Can Short-Term Rentals Be Stopped?

One of the most frequently asked questions from our association clients over the last year or two is “What can we do about all of the short-term rentals in our community?” In a typical lawyerly fashion, we often respond with “it depends”. Unfortunately, the answer to this common question really does depend almost entirely on the language found, or not found, in your association’s CC&Rs. To further complicate the issue, the law was changed a few years ago making it more difficult for associations to regulate rentals and it does not appear that the state legislators will be reversing this trend any time soon. So, if your association is experiencing this problem, what can you do?

Start by reviewing your CC&Rs. According to current Arizona law, owners in an association are allowed to use their property as a rental property unless prohibited by the CC&Rs and owners are required to use their property in accordance with any rental time period restrictions found in the CC&Rs.[1] Therefore, in order to limit or restrict short-term rentals, you will need to search the CC&Rs for any applicable language. Common language, which is typically found in the “Use Restriction” section of the CC&Rs, will either prohibit rentals all together or will require a lease agreement be in writing for a certain minimum term. The association will be limited by whatever language currently exists in the CC&Rs. Please also understand that any language restricting rentals found in a governing document other than the CC&Rs (i.e. Bylaws, Articles of Incorporation, etc.) is not enforceable.

Assuming you find language in the CC&Rs you can rely on, a violation of said language should be treated as any other violation of a restriction or rule in your community. Depending on the documents of your association, this may include sending notices of violation, imposing fines, suspending certain rights of the owner, or filing a lawsuit if the violation persists. If you are experiencing short-term rental violations in your community, you will need to document the violations as best as you can. You should look for and save the rental ad from websites such as Airbnb or VRBO. You can document the frequent turnover of tenants on the property. You should also save any and all communications with the owner regarding the violation. Hopefully, these violations can be resolved without having to resort to litigation as these types of lawsuits can be difficult to win and are expensive for the Association.

What if your association’s CC&Rs does not adequately address the issue of short-term rentals? The association does have other options it may consider. First, Arizona law allows the association to demand certain information from the owners renting their property. The owner can be asked to disclose the name and contact information of the adults occupying the property, the time period of the lease, including the start end dates, and a description and license plate numbers of the tenants’ vehicles. In age-restricted communities, the age of the tenant can also be verified. Realistically, with short-term rentals this may not be feasible and may not be helpful. Nevertheless, the association should enact this policy for all rental properties in the community.

The association may also consider amending its CC&Rs. This option is more realistic for planned communities than condominiums as a condominium association will likely need the approval of 100% of its owners to insert or amend rental restriction language in its CC&Rs.[2] Amending the CC&Rs can be a very difficult proposition due to the approval requirements, but if the problem with short-term rentals in your community is big enough, the option may be worth at least considering.

The association can also look to other restrictions in the CC&Rs that the owner and his or her tenants may be violating. It is very common with short-term rentals to experience problems involving traffic, parking, trash, noise, and other nuisances. Chances are your CC&Rs contains use restrictions that govern and or prohibit these issues. Associations can also look to see if an owner has registered the property as a rental with the county assessor. Failing to do so is a violation of Arizona law and may trigger language in the CC&Rs that requires owners to abide by the law. While enforcing these violations may not reduce the number of short-term rentals in your community, it may help with the negative repercussions of the underlying issue.

The current law certainly favors owners being able to freely use their property as a rental, despite the harmful impact short-term rentals can have on a community. Efforts can be made to try and change the law regarding rentals or change the law making it easier for associations to amend the CC&Rs. Residents of a community impacted by this problem can and should get involved in the legislative process. You can contact your local representative and make your concerns known. There is power in numbers.

The issue of short-term rental properties is plaguing many associations and meaningful solutions may not exist. However, if you are a member of your board of directors and your community is struggling with this issue, I would recommend you meet as a board and talk to your community manager and the association’s legal counsel to explore your options and see if the problem can be remedied.

 Quinten T. Cupps is a partner at Vial Fotheringham, LLP whose practice focuses on representing homeowner and condominium associations throughout the state of Arizona as general counsel and in the areas of enforcement, collections, and civil litigation.

[1] A.R.S. §33-1806.01 & §33-1260.01

[2] A.R.S. §33-1227(D)

CO Gov. Vetoes CAM Licensing Ext.; CAMICB Approves CO License Waiver

Colorado Governor Jared Polis (D) vetoed the bill that would have extended the Community Association Management licensing program until July 1, 2021. Pending a veto override by the General Assembly, the licensing regime will end July 1, 2019. This means that licenses will no longer be required to manage community associations in the state of Colorado. Citing the lack of data proving the licensing regime protects consumers, the governor instead called for an Executive Order that directs the regulatory agency to consider, develop, and make recommendations on matters pertaining to community associations. Such matters include: licensing, transparency, and homeowner rights and consumer protections. The recommendations are due to the Governor by January 1, 2020.

