Do you need CECs to meet the April 1 recertification date?

February 2020

CAMICB’s CE Review Committee approved new courses last week that qualify for CMCA recertification credits. That means webinars, classes and on-demand learning is available to CMCAs from California to Dubai.

Managers who need CE credits by April 1 can find a list of close to 1,000 pre-approved programs on the List of Approved Continuing Education. Approved topics include pets, insurance, effective communications, board elections and more.

Go to –> or email us at with any questions — we’re here to help!

Have You Updated Your Email Signature To Include Your CMCA Digital Badge? Here’s How You Do It.

Adding a hyperlinked badge image to your email signature is a great way to make sure your professional network is aware of your certifications, credentials and other badge-worthy recognition.  Watch this video for a quick tutorial on how to add your badge to an email signature, using Outlook and Gmail as examples. 

These instructions are for PC users. If you’re on a Mac, click here for instructions on adding your badge to email using Gmail.  If you’re having any trouble with adding your badge to your particular email client, contact the Acclaim Support TeamThey’ll be happy to help you troubleshoot. 

Step-by-step: Outlook

  1. ​From Acclaim, click the badge you’d like to embed in your email signature. Click the blue ‘Share’ button. 
  2. Click the ‘Download’ icon. Choose the small image – that will fit best in your email signature. 
  3. Click the ‘URL’ icon and copy it to your clipboard. 
  4. Over in Outlook, create your new email signature by opening a new message, then clicking ‘Signature.’
  5. Click ‘New’ to create a new signature. If you’d like to modify an existing signature, highlight it. 
  6. Name your new signature.
  7. Type any text you’d like in the signature, then click the ‘Image’ icon. 
  8. Locate the badge image you downloaded, then click ‘Insert.’
  9. Next, hyperlink the image  by clicking the badge, then selecting the ‘Hyperlink’ icon.
  10. Paste the URL you copied from Acclaim. 
  11. Click OK to save your new signature. 

Step-by-step instructions: Gmail

  1. From Acclaim, click the badge you’d like to embed in your email signature. Hover your mouse over the badge and right click to copy it.
  2. Within Gmail’s settings, access your email signature.
  3. Right click to paste the badge image into the signature. If the image appears too large, click the badge and select Small from the options presented.
  4. Back in Acclaim, click the blue ‘Share’ button underneath your badge.
  5. Next, click the ‘URL’ icon and copy it to your clipboard.
  6. Within your email signature, highlight the badge image and create a hyperlink with the URL you just copied. 
  7. Click OK to save your new signature.

Building A Delegation Culture

Naphtali Hoff

In past posts I have made the argument for why leaders need to delegate, discussed how to use situational leadership to delegate more effectively, and shared tips on what and when to delegate. In this post, I will outline how to build delegation into your business culture.

One of the most important elements of a successful business or team is its culture. A culture is the environment that surrounds you all the time. It encompasses the shared values, attitudes, standards and beliefs that characterize members of an organization and define its nature.

Cultures do not develop on their own. They result from conscious decision-making and behaviors which, when repeated over time, become expected norms for those operating within that space, whether it’s a community, a sports team, a place of worship or a place of work.

Corporate or organizational culture is rooted in the business entity’s goals, strategies, structure, and approaches to its work, customers, investors and the greater community. Of course, there are many different kinds of workplace cultures, including innovation, transparency and empowerment.

(This is not to say that these cultures are exclusive of one another. For example, a company can be innovative and also a fun, relaxed place to work. The prevailing culture is defined by the qualities that people within the organization identify as being most prevalent.)

This more extensive list places “strong leadership” at the top. This is valuable because it means that some cultures recognize the value of strong leadership and are prepared to take steps needed to empower existing and rising leaders to bring the company to the next level of greatness.

The above examples of culture focus on “macro,” or all-encompassing aspects of how businesses operate. “Micro” cultures (as defined here) can also exist. By “micro culture,” I mean a culture within the prevailing culture that speaks to the way specific matters are considered and addressed.

One such example is a “delegation culture.” Using the “strong leadership” example above, existing leaders may use delegation to not only clear their plates of the work that others should be doing (and allow them to do those things that they are uniquely positioned and qualified for,) but also to fill the leadership pipeline with future leaders. When leaders delegate, they train and empower others to take more ownership, strengthen their skillsets, and view organizational leadership as more horizontal than vertical.

