Quorum October 2019

Washington Metropolitan Chapter Community Associations Institute

OCTOBER 2019

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

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­CONTENTS 12 The Digital Divide: Where Twitterville Meets the Real World

BY AIMEE WINEGAR, CMCA, AMS, LSM, PCAM

16 Connection of Technology (Pros & Con’s) Psychology on the Community

BY SUSAN MILLER, CMCA, AMS

18 The Condominium Regime: The Original “Shared Economy” Concept

BY OLGA TSELIAK, ESQ.

21 I Spy With My Little Eye…Some Concerns With Video Doorbells

BY SUSAN L. TRUSKEY, ESQ.

23 Best Practices for Association Drone Usage

DEPARTMENTS AND MORE 5 Message from the Executive Director 6 Chapter Benefactor: Finley Asphalt & Concrete 7 Chapter Benefactor: National Realty Partners 9 Welcome New Members 10 Upcoming Events 11 People & Places 36 Classifieds 37 Index to Advertisers 38 Cul-de-sac: Where Fields Become Clouds: Northern Virginia’s Rapid Expansion of Data Storage

BY VANN CHOUNRAMANY, CMCA, AMS, PCAM

25 Electric Vehicle Owners: Early Adopters No More!

BY NIGEL GLENNIE

26 How Is Your Building Handling the Increasing Volume of Packages?

BY GUY BLACHMAN

28 Keep Best Practices Fresh with a Perishable Goods Policy

BY BILL METZGER, CMCA, AMS

30 Can ‘Gig Economy’ Work for Community Associations?

BY DOUG CARROLL

32 Arlington Welcomes E-Scooters with Care

BY MARGARITA BROSE

34 The Maintenance Benefits (and, Headaches) of Community Gardens

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

BY JEDD C. NARSAVAGE

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.

OCTOBER 2019

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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.

Each month, over 3,400 chapter members open their mailbox to find Quorum – 40 pages of information about community associations and our chapter.

This publication has been produced since 1998, evolving as the chapter grew and as technology and printing expanded.

Have you seen the latest evolution of Quorum? A DIGITAL EDITION HAS ARRIVED! Launched officially in September 2018, the digital edition of Quorum magazine features all the articles and industry information that is included in the print version. You can print articles of interest and even search the issue for keywords if you are looking for something specific. You can read Quorum on the go, even if you are not in your office or at home when the mail is delivered.

FROM THE EXECUTIVE DIRECTOR

O FFICE R S

Reading the digital edition of Quorum is easy! There are two views available – “Reading View” shows the magazine just as you would hold it in your hand with both pages on the screen. You can “flip” the pages at your leisure, while “Page View” allows you to see each page of the magazine on its own.

Both views have a Table of Contents that allows you to click ahead to articles or sections of interest to you.

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.

See an advertiser you want to learn more about? The digital edition of Quorum also lets you click on the ad which will take you directly to the advertiser’s website!

The “Issue Library” includes all the digital issues since September 2018. Remember that great article from last winter you wanted to re-read? Well, now you can read it online anytime you need to refer to it.

Quorum magazine is a member benefit for all WMCCAI chapter members.

Everyone receives the print copy – and you are also receiving an email at the start of each month announcing the delivery of your digital edition. If you prefer to only receive the digital issue, let us know! Email publications@ caidc.org and we will edit your preferences!

Enjoy Quorum magazine – online and in print! It is a great resource for all things WMCCAI across the D.C. Metro area.

JAIME BARNHART,

CMP, CAE

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

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

OCTOBER 2019

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CHAPTER NEWS

C H A P T E R

B E N E F A C T O R

Finley Asphalt & Concrete Asphalt and Concrete Services with a Family Tradition of Excellence P.O. Box 1710 Manassas, VA 20108 Telephone: (703) 830-2309 Fax: (703) 330-6023 Website: www.finleyasphalt.com

From stone to sidewalks, paths to parking lots, Finley’s team of experts apply the same level of attention to every service provided, including:

Founded in the greater Washington, D.C., metropolitan area as The Finley Paving Company in 1965, Finley Asphalt & Concrete has a well-earned reputation for over five decades as a major commercial contractor of asphalt, concrete and incidental services.

Serving the D.C. metro area and reaching as far as Baltimore, Md., and Richmond, Va., Finley’s mission is to provide customers with the finest in asphalt, excavation and concrete services and to give superior value to customers in the Finley family tradition of strong work ethic and quality assurance, backed by a 100 percent guarantee.

With state-of-the-art equipment and more than 200 highly skilled employees, this family-owned business can perform small projects or large projects with trusted expertise and unsurpassed customer service. In addition, Finley never uses subcontractors to perform the asphalt work, ensuring both a quality job and the ability to control the scheduling.

• Asphalt Resurfacing • Stone Installation • New Asphalt Construction • Asphalt Repair • Milling • Asphalt Paths/Trails • Recreational Paving • Excavation & Grading • Drainage Improvements • Sidewalks • Curb & Gutter • Concrete Repair • Seal Coating • Striping & Signs • Parking Lot Expansion With an unrivaled combination of family, passion, expertise and experience, it’s no wonder so many customers have come to rely on Finley Asphalt & Concrete.

Finley is offering a brand service that will help you to identify and resolve your community’s asphalt and concrete needs more efficiently and effectively! Visit our website at finleyasphalt.com to request a free property assessment.

ASPHALT & CONCRETE 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

C H A P T E R

B E N E F A C T O R

National Realty Partners, LLC dba NRP 365 Herndon Parkway, Suite 106 Herndon, VA 20170 Telephone: (703) 435-3800 Fax: (703) 689-0949 Website: www.NRPartnersLLC.com Year Established or Incorporated: 2005 – NRP is actually a blend of two association management companies, AMSi (formed in 1981) and NRP (formed in 2005).

• CAI Member Since: 30+ years • Certificate of Insurance: Yes • Bonded: Yes • Areas you serve: Northern Virginia and Washington, DC • Services Provided: We currently manage common interest communities throughout Northern Virginia and Washington, DC. Our clients include Homeowner Associations, Condominium Associations, Cooperatives, as well as commercial office. Our primary goal is to enhance property values through sound fiscal and operational systems.

Most importantly, we approach the management of every community we work with as if we own a home there.

In other words, we’ll manage your association with an owner’s mindset.

Our Mission is to provide service excellence for our customers while professionally managing real estate assets with the goal of enhancing value through; • Exceptional associates • Outstanding customer service • Superior product quality We believe we are able to achieve these goals by attracting and caring for the very best people in the community association management industry. We are able to retain these fine people by adhering to our core Values and Beliefs, our Vision and Mission statements, as well as our ongoing commitment to our training and benefits programs.

Contacts: Jim Foley, President / Partner, JFoley@ NRPartnersLLC.com; Betsy Johns, CFO / Partner, BJohns@ NRPartnersLLC.com

OCTOBER 2019

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WMCCAI proudly welcomes the following members who joined the chapter in August 2019.

Homeowner Leaders from the Following Associations Belle View Condominium Unit Owners Association Carrollsburg, A Condominium Churchill View Condominium, Inc. Dominion Valley Country Club Homeowners’ Association Embassy Park Homeowners Association Lake Ridge Parks & Recreation Association Manchester Lakes Master Association Mayflower Square Section III New Bristow Village Homeowners Association Potomac Plaza Apartments Cooperative Reflection Homes Association Saranac Community Association South Riding Proprietary, Inc. Tiber Island Cooperative Homes Watergate at Landmark Condominium Unit Owners Association Water’s Edge at Fair Lakes Community Association Woodburn Village Condominiums Individual Managers 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

CHAPTER NEWS

Welcome New Members

Public Officials Akeria Brown, Arlington County Government Maureen Markham, Arlington County Government Business Partners Environmental Pest Control Klappenberger & Son W Building Solutions, LLC National Business Partners AppFolio, Inc. CINC Capital, LLC CIT

ENGINEERS & ARCHITECTS

HIGHER STANDARDS

CIVIL & STRUCTURAL ENGINEERING ARCHITECTURE & DESIGN SERVICES MEP & ENERGY CONSULTING CAPITAL RESERVE STUDIES PAVING & RETAINING WALL PROJECTS STORM DAMAGE ASSESSMENTS DRAINAGE ASSESSMENTS TRANSITION STUDIES

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UPCOMING EVENTS

OCTOBER 11

2019 Golf Classic & Cornhole Tournament 8:30 a.m. – 6 p.m.

Westfields Golf Club 13940 Balmoral Greens Ave, Clifton, VA 20124

Grab your clubs and join your WMCCAI colleagues for a day of golf at Westfields Golf Club.

