Issuu

SU MM E R/ FAL L 2 0 2 0 I SS U E

THE

BEACON A CHAPTER OF THE COMMUNITY ASSOCIATIONS INSTITUTE (CAI)

Although the 2020 session of the Maryland General Assembly was cut short by the COVID-19 crisis, 1663 bills were introduced in the House and 1081 in the Senate. The Maryland Legislative Action Committee (MD-LAC) had a very busy and successful session, as its 2 legislative initiatives for this year, one on condominium master policy deductibles and the other on obtaining mortgagee approval for amendments to declarations, both passed and will become law.

The following bills impacting Maryland IMPORTANT cooperatives, ACTION condominiums ITEM! and homeowner associations were passed by the General Assembly, were not vetoed by Governor Hogan and, therefore, will become effective on October 1, 2020. 2020 PLATINUM SPONSORS Atlantic Maintenance Group, LLC CIT Hann & Hann Construction Services Minkoff Company, Inc. Nagle & Zaller, P.C. Palmer Brothers Painting & General Contracting RoofPro, LLC S&K Roofing, Siding, & Windows, Inc. Simmerer Insurance S ŌLitude Lake Management

HB108/SB175—Condominiums— Responsibility for Property Insurance Deductibles In 2009, the MD-LAC successfully lobbied the Maryland General Assembly to pass a bill allowing condominiums to shift up to $5,000 of the master policy’s deductible from the condominium to the unit owner if the cause of damage or destruction to any portion of the condominium originates from a unit. If the cause of any damage or destruction originates from the common elements, then the master policy’s deductible is a common expense. Since unit owners are responsible for maintaining their units and the condominium is responsible for maintaining the common elements, it was only fair that the deducible responsibility would be paid by the person or entity responsible for the maintenance of the item causing the damage. Unit owners are able to obtain coverage under their homeowner policies to cover their obligation to remit the master policy’s deductible. continued on page 4 Structural Restoration Services, Inc. The Falcon Group Tidewater Property Management, AAMC Weaver Bros. Insurance Associates, Inc.

2020 GOLD SPONSORS BB&T Association Services now Truist Becht Engineering BT, Inc. Condominium Venture, Inc., AAMC North Arundel Contracting Whiteford, Taylor & Preston, LLP

Managers and Homeowners!

Look inside for Our 2020 Golf Sponsors, Winners & More! 2020 EDUCATION SPONSORS Acadia Windows & Doors, LLC Atlantic Maintenance Group, LLC DoodyCalls Pet Waste Removal North Arundel Contracting Pro Painting & Contracting RoofPro, LLC The Falcon Group

In This Issue Maryland Legislative Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cover President’s Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Platinum Sponsor Showcase—Hann & Hann . . . . . . . . . . . . . . . . . . . . . . . 6 Customer Experience: Value vs. Price . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

EXECUTIVE BOARD

President . . . . . . . . . . . . . . . . V icki Eaton, CMCA, AMS, LSM, PCAM Community Association Services, Inc., AAMC President-Elect . . . . . . . . . . . Gail Windisch, CMCA, AMS, PCAM Tidewater Property Management, AAMC Vice-President . . . . . . . . . . . . Susan Rapaport, Esq. Davis, Agnor, Rapaport & Skalny, LLC Treasurer . . . . . . . . . . . . . . . . Ruth Harlan Carroll Vista Community Association Secretary . . . . . . . . . . . . . . . . B.K. Swartwood, CMCA, AMS, PCAM Comsource Management, Inc., AAMC

Checklist for Evaluating Proposals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

DIRECTORS

James Anderson, PE, Becht Engineering BT, Inc. Roderick G. Clark, III, The Towers Condominium, Inc. Kelly Rae, RoofPro, LLC Kerrie Zander, AMS, PCAM, DoodyCalls Pet Waste Removal

Budgeting for All Times: A Path Through COVID-19 . . . . . . . . . . . . . . . . . 10 Platinum Sponsor Showcase—Structural Restoration Services . . . . . . . . 12 An Eye for Weeds—Practical Weed Control Solutions . . . . . . . . . . . . . . . 13 2020 Annual Golf Outing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

DelMarva

Platinum Sponsor Showcase—The Falcon Group . . . . . . . . . . . . . . . . . . . 18 Assistance Animals—What Are They? . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Susan Blackburn, CMCA, AMS, PCAM, Chair Community Association Management Professional, LLC, AAMC Noni Roan, Vice-Chair CIT

EXPO

Ellen Throop, Chair Elmore & Throop, P.C. Joanne Frallicciardi, CMCA, AMS, Vice-Chair Community Association Management, LLC, AAMC

Golf

Scott Karam, Chair Power Systems Electric Kara Permisohn, Vice-Chair Minkoff Company, Inc.

Annual Social

Dani Bressler, Chair Toepfer Construction Co., Inc. Carrie Ehart, Vice-Chair Raine & Son, LLC

Maryland Legislative Action Committee

Steve Randol, Chair Piney Orchard Community Association

Membership

Ron Bridge, Chair Weaver Bros. Insurance Associates, Inc.

Newsletter

Don Plank, PCAM, Chair National Cooperative Bank Brooke Chaney, CMCA, Vice-Chair Tidewater Property Management, AAMC

L.E.A.D. (Leadership Enhancement and Development)

James Nies, Chair RoofPro, LLC Nichol Means, CMCA, Vice-Chair Community Association Services, Inc.