The first way to create such a culture, of course, is to practice delegation early and often. Please click on the links at the top of this post to review what effective delegation looks like and how to implement it. Building it into your culture means that leaders need to do it and talk about how delegation is an organizational goal and something that is deliberately practiced.

To this end, give your direct reports permission to remind you when you haven’t delegated something that you should. Once they know what should and should not be delegated, they should be on the lookout for tasks that you are keeping for yourself unnecessarily and call you on it.

Make clear to others that if they see a project they want to take on, they should ask for it. Remind them of the benefits to them, you and the company when they do so, and reward them in word and deed for taking the initiative.

Naphtali Hoff, PsyD, (@impactfulcoach) is president of Impactful Coaching & Consulting. Check out his leadership book, “Becoming the New Boss.” Read his blog, and listen to his leadership podcast. Download his free new e-book, “An E.P.I.C. Solution to Understaffing.”

April 1 is right around the corner – have you completed your 16 hours of continuing education?

To make the most of your professional development, it’s important to find CE credit opportunities that make sense for you.

CAMICB is a program dedicated to professional growth and competency and has designed the CMCA Recertification process to encourage certified managers to continually pursue professional development in the community association management field.  To facilitate these efforts, a Committee appointed by the CAMICB Board of Commissioners meets monthly to review and approve anywhere between 40 and 60 applications each month from various providers.

While there are more than 800 pre-approved continuing education courses, many of which are free or low-cost and can be found on the web site, we also believe in flexibility and want to make sure you take the courses that best support your professional path.  If there’s a course or event you’re interested in that’s not included on the approved list of continuing education, managers are encouraged to submit the continuing education opportunity to CAMICB for approval.

Remember, the topics must pertain specifically and primarily to community association operations or management (e.g., operations, administration, legal requirements), are relevant to your professional development (e.g., Quickbooks, Excel, effective communications, leadership, etc.) or have a direct impact on your community. For example, if you manage a primarily Spanish-speaking community, and are interested in taking a Spanish language course, CAMICB would consider approving those credits.  

Approval can be granted in one of two ways: by either asking the course provider to complete and submit the CE Course Provider Application or by submitting the program outline or agenda, including dates, times, and speaker bios, to CAMICB yourself.  Similarly, college courses may be submitted for approval if the classwork meets the criteria described in the CMCA Handbook

A Snapshot of Available Resources & Tips for Finding CE Credits

Be sure to review Section 4 of the CMCA Handbook for a primer on earning continuing education credits, as well as the Continuing Education Page at for an overview of credit and coursework specifications.

Next, consider the many already approved options available to complete your continuing education coursework from the List of Approved Continuing Education, including pre-approved courses offered by the Community Associations Institute (CAI).

Take advantage of your local CAI chapter by monitoring any upcoming events or classes that have been approved for continuing education credit. To find your local chapter, go to the Find a Chapter page on the CAI website.

And don’t forget to explore free or low-cost webinars that are offered by the following providers:


Maintaining High Ethical Standards

CMCAs’ Commitment to Following Strict Standards of Professional Conduct

An important – yet often overlooked – component of CAMICB’s Credentialing Program
requires a Certified Manager of Community Associations (CMCA) to adhere to a high standard of ethical conduct. This means Certificants must comply with the 10 CMCA Standards of Professional Conduct, which govern their professional activities.


Standards Flow Chart

These Standards of Professional Conduct, detailed at, range from understanding laws applicable to community association management, to being knowledgeable on association policies and procedures, to carrying out fiduciary responsibilities, and participating in continuing education coursework. A violation of any of these Standards of Professional Conduct may be grounds for administrative action and possible revocation of the CMCA certification by CAMICB. Abiding by these Standards of Professional Conduct help protect consumers and associations that hire or contract with community association managers.