Spend the day on this popular and challenging course, win door prizes and enjoy food and festivities. Registration includes greens and cart fee and food & beverage on the course, and an awards networking reception. Not a golfer? Join us for the cornhole tournament and the awards networking reception! Visit www.caidc.org to register. Sponsorship opportunities available.

OCTOBER 18

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

10 – 11 a.m.

ONLINE

Aging Electrical Systems must be addressed by the Association regardless of who is responsible for the wiring. Join Staci Gelfound, AMS, PCAM, with Association Integrated Management Services, LLC as she walks you through the steps to make sure your building’s electrical system is up to date. This session is worth (1) one credit hour. Visit www.caidc.org to register.

OCTOBER 19

D.C. Homeowner Education & Legislative Update 9:00 a.m. – 1:00 p.m.

Potomac Place Condominium 800 4th Street SW, Washington, D.C. 20024

Experienced managers and attorneys from D.C. will provide training to teach you how to read and interpret your financial documents. The program will provide updates regarding recent legislative action in the city. This session is presented by Community Associations Institute’s DC Legislative Action Committee and CAI’s Washington Metropolitan Chapter. Visit www.caidc.org to register.

NOVEMBER 2

Board Leadership Development Workshop 9:00 a.m. - 5:00 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. 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 16

Annual Awards Celebration – Fire & Ice 6:00 - 11:00 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.

FEBRUARY 21-22, 2020

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.

10 | QUORUM

Friday, October 4 and Saturday, November 2, 9:30 am – 1 pm.

Community association common property can be affected by a myriad of issues such as erosion, flooding, and lawn-care concerns. Impervious surface and heavier rain storms can often compound these problems. But planting native plants can help mitigate these issues while improving the overall beauty, sustainability, and ecology of your property.

Property managers, landscape maintenance companies, board members, and landscape committees are particularly encouraged to attend, but everyone is welcome. Sign up here: www.plantnovanatives.org/symposiums-for-hoa-andcondo-assoc-

South River Restoration Acquired

by RESCON, Expands Reach and Resources to Clients Exciting things have been happening at South River Restoration! South River Restoration was acquired by RESCON, a premier restoration and construction company with offices throughout the Eastern U.S. With the shared mission to give back what disaster took, we are excited to announce that effective September 12, 2019, we will be changing our name to RESCON. The new acquisition means more resources and expanded geographic reach — especially during periods of storms like we’ve been having. It means training and educational opportunities for your teams through RESCON Academy.

Most importantly, it means our commitment to our customers and partners remains our highest priority. We want to assure you that the team you are working with today, is the team you can continue to count on tomorrow.

We’re proud of the work that we do and are thankful for the clients, employees, and partnerships that have accompanied us in our growth. If you have any questions, feel free to reach out to JaMar Plater (jplater@gorescon. com) our Operations Manger, TJ Jeffery (tjeffery@gorescon.com) our Director of Operations or Steve Sorkin (ssorkin@gorescon.com) our Chief Sales Officer. For more information, please visit www.gorescon.com.

PEOPLE & PLACES

FREE Half-Day Symposiums by Plant NOVA Natives: Sustainable Solutions to Landscaping Headaches

J. William Gray, Leading Authority on Nonprofits and Charities Joins Whiteford in Richmond J. William Gray, a leading authority on charitable giving and tax-exempt organizations, has joined Whiteford, Taylor & Preston’s nationally recognized Nonprofit Organizations and Associations practice, resident in the firm’s Richmond office. With nearly 40 years of experience, Gray advises on the formation of charities, business leagues, social welfare organizations, title holders and other exempt entities, advising them on tax reporting, disclosure and corporate governance issues. Additionally, he advises highnet-worth clients in their charitable gift planning.

“We are delighted to welcome Bill to the firm,” said Managing Partner Martin Fletcher. “He is a highly regarded authority on nonprofit and charitable advisory law, in Virginia and nationally.”

A fellow of the American College of Trust & Estate Counsel, Gray is a founding director and former president of the Virginia Gift Planning Council. He recently served on the National Association of Charitable Gift Planners’ Board of Directors and is a frequent speaker at state and national programs on charitable giving, nonprofit formation, planned giving and compliance.

“We are thrilled and honored to welcome Bill in Richmond,” said Richmond Managing Partner Vern Inge. “He has tremendous expertise in guiding nonprofits and charities in increasingly complicated operating environments. And his arrival is a further sign of our rapid emergence as a full-service resource for clients in the region.”

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

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Be among the first to reap the benefits of going digital and build a lasting online presence.

For more information, contact Kira Krewson, Project Manager, kkrewson@naylor.com or 770.810.6982

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OCTOBER 2019

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By Aimee Winegar, CMCA, AMS, LSM, PCAM

The Digital Divide:

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

where Twitterville meets the Real Wor

T

he term “digital divide” is often used to describe the differences between people who have access to computers and technology and those who do not. For community associations, however, the digi-

tal divide is the gap between the capabilities of the electronic world and the management needs of the physical world. In a culture where people recreationally experience very realistic virtual societies via Minecraft and Fortnite, it can come as a shock to community residents that maintaining physical buildings and infrastructure takes so much time, money and real human attention. How does

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a community leverage the best of technology while understanding its limits in providing actual services? And how does a manager address data creep in such a way that technology is an economical tool and not a trap of task-creep quicksand? This issue of Quorum will explore many of the different ways that technology is changing the business of community management. It is possible that this article will raise more questions than it answers, but it is hoped that you will have a new perspective on a variety of issues.

Isn’t There An App For That?

As technology has spread into every facet of American life, it has encroached into community amenities and services, too – from sensor-activated lights and toilets in the community centers to computer-controlled ventilation in condo stairwells and the automatic regulation of pool chemicals.

Vendors are using computerized work order and invoice systems; insurance companies, auditors, and government agencies are requesting information to be transmitted and manipulated digitally. It has become more and more normal for us to expect that there is a technology solution for every problem. The speed and efficiency of information transfer through texts, email and websites means that resident requests can be transmitted to management and contractors almost instantly. Residents have even proposed that covenant inspections be performed using Google Earth or drone footage. It seems like a small leap to see if the

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federal government will lease time on spy satellites so that managers never have to leave their desks to check a home’s shutter color. It can be a challenge for a manager to evaluate technology and determine what is best for an association. Every new app carries a cost, and it is the job of management to determine whether the costs outweigh the benefits.

Noni Roan, CMCA Vice President 301-639-5503 866-800-4656 ext.7479 noni.roan@mutualofomahabank.com

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Respecting Resident Expectations

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Residents tend to fall into two general groups: (1) older people who matured in a world of TVs with knobs, and (2) those younger ones whose coffee machines have more computing power than the Apollo 13.

The older crowd is often most interested in cost containment through technology than improved services. Many are planning to age in place with fixed incomes. They want community assessments to stay as low as possible and those who have spent some time around computers instinctively feel that technology may have the answers. They are prepared to wade through complicated spreadsheets that can be generated with Microsoft products, and they often request more information and more analysis because they feel that it is easier than ever to develop. This can lead to a situation where a manager is tasked with providing even more data because, with Google, we can get more data – even if an experienced manager does not feel that more research is really necessary. Managers find themselves having to defend practices and policies in a world where Wikipedia seems to have more expertise than the person who has actually been running the community for a decade.

