Community Contact | Spring 2021

Spring 2021

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

FEATURING:

Your Association’s Financial Statements: Knowing the Basis of Accounting Driving Your Association Into the Ditch The Vicious Cycle of “Keeping Fees Low”

www.dfwcai.org

People are our passion.

Communities are our service.

Teamwork is our focus.

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AAMC®

Accredited Association Management Company

12801 N. Central Expy., Suite 8360 LBJ Freeway, Suite1401 300 • Dallas, TX 75243 • Phone (972) 960-2800 • Fax (972) 991-6642

www.sbbmanagement.com • emailus@sbbmanagement.com

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CONTACT Sponsors Page Membership Report Your Home Maintenance Checklist for 2021

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Your Association’s Financial Statements: Knowing the Basis of Accounting

10

Safe Digging Begins with You

16

Driving Your Association Into the Ditch The Vicious Cycle of “Keeping Fees Low”

18

Why Proactive Annual Lake and Pond Management is 26 Better for the Environment and Your Wallet Pick the Right Fitness Equipment & Facilities for Your Gym

31

Condos are Not the Same as Apartments Or Are They?

34

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.

2021 DFW CAI Chapter President Clayton Hearn

2021 BOARD OF DIRECTORS Clayton Hearn - President Roberts Markel Weinberg Butler Hailey PC chearn@rmwbhlaw.com Chris Broach, CMCA, AMS, PCAM - President-Elect Blue Hawk Management cbroach@bluehawkmgmt.net Anne Bernhardt - Secretary Park Towers Condominium Association anneb972@gmail.com Diana R. Larson, AMS, PCAM - Treasurer Assured Association Management, Inc. dlarson@assuredmanagement.com Olivia Hurtado, CMCA CIT olivia.hurtado@cit.com Mark Norton Insight Association Management Company mnorton@insightam.com Wendy Hazelwood Alliance Association Bank whazelwood@allianceassociationbank.com Joe Veach Globus Management Group jveach@globusmanage.com Kevin Cavanaugh - Immediate Past President Cavanaugh & Company, PLLC kcavanaugh@cavanaughcpas.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 RIÀFH#GIZFDL RUJ

Hello and welcome to our April edition of Contact Magazine. I would like to start out by thanking Chris Broach, who has worked hard to bring us our chapter magazine quarterly, which involves an incredible amount of work and dedication, from soliciting articles, editing and assisting with layout and publication.

It’s exciting to be on the verge of pool season and many of our communities are reopening amenities, and many of you are working closely with the communities you manage and serve to make sure that these reopenings are safe and in compliance with recommended guidance from our public health officials. Now that we’ve had two successful in person luncheons, we’re happy to finally see each other outside of computer screens and will be making a further step back to “normal” at our upcoming Gala Awards event on May 22, 2021, at the Renaissance in Richardson. We look forward to seeing you all and your significant others all dressed up at this great event, which was a huge success last March, despite the beginning of COVID related shutdowns and limits on public gatherings.

The 87th legislative session is coming to a close and I would like to thank all of you who participated by donating or volunteering to TCAA and contacting legislators to support our great industry.

Enjoy your summer and getting back with friends and family in person.

Clayton Hearn

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THANK YOU TO OUR 2021 ANNUAL SUPER SPONSORS!

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Diamond Sponsors Cardinal Strategies CCMC RTI/Community Management Associates, Inc. “CMA”, AAMC Texas Disaster Restoration Insight Association Management, AAMC Magnolia Fisheries & Lonestar Fountains McKenzie Rhody, LLP Neighborhood Management, Inc., AAMC Roberts Markel Weinberg Butler Hailey, PC Southern Botanical Staying-A-Float Lifeguarding (S.A.F. Guarding) Texas Security Bank Worth Ross Management Company, AAMC Platinum Sponsors ACME Roof Systems, Inc. Alliance Association Bank A Blackmon Mooring/BMS CAT Brightview Landscape Services 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 - Now Truist Davis-Dyer-Max, Inc. EmpireWorks Henry Oddo Austin & Fletcher, P.C. The Playwell Group Yellowstone Landscape Services Silver Sponsors Advanced Association Management Amtech Solutions Bob Owens Electric Co., Inc. Castle Group Classic Property Management, AAMC Excel Association Management, Inc. Landscape Professionals of Texas Riddle & Williams, PC Bronze Sponsors Allegra Print & Imaging Association Reserves - Texas Canady & Canady, LLC Cavanaugh & Company, PLLC Kraftsman Playground and Park Equipment Master Systems Courts RealManage Reserve Advisors, LLC SBSA, LLC, a Charles Taylor Company Education Sponsors 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.

2021 DFW CAI COMMITTEES Ambassadors of Fun

High Rise Managers Forum

Committee Chair: Montana Hantes

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

Community Affairs Committee Chair: Wendy Hazlewood

Magazine Committee Chair: Chris Broach, CMCA, AMS, PCAM

Expo Committee Co-Chairs: Betty Clarady and Robin Anderson

Membership

Gala Committee

Programming

Chair: Mark Norton, AMS, PCAM

Committee Chair: Ruth McLaughlin, CMCA, AMS

Golf Tournament

Sporting Clays Committee

Committee Chair: Jeff Higgins

Co-Chairs: Wendy Hazelwood, CMCA & Alicia Speer

Committee Chair: Cindy Martin, CMCA, AMS, PCAM

77••CONTACT, CONTACT,SPRING WINTER2021 2019

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Your Association’s Financial Statements: Knowing the Basis of Accounting

Homeowners and Boards receive association financial statements at various times during the year. For many, reading and understanding financial reports can be challenging. Understanding the basis of accounting used to prepare financial reports is a vital first step to understanding what you are looking at.

Understanding if revenues are recorded only if earned in the current period, usually a month or a year, or if the revenues include receipts of amounts assessed for a previous or future period; and if expenses presented are for the current period only, or if they are for past or future periods is incredibly important.

What if the financial statements show budgeted assessments of $200,000 for 2020, and actuals for 2020 are $260,000? What does that mean?

What if budgeted expenses for the year total $150,000 but actual is only $100,000? What does that mean?

Understanding your association’s basis of accounting is necessary to provide financial statements readers with a foundation of basic and useful knowledge.

You may have heard the term Generally Accepted Accounting Principles (GAAP).

The accrual method of accounting is the only GAAP-basis of accounting. The accrual basis is the only basis approved by the accounting standards setters. Other bases of accounting, known as “Other Comprehensive Bases of Accounting”, can create more complexity and lack of clarity and useful reporting. So, what are the choices? Some examples: Pure Cash Basis Financial statements presented using the pure cash basis only report transactions 10 • CONTACT, SPRING 2021

that affect cash and cash equivalents (money market accounts, certificates of deposit with maturities of 90 days or less). All receipts of cash are presented as increases to cash, and all cash outgoings are presented as cash decreases.

Purchases of certificates of deposits would be recorded as cash disbursements. Acquisitions of property or equipment would be recorded as disbursements when an association pays for the property. The “asset” would not be capitalized to the balance sheet and no depreciation expense would be presented.

If an association has a loan, any proceeds from the loan would be presented as cash receipts. Principal and interest payments should be presented as cash disbursements when they are made.

We recommend that only a statement of cash receipts and disbursements is presented. We do not encourage the use of a balance sheet when reporting using the pure cash basis.

Modified Cash Basis Use of a modified cash basis is not recommended. There is very little authoritative guidance for the modified cash approach other than requiring that modifications have substantial support.

Modified cash basis financial statements may present balance sheet accounts. Generally, it would be reasonable to record an account if the origination of the balance stemmed from a cash transaction. For example, assessments received in advance could be presented on the balance sheet since cash was actually received.

recognized as income when earned, typically on the first of each month.

