Quorum June 2018

Washington Metropolitan Chapter Community Associations Institute

JUNE 2018

A Magazine for Community Association Volunteer Leaders, Professional Managers and Business Partners

RENOVATIONS

ALSO IN THIS ISSUE

____________________________ ALSO IN THIS ISSUE

____________________________ Funding Capital Replacement Projects XXXXXXXXXXXXXXXXXXXXXXX ____________________________ Tech-friendly Building Access XXXXXXXXXXXXXXXXXXXXXXX ____________________________ Creating an Inviting Fitness XXXXXXXXXXXXXXXXXXXXXXX Haven

Proactive Management and Guidance to Minimize Risk Although email can be a fast and convenient way to communicate, combining board communications with your personal or work correspondences can be a liability to you and your association.

To help lessen the risks to you and your fellow association board members, we have created an easy-to-follow guide to Email Communication Best Practices that is available for download.

Visit: https://goo.gl/cvsxnF As the D.C. Metro area’s property management industry leader, we know what it takes to create great communities that residents are proud to call home. Contact us today.

Download our complimentary guide today

Local offices in Fairfax, VA Fredericksburg, VA Silver Spring, MD www.fsresidential.com Making a Difference. Every Day.

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JUNE 2018

­CONTENTS 12 Funding Capital Replacement Projects

BY DON PLANK, CMCA, AMS, PCAM AND DOUGLAS GREENE, RS

15 Making Your Community Tech-friendly

BY LILIANA MARTINEZ, CMCA, AMS

18 Why Do You Need to Hire an Architect/ Engineer?

BY MICHAEL POPECK, RRC

21 Tech-friendly Building Access

BY LEE ANN WEIR, CMCA, AMS

22 Lobby Renovation: The Second Chance to Make a First Impression.

DEPARTMENTS AND MORE 5 Message from the Executive Director 6 Chapter Benefactor: Cardinal Management Group, Inc. 7 Chapter Benefactor: Community Association Underwriters of America, Inc. 8 Welcome New Members 9 Upcoming Events 11 People & Places 36 Classifieds 37 Index to Advertisers 38 Cul-de-sac: Why Didn’t You Tell Me?

BY SHABBIR KAZMI

24 Playground Redevelopment: Lessons Learned

26 Renovating After a Casualty

To optimize the operations of Community Associations and foster value for our business partners.

BY ANDREW SCHLAFFER

29 Creating an Inviting Fitness Haven: Rehabilitation and Improvements to Maintain Community’s Property Value and Desirability

BY FRANK CHAUVIN, CMCA

33 Diving into Pool Renovations

BY MILAN STANKOVIC

34 Ignorance is Not Bliss: Why Are Community Association Volunteer Board Members Sued?

WMCCAI MISSION STATE­MENT

BY LEE KAUFFMAN, CMCA, APS, CPSI

BY JOEL W. MESKIN, ESQ., CIRMS, CCAL, FELLOW, MLIS

Reader comments and suggestions are welcome. Address your comments to: Quorum 7600 Leesburg Pike, Suite 100 West Falls Church, VA 22043

We also wel­come ar­ti­cle sub­mis­sions from our ­members. For author guide­lines, call (703) 750-3644 or e-mail publications@caidc.org.

Articles may be edited for length and clarity.

JUNE 2018

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The most successful associations know that fair governance, responsible budgeting and community maintenance are the cornerstone of sound community management because they understand that focusing on these core initiatives is vital to protecting—and even raising—the value of their largest investment: their home.

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President Sarah Gerstein, CMCA, AMS, LSM, PCAM President-elect Rafael A. Martinez, CTP Vice President Airielle Hansford, CMCA, AMS, PCAM Secretary Michael Gartner, ESQ. Treasurer Kristen Melson, CMCA, AMS, PCAM Immediate Past President Bruce H. Easmunt, ESQ. Executive Director Jaime Barnhart, CMP (EX OFFICIO)

D IRECTOR S Gordon Boezer, Thomas Burrell, Bernie Guthrie, MBA, CMCA, AMS, PCAM, Anthony Humphries, Ruth Katz, ESQ., Ted Ross, Todd A. Sinkins, ESQ., Stephen Wright, CMCA, AMS, LSM, PCAM

CO U N C I L C HAI R S Communications Council Leslie Brown, ESQ. Education Council Jennifer Bennett, CMCA, AMS, PCAM Member Services Vacant

CO MM I T TE E C HAI R S Conference & Expo William Cornelius and Donna Aker, CMCA, AMS, PCAM D.C. Legislative/LAC Jane Rogers, ESQ. Education Kevin A. Kernan, ESQ. and James Santos, CMCA, AMS Golf Adrienne Zalenski and David Crone, CMCA, AMS Maryland Legislative Thomas Schild, ESQ., CCAL Outreach Elizabeth Kirk and Sara Ross, ESQ. Membership Joe Inzerillo and Noni Roan Quorum Editorial Susan L. Truskey, ESQ. and Christopher Carlson Chapter Events June Chulkov and Lauren Kolb Virginia Legislative Ronda DeSplinter, LSM, PCAM and William A. Marr Jr., ESQ.

QU O RUM Managing Editor Diane Sohn, dsohn@caidc.org Design Six Half Dozen

QU O RUM E DI TORI AL CO M M IT TE E Co-chairs Susan L. Truskey, ESQ. and Christopher Carlson Members Beverly Alston, James Anderson, Noel Arevalo, CMCA, Sarah Auringer, Mira Brown, CMCA, AMS, Leslie Brown, Chris Carlson, PE, Deborah Carter, CMCA, AMS, PCAM, Sara Castle, Crystal Coats, CMCA, AMS, Kenny Cohn, Cheryl Crawford, Christopher Dibble, CMCA, AMS, PCAM, Bruce Easmunt, ESQ., Sarah ElTaher, Matt Gallagher, Michael Gartner, ESQ., Amy Gaynor, Sarah Gerstein, CMCA, AMS, PCAM, Rippy Gill, CMCA, AMS, Laura Goguet, CMCA, AMS, John Goins, Stephen Grant, Scott Greges, CMCA, AMS, Timothy Hipp, Mary Horner, Chase Hudson, Peter Hughes, Iman Jackson, CMCA, AMS, Shannon Junior, Ruth Katz, ESQ., Leisa Keys, Richard Kuziomko, CMCA, AMS, PCAM, Crishana Loritsch, CMCA, AMS, PCAM, Liliana Martinez, CMCA, AMS, Laura McVey, Thomas Mugavero, ESQ., Crystal Partin, CMCA, AMS, PCAM, Joycelyn Peoples, AMS, Kara Permisohn, Nicki Phenneger, Christine Rudert, Brandi Ruff, CMCA, AMS, PCAM, Lauri Ryder, CIC, CRM, CMCA, Scott Silverman, Mark Smith, Chelsie Throckmorton, Olga Tseliak, John Tsikerdanos, Ron Unger, CIC, Kim Veirs, Lee Ann Weir, CMCA, AMS, Doug White, Samuel Wiest, Lakisha Williams, Aimee Winegar, CMCA, AMS, LMS, PCAM, Jim Wisniewski, Kelly Young, Michael Zupan, ESQ. Washington Metropolitan Chapter Community Associations Institute, a 501(c) (6) organization, serves the educational, business and networking needs of the community association industry in 80 cities/counties in Maryland, Virginia and the District of Columbia. Members include community association homeowner volunteer leaders, professional managers, association management companies, and other businesses and professionals who provide products and services to planned communities, cooperatives and condominiums. WMCCAI has more than 3,000 members including 300+ businesses, 1,100 professional managers from 85 management companies, and approximately 1,500 community association homeowners. WMCCAI is the largest of Community Associations Institute’s 62 chapters worldwide.

Quorum is the award-winning premiere publication of WMCCAI, dedicated to providing WMCCAI’s membership with information on community association issues. Authors are responsible for developing the logic of their expressed opinions and for the authenticity of all presented facts in articles. WMCCAI does not necessarily endorse or approve statements of fact or opinion made in these pages and assumes no responsibility for those statements. This publication is issued with the understanding that the publisher is not engaged in rendering legal, accounting or other professional services and nothing published in Quorum is intended to constitute legal or other professional advice and should not be relied on as such.

If legal advice or other expert assistance is required, the services of a competent professional should be sought directly by the person requiring such advice or services.

Articles appearing in Quorum may not be reprinted without first obtaining written approval from the editor of Quorum. In the event that such permission is granted, the following legend must be added to the reprint: Reprinted with permission from Quorum™ magazine. Copyright 2017 Washington Metropolitan Chapter Community Associations Institute. Quorum is a trademark of WMCCAI. Receipt of Quorum is a privilege of WMCCAI membership for which $65 in nonrefundable annual dues is allocated. The subscription price for nonmembers is $75 per year; contact publications@caidc.org or call (703) 750-3644.

A W A R D W I N N I N G R E N O VAT I O N !

A year ago—June 3, 2017 to be exact—WMCCAI moved (back) into Suite 100 West after 106 days of renovations. Every surface of the old office was touched—most of it ripped out and replaced, but there are a few walls left that existed in the old space. The same square footage, one more staff office, workspace for members and a larger conference room. A tall order indeed.

The office design was on purpose—to give members dedicated space for education and a workspace to enjoy; to create a welcoming entrance for visitors and to support staff growth for the future of the chapter.

And now in June 2018, we are proud that CAI recognized WMCCAI’s Office Remodel with a 2017 Chapter Excellence Award in Chapter Development and Management. Sarah Gerstein, the 2018 Chapter President, and I accepted the award on behalf of the chapter at the CAI Annual Conference in May.