On the other hand, the younger crowd are today’s first-time homebuyers. They have embraced technology in every aspect of their lives – they put the individual “i” into iPod, iPad, i-everything. This group, “digital natives,” wants information and they want it immediately, but they also want it provided in 140-character increments.

If information can’t be simplified to fit into the size of a cell phone Continued on page 15 OCTOBER 2019

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screen, they often don’t want to deal with it. They have 500 Facebook friends but don’t know their neighbors well enough to ask them to bring in a trash can if they are out of town on trash day.

Residents who have moved fully into the world of telework and information technology can present special challenges for management. Home-based offices are popular, but home-based workers are often troubled by the sounds and sights of routine maintenance that happen during the work-day: “The maintenance crew is pruning the shrubs while I’m trying to work!” or “I can’t hear my teleconference over the sound of the leaf blowers!” And, heaven help us if the cable goes out in the neighborhood – telecommuters need an uninterrupted flow of data and are quick to blame management if that flow is blocked for some reason.

Other physical impacts of the digital age are the problems associated with the on-demand home-delivery economy. As recently as 30 years ago, the Amazon was just a river in Brazil, but today it is a global commodity provider. Suddenly, streets and alleys that were big enough for your average sedan are the cause of complaint from dozens of delivery truck drivers who just can’t make that turn. Trees need to be pruned higher to accommodate the height of the trucks.

Add in a snow pile here or there or trash day and we basically have Armageddon.

Finally, there are issues of security and access. With the spread of palm-sized doorbell cameras, as well as community building security cameras, residents are receiving more information about what is happening in and around their property, and requiring more information, too. Some residents of high-density areas are concerned that their own conversations and actions could be picked up on their neighbors’ Ring camera. Access tokens or cards for lobbies, pools, fitness centers, parking garages, and other community amenities create their own set of challenges when it comes to issuing, renewing, maintaining or terminating privileges.

Management Expectations The management role, as noted above, is to focus on the balance between the benefits of technology and its cost. There is no question that over the past few years in the realm of community management, there are a variety of new tools that integrate resident information, payment histories, requests for services, work reports, etc. Managers and residents alike can be tempted by the attraction and convenience of software, but the reality of performance and the learning curve(s) needed to optimize the technology can be daunting.

The technology journey does not always end the way a manager expects. For example, certain covenant inspection software products can be utilized on an iPad or a cell phone while in the field, and a management company invested in iPads for its staff because of the larger screens and ease of use. It was soon discovered that a manager with an iPad in the community became a target for residents who wanted to talk about violations and community issues – thus extending the time needed to perform an inspection, whereas a man-

ager holding a cell phone was just another person wandering around with a cell phone, and thus not subject to the same level of potentially negative interaction with residents. Who could have foreseen that even with its more limited screen size and function, the cell phone would be a better inspection tool than the iPad? And, who remembers the dream of the paperless office? With the ease of generating documents, more reports are being created and disseminated than ever. Cloud storage and servers are finally taking the place of more physical file cabinets, but paper files on each individual home and community feature are still part of management contracts, and so office supply stores are still making money selling folders, labels, and tabs.

Technology provides new ways for residents to access board meetings and records. Some boards are moving toward virtual board meetings where the board and residents can call into a conference number. As the desire to meet from the convenience of an office, living room, or drinking establishment increases, the very nature and definition of “meeting” is starting to change.

Are we approaching the time when a board meeting can be scheduled during lunch hour instead of after business hours? Does a meeting require an actual physical address? Can everyone, including the manager, just call in? Should a meeting be broadcast, live streamed through Facebook, Twittered, or otherwise recorded? How will audio and video recordings of a meeting be treated in conjunction with minutes and the formal “paperwork” that has been the norm for a century of HOA management? The review of books and records is also set to transform, as many records are now never printed – so how does a resident have an opportunity to look at them as a book and record of the association? Some managers are printing out electronic records to comply with resident document requests and then charging for copies of the documents that would otherwise not exist on paper; others are requiring interested residents to view documents on computer screens so that electronic documents need not be printed.

Anything that used to be on paper can now be just easily created, manipulated and stored electronically if resources permit.

IT in IRL The essential competency of community managers is managing the real world. Information Technology offers tools that will and must change the way communities are managed. Individual communities will need to examine their own acceptance of these technologies, and their associated costs and benefits.

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By Susan Miller, CMCA, AMS Susan manages a portfolio of communities in Northern Virginia. She has been with Sentry Management since 2015. In addition to her professional credentials, Susan graduated from American Public University and holds an associate’s degree in Communication and a bachelor’s degree in Marketing.

Connection of Technology (Pros + Cons)

Psychology on the Community

T

echnology has become a huge part of our everyday lives with so much information at our fingertips. Each year we are filled with more and more ways to stay connected. The internet provides us with a large amount of knowledge and has opened the doors to even faster communication. Technology has rapidly increased

the pace of our lives and allows us to move quicker and quicker. Technology has not only become a huge part of our personal lives but also plays a huge role in our professional lives as well. Still, many homeowner associations find themselves not fully embracing the world of technology and living in the past.

Homeowner associations can find many benefits from the various forms of technology that can help keep the community connected and make the job of the board of directors a little easier and less burdensome.

Management Company Portals Many HOA’s have the ability to contract a management company who help the community stay connected with its members.

In order to stay competitive, many management companies today offer online community portals for the homeowners to view their ledger cards, review governing documents, read meeting minutes and even offer online payment systems to collect assessments. Some will even offer work order systems so that the community members can submit maintenance requests for rapid resolutions. The management company portals may allow the board to email blast the community members which is convenient when attempting to get a message out quickly. The management company portal is a great benefit to any community, however, the challenge with this type of technology is that it only provides general information, the email communication may only be limited to those community members who have reg-

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istered with the management company and may not allow potential buyers access to the information.

Community Websites A community website will offer many of the same features of the management community portal, however, unlike the management portal a community website can be the go-to site for potential buyers looking to see what the community is about. Visitors from outside the community can take a sneak peak of what is happening in the community. Which can make the community more attractive to potential buyers. A community specific website can hold a lot of important information that an outside visitor may be interested in knowing. Pictures of the association’s amenities can be uploaded to a community specific website which can help attract potential new home buyers. The challenge with the community specific website is finding the right person to manage it. Board members change with each new election so having the right administrator to keep up with the changing of arms is crucial.

Email Communication Email is potentially the most important form of technology between a community board of directors, the members of the association and the community manager. The major benefit of email is that is has the potential to increase efficiency and productivity in the community. It is a cheap form of communication and gets the message to multiple people no matter the distance. In years past a maintenance issue may not be known until the monthly board meeting, but, now with email a member of the community can communicate with the community manager or the board to inform them of any maintenance issues at any time. This allows the maintenance issues to be addressed timely and efficiently. Another benefit of email is that an email exchange can also create a documented discussion in the case of a disagreement. Email provides record of date and time of actions taking place in the community. The challenges of email communication are that not all email may represent the reflection of the community. Email exchanges with negative tones may not represent the professionalism of the HOA. Another challenge for email is that it may be slowly becoming a thing of the past with the rise of quicker messaging such as social media sites.

Social Media The biggest benefit of social media is that it provides the community with the quickest form of communication possible. For example, if the community is attempting to get out a quick message such as trash collection being missed or snow plows being stuck, the message can be sent out and reached by so many quickly. However, the biggest challenge of social media is that it provides the community with the quickest form of communication as possible. Social media could damage the character of a member or the association in a flash. It can also be a place of negativity and complaining. It is important as a board member not to engage on online debate which could be used against you in the future. The board of directors will need to set boundaries and guidelines on how they engage in this up to the minute discussion.

Electronic Voting Many HOA’s are using electronic voting as a solution to increase the number of members required by the governing documents of the community. The board of directors may resort to this type of technology to increase the quantity of votes. Budgets, amendment changes and other member required voting can be obtained more quickly with the use of electronic voting. Since the member is not required to be in person to cast their vote the member may be more inclined to respond to an electronic vote request. Another benefit to the association is that it cost less that the traditional mailing of ballots. The major challenge of electronic voting is the security of this type of voting. Many people worry about their privacy and security as the advancement of technology increases.

