Quorum May 2019

Washington Metropolitan Chapter Community Associations Institute

MAY 2019

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

ALSO IN THIS ISSUE

____________________________ You Are Only As Good As Your Last Backup: Avoiding Data Loss After Unforeseen Disasters ____________________________ Emergency Alerts Connect Communities When Danger Looms ____________________________ When Weather Changes Impact Trash Removal ____________________________ Oh No! What’s That Smell?

Preparing for When the Unthinkable Happens...

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2 | QUORUM

MAY 2019

­CONTENTS 12 Worst Case Scenario: How to Prepare for Emergencies

BY DOUG WHITE, PE

16 Does Insurance Cover That? Preparing Your Community’s Emergency Plan for When Disaster Strikes

BY RON BRIDGE AND JEFF DUCE

19 You Are Only as Good as Your Last Backup: Avoiding Data Loss After Unforeseen Disasters

BY TONY SCHWARTZ

21 When Downpours Keep Falling on Your Head!

DEPARTMENTS AND MORE 5 Message from the President 6 Chapter Benefactor: TRC Engineering 7 Welcome New Members 8 Upcoming Events 11 People & Places 36 Classifieds 37 Index to Advertisers 38 Cul-de-sac: Oh No! What’s That Smell? Preparing for When the Unthinkable Happens…

BY KARA PERMISOHN

22 Saving Residents’ Lives with Portable Defibrillators

BY ROBIN RAPSEY, ARM, CBCP, MBA

24 Thirty Minutes in Hawaii

BY AIMEE WINEGAR, CMCA, AMS, LSM, PCAM

26 Emergency Alerts Connect Communities When Danger Looms

BY DOUG CARROLL

29 Expect the Unexpected

BY KIRBY MCCLEARY, PE

30 Financial Planning for Residents and Associations Before an Emergency

BY JESSICA MARVEL AND DON PLANK, PCAM

33 When Weather Changes Impact Trash Removal

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

BY HILLARY CAMPBELL

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.

MAY 2019

|3

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

D IRECTOR S Jennifer Bennett, CMCA, AMS, PCAM, Thomas Burrell, Anthony Humphries, Judyann Lee, ESQ., Sara Ross, ESQ., Gary Simon, CMCA, AMS, PCAM, Todd A. Sinkins, ESQ., Jon Stehle

CO U N C I L C HAI R S Communications Council Leslie Brown, ESQ. Education Council Debra Johnson, CMCA, AMS, PCAM Member Services Council Bernie Guthrie, CMCA, AMS, PCAM

CO MM I T TE E C HAI R S Conference & Expo Donna Aker, CMCA, AMS, PCAM and Chris Goodman D.C. Legislative/LAC Scott Burka, CMCA, AMS, PCAM, and Jane Rogers, ESQ. Education Kevin A. Kernan, ESQ. and Todd El-Taher Golf Adrienne Zaleski and Brian Lord, CMCA, AMS Maryland Legislative Scott Silverman, ESQ. and Aimee Winegar, CMCA, AMS, LSM, PCAM

Public Outreach Elisabeth Kirk and Kim Myles Membership Jeffrey Stepp, CMCA, AMS, and Noni Roan, CMCA Quorum Editorial Susan L. Truskey, ESQ. and Christopher Carlson, PE, SECB Chapter Events Kristen Adams and Jen Ann Santiago, CMCA, AMS, PCAM Virginia Legislative Ronda DeSplinter, LSM, PCAM and William A. Marr Jr., ESQ.

QU O RUM Managing Editor Morgan Wright, mwright@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, PE, SECB Members James Anderson, Michelle Baquero, CMCA, AMS, Adrian Blakeney, Mira Brown, CMCA, AMS, Leslie Brown, ESQ., Doug Carroll, Deborah Carter, CMCA, AMS, PCAM, Sara Castle, Sarah Foley, Stephen Grant, Scott Greges, CMCA, AMS, Shannon Junior, Kevin Kelly, Richard Kuziomko, CMCA, AMS, PCAM, Crishana Loritsch, CMCA, AMS, PCAM, Liliana Martinez, CMCA, AMS, Kirby McCleary, Thomas Mugavero, ESQ., Crystal Partin, CMCA, AMS, PCAM, Kara Permisohn, Brandi Ruff, CMCA, AMS, PCAM, Lauri Ryder, CIC, CRM, CMCA, Andrew Schlaffer, Chelsie Throckmorton, Olga Tseliak, ESQ., Lee Ann Weir, CMCA, AMS, Doug White, Nicole Williams, ESQ., Meagan Willis. Aimee Winegar, CMCA, AMS, LSM, PCAM, Jim Wisniewski, 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 3,200 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 2019 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.

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

Have you ever woken up in the middle of the night in a cold sweat thinking about how a seventh-consecutive days of rain could potentially flood your basement and cause thousands of dollars of damage? Not to mention the inconvenience of living through that? Well I certainly have, and many nights over as our local area experienced the highest rain totals of all time in 2018. So, what can we, as homeowners, property managers and business partners, do to be ready for such an emergency?

FROM THE PRESIDENT

O FFICE R S

In this month’s issue of Quorum, we look to the experts to get guidance on Emergency Preparedness and what do to if that “worst case” scenario does play out. From tackling water damage to saving residents’ lives by having a defibrillator installed in your common area, those situations and more are discussed in great detail in the following pages.

This edition also covers a topic that, as a banker myself, is near and dear to my heart: financial management of a community association. How does your community stack up with the three main factors of good financial health? This article, written by Don Plank and Jessica Marvel, will walk you through how homeowners and associations can prepare to take on situations that come up. Always have a plan and be ready to execute!

In closing, you may recall my February President’s message where I made a “call for volunteers” to support our annual Ronald McDonald House Landscaping day. Well, it’s my pleasure to report back that on a chilly and breezy Saturday morning in March, we had a record turnout of folks that were eager and willing to lend a hand for this worthy cause. Managers, business partners, homeowner leaders and staff joined together to spread mulch, plant flowers and spruce up the curb appeal of the Ronald McDonald House on the ground of INOVA Fairfax Hospital. What a fantastic day of giving-back and team building! Somewhere, Neil Moreland is smiling in approval!

*Editor’s Note: Be sure to visit our blog on the WMCCAI website (www.caidc.org) to read about this year’s Ronald McDonald House Landscaping Day, plus, view photos from this year’s event! Thank you again to all of our members and staff who participated in this year’s annual philanthropy day.

RAFAEL A. MARTINEZ,

CTP

Raf is the community association segment manager with Access National Bank.

Rafael brings more than 10 years of industry experience in community association treasury management and lending. He is a Certified Treasury Professional (CTP), a designation earned through the Association for Financial Professional, signifying expertise in capital and risk management. He earned a B.A. in economics at George Mason University, is a U.S. Army veteran, and has been involved in Washington Metropolitan Chapter Community Association Institute for more than eight years, including serving on the board of directors.

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

MAY 2019

|5

CHAPTER NEWS

C H A P T E R

TRC Engineering 9210 Wightman Road, Suite 110 City, State ZIP: Gaithersburg, MD 20886 Telephone: (301) 869-6446, (877) 397-8038 Fax: (301) 869-8376 Website: www.tedrossconsulting.com Year Established or Incorporated: 2006 • CAI Member Since: 2006

• Certificate of Insurance: Yes • Areas you serve: District, Maryland & Virginia • Licenses Held: Professional Engineer, VA, MD, DC; Certified Energy Manager • Company Philosophy: Assisting association clients with knowledgeable, thorough and creative counsel.

TRC Engineering (Ted Ross Consulting, LLC) consists of a team of experienced professionals working to enable building owners, managers, and boards to provide the best in mechanical systems for their tenants and residents. From Mechanical Engineering and Design to energy audits to piping analysis to emergency call management TRC provides expert aid to their clients. TRC serves as “Owner’s Rep” for projects such as boiler, chiller, cooling tower, piping installations or decentralized air conditioning projects. TRC will write and/or analyze project specifications and manage the bid process. TRC also functions as an “on-call” engineering team (Directors of Engineering for those properties without an engineering staff) or can work with an on-site engineering staff to improve their expertise on their own systems.

The team members bring these credentials to the table: • Professional Engineers with over 25 years of experience in consulting, project management, and commissioning.

• Project Engineers for HVAC Systems Renovations.

• Licensed, experienced Chief Operating Engineer • Certified Building Energy Auditors • Certified Building Commissioning Agents TRC Engineering is a CAI Educated Business Partner and our employees are very active in volunteering for the Washington Metropolitan Chapter of CAI. Our Principal, Ted Ross has served on the Board of Directors for six years and

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B E N E F A C T O R

has recently earned the Chapter’s Hall of Fame award in 2018. Elisabeth Kirk is a recipient of the Chapter’s Rising Star in 2018 and co-chairs the Chapter’s Public Outreach Committee as well as, the Watershed Sub-Committee. Since its inception, TRC Engineering has always been an active member with the chapter; participating in many committees, sponsoring several chapter events as well as contributing many articles for Quorum Magazine.

Mission Statement: Provide service that consistently exceeds our clients’ expectation. Lead the industry with quality standards and continuously monitor and improve the quality of our service. To enable Building Owners, Property Managers and Building Engineers to provide excellent facility service for their tenants and residents. We serve ethically, with a focus on developing and maintaining long-term client relationships.

Vision Statement: TRC Engineering is focused on being the industry leader in multi-family residential, commercial and industrial mechanical engineering services. We will continue to develop the services offered including troubleshooting, retro-fit engineering, pipe testing and more in these buildings.

