunriseassessment.com True North Services, Inc. Livermore | (888) 320-7566 www.raycoenergy.com

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www.cacm.org | Vision Summer 2016 35

SO WHAT DO YOU DO

A QUICK TAKE ON A CAREER IN COMMUNITY MANAGEMENT BY DEAN JACKSON, CCAM-HR

for a living?

Vision Summer 2016 | www.cacm.org

“I’M A COMMUNITY MANAGER.” I answer the ubiquitous question “What do you do for a living?” “Oh, so you’re a property manager” comes the response, with a knowing smile, because they were able to arrive at a simple answer to their own deceptively simple question. But actually, it’s not so simple. While on the surface a community manager may resemble a property manager, they play very different roles in related (but not identical) industries. A property manager may look after individual units, homes or apartment complexes, collecting rent, managing leases and seeing to maintenance issues. A community manager, on the other hand, addresses a wide range of issues which, while they may include maintenance items, often resemble the issues addressed in city government. The community manager, working exclusively in a private and non-governmental context, addresses issues in a similar way as the city manager would address them. I sometimes jokingly refer to my chosen profession as equal parts politician, parking enforcer and pet psychologist, but community management is much more than people, pets and parking. The community manager offers guidance to the board of directors: As volunteers, directors can’t be expected to know all of the laws, procedures and financial aspects of their development. They rely on the manager to understand the financial statement, the reserve study, the budgeting process and collections issues, and to advise them accordingly. The directors rely on the manager to navigate the ever changing requirements brought about by the legislature and to keep the HOA in compliance with those requirements. The community manager, while having a working knowledge of these items, also advises the board of directors of when an expert (legal, financial, construction, etc.) is required. The community manager keeps things running: Not only is the community manager an advisor, he/she is also a facilitator. From agendas to construction schedules to tree trimming, the community manager keeps the calendar for the association. They facilitate necessary projects, and often negotiate contracts, they prepare the meeting package and agenda, and they make sure the service providers are paid on time. Having advised the board, and provided them the information necessary to make educated decisions, the community Continued on page 38

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So What Do You Do for a Living? Continued from page 37

manager ultimately has the responsibility of implementing the decisions of the board for the benefit of the community. The community manager is often the face of the community: On-site managers often receive visits from the residents of their community; they talk to and correspond with them daily, they resolve issues and listen to grievances. Portfolio managers may not receive an in-office visit, but they receive phone calls and e-mails, they write letters and take care of problems. The community manager often has the opportunity to be the ear to listen, the shoulder to lean on and the voice of reason and wisdom. If these interactions are positive it enhances the quality of the development, if not it can detract. Service with a smile (and knowledge) is important. Community management is a profession with many specialties to choose from, one that requires a great many skills and provides a great many hats for the manager to wear (but the hats are not one size fits all). From budgets to boilers, from landscape to lawyers, from contracts to carports, it is a challenging career with many opportunities to learn, to advance, and best of all, many opportunities to help people. Dean Jackson, CCAM-HR, is General Manager of Pacific Park Plaza Homeowners Association in Emeryville.

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achieving professional excellence

Congratulations Managers

It is with pride that we recognize managers who have taken the next step in their professional career by pursuing advanced educational opportunities. Congratulations to our newest Certified Community Association Manager (CCAM) and Specialty Certificate recipients for the first quarter of 2016.

NEW MCAMs

Robin Romo, CAMEx, MCAM-HR

NEW CCAMs Jennifer Adkison, CCAM Miki A. Akiyama-De Jesus, CCAM Jean-Pierre Alotte, CCAM Angela Bach, CCAM Stacey L. Bantz, CCAM Lauris Bateman, CCAM Amanda L. Bauer, CCAM Cory Bauer, CCAM Kristine Bermudez, CCAM Jaime L. Blunt, CCAM Sergei Bokov, CCAM Morgan Bomboy, CCAM Shirail Burton, CCAM Kristine C. De Perio, CCAM Alvin J. Donaire, CCAM Dawn Emerson, CCAM Christina L. Foust, CCAM Judith Gallardo, CCAM Tamara L. Glover, CCAM Julie A. Haisha, CCAM Rhiannon Harris, CCAM

