Community Contact | Spring 2020

Community

Spring 2020

CONTACT A Resource For Homeowners Associations, Condominiums, Townhomes, and Cooperatives

FEATURING: How to Make Gatehouse Security Work Compliance is About Service, Not Enforcement Changes to Association Revenue Recognition

www.dfwcai.org

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People are our passion.

Communities are our service.

Teamwork is our focus.

Access Your HOA - Anytime, Anywhere

AAMC®

Accredited Association Management Company

8360 LBJ Freeway, Suite 300 • Dallas, TX 75243 • Phone (972) 960-2800 • Fax (972) 991-6642 www.sbbmanagement.com • emailus@sbbmanagement.com

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Find us on

Community

CONTACT 11

Compliance Is About Service, Not Enforcement

14

Spring Into Action Preparing for Capital Projects

17

H-2B or Not H-2B; Is There A Question?

What Am I Paying You For? 22 Wendy Stuart, CMCA, AMS Square Peg In A Round Hole: 26 “Multifamily” Recycling Dean A. Riddle Julie L. Dupont The Super Hero Inside 30 Lina Caggiano-Boer, CMCA, AMS, PCAM The Review Game 32 Adam Clark, CMCA®, AMS® Changes to Association Revenue Recognition 34 Jeremy Newman, CPA Back To Basics:...Aquatic Ecosystem 36 Erin Stewart and Katelyn Behounek How to Get Your Grill Ready 39 Windal and Marci Adams Sport Court Improvements 42 Master Systems Courts

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How to Make Gatehouse Security Work

Spring Into Action...Capital Projects 46 Andrew Stoutenburg Member News 48 2020 PMDP National Course Schedule 52 DFW CAI Calendar of Events 54 Membership Report 56 DFW CAI Expo - Save the Date 58

Community Associations Institute is a national, non-profit, membership organization dedicated to the successful creation and operation of community associations. The Dallas/Fort Worth Chapter was established in 1980 to provide support for the North Texas area. Community Contact is published by the Dallas/Fort Worth Chapter of Community Associations Institute and is issued with the understanding that the publisher is not engaged in rendering financial, legal, accounting or other professional services, or be construed as a recommendation for any course of action regarding financial, legal, accounting or other professional services by Community Contact or its authors or advertisers. The services of a competent professional should be sought where professional services are required. The articles appearing in Community Contact do not necessarily reflect the opinion of CAI or the DFW Chapter, and acceptance of advertising does not constitute an endorsement of the products or services.

All contents of Community Contact are protected by copyright. Reproduction in whole or in part without written permission is expressly prohibited. AAMC, AMS, and PCAM are registered trademarks of Community Associations Institute. CMCA is a registered trademark of the Community Association Managers International Certification Board. Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Use of a term in this publication should not be regarded as affecting the validity of any trademark or service mark.

2020 BOARD OF DIRECTORS President

Kevin Cavanaugh Cavanaugh & Company, PLLC e-mail: kcavanaugh@cavanaughcpas.com

President-Elect

Clayton Hearn Roberts Markel Weinberg Butler Hailey PC e-mail: chearn@rmwbhlaw.com

Vice President

Chris Broach, CMCA, AMS, PCAM SBB Management Company e-mail: c.broach@sbbmanagement.com

2020 DFW CAI Chapter President Kevin Cavanaugh I hope everyone and their families are well.

These are certainly unusual and challenging times we are in.

Know that the Chapter Board and our staff, led by James Nicholson, is working to provide support and continued programming during these times. While the in person monthly luncheon for April and May could not be held as planned, efforts are under way to have the educational programing set up as a webinar. Additionally, some of our in-person events have just been postponed, such as the golf outing. Once things being to return to normal, these events will be rescheduled. Please watch for emails and check the Chapter’s website for updates. We appreciate everyone’s understanding during this period.

Secretary

Our North Texas Food Bank service day is still a go for May 27th - at this time. As the new reports reflect, the need in our community is great and this will be a great way to give back. Please be sure to look for updates on this event.

Treasurer

On a brighter note, the first ever Gala was held and was a great event.

Congratulations to all the award winners and those recognized as the first inductees into the Chapter’s Hall of Fame, July Phares, Judd Austin, Fred Shapiro and Dean Riddle. Besides the awards ceremony, the evening was filled with a happy hour, photo booth, dinner and dancing. Please look to the Chapter website for all the nominees and winners. I look forward to an even bigger and better Gala next year.

Anne Bernhardt Park Towers Condominium Association e-mail: anneb972@gmail.com

Diana R. Larson, AMS, PCAM Assured Association Management, Inc. e-mail: dlarson@assuredmanagement.com

Board Member

Bruce Crawford, AMS, PCAM Insight Association Management Company e-mail: bcrawford@insightam.com

Board Member

Olivia Hurtado, CMCA CIT e-mail: olivia.hurtado@cit.com

Board Member

John Shaffer e-mail: jshaffer@theshaffers.com

Board Member

Joe Veach Globus Management Group e-mail: jveach@globusmanage.com

MANAGEMENT James Nicholson, Chapter Executive Director DFW Community Associations Institute 14070 Proton Road, Suite 100 Dallas, TX 75244-3601 (972) 246-3540 www.dfwcai.org office@dfwcai.org

Please stay safe and I am looking forward to seeing everyone hopefully soon.

retail | office | mixed-use | multi-family | civic | education healthcare | lodging & hospitality

www.cleanscapes.net | info@cleanscapes.net 5 • CONTACT, SPRING 2020

THANK YOU TO OUR 2020 ANNUAL SUPER SPONSORS!

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Diamond Sponsors

CCMC, AAMC RTI/Community Management Associates, Inc. “CMA”, AAMC Insight Association Management, AAMC McKenzie Rhody, LLP Neighborhood Management, Inc., AAMC Roberts Markel Weinberg Butler Hailey, PC Southern Botanical Texas Disaster Restoration Texas Security Bank Worth Ross Management Company, AAMC

Platinum Sponsors

ACME Roof Systems, Inc. Alliance Association Bank Blackmon Mooring / BMS CAT Brightview Landscape Services Carpenter Hazlewood Degado & Bolen CIT Five Star Pools Globus Management Group Kerrane Storz, PC Kilowatt Partners Robert's Pool Service Scarbrough, Medlin & Associates SOLitude Lake Management Timothy, DeVolt & Company, P.C.

Gold Sponsors

BB&T Association Services Davis-Dyer-Max, Inc. Henry Oddo Austin & Fletcher, P.C. Masix Construction RealManage RESCON Yellowstone Landscape Services

Silver Sponsors

Advanced Association Management Bob Owens Electric Co., Inc. Excel Association Management, Inc., AAMC Pavecon, Ltd. Riddle & Williams, PC Union Bank

Bronze Sponsors

Allegra Marketing Print Mail Canady & Canady, PC Cavanaugh & Company, PLLC Classic Property Management, AAMC Kraftsman Playground and Park Equipment Master Systems Courts SBSA, Inc.

Education Sponsor

Randolph-Brooks Federal Credit Union

This “Deep In The Heart of Texas” logo recognizes our Business Partners who are apart of all four CAI Texas Chapters.

2020 DFW CAI COMMITTEES Ambassadors of Fun

Committee Chair: Montana Hantes

Community Affairs

Committee Chair: Wendy Hazlewood

Expo

High Rise Managers Forum

Committee Co-Chairs: Kathy Epperson, PCAM and Matt Kopchak, PCAM

Magazine

Committee Chair: Betty Crudden, CMCA, AMS, PCAM

Committee Co-Chairs: Betty Clarady and Robin Anderson

Membership

Golf Tournament

Programming

Committee Chair: Jeff Higgins

Committee Chair: Cindy Martin, CMCA, AMS, PCAM

Committee Chair: Ruth McLaughlin, CMCA, AMS

77••CONTACT, CONTACT,SPRING WINTER2020 2019

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In the midst of any storm or catastrophe, you can count on us to make things right again.

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Is your management company providing the layered support your community needs?

Castle Group’s Community Management team provides a complete array of services to operate the administrative, financial, physical, and people aspects of your Community. We have organized our company around supporting the operations of the on-site teams by employing specialists in variety of areas.

Some of these areas include: large-scale community management, food & beverage, high-rise management, project management, and financial services.

To learn more about how Castle Group can serve your community, please call 844.815.5321.

844.815.5321 www.castlegroup.com/castle-texas

9 • CONTACT, SPRING 2020

Your Construction Law Attorneys Residential and Commercial Construction | Inspection Services | Expert Investigations Construction Defects | Mediation and Arbitration of Claims | Litigation 800.743.9324 | carpenterhazlewood.com

10 • CONTACT, SPRING 2020

Spring is a time of renewal; I encourage you to use it as a chance to refresh your perspective on community standards and compliance. Since joining this industry, I’ve learned that my background in the service sector greatly benefits my outlook on serving my community.

Three key lessons helped me succeed in the past, and I believe they’ve let me flip the script on community standards in our community by achieving real results and fostering genuine relationships, all while improving compliance. I hope you’ll find these lessons valuable, too.

1.

We have to work together: Most homeowners aren’t aware of all the do’s and don’ts within their community association. How do they learn? Either by reading the governing documents or by calling us after receiving a friendly reminder letter. This might be your one chance to truly educate them on compliance; don’t let the opportunity pass! This is our chance to work together with homeowners to achieve the best possible results. After all, it’s all about the community, right?

2.

Help me help you: Community standards and homeowners share a special relationship. Our position calls for enforcement of the governing documents each homeowner has agreed to when moving into the community. We need homeowners and their feedback just as much as they need us and the compliance process. This is how we help the homeowner help the community become their home.

3.

Find a yes in their request: Community standards also deal with architectural modification requests submitted for changes or additions homeowners wish to make to their homes. I believes it’s our duty to find a yes in their request, as long as it’s within the purview of the governing documents.

Whether it’s reducing the size of the requested patio, changing the material used on a project or updating the shingle color to fit within the guidelines, you can help your homeowner find a yes in their request.

I asked someone with a 20-year history of success in community management what one piece of advice they would give to someone in my position.

They told me, “Do what’s best for the community.” After all, they’re at the heart of everything we do.

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Position Yourself Above the Rest with the Essential Credential™ There’s one sure way to position yourself for success and advancement in community management— just as more than 10,000 other managers have.

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Learn more about the CMCA certification program, including prerequisite courses and experience requirements, at www.camicb.org or call 866.779.CMCA.

The Certified Manager of Community Associations (CMCA®) is the only international certification program designed exclusively for managers of homeowner and condominium associations and cooperatives. The CMCA recognizes individuals who have demonstrated the fundamental knowledge required to manage community associations.

