Quorum November 2019

Washington Metropolitan Chapter Community Associations Institute

NOVEMBER 2019

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

ALSO IN THIS ISSUE

____________________________ Is It Time For Your Community to ‘Go Organic’? ____________________________ Hoarding...They Can’t Help It! ____________________________ Mind Your Own *Home-Based* Business ____________________________ Redefining “Being Active” In Your Community

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NOVEMBER 2019

­CONTENTS 12 Defining the Obligations of a Community Association Board of Directors in an EverChanging Landscape

BY RAY VIA, ESQ.

16 See Something, Say Something...But to Whom?

BY BRITTANIE D. DAVIS, CMCA, AMS, PCAM AND SAMANTHA HURLEY, CMCA

19 When the Party Doesn’t Stop

BY MICHELLE BAQUERO, CMCA, AMS

20 Pet Peeves

BY IMAN JACKSON, CMCA, AMS

22 Going Smoke-Free in Your Community: Tips & Considerations

DEPARTMENTS AND MORE 5 Message from the President 6 Chapter Benefactor: Minkoff Company 7 Welcome New Members 8 Upcoming Events 11 People & Places 36 Classifieds 37 Index to Advertisers 38 Cul-de-sac: Redefining “Being Active” In Your Community

BY JANIE L. RHOADS, ATTORNEY AT LAW

24 Surrounded by Sounds and Smells

BY CHRISTOPHER W. CARLSON, P.E., SECB

27 “Let’s Talk Some Trash!”

BY JAQUAN KENNEDY, CMCA, AMS

28 Is It Time For Your Community to ‘Go Organic’?

BY FRED PERATT

30 Hoarding…They Can’t Help It!

BY KARA PERMISOHN, EBP

32 Mind Your Own *Home-Based* Business

BY MIRA BROWN, AMS

35 Nosy Neighbors

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

BY KEITH TATE, CMCA, AMS

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.

NOVEMBER 2019

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RATED 5 OUT OF 5

BY HOA PROPERTY MANAGERS

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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, 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.

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

My involvement in the Chapter started many years ago as a young, ‘wet behind the ears’ banker that was looking for a place to network, develop business and form long-lasting, meaningful relationships. Fast forward a decade, and I’m now wrapping up my time as Chapter President of the largest (and best) chapter of the Community Associations Institute, our beloved Washington Metropolitan Chapter. And what a 12-month run this has been!

After several years of big projects, we were finally able to look internally and focus on solidifying our base and target opportunities that would allow us to stand out and meet our stakeholder’s expectations. A renewed focus was placed on the execution of our strategic plan and our task forces met semi-regularly to ensure that our goals were still in line with today’s needs. We found that while most of our key strategic goals were still valid, some slight adjustments were needed in order to keep our plan relevant to current and future stakeholders. But, our most exciting “win” of the year is our “Evolution 2020” Conference & Expo initiative. Through the key partnership we struck with our friends at the Chesapeake Region Chapter and the Central Virginia Chapter, the 2020 Conference and Expo will be a multi-chapter event with a pre-conference day on the Friday prior to the traditional Saturday showroom floor trade show event.

FROM THE PRESIDENT

O FFICE R S

The pre-conference day will be full of great educational content with a slant towards higher level manager focused content, but there will be something for everyone, including my favorite: Business Partner Essentials! The multi-chapter effort will bring together members from all 3 chapters to help curate the higher-level educational content that we want to provide for this pre-conference day. At the time I’m writing this message, we are still working on something that would further enhance our pre-conference day event – be on the lookout for more C&E related news!

Other key accomplishments that I’d like to share are: • An improved budgeting process to allow for flexibility and accountability • Focused efforts on balance sheet management for the long-term financial sustainability of our Chapter • Strengthened relationship with National CAI • Providing engaging networking events that deliver strong turnout and good feedback I am proud of what we have accomplished this year and especially since we did it together. From our dynamic Executive Director, Jaime Barnhart, and all of the mission-focused staff, to our dedicated group of volunteers that comprise our Board of Directors and committees – everyone has chipped in to contribute to all of our success and have set the table for continued Chapter growth. I am so thankful to have had this opportunity to lead our great Chapter forward and I will take a lot of these lessons learned with me and apply them in my career. I will miss my regular strategic meetings with Jaime, my visits to committees to share the Board’s vision and will have great memories of Liz Schell and I presenting our Chapter’s recording breaking scholarship at the Herndon High School awards ceremony. And while I will no longer be President, I will still be a visible presence at Chapter events and will forever be a champion of our Chapter and our industry. As I transition out, I am very excited to hand the keys off to my friend, my successor, and a very accomplished industry leader, Airielle Hansford, CMCA, AMS, PCAM. Good luck, Airielle – you got this!

In parting, I ask all of you to double down on your commitment to our Chapter. Get involved, invest your time and good things will follow. We are always looking for the next generation of leaders and I know you are out there, hopefully reading this message and getting excited to jump in! And, as I reflect back to those early days of my Chapter involvement, I can clearly say that I found what I was looking for!

RAFAEL A. MARTINEZ,

CTP

Raf is the community association segment manager with Atlantic Union 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.

NOVEMBER 2019

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CHAPTER NEWS

C H A P T E R

B E N E F A C T O R

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restoration firms in the nation, operating from its headquarters in Beltsville and from satellite offices in Northern Virginia and Bethesda, MD.

Year Established or Incorporated: 1947 • CAI Member Since: 1989

• Certificate of Insurance: Yes • Bonded: No • Areas you serve: Baltimore & DC Metropolitan Regions • Corporate Associations: AOBA, CAI, PMA, IREM • Services Provided: Fire, water, and storm damage mitigation and full-scale reconstruction • Licenses Held: MHCI, Class A Virginia Contractor For 70 years, Minkoff Company has been assisting the property management industry with turnkey restoration services at properties damaged by fire, water and numerous other causes. Minkoff Company works closely with every major insurance carrier in this region and is prequalified to respond to emergencies in a service territory that ranges from Southern Pennsylvania, Maryland, Virginia, the District of Columbia, and West Virginia.

The tradition of building strong client relationships is another corporate principle that dates back to the late 1940s.

Today, Minkoff Company is among the largest independent

The company prides itself on the fact that it has grown from an organization of four or five staff members to an employee base of approximately 100 professionals operating from more than 50 service vehicles throughout the region. The staff is experienced and has been involved with thousands of restoration projects. From small water damage incidents to large-scale, catastrophic fires, Minkoff Company offers a level of service that most others find impossible to match.

When you think of Minkoff remember that “We Respond, We Restore”.

Minkoff Company has been serving the restoration and emergency response needs of the property management industry for decades. Minkoff also capitalizes on its construction expertise to undertake large-scale renovations and capital improvement projects.

The company’s tradition of relationship building continues to today, evidenced by Minkoff’’s involvement in several chapters of the Community Associations Institute, many other property management and insurance industry trade groups.