Richard Pendleton, CCAM Elizabeth Rank, CCAM

SPECIALTY CERTIFICATES

Gabriela Robles, CCAM

High Rise Community Management

Patricia A. Rosia, CCAM

Carl Weise, CCAM-HR

Andrea Ruhge, CCAM

Robert Smith, CCAM-HR

Paul R. Saccoccio, CCAM

Patrick Kennedy, CCAM-HR

Linda C. Sanchez, CCAM

Elizabeth Ramirez, CCAM-HR

Susan Sarte, CCAM

Jesse Painter, CCAM-HR

Nikea L. Scarbrough, CCAM

Scott Walker, CCAM-HR

Cory J. Schell, CCAM Michael C. Schroeder, CCAM

Large Scale Community Management

Andrew W. Scott, CCAM

Mary Walker, CCAM-LS

John H. Shade, CCAM

Phyllis Harkins, CAMEx, CCAM-LS

Joseph M. Shipman, CCAM

Glenn Grabiec, CCAM-LS

Barbara Singer, CCAM

Fred Strong, CCAM-LS

Laura K. Smyth, CCAM

Janice Bonora, CCAM-LS

Brian J. Theobald, CCAM Brandon Tsurumoto, CCAM

Portfolio Management

Lisette Vieyra, CCAM

Carolina Romero, CCAM-PM

Sheryl J. Walker, CCAM Deana C. Warner, CCAM

New Development Community Management

David Yamashiro, CCAM

Mary Herrick, CCAM-ND Paul Polk, CCAM-PM.ND

NEW CAFMs Patricia A. Hooper, CAFM

James K. Jager, CCAM John P. Kelly, CCAM Breanna N. Krumins, CCAM Dorothy A. Lachner, CCAM Yolanda Lam, CCAM Brandon B. Leigh, CCAM Rodney Leng, CCAM Racheal Leonard, CCAM David M. Leon-Guerrero, CCAM Eva N. Lucas, CCAM Melissa Manzo, CCAM Carrissa Martinex, CCAM Thomas Mathew, CCAM Michael L. McLeod, CCAM Carmen Mejia, CCAM Laura M. Morgan, CCAM Susan A. Norman, CCAM Andrew Oâ&#x20AC;&#x2122;Brien, CCAM Sandra R. Page, CCAM

www.cacm.org | Vision Summer 2016 39

Vision Summer 2016 | www.cacm.org

ETHICS IN ACTION THE CORNERSTONE OF PROFESSIONALISM

A COMMUNITY MANAGER WEARS MANY HATS, and when we are in the weeds of hourly response times and multiple competing priorities, our role changes with the situation: we may be an enforcer to a homeowner; gatekeeper to a service provider; subordinate to a board member; problem-solver to a boss. We are all these things … but we also are more. When we rise above the weeds to the 10,000 foot view, the big picture and the impact of our role is clear. We serve the greater good. We are community facilitators, and our communities can thrive because of our specialized knowledge, people skills, service attitude and project management/juggling powers. Those of us who love what we do, do it not just to maintain home values, but to preserve communities in which people love to live. We are custodians of a noble profession. What does this have to do with ethics? It’s a good analogy for why CACM requires an ethics course every recertification period – to lift us out of the weeds for a few hours every few years and put us as professionals through the critical thinking discussions that enable us to take a high level view of our chosen field of work and define what we as individuals stand for in our

business dealings. Then, when we are back in the weeds, we’re more likely to recognize the gray areas and check questionable behavior that otherwise might have been commonly accepted. Some of the most publicized ethical breeches in the news were caused by people who felt what they did was acceptable, especially because they were driven by competition, profit or even accepted practice in their circles. The funny thing about ethics is that everybody thinks they have them. (What lawContinued on page 42

DO YOU HAVE A PROFESSIONAL CREDO, A LIST OF DRIVING VALUES OR CORPORATE CULTURE MANTRA THAT YOU OPERATE FROM? WE’D LOVE YOU TO SHARE IT WITH YOUR COLLEAGUES THROUGH LINKEDIN, FACEBOOK OR TWITTER. LET’S EACH TAKE RESPONSIBILITY FOR RAISING THE LEVEL OF PROFESSIONALISM IN OUR INDUSTRY AND SHOW OUR ETHICS IN ACTION!

www.cacm.org | Vision Summer 2016 41

Ethics in Action

Continued from page 41

abiding citizen would say they don’t have ethics?) It’s natural to think, “I’m a good person. I’m not a criminal, and I live by the golden rule.” Ergo, “What more do I need to know about ethics?” There is a lot more. Because we are facilitators for the communities we serve, we have an obligation to set the right ethical tone. The case study discussions in the ethics courses provide valuable perspectives from other professionals and help us to analyze our own set of operating standards. We should go back to work having a higher likelihood of making proactive and not reactive decisions about who we want to be and what we stand for. We continue to ennoble ourselves and our profession when we take this required exercise seriously. If you were asked, “What are your business ethics?” What would you say? You know you are ethical, but can you articulate YOUR ethics clearly and easily? If not, what does that say about how important they are to you? CACM’s Professional Code of Ethics and Standards of Practice (Code of Ethics) is the cornerstone of our profession. This is THE document you should go to when you have an ethical dilemma. But the reality is that it’s wieldy and often hidden from view. Creating a personal business credo, built on the Code of Ethics, that declares what you stand for as a professional and what others can expect from you in your business dealings is an excellent way to show ethics in action. Without going through the practical exercise of creating this for ourselves, we are selling our profession short. How often do we proactively let service providers know our ethics as they pertain to quid pro quo? Do we let our board directors know what we stand for and what they can count on us to do when they issue questionable directives? If we lead a team, do we explain our ethical credo to them? Do we talk about ethics in our organizations? Do our teams know how we expect them to respond in the gray areas? Do we have a system in place for ethical decision-making? Do our businesses have ethical guidelines and expectations written down? Displayed? Just as a community manager should let their board know what they stand for and what the board can count on them to do in questionable situations, so should a leader let their team know what they stand for and what the team can count on them to do in questionable situations. There is no better way to lead than by example. In the fray of hourly responsiveness and multiple competing priorities, we are more likely to make the right choices (consciously or not) in our everyday behaviors when we have a clearly articulated professional credo. We are the custodians of a noble profession, and through our behavioral examples and declarations of our professional credo to colleagues, service providers and clients, we increase the value and professionalism of community managers for all to see.