14 • CONTACT, SPRING 2020

Do you want to become

a better board member?

We’ve got you covered! Robert Riddick, the Foundation’s President-Elect, is a volunteer board member in his community and has relied on Foundation Best Practice Reports to navigate the good, bad, and ugly situations that have developed over the years in his own association, all while improving the quality of his neighborhood.

Or earn your PCAM? Former Educator of the Year Paul Grucza, also a Foundation board member, shares that Best Practice Reports are an important component of CAI’s education curriculum.

Then, check us out at www.foundation. caionline.org where you can access our free reports and show off your

smarts, promote your company, and generate new business with one small donation!

Donate to the Foundation’s Big Picture campaign with a gift as little as $40 and your peers, colleagues, and clients will know that you make decisions based on factual data that has already been tested, vetted, and approved!

www.foundation.caionline.org (888) 224-4321 15 • CONTACT, SPRING 2020

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S

pring is in the air! And with that being said, many companies are gearing up for the growing season. Yes it’s a mad dash for LABOR. Due to the booming US economy, “the US has 1 million more job openings than unemployed workers”, states the US Department of Labor. This is a good situation for US workers but not for the companies that are in need of seasonal workers to do such work as mowing your grass and trimming your shrubs.

The real truth is that most of us are experiencing a labor shortage which is affecting our companies and as a result our customers.

As a result of our strong economy, low unemployment, construction increases and a US work force that either does not want to do these jobs or finds solace doing an indoor job making less money (less physical and in AC; can’t really blame them) the battle for “low skilled labor” is on.

Before I go on, let me take a moment to explain, what I consider to be, the two types of Landscape Companies we have in today’s market. I refer to them as, “H-2B or Not H-2B.”

The short definition is as follows: H-2B employers hire legal workers through a Government controlled Visa work program called H-2B to obtain temporary foreign workers to fill low skilled labor jobs (landscape, roofing, hospitality, etc.) where there is insufficient US labor to hire. H-2B workers are vetted, pay taxes, and have to return to their home country when the Visa expires (8-9 months).

Not H-2B employers hire illegal undocumented workers, pay them illegally (no taxes) and contribute to the already illegal alien problem that already exists in our country.

The Landscaping industry is the biggest user of H-2B Visas in the country. It is tedious, time consuming, highly regulated and very expensive. Labor rates for the average H-2B employee are more than 45% higher than minimum wage in Texas. Current H-2B labor rates (dictated by our government) are $13.75 per hour and usually increase around 6-7% every year.

Despite all the complications and expenses that come with the H-2B program, it is the only way landscape companies can get a legal labor force to mow your grass and trim your hedges. So next time you’re shopping for a new landscaper or any company which uses low skilled labor, ask if they use H-2B Visas. Please consider using these companies. You can be assured they are trying to do things right and so will you by hiring them.

Tom Martin, Owner Pool Butler/Lawn Butler

17 • CONTACT, SPRING 2020

What is the purpose of Gatehouse Security?

There are two major purposes to a highly visible and controlled access point to your community.

1. Visible Deterrent 2. Access Control and Documentation The visible deterrent effect of seeing a security officer in uniform is straightforward, as it provides a simple means of non-verbally telling prospective criminals to “move along” to a different, softer target. However, access control and documentation are by far the more important reasons to have a uniformed security presence at your gate.

Access control at your residential community is a key part of understanding who is in the community and why they are there.

Unauthorized entry can provide for the potential of physical threats to residents or employees, contractors as well property crime threats to both individual residences and community common property. Additionally, documenting those who access the community (even when authorized) is important in the event an invited guest decides to engage in illegal or unwanted activity. So, it is important for gated communities and condominiums have a good “Gatekeeper” (Security Officer) at the entrance of their building or community. I refer to Gatekeepers as, “Ambassadors,” as they are most times, the first face a visitor makes contact with. This 18 • CONTACT, SPRING 2020

initial experience can make or break a visitor’s first impression – both from a customer service standpoint, but also reinforcing that their time at your community must be authorized and will be documented. Having a true “Ambassador” with a welcoming demeanor and a helpful attitude can have a positive impact on the entire community.

In this article, we are going to look at what makes a good Ambassador. We will also look at the equipment the community needs to provide and the role of the contracted security company in a productive gatehouse operation.

What makes a good Ambassador?

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2.

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5.

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A clean pressed uniform The Ambassador should always be well groomed.

A welcoming demeanor. A smile and a nice greeting, “Hello Sir/Ma’am, welcome to “Green Grove”, how can I help you today?”

A good Ambassador must have basic computer skills.

The ability to follow post orders in reference to visitor entry. There are usually 2-3 ways visitors can gain entry to a property.

Following these procedures consistently is of primary importance.

Turning away unauthorized visitors that can’t be confirmed for entry, in a professional and friendly way.

Standing firm on all community rules in reference to Guests (of Residents),

8.

Contractors and even Residents themselves when they forget their entry credential.

Knowing when it is time to call the Association Manager, Administrative Staff or Law Enforcement to assist. If a visitor to the community is threatening and refuses to move his/her vehicle out of the line so others can be processed while stalling access verification, knowing who and when to call for assistance, and in what order, is key to a successful entry process.

What are the roles of the Community (Board, Association Manager, Staff)?

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A functional gatehouse that has electricity, is well lit at night, has a working bathroom and is climate controlled.

Internet access and a landline telephone connected.

Entry/exit gates that are in good working order, open/close with easy push button, switch or software integrated are important.

A manual override switch is a must.

Resident entry credentials & tracking system (license plate readers, transponders, barcodes and their associated readers) for quick entry through the resident gate ensure that residents can enter unimpeded, the entry is logged and when setup correctly, prevents tailgating by uninvited guests.

An updated and functional access control software system with a database of residents AND their invited guests

6.

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and/or contractors. This software should provide the resident the ability to include permanent guests/contractors (pre-authorized) and temporary guests/ contractors for entry.

Procedures on how the Board of Directors and/or Association Management wants to allow non-listed visitors and vendors to enter the community. Usually, the officer will have to confirm entry by calling the resident or a specific member of the admin staff.

Up to date Post Orders, with other rules and content the community wants the officer to follow at and around the gatehouse.

Identifying the HOA Board Member who is the security liaison or Security Director for a community. Along with the Association Manager, this person will be the contact for the security officers and security management. Any security problems or concerns will be reported to him/her and they will inform the Board.

Prompt payment to the security company is always a good practice.

What is the role of the Contracted Security Company & its Management Team?

1.

2.

To provide skilled and experienced security officers.

To provide presentable uniforms and working equipment.

3.

4.

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6.

7.

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To provide officer training, and retraining, based on the clients’ needs and requests.

To write the post orders with client feedback, if warranted. Also, to make changes when a change in post procedures has been established by the client or company management.

To establish an officer reporting/tracking and sign-on/off program.

To provide management support to the security officers and clients alike.

To supervise security officers to make sure their work is up to standards Meeting with Association Manager and/or Board security contact to make sure they are completely satisfied with service – and if not, to understand what is wrong, develop a plan to fix the problem and implement that plan.

Following up with the Association Manager and/or Board contact when an issue has been fixed and monitoring performance of its officers after.

Ambassadors, Community representatives, and the contracted security company all have key roles in making a gatehouse security operation work. If one doesn’t do their part, the security program can, and most likely will, be compromised and breakdown. Working together, with open, honest and frequent communication ensures a healthy and productive security operation.

Ryan Green

Regional Vice President rgreen@ameriwatchsecurity.com

p: 214-433-7510

c: 214-433-7458

19 • CONTACT, SPRING 2020

20 • CONTACT, SPRING 2020

How to Practice Social Distancing in Your Community What the Community Can Do:

What Residents Can Do:

Ask residents to reduce visitors such as guests and contractors.

6 ft.

Stay at least 6 feet apart in enclosed spaces, including elevators, corridors, and shared laundry facilities.

Conduct meetings remotely through phone or videoconferencing technology.*

Get outside for fresh air and exercise but maintain a safe distance between others.

Cancel or postpone nonessential meetings and events.

Leave home for necessary medical appointments, testing, and essential resources, but wipe down any surfaces you come in contact with, disinfect your hands, and avoid touching your face.

Close common areas and amenities such as clubhouses, pools, and fitness centers.

Wear a facemask if you are sick.

*If allowed by state law and governing documents.

This information is published with the understanding that CAI is not engaged in rendering legal, accounting, medical, or other professional services. If legal advice or other expert assistance is required, the services of a competent professional should be sought.

www.caionline.org 21 • CONTACT, SPRING 2020

As a manager you know there are three “P” words that create the most problems, parking, poop and pools. They can also be some of the most difficult to resolve – leading homeowners to ask “what exactly am I paying you for?” Is this a statement you have heard more often than you would like to? It certainly was for me when it came to cars parking on the street or blocking mailboxes. As the manager of a large-scale community of over 5,500 owners the same complaint over many years left me frustrated. I had to remind myself that it is my responsibility to try and educate homeowners that may be new to HOA living and asking the question for the first time. Therefore, I decided to re-direct my frustration to find other possible solutions rather than just telling an owner “there is nothing we can do”.

If you have a community with public streets whose governing documents allow on-street parking, then you know there is very little that you can do from an HOA standpoint. This is where managers should take the initiative to reach out to local law enforcement so that they can educate you on what potential options they can offer to the HOA. If you are like me, I certainly thought the police had more pressing things to deal with, but I was wrong. I reached out to the local police department and explained our situation and was fortunate enough to be connected with officer Garcia and officer Losawyer. These gentlemen are neighborhood patrol officers who took the time to come and sit down with me and offer to assist with parking, vehicles and safety concerns in the community; they even take the time to come to Board meetings and Annual meetings when asked at no additional charge. In building this relationship with the police department it has allowed me to provide the homeowner with what I can do to try and help the situation and it gives the owners the opportunity to see their local police also taking the time to try and resolve their concerns.

My homeowners now have a direct contact with the police via email to report issues if they want exclude me all together. Don’t get me wrong, there will still be some parking issues that even the police cannot solve on public streets, but when the homeowner can hear why from the police themselves I believe it gives them a sense of closure and not just the feeling of being disregarded when the HOA manager tells them there is nothing they can do. Use your local resources to make you a better manager! In doing this, you could also be helping the local police department show the need for additional officers to keep up with the demand in the city. Pay it forward, attend a city council meeting to express the need for more officers and acknowledge those officers that have been working so hard to make their city a great place to live.