FROM THE EXECUTIVE DIRECTOR

O FFICE R S

The renovations process was a learning experience for all of us. This is what we learned: Sometimes Plan B (or even E) is even better than Plan A: The office renovation began a year before the first wall was torn down. Chapter staff and the board of directors worked alongside an architect to layout the new office. We had 5 versions before we agreed on the current design (so Plan E is what we see today!). Furniture purchasing – what you see there is Plan B. All the changes were made to ensure Suite 100 West was welcoming, friendly, productive space for staff and for our members.

Asking for Help Is Essential: WMCCAI committees work hard to provide programs to members. During the renovation, the conference room walls were demolished, and the floor was torn out. Clearly, committees could not meet there for three months. Members offered their conference space so that committees could continue their work while I managed the contractors in the office. Inside the construction site, having trusted professionals made the process smooth; none of us are experts on the start-to-finish renovations process so asking questions and hiring the experts allowed each of us to be confident in the final product.

Teamwork makes the dream work. Our renovation team included more than staff and members. The project manager, the architect and the landlord were integral parts of the process. Daily meetings on the construction site, so the project manager and I stayed on the same page; weekly meetings with the architect and landlord ensured we were on schedule; conference calls with IT vendors to make sure the office remained functional in the temp space, and there was a seamless transition to the new Suite 100 West. Communication was key—and the teamwork made it all happen. On schedule.

We are proud of the space. How does the space work for you, the WMCCAI member? There is a workspace available—bring your laptop and plug into our internet (or log onto the dedicated member wireless network).

Education sessions are hosted in the office to give you a central place to learn (and the free parking at the office is great too!).

Come by and enjoy the spaces; we’d love to see you!

JAIME BARNHART,

CMP

Jaime Barnhart, as the chapter’s executive director, is responsible for implementing the organization’s mission and goals, and managing its staff. Jaime has worked in non-profits/associations in the D.C. Metro area for over 12 years focusing on program management, events and trade shows, and marketing. She joined WMCCAI as the events manager in 2015.

To advertise in Quorum, e-mail publications@caidc.org.

For more information about Quorum or WMCCAI, visit www.caidc.org.

JUNE 2018

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CHAPTER NEWS

C H A P T E R

B E N E F A C T O R

Cardinal Management Group, Inc. celebrates 30 years of excellence during 2017!

Since launching the company in 1987, Cardinal Management Group’s principals—brothers Thomas, Don, and Patrick Mazzei—have remained steadfast in their commitment to superior service. Now, three decades later, Cardinal Management Group is the “right sized” organization wholly dedicated to serving your community management needs, large and small. Our unyielding focus on service, our attention to detail, and our constant professionalism have made us one of the most respected firms in the industry.

At Cardinal Management Group, no matter what type of community we’re engaged to care for, our accredited professionals take an enthusiastic, hands-on management approach. That operating approach begins with our exclusive manager and staff training program. This rigorous corporate program emphasizes core competencies, innovation, attention to detail, and follow-up, as well as accountability and fiduciary responsibility. As a direct result, our team is prepared to address your needs—any need, at any time—with diligence and efficiency.

on service. Call us. We are dedicated professionals providing superior management services throughout Virginia, Maryland, and Washington D.C. and beyond.

Our Mission: • We will create an empowered organization where each employee is an integral part of ensuring that our clients are reassured knowing that we are the custodians of their community and the stewards of one of their most valuable and precious assets…their home.

• We will treat every client with dignity and respect and each problem as if it were our own.

• We will give our clients the luxury of coming home to a community that is attractive and maintained at all times.

• We will perform our duties with honesty and integrity and ensure that our clients always have a positive experience when contacting our organization.

• We will “manage to make a difference” in the communities in which we work.

• We will be the preeminent community management company where commitment to excellence and responsiveness are the guiding principles.

We are never satisfied with “good enough.” We continually work to discover and refine new ways to serve your needs more efficiently and effectively. This approach to continuous improvement, our management philosophy of open access, and our long-standing industry relationships impact everything we do at Cardinal Management Group, Inc. So don’t be fooled by the “big” companies that tout their capabilities but cannot offer personalized attention. Don’t be fooled by those that offer unrealistic prices only to fall flat

Cardinal Management Group, Inc. We Manage To Make A Difference Serving Virginia, Maryland, West Virginia & Washington D.C. – (800) 356-3294 www.CardinalManagementGroup.com cardinal@cardinalmanagementgroup.com

Article Submissions:

Are you interested in sharing your experiences and expertise with our readers? Quorum magazine is always seeking new article ideas, submissions, and content. If you have an idea or would like to submit an article for consideration, please make sure you contact us before you begin writing to see what our upcoming themes are. Questions and interests should be directed to Diane Sohn at publications@caidc.org or by phone at 703.750.3644.

Advertising:

For advertising, availability, rates, and specifications, please contact Diane Sohn at publications@caidc.org. Targeted advertising in WMCCAI’s Quorum, opens the door to thousands of prospective customers and contacts in the community association industry.

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B E N E F A C T O R

Community Association Underwriters of America, Inc. Doug Henken, CIRMS Mike Romano, CIRMS Virginia Office Maryland Office 4530 Walney Rd, Suite 200 9901 Business Parkway, Suite B Chantilly, VA 20151 Lanham, MD 20706 Telephone: (800) 228-1930 Fax: (267) 757-7469 E-mail: dhenken@cauinsure.com; mromano@cauinsure.com Website: www.cauinsure.com Year Established or Incorporated: 1989 • CAI Member Since: 1989 • Areas you serve: Virginia, Maryland and Washington, D.C. • Corporate Associations: CAI, Insurance Agents & Brokers, Arizona Association of Management Companies, Apartment Condominium and Townhouse Association, Community Association Management Executives Organization.

• Services Provided: CAU is one of the largest providers

CHAPTER NEWS

C H A P T E R

of community association insurance in the country.

Our comprehensive insurance programs were designed specifically for residential and office condominiums, homeowners associations and cooperative apartments and include several coverage advantages that re either optional or simply not offered by other insurance policies.

• Licenses Held: Virginia, Maryland and Washington, D.C. Company Philosophy: CAU was established to meet the unique insurance requirements of the community associations and has designed its policies to specially address community association concerns. We continue to be the nationally recognized industry leader by offering innovative coverage enhancements and risk management solutions while at the same time maintaining our commitment to quality service, prompt resolution of claims and efficient processing of customer service requests.

As we approach our 30th year of service to community associations, our commitment to an unwavering standard of excellence remains the cornerstone of our relationship with our association customers.

SAVE THE DATE 10.19.18

WMCCAI GOLF CLASSIC WESTFIELDS GOLF CLUB JUNE 2018

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CHAPTER NEWS

Welcome New Members WMCCAI proudly welcomes the following members who joined the chapter in April 2018.

Community Association Volunteer Leaders from the Following Associations 3900 Watson Place, Inc. Altamont Manor Condominium Association Auburn Village Condominium Association Belair Town Community Association, Inc. Bryce Hill Co-Op Association East Gate II Condominium Greenwood Homeowners Association Odyssey Condominium Unit Owners Association Stoneridge Knoll Takoma Overlook Condominium HOA Individual Managers Rocky H. Black Jim Harshbarger Anastasiya Kyrylina, Gates Hudson Community Management, AAMC Curtis Neal, CMCA, SIGMA Real Estate Services Angel Nicholson, Carrollsburg, A Condominium Laurie O'Donnell, CMCA, AMS, Westmaren Condominiums Rebecca Pozo-Olano, Gates Hudson Community Management, AAMC Shelley Rosenhagen, Gates Hudson Community Management, AAMC Rosetta M. Segers, Gates Hudson Community Management, AAMC Laura A. Velemirovich-Pitt, Blue Ridge at Lansdowne Woods Condominium

WHO WE ARE SIGMA Real Estate Services is a residential property management company that delivers superior service by applying the latest technology, excellent customer service and the benefits of its 25 years of experience.

WHAT WE DO • Condominium Management • Cooperative Management • Homeowner Associations

Business Partners Community Construction Consultants LLC Guaranteed Cleaning Services Red Hawk Fire and Security SERVPRO of Springfield/Mt. Vernon Multi-Chapter Business Partner SI Restoration Multi-Chapter Management Company FirstService Residential, AAMC

CONTACT US 301-513-9300 8911 60th Ave. College Park, MD 20740

info@sigmares.com CAI 8 | QUORUM

NAA

NYARM

NARPM

Ronald McDonald House Landscape Day 9 a.m. – 12 p.m.

Ronald McDonald House 3312 Gallows Road, Falls Church, VA 22042

For the 21st year, Chapter members will gather to landscape the grounds of the Ronald McDonald House of Northern Virginia at INOVA Fairfax Hospital.

Ronald McDonald Landscape Day is one of the Chapter’s proudest and most successful charitable works. Families are welcome. Light breakfast/snacks will be provided. This event is free; please register at www.caidc.org.

UPCOMING EVENTS

JUNE 2

JUNE 7

Maintain Control: Run an Efficient Board Meeting 12:30 p.m. – 3 p.m.

WMCCAI Chapter Office 7600 Leesburg Pike, Suite 100W, Falls Church, VA 22043

Are your board meetings out of control? Do you find that your board is more frustration than function? Join Bruce Eastmunt, ESQ., Chadwick, Washington, Moriarty, Elmore & Bunn, P.C. and Traci Castrovinci, CMCA, AMS, Portfolio Manager at Gates Hudson Community Management as they lead an interactive discussion on how to maintain control of a board meeting by setting clear expectations and keeping participants, together and on track, to create a successful association. Lunch will be served. Visit www.caidc.org for more information or to register.

JUNE 14

How to Make Your Community a Great Neighborhood 6 - 9 p.m.

WMCCAI Chapter Office 7600 Leesburg Pike, Suite 100W, Falls Church, VA 22043

Make your neighborhood great! Join Bernie Guthrie, MBA, CMCA, AMS, PCAM, FirstService Residential; Bruce Easmunt, ESQ., Chadwick Washington, Moriarty, Elmore & Bunn; Orlando Dorsey, Griffin Owens Insurance; and Oxford Row Board Member Jon Stehle; to discuss the characteristics of a great neighborhood. Discover how to establish and cultivate neighborly feelings and reap the benefits. Light dinner provided. Visit www.caidc.org for more information or to register.