If an owner pays their assessments before they are due, the association does not recognize the assessment immediately, thus recording the receipt as prepaid. On the first of the next month, the prepaid assessment would be recognized as income.

Expenses that have been incurred but not paid as of the month or yearend should be accrued. An expense will typically be recorded based on vendor invoices or contracts. On the balance sheet, the aggregate total of all expenses incurred but not paid will be presented as accounts payable or accrued expenses.

When reviewing accrual basis financials, readers should develop an understanding of the relationships between cash balances, accounts receivable and other asset and liability accounts to revenue and expense accounts. If assessments have been billed but owners have not paid, accounts receivable will increase. Depending on the extent of delinquencies, a bad debt provision may be required. Further, the Board of Directors should review the impact of unpaid assessments on cash balances. If delinquencies are significant, Boards may need to review budgeted expenditures and decrease monthly costs in order to retain acceptable cash balances.

Consistency Whichever basis of accounting is used, accountants, bookkeepers and managers should ensure that the basis is applied consistently.

Initial Questions Returning to our questions at the beginning of the article, comparing actual results to budgeted amounts is a commonly applied tool to see how an association’s operational results compare to plan. Under the cash basis, assessment income might have been originally earned in any accounting period. Maybe the receipt represents a balance an owner owed from two years ago. Should that be presented as current period income? Under the cash basis, it would be. Under the accrual basis it would not.

Modified Accrual Basis The modified accrual basis is very common for monthly financial statements prepared for common interest realty associations. Assessments and other member charges are recorded when earned/billed which falls under the accrual method. Expenses are typically recorded when disbursements are made (cash basis). Sometimes expenses are also accrued. Modified accrual is a hybrid method requiring the reader to understand what revenue and expense accounts are recorded on the accrual basis and which are recorded on the cash basis.

Full Accrual Basis The accrual basis of accounting is the most complete and accurate method for recording revenue when earned and expenses when incurred, regardless of when cash is received or paid. Under the accrual basis, associations present a balance sheet that includes accounts receivable (assessments billed but not received) and prepaid assessments (assessments received from owners but not yet billed/earned), loans, deferred revenue, prepaid expenses, accounts payable.

What if the current financials report expenditures far below budget? That could be caused by various things: under the cash basis invoices may not have been paid or recorded. In the next period, the cumulative unpaid invoices are paid and recorded as an expense, further making comparison to budget challenging.

We encourage boards, owners and other readers to understand what basis of accounting is used for their association’s financials. Without that knowledge it is difficult to fully understand the accuracy and usefulness of the financial statements.

Jeremy Newman, CPA Newman Certified Public Accountant, PC www.HOACPA.com jeremy@hoacpa.com 844-560-7300

Assessments are recorded when billed to owners, and typically represent budgeted amounts. The aggregate cumulative uncollected balances for all owners are combined and presented on the balance sheet as accounts receivable. As owners’ payments are received, accounts receivable balances decrease.

Assessments received from owners before assessments are earned are considered prepaid. Under the accrual method, assessments are 11 • CONTACT, SPRING 2021

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SAFE DIGGING BEGINS WITH YOU Every year, we support National Safe Digging Month in April. April typically marks the start of the spring planting season. But digging around the yard happens pretty much every month. The Damage Prevention Council of Texas wants to share important information with you how to protect yourself, your property and those around you.

Remember that safe digging should happen year-round and no matter when you start your projects around the house, add 811 to the top of your to-do list.

How does adding 811 to my list help? It’s another step to getting my yard to award winning caliber. While it’s true that calling 811 does add another step to getting that perfect yard, it is the most important step you can take. Calling 811 before you dig for any reason saves lives, saves property, and it saves you from causing your entire neighborhood to be without power, internet or phone service. Imagine being without internet service, especially right now when so many people are relying on it to work from home or to home school their children. Losing internet or power will cause additional stress to everyone on your block.

Is it really that simple? Calling 811 can save all of this from happening? Yes, it is absolutely that simple. Call 811, just those three numbers and an agent will take your information. They’ll ask for your name, your project location, the type of work you are doing, what tools you’ll be using and how long you expect the work to take. Then what? Texas811 will notify the utilities that have underground lines in your project area. Please remember though, that you can’t yet dig. The Texas One Call Law requires a 48-hour waiting period between locate request submission and when digging begins, not including weekends and legal holidays. This gives the utility owners time to have their lines located and marked in your project area.

After the utility locators have marked lines that are buried, you will receive an all clear to dig. Please be mindful of those marks as you dig, keeping a safe distance from those areas, you can now dig to plant that tree, set that fence post or install that sprinkler system. Calling 811 is a free service and it’s the law. That’s right, calling 811 before you dig doesn’t just apply to that construction company resurfacing the road you live on or the new housing addition going in up the road. It applies to anyone who puts a shovel to the ground.

As you try to build that perfect paradise on your property for the coming months, remember no matter how big or small your project, calling 811 is your number one priority.. Please join us in doing it the right way. The safe way.

Jennifer Pratt, Program Manager Damage Prevention Council of Texas www.dpcoftexas.org

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DRIVING YOUR ASSOCIATION INTO THE DITCH With this perspective, we see a critical mistake so many association boards make. In a desire to keep fees from going up, many association board set a course that will steer their association straight into the ditch.

Costs increase. This is an irrefutable fact of any modern economy. If your association fees have not increased AND have not increased in a substantive way, your association is likely headed into a vicious cycle that will require painful intervention to break.

HOW DOES IT BEGIN? An association has annual operating expenses they incur every year. This includes things like mowing, utilities, cleaning, trash removal, insurance and other costs required to maintain daily operations. These expenses, which will eventually increase even after intense cost-conscious bidding and negotiating, must be funded annually or they are not received. Thus “keeping fees low” necessitates either abandoning those expenditures (at the cost of the appearance and performance of the association) or reallocating money intended for other purposes.

Pop Quiz!: “Where, within an association budget, can a board reallocate money to cover increasing annual expenditures without raising association fees?”. If you said “cut back on RESERVE FUNDING!” You’ve played this game before! While I haven’t done the statistical analysis, anecdotally I’m willing to bet 80% of all associations have made this very decision. (Note: If someone undertakes an actual statistical analysis, “bet the over” with respect to the real percentage.) Most associations have chosen to underfund their reserve in order to “keep fees low” today. The roof, the siding, the parking lot… Those expenditures only come up once every 20+ years. You can kick that can down the road for many budget cycles before “it” hits the fan.

All the motivation is there: “We have unit owners on fixed income”. “We want to keep fees low to help units sell”. “I just don’t want unit owners mad at me!”. This is how it begins.

THE VICIOUS CYCLE: Operating costs increase over time, so the Association Board under funds reserves to “keep fees low” – Everyone is happy. Because of under funding, Reserve Fund is inadequate to fund major capital projects (roof ) Association defers roof replacement because they didn’t have enough money and a special assessment wouldn’t be popular. NOT everyone is happy! Some unit owners who bought into well maintained and/or like-new condition condo do not want to sacrifice appearance and performance of their property just to save some nominal fee increases. Smart well funded owners see the writing on the wall and put their unit up for sale. The eventual buyers of listed units, by the very nature of the reality on the property, will be people who are willing to sacrifice property appearance for lower assessments. The property had some deferred maintenance, BUT the price was right and the fees were low so they bought. Association ends up with some unexpected expenses for water damage from roofs leaks. Finally replaces roofs 5 years later than they should have, spending more to re-deck the roof due to water damage.

DISASTER AVERTED? NO! Siding is now looking really bad but the association doesn’t have the reserve funds to replace it. That’s OK! We’ve played this game before. DEFER SIDING replacement. Its only aesthetics! But now MORE people are unhappy.

