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09/02/2026

Contributed by Julie Nagy, CMCA, AMS, PCAM

When I joined the faculty supporting CAI’s community association manager education, I knew being a PCAM Case Study facilitator would be a rewarding experience.

With approximately 1,950 active Professional Community Association Managers, earning CAI’s most prestigious designation demonstrates a willingness to grow as a manager and see beyond everyday community operations.

To obtain the highest professional recognition available in the profession, managers must complete CAI’s M-200 series of courses related to facilities management, communications, leadership, governance, risk management, and financial management. In addition, they must complete a variety of industry-related education or service requirements.

The final step is successful completion of a case study, which allows managers to participate in a guided discussion about a specific association. Participants interview the association staff, board leaders, and outside professionals; they also take a live or video tour of the community. Within 30 days, participants complete a comprehensive essay-based exam using information obtained during the offering and their review of association documents.

Sitting for the PCAM Case Study requires time, patience, and skill. Careful planning will make the experience well worth it. Here are my tips.



Choose virtual or in person.
CAI offers the case study in both formats. Know yourself and how you learn best.

While in person has a higher financial and time investment, there are usually fewer candidates and more time dedicated for questions. Managers rely on personal observations and intuition rather than video, which can lead to a more inclusive study.

The advantages of sitting for the virtual study include easy access to materials and videos. However, interviews and segments are limited, restricting opportunities to ask questions and creating a brisk pace. The tempo and larger number of candidates at a virtual offering also can lead to frustrations when candidates don’t feel heard or their questions aren’t answered.



Give yourself plenty of time.
Take the offering when you have the time and bandwidth to focus on it. Don’t take it when you have lots of meetings, during budget season, or personal obligations. Carve out half days if you can and leave enough time at the end for proofreading.

November usually has the highest enrollment, but candidates don’t realize how much time they need to complete all the questions. The 30-day deadline comes very quickly.



Be prepared.
Once you decide on an offering, take the time to review all the provided documents and case study questions.

During the case study, ask relevant questions but don’t expect answers to be handed to you. Do your independent research. Trust faculty to answer questions that relate to the final questions; they want you to succeed.



Write the report.
While there are no minimum or maximum page limits, it is vital to thoughtfully reflect and fully explain all answers. Conversely, if a paper is too long with little substance, it isn’t guaranteed a passing score. Answering questions asked in the appropriate sections is imperative to earn all possible points.

Misinterpreting questions can make you lose points as fast as poor grammar and spelling.

Faculty reading the case studies are looking for demonstrated understanding of the community and its needs. They want candidates to reveal their ability to utilize and refer to best practices as a community manager.



Accept outside help.
Have someone outside the industry proofread your paper.

Top papers are turned over to the association board, so it needs to be informative, educational, and helpful. This also will help catch basic grammar and spelling issues and earn precious points.

Completing the PCAM Case Study isn’t easy, but it’s worth it. By earning the PCAM designation, you join an elite group that embodies excellence, dedication, and a commitment to the highest standards of our industry.

Julie Nagy is a CAI faculty member and is with Summerlin North Community Association in Las Vegas.

08/28/2026

Community associations should adopt comprehensive disaster preparedness plans to respond to and recover from hurricanes, wildfires, floods, and other natural disasters. September marks National Preparedness Month and serves as a reminder that timely preparation for natural disasters will help keep communities and families safe.

Communities should be prepared for the possibility of natural disasters regardless of what’s been predicted. For example, forecasters expected a very active hurricane season, but until Hurricane Francine made landfall in Louisiana as a Category 2 storm earlier this week, this year had seen the longest stretch in more than half a century without a single late-summer cyclone in the Atlantic Ocean or Gulf of Mexico, according to The Washington Post. As residents of Louisiana and Mississippi clean up from the winds and flooding delivered by Francine, the National Hurricane Center is tracking four potential storms — a sign that an otherwise quiet hurricane season may be picking up.