Vision Summer 2016 | www.cacm.org

upcoming courses & events

Northern California Summer Calendar LEGEND

Online Courses

LOCATION

EXECWEB I EXECWEB II INS400 FIN300 CMM130 SPC420

Online Online Concord Online San Bruno San Bruno

ACWEB I ACWEB II CMM101-102 ACWEB III ACWEB IV CMM121-124

Online Online Concord Online Online Concord

SEPTEMBER 13 Budgeting 14 Commercial & Industrial CID Management 14 Budgeting 14 Ethics for Community Managers 20 Assessment Collections 27 Insurance Principles

FIN300 SPC450 FIN300 CMM130 FIN210 INS200

Online Concord Sacramento Sacramento Online Online

OCTOBER 4 5-6 11 13-14 18 18 19

SPC420 CMM101-102 BDA300 HRS1016 INS300 FRMSAC FRMEB

Online Sacramento Online Santa Barbara Online Sacramento Pleasanton

COURSE/EVENT

Classroom Courses COURSE/EVENT CODE

DATE

Events

JULY 12 Becoming an Employer of Choice 19 Is your Organization Structured for Success? 21 Risk Management in Community Associations 26 Budgeting 28 Ethics for Community Managers 28 Age-Restricted Active Adult Community Management

AUGUST 2 9 10-11 16 23 24-25

Response to Criminal Activity Steer the Board BAM Series “You Got Served!” Mold Madness California Law Series

Age-Restricted Active Adult Community Management BAM Series Fundamentals of Effective Governance High Rise Summit Advanced Insurance Principles Forum Breakfast Forum Luncheon

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Something for Everyone at the Southern California Law Seminar & Expo

he wide variety of interesting and relevant breakout sessions was undoubtedly what stood out for most

attendees at the Southern California Law Seminar & Expo, but with great, well-prepared speakers, case law updates, interactive groups, an explanation of CACM’s new membership, education and certification programs and ample time to meet with new and existing service providers, the program offered something for just about everyone. Perhaps the only thing missing was the test at the end, which many attendees said they were happy to see gone. CACM received a strong response to the postevent survey, and will be incorporating your comments and suggestions – both positive and negative – into the planning for next year’s event. CACM thanks the speakers, moderators and session leaders who volunteered their time and expertise, as well as exhibitors and sponsors who enabled us to put this program in at a cost-effective manner for our members.

Photo caption here

Southern California Vision Award Winners (Left to right): Rising Champion, Glenn Grabiec, CCAM-LS; Leadership, Amanda McGinley, CCAM and Gavin Kuehn, CCAM; Excellence in Service, Erik Runsvold, CCAM; Managers’ Choice, Steven Campbell, CCAM.

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Thank You to Our 2016 Law Seminar & Expo Sponsors EVENT PHOTOGRAPHER

MOBILE APP SPONSOR Saarman Construction, Ltd. Yardi Systems, Inc. Mobile Device Charging Station Rain Master Control Systems

CONCURRENT SESSION Advanced Roof Design, Inc. Bay Area Insurance, Inc. CMA Consulting Fiberon Decking Nautilus General Contractors, Inc. Patriot Environmental Laboratory Services, Inc. RE Roofing & Construction, Inc. Roofworks & Construction, Inc. SAX Insurance Agency Sunwest Bank Urban Painting, Inc.

NAMETAG LANYARDS Heritage Bank of Commerce Registration Sponsor Chapman & Intrieri, LLP Peters & Freedman, L.L.P.

CONFERENCE BAGS Ben’s Roofing, Inc. CONTINENTAL BREAKFAST Elliot Katzovitz Insurance Agency Event Photographer Dunn-Edwards Paint Corp. Kriger Law Firm EXECUTIVE PRE-CONFERENCE SPONSOR Nabr Network GENERAL SESSION Alliance Association Bank The Miller Law Firm

WELCOME RECEPTION Adams Stirling PLC Andersen Law Fenceworks, Inc. Global Disposal, Inc. Har-Bro Emergency Services Contractor Hays Companies Hughes Gill Cochrane, PC The Miller Law Firm Mission Association Financial Mgmt., Inc. Sal's Roofing Company, Inc. WELCOME RECEPTION DRINK TICKETS SPONSOR Alliance Association Bank AMA Repiping LLC A-One Construction & Roofing Behr Paint Berding | Weil LLP CID Insurance Programs, Inc. EmpireWorks Reconstruction and Painting Law Offices of Michael A. Hearn Kone Inc.