SPIRALING OUT OF CONTROL: The property is in trouble. They scraped together enough money to replace roofs (later than they should have) but the reserve fund is severely depleted. The siding looks terrible, and the property now has a significant deficit in “curb appeal” but they aren’t in a great place to remedy the situation. A special assessment would not be well received. When it came up at a board meeting the board members were afraid of making it back to their unit safely. The board Treasurer who saw this coming resigned. He doesn’t need the stress. The board, trying to be compassionate to unit owners who are on fixed incomes and very sensitive to fee increases, cuts back on operating costs to try to funnel money into the reserve. They extend the painting cycle. Property condition deteriorates even more. Over the past few years, the well funded

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THE VICIOUS CYCLE OF “KEEPING FEES LOW” buyers saw what was coming and moved out. Unit sales prices declined significantly. Sellers took a hit because the property was now in poor condition, but they were relieved to get out of their unit. Any money they saved in lower association fees was negated by either seeing their investment fail to increase or worse yet, decline in value. Incoming unit owners are now EXTREMELY cost conscious, attracted to a lower sale price and lower fees to purchase a condo in a formerly sought-after association. They were eager to get into a unit for a “steal” and they could swing the low association fees as well. These unit owners will have a difficult time affording the “true” cost to live in their association, not to mention the cost to make up for 20+ years of underfunded reserve contributions. For all the effort to “keep fees low” the association has driven itself into the financial ditch. They were not frugal or fiscally responsible. They followed the path of least resistance and made a series of bad decisions each which made the financial situation worse and made the remedy more unattainable. The people who could have, and should have, contributed appropriately to fund reserves left new unit owners who tended to be more cost-sensitive (willing to accept a less attractive property because the “fees were low”) with a double whammy: The cost to maintain a property PLUS the cost to make up for 20+ years of under funded reserves. Congratulations board of directors! Your decisions, over time, resulted in a community full of residents who could not afford to live there. Most associations survive.

Some do not. The properties that survive have a painful recovery that typically involves bank loans and fee increases but few return to their original glory. It didn’t have to be that way.

THE VIRTUOUS CYCLE: In contrast to the above (all-to-common) scenario is an association that understands that “keeping fees low” should never be the primary goal of the board of directors. While a board can do its due diligence with vigorous bidding and negotiation of annual expenditures to ensure fee increases are not excessive, stable, and equitable, planned fee increases should not be avoided. Proper reserve funding ensures your association will remain a sought after property for generations to come. With the exception of construction defect issues and lengthy developer construction timelines (See Transition Defect Study and/or Retrospective Reserve Study) all associations start their journey in mint condition on sound financial footing.

Notwithstanding legacy “drive-by boilerplate reserve studies” a quality detailed reserve study from an experienced provider is the first step to ensuring financial solvency *and* prosperity for your association. A quality reserve study is not a forgone conclusion. Boilerplate-type reserve studies give associations reason to question the results of the study which opens the door to inaction. Example: “The reserve provider didn’t even go up on the roof, how can they say it will only last 15 more years?”. Start with a quality reserve study in which you can trust the results. With every year that goes by without proper funding of reserves, your association increases the risk of falling into the vicious cycle described above.

EYES WIDE OPEN: An association that properly funds the reserve fund from the beginning will be giving current and future unit owners an accurate financial picture of what it truly costs to live in an association. In addition, as a result of having a quality reserve study, a board will be able to communicate to unit owners exactly what the fee schedule will look like for the next 5 years (the average useful life of a reserve study before an update is conducted). Proper reserve funding ensures that adjustments to the association fee schedule after a reserve study update will be minimal. Being new, the property is in top condition. A unit owner who, unfortunately, finds the monthly assessments difficult to afford will realize it very quickly and have the opportunity to sell their like-new unit, maximize sale price, and purchase a more affordable (for them) home. Prospective buyers will purchase a unit that is in like new condition with eyes-wide-open with respect to the true cost to live there and the planned inflationary assessment increases.

HAVE YOUR CAKE AND EAT IT TOO: The association is properly funded. The need for special assessments is virtually eliminated.

Everyone who lives in the association understands the true cost to live there. Everyone is paying “a little more” than an association that is not funding their reserve, but they are enjoying a property that is in top condition. They enjoy the pleasing aesthetic value and

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performance of properly maintained buildings. Their guests who visit see a beautiful property with great curb appeal. They minimize issues (and costs) from water infiltration and asset failure. That is ‘worry free’ living!

When the time comes for select unit owners to sell, they will get TOP dollar for their unit. They enjoyed a great looking property the entire time they lived there, and they were rewarded for it with getting that money back in the form of a highly appreciated value of their asset on sale. They had their cake and ate it too. Your association will attract the kind of buyers you want in the property. Well funded unit owners who wanted a property in top condition and were willing to pay for it. Prospective buyers seeking “low condo fees”, thankfully, looked elsewhere.

When the time comes for planned projects the association has the funds to conduct roof replacements and siding replacements and parking area replacements as needed and without having to defer and sacrifice performance or aesthetic appeal. Everyone is happy. The virtuous cycle continues. Properly fund reserves, conduct projects in a timely manner, enjoy the beautiful property every day, and get rewarded with higher and higher unit sale prices. Who would chose to do it any other way? If your association is not properly funding the reserves, you will suffer the consequences. You cannot escape the consequences of underfunded reserves. You do not save money by under funding reserves and “keeping fees low”. You are not doing unit owners a favor by misrepresenting the true cost to live in an association and devaluing their most valuable asset with deferred maintenance. That is not compassionate.

If you don’t fund your reserves you will pay for it through future special assessments, a lower sale price when you sell your unit, or both. Why not have your cake and eat it too?

If your association is not properly funding the reserves, you will suffer the consequences. You cannot escape the consequences of underfunded reserves. You do not save money by under funding reserves and “keeping fees low”. You are not doing unit owners a favor by misrepresenting the true cost to live in an association and devaluing their most valuable asset with deferred maintenance. That is not compassionate. If you don’t fund your reserves you will pay for it through future special assessments, a lower sale price when you sell your unit, or both. Why not have your cake and eat it too? © 2020 Nik Clark

about the author: Nik Clark is the President and Partner at Superior Reserve Engineering & Consulting. Nik has over 15 years of experience with community associations having held executive positions with a prominent legacy firm in the reserve study industry before founding Superior Reserve in 2014 to address the shortcomings of “boilerplate” and “drive by” reserve studies. Over the past 15+ years Nik has partnered with property managers, developers, association boards, and many other real estate fiduciaries to bring industry leading long-term capital reserve planning, transition, and related consulting services to all types of real estate. As a featured speaker and panelist at hundreds of industry conferences and trade shows around the country, Mr. Clark has been a resource for managers, real estate executives, and properties in all 50 states and 36 countries.

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Beneficial Vegetative Buffer

Why proactive annual lake and pond management is better for the environment and your wallet

the waterbody requires significant intervention.

• •

Written by: Marc Bellaud, Aquatic Biologist at SOLitude Lake Management

• We have all heard the adages about being proactive: “The early bird gets the worm” and “Never do tomorrow what you can do today.” These principles apply to nearly every facet of life, whether it’s our job performance, healthcare, financial planning, or in this case, lake and pond management. It’s no secret that taking care of our environment is important, but it goes beyond that.

Science suggests that the preservation of our water resources is a key factor in our health and happiness; memorable experiences and time spent around the water lead to a greater sense of peace and connection to the world around us.