Contacts: Greg Minkoff, gminkoff@minkoff.com

Article Submissions:

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

6 | QUORUM

CHAPTER NEWS

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

Homeowner Leaders from the Following Associations Auburn Village Condominium Association Broadlands Association, Inc. Cameron Grove Community Association, Inc. Churchill View Condominium, Inc. Clarksburg Village Community Association, Inc. Condominium I of the Pines Heritage Hunt Homeowners Association Lakeside at South Riding UOA Parkside Plaza Condominium Railroad Cottages Condominium Ridges at Loudoun Valley Condominium Spring Hill Community Association Sumner Village Condominium II Watergate at Landmark Condominium Unit Owners Association Individual Managers Wegaheta Abraham, CMCA, Community Management Corporation, AAMC Mohamud Aden, Legum & Norman, Inc., AAMC Danilo Capule Avendano, Loudoun Valley II Homeowners Association Brandon Butler, Community Association Management Professionals, AAMC Christopher S. Doheny Andrea Galler, KPA Management, AAMC Veronica Greene-Beckwith, Cavendish Unit Owners Association Lynn Lee, FirstService Residential, AAMC Kelsey Sullivan, Maredith Management, LLC, AAMC Cynthia M. Wade, Esq., CMCA, Sequoia Management Company, Inc., AAMC Gwendolyn D. Williams, FirstService Residential, AAMC Sonia Ahmed, EJF Real Estate Services, Inc. K. Pervaiz Ahmed, Watergate South, Inc. Rafael I. Barsoum, Lord & Stewards Delbert W. Cain, Jr. Lina Carrion, Community Management Corporation, AAMC Andrea Gatling, Barkan Management, LLC, AAMC Chrystal Glass, Watergate South, Inc. Chanel Green, Montebello Condominium Tammy Guseman, Landmarc Real Estate, AAMC Amaris Leon, Gates Hudson Community Management, AAMC Tanika Lyles, Park Potomac Homeowners Association Matthew Mason Anthony S. Peck, 2101 Connecticut Ave Cooperative Apts, Inc. Demetra D. Randolph, CMCA, Summit Management Services, Inc., AAMC Marcus Reed, Legum & Norman, Inc., AAMC Tony Schaeffer, Gates Hudson Community Management, AAMC

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UPCOMING EVENTS

NOVEMBER 2

Board Leadership Development Workshop 9 a.m. – 5 p.m.

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

Congratulations – you’ve been elected to your association’s Board of Directors! Learn about how to be fair and effective in your role as a leader in your community. Know your duties and responsibilities in managing operations and maintaining assets. Learn how to hire the right management staff and service providers, establish sensible and enforceable policies, interpret the governing documents and communicate with your membership. The Board Leadership Development Workshop takes a comprehensive look at what it takes for Board members to work collaboratively and productively to build a sense of community in an association while keeping an eye on the future with a strategic plan for strong governance and financial stability. Breakfast and Lunch will be provided. Visit www.caidc.org for more details, or to register online. Sponsorship opportunities available.

NOVEMBER 7

Virginia Legislative Update: Rules Enforcement – What Now? 4:30 – 7 p.m.

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

Recent court rulings in Virginia are impacting compliance in homeowner associations. Decisions in cases such as Sainani vs Belmont Glen Homeowners Association and Tvardek vs Powhatan Village Homeowners Association are must-know cases in today’s management of community associations in Virginia. Join WMCCAI’s panel of experts as we explore the impact of these rulings and how managers and homeowner boards can navigate the impact of court decisions. An update on what to expect from Richmond this coming year and the election results will also be discussed. Light refreshments will be served. Visit www.caidc.org for more details, or to register online. Sponsorship opportunities available.

NOVEMBER 16

Annual Awards Celebration – Fire & Ice 6 – 11 p.m.

Marriott Fairview Park 3111 Fairview Park Drive, Falls Church, VA 22042

Join us for an evening of fiery fun and cool appreciation for the Chapter’s 2019 volunteer achievements. Our Annual Awards Celebration is Fire & Ice, bringing together elements of hot and cold. Enjoy the extremes as they tantalize your senses. Do you sizzle or are you cool? Visit www.caidc.org for more details, or to register online. Sponsorship opportunities available.

DECEMBER 6

Manager Essentials: CMCA Exam Study Group 9 a.m. – 1 p.m.

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

Back by popular demand! 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. While the tips and tricks are still fresh in your mind – take the CMCA exam immediately following the conclusion of the Study Group session! A paper and pencil CMCA Exam will be offered in the same location to any attendee who completes the CMCA application before November 1st. This is the last paper and pencil exam dates that will be offered, as this format will be discontinued at the end of 2019. Visit www.caidc.org for full details or to register online.

FEBRUARY 21-22

Conference & Expo: Evolution 2020 Walter E. Washington Convention Center 801 Mt. Vernon Place NW, Washington, DC 20001

WMCCAI’s Conference & Expo is the largest gathering of community association professionals in the D.C. Metro Area and is the largest event across CAI chapters worldwide.

New in 2020, the conference will feature pre-conference trainings on Friday, February 21.

These sessions will be developed to provide senior level community association managers the higher-level education needed to continue their industry education and maintain professional certifications. As in the past, 15 education sessions will be offered to all conference attendees on Saturday, February 22 along with all day exhibiting throughout the showroom floor. Please visit www.caidc.org for more information or to register.

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

8 | QUORUM

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“We are very pleased to welcome Dwight to the firm,” said Managing Partner Martin Fletcher. “He brings notable corporate experience, including significant securities experience, to our rapidly growing Richmond office.”

Hopewell is an experienced advisor to corporations in mergers and acquisitions, finance transactions, including equity offerings and debt financing, and securities matters.

His securities experience includes advising public companies on reporting and filing requirements, public offerings and stock transfer issues. In addition, he advises on a wide range of commercial real estate matters, including the acquisition, divestiture and financing of unimproved and improved real property.

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Associa Community Management Corporation Promotes Sara Pagani to Division Director, Hires Diane Davison as Human Resources Manager for Eastern Region

PEOPLE & PLACES

RESCON Promotes Beth Bencivenni to Regional Director of Sales (MidAtlantic)

Associa Community Management Corporation (CMC) announces the recent promotion of Sara Pagani, CMCA, AMS, as the new condominium division director. Sara has more than nine years of community association management experience and has been a valued member of the Associa CMC team since 2017.

As the new division director, Sara will focus on building client relationships, providing exceptional customer service, strategic planning, and business development.

“Sara exudes strong leadership skills and has a diverse industry background that will help her build successful community relationships and strong client connections,” stated John Tsitos, CMCA, AMS, PCAM, CMC president. “We are excited to see her expand her responsibilities and grow in the director role.”

Sara holds a Certified Manager of Community Associations (CMCA) designation and Association Management Specialist (AMS) designation from the Community Associations Institute (CAI).

Associa CMC also announces the hiring of Diane Davison as the new human resources manager for the eastern region. As the human resources manager, Diane will oversee Community Management Corporation (CMC), Select Community Services (SCS), and Legum & Norman (L&N) branches. She will also oversee the reports’ division, where she will focus on employee retention, policy development, and benefits administration.

“At Associa, employee experience is one of our core values that we strive to achieve every day. With the addition of Diane, we are providing an experienced advocate to help guide our staff in a positive and productive manner,” stated Tsitos. “Diane has extensive human resources experience and will be an asset to our employees and their future at Associa and beyond. We are excited to welcome her to the team.”

Diane holds a Bachelor of Liberal Studies degree in Business Administration from Mary Washington College.

For more information, please visit www.associaonline.com.

NOVEMBER 2019

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By Ray Via, ESQ. For more than 25 years, Ray has focused his practice on the representation of condominium and homeowners associations throughout Maryland and the District of Columbia. He is experienced in all facets of association representation, including litigation, and is a past member of the board of directors of WMCCAI and a past president of the board of directors of the Chesapeake Chapter of CAI.

Defining the Obligations

Ever-changing Landscape

OF A COMMUNITY ASSOCIATION BOARD OF DIRECTORS IN AN NAVIGATING THE SHARK-FILLED WATERS OF POTENTIAL LIABILITY CLAIMS

A

s a lawyer representing community associations, I have found a critical component of my role is to limit my client’s liability as best I can in a variety of areas. This concern with liability is with good reason and is complicated by recent changing expectations of association members and the realities those expectations create for community association boards of directors.

This article will focus on two of the most critical areas where expectations, and potential liability, have changed:

I. Security In researching this article, I came across some troubling statistics. Lawsuits against associations for failing to provide adequate security are frighteningly common; the cost of settling a negligence security claim averages in excess of $500,000, and jury awards are frequently in excess of $1,000,000.

In either case, attorney and expert witness fees are typically well into six figures. While these numbers are indeed alarming, they should not provoke association boards into doing more than they are required, or have the authority, to do.

This is not to suggest boards should turn a blind eye to the potential of crime in their communities based solely on their concern regarding their liability.