In anticipation of action, CAMICB approved the Colorado License as a prerequisite waiver to apply for and sit for the CMCA Examination at its May Board of Commissioners meeting. While the license will become inactive in the state as of July 1, CAMICB will accept evidence of the license in good standing at the time of the regime’s sunset date as a fulfillment of the CMCA prerequisite requirement until July 1, 2020. This is great news for managers who opted not to take the Community Associations Institute (CAI) M-100: Essentials of Community Association Management course work on their pathway to licensure, since they now have another way to establish eligibility for the CMCA. The M-100 remains an approved prerequisite requirement. CMCA applications and its website are under revision due to this and other changes, so if you have immediate questions please email CAMICB at info@camicb.org.

Matthew Green, Director
Community Association Managers International Certification Board (CAMICB)
mgreen@camicb.org

Reserve Studies & Your Community’s Long-Term Goals

Jessica Vail, Director
Marketing & Business Development
The Falcon Groupimage

It is widely known that having an updated Capital Reserve Study is vital for the success of any community association; as it is a guide to help set aside funds and is the road map for all future capital improvement projects and expenditures.

How to understand your reserve study

The Reserve Study includes the identification, quantification and financial analysis of only the replacement or major repair of the association’s common elements.  It offers recommendations as to the amount of money an association should fund on a yearly basis.  The analyses and recommendations are important in that they help avoid possible future special assessments of the individual unit owners.  The analyses also takes into account the site-specific existing conditions, their useful life and the realistic replacement and maintenance costs based upon actual material costs and site-specific individual item’s method of construction.

It is also important to include a preventative maintenance plan because it meets legal, fiduciary and professional requirements.  It provides for the planned maintenance of major components and minimizes the need for special assessments.  Homeowners, especially those on fixed income, may have limited resources and might be unable to afford the large special assessments necessary for major replacements. 

While it is recommended that a community’s Reserve Study is updated every three years (5 for new communities), it is important to look at the reserve study as a living document.  There are many instances that require an update even within a three-year window.  For example, if the community has had a major renovation or replacement project, it is imperative that the Reserve Study reflect this change to retain its accuracy and make sure funds are being properly allocated.  If there is any uncertainty, it is always recommended to consult your engineer or Reserve Specialist.

Planning for the future

Far too often, associations are finding themselves in an underfunded position at the beginning of a replacement project. Whether it is reconstructing roadways, sidewalks, roofs or other aspects of the community, the association will rely on funding that has been recommended and established over the useful life of the item. 

Standard useful lives are, often times, based solely upon standards used in the engineering industry taken from information listed in life cycle analysis publications and/or manufacturer’s specifications.  This can result in underfunding.  Site specific useful lives must be used.  Actual conditions must be physically inspected and changes must be made to the projected useful lives as conditions change.  Aesthetics may also affect the replacement of an item sooner than scheduled. 

Another key factor is:  quantities.  Quantities should be verified by the as-built conditions.  This must be done for any initial reserve analysis and should always be field-checked on subsequent studies.  Failure to provide an association with correct quantities may result in a significant underfunded condition in the future. 

The unit costs provided in the funding table for the replacement of the Capital Reserve items should be based upon a number of sources, including published documentation on replacement costs.  They should also be based upon the Reserve Specialist’s experience in site and building construction.  The individual reconstruction or replacement of each item should be analyzed and the resulting unit costs should be adjusted accordingly.  Individual (site-specific) characteristics affecting the unit’s costs are different on every site and the replacement costs must be adjusted accordingly.  Existing site conditions, the size and scope of the future replacement project, the job access locations; the site restoration costs and presence existing components are all variables that affect the item’s replacement costs.  Many times the unit replacement costs shown in these studies barely cover the materials costs for the item. 

There are quite a few moving parts involved with an accurate Capital Reserve Study. It is imperative to work closely with your engineer or Reserve Specialist to ensure its accuracy and that the study is being updated on a regular basis to fit the needs of your community. 

Give us your thoughts. Lessons learned when developing a reserve study and just how do you go about planning for the unexpected? Comment here.

Avoid “Committee Anarchy”

Tips for Keeping Committees On Track

By Raymond Dickey
Publisher, AssociationHelpNow

Many associations have committees. These committees work on behalf of the board of directors. Social committee, architectural committee, newsletter committee —regardless of the type of committee, it’s function is to assist the board in gathering and reviewing information and planning and executing events and projects. However, one thing all committees should have in common is that they must work at the board’s discretion.

