Tag Archives: technology

Proper Vendor Management – A Strategic Necessity

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By Lydia Pelliccia and Matthew Green, CAE

We had the privilege of gleaning many insights from Cathleen Dunn, CMCA, AMS, LSM, PCAM, into this particular topic. She is the community association manager for A Pocono Country Place, a 4,500 self-contained, private residential community located in the Pocono Mountains, in Monroe County, Pennsylvania and is a member of the CAMICB Board of Commissioners.

Managing vendors is a critical component of a community association manager’s role and is essential for maintaining the physical condition, financial health, and overall satisfaction of a homeowners association, which in turn reflects the professionalism and competence of the community association manager. Properly managing and overseeing vendors ensures quality of services, cost management, legal and contractual compliance, residence satisfaction and supports efficiency and problem resolution.

“In the ever-evolving landscape of community association management, the role of reliable and vetted vendors in homeowners associations (HOAs) cannot be overstated,” said Cathleen Dunn, CMCA, AMS, LSM, PCAM. “From maintenance and landscaping to public safety and technology services, vendors are pivotal in ensuring the smooth operation and enhancement of our communities. Further, the importance of thoroughly vetting and implementing the best vendors is both a strategic necessity and a fiduciary responsibility that falls to the community association manager.”

Quality of Services Has A Lasting Impact

When essential services such as landscaping, maintenance, security, and repairs are not carried out properly, the effects can have a lasting impact. Ensuring that these vendors perform their tasks effectively and to a high standard is crucial for maintaining the community’s appearance, safety, and functionality. Poor vendor performance can lead to dissatisfaction among homeowners and potentially costly repairs in the future. Said Dunn, “Vendors responsible for maintenance, repairs, or landscaping must deliver work that meets high standards to maintain the appeal and functionality of the association. Subpar performance can lead to dissatisfaction, decreased property values, an increase in complaints, with members feeling they are not getting their money’s worth.”

Legal and Contractual Compliance Matters

Vendors operate under contracts that define the scope of work, payment terms, and performance expectations. Community association managers must oversee these contracts to ensure vendors meet their obligations. This includes handling disputes, ensuring compliance with local laws and regulations, and protecting the association from potential legal issues. “Choosing vendors with a proven track record and proper certifications minimizes the risk of legal issues, accidents, or compliance violations,” said Dunn. “The reputation of your homeowners association is influenced by the vendors you employ. High-quality vendors contribute positively to the community’s image.”

Efficiency, Problem Resolution And Risk Management

Vendors must be well-managed to ensure they are responsive to the community’s needs. Whether it’s addressing an emergency repair or completing routine maintenance, community association managers coordinate with vendors to resolve issues quickly and efficiently, minimizing disruption to residents. Further, poorly managed vendors can pose risks to the association, such as safety hazards, liability issues, or financial losses. By carefully selecting, monitoring, and managing vendors, community association managers help mitigate these risks and ensure the community operates smoothly and safely.

Ensuring Resident Satisfaction 

The services provided by vendors directly impact the quality of life for residents. For example, well-maintained common areas, timely snow removal, and responsive repair services all contribute to a positive living environment. Effective vendor management ensures these services meet residents’ expectations, which helps maintain high levels of resident satisfaction as well as property values.

Cathleen Dunn’s Tips For Properly and Thoroughly Vetting Vendors

  • Always establish comprehensive criteria for evaluating potential vendors. This should include not only cost but also experience, references, reputation, compliance with industry standards, financial stability, and licenses (if appliable). A well-defined set of criteria ensures that all vendors are assessed on a level playing field and helps in making informed decisions.
  • Solicit detailed proposals and quotes from multiple vendors. This not only provides a clearer picture of the costs involved but also offers insight into the vendors’ understanding of your needs and their approach to fulfilling them. You can then compare them – apples to apples – on a spreadsheet.
  • Craft clear, comprehensive contracts that outline the scope of work, performance expectations, deadlines, and payment terms. Include clauses for accountability, dispute resolution, impact fees, and termination conditions. A well-drafted contract protects both the association and the vendor, ensuring mutual understanding and agreement.
  • Engaging with unreliable or underperforming vendors can result in hidden costs, such as the need for frequent repairs, and additional oversight expenses. Conversely, high-quality vendors, while sometimes more expensive, often provide long-term savings through durability, efficiency, and fewer complications. A thorough vetting process helps to identify vendors who offer the best value and fit for your association’s budget.
  • Once a vendor is engaged, establish a system for monitoring their performance and documenting satisfaction or dissatisfaction. Open communication and addressing issues promptly will ensure a high level of standard is maintained.