12 | QUORUM

The essential questions are: 1) what fiduciary duty does a board have with respect to security in the community; 2) how extensive is that obligation if an association promises to provide security; and 3) what risks do associations face with respect to claims of providing negligent security.

The answers to these questions may surprise you.

A. Obligations/Expectations — In a very general sense, community association security obligations are similar to those of a landlord.

That is, they are primarily maintenance obligations.

These obligations include making sure common area doors and locks are operative and that common area windows are secure. Associations are also responsible for placing bulbs in hallways, stairways, parking lots, and laundry rooms as a basic security measure. However, as with landlords, community associations are not required to guarantee the security of residents and their guests unless the governing documents of the association specifically include security on the list of the association’s powers and duties.

Most association boards have no obligation to hire security guards, install cameras and/ or motion detectors, or implement any other specific security measures. Associations can subject themselves to liability when

they promise protections they don’t provide or implement protections and fail to follow through on maintaining these measures.

For example, if an association has previously obtained security guards and for budgetary reasons cut the guards’ number of hours or terminate the security contract altogether, a resident who is subsequently a victim of a crime may have a claim that the board was negligent. That claim would arguably not exist prior to the retention of the security guards.

We frequently receive requests from our community association clients to assist them in drafting “safety/security” or neighborhood watch policies for their associations. While requests of this nature are understandable given the desire of associations to establish a safe community for their members and residents, these types of measures are generally not advisable based on the creation of safety expectations in the minds of residents that can create liability for the association.

The obvious conclusion is that managing a community association’s security liability risks primarily involves managing members’ and residents’ expectations. Simply stated, while the association generally has no specific security-related obligations, it can acquire these obligations and the liability related to them if board members implement policies making the association responsible for protecting members and residents or allowing them to believe the association is affording them such protection.

In Maryland, the Maryland Court of Appeals has set forth the standard in determining whether a landlord can be found liable for negligent security by residents in multi-family developments. These standards have also been found to apply to community associations.

As set forth by the Court, to succeed on a negligence claim, a plaintiff must prove four well-established elements: 1. that the defendant was under a duty to protect the plaintiff from injury,

security cameras) and 2) explain carefully to owners that the cameras provide surveillance only and are not there to prevent crime and do not reduce the need of owners to be cognizant and careful regarding their own safety and to take common sense precautions such as locking their cars and not leaving valuables in them.

B. Better Approach is to Call the Police — This is the best advice that can be given. Condominium owners are identical to single family homeowners in that they are entitled to the same police and fire protection and other municipal services. A community association board is simply not a quasi-police force or fire department and is not required to provide those services. If criminal activity is observed or suspected, the police should be called. Put another way, which board member would like to break up the suspected drug deal in the common area gazebo?

Continued on page 14

2. that the defendant breached that duty, 3. that the plaintiff suffered actual injury or loss, and 4. that the loss or injury approximately resulted from the defendant’s breach of that duty.

If no duty is established, then generally there can be no liability.

Frequently, association governing documents create a duty of the board to provide “surveillance” of the association’s common areas.

This is one reason, although certainly not the only reason, that we advise boards that if security cameras are being provided, it should be publicized to the community that the cameras are for surveillance, not security. Similarly, committees that are created which would ordinarily be described as “neighborhood watch” or “security committees” should be identified as surveillance committees. In the end, both of these measures may do more harm than good by creating a false sense of security and make residents less vigilant and less cautious than they should be.

If community association boards of directors insist on installing security cameras, there are several key elements involved to avoid liability: 1) make sure that they work (never install fake NOVEMBER 2019

| 13

In summary, association boards cannot ignore security concerns but must limit their activities to the appropriate maintenance of common areas. To limit liability, boards must respond promptly to maintenance-related security risks that are identified or are reasonably foreseeable. For instance, if an entire stretch of sidewalk is without streetlights or lights are out in multiple hallways of a highrise condominium building, the board should promptly repair or replace those lights. The board can also reach out to municipal police departments with a request to assign a community policing officer to the community and to request additional police patrols in the community if crime becomes a major concern. Both proper maintenance and regular interaction with the police will be a key factor in defending the association from a negligent security claim should one arise.

II. Hostile Housing Environment Claims Contrary to the changing expectations regarding security within community associations, recent federal legislation has produced a different conclusion regarding an association’s responsibility in owner vs. owner disputes. Traditionally, boards of directors did not become involved in these disputes if no common property was involved and multiple owners were not affected.

However, in late 2016 a sea change occurred with respect to an association’s role in these matters.

Under these new HUD regulations, promulgated in October 2016,

associations may now be vicariously liable under the Fair Housing Act for harassment by association residents or members of the association against other residents who are members of a protected class under the FHA. The association can be held liable for “quid pro quo” discrimination of its members, agents, or employees, or for the creation of a hostile housing environment. This liability arises if the association fails to act to prevent such harassment of a protected resident, whether or not it had actual knowledge of the harassment.

As stated, the two types of harassment which compel this potential liability are: A. Quid Pro Quo Liability — Quid pro quo harassment refers to an unwelcome request or command to engage in conduct where submission to the request or demand, either explicitly or implicitly, is made a condition related to the provision of services or facilities. The most typical example of quid pro quo harassment is when a property manager or another agent of the association demands sexual favors in exchange for certain rights to use the services or facilities in the community.

B. Hostile Housing Environment Claims — These claims are defined as unwelcome conduct that is sufficiently severe or pervasive as to interfere with the provision or enjoyment of services or facilities. For example, if a resident attempting to make use of an association’s services or facilities (such as the pool or club-

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house) is subjected to conduct that interferes with that enjoyment based on the resident’s race, color, religion, sex, familial status, national origin’ or handicap, then that resident could arguably have a claim for hostile housing environment harassment under the Fair Housing Act. The obvious issue presented by these new regulations is when should a community association act when confronted with a dispute between neighbors and what action is sufficient to avoid liability.

The HUD regulations recite in pertinent part: [A] verbal or written account from an aggrieved tenant may be enough to provide notice to a housing provider that a hostile environment may be occurring, but whether it would be sufficient to establish that the conduct is sufficiently severe or pervasive to create a hostile environment depends upon the totality of the circumstances… A housing provider has knowledge when a reasonable person would conclude that the harassment was occurring. Such knowledge can come from, for example, the harassed resident, another resident, or a friend of the harassed resident.

Unfortunately, the HUD regulations do not provide clearer calls to action to associations as to how to deal with these harassment claims under the new rules. The best advice for community associations in order to prevent these claims is as follows:

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• Train board members, employees, and managers regarding the FHA and the types of discrimination they should be on the lookout for; • Develop and publish anti-discrimination polices for the association; • Act promptly to address complaints from residents; • Mediate disputes between residents; and • Use enforcement provisions under bylaws to correct and end discriminatory conduct.

In summary, changing expectations of community members and changes in the law demand that boards be consistently cognizant of what authority they have, what authority they do not have, and when to properly exercise their authority. In this changing landscape, the importance of written policies which clearly define an association’s role in dealing with these issues becomes even more critical.

The shifting sands of owner expectations and association authority discussed herein serve as a reminder that, when in doubt, boards would be well advised to promptly consult their legal representative for advice.

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By Brittanie D. Davis, CMCA, AMS, PCAM

By Samantha Hurley, CMCA

Brittanie D. Davis, CMCA, AMS, PCAM is the proud Community Manager of River Creek Owners Association. She has been in Community Management field for over 15 years and prides herself on enhancing the living experience of her Residents within their Communities.

Samantha Hurley, CMCA is the Covenants Manager at River Creek Owners Association. Samantha enforces the rules of the community, assists homeowners with architectural modification applications, and is the recording secretary for the community’s Board of Directors meetings.

See Something, Say Something ...but to Whom?

W

hen I tell people I work in the community management industry, they often ask the same question: “What exactly do you do?” There is no simple answer because the community manager’s role isn’t easy to define. We are presumed to be authorities about everything, but experts on nothing. We are often the first people residents call when something goes wrong in their communities…but also often the last. This leads to the widely dreaded statement heard by all community managers often during their workday: “I’m sure you’ve gotten complaints about this already.”