On-Site Registration for PMDP Classes

Jonathan Rosenberg, CMCA, AMS, PCAM WPM Real Estate Management

2020 Calendar of Events . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Many Thanks to our 2020 Breakfast Seminar Sponsors! . . . . . . . . . . . . 25 2020 PMDP Course Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 2020 Beacon Advertising Rates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

CAI CHESAPEAKE REGION CHAPTER

Stephen McConoughey, Executive Director Angela Marsh, Office Manager 8901 Herrmann Drive, Suite B, Columbia, MD 21045 410-540-9831 • 410-431-1666 (fax) Email: contact@caimdches.org • www.caimdches.org This publication attempts to provide CAI’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. CAI 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. If legal advice or other expert assistance is required, the services of a competent professional should be sought. Permission to reprint articles in Beacon may be granted only after receiving prior written approval from the CED of CRC/CAI.

Law Office of Cynthia Hitt Kent, LLC A Baltimore area law firm engaging in the practice of general and real estate related representation for Community Associations, Developers, Small Businesses and Individuals.

Cynthia Hitt Kent ckent@hittkentlaw.com 10 Crossroads Drive, Suite 107 Owings Mills, MD 21117 T: 410.363.9600 | F: 410.363.9601

Chad Toms, Chair Whiteford, Taylor & Preston, LLP Lisa Meck, CMCA, AMS, Vice-Chair Legum & Norman, Inc. AAMC

Education

Welcome New Members! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Platinum Sponsor Showcase—CIT Community Association Banking . . . . . 23

COMMITTEE CHAIRS

President’s Message In reflecting on the past six months, it is still difficult to believe how rapidly our world has changed! We quickly shifted gears to a new way of life, both at home and in business. As a Chapter, we have adapted and come together in a remarkable way, while never setting foot in the same room. Despite cancellation of various events and networking functions, programs have been transformed into online learning. We are finding new and creative ways to come together to support one another, and to deliver value to our membership in a safe environment. Now, it’s time to look ahead to the second half of 2020. For the remainder of the year, we will concentrate on carrying out our mission and implementing our educational programs. The Expo Committee has adapted to the circumstances with impressive agility and creativity. Our Expo entitled: “It’s Just Business…Nothing Personal” has been streamlined to work well in the virtual format. You will be able to attend the Expo from the comfort of your home or office and still receive quality education. Our business partners will have the opportunity to communicate directly to our attendees through a series of “break-out rooms” where they will be able to “meet” the attendees and the attendees will be able to ask questions. For more information visit https://www.caimdches.org/2020-annual-symposium-and-expo.

working for you. Your thoughts and ideas are welcomed and appreciated. Our Membership Committee is diligently working on reaching out to communities that are not yet members of our Chapter, providing them with information on CAI and how it benefits a community. The Social Committee has organized a virtual food drive with the Maryland Food Bank. Help those in need by visiting https://mdfoodbank.fenly. org/drive/crc-virtual-food-drive/. We will concentrate on gathering data to help define our Strategic Plan for 2021. Information such as: What programming are you interested in? What levels of programs are needed…beginning, medium, advanced? What do you want from your Chapter? What are you looking for in your Chapter? Answers to these questions will help shape our goals for 2021 and beyond. We are a close, cohesive community, and we all want to be together again. Zoom meetings do not fully replace our in-person gatherings. We miss you and look forward to seeing you in person as soon as it is safe to do so. In the meantime, know that your Chapter is here working for you. The success of our Chapter is the result of your support. If you need anything, please do not hesitate to contact us. Stay well!

We plan to focus on community outreach, not only to our members, but to communities that are not currently members and those seeking help during this challenging time. For our members, this is the time when your input is so very important. Whether a manager, homeowner, or business partner, let us know what is working and what is not

Warmest regards, Vicki E. Eaton, CMCA®, AMS®, LSM®, PCAM® Community Association Services, Inc. vicki.eaton@casinc.biz

BECHT

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Please visit our Directory at www.caimdches.org/ membership-directory/corporate if you are in need of any services for your community!

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LEED AP

IN MEMORIAM Long-time CAI Member, Judith Ann Riden-BringYEARS hurst (76) of Westminster, MD passed away peacefully at her home on July 10, 2020. Judith worked for 19 6 - 2 0 4 over 30 years alongside her husband as co-owner of Riden-Bringhust Associates, a Property Management Service located in Westminster, MD. In her free time she enjoyed creating stained glass art and spending time with her family. Judith was instrumental in shaping the development of professional standards that helped strengthen the industry and will be missed by many. 14

A special Thank You to our Essential Business Partners who have worked so hard during these difficult and unique times. We appreciate you and all that you do!

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continued from cover page At the time the deductible law was passed in 2009, the typical deductible on a master policy was $5,000.00. In the ensuing years, many condominiums have only been able to obtain coverage with master policy deductibles of $10,000.00 or higher. To bring the law in line with current master policy deductibles, at the request of the MD-LAC, Senator West introduced SB175 and Del. Stein introduced HB 108, which provides that if the damage originates in a unit, the maximum amount of the master policy’s deductible that can be shifted to the unit owner is $10,000.00. If the loss originates from the common elements, the deductible is a condominium expense. Although the law was clear on responsibility for the deductible if the loss originated in a unit or a common element, the law did not address who was responsible for the deductible if the loss originated outside a unit or a common elements, for example damage from a storm. The bills also clarifies this issue and provides that if a loss originates from an event outside the unit or the common elements, the master policy’s deductible is a common expense.