While vendor management can be a challenging part of the job for a community association manager, when done correctly and effectively it’s a mutually-beneficial relationship with material results for all parties involved – the vendors, community association manager, and residents who reside in these condominiums, housing cooperatives, resort communities, and commercial tenant associations.

In the community association management industry, the selection and management of vendors are integral to operational success and community member satisfaction. By implementing a rigorous vetting process and engaging with high-quality vendors, the community association manager can ensure that their communities receive the best possible service, manage risks effectively, and uphold the association’s reputation. 

Added, Dunn “As industry leaders, it is our responsibility to prioritize vendor excellence and to continuously strive for improvement in all aspects of community association management and oversight.”

Resource Corner

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

CAI’s Professional Services Directory – a comprehensive directory that allows users to search by product or service https://caidirectory.onlinemarketbase.org/.

CAI also offers Downloadable Resources for Community Operations and Management? which include sample forms and templates on topics such as bidding and contracting, maintenance, human resource management and more – https://www.caionline.org/CommunityManagers/Pages/Gate-Sample-Forms-and-Templates.aspx.

CAI’s Research Library – a CAI members-only library that contains over 3,000 articles on community and homeowner association, and condominium and cooperative issues https://www.caionline.org/LearningCenter/ResLib/Pages/default.aspx#k=vendor%20management. For example a search for “vendor management” retrieves an article that ran in Community Manager entitled Playing Matchmaker by Shirley Haskew, CMCA, AMS with a helpful preview that states the following: Matching up vendors with the various communities in your portfolio can be a little like playing Cupid: “Five-member board seeks caring, reliable landscaping company for long-term relationship.” While some managers recommend using the same vendor to do similar work at multiple communities, sometimes at discounted prices, I’ve received the best results when I was able to match communities with complementary vendors.

Companies that offer specific software solutions, such as vendor management tools, may be worth exploring. Examples include CINC Systems https://cincsystems.com/resources/faq/what-association-managers-should-look-for-when-vetting-vendors-and-contractors/

and VendorSmart, https://vendorsmart.com/vs/#/public/home. Note: some of these companies provide free blogs with relevant articles that offer tips on a wide variety of topics from preparing your HOA for Spring, to determining the best time to explore snow removal vendors.

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.  Additionally, this forum is often helpful when managers need a quick question answered: For example, this recent question was answered within hours of its posting:  Q: “We hired a painter. We didn’t know he was going to use a sub-contractor(s) painter.  Should we ask for lien waivers from the sub-contractor(s)?”  A: “Yes, always get a lien waiver from both the contractor and subs before you make your (final) payment.”

Proper Vendor Management – A Strategic Necessity is the fifth 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.

Proper Vendor Management – A Strategic Necessity

Posted on by

By Lydia Pelliccia and Matthew Green, CAE

We had the privilege of gleaning many insights from Cathleen Dunn, CMCA, AMS, LSM, PCAM, into this particular topic. She is the community association manager for A Pocono Country Place, a 4,500 self-contained, private residential community located in the Pocono Mountains, in Monroe County, Pennsylvania and is a member of the CAMICB Board of Commissioners.

Managing vendors is a critical component of a community association manager’s role and is essential for maintaining the physical condition, financial health, and overall satisfaction of a homeowners association, which in turn reflects the professionalism and competence of the community association manager. Properly managing and overseeing vendors ensures quality of services, cost management, legal and contractual compliance, residence satisfaction and supports efficiency and problem resolution.

“In the ever-evolving landscape of community association management, the role of reliable and vetted vendors in homeowners associations (HOAs) cannot be overstated,” said Cathleen Dunn, CMCA, AMS, LSM, PCAM. “From maintenance and landscaping to public safety and technology services, vendors are pivotal in ensuring the smooth operation and enhancement of our communities. Further, the importance of thoroughly vetting and implementing the best vendors is both a strategic necessity and a fiduciary responsibility that falls to the community association manager.”

Quality of Services Has A Lasting Impact

When essential services such as landscaping, maintenance, security, and repairs are not carried out properly, the effects can have a lasting impact. Ensuring that these vendors perform their tasks effectively and to a high standard is crucial for maintaining the community’s appearance, safety, and functionality. Poor vendor performance can lead to dissatisfaction among homeowners and potentially costly repairs in the future. Said Dunn, “Vendors responsible for maintenance, repairs, or landscaping must deliver work that meets high standards to maintain the appeal and functionality of the association. Subpar performance can lead to dissatisfaction, decreased property values, an increase in complaints, with members feeling they are not getting their money’s worth.”