Much like the human body, when a lake or pond is ‘young,’ it typically requires less effort and funds to keep it healthy and functional. But a lifetime of neglect can lead to premature aging and serious imbalances. Without ongoing management, waterbodies become inundated with organic matter, sediment, debris, and other pollutants that cause aesthetic, ecological, and functional problems. These can arise in a multitude of ways, including recurring water quality issues, nuisance weeds and algae, and foul odors—and even scarier issues may lurk unnoticed beneath the water for many years before they manifest. When they do finally appear, it is generally a sign that

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•

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Disregarded plant matter and debris can clog and damage stormwater equipment and increase the risk of dangerous flooding Harmful Algal Blooms can create toxins that may harm aquatic animals, pets, and humans Invasive plants like Phragmites can take years of dedicated treatments to successfully eradicate Invasive animal species like armored catfish, bufo toads, and quagga mussels can out-compete beneficial native species and pose significant challenges and costs to remove Shoreline instability can cause expedite lake and pond “aging” and endanger others The accumulation of muck and sediment over time can reduce depth and volume - with costly and invasive dredging oftentimes being the only solution

The number of tools necessary to restore an imbalanced lake or pond depends on many factors, and the benefits can be fleeting if not done consistently. That’s why year-round maintenance is key. To begin developing an annual management program, aquatic specialists conduct preliminary assessments that examine the biological, physical, and chemical properties of the water. Detailed visual inspections and baseline water quality tests provide valuable insights into the overall health of the waterbody and establish an important foundation of data to inform future

Nuisance Algae - Toxic Cyanobacteria

management decisions.

Once preliminary assessments are completed, a customized management program can be designed. The most effective programs lean on cuttingedge technologies, comprehensive data collection, routine laboratory analysis, and premium services like nutrient remediation, algae ID, biological augmentation, oxygenation, and erosion control solutions that help stakeholders achieve the trifecta of health, functionality, and beauty.

And these solutions are underscored by the guidance and expertise of scientists who specialize in freshwater management.

technologies available to us. Like most other facets of life, when it comes to lake and pond management “an ounce of prevention is worth a pound of cure.”

Lakes and ponds exhibiting more mild issues or those with budgetary limitations can still be supported by the basics like periodic visual monitoring, nuisance vegetation control, buffer management, and decorative pond dye. These ongoing efforts help lay the groundwork until more advanced solutions come into the picture. Consulting with your lake and pond management professional can help you make the most appropriate decision for your property and your wallet.

Lakes and ponds are an investment, but the upfront costs to kickstart your management program will help to reduce expenses that are often much larger and more concerning down the road. While every aquatic ecosystem has different needs, they all benefit most from comprehensive maintenance strategies supported by the most effective and sustainable

Decorative Fountain

27 • CONTACT, SPRING 2021

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30 • CONTACT, SPRING 2021

Pick the Right Fitness Equipment & Facilities for Your Gym Fitness is a serious business and a primary requisite for a healthy lifestyle. Achieving the same isn’t an easy task for billions of millennials though, who are stuck in a sedentary lifestyle.

However, an influx of fitness influencers on social media and the wrath of the COVID-19 pandemic has brought the spotlight back on why being fit matters. This has led to an escalation in demand for fitness centers, gyms, and dietary courses that can aid in maintaining a healthy weight and in staying hale and hearty for a long time. However, running a business in the fitness realm is a tough row to hoe, as there’s a lot of competition, and giving the best services and facilities isn’t a choice but a necessity to survive.

If you are willing to set up your fitness center then here are a few valuable tips to do so with the right gym equipment and facilities.

the nitty-gritties like the number of equipment required for a commercial fitness facility.

1. ACHIEVING DIVERSE FITNESS GOALS THROUGH FITNESS EQUIPMENT a. The most crucial aspect to consider during exercise equipment installation is that the set-up should cater to the diverse fitness requirements of members. Thankfully, one can easily access a varied range of fitness equipment online including treadmills, elliptical machines, stair steppers, exercise bikes, and weight lifting machines. A well-thought plan is required to not just pick the correct equipment but also work on

3. BUDGET ALLOCATION a. Implementing any gym layout plan requires a certain budget that one should set aside beforehand. Apart from this, it is also necessary to keep a part of your budget for emergencies like gym equipment repair. Even after opening your commercial facility, the cash flow may not cover everything initially because new businesses take time to lift off the ground. In this case, setting aside some money to keep the facility running for a small period of time is a wise

2. FITNESS CENTER LAYOUT PLAN a. Another major topic of discussion is the fitness facility layout design; it should be necessarily done before purchasing the equipment. The space available for each section to set up the fitness equipment should be taken into consideration before finalizing the gym floor plan design. Your vision should be executed in the best way while keeping in mind the open space factor. Post-COVID, as per the government regulations, commercial spaces like gymnasiums should maintain an open space between equipment, as vaccination is still voluntary and precaution is always better than cure.

decision.

4. ADDITIONAL FACILITIES a. Your clients will certainly be impressed by the brand-new fitness equipment but in today’s competitive world, you need to go the extra mile. Best-in-class commercial fitness facilities boast of amenities like a sauna, locker rooms, cutting-edge security systems, and mood-lifting ambiances. Investing in such facilities will give you an edge over competitors, and will keep your clients motivated to step-up their fitness routine.

These are just a few suggestions that can prove incredibly helpful for aspiring business owners, who wish to venture into the fitness realm. However, if taken into consideration, they can certainly help in setting up the fitness equipment successfully and in turn, create a propitious business.

Adam Aberbach General Manager – Commercial Fitness 2330 Apollo Circle Carrollton, TX 75006 adama@fitcorpusa.com Mobile Number - 214.686.1306 Fax Number – 972-416-8488 www.busybodycommercial.com 31 • CONTACT, SPRING 2021

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When it comes to protecting the value of your neighborhood, consider a company that: • Adheres to the highest ethical standards • Possesses an outstanding reputation and more than a UIJSE century of experience • Employs top-notch, professionally qualified staff • Strives to enhance the appeal and value of your property CMA serves a wide variety of communities including single family, masterplanned communities, townhomes, mid-rise, mixed use communities and commercial/retail properties.

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“CONDOS ARE NOT THE SAME AS APARTMENTS – OR ARE THEY? THE CITY OF DALLAS’ MULTITENANT PROGRAM DOES NOT DISTINGUISH”

by Dean Riddle & Julie Dupont

In 1994, the City of Dallas began a new Multi-Tenant Inspection Program to ensure that residents of multi-tenant properties like apartment complexes had safe, clean, and healthyy living living operating environments. This program required inspections to help locate so-called “slum lords” ope erating within the City of Dallas. Over time, that program has morphed to include a registration aand nd has inspection process, as well as a mandatory recycling program. Additionally, the program h as expanded to include multifamily properties covered by a condominium association.

There appears to be some debate at City Hall as to exactly to what extent condominium condominiums associations must comply with the Multi-Tenant Inspection Program. While condominium ms aare re largely not certainly multifamily, they are not all multi-tenant, and condominium associations are larg gelyy n ot within involved in the rental process for any units. Nevertheless, some condominium associationss w ithin the City of Dallas have received citations from the city for failing to file a Multi-Tenant Registration Application as required by Section 27-30 of the Dallas City Code.

The application process itself is relatively simple. Dallas’ Multi-Tenant Registration Application is a two-page form. The association must also pay a registration fee of $6.00 per peer unit, unit, regardless of whether the units are occupied or unoccupied. Because the code was drafted with with number apartment complexes in mind, there is no mention of whether this fee is based upon the n umber ooff rental units or total units, although we suspect it relates to all units, even if owner-occupied. owner-occupied d. This Thiis Th application must be submitted annually.

The Multi-Tenant Registration Application on its face reveals that the program was not that written with condominium associations in mind. For example, the application requires tha at aallll “Property Owners of Record” be listed. In a large condominium, this could involve literallyy hundreds of names, addresses and phone numbers. The application also requests the name,, aaddress, ddress, a nd phone number for all lien holders. Not only may this involve hundreds of lien holders, bbut ut often the condominium association does not maintain this information.

As part of the registration process, the City of Dallas also requires a graded license units inspection at least once every three years. Per the city, the inspector will randomly select un nits too purpose. inspect, and the association must ensure that there are keys available to all units for this pu urposee.