HB25/SB293—Condominiums and Homeowners Associations—Amendments to Declarations and Governing Documents Some condominium and homeowner association declarations require the approval of a certain percentage of the holders of mortgagees or deeds of trust on a unit in order to amend the declaration. These holders, typically, did not respond to requests to vote on proposed amendments to declarations, saddling many condominium and homeowner associations with outdated and undesirable covenants. At the request of the MD-LAC, Senator West introduced SB293 and Delegate Holmes introduced HB25, which provides that if the declaration of a condominium or a homeowners association contains a provision requiring any action on the part of a holder of a mortgage or deed of trust on a unit in a condominium or a lot within a homeowners association to amend the declaration, that provision is deemed satisfied if the following procedures are followed: (i) notice is sent to each holder with a copy of the proposed amendment; and (ii) if the holder fails to object, in writing, to the proposed amendment within 60 days after the date of actual receipt of the proposed amendment, the holder is deemed to have consented to the proposed amendment. For years, the Maryland Condominium Act has enabled condominiums to utilize these procedures if the approval of holders of mortgages or deeds of trust on units was necessary to amend condominium bylaws. These procedures for obtaining the approval of holders for declaration amendments do not apply if the amendments: (i) alter the priority of the lien of the mortgage or deed of trust; (ii) materially impairs or aﬀects the unit or lot as collateral; or (iii) materially impairs or aﬀects the right of the holder to exercise any rights under the mortgage, the deed of trust or applicable law.

HB254—Prince George’s County—Cooperative Housing Corporation, Condominiums, and Homeowners Associations—Reserve Studies The Prince George’s County Delegation introduced HB254 requiring cooperatives, condominiums and homeowner associations located in Prince George’s County to perform a reserve study every 5 years for future major repairs and replacements of common elements of a cooperative and condominium and common areas of a homeowners association. The annual budgets of cooperatives, condominiums and homeowner associations must include funds equal to at least 80% of the funding amount recommended in the most reserve study and assessments can be increased to cover the reserve funding amount notwithstanding any provision in a condominium or homeowners association articles of incorporation, bylaws or declaration or any provision in a cooperative’s articles of incorporation, bylaws or proprietary lease. This law applies to condominiums and cooperatives in Prince George County with more than 50 units and to homeowner associations in Prince George’s County with more than 50 dwelling unit and that have responsibility in the declaration for maintaining and repairing common areas. Senator Benson introduced SB386 and Delegate Holmes introduced HB58, which would have imposed similar reserve requirements statewide. However, both bills failed to pass.

SB472—Homeowner Associations—Adopted Annual Budget—Submission to Lot Owners Currently, the board of directors, or other governing body of a homeowners association, are required to submit to the lot owners an annual proposed budget at least 30 days before the budget is adopted at an open meeting of the homeowners association or any other body to which the homeowners association delegates responsibility for preparing and adopting the budget. Senator Lamm introduced SB472 requiring the board of directors or other governing body of a homeowners association to submit the adopted annual budget to the lot owners not more than 30 days after the meeting at which the budget is adopted. The adopted annual budget may be sent to each lot owner by electronic transmission, by posting on the association’s home page or inclusion in the association’s newsletter.

In addition to the bills that passed, the MD-LAC took a position on the following bills that did not pass: HB1628—Sales and Use Tax-Rate Reduction and Services With the assistance of the strong grass roots opposition from CAI members, the MD-LAC was able to assist in the failure of HB1628. In an attempt to raise revenue, House Majority Leader Eric Luedtke introduced HB1628 which would have lowered the sales and use tax from 6% to 5%, but would have broadly taxed services. The bill defined “Taxable Service” as any activity engaged in for a buyer for consideration. Nearly all community association services, including property management, pool management, landscaping, snow removal and trash pick-up would have been subject to this tax. The passage of this bill would have increased every association’s budget by thousands of dollars to cover the service tax, which would have caused associations to either decrease services or increase assessments paid by owners.

agreement, other than an agreement related to a personnel matter or an assessment account, was unenforceable if it prohibited the disclosure to the unit owners or a prospective purchaser in a resale disclosure statement. The MD-LAC supported these bills. Although the House version passed, it died in the Senate Judicial Proceedings Committee for lack of action.

HB111/SB734—Electric Vehicle Recharging Equipment for Multi-Family Units Act Legislation was once again introduced by Senator Lam and Delegate Korman concerning the authorization and installation of electric vehicle recharging equipment and the reserving of parking spaces in condominiums and homeowner associations. The bills established standards relating to the installation and the use of electric vehicle recharging equipment in condominiums and homeowner associations and the bills were supported by the MD-LAC. Although the House version passed, the Senate version died in committee. If you have any questions regarding these bills or any other bills impacting associations, please feel free to reach out to any member of the MD-LAC.

HB30/SB471—Disclosures to Condominium Unit Owners and Prohibited Provisions in Instruments Introduced in the Senate by Senator Hester and in the House by Delegate Watson, this bill clarified that the provisions regarding closed meetings could not be interpreted to authorize the board to withhold or agree to withhold from unit owners the terms of any legal agreement to which the condominium is a party. The bill also provided that any provision in an

Written by: Susan R. Rapaport, Esq. Partner with Davis, Agnor, Rapaport & Skalny, LLC. Assistant Secretary of the MD-LAC and Vice President of the Board of Directors 443-283-0682 srapaport@darslaw.com