A typical community manager filters through countless requests in person, via email, through social media and even through their formal complaint policies. We receive questions and/or comments about contractors, modification applications, alleged violations, procedures, accounts, upcoming events, and so on. Sometimes the questions and/or comments are broader, but most are related to a specific lot, street, neighborhood, community, town or even the state in which the community is located. No individual day is ever the same, and most days our carefully planned schedules are disregarded to address items that require immediate attention.

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Most managers do their best to juggle the requests of our residents, even when the requests may not be the responsibility of the association. Management’s ultimate goals are to be as knowledgeable about their community as possible, anticipate problems before they arise, address problems as they occur, and reduce the effect of problems after they occur. We do this all the while striving to enhance the residents’ living experience. This is seemingly an impossible task for any mere human.

Some people are surprised to hear that most managers do not take immediate corrective action when an issue is reported and that we are obligated to take procedural steps when it comes to confirming an alleged violation and enforcing the remedy after they are confirmed. Some examples of commonly reported violations are: • Dogs off leash • Noise • Unkempt landscaping • Pet owners not picking up after their pet’s waste • Dead or dying trees • Lack of home maintenance • Unsupervised children

• Vehicle infractions • Suspicious wildlife • Soliciting/Trespassing • Subletting • Vandalism To explain further, the reason that associations do not have the ability to take immediate action is because there is a legal process that must be followed per the governing documents, as well as state statutes. These steps include verifying, investigating, issuing the violation notice, and allowing for a period of corrective action. In most cases, if the issue is still not corrected once the period of corrective action has passed, the final step is a hearing, possibly in front of a committee of their neighbors, to come to a resolution.

In some cases, the most efficient action for a homeowner to take is to report issues to the appropriate local authorities, who can take immediate actions, such as issuing fines or tickets. This may seem extreme to some, but it can also be extremely effective. When certain issues are addressed immediately, they can most likely be corrected right away. Additionally, it is difficult for management to report an incident that was not witnessed firsthand.

Some entities that may be of assistance are your local authorities. Below is a brief synopsis of whom to contact and when:

Management will always strive to minimize inharmoniousness within their communities, but they are also bound by the hours in a day, and, of course, their governing documents. It’s important to remember that community associations are created by people that decide to live together as one entity. It’s everyone’s responsibility to create that positive experience. And, as an owner, sometimes you have to ask yourself, “Is contacting my community management the most efficient way?”

Issue

Proper Authority

Crime/Immediate Threats/Noise

City/County Sheriff Office

Wildlife or Pet Issues

Animal Control

Zoning/Property Issues

Town/City Government

Child Endangerment

Youth Social Services

Elderly Concerns

Adult Social Services

Sanitation Issues

Town/City Government

Wellness Checks

City/County Sheriff Office

Fire Hazards

Local Fire Department

Soliciting/Trespassing

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By Michelle Baquero, CMCA, AMS Michelle Baquero is a “homegrown” Portfolio Manager for National Realty Partners, LLC. Michelle started in the industry in 2012 as the receptionist and quickly took the steps to further her career as she became an Administrative Assistant and completed her M-100 after 9 months with the company. After receiving her CMCA, Michelle was promoted to Portfolio Manager and recently celebrated her 5-year anniversary with NRP.

When the

Party Doesn’t

Stop

I

t’s 2:00 AM and the music is blaring, people are talking, laughing, and singing along at the top of their lungs, and someone is outside your window puking in the common area bushes…and to make things worse, it is a Thursday so you have to be up in 3 hours to get ready for work. While your neighbors are having a great time celebrating “Thirsty Thursday,” you are just trying to get some sleep despite the raging party above you.

What happens when the party doesn’t stop for your neighbors and you just can’t take it anymore? What recourse do you have and who can help?

noise ordinance violations including afterhours construction, loud music, etc.

Some counties may require a formal police report to address noise complaints so you may not be able to make the report anonymously.

• Most counties or cities have noise ordinances that restrict noise (such as loud music, construction, repairs, etc.) over night. Some associations take this a step further and have noise ordinances of their own to ensure enjoyment of the community to everyone.

Every community has a handful of obnoxious neighbors — the ones who party all night, the ones who will not use a garbage can so animals get into their trash and leave it all around the common area, or the ones who just will not take care of their property. It can be frustrating to be directly impacted by someone who just doesn’t want to follow the rules and it may seem like there is not much anyone can do to help.

Here are a few tips on how to deal with this situation: • If there is any type of vandalism or suspicious activity, contact the local police. The local police can also help with

• If the issue is with a pet or animal that is constantly barking and regularly left outside regardless of the weather, reach out to your local animal control or your county and register a complaint.

• Make your manager or board aware of the situation, via phone or email is always best, so that the situation is documented. If the situation is continual, ensure you document dates and times in your report. If the situation is related to a lack of maintenance, document with pictures to share with your manager and board. Most associations have use restrictions that address loud/obnoxious activity, lack of maintenance, and disruptive behavior.

• Have a conversation with your neighbor.

Your neighbor may not be aware that you can hear their music through the walls, sometimes a simple conversation can go a long way.

Condominiums and townhomes often see the influx of neighbor complaints, as they share multiple walls with multiple units, and it is not uncommon to be able to hear your next door neighbor’s music as you are laying in bed. It is important to remember that you don’t have to just live with this situation, that there are resources you can utilize to assist you with resolving this issue so that you can finally get a peaceful night’s sleep.

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By Iman Jackson, CMCA, AMS Iman Jackson is an active member of the Community Associations Institute, serving on the Quorum Editorial and Maryland Legislative Committees of the Washington Metro Chapter. Iman currently holds a CMCA and AMS designation issued by The Community Associations Institute and is working to earn a PCAM designation.

Pet Peeves O

ne of the most sensitive subjects in association management revolves around pets. Pet owners, such as me, see our animal companions as part of our family units. Doggy daycare, trips to the pet salon, and monthly subscriptions of presents for your four-legged friend are all common place in this millennium. In multi-family dwelling settings and communities governed by policies specific to pet life, this can lead to pet peeves for others in the community.

walk with a nine-week old puppy. A mutt left in a cardboard box overnight in the rain by its previous owner. The volunteer exclaimed, “She’s bad, she was biting my ankles!” the manager demanded, “Let me see that puppy.” The puppy fell asleep and began snoring like a tiny freight train in the manager’s arms.

It was love at first sight. She was too young

to go home with her new family, but the paperwork was approved. The manager waited two weeks to pick her up. Bamboo rescued that manager and it wasn’t long after that she ruffled a neighbor’s feathers which turned the homeowners association upside down.

Bamboo being a playful twelve-week old

A manager you might know may have experienced this first-hand after adopting a puppy to fill the void of a child heading to college soon. This manager did not set out to get a puppy. Due to the work schedule of being an association management specialist, the manager first tried setting up an aquarium filling it with rare fish of black, red and white hues. Two-hundred dollars and two weeks later, the fish were boring.

The manager headed to the local animal shelter, to “look”. She is a dog-lover and has owned several since childhood. The plan was to leave the shelter with a housebroken male dog. Patrolling the isle of barking and crying dogs, the manager was discouraged after discovering that there was no dog fitting her requirements. Regardless, the manager decided to speak with staff about the adoption process.

At that moment a volunteer returned from a 20 | QUORUM

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puppy adjusted well to her new surroundings. The manager’s teen son connected with her instantaneously. He played with her incessantly after school each day. The pup was pet and people friendly.

Then it happened: Bamboo got off her leash. She was so tiny that her collar slipped off. The manager’s neighbor scolded the teen son with profanity. The son, wise beyond his years, kept the incident a secret from his mom. A few days later Bamboo slipped off her collar again while on a walk with mom. Reminder: the mom did not know she was capable of this based on the son’s omission of earlier facts. Bamboo headed straight to the same neighbor’s yard and made a bowel movement, which mom immediately cleaned up.