Committees encourage resident participation, provide a wide range of advice and viewpoints and free the usually overtaxed board members to concentrate on their dozens of responsibilities. But if a board is not careful, an out-of-control committee can become a major distraction. Many times this starts with one person, usually a committee chair, who doesn’t understand they serve to assist under the board’s guidelines, and not their own. The board has a fiduciary responsibility to the community, so keeping committees in check is an important part of safeguarding the association. A committee that’s gone rogue doesn’t just wreak havoc with the board and residents, they could create liabilities for the association.

The fear of committees running amok leads many boards to resist utilizing them — but that’s a mistake which hurts both the board and the community. Having unit owners involved in what’s going on creates support for the board as well as a harmonious community atmosphere. So how can boards enjoy the benefits of committees without the fear of “committee anarchy”? The first step is, of course, not to allow any committee to swerve out of control. So how is this done? Here are a few simple guidelines:

  • The board should clearly define, on paper, the goals and objectives of each committee.
  • Establish a board liaison for each committee. The board liaison should attend each of that committee’s meetings.
  • Have clear rules about how often and when each committee needs to meet and submit official reports to the board.
  • If applicable, make sure there is a budget for each committee, and confirm they adhere to it.

These simple steps can set an association’s committees on the path toward productivity and harmony. Any board with good committees should be proud of itself for establishing them as well. I always tell people, don’t discount the community aspect of community living. Communities aren’t just made of houses, roads and sidewalks. It’s the atmosphere — friendliness, fun and a sense of camaraderie — that make a community not just nice or good, but great.

Tell us about your experiences working with volunteer committees. What works for you? And, what doesn’t? Share your insights here.

Understanding the Important Distinction Between Community Association Managers and Property Managers

By John Ganoe, CAE, CAMICB Executive Director

A common mistake in state legislatures considering community association manager licensing – and among the general public – is to lump community association managers and property managers into the same bucket. While both are very important roles, they are distinctly different professions with functions, skill sets and responsibilities specific to each.

A community association manager can manage every type of community: condominium associations, homeowner associations, resort communities and commercial tenant associations.  A community association manager works directly with prcommunity-property-managementoperty owners and homeowners.

Property managers oversee individual rental units or a group of rental units, such as an apartment complex. They’re responsible for managing the entire property while community association managers are responsible for common areas – not individually owned properties.

“From a legislative standpoint, this incorrect categorization occurs because state legislators misunderstand the nature of community association management,” said Matthew Green, CAMICB Director of Credentialing Services. “They believe that community association management skills are identical to those of a property manager without recognizing the vastly different responsibilities of these two positions.”

This misunderstanding of the two professions often bleeds into more general conversations occurring in this space. Compounding this is the reality that there’s a slight overlap in a couple of the duties performed. For example, both property managers and community association managers supervise certain maintenance activities, such as swimming pool upkeep and trash removal. But it’s important to understand that community association managers oversee and direct all aspects of running the business operation. This means, they authorize payment for association services; develop budgets and present association financial reports to Board members; direct the enforcement of restrictive covenants; perform site inspections; solicit, evaluate and assist in insurance purchases; and, even supervise the design and delivery of association recreational programs.

Property managers are responsible for managing the actual property and therefore handle the physical assets of the unit at the owner’s request. Property managers generally oversee rental units and leases. Their responsibilities might include finding or evicting tenants, collecting rent and responding to tenant complaints or specific requests. If a property manager is responsible for a vacation or second home, he or she may arrange for services such as house sitting or local sub-contracting necessary to maintain that property.  Alternatively, an owner may opt to delegate specific tasks to a property manager and choose to handle other duties directly.

Stephanie Durner, CMCA, AMS, who is the Director of Community Management at River Landing, a private gated golf course community in Wallace, NC, views the distinction this way,

“While property managers are generally charged with overseeing physical structures that are used by people who are not the owners of the property, association managers represent the property owners themselves and are involved in just about every aspect of the overall community. For instance, if a garage door is broken at a rental house, the tenant would call a property manager or owner/landlord. But if there’s a pothole that needs repair or if a neighbor’s dog is running loose through the neighborhood, that’s a task for the community association manager who both maintains the common areas and upholds the governing rules. To me, community association management is a more holistic approach that contributes to the overall quality of life for all the owners in a community.”

Green emphasized, “While some job responsibilities are similar, community association managers have additional functions. It’s critical that community association management be recognized as distinct from property management, because association management requires a wider variety of knowledge and skills.”