Legal and Contractual Compliance Matters

Vendors operate under contracts that define the scope of work, payment terms, and performance expectations. Community association managers must oversee these contracts to ensure vendors meet their obligations. This includes handling disputes, ensuring compliance with local laws and regulations, and protecting the association from potential legal issues. “Choosing vendors with a proven track record and proper certifications minimizes the risk of legal issues, accidents, or compliance violations,” said Dunn. “The reputation of your homeowners association is influenced by the vendors you employ. High-quality vendors contribute positively to the community’s image.”

Efficiency, Problem Resolution And Risk Management

Vendors must be well-managed to ensure they are responsive to the community’s needs. Whether it’s addressing an emergency repair or completing routine maintenance, community association managers coordinate with vendors to resolve issues quickly and efficiently, minimizing disruption to residents. Further, poorly managed vendors can pose risks to the association, such as safety hazards, liability issues, or financial losses. By carefully selecting, monitoring, and managing vendors, community association managers help mitigate these risks and ensure the community operates smoothly and safely.

Ensuring Resident Satisfaction 

The services provided by vendors directly impact the quality of life for residents. For example, well-maintained common areas, timely snow removal, and responsive repair services all contribute to a positive living environment. Effective vendor management ensures these services meet residents’ expectations, which helps maintain high levels of resident satisfaction as well as property values.

Cathleen Dunn’s Tips For Properly and Thoroughly Vetting Vendors

  • Always establish comprehensive criteria for evaluating potential vendors. This should include not only cost but also experience, references, reputation, compliance with industry standards, financial stability, and licenses (if appliable). A well-defined set of criteria ensures that all vendors are assessed on a level playing field and helps in making informed decisions.
  • Solicit detailed proposals and quotes from multiple vendors. This not only provides a clearer picture of the costs involved but also offers insight into the vendors’ understanding of your needs and their approach to fulfilling them. You can then compare them – apples to apples – on a spreadsheet.
  • Craft clear, comprehensive contracts that outline the scope of work, performance expectations, deadlines, and payment terms. Include clauses for accountability, dispute resolution, impact fees, and termination conditions. A well-drafted contract protects both the association and the vendor, ensuring mutual understanding and agreement.
  • Engaging with unreliable or underperforming vendors can result in hidden costs, such as the need for frequent repairs, and additional oversight expenses. Conversely, high-quality vendors, while sometimes more expensive, often provide long-term savings through durability, efficiency, and fewer complications. A thorough vetting process helps to identify vendors who offer the best value and fit for your association’s budget.
  • Once a vendor is engaged, establish a system for monitoring their performance and documenting satisfaction or dissatisfaction. Open communication and addressing issues promptly will ensure a high level of standard is maintained.

While vendor management can be a challenging part of the job for a community association manager, when done correctly and effectively it’s a mutually-beneficial relationship with material results for all parties involved – the vendors, community association manager, and residents who reside in these condominiums, housing cooperatives, resort communities, and commercial tenant associations.

In the community association management industry, the selection and management of vendors are integral to operational success and community member satisfaction. By implementing a rigorous vetting process and engaging with high-quality vendors, the community association manager can ensure that their communities receive the best possible service, manage risks effectively, and uphold the association’s reputation. 

Added, Dunn “As industry leaders, it is our responsibility to prioritize vendor excellence and to continuously strive for improvement in all aspects of community association management and oversight.”

Resource Corner

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

CAI’s Professional Services Directory – a comprehensive directory that allows users to search by product or service https://caidirectory.onlinemarketbase.org/.

CAI also offers Downloadable Resources for Community Operations and Management? which include sample forms and templates on topics such as bidding and contracting, maintenance, human resource management and more – https://www.caionline.org/CommunityManagers/Pages/Gate-Sample-Forms-and-Templates.aspx.

CAI’s Research Library – a CAI members-only library that contains over 3,000 articles on community and homeowner association, and condominium and cooperative issues https://www.caionline.org/LearningCenter/ResLib/Pages/default.aspx#k=vendor%20management. For example a search for “vendor management” retrieves an article that ran in Community Manager entitled Playing Matchmaker by Shirley Haskew, CMCA, AMS with a helpful preview that states the following: Matching up vendors with the various communities in your portfolio can be a little like playing Cupid: “Five-member board seeks caring, reliable landscaping company for long-term relationship.” While some managers recommend using the same vendor to do similar work at multiple communities, sometimes at discounted prices, I’ve received the best results when I was able to match communities with complementary vendors.