A few days later a Sheriff ’s Deputy served the community manager with a Peace Order and Notice to Appear. The charges were defamation of property (dog excrement) and trespassing (the act of the community manager picking up dog excrement on the neighbor’s property). When the court date arrived, the community manager dressed in corporate best and came prepared with photos of the puppy’s teeth and size. The judge entered the courtroom and smiled at the community manager. He asked for a moment to review the complaint, after which he paused and inquired, “Wait. Is this about a dog?” He then asked the community manager for a reasonable solution after the neighbor explained she has a fear of dogs. The community manager offered to petition the HOA for a front yard fence. Case closed. Charges dismissed. A year later the neighbor purchased a chihuahua.

The moral of this story is be kind and tolerant to your neighbors and their sensitivities. Not everyone is a dog lover and wants to ride the elevator with your pet licking their slacks and getting fur on the on their freshly pressed work clothes. Be considerate when your animal is reported to be in constant distress by way of noise complaints.

Cover your birds at night so as not to disturb your neighbors. Try not to use common areas at peak times if you have a rambunctious animal. Most importantly understand your covenants as they pertain to pet ownership.

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By Janie L. Rhoads, Attorney at Law Janie is counsel with MercerTrigiani with more than 15 years of experience representing developers of common interest communities and providing counsel to common interest communities, with particular focus on governing document amendments and fair housing compliance.

Going in Your Community: Tips & Considerations

T

he days of smoking in offices, restaurants and even airplanes are within the working memory of many people. But over the years, public awareness of the health risks associated with smoking has resulted in a marked decline in the number of people who smoke. Although new technologies have led to the advent of smoking alternatives with some bene-

fits (reduced odor) — such as vaping, the health impacts of these alternatives are, at this time, uncertain.

As the population of nonsmokers increases, so does the pressure to institute smoking bans in public places and even on private property. Many common interest communities are caught up in the smoke-free

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movement, especially in communities with homes which are within close proximity to each other, such as high-rise condominium projects and townhome communities which are often engineered to allow or promote air flow. In these communities, smoke and odors from cigarettes or other smoking materials can easily infiltrate into other homes, leading to neighbor disputes and overall community unrest. Safety and other considerations may be factors underlying the imposition of smoking regulations.

When considering restricting or banning smoking in a community, community leaders should not assume that the board of directors can adopt rules which impose smoking regulations.

Over the last few years, courts and the legislature in Virginia have increasingly followed the view that board and association action must be based only on authority established in the recorded governing documents or condominium instruments or by statute, particularly if action taken affects property rights.

The statutes which govern Virginia community associations do not provide associations with authority to regulate smoking. The authority of an association to regulate smoking

Community Engagement • Surveying the community.

• Frequent and repeated communication.

• Townhall gatherings designed to create dialogue.

• Newsletter and website articles.

• Work with and through a committee on which all views are represented.

in the community is then document driven – community leaders must look to the governing documents or the condominium instruments to confirm the existence of such authority.

Oftentimes (but not always) the pertinent documents provide broad authority for the board to adopt rules regulating activities on the common area - in the case of a property owners’ association, or on the common elements - in the case of a condominium unit owners association. In this circumstance, the board may be able to adopt rules which, for instance, restrict smoking to certain designated areas or ban smoking altogether. However, because all documents differ, confirmation of authority to regulate smoking in community public areas is necessary.

Authority to regulate activity - including smoking, within homes necessitates even greater scrutiny. As a general proposition, courts consider private property rights as sacrosanct. This is particularly true in Virginia. So, absent very strong and clear authority in the governing documents or condominium instruments, a board cannot and should not take action to regulate smoking inside residences. Even a protective covenant in the recorded documents which prohibits noxious odors in residences may not be sufficient authority to prohibit smoking.

If the governing documents or condominium instruments do not provide adequate authority for the board to regulate smoking, then amendment may be necessary. In almost all cases, amendment requires owner approval. Consequently, an initiative to amend the relevant documents to restrict or ban smoking in a community is not for the faint of heart. Such an amendment may generate heated debate, especially if smokers reside in the community, and can be time-consuming and costly.

• assessing the sentiment of the community; • budgeting for associated costs; • preparing a timeline contemplating all steps in the amendment process; • developing a plan to present proposed amendments to and engaging the community and strategies to increase the likelihood of approval; and • involving management and engaging association legal counsel, as necessary.

In moving forward, educating and engaging the community in the amendment initiative is key. At some point in the process, association legal counsel should be engaged to prepare the initial drafts or review proposed drafts to avoid the unauthorized practice of law.

Ultimately, the proposed amendments, once finalized, must be submitted to the membership for approval.

Taking action – any action, without sufficient underlying authority exposes the board and the association to legal liability. For that and other reasons, at the onset, community leaders should consult with association legal counsel to assess the scope of association authority in the existing documents if considering regulating smoking. If amendment is necessary, proper planning and involving the right team of professionals not only can simplify and streamline the process, but also may increase the probability that the amendments will be approved.

If the board proceeds with amendment, a strategic plan should be developed which includes (in no particular order): • determining the requirements to amend; NOVEMBER 2019

| 23

By Christopher W. Carlson, P.E., SECB Chris has been practicing structural engineering for over 24 years and is focused on the evaluation and repair of defects on existing buildings. He is the chief structural engineer with ETC, Inc. and oversees the structural staff activities.

Surrounded by So T

wo recurring complaints of residents in multi-family buildings are related to sound transmission and odors emanating from neighboring units. Generally, sound related complaints are most often logged in wood-framed buildings. This is usually because the wood floor support system is lightweight and relatively thin, with air space within the floor-ceiling sandwich.

This configuration allows sound to travel more readily. As opposed to buildings made from steel and concrete, which have thicker floors that are heavier and tend to dampen sound transmission. Both types of buildings use thin, lightweight walls to divide units, which do not dampen sound very effectively.

Often condominium documents require

that the floors be covered in carpet and limit the exposed hard floor surfaces such as tile or wood. This can help absorb and dampen sound related to impacts, such as foot falls.

However, the noise related to a loud television or music tend to be less affected.

Sound is a wave of vibration. Solutions to reduce sound transmission can be found in

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24 | QUORUM

ounds and Smells two categories. One option is sound absorbing materials, such as mats or insulation. The other is isolating solutions, which often involve adding another layer of drywall placed on spacers to reduce the contact and therefore, the locations in which vibrations can travel through a wall or floor.

When white noise machines and other relatively inexpensive approaches do not work, renovations to the living space are the next step to addressing the offending noise. Since the annoyance of disturbing sounds are related to individual tolerances and perceptions, it can be nearly impossible to eliminate sound transmission. It is also costly to address sound, as well. Thus, just the sleeping rooms are usually modified with sound dampening strategies.

If sealing gaps around pipes and ducts proves unsuccessful at stopping the odors, the next step would be to positively pressurize the living space. Most older buildings are negatively pressurized. By introducing positive pressure in the unit, air from neighboring units cannot enter the living space. This usually requires the installation of HVAC-type equipment to bring outside air into the unit. This effectively makes the air drafts associated with the unit exit rather than enter the living space. Newer buildings typically are positively pressurized, so this may not be an option in all cases.

Addressing sound and odor related concerns can be more challenging than stopping water infiltration, as small defects can result in large concerns. Interior walls usually need to be opened to seal the gaps, which can be quite disruptive, and the efforts may be less effective than desired. However, all is not lost, solutions do exist, and improvements or corrections can make a big difference to keep those sounds and smells out of your living space.

Odors from cigarette smoke and cooking are the most logged odor related issues. Gaps in the floor or walls between units can allows odors to travel. Hunting down these gaps can be difficult as the smallest of openings can be the culprit. First look for the most likely locations; gaps around plumbing pipes and exhaust or ventilation ducts that extend between floors and gaps around electrical outlets in walls.