BOOTH CONTEST WINNERS

Best Overall – Pilot Painting & Construction

Most Engaging – Berding | Weil LLP

Best Theme Interpretation – Pacific Western Bank

LUNCHEON TABLE AV Builder Corp Kelly-Moore Paint Co., Inc. Serpico Landscaping, Inc. Paul Davis Restoration

Best Product Knowledge Epsten Grinnell & Howell APC

Honorable Mention – Fiore Racobs & Powers, a PLC New CCAMs being sworn in by Hon. Thomas Neal Thrasher (ret.).

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Have You Heard About the New Overtime Ruling? By Olga V. Tua, MBA, PHR, SHRM-CP

n July 2015, the U.S. Department of Labor (DOL) submitted a proposed ruling to update and revise the Fair Labor Standards Act (FLSA) as it refers to the exemption for minimum wage and overtime for exempt vs. non-exempt employees. In its ruling, the DOL is pursuing to update the salary level to protect employees who might be under a misclassification and/or not being paid accordingly. On Wednesday, May 18, 2016, the DOL released the new requirements outlining the final ruling in the updated overtime rule. Under the FLSA, most employees are required to be paid at least the federal minimum wage for all hours worked, as well as get paid for overtime work at a rate of one and one-half times the employeeâ&#x20AC;&#x2122;s regular rate for all hours worked over 40 hours in a workweek. Additionally, the FLSA covers an exemption for both minimum wage and overtime for employees that fall into a specific classification. To qualify for the exemption under this ruling, the employee must meet two criteria, one being their job duties and another related to a salary minimum requirement of no less than $913 per week. Although the newly updated 46

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ruling makes impactful changes to the salary minimum requirements it did not alter the job duties testing criteria. The new overtime rules increased the threshold for minimum salary from $455 per week or $23,440 annually to $913 per week or $47,476 (it also raised the highly compensated threshold from $100,000 to $134,004). In addition, the threshold will be increased every three years. The deadline to comply is December 1, 2016 giving employers more than six months to prepare. According to the Department of Labor website, an estimated 4.2 million workers will be impacted by the new overtime rules but the effect of these changes will not be felt with such an impact in California as in the rest of the nation. California is known to always have stricter overtime laws and before the new ruling it had a higher salary threshold ($41,600 annually) over the rest of the country. In addition, California requires that employers pay time-and-a-half when eligible workers reach eight hours in a day even if they do not exceed 40 hours in a week.

The Los Angeles Times reported that the Obama administration estimates that the change could impact more than 400,000 California workers, so it is recommended that employers understand the impacts of these changes to their organization and establish best practices to address any potential risks they may experience in correlation to the new criteria. Below you will find a few initial steps you can take to ensure you are in compliance for the December 1st deadline.

1. Verify salary ranges for any current exempt employees you have that are within the determined threshold of salary 2. Decide if, for your business, you will raise salaries to meet the new ruling minimum or if you will move them to an hourly rate 3. If you decide to move them to an hourly rate how will you calculate that in accordance to what you have defined as your work week 4. If you have employees that will be affected, decide on a communication strategy

For employers, deciding whether to raise salaries or change classifications will require careful consideration based on aspects of their business such as position, company size and culture. Regardless of the decision outcome, it is important for employers to take a proactive approach and have discussions now about the potential impact to employees and operations. Because of the potential impact on budgeting, staffing, and resources in 2016, it is imperative to have a plan in place by the compliance date of December 1, 2016. Olga Tua is Director of Market Development at AlphaStaff.

CACM offers Business and Affiliate members its Professional HR and Benefits Solutions Program through an alliance with AlphaStaff, a leading provider of HR outsourcing services since 1997. AlphaStaff can assist program participants in navigating through the complexities of topics such as the FLSA and provide support to employers in understanding the complexities of employment practices. Managing the intricacies of minimum wage, overtime and exempt vs. nonexempt is an area that can seem simple but – if mismanaged – can lead to costly legal exposure. Through certified human resources practitioners and skilled professionals, AlphaStaff is able to assist employers to minimize these types of exposures, while still allowing the employers to make the decisions that make sense for their operations. At the end of the day, AlphaStaff’s experts do the heavy lifting by providing compliance guidance and allowing you to focus on your business. To find out how AlphaStaff can provide you with tools and services to educate you on employment practices that can affect your business, please reach out to our Regional Vice President of Strategic Business Development – West Coast Region, Harry Glazer, at hglazer@alphastaff.com or at 760.466.8140. NOTE: The information contained in this article is not legal advice or a substitute for legal counsel.