This ignores the fact that some units may be owner-occupied, and it is unclear whether thee condominiums, inspector may seek to inspect owner-occupied units. We also note that, for some condomin niums, the condominium association may have no information as to which units are rented.

The inspection involves reviewing the exterior of the multi-tenant property and the interiorr randomly of dwelling units. At least 3 units, or 10% of the total units, whichever is greater, will be ra andomly selected for inspection. The multi-tenant property will fail inspection if its combined score ffrom rom the interior and exterior inspection is less than 70 points. Exterior violations that will resultt iin na missing deduction in points include litter, high weeds, unprotected exterior surfaces, potholes or m isssing striping in the parking lot, a lack of screening fences, overflowing dumpsters, and open or iillegal lllegal holes outside storage on patios. Interior violations that will lower the property’s score include hol les oorr maintained cracks in walls, floors and ceilings, pest infestations, missing security devices, poorly mainta ained appliances, and overcrowding.

While a condominium association certainly can control most of the exterior violation issues windows must and may address some interior violation issues (such as requirements that doors and window ws m ust are holes be in good operating condition), the association likely has no control over whether there ar re h oles or cracks in the walls, floors, and ceilings. The association also likely is not involved in maintaining appliances. As such, the condominium association could arguably be penalized d ffor or aan n owner’s failure to maintain the interior of his/her rental unit.

How, then, does a condominium association approach this issue where it is multi-family, but the association is not a landlord? We note that Chapter 27 of the Dallas City Code, as aamended, mended, association is written to clearly target condominium associations. Accordingly, any condominium assoc ciatioon violation within the City of Dallas that fails to register as a multi-tenant property is arguably in violati ion ooff Nonetheless, the Dallas City Code and could be subject to fines or other enforcement action. Nonetheles ss, tthere here inspection due is also significant risk to a condominium association who registers but then fails the inspectio on d ue to interior issues solely within the control of the unit owner or due to resident owners who rrefuse efuse to provide access to their units.

Depending upon the governing documents, the condominium association may already havee certain relevant restrictions including a right of entry, maintenance standards relating to thee iinterior nterior

34 • CONTACT, SPRING 2021

of units, and similar provisions that the association may be able to use to help ensure that the condominium will pass inspection. The board of directors may also have the right to adopt rules to supplement the existing restrictions, such as requirements that owners notify the association when they lease their units. The existence of this registration requirement in the Dallas City Code may arguably expand the board’s rule-making authority as actions which previously may not have affected other units or common elements could affect the condominium’s ability to pass inspection and thus may be regulated by the board. These factors will vary from condominium association to condominium association, so there is no one-size-fits-all approach to address these issues. In preparing this article, we reached out to various individuals at the City of Dallas’ Code Compliance Office and members of the Multi-Tenant Inspection & Response program.

Unfortunately, we did not receive clear direction from the City of Dallas as to how this registration will work for condominium associations. Based on a strict interpretation of the Dallas City Code, nearly all condominium associations in the City of Dallas are supposed to register under Dallas’ Multi-Tenant Inspection Program. Before doing so, the board of directors will also need to consider whether the condominium’s governing documents give the association sufficient ability to regulate the actions involving individual units so that the association can address violations revealed during the city’s inspection. At the present time, condominiums may want to simply take no action and stay quiet unless they receive a letter from the City of Dallas. It is important for each board of directors to consult with its management team and attorneys to figure out whether it should register with the City of Dallas. We think requiring condominiums to register under this City Code is wholly unfair and impractical; nonetheless, failure to do so could draw penalties.

One final point is critical here. We urge each board of directors to not panic over this news about the Dallas City Code. We wanted you to be aware of this City Code so you can be prepared in case the City of Dallas comes knocking.

As always, this article is not intended to serve as legal advice for any condominium or board of directors. If your board is faced with any issue discussed above, please consult with your attorneys and management team.

27 2 7•C CONTACT, ONT O ON NT N NTACT TAC ACT A ACT, CTT, W C WI WIN WINTER INTE IN NTE TER TER ER 20 2 2021 02 21 1

Your Community Deserves Healthy Beautiful Waterbodies Lakes and stormwater ponds need oxygen to survive and thrive. From ŇŽĂƟŶŐ ĨŽƵŶƚĂŝŶƐ ƚŽ ƐƵďŵĞƌƐĞĚ ĂĞƌĂƟŽŶ ƐLJƐƚĞŵƐ ǁĞ ŚĂǀĞ ƚŚĞ ƐƵƐƚĂŝŶĂďůĞ ƐŽůƵƟŽŶƐ LJŽƵ ŶĞĞĚ ĨŽƌ ǁĞůůͲŽdžLJŐĞŶĂƚĞĚ ĂŶĚ ĐŝƌĐƵůĂƚĞĚ ǁĂƚĞƌ ƚŽ ŚĞůƉ ŬĞĞƉ LJŽƵƌ ĐŽŵŵƵŶŝƚLJ͛Ɛ ǁĂƚĞƌďŽĚŝĞƐ ŚĞĂůƚŚLJ ĂŶĚ ďĞĂƵƟĨƵů LJĞĂƌ ƌŽƵŶĚ͘

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At Worth Ross Management Company, we understand that every association has its own unique set of needs. That’s why we offer personalized management assistance no matter what your goals may be. We take years of experience and pair it with the latest technology to bring you individualistic service that no other management company can provide. Our team of professionals can help your association reach its highest potential.

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2021 PMDP COURSE SCHEDULE DATE

LOCATION

CLASS

DATE

M-202 M-204

3-4 4-4 3-4 20-22 20-22 20-22 20-21 20-21 21-21 21-21 21-21 27-29 28-28 28-28 27-28 27-28 27-28

JANUARY 2021 14-15 21-22

Virtual Edition Virtual Edition

4-5 11-12 18-19 25-26 24-26 25-27 25-27 25-27 26-26 25-26 25-26 25-26

Virtual Edition Virtual Edition Virtual Edition Virtual Edition Falls Church, VA Austin, TX Riverside, CA Orlando, FL St. Louis, MO Schaumburg, IL Atlanta, GA Virtual Edition

M-100 M-206 CASE M-360 M-100 M-100 M-100 M-100 M-201 M-205 M-205 M-360

M-330 M-100 M-100 M-100 M-100 M-206 M-204 M-203 M-202 M-100 M-100 M-100 M-201 M-201 M-203 M-204 M-206 M-100 M-202 M-202 M-202 M-201 M-205 M-100

APRIL 2021 7-9 8-9 8-10 8-10 9-9 9-9 9-9 9-9 15-17 15-17 15-17 15-16 16-16 16-16 15-16

Falls Church, VA Virtual Edition San Antonio, TX Houston, TX Dallas, TX Santa Ana, CA Kansas City, MO Portland, ME Virginia Beach, VA Coeur D'Alene, ID Pikesville, MD Virtual Edition Lisle, IL Hartford, CT Virtual Edition

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

Las Vegas, NV Las Vegas, NV Las Vegas, NV Las Vegas, NV Las Vegas, NV Las Vegas, NV

M-100 M-350 M-100 M-100 M-201 M-202 M-203 M-203 M-100 M-100 M-100 M-201 M-201 M-202 CASE

MAY 2021

38 • CONTACT, SPRING 2021

Las Vegas, NV Las Vegas, NV Las Vegas, NV Charleston, SC Atlanta, GA Los Angeles, CA Charlotte, NC Santa Ana, CA Falls Church, VA Cincinnati, OH Pikesville, MD Colorado Springs, CO Cincinnati, OH Dallas, TX Austin, TX Houston, TX Virtual Edition

DATE

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

2-4 3-5 3-5 4-4 4-4 3-4 10-12 10-12 11-11 11-11 10-11 10-11 24-25 24-26 25-25 25-25 24-25 24-25 25-25