JUNE 20

Summer in the City Happy Hour 4:30 – 7:30 p.m.

Bar Deco 717 6th St NW, Washington, DC 20001

Take advantage of the opportunity to meet and network with community association professionals. We are bringing happy hour downtown to enjoy the DC summer. Drink Specials, hors d’eourves, and summer fun will be on tap! Your first drink on us! Visit www.caidc.org for more information or to register.

JUNE 21

Membership Benefit Orientation 4 – 6 p.m.

WMCCAI Chapter Office 7600 Leesburg Pike, Suite 100W, Falls Church, VA 22043

What’s in it for me?! If you are a new member or are considering joining Washington Metro Chapter Community Associations Institute, please join us to learn the benefits of CAI membership. Networking Happy Hour to follow. Visit www. caidc.org for more information or to register.

For more information on WMCCAI meetings or upcoming events, contact the chapter office at (703) 750-3644, email info@caidc.org or visit www.caidc.org.

JUNE 2018

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MAINTAIN CONTROL Run an Efficient

Board Meeting

Are your board meetings out of control? Do you find that your board is more frustration than function?

Join Bruce Eastmunt, ESQ., Chadwick, Washington, Moriarty, Elmore & Bunn, P.C. and Traci Castrovinci, CMCA, AMS, Portfolio Manager at Gates Hudson Community Management as they lead an interactive discussion on how to maintain control of a board meeting by setting clear expectations and keeping participants, together and on track, to create a successful association.

Lunch will be provided.

REGISTRATION RATES REGULAR RATE

Homeowner MEMBER

$50

NONMEMBER

$55

$50

NONMEMBER

$55

Thursday, June 7, 2018 12:30 p.m. – 3 p.m.

Registration opens at 12:00 p.m.

Lunch begins at 12:00 p.m.

Where

Who

How

Visit www.caidc.org to register

Credits

This program is worth three (3) credit hours

WMCCAI Chapter Office 7600 Leesburg Pike, Suite 100 W Falls Church, VA 22043

Manager MEMBER

When

Sponsors

Chancellor Trash Away, Inc. www.trashaway.com

This program will benefit Managers

7600 Leesburg Pike, Suite 100 West

E-mail: education@caidc.org

Falls Church, VA 22043

Web: www.caidc.org

T: 703.750.3644 F: 703.941.1740

PEOPLE & PLACES

Connie E Phillips Earns CIRMS Designation Connie Phillips, president of Connie Phillips Insurance (CPI) recently joined a select group of community association insurance and risk management professionals who have earned the Community Insurance and Risk Management Specialist (CIRMS) designation.

Associa Announces Promotion of Mazzarella and Tsitos Associa announces the recent promotion of Nick Mazzarella CMCA©, PCAM©, LSM© to regional vice president of the eastern region. Mr. Mazzarella will be overseeing the Legum & Norman, Community Management Corporation (CMC) and Select Community Services (SCS) branches. Mr. Mazzarella has more than 30 years of property management experience and has been a CMC team member since 2003. He has held many positions at Associa including general manager, vice president & HOA division director, executive vice president as well as president of CMC. Additionally, Associa Community Management Corporation (CMC) & Select Community Services (SCS) announces the recent promotion of John Tsitos, CMCA®, AMS®, PCAM®, as the new branch president. Mr. Tsitos joined Associa in 2009 and has served as vice president of SCS, a division within CMC, since 2014. He has more than 30 years of experience in the housing and apartment construction and development industry.

Legum & Norman Promotes Marc McCoy to Branch President Legum & Norman, an Associa company, announces the promotion of Marc McCoy, CMCA®, AMS®, as the new branch president.

Mr. McCoy has more than 25 years of association and golf management industry experience and most recently served as Associa’s Community Management Corporation (CMC) senior vice president of developer consulting. He is also a member of the Northern Virginia Building Industry Association and licensed as a Certified Supervisory Employee by the state of Virginia.

How will you fund your next association project?

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mutualofomahabank.com

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171258

RESERVE STUDIES

Easy Does It To use.

Pretty much everything.

Our remarkably simple reserve study system.

Our advanced reserve studies help you achieve a deeper engagement with your properties and a more effective way to manage them. Both today and tomorrow.

And with total confidence.

For your reserve study proposal, contact Michelle Baldry at (844) 701-9884 or visit reserveadvisors.com.

JUNE 2018

| 11

By Don Plank, CMCA, AMS, PCAM

By Douglas Greene, RS

Don Plank holds a PCAM designation from CAI and managed community associations for 9 years before assuming his current position as Vice President of Association Banking Services at National Cooperative Bank.

Douglas Greene is an architect and holds a Reserve Specialist (RS) designation from CAI. He is a senior partner at DMA Reserves.

Funding Capital Replacement Projects

F

or many years the focus of new residential development has been in planned communities, homeowner associations, and condominiums that offer safer, more attractive neighborhoods, recreational amenities and “maintenance free� infrastructure. However, buyers are not always aware of the simple fact that they are actually buying all of these elements in addition to their own home or unit. More importantly, when these improvements wear out or fail, the owners, through their association, have to replace them. Where does the money come from to do that?

taining a professionally prepared Capital Replacement Reserve Study and updating it regularly. Reserve studies estimate the likely cost of replacing these capital components, and also the expected remaining life of the components so that an adequate funding plan can be developed. Communities that have consistently updated reserve studies and followed recommended funding levels can usually fund upcoming projects in this manner. However, even the best communities may fall short due to unexpected events (e.g., early pipe failure, etc.) and will need to find a way to supplement available funds.

In a perfect world, all capital projects, large, small, or unexpected, would be funded through association reserve accounts. The reality, though, has a way of intruding into perfect scenarios and many association boards and managers find themselves scrambling to find palatable funding options for large or unexpected capital projects.

Below is a summary of the three primary funding alternatives available to associations.

Special Assessments

Reserve Funds The primary source for funding of all capital replacement projects is a capital replacement reserve fund. This usually is and should be; a separate savings account from the normal association operating account. It is a cost-effective and fair option as typically the reserve fund has been built over a series of many years by residents who have paid their fair share while living in the community. The key to adequately funding this account usually depends on the community ob-

12 | QUORUM

Special assessments are a quick way to raise additional funds without raising underlying assessments. While typically cost effective for the association, large special assessments can have a substantial negative impact on the community. Not all owners will be able to absorb large, unplanned assessments. This, in turn, may drive up delinquencies. In addition, a history of special assessments can have a negative impact on resale values as potential buyers may view the community as not planning well. Special assessments are an option to address specific projects, but they are not a replacement for adequate reserve funding. When considering a special assessment, it would be wise to include your reserve study analyst in this planning to ensure that it will accomplish its goal and see if other long-term funding adjustments need to be made to the reserve account. Finally, special assessments penalize the unlucky owners who happen to own when the special assessment is put in place, thus limiting the fairness factor addressed by funding over a longer time period. Be aware that special assessments may also require a vote by the community.

Loans As associations age and face very large and/or unanticipated infrastructure projects, more and more communities are considering at least partial funding through a loan. A loan will allow costs to be

spread out over the useful life of a capital item (some up to 15 years), thus permitting costs to be absorbed into ongoing assessments over a much longer period. This helps address the fairness issue as a loan will be paid back by both current and future owners who benefit from the capital item being financed. Be aware that acquiring a loan requires substantial work from both board members and management as authorization to borrow frequently requires a vote by the membership as well as the time and effort needed to complete the loan process.

Key questions to ask if you are considering a loan are: • Does your community need a vote by membership in order to borrow?

• Who will administer the process as any loan will require additional administrative time and effort? If management, have you budgeted to compensate for the necessary effort to facilitate the process?

GREAT

PEOPLE

Committed to

YOUR Association’s

SUCCESS

• Is there community buy-in? Are owners aware of what is needed?

• Is your community financially prepared for a loan? Are delinquencies under control? Are you budgeting appropriately to meet operating needs and future capital improvements not covered by the loan?

While each bank will have slightly different requirements, all lenders will want to see a community willing to make sound and realistic business decisions. If you are considering a loan, contact a lender who is familiar with community association loans and get their feedback. Most are happy to help and will give helpful input into the decision-making process.

Combination of All Many communities need to get creative when faced with funding needs and implement a combination of the options listed above. For example, some projects may include using reserves, a special assessment, and a loan, thus spreading at least some of the cost out over a longer period.

Any shortfall in funding will likely cause at least some heartburn and handwringing among community members and require boards of directors and management to navigate a delicate political environment. Open communication is essential to successfully resolving and addressing funding shortfalls. Many communities have navigated this road, and there are definite solutions to funding capital projects. Reach out to experienced professionals such as management, attorneys, reserve specialists, lenders or auditors for advice, communicate effectively with owners and recommend sound business decisions. Doing so will help put your community on the path to making sound funding decisions for both immediate and future capital projects.

“Sentry provides expert systems, training and advanced technology that allow me to stay on top of community issues. I work hard to communicate and be responsive. Sentry brings real ‘horsepower’ to your association’s management.”

– Susan, Sentry Manager

4401 Ford Avenue, Suite 1150 Alexandria, VA 22302 (703) 642-3246 northernvirginia.sentrymgt.com 602 S. King Street, Suite 400 Leesburg, VA 20175 (540) 751-1888 loudoun.sentrymgt.com

JUNE 2018

| 13

How goes the voyage for your homeowner association?

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Enjoy smooth sailing with Barkan – Metropolitan Washington’s premier manager of homeowner associations.

Find out more!

703.388.1005 mfeltenberger@barkanco.com S E R V I N G W A S H I N G T O N D C, M A R Y L A N D, V I R G I N I A A N D N E W E N G L A N D Barkan Management AAMC®

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People you can count on. Experience you can rely on.