Company Core Values: Our team is proudly committed to the following values: Integrity: Always treating our clients and colleagues in a fair manner; Gaining trust through our actions, including ensuring engineering and design integrity.

Service: We are consistently driven to provide the best service for our clients’ needs.

Respect: Respect within our team and for our clients will lead to a healthy working environment as well as team and client satisfaction.

Knowledge: We place value in having our team be leaders and instructors and always growing our technical knowledge to meet the needs of our changing environment.

Passion: Nurturing our team with a passion for providing the highest quality service to our clients.

Contacts: Ted Ross, ted@tedrossconsulting.com, Elisabeth Kirk, elisabeth@tedrossconsulting.com

CHAPTER NEWS

Welcome New Members WMCCAI proudly welcomes the following members who joined the chapter in March 2019.

Shanco UHY LLP

Community Association Volunteer Leaders from the Following Associations 900 North Washington Street Condominium Ashburn Village Community Association Heritage Hill of Alexandria Townhouses Association Mosby’s Landing Potomac Green Condominium Unit Owners Association Regency at Dominion Valley Riverside Condominium The Brittany Condominium The Concord Condominium Unit Owners Association The Grove at Huntley Meadows Homeowners Association The Isabella At Monticello Mews

Management Company Chesapeake Community Management, Inc.

Individual Managers Luke A. Armstrong Kathy Bullock, Landmarc Real Estate, AAMC Eric Butler, Dryer Vent Wizard Roberta Carter, Leisure World of Maryland Corporation Melanie Chewning, Landmarc Real Estate, AAMC Chara Cohen, Wilshire Park Condominium Byron S. McCauley, American Management of Virginia, Inc., AAMC Mariza Mercado, Arlington Village Kathreena Ong, Community Management Corporation, AAMC Denise Ostenso, SFMC, Inc., AAMC Shenita Perritt, Gates Hudson Community Management, AAMC Tracy L. Plazyk, CMCA, Sentry Management, Inc. Trina Proctor Erin Rudolph, FirstService Residential, AAMC Princhia N. Williams, Barkan Management, LLC, AAMC Samantha L. Winterstine, CMCA, AMS, PCAM, American Management of Virginia, Inc., AAMC Business Partners Augustine Roofing, LLC Home Works Painting Metropolitan Insurance Agency Potomac Tree & Shrub Care Property Solutions Water and Fire Restoration

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For over 40 years Avedon USA has completed the cross-section of residential, commercial, governmental, institutions and multi family buildings.

Some past and present clients are Marriott Carambola Resorts and Hotel, FDA, IRS, US Army, US Airforce, Gallaudet University, Paradise Mills Condominiums, Ardrews AFB, Value City Department Store and Subway Restaurant.

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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 Morgan Wright at publications@caidc.org or by phone at 703.750.3644.

Advertising:

For advertising, availability, rates, and specifications, please contact Morgan Wright 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.

MAY 2019

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UPCOMING EVENTS

MAY 7

Manager Essentials: CMCA Exam Study Group 12 – 4 p.m.

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

Take the fear and anxiety out of taking the CMCA exam. Become familiar with the structure and content of the test in this interactive study session tailor made for managers and administrators pursuing the CMCA designation. Participants will be guided by a panel of professionals representing each of the knowledge areas covered in the exam. This session is not conducted as a lecture, but rather is a unique opportunity for participants to apply what they know in a discussion setting along with their peers and industry professionals. Lunch is provided! Please visit www.caidc.org for more information or to register online.

MAY 22

Best Practices Roundtable: Board Dynamics 10 a.m. – 12 p.m.

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

Dynamics is defined as “forces or processes that produce change inside a group”. A board of directors is a constantly moving target and working effectively with one can be a challenging endeavor. Are you managing your board or is your board managing you? Please join industry professionals for a round table discussion of various aspects of the dynamics that occur in the relationship between managers and Board members. Light refreshments will be served. Worth 2 credit hours. Please visit www.caidc.org for more information or to register online.

MAY 29

WEBINAR: How Safe Is Your Building’s Electrical System?

10 – 11 a.m.

ONLINE

Join Staci Gelfound, AMS, PCAM, with Association Integrated Management Services, LLC as she walks you through the steps to make sure your building’s electrical system is up to date.

This session is worth (1) one credit hour. Please visit www.caidc.org for more information or to register online.

JUNE 6

Networking on the Riverboat 4:30 – 7:30 p.m.

Boomerang Party Yacht Georgetown Waterfront Commercial Dock 3100 K Street NW, Washington, DC 20007

Join us for Happy Hour on the River! Set sail with WMCCAI, your colleagues, clients and friends as we network on the water and watch the summer sunset. This event is the perfect opportunity to meet and greet with other industry professionals in a fun, casual environment. Sponsorships available! Please visit www.caidc.org for more information or to register online.

JUNE 12

Member Benefits Orientation 3:30 – 5 p.m.

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

Are you a new or existing member? Or, are you considering joining Washington Metropolitan Chapter Community Associations Institute? Please join us as we discuss the benefits of CAI membership, available education sessions, marketing and networking opportunities to successfully grow your business, and more. The orientation is free, but registration is required.

Please visit www.caidc.org for more information or to register online.

JUNE 12

FREE SESSION: Collections for Board Members, Not Dummies 6 – 9 p.m.

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

You can’t run a business without enough money. Community and condominium associations are no different. With an operating budget funded almost entirely by owner assessments, when owners don’t pay, bad things happen. Board of directors have a fiduciary duty to stay on top of assessment collections so that the trash gets picked up and the lights stay on. It is critical that boards know what steps it can take in establishing effective collections policies and how and when to engage legal assistance. Please join us for a an evening with a panel of experts in assessment collections in learning how best to approach keeping your association from suffering delinquency woes. Light dinner will be provided. Please visit www.caidc.org for more information or to register online.

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.

8 | QUORUM

Board Dynamics BEST PRACTICES ROUNDTABLE Dynamics is defined as “forces or processes that produce change inside a group”. A board of directors is a constantly moving target and working effectively with one can be a challenging endeavor. Are you managing your board or is your board managing you? Please join industry professionals for a round table discussion of various aspects of the dynamics that occur in the relationship between managers and board members. Light refreshments will be served.

When

Wednesday, May 22, 2019 Event Starts at 10:00 a.m. – 12:00 p.m.

Registration opens at 9:30a.m.

RE G I S T RAT I O N RAT E S

How

Visit www.caidc.org to register

WMCCAI Chapter Office 7600 Leesburg Pike Falls Church, VA 22043

REGULAR RATE

MEMBER

$30

$45

NONMEMBER

$40

$55

MEMBER

$35

$50

NONMEMBER

$45

$50

MEMBER

$110

$125

NONMEMBER

$135

$150

HOMEOWNER

Credits

Where

EARLY BIRD RATE BEFORE: 5/8/19

This program is worth two (2) credit hours

MANAGER

Parking Available On-site

Who

BUSINESS PARTNER

This program will benefit Managers

Sponsors

Chancellor

Chancellor

Dean

Dean

Professor

Professor

Professor

Professor

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

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Long Time General Manager Promoted to President, Will Steward Continued Growth Castle Sprinkler and Alarm, Inc., a full-service fire protection company headquartered in College Park, MD, announced that General Manager Jason Martin has been promoted to President. Jason has worked for the company in a leadership role for the past 13 years.

“I can’t tell you how many times I’ve heard Jason say ‘we’ll make it happen’ in the face of a challenging situation, and every time, he makes sure we do,” said Chuck Castle, the current Chief Executive Officer of Castle Sprinkler and Alarm, Inc. “As a business owner, it is great to have someone that you trust unequivocally and knows how to get the best out of people running the team.”

Jason Martin joined the company in 2006 and has been instrumental in developing and implementing strategic growth plans that have seen the company increase from 20 to 80 employees during his tenure. It is through his leadership that Castle Sprinkler and Alarm, Inc. is now known as one of the largest and most respected fire service companies in the region.

“My appreciation and commitment to this opportunity goes unparalleled,” said Martin. “I am fortunate to be holding this position and look forward to continually working with such a great team.”

Visit the Castle Sprinkler and Alarm website at www.csafire.com for more news and to learn about their services.

Everything you need is right here!

SOLitude Kicks Off New Annual Campaign to Help Bring Clean Water to Developing Communities

PEOPLE & PLACES

Castle Sprinkler and Alarm, Inc. Names Jason Martin President

In recognition of World Water Day (March 22), SOLitude Lake Management is pleased to announce the commencement of a new annual giving campaign aimed at providing impoverished families across the world with better access to clean water. For over two decades, SOLitude has been focused on improving access to clean, healthy water in the U.S. through sustainable management solutions. The annual campaign now allows SOLitude, and their clients, partners and local communities, to make a valuable impact throughout the rest of the world—with just the click of a button.

For every 30 new followers SOLitude receives across social platforms in 2019, the company will help provide an individual with a lifetime of access to clean water through charity: water. This non-profit organization is dedicated to introducing clean water resources to people in developing countries. Charity: water’s donation structure is unique.

The organization contributes 100% of financial contributions directly to impactful water projects and covers all operational and administrative expenses with a separate donor fund. Through this year’s campaign, SOLitude’s aims to change 100 lives with access to clean water.

“We are proud to cultivate healthy, beautiful water resources in our local communities each day and are honored to establish a more global impact through the restoration of water resources in developing countries,” Director of Marketing Tracy Fleming said. “We believe that small actions can have an extraordinary ripple effect and are encouraged by the profound impact that charity: water has had throughout the world.”