Poop! No matter how many posts you put on the website as a reminder, there are still those owners, or kids that just won’t pick up after their pets.

Yes, there are the extreme resolutions such as DNA testing, but who wants their association to spend that kind of money or take the time to require owners to register their pets when you can barely get them to update their contact information? Poop scooping is now a thriving business, but depending on the size of your community and number of common areas it too can be costly. Pet stations with baggies and built in trash cans strategically placed throughout the community may help significantly, but is still not 100% effective. I found that working with the HOA landscaper I was able to negotiate a very low rate for them to maintain these pet stations weekly rather than hiring an outside pet waste company. Don’t be

22 • CONTACT, SPRING 2020

afraid to ask your vendors for help with items like this, after all it’s more revenue for them and makes them look good to the Board of Directors by taking care of something that is normally not in their scope of work. The last option, which is the most difficult to find is the awesome committee member that wants to get involved and help maintain the pet stations and even pick up waste while they are out walking. Volunteering is a thankless job as it is, so if you are lucky enough to find someone that is willing to tackle this particular task then you be sure to do whatever it takes to keep them happy!

Pools! Need I say more? Pool season is also known as “Sleepless Season”!

From the pre-opening repairs and maintenance which are always delayed because of the never-ending rain to the late-night emergency calls for kids jumping the fence and skinny dipping. Yes, that really happened! This is another area where educating your homeowners is very important. Urge homeowners to directly contact the police first – rather than the after-hours emergency service to increase the speed in which they are able to respond. In turn, having that well-built relationship with the local authorities gives homeowners a point of contact to provide information to if they are able to catch the violators. I mean, come on, what parent isn’t thrilled to have their child trespassed from the community pool or brought home by the local police? Was that sarcasm? Absolutely! All joking aside, be sure to provide or update your contact information, as well as any Board member that may want to be contacted in situations like this with the local police department. Create a post on the association’s website asking owners to talk to their kids about the dangers of entering a pool after hours – for example higher chemicals overnight due to cleaning. Also, install cameras that will notify you when there is movement in the pool areas. My associations even installed cameras that allow me to talk through them from an APP on my phone so those in the pool area can hear me tell them they are trespassing, or to stop jumping off the roof of the building. Surprisingly, they were pretty inexpensive and the vandalism expenses have almost completely disappeared! All of our struggles are real, but if you are like me and absolutely love what you do, who you work for and the beautiful community you are protecting, then you will always find a way to show your worth to those that may be questioning it.

Written by: Wendy Stuart, CMCA, AMS Assured Management, Inc.

CLAYTON HEARN 1980 - 2020 LABOR AND EMPLOYMENT LAW

Attorneys and Counselors at Law

PROPERTY OWNERS ASSOCIATION LAW RESIDENTIAL REAL ESTATE LAW

“COMMUNITY ASSOCIATIONS ARE THE BACKBONE OF THE DALLAS/ FORT WORTH AREA, AND MY GOAL AS AN ATTORNEY IS TO HELP ASSOCIATIONS PROSPER SO OUR COMMUNITIES PROSPER.” Schedule a free education seminar or board orientation with Clayton today by emailing marketing@rmwbh.com!

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23 • CONTACT, SPRING 2020

Community.

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Contact: Jean Sloan (972) 943-2848 or visit us online at: www.cmamanagement.com

Community. Well Served. ©2020 RTI/Community Management Associates, Inc. All rights reserved.

24 • CONTACT, SPRING 2020

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TexasDisasterRestoration.com 25 • CONTACT, SPRING 2020

The City of Dallas has a new recycling ordinance effective January 1, 2020 governing recycling at “multifamily” sites. The intention is to reduce waste in landfills and make recycling available to all residents of the City of Dallas, even those residing in apartment complexes and condominiums.

DART buses traverse the city with advertisements noting that all residents of Dallas, even those in apartments and condominiums, will soon be able to recycle. Unfortunately, in attempting to address a serious issue, the City of Dallas simply added these obligations to the portion of the Dallas City Code addressing waste disposal in apartment complexes. This has created a potential legal quagmire for multifamily properties like condominiums where the living units are owned separately.

The ordinance redefined “owner” to capture not only the record holder of title but also a condominium or homeowner’s association. However, this requirement only applies to multifamily properties/condominiums consisting of 8 or more living units. The new requirements for owners/ condominium associations are generally as follows:

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2.

3.

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Provide recycling collection services through a company permitted to provide such services.

Provide recycling containers through such a company that comply with all requirements for such containers pursuant to Dallas City Code.

Place these recycling containers in locations that are within visibility of waste containers, and the service for collecting them should be the same as for collecting waste. For example, if the Association provides valet waste pickup from units, recycling should be picked up in the same manner. If the Association has trash chutes, recycling containers should be placed near the trash chutes where space is available.

Provide information through posters/signs in common areas discussing how to recycle, location of recycling containers, the materials that may be recycled, and the onsite contact info to report overflowing recycling containers.

If trash is collected through back-of-house/valet recycling by the association’s employees, the association must also offer biannual training to its employees as to recycling procedures.

These items were required to be completed by January 1, 2020. If you have a condominium association that is subject to these requirements, you should ensure that your association has satisfied the above obligations of Dallas City Code.

However, other provisions relate to multi-tenant (not multifamily) properties, and yet are still arguably included in the provisions affecting condominium associations. These include adopting an annual recycling plan which is to be submitted to the director of sanitation along with the community’s annual multi-tenant registration, but “multi-tenant” properties are defined as properties with multiple living units under the same ownership (although this need not be provided if the community contracts through the City of Dallas for recycling services). The ordinance further provides that the “owner” (association) must provide information regarding the community’s recycling programs to “tenants” upon lease commencement and biannually thereafter, and to update all tenants within 30 days of any significant changes to the recycling program.

What, then, do condominium associations do with respect to the requirements under this ordinance that appear more appropriately suited 26 • CONTACT, SPRING 2020

for apartment complexes and not condominiums? The ordinance provides for a fine of $150-500 for each violation, with each day constituting a separate violation, so the penalties are steep for non-compliance.

We reached out to the City of Dallas for comment. At this time, condominium associations generally are not required to file a multi-tenant registration, and also need not file a recycling plan with the city. The City of Dallas will merely confirm compliance with Dallas City Code by driving the condominium property to verify that there are recycling containers present.

We do recommend that condominium associations consider adopting a recycling plan and providing that plan and information regarding recycling to each owner upon acquisition of title to a unit. The association may want to also publish a reminder of this information twice a year. If the governing documents require that owners notify the association upon entering into a lease agreement, the association may also want to consider providing a copy of this information to the tenant at that time. In doing so, the condominium association will have satisfied all requirements of the ordinance other than filing the plan as part of its multi-tenant registration, although condominium associations are not currently required to file a multi-tenant registration.

There are a few final issues to address. For the recycling signage posted in common areas, the ordinance requires that the signage list an onsite contact for overflowing recycling containers. Many smaller condominiums may not have onsite management or staff. In those instances, the condominium may have to list an officer or director who resides on the property in order to comply with this requirement. Additionally, the ordinance requires that persons who are in the business of collecting/ removing recyclable materials from a multifamily site now must obtain a permit from the City of Dallas. The condominium association should ensure that any company it engages to provide its recycling services has the proper permit.

Eventually, but we cannot predict with any accuracy, the City of Dallas may revise the Dallas City Code to obligate condominium associations, which are multifamily properties but are not subject to multi-tenant regulations, to file their recycling programs with the city. However, at this time, so long as the condominium association has a compliant recycling program, it will satisfy the new requirements of the Dallas City Code.

Dean A. Riddle

Julie L. Dupont

DISCOVER THE NEIGHBORHOOD DIFFERENCE NMI is an Accredited Association Management Company that has been expertly managing a variety of community associations, including master planned, single family, condos and townhomes, in the DallasFort Worth metroplex for nearly two decades.

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NeighborhoodManagement.com NMI@NeighborhoodManagement.com Beverly Coghlan, CMCA, AMS, PCAM Beverly@nmitx.com 972.359.1548 28 • CONTACT, SPRING 2020

PrOTeCTInG COmmunITy valueS ©

For over 30 years, Riddle & Williams P.C. has been providing cost-effective legal services to its community association and real estate developer clients. Riddle & Williams’ primary focus is always on Protecting Community Values for our clients.

We are committed to providing the highest quality legal services to our clients while being sensitive to their financial limitations. Through the use of our proprietary online assessment collection tracking system (ACTS©) and our battle-tested attorneys, our clients know that we will fight vigorously for their rights & remedies.

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Dean Riddle

lance williams

Chad robinson

grant neidenfeuhr

jason reed

Julie dupont

david surratt

Grant Boston

Insurance claims & coverage issues • Defense of fair housing claims • Aggressive defense of claims against boards Assessment Collection • Construction & design defects • Complex, high stakes community litigation Condominium termination & sale • Create & amend governing documents

214.760.6766 | 3811 Turtle Creek Blvd., Suite 500, Dallas, Texas 75219 | www.riddleandwilliams.com 29 • CONTACT, SPRING 2020

Face it, out there for the rest of the world, an Association Manager is considered someone that could not get another job, most people have no respect about our profession and know very little about the incredibly large amount of knowledge and responsibilities we carry. I have been told hundreds of times that an Association Manager is a ‘maintenance’ person without knowing that we are extremely dedicated individuals who get stressed on a daily bases because we are the association’s enforcers, we are the experts in building maintenance and repairs, we are the experts in common areas and homeowner responsibilities, and that we have an ultimate duty towards each one of the homeowners who live at each association we manage in addition of the Board of Directors to make sure that their association runs the way it should.

With nearly three decades in the property management business, I have been gathering knowledge about my profession and what I truly love about it. My family has thought along the years that I am some sort of masochist who likes to be tortured every day without realizing that most of us, who work in this business, love organizing, presenting and most of all accomplishing goals. Every challenge I ever had, every unjustified insult from a homeowner, every disrespectful comment towards me, every problem I helped resolve, is an accomplishment and the satisfaction of being efficient is what feeds my spirit every day, thinking that little by little I am making a difference in the Association Management world.

I came to the conclusion a long time ago that an efficient Association Manager has many responsibilities, which are not to only prioritize urgent maintenance issues but always inform owners about their responsibilities, to take care of all the property details, supervise vendors, analyze better alternatives of cost efficiency within maintenance and projects and have constant communication with the Board of Directors and Committees.

Trust is very hard to build, and it is only accomplished when we demonstrate our commitment.