The board of directors and the community manager can help the community by providing them with as much information on the process as possible.

Implementing the various forms of technology into your HOA can pull a community together and help the board of directors run a more efficient organization. Technology is a great way for many associations to stay connected with its members if it is managed professionally. By understanding the pros and cons of the various forms of technology, the board of directors can help the community stay connected.

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By Olga Tseliak, ESQ. Olga is an associate attorney with the law firm of Chadwick, Washington, Moriarty, Elmore & Bunn P.C. Her practice is devoted to community association representation, including such matters of covenant interpretation and enforcement, contract law and collections. She is an active member of WMCCAI’s Quorum Editorial Committee.

The Condominium Regime: THE ORIGINAL

“Shared Economy” CONCEPT

I

n recent years, the emergence of countless “shared economy” companies such as Uber, Lyft, Airbnb, Bird, etc. has fundamentally changed consumer behavior and transformed traditional service industries. Yet, before the shared economy concept stormed the service sector, it was already prevalent in

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our culture—at least to a certain extent—in the form of common-interest communities and, in particular, condominiums. Understanding the condominium regime for what it is—shared economy housing—can help unit owners and boards members alike in addressing association-owner interactions.

Condominium: The Origins Contrary to internet lore, the condominium regime was not born of out a clandestine national socialist meeting or a Luciferian pact.

Although there is no consensus among historians as to when the concept first originated, some believe that it first arose in ancient

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Rome. Indeed, the word “condominium” derives from two Latin root words: “con” (together, shared or with) and “dominium” (domain, property, exclusive ownership and use). Others, however, dispute any connection with ancient Rome, arguing that it first developed in Europe a few centuries ago, then migrated to South America, and finally to the United States via Puerto Rico, which became the first American jurisdiction to statutorily codify the condominium concept.

Despite the disputed origins, all historians agree that Keith Romney, a prominent Utah attorney, played a major role in popularizing condominiums in the Continental United States (yes, that’s right, the first mainland condominium in the United States was constructed in Utah…by an attorney).

The explosive growth of condominiums in the 1960s-90s was primarily driven by socio-economic factors and the availability of cheap financing and mortgage insurance. Simply put, condominiums offered a perfect solution to those desiring to own property in a major metropolitan area at a lower cost.

Shared Form of Ownership Condominium ownership can be described as a form of real estate ownership whereby an individual owner holds a fee interest in a defined unit space and the remaining portions of the property, including all other building components, improvements, and the grounds of the property (collectively referred to as “common elements”), are owned in common with other unit owners who each hold a defined and undivided percentage interest in those common elements together with a right in common with other owners for the use and enjoyment of the common elements.

Put simply, one owns a space in the building (a “unit”) and share access, use and enjoyment of the rest of the property—a parking lot, a fitness room, hallways, etc. with other unit owners—much

like the collaborative consumption model employed by shared economy companies in the service industries.

Significance of Shared Ownership for Condominiums Appreciating the condominium regime as a form of shared economy helps puts a few things in better perspective. First, unit owners associations (the entities responsible for maintaining condominium common elements) play a larger role in the lives of unit owners than many would care to admit. Second, the viability of the condominium regime hinges upon how well associations perform their obligations (as imposed by the condominium instruments and the applicable statutory framework).

While individual unit owners are responsible for maintaining their units, associations are ultimately responsible for maintaining the common elements and, in so doing, protecting the market value of desirability of the individual units. This means that the associations must: (i) perform requisite maintenance, repair and replacement concerning the common elements, even if this means borrowing substantial amounts to replace roofs or facades, etc.; (ii) enforce the maintenance, repair and replacement responsibilities of individual unit owners, and (iii) restore the common elements after casualty losses—including individual units.

Although there is often a natural tendency for unit owners to view their associations as distant, draconian entities, it is worth remembering that common interest communities really are not much different than the plethora of shared economy companies that we use and enjoy on a daily basis. Common ownership and maintenance allow people to enjoy the many benefits afforded by condominiums (e.g., location, maintenance, common facilities, etc.) for a fraction of the cost that it would cost if people were to obtain the same amenities on their own. Through this lens, it is apparent that associations are simply the collective face of shared economy housing.

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By Susan L. Truskey, ESQ. Susie is an attorney at Whiteford, Taylor & Preston, LLP. Her practice is devoted to the representation of condominium and community association clients throughout Virginia and the District of Columbia. She has been named a “Rising Star” by the Washington Metropolitan Chapter Community Associations Institute and currently co-chairs the Chapter’s Quorum Editorial Committee.

I Spy With My Little Eye…

SOME CONCERNS WITH

Video Doorbells

T

he rise in popularity of video doorbells, such as those made by Ring and Nest, is creating new challenges for boards of directors of condominium and homeowners associations. These high-tech devices allow owners to livestream video on their cell phones from the devices and save videos to the cloud. The challenges facing boards of directors over the installation of such devices primarily fall into two categories: (1) whether the association has the right to regulate them, and (2) the privacy expectations of other residents.

Evaluating the board’s right to regulate video recording devices is straightforward.

Whether an owner has the right to install a video doorbell or similar recording device is going to depend on the covenants contained in an association’s governing documents. In most cases, it becomes a question of aesthetics and an association’s right to approve any changes to the common elements or the exterior of an owner’s unit or home. If the governing documents are not clear, the board should consult with the association’s legal counsel to determine whether such authority exists.

There are some models of video recording devices, including video doorbells that do not have to be installed on a building’s exterior and may be located entirely within the unit. Some devices are even designed to record through a peephole. In most cases, boards can do little to regulate or prohibit an owner from installing a video camera with-

in the boundaries of his or her unit that is pointed outside unless the device is visible from the outside and the governing documents provide the necessary authority to regulate such items.

Privacy considerations are more complicated as privacy laws vary by state. Whether an individual has a civil remedy to recover against another for invasion of privacy depends on each state’s laws. Some states have adopted laws prohibiting the invasion of privacy, while others, such as Virginia, do not recognize the invasion of privacy tort.

Privacy concerns may confront condominium boards more frequently due to the close proximity of units, especially where units are located directly across the hall from one another. In these settings, there is a higher chance that one unit’s camera may capture images inside of a neighboring unit.

For example, both Maryland and D.C. recognize a common law cause of action for invasion of privacy. An intrusion upon seclusion claim is a special form of the invasion of privacy tort, which applies when someone intentionally intrudes, physically or otherwise, without authorization upon the solitude or seclusion of another. For a plaintiff to prevail on this type of claim, he or she would need to establish: (a) an intentional invasion or observation of her private affairs, (b) into a place where she (the plaintiff) has secluded herself (i.e. within her home), or, (c) that would be highly offensive to an ordinary reasonable person.

In Virginia, however, the invasion of privacy tort is simply not recognized. Under Virginia law, an individual whose privacy has been invaded may have alternative theories for recovery, such as in the torts of defamation, intentional infliction of emotional distress, and perhaps criminal ‘peeping Tom’ laws, but you cannot sue for invasion of privacy in Virginia.

Given the increasing interest in video doorbells and other similar technologies, boards should begin to think about how they want to address such requests from owners and develop a plan for handling requests before they start filtering in.

First, a board must determine whether it has authority to impose rules and regulations on the installation of such devices. Assuming such authority exists, care and consideration should be given to govern the placement, use and appearance of such devices while paying attention to the privacy concerns of neighboring residents. Determining the best policy for each association often requires a balance between the safety and security that people desire with the expectation of privacy that most of us feel entitled to in our homes.

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By Vann Chounramany, CMCA, AMS, PCAM Vann is a community manager with Community Management Corporation and is currently the general manager of the One Loudoun Neighborhood Association. He has been in the community association industry for over 10 years and is currently working on his large-scale manager certification.