By Liliana Martinez, CMCA, AMS Lili is the director of management operations at National Realty Partners, LLC (NRP), where she has been a key part of the NRP team for many years. She is an active member of the Quorum Editorial Committee and has been working in community association management for more than 10 years.

Making

Your Community Tech-friendly

I

n an innovative age of continuous technological advancements, many communities are on a push to digital revolution while fueling social and cultural changes. A key part of pushing this digital movement is to provide internet and mobile access to all residents. There are many tech-friendly options that provide enhanced amenities and security features, but to make it all possible it is key to establish a solid Wi-Fi network in the community. Many communities might feel hesitant to provide guest Wi-Fi due to security dangers of public Wi-Fi connections. In recent studies, approximately 70% of tablet owners and over 50% of smartphone/mobile owners stated they use public Wi-Fi which does not minimize security risks, yet many are prone to utilize public Wi-Fi access.

As an attraction to new owners and a tech-friendly add-on for current owners, many communities are providing Wi-Fi for its members. For many, it is a convenience to offer reliable Wi-Fi access in pool areas, lobbies, clubhouses and business/fitness center areas within a community. The question is who will monitor and are there risks? There are many IT professionals that can help strategize the best option for your community. Even so, it is beneficial to have a basic insight of the needs and cost-effective ways

to be a tech-friendly community.

Wi-Fi is now trending as a popular tech-friendly amenity; the main concern might be how can we provide guest Wi-Fi and protect our private network. There are few ways to take caution and offer Wi-Fi connections to the membership and guests. The easiest but riskiest way an association might offer guest Wi-Fi access is to open your existing wireless network and allow people to use it.

Allowing outsiders on a private network could open up the association to risks such as hacking and data theft.

Private wireless networks need to have secure encryption most commonly used is WPA2 (Wi-Fi Protected Access 2) which is used as personal security to keep others from con-

necting and dropping in on the network traffic. Offering safe Wi-Fi access entails having the proper equipment. If you currently have a private Wi-Fi network established, it is possible to offer guests safe access to the WiFi network without having to purchase additional hardware. • Some wireless small office grade/ consumer routers offer a guest access feature, that can be enabled and will see another network name (known as an SSID) separate from the main wireless network used by employees or boards, etc.

Continued on page 17 JUNE 2018

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• With some of the business-grade routers and access points(APs) can offer multiple wireless networks (SSIDs) and provide access with different names and variations of security levels of the authorized users.

• Consider purchasing equipment that can provide better features for public Wi-Fi access. Hardware designed for setting up wireless access can offer some useful features that most traditional routers and APs lack.

• Always verify that your private network is kept separate from any public networks and encrypted with WPA2 security.

It is all dependent on what option the association would like to set up the guest Wi-Fi connection, if you want the users to accept to Terms of Service before access to the Internet this feature is called captive portal or if you want to set bandwidth limitations or restrict

downloading/streaming, etc. Wi-Fi implementation can be kept secure and will need to be gauged with the number of users that will have access to guest Wi-Fi. Regardless which route the community would like to take in implementing technology advancements it is key to know how to securely set up Wi-Fi connections for both internal network users and guests. Always ensure to consult with proper channels to confirm legality and insurance protection is properly handled for guest Wi-Fi implementation. With a reliable network and Wi-Fi setup in place, your community can be ready to add on many key features like mobile apps for packing systems, fingerprint entry/elevator access, geo-sensing (smart) thermostats, LED lighting with smart controls, Smart lock systems, Mobile Applications, etc., that will enhance your community. Establishing a safe and updated network is key to open the door to endless tech-friendly possibilities for your community.

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By Michael Popeck, RRC Michael is a senior project manager with The Falcon Group, who specializes in roofing and building envelope projects. His responsibilities include managing all aspects of the project from start until completion and being the direct point of contact for both the owner and contractor. Mr. Popeck has a strong background in residential and commercial roofing and siding systems.

Why Do You

Need to Hire an

he role of the architect/engineer (design professional) is critical to the success of any capital improvement.

The design professional has the experience necessary to determine the proper scope of work to ensure the desired capital improvement project is a success.

In this case, the client will typically hire the contractor directly and proceed with the work. The problem with this process is that there is no professional present to establish the required scope of work necessary to correct the building deficiencies. It would then fall to the board, property manager, or contractor to establish the work scope. With smaller repairs, this process may be fine because the value of the work and the potential risk if the project is unsuccessful is rather small. The real problem is when this process is used for larger projects such as a roof, façade, or balcony replacement project. If the work scope determined is improper, the association can spend a significant amount of money on work that is either not related to the deficiencies or could potentially cause additional problems.

T

In many instances, a client may decide to forgo the use of a design professional because they may determine that the fees associated with having the professional involved in the project are too expensive, and they don’t see the inherent value in their services.

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One of our clients has a mid-rise condominium building and previously undertook several large-scale repair projects to their

Architect/ Engineer?

low-slope roof and exterior balconies to address leaking into the units below. Both of these projects were completed without the involvement of a design professional, and it is unclear if the previous management company or the contractor determined the work scope. After both projects were completed the leaks persisted in all of the affected units, and new leaks appeared in some of the top

floor units. A new management company was hired, and we were promptly brought in to investigate both of these issues. After some investigation and testing, it was determined that the work that was undertaken by the board was not appropriate to address the deficiencies causing the leaks.

In the case of the balcony project, a new vinyl membrane was installed as it was thought that water was entering through the exposed concrete balconies. This project only included installation of the membrane over the concrete up to the stucco cladding and underneath the balcony doors. The siding was never removed to provide a proper transition, and the balcony doors were never removed to allow for the membrane to be installed within the opening to create a sill pan flashing. Upon water testing the balconies, it was determined that water was entering through the frame of the balcony doors. Without a proper sill pan flashing, water continued to enter the units below. The main issue that was causing the leaks was the initial lack of a sill pan flashing. The membrane was installed, but the balconies themselves were likely unrelated to the leaks encountered. The association would have likely saved a considerable amount of money and aggravation if they had addressed the deficiency correctly the first time. Now they have to remove all the work previously installed and address the flashing deficiency.

The existing roof was originally installed in an Inverted Roof Membrane Assembly (IRMA) configuration which has the membrane

installed directly to the roof deck and loose laid insulation and stone ballast overtop. Attempting to locate any deficiency in this type of membrane is extremely difficult because you must first remove all the stone and insulation which is time-consuming and costly. The repair procedure called for the removal of all the stone ballast and roof installation to allow for a new coating system to be installed over the existing roof membrane. This coating was intended to provide a new waterproof layer over the entire roof. The problem was that the decision to remove the insulation and stone ballast completely changed the building dynamics. While there is insulation present within the ceiling of the top floor units, the insulation within the roofing assembly was a critical part of the building envelope.

Removal of the insulation changed the location of the dew point allowing for condensation to form on the underside of the roof deck which appeared as “leaks� to the residents. A new roof was installed with a full tapered insulation system which provided more insulation over the top of the deck that was originally installed in order to prevent condensation forming on the underside of the deck during the winter months.

Unfortunately for this particular client, forgoing a design professional was thought to save them money, but ended up costing them in the long run as all the money spent on these projects was wasted, and more money was required to pay for the appropriate repairs.

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By Lee Ann Weir, CMCA, AMS Lee Ann has been the general manager for Lionsgate at Woodmont Corner and Woodmont Corner Master Condominiums for more than 8 years. She loves her job because of the dedicated board and committee members as well as the customer service-oriented employees

Building Access M

ost of our readers have been in the community association business and/or living in multi-family communities for many years, and we are comfortable using keys and access fobs to enter the garage, lobby, clubhouse, or our front door. It is only recently that I have wondered why as community managers, we do not embrace technological change when it comes to access control? Is it because I am over 50 years old and so are so many other managers? I don’t think so. I haven’t been introduced to new technology by any of our CAI service providers, so I was pleasantly surprised when I was told about Bluetooth technology. I was aware of its ability to allow me to have phone conversations in my car legally but didn’t know what it could do for building access control.

First, let me quickly explain why I was talking to our current, access control company: The one-button access fob we currently use to open the overhead garage door doesn’t operate well. The silly plastic piece that connects the fob to a keychain breaks and the battery and button wears out. Both of these are irritating to the residents and staff who have to deal with it, so I was looking for a replacement fob. When I asked our current company if we could get a better product, the young salesman asked if I would consider

having an access reader installed that would open the door with a smartphone app. My reply: Does it also work with the access fobs we currently use, and how much will it cost?

He replied: Yes, it works with both technologies and the new panel costs less than $1,000.

The credentials for using the mobile app are about a fourth of what a one-button access fob costs. A no-brainer as they say.

We had the new panel/reader installed, and the employees downloaded the app, and we typed in our individual credentials.

What do you know, it worked. In order to activate the app, you simply twist the phone and wa-la, the garage door opens.

Personally, there have been a few instances when the garage door didn’t open. A couple of times, my phone indicated that there was a communication error. Another time, I didn’t see an error message, but the door didn’t open. According to our service provider, Bluetooth technology is still spotty.

For those of you who have smartwatches and earpieces, I’m told you occasionally get a message stating that “Bluetooth is disconnected.” This doesn’t last for long, but can be a bit inconvenient. I am also told that newer phones have new technology and that if my phone weren’t so old (a Samsung Note 4), I wouldn’t have as many problems because newer phones have up-

dated operating system in which low energy transmissions have been improved. I may finally understand why occasionally I should give Verizon more of my hardearned money.

