By Lydia Pelliccia and Matthew Green, CAE

Community association managers who hold and retain the CMCA credential demonstrate they are accomplished professionals committed to developing their skills and knowledge by participating in ongoing continuing education coursework and professional development opportunities year-round. There are numerous and varied opportunities for CMCAs, ranging from college degrees and coursework to conferences, professional coaching, community workshops, seminars, symposiums, and webinars.

These offerings cover a wide range of topics, including community association management operations, administration, legal requirements, accounting, human resources, and public administration, which ensure community managers are up to date on all aspects of this growing profession that undergoes frequent shifts in laws, regulations, and best practices.

“The commitment to continuous learning is a testament to a manager’s dedication to professional growth and excellence,” said CAMICB Board of Commissioners member Jennifer Andal, CMCA, AMS, PCAM, who is the Director of Better Communities in Dubai. “This commitment enhances their credibility within the community, as residents and board members recognize the value of a manager who remains current in their knowledge and skills. Professional credibility facilitates more effective communication and a greater capacity to positively influence community dynamics.”

Andal explained that managers are essential in creating and sustaining harmony within residential communities. “In a profession characterized by evolving legal frameworks, dynamic interpersonal relations, and a demand for effective leadership, the continuous pursuit of knowledge is paramount.”

The more managers pursue professional development opportunities, the easier it is to adapt to change.  “Continuous learning ensures that managers stay updated, allowing them to align their strategies with the latest standards,” added Andal.  “This adaptability is vital for effective communication, enabling managers to speak with authority and relevance, thereby enhancing their credibility.”

Steven Shuey, PCAM, CCAM, who is a retired Management Consultant, explains that ethics is an important issue for managers. “The best way to understand the ethics of the profession is to stay educated in all aspects of our work,” said Shuey. “New laws are emerging state by state. Staying current helps keep managers ethical by knowing – and following – what laws and procedures are changing.”

Don’t Overlook Opportunities That Hone Soft Skills

Effective communication skills, leadership, crisis management, and conflict resolution are all skills that require flexibility and nuanced approaches. Seeking out and embracing ongoing learning opportunities in these areas position CAMs as experts and leaders capable of fostering a positive and thriving community environment.

“Polished communication skills empower managers to interact with residents, board members, and external vendors, conveying information clearly, resolving conflicts diplomatically, and fostering community unity,” said Andal.

Andal explained that continuous learning equips managers with tools for crisis management and conflict resolution. Mastering these skills enables managers to navigate challenging situations gracefully, preventing the escalation of issues and maintaining a healthy community atmosphere.

“Continuous learning, including leadership training, empowers managers to positively influence others within the community,” said Andal. “Acquiring knowledge about leadership styles, motivation strategies, and team-building techniques allows managers to cultivate an environment that encourages collaboration and growth.”

In addition, it’s important that managers take advantage of more informal learning opportunities, such as networking and social events. These are excellent opportunities where colleagues share ideas and innovative approaches to solving common and uncommon problems.  These gatherings often allow managers to connect with others who are particularly steeped in specific topics, such as the latest use of technology or legal happenings on the ground.

Finally, Andal noted, “In the dynamic landscape of community association management, the pursuit of knowledge emerges as the pathway to success and a lasting impact for these dedicated professionals.”

Resource Corner

Making use of the wide variety of professional development resources available to managers is critical to staying on top of industry news, events, and any changes arising in the profession.  Below is a sampling of industry resources.

CAI – The CAI website (www.caionline.org) and local CAI Chapters also offer an array of resources, networking and professional development opportunities. To find a local chapter go to: https://www.caionline.org/Chapters/Pages/Find-A-Chapter.aspx.  Your local/state chapter will also offer specific opportunities that will impact your community and specifically your state. For example, in California opportunities may be state-specific to drought, wildfires, the Davis Stirling Act, etc.

CAMICB – CAMICB recognizes a variety of Continuing Education (CE) opportunities for CMCA credential renewal, including webinars, courses, and conferences. CAMICB also value the contributions made through volunteer work in the community association sector. Volunteer hours, such as serving on association boards or engaging in advocacy efforts, are accepted as part of a manager’s continuing education. CAMICB’s website offers guidelines on the types of CE activities that qualify for renewal. For inquiries about the eligibility of a particular course or activity for CE credits, please visit www.camicb.org or contact CAMICB at info@camicb.org.  

CAI Exchange – An online forum that allows members to collaborate and connect with colleagues. These informal discussions are extremely helpful in sharing innovative approaches to common and uncommon situations as well as best practices and advice.

Other Formal Training Programs – Companies like Adamen, Inc. (https://community-association-management-101.thinkific.com/), a national consulting and employment firm specializing in the community management industry, offer online training programs for managers that range from topics specific to managers, boards, and accounting staff. 