“Because of this, the Community Association Managers International Certification Board (CAMICB) offers and maintains the Certified Manager of Community Associations (CMCA) credential, the only international certification program designed exclusively for managers of homeowner and condominium associations and cooperatives,” added Green. “Earning the CMCA credential means an individual has taken and passed the rigorous CMCA examination, proving they have a solid understanding of the business operations involved in being a community association manager.”

For community association managers, the bottom line is they understand and are experienced and knowledgeable in the many facets of running a business operation, assuring they provide the best possible service to the associations for which they are responsible.

CAMICB was established in 1995 to develop and administer the CMCA program. CAMICB insists on high ethical standards for community association managers because it not only strengthens the CMCA program, but protects consumers and associations that hire community association managers.

Cable TV-Internet Contract up for Renewal?

What a Community Association Manager needs to know about technology.

Scott D. Haugland, Partner
Broadband Technology AdvisorsBroadBandTechLogo

Technology services-internet or broadband, cable TV, phone and Wi-Fi directly impact all communities and their residents. Outdated, poor or inadequate services lead to unhappy residents and can negatively impact future real estate values. Community Association Managers (CAMs) need to stay current regarding technology advances, trends and changes within all technology based services delivered to or desired by the community. The basics include:

  • Technology Advances-What’s new? What’s coming?
  • Service Delivery Options-Fiber? Coax? Wireless?
  • Industry Trends-Broadband Speeds? WAPs? 5G?
  • Services to Consider-Video Steaming, Smart Home Systems, Video Surveillance/Security
  • Service Provider Options-Who’s new? Who’s best? Who’s competitive?
  • Professional Representation-Do you need it? Who does it?

Technology advances at dizzying speed. CAM’s need to stay current to protect their residents and their properties. No one wants to manage the community with the slowest or most unreliable internet service or be the only property in the area without updated fiber connections. As services advance, infrastructure requirements change and every community needs to be prepared to future technologies now or at the time of the next service provider contract renewal period.

All too often CAMs are unaware of the available service provider options or pending future technologies. They are then unprepared to guide their association directors in making long-term commitments. Common missteps include failing to upgrade network infrastructure to fiber, extending or renewing agreements without a competitive bid process or failing to recognize what the community will want in the years to come. ‘Future Proofing’ communities is essential.

As technology evolves so do the services providers. Advanced new technologies require new service delivery method upgrades such as fiber to the unit or wireless access points. Most service providers are happy to leave everything as it while continuing to collect their monthly fees. CAMs owe it their communities to be aware of technology trends and the various options available or becoming available to the community in the future. Only then can they pressure the service providers for upgrades, help negotiate favorable terms and keep the residents happy in the years to come.

Reading articles, joining topical webinars, communicating with other local area CAMs or attending a CAMICB continuing education course are all good places to start. Up to date information is essential for effectively negotiating with service providers at time of renewal and the renewal process takes time so start at least 18 months out if possible.

Tell us about your experiences in your community. What worked well? And, what fell flat on the floor? Share your insights here.

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 www.camicb.org 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 www.camicb.org website.
A list of all preparatory materials is available on www.camicb.org 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.

Daughters of working moms may get this major career benefit

Though being a working mom is extremely hard and often guilt-inducing this gem of a study will bring you some good news and just in time for Mother’s Day, especially if you have a daughter.
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According to the  study, which looked at family and career data on more than 100,000 men and women and was published in the journal Work, Employment and Society, adult daughters who grew up with working moms, are more likely to be employed and if they are employed, they have bigger roles, work longer hours and make more money then their peers who had stay at home moms.

Typical gender roles are challenged

The author of the study, Kathleen McGinn, found that just simply having a mother who is not home, but out participating in the labor force changes the perception of typical gender roles for children starting at a young age. She wrote, “Beyond shaping their sons’ and daughters’ gender attitudes, mothers provide behavioral models of skills their children can emulate (Beller, 2009).

Parents engaged in activities not traditionally associated with their genders, such as employed mothers or stay-at-home fathers, demonstrate opportunities for enacting non-traditional roles (Gupta, 2006; Olivetti et al., 2016).

Social learning theory suggests that exposure to parents’ behaviors builds capacities children draw upon later in life (Bandura, 1977), and this exposure wields more influence than examples provided by friends, teachers and other relevant adults.”

Sons benefit too

Interestingly, the sons of working mothers did not reap the same benefits in terms of their careers but they tend to be “more engaged in family care.” McGinn wrote, “These beneficial outcomes are due at least in part to employed mothers’ conveyance of egalitarian gender attitudes and life skills for managing employment and domestic responsibilities simultaneously.”