Another likely source is a poorly sealed or a dysfunctional exhaust system. Multi-story buildings often have a common kitchen and bathroom exhaust system that links all the vertically stacked units. Sometimes these ducts are clogged, unsealed, or the rooftop exhaust fan is not operational. Sometimes renovations to units include the installation of kitchen exhaust hoods or bathroom exhaust fans, which were not part of the original system design.

Adding these fans can disrupt the operation of the common exhaust system.

NOVEMBER 2019

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By Jaquan Kennedy, CMCA, AMS Jaquan is the assistant general manager at The Kenwood in Bethesda and the treasurer of Admirals Landing Owners Association in Baltimore County, Maryland. He is a former blogger who has a passion for writing and brings several years of hospitality to the industry.

“Let’s Talk

Some Trash!”

T

rash violations are a fact of life for any manager and all associations. I live in an HOA and help manage a high-rise condominium. In an HOA you will find lids that are not tightly placed on trash cans on trash day. You may even find trash bags that are placed directly on the ground come trash day. In a condominium you may easily find trash bags that left in trash rooms instead of thrown down trash chutes. It is common to find trash bags filled with food placed in your recycling bins as well. One of the more burdensome concerns is when large items such as furniture are left on the property.

All of these actions will increase a manager’s workload and create an even greater impact on the community than expected: • The manager spends more time focusing on one aspect of communal living which could potentially impact how effective he/ she can be. Managers may also spend more time watching cameras to figure out who the offenders are. Again, this puts a strain on the manager’s time.

• Costs are increased to remove heavy items

that will not be collected by a refuse company for free.

• This causes additional work for your cleaning crews. They have to find creative ways to get rid of these items.

• Uncontrolled trash creates a food source for pests and inevitably leads to more pest control • It sets a tone in the community. “If he/she has done it then it must be okay for me to do it.”

You may be asking “well, what can I do about these recurring issues that I face in my community.” Here are a few suggestions when facing a mess from trash in your community: • Use lids that are attached to the cans being used (particularly in an HOA) • Be proactive by doing daily walks throughout your community. Use your covenants manager and every measure possible.

• Utilize cameras on those streets, trash rooms, floors, etc. to catch offenders.

• Fine offenders (according to your bylaws).

Behaviors tend to decrease when the offender realizes these violations come with financial ramifications.

• Budget a bulk trash pickup AT LEAST once a year. Make sure these events are advertised well enough in advance so residents can prepare.

After hours, move outs and long holiday weekends are prime times for violations. Residents are eager to leave behind unwanted items. The assumption is that they are leaving the building never to be heard from again makes it that much more alluring to leave items behind. Over long holiday weekends residents are aware that the building is not filled with staff. The opportunity to get rid of unwanted items from their units is beyond tempting.

Some things come with the territory. Dealing with trash violations is one of them. The best one can do is to be proactive and manage these concerns to the best of your ability. How you deal with the trash and messiness is a measure of management skill and community buy in.

NOVEMBER 2019

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By Fred Peratt Fred is president of Environmental Enhancements Inc., an award-winning landscaping company serving the DC metro area since 2001. He is well-known in the landscaping industry for his dedication to innovation, teamwork, and the highest standards of workmanship. Fred’s role as advisory council chair for the National Association of Landscape Professionals provides insights and best practices that enable Environmental Enhancements to offer industry-leading service to commercial, HOA, and residential clients.

Is It Time for your Community to

W

e continually hear from our HOA clients that homeowners are becoming increasingly concerned about the sprays, granules, and powders used to keep neighborhoods looking as good as they do. Senior citizens often have fragile immune systems, children are more sensitive to toxins, and dogs eat everything. As a community

manager, maybe you’ve considered using more natural brands in some of the common areas, or perhaps you’ve skipped a few applications to minimize the amount of toxic chemicals so commonly found in today’s products.

But to go completely organic? Is that even possible? And what does it really mean?

‘Go Org anic ’?

Simply put, an organic solution consists of using all-natural fertilizers, insecticides, weed killers, and tick/mosquito/gnat control. And yes, it’s not only possible, but by adopting an organic solution, you can feel confident you are creating a healthier place for community members to live, work, and spend time together.

A Balancing Act The goal of an organic lawn care program is to create a balanced ecosystem that restores health and vigor to the landscape. At the very least, I recommend using organic fertilizer to get the soil into optimal condition. Healthy soil offers a nutrient-rich environment for ‘helpers’ to thrive: earthworms that aerate the soil, extensive root systems that nourish plants, and adequate water absorption to support shrubs, trees, flowering plants, and turf.

Another way to activate a balanced ecosystem is to attract butterflies, bees, and birds into the neighborhood.

Besides being lovely to look at, these delicate creatures are natural pollinators that help proliferate foliage and make it easier for homeowners to cultivate mature gardens year after year.

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To do this, choose specific varieties native to the region—such as bee balm (bees!), milk thistle (butterflies!), and winterberry holly (birds!)—and fertilize them with all-natural products.

Will Your Community Look as Good as Everybody Else’s?

One misconception about organic lawn care is that organic products are not as effective as their synthetic counterparts. Will a previously inviting common area morph into an unkempt patch of weeds if you ‘go organic’? Years ago, maybe so, but not with today’s products.

All-natural lawn care solutions are more sophisticated than they used to be. They do a great job of keeping the outdoors both healthy and beautiful.

But switching to organics goes beyond process. Adopting an organic program will inspire a new way of thinking about the community.

People will be more inclined to get the kids outside, plant vegetables, cultivate a children’s garden, or have a neighborhood block party— without ticks, gnats, and mosquitoes. By putting a focus on healthier living, neighbors will have an increased appreciation for how special their neighborhood really is—and how your efforts helped to make it that way.

But let’s be clear. If you’re going for perfection, an all-natural solution may not be right for your community. Part of the beauty of an organic property is that you are encouraging nature to do her thing.

If you don’t want bumblebees crawling all over the daisies or you think community members will complain about a few lone dandelions, you might want to stick with the strong stuff.

Making the Switch to Organics A yard beleaguered by synthetic products tends to lose its natural ability to regenerate itself, so it may be a few years before a strictly-organic program ‘takes.’ To keep the neighborhood beautiful during the transition, we use ‘soft’ chemicals in combination with organics over a period of several years to control unwelcome species—such as crabgrass—and give the property time to regain its natural resiliency. The goal is to create a healthier landscape that will ultimately develop its own defenses, and over several years, you can wean the property off of synthetic chemicals entirely.

Specializing in Roofing, Siding, Gutters, Repairs, Replacement & Inspections, Snow-Ice Management

703-971-6016 info@twcserv.com www.twcserv.com

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By Kara Permisohn, EBP 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, is an Educated Business Partner (EBP), and is active on committees in both chapters.

Hoarding…

They Can’t Help It! join the show and attain his goal of helping others. Many people believe that a hoarder just likes to shop or is a “pack-rat” because they allow their home to get so messy. Unfortunately, that hoarder might not have full control of their behavior because technically it’s a mental disorder and it’s legally considered a protected disability.

According to Webster’s Dictionary a “hoarder / 'hôrd r / noun / The compulsive purchasing, acquiring, searching, and saving of items that have little or no value. The behavior usually has deleterious effects—emotional, physical, social, financial, and even legal—for a hoarder and family members.” burst of happiness or self-worth on some level. It’s really no different than the high that anyone with other behaviors such as use of alcohol/drugs, fitness, or turning to faith experience. If the act becomes an obsession, then it’s typically a problem.

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The key element of defining a hoarder is that he/she is negatively affecting oneself, family, friends, neighbors or breaks basic code enforcement regulations. One’s physical safety and mental health is in jeopardy. Most hoarders have lived through something traumatic such as grief or abuse in their lives.

They acquire items trying to find a quick

e

H

oarding is one of the most misunderstood vices in the United States.