Community plans should cover:

Actions for the community’s incident commander.
Tasks that residents should complete before they evacuate.
Pre-storm and post-storm communications.
Post-storm grounds survey and cleanup.
Post-storm inspection of residential units.
Communities also should educate their homeowners. Here are a few steps to consider sharing:

Hurricanes

Gather supplies in an emergency kit to last at least three days, including food, water, flashlights, batteries, cash, first aid supplies, and medications.
Gather supplies for pets, if any.
Store important documents.
Bring inside loose, lightweight objects that could become projectiles in high winds (e.g., patio furniture, garbage cans) and anchor objects that would be unsafe to bring inside (e.g., propane tanks).
Take refuge in a designated storm shelter or in a secure room inside your home that is windowless and not at risk of flooding.
Cover windows with wooden panels or storm shutters.
Document any property damage with photographs. Contact your insurance company for assistance.
Floods

Know the types of flood risks in your area by visiting FEMA’s Flood Map Service Center.
Purchase or renew a flood insurance policy through the National Flood Insurance Program. Homeowner’s insurance policies do not cover flooding.
Keep important documents in a waterproof container. Create password-protected digital copies.
Protect your property by move valuables to higher levels, decluttering drains and gutters, installing check valves, and considering a sump pump with a battery.
Go to your home’s highest level if surrounded by rising floodwater. Do not climb into a closed attic, as you may become trapped. Go on the roof only if necessary and signal for help.
Wildfires

Fireproof your home by covering outdoor vents, removing dry leaf and tree debris, mowing and watering lawns regularly, and using fire-resistant materials to make repairs or replacements.
Keep fuel sources at least 100 feet away from your home.
Keep important documents in a fireproof safe and make digital copies.
Designate a room that can be closed off from outside air. Close all doors and windows. Set up a portable air cleaner to keep indoor pollution levels low when smoky conditions exist.
Review insurance coverage to make sure it is enough to replace your property. Document damage with photographs.

08/26/2026

Contributed by David J. Schuknecht, PCAM

Most conversations about customer service in community associations center on management companies and managers. Yet one of the most overlooked aspects is the role of board members. Board actions and attitudes are interwoven with customer service and community culture.

Improving communication is a big issue. Boards often believe emailing meeting minutes once a month meets their obligation, but residents want real updates. They want to know why that pool repair is taking forever or the reason behind the new landscaping rules. Ignoring questions or giving vague answers builds frustration.

Being open and transparent builds a high level of trust. Selectively sharing details breeds resentment fast. If there is a question or concern, consider putting out a broadcast email or memo to address it. Proactive communication will always triumph over reactive communication.

Homeowner forums are a good place to start. The questions being raised are important. If one person is asking, many others may have the same concern.

Consider putting a process in place that allows the board to answer questions at the end of a forum or send out Q&A’s following the meeting. Boards need to develop a process that keeps meetings on track without looking like it is avoiding questions.

Volunteer board members must communicate effectively. When residents have questions, board members can become defensive. This can turn a simple disagreement into a feud. Displaying empathy, actively listening, and earnestly engaging in discourse demonstrate a level of care and interest in the association and the homeowner.

How can we do better? Think of residents as neighbors. Customer service is about mutual respect. The standard and examples set by the board trickle down. As leaders, board members set the tone.

Transparency is key. Post decisions online with explanations. Listen actively. When a resident complains, repeat back what you heard to show you understand. That makes them feel valued.

Don’t forget self-care. Burnout leads to short tempers and bad service. If residents see the board being fair and approachable, it rubs off.

In the end, great customer service builds trust and makes the community stronger. It takes effort, but the payoff is a happier place to live. Remember: Boards are not just enforcing rules, they are serving communities. Let’s lead by example and make customer service a board priority.

A great way for boards to quickly implement approachability and discourse is to arrange townhall meetings that focus on open dialogue between homeowners and board members. You can even make it a social event. I know of a community that serves coffee and doughnuts when holding forums. It fosters a sense of community, and homeowner complaints plummeted.

08/18/2026

The U.S. Treasury Department’s Financial Crimes Enforcement Network issued its long-awaited final rule on Aug. 11, removing requirements for U.S. companies and persons, including community association board members, to report beneficial ownership information under the Corporate Transparency Act. The final rule is effective pending publication in the Federal Register.

FinCEN also announced it will delete previously reported information by people who disclosed personal information to the department from its database. Last year, FinCEN issued an interim final rule removing reporting requirements for U.S. companies and persons.