BEST PRACTICES FOR

Association Drone Usage U

nmanned Aerial Vehicle (drones) technology has advanced in terms of safety features, ease of use and cost, making it more and more accessible to associations that are considering the purchase of a drone. The drone is an asset or a tool similar to a vehicle or golf cart. Below you will find some drone ownership tips for any association that may already have a drone or considering one.

The first priority is to always obey all laws and obtain an FAA pilot’s license for your association’s designated pilot. For safety and liability concerns, this pilot should be the only authorized user of the drone. Earning a pilot’s license requires studying the UAV course materials and passing the federal pilot exam which is a significant time commitment.

Prior to using the drone, it requires registration with the FAA and an assigned number should be clearly placed on the drone.

Obtaining commercial drone insurance coverage is the next step towards taking your first flight. While the association may not be generating revenue from the use of the drone, the operating of the drone for the association can be considered commercial use and obtaining appropriate liability coverage is a requirement. While it has many safety features to help prevent a collision or a crash,

a drone is still an electronic device that can have malfunctions. If the drone comes down and causes harm to physical property or a person, a commercial drone policy will help absorb any financial liability from a crash.

Establish specific operating conditions under which the drone will operate. Consider the time of day when there are very few people around. The weather can be a factor, so restrict your flight when wind conditions exceed 25mph. Staying within your established parameters will help to ensure a safe flight in addition to accomplishing your mission objectives.

Determine clear guidelines for how the drone will and will not be used. A drone can perform the following functions that provide great benefits for an association.

• Monitor landscape maintenance conditions.

• Monitor construction development for any developing community.

• Create a high-resolution map of the community.

• Survey private road conditions and snow removal status.

• Perform inspections on common elements such as clubhouse roof and gutters.

Do not use the drone to conduct covenant inspections.

Inspections should be performed from the common areas at ground level. Using a drone to perform aerial inspections on residential lots can be perceived as being invasive and an invasion of privacy.

Using it in this manner can be a distraction from the other benefits that it can provide an association. Do not use the drone to perform home inspections as a favor for a resident.

This does not fall under official association business and by doing so, you may lead the association down a slippery slope with residents asking for other favors.

A drone can provide new perspectives and create a decision-making tool that before required a professional using very expensive equipment. Used properly, it can bring many years of added value to any association.

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Board Leadership

Development Workshop

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.

When

How

Saturday, November 2, 2019 9:00 a.m. – 5:00 p.m.

Registration opens at 8:30 a.m.

Visit www.caidc.org to register

Where

This program is worth seven (7) credit hours

WMCCAI Chapter Office 7600 Leesburg Pike, Suite 100W Falls Church, VA 22042

*Parking Available On-site

Credits

Registration Rates EARLY BIRD RATE BEFORE: 10/18/19

REGULAR RATE

MEMBER

$65

$80

NONMEMBER

$75

$90

homeowner

manager

Who

MEMBER

$65

$80

This program will benefit Managers and Homeowners

NONMEMBER

$75

$90

sponsors Chancellor

Dean

Professor

Professor

7600 Leesburg Pike, Suite 100 West

E-mail: education@caidc.org

Falls Church, VA 22043

Web: www.caidc.org

T: 703.750.3644 F: 703.941.1740

By Nigel Glennie Nigel Glennie is a resident of Bethesda, MD and an electric vehicle owner.

A corporate communications professional, his career includes stints at wellknown hospitality, technology and manufacturing organizations. Having moved to the United States from his homeland of Australia 12 years ago, Nigel is an early adopter of new technology, and a lover of all things international – sport, cuisine, and travel.

Electric Vehicle Owners: Early Adopters No More!

H

ave you ever thought about buying a new car, and then started seeing the same type of car everywhere you go?

This is known as the Baader-Meinhof Phenomenon, and I’ve experienced it a lot lately with electric vehicles.

I’ve always been an early adopter of new technology, and towards the end of 2018, I made my biggest tech purchase to date – a Tesla Model 3. Since then I’ve been noticing a lot more electric vehicles (EVs). In the first half of 2019, Tesla delivered more than 128,000 Model 3s, making it the best-selling premium vehicle in the United States.

Looking ahead, Bloomberg’s New Energy research team predicts that by 2040, 57% of all new passenger vehicles will be electric. So, it’s possible that seeing more EVs on the road is becoming more of a reality.

es. Although I enjoyed never having to stand at a gas station in the rain or snow, I began to think about home charging and having a “full tank” every morning.

This led me to research home chargers and related homeowners association (HOA) rules, and I found a number of online EV forums that offered good advice. Just search for EV charging and “getting your HOA to say yes” to find some good advice.

My overall approach – make the installation request as easy as possible for all involved.

This meant doing my own research, including looking into my state’s EV laws and securing a quote from a licensed electrician. I wanted to ensure that my request would be cost neutral for my fellow residents, so I offered to self-fund the installation, including

One of the first questions a potential EV owner must answer is – how will I charge my vehicle? Based on online discussions, there is a small population of owners who rely on Tesla’s supercharger network or public chargers like those at your local supermarket.

The vast majority of people, however, find a way to have regular access to a charger at home or work.

As a condo dweller I didn’t have access to a charger at home, so I was pleased to find that my company provided two chargers in the garage at work. For nine months, I would step away from my office twice a week to move my car in and out of the charging spac-

a sub-meter that allowed the reimbursement of all consumed energy.

Being an early adopter prepares you to face certain challenges. I was aware of the precedent-setting nature of my proposal, yet I

was pleased at how receptive and cooperative our Building Manager and HOA were to my request. I’ve since learned that they sought their own advice on the related legal and insurance implications. They also had an electrical contractor validate my proposal, including testing the capability of our building’s electrical infrastructure to manage future resident requests.

My proposal was ultimately placed on the HOA agenda for an open discussion. I turned up ready to advocate for EVs, reinforce that there was no cost to other residents, and speak to the positives for our building. I believed that the charger would add value to my deeded parking space, but also position our building as EV-friendly – something that buyers will increasingly seek, and real estate agents now mention in listings.

I am pleased to say that the request was approved, subject to some sensible conditions that protect both the Association and residents. These include the signing of a hold harmless agreement, an acknowledgment that I will abide by any future EV-related rules, and a commitment to reimburse the Association for all consumed energy.

Not five minutes after the meeting, I had fellow residents asking me what I liked about my electric vehicle. And I’ve since had multiple neighbors ask me about home charging in a condo building. I have a feeling that we’ll all be seeing a lot more EVs around very soon!

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By Guy Blachman Guy is a real estate software tech entrepreneur with experience in multi-family and condo/HOA markets. He also serves as an M&A advisor to private equity acquirers of property management software vendors. Guy helped found resident portal SaaS applications companies including MyBuilding in 2004 and co-founded ActiveBuilding in 2008. In 2013, he sold both companies to RealPage after serving as a vice president of the company from 2013 to 2016. In 2017, Guy founded Carson, the property management application for unattended multi-family buildings.

T

he online shopping boom has created an operational nightmare at multifamily properties. Amazon shipped more than 5 billion items through its Prime program in 2017. That figure doesn’t even begin to account for the number of packages delivered by competing services like Jet, Overstock, Blue Apron — or even Amazon’s

non-Prime customers.

For example, at class A fully staffed properties, multifamily owner and operator AvalonBay averaged 1,000 package deliveries per month in 2017 at each of its 288 apartment communities, more than double the amount seen in 2016.

HOW IS Y

Buildi Increasi P Handling increasing package volume is creating an enormous strain on building staff, forcing them to focus on package logistics at the expense of other property management operations.

Another example is Camden Property Trust, which estimated 10 minutes in lost productivity for each package across its 59,000 units in 2015. At a rate of $20 an hour for employee wages, package management was costing them an estimated $3.3 million annually.