The SOLution is a company-wide program that encourages the company and all employees to strive to “create a better world” through volunteerism, community outreach, sustainability and environmental consciousness. Since the program began in 2012, SOLitude has donated more than $335,000 in goods and in-kind services and contributed 13,000 volunteer hours to our local communities across the country. To participate or share a non-profit’s goals for consideration in The SOLution, visit www.solitudelakemanagement.com/solution.

WMCCAI Online Service Directory

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MAY 2019

| 11

By Doug White, P.E. Doug White has over 30 years of diversified experience in engineering design of buildings, structural engineering, building investigations, reserve studies, forensic engineering, construction project management and administration, and construction cost estimating. He is a technical expert on building structures, structural repairs, façade restoration, water intrusion, waterproofing, roofing, failure investigations, historic buildings, and building construction.

He is a registered professional engineer in the District of Columbia, Maryland, Virginia, Kentucky, and North Carolina.

E

veryone in the Washington, D.C. area knows that the time-tested way to prepare for severe weather is to rush to the store and stock up on bread, milk, and toilet paper. While this addresses some of the common concerns people face when confronting a hurricane or snow storm, it falls short as a comprehensive emergency response plan.

Communities can be prepared for most foreseeable emergencies. Here’s how.

Identify the Most Likely Perils For most communities in our area, the most common perils, listed in general order of likelihood, are: • Frozen or broken pipes • HVAC system failure • Power outage • Severe weather – extreme heat or cold, hurricanes, or strong wind • Fire • Flooding • Falling trees • Information or data loss How each of the above emergencies would affect a property varies with location and specific circumstances. The community should analyze how these events could affect the property, and what measures can be taken to prepare for them.

Many effects are foreseeable but not immediately obvious. Examples include: 12 | QUORUM

• A pool or fountain may overflow during a heavy rain. Part of the preparedness plan may include draining water from the pool before an expected severe storm.

• Handling accumulations of debris during an interruption in trash removal services during a snow storm may present a significant challenge at some properties.

• Flooding can affect underground garages or basements. If main electrical panels are located in these areas, there could be utility disruptions to residential units even if the main utilities are not affected.

• Where buildings have sump pumps that are essential to keeping occupied basements dry, backup power systems may be needed to keep the pumps running when power is out during a heavy storm.

• Irrigation systems that keep running during heavy storms can exacerbate flooding.

• Surface water flow across planting beds may wash mulch into clog site drains, blocking the drains and creating floods.

This has been a common problem where large trees create shade that kills turf areas. Landscaping techniques need to evolve over time to adapt to the changing site conditions.

Collect Information

Information that will be needed during and after an emergency may include: • Written plans for addressing the most likely disasters • Emergency contact information

• A list of board members, management, and maintenance personnel • A list or database of resident information • Information on the building systems and equipment • Location of utility shutoff valves and switches • Locations of keys and access control devices • Building and site plans • Insurance information • Information on association finances, accounts, and agents • List of residents with special needs that may need assistance in emergency response

Minimize Risks Where Possible Many risks can be minimized with good property management practices including: • Implementing preventive maintenance programs for critical systems and equipment • Maintaining storm water management systems • Pruning tree limbs away from buildings and removing trees too close to buildings • Conducting fire evacuation drills in multi-family buildings • Training the maintenance staff in preventive maintenance and emergency response procedures • Storing hazardous or flammable materials in appropriate containers and locations • Removing accumulations of combustible materials

Because of their size, construction, and resident population density, high rise buildings have concerns that usually don’t apply to HOAs and low-rise buildings. These include: • Elevator failure • Flooding from pipe breaks on upper floors • Flooding from obstruction of drain pipes • Flooding from washing machines • Accidental activation of the fire sprinkler systems • Failure of water booster pumps • Cleaning out storage rooms

• Failure of a central hot water system

• Keeping emergency exit paths clear

• Fire emergencies affecting multiple units or floors

• Clearly identifying exit paths, locations of fire alarms, and locations of fire extinguishers

• Vehicle fire in a parking garage

• Keeping fire lanes clear

• Difficulty in evacuating residents with mobility restrictions

• Maintaining an up-to-date supply of emergency response items

• Patio furniture blowing off of balconies

• Backing up data and preserving building plans • Implementing a program to inform contractors working at residential units on appropriate procedures and equipment

• Contractors working in residential units inadvertently causing damage because they do not understand the building systems or equipment

Fire Marshalls can be helpful in identifying and mitigating possible risks. At properties where annual fire alarm system testing is performed, the tests can be good opportunities to review emergency preparedness plans.

• Improper use or installation of natural gas-fired equipment

Another good resource is insurance companies. Most firms have experts in assessing physical risks at buildings and they will help identify concerns and recommend preventive maintenance.

Identify Responsibilities and Lines of Communication A chain of command, control, and communications should be designated for emergency situations. This is especially important in large, multi-family buildings where special knowledge may be needed to handle many situations involving complex building systems.

For buildings with fire alarm systems, it is important for management and residents to understand what happens with fire alarms are activated. Some systems will automatically report to the fire department or a central monitoring facility, and some only sound a local alarm.

There may be confusion about responsibilities in emergency situations. Residents may assume that someone else will report a leak or broken item. During medical emergencies, it may be unclear who should call for an ambulance. A complete plan will clarify as many of these issues as possible.

Continued on page 14

• Resident renovations unintentionally created hazardous situations

Special knowledge and skills will probably be needed to effectively manage many emergencies. Knowledge of the locations of shutoff valves and electrical disconnects may be critical in responding to pipe breaks or electrical power disruptions. Responding to many emergency repairs will require special knowledge, tools, and equipment.

At high rise buildings, it is advisable to have a clearly-defined chain of command for providing direction when responding to emergencies. Contact information for contractors that may be needed in emergency response need to be readily available.

Residents also need to be informed about how to respond during emergencies. For example, in buildings with modern fire alarm systems, residents may be given verbal instructions by the Fire Marshall through the fire alarm system to stay in place during fires.

It is advisable to have a review process for renovations in residential units to make sure that the modifications do not inadvertently create hazardous conditions or compromise critical building systems.

MAY 2019

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Prepare Finances Reacting to and recovering from disasters can be costly. Having funds readily available will greatly mitigate the effects. Steps communities can take include: • Have appropriate insurance in place • Conduct periodic reviews of insurance to make sure that coverage remains appropriate as circumstances change • Maintain a contingency fund for costs not covered by insurance and to have cash readily available for rapid response to emergencies It is very important that residents understand the limits of coverage for the association’s insurance policies and what coverage they should maintain individually. Both owners and renters need to be advised on these limits. Experience at most communities is that the residents do not have a clear understanding of what the master policies cover and what insurance they should maintain as individuals.

Communicate Plan to Residents The disaster management plan needs to be communicated to residents in order to be effective. Use all appropriate means of communication for your community including discussion at association meetings, distributing written plan summaries, placing reminders in newsletters, posting on community digital networks, and placing notices in prominent locations. One time is not enough; the plan needs to be resent periodically.

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The response to emergencies will be better if residents are individually prepared. Part of the outreach effort should be to advise residents of resources and actions they can take to prepare themselves for emergencies. Residents with pets and children should have plans for what to do with them in common emergency situations.

Residents with special needs - such as mobility restrictions, hearing loss, or visual impairment - should be identified and appropriate plans made to help them where possible. These residents should also be encouraged to make disaster action plans for themselves.

Care should be taken in preparing communications with residents.

A plan that is too detailed and contains too much information is likely to be ignored. Make the plans as simple as possible and focused on events that are most likely to occur.

Appropriate reporting procedures should be identified. For example, if resident sees a leak during a weekend, sending an email to the manager is probably not a good response. Usually, there will be an emergency number to call and residents should be made aware of this.

The plan should also address appropriate responses to suspicious activity on the property. Many residents do not have a clear understanding of when it is best to call the police or fire department instead of reporting it to the management office.

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A prominent part of the communications to residents should be a clear and concise explanation of what insurance coverage the association maintains, and what insurance coverage an individual resident, whether owner or renter, should have.

Update Plan Periodically Over time circumstances at the property will change and the plan will need to be updated. Insurance companies and experts in building systems are good resources for identifying potential problems and items that need to be updated. The plan should be reviewed and updated using lessons learned from actual emergencies that occur at the property.

You can’t be prepared for everything.

There are some disasters with a low probability of occurring on any specific property in our area. These may include: • Catastrophic gas or chemical explosion

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• Sudden structural failure • Vehicle hitting the building • Severe hailstorm • Tornado • Mud slide • Severe earthquake

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• Airplane hitting the building • Terrorist attack • Bomb or shooting threats • Civil disturbances • Meteor hitting the building Some of these may be addressed through insurance. However, the community should decide on the appropriate level of effort and expense of preparing for unlikely disasters.

Resources All of the local jurisdictions have useful emergency preparedness information on the internet. Searching for “emergency preparedness” and your county or local jurisdiction name will lead to the information.

Other resources are at the websites for these agencies: • American Red Cross • Centers for Disease Control • Federal Emergency Management Agency • U.S. Department of Homeland Security • National Weather Service CAI publishes a useful guide for emergency preparedness – “Natural Disasters: How Community Associations Protect Themselves”. This is available through the national CAI website.