I had the pleasure of chatting with Matt Paxton, the Featured Host on A&E network’s Hit TV show “Hoarders!” He was able to shed some light to help our industry better understand the challenges of this illness. Matt’s expertise spans over 20 years first from experience in his own life. Prior to his show when he was twenty-four Matt lost four family members in the same year and found himself strapped with settling the clutter of four estates. He quickly realized that the act of hoarding is not much different from other types of addiction such as alcohol or drug abuse. About eight years later Matt was presented with the opportunity to

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Boston, San Francisco, and Washington, DC are the top three areas plagued with this affliction in the United States. We live in a highly educated, wealthy location with plenty of resources at our fingertips. Many hoarders are extremely intelligent and hold fascinating careers despite appearances in their messy environments. In fact, they might be so brilliant that they have trouble communicating their need for help to others.

Collecting belongings, trash, pets, etcetera are like a project to a hoarder. Projects can bring joy. The challenge is that they might finish one project and it spirals into many

more. They get the satisfaction they crave by buying the supplies but then never get to the project. Hoarding is a similar behavior to many of us who decide to buy running shoes with the goal of going to the gym or running. Realistically, how many of you thought about running and working out but you never use that fitness membership you keep paying for?

Generally, there are five levels of hoarding which describe the severity of the situation.

Level 1 – things are out on a table, coffee table, or kitchen counter, too many clothes are in the closets, or someone can only fit one car in a two-car garage. Each one of us have a bit of level 1 in our lives whether we like it or not.

Level 2 – the person is starting to fill up various spaces. They lose the use of a sofa or fitness equipment because it’s covered with clothes, mail, papers, equipment, and collectibles.

Level 3 – a hoarder starts losing use of specific rooms.

The kitchen and bathrooms are often the first to fill up. In cases where the person lives alone cooking for one is easy to eat out or order in. They don’t need a big kitchen or open space in the bathroom. The bathtub becomes a terrific storage area and fills up. Then larger rooms will begin to be used. Many level 3 hoarders still have jobs and maintain their friends.

Level 4 – the person stops going out for food. There is loss of access to entire rooms. Often you can look around and see decay of the physical space, mold growth, and water damage. A simple leaky faucet or toilet in an unused room goes undetected until peripheral units are affected. The hoarder’s belongings soak up the water and this often delays reporting of the problem. They begin to cut themselves off from outsiders.

Level 5 – The use of the entire dwelling for storage is in action. The person is hiding from the outside world and they most likely have built figurative and literal walls or paths throughout the home.

Hoarders will brilliantly create ways to keep others out such as smearing feces on the walls. Who will want to tackle such a disgusting task of cleaning that up? Therefore, keeping their shameful secret safe. At stage four and specially five, public safety officials such as fire or police are in jeopardy should they be called to intervene in an emergency. Health hazards such as risk of infestation of rodents or bed bugs become more prevalent in common areas and the surrounding dwellings.

The good news is that with psychiatric or psychological therapy, and time a hoarder can get their life back under control. It does not have

to be a “forever” challenge. Matt’s emphasized that, “in the community management industry you should never see greater than a level 1 or 2 situation if management, family and friends are performing regular checkups. Often you can smell or tell the severity of the situation by looking at windows from the outside. If the blinds are pushed up against the glass, then the piles inside are that high. It’s imperative to get inside for checkups before it’s completely out of control.” Loved ones and friends often let their anger and frustration from a lack of compassion take over when they are trying to help a hoarder. The best thing is not to be judgmental and be patient. Give the hoarder the love and support that they need to replace the urge to collect more things. Work with them to find a solution. Try and redirect them to volunteering, service work, and finding a new purpose for gaining happiness.

There are many resources available in our region and via WMCCAI. All firemen in Washington, DC have been trained by Matt Paxton.

DCFD have the known hoarded dwellings on record. Work with your local municipalities for enforcement of codes and regulations.

Consider hiring companies who help clean or remove debris and belongings from buildings. Bringing in personal organizer can be highly productive. Try encouraging the hoarder to donate useable items to charity as a tactic to let things go. The internet has a plethora of educational and motivational tools or methods and Matt recommends https://childrenofhoarders.com/. Of course, I’d be remiss if I don’t suggest Matt’s book “Secret Lives of Hoarders” and his website www.iammattpaxton.com!

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By Mira Brown, AMS Mira is the manager of property operations at Delbe Management. She has held a variety of positions within the company, as well as managing sever-al condominium associations in D.C. and one in Virginia. Mira has been a member of CAI for several years and is currently a member of the Quorum Editorial Committee.

MIND YOUR OWN

*Hom e-Ba sed*

BUSINESS B

ack in the day, the workforce left their home in the morning, went to a place of employment for 8 or so hours and then went to their home. Think of Ward Cleaver, the patriarch of the Cleaver family in Leave it to Beaver. Wikipedia defines his occupation simply as “white collar worker.”

An accountant? A stockbroker? Apparently, that was not important enough to be defined in the series. What you did know was that every morning, Ward Cleaver donned a suit and tie, picked up his briefcase, kissed his wife and kids good-bye and disappeared to somewhere to do his undefined job.

Fast forward to today. Even if you have a

physical office to which you must report at some point in time, one of the most popular benefits being offered today is the ability to telework. In many jobs, it is expected that you may be able to work from home for at least part of the time. In our increasingly online world, there is a significant portion of the workforce that literally never has to go to an office.

Most governing documents for condos, HOA or PUDs include some language restricting the use of residential units. In general, you will see a section or clause preventing the operating of a business from within a residential unit. In more modern

documents, you may see a recognition of a home-based business, but that will usually carry a caveat that the business cannot affect your neighbors and may go so far as to limit the type of business that can be housed in a residential unit.

So, what happens when your home-based business does not stay at home? Let’s say that your direct-sale handbag endeavor has become very successful. Once a week, you’re taking delivery of 15-20 boxes from UPS. Then a couple days later, you’re leaving the same number of boxes out to be picked up for delivery to your clients. But your small condo does not have staff and has a limited area for packages. You’re leaving your packages out in the mail area, but your neighbors have to navigate their way around the packages to get to their normal daily mail delivery.

In researching this article, we spoke to one manager who had a total of three prostitution rings busted in his or her suburban condominium complex. Another manager has a dominatrix advertising online and operating out of her unit in a small downtown condominium. Complete with pictures that feature common areas as backgrounds. A manager reported commercial cooking in her building that was leading to massive plumbing issues in the common areas. And another who was hosting multiple pets through an online service for short periods of time.

But where do you draw the line? I think we can all agree that a daycare is a business.

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But what about a nanny share in which two families share a nanny in one family’s space? Someone is making some money in that situation, trading the location for the service. Is that different from pet-sitting? At the end of the day, what you have to guard against is your business infringing upon your neighbor’s right to quiet enjoyment. Even if your governing documents do not specifically address businesses within your association, nearly all associations have a nuisance clause.

If your neighbor’s business is causing a nuisance to you, be it through noise, foot traffic, plumbing problems, etc. then you most likely have grounds to file a complaint. If you’re comfortable with it, maybe bring your concerns to your neighbor’s attention. They may not be aware that their packages are causing a problem, or that you can hear the multiple dogs they’re bringing into their unit. If not, you’ll need to consult your governing documents about how to file a formal complaint to the board for relief.

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By Keith Tate, CMCA, AMS Keith is a portfolio manager at National Realty Partners. He has been a wellknown and trusted performer in the common interest community management and apartment management industries in Northern Virginia for the last eight years. Keith has managed condominium associations and a portfolio consisting of over 1,600 homes in Northern Virginia.

Nosy Neighbors

W

hether you live in a condominium or a homeowner’s association, having nosy neighbors can be frustrating. You can’t always choose your neighbors. And in some cases, your neighbors can make your life at home miserable.

Neighbors who are particularly nosy can frustrate you by continually prying into your personal and professional life. Living in a community environment opens the door to having a neighbor who infringes upon your privacy. Prior to the internet, it used to be easy to identify the nosy neighbor(s) in the community, but in this age of technology, it is much easier for neighbors to watch your every move making it an uncomfortable living situation.

The technology marketplace has facilitated the products to consumers that aid the opportunity for neighbors to spy on other neighbors. With security cameras and doorbell camera systems readily available most homeowners have found a way to utilize these security tools to observe the surrounding of the community and become invasive.