SmartBrief – SmartBrief is a free resource exclusive to CMCA credential holders. This weekly snapshot of both industry and CAMICB news will more informally keep you up to date on trends and changing laws in the field of community association management: https://www.camicb.org/Pages/Smartbrief.aspx

Continued Professional Development and Growth Ensures Homeowners, Employers and Colleagues of Managers’ Ability to Provide Exceptional Service is the second in a series of articles, produced by CAMICB staff, that delve into the important issues and topics affecting community association managers.

Lydia Pelliccia is a freelance writer. Matthew Green is executive director of Community Associations Managers International Certification Board.

By Madeline Hay, CAMICB’s Director of Exam Administration

The Community Association Managers International Certification Board (CAMICB) is poised to usher in a new era for the Certified Manager of Community Associations (CMCA) exam, offering a revamped blueprint that mirrors the dynamic landscape of association management across the globe. These changes, stemming from a thorough job analysis study conducted between 2021 and 2022, reflect an evolution in the core competencies required by community association managers worldwide.

Job Analysis 

Job analysis is the cornerstone of ensuring that the CMCA exam remains an authoritative assessment tool, reflecting the contemporary roles and responsibilities of association managers. This comprehensive study involved a multifaceted approach, dissecting the complexities of association management to chart a revised course for the credential.

The task of redefining the blueprint through job analysis was a colossal undertaking spanning 18 months. The comprehensive study involved 13 project phases, including reviews of over 100 primary source documents, survey responses from 3,000 managers around the world, and more than 90 hours of collaborative meetings with 55 subject matter expert volunteers. Notably, 20 of these experts were sourced internationally, reflecting the global significance and diverse perspectives encompassed in this endeavor. This validation process ensured that the CMCA exam blueprint aligns with the real-world experiences and challenges faced by professionals in the field.

Updated Blueprint 

The job analysis study resulted in an updated blueprint that encapsulates the requirements of modern community association management. Notable changes include a reorganization of job tasks and knowledge into six principal categories compared to the previous eight, allowing for a more cohesive representation of the industry’s nuances.

For instance, content previously segregated into distinct categories, such as “Budgets, Reserves, Investments, and Assessments” and “Financial Controls,” will now be consolidated under broader headings like “Financial Management” and “Risk Management.” This streamlined approach better reflects the multifaceted nature of association management, presenting a more cohesive and holistic assessment framework for aspiring CMCA candidates.

One of the findings of the job analysis study was a significant emphasis on meetings and events in the daily responsibilities of early-career managers. Consequently, the exams will see an expansion of the “Meetings and Events” domain from 10% to 18%. Furthermore, “Property Maintenance” and “Risk Management” will increase by 3% and 4% respectively, while “Contracting” reduces from 13% to 10%.

Notably, the human resources domain, constituting 6% of the current exam content, will no longer feature in the revised blueprint.

Current Blueprint (Remains Until December 2024) 

Updated Blueprint (Starting in December 2024) 

The CMCA Candidate Handbook and the CMCA Study Guide have been updated to reflect the revised blueprint. The current Handbook and Study Guide – valid through December 2024 – will remain on www.camicb.org through the end of December. The updated Study Guide and Handbook are also now available on the website. After December 2024, only the updated Study Guide and Handbook will be available.

Managers planning to test before December 2024 should refer only to the current Handbook and Study Guide. Managers planning to test after December 2024 should utilize only the updated Handbook and Study Guide. 

Looking Ahead

The redefined CMCA exam blueprint, meticulously curated through a comprehensive job analysis study, embodies CAMICB’s commitment to elevating industry standards. 

These changes are not merely cosmetic but serve a foundational purpose—to ensure that the CMCA exam genuinely reflects the essentials of community management worldwide. The blueprint revisions align the exam content with the ever-evolving needs of the profession, encapsulating the industry’s best practices, irrespective of geographic nuances.

Stay tuned as CAMICB offers more in-depth exploration of the blueprint throughout the next year leading up to the December 2024 change, symbolizing a leap forward in certifying the finest professionals in community association management.

Questions regarding the launch of updated forms of the CMCA examination may be forwarded to info@camicb.org or call 703-970-9300.  

Allen H. Brill in Legal/Financial For Habitat Magazine

When shareholders want to renovate their apartment, it can often be a headache for boards, particularly in older properties where problems are more likely to crop up related to the building’s age. This might include the need for more energy-efficient appliances and systems, or upgrades to plumbing, wiring and windows for the benefit of the building. The escalating costs of running a co-op, including rising taxes and insurance expenses, as well as the desire to keep maintenance down, is prompting boards to explore new strategies for managing renovations. 

Shifting responsibilities. One trend is for boards to shift more responsibility onto shareholders for covering renovation costs that might be considered the building’s responsibility. In most cases, what’s inside the building’s walls is the co-op’s responsibility. So if a unit owner is renovating and starts touching risers or branch lines, under the proprietary lease that’s usually the responsibility of the co-op. However, in some cases, this dynamic is shifting. For example, in some buildings where soundproofing in the floors is inadequate, the board might impose an obligation on the unit-owner or shareholder to address that during a renovation. Another example is a building on the Upper East Side that mandated toilet upgrades to improve water efficiency during an apartment renovation. 