CAI has strongly advocated to relieve community association board members from the Corporate Transparency Act’s reporting requirements because the controversial law raised significant compliance and privacy concerns for associations and volunteer leaders.

In 2024, CAI filed a federal lawsuit against the Treasury Department. The suit challenged the application of the act to community associations, arguing volunteer leaders were unintentionally caught within a law intended to combat money laundering and other illicit financial activity.

Under the final rule:

U.S. companies and U.S. persons, including community association board members, are permanently exempt from beneficial ownership reporting requirements.
U.S. persons who obtained FinCEN identifiers are not required to update or correct information previously provided.
FinCEN will implement a process to delete previously reported information provided by U.S. persons, including information submitted by community association board members.
Certain foreign entities registered to do business in the United States remain subject to reporting requirements.
These changes do not constitute a repeal of the act; the final rule alters how the law is applied in practice. The statute remains law unless Congress explicitly repeals it.

In 2025, Ohio Rep. Warren Davidson introduced H.R. 425 – Repealing Big Brother Overreach Act. If passed, it would fully repeal the act and require FinCEN to delete data filed by individuals and entities within 90 days of the bill’s adoption. The bill was approved in April by the House Financial Services Committee and will be sent to the House floor for consideration. CAI continues to urge members to contact their representatives and advocate that they support H.R. 425.

08/12/2026

Contributed by Gail Rodgers

Like most community associations during the COVID-19 pandemic, ours faced significant challenges. For three years, the pool, playground, and sports courts had limited hours and needed additional safety precautions. In 2023, early signs for staffing the pool did not look promising. We asked residents if they would be willing to work as a lifeguard. I wanted the pool to be open seven days a week, so I began considering certification myself.

My mother was a swim instructor who taught me at an early age. As a teenager, I was a certified lifeguard, so I thought I had an idea of what the process involved. When I arrived for training, the room was full of 15- and 16-year-olds. I was 66 years old at the time, and they all assumed I was the instructor. When the young instructor arrived, she asked why I was there.

After I explained my situation, she was incredibly supportive. During training, we learned CPR, swam six 25-meter continuous laps, treaded water for two minutes, and dove to retrieve a 10-pound brick. We had to swim the length of the pool on our backs while holding the brick and exit without using a ladder. We learned ways to locate and rescue a drowning victim in both shallow and deep water.

After the first few shifts, I realized I genuinely enjoyed the work and the chance to get to know residents in a new way. One day, when thunder forced everyone out of the pool, I let children pass the time by sitting in the lifeguard chair and hold the flotation device. Another day, an 8-year-old boy introduced himself, shook my hand, and thanked me for lifeguarding so the pool could stay open. Since then, I occasionally play pickleball with him.

I also discovered older residents come in the mornings to walk laps across the shallow end of the pool. I talked with them if the pool was not busy. I learned one woman had become a long-distance swimmer, and we are now Facebook friends. Another resident was just learning to swim, and I was able to give him advice.

I’ve served as community association board president for more than 20 years, but lifeguarding helped me know residents on a much deeper level. Now they stop me while I am walking my dog to share community ideas, volunteer for events, and sometimes complain.

The local TV station came out to interview me at the pool. Soon I was getting calls from national media for more interviews. I had my 15 minutes of fame but more importantly, I had two great summers getting to know my community better.

After the summer of 2024, my certification expired. Although I genuinely enjoyed my time as a lifeguard, I chose not to renew it; I wanted those jobs to go to people who needed the income. If the need arose and I could still physically pass the test, I would gladly do it again.

08/04/2026

Contributed by Colby Phillips, CMCA, AMS, PCAM

The pools at Captain’s Cove in Greenbackville, Va., serve as far more than summertime retreat spots. They are vibrant gathering places that bring the community together. Thanks in part to a junior lifeguard program, the community has woven pool safety into the fabric of daily life.

The community, on the Eastern Shore, is home to more than 3,000 residents who know they can relax and enjoy themselves at pools staffed with trained lifeguards on duty. This strong sense of safety, connection, and community is thanks to our junior lifeguard program. Launched 12 years ago, the program has introduced more than 600 young residents to the responsibilities and values of keeping pools safe long before they join the swim team.