An Association Manager should not only attend all Board meetings, but be responsible to provide them with administrative support, prepare agendas, minutes, and distribute Board packages with agreed upon lead-time and to always provide our research about agenda items prior to each meeting, since some homeowners might raise questions about the Association and who most times they have never read their own property governing documents. Organizing meetings is challenging but when those meetings result in a success, even if we are not recognized for the effort, it is a huge build to our ego.

Along the many years as a manager, I learned the hard way that we need to respond within 24 hours to Board requests directed to me, the Community Manager. I always tried to provide not only the Board President with timely status reports, but kept all the rest of the Directors in every communication. New association managers have asked me what is my ‘secret’ and how I build trust, which is essential in this business. I 30 • CONTACT, SPRING 2020

always respond with a short sentence: It is extremely important for the Board to see quick proactive action.

I always review all the Board meeting minutes for accuracy prior to distribution and if time allows, I also try to create a weekly management report to email to all board members on the status of projects, attend committee meetings as appropriate and most of all, I always make sure to supervise work at the properties I manage. There is nothing worse than attending a meeting where Board Members or homeowners have pictures of issues that the manager should have been the first one to know about. We should always be the prime liaison between the Board and the association’s vendors.

Among our many duties, we need to manage Annual meetings, mail voting proxies and ballots to owners in a timely manner and perform other associated paperwork to document the financial status of the association. An annual meeting is the time to shine for a Manager, mostly when the Board excels in front of the homeowners. A smooth meeting speaks loudly about the efficiency of the association manager. Remember, we get paid but all the Board Members are volunteers who should rely on us.

It is extremely important to obtain and present bids and proposals for

Board consideration with a brief evaluation of each option and not only because the bid is lower, but because it is extremely important to know and present cost comparison, contractor’s reputation and references.

During the bid process a specific report of what type of work is intended is important, at the time when the Board selects a vendor they should be able to compare ‘apples to apples'. This process is what makes us knowledgeable about everything that has to do with building codes, construction defects, proper solutions to every problem and we learn along time everything that has to do with pools, landscaping, plumbing, roofs, insurance, budgets and a huge array of different knowledge that makes us experts.

they truly think the HOA pays for everything ‘outside’ and forget that homeowners have responsibilities.

Finally, it is our ultimate duty to educate Board members on the State’s law requirements, about how to conduct meetings and the importance of keeping corporate records to improve the Board’s effectiveness and efficiency. In addition to providing direction to the Board with information and research of each subject, this should be a priority.

Lina Caggiano-Boer, CMCA, AMS, PCAM

We are aware that there are only 24 hours in a day. An Association Manager has little time to even have lunch at times or take a vacation; there is never a really good time to stand up and leave. If you are dedicated to your job, you are simply ‘on call’ all the time, but at the end of each day, we are all simply “SUPERHEROES” and we should be extremely proud of it.

The outside world, where most people buy into a property because it looks great, the reality is that less than 15% of prospective buyers request from their real estate agent any information about the Association prior buying into one, and are nothing but surprised that Rules and Regulations are enforced. If they live in a townhome or a condominium association, 31 • CONTACT, SPRING 2020

Oftentimes, management companies are the bearer of bad news. A homeowner who is unhappy with the response they receive can then turn around and write a scathing online review, you’ve all probably seen them: “this management company charges egregious late fees and continually raises dues! 1 star!” So, what are you to do? Management companies can address administrative mistakes or internal personnel issues, but when someone else (the Association, the BOD, the Committee, the Vendor, etc.) is making decisions that an Owner or Resident doesn't like, the management company is often the messenger who gets shot.

which is what most Owners and Residents want at the end of the day.

But clear communication is not always enough, there are still people that leave their management company negative reviews. This can be particularly frustrating since those online reviews may be a big consideration for prospective clients researching management companies.

So how can management companies combat this and prove that they do a great job? The answer is simpler than you’d think: just ask.

Everything management companies do in Association management boils down to executing the decisions, policies, and procedures of the Association. Properly executing those directives should translate to 5-star reviews regardless if the directive is positive or negative. But that is not always the case within our industry where the Association and management company are often seen as the same entity to the homeowners. Furthermore, a disgruntled homeowner usually cannot or will not post a negative review of their Association.

Frustrated customers (in any industry) are all too eager to jump online and vent about a bad experience anywhere they can. But the satisfied customers, the 99% of people you touch every single day, do not. So it just comes down to asking those satisfied customers to share their experience. To be clear, no one wants to be the company that pesters anyone who contacts their office to leave an online review. Work your staff to develop a system to request reviews from customers, vendors, etc.

If you streamline the process with a review email or even text message, you can further increase your conversion on these good reviews and begin increasing your average rating.

So how can a management company differentiate itself from the Associations they manage and how can that difference be conveyed to Owners and Residents?

So to summarize:

A good way to reinforce the difference between the Association and Management is to train staff to reiterate that the authority for decisionmaking, policy setting, and approvals/denials are typically up to the Board or Committee. For example, change “Thanks for your ACC Request. We’ll let you know once a decision has been made” to “Thanks for your ACC Request. While our company does not have the authority to approve requests, we have sent it on to the Committee for review and will let you know as soon as they have made a decision.”

One of the management company’s primary roles is to be a communication channel between homeowners and the Board and/or Committee. Everything else management companies do hinges upon that basic function. So prompt and clear communication should always be a top priority. Management companies can facilitate and document communication between homeowners and the Board, and that role should be clear to homeowners. When the management company’s role is properly defined and communicated to the homeowners and residents, there is usually an understanding that the management company is doing and has done everything within its power and authority to help them, 32 • CONTACT, SPRING 2020

1) Clarify 2) Communicate 3) Ask

Adam Clark, CMCA®, AMS® Chief Operating Officer Excel Association Management, Inc. 972.881.7488 www.excelam.com

33 • CONTACT, SPRING 2020

Accounting rules for recognizing assessment revenue from members have recently been amended with the introduction of FASB ASC 606 Revenue Recognition: Revenue from Contracts with Customers, (recognizing assessment revenue from association members).

The new guidance takes effect for associations with accounting periods ending December 15, 2019 and beyond. All Generally Accepted Accounting Principles (GAAP) – based (accrual) financial reports for year ends beginning with December 31, 2019 are affected.

Some new terms include:

• Determine the transaction price (assessment) • Allocate the transaction price (assessment) to the separate

performance obligations

• Recognize revenue as each performance obligation is satisfied

Assessment revenue is recognized as the related performance obligations (expenses) are satisfied at transaction (assessment) amounts expected to be collected. An association’s performance obligations (expenses) related to its operating assessments are satisfied over time. Operating assessments are generally considered to be matched in the period operating expenses are incurred.

• Performance obligation – An association’s obligation to

The performance obligations (expenses) related to replacement fund (reserves) assessments are satisfied when those funds are expended for their designated purpose. Thus, under the new guidance, reserve assessments are recognized when reserve expenses are incurred.

• Transaction price – For most associations, assessments charged

Accounting for Association Revenue

• Contract – Agreement between member and association,

typically for assessments.

perform, i.e., incur expenses.

to owners • Contract Liability – Unused reserve fund assessments.

FASB ASC 606 establishes a Five Step Approach for recognizing and measuring assessment revenue: • Identify the association’s contract with members (assessments

Member Assessments The annual budget is generally the basis for establishing assessments to fund operations, reserves and other funds such as insurance funds and special project funds.

typically based on the association’sbudget).

Operating Fund Assessments

with members (operating expenses,reserve expenses)

An association’s performance obligation for operating assessments

• Identify the separate performance obligations of the contract

34 • CONTACT, SPRING 2020

is the maintenance and management of common area property.

Operating assessment revenue recognition will generally not change from existing practice since operating assessments and expenses generally occur on a periodic basis throughout a fiscal period. We expect excess or deficit of revenue over expenses to continue to be recognized in each reporting period.

Accounting/presentation change: Bad debts should be recorded as a charge below operating assessments (revenue section) in an association’s statement of revenues and expenses.

Reserves Fund Assessments Under the new guidance, the performance obligation for reserves assessments is met when the reserve expenditure is incurred; therefore, reserves assessment revenue is recognized when reserve expenses are incurred. Under the new guidance unspent reserve funds are generally presented as a liability (Contract Liability (Assessments received in advance – replacement fund)), on an association’s balance sheet, which is a change from the existing practice of accounting for reserves fund balances in the equity section. The change will generally result in retrospective presentation of the opening reserves fund balance in the current year as a Contract Liability (assessments received in advance – replacement fund), subject to specific analysis of your association’s reserves fund.

Typically, in calculating the recognized portion of reserve assessment revenue, reserve fund expenses will be first applied against reserve fund non-contract income such as investment interest income. Reserve expenses in excess of interest income will be charged against reserve fund assessments, with that amount recognized as reserve fund assessment income in the current period.

Accounting/presentation change:

determine the required recognition of special assessment revenue, as follows: • To fund operating fund deficits

— Generally, recognize special assessment revenue in the period the special

assessment islevied.

• To repay a loan

— Recognize special assessment revenue as the

loan repayments are made • To pay for specific expenditures

— Recognize special assessment revenue in the

period the expenditure is

incurred(performance obligation completed).

Accounting/presentation change: This is not a significant change to current practice.

Other Income Revenue recognition of income that is not part of a contract with owners will generally continue to be accounted for using existing practices. Examples of other income include settlements, insurance claims, interest income (bank accounts), rental income.

Wrap Up It’s business as usual for most aspects of association accounting.

Revenue recognition of contracted (assessments) revenue from members as it relates to the reserves fund is the biggest area of change. Remember, for most associations, the reserve fund will be presented in the balance sheet liabilities section in an account named Contract Liabilities (Assessments received in advance – replacement fund), and reserves assessments will match reserves expenses after those expenses have been funded by non-contract income such as interest income.

Reserves excess will generally be reported in Contract Liabilities (assessments received in advance – replacement fund) on an association’s balance sheet. Reserves assessment revenue will match incurred expenses (subject to interest income and other noncontract income).

Special Assessments Under previous guidance, special assessment revenue was typically recognized in the period expenses for which the special assessment was levied were incurred. Similarly, FASB ASC 606 requires associations to recognize special assessments revenue as performance obligations (expenses) are satisfied. Consistent with the accounting treatment for an association’s reserves fund, special assessment fund balances should be accounted for as Contract Liabilities – (Assessments received in advance – special assessment fund) until expenses have been incurred. Previous practice had generally been to present unspent special assessment revenue as deferred income.

Jeremy Newman CPA Principal at Newman Certified Public Accountant, PC. Newman Certified Public Accountant, PC provides audit and tax services to community associations in multiple states. More information can be found at www.hoacpa.com.