The impact of energy regulations. As buildings face increased demands to decarbonize and shift from gas to electric, boards are exploring ways to pass the burden of upgrading electrical systems onto shareholders and unit-owners. For example, certain buildings have upgraded the electrical load capacity for the building to accommodate the shift away from gas, but if unit-owners want to take advantage of the increased load, they are being asked to pay for upgrades to the branch lines themselves. Window replacements are another area where boards often request shareholders make upgrades during renovations. The building is trying to shift to the unit owner what may be read in the proprietary lease as being the obligation of the co-op. Boards should be aware they face limitations in pushing shareholders and unit-owners too hard. If the renovation demands are too great, they may resist and legal conflicts could arise. 

Navigating upgrades. Open communication and collaboration remain essential in successfully managing these evolving governance issues. Shareholders often prioritize their desire for renovations and alterations over resisting increased responsibilities. One route for the board is to amend the proprietary lease, which is the document that dictates responsibilities. However, as most board members know, making changes to the proprietary lease is often difficult to achieve because it requires a two-thirds majority of shareholders. Some boards might choose to defer certain work until a unit is sold, transferring the responsibility for upgrades to the new owner. As buildings age, the need for renovations and upgrades will only increase. The most sensible approach for boards is to communicate clearly with unit owners, emphasizing the collaborative nature of these changes to garner support. It’s important to seek solutions that benefit both the building and its residents without pushing too hard and risking shareholder backlash.

Bill Adams argues that multigenerational executive room are good for business. Fast Company

Retirement just isn’t what it used to be. Many executives 65 and older are choosing to work for longer—and they are being asked to stay. One reason executives are being asked to delay retirement is because companies are afraid of change and they are ill-prepared for change. Retirement-aged executives are among the most valuable assets to a company, but with little succession planning, older leaders can also create the most volatile departures. 

Right now, leaders have an opportunity to develop cross-generational C-suites, and I believe companies that don’t invest in younger leaders will make the same mistakes over and over again, and hurt their chances at longevity. Here’s why leaders should embrace, rather than fear, their younger coworkers. 

WORK-LIFE BALANCE

I believe that many older leaders don’t actually want to work forever. They want to do something different: travel, spend time with family, and pursue new creative projects. Working past retirement can take a physical, mental, and spiritual toll. Plus, many older executives are used to working 80 hours per week. Not only is that unsustainable, it’s an expectation rejected by younger leaders who have a greater interest in mental health and wellness in the workplace. By bringing more millennials in the C-suite, older leaders would be reminded to take care of themselves and avoid burnout. 

As more Gen Xers, millennials, and yes, even Gen Zers enter the corner office, companies are becoming increasingly aware of the impact of their policies on employees’ physical and psychological safety. Learning this lesson, instead of being afraid of younger leaders, can become an essential retention tool. Organizations becoming more invested in producing a supportive environment is not only more humane, but is also in the best interest of companies because a supportive environment ensures that top talent is at their healthiest and happiest. This simple principle has taken older generations far too long to realize, and building intergenerational connections can help end burnout. 

RELEVANCE 

To be sure, a natural generational transition is happening in many workplaces, which will give those companies a new opportunity to become more relevant. I’ve sat in too many rooms where every executive was like me—over 60, male, and white. I believe that for a company to continue this archaic tradition is to invite its own demise. Diversity of race, gender, and generation is the easiest way to ensure a company is tapped into the zeitgeist, can offer different perspectives from different experiences, and can hold relevant conversations with its audiences. 

I have found that younger workers see the world in a radically different way than more experienced leaders. If conversations between different generations don’t take place in the C-suite, companies will never be able to retain their top talent across generations, let alone speak to the rapidly changing social and economic landscape. In many instances, knowledge of the world trumps experience in the office, and the more perspectives included in a company’s leadership, the more likely it is to offer a valuable conversation in its industry. 

LONGEVITY 

Improving your team’s relevance isn’t the only added value of a C-suite that covers the age continuum. Having young people in the room can also support a company’s longevity. A lack of succession planning has left significant gaps in many teams’ organizational structure, and the inevitable departure of workers over the age of 65 too often leads to a great scramble to pick up where retired leaders left off. Placing younger generations in leadership roles can support continuity and ease the transition when torches are passed. When older leaders embrace other generations, young leaders will be better prepared and ready to steer the ship without causing too much of a storm.