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HANN & HANN

PLATINUM SPONSOR SHOWCASE

A Greater Understanding In 2017 CAI National published the results of a draft survey on construction deficiencies to learn how they impact homeowners and community associations. When the data was compiled, nearly half of all communities surveyed discovered they had a construction deficiency after the warranty period had expired. It seems difficult to fathom that we, as a species, in the two million years since homo erectus first walked the earth still haven’t mastered the construction of lodging with odds better than a coin toss. The report wasn’t limited to pointing fingers only at the misdeeds of developers but rather indicated areas where all parties including home owners, management companies, attorneys and construction professionals alike can learn and grow from. With 81.3% of all construction deficiencies noted in the survey being related to poor workmanship, for Hann & Hann the take away is rather straight forward and simple. I should note that under no circumstance does Hann & Hann do work with or for any developer in any jurisdiction. Our construction practice is built upon the maintenance and restoration of buildings to the spirit of their original design intent. Not all construction is equal. Philosophically working for a developer is a diﬀerent approach than being accountable to a board of directors. Working for a developer means being accountable to investors that are solely interested in turning a profit from the eventual sale of the building or units within. Where possible the developer approach tends to be minimalist in terms of satisfying code requirements and quality of craftsmanship. Products and specifications are meant to deliver functionality that is sufficient to deliver the building from developer control and not far beyond.

Working for a board of directors that own the building is the philosophical antithesis of the developer approach. Engaging with and working for a condominium means a vested interest in the outcome often times with warranties that outlast unit ownership. Frequently, it means being a consultant explaining why the products used by the developer were lesser, how to make an improvement, why and where. In terms of purpose and sleeping well at night, I find it far more rewarding to conduct business in the light where transparency, science and math are your compatriots. Admittedly, the biggest challenge of working in this segment of the construction marketplace is convincing the multitudes of homeowners that have been taken advantage of that what you bring to the table is markedly diﬀerent than the contractor that cheated them. The vetting process to work on our team is vigorous but the outcome and reputation matter so we train and obtain certifications in a variety of disciplines. I will not pretend that our work is without the occasional flaw or that everyone that works for me is perfect but I will guarantee you that you will never struggle to find accountability or ownership when engaging us. When you are ready and are looking for a reliable partner to help advance the value of the property you manage or own visit us at www.hannandhann.com or call me personally at 301-468-3340. Written by: Todd El-Taher, Vice President, Sales & Marketing Hann and Hann Construction Services 703-740-2934 tel-taher@hannandhann.com

BETTER COVERAGE. BETTER OPTIONS. America’s community association insurance partner is upping its game Community Association Underwriters of America (CAU) has joined forces with Munich Reinsurance America, Inc. (Munich Re, US) to deliver an even higher level of strength and sophistication to America’s community associations. Our solutions are custom-built by industry specialists to address the unique risks facing community associations, and now feature some powerful new options.

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We live in a world where everything we buy is drilled down to the lowest possible price. As consumers of services and products, we sometimes get so wrapped up in price that we overlook the value in the experience that we’re provided. For many years we operated under a false presumption that for a set price, the service or product should live up to our expectations, even when we drive a hard bargain.

Even when we’re well aware of the frustrations, of the challenges, of the difficulty with ignoring value, our emphasis in the buying process shifts to the lowest price.

Ask yourself what the experience you have with your security program is worth that might not easily be quantified by money? How do these issues effect your ability to focus on your primary responsibilities in your organization? How do issues with your security effect your residents overall experience? What effect You contemplate its actual value as you does the security team have on attempt to logistically situate yourself within your ability to retain your clients?

Think of the last time you bought a plane ticket. Like most you’ve probably searched every website possible to get the best price. The thrill of a round trip the small conﬁnes of your bargain priced ticket at a bargain price begins Security and concierge compato lose its once promising luster seat, navigating your knees in the slim hope nies answer these questions when your checked bag is nearly every day for clients and lead they will comfortably, or uncomfortably, rest half the cost of your ticket. You them through a more positive, on the seat in front of you. contemplate its actual value as better way, to create a security you attempt to logistically situate program that they can count on. yourself within the small confines The process starts with an emphasis on wages to recruit the right people, of your bargain priced seat, navigating your knees in the slim hope they continues with live instructor lead training to foster a true customer will comfortably, or uncomfortably, rest on the seat in front of you. service focused program on site, and is actively maintained by a proactive But this isn’t new, it happened last time you flew too. Even though you vow never to do it again, as you start your journey of searching for your next flight, you do it again. All in the name of price.

The same came be said when it comes to Security and Concierge Services. If you have either of these services at your community, you can probably relate to some of the issues that plague the industry; limited talent in applicant pools, high turn-over, insufficient training, and unresponsive management. Even though you might have these issues regularly, there is a high probability your organization will go out to bid and select a vendor like we would a plane ticket.

management team that will look to solve issues before they happen.

Just like the leg room on that flight, you don’t have to put up with a bad security program. Yes, good security may cost a little more, but the diﬀerence, like the cost of a First-Class ticket, will give you that peace of mind, and plenty of leg room to enjoy your flight. Written by: Anthony Internicola Business Development Specialist, OPS Security Group 202-905-5841 ainternicola@opssecuritygroup.com

VIRTUAL FORMAT!

Checklist for Evaluating Proposals •

Determine the scope of the project by laying out the items that must be done, establishing the non-negotiables, and setting a realistic budget.

•

Do not immediately go for the lowest price!

•

When evaluating and comparing prices, make sure the scope is the exact same.

•

Poll your colleagues and ask for referrals for trusted vendors.

•

Invite and ask the vendors questions about the project to help you determine how much they know and how they will work with you.

•

Seek the feedback of experts with diverse backgrounds to help evaluate your bids. Also seek the opinion of property management, that way you can look at the decision from all angles and come to the best-informed decision.