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BY SCOTT SWINTON

WHEN YOUR CHILD BECOMES A TEENAGER AND HIS ATTITUDE SLIPS SIDEWAYS, THERE IS ONLY SO MUCH YOU CAN DO. I mean really, in spite of the urge and the overt threats to disown him, you know deep down – maybe very deep down – that he’s yours for the long haul. But you probably don’t take that same familial commitment to your monthly board meetings. In the back of your mind, there is always a way out, an eject button glowing near your index finger. Your children don’t come with a contract, but your HOAs do. What do you do with a misbehaving account? How long do you nudge and cajole before you give them the “talk?” As one management company owner in Southern California so artfully said, “for some it’s a 90day notice and the “it’s not you, it’s me” speech, and others get the notice and “it’s not me, it’s YOU!” I had asked her and a few other “decision makers” in California management companies how they know it’s time to unhitch one of the boxcars and back it onto a remote side track. Some of the answers were predictable, some were universal, others contradictory. Here are some of the results:

PULLING THE PLUG

IS IT TIME TO FIRE YOUR HOA CLIENT? 48

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Getting right to the point, I asked “How do you know when it’s time to pull the plug?” – expecting nuanced replies including “gut feeling” and “you just know.” Instead I received pretty consistent and concrete responses: “When they cost too much money.” “When the client refuses to pay a fair fee for the level of service necessary on the account.” “[When] They nickel and dime you to death.” I was a little surprised by these answers. Management companies out to make money? Are they allowed to do that? But satire aside, I realized that the profitability question is truly the basis for understanding the larger issue. And, we’ll come back to that. Next in response to generally “when to pull the plug,” was lack of trust – unanimous again. “When the [breach] of trust is beyond redemption.” “When they don’t trust you.” “When they don’t follow your advice.” “When the board as a unit treats you with hostility or as an adversary, then everything you try to do will be that much more difficult. Difficult individuals can be managed. Systemic difficulties may not be so easily solved.” So, it occurred to me to ask, “How important is it that an account is highly profitable? Surely some are more profitable than others. Will you terminate an account simply because it is less profitable?” Here the road divided for the first time. The first response was pathos: “No, if an account really needs help, and the board members are truly striving to do the right thing. I have been known to stick with a client even if there is little profit.” And then came the cognitive response: “Less profitable? No. Unprofitable? Yes. However, determining this line is not easy, and most management companies lack the tools to determine with great certainty when an account is a loser. There are also intangibles, such as employee morale. An account may be profitable on paper, but if it is burning out your employees, you may run the risk of losing talent, which is very costly to the organization. But another veered pragmatic when asked how important is profitability: “Extremely, who would take the abuse we get and not get paid for it?”

Yeah … point well taken. This manager did admit to there being some mitigating “variables,” but quickly rounded back to the point that “if it’s not worth it, it’s not worth it.” So about that abuse. I asked, how does the psychological impact a community has on an individual manager affect your decision? The answer here was unanimous again, but also nuanced. From a more pragmatic position: “We want the best managers. Good managers can take years to train. Burning them out with abusive accounts is counter to the organization’s need for the best managers. But I believe pathos wins the day here: “We cannot put our managers in a position where they are affected negatively. Managers are the backbone of our company and we cannot allow them to be treated unprofessionally. We must let them know they are valued and appreciated.” Great, if I’m looking for a community manager position, I want to come work for you; But what if I’m a bad manager? How can you discern the real problem? This list followed: a. Listen to the manager and the board b. Observe behavior at board meetings c. Look at the overall condition and past decisions of the board d. After 20+ years – you typically just know. And here, I finally got my “gut feeling” answer, “you typically just know,” and then again in another response: “I rely on my instincts. I look at the manager’s body of work. I look at my interactions with the manager, the board, the homeowners, etc. Sometimes an excellent manager may not click with a board, and you need to rotate in a different manager. Sometimes the board dynamic is such that no manager will succeed.” But isn’t it possible that another manager would handle the same board differently? Why not try and shift the account to another manager? “That would typically be the first course of action if I felt the problem was simply a personality clash. Boards, just like managers, have different personalities. Part of my job is to match the manager to the board, and sometimes board personalities change…this is something that executives and supervisors need to be cognizant of when problems arise.” But another stated: “In many cases (and especially if the manager is good) the board and members have a proclivity to disrespect people and changing the manager will not resolve the bad attitude of community.” Continued on page 50 www.cacm.org | Vision Summer 2016 49

Pulling the Plug

Community Association Loans

Continued from page 49

All the right tools for your next project.

And another, in essence agreed:

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“Sometimes you do, however in general playing musical chairs with your staff is not a good strategy. We look for stability.”

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

Understanding that one bad apple doesn’t necessarily reflect the whole, but can certainly color the whole, I asked, "Can you talk briefly about how a difficult homeowner affects your decision?"