After the employees had time to verify that the system worked as it was presented, we offered it to the residents. I am disappointed to say that at the time of writing this article, less than 10% of the residents have signed up to use the app. I hope that will change, but meanwhile, I’ve learned a thing or two. First, there are several competitors of the app, and they vary in reliability and price. Secondly, if your phone service isn’t good, the Bluetooth technology may not be as good. Lastly, there is a security reason to either upgrade our access readers or change to smartphone technology. Low frequency (RFID) keys, also known as access fobs can be copied. As long as they have been activated, they can be copied and will work just like the original, and there is no way of knowing a copy has been made. There is a company who has 1,500 kiosks around the US, and many of them are capable of doing this. Although it is unlikely someone will copy an access fob, it can now be done almost as easily as copying a regular house key. I encourage all managers to check with your service provider to ascertain how secure your building really is.

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By Shabbir Kazmi Shabbir has over 20 years of architecture & design experience; As ETC’s lead architect, he provides professional management and architectural services for a diverse range of projects. He takes great pride in providing a consistent and detail-oriented process from schematic design through construction administration.

LOBBY

RENOVATION

A

lobby provides the first impression of the building and is the most shared space in the every-day life of the residents. When renovating your lobby, special attention should be given to the design/ selection of the materials, colors, furniture, lighting, and energy efficient solutions, as well satisfying Building Code and functionality requirements.

The first step towards the renovation of a lobby is to have a pre-design meeting to determine the resident’s requirements and wish list. A professional should be hired to verify the existing conditions of the lobby and affected areas. Also, as a pre-design effort, local jurisdiction code requirements and a full Building Code analysis should be performed to ensure that the new design meets code requirements. All new or renovated public spaces in residential buildings are required to comply with the Americans with Disabilities Act (ADA) for items such as (but

22 | QUORUM

The Second Chance to Make a First Impression. not limited to) doors and hardware, railings, ramps, the height of reception desk, etc.

There are several design aesthetics to consider for the planning of your lobby. We recommend a light color palette for the walls; as dark colors can give a heavy feeling to the residents. Having low maintenance and slip resistant floor finish is essential; porcelain tiles are ideal, as they do not crack easily and are easy to clean. Walk-off mats also known as entrance mats, are effective in wiping bacteria, dirt, and moisture from shoes. If selected as an after-thought, this element becomes an eyesore. Therefore walk-off mats should be incorporated in the design phase and integrated into the floor finishes.

Spacious and double height lobby spaces are desirable, but they can be noisy. This makes the selection of finishes very important. Hard-surfaced materials can reflect too much noise or create reverberation. We recommend installing a second layer of materials that will absorb sound, such as floor area rugs or wall rugs. A growing trend is ready to install decorative wall and ceiling panels, which are a great way to finish a lobby space.

However, be sure to check the product information sheet for the fire-rating as well as the installation guide.

Incorporating energy efficient design decisions in the selection of lighting and mechanical equipment are also needed for

the lobby. We recommend incorporating daylight as a great way to freshen and improve the quality of lobby space, which can also reduce your utility bill for the building. If you desire to enlarge the size of existing windows or an opening to bring more natural light into the space, make sure to incorporate insulated glass, summer and winter sun angles, as well as sun shading devices.

A design for a lobby must optimize thermal comfort, fresh air circulation, and moisture control during cold, dry winters and hot, humid summers. An engineer should be hired to design and specify cost-effective mechanical systems. A popular design strategy to reduce construction costs is to utilize the ceiling plenum space for return air, which eliminates the need for return ducts.

A well-designed reception desk and furniture are crucial to the success of your lobby.

The reception desk should be placed to view and direct the flow of people-traffic, greet visitors, and provide security for the building.

The construction should incorporate security wiring, storage, and ADA accessibility requirements such as the counter height. A growing trend for lobby furniture is a modern-minimalist approach that feels warm and inviting, much like an elegant lounge setting.

Special attention must be given to the design of the lighting so that it creates the proper mood in the waiting area, as well as highlights the circulation path and art displays. Artwork for the lobby should be a compliment to the interior finishes that blend with the environment.

Important accessories such as umbrella stands, signage, receptacles, and Wi-Fi should be incorporated in the design stage.

A lobby renovation is a great way to upgrade your building entrance, but it requires careful planning and a multidiscipline design approach. A long-lasting lobby design that is functional, economical, and aesthetically pleasing improves the building value, curb appeal, and the overall experience of visitors and residents.

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By Lee Kauffman, CMCA, APS, CPSI Lee is the community manager for Little Rocky Run Homeowners Association where he has worked for over 20 years. His primary goal is to improve the lives of the community members and is always looking for a better way to not only improve amenities but the heart of the community. In addition, he also serves his community as a Cub Scout and Boy Scout leader.

W

hen you think of a best in class community, the range and the quality of amenities offered is often what sets the community apart from others.

While playgrounds may be lower on the list of desired amenities in comparison to swimming pools and tennis courts, they are at the top of the list for a great number of community members ranging from Millennials who are starting families of their own to Baby Boomers who are highly involved in the lives of their grandchildren, as well as the children who reside in the community.

when it comes time to renovate and replace playgrounds.

Developing engaging playgrounds can be a costly endeavor, especially for largescale communities that have a lot of playgrounds.

When Little Rocky Run was built 35 years ago, the developer had placed a number of playgrounds throughout the community, many of which were located in areas off the beaten path and out of sight. Often, they were located in or near wooded areas, and they were constructed of green and tan materials so as to blend in with the natural wooded landscape. As the community aged, the wooded areas matured and although the trees provided plentiful shade for many playgrounds, they also kept playgrounds hidden, out of sight and out of mind. The aged and overgrown playground areas resulted in two issues: it kept residents with younger children away from the playgrounds because they were not welcoming, and they attracted older teens to hang out “out of sight” from adults.

Case in point, I am the community manager for the Little Rocky Run Homeowners Association, which has 14 playgrounds spread throughout the community. I have learned there are many points to consider

Replacing the old playgrounds required the board of trustees (board) to grapple with a variety of questions and concerns that were raised by community residents. Since nobody uses the playgrounds, why should we

24 | QUORUM

replace them? Should we just take them out? Can we take them out? My kids are older now so why spend the money to replace them? They cost so much money, why not put the money to use somewhere else within the community? Ultimately, the board realized while their children were now older they would soon have grandchildren to explore the playgrounds. There were also new families moving into the community with young children who would come to enjoy the playgrounds just as their children did and grandchildren do. The playgrounds were indeed a vital part of the community. This was able to shift the discussion from “why?” to “how can we replace all of the playgrounds without draining reserves and what type of playgrounds do we install?”

We determined the best course of action was to take a phased approach by replacing 1-2 playgrounds per year until all 14 playgrounds had been replaced. This eased budgetary concerns and set the community up for better reserve planning in the future. The most fun part of this entire process was we

decided to involve the community fully in the planning and design process.

While this sounds like a lot of extra work, it put the board and management directly in touch with our “customers” - the children who would be using the playgrounds. By involving the community in the planning and design process, it helped the community avoid purchasing equipment that the children had no interest in playing on!

We developed a request for proposals and sent it to multiple vendors asking that they each develop several options for two separate age groups, 2-5-years, and 5-12-years. We required different component design concepts which would pull the children in and engage them.

Specifically, we wanted more modern and challenging playground structures, which involve using more upper body strength. Striking a balance between challenging structures and providing accessible features for persons with physical disabilities is critical to achieving an integrated playground. We were cognizant not to overlook the needs of parents who would be visiting the playgrounds with their children. Picnic tables and benches were positioned in the line of sight of the playground equipment but would be adjusted throughout the seasons as the sun moved. We wanted to encourage a comfortable and inviting place where parents felt encouraged to linger and socialize with their neighbors.

tures of the proposed playground designs in the community center, put up signs and advertised in the community’s newsletter asking children to stop by the community center and vote for their first and second choices of playground configuration and which color scheme they prefer. This process required more time and effort from staff, but the end result has been paying dividends ever since.

We learned that the younger residents of the community really enjoyed being part of the process and having their opinions heard. The community’s unconventional approach to modernizing its playgrounds has been wildly successful in more ways than we anticipated. The children watch with excitement as they watch “their” playgrounds being built. Involving the children in the planning and design process generated “buy-in” with the younger residents in the community, which has translated into a sense of pride and ownership. Because of this, the community has experienced a significant decrease in vandalism of the playgrounds.

Once three strong proposals had been submitted for both age groups, the playground options were put to a vote. We posted picJUNE 2018

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By Andrew Schlaffer Andrew is a vice president in USI’s D.C. Metro and Hunt Valley regional offices. He joined the USI team in June 2017 and is a licensed property and casualty insurance agent and consultant in Virginia, Maryland, and the District of Columbia. Andrew has a background in providing customized insurance and risk management solutions to community associations as well as other related industries. He serves on several Chapter committees for both the Washington Metropolitan and Chesapeake Region Chapters of CAI.

RENOVATING CASUALTY A

s insurance professionals, our main goal is to partner with common-interest communities to help them avoid having claims. Unfortunately, claims are an inevitable part of our industry. For the sake of this article, let’s assume your association is facing a large claim. What are some of the major items an association should consider during its repair or renovation process?

Know Your Documents and Statutory Requirements It is imperative that the board of directors, property manager, and insurance professional review the association’s governing documents and any statutory insurance requirements to understand better who is responsible for what based upon the circumstances surrounding the claim.

Let’s assume the large claim is pertaining to property damage only; your insurance professional should be discussing whether damages will exceed the master policy deductible before submitting the claim.

Let’s also assume that the claim is a large water loss that is well over the master policy deductible and has damaged both the lobby and several units. If the association was planning on doing a renovation to the lobby and common areas already, this might be an ideal time to get the work completed.

26 | QUORUM

AFTER A

Document the Damage

The master insurance policy’s adjuster should reach out to the appropriate contact within 48 hours. During the mitigation process, take photographs of the damaged property, complete an incident report, separate damaged and undamaged property for the adjuster to review, and save all receipts and invoices. After the mitigation work has been completed, your insurance professional and/ or adjuster should notify you of how many estimates need to be obtained for the additional repair or renovation work.