•

Evaluate the contractors’ work ethic and attitude when comparing bids. A timely worker who is respectful of your board and association managers is value added.

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Evaluate the contractors’ experience and quality of work.

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Evaluate whether these vendors have proper insurance coverage with adequate limits, and consider the possible liability exposures involved in the project.

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Once you have settled on a contractor, ask legal counsel to review the contract to make sure that you are protected if the work is not done properly.

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Do what is best for your community. These decisions are not personal and should not be taken that way by association members.

•

Finally, if you have a budget surplus, do not immediately spend it elsewhere! That surplus could be used to maintain the project down the line or cover any unexpected costs your project may have.

Tuesday, October 27, 2020

Time:

8:00 AM–3:00 PM

A Must-Attend for Managers & Board Members!

Written by the Employees of Quest Insurance, with contributions from Sami Satouri, RHU, ChHC, Jack Pittas, Samantha Loritsch, Dean Satouri, Ron Goings: Owner of The Cleaning Authority, and Chairmen of the Brookfield II Commercial Condo Association, Crishana Loritsch (CMCA, AMS PCAM), Property Manager for a Luxury Condo Association in Bethesda, MD 703-961-8886 ssatouri@questinsurance.us

Community Insurance ............................................... $$$ Management Fees .................................................... $$$

t is March 23rd and government officials at all levels— federal, state and local municipalities, have instructed all employers to send their employees home and shut down their businesses. Everyone is home bracing for the worst, asking themselves questions like, “Will I still have a job? Do I have enough savings for my mortgage and association responsibility? Will I be able to meet my family's needs?” If you are a member of the Board of Directors, you may be thinking that the community's financial needs will be dramatically affected amidst this pandemic and economic recession. The potential for more members to become delinquent can and will affect cash flow. You may be wondering whether the community has budgeted with at least the basic budgeting fundamentals in mind. Has the Board budgeted properly for day-to-day, future needs and unexpected catastrophic events? Whether you did or did not, this article will assist your community with formulating and developing a yearly budget that will put the membership in a position of strength to recover from a potential recession, global pandemic or an isolated catastrophic event. This article will help you navigate a budget for one of the most tumultuous times in the last hundred years with a formula that can be used yearly. So, grab your most recent financials, your current reserve study, three sharp pencils with new erasers, a calculator, and your Budget & Finance Committee. This will be a group effort. If 2020 has taught us nothing else, it has taught us to prepare for the unexpected. While there may have been signs of an economic recession occurring this year, there was no forewarning that we would be battling a global pandemic, thus closing a multitude of businesses, and leaving many without jobs. When drafting a budget for your association, it is essential that you budget with emergency situations in mind. So now it’s time to begin our draft budget. First, we will need to establish income for the association. We can determine income by establishing the association’s obligations or what income is mandatory from the membership. Mandatory income is the assessment that each member is required to pay by law. This would include any monthly, quarterly, or yearly assessments and capital improvement contributions, if required in the governing documents. Ancillary income generally consists of additional allowable income within the community’s governing documents. These fees are educated estimates based on historical data and may include late fees, interest from investments, resale income, and parking or pool passes, just to name a few of the most common ancillary income types.

Once the Board has determined the income, the goal will be to identify the mandatory expenses. These expenses should not exceed anticipated income. If mandatory expenses do exceed anticipated income, income will need to be increased, either through assessment increases or realistic ancillary income increases. Do remember to also check your governing documents for any possible increase limits that may apply. Mandatory expenses are an obligation while discretionary expenses are a desire of the Board/Committee. Common mandatory expense line items include: • Community Insurance (Fidelity, D&O, Liability, Umbrella, etc.) • Estimated Taxes (if applicable) • Audit/Tax Prep expense • Landscaping Needs (confirm areas to maintain in governing documents) • Snow Removal (if applicable) • Common Amenities expenses (if applicable, including maintenance & repairs) • Common Utilities • Trash and Recycling expense (if applicable) • Management Fees • Legal Costs (collections and general representation) • Replacement Reserve Contributions (review your reserve study) • Operating Reserve Contribution (25% or 3 months of the annual expense budget) • Payroll expenses (if applicable) Each of these mandatory expenses should be revisited due to the current state of the economy. There may be savings for the community or extended payment options. Now that the Board/Committee has determined what income they can expect and what expenses will need to be paid, the Board can determine if there are funds remaining for discretionary/desired projects. The Board should be aware that the goal with every budget is to balance to zero if possible. This is called a “zero-based” budget. The current pandemic shows us exactly why it is important to allow a small amount of “wiggle room” in your budget to cover unexpected loss of income or increase in expenses. That “wiggle room” can be done by budgeting for operating reserves. For example, many communities are

currently utilizing more cleaning services to keep their residents safe during the pandemic, which is causing that line item to go way over budget. Other communities are experiencing a loss of rental income from the clubhouse, or guest pass income from the pool, leading to a loss of discretionary funds. An operating reserve line item can help oﬀset such deficits when and if they happen. While we hopefully will not experience another pandemic any time soon, the current pandemic gave us an example of how quickly and drastically the world can change. When budgeting, budget for the worse and hope for the best by being realistic with projected income/expenses and by ensuring your reserves (both operating and replacement) are funded properly.