It seems that there is a suspicion that a multigenerational executive room could create tension and volatility. Good. Without diverse perspectives, without a push and pull, the best ideas will never rise to the top—because the best ideas won’t be proposed. Retirement-age leaders serve an important purpose and add value to their organizations, but if they want to ensure a company’s legacy and longevity, they should invite the next generations to the table before they retire. Companies need a mix of age and experience to build a holistic, peer-reviewed, and vetted perspective on strategy. If the old guard wants to preserve its legacy, it’s time to bring in the leaders who will carry their mission forward. 

Moshe Bobker, Partner, Tane Waterman & Wurtzel in Legal/Financial For HABITAT magazine

New York City

When shareholders violate the terms of a proprietary lease by not making the apartment their primary residence, boards are within their rights to go to court to evict them. In these situations, boards need to weigh the potential for an amicable resolution against the risks and costs associated with litigation. Early communication and strategic planning are important, and it makes sense for boards to consider alternative solutions to litigation, taking into account their long-term goals and the specific circumstances of each case. 

Pre-litigation measures. The proprietary lease will govern requirements as far as notices to cure or notices of default, as well as notices of termination. There is real value in initiating conversations and providing an opportunity for resolution before resorting to costly and time-consuming litigation. The standard proprietary lease has a 30-day notice to cure period.. Depending on the type of default, that amount of time can be shorter, but the standard is 30 days. Even if the lease does not require a board to send a demand letter or notice to a shareholder offering the opportunity to resolve the issue, it is oftentimes a good idea to do that. 

A case study. We recently represented a shareholder and the long-term occupant facing eviction from an HDFC. The proprietary lease required the shareholder to maintain the apartment as a primary residence. The occupant situation had evolved over 25 years, starting with a board-approved sublease agreement. This agreement was seemingly overlooked until the board initiated eviction proceedings alleging that the shareholder was not occupying the apartment as a primary residence. As the case progressed through the courts, discussions unfolded about the occupant’s lengthy tenure in the building. There were arguments about waivers and discussions about transferring the apartment from the shareholder to the occupant. Initially, these talks didn’t really progress. And then, having been before the court several times seeking a resolution, the board did approve the transfer from the shareholder to the occupant, essentially solidifying the occupant’s position in the building.

The takeaway for boards. The board’s sudden decision to pursue eviction after decades of apparent inaction may have been brought about by changes in the board composition or new management. Even so, boards should be thinking about their long term goals in these situations. Having that conversation with counsel early on is important. Fostering open communication and seeking amicable resolutions can allow boards to navigate governance issues more efficiently, ultimately benefiting both the community and the individuals involved. And in cases where a long-term relationship exists between the board and the occupant, a more collaborative approach can save time and resources.

By Amy Bonsai for Harvard Business Review

Meetings are broken. Something happened when work moved online in 2020, and opening up the office hasn’t fixed it. Every interaction with colleagues became a video call, and our days became a game of transactional Tetris: Where can I slot in this or that meeting? Now, with policies directing which days of the week to be where, the Tetris has gotten more complex.

In my work helping distributed and hybrid organizations flourish, I see employees commuting only to spend time in near-empty offices or on calls. It feels less like flexibility than a new constraint, and it’s not building the relationships we intended. It’s the worst of both worlds.

There is a better way. Instead of focusing on when and where we meet, we ought to start with why we’re coming together and let that dictate logistics. When I’m asked to help rebuild relationships and strengthen complex collaboration, I begin with foundational advice: The new work calendar isn’t about office or home, it’s about three gathering types and the conditions that serve them best.

Three Types of Gatherings

Why do I call them gatherings and not meetings? Names signal purpose. Meeting has a strong connotation, suggesting people around a conference table (or the online equivalent) and a tight agenda. Gatherings offer multiple purposes and release the idea that we must conduct a time-stamped march to check things off lists.

Transactional gatherings move work forward; relational gatherings strengthen connections; and adaptive gatherings help us address complex or sensitive topics. As transactional gatherings are easier to conduct online, relational and adaptive gatherings have become relatively scarce. Now is a great time to reintroduce and redesign these gatherings, as all had flaws even before the pandemic. Let’s look at the best conditions for all three. While I focus on distributed and hybrid environments, the lessons apply for any organization.

1. Transactional Gatherings

Transactional gatherings are about getting things done. Examples include daily standups, weekly sales updates, and planning meetings. They need three things to be successful:

Shared working documents

Cloud-based tools like Google Docs, Miro, and FigJam are game-changers. If your team hasn’t been using them, now is the time. Because multiple people can edit simultaneously, everyone sees updates in real time, and they far outweigh a whiteboard only a few can see.

Screen parity

Hybrid transactional gatherings — where at least two people are in the same room and the rest are distributed — benefit from screen parity, or having each person appear in an individual tile. As anyone who’s attended a hybrid meeting remotely likely knows, it’s hard to interact with a virtual conference room full of blurry people.