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Jack Brandt AMS

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lisa.rea@ mutualofomahabank.com

“There is a big difference between a difficult homeowner and a rabid/savage homeowner. Difficult homeowners I have no problem with, but I will walk away from an account with rabid/savage homeowners who eat up time, energy and morale.”

jack.brandt@ mutualofomahabank.com

Brendan Concannon

Regional Account Executive 619.961.6346 Toll Free 866.800.4656, ext. 7480 brendan.concannon@mutualofomahabank.com

Magnanimity spoke: "I treat them the same as everyone else." And another agreed:

Member FDIC • Equal Housing Lender AFN45403_0213

Equal Housing Lender

National Corporate Member of Community Associations Institute

CACM Affiliate Member

“Difficult homeowners are to be expected. Even a difficult board member.”

`^`j|nì~êíÉê|cáå~ä|MPMPOMNSKéÇÑ===N===PLPLOMNS===NNWQMWRM=^j

Have you ever waited too long to let an account go? All responded, “yes,” and one, “yes, almost always.” Have you ever wished you hadn’t let an account go? Unanimous again..."No, not one single time." Three responses came unsolicited, but deserve space in the debate, as they each reflect on the industry as a whole, and their seeming contradiction is overshadowed by the obvious value that each places on the health of the industry at large:

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Vision Summer 2016 | www.cacm.org

“I believe a major problem within our industry is that we don’t respect each other from company to company. If I fire an account, there are always 10 other companies waiting in line to promise more service at the same or even lower pricing. This smacks of desperation and is a big reason why we do not have the respect that we deserve.” A second: “As a professional, we have a duty to serve the best interests of our client, above our own. Leaving our clients in the lurch, even if it is clear that the account is in jeopardy, is not consistent with the best interests of the association. It may feel good to terminate, but it would be to the detriment of our professionalism and that of our industry. We also have a duty to elevate the respectability of our entire profession. If this idea were more broadly shared, it would be reflected in the compensation of our managers.”

And the third: “It’s all about Risk vs. Reward.” He explained that if the risks of personal or corporate reputation, time consumption and non-compliance to the laws are greater than the reward, then why be complicit in the deterioration of the industry by enabling them? The Risk vs. Reward concept struck me as a bit sterile or even crass in this industry of relationships. But on reflection it certainly is a legitimate way of looking at a customer, and I suppose it makes sense. One magazine article is a woefully inadequate medium for exploring this critical cog in the community association machine, but some straight talking industry professionals have at least lifted the cowling a little to shed some light on this important topic.

Scott Swinton is the CEO of Unlimited Property Services Inc. in Richmond.

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

619.589.8800 www.KrigerLawFirm.com www.cacm.org | Vision Summer 2016 51

maintaining high standards

New Individual Manager & Management Business Members

Individual Manager Members

Management Business Members

Daniel P. Bick, CCAM

Maria E. Hernandez

Henry Romero

Daniel Blatt

John David Howe,

Tammy Ruelas, CCAM

Connor Buell

Naomi C. Jeter, CCAM

James R. Seals

Claire Carafello

Evelyn R. Kahn

Donna L Shipley, CCAM

Cesar Castellanos

Teri Kellerhals

Brittany M. Siguenza

Todd P. Chaloux

Sarah A. Kelly, CCAM

Miguel J. Sloane

Nathaniel Chand

Yolanda Lam, CCAM

Kim Smith

Therese C. Chrzan

Rodney Leng, CCAM

Julie Strobel

Alisha Concannon

Gary Leobold

Donielle N. Summers

Stephanie R. Cook

Nohemi Leon, CCAM

Jags Taloma

Amanda N. Cox

Marne Logan

Annette M. Terry

Andrea Davis, CCAM

Christine A. Lucas, CCAM

Tammie Thomas

Ivonne I. Deckard, CCAM

Elizabeth Marete

Patricia Thompson

Robbin Decker

Amelia Marques, CCAM

Sandra Tyner

Sunita Dhital

Tiffany McCall

Mauricio Varon, CCAM

Steven G. Dillon, CCAM

John B. McLaughlin

Christina Villarreal

Chelsea R. Draper, CCAM

Carmen Mejia, CCAM

Jeffrey Villeneuve

Dawn Emerson, CCAM

Brandi R. Mendez

Anthony E. Walker

Jackie A. Feierman, CCAM

Mitch Meyer

Michelle Ward

Jason Finn

Marcus Morris, CCAM

Sherwin Watson

David R. Foehl

Noah J. Morrissey

Robin L. Wilkie, CCAM

Tricia S. Ford

Jacqui C. O'Connor, CCAM

Christina Wilkinson

Enzo A. Gamarra

Suzanne L. Oliver

Hannah E. Wilson

Rachel R. Garrett

Signe I. Osteen

Cynthia P. Yonning

Warren T. George

Heather Panek

Brendan P. Gilligan

Kabria Pervoe, CCAM

Jacqueline N. Gomez

Ginger Popplewell

Maria Grant

Bobbi D. Primo, CCAM

Julie A. Haisha, CCAM

Birdie Ramirez

Aisha Hamill

Tiana J. Rascon

Amy E. Hansen, CCAM

Judy K. Reule

Adrian S. Harrell

Rosaura Reyes

Rhiannon Harris, CCAM

Julie L. Richards

Vision Summer 2016 | www.cacm.org

Anchor Management Services, Inc. San Pedro | (310) 736-1569 www.anchormanagementservices.com Cal West Mgmt & Sales, Inc. Carlsbad | (760) 438-5720 www.calwestmgmt.com

