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Continued from page 15 of emergency lifted, boards are trying to balance practicality, safety, and statutory compliance to determine whether meetings can be held by Zoom, hybrid, or in person.

Staffing shortages have complicated compliance with new laws. It can be hard to find enough vendors to complete necessary ongoing maintenance projects, as well as comply with statutory balcony inspections and lender-required infrastructure repairs. Managers are finding their workload heavier than ever, as there are fewer people doing the same jobs once carried out by many. Operating in a continually stressful environment leads to breakdowns of communication, procedures, and, ultimately,

There has been a noticeable and significant decrease in civility, including negative interactions between residents and managers and vendors, and outbursts and occasional violence at board meetings. People are sicker, as evidenced by nuisance behavior brought on by mental illness, compromising the quiet enjoyment of people’s homes. There are limited resources to manage all of these challenges, including shortages of mental health professionals to treat people in need of care. PostCOVID, most people seem to be struggling.

Strategies for Improving the Mental Health of Our Communities

The first and most important thing boards and managers can do is turn down the heat. This community members to follow. Treating a disciplinary hearing as an opportunity to meet and hear what everyone has to say, as opposed to a time to hand out punishment, can result in a better understanding of people’s motivations and needs. Few situations are truly black and white. Actively listening to what people have to say and honoring their experiences can result in greater understanding of one another and also a shared commitment to following the reasonable rules of the community. Using the dispute resolution tools found in the Davis-Stirling Act – primarily IDR (Internal Dispute Resolution, the informal “meet and confer” meetings that are the first step in the process) and ADR (Alternative Dispute Resolution, most effectively in the form of mediation) – allows boards to actually resolve the problems presented in a costeffective and efficient manner. people. Increased incidences of stress leave and resignations due to unpleasant working environments exacerbate the staffing shortages that caused the problem in the first place.

Effects of Prolonged Isolation and Loss

Three years of isolation and profound community loss has affected everyone. It seems that the world has become meaner.

means treating all interactions with residents who are violating community standards and rules as an opportunity to educate, connect, and restore community rather than as an obligation to judge and punish. Softening the language of a violation letter, as opposed to criticizing and condemning someone for what they have done, can lead to a resident understanding a policy and why it is necessary for all

Improving communication is another way to create connection and reduce conflict in the community. Providing members with information about the community and what is happening makes people feel like they belong and have a stake in what happens. Directors also need to lead from the top and treat each other with civility and courtesy. When directors come together and agree to a board code of conduct or civility pledge and then treat each other with respect and collegiality, the members are more likely to treat the board, manager, and each other with respect as well. This cycle of kindness and cooperation is contagious.

It is important for everyone’s safety and well-being to deescalate situations whenever possible. Situations where people living with mental illness have resorted to violence as a result of their condition or their situation appear to be on the rise. Recent incidents of gun violence against directors, managers, and attorneys have highlighted the danger of ignoring threats of violence. While associations and boards are not responsible for the safety and security of residents, the safety and security of the community is of paramount concern to all. Further, associations have an obligation to protect their employees and managing agents as part of their role as employers. Therefore, when the possibility of violence arises, it is important to act promptly.

Here are steps that should be taken when faced with threats of violence:

• Enlist the help and support of social services agencies and local law enforcement, especially specialized mental health response teams, which are often available to respond to people having a mental health crisis.

• Document incidents to assist with enforcement activities such as violation notices and disciplinary hearings.

• Soften the language of communications and streamline procedures as much as possible to encourage cooperation and collaborative problem solving.

• Do not hesitate to obtain restraining orders as needed so that law enforcement and social services agencies have the authority to step in and help.

• Hold meetings by Zoom if there is any question of safety and security.

Community First

Everyone is coming out of a period of extreme emotional trauma on a global, local, and personal basis. It is more important than ever that we really see each other and care for one another. Mental health challenges are, fortunately, becoming destigmatized, and seeking help for mental illness is no longer seen as a sign of weakness. One way to improve our community’s mental health overall and individually is to create connection and reduce conflict by valuing connection over being correct, and valuing each other most of all. Using available resources to respond to mental health challenges ultimately makes our communities healthier and stronger.

Bauman Ward, Esq., CCAL, is a partner at the Adams Stirling law firm and manages the firm’s Northern California offices. Her practice consists entirely of counseling HOAs and their managers in all matters related to their communities. When not practicing law, Melissa enjoys traveling, reading, and playing the cello.

Melissa