A good budget should be prepared to protect the memberships’ investment in the best of times and in uncertainty. I believe the process in this article is best practice for all budgets. It accepts what is known and what is not. It is the preparation for a normal year and a year with an unmitigated disaster. Written by: Cheryl Walker, CMCA®, AMS® Sr. Portfolio Manager, Community Management Corporation—An Associa® Company 301-692-1700 cbwalker@cmc-management.com With contributions by the Newsletter Committee

410 - 7 6 6 - 2 8 5 5 nac@nacontracting.com

STRUCTURAL RESTORATION SERVICES PLATINUM SPONSOR SHOWCASE

QUESTIONS YOU SHOULD ASK ABOUT YOUR CONTRACTOR Safety—Do They Have: • A plan to keep the building occupants and the public safe? • A written company Safety Program, reviewed by experts in the industry, provided to every employee? • Field supervisors with OSHA 30 Hour certification? • A certified Safety Committee? • Regularly scheduled safety training and third party jobsite inspections? • Safety Data Sheets (SDS) for the products they will use on your building?

SRS DOES!! Experience:

SRS memberships include: Community Associations Institute (CAI), International Concrete Repair Institute (ICRI), Sealant, Waterproofing Restoration Institute (SWRI), National Trust for Historic Preservation, Preservation Maryland, and Associated Builders and Contractors (ABC), among others.

Quality: • Have they received any industry awards for their work? SRS has received many national and local awards for our work over two decades from organizations including Masonry Construction Magazine, Associated Builders & Contractors (ABC), American Concrete Institute (ACI), Baltimore Heritage, Vinyl Siding Institute (VSI), Building Congress & Exchange, Pennsylvania Historic Preservation, and others.

• What is their history? • How long have they been doing this type of work? • Does my project fit their expertise? • Do they primarily work on occupied buildings, understanding the unique considerations with that environment? • Do they meet their schedules? As a Family Owned company, SRS started from a single home office, and has grown into one of the top leaders in our industry over the last 28+ years.

Integrity—Do They: • Have a great reputation in the industry? • Provide a clear scope of work? • Pay their bills on time? • Have the ability to provide Bonding, if requested?

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Since 1992, SRS, Inc. has safely provided the highest quality building repair and restoration services in the industry. We specialize in solving Water Infiltration Problems, as well as Carpentry, Caulking, Coatings, Concrete Restoration & Repair, Historical Restoration, Masonry and Stone Repainting, Restoration & Repair, Structural Repairs and Strengthening (including Carbon Fiber Reinforcement), and Waterproofing. INTEGRITY • QUALITY • EXPERIENCE

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We have lists of Owners, Engineers, Architects, and Property Managers who will say for SRS, "YES!" The multi-million dollar bonding capacity and insurance coverage backing our operations means peace of mind for our clients.

Professionalism—Are They: • Properly licensed? • Responsive to your requests? • Members of any professional organizations? • Willing to provide simple, sensible answers to your questions? SRS is licensed in seven (7) states, as well as many cities and local municipalities.

DANIEL E. WARNER

“The Professionals You Can Trust” President 259 West Ore St. “Whether Therefore Ye Eat Or Seven Valleys, PA 17360 Drink, Or Whatsoever Ye Do, 800-775-1004 Do All To The Glory Of God” FAX (717) 741-6005 I COR 10:31 dew@restore-it.com

An Eye for Weeds

Practical Weed Control Solutions Throughout my professional landscape career, I have learned the importance of weed identification in our efforts to controlling weeds. Early on, in my eyes, a weed was simply another type of plant. However, with proper training, education, and coaching, I quickly developed an eye for weeds and how best to control them. In this article, I will break down some of the best pre and post-emergent weed control methods to keep your plant beds looking their best. As with most things, the right defense is a strong offense; therefore, weeds should be treated before they begin growing. This is done with pre-emergent weed control, typically applied to the beds in the spring. Most pre-emergent herbicides work by creating a barrier that prevents seeds from germinating. Products, such as Preen (www.preen. com), are available from retailers for residential application and can prevent growth of weeds in beds for up to six months. The next offensive move is to ensure your beds have an adequate layer of mulch. There are many mulch options available, from compost to recycled tires, but the most commonly used is a hardwood or bark mulch.

Applying roughly 2” of mulch will keep your plants’ roots cooler during summer months and protected in winter months. It also limits weed growth and makes it much easier to remove them as they appear. Using less than 2” of mulch would not produce these benefits—but be careful not to use too much, as it could harm the plants. Finally, if your mulched beds continue to produce weeds, you can introduce a post-emergent herbicide. These are applied after the weed has germinated and can be ‘selective’ for a specific plant, or ‘broad-spectrum’ to control a wide variety. The most important thing when using any herbicide is to read the label, and to apply it as directed with the necessary personal protective equipment. It is never too late to start working towards a weed free landscape. These tips can be used at any time throughout the year to improve your experience and help to develop your eye for weeds! Written by: Tim Bishop Director of Operations, Brightview Landscape Services 240-418-1599 Tim.bishop@brightview.com

Serving property managers, community associations and homeowners for 30 years Complete Disaster Restoration Since 1962

24 Hour Emergency Service

Dani Bressler, CAS dbressler@toepferco.com www.toepferco.com 1101 Ritchie Road, Capitol Heights, MD 20743 • Ph: 301-336-8600

Tavarious Butts, VP, Relationship Manager 703-284-0561 • Tavarious.Butts@BBandT.com Branch Banking and Trust Company is a Member FDIC and an Equal Housing Lender. © 2018, Branch Banking and Trust Company. All rights reserved.