At this time, you can also notify the insurance adjuster of the extent of the planned renovation project. Throughout this process, it is critical for your insurance professional and their claims management staff to obtain cash advances for repairs (especially if the association wants to start a large renovation project), provide updates on claim developments, and share the adjuster reports, estimates, and scope of work.

Review Your Insurance Coverages Most of the condominiums and cooperatives in this area are structured as “single entity,” which means the master association insurance policy covers all real property, including the fixtures, flooring, cabinetry, and other items that originally conveyed with the units. The betterments and improvements made by the unit owners should be insured

under their personal liability policy, also known as an HO–6. Any betterments and improvements made to the common areas should be insured under the master insurance policy.

In our example, the lobby was severely damaged, and now the association would like to update the common areas. If the association decides to upgrade their carpet to marble flooring, it would be reimbursed for the replacement cost of the carpet and would be responsible for the difference in material and labor costs to install the upgrade. It is critical to have good communication with the insurance adjuster and insurance broker to help sort out the differences in pre-loss and postloss material values.

It is especially important for the association to budget for out-of-pocket project expenses accurately.

There may be some additional hidden costs that need to be considered after a community suffers a loss. For example, in the event of a large fire, the fire marshal may inform the association that it needs to install sprinkler systems throughout the building to comply with new ordinances or laws. In this example, the master insurance policy’s adjuster and insurance broker need to be informed

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We’ve got you covered! so they may begin reviewing the insurance policy to see how much coverage, if any, is available for this mandate. It is important to note that all master insurance policies should include some coverage for Ordinance or Law which includes Contingent Liability, Increased Cost of Construction, and Demolition Costs.

Keep Good Records When the entire project has been completed, remember to send your receipts and invoices to the insurance carrier in order to obtain your depreciation holdback, which in some cases can be a significant dollar figure. As an important side note, please ensure that all of the contractors being used for the repair and renovation process have been properly screened by having their contract and indemnity provis i o n s a n d ap p l i c a b l e insurance policies reviewed, which will prevent unintended claims from impacting the association’s insurance program.

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J O B

P O S T I N G

Atlantic Maintenance Group is seeking a full-time Comptroller for their Glen Burnie, MD location JOB MISSION/SCOPE The Comptroller provides the financial integrity of the company, protecting our assets and maintaining financial and accounting records. They are also responsible for organizing and overseeing activities related to payroll, collections, and accounts payable functions and play an active role in maintaining controls and creating new processes.

HOW TO APPLY Please contact and submit a resume to Jevon Dolan, President of Atlantic Maintenance Group at jevon@amgmd.com. Please state Comptroller Applicant and your Name in the subject and provide, at a minimum, a resume within the email.

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28 | QUORUM

By Frank Chauvin, CMCA Frank has managed common interest communities in the DMV for fifteen years and recently served as a Halstead at the Metro representative to the (Fairfax County) Providence District, SSPA Task Force on the Comprehensive Plan.

Previous experience includes more than a decade working administering national trade association communications and Federal, public affairs programs following several stints on Capitol Hill.

Creating an Inviting Fitness Haven Rehabilitation and Improvements to Maintain Community’s Property Value and Desirability

T

he price of your car has lost value by the time you pay and drive it off the sales lot. The same may be said – devaluation – about your community association, immediately following completed construction. Once the developer has sold all units or lots, the finishes and amenities begin to age and loose value and utility before your eyes and those of our potential future owners and residents (stakeholders).

Responding to this natural devaluation of your property’s physical components, the board of directors may approve a special assessment or otherwise painstakingly and carefully budget each year while prudently increasing the annual condominium fees (.5% to 3%) to fund a response.

When building finishes are updated to remain fresh, or improvements to the amenities are undertaken, these enhance and convey solid and enticing value to both present and future stakeholders.

Two mid-rise condominiums, The Halstead at the Metro Condominium (236 residential units) and Halstead at the Metro II Condominium (233 residential units along two commercial units) share an Amenities Easement established to maintain (in addition to a pool, party room, business center, billiard room, sports court, and management office and staff) a fitness center.

Photos credit of ETC and Bryant Payden of Northern Virginia Real Estate Photography.

Continued on page 31 JUNE 2018

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If you are a new member or are considering joining Washington Metro Chapter Community Associations Institute, please join us as we learn the benefits of CAI membership.

CAI History & Overview Conference & Expo Sponsorship Opportunities Education Offerings Networking

Legislative Advocacy WMCCAI Website Committee Overview Publications

WMCCAI Chapter Office 7600 Leesburg Pike, Suite 100W Falls Church, VA 22043 www.caidc.org/event/new-member-orientation

30 | QUORUM

Photos credit of ETC and Bryant Payden of Northern Virginia Real Estate Photography.

The fitness center rehabilitation (approximately $120,000 in total) was managed as a building improvement and therefore NOT funded from reserve funding. The predominate funds were from Owners Equity—or past year operating surplus funds which were not designated for other purposes. Approximately $5,000 was expended from reserves—monies already collected towards equipment replacement. The results were an architectural design of a 1,650 square foot space with a unique balance of cardio machines, training equipment, free weights, and a stretching area.

Components supporting successful outcome: • Ad Hoc Amenities Rehabilitation Committee established to conduct wish list, research, interview leads and make board recommendations – Both boards appointed respective community members and at least one board member from each community participated to ensure strong two-way communication with the board. This committee established the scope and type of new equipment which cost $75,000.

• Board of directors hired architect and engineering firm – The board of directors (based on committee recommendations) hired an architect and mechanical engineer to review the requirements of the residents for the fitness center. Following due diligence, the selected firm was their “go to” firm – a firm that has been assisting with the project over many years and has been a solid resource. Changes affecting the electrical, mechanical and fire systems could not have been conducted without this team.

• Support of additional contractors and consultants – General contractor; gym equipment company; an audio-visual/technology contractor [installed three large TVs to replace eight equipment-based monitors, saving monthly cable costs!).

Design elements and considerations • Open mat area supporting multiple workout programs – Space for residents to use mobile devices supporting private workouts or a personal trainer experience. This design trend services multiple workouts at close proximity. The fitness center was expanded by roughly 300 square feet by collapsing walls from an underutilized adjacent room to accommodate this.

• Entry design elements – Entry doors (glass, French doors to match interior style of building lobby and allow light to enter space), a signatory pendant light fixture, handicap water fountains, storage cubicles, and coat hooks.

• Floor – The new floor is rubber tile, specifically designed to handle heavy traffic and support gym equipment.

• Lighting & Fans – Dimmable LED recessed downlight fixtures, which highlight the circulation paths and work out areas with ceiling fan-integrated lights.

• Paint – The walls are painted white with a few red vibrant accent columns to reflect the daylight and motivate individual workouts.

• Tempered Glass – A glass entry partition (tempered glass, required by the building code for shattering, risk/harm reduction) on a knee-wall provides interest.

Intentional fiscal planning along with the sound practices noted above; this improvement promises to serve the Halstead at the Metro community for years to come.

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HOW TO MAKE YOUR COMMUNITY A GREAT NEIGHBORHOOD Join Bernie Guthrie, MBA, CMCA, AMS, PCAM, FirstService Residential; Bruce Easmunt, ESQ., Chadwick Washington, Moriarty, Elmore & Bunn; Orlando Dorsey, Griffin Owens Insurance; and Oxford Row Board Member Jon Stehle; to discuss the characteristics of a great neighborhood. Discover how to establish and cultivate neighborly feelings and reap the benefits. Learn how to properly utilize social media to create positivity in your community.

June 14, 2018 6-9 p.m.

Join us at: WMCCAI Chapter Office 7600 Leesburg Pike, Suite 100W Falls Church, VA 22043

This event is free, however, registration is required.

Register at www.caidc.org.

By Milan Stankovic Milan Stankovic is a regional manager for High Sierra Pools.

D I V I N G

H

I N T O

Pool Renovations

aving in mind that today’s economy seems to be solid in its recovery, many communities are looking to renovate or reinvest in their facilities, including the biggest amenity, the pool. But before going into a major or even minor renovation, there are some key things facility owners must consider.

The first step in this process is to understand the purpose of the planned renovation.

There are four major reasons that properties decide to renovate their pools: health and safety issues, needed repairs, modernization, or code compliance. To better understand, let’s focus on these four reasons.

Health and safety issues are a common driver for renovation, whether a specific incident has occurred, or ongoing risk management has identified an issue. If the sole reason to renovate is to eliminate a health and safety concern, this is typically a renovation project best served by trying to resolve the issues quickly. No one wants any type of safety issue around their pools, so this is very specific area to which every property should pay special attention.

Needed repair is another common reason to renovate your pool. Repairs to make a facility more reliable should be included in a planned renovation, but repairs needed due to equipment failure must be conducted as quickly as possible to resume operation. When repairs have been planned, property managers have the opportunity to shop for price and material options. Under planned repairs, each property should

count first on major items like pool plaster (every five to six years), coping stones (every seven to ten years), tiles (every seven to ten years), but also for items that can cause major unplanned expenses if neglected like pool caulking, leaking pool lights, or cracked skimmers. Neglecting pool caulking can cause major pool beam damage that can cost thousands of dollars, not to mention potential deck damage. The same cautions apply to skimmers or leaking pool lights. Pool motors and filters are another crucial part of the pool operation that should be maintained and replaced as soon as any components start causing any kind of trouble.

Modernization projects occur when the owner or operator determines that a facility must be upgraded to meet current standards and remain competitive. The existing equipment or materials may be at the end of their expected life cycle or simply tired and not representative of a facility›s desired image. It can be driven by a desire to retain clients, attract new clients or justify higher fees. Such renovations focus on the features and benefits of the products and materials chosen, with a goal of maximizing utility rather than reducing costs.