Companies that offer specific software solutions, such as vendor management tools, may be worth exploring. Examples include CINC Systems https://cincsystems.com/resources/faq/what-association-managers-should-look-for-when-vetting-vendors-and-contractors/

and VendorSmart, https://vendorsmart.com/vs/#/public/home. Note: some of these companies provide free blogs with relevant articles that offer tips on a wide variety of topics from preparing your HOA for Spring, to determining the best time to explore snow removal vendors.

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.  Additionally, this forum is often helpful when managers need a quick question answered: For example, this recent question was answered within hours of its posting:  Q: “We hired a painter. We didn’t know he was going to use a sub-contractor(s) painter.  Should we ask for lien waivers from the sub-contractor(s)?”  A: “Yes, always get a lien waiver from both the contractor and subs before you make your (final) payment.”

Proper Vendor Management – A Strategic Necessity is the fifth 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.

Technological Proficiency In Community Association Management

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By Lydia Pelliccia and Matthew Green, CAE

We had the privilege of speaking with Candace Lewis, CMCA, AMS, PCAM, into this particular topic. She is the Director of Marketing for Cardinal Management Group, LLC, a privately held, locally founded firm in Woodbridge, VA.

It’s crucial for professionals in every industry to stay up to date on new technologies and the community association management profession is no different. Managers are embracing a variety of tools to improve efficiency, productivity, communication, resident satisfaction and better collaboration with Boards and business partners. From selecting the right device (phone, tablet, app, etc.) to choosing the appropriate software that suits their needs, these tools help make managers’ lives and jobs more rewarding. 

Technology in Action: Streamlining Processes, Maximizing Efficiency 

“There was a time when information about communities was kept in a binder and, as a manger, you had to lug that binder to meetings so you had the information you needed at your fingertips,” said Candace Lewis. CMCA, AMS, PCAM. “Now, having it digitally accessible on your phone, tablet or computer allows for easier access and searchability. Most documents have Optical Character Recognition (OCR), which makes finding specific language or keywords much easier in a litany of governing documents. For example, I was at an Architectural Review Committee appeal hearing with a Board of Directors questioning what the rule stated about the height of a retaining wall; I was able to quickly find the answer on my tablet. Instead of delaying their decision to the next meeting, the Board was able to quickly move forward.”

Candace further explains that tasks like violation reporting and tracking have significantly improved with technology. “Instead of using a clipboard, pen and paper to log violations, we now have community management software, such as CINC, SmartWebs or FrontSteps, that help managers efficiently handle these issues by quickly uploading photos while sending the violation notice in real-time,” said Candace.  “Homeowners receive an email about the violation and, in turn, more swiftly remedy the issue. Depending on the platform used, homeowners can also log-in to see their outstanding violations and any photos the manager has uploaded.”

Digitizing resales in HOAs helps modernize the process, making it faster, more efficient, and more transparent. It provides significant benefits in terms of operational efficiency, cost savings, enhanced communication, and compliance. Candace explains, “There was a time when a potential buyer had to wait for a large package of documentation to arrive in the mail before they could review the association’s governing documents, prior to moving to settlement. Hard copies required an individual in an office to print, organize and mail to the potential buyer. Now, services like CondoCerts, HomeWise and others offer a digital delivery of these documents making it less time consuming with minimal paperwork. “For both homeowners and managers, the transition to a digital system creates a smoother, more convenient experience while also improving the long-term management and oversight of the community,” added Candace.

The pandemic fueled the rise of virtual meetings and the use of Zoom, Microsoft Teams, or Google Meeting platforms to host these events.  As a result, many Board and Annual Meetings are now hybrid or fully virtual. Further, what has also become an option for many managers is the opportunity to continue working remotely. “In the past, when homeowners or homeowner volunteers wanted to meet with us, we’d convene at the office or onsite,” said Candace. “Now, we can quickly arrange a virtual meeting, which is helpful when having difficult conversations that are easily misinterpreted via phone or email. In addition, regularly scheduled virtual team meetings have also enhanced collaboration and meaningful “in-person” dialogue.”