A Great Day at Our 2020 Annual Golf Outing! Many Thanks to Our 2020 Annual Golf Outing Sponsors!

kriskonstruction.com 443-463-1072 Contact: Jeff Alleman

rentalworksofmd.com 877-351-7368 Contact: Jeff Woodruff

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mainscapes.com 301-260-0190 Contact: Joe Oâ€™Brien

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palmerbros.com 301-587-0100 Contact: Francisco Erazo

kolbelectric.com 410-579-5800 Contact: Ryan Bates

roofpromd.com 410-428-6806 Contact: James Nies

si-restoration.com 443-399-2551 Contact: Brent Alexander 14

americanpool.com 410-363-6800 Contact: Michelle Porter

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minkoff.com 301-347-1111 Contact: Kara Permisohn

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communityadvantage.com 847-304-5940 Contact: Kim Myles

purofirst.net 1-800-500-2399 Contact: Deborah Estebon

fsresidential.com 410-493-4611 Contact: Trent Harrison

flslawyer.com 443-906-0117 Contact: Brian Fellner

toepferco.com 301-336-8600 Contact: Dani Bressler

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rrg-sales.com 410-654-4444 Contact: Joan Magill

knottmechanical.com 410-561-2000 Contact: Missy Schwartz

bechtbt.com 410-461-3904 Contact: James Anderson

thefalcongroup.us 410-988-2130 Contact: Stew Willis

greenskeeperlandscaping.com 301-622-3831 Contact: Chelsea Ann Curtis

dhbader.com 301-953-1955 Contact: David Bader

simmererinsurance.com 301-386-0900 Contact: Phil Simmerer

gopropainting.com 410-440-1440 Contact: Jeff Corelitz

tedrossconsulting.com 301-869-6446 Contact: Elisabeth Kirk

tdducts.com 410-795-6200 Contact: Carla Finck

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chamberlaincontractors. com 301-725-4330 Contact: Dan Shaw

questinsurance.us 703-961-8886 Contact: Sami Satouri

barkanco.com 703-738-2501 Contact: Mike Feltenberger

legumnorman.com 410-524-5577 Contact: Lisa Meck

hittkentlaw.com 410-363-9600 Contact: Cynthia Hitt-Kent

completeland scapingservice.com 301-218-1800 Contact: Bill Morris

darslaw.com 410-995-5800 Contact: Susan Rapaport

Flight Winners Flight #1 First Place—Ray Megill, Brandon Rose, Matt Salzer Second Place—Scott Colville, Rob Huddler, Matt Merkel, and Cody Bishop

Flight #2 First Place—Bob Hirt, Scott Coolihan, Phil Maffei Second Place—Ray Via, Marc McCoy, Doug Henken

Congratulations to Our 2020 Golf Outing Winners!

Flight #3 First Place—Tom Ouska, Rich Barrett, Jack Purdue and Joel Erter Second Place—Chris Clark, Greg Falter, Frank Cataldi, Dustin Thompson

Putting Contest

Longest Drive—Men

Straightest Drive

Longest Drive—Women

Matt Salzer

Dave Peterson

Lance Couley

Brenda Reiber

50/50 Rafﬂe This year’s proceeds will go towards the Baltimore Station. The Baltimore Station is an innovative therapeutic residential and outpatient treatment program supporting Veterans who are overcoming obstacles to regain selfsufﬁciency. Visit their website at https://baltimorestation .org .

We raised $545 .00 Winner: Ron Bridge Many thanks to all of those who contributed to the raffle! 16

Your search for a trusted partner is over! • Landscape Maintenance • Retaining Walls • Custodial Services • Concrete • Fencing

• Snow & Ice • Tree Services • Pavers • Installation

SCHEDULE AN APPOINTMENT

Call (410) 780.0870 dan@lazolandscaping.com

LAZOLANDSCAPING.COM 17

THE FALCON GROUP PLATINUM SPONSOR SHOWCASE

The Falcon Group was founded in 1997 by Andrew Amorosi and William Pyznar with a vision of creating a full-service, client-centric engineering and architecture firm. “We wanted to create a ‘one-stop-shop’ with a strong focus on customer service to bring a higher standard to the industry.”

Community Construction Project Services We pride ourselves on being able to assist with virtually every aspect of the construction process. From planning and design, to bidding assistance, to construction administration and project management / owner representation. The need for proper planning, design, and representation through permitting, bidding and construction is paramount. When communities embark on major capital construction projects, the services of a ‘registered design professional’ (RDP) firm are often required, and certainly well-advised. The RDP is a registered architect or a licensed professional engineer, qualified to practice either nationally or in the applicable project state, and both are well-represented across our Falcon staﬀ of 90+ professionals. The design professional is responsible for understanding the needs of the owner / community, assessing the existing conditions, and preparing code-compliant, safe, cost eﬀective design plans and specifications for the needed construction. An RDP’s signature and seal will be required by the local authorities having jurisdiction (County/City Building Department) to obtain construction permits for all major projects. The RDP is legally obligated to meet an established standard of care and a professional code of ethics or risk loss of credentials, much like a medical doctor. Our community clients retain The Falcon Group to develop professional project planning and design, demonstrate efficient use of funds, represent community interests during the bidding and construction process, and to help deliver the high-quality results everyone wants to have. This is where Falcon’s “one-stop-shop” comes into play!

THE FALCON GROUP FALCON ENGINEERING, ARCHITECTURE, ENERGY CONSULTANTS & RESERVE SPECIALISTS BALTIMORE METRO 5850 Waterloo Road, Suite 140 Columbia, MD 21045 Tel: (410) 988-2130 Fax: (410) 480-7081 www.falconengineering.com

Design Group Areas of Expertise The Falcon Group’s Civil Engineering Division has extensive design experience in land development, roadway / concrete reconstruction, retaining wall replacement, soil erosion repairs, storm water drainage improvements, sewer systems, foundations, and basement water corrections. Falcon’s Architectural and Structural Divisions include building envelope leak detection and waterproofing designs, parking garage renovations, building ventilation issues, low and steep slope roofing designs, facade repairs and replacements, deck and balcony inspection and repairs / replacements. Our Mechanical / Electrical / Plumbing & Energy Division’s projects are executed using Certified Energy Managers, Professional Engineers, Certified Building Commissioning Professionals, and LEED Accredited Professionals.