A host on the lookout for signals of participation

While tech adjustments go a long way, hosts have an additional responsibility when not everyone is together: spying signals of participation. A raised hand or a mic going off mute are signals to engage participants. I’ve found it advantageous to add a supplementary role: an engagement lead to support the host in ensuring active, equitable participation. In smaller events, the engagement lead and the host are synonymous. In bigger gatherings, consider appointing separate owners.

2. Relational Gatherings

Relational gatherings are intended to strengthen our connections. Examples historically included offsites, group lunches, or team-building outings. They need three things to be successful:

Clear objectives

Relational gatherings suffer most from “let’s just get everyone together” syndrome: the idea that just throwing people together will suffice. While these types of events can be lovely, they are not relationship builders. Instead, whether you’re convening two people or the whole organization, relational gatherings should be intentionally designed, with clear objectives. Instead of “get to know everyone,” try objectives like:

• Learn about career evolutions
• Understand driving motivations
• Reflect on growth moments

These objectives give people a hook so they can get to know each other more naturally.

Structured activities

Instead of an amorphous free-for-all, structure time deliberately. Split the session into times to reflect (alone) and share (in small groups) through activities like the following:

• Draw a map of your career, highlighting pivots.
• Share one piece of work-related advice you return to often.
• Tell a story of resilience.

Strong relationships are built by laddering up levels of openness, so these activities allow people to choose comfortable levels of exposure. A leadership team who has worked together for years and navigated rocky waters would likely share deeper stories than newcomers at an onboarding event.

If you have a subset of your team together, create a distinct, asynchronous way for non-attendees to engage. For example, for the advice activity, you could ask people to share their example over video in advance.

A mix of people from across functions, levels, or locations

Left to our own devices, we go where we’re comfortable: talking to our teammates, our peers, or those in similar circumstances. But organizations need us to have relationships beyond these silos, which relational gatherings can support by deliberately mixing people who wouldn’t naturally gravitate to each other.

3. Adaptive Gatherings

Adaptive gatherings help us address complex or sensitive topics where the right process or the desired outcome are not clear from the outset. These gatherings require agility and sensitivity. Examples include strategy sessions, innovation sprints, career conversations, or navigating the organizational impact of a societal issue. To be successful, they require three conditions:

A malleable, distinct environment

When I was at the design firm IDEO, where almost every client gathering was adaptive, we preferred rooms separate from team meeting spaces. Ideal were spaces where furniture was moveable, people could mill around, and there was no formal hierarchy implied (board rooms: out!). Space influences how people interact, so the location was the first clue to participants that this was not a run-of-the-mill conversation.

If you’re online, break out of video boxes. Design brainstorming sessions with video off and the focus on a digital jamboard. And try to host delicate conversations (where body language matters) with people sitting on couches or chairs rather than at desks, with the camera farther back to reduce intensity and allow for full-body signals.

A sense of safety

Historically, difficult or sensitive conversations happened in person, so we could watch body language and use physical surroundings to create a sense of safety. But we’ve learned over the pandemic that this isn’t always necessary — or desirable. An example is sensitive career conversations. While your instinct may be to hold these meetings in person, several employees have told me they prefer these discussions online. The screen helps them hold their emotions in check, providing a greater sense of control. Allow employees autonomy over where these are held (some may prefer online, others a walk-and-talk).

Release valves to dissolve tensions

Often, complex problems have time pressure, and release valves can help. To navigate to conclusions from a place of calm, create separation between discussing options and making decisions. In the room, that might be a coffee break with a shared laugh about something off topic. Online, encourage everyone to get outside and not think about the issue. This change in focus is not expendable, but rather a critical component of a successful outcome.

In a distributed organization I led, we needed to build a new guiding framework after a charged incident. To dissipate tension, we altered cadence and structure. First, we hosted a small digital round table to reflect on the incident (to allow emotions to flow when assessing the pain point). Next, we held one-on-ones with various individuals to understand diverse needs (the intimacy helped people feel more comfortable being vulnerable). Finally, we hosted a session to craft our new framework (by then, the emotions from the first two stages had sufficient space to dissipate).

What should you do if your gathering is all (or none) of the above?

While these use cases benefit from different conditions, it doesn’t mean you can’t combine them. An example is an offsite slated to build relationships, address complex strategic issues, and get work done. Set separate conditions for each: Mix and match people who wouldn’t naturally gravitate to each other, allow strategic discussions to have breathing room, and use distinct spaces for each type of activity.

Other events may not feel like they are transactional, relational, or adaptive gatherings. That’s okay, too. Because the path to an effective gathering is always to ask: Why are we meeting? What are we trying to accomplish? And to let each need have its own space and place. You may be surprised by the rhythm of when to convene in person. While it will vary by team needs, it’s more likely to be on a monthly, quarterly, or project cadence than weekly.

And if you can’t make organization-wide change, you can still impact your own gatherings. Within a policy that dictates where you should be, not why, reorient how you conduct gatherings by shifting your priorities from the logistics of your calendar to the needs of your people.