Code compliance is the last major reason for a renovation. Codes are constantly evolving and changing, though in many cases a new code does not require that a facility renovate. The facility is allowed to continue to operate under a grandfathered approval since its original installation was compliant at the time it was constructed or installed.

Once a renovation process for other reasons is started, operators may find that the local plan review authority requires them to bring previous grandfathered items up to current code standards as part of the project. Some codes can be enacted that does not allow for grandfathered approval. Two recent examples are the Virginia Graeme Baker Pool and Spa Safety Act and the Americans with Disabilities Act, which require immediate compliance for community pools.

Some types of pool work can be planned for, but others cannot. The key to a successful repair or rehabilitation project is ongoing monitoring of the pool and its systems, and a frequent review of reserve funds and expectations.

If you are reserving only to replace the current pool with nearly the same configuration, you will not have the flexibility to update the complex to the tastes of today or tomorrow. Communities can set aside funds over a period of years to update facilities. During the same period of time, community leaders should meet with residents and determine their priorities and desires for a modernized pool. Are residents willing to spend additional money to add “features” such as slides? Adequate reserves and financial planning will provide the community with the flexibility to make these decisions.

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By Joel W. Meskin, Esq., CIRMS, CCAL Fellow, MLIS Joel is the Managing Director of Community Association Products at McGowan Program Administrators. He is a licensed insurance professional and attorney. Meskin has been intimately involved with the community association industry for many years, insuring over 80,000 community associations nationwide. He lectures to organizations and associations nationwide. He is a member of the National CAI Board of Directors and Chair of the National CAI Business Partners Council.

IGNORANCE IS NOT BLISS: Why Are Community Association Volunteer Board Members Sued?

V

olunteer board members are often baffled and incredulous when someone challenges or complains about a decision that they have made, a rule that they have been changed, or a special assessment that they have issued. I have touched in one

way or another between five and six thousand claims and/or lawsuits against community associations and their volunteer board members. As I travel around the country, people ask me what I have been able to distill from all these claims. Without skipping a beat, I

respond by telling them that “ignorance is not bliss”!

The “ignorance” I refer to is twofold. First, unit owners do not read the governing documents they have agreed to comply with prior to purchasing their home in a common interest association. In most cases, these unit owners probably do not read the governing documents until they have an issue with the board, the association or their neighbors.

Practice Pointer 1: read the governing documents before you buy; ignorance of the governing documents is not a defense, and an association member is presumed to have read the documents he or she has agreed to when they purchased their unit.

Second, the volunteer board members turn their volunteer board position into something beyond its purpose and their authority.

This is further exacerbated by the fact that these volunteer board members are often the same unit owners that have not read the governing documents.

Practice Pointer 2: Each association member who wants to join the board

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should be required to confirm that he or she has read the governing documents before agreeing to become a board member.

What comes to mind each time this twofold dilemma comes up is a pearl of wisdom my father used to share with me. He would say “why do people never have time to do things right in the first place, but always have time to fix them”?

Practice Pointer 3: Each board should have an annual board training, even those who have been on the board.

The value of annual training far outweighs the cost, if any, as well as the effort. Both items will lead to both monetary and time savings when the board knows how to operate the board.

The National CAI has great resources as well as on-demand video courses on training. There is no excuse for not taking the time to prepare for a board position.

I tell boards and managers that in the normal course a board meeting should not take more than an hour. Yes, certain issues create exceptions, but that should, in fact, be an “exception.” In response, I often hear “yah, right.” The key is for board members to understand their obligation, responsibility and treat the management of the association as the business it is.

The board is a body comprised of individuals that is charged to manage the association pursuant to the by-laws and relevant statutes. The board is a body that makes decisions and policies and delegates to the individual who will carry out the delegated matter.

When a board member exits the properly noticed board meeting, they have NO authority to act in their capacity as a board member except pursuant to the delegated authority expressly given them by the board during a properly noticed board meeting, or proper consent to act without a meeting. Remember, each board member has “one” vote whether he or she is also an officer of the association such as the president, Vice President or other.

Most delegated tasks by the board are given to the community association manager if there is one, or employees. Sometimes, there is no CAM or employee, and the action is delegated to a volunteer board member or other association member volunteer. In that case, the board member is carrying out the delegated action as a “volunteer” and not in his or her capacity as a board member.

Practice Pointer 4: Remember, a board member is not an employee, and apathy is not a defense. If the board member says,

I have to do it because no one else will. However, if no one else will, there is a deeper issue that must be addressed, because again the “volunteer board member or “other volunteer” is not an employee. If no one steps up, the board should hire a management company or an employee. If the board is not willing to do that, then the board should go to court and seek a receiver which will end up costing the board and the association the money they did not otherwise want to spend. At the end of the day, the board is charged with protecting the association’s assets and must take steps to do so.

In addition to understanding the role of a board member, the following are additional practice pointers that will help simplify and shorten a board meeting and mitigate claims.

• The board members must open, read and prepare questions, if any, on the issues to be addressed on the agenda. The single biggest waste of time in board meetings are board members who come unprepared and spend time getting up to speed during the meeting.

• Adopt a form of Roberts Rules of Order and stick to them. Even if the board are close friends and the use of rules seems awkward, the day a rogue unit owner or someone not playing with a full deck shows up, having in place a consistent set of rules will be worth its weight in gold. If rules are first used with respect to a specific individual, the door to discriminatory application of rules is opened.

These rules should include a limited time for speaking by unit owners at a board meeting.

• Have a prepared agenda and stick to the agenda. If there are items that are not on the agenda, they should be tabled for another meeting.

• Do not tolerate a lack of civility or an individual who insists on disrupting a meeting. Do not engage that individual and adjourn the meeting to discuss further action with counsel. Counsel may need to seek a court order. A court may require a security guard and put the cost on the disrupter.

• Just because someone asks a question does not mean an answer must be given. There may be questions out of order or otherwise inappropriate. This is why an established set of rules are warranted.

• Whenever possible, even if an open meeting is not required by the governing documents or statute, have an open meeting to avoid any appearance of secrecy or conspiracy.

• Prepare a short video regarding “life in our community.” This can identify the governing documents, identify how the association is managed and who is eligible for the board and rules they may be unique to this association or to life in a common interest development.

Understanding the board’s duties and obligations and making sure unit owners receive, read and ask questions about governing documents is the best risk management tool the association can use.

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Directory and Classifieds AMUSEMENT & PARTY RENTALS

JANITORIAL

MANAGEMENT SERVICES (CONT’D)

Fantasy World Entertainment 124 Jibsail Drive T: (800) 757-6332 Prince Frederick, MD 20678 www.fwworld.com Brooks Grady brooks@fwworld.com

Clean Advantage Corporation 4000 Pen Belt Place T: (800) 315-3264 District Heights, MD 20747 F: (301) 595-3331 www.cleanadv.com info@cleanadv.com

FirstService Residential DC Metro LLC, AAMC 11351 Random Hills Road, Suite 500 T: (703) 385-1133 Fairfax, VA 22020 Robert Teeling robert.teeling@fsresidential.com

ASPHALT PAVING/MAINTENANCE/REPAIR

LAKE AND POND MANAGEMENT

Brothers Paving & Concrete Corporation 9469 Hawkins Dr T: (703) 393-1927 Manassas, VA 20109 F: (703) 393-1928 Paul Battista info@brotherspaving.com

SOLitude Lake Management 12522 White Drive info@solitudelake.com Fairfax, VA 22030 T: (540) 371-4382 Kevin Tucker www.solitudelakemanagement.com

Espina Paving, Inc. Asphalt/Concrete 15441 Farm Creek Drive T: (703) 491-9100 Woodbridge, VA 2191 F: (703) 491-9101 Serving: MD, DC, VA info@espinapaving.com ATTORNEY

Thomas Schild Law Group, LLC www.schildlaw.com 401 North Washington Street, Suite #500 T: (301)251-1414 Rockville, MD 20850 Thomas, C. Schild, CCAL tschild@schildlaw.com Scott J. Silverman ssilverman@schildlaw.com BANKING AND FINANCIAL SERVICES

Mutual of Omaha Bank Community Association Banking/CondoCerts Noni Roan T: (301) 639-5503 Noni.Roan@mutualofomahabank.com ENGINEERS

Becht Engineering BT, Inc. 10717 Birmingham Way www.bechtbt.com Woodstock, MD 21163 T: (410) 461-3904 Bill Hasselman info@bechtbt.com ETC Engineering and Technical Consultants Inc. Water intrusion, roofing, exteriors, windows, balconies, property studies, structural & architectural services www.etc-web.com T: (703) 450-6220 Mindy Maronic mindy@etc-web.com The Falcon Group 7361 Calhoun Place, Suite 325 www.falconengineering.com Rockville, MD 20855 T: (240) 328-1095 Stew Willis info@falconengineering.com

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MANAGEMENT SERVICES

Associa Community Management Corporation, AAMC 4840 Westfields Blvd, Suite 300 T: (703) 631-7200 Chantilly, VA 20151 www.cmc-management.com John Tsitos, cmca, ams, pcam jtsitos@cmc-management.com Barkan Management Company, Inc 8229 Boon Blvd., Suite 760 T: (703) 388-1005 Tyson Corner, VA 22182 F: (703) 388-1006 Michael Feltenberger, cmca, ams, pcam Capitol Management Corporation 12011 Lee-Jackson Highway, Suite 350 T: (703) 934-5200 Fairfax, VA 22033 F: (703) 934-8808 L. Peyton Harris Jr., cmca, cpm lph@capitolmanagementcorp.net