MAY 2019

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By Ron Bridge

By Jeff Duce

Ron is Vice President of Weaver Bros. Insurance, specializing in community associations for the past 35 years. He is a member of both Maryland and Virginia Legislative committees, and past president of The Washington Claims Association.

Jeff is Vice President of Weaver Bros. Insurance and has been working with community associations for over 15 years. He is a member of the Chapter Events Committee and active in the volunteer efforts of CAI.

Does Insurance Cover That?

PREPARING YOUR COMMUNITY’S EMERGENCY PLAN FOR WHEN DISASTER STRIKES

N

o matter the season, weather can create very stressful situations for community associations in the event a disaster strikes your community. Disasters may not only occur from weather related events, they can also be in the form of fires and various other human related devastation and destruction. Having an emergency plan within the community will certainly go a long way to making recovery as smooth and painless as possible.

Insurance losses from disasters in 2017 and 2018 exceeded $234 billion. These catastrophes encompassed all types of perils such as wildfires, tornados, hail storms, hurricanes, and strong winter weather to name a few. Each of these disasters came with little notice and put communities in situations that can cause a lot of uncertainty.

ed of a situation and is extremely difficult to predict. Black swan events are typically random and unexpected. These types of losses are becoming more common across the country than ever before. Previously, we would consider fire, wind and water to be standard losses, but now flooding, earthquakes and mold claims seem to be more prevalent as our climate continues to change creating new challenges for communities.

It is imperative to take time and review your entire insurance portfolio before a disaster happens. Flood, earthquake and mold are

typically not included in a basic insurance program. These coverages would need to be specifically added to the policy as coverage extensions. The association may not be in a flood zone or in a region that suffers earthquakes, but these events still happen every year in all areas across the country.

Insurance will cover emergency services which include coverage for cleanup costs and other costs associated with protecting the associations property from further damage.

For example, the association could complete a simple task such as safely removing items

Construction Materials Price Movement 2018 15.0% 14.0% 13.0%

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from the affected area before further damage is suffered. Remember that it is the policyholder’s responsibility to complete what is practical and reasonable in order to protect the property from further damage.

Make sure your insurance is in good standing and up-to-date with current coverages and enough limits to replace all assets that may be damaged. Having adequate limits and being insured to value is extremely important before a disaster happens. Some communities have multiple buildings and in this case the association should verify they have “blanket limits”. This means that you are not subject to a per building limit and you have the entirety of the limit at your disposal for the loss.

disaster where many communities are affected at once.

Confirming that your building values are current and up-to-date with inflation and construction costs are important in determining the adequacy of insurance coverage. There are desktop applications that insurance agents and carriers use such as Marshall & Swift to verify these limits. It is also important to consider using a certified real estate appraiser to help determine the “Replacement Cost” valuation. It is suggested that this is done every 5 years to keep up with inflation and construction costs.

Insurance to Value (ITV) is a critical element of any well-constructed property insurance program. It is essential that property values be updated regularly to keep pace with rising repair and replacement costs. Keeping values current can greatly assist associations toward ensuring that they have the appropriate coverage should a disaster occur.

In preparation for any disaster or catastrophic event it can be very important to become familiar with your insurance companies’ capabilities to respond to natural disasters. Many insurance companies set up mobile disaster centers and CAT teams to service large volumes of claims after such an event. Working with an insurance agent and carrier who specializes in community associations will allow you to be confident in your insurance program and allow your community recover quickly after a disaster.

One of the many factors driving the ITV is the reconstruction cost.

Soaring demand from rapidly-expanding nations such as China, India, and others has greatly impacted the cost and availability of building material worldwide. Building materials that were once manufactured domestically are now frequently made overseas. For this reason, price increases for building materials can directly affect an association and their overall insurance cost especially after a large-scale

In the end, associations and communities alike need to be prepared for the unexpected. The more planning and preparation that goes on before a disaster will directly correspond with the ease and quickness of the recovery process. Communities can feel confident in their ability to recover from any unexpected disaster if they take the time to prepare a well thought out Emergency Preparedness Plan.

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By Tony Schwartz Tony is President and CEO of Halo Information Systems. A network engineer, commanding CIO/CTO experience, with nearly three decades of experience in the IT industry, Tony founded Halo in 2003. His primary goal is to assist businesses bridge the gap between their individual technical needs and the myriad of solutions available. He is adept at assisting organizations implement the best IT practices for their unique environment resulting in practical, cost-effective solutions. When not out saving organizations from technophobia, Tony enjoys fishing, boating and spending time with family and friends. He can often be found playing frisbee with his black lab, Vader.

YOU ARE ONLY AS GOOD AS

Y ur Last Backup AV IDING DATA L SS AFTER UNF RESEEN DISASTERS

H

ow bad would it be if your data was lost and couldn’t be recovered? What if years of financial records or tax returns disappeared; all of your contracts, receipts, and emails gone in a moment?

I asked these questions in a meeting with the General Manager of a large community association and watched as they turned pale and had to stop the meeting until the wave of nausea passed! Realizing the chasm that existed between just how important the data was to the organization, and of what little had been done to protect it, resulted in a very rude awakening.

You are Only as Good as Your Last Good Backup With so many different ways that data can be negatively impacted (i.e. data corruption, human error, ransomware), best practices need to be observed and followed to ensure the protection of data from risk. The level of risk is determined by the importance of the data, and every community association has several different levels of risk.

A simple Word document with a list of holidays that the association observes might be considered extremely low risk, whereas the database that holds homeowners personally identifiable information (PII) would definitely be at higher risk. Financial documents

that include social security numbers, credit card information or bank accounts would be among the highest risk.

What Kind of Backup Plan Should a Community Association Employ?

A typical real-world scenario that we commonly see is one where the receptionist is responsible to swap out “tapes” every Friday and take home the tapes so the backed-up data is off-premises in the event something happens at the office. However, no one is verifying that the backups are actually taking place, nor are they verifying that the backedup data is viable and able to be restored in the event it is needed. Clearly, this is not sufficient.

As technology has continued to advance, backups have become more sophisticated.

There is now something available to handle every backup need. Since that is the case, let’s review some best practices: 1. Backup often – depending upon the nature of the data, backups can range from weekly (on the outside of the backup window) to real time (the moment data is saved) for critical data.

2. Backup locations – at the very least there needs to be both local and a remote backup. With Internet speeds today, data should be backed up to a remote reposito-

ry (in the cloud). Data should be able to be encrypted in transit (while it is being copied offsite) and at rest (where it is sitting at its final destination).

3. Backup monitoring – backups should be monitored to confirm that they are indeed happening. Automated monitoring is included in most solutions offered today.

4. Backup verification – this is a critical, and often missed step in data backups. The frequency with which this is done will largely be driven by the level of risk aversion, but typical recommendations are monthly on the more aggressive side and usually every six months.

5. Backup audits – these need to be established to ensure that: a. A ll pertinent data is being backed up b. All needed backup types are engaged (files, databases, bare metal, virtual machines etc.)

Backups Should Be a Central Component of a Larger Disaster Recovery Plan Community associations need to take into consideration business continuity planning, which would include business insurances, hardware and software availability, and accessibility of data in the event of disasters. That of course, is a subject for another article.

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By Kara Permisohn Kara has worked in business development for Minkoff Company, Inc. since 2004. She is a past president of the Chesapeake Region Chapter of CAI (CRCCAI), has served on both WMCCAI and CRCCAI Boards of Directors, and is active on committees in both chapters.

When

s r u o p n w o d Keep Falling on Your Head!

I

n December 2018, CNN reported that 8 states and 78 cities across the United States were tracking to have their wettest years on record due to rainfall. The Mid-Atlantic region observed precipitation over 20 inches above what is typically seen in a calendar year. Places like Washington, D.C, Maryland, and Northern Virginia (DMV) are included in these statistics. There is a distinct correlation between the climate changes due to global warming and the number of storms that occur, which means it will potentially get worse in the future.

You might be wondering how did the record-breaking rains affect the DMV? The National Oceanic and Atmosphere Administration (NOAA) reported that in 2018 there were 145 rainy (and snowy) days or 39.7% of the entire year! That’s an average of 12 or 13 rainy days per month. In September, it rained six out of every ten days which brought about a vast number of water losses reported as insurance claims. Additionally, mold losses were exponentially greater because leaks went undetected. The DMV is used to pipes bursting, but we are not as prone to natural disasters as other regions of the U.S. Many communities felt the rush of rains at their condominiums, homes, apartments, and offices. What can we do to be better

prepared? For starters, be familiar with your association and your potential areas of water infiltration. Make certain that the ground is graded properly for water run off to divert away from the building or be recycled. Your landscaper should be able to offer suggestions for better flow and reusing rain water.

Maintain regular inspections of the working parts of the building such as leaf removal, cleaning out gutters and exterior ground drains. You may need to call on the services of a structural engineer, waterproofing company, roofers, or siding/gutter specialist to help you identify your areas of concern.

Build relationships through CAI with contractors of all trades and keep a list of emergency phone numbers. Be familiar with your insurance policy and your coverage for water damages. Do regular reserve studies to determine potentially hazardous or deteriorating areas in and around your property.

During storms designate someone to check low lying areas of the building for infiltration. Check periodically for visible cracks in the foundation walls. Determining the source of the problem is key to making it stop and do repairs. While most of us have a mitigation/restoration contractor of choice, it is important to have at least one if not more back-up contractors with whom you have a relationship when the storms come to an end.