This unique program inspires children to learn about water safety and ignites a passion for lifeguarding. By introducing essential water safety, rescue skills, CPR, and first aid, the program aims to instill a sense of responsibility and leadership and prepare participants for a potential future lifeguarding job.

Flynn Kleinfeller, program manager and instructor, says, “Our junior lifeguard program is one of the strongest recruiting tools we have. It introduces young community members to lifesaving skills early, builds confidence, and nurtures a sense of responsibility and pride in serving Captain’s Cove.”

By the time participants are old enough to join the community swim team, they’re already connected, capable, and committed, and residents know them by name.

“The board of directors is quite pleased with the success of the junior lifeguard program. When many neighboring communities struggle to staff the pools, we have a deep, homegrown talent pool,” says board member Mark Majerus. “The youth develop a sense of team spirit, community pride, self-confidence, and work ethic. The association helps foster good employees not just for the development but for the community at large.”

The program is surprisingly affordable. Primary costs include instructor pay, basic equipment such as rescue tubes and first-aid kits, and administrative resources for registration and communication. Communities can offset costs through small participant fees, local sponsorships, or partnerships with swim teams or recreation departments.

As pool safety becomes an increasing priority for communities, programs like this are more essential than ever. Drowning remains one of the leading causes of accidental death in children, and education is one of the most powerful tools to prevent it.

By teaching kids how to swim and think, act, and respond safely around water, we’re investing in a safer future for everyone. Junior lifeguards also assist certified lifeguards during community events at the pool, giving them valuable firsthand experience and a deeper understanding of the role.

For communities seeking innovative ways to enhance pool safety, foster confidence in young swimmers, address staffing shortages, and build community, junior lifeguard programs are a valuable investment.

Colby Phillips is senior general manager at Captain’s Cove Golf & Yacht Club in Greenbackville, Va. [email protected]

07/31/2026

Contributed by Kasanda Serck, CMCA, AMS, PCAM

CAI’s Professional Community Association Manager designation is the highest professional recognition available to community association managers. For me, earning the PCAM designation is more than a personal milestone. It reflects my professional commitment to giving my best to the communities I serve, my peers, and the industry.

I currently manage a 27-story luxury high-rise condominium in Arlington, Va. Like many, I stumbled into the community association industry. Over more than 20 years, I served in roles from portfolio manager to executive leadership before returning to an on-site position.

As my career evolved, so did my focus on giving back and professional growth. Pursuing my PCAM was always part of the plan. If you’re thinking about working to achieving CAI’s PCAM designation, here’s what you need to know.

COURSEWORK TO CASE STUDY

To obtain the PCAM designation, managers must complete CAI’s M-200 series of courses related to facilities management, communications, leadership, governance, risk management, and financial management. In addition, they must complete a variety of industry-related education or service requirements.

The final step toward obtaining the PCAM designation is successful completion of a case study. The case study allows managers to participate in a guided discussion about a specific association. Participants interview the association staff, board leaders, and outside professionals and take a live or video tour of the association. Participants complete a comprehensive essay-based exam using information obtained during the offering and their review of association documents. The community host receives the top graded submissions afterward for review.

FOCUSED PREPARATION

Going into the process, I knew much of the groundwork I needed for completing my PCAM application was already in place.

Complete and review your CAI coursework, volunteer service, and event attendance. Keep your course materials.
Enroll in a PCAM prep course if offered by your local CAI chapter. It provided me with a helpful overview and practical guidance.
Organize your documentation including certificates, committee service, and other professional achievements for the PCAM application.
Once your application is approved, decide whether you want to take the in-person or virtual case study.

I completed the virtual case study in June 2025 that focused on Park Lane Towers Condominium Association in Fort Collins, Colo. I opted for the virtual case study for flexibility and because it appealed to my preference for self-study.

WRITING THE REPORT

When you finish the case study, start working on the report immediately. You have 30 days to complete it. I underestimated the time required. A month seemed like plenty of time, but I ended up working on the report right up to the last day. Providing thoughtful responses involved extensive reading, a lot of editing, and a surprising physical challenge from sitting at the computer for long hours. I also was surprised by how much I revisited old course materials.