Special assessments are levied for various purposes, which will 35 • CONTACT, SRING 2020

Written by Erin Stewart, Aquatic Biologist & Regional Manager and Katelyn Behounek, Aquatic Biologist

When developing a management plan for a lake or pond, it is important to keep its purpose and priorities in mind. Is it strictly aesthetic? Is it used for fishing or recreation? Maybe it facilitates irrigation, drinking water, fire suppression, or stormwater collection? An effective freshwater management program can be compared to the importance of each leg on a “three-legged stool.” Just like the legs supporting the stool, many water resources are interdependent, meaning that the actions taken in the watershed could cause imbalances that have negative consequences downstream.

Think of each “leg” of this metaphorical three-legged stool as representative of the (1) physical, (2) chemical, and (3) biological components of a freshwater resource. If one part of this trinity breaks down, the others will follow. To ensure each of these aspects is protected, it’s important to understand the ways in which they contribute to the health of a waterbody and how to identify imbalances when they arise.

The first leg of the stool—the physical characteristics of a lake or pond— includes features such as size, depth, volume, bottom substrate, water 36 • CONTACT, SPRING 2020

source and exchange through the system. These are major components that can affect how a lake or pond responds to environmental conditions.

For instance, shallow ponds with excessive build-up of bottom muck and sediment, or those with limited water movement, will be more likely to experience algae and weed growth than a large, deep lake or one with lots of movement.

The chemical characteristics, the second leg of the stool, refer to natural water quality components that can be measured, such as temperature, dissolved oxygen, pH, nutrients, water clarity, dissolved metals, salts and many other parameters. Poor water quality in lakes and ponds often occurs when these parameters become imbalanced in one direction or another. This is often caused by polluted runoff entering the waterbody that contains fertilizer, pet or wildlife waste, landscaping debris (grass clipping and leaves) and other organic materials. This process of nutrient “pollution” is one of the most common causes of chemical imbalance in a freshwater ecosystem. The third biological component of the stool comprises all living things, including algae, plants, bugs, fish and microorganisms. Nutrient pollution is an example of how one component can directly affect another; nutrients encourage algae and aquatic plant

growth. While moderate levels of growth are natural and provide habitat and food for fish and wildlife, algae and aquatic weed growth can proliferate under imbalanced conditions. Without proper management, nuisance algae and vegetation can block sunlight, limit access for fishing and boating, and compromise aesthetics. As these increased populations of plants and algae decay as part of their natural lifecycle, they will release more nutrients into the waterbody to fuel additional growth, creating a vicious cycle. In the process, the risk of fish kills, offensive odors, accumulation of bottom muck and nuisance insect populations can all increase—further offsetting the balance of the waterbody’s physical, chemical and biological characteristics.

Having knowledge about the benefits of proactive management, and sustainable tools and technologies at our fingertips, adds a fourth, stabilizing “leg” to the “three-legged stool.” With a proactive management in place—even if one of the other components is slightly out of balance— the stool may wobble but will not fall over. In other words, problems that might normally be detrimental for a lake or pond can be identified and resolved early on, before they can impact other aspects of the ecosystem.

nutrients from the water column, reducing the potential for chemical imbalances. New technologies like nanobubble treatments can be used alongside these solutions to increase beneficial dissolved oxygen concentrations and enhance overall water quality. Aeration of all types can also help foster the health of fish, wildlife and beneficial insects through the biological food chain. These proactive tools can help give more “stability” to a freshwater management plan so serious, costly problems are far less likely to arise.

Whether mosquitoes and bad odors are keeping you away from the water or nuisance algae is causing an eyesore around your property, there are always ways to counteract the issues you are experiencing. It is important to bring in a professional to educate you about the best proactive approaches for your waterbody and help design a custom management plan before problems get out of hand. Just like a master carpenter would use his knowledge and expertise to build you the best seat, a certified and trained lake management professional will take each “leg” of the aquatic resource into account to achieve your unique goals and objectives.

A proactive approach is most effective when it accounts for all elements of an ecosystem. Vegetative buffer management, shoreline stabilization, aeration, regular stormwater inspections, and even sediment removal are all proactive ways to support the physical leg of the stool. These tools limit the influx of runoff and pollutants, prevent erosion and sedimentation, increase water movement and maintain the depth and structural components of a lake or pond.

Some of the more advanced management strategies utilize nutrientlocking products or beneficial bacteria to cycle and remove excess

Erin Stewart and Katelyn Behounek are Aquatic Biologists with SOLitude Lake Management, a nationwide environmental firm that provides sustainable lake, stormwater pond, wetland and fisheries management solutions. Learn more about this topic at www.solitudelakemanagement.com/knowledge.

37 • CONTACT, SPRING 2020

How to get your grill ready for grilling season: Know what kind of fuel.

Having appropriate signage to tell people how to operate the grill is important. If your grill has a timer that controls the gas flow, people need to understand how it works. If your grill uses the replaceable propane bottles, having full bottles or a service to check the propane levels is important. If someone uses the wrong kind of fuel, say charcoal in a gas grill, not only could it damage the grill but it is also a safety hazard.

Keep it clean.

Nobody wants to cook on a dirty grill. No only is it unsanitary, but a dirty grill causes food to stick to it. Provide a good grill brush to be used each time someone grills. A very through deep clean should be done about twice a year. If the grill and pool area are going to be closed for the winter, then the last cleaning should be done after the season ends.

A charcoal grill should have a noncombustible receptacle for the ashes to go. Keeping your grill area clean will also help keep rodents and other animals away

Inspect it.

It is important to have the grill inspected at the beginning of the grilling season. A professional inspection will look at the major systems of the grill; the fuel system, the wiring and structural integrity of the grill. On gas grills whether it is natural gas or liquid propane, the fuel system should be checked for leaks. The burners should be checked for blockages and cracks or rusted parts. The valves should turn freely and the igniter should easily light the grill. If the ignition system is battery operated, the battery should be replaced. The firebox should be inspected for rust and corrosion. Any missing or damaged parts should be replaced. The lid should open easily and not bind up.

Windal and Marci Adams started Superior Grill Cleaning in October 2014. Since then Superior Grill Cleaning has cleaned over 1,000 grills throughout the Dallas / Ft Worth area using their “Steam and Scrub” method, which doesn’t use any harsh chemicals. Superior Grill Cleaning is an authorized service company for many brands of grills including Twin Eagles, Lynx, Fire Magic, Bull, Napoleon, Delta Heat and DCS.

39 • CONTACT, SPRING 2020

To learn more, talk with a banking professional today:

Wendy Hazelwood

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(888) 734-4567 allianceassociationbank.com 1

40 • CONTACT, SPRING 2020

All offers of credit are subject to credit approval.

3/19

One-third of Americans who are eligible to vote have never registered. Even worse, of those who have registered and are eligible to vote, fewer than 58 percent did so in the last presidential election.

More than 67 million people live in community associations; these individuals can play an important role in building their communities’ political power.

If you or others in your community haven’t registered to vote, CAI has made it easy for you. Register to vote at www.caionline.org/ YourVoteCounts. Deadlines vary from state to state, so register today.

Every vote counts—and together, we can have a powerful impact and protect America’s communities.

41 • CONTACT, SPRING 2020

Switch to New LED Lighting for your Court

Add a Court Windscreen

Resurface your Sports Court

Gain peace of mind and cost savings by switching to a new LED lighting system. Your existing lighting systems may be retrofitted with LED. Products are engineered to last and most customers experience significant cost savings by reducing daily operating savings and requiring little to no maintenance for 10 to 12 years. In addition, the LED units have instant on/off dimming and wireless remote capabilities.

Add a windscreen to your court to provide a good visual background and wind protection.

Windscreens help provide optimum playing conditions and are designed to provide a uniform, structurally sound backdrop. Your new windscreen will resist strong winds, yet the installation is designed to detach at the edges in tornadic or exceptionally high straight-line winds in order to protect the tennis court fencing. Your fencing will be carefully measured to ensure a custom fit.

Improve your member’s playing experience and prolong the life of your sport court investment by resurfacing. On average, Home Owners Associations budget to resurface their outdoor hard courts every five years. The amount of play on the courts, weather and poor maintenance can have a huge impact on the longevity of the court surface. In addition, standing water and piles of wet leaves will cause the surface paint to delaminate. Resurfacing your sports court and common-sense maintenance on a regular basis will prolong the life of your sport court investment.

MASTER SYSTEMS COURTS - Court Construction, Resurfacing, Equipment & Accessories 4454 Myerwood Lane, Dallas, TX 75244 mastersystemscourts.com

42 • CONTACT, SPRING 2020

WHAT WE DO • Structural • Building Envelope • Grading & Drainage • Mechanical, Electrical & Plumbing • Roofing (all roof types) • Insurance Restoration (fire, water & wind) • Masonry (stucco, stone & brick) • Perimeter Walls • New Builds • Tenant Improvement • Multi-Family • Commercial • Construction Management • Consulting

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Contact us today at (866) 403.1588 or visit www.realmanage.com 43 • CONTACT, SPRING 2020

44 • CONTACT, SPRING 2020

As a resident of Texas, the thought of summer brings the 3 H’s to mind…

Heat, Humidity, and “Holy cow what is that person wearing?” A few years ago, I was playing at a golf course in one of my client’s subdivisions.

As I approached the 4th tee box that is adjacent to an owner’s back yard, I realized the owner decided he’d beat the summer heat while working on his yard by wearing nothing but a speedo and a smile. My score and my eyes suffered that day.

Yes, the beginning of summer marks the beginning of many things for a community association to address…poor attire choices notwithstanding.

For example, summer means the community pool will soon be filled with energized kids enjoying their three month reprieve from school.

Accordingly, the majority of owners will be arriving in droves to collect their pool tags. So, what can or can’t a community association do when an owner is delinquent in paying his/her assessments? The response is typically the same, no payment…no pool. While this premise may be true, community associations must realize that Section 209.006 of the Property Code sets forth very specific notice requirements that must be sent to an owner prior to suspending an owner’s right to use a common area, i.e., the pool. Ensuring compliance with the Property Code on the front end can save a world of sunburn on the back end.

As a point of clarification, Section 209.006 does not apply to condominiums. As such, different remedies are available to garden condominiums, high rises, etc. which may vest those associations with the authority to limit access/entry to the pool facility. Condominium associations should consult with their legal counsel to determine their rights/authority regarding remedies that are exclusive to condominiums pursuant to Section 82.102(a)(17) of the Property Code.