Amy Bonsall is the CEO of Collective, a platform that helps distributed organizations and their people flourish. Prior, Amy was an IDEO and Old Navy executive. She’s been on the pages and stages of Entrepreneur, IDEO.com, SXSW, Singularity University, and more, covering flourishing at work, working from anywhere, distributed organizations, and behavioral prototyping. She co-teaches a course on Designing a Business, hosted by IDEOU. Follow Amy on Instagram.

By Kelly G. Richardson for the Santa Monica Daily Press

Hi Kelly, we just received a notice two days ago that our HOA assessments will increase 10%. The new increase takes effect in 3 weeks. We did not receive any prior notice of such a large increase and numbers for the 2024 budget seem off. In my opinion this is poor money management to give homeowners an increase notice with only 3 weeks’ notice. Shouldn’t an HOA know that they need this big of an increase MONTHS in advance? J.S., Aliso Viejo.

Dear J.S.: HOA boards may increase regular assessments up to 20% per fiscal year without a vote of the homeowners, per Civil Code Section 5605(b). However, HOA boards, when increasing the budget, should explain to the members why increases are necessary. Communicating to homeowners above and beyond the bare legal requirements helps build trust in the HOA board.

You have mentioned that the notice of the assessment increase was not received by you until about three weeks before coming due. There are two possible issues here. First, Civil Code Section 5605 requires the new year’s budget be announced at least 30 days before the end of the fiscal year. Second, any assessment increase must be announced individually to each member at least 30 days before the increased assessment becomes due, per Civil Code Section 5615. Please note that these two deadlines are “sending” deadlines, not receiving deadlines, so your HOA may have been timely on these two points. Thanks for your question, Kelly.

Dear Mr. Richardson: The board agenda has few details about agenda items so homeowners do not know the information or details about agenda items, making it difficult to ask questions or get clarification prior to the board taking action. What are the rules about making the board packet, excluding executive session items, available to homeowners? L.O., Nipomo

Dear L.O.: Boards are required to notify members of the items to be discussed in the upcoming board meeting in the posted agenda. However, the statute requiring this, Civil Code Section 4930(a), does not define “item.” Some boards post deliberately vague agendas to give themselves “wiggle room” as to what they can discuss. As you can attest, this frustrates the members who would like to know what the board is working on. Boards would do well to consider not just providing the bare minimum disclosure, to build trust and confidence in their neighbors in the community.

Boards are not required to share the packets of information they receive from management. Also, this is not necessary since homeowners have the right to watch the board’s deliberations but do not have the right to participate in those deliberations.

HOA boards can do several things to make their constituent neighbors more confident in their governance. First, provide more information in the posted agenda and not a vague almost meaningless couple of words. Second, during the meeting, take a moment to describe the issue at hand. Lastly, on major decisions consider opening the floor to a brief open forum.

As to executive session information, the allowable topics for executive session must be kept confidential to protect homeowners, HOA employees, or the HOA itself, so that information cannot be distributed outside the board. So, no, that information should not be shared. Best, Kelly

Kelly G. Richardson, Esq. is a Fellow of the College of Community Association Lawyers and Partner of Richardson Ober LLP.

By Kate Daugherty for Success

When there’s a lot going on, most people rely on the classic time management strategy of creating a list and checking off tasks. While a conventional to-do list is an excellent way to keep track of items that need to be completed, it generally doesn’t automatically help you decide which task to do first. To help you establish priorities and tackle your most important work first, consider using a time management chart or matrix, a productivity tool that helps you organize tasks across four quadrants of time management and establish priorities. 

Creating a time management matrix is relatively easy. However, knowing what to include in each of the four quadrants can take some practice. Keep reading to learn how to use a time management chart and how it can help you succeed.

What is a time management matrix?

A time management matrix is essentially a to-do list that lets you see your tasks in one place and helps you distinguish between important and urgent projects. It’s separated into four quadrants: urgent/important, urgent/not important, not urgent/important and not urgent/not important.

This chart is sometimes called an “Eisenhower” time management matrix for its connection to a principle often attributed to the 34th president of the United States regarding identifying what is urgent and what is important.. 

Stephen Covey popularized the idea in his 1989 book, The 7 Habits of Highly Effective People. Because of the book’s popularity, you may also see this productivity tool referred to as the Covey time management matrix. 

The four quadrants of time management—labeled urgent, not urgent, important and not important—look like this:

Use a time management matrix to determine the priority of your to-do list tasks

The time management matrix helps you distinguish between urgent and important tasks, which is a great way to ensure you’re working on the most effective items first. 

Urgent tasks need to be done as soon as possible. However, urgent doesn’t necessarily mean important. Answering a phone or responding to emails can often feel urgent, but they may distract you from the deeper work you want or need to do. 

Important tasks, on the other hand, are vital to meeting long-term goals. While some important tasks may be job-related, they can also be personal, like writing a book, training for a marathon or another personal and professional development milestone.