Unfortunately, even the best laid plans cannot always prevent water infiltration. If you find yourself having to deal with water infiltration after a storm, there are some important factors to keep in mind. Where you have moisture and humidity there will be mold if it’s not properly handled. It might make sense for your association to have some equipment on hand to immediately address water infiltration like wet-vacuums or dehumidifiers. However, there are best practices and a science to the removal of water to prevent mold. Bear in mind that while your janitorial service or flooring company might also have this equipment it does not mean that they are properly trained or know how to read moisture levels in your space. Qualified contractors will have their technicians certified by the Institute of Inspection Cleaning and Restoration Certification (IICRC). This is important to ask your business partners when you consider bringing them on to a project. If you have slow mold growth it is important for liability reasons to bring an Independent Hygienist on board to properly test the types of mold present.

I wish we had a way to make the rain stop!

Until a million-dollar idea comes to mind, we need to be diligent with preventative measures, familiar with the signs of water infiltration, and the steps to mitigate.

MAY 2019

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By Robin Rapsey, ARM, CBCP, MBA Robin is director of operations and business development with Rescue One Training for Life, Inc. Located in Gaithersburg, Maryland, Rescue One Training for Life offers AED sales and installation as well as CPR/AED and first aid training.

Saving Residents’ Lives with

Portable Defibrillators P

roperty managers and owners can save lives with Automated External Defibrillators (AEDs).

According to the American Heart Association (AHA), about every 1-2 minutes someone collapses from sudden cardiac arrest.

Although heart disease is a common cause, many people have no prior warning symptoms, are active and seemingly fit – yet, suddenly experience the most dangerous health condition. The American Heart Association reports a tragic 13% of workplace deaths are due to cardiac arrest.

have spread to many more places including community associations. When you install an AED at your building, you signal to your employees, residents, and their guests that you care about their health and wellbeing.

The presence of AEDs in the lobby, a swimming pool, gym or another public area at your property assures your building’s dwellers that in the worst-case scenario, such as SCA, these devices can be employed to save their lives.

Even if the emergency medical services team in your area is close by, it may be out

Sudden cardiac arrest (SCA) is a leading cause of death among adults over the age of 40 in the United States and other countries.

It causes more deaths than house fires, AIDS, firearms, prostate and breast cancer and automobile accidents combined, per AHA data. According to NIH, SCA causes blood to stop flowing to the brain and other vital organs. SCA usually causes death, often within minutes, if it’s not treated immediately. Rapid treatment of SCA with a defibrillator like an AED can be lifesaving.

Back From the Dead An AED is a portable device that sends an electric shock to the heart to try to restore its normal electrical rhythm. You probably have seen an AED in a public place such as a shopping mall, airport or school. Because these devices save lives and have become much less cumbersome than in the past, they 22 | QUORUM

on another call or delayed by traffic, elevators or remote locations. On average, EMS teams take 6-12 minutes to arrive. The American Heart Association, however, recommends that defibrillation be started 3-5 minutes of arrest or sooner. Every minute without defibrillation reduces survival rates by 7% to 10%.

Good Will, Better Reputation Currently, there is no legal mandate to install AEDs in buildings. In the national capital area, AEDs are required only in fitness centers in Montgomery County and Washington, D.C. AEDs are also mandated at public swimming pools in Baltimore, Anne Arundel, Montgomery, Queen Anne and Harford counties. AEDs are also required in every high school and middle school in the state of Maryland.

The federal Cardiac Arrest Survival Act (CASA) of 2000 encourages the placement of AEDs in federal buildings. CASA regulations also enhance state Good Samaritan laws by ensuring federal liability protection for those who acquire or use an AED to help save a life. Having AEDs readily available can be an important component of your risk management portfolio. Placing AEDs in monitored wall cabinets with wall signs makes them easier to find in a medical emergency and can shorten response time by internal rescuers and the EMS team. All states now have Good Samaritan laws providing limited immunity for AED ownership and use.

What Does It Take?

The frequent questions that property managers ask when they decide to install an AED relate to costs and training. The price for an AED ranges between $900 and $1600 for the device itself plus the cost of AED accessories

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such as a cabinet, wall sign, ready kit and spare pads. There are many different models of AEDs on the market, and managers can choose what they like based on their cost, weight, size, manufacturer, etc.

Each AED manufacturer recommends that the device be checked at least once a month to ensure its “rescue ready” condition. Each AED has an indicator that shows whether the device is in working order.

Your staff occasionally will need to replace batteries and pads, as they expire, to maintain it in working order. Many AED companies also provide AED program management services to help manage company AED programs.

High Level of

SUPPORT HELPS

After the AED is used, the event details are recorded on the AED device. It is recommended that this event information be downloaded and sent to the patient’s physician for analysis.

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Even Dummies Can Do It! While training is preferable, it is not required in order to use AEDs. Today, anyone can use an AED. Users just need to listen to the voice prompts once the AED is turned on, and follow the audio prompts for all the necessary steps.

An important thing to know is that you cannot harm the person you are trying to help by using an AED. When an AED is applied, it analyses the heart rate and rhythm. If somebody has not had a cardiac arrest and the cause of the illness is different, the machine will not administer any treatment. It is safe for a person who does not have training to use AEDs. The installation of an AED at your community is one more opportunity to add value to your community. It communicates the proactive, customer focused service that our residents come to expect when living in community.

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By Aimee Winegar, CMCA, AMS, LSM, PCAM Aimee has worked in the field of community management for 30 years. She is currently a large-scale manager for Community Association Services, Inc. in Frederick, MD. She sits on the Quorum Editorial Committee of WMCCAI and is co-chair of the WMCCAI Maryland Legislative Committee.

O

n January 13, 2018, a news report was published that, through an administrative error, Hawaii residents were told that they had thirty minutes to prepare for a nuclear strike. During that thirty minutes, some of the residents made some very poor choices – such as shoving their children down storm drains, crawling into storage rooms, running barefoot through the streets looking for shelter.

The question is a good one… ”If you have thirty minutes to prepare for some sort of serious – possibly life-changing – natural disaster, what is the most productive use of your time?”

In our business, we are first responders and we should be able to answer that question with confidence. For those of us in the mid-Atlantic, within shouting distance of the nation’s capital, there is the (probably slight) chance that a nuclear strike could happen, but natural disasters including earthquakes, tornados, hurricanes and other various hazards are possible. Several years ago, the city of Gaithersburg did a study to identify the most likely hazardous event that could threaten the city and experts determined that the single greatest threat to city residents would be a chemical or haz-mat spill from the train that runs through Gaith24 | QUORUM

ersburg several times per day. Fortunately, that has never happened, but it is still best to be informed, prepared, and confident that you know what to do in the event you have a thirty-minute warning.

So, What Do You Do? You have heard that you have 30 minutes (wait, now it is just 29) until something really bad happens. The first instinct is to get in your car and try to get home, to get somewhere safe. In this area, with standard traffic, that is actually a terrible idea. Within minutes, it is likely that every major road will be blocked with traffic and accidents; depending on the threat, trees could fall and block back roads. There could be total chaos and you would be stuck in your car, basically without cover.

An expert advises this response: 1. No matter where you are, check which way the wind is blowing. This will be important in understanding whether, after the event, the aftermath is coming toward you or away from you. So, the first thing you should do, with thirty minutes of warning, is look outside and determine which way the wind is blowing.

2. Have a backpack in your car that includes some essential life-saving items, including a first aid kit, some extra bottled water, some non-perishable snacks, contractor size trash bags, duct tape, flashlight with extra batteries, pen, paper. Going the extra

mile, you could also include a hand-crank radio, some hand warmer packets, paper maps of the area (in case your phone is dead, and you are in the field). In your car, try to have a change of clothes, including socks and extra walking shoes. If it is winter, try to have an extra coat or sweater available to you, as well as a blanket. These are the basics, and FEMA has excellent lists of other items to add to your portable emergency stash.

3. IF YOU ARE AT THE OFFICE, use your 30 minutes to get your emergency bag out of the car and take it with you to the lowest level of the office with the fewest windows.

This could mean the bathroom in the lower level or the bottom of the stairwells.

Cover any windows near you with a pillow, jacket, or sweater in case the glass breaks.

Injuries from tornados are often caused by broken glass. If you are in high heels, switch to your walking shoes.

4. IF YOU ARE IN YOUR CAR, as quickly and safely as you can, try to get to a structure that can provide you shelter, depending on the nature of the emergency. Again, take your bag with you and get to the lowest level possible, with the fewest windows. If you are in high heels, switch to your walking shoes. Try to get your bearings so that when the event is over, you will be able drive or walk home, possibly without access to GPS. 5. After the event, wait at least one to two hours, depending on the nature of the event. If it is a tornado, the waiting pe-

riod could be shorter. If you can work out WHERE the event occurred and compare it with the wind direction you already noticed, you can determine whether the after-effects are moving away from you or toward you. If they are moving toward you, plan to shelter in place for another five to six hours. If the event involves radiation or chemical spills, you can use the duct tape in your emergency bag to seal off cracks in windows and doors – make sure to leave some air flow to breathe. Depending on the event, after the waiting period, you will either need to

try to get home or pick up where you left off in terms of helping our communities.

The key to surviving that first thirty minutes is preparation, both mental and physical. If you have not already done so, talk with your family and co-workers about emergency preparedness.

Visit the FEMA web site (www.ready.gov/make-a-plan) and make a plan.

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By Doug Carroll Doug Carroll is a board member of the Windsor Park Home Owners Association, a townhouse community near Alexandria, VA. He was a business reporter and later a business editor at USA TODAY for nearly 30 years.