California Condo Management Lakewood | (562) 531-1955 www.californiacondomanagement.com Chase BlackStone, Inc. Woodland Hills | (818) 224-6631 www.chaseblackstone.com Crow Canyon Country Club Estates San Ramon | (925) 866-8900 crowcanyonhoa.com Hidden Valley Lake Association Hidden Valley Lake | (707) 987-3138 www.hvla.com JL Property Management San Mateo | (650) 570-7220 JMS Property Management, Inc. San Diego | (888) 234-1033 www.jmspropertymanagement.com Kelly Management Bakersfield | (661) 616-4380 www.kellymanagement.com Lordon Management Co., A Division of Lordon Enterprises Covina | (626) 967-7921 www.lordonmanagement.com OMNI Community Management, LLC Orangevale | (916) 965-8964 www.omni-mgt.com Raintree Mutual Corporation Culver City | (310) 836-5570 www.raintreemutual.com Shore Tower Ownersâ&#x20AC;&#x2DC; Association La Jolla | (858) 753-7111

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www.cacm.org | Vision Summer 2016 53

THINK OUTSIDE THE OFFICE BOX

DEVELOPING REMOTE TEAMS FOR THE COMMUNITY MANAGEMENT BUSINESS SPACE

BY CLINT McCLURE, CCAM

PING PONG, BASKETBALL, NAP-TIME AND FREE FOOD. No, I am not talking about recess for your kids; these are some of the things big business has been providing to employees with the goal of having those employees live, work and play at work … and work very long hours. The last 10 years have been a good test of this model for large businesses with large campuses and thousands of employees, but whether it really provides increased retention, happier employees and better work product remains in question. Even if it does achieve these objectives, this model really isn’t applicable to most community management companies. Sure, a few may opt for a break room with ping pong or an outside basketball court, but for the most part our employees, especially managers, are out in the field, and ping pong is just not an option. Another prevalent model that is catching on rapidly with businesses, both big and small, calls for a distributed work force with significant flexibility. This model does have applicability for our industry, and although it may not be a perfect match for everyone, it offers many advantages over a traditional office environment. Of course, like anything, the devil is in the details, and for this model to work, it needs to be carefully implemented, clearly communicated and closely monitored. EMPLOYEES NEED A REASON TO GET UP When hiring an employee, rate of pay is not everything. In fact, metrics show that work/ life balance options actually provide happier, more productive employees. If you don’t give it Continued on page 56 54

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Think Outside the Office Box Continued from page 54

to them, they will likely look for it elsewhere – probably on your time and dime. We are in a national and state-wide shortage of available talent that is forecasted to continue.1 So, more than ever before, it is important to focus on how to retain and attract the best personnel possible, while decreasing the very expensive element of office space. Forrester Research had projected that more than 63 million U.S. adults (43 percent) would telecommute at least occasionally in 2016, while Gallup’s annual Work and Education poll put the number somewhat lower at 37 percent in 2015. Whatever the actual number, it is clear that businesses throughout the country are realizing the many advantages of a partial to full distributed work force model. Great, so how do we actually do this and set it up for success? Consider implementing the following:

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• Offer one to two days a week where employees work from home • Set up work from home policies that address quietness of the environment for phone call consistency and online time clock check ins and outs • Implement customer service management tools for a team approach, whereby all members of the accounting, administrative or management team can work together to address challenges, all while increasing employee accountability • Hone the procedures for exactly what the employee will be responsible for while working from home • Set metric reviews to evaluate total calls, rate of calls and emails, customer feedback, other applicable work product and, most importantly, employee satisfaction There is a common misconception that when people work from home they are less motivated to do a good job and timeliness goes down as a result. This is simply not the case. IBM notes “teleworkers are 50 percent more productive than their office-bound counterparts” and Cisco reports an estimated savings of $277 million in productivity by allowing employees to telecommute and telework”2 if the employee has, or is taught, the skill set to time manage and the company has the ability to track metrics for work product.