Artificial Intelligence Supporting Communications Efforts 

Candace offered one of the most popular uses of technology, as a manager, is the thoughtful use of AI platforms to help managers craft email responses, homeowner notices, newsletters, email blasts, requests for proposals, policy resolutions, bid comparisons, and more. “I use ChatGPT and Grammerly, like many others; however, some software companies have developed their own AI add-ons, such as MicroSoft’s Azure AI,” said Candace. “AI is also a great tool to use on most mobile devices when communicating with a homeowner whose first language is not English.”

Are there challenges in convincing homeowners to use newer technology? Absolutely. “Most people need another login credential like they need a crack in their foundation,” quipped Candace. “Urging anyone to download an app or create a new sign-in, isn’t always easy.”

Candace notes, more importantly, as data and operations go digital, cybersecurity becomes a critical concern. Managers must stay updated on best practices for protecting resident data and ensuring that functions such as online payment systems, communications channels and other digital tools are secure from breaches.

Staying abreast of new technology helps community association managers improve operational efficiency, reduce costs, enhance resident satisfaction, maintain compliance, and stay competitive in a changing market. “It’s not just about keeping up with trends – it’s about using technology to create a more streamlined, responsive, management approach,” said Candace.

Candace expressed that information about new technology is often in mainstream media; however, technology specific to community associations is best discovered at the CAI Annual Conference or local chapter conferences and expos. Additionally, she finds “ads and articles in CAI publications have been a great help in spreading the word about the many options available.”

Technological Proficiency In Community Association Management is the sixth 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.

Manager Qualifications- How Do I Know?

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By Kelly G. Richardson, Esq., HOA Homefront Column

California HOA managers are unregulated, with no required license or minimum education. Rental managers must have real estate broker licenses, but not HOA managers. There is a wide range of qualification and experience in the profession, so finding indications of superiority is important.

California has a purely voluntary designation from Business and Professions Code 11502, which defines a “Certified Common Interest Development Manager” as one who received 30 class hours in designated topics from a professional association of HOA managers. Section 11504 requires managers to annually disclose whether they are “Certified” and prohibits false claims of “certified” status.

Four organizations educate and credential California managers: Institute of Real Estate Management (“IREM”); California Association of Community Managers (“CACM”), Community Association Manager International Certification Board (“CAMICB”), and Community Associations Institute (“CAI“). 

IREM is a national organization, with about 20,000 manager members, offering education and various property management credentials. Its managers are mostly non-residential, but over 300 California managers hold the “Accredited Residential Manager (ARM)” credential. The ARM requires 45 class hours in either rental property management or CID management and passing a half-day examination. The ARM does not qualify for “Certified” status in California.

CACM is a California organization which was founded in 1991 by a group of veteran HOA managers. Presently 1,437 of CACM’s 1,893 active manager members hold its Certified Community Association Manager (“CCAM”) credential. The CCAM requires 36 class hours and qualifies managers as “Certified.” CACM has a more advanced credential, the Masters of Community Association Management (“MCAM”), which involves 5 years minimum of CCAM status, an extensive written exam, a written case study analyzing an HOA and oral presentation, and 28 more class hours. Six managers are CACM MCAMs.

CAMICB administers the “Certified Manager of Community Associations (CMCA”)” credential. Originally affiliated with CAI when formed in 1995, the organization is now an independent credentialing body.  Attaining the CMCA requires either two and a half days of instruction, five years’ experience, or the CCAM credential, and passing a 120-question exam. California currently has 1,270 CMCA managers. 

The Community Associations Institute consists of 64 chapters, including 8 in California. Founded in 1973, CAI trains managers in the United States, Canada, Australia, South Africa, and United Arab Emirates. CAI offers three credentials: “Association Management Specialist (AMS)”, “Professional Community Association Manager (PCAM)” and the “Large-Scale Manager (LSM)”. The AMS credential requires attaining the CMCA credential, two years’ experience, and two additional days of classes. Currently, 770 California managers hold this credential. Managers holding the AMS designation qualify as “Certified” in California after taking CAI’s 8-hour California law course.

The highest widely-established general management credential is CAI’s PCAM designation. This requires five years’ experience, almost 100 total class hours, and preparation of a 100–200-page exhaustive study of a large HOA. About 80% of applicants achieve the PCAM on their first attempt. 281 California managers currently hold this credential. Larger or higher profile properties may prefer PCAMs or those working toward it. The LSM credential requires a PCAM and additional education regarding large associations.

Ask about designations, and make sure YOUR manager holds an earned credential (not just anyone in their office). Demonstrated achievement in professional education is helpful in evaluating prospective managers.

[Information: www.irem.org, www.cacm.org, and www.caionline.org.]