Online shopping habits have made the lifestyle at unstaffed properties problematic for residents, since getting the packages into those buildings is a hit or miss - with a majority of packages ending up undelivered and requiring residents to visit the neighborhood UPS or FedEx office for retrieval. This is unsustainable for residents requiring dependable deliveries for their young children or with more people working from home - for their businesses. The package delivery room or holding area is the second most popular apartment amenity after fitness centers, according to a NMHC and Kingsley Associates survey.

Residents want their packages promptly and securely.

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YOUR

THE ing HANDLING VOLUME ing OF Packages So, What Are Available Solutions?

?

1. Locker solutions: For staffed properties, resident operations and communication software such as BuildingLink is crucial for streamlining packaging tracking and notifications to residents.

For properties that don’t want to deal with package storage, there’s a plethora of package locker solutions available. After buying the locker system. Properties can charge a one-time fee for registration at move-in. They can also charge for storage if a resident doesn’t pick up the package after a certain amount of time. “These aren’t just gym lockers. These are very robust electronic systems. They need to be looked at and considered as a permanent aspect of the property,” says Georgianna Oliver, CEO and co-founder of Package Concierge, one of the first package locker companies, with some of the largest multifamily users such as Greystar, AvalonBay Communities and Bozzuto. The larger the property - the more space is required for the locker to accommodate hundreds of lockers - making the suburban and garden style communities a better fit since there are less space constraints compared to urban properties where every square foot is premium.

2. Designated package room: For large properties in urban areas where every inch of common area is pricey, locker solutions consume a lot of space and might not be a fit. At unstaffed properties - locker hardware systems don’t work well since couriers tend to ignore them and simply drop packages as close as possible to the entrance. A good solution is a package room with a controlled access point (such as Brivo) at its door. In unstaffed properties, digital doorman systems, such as Carson, can remotely let couriers in the front door and the package room and notify residents about their delivery. Using the integrated resident portal app, residents can open the package room door and retrieve their delivery.

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different location, especially multiple/heavy deliveries. Since residents typically view receiving packages as a basic right of modern living, these types of services become an unwelcome additional monthly expense.

Ideal solutions also seamlessly integrate with existing resident portal software or apps. Avoid a solution that requires a resident to use a 3rd party website or a dedicated app.

In summary, the modern lifestyle shopping habits are forcing managers to address packages in every aspect of the property operations: starting with showcasing a property’s ability to receive packages as an important amenity during leasing, successfully managing ever increasing delivery volumes, and selecting the continuously evolving technology solutions that best fits the property for the long term.

3. Don’t receive packages: There are solutions that enable property managers to rid themselves of all involvement with packages by having residents send their packages to a 3rd party location (such as Doorman.co), paid by the residents directly. The disadvantages are clear - it’s a hassle for residents to collect packages from a OCTOBER 2019

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By Bill Metzger, CMCA, AMS Bill has served as the onsite property manager for luxury high-rise community The Residences at Gallery Place for the past five years. Employed by EJF Real Estate, he also has experience as a portfolio manager, managing many communities across Washington, DC.

Keep Best Practices fresh with a

Perishable Goods Policy

O

ver the past decade, the “Now” Generation (aka, “millennials”) has gradually molded our economy so that ease of access to goods and services has quickly outweighed obtaining them in a more traditional sense. Ordering goods with the touch of a button has replaced brick and mortar stores for many condo owners, and this trend will likely increase as more and more millennials become first time condo owners.

While package storage isn’t an entirely new problem for communities, over the last five years the growth of shipped perishable goods has created a new set of challenges for HOA managers and staff to overcome.

Companies such as Blue Apron and HelloFresh offer ready to cook meals shipped with ice packs. InstaCart and Fresh Direct will deliver entire grocery lists ordered online.

Other commonly shipped perishable goods include refrigerated medication and flowers.

Because perishable goods have a finite deadline for delivery, and purchasing refrigeration units can be cost prohibitive, a Perishable Goods Policy should be adopted by your association to provide management and staff with guidance on how to handle refrigerated packages. Having such a policy in place will also remove liability from the association for refrigerated goods that have spoiled.

“It is important to establish a procedure for notification,” advises Michelle LaRue, an attorney with Kass Legal Group, PLLC. “It should be clear how many times a resident will be notified of their refrigerated package and through which avenue; email, text, or phone call.” For the most part, the resident receiving the delivery will be responsive and pick up the item as soon as possible, but what happens if they do not respond to your notifications? “Established

policy should indicate how long perishable goods will be kept in the lobby if not picked up,” says LaRue. As a guideline, Blue Apron’s website advertises that their refrigerated packages remain below 40° (the safe zone for refrigerated food) for 24 hours after being shipped.

LaRue added, “In expectation of having to remove spoiled goods, the Perishable Goods Policy should also include a liability

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clause for items that are removed after being held for the policies allotted amount of time.” The governing documents should also be reviewed for language releasing the association from liability for personal items stored in common areas. Such language would cover delivered packages.

If proper notice has been given, it is reasonable to remove food or plants that are beginning to turn. However, Michelle advises that refrigerated medicine never be thrown away. “It’s not for management and staff to decide when a refrigerated medication has expired. If possible, these items should be held until they are picked up, or the resident is contacted.” However, if the medication is lost or accidentally removed, the liability clause in the Perishable Goods Policy should absolve the association and staff from responsibility.

In general, it is a resident’s responsibility to monitor the delivery of perishable goods. To facilitate this, it should be made known that the front desk staff is to be notified when refrigerated packages are expected to arrive. Likewise, it can be helpful if someone other than the resident is allowed permission to pick up the refrigerated package, or if the front desk staff is given permission to deliver the package to the unit.

For those associations without front desk staff to accept refrigerated packages, there are a few more hurdles to contend with; namely limited space, theft, and reduced notification upon delivery. One way to combat these issues is with the instillation of package lockers if the required space is available. Many companies will design and install a locker system free of charge, with the cost being offset by a user service fee. These optional locker systems will keep packages safe and your lobby organized. The main benefit for refrigerated packages is that resident will receive a notification from both the carrier and the locker provider.

As more and more millennials seek out the instant gratification of ordering perishable goods online, increased attention will be required from management and lobby staff. Drafting a proper Perishable Goods Policy will help keep your association’s best practices fresh for years to come.

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By Doug Carroll Doug Carroll is a homeowner in Alexandria, VA. He is a board member of the Windsor Park Homeowners Association, a community of 386 townhouses near the Franconia-Springfield Metro Station. Doug was a business reporter and later a business editor at USA TODAY for nearly 30 years.

Can ‘Gig Economy’ Work for Community Associations?

M

y HOA dinged me with a citation during our community’s architectural inspections last spring. The fix was an easy paint job just below the roof of my townhouse. But, I lacked a tall ladder and a desire to climb one.

I turned to TaskRabbit, a digital marketplace where anyone can find and hire local people to do specific small jobs. Using its smartphone app, I reviewed a short list of painters and chose one whose job profile and price I liked. The painter I hired came the next

morning and finished before noon. I happily paid him through the app.

TaskRabbit, like the ride-hailing companies Uber and Lyft, operates in a space known as the “gig economy,” or sometimes the “shar-

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ing economy” or the “freelance economy.” Gig workers are typically freelancers or independent contractors hired for temporary jobs or projects. Highly skilled freelance workers are valued at Fortune 500 companies for the management, financial, technical or creative talents they can bring into an organization.

On some gig platforms, freelancers can add background checks or drug test results to their profiles. Features like these, along with customer ratings and reviews, build trust and confidence among potential employers.

Americans now spend more than 1 billion hours a week freelancing based on a survey last year by the Freelancers Union and Upfront, a large global freelancing site used by professionals.

How could community associations benefit from this new way of working? They purchase many different services with the $95.6 billion that’s collected annually in homeowners’ assessments, according to the Foundation for Community Association Research. Examples include professional management services, common area maintenance, landscaping, capital improvement projects and amenities like pools and clubhouses.

It’s tempting to say associations might save money by selectively purchasing some services the same way I arranged to have the fascia board painted on my house. For instance, digital marketplaces and referral websites for common repair services are exploding. Where competition is intense, lower prices and better services usually follow.