Set a realistic timelines and pace yourself.
Embrace discomfort. Growth comes from stepping outside your comfort zone.
Take consistent actions one step at a time.
Be confident. It’s never too late to challenge yourself. You’ve got this!
Some early-career community managers move quickly from the Certified Manager of Community Associations credential, administered by Community Association Managers International Certification Board, to CAI’s Association Management Specialist designation to the PCAM designation.

Now that I’ve had a chance to reflect, I’m glad I took the PCAM Case Study with substantial experience under my belt. Years in the industry gave me many real-life examples that helped illustrate best practices in my responses.

The PCAM journey was deeply meaningful to me. Working on the case study helped me see how dynamic and multifaceted our industry is. It truly deepened my appreciation for the breadth of knowledge managers must possess.

The journey to achieving CAI’s PCAM designation is challenging, memorable, and absolutely worth it.

Kasanda Serck is general manager of The Pierce in Arlington, Va.

07/29/2026

Contributed by David Velasco, CMCA, CIRMS

CAI is hosting its 2026 Congressional Advocacy Summit in Washington, D.C. on Sept. 24. If you haven’t joined CAI on Capitol Hill before, consider being part of this year’s event.

The advocacy summit allows community association homeowners, board members, managers, and business partners to meet with federal lawmakers to educate them on policy issues affecting those living and working in homeowners associations and condominiums nationwide.

Last year, I had the privilege of being one of 195 voices from 30 states converging on the nation’s capital for the summit. CAI scheduled more than 100 congressional meetings with 82 representatives and 64 senators. It was a historic moment for our organization.

It was the third time I attended the event. Growing up in France, I never thought I would have the opportunity to speak with a congressman and a senator to discuss issues affecting over 77 million people in the U.S.

During the summit, we addressed transparency regarding lending eligibility, rising insurance costs, affordable housing, preserving community self-governance, and federal disaster assistance.

Things have changed since 2022 when I first attended the advocacy summit. Back then, much of our time was spent explaining the concept of community associations to lawmakers. Our issues appeared foreign and obscure to most staff and lawmakers we met.

This past year, our group and issues were recognized. In several instances, lawmakers already knew about key industry topics and wanted to know more. Some were already involved in efforts to address our concerns and were actively working on solutions.

This is progress and the kind of nonpartisan momentum we need to advance the interests of our industry. If you’ve attended this event in the past, you may have noticed this shift.

For business owners, the summit is a major opportunity to deepen ties with the industry and help key members of your team to grow. Participating has helped me appreciate the seriousness of our mission. It has helped me recognize that my involvement goes beyond business interests. It is about making things better for others.

I had the opportunity to sit in meetings with community association managers who were encouraged to attend the summit by their companies and boards. They are best positioned to communicate residents’ feelings and attitudes surrounding important industry issues. Their empathy, experience, and dedication are compelling.

I also had the privilege to attend meetings with homeowner leaders who are a direct voice to decision-makers and their staff. They know it takes a lot to effect change in a community and even more at the national level. Their efforts are nothing short of remarkable.

New summit attendees are paired with seasoned ones, which helps new advocates develop skills and contributes to more productive meetings.

It truly is a privilege to do something for others and advocate for policies that may otherwise go unnoticed by lawmakers. I no longer feel strange or inadequate passing through the Capitol Rotunda because this is part of what we do.

David Velasco, CMCA, CIRMS, is with The Baldwin Group in Bensalem, Pa.

07/23/2026

When a Category 5 hurricane is barreling toward your community association, the last thing you want to discover is that you are unprepared. Resident life and safety may be at risk in the coming days or hours.

Contributed by Alexis Shea

Read the full article here:

Implementing a disaster preparation plan early on can limit property loss, reduce risks, and speed the association’s recovery.

07/20/2026

Community managers operate at the emotional center of community associations. Managers often are the first point of contact when residents are frustrated, confused, or upset. They absorb complaints, interpret policy, and translate board decisions in real time and under pressure.

Read the full article here: https://blog.caionline.org/calm-leadership-when-emotions-rise/

Written by Barbara Williamson

Calm leadership helps boards govern more effectively, protects relationships, and preserves trust across the community.