One of the great things about the time management matrix is you get to decide what to prioritize. While some tasks, like work deadlines or responding to an emergency, may automatically fit into the first quadrant of important and urgent, you generally get to choose at least some of what goes into the important but not urgent column. 

How to create the four quadrants of a time management matrix

To create your time management chart, start by jotting down your to-do list. Then, on a separate piece of paper, create four sections (two rows of two columns). Label column one as urgent and column two as not urgent, and label row one as important and row two as not important. Review the tasks on your to-do list, consider whether they’re urgent or important and add them to the appropriate box.

Quadrant 1: Urgent and important

The first time management quadrant is for tasks that require immediate attention. These tasks may have a specific deadline or consequences for not completing them on time, like paying bills or responding to a last-minute work situation. 

Remember: These are the tasks you must accomplish, but they aren’t your only focus. Don’t overstuff the urgent and important box because that’s an excellent way to overwhelm yourself and not accomplish anything. 

Quadrant 2: Not urgent but important

These tasks are more about long-term goals and strategies for the future. Use this box for tasks that require planning or multiple steps. This could include writing a book or developing a new marketing strategy.

The second quadrant takes the most discipline of all four boxes in the time management matrix. Because there are no formal deadlines, you may push these big long-term projects aside to focus on things with urgency. Resist the temptation to procrastinate and make a little bit of progress each day. You will be much closer to accomplishing the big things on your list and help yourself avoid burnout by taking small, consistent steps. 

Quadrant 3: Urgent but not important

The third quadrant should include tasks such as scheduling appointments, updating databases or responding to emails. Tasks in this box could also be busy work or things you use to distract yourself from more important work. Watch out for projects that feel important but are taking you away from your larger goals.

While these tasks still need to be done, they may not be the best use of your time. If you can, delegate the items in this box so you spend your time on more meaningful work.

Quadrant 4: Not urgent and not important

The final time management quadrant is for tasks that are essentially distractions. Some phone calls or meetings may fall into this category, as well as scrolling through social media, watching TV or other things that cause procrastination. 

If you’re unsure about the amount of time you spend on not urgent/not important tasks, track your time using a spreadsheet for a few days or for a week. Be honest about writing down exactly how much time you’re spending on tasks in Quadrant 4. Everyone deserves a break and having a good work-life balance is vital. But don’t let things that are neither urgent nor important get in the way of your personal productivity.

Tips to get the most out of time management matrix

Although the matrix is a great time management tool, using one effectively can take a little practice. Consider the following when creating and using your time management chart. 

• Don’t overstuff each quadrant. While a time management matrix can help you identify the priorities in your day, try to limit the tasks in each quadrant to 10 or fewer. 
• Don’t add a new task until you’ve crossed off an item.
• Include deadlines for each task to help you continue making progress. Even people familiar with using time management charts may ignore or move tasks from week to week.
• Set a daily goal for longer-term projects in Quadrant 2 to help you keep moving forward. 
• Eliminate tasks wherever possible so you don’t waste time on tasks that don’t absolutely need to be done. 
• Before you put something into Quadrant 1 or 2, ask yourself if the task needs to be done and if it needs to be done by you. Some tasks may be nonnegotiable, but try to limit those that are distractions from what you’ve identified as important. 

Bottom line

A time management matrix can help you manage daily tasks or long-term goals. While the matrix can’t (unfortunately) do the work for you, it can help you develop a strategy to distinguish between tasks that are urgent and important versus not urgent and not important. Try using a time management chart for a week to help you establish priorities and increase productivity.

By Greg Smith, CMCA, AMS, PCAM Chair of the CAMICB Board of Commissioners

As 2024 begins and as I reflect back on my first year as President, I’m excited by the work we accomplished and surprised at how fast 2023 flew by! In 2023 alone, CAMICB certified 922 CMCAs reaching a total of 23,850 professional community association managers certified to date.  

Recertification is required every two years in order to maintain the CMCA credential. It represents best practices, a commitment to continuing education, and keeping up to date on the latest developments in the field. 2023 was another excellent year as CMCAs upheld a high recertification rate of 86 percent.

Our talented Exam Development Committee and team of Subject Matter Experts, worked tirelessly last year on the necessary steps to bring a new CMCA exam blueprint to fruition. Changes to the exam blueprint will go into effect in December 2024. This new, revamped blueprint mirrors the dynamic landscape of association management across the globe. These changes stem from a thorough job analysis study conducted between 2021 and 2022, and reflect an evolution in the core competencies required by community association managers worldwide.

The CMCA credentialing program continues to maintain dual accreditation: Both NCCA and ISO accreditation require continued compliance with their respective standards. To maintain NCCA accreditation, the CMCA credentialing program must undergo a rigorous reaccreditation process every five years. To maintain ISO/IEC accreditation, the program must be reexamined on an annual basis through an in-depth document review and on-site assessment of the program. 