Falls Church, VA Chicago, IL Honolulu, HI San Antonio, TX Fort Myers, FL Virtual Edition Birmingham, AL Palm Springs, CA Pikesville, MD Natick, MA Sarasota, FL Asbury Park, NJ Virtual Edition Tucson, AZ Santa Ana, CA Orlando, FL Natick, MA Houston, TX Schaumburg, IL

8-9 9-9 9 9 9-9 8 -9 8-9 8 9 8-9 8-9 8-9 15-17 15-17 15-17 15-16 15-16 15-16 15-16 22-24 22-24 23-23 22-23 22-23 22-23

Virtual Edition Falls Church, VA Seattle,, WA Dallas, TX H l l HI HI Honolulu, San Antonio, TX Colorado Springs, CO Red Bank, NJ Rocky Hill, CT Santa Ana, CA Los Angeles, CA Riverside, CA Houston, TX Sarasota, FL Denver, CO Phoenix, AZ St. Petersburg, FL Lisle, IL Virtual Edition Wilmington, NC

M-100 M-100 M-100 M-202 M-203 M-370 M-100 M-100 M-202 M-201 M-204 M-204 M-100 M-100 M-201 M-202 M-204 M-205 M-390

JULY 2021 M-202 M-203 M 203 M-203 M-204 04 4 M 204 M-204 M-206 M-320 M-100 M-100 M-100 M-204 M-205 M-340 CASE M-100 M-100 M-201 M-206 M-320 M-330

AUGUST 2021 5-7 5-7 6-6 6-6 5-6 5-6 5-6

Schenectady, NY St. Louis, MO Pleasanton, CA Birmingham, AL Pikesville, MD St. Petersburg, FL Virtual Edition

LOCATION

CLASS

AUGUST 2021 – cont.

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

JUNE 2021

MARCH 2021 21 Virtual Edition Denver, CO Bloomington, MN Santa Ana, CA Seattle, WA Pleasanton, CA Indianapolis, IN Charleston, SC Houston, TX Boise, ID Dallas, TX Arlington Heights, IL Falls Church, VA Bloomington, MN Virtual Edition Bend, OR Ft. Lauderdale, FL Natick, MA Salt Lake City/Draper, UT Seattle/Bellevue, WA Colorado Springs, CO Milwaukee, WI Virtual Edition Virtual Edition

CLASS

MAY 2021 – cont.

FEBRUARY 2021

4-5 4-6 4-6 4-6 4-6 4-5 4-5 5-5 5-5 11-13 11-13 11-13 12-12 12-12 11-12 18-19 18-19 18-20 19-19 19-19 19-19 19-19 18-19 25-26

LOCATION

M-100 M-100 M-201 M-203 M-205 M-205 M-206

12-14 12-13 12-13 12-13 12-13 12-13 19-20 27-27 26-27 26-27 26-27 26-27 26-27

Oxnard, CA Chicago, IL Nashville, TN Los Angeles, CA Fort Myers, FL Santa Ana, CA Virtual Edition Palm Desert, CA Falls Church, VA Honolulu, HI Virtual Edition St. Petersburg, FL Houston, TX

8-10 9-11 9-11 9-11 10-10 10-10 9-10 9-10 9-10 30-10/1

Falls Church, VA Draper, UT Lisle, IL Pikesville, MD Charleston, SC Santa Ana, CA Colorado Springs, CO Austin, TX Boise, ID Virtual Edition

M-100 M-204 M-205 M-206 M-360 M-206 M-310 M-202 M-204 M-310 M-330 M-350 CASE

SEPTEMBER 2021 M-100 M-100 M-100 M-100 M-201 M-203 M-205 M-206 M-206 CASE

OCTOBER 2021 14-15 14-16 15-15 15-15 14 15 14-15 14-15 14-15 22 22 22-22 22-22 22-22 21-22 21-22 28-30 28-30 28-29 28-29 28-29 28-29

Virtual Edition Milwaukee, WI Richmond, VA Denver, CO Indian ianapo apoliss, IIN N Indianapolis, Dallas, TX P tl tl d OR OR Portland, Coeur D'Alene, ID Schaumburg, IL Pikesville, MD Palm Beach, FL Charleston, SC Valley Forge, PA Sandestin, FL Virtual Edition Falls Church, VA Atlanta, GA

M-100 M-100 M-202 M-203 M 206 M-206 30 30 M-330 M 202 M-202 M-202 M-203 M-310 M-320 M-100 M-100 M-204 M-204 M-205 M-206

NOVEMBER 2021 4-6 5-5 4-5 4-5 4-5 4-5 4-5 18-20 18-20 18-19 18-19

Raleigh, NC Schaumburg, IL Virtual Edition Sturbridge, MA Santa Ana, CA Falls Church, VA Las Vegas, NV Bellevue, WA Rochester, NY Virtual Edition Virginia Beach, VA

M-100 M-202 M-205 M-206 M-204 M-320 M-340 M-100 M-100 M-202 M-205

DECEMBER 2021 3-3 2-3 2-3 2-3 2-3 2-3 2-3 9-10

Portland, OR Valley Forge, PA Pikesville, MD Bloomington, MN M-205 Virtual Edition Richmond, VA Honolulu, HI Virtual Edition

M-201 M-203 M-204 M-206 M-380 CASE M-203

Committed to communities *SV QSVI XLER ]IEVW [I LEZI TVSZMHIH WSPYXMSRW WTIGMƼGEPP] HIWMKRIH XS QIIX XLI RIIHW SJ TVSTIVX] QEREKIQIRX GSQTERMIW ERH GSQQYRMX] EWWSGMEXMSRW =SY GER GSYRX SR YW XS FI ]SYV XVYWXIH TEVXRIV BBT.com/AssociationServices.

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McKenzie Rhody has represeent n ed tho hous u ands off homeowners and homeowners associations affected by defects in their townhomes,

Member of the Community Association Institute

condominiums, lofts, high-rises and single-family homes.

– Balconies – Patios – Expansive Soils – Roof Defects – Structural Defects – Foundation Defects – Water Intrusion – All Other Construction Defect Claims

If you believe construction defects exist at your project, call (800) 996-1770 for a FREE initial investigation or visit us at mrcdlaw.com for more information.

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Serving North Texas Since 1991

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TDR Group is a client-focused, general contractor specializing in the repair, restoration and renovation of occupied properties. Our clients include homeowners, homeowners associations, management companies, apartment owners, commercial property owners, home builders, engineers, architects, insurance companies and governmental entities. The scope of our work ranges from basic repairs to complex, multi-faceted projects.

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REBUILD

RESTORE

2270 Springlake Rd. Ste 40 0 • Farmers Branch, TX 75234 TexasDisasterRestoration.com • Emergency (214)227-7530 • Office (972)247-1511

42 • CONTACT, SPRING 2021

Property Management — Meeting the financial needs while adding a personalize touch to community and homeowners associations.

At Texas Security Bank, we recognize the unique challenges of your profession and we have purposefully positioned our bank to meet those needs. We provide you with exemplary cash management through a combination of personalized customer service, powerful banking tools and cost-free continuing education by way of our acclaimed Business Speaker Series.

Join us today and experience the Texas Security Bank difference!