Non-Resident Directors Spark Debate in Lower Manhattan Co-op

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Financial District, Manhattan HABITAT Magazine

At a large co-op in Lower Manhattan, one of the nine board members recently sold his apartment and moved to another state. A second member is living in a foreign country with his family and subletting his apartment, saying he will eventually return to the building. Both are still serving on the board of directors. Is this legitimate? What can shareholders do if they’re unhappy with the arrangement?

The law does not dictate that co-op directors must be residents of the building, or even shareholders in the cooperative, replies the Ask Real Estate column in The New York Times. However, a cooperative’s governing documents could contain such qualifications and requirements.

Start with the bylaws. Do they allow people who don’t live in the building to serve on the board of directors? Do they require shareholders who have sold their shares to relinquish their board seats?

It’s possible that the bylaws are silent on these questions. But if residency is required, shareholders could compel the resignation of the nonresident directors, says Leni Morrison Cummins, chair of the condominiums and cooperatives practice at the law firm Cozen O’Connor.

The situation at this Lower Manhattan co-ops raises a larger issue facing many co-ops: Is the board serving the interests of the residents, or of investors? Over time, cooperatives have allowed shareholders not just to have their primary residence elsewhere or rent to a subletter, but to buy shares as investors.

“This,” Cummins says, “has led to many cooperatives having split populations: one of residential shareholders and one of investor shareholders.” Typically, she adds, resident shareholders want to invest to make their daily lives better and to maintain restrictions on occupancy and sublets. Investor shareholders, on the other hand, often prefer to keep costs down and to loosen restrictions on occupancy and sublets.

Shareholders can vote to create a residency requirement, but if your building has many investors, this could be difficult. “If the shareholders don’t amend the bylaws to restrict board membership, try to develop a meaningful relationship with the nonresident board members and share your concerns,” advises Andrew Bart, senior counsel at the law firm Kagan Lubic Lepper Finkelstein & Gold.

And remember that a housing cooperative is a democracy, so disgruntled shareholders can participate in the next election. “Campaigning and collecting proxies can take some effort,” William Geller, counsel at the firm Braverman Greenspun. “But if the (shareholders) wants to change the direction of the building, that can be a very effective way to get things done.”

Upholding High Ethical Standards

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CAMICB Updates Its CMCA Standards of Professional Conduct and Enforcement Procedures

By CAMICB Executive Director, Matthew Green, CAE

A key 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 CMCA credential holders must comply with the 10 CMCA Standards of Professional Conduct, which are designed to ensure that managers uphold their fiduciary responsibilities and comply with laws, governing documents, and professional integrity.?

CAMICB recently conducted a thorough review of the CMCA Standards of Professional Conduct as part of its regular cycle to ensure these critical elements of the CMCA certification program continue to align with industry standards and best practices. In addition, the review was designed to ensure that the standards remain relevant and applicable to the evolving demands of the community association management industry, both domestically and globally. While some changes were made to the standards themselves, the most significant updates are found within the accompanying clarification document. This document provides detailed guidance on the practical application of the standards, ensuring they are interpreted and enforced consistently. By modernizing the standards and clarifications, CAMICB ensures that CMCAs are held to up-to-date ethical standards while addressing global applicability and evolving industry standards. 

Said Greg Smith, CMCA, AMS, PCAM, Chair of the CAMICB Board of Commissioners, “These revisions reflect a commitment to maintaining high ethical standards and professionalism for CMCA credential holders while incorporating more explicit guidance on fiduciary responsibilities, conflict-of-interest disclosures, and data security practices.”

A summary of the key changes and updates follows:

Standard 1: Global Applicability and Compliance

The changes to Standard 1 make the policies globally applicable by removing jurisdiction-specific references.

Standard 6: Gratuities, Compensation and Disclosure

The changes to Standard 6 strengthen the requirements for disclosure of gratuities and compensation to enhance transparency while reducing the likelihood of conflicts of interest.

Standard 7: Continuing Professional Education

The updates to Standard 7 further emphasize the need for continuous education aligned with CMCA recertification. 

Standard 8: Fiduciary Duty

The changes to Standard 8 clarify the expectations around fiduciary duty by detailing what constitutes a breach.

Standard 9: Professional Conduct and Violations

The revisions to Standard 9 shift the focus from defining what constitutes a breach of due diligence to emphasizing the expectation of maintaining professional conduct at all times.

Standards 10: Records, Confidentiality, and Data Security

The updates to Standard 10 focus on the handling of client records, particularly the secure management of electronic data, in line with current data security practices. 