So what exactly must a community association do to comply with Section 209.006 of the Property Code prior to suspending an owner’s right to use a common area? §209.006(a) of the Property Code states, in pertinent part, as follows: “Before a property owners' association may suspend an owner's right to use a common area, file a suit against an owner other than a suit to collect a regular or special assessment or foreclose under an association's lien, charge an owner for property damage, or levy a fine for a violation of the restrictions or bylaws or rules of the association, the association or its agent must give written notice to the owner by certified mail.” (emphasis added)

also include specific language set forth in the statute. Failure to include the requisite language will again render the notice invalid. §209.006(b) of the Property Code states as follows:

1.

Describe the violation or property damage that is the basis for the suspension action, charge, or fine and state any amount due the association from the owner;

2.

except as provided in Subsection (d), inform the owner that the owner:

(A) is entitled to a reasonable period to cure the violation and avoid the fine or suspension if the violation is of a curable nature and does not pose a threat to public health or safety;

(B) may request a hearing under Section 209.007 on

or before the 30th day after the date the notice was mailed to the owner; and

(C) may have special rights or relief related to the enforcement action under federal law, including the Servicemembers Civil Relief Act (50 U.S.C. App. Section 501 et seq.), if the owner is serving on active military duty.

There is no wiggle room regarding the above referenced language that must be included in the notice. Failure to include all of the items set forth in 1 and 2 above will result in the notice being in violation of the statute. Accordingly, community associations and their managers must be sure that the notice that is sent to an owner mirrors the language set forth above. In doing so, the association will ensure compliance with the Property Code and curtail allegations of wrongdoing if/when an owner’s right to use a common area is suspended. This will save the association valuable time and effort and allow it to focus on more important issues… like adopting a proper yard work attire policy.

Eric Tonsul, Shareholder Roberts Markel Weinberg Butler Hailey PC – Attorneys and Counselors at Law

This section of the Property Code is often overlooked by many community associations when pool season rolls around. Although an association’s governing documents may authorize the association to suspend an owner’s right to use the pool as a result of nonpayment of assessments, the association is still required to adhere to Section 209.006 prior to implementing the suspension.

As previously mentioned, the notice requirements set forth in the statute are very specific. First, the notice must be sent via certified mail. If the notice is sent via regular mail only, the notice is invalid. The notice must

45 • CONTACT, SPRING 2020

As springtime festivals are hitting full stride, so too is the activity within our community associations. Spring cleanup is amongst us, pools are being opened, and landscaping season is in full swing.

It’s easy to get caught up in the hustle-and-bustle but, as property managers and vendors, we must keep our eyes on the horizon, ensuring each of our association clients can successfully execute their 2020 business plans.

For most, budget season was six-plus months ago and 2020 budgets have formed the foundation for the new year. Although ongoing operating expenses are well known and capital reserve expenditures are budgeted for, it is best practice to exercise due diligence and reassess the needs of both 2020 budgeted and 2021 anticipated projects. Begin by creating a checklist for your association. Print a list of 2020 projects as well as anticipated projects in 2021 from your reserve study. Also gather a list of any issues related to common elements that arose since budget season (i.e. roof leaks, fence damage, pool mechanical failures, etc.).

It is critical to observe each of the common elements included in your checklist, documenting both the condition and deterioration of each. This information along with the knowledge of recent issues will guide you in answering the following questions: 1. Do any of our 2021 projects need to

be addressed in 2020 due to current conditions?

2. Do all of our 2020 budgeted projects still require completion this year? a. Which projects are critical to address now? b. Are any deferrable to 2021?

3. Should we repair or replace the element?

a. Can a capital repair, in lieu of

32••CONTACT, CONTACT,SPRING FALL 2019 46 2020

replacement, extend the life of the element?

Consideration of repair vs. replace generally boils down to whether or not a repair will extend the remaining useful life of a particular component and, at a similar or lower annual cost of ownership.

Your reserve study provider can provide recommendations on the criticality of addressing a capital project and guidance on when to repair vs. replace.

It is not a matter of if, but when an Association will face unexpected expenses at some time in the future. Having answers to the above questions is key to effectively evaluating priorities when faced with the realization of additional costs. A review of reserve funds may be necessary to determine an Association’s position or ability to proceed with increased spending. Should there be minimal or no flexibility with exceeding the budget, re-shuffling priorities, special assessments or bank loans become part of the discussion for moving forward.

Financing capital projects is a subject of its own. However, reshuffling priorities is common practice and involves identification of critical vs. discretionary projects (identified in the question set above). It goes without saying that critical projects are those that relate to structural components (roofing, siding, etc.) and safety hazards (deteriorated common area parking, leaning perimeter walls, deteriorated docks, etc.). These are priority number one. Failure to address in a timely manner usually leads to unnecessary and accelerated deterioration of building structures. And, with safety related hazards, increased exposure to liability.

Discretionary projects are those that have little to no impact on surrounding property, mostly items that are cosmetic in nature.

Examples include pool furniture, interior paint finishes, floor and wall coverings, and furnishings. Although worn out furniture may not be visually appealing, replacement of such components should be deprioritized to ensure adequate reserve funds are available for critical projects.

With a finalized list of 2020 capital projects in hand, it is time to consult your latest reserve study to understand what each project entails. Reserve studies typically coordinate projects of similar nature whenever appropriate. Doing so minimizes community disruptions and is more cost effective than scheduling separate.

Common examples include: 1. Exterior Paint Finishes – Balcony railings of similar material

are typically painted in conjunction with building exteriors.

Deterioration of paint finishes is consistent when materials are similar and a coordinated project is more cost effective than conducting them separately.

2. Re-plastering Pools – The reserve study specifies whether or not tile replacement is included in the scope of work.

Knowing the recommendations specific to your association allows discussion with local contractors regarding the most cost effective solution and ensures apples-to-apples bids are prepared.

3. Asphalt Pavement Replacement and Concrete Curbs – Partial replacement of concrete curbs is generally timed with asphalt pavement replacement. A portion of curbs will crack and settle over time. Complete replacement of asphalt pavement involves complete removal of the surface pavement and base layer. It is not uncommon to have to replace

some concrete curbing as a result of such expansive work.

Combining these projects is more efficient and less disruptive than replacing curbs the following year.

Now secure any remaining bids you require prior to authorizing this year’s projects. If it is advantageous in terms of cost and it minimizes disruptions within the community, discuss project coordination with chosen vendors. Don’t forget to inform homeowners of any changes made to the 2020 replacement schedule (and upcoming expenses) that were the result of reassessing priorities. Doing so promotes peace of mind and instills confidence in homeowners' understanding of board decisions and the direction of the community.

BIO Andrew Stoutenburg is Reserve Advisors’ West Regional Executive Director. Since joining the company in 2013, Mr. Stoutenburg has received and currently holds his Reserve Specialist (RS) designation along with his Professional Engineering license in Texas, Arizona and Florida. He has worked with community association managers and board members across 15 states and the District of Columbia to prepare more than 350 comprehensive reserve studies, which serve as a key part of their associations’ long-term planning process.

He can be reached at 512-906-0745 or andrew@reserveadvisors.com.

47 33 • CONTACT, • CONTACT, SPRING FALL 2019 2020

CAGLE PUGH is excited to announce the grand opening of their law firm in Dallas on January 16, 2020! Gregory Cagle, Adam Pugh, and Kate Kilanowski are the Partners of this Texas-based law firm specializing in community associations law and business law. With offices in Dallas, Austin, and San Antonio, they offer all the same services, people and experience you’ve come to know and trust under Cagle Carpenter Hazlewood.

Visit www.caglepugh.com, email info@caglepugh.com, or call 469-676-4020 to experience the difference Cagle Pugh can make for you and your community! Local Business, World Class Results.

There Is Help For Your Homeowners Association!

The Dallas/Ft. Worth Chapter of the Community Associations Institute (CAI) has partnered with the other Texas chapters of CAI to launch the free HOA Hotline - a resource for homeowners and board members owning homes/units in condominium, townhome and subdivision community associations and have questions about the operations of their association.

The Hotline is staffed with local non-attorney experts knowledgeable in community association best practices. Please contact the hotline by completing the form at https://www.caihouston.org/page/HOAHotline. If you prefer a response by phone, calls will only be made during normal business hours.

We urge homeowners to take advantage of this FREE resource. After all, isn't it better to resolve issues quickly and reasonably now before they get out of hand later? **Please note, the HOA Hotline panel, as well as CAI Staff will NOT give out legal advice. If seeking legal help, please contact the appropriate attorney, or legal service. LegalLine is an anonoymous, free legal service, provided by the Dallas Bar Association. It is held on the second and third Wednesday of every month, from 5:30pm - 7:30pm. To reach a volunteer attorney call (214)220-7476. This program is by telephone only. There are Spanish-speaking attorneys when available.

49 • CONTACT, SPRING 2020

A Resident Expert in your Landscape Creating a place that feels like home starts from the ground up. Enlist a skilled team with deep expertise in creating outdoor spaces that impress and ensure your community is a coveted place to live. With thoughtful planning and an unwavering attention to detail, we ensure your community’s goals are met and resident satisfaction is high.

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50 • CONTACT, SPRING 2020

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Drew Dunn 817-430-4848 Drew.Dunn@brightview.com www.brightview.com

Get involved. Get inspired.

Get ideas.Get information.

Collaborating and connecting has never been easier.

Join your peer network today on CAI Exchange, the members-only online community.

CAI exchange www.caionline.org/exchange

Committed to our communities For 30 years, BB&T Association Services has provided solutions specifically designed to meet the needs of property management companies and community associations. You can count on us to be your trusted partner. BBT.com/AssociationServices

 Payment processing  Association loans

 Payments by ACH and online  Coupon books and statements

Alan Alanis, VP / Relationship Manager 512-482-0103 • AAlanis@BBandT.com

Branch Banking and Trust Company is a Member FDIC and an Equal Housing Lender.

Loans are subject to credit approval. Only deposit products are FDIC insured. © 2020, Branch Banking and Trust Company. All rights reserved.