Jasmine Evans jasmine.evans@texassecuritybank.com 469-398-4816 43 • CONTACT, SPRING 2021

MEMBERSHIP

REPORT New Members

Mr. Blake Bombere PMG Houston-Houston (713)329-7100 bbombere@principal-mgmt.com Mr. Chris Broach, CMCA, AMS, PCAM Blue Hawk Management (972)658-0841 cbroach@bluehawkmgmt.net Mr. Claret Villareal Valera, CMCA (916)793-1827 claret.valera@gmail.com Mr. Gregory Garrison Pappas Roofing and Construction (469)744-4802 ggarrison@pappasroofing.biz Mr. Hamid Bahadori (214)455-4131 hamid@essexhoa.com Mr. Isaac Ramos Associa-PMG of North Dallas (214)368-4030 isaac.ramos@principal-mgmt.com Mr. Kelly Conley Allana Buick & Bers, Inc. (ABB) (972)832-0983 kconley@abbae.com Mr. Matthew Keller (214)363-9843 athena.manager@icirealestate.com Mr. Phillip Nieman, RS Sparrow Civil (214)762-6950 ptnieman@gmail.com Mr. Richard Sweyer Vantaca, LLC (910)239-1311 dave.sweyer@vantaca.com Mr. Thomas Giovannini Clients First Landscape Solution (469)531-9071 Thomas@cflandscapes.com Mrs. Jennifer L Anderson 4CSONS Group, LLC DBA 4Sight Property Management (469)287-8583 (3484) jennifer@4sightpm.com

Ms. Angela Glass Associa-PMG of North Dallas (214)368-4030 angela.glass@principal-mgmt.com

Ms. Lorraine Revelle Firewheel Farms No. 2 HOA (972)414-6339 lorrainerevelle@ebby.com

Ms. Barbara McCoy Firewheel Farms No. 2 HOA (972)414-6339 bwmccoy2001@yahoo.com

Ms. Loura K. Sanchez, Esq. Burg Simpson Eldredge Hersh & Jardine, P.C. (303)792-5595 lsanchez@burgsimpson.com

Ms. Beth Direnzo CCMC (469)926-3510 bdirenzo@ccmcnet.com Ms. Cassie Rentiera RealManage (855)877-2472 cassie.renteria@realmanage.com

Ms. Marnie Moore RealManage (855)877-2472 marnie.moore@realmanage.com Ms. Melissa Ann Howell RealManage (855)877-2472 melissa.howell@realmanage.com

Ms. D’Ann Lindwood Firewheel Farms No. 2 HOA (972)414-6339 baad4u@tx.rr.com

Ms. Shelly Hughes (214)212-5542 shellyh9051@att.net

Ms. Glenna Sommer RealManage (855)877-2472 glenna.sommer@realmanage.com

Ms. Valarie Sharrow RealManage 813-629-2547 valarie.sharrow@realmanage.com

Ms. Gwen Lancaster RealManage (855)877-2472 gwen.lancaster@realmanage.com

Tamara Moore (703)565-7221 tamarareneemoore@gmail.com

Ms. Jenifer Reider (469)203-7901 jenifer.reider@fsresidential.com

Thomas Johnson (817)584-2980 thomasjohnson2025@yahoo.com

Ms. Jennifer Kucinsky Associa-PMG of North Dallas (214)368-4030 jkucinsky@principal-mgmt.com Ms. Joy Love Associa-PMG of North Dallas (214)368-4030 joy.love@principal-mgmt.com Ms. Lorean Dillard Firewheel Farms No. 2 HOA (972)414-6339 dillardschool@yahoo.com Ms. Lori Larson Firewheel Farms No. 2 HOA (972)414-6339 garlandgirl75044@gmail.com 45 • CONTACT, SPRING 2021

MEMBERSHIP

REPORT

Renewed Members

Carla Thompson Judy Haven Kathryn Quinn Miss Rachel R Gatlin, CMCA, AMS Mr. Alan Alanis Mr. Andrew Brock Mr. Barry Jones, CMCA, AMS Mr. Brandon Gould Mr. Brandon Norman, CMCA, AMS Mr. Brett Wiklund, CMCA, AMS, PCAM Mr. Brock Wright Mr. Christian Judy Mr. Christopher Bushman Mr. Colby Gschwend, CMCA Mr. Danny Rolf Mr. Darius Bow Mr. Daryl Roberts Mr. David Dotson, RS Mr. David Gaona Mr. David Levey Mr. David Robert Baer, CMCA Mr. Edward Samuel Simon, CMCA, AMS Mr. Franklin Wayne Murray, Jr. Mr. George Locus Mr. Harold Gold Mr. Ian Lanakila Williams Mr. James Garner Mr. James H. Hazlewood, Esq. Mr. James Webster Heck, II, CMCA, AMS, PCAM Mr. Jeff Higgins Mr. Jeremy Mayes, CMCA Mr. John Krueger Mr. Jose Maldonado Mr. Keith Adams Mr. Kevin Bobb, RS Mr. Louis Ellis, Jr., CMCA Mr. Marcus Orlando Robinson Mr. Martin Sinise Mr. Mathew J. Eberius Mr. Nik Clark Mr. Patrick Brensinger, CMCA Mr. Robert Harvey, Jr., CMCA, AMS, PCAM Mr. Robert M. Blend, Esq. Mr. Ronald E. Stephens, CMCA, AMS, PCAM Mr. Scott Henderson Mr. Scott Spilker, CMCA, AMS Mr. Steve Dawson Mr. Steven C. Grant, RS Mr. Trevor Chadwick Mr. William Stewart Powell Mrs. Alyssa Wilson, CMCA 46 • CONTACT, SPRING 2021

Mrs. Bernadette Lynn Chiancone, AMS Mrs. Catherine Cora Kemp Mrs. Cindy Lynn Martin, CMCA, AMS, PCAM Mrs. Cindy Spillane, CMCA, AMS, PCAM Mrs. Ivy Garza Mrs. Jackie Sawyer Mrs. Jamie M Patterson, CMCA Mrs. Jillian Meers, CMCA, AMS, PCAM Mrs. Katrina Swindle, CMCA, AMS Mrs. Katy Metcalfe, CMCA, AMS Mrs. Kimberly Musser, CMCA, AMS Mrs. LaWanda Brannon, CMCA Mrs. Lynne Sadowski Mrs. Mallory Nombrano, CMCA Mrs. Nicole Zaitoon Mrs. Saundra Guest Mrs. Tami Smith, CMCA, AMS Ms. Alicia Speer Ms. Alison Kronebusch Ms. Anita Mcaloon Ms. Annette McCracken Ms. Barbara Thomas, CMCA Ms. Brandy Adams, CMCA, AMS Ms. Candice Roy Ms. Carol Moore Moran, CMCA, AMS Ms. Cathi Sleight, CMCA Ms. Dana Sanchez, CMCA, AMS Ms. Dodie Slama, CMCA, AMS, PCAM Ms. Dondi Cherie Morse, CMCA Ms. Elizabeth Henfling Ms. Esther Marie Herrera Ms. Janel Dolan Jones Ms. Kristie Gray Ms. Krystal Mann Ms. Lisa Brinkerhoff Ms. Lois Ann Bray, CMCA, AMS Ms. Marty Whitaker, CMCA Ms. Michele Drain, CMCA, AMS Ms. Michele Hernandez, CMCA, AMS Ms. Michelle O'Keefe Ms. Rebecca Tarpley, CMCA, AMS, PCAM Ms. Rita Kerkman, CMCA, AMS Ms. Sanara Branam Ms. Sandra Gotterup Ms. Sheila Lustfield, CMCA, AMS Ms. Shonna Camacho Ms. Tammy Hatter, CMCA, AMS, PCAM Ms. Terry L. Jones Oscar Pedrajo

Rejoined Members

Miss. Nicole Lee Carciofini, CMCA, AMS, PCAM Mr. Brian Wiedenhoeft Mr. Charles H. Johnson Mr. Chris Harrison, PCAM Mr. Chuck Lundin Mr. Gary L. Gooch Mr. Joey Carona, AMS, PCAM Mr. Joseph Cook, CMCA, AMS, PCAM Mr. Mark Valls Mr. Steve Tharp Mrs. Dedie Salisbury, CMCA Mrs. Jeannie Marie Harvey, CMCA Mrs. Jordan Velazquez, CMCA, AMS Mrs. Kristina Elyese Wynn Mrs. Melanie Gonzalez Ms. Abby Shrigley Ms. Connie J Kindle, CMCA Ms. Jacque Jagger Ms. Pam S Pinzone

MEMBERSHIP

REPORT

New Designations

Congratulations to our fellow CAI members who achieved new designations!