Emergency Alerts Connect Communit WILL YOU KNOW WHAT’S GOING ON IF A DISA

Y

ou will if you sign up with your local government to receive emergency alerts on your smartphone, a tablet or another device. Tens of thousands of residents in the Capital Region have already done so and their numbers are rising as emergency communications’ speed and utility improve.

In urgent situations, Emergency Alerts can tell people what to do, where to go and how to stay informed. Triggers may include severe weather, emergency road closures, utility breakdowns and public safety incidents.

Whatever the reason, alerts can be received in a variety of ways — by text, email, cell phone, home land line, work phone, instant message or fax. Or a combination. Recipients get to choose when they sign up. They may also register multiple addresses to get alerts for different areas such as school, work and home. Registration is free, fast and done online on local most government websites.

For example, in Fairfax County, you can easily sign up at https://fairfaxcounty.gov/ alerts. In Montgomery County, you can visit their website to sign up for similar updates at http://www.montgomerycountymd.gov/oemhs/alertmontgomery. District of Columbia residents can enroll easily at alertdc.dc.gov.

26 | QUORUM

At least 18 jurisdictions in the area provide such alerts to residents that opt in for them.

The list, viewable at capitalalert.gov, includes five counties neighboring the District of Columbia and 11 cities in those counties. As a result, it’s possible for some people who live and work in different cities in the area to request alerts specific to both places and everywhere along their commute.

Opt-in alert services are one component of local governments’ emergency communications with residents. Another is Wireless Emergency Alerts, a technology built into all cell phones that allows public safety agencies to send emergency notifications to all cell phones in targeted geographic areas. The Amber Alerts used for abducted children are an example of that.

A third technology, known as Reverse 9-11, allows officials to send emergency voice alerts to all land line phones in selected areas – even those not registered for opt-in alerts.

The Capital Region has used opt-in alerts since the early 2000s, but their capabilities improved in 2014 when local governments jointly adopted a more modern system provided by a private company, Everbridge.

Currently, opt-in alerts are only available to be sent in English, but that could change in the near future as language translation software becomes more accurate and reliable. Some emergency management officials doubt that translation software is yet as good as it needs to be for alerts. No one wants to risk issuing a non-English alert with a critical word mistranslated. But, getting out

alerts to more of the region’s diverse population is critical too.

In Fairfax County, where eight languages are spoken, “We’re starting down the road of ‘It might not be perfect, but maybe it’s good enough,’’’ said Paul Lupe, who manages the Fairfax Alert program.

Spanish language alerts could be a year away in Montgomery County, said Chuck Crisostomo, who is Lupe’s counterpart in that county.

Language isn’t the only barrier for alert systems’ expansion. Lupe explained that a

YOUR LOCAL EMERGENCY ALERTS District of Columbia sign up at alertdc.dc.gov.

Fairfax County sign up at fairfaxcounty.gov/alerts Loudoun County sign up at loudoun.gov/alert Montgomery County sign up at montgomerycountymd.gov/oemhs/ alertmontgomery Prince George’s County sign up at princegeorgescountymd.gov/794/ Alert-Prince-Georges Prince William County sign up at pwcgov.org/government/dept/police/ Pages/Emergency-Alert-Systems

ties When Danger Looms STER STRIKES YOUR COMMUNITY SOMEDAY? county-sponsored study found that single parents, people without vehicles, and those below the poverty line were underrepresented in Fairfax County alerts.

Emergency events do help drive up enrollments through word-ofmouth, according to Crisostomo. When someone tells co-workers about a storm alert that popped up on their phone, this encourages those people to sign up.

Alert Montgomery has about 220,000 subscribers and they typically share alerts with one or two others. Crisostomo estimates the county is reaching 25% to 30% of its population.

Crisostomo personally experienced the value of a timely warning at an outdoor concert in 2006.

An alert flashed on his phone – “Take Cover Now” – ahead of a fast-moving storm with 60 mile-an-hour gusts. Crisostomo and others quickly herded 400 people into a building nearby. Crisostomo shared that the stage canopy blew away, but thankfully nobody was hurt.

Without that warning, “I don’t know what would have happened,” he said.

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Community Associations Rely on Us Thanks to our years of experience, we can assist you in running your association efficiently.

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By Kirby McCleary, P.E. Kirby is the Director of Restoration for Walker Consultants Washington, DC Metro office. He has nearly 20 years’ experience in the Baltimore/Washington Metro areas, providing forensic investigation, evaluation, remediation, construction phase and expert witness services relative to the remediation of existing building envelope and structural defects and deficiencies. He is a registered professional engineer in the District of Columbia, Maryland, and Virginia.

W

hile preparing to write this article I thought back over the years about all the emergencies I had responded to and a few my firm responded to. They took on many different forms.

There have been several occurrences of cars colliding with buildings, some minor, some not so minor. Of course, there have been fires. One was at a gas station where a vehicle collided with a gas pump and caught the store on fire. There were others where cars caught fire in the parking garage, and then there were the disasters from the frozen sprinkler pipes that are supposed to help put out fires but flooded unit after unit. A stair collapse and even a deck collapse has made the list. And, let us not forget fallen trees on buildings and the structural damage from the weight of heavy snows. Last but not least, there has been tornado and hurricane damage. Oh, wait, I almost forgot, there was that rare east coast earthquake of 2011.

From these experiences, here are a few thoughts I can offer about being prepared for building related emergencies in largescale communities: First, some emergencies can be avoided by not deferring known maintenance or repairs. For example, in the 2011 east coast earthquake, most of the buildings I surveyed with damage were buildings where maintenance had been deferred or structural defects existed.

For boards and managers, both the community and the management company are

well served to have emergency protocols in place. It may start with who should be contacted once an emergency has occurred, whether during business hours or after hours. Many of these situations are very fluid, so having a point of contact and chain of command is important.

Board involvement may be necessary for on-site communication with residents as the manager may be busy coordinating professionals or communicating with emergency responders. Planning for an on-site person and a person in the office to coordinate notices and other communication is important.

Knowing who to contact in the various jurisdictions and in some situations, the Red Cross, may save time. The Red Cross’s response for a fire may be very different than their response to a closure of a building due to a potential or actual structural failure. Knowing their parameters and points of contact in advance may save time as the local jurisdiction may not know or be able to assist with that process.

EXPECT TH E UNEXPECTE D point is not lost on responders but remember, while these responders are on-site, please allow them to do their job and direct your questions to the designated point(s) of contact or wherever the managers and board members direct you to go. Answering the same question to everyone on-site individually can reduce the efficiency of the response effort and delay immediate assessment and remediation efforts. Please try to be patient and understanding of the process. In some cases, the emergency personnel, engineers, and contractors need to carefully and cautiously enter unsafe, and sometimes difficult to access areas, to fully assess the extent of damage or determine if other similar areas may require closure.

This may require some time to accomplish.

Having responsive contractors and other appropriate professionals on retainer can be crucial in saving time to allow areas to remain accessible or be reopened quickly.

If not a retainer, at least a letter of understanding or an existing agreement with terms that can cover this type of response can save valuable time and money.

We recently responded to a structural emergency that required the majority of the access for a community to be closed.

With the quick and efficient response and a collaborative effort of the management company, board, their contractor, the local jurisdiction’s various agencies, and our engineering support, roughly 75% of the community access that was closed was temporarily reopened within two days (a weekend at that). What made this possible was an existing relationship between the community, contractor, and engineer.

If you are a resident, it is understood that you are the most inconvenienced and perhaps scared, anxious, and uncertain. This

So, the key to these emergencies is to, as much as you can, and pardon the cliché… expect the unexpected!

MAY 2019

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By Jessica Marvel

By Don Plank, PCAM

Jessica held an executive management position with a PA based management company prior to joining National Cooperative Bank as Vice President of Association Banking Services in PA and NJ. Jessica is very involved in local CAI chapters and serves on numerous committees.

Don holds a PCAMÂŽ 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. Don is involved in multiple CAI chapters in DC, MD and VA.

EMERGENCY PREPAREDNESS

Financial Planning for Residents & Associations

F

or community associations, fiscal health is heavily dependent upon unit owner assessments. These are the life line of the association and are used to fund both common operating expenses and reserves for future capital repairs. The financial health of a community is generally determined by three main factors: a low rate of deferred maintenance, strong and substantial reserves, and low percentage of delinquencies.

Frequently when residents face financial pressure, their association dues are the last thing they pay. Unfortunately, any delay in the receipt of monthly dues can quickly have a negative financial impact on the association. Nowhere is this more evident than when an association faces an unexpected event. It could be a water leak from one unit impacting several neighbors or a sprinkler pipe bursting.

In either case, individuals may be faced with a situation where they have to vacate their unit for a period of time and the association faces costs that may not have been budgeted.

The most important thing to remember is that the financial health of any community is intertwined with the financial health of its residents.

How Can Residents Prepare?

Many financial professionals suggest that individuals try to keep at least three 30 | QUORUM

months of expenses in an emergency savings account. This should include HOA dues, mortgage and auto payments, minimum credit card payments, internet and cable bills as well as all other items that make up the monthly budget and are not easily interrupted due to an unforeseen financial situation.

Saving funds to keep idle for periods of time can be difficult for many families. To help offset that difficulty, be sure to revisit your insurance coverages. Many providers have programs allowing recouping of expenses due to not being able to live in your unit. This type of insurance is called loss of use coverage and covers additional living expenses due to vacating a home. It is a good practice to review your current insurance coverage annually, inclusive of personal, auto and property coverages. In addition to insurance, try saving a small percentage of net income each paycheck. Decide on an amount that does not affect your normal weekly operating expenses. Set it aside and forget about it.