51 • CONTACT, SPRING 20206

2020 PMDP National Course Schedule DATE

CLASS

DATE

M-100 M-201 M-100

7-8 7-8 7-8 7-9 7-9 8 8 13-15 14-15 14-15 14-15 14-15 14-15 14-16 15

LOCATION MAY 2020 Santa Ana, CA Dallas, TX Atlanta, GA Charleston, SC Arlington Heights, IL Seattle/Bellevue, WA Fort Myers, FL Falls Church, VA San Diego, CA Schaumburg, IL Charlotte, NC Denver/Littleton, CO Pikesville, MD San Antonio, TX Houston, TX

8-8 8-9 8-9 8-9 9-9 8-9 8-10 9 9 25-26 25-26 25-26 25-26 25-27 26 26

JUNE 2020 Ft. Lauderdale, FL Ft. Lauderdale, FL Ft. Lauderdale, FL Ft. Lauderdale, FL Ft. Lauderdale, FL Ft. Lauderdale, FL Ft. Lauderdale, FL Ft. Lauderdale, FL Ft. Lauderdale, FL Honolulu, HI Asbury Park, NJ Bellevue, WA Pikesville, MD Sarasota, FL Santa Ana, CA Natick, MA

M-202 M-204 M-205 M-206 M-390 CASE M-100 M-203 M-201 M-310 M-204 M-204 M-206 M-100 M-201 M-201

9-10 9-10 9-10 9-10 9-11 9-11 9-11 10-10 23-24 23-24 23-24 23-25 23-25 24 24

JULY 2020 Natick, MA Bellevue, WA Las Vegas, NV Sarasota, FL Red Bank, NJ Danbury, CT Santa Ana, CA Atlanta, GA Lisle, IL Falls Church, VA Honolulu, HI Austin, TX Palm Desert, CA St. Petersburg, FL Houston, TX

M-204 M-206 M-205 M-204 M-100 M-100 M-100 M-202 M-206 M-204 CASE M-100 M-100 M-203 M-201

23-25 24 22-24

LOCATION JANUARY 2020 Seattle/Bellevue, WA Tucson, AZ Falls Church, VA

6-7 6-7 6-7 6-8 6-8 6-8 7 20-21 20-21 20-22 20-21 21 21 21

FEBRUARY 2020 Colorado Springs, CO Phoenix, AZ Dallas, TX Houston, TX St. Louis, MO Atlanta, GA Los Angeles, CA Seattle/Bellevue, WA Falls Church, VA Santa Ana, CA Charleston, SC Denver/Thornton, CO Colorado Springs, CO Las Vegas, NV

M-330 M-204 M-205 M-100 M-100 M-100 M-201 M-350 M-380 M-100 CASE M-202 M-203 M-201

11-12 13 12-13 12-13 12-14 12-14 13 13 19-20 19-21 20 20 20 20

MARCH 2020 Falls Church, VA Falls Church, VA Sandestin, FL Bloomington, MN Dallas, TX West Chester, PA Schaumburg, IL Pleasanton, CA Bend, OR Natick, MA Draper, UT Milwaukee, WI Charleston, SC Hartford/Rocky Hill, CT

M-205 M-202 M-206 M-204 M-100 M-100 M-201 M-203 M-204 M-100 M-202 M-201 M-203 M-202

2-3 2-3 2-3 2-4 3 3 3 23-24 23-24 23-24 23-25 23-25 24 24

APRIL 2020 Houston, TX Arlington Heights, IL Northern, VA Colorado Springs, CO Santa Ana, CA Portland, ME Kansas City, MO Los Angeles, CA Phoenix, AZ Hartford/Rocky Hill, CT Denver, CO Pikesville, MD Orlando, FL Cincinnati, OH

M-370 M-205 CASE M-100 M-202 M-203 M-203 M-204 M-340 M-205 M-100 M-100 M-202 M-202

52 • CONTACT, SPRING 2020

CLASS M-205 M-206 M-206 M-100 M-100 M-202 M-203 M-100 M-204 M-310 M-204 CASE M-205 M-100 M-203

AUGUST 2020 6-7 6-7 6-7 6-8 6-8 6-8 13-14 13-14 13-14

Pleasanton, CA Fort Myers, FL St. Louis, MO Houston, TX Tucson, AZ Sacramento, CA Santa Ana, CA St. Petersburg, FL Chicago, IL

M-205 M-360 M-205 M-100 M-100 M-100 M-206 M-320 CASE

DATE

LOCATION AUGUST 2020 – Cont.

14 13-15 13-15 20-21 20-22 20-22 20-21 20-20 21-21

Pikesville, MD Virginia Beach, VA Dallas, TX St. Petersburg, FL Breckenridge, CO Wilmington, NC Austin, TX Falls Church, VA Falls Church, VA

CLASS M-203 M-100 M-100 M-205 M-100 M-100 M-204 M-201 M-203

SEPTEMBER 2020 10-11 10-11 10-12 10-12 10-12 11 11 11 11

Colorado Springs, CO Falls Church, VA Oxnard, CA Draper, UT Schenectady, NY San Antonio, TX Hoover, AL Charleston, SC Santa Ana, CA

1-2 1-2 1-2 1-3 1-3 2 2 2 15-16 15-16 15-16 15-17 15-17 16 16 22-23 22-24 22-24 23 23 23 23 21-22 23-23

Pikesville, MD Virginia Beach, VA Dallas, TX Riverside, CA Chicago, IL Nashville, TN Palm Desert, CA Phoenix, AZ Denver/Thornton, CO Houston, TX Milwaukee, WI Bloomington, MN Richmond, VA Sandestin, FL Charleston, SC Chicago, IL Bellevue, WA Louisville, KY Portland, OR San Diego, CA Sturbridge, MA Morristown, NJ Falls Church, VA Falls Church, VA

5-6 5-6 5-6 5-6 5-6 5-7 6 6

Santa Ana, CA Las Vegas, NV Austin, TX Raleigh, NC Sturbridge, MA San Diego, CA Schaumburg, IL Honolulu, HI

2-4 3-4 3-4 3-4 3-5 4-4 4-4

Falls Church, VA Palm Desert, CA Pikesville, MD Richmond, VA Phoenix, AZ Dallas, TX Portland, OR

M-204 M-206 M-100 M-100 M-100 M-202 M-202 M-201 M-203

OCTOBER 2020 M-330 M-206 CASE M-100 M-100 M-201 M-202 M-202 M-205 M-205 M-206 M-100 M-100 M-201 M-202 M-204 M-100 M-100 M-202 M-203 M-390 M-201 M-205 M-202

NOVEMBER 2020 M-204 M-320 M-206 M-205 M-206 M-100 M-202 M-202

DECEMBER 2020 M-100 CASE M-204 M-205 M-100 M-202 M-201

Your Full Service HOA Partner

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Located in the DFW area, Globus offers 24/7 support

972-494-1600 support.

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globusmanage.com gloanage.com License license##M40988 M40988TECL175503 TECL175503TACLB00048137E TACLB00048137E 53 • CONTACT, SPRING 2020

2020 Calendar of Events January Wednesday, January 8th Membership Luncheon 11:30 AM - 1:00 PM Brookhaven Country Club Wednesday, January 15th to Saturday, January 18th Community Association Law Seminar Las Vegas, NV *National Event

February

May Thursday, May 7th to Friday, May 8th M-206: Financial Management Wednesday, May 13th Member Luncheon 11:30 AM - 1:00 PM Brookhaven Country Club

June

Thursday, February 6th to Friday, February 7th M-205: Risk Management

High Rise Manager’s Forum Friday, June 5th 8:00 AM to 4:00 PM Date and Location To Be Confirmed

Wednesday, February 12th Membership Luncheon 11:30 AM - 1:00 PM Brookhaven Country Club

Wednesday, June 10th to Saturday, June 13th CAI National Conference Hollywood, FL *National Event

AOF - NTFB Service Day Date and Time To Be Determined North Texas Food Bank - Plano, TX

March Wednesday, March 11th Membership Luncheon 11:30 AM - 1:00 PM Brookhaven Country Club Thursday, March 12th to Saturday, March 14th M-100: The Essentials of Community Management

August Wednesday, August 12th Membership Luncheon 11:30 AM - 1:00 PM Brookhaven Country Club Thursday, August 13th to Saturday, August 15th M-100: The Essentials of Community Management AOF - Annual Bowling Tournament Date and Location To Be Determined 5:00 PM - 8:00 PM

54 • CONTACT, SPRING 2020

Wednesday, September 9th 17th Annual Expo & Trade Show Location TBD 8:00 AM - 5:00 PM

October Thursday, October 1st to Friday, October 2nd CASE Study (location TBD) Wednesday, October 14th Membership Luncheon 11:30 AM - 1:00 PM Brookhaven Country Club AOF - Loot 4 Boots: Homeless Vets Date and Location To Be Determined 3:00 PM - 6:00 PM

November Thursday, November 5th Sporting Clays Tournament (NEW!) 12:00 PM - 7:00 PM Elm Fork Shooting Facility *Proceeds benefitting TCAA Wednesday, November 11th November Legal Update Luncheon 11:30 AM - 1:30 PM Brookhaven Country Club *Canned Food Drive In Conjunction With The November Luncheon

Friday, December 4th M-202: Association Communications

April

Annual Golf Tournament Date and Venue To Be Determined 10:00 AM - 5:00 PM

(No luncheon...)

December

Saturday, March 14th Annual Awards Gala (NEW) 7:00 PM - 10:00 PM Renaissance Addison

Wednesday, April 8th Membership Luncheon 11:30 AM - 1:00 PM Brookhaven Country Club

September

Some dates are subject to change.

Please check www.dfwcai.org to confirm all dates as we approach events. You can also sign up for the email updates, which will let you know if any dates have changed.

Wednesday, December 9th Membership Luncheon 11:30 AM - 1:00 PM Brookhaven Country Club *Toy Drive In Conjunction With The Member Luncheon

Personal Attention.

Proven Results for HOAs. For over two decades, Henry, Oddo, Austin & Fletcher, P.C. has provided clients throughout Texas with trusted counsel. Their experience related to homeowners associations is unmatched – providing guidance, leadership and oversight to community associations. Their attorneys have experience resolving disputes and advising homeowners associations on legal issues.

C

M

Y

CM

MY

CY

CMY

Assist developers with drafting governing documents Advise boards on governance and collection issues Assist boards in enforcing bylaws and covenants Attend association meetings to provide explanations of the association’s rights and responsibilities, to help maintain rules of order, and to address issues of concern to members and directors Assist boards in interpreting governing documents

Draft revisions to association governing documents to clarify issues of governance Work with boards and management companies in dealing with property owners Cost effective and creative debt collection methods leading to revenue recovery Active participation and support of Texas Community Association Advocates (TCAA) and Community Associations Institute (CAI)

K

Judd A. Austin, Jr. - Shareholder jaamex@hoaf.com

Vinay B. Patel - Shareholder vpatel@hoaf.com

1700 Pacific Avenue, Suite 2700, Dallas, Texas 75201 | (214) 658-1900 | www.hoaf.com 55 • CONTACT, SPRING 2020

MEMBERSHIP

REPORT

New Members

Shelia Bibbs Neighborhood Management, Inc.