“When a community association manager earns the CMCA, they’re pledging to uphold a strict code of professional conduct which is critical to the profession,” said Ron Perl, Esq., a Partner at Hill Wallack LLP, who leads the firm’s community association practice group. “This is more than understanding the many facets of community association management and troubleshooting challenging situations, it brings about accountability, responsibility and trust to the individuals the profession serves.” Read more …

New Courses Approved for CMCA Recertification Credits

CAMICB’s CE Review Committee recently approved new courses that qualify for CMCA recertification credits. That means webinars, classes and on-demand learning is available to CMCAs from California to Dubai.

Community association management is a dynamic profession with frequently changing laws, issues, and technologies. To ensure credentialed managers can provide the most up to date service, CAMICB requires certified managers to complete 16 hours of continuing education every two years.​​

Managers who need CE credits by April 1 can find a list of close to 1,000 pre-approved programs on the List of Approved Continuing Education. Approved topics include pets, insurance, effective communications, board elections and more.

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Email CAMICB at with any questions!

Are You Eligible For The CMCA Retired Status Program?

The CAMICB Retired Certified Manager of Community Associations (CMCA®) program is available to community association management professionals no longer actively employed as a community association manager but interested in highlighting their continuing commitment to professionalism in the field. This program allows individuals retired from active community association management to display this new designation with no obligation to meet continuing education requirements.

Retirement Doesn’t Mean Walking Away From The Profession

For the many retired community association management professionals who obtained their CMCA and maintained it over the years, staying active in the industry is an important – and fulfilling – phase of retirement.

“I decided to apply for retired status rather than just walk away from maintaining my CMCA because it’s an honor I wasn’t ready to part with,” said Judy Rosen, CMCA (Ret.), AMS, PCAM (Ret.). “Even though I retired from full-time work as a community association manager more than five years ago, it was important for me to remain actively involved in the industry.” Rosen is currently a member of the CAMICB Exam Development Committee and a member of the CAI National Faculty.  “Displaying my CMCA (Ret.) is especially important to me, particularly when I facilitate the PCAM Case Study; the students should know I earned my CMCA credential.”

Rosen added, “The value in maintaining this new designation is the world recognition I enjoy. No matter where I go for a faculty assignment, or what CAI Chapter asks me speak at a local conference, these audiences know I’m one of them with experience and expertise in the profession.  And I believe this is particularly important to managers!”

In short, the benefits of obtaining CMCA (Ret.) status include:

  • A meaningful way to honor your commitment and years of service to the profession;
  • The ability to showcase this new designation, CMCA (Ret.), with no obligation to meeting continuing education requirements;
  • A way to stay connected to an expanding group of committed professionals; and,
  • The ability to remain active in the industry in rewarding and fulfilling areas of your choice.

Applying for CMCA (Ret.) status is simple!

  • Complete a retired status application.
  • Pay an annual fee of $25.
  • Continue to abide by the CMCA Standards of Professional Conduct.

For more on obtaining CMCA (Ret.) status, go to


If it looks like a Community Manager and talks like a Community Manager, then it’s a Community Manager

(Not a Property Manager or Real Estate Broker)

When debating the issue of how to regulate community association managers, many state legislators seem to share a mindset that goes something like this …

If licensure requirements are already in place for property managers and real estate brokers, let’s toss community association managers into the same bucket. They all deal with homes and property, right?

What seems like a simple enough solution is a dangerous mischaracterization of the business of community association management. Without recognizing the vastly different responsibilities required of community managers, property managers and real estate brokers may be left unchecked and ill-equipped to carry out the roles and responsibilities required to manage a community association.

Are property managers or real estate brokers versed in the governance, elections of, and oversight of a board of directors? Are they skilled at developing guidelines by which homeowner committees must follow to carry out their roles and responsibilities? And, what about developing budgets, RFPs for contracting services on behalf of an association, or enforcing covenant restrictions?

The short answer is probably not. And, here’s why:

Community Association Managers vs. Property Managers

Community association managers are responsible for managing a corporation, not merely the property. As such, the scope of their responsibilities is much greater than required for property managers. Community association managers are responsible for maintaining common, not individually-owned, property. While some job responsibilities are similar, community association managers have additional functions. Community association management should be recognized as distinct from property management because association management requires a wider variety of knowledge and skills.

Community Association Managers vs. Real Estate Brokers

Managing a community association dramatically differs from selling real estate. The role of community managers is not to represent a buyer or seller in a real estate transaction. Community managers are not responsible for selling or leasing any property, including individually-owned property.