As it is, associations tend to buy services from preferred companies.

Often, they may be companies that board members or an association’s manager know and trust. Chances are they are companies that know

how to serve community associations because they’ve been doing it for years. They may even be members of CAI. The question is when do the costs of sticking with what’s familiar outweigh the possible rewards of trying something new? Should all repair jobs automatically go to an association’s longtime, preferred contractor if competitors on TaskRabbit will do the work for less money? Should an association shop the gig economy for better prices on certain landscaping work that costs extra under the association’s landscape contract? Should associations hire gig workers to fill unmet needs, such as writing advocacy letters to government leaders or producing a strong community newsletter more often?

But, even if community associations don’t demand it, businesses that serve them should watch trends in the gig economy and consider how they might tap it to deliver better products or services to customers.

Now, here’s a plug for the status quo.

Strong business relationships are desirable and essential. They build trust and support successful performance. Established firms can offer great warranties, but the strength of their ties with customers give those promises force.

There’s nothing wrong with relying on a familiar vendor that knows the community well, and consistently meets or exceeds an association’s expectations — even when it’s not lowest-priced competitor.

Lastly, let’s not forget the hidden costs in administrative time to shop around for the best price for one-off jobs, explain requirements to a contractor who doesn’t know the community and then deal with complaints if the job wasn’t done right.

Sometimes what looks like wise spending is unwise saving in disguise.

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By Margarita Brose Margarita is a fifteen-year resident of Arlington County, and serves on its Transportation and Neighborhood Complete Streets Commissions. A federal project manager and former managing consultant, she has lived and worked in cities all of her adult life, and is a dedicated supporter and user of public transportation.

Arlington Welcomes E-Scoot

T

hey seem ubiquitous now, although two years ago they were a novelty in our community. Electric scooters (“e-scooters”) are in the so-called “shared mobility devices” (SMDs) group of gas-less vehicles, which include docked bikes (i.e., Capital BikeShare) and dock-less bikes offered around the local jurisdictions by Lime, JUMP, Lyft, and other companies. E-scooters are dock-less (there’s no specific spot to drop them off, which is why they seem to be all over the place); devices are dropped off at strategic spots around the county by their sponsoring companies for use by prospective customers. Company phone apps provide instructions and the locations where

one can find available scooters; users access the e-scooter by entering a code provided by the app.

Bicycles use has long been encouraged by Arlington County through its Master Transportation Plan and the recently updated Bicycle Element of the plan. E-scooters, on the other hand, seem to have recently arrived out of nowhere. Indeed, in some cases, companies literally showed up in some jurisdictions in the middle of the night to launch their devices.

In September 2018, the Arlington County Board decided to address the appearance

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of SMDs directly, by approving a ninemonth demonstration project (from October to June 2019) to evaluate the impact

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the SMDs on our streets. The County invited companies to apply to participate in the program, and in exchange, the County would receive detailed usage data from the companies, including data on the number of customers, mileage covered on the devices, and the number of crashes, complaints and speeding reports. As of May 2019, seven companies were participating in the pilot program.

In May, the County Board approved the extension of the SMD demonstration project through December 2019, so that the staff could collect more data through the summer months to help them in their evaluation and recommendations for regulation to the County Board. At that point, the county had recorded

High Level of

SUPPORT HELPS

BOARDS

be Effective with Homeowners

ers with Care over 300,000 trips on the SMDs, and received over 1,200 complaints (and 60 compliments) about the devices. Issues raised in comments included improper parking of devices, unsafe driver behavior, and riding on sidewalks (not permitted during the project). As the County Board chairman stated in a recent interview, the project’s data will help the County develop its own regulations for SMDs, as provided for by the Governor, ahead of expected law-making by the Commonwealth’s legislature in early 2020.

The County has provided a website with a Q&A about dockless vehicles and specific written guidelines for e-scooters. County Police also developed guidance for e-scooter users, including some of the basics of use, for example, “signal your intention to stop or turn” and “yield to pedestrians in sidewalks.” Regardless, many motorists and pedestrians have found themselves dodging e-scooters careening down roads or on the sidewalks.

Throughout the demonstration project, the County has engaged with the community, both in person and online, to communicate the goals and guidelines of the project, and to encourage feedback. Updates have been provided to county groups with an interest in the transportation impacts of the project; Arlington Public Schools also provided detailed guidance to parents and students with specific emphasis on the use of e-scooters, and the reminder that users must be over the age of 18.

It is exciting and interesting to watch transportation innovations evolve in real-time. I suspect that e-scooters are just the first in a variety of approaches that will include combinations of private and public options for commuting and daily mobility in the years ahead. Thoughtful regulation by the county this fall will provide needed standards for operation and safety; broad education of these rules of the road will also be necessary. Once these are all in place, SMDs, vehicles and pedestrians will be able to safely co-exist on the roads of Arlington County.

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By Jedd C. Narsavage Jedd studied Landscape Architecture at Cornell University and today is the Vice President of GreenSweep LLC, a full-service landscape company servicing over 600 properties across the DC-Baltimore region.

(and Headaches)

I

n recent years as the farm-totable philosophy has taken root in restaurants and markets across the country, it has also become more prevalent even closer to peoples’ homes, and sometimes even within their own backyards. Community gardens have been embraced by neighborhoods from urban cities to suburbia, attracting participants with their promise of locally grown produce and an enriched community experience. From a landscape maintenance and landscape enhancement perspective, community gardens offer a mix of benefits and challenges.

As a landscape maintenance provider, the

most-frequent request we hear from customers is the desire for low-maintenance landscapes and outdoor spaces. Ironically, many of those same customers also want to see more spaces of open lawn, rather than less. There is nothing more high maintenance than turf. Lushly landscaped beds don’t need to be mowed once a week. Trees and shrubs don’t typically need an intense fertilization and weed control program, or lime applications in the fall, or de-thatching, aerating, over-seeding, etc. The same can be said for community garden spaces. Every square foot of turf converted into a community garden is one less square foot that needs to be mowed, fertilized, aerated—you get the idea. That’s not to say gardens aren’t with-

out their own unique maintenance challenges, but a community garden is maintained by the community as a whole, with each resident contributing their own time, effort and materials to the general upkeep. This can reduce the cost for lawn maintenance.

However, because a community garden is dependent on the community members to maintain it and not being serviced under a contract with a landscape maintenance company, the onus is squarely on the community to keep the garden clean of weeds and pests, and providing the intended benefits in the form of produce, flowers, etc. Convincing your neighbors that they now need to not only weed their own beds in their own yard, but also pull weeds in the community garden may be easier said than done.

Close communication with your landscape maintenance provider is critical to ensuring the community garden thrives. You will want to work with your provider to ensure certain fertilizers or weed control chemicals are not applied near a community garden. Also, establish clear expectations on who is responsible for what when it comes to upkeep.

Because many community gardens are fenced to protect from deer and pests, this could be as simple as a line in the landscape contract that states that areas within the fence are off-limits for the landscape company. Or, a community may negotiate a small fee for the landscape company to assist in upkeep such as

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weeding and removal of dead plant material. It all comes down to communication and clear expectations between the community and the landscape company.

Beyond the tangible benefits a community garden can provide, such as locally-sourced produce and lower turf maintenance costs, it can also enhance a neighborhood by drawing residents out of their homes and providing them a communal effort to engage in together.

Then, there are the health benefits as well. The positive effects of community gardens can be felt as gardening is not only a venture that feeds and rejuvenates the body but also one which nurtures the mind. Gardening is a physical activity and participation gives one the prospect of improved physical health. Resident mental health could also be given a positive boost because gardening is a stress-reducing, relaxing activity. Also, there is research that suggests community gardeners are inclined to eat more fruits and veggies. Let’s face it, homegrown simply tastes better than store bought! It is fresher, so you’re apt to eat more of it.