“These updates ensure that CMCA credential holders are equipped to meet the evolving demands of the community association management industry, reinforcing the value and trust associated with the CMCA credential,” added Smith.

CMCAs are encouraged to review the updated standards and the clarification document thoroughly to ensure their practices continue to align with CAMICB’s expectations for ethical conduct and professionalism. By staying informed on these updates, CMCAs can confidently uphold the high standards required for maintaining their credential and serving their communities effectively.

About The Standards Of Professional Conduct

The Standards of Professional Conduct, detailed at https://www.camicb.org/standards/, 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. 

Enforcing the Standards of Professional Conduct

In order to maintain and enhance the credibility of the CMCA Certification Program, the CAMICB Board of Commissioners follow strict procedures that allow consumers and others to bring complaints concerning CMCAs to the Board. Similar to a regular review of the Standards of Professional Conduct, CAMICB also reexamined the procedures for suspending and revoking certification every two years. 

Through this process, CAMICB enhanced its procedures for reviewing, suspending, and revoking certifications to ensure they reflect the latest industry standards. These improvements underscore our commitment to maintaining the highest level of professional conduct and ensuring our processes remain transparent, fair, and aligned with global best practices.

More information, including a set of Frequently Asked Questions, a list of the 10 clearly outlined Standards of Professional Conduct, the procedures for enforcing the standards, and other pertinent documents, can be found at https://www.camicb.org/standards/.

5 ways AI can create stronger teams

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Jotform CEO Aytekin Tank highlights an AI-powered pathway towards more productive and more creative teams

KEY TAKEAWAYS

  • The question is no longer whether you adopt AI — it’s how smartly you integrate it into your business processes. 
  • Today’s AI tools can be used to radically transform meetings for the better. 
  • In the brainstorming arena, AI tools can help your team generate a larger, richer idea pool.

Throughout time, technology has empowered humans to boost their productivity. The wheel, likely invented around 3500 BCE, began as a potter’s tool but soon revolutionized transportation. With rudimentary wheelbarrows, people could haul crops more efficiently, freeing time for other activities — like inventing the earliest writing systems. Today’s tech is light years more sophisticated, but the idea is the same: less input, more output.

AI is the latest disruptive technology sending ripples across industries. Just as the wheel transformed transportation and agriculture, AI is reimagining the way teams work — and AI is becoming more accessible every day. The Economist recently estimated that 80% of organizations in the U.S. and China already rely on AI daily. For companies, the question is no longer whether you adopt AI — it’s how smartly you integrate it into your business processes.

Throughout time, technology has empowered humans to boost their productivity. The wheel, likely invented around 3500 BCE, began as a potter’s tool but soon revolutionized transportation. With rudimentary wheelbarrows, people could haul crops more efficiently, freeing time for other activities — like inventing the earliest writing systems. Today’s tech is light years more sophisticated, but the idea is the same: less input, more output.

AI is the latest disruptive technology sending ripples across industries. Just as the wheel transformed transportation and agriculture, AI is reimagining the way teams work — and AI is becoming more accessible every day. The Economist recently estimated that 80% of organizations in the U.S. and China already rely on AI daily. For companies, the question is no longer whether you adopt AI — it’s how smartly you integrate it into your business proc

Research shows that AI tools like ChatGPT facilitate faster, better teamwork — 12.2% more tasks completed; 25.1% faster task completion; and 40% higher quality work. At Jotform, we aim to leverage AI to help our teams reallocate their energy to more meaningful collaboration, not just more busywork — to accomplish more tasks that move the needle, rather than just ticking items off a to-do list for the sake of staying busy.

Here are five ways AI can help teams work smarter, collaborate better, and achieve more together.

#1 High impact meetings

Essential for collaboration but potentially hazardous time vacuums, meetings can be a double-edged sword. It’s tricky to pinpoint exactly how much time we spend in meetings, but research suggests that knowledge workers are inundated with them. That’s why we have an explicit policy of scheduling only essential meetings. If another format can accomplish the same goal — whether it’s a phone call or asynchronous communication — we choose that. When we do have meetings, we use AI to maximize utility and efficiency.

Today’s tools go well beyond AI-powered note-taking apps (although we use those, too). AI tools can also coordinate schedules, recommend prime meeting times (based on participants’ typical energy levels), and generate meeting summaries, action items, and roles and responsibilities to be distributed to participants. Copilot on Teams summarizes key discussion points. For its part, Zoom’s “AI companion” can help late arrivals easily get up to speed. It’s clear that teamwork platforms understand the needs of today’s most successful teams and are offering a growing range of AI capabilities to meet and exceed those expectations.