Over time that will build into a nest egg that can be helpful in a time of need.

As a last resort keep ample credit available on a personal credit card. Often financial professionals will suggest keeping an “emergency card� for these purposes. Interest rates on credit cards can add up so one must be careful to keep balances in check.

How Can an Association Prepare?

The financial circumstances of an association often reflect the demographics of the community. Like residents, it is ideal for a community to keep funds available for unforeseen situations. These should not be funds allocated for reserve projects or general operating or contingency costs. Depending upon the size and makeup of the community, the total of those funds should equal 10% - 20% of your annual budget. For example, a high-rise building with substantial staff and amenities may want to have more versus a townhouse community responsible for fewer shared components. This amount will likely need to be saved over a couple of years.

It is imperative the association tracks the amount of income it actually collects. If you have delinquent owners that equate to 5% of annual income, any further interruption to income collection, such as an unforeseen emergency, can quickly cause financial strain on the community. For many communities, a 5% delinquency could mean not having the excess funds necessary to save for emergencies or reserves. This makes collecting assessments the most important focus for any community.

Additionally, contact your insurance agent and evaluate insurance policies before a loss occurs. According to the Foundation

J O B

P O S T I N G

Assistant Manager - The Columbia Residences Condominium The Assistant Manager supports the General Manager in all aspects of the daily operations of The Columbia Residences.

The Assistant Manager acts as a liaison related to Association information, resident services and assists in the training and supervision of staff. For a full job description, please visit www.caidc.org/job-bank.

COMPETENCIES: Excellent interpersonal, verbal and written communication skills; ability to maintain professional disposition while exercising judgment and discretion in work; must be a self-starter and able to multi-task; ability to work in a fast-paced environment; Strong time management, organizational and problem-solving skills.

EDUCATION AND/OR EXPERIENCE: Previous association management experience is preferred.

Accounting experience a plus. CMCA and AMS certifications a plus.

QUALIFICATIONS: To perform this job successfully, an individual must be able to perform each specific duty satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

Salary Range: $60,000 to $65,000 Location: 2425 L Street NW, Washington DC 20037 TO APPLY: Please submit qualifications and resume to jmarkbudd@ gmail.com

for Community Association, less than 50% of HOA communities are adequately covered by insurance in case of a disaster such as a fire, flood or even a hurricane. Boards have a fiduciary obligation to manage the association. This obligation includes the procurement of insurance that is in the best financial interest of the association.

Don’t just choose price over coverage.

A strong focused budgeting process can also help prepare communities for the unexpected. Analyze the year-to-date financial statements. Recurring expenses will serve as a basis for the new budget year. Then add anticipated non-recurring expenses for the coming year. One non-recurring expense frequently missing from many budgets is bad debt expense. Review your delinquencies and budget for delinquent assessments that may not be collected and enter it as an expense. This will keep your budget more realistic. In addition, review your reserve study, consider any upcoming projects, and look ahead far enough to adequately plan for expenses in the coming year. Determine if there are any cost savings through contract negotiations, bulk buying or making your association more energy efficient through replacement upgrades. Savings can be allocated towards the association’s emergency fund. If you don’t have an updated reserve study, budget for one. A current and accurate reserve study is essential to good planning.

With prudent planning by both residents and the association, your community will have done much to prepare itself for future bumps in the road. You will have set a roadmap toward financial stability and the ability to take any future “crisis” in stride.

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By Hillary Campbell Hillary has worked for American Disposal Services since January 2018. As part of the Outreach Crew, she gives tours of the American Recycling Center to groups of all ages, attends various community events such as Touch-A-Trucks, and participates in area expos. She also writes for American Disposal Services’ blog, The Green Scene.

WHEN WEATHER CHANGES IMPACT

Trash Removal C

alling the current weather shifts and changes “crazy” is steadily becoming an understatement. We are constantly fluctuating from freezing, to warm, to weather that is windy enough to push small carts across the road, all in a matter of days. For waste disposal, these flip flops can cause major issues on every level. Having a plan in place for major

weather events such as “Snowmaggedon” is common practice, but what about unforeseen delays due to quick-changing weather patterns? How does your community handle sudden pouring rain and intense heat?

Within my time in the waste industry, I’ve noticed that waste disposal is often

YOUR ASSOCIATION

BANKING PARTNER Wintrust Community Advantage offers a complete suite of financial products and services to townhome, homeowner, and condo associations. We tailor these products to the unique needs of these community associations.

RECENTLY FINANCED PROJECT

$800,000 Common Elements Related Repairs and Restoration Expenses Falls Church, VA

KIMBERLY MYLES VICE PRESIDENT Wintrust Community Advantage - MD/DC/VA kmyles@communityadvantage.com C: 734-276-3330 | D: 240-772-1212 2018 WMCCAI Volunteer of the Year Award Recipient

communityadvantage.com

forgotten in communities’ weather preparedness plans, up until glaring issues arise during a sudden weather event. Suddenly, you may have snow pile up blocking your community’s dumpster enclosure or recyclables flying down the street due to high winds, and you have to come up with a quick solution. It’s not a disaster of epic proportions, but it’s large enough to affect your daily schedule. Having predetermined plans in place for these smaller instances can save you a lot of headache and keep your community beautiful no matter the situation.

Where Do You Start?

Communication The first step is open communication. Foster a good relationship with your waste disposal company’s sales or customer relations representative. They take great pride in providing the best service possible and that includes keeping in contact with their clients. If you’re unsure about how the weather is going to impact service, reach out to them. Most companies utilize email to keep their clients informed, so be sure your email on file is up-to-date and keep an eye on your spam folder. This is how clients are informed of unforeseen delays, especially due to weather, making it invaluable to communities and businesses.

Another great tool at your disposal is social media. The majority of your residents

Wintrust Community Advantage is a division of Barrington Bank & Trust Company, N.A., a Wintrust Community Bank.

Continued on page 35 MAY 2019 955713_WINTRUST.indd 1

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Networking ON THE Riverboat Join us for Happy Hour on the River! Set sail with WMCCAI, your colleagues, clients and friends as we network on the water and watch the summer sunset. This event is the perfect opportunity to meet and greet with other industry professionals in a fun, casual environment. Sponsorships available! Please visit www.caidc.org for more information or to register online.

When

Registration Rates EARLY BIRD RATE BEFORE: 5/23/19

REGULAR RATE

$50

$60

Thursday, June 6, 2019 Event Starts at 4:30 p.m. – 7:30 p.m.

Homeowner MEMBER NONMEMBER

$60

$70

MEMBER

$50

$60

NONMEMBER

$60

$70

Manager

Who

This program will benefit Business Partners, Homeowners and Managers

Where

Boomerang Party Yacht Georgetown Waterfront Commercial Dock 3100 K Street NW Washington, DC 20007

How

Visit www.caidc.org to register

Sponsor

Business Partner MEMBER

$75

$85

NONMEMBER

$95

$105

SPONSORSHIPS STILL AVAILABLE!

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

Last Step? Plan For All Weather Types

are most likely subscribed to some form of social media. It’s how they get their news and keep updated, so why not utilize that?

Link up with your waste services’ social media and consider creating a community page or group where you can share updates with everyone quickly and easily.

Rain is one of the simplest things to plan for. If your enclosure is covered and/or the lids on your containers are fully functioning, the only thing to worry about would be your residents getting the waste to the bins. If needed, your community can also delay putting out their waste or recyclables until the rain clears up.

Staying informed is the first step, but that only does so much. Each forecast requires its own game plan and it’s important for that plan to include even the slightest weather changes. Work with your waste professionals to tailor the plan to your community’s needs. These plans should be shared with each member of your team to make sure you have backup coverage.

Snow can cause longer lasting issues. It’s important to clear snow from around your containers and enclosures as well as ensure that the roads are accessible for large trucks. Snow can easily re-freeze into ice, so keep these areas well salted. Contact your waste disposal company and inform residents and employees of any snow related delays in pickup.

Wind has the potential to toss waste and recyclables around your neighborhood at an impressive speed. Lids and enclosures help, but can’t always stop wind in its tracks. Make sure all trash bags are secured and place heavier items on top to keep everything in its place.

Consider asking residents to delay putting out waste and recyclables until the wind subsides.

Heat doesn’t become a problem until suddenly a strong odor begins to waft through the neighborhood. During hot summer months, ask your residents to use white trash bags in lieu of black ones and double bag their waste whenever possible. Keep lids and enclosures closed to keep that smell contained.

What’s Next? Equipment Preparedness No matter the weather, American Disposal Services suggests utilizing secured enclosures and ensuring your containers’ lids are intact and operable. A solid, closed lid and a covered enclosure can keep out rain, snow, wind, and even curious or hungry critters looking for their next meal. It can also help to keep smells contained that may grow stronger in high heat or direct sunlight. Keeping your community’s containers and enclosures in good repair and making sure employees and residents are doing their part to ensure everything is in working order can go a very long way in stopping the scramble during quickly changing weather.

J O B

The Solution is Simple – Plan Ahead.

What looks easy on paper can be tough to navigate on short notice.

Planning ahead and keeping everyone informed for variable weather can save you both time and money while keeping your community clean and beautiful.

P O S T I N G

General Manager - The Odyssey Condominium/ CFM Management Services The Odyssey Condominium, a luxury 273-unit high rise, is seeking a highly experienced General Manager. Five plus years of experience in managing mixed use, residential and/ or commercial properties is required.