Ms. Rebecca Tarpley, CMCA, AMS, PCAM Ms. Shanea Nicole Grisby, CMCA, AMS Ms. Sonya E Mokry, CMCA, AMS, PCAM Mr. Brian Schoolcraft, CMCA, AMS Ms. Crystal Avendano, CMCA, AMS Mr. Brandon Norman, CMCA, AMS Mrs. Dedie Salisbury, CMCA Ms. Krystal Chambless, CMCA Ms. Susan Atkinson, CMCA Ms. Amanda Chapman, CMCA Mr. Dustin D Harrison, CMCA Mr. Phillip Nieman, RS

PCAM AMS PCAM AMS AMS AMS CMCA CMCA CMCA CMCA CMCA RS

2/26/2021 3/30/2021 2/26/2021 2/10/2021 3/12/2021 3/12/2021 2/25/2021 3/18/2021 2/1/2021 3/23/2021 2/8/2021 3/3/2021

***Certified Manager of Community Associations (CMCA®) From CAMICB - “As a CMCA®, you have shown a commitment to your profession by staying informed about current community association issues and holding yourself to a high standard of professional conduct.”

***Association Management Specialist (AMS®) The second level in the career development track for community association managers.

The AMS® designation demonstrates a higher level of commitment to your career and the community association industry. An AMS® designation is recommended for managers who want to enhance their career opportunities by increasing their knowledge and expertise.

***Professional Community Association Manager (PCAM®) The pinnacle of community association management. The PCAM designation is the highest professional recognition available nationwide to managers who specialize in community association management. Earn your PCAM and join the elite—the select—the best.

Recommended for experienced managers who want to demonstrate advanced skills and knowledge and who wish to be recognized as one of the best and most experienced managers in the nation.

***Reserve Specialist (RS®) Community associations rely on qualified reserve specialists to assist them in extensive reserve planning to keep their communities running smoothly. Gain the confidence of board members by obtaining the Reserve Specialist® (RS®) designation.

The RS designation is awarded to qualified reserve specialists who, through years of specialized experience, can help ensure that community associations prepare their reserve budget as accurately as possible.

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CLAYTON HEARN Get to know your CAI Chapter President.

5 FACTS ABOUT CLAYTON HEARN 1. Clayton is triple Board Certified in Labor and Employment, Property Owners Association and Residential Real Estate Law by the Texas Board of Legal Specialization.

2. Clayton has worked on behalf of clients for over 20 years by advocating for their interests in courtrooms and in board rooms.

3. Clayton brings vast experience representing corporate and non-profit boards, including serving as Corporate Counsel for Employment Law for Northwest Airlines navigating the complexities of employee relations before, during and after their merger with Delta Airlines.

4. Clayton has argued cases to favorable results for clients all the way to the Texas Supreme Court.

5. Clayton is a proud Texas A&M Aggie and Dallas resident and serves as the managing Shareholder for RMWBH’s Dallas Office.

Learn more about Clayton at www.RMWBH.com.

RMWBH DALLAS 5307 E. Mockingbird Ln. Suite 685 Dallas, TX 75206

214.365.9290

48 • CONTACT, SPRING 2021

49 • CONTACT, SPRING 2021

Your Home Maintenance Checklist for 2021 Check Up On The Condition of Your Roof It is important to assess the condition of your roof and look for any signs of damage and wear and tear. Roofs can take a beating due to the elements, even if your roof is not that old.

Look to see if there are any shingles out of place, discoloration, mold, or moss. These can be signs that it is time to get an inspection by a roofing expert to determine if anything needs to be replaced.

Determine If Your Exterior Needs Some Touching Up If you are thinking about practical, as well as aesthetic, upkeep on your home, then look no further than the exterior.

The appearance of your siding or paint can change the entire look of your house. If your siding is in need of repair or if your paint is fading, then it is time to freshen it up. You can check out exterior home trends for 2021, and then pick out a new or sophisticated material to boost curb appeal.

Clean Out Your Gutters Sometimes simple maintenance tasks can be forgotten until they start to have negative impacts on your property. For instance, cleaning out your gutters should be something you build into your regular outdoor maintenance schedule. Leaves and other debris can quickly pile up, clog your gutters, and defeat the purpose of having them in the first place. Clogged gutters cause water to dump against the exterior of your home, making it soggy, and water can potentially seep in and cause damage. Most major issues can be prevented if you keep up on your gutters and ensure that they are clean.

Ensure Your Foundation Is Watertight Make sure you are taking steps to make your home watertight, so you don’t have to deal with water damage down the line. This could involve repairing your retaining wall, fixing cracks in your foundation, caulking around windows and doors, keeping your gutters cleaned out, and reinforcing and repairing drywall can all help make your home impermeable.

With the new year, and more time spent at home, it’s time to give your property a little TLC and put a maintenance checklist in place. To get started and ensure your home is in good shape, start by looking at these key areas.

Tune Up Inefficient Appliances It is important to keep your appliances on a regular maintenance schedule. There are many moving pieces to each of your appliances that need to be kept in pristine condition. When something is off or goes wrong with one part it can affect the entire performance of the appliance. You can check into your home warranty options to service your appliances to help them run more efficiently.

Inspect Your Electrical System Keeping close tabs on your electrical system is essential for safety and for ensuring your entire home system can function properly. Faulty wires, burnedout sockets, and outdated electrical panels must be addressed immediately to prevent fires. Ensure that your electrical system is up to date so that it can meet demand. Especially now, smart home systems are increasingly popular, and it is critical to ensure your electrical is top notch and can handle automation.

Take Proper Care of Special Materials If your home has unique or has specialty materials it is important that you take care of them properly. If you have concrete driveways, walkways, stone or tile, ensure that they are not cracking. To keep such materials looking their best, be sure to clean them with the proper solutions on a regular basis.

Inspect and Test Home Safety Devices To keep you and your family safe, you must perform routine safety inspections of your smoke and carbon monoxide detectors. It can be easy to forget to check your detectors. Take time to check the indicator lights frequently and change the batteries. Also, check that there are enough and that they are installed in the proper locations.

Jason Dove Chief Revenue Officer Classic Construction & Restoration, Inc. 406 S Yale Dr., Garland, TX 75042 www.classicconstruction.com 972-437-0909 x 360 (o) 50 • CONTACT, SPRING 2021

AAMC®- Accredited Association Management Company®

We Can MANAGE IT ALL 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.

We are dedicated to building better communities!

NeighborhoodManagement.com NMI@NeighborhoodManagement.com Beverly Coghlan, CMCA, AMS, PCAM Beverly@nmitx.com 972.359.1548 51 • CONTACT, SPRING 2021

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, ȴQDQFLDO SK\VLFDO DQG SHRSOH DVSHFWV RI \RXU &RPPXQLW\ :H 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, DQG ȴQDQFLDO VHUYLFHV To learn more about how Castle Group can serve your community, please call 844.815.532 .

844.815.5321 www.castlegroup.com/castle-texas

52 • CONTACT, SPRING 2021

53 • CONTACT, SPRING 2021

Convenient, secure protection for your excess funds.

Save time and money with these community association offerings.

Eliminate extra legwork and receive additional FDIC coverage for excess funds with Insured Cash Sweeps (ICS) and Certificate of Deposit Account Registry Services (CDARS) from your community association banking expert.

Ask us about our great CDARS rates.

One account. One statement. One trusted bank.

Olivia Hurtado, CMCA Vice President 214.717.2718 866.800.4656 x7567 Olivia.Hurtado@cit.com

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