In 2016 Ring, the maker of a connected video doorbell estimated that they were selling more than 50,000 units each month!

There are also positives to having a nosy neighbor. In this case, we could look at them as a one-person neighborhood watch committee. They see things that non-nosy people probably won’t see, like: the teenager(s) go-

ing through the parking lot of a condominium community checking for cars that are not locked, or the mangy fox that has been evading animal control for weeks. Some say it increases your property value, but that’s debatable.

Regardless if you like or dislike nosy neighbors, they are real and at some point, you will probably encounter them. So how do you deal with a nosy neighbor in your community? It’s all about how the situation is handled.

Other than constantly avoiding and hiding from your nosy neighbors, it best to try to understand why and how to deflect the situation. Handling the situation in a calm, friendly and empathetic manner is ideal.

There are a few techniques to try to help deal with nosy neighbors.

• Use deflection, rather than deception, change the subject. The questioner may not be happy, but if you feel that things are getting too personal, shift the focus.

neighbors you don’t want to share or that they are being nosy.

• Install privacy barriers around your house. Put in a tall fence, cover your windows with privacy film and plant large bushes or trees in front of your windows. This provides you with privacy when you’re in your house or yard and keeps a nosy neighbor from looking in.

• Avoid aggressive confrontation and walk away. There is no sense in becoming irate its best to keep your cool and address the situation cordially.

• Call the authorities. Know when a neighbor becomes a threat to you or your home.

It is appropriate to call the proper channel of authority to help with the situation.

• Collect evidence of your neighbor’s spying behavior. Being a so-called “peeping Tom” is considered to be a kind of voyeurism and is illegal in most municipalities. In addition, “Stephanie’s Law” was signed into law in 2003 in New York after a landlord was caught videotaping Stephanie Fuller in her apartment. The onus of proof, however, is on the individual who believes a neighbor is spying on her. Proof can be collected by hiring a private detective or collecting photos or other evidence to support your suspicion.

• Set boundaries and be direct. It’s ok to set healthy boundaries and clearly let your NOVEMBER 2019

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Directory and Classifieds AMUSEMENT & PARTY RENTALS

GENERAL CONTRACTORS

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

INSURANCE

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

Griffin Owens Insurance Group www.GriffinOwens.com 847 Station Street, Herndon, VA 20170 T: (571) 386-1000 Offices also located in Falls Church & Manassas Daniel Flavin, CIC, CRM dan@griffinowens.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

McMillan Metro, P.C. 7811 Montrose Road, Ste. 400 Potomac, MD 20854 McMillanMetro.com

Attorneys at Law T: (301) 251-1180

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.

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

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JANITORIAL

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 MANAGEMENT SERVICES

Associa Community Management Corporation, AAMC 4840 Westfields Blvd, Suite 300 T: (703) 631-7200 Chantilly, VA 20151 www.cmc-management.com John Tsitos, CMCA, AMS, PCAM 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 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 Capitol Management Corporation 12011 Lee-Jackson Highway, Suite 350 Fairfax, VA 22033 L. Peyton Harris Jr., CMCA, CPM lph@capitolmanagementcorp.net

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

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

MANAGEMENT SERVICES (CONT’D)

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 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 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 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 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 Sentry Management www.sentrymgt.com 7619 Little River Turnpike, Suite 210 T: (703) 642-3246 Annandale, VA 22003 602 South King Street, Suite 400 T: (540) 751-1888 Leesburg, VA 20175 Dave Ciccarelli, AMS, PCAM dciccarelli@sentrymgt.com

­­INDEX TO ADVERTISERS A Associa-Community Management Corporation, AAMC......................................................................9 B Barkan Management, LLC, AAMC..................................................................................................10 Brothers Paving & Concrete..............................................................................................................4 C Capital Painting Co.........................................................................................................................13 Cardinal Management Group, Inc...................................................................................................21 Chesapeake Law Group..................................................................................................................28 MANAGEMENT SERVICES (CONT’D)

Clean Advantage Corporation T/A Condominium Cleaning Service..................................................40

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

E

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

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

RESTORATION SERVICES

EJF Real Estate Services, Inc..........................................................................................................15 Environmental Enhancements........................................................................................................30 F Fantasy World, Inc. dba Fantasy World Entertainment.....................................................................20 The Falcon Group...........................................................................................................................14 FirstService Residential DC Metro, LLC, AAMC................................................................................39 I The Inspectors of Election, LLC.......................................................................................................33

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

M McMillan Metro, P.C.......................................................................................................................24 Miller-Dodson Associates................................................................................................................32 Mutual of Omaha Bank@Community Association Banking & CondoCerts.......................................15 P Ploutis Contracting Co., Inc.............................................................................................................39

WINDOWS & DOORS

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

Reston Painting Company................................................................................................................2 S Sentry Management, Inc...................................................................................................................7 T TWC Services, LLC..........................................................................................................................29 W Windows Plus, LLC.........................................................................................................................26 WINTRUST Community Advantage Bank.......................................................................................22

NOVEMBER 2019

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CUL-DE-SAC

By Gunnar Thompson Gunnar Thompson is a Business Developer at BrightView Landscape Services.

Joining the team almost four years ago, he enjoys assisting communities in bringing their goals and visions to life through quality landscape services.

Redefining “Being Active” In Your Community I

n every community, we tend to hear about all of the neighbors that engage in negative activities and vices that make day-to-day living frustrating. From smoking, to partying, to the garage bands that practice too late – we all hope to have neighbors that have wholesome and healthy habits. Fortunately, the power to change the dynamic of pesky neighbors is in the hands of the community’s own residents! Let’s take a look at how you can redefine being “active in your community”.

Be a Trailblazer I took some time to catch up with the manager of the general manager of Potomac Shores Residential Association, Inc., Sara Cruz CMCA®, AMS®, located in Dumfries, VA. We discussed how the extensive trail system within the community allows residents to get out of their house and enjoy the great outdoors while getting some exercise! Not only do the trails promote healthy lifestyles for residents, they also serve as an inviting place for both existing and new residents to congregate. Not every community will have over two miles of nature trails to explore, but this is not to say that the same idea cannot apply. Mrs. Cruz mentioned how in her continuously developing community, the resident’s took action in creating 38 | QUORUM

their own organizations, clubs and committees that allow residents to socialize and maintain a healthy lifestyle. As a manager or resident, the power lays in your hands to promote these activities to try and combat the pesky neighbors who fall trap to negative vices.

Exercising Your Mind If your community does not have the resources to make physical activities easily accessible for residents, consider exercising the mind. Communities in the area have taken initiative to promote reading for their residents through book exchanges and the mini-libraries. Watergate at Landmark, a large condominium association in the heart of Alexandria, offers their residents a full-scale library run by volunteers.

General manager, Tom Curry, explained how residents of the community maintain the library and rotate various novels to ensure that there is always something fresh for the members. This amenity that Watergate at Landmark offers is a great way for residents to gather, create book clubs, and engage in a quiet and intellectually stimulating activity. The options do not end there for residents as Watergate at Landmark also offers a card room, movie nights, and an array of special interest groups… just

to name a few! These amenities promote a sense of unity for residents, which can directly impact those neighbors that are causing consistent headaches with their less-than-desirable behaviors.

As the saying goes, there is strength in numbers, therefore creating an atmosphere where the majority is engaging in positive activities may inspire other to join in on the fun!

There is not one perfect solution for dealing with neighbors that partake in habits that disturb the peace of the community.

However, there are an endless amount of simple (and fun) activities that residents can create to help promote a healthier and neighborhood-friendly lifestyle. Through the creation of different clubs, amenities, and community-wide activities, the residents will feel as if they can get to know one and other and fill their time with positive vices. As cliché as it may sound, leading by example is one of the best ways you can change the dynamic of your community from bothersome vices to positive and healthy habits!

Washington DC’s Residential Property Manager with National Resources

As Metro DC’s residential property management leader with national resources, 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-in-class 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…

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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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