By letting AI handle administrative tasks, from the routine to the redundant, team members can fully focus on the substance of the meeting itself. That’s when we come up with our best, most innovative ideas.

#2 More balanced participation

As CEO for nearly two decades, I’ve grown accustomed to leading our all-hands meetings, sometimes with hundreds of participants spanning 6 continents. But having always been on the more introverted side of the spectrum, I can still recall past roles when speaking up during meetings was not my biggest strength.

As much as they enhance collaboration, meetings have the unfortunate effect of prioritizing the communications of more outspoken participants. This not only puts introverts at a disadvantage (despite recent research suggesting introverts often make better leaders), but it also worsens the quality of your discussions. Simply put, in order to take advantage of the potential creative and intellectual synergy of multiple minds coming together, all voices must be heard. AI tools can help level the playing field.

AI-powered tools like Read AI analyze various aspects of meeting participants’ behavior, like engagement and sentiment.

AI-powered tools like Read AI analyze various aspects of meeting participants’ behavior, like engagement and sentiment, and then can provide feedback on cultivating more balanced and engaged participation. With metrics like speaking time, the tool can offer insight into who contributes the most and who may need more gentle encouragement to share their perspective. If I, as a leader, realize that I’m dominating the discourse, I might make a point to listen more and speak less during the next meeting. These AI tools help foster a diversity of opinions and ensure meetings are both inclusive and productive.

#3 Seamless project management

I remember the days of keeping track of group projects on bulky whiteboards — a hasty eraser swipe could leave the team in a panic. Nowadays, team projects have largely moved to the cloud, where they’re less vulnerable to whiteboard erasers. AI-powered features have only enhanced team project management, automating routine tasks and protecting team members’ peace of mind — no need to worry about essential items slipping through the cracks.

Platforms like Asana and monday.com can enhance productivity by automating administrative items like assigning due dates and sending reminders, and providing insights on project progress. Asana can offer rolling deadline suggestions based on project timelines. For its part, monday.com can analyze workload patterns to make recommendations on how to automate team workflows.

One of the benefits of AI-powered task management is seamlessly keeping everyone aligned and moving toward the same goal. For example, if an AI task management assistant detects that a project is falling behind, it can automatically reallocate resources or adjust timelines to prevent delays. Utilizing these features is like adding an AI member to your team, to manage all of the essential, less visible parts of project execution with minimal human input.

#4 Sharpened creativity

When we think about AI in the context of teamwork, we tend to focus on the administrative benefits. But it can also facilitate more creative thinking, unlocking the key to innovation.

Wharton professor Christian Terwiesch, who pitted humans against ChatGPT to see which group could come up with better product ideas (spoiler alert: AI generated better ideas and faster), put it best: using AI to generate ideas is a no-brainer. Terwiesch explained, “Worst case is you reject all of the ideas and run with your own. But our research speaks strongly to the fact that your idea pool will get better.”

When brainstorming, AI tools can help your team generate a larger, richer idea pool.

When brainstorming, AI tools like ChatGPT can help your team generate a larger, richer idea pool. Then, they can choose the best idea and have a strong jumping off point. When creating content — be it a blog post, a newsletter, or an engaging social media caption — enlisting ChatGPT’s help can ensure your team doesn’t waste any time getting started. With the right prompt, an LLM can churn out a first draft, leaving your team with more time to fine-tune the details.

In short: there’s no reason not to use AI to supercharge your creativity.

#5 Recruiting top talent

Finally, when building your dream teams, AI can be a powerful asset in the recruiting process, making it more, rather than less, human. Studies have shown that recruiters can save up to 40% of their time by outsourcing routine, repetitive tasks to AI — like searching resumes for keywords or generating compelling job descriptions. Then, hiring teams can spend more time in the actual interviews with candidates, getting to know them and feeling out whether they’re a great fit for the team and the company culture.

Hiring is one of the tasks that I never fully delegate — to humans or AI tools. I like to meet our potential hires and understand their motivations; what they hope to bring to the team, what they hope to achieve, and how that aligns with our business’s needs. I’ve learned certain qualities are impossible to communicate in a resume or a questionnaire, which is why face-to-face conversations (even through a screen) are essential during recruitment. AI tools give me and my team the ability to fully show up for those conversations, and build stronger teams for our company.