EMBARKING ON THE DISTRIBUTED WORK FORCE MODEL All too often the company as a whole has not yet put in place technology to track elements of work productivity, so the only way to know if someone is actually working is if they are at their desk. We all know this does not always translate to productive work time. Instead, why not develop the framework and tools that will

enable the greater flexibility, engagement and productivity that a distributed model can offer? • Build a balance between time in the office with team members • For a truly distributed workforce, set up video conference, chat or the like to encourage team involvement • Define the job standards and set ways to track metrics • Bring the employee into the metrics so they understand the accountability required and see the effect of their effort on their metrics • Set up ways for each employee to share with their team in some capacity – this may be at a monthly team meeting or more frequently Empowering the employee, setting checks and balances and increasing transparency of work are the keys to a successful distributed work model. The company-wide result is happier, morefulfilled employees and better work product. And you can replace your cube farm with a ping pong table and snacks! Clint McClure, CACM, AMS, CCAM is President of MMI- McClure Management Inc. Man Power Group. “2015 Talent Shortage Infographic.” Man Power Group. US. Man Power Group. Web. 18 May 2016. 1

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Thank You to Our Sponsors

Thank you to our 2016 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. A.S.A.P. Collection Services

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www.cacm.org | Vision Summer 2016 57

ACM’s global ends statement establishes that our association exists “so that members enjoy an environment necessary for professional success.” Each and every decision we are asked to make at the CACM board level is measured against this statement. And, as the articles in this edition of Vision magazine clearly demonstrate, CACM has never been more poised to support your career path and goals. Like myself, so many community managers come to our industry from other fields such as city management, recreation, ministry and hospitality. Many of these named trades offer transferable skills and experiences including public service, communication, customer service and building a sense of community; all very important foundational skills in our evolving industry. At the beginning of this year, CACM introduced a total of nine membership levels for managers, businesses and affiliates to specifically engage members at the beginning level of their career through those advanced and tenured members that serve in leadership and/or executive roles. The new membership model was an assertive, perhaps aggressive, agenda focused on the needs of our growing membership.

In addition to foundational skills and access to appropriate membership levels, CACM has over 175 educational offerings in 2016. A majority of these course offerings mirror the needs of our membership in providing education in the basics of association management, coursework and testing towards earning a CCAM certificate, specialty courses reflecting our member’s service in specific environments (active adult, high rise, portfolio and large scale) and for those wishing to attain the highest California specific level, the MCAM (Master of Community Association Management) designation. A new membership level designation, CAMEx, is specifically designed for leaders and executives to give back to the industry. In contrast to earning the designation by taking educational coursework, credits are earned when a member provides service to CACM in the form of faculty positions, serving on session panels, authoring articles and serving on a CEO or board committee. One specific offering targeted at our CAMEx executive level and leadership members was the CEO Business Forum held in June. Sessions were offered on what it means to be an employer of choice, trends in the workforce and financial conditions and forecasts impacting our association businesses. CACM is willing to hit issues head on, and those of us attending the CEO Business Forum had the opportunity to engage with a panel of founding members and executives from Airbnb to address the growing trend of short-term rental experiences in our client communities. CACM is evolving with our industry to serve our community manager, business and affiliate partner members in multiple ways. Don’t miss the opportunity with CACM to plan your professional future. On behalf of the CACM Board, Kathryn Henricksen, CCAM Board Chair

Vision Summer 2016 | www.cacm.org

HELP SHAPE THE FUTURE OF THE COMMUNITY MANAGEMENT INDUSTRY

Earn the CAMEx Designation

There are many opportunities to serve, and we want you! Whether you are ready to join the CACM board of directors or are just starting your involvement with our organization, your participation will be welcomed and valued.

•

Speak or be a panelist at a CACM event

•

Author articles for Vision magazine

•

Serve on our Legislative Committee and/or help to lobby specific public policy issues

•

Support and participate in our Political Action Committee

•

Teach a course or lead a case study discussion

•

Review candidates for Specialty Certificates or

•

Attend the CEO Business Forum

MCAM certifications

CACM board of director nominations are made in the fall and elections are held in early December. Successful candidates for the board are able to demonstrate a record of service and leadership within the industry. Why not start building that record today? Individuals interested in serving CACM in any capacity should complete a Statement of Interest form at www.cacm.org.

The CAMEx designation is for those members of CACM who have the highest level of decision-making authority within a management business or community and who are responsible for the strategic direction of their organization including oversight of public policy and keen awareness of macroeconomic factors affecting the community management industry. The CAMEx is an acknowledgement of your contributions to the industry and your willingness to help shape the industry for the good. For more information visit www.cacm.org

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Access Vision Magazine Online

If you’ve missed any of the recent issues of Vision magazine, you’ll be happy to know they are now accessible in the Members Only section at www.cacm.org. In fact, we’ve recently converted these digital copies to a new HTML5 platform that provides greatly improved navigation and search functions, greater accessibility and security and expanded links to external information about CACM and our advertisers. The last two years’ publications are available, along with the current issue. Log in now at www.cacm.org/member-login.html to access the Vision archive.

Vision Magazine Summer 2016

Articles inside

The Ultimate Career Enhancing Quiz

Moving Forward in the Community Management Industry

Have You Heard About the New Overtime Ruling?

Forging a Path in the HOA Industry

Think Outside the Office Box – Developing Remote Teams for the Community Management Business Space

Ensure Managers and Executives are Healthy, Wealthy & Wise