Carla Thompson Premier Home Services

Mr. Stephan K. Ward-Smith Aquaguard LLC

Claudia Ivonne Hunt Vision Communities Management, Inc.

Mr. Steve Dawson Preston Hollow South Neighborhood Association

Tony Dimauro Sunset Landscape Services

Courtney Lynas Vision Communities Management, Inc.

Mr. Tekoah Jones Associa-PMG of North Dallas

Trung Q Pham Archer Now, LLC.

Dedra Salisbury FirstService Residential

Mr. Trevor Chadwick Associa-PMG of North Dallas

Juan Manuel Zuniga Worth Ross Management

Mr. Wade O’Hara Classic Property Management

Kathryn Quinn

Mr. William J. George, Jr. MiddleOak

Louis Ellis Goodwin & Company Mr. Benjamin Mohundro Associa-PMG of North Dallas Mr. Bill Harding The Bridges at Riverwalk Home Owners Assn. Inc. Mr. Brandon Gould Somerset Association Management Mr. Calo Elimaris Associa-PMG of North Dallas Mr. Charles Lamb Gulf Professional Property Management Mr. Curtis D Hordge, Jr. National Adjustment Services, Inc. Mr. David Robert Baer, CMCA Classic Property Management Mr. Franklin Murray SoCo Urban Lofts Condominium Association, Inc. Mr. George Locus Associa-PMG of North Dallas

Mrs. Jessica Guevara RTI/Community Management Associates, Inc. Mrs. Kelly Sue Peterson Worth Ross Management Mrs. Martha Lynn Mccaskill, CMCA, AMS RTI/Community Management Associates, Inc. Mrs. Yolanda M. Wilson City of Mesquite Ms. Ashley B Ruben GrandManors Ms. Barbara Thomas, CMCA Guardian Association Management, LLC Ms. Dawn Bigner Trails Homeowners Association II Ms. Dawn Young, CMCA, AMS, PCAM SBB Management Company Ms. Felicia Wisk Associa-PMG of North Dallas

Mr. Ian Lanakila Williams

Ms. Kristina Bailey, CMCA 4CSONS Group, LLC DBA 4Sight Property Management

Mr. Jason Edmundson Whirlix Design Inc.

Ms. Lisa Brinkerhoff Neighborhood Management, Inc.

Mr. Kenneth H. Mitchell

Ms. Rachael Eileen Wilson RTI/Community Management Associates, Inc.

Mr. Rafael Rodriguez Randolph Brooks Federal Credit Union Mr. Richard Lester SBB Management Company Mr. Robert Bell Mr. Scott Henderson Lawns of Dallas

56 • CONTACT, SPRING 2020

Ms. Shon Christopher Cass Texas Security Bank Ms. Toni Kanfer CCMC Ms. Tracy Regan CCMC Ms. Vickie Limmer Moore Associa-PMG of North Dallas

Sondra Franey

Renewed Members Casey Travis Miss Nicole Lee Carciofini, CMCA, AMS, PCAM Miss Rachel R Gatlin, CMCA, AMS Mr. Alan Alanis Mr. Andrew Brock Mr. Andrew S. Fortin, Esq. Mr. Anthoney J. Martinez, II, CMCA Mr. Brady Vincent Mr. Brett Wiklund, CMCA, AMS, PCAM Mr. Brock Wright Mr. Chris Harrison, PCAM Mr. Christian Judy, CMCA Mr. Christopher Bushman Mr. Colby Gschwend, CMCA Mr. Dale Smith Mr. Danny Rolf Mr. Darius Bow Mr. David Dotson, RS Mr. David Garrett, CMCA Mr. Don Kekstadt, AMS, PCAM Mr. Edward Samuel Simon, CMCA, AMS Mr. Gary Burkham Mr. Houston Munroe, CMCA, AMS Mr. Jake Turner Mr. James Garner Mr. James Webster Heck, II, CMCA, AMS, PCAM Mr. Jeff Higgins Mr. Jeff Hilz Mr. Jeremy Mayes, CMCA Mr. Joe A. Decorte Mr. John Krueger Mr. John Mackenzie Mr. John Palmer Mr. Jonathan Michael Driver, CMCA, AMS Mr. Jose Maldonado Mr. Joseph Cook, CMCA, AMS, PCAM Mr. Kevin C. Mcdonald, CMCA, AMS Mr. Marcus Orlando Robinson Mr. Mark Middleton Mr. Mark Soderberg Mr. Mark Southall, AMS, PCAM Mr. Martin Sinise Mr. Michael Kan Mr. Michael Lesku, CMCA, AMS, PCAM Mr. Monte Irion Mr. Nik Clark Mr. Patrick Brensinger, CMCA Mr. Rhett Hubbard Mr. Robert Kling Mr. Robert M. Blend, Esq. Mr. Ronald E. Stephens, CMCA, AMS, PCAM Mr. Ryan South

MEMBERSHIP

REPORT Rejoined Members

Mr. Scott Spilker, CMCA, AMS Mr. Steve Nathan Mr. Steven C. Grant, RS Mr. Steven Jimmerson

Renewed Members Mr. Steven Slaughter Mr. Terry Boles Mr. Thomas Landon Miller Mr. William Rathburn Mrs. Alyssa Wilson, CMCA Mrs. Brandy Hotchkiss Mrs. Catherine Cora Kemp Mrs. Cindy Spillane, CMCA, AMS, PCAM Mrs. Corrin Dandridge Mrs. Genevieve C. North, CMCA, AMS, PCAM Mrs. Jackie Sawyer Mrs. Jillian Meers, CMCA, AMS, PCAM Mrs. Joan Lawyer, CMCA, AMS, PCAM Mrs. Katrina Swindle, CMCA, AMS Mrs. Katy Metcalfe, CMCA, AMS Mrs. Kimberly Musser, CMCA, AMS Mrs. LaWanda Brannon, CMCA Mrs. Mallory Nombrano, CMCA Mrs. Marbella Torres Mrs. Saundra Guest Mrs. Tami Smith, CMCA, AMS Ms. Alice M. McKee, CMCA, AMS, PCAM Ms. Alicia Speer Ms. Alison E DeCarlucci, CMCA Ms. Alison Kronebusch Ms. Ameilia Duckworth Ms. Anita Mcaloon Ms. Annette McCracken Ms. April Murphree Ms. Betty Crudden, CMCA, AMS, PCAM Ms. Beverly Coghlan, CMCA, AMS, PCAM Ms. Brandi Head, CMCA, AMS Ms. Brandy Adams, CMCA, AMS Ms. Candice Roy Ms. Carol Moore Moran, CMCA, AMS Ms. Chaun Sherman Ms. Chelsea Faxon Ms. Cindy Lynn Martin, CMCA, AMS, PCAM Ms. Dana Sanchez, CMCA, AMS Ms. Danielle Lascalere, CMCA, AMS Ms. Dodie Slama, CMCA, AMS, PCAM Ms. Dondi Cherie Morse, CMCA Ms. Francisca Micaela Kee, CMCA, AMS Ms. Jacque Jagger Ms. Jamie Chamberlain, CMCA, AMS Ms. Jane Holtz, CMCA Ms. Janel Dolan Jones Ms. Janet Stern Ms. Jennifer Anne Powers, CMCA, AMS Ms. Kathleen E. Epperson, CMCA, AMS, PCAM Ms. Katie Ward, CMCA Ms. Kristen Russell Ms. Kristie Gray Ms. Krystal Mann Ms. Laurie Lorensen, CMCA, AMS Ms. Linda M. Arquilla, CMCA Ms. Lisa Sanders, CMCA Ms. Lois Ann Bray, CMCA, AMS Ms. Lori Nelson, CMCA, AMS

Ms. Margie A. Maxwell Ms. Marie Herrera Ms. Marty Whitaker, CMCA Ms. Michele Drain, CMCA, AMS Ms. Michele Hernandez, CMCA, AMS Ms. Michelle Mcfarland Ms. Michelle O’Keefe Ms. Monday Makin Ms. Nancy Wright, CMCA Ms. Rachel Garza Ms. Sanara Branam Ms. Sandra Gotterup Ms. Sharon L. Walters Ms. Sheila Lustfield, CMCA, AMS Ms. Shonna Camacho Ms. Stephanie Miller Ms. Susan Kern Ms. Susan Ward-Freeman Ms. Suzanne Frish, CMCA, AMS Ms. Tammy Hatter, CMCA, AMS, PCAM Ms. Teena Solomon, CMCA, AMS Ms. Terry L. Jones Oscar Pedrajo Sandra Plunk Susan Hoelting

Ivori N. Moore Miss Chelsea Elizabeth Stevens Mr. David Gaona Mr. Jake Southall Mr. James H. Hazlewood, Esq. Mr. Robert W. James Mr. Ryan Green, Sr. Mrs. Melanie Gonzalez Mrs. Suzanne Henry Ms. Jill Pruyn Ms. Karen L. Palmer, CMCA, AMS, PCAM Ms. Karen Wicks-Langhart, CMCA Ms. Rita Kerkman, CMCA, AMS Ms. Susann Fortney

New Designations!

Mrs. Enid C. Simon, CMCA, AMS Association Management Specialist (AMS) Texas Star Community Management **Received on - 3/20/2020 Ms. Shanea Nicole Grisby, CMCA Certified Manager of Community Associations (CMCA) Classic Property Management **Received on - 3/5/2020 Mrs. Martha Lynn Mccaskill, CMCA, AMS Association Management Specialist (AMS) RTI/Community Management Associates, Inc. **Received on - 2/27/2020 Mr. Israel Munoz, CMCA, AMS Association Management Specialist (AMS) Worth Ross Management **Received on - 2/27/2020 Ms. Dondi Cherie Morse, CMCA Certified Manager of Community Associations (CMCA) CCMC **Received on - 2/3/2020 Ms. Brandy Adams, CMCA, AMS Association Management Specialist (AMS) FirstService Residential **Received on - 4/2/2020 Mrs. Jennifer L. Jennings, CMCA, AMS Association Management Specialist (AMS) Texas Star Community Management, LLC **Received on - 1/12/2020 Mr. David Robert Baer, CMCA Certified Manager of Community Associations (CMCA) Classic Property Management **Received on - 3/9/2020

57 • CONTACT, SPRING 2020

58 • CONTACT, SPRING 2020

59 • CONTACT, SPRING 2020

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Olivia Hurtado, CMCA Vice President 214.717.2718 866.800.4656 x7567 Olivia.Hurtado@cit.com ©2020 CIT Group Inc. All rights reserved. CIT and the CIT logo are registered trademarks of CIT Group Inc. MM#7205