However, not every member of a neighborhood may believe that a community garden is the best use for the often-limited open space available. Gardens can get unkempt and overgrown when not properly maintained, giving the entire neighborhood a messy, sloppy look. And, while turf is high maintenance as discussed earlier, it is also extremely versatile. In an open space of turf, kids can play soccer, neighborhoods can host picnics and events, friends can gather for celebrations, or individuals can sit in quiet solitude and enjoy the surroundings. It’s hard to play a neighborhood flag football game among tomato plants, pumpkins and string beans. Intelligent and meaningful conversations should be held within a community to decide how best to use the neighborhood common areas, and how such a preferred use can be balanced with the budgeted maintenance costs.

Versatility of common areas, maintenance costs, community engagement, pesticide/herbicide usage, and the overall “look and feel” of a community are just some of the things to consider when discussing the possibility of adding a community garden to any HOA, condo or townhome community. When having those discussions, engage with your landscape provider as well. Get their opinions, their suggestions, their options for possibly assisting in the maintenance. After all, a landscape company’s goal for a community’s common areas is the same as the community itself: ensure they look their best and provide the greatest possible benefit to the entire neighborhood. And an honest landscape provider will give you an accurate analysis of the benefits and challenges of adding a community garden to the landscape.

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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

BANKING AND FINANCIAL SERVICES

BB&T Association Services www.bbt.com Let us save you time and money with our lockbox processing, ACH, coupon book, statement printing and transmission services.

Tavarious Butts T: (703) 284-0561 Tavarious.Butts@BBandT.com 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 4401 Ford Avenue, Suite 1150 T: (703) 642-3246 Alexandria, VA 22302 602 South King Street, Suite 400 T: (540) 751-1888 Leesburg, VA 20175 Dave Ciccarelli, AMS, PCAM dciccarelli@sentrymgt.com Sequoia Management Company Inc., AAMC 13998 Parkeast Circle T: (703) 803-9641 Chantilly, VA 20151-2283 www.sequoiamanagement.com Craig Courtney, PCAM ccourtney@sequoiamgmt.com 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

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

­­INDEX TO ADVERTISERS A Associa-Community Management Corporation, AAMC......................................................................8 B Barkan Management, LLC, AAMC..................................................................................................20 BB&T Association Services.............................................................................................................27 Brothers Paving & Concrete..........................................................................................................1, 4 C Capital Painting Co.........................................................................................................................29 Cardinal Management Group, Inc...................................................................................................35 Chesapeake Law Group..................................................................................................................12 RESTORATION SERVICES

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

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

D

ROOFING

DoodyCalls.....................................................................................................................................13 F Fantasy World, Inc. dba Fantasy World Entertainment.....................................................................26

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

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

The Falcon Group.............................................................................................................................9 FirstService Residential DC Metro, LLC, AAMC................................................................................39 G Gardner Engineering, Inc................................................................................................................18 M Miller-Dodson Associates................................................................................................................34 Mutual of Omaha Bank@Community Association Banking & CondoCerts.......................................13 N Northstar Community Management Software..................................................................................30 P Ploutis Contracting Co., Inc.............................................................................................................39 R Reston Painting Company................................................................................................................2 S Segan, Mason & Mason, PC...........................................................................................................16 Sentry Management, Inc.................................................................................................................33 T TWC Services, LLC..........................................................................................................................29 W Williams Professional Painting.........................................................................................................32 Windows Plus, LLC.........................................................................................................................22 WINTRUST Community Advantage Bank.......................................................................................28

OCTOBER 2019

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CUL-DE-SAC

By Crishana L. Loritsch, CMCA, AMS, PCAM Crishana is the general manager of The Adagio Condominium located in Bethesda, MD. An active member of the chapter since 2002, she’s a passionate advocate for the community association industry and believes in the power of volunteerism and paying it forward. Her commitment and enthusiasm have allowed her to be recognized as a Rising Star, Committee Chair of the Year, Volunteer of the Year and to receive the Chapter Appreciation Award. A natural mentor, she strives to influence everyone in her sphere to be better, every day. She truly believes that the chapter represents the best and brightest in the industry. An avid runner, she spends many early mornings preparing for her next big race.

NORTHERN VIRGINIA’S RAPID EXPANSION OF

S

torage. It seems like there is never enough room for all the stuff we’ve accumulated over the years. Whether it’s a wedding dress, an old football uniform from glory days long past or a box of childhood artwork, it’s hard to part with these things because of the memories attached to them. The same is true for technology storage. With the advent of smartphones and the advances in technology that seem to come daily, we have a plethora of information at our fingertips and the ability to collect said information for later use has reached to the clouds…literally! But how does this affect community associations? I’m glad you asked.

I, like the readers of Quorum magazine, live in a neighborhood with a homeowners association. When we first moved to Loudoun County from Washington D.C. in 1986, many joked that there were more cows and horses than people. It certainly felt that way as you drove down the roads, seeing green open spaces and farm animals lazily grazing. Being able to live a “country” lifestyle less than 30 miles from Washington D.C. was fantastic and was a selling point that made folks leave the city for the idyllic pastureland of Loudoun County.

Fast forward to 2019 and the green open space is fast giving way to data centers, the equivalent of storage facilities for data, not only in Loudoun County but in other surrounding counties as well. Our idyllic views of farm country have been exchanged for server farms and for many residents, it is especially disconcerting as these buildings are considered concrete and metal eyesores.

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According to Data Center Frontier, Northern Virginia is the world’s largest data center market, and “the shift to cloud computing has brought unprecedented growth.” It is twice the size of any other market in the United States.

Loudoun County in particular, with its proximity to the nation’s capital, is now called the Dulles Technology Corridor or “Silicon Valley of the East.” In fact, according to Loudoun business-development chief Buddy Rizer, in an article published in the Washingtonian magazine in September 2016, since 2008, there hasn’t been a single day without construction of a new data center in the county. In this same article, Loudoun County’s Department of Economic Development indicated that an estimated 70% of all internet traffic in the world is routed through the county daily. With this level of unprecedented growth, Loudoun County is now poised to act as a model of how to navigate in a world where the internet has become intertwined in every aspect of modern life and realize the financial benefits of data center development without alienating its residents in the process.

Additionally, Loudoun officials have said that data center tax revenue has allowed the county to reduce its tax rate unlike many other jurisdictions in the Washington D.C.

area. “While data centers are not always everyone’s favorite type of development, at this point they are accounting for over $1,000 in tax savings for the average Loudoun homeowner,” said Supervisor Matthew Letourneau (R-Dulles), in his budget analysis.

“Obviously, we must ensure data centers go in the right parcels and are good neighbors, but their growth means money in your pocket because they consume very few county resources.”

Clearly there is a financial benefit and for Loudoun County alone, it’s to the tune of $110 million in annual tax revenue but how can we ensure that our concerns regarding these server farms do not fall on deaf ears.

For starters, attend your local government meetings when these issues are brought forward for discussion and decision. Pay attention to those notices that are posted on public right of ways. Oftentimes they refer to upcoming development projects before your local municipality, including data centers.

Be prepared to offer constructive feedback and solutions; don’t come just to argue your point. These officials are elected to represent your interests as constituents. Offer to help them do their jobs better. Finally, understand you may not get exactly what you want; be prepared to adapt accordingly.

Technology and its advances are here to stay. Instead of resisting this new normal, embrace it and find ways to make it work for you as an owner. For example, instead of being annoyed at the constant hum of air conditioning and generator units at the nearby data center, imagine they are instead a year-round symphonic composition of cicadas. Not quite what you had in mind? Well, think of it as the physical manifestation of your online transactions being processed at high speeds. After all, without this, how else would you be able to have your Amazon order arrive within 1 day (or in some cases) the same day as when you clicked purchase.

Who could’ve imagined that only 50 years after the Apollo landed on the moon, we would be using technology in every facet of our lives, from guiding aircraft to streaming our entertainment to automating our homes using artificial intelligence? We are indeed living in a time that rivals The Jetsons cartoon.

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OCTOBER 2019

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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

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

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