Job Requirements: • Complete knowledge of contracting to include specification, bidding, review, and recommendations.

• Excellent communication skills with emphasis on resident relations.

• Fully staffed property with 24-hour front desk and maintenance staff.

• CAI designations required with preference to those who have achieved the PCAM designation.

Job Type: Full-time Job Level: Management Industry: Condominium Management Minimum Education: AMS Company Name: The Odyssey Condominium/CFM Management Services Location: Arlington, VA Required Travel: none Posted: March 1, 2019 Salary Range: Excellent salary and benefits.

TO APPLY: Please submit resume and references to mmaloney@cfmmanagement.com

MAY 2019

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Directory and Classifieds AMUSEMENT & PARTY RENTALS

GENERAL CONTRACTORS

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

Ploutis 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

ASPHALT PAVING/MAINTENANCE/REPAIR

JANITORIAL

CAMP, AAMC (Community Association Management Professionals) www.gocampmgmt.com T: (703) 821-CAMP 4114 Legato Road, Suite 200 Fairfax, VA 22033 hgraham@gocampmgmt.com 209 West Street, Suite 302 Annapolis, MD 21401 sblackburn@gocampmgmt.com

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

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

MANAGEMENT SERVICES

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

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

COWIE & MOTT, P.A. T: (202) 670-6289 2310 Boston Street www.cowiemott.com Baltimore, MD 21224 Nicholas D. Cowie ndcowie@cowiemott.com 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

WINTRUST Community Advantage T: (734) 276-3330 Metro DC www.communityadvantage.com Kim Myles kmyles@communityadvantage.com A leading provider of financial services to condominium, townhome, and homeowner associations.

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 jstitos@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 Fairfax, VA 22033 L. Peyton Harris Jr., CMCA, CPM lph@capitolmanagementcorp.net

KPA Management, AAMC www.kpamgmt.com 6402 Arlington Blvd., Suite 700 T: (703) 532-5005 Falls Church, VA 22042 F: (703) 532-5098 Offering personalized service Ed Alrutz, CPM, CMCA, PCAM ealrutz@kpamgmt.com

T: (703) 934-5200 F: (703) 934-8808

Legum & Norman Inc. AAMC 3130 Fairview Park Drive Ste 200 T: (703) 600-6000 Falls Church, VA 22042 www.legumnorman.com Marc B. McCoy, CMCA, AMS MMcCoy@legumnorman.com

Cardinal Management Group, Inc., AAMC 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

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

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@cfmmanagement.com

Sequoia Management Company Inc., AAMC 13998 Parkeast Circle T: (703) 803-9641 Chantilly, VA 20151-2283 www.sequoiamanagement.com Craig Courtney, PCAM ccourtney@sequoiamgmt.com

ENGINEERS

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 www.falconengineering.com 7361 Calhoun Place, Suite 325 Rockville, MD 20855 T: (240) 328-1095 Stew Willis info@falconengineering.com

36 | QUORUM

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is Digital!

Our fully interactive digital edition is mobile responsive and HTML-optimized, providing readers with an exceptional user experience across all devices.

Visit quorum-digital.com and start reading today!

CAW-M0519 DE Crosspromo 10x3.6.indd 1

2019-04-15 12:08 PM

­­INDEX TO ADVERTISERS A Associa-Community Management Corporation, AAMC....................................................................10 Avedon USA.....................................................................................................................................7 B Barkan Management, LLC, AAMC..................................................................................................18 Brothers Paving & Concrete..............................................................................................................4 C Capital Painting Co.........................................................................................................................15 Clean Advantage Corporation T/A Condominium Cleaning Service..................................................40 COWIE & MOTT, P.A.......................................................................................................................18 PAINTING SERVICES AND RETAILERS

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 PAINTING SERVICES AND RETAILERS (CONT’D)

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

D DoodyCalls.....................................................................................................................................31 E Engineering and Technical Consultants (ETC).................................................................................25 F Fantasy World, Inc. dba Fantasy World Entertainment.....................................................................18

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

RESTORATION SERVICES

Titan Restoration Co Warrenton, VA T: (540) 349-1503 www.titanrestoration.com F: (540) 349-1512 Anita Puckett apuckett@titanrestoration.com ROOFING

TWC Services, LLC PO Box 150277 T: (703) 971-6016 Alexandria, VA 22315 www.twcserv.com Linda Walker info@twcserv.com WINDOWS & DOORS

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

The Falcon Group...........................................................................................................................17 FirstService Residential DC Metro, LLC, AAMC................................................................................39 G Gardner Engineering, Inc................................................................................................................28 M Mcmillan Metro, P.C.......................................................................................................................28 Mutual of Omaha Bank@Community Association Banking & CondoCerts.......................................15 N Northstar Community Management Software..................................................................................32 P Ploutis Contracting Co., Inc.............................................................................................................39 R Reston Painting Company................................................................................................................2 S Sentry Management, Inc.................................................................................................................23 Solitude Lake Management............................................................................................................14 T Titan Restoration Co........................................................................................................................32 TWC Services, LLC..........................................................................................................................23 U Union Bank & Trust........................................................................................................................27 W Windows Plus, LLC.........................................................................................................................20 WINTRUST Community Advantage Bank.......................................................................................33

MAY 2019

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CUL-DE-SAC

By Iman Jackson, CMCA, AMS Iman Jackson is an advocate for integrity in all things related to real estate. Beginning her career as a real estate salesperson, she progressed to serve as Sales Manager at Prince George’s County’s only equine community. Iman moved on to work in association management starting with a condominium in D.C. Now a Community Manager for SFMC, Inc., Iman is an active member of the Washington Metropolitan Chapter Community Associations Institute serving on the Quorum Editorial and Maryland Legislative Committees.

The

5 P’s

Proper

Oh, No! What’s That Smell?

Planning

Preparing for When the Unthinkable Happens

Prevents

T

he community association management industry is dynamic. While there are repetitive tasks that managers perform, we are fortunate to not be living in our very own version of the movie Groundhog Day, drudgingly going about our days. No two days are alike. While this is exciting and means that our profession is seldom boring, some days can be especially challenging to our professionalism and composure.

One of the most unnerving things to happen in the course of a manager’s career is discovering a deceased resident in your building.

Compounding that discovery is when it is determined that the resident’s death was the result of foul play and now your building becomes a crime scene. This is not the stuff of police procedurals that are shown on network television and are neatly resolved in 60 minutes or a two-part cliffhanger. Stories of “the smell you will never forget” and how the source was uncovered are the things of the war stories that become legend in our field.

No matter the circumstances surrounding the event, dealing with its aftermath can go smoothly with appropriate planning.

The 5 P’s acronym is crucial to the success of the association manager—Proper Preparation Prevents Poor Performance. This acronym, attributed to former NFL Quarterback Charlie Batch, is what will make the difference between a knee-jerk response to a disturbing situation or a well- executed plan

38 | QUORUM

that is thorough in addressing the property concerns and yet respectful of the emotional aspects of what is a difficult matter for families of the deceased.

Poor

Onsite staff should make it a priority to see every area of the property in regular intervals. A fresh set of eyes is helpful in identifying things that may be overlooked. It is also helpful to have a master locksmith on your vendor list in the event you need to gain emergency access. Once the source is identified and the proper authorities are alerted, the management team has a litany of duties to fulfill.

Performance

The protocol should be established before the event transpires. A good rule is to have a designated spokesperson, whether it is a Board Member, legal counsel or a representative from the management firm to speak on behalf of your community. Determine what statement, if any, the spokesperson will provide to the media. In a multifamily dwelling, a written statement from the spokesperson may be helpful in addressing concerned neighbors. Discretion is critical. Ensure onsite staff is prepared to direct any and all inquiries to the designated spokesperson.

Insurance providers should be placed on notice and all documentation relevant to the events should be filed. Save any related security footage immediately. Make sure that all emergency contact information is updated

periodically. This is not the time to discover that your emergency contact information is out of date. Create an administrative calendar that reminds you to It’s imperative for condominium managers to have relationships with several restoration companies. Be sure that companies that specialize in biohazard are included in your contacts.

Now that you have set the appropriate plan in motion, hold on tight, pace yourself and set realistic expectations. Stay in constant communication with your Board of Directors and disseminate information to your residents are deemed appropriate. As was said earlier, the uniqueness of association management is that no two days are ever the same. We are the first lines for our communities, the valiant boots on the ground warriors, ready to take on the day’s challenges. Some of these challenges are more perilous than others but we are more than prepared to meet these challenges head on and without fear and trepidation because we are well prepared for when the unthinkable happens.

Exceptional Service is Our Mission.

As greater Washington DC’s property management industry leader, we know what it takes to create great communities that residents are proud to call home. We start by putting the right teams in place – local property experts who deliver our best-inclass solutions, along with genuinely helpful service, to enhance the property values and lifestyle of those we serve.

That’s how we make a difference, every day, for great communities like yours.

8701 Georgia Avenue, Suite 300, Silver Spring, MD 20910 11351 Random Hills Road, Fairfax, VA 22030 923 Maple Grove Drive, Suite 201, Fredericksburg, VA 22407 www.fsresidential.com

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Making a Difference. Every Day.

Proudly serving greater Washington DC communities for over 35 years

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CHAPTER BENEFACTORS

C

ASPHALT & CONCRETE

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

PRESORT STANDARD US POSTAGE PAID ALEXANDRIA, VA # 5659

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

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