Sentry Management www.sentrymgt.com 4401 Ford Avenue, Suite 1150 T: (703) 642-3246 Alexandria, VA 22302 602 South King Street, Suite 400 T: (540) 751-1888 Leesburg, VA 20175 Dave Ciccarelli, ams, pcam dciccarelli@sentrymgt.com Sequoia Management Company Inc., AAMC 13998 Parkeast Circle www.sequoiamanagement.com Chantilly, VA 20151-2283 T: (703) 803-9641 Craig Courtney, pcam ccourtney@sequoiamgmt.com SIGMA Real Estate Services 8911 60th Avenue T: (301) 513-9300 College Park, MD 20740 www.sigmares.com Constantin Anagnostopoulos, President info@sigmares.com Zalco Realty Inc., AAMC, AMO 8701 Georgia Ave., Ste. 300 Silver Spring, MD 20910 Arthur Dubin,cmca, pcam, cpm

www.zalco.com T: (301) 495-6633 adubin@zalco.com

PAINTING SERVICES AND RETAILERS

CFM Management Services, AAMC 5250 Cherokee Ave, Suite 100 T: (703) 941-0818 Alexandria, VA 22314 F: (703) 941-0816 Christiaan Melson, ams, pcam c­­­­­­­­melson@cfmanagement.com

Capital Painting Co. www.capitalpainting.net 5520 Oakwood Road T: (703) 313-0013 Alexandria, VA 22310 F: (703) 922-1826 George Tsentas george@capitalpainting.net

CAMP (Community Association Management Professionals) 1921 Gallows Rd., Suite 320 T: (703) 821-CAMP (2267)Tysons Corner, VA 22182 Heathergraham@gocampmgmt.com Susanblackburn@gocampmgmt.com

Ploutis Painting & Contracting Co., Inc. T: (703) 360-0205 8365 Richmond Hwy F: (703) 360-5439 Alexandria, VA 22309 info@ploutiscontracting.com Stella Ploutis www.ploutiscontracting.com

Cardinal Management Group 4330 Prince William Parkway, Suite 201 T: (703) 569-5797 Woodbridge, VA 22192 www.cardinalmanagementgroup.com cardinal@cardinalmanagementgroup.com Thomas A. Mazzei, cmca, ams, pcam

T: (703) 904-1702 F: (703) 904-0248 dave@restonpaint.com

Comsource Management, Inc. AAMC www.comsource.com 3414 Morningwood Drive T: (301) 924-7355 Olney, Maryland 20832 F: (301) 924-7340 Gary M. Simon, cmca, ams, pcam gsimon@comsource.com

Reston Painting & Contracting 619 Carlisle Drive Herndon, VA 20170 David Hamilton

Williams Professional Painting 110 S. Floyd Street VA: (703) 768-8143 Alexandra, VA 22304 DC: (202) 751-2026 williamsprofessionalpainting.com Rick Williams Rick@williamsprofessionalpainting.com

­­INDEX TO ADVERTISERS A Associa-Community Management Corporation, AAMC......................................................................4 B Barkan Management, LLC, AAMC..................................................................................................14 C Capital Painting Co.........................................................................................................................20 Clean Advantage Corporation..........................................................................................................40 Cowie & Mott. P.A...........................................................................................................................20 RESERVE STUDIES

Reserve Advisors 4600 North Fairfax Drive, Suite 404 T: (844) 701-9884 Arlington, VA 22203 www.reserveadvisors.com Michelle Baldry mbaldry@reserveadvisors.com

E Engineering and Technical Consultants...........................................................................................23 F

RESTORATION SERVICES

Falcon Engineering, Architecture & Energy Consulting....................................................................20 Titan Restoration Co Warrenton, VA T: (540) 349-1503 www.titanrestoration.com F: (540) 349-1512 Anita Puckett apuckett@titanrestoration.com WINDOWS & DOORS

Windows Plus, LLC & Allied The Window Center, LLC 4321 Markham Street T: (703) 256-0600 Annandale, VA 22003 F: (703) 942-6987 Kimberly Wayland kknight@windowspls.com

Fantasy World, Inc. dba Fantasy World Entertainment ....................................................................14 FirstService Residential, AAMC.........................................................................................................2 M Mutual of Omaha Bank...................................................................................................................11 P Ploutis Painting & Contracting Co., Inc..............................................................................................2 R Reserve Advisors, Inc. ...................................................................................................................11 Reston Painting Company..............................................................................................................28 S Segan, Mason & Mason, PC ..........................................................................................................34 Sentry Management, Inc.................................................................................................................13 SIGMA Real Estate Services..............................................................................................................8 SOLitude Lake Management...........................................................................................................17 T Thomas Schild Law Group, LLC......................................................................................................27 W Williams Professional Painting.........................................................................................................27 Windows Plus, LLC.........................................................................................................................16

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CUL-DE-SAC

By Brandi Ruff, CMCA, AMS Brandi is the general manager at Skyline Plaza Condominium in Falls Church, VA. She is an active member of the Quorum editorial committee and a frequent contributor. One of her favorite quotes is “Your gifts are not about you. Leadership is not about you. Your purpose is not about you. A life of significance is about serving those who need your gifts, your leadership, and your purpose.”

Kevin Hall, author “Aspire.”

Why Didn’t You

Tell Me?

B

ecause of the fast-paced, overstimulated, information-heavy, and the very connected world we live in, it is understandable that a person can’t remember everything. Between societal changes, work demands, and personal obligations, life gets hectic and overwhelming at some point for everyone. With all the information swirling in a person’s head, it’s easy to forget an appointment time, a name, an address, or a phone number. I almost forgot to write this article, but I digress. Because of the information overload, most people take steps and use the tools and resources available to help keep the data organized and prioritized in order to remember (or at least be reminded) what needs to be done. Because information is more readily accessible, there is no reason why a person can’t find out what they need to know. You could even go “old school” and call someone—on the phone. In the case of community association rules, the call will be the management office.

When people decide to buy and/or live in condominiums, co-ops, or HOA’s (any shared facilities), they are expected to read and stay informed of what the rules are, what the proper behavior is, and what each person can do to keep peace and harmony with their neighbors and management. This means each person needs to be responsible for their actions. Do you go to the store without money and say, “I didn’t know I had to pay for these items before I left”? Do you say to the police officer, “I didn’t see the sign

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so I thought I could go as fast as I wanted to go”? People do not get to use “I don’t know” or “You didn’t tell me” as a get out of jail free card! These statements keep the focus on one person: you. But it’s not always about you. It’s about showing a little courtesy, understanding, and compassion for others…especially when you are hammering, banging, and making a bunch of noise to repair or renovate your place.

In a communal living situation, it is imperative that everyone understands that any action taken by an individual has the possibility of affecting another person or multiple people; this is especially true when a resident wants to start renovations.

Renovations are unavoidable realities. However, it is important to remember that because there are shared walls, ceilings, ducts, vents, pipes/plumbing, wires, etc. that your renovation could impact other residents. The possible impact to others could be small or large including but not limited to: parking availability issues, elevator time conflicts, noise disturbances, electrical and plumbing interference or interruption, or structural changes resulting in a collapse of a struc-

ture. When renovating, be courteous and tell neighbors about the impending noise or disruption; consider how the noise may make others feel.

Whether you are renting or buying, many residents do not take the time to read the documents. Those residents who do read the documents may not remember what they read because renovations might not come until many years later. Even when a resident sits in a new resident orientation, the information will be forgotten before I can say, “Welcome to your new home!” I can recall all too well the glassy-eyed look from the resident; it means information overload.

I get it—people are busy planning a move, packing, working, etc. The documents are plentiful and a person’s time is limited. Who wants to spend the time left in a day reading these boring documents? Nobody, but that doesn’t mean that you shouldn’t. Don’t act surprised about rules that have been in place simply because you didn’t take the time to read them.

In order to promote and maintain harmony and cooperation within a community, it will take planning, knowledge the procedures and rules, following said procedures and rules, and documentation and coordination with contractors and management.

Being a mindful and considerate neighbor and resident will reduce the level of conflict and anxiety associated with renovations.

Reviewing a contractor’s licensing and insurance coverage will protect against any unforeseen issues that might occur during the renovation. Yep, it’s a lot, but it must be a priority. Unpleasant conversations, neighbor complaints, violation notices, covenant hearings, plan revisions, scheduling alternate dates, etc. can be avoided with the proper preparation and coordinating with management when necessary. In most cases it is necessary, but more importantly, management is there to help.

Everyone is busy, a bit self-absorbed, and a little absent-minded and distracted, but when you live in a community, the one thing you need to remember is that your cooperation and adherence to the rules and regulations are not just for everyone else—they are for you too.

r e m m Su in the

C TY

Take advantage of the opportunity to meet and network with community association professionals. We are bringing happy hour downtown to enjoy the DC summer. Drink Specials, hors d’eourves, and summer fun will be on tap!

Your first drink on us!

Sponsorships are available. Please contact WWCCAI at events@caidc.org

Registration Rates EARLY BIRD RATE REGULAR RATE BEFORE: 6/6/18

Homeowner/Manager MEMBER

$50

$65

NONMEMBER

$65

$90

When

Who

Wednesday, June 20, 2018 4:30 p.m. – 7:30 p.m.

Registration opens at 4:00 p.m.

This program will benefit Business Partners, Homeowners and Managers

Where

How

Bar Deco 717 6th St. NW Washington DC

Visit www.caidc.org to register

Sponsors

Business Partner MEMBER

$75

$90

NONMEMBER

$90

$115

Partner Capitol Concierge www.capitolconcierge.com

Partner Planned Companies www.plannedcompanies.com Planned Companies Janitorial

Maintenance

Security

Concierge

7600 Leesburg Pike, Suite 100 West

E-mail: education@caidc.org

Falls Church, VA 22043

Web: www.caidc.org

T: 703.750.3644 F: 703.941.1740

CHAPTER BENEFACTORS C

WMCCAI 7600 Leesburg Pike Suite 100 West Falls Church, VA 22043 www.caidc.org (703) 750-3644 ASPHALT & CONCRETE

PRESORT STANDARD US POSTAGE PAID ALEXANDRIA, VA # 5659

OUR MISSION To optimize the operations of Community Associations and foster value for our business partners.