I’m honored to have the opportunity to lead CAMICB and I want to sincerely thank my fellow Board of Commissioners, numerous volunteers and SMEs, and CMCA credential holders for your professionalism and dedication to our profession. Finally, I’m grateful for our excellent office staff who, together, seamlessly facilitated a successful leadership transition for our Executive Director in April. Under Matthew’s leadership, this remarkable team continues to move the organization forward.

With warm wishes for a wonderful year ahead!

Free Online Resource Helps Candidates Successfully Prepare For The CMCA Exam

By Madeline Hay, CAMICB’s Director of Exam Administration

Underscoring a quarter century of commitment to professionalism and excellence in community association management, CAMICB is excited to continue to celebrate the organization’s 25^th Anniversary with the launch of a free, interactive online CMCA Exam Preparation e-Learning course. 

The three-hour course, featuring a series of eight modules, is divided into two components. The first component features four learning modules focused on creating an examination review and preparation plan. The second component includes three scenario-based learning modules that are designed to put several of the knowledge areas tested on the CMCA examination in context using real-life scenarios. The three modules address knowledge areas that are challenging for many CMCA candidates: Risk Management & Insurance; Financial Controls; and Governance, Legal & Ethical Conduct.  A final module is intended to offer some perspective on the exam preparation process and next steps.

Said Chair of the CAMICB Board of Commissioners Drew Mulhare, CMCA, AMS, LSM, PCAM, “CAMICB is always working to identify new tools to help CMCA candidates succeed on the exam. We’re excited to launch the CMCA Exam Prep e-Learning course – a free resource intended to put candidates on the path to the CMCA credential.”

The Course Modules

The exam preparation modules offer constructive test taking tips, discuss the composition of examination questions, give preparation advice, and provide an interactive self-assessment tool to help a candidate develop a study plan specific to that candidate’s needs and goals. The content-based modules ask the candidate to solve problems and answer questions using downloadable sample documents. 

Each module takes approximately 10-25 minutes to complete. The course is designed to accommodate busy schedules and to allow candidates to work at their own pace, so they may stop and resume the modules as their schedule permits. Below is a brief description of the different modules and what candidates can expect.

Module 1: An Introduction

Learn what it takes to pass the CMCA exam. Get advice from working CMCAs about what worked for them as they were preparing for the test – and what didn’t. Find out some common misconceptions about the CMCA exam and uncover the key for understanding how to approach the exam questions.

Module 2: Devising a Study Plan, Part 1 – Prioritizing Topics 

Discover how to establish and follow a solid study routine that’s tailored to your experience level. Get an in-depth look at the topic areas covered on the test and participate in a self-assessment exercise to determine which topics should be prioritized in your study plan. 

Module 3: Devising a Study Plan, Part 2 – Strategies and Tips 

Find out how to put your study plan into action. Learn practical tips and tricks to make the most of your prep time and take a closer look at some of the study resources available to you. 

A recent course participant shared, “The study resources provided in the CMCA exam prep course are excellent. It gave me a much better understanding of what material to really focus on.”

Module 4: Test-Taking Strategies

Learn how to maximize your potential on exam day. Find out how taking practice tests can improve your performance on the exam, get some guidance on strategies to overcome test anxiety, and see what to expect when you go to the testing center. 

Modules 5 and 6 use real-life scenarios that help you learn from detailed feedback. They also make use of downloadable sample files including Lakeside Terrace’s insurance declaration and financial documents to inform your decisions. 

Said one course participant, “For me, the CMCA exam prep course was so much more effective than simply reading different texts.”

Module 5: Risk Management & Insurance – Refresher Content 

Apply your knowledge of risk management and insurance topics by putting yourself in the shoes of the community association manager for Lakeside Terrace Condominiums. 

Module 6: Financial Controls – Refresher Content 

Revisit your role as Lakeside Terrace’s community association manager as you encounter some scenarios that test key knowledge about financial controls.

Module 7: Governance, Legal & Ethical Conduct – Refresher Content

Another real-life scenario allows you to visit Willow Grove Estates, where you have been hired as the association’s first community manager. 

Module 8: Looking Back and Looking Forward

An opportunity to recall what you’ve learned and consider what you want to keep working on. 

At CAMICB, we’re committed to offering a combination of study tools to enhance candidate performance.  Therefore, we encourage exam candidates to develop a personal study plan incorporating a wide range of resources and reference materials. CMCA preparatory materials are all available online – most at no cost – to managers employed anywhere in the world. We’re thrilled to add our newest offering, the CMCA Exam Prep E-Learning Course, to our portfolio of resources. 

Earning and maintaining this internationally-recognized credential propels a manager’s career forward, allowing for more advanced career opportunities and salaries that, on average, are 20 percent higher than non-credentialed managers. To get started and to learn more about the CMCA Exam Prep E-Learning course, visit www.camicb.org.