With over 25 million working moms in the U.S. currently, this makes for a pretty promising future generation of workers and parents.

By Meredith Lepore for www.theladders.com.

Finding CE Credit Opportunities That Make Sense for You

By John Ganoe, CAE
Executive Director

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 CAMICB.org 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 www.camicb.org 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:

 

Decoding the ABC’s of Credentials, Certificates & Designations

What do those letters behind your name mean?

By John Ganoe, CAE
Executive Director, CAMICB

Even for those deeply entrenched in the credentialing world, there’s a certain degree of confusion around some of the terminology used to describe specific paths professionals take to further their careers and skill sets. The field of community association management is no different so it’s important to educate managers, homeowners, and other community association professionals about the different options the profession has to offer and the value they hold.

According to the Institute for Credentialing Excellence (ICE), “credentialing” is an umbrella term used to refer to concepts such as professional certification, certificate programs, accreditation, licensure, and regulation.

ICE defines certification, licensure, assessment-based certificate, and accreditation in the following ways:

  • certification program is designed to test the knowledge, skills, and abilities required to perform a particular job, and, upon successfully passing a certification exam, to represent a declaration of a particular individual’s professional competence, such as a community manager who has achieved the Certified Manager of Community Associations (CMCA®).  In some professions, certification is a requirement for employment or practice.
  • Similarly, licensure tests an individual’s competence but is a mandatory process by which the government grants time-limited permission for that licensed individual to practice his or her profession, such as a real estate salesperson or real estate broker.
  • In contrast to certification and licensure, an assessment-based certificate program is an educational or training program that is used to teach learning objectives and assess whether those objectives were achieved by the student.
  • Accreditation is the process by which a credentialing or educational program is evaluated against defined standards and is awarded recognition if it is in compliance with those standards. The Certified Manager of Community Associations (CMCA®) is such a program. ICE currently offers accreditation to professional certification programs through the National Commission for Certifying Agencies (NCCA).

The CMCA credential is accredited by the National Commission for Certifying Agencies (NCCA) confirming it complies with NCCA’s stringent standards for a professional certification program. Accreditation validates the integrity of the CMCA program and is a mark of quality.

Specialty Designations

Community association professionals may also choose to bolster their careers and expand their level of expertise in certain areas. This is where specialty designations come into play. A “designation” is recognition of professional knowledge and expertise in a given subject matter or job skill.  To earn designations, membership is required in a professional organization and usually requires work experience.  Certain specialty designations are offered through the Community Associations Institute (CAI) including, the Association Management Specialist (AMS), Large Scale Manager (LSM), Professional Community Association Manager (PCAM), Community Insurance and Risk Management Specialist (CIRMS) and Reserve Specialist (RS). This allows a community association professional to drill down into a specialized aspect of the business.  In some cases, for example the PCAM and AMS designations, passing the CMCA examination is a prerequisite to applying for these designations.

I’ve experienced a wide disparity in the background and quality of the managers with whom I’ve worked,” said Ron Perl, Esq., a Partner at Hill Wallack LLP, who leads the firm’s community association practice group.  “A manager who holds the CMCA assures me they have an important foundation in place – the ongoing education and knowledge necessary to successfully manage millions of dollars worth of other people’s property and a serious commitment to high ethical standards.”

Stephen Castle, CMCA, AMS, PCAM agrees all committed community association managers should hold the CMCA certification. “The CMCA certification demonstrates to employees and new managers a commitment to professionalism,” said Castle. “Further, CMCAs show their support for established national and international standards of knowledge and professional conduct for community association managers.”

The Certified Manager of Community Associations – The only accredited certification program in the world for managers of homeowner and condominium associations and cooperatives.

The CMCA Goes Global

As CAMICB grew to be the premiere certification body in the United States for community association managers, it also gained international recognition for its established body of knowledge and strict ethical standards. Over the past two decades, the CMCA certification program crossed borders and oceans in Australia, Bermuda, Canada, Mexico South Africa, and the United Arab Emirates. This global expansion secured a high level of professionalism for association management and common interest communities worldwide. In 2017, CAMICB launched the international CMCA examination.

About ICE

The Institute for Credentialing Excellence, or ICE, is a professional membership association that provides education, networking, and other resources for organizations and individuals who work in and serve the credentialing industry.  ICE is a leading developer of standards for both certification and certificate programs and it is both a provider of and a clearing house for information on trends in certification, test development and delivery, assessment-based certificate programs, and other information relevant to the credentialing community.