For these reasons, state legislators should refrain from adding to the confusion by clumping these professions into the same licensure classification.  If community association managers must obtain a broker’s license without intending to enter the profession, they will not be obligated to gain skills in that profession. Any regulatory program that ignores these differences denies community association residents security in the skills and knowledge of a professional community manager.

Certified Manager of Community Associations (CMCA®)

What makes sense is for community managers to educate legislators, homeowners, property managers, and real estate brokers about certification programs, like the CMCA. The CMCA is a well-established, professionally regarded mechanism for evaluating and providing an on-going process of ensuring the competency of community managers.  To recognize programs like the CMCA relieves managers of the burden of having to keep up licensures they do not use, and frees up resources needed to hone and perfect the skills needed to professionally manage a community association.

What are your thoughts? As a community manager, how do you feel about this issue? Please comment and share your ideas.

Preparing Your Manager For the CMCA

Hiring a new manager is a big investment for a management company. Giving your new manager time to adjust as he or she adapts to your company culture, gets to know your clients, and navigates the inevitable learning curve takes time and money. But often overlooked in the early part of this process is professional development. What can you do to help your manager succeed in your business and with your clients?

It’s widely known that the community association manager’s scope of responsibility is vast. A manager needs to understand contracting, property maintenance, reserves, and much more to properly manage a community association. That’s why the Certified Manager of Community Associations (CMCA) credential is designed to verify a community manager’s knowledge of industry best practices in these critical areas.

Many management companies have seen the value in the CMCA program and require their new hires to pass the exam as a hiring contingency. Certifying new managers as CMCAs will help them gain a valuable qualification not only to further their careers but their success for the company as well.

While certifying new managers as CMCAs is an excellent idea, many new managers may have either limited or no previous knowledge of the many facets of their position.

To set your manager up for success, it’s important to give them the time and resources they will need to fully absorb all the different aspects of the profession. Encourage your manager to visit the website for resources designed to help prepare new managers to successfully pass their CMCA Exam the first time:

Encourage your new manager to enroll in The Community Associations Institute (CAI)’s M-100: The Essentials of Community Associations course, which also fulfills the educational prerequisite.
This course is designed as an overview of the community association management profession as a whole and will give your new manager the foundation of knowledge they will need to build on.

Give your managers time to review and study the exam prep materials available on the website.
A list of all preparatory materials is available on by selecting Get Certified >> Exam Preparation. From games and puzzles to glossaries and definitions, these study materials cater to a variety of learning styles.

Emphasize to your manager the importance of learning standardized test-taking strategies
Because the CMCA exam is designed to evaluate a community manager’s knowledge of industry best practices, more than one multiple choice answer may, on an initial reading, seem correct. From an industry best practices perspective, however, there is only one correct answer.

Develop study sessions for new managers that include experienced staff.
With so much information to take in, your manager will likely have many questions while studying for their exam. Consider pairing the new manager with other CMCAs in your office to give them the opportunity to ask specific questions and learn important skills they will need to apply their knowledge.

Offer the new manager up to a year to study and gain experience for the exam
The CMCA Exam tests both the manager’s knowledge and the manager’s understanding of the application of best practices.  That understanding will best be gained from hands-on experience.Giving the manager enough time to understand and apply knowledge in practice will dramatically
increase their chance of success on the exam

If your management company already has in place an avenue for managers to earn professional credentials, like the CMCA, tell us how you do it! Share your insights; what works and what doesn’t work to help other new managers find success.

Voices From A Passionate and Growing Community Of CMCAs

Kara Foley, CMCA, AMS, PCAM
General Manager, Keystone, Rancho Santa Margarita, CA

CMCA since 2014

“My company, Keystone, is a huge supporter of the CAI educational program offerings. After becoming CMCA credentialed in 2014, I quickly realized the increased skill-level and experience it brought to my ability to confidently and knowledgeably manage community associations.”

“Holding the CMCA credential reminds me how important it is to continually educate myself on the laws and changes occurring in the management of community associations and their inner workings. Continuing education is a key component of any career but especially one that moves and changes so quickly.”

“I’m proud to help CAMICB celebrate its 25th anniversary!”

Kara Foley head shot