Transition / Warranty Evaluations & Capital Reserve Studies for Community Associations The Falcon Group has extensive experience in the preparation of Capital Reserve Studies and Transition Engineering Reports for community associations. We have prepared over 3,000 Capital Reserve Fund Analyses since 1997 and have accumulated more than 100 years of collective experience among our staﬀ which includes both CAI designated Reserve Specialists (RS) and APRA certified Professional Reserve Analysts (PRA). The Falcon Group provides all three (3) levels of reserve analysis in accordance with CAI National Standards, including Level I/ Full Study, Level II Update/with Visit, and Level III Update/no visit. J. Stewart Willis, RS Executive Vice President—DC/MD/VA Region

Weâ€™re here. We care. Dear Board Member, Thank you for all you do as a volunteer for your community in the Chesapeake area. We understand the amount of time and effort you put in to make your community or building better for all those who live in it, especially in these challenging times and we are here to support you. From the beginning of the current pandemic crisis in March, our teams stayed on the job for clients like you, making a difference, every day. Extraordinary times call for extraordinary leadership, as well as the levels of caring and commitment needed to step up. Our associates continue to show that caring and commitment, at every level. The next several months will bring new challenges as we travel this uncharted territory. Through it all, our associates will strive to do our best for the residents and communities we serve. We are stronger together.

Sincerely,

MICHAEL MENDILLO President

TRENT HARRISON, PCAMÂŽ President, MidAtlantic

410.493.4611 www.fsresidential.com

On January 29, 2020 the US Department of Housing and Urban Development (HUD) Office of Fair Housing and Equal Opportunity (FHEO) released new assistance on guidance animals. Notice FHEO2020-01 ("Assistance Animals Notice") includes two parts and the new guidance is 19 pages long and may help when someone tries to pass oﬀ a regular pet as an assistance animal. Here are some answers to questions that are generally asked.

What Is an Assistance Animal? An assistance animal is an animal that works, provides assistance, or performs tasks for the benefit of a person with a disability, or that provides emotional support that alleviates one or more identified eﬀects of a person’s disability.

An assistance animal is not a pet. HUD now expressly states that the person making the request must have a disability that substantially limits at least one major life activity or major bodily function and that the services the animal provides must be directly related to that disability. It also states that it is best practice to make a determination on a requested accommodation within ten (10) days. HUD also notes that the licensed medical professional on which the person requesting the accommodation relies should have personal knowledge of the person making the request and disability involved.

Obligations of Housing Providers

If the request for accommodation is for an animal not commonly kept in a household, the person making the request for an accommodation has the burden to demonstrate a disability-related therapeutic need for the specific animal or that type of animal. On HUD’s list of common household pets is dogs, cats, small birds, rabbits, hamsters, gerbils and other rodents, fish, turtles or other small, domesticated animals traditionally kept in the home for pleasure, not commercial purposes. Noted specifically as NOT a household pet are: Reptiles other than turtles, barnyard animals, monkeys, kangaroos and other non-domesticated animals. The requester has the burden of proving the need for a “unique” animal. The Fair Housing Act requires a housing provider to allow a reasonable accommodation involving an assistance animal in situations that meet all the following conditions: • A request was made to the housing provider by or for a person with a disability • The request was supported by reliable disability-related information if the disability and the disability-related need for the animal were not apparent and the housing provider requested such information, and • The housing provider has not demonstrated that: o Granting the request would impose an undue financial and administrative burden on the housing provider. o The request would fundamentally alter the essential nature of the housing provider’s operations.

Individuals with a disability may request to keep an assistance animal as a reasonable accommodation to a housing provider’s pet restrictions. Remember, the assistance animal is NOT a pet.

o The specific assistance animal in question would pose a direct threat to the health or safety of others despite any other reasonable accommodations that could eliminate or reduce the threat.

Housing providers cannot refuse to make reasonable accommodations in rules, policies, practices, or services when such accommodations may be necessary to aﬀord a person with a disability the equal opportunity to use and enjoy a dwelling.

o The request would not result in significant physical damage to the property of others despite any other reasonable accommodations that could eliminate or reduce the physical damage.

Examples A reasonable accommodation request for an assistance animal may include, for example: • A request to live with an assistance animal at a property where a housing provider has a no-pets policy; however, IF you have a no-pets policy or one that prohibits the type of animal the person making the request seeks, you can take reasonable steps to enforce the policy if the person gets the animal before submitting reliable and required documentation. • A request to waive a pet deposit, fee, or other rule as to an assistance animal.

Additional Resources you may want to view: • www.hud.gov/sites/dﬁles/PA/documents/ HUDAsstAnimalNC1-28-2020.pdf • http://cai.mycrowdwisdom.com/diweb/catalog/item/id/5226898 Written by: B.K. Swartwood, CMCA®, AMS®, PCAM® Comsource Management AAMC® 301-261-3280 tworiversmanager@comsource.com

Connie Phillips Insurance CONDOMINIUM & HOMEOWNERS ASSOCIATION INSURANCE CONSULTANT As an Independent Insurance Agency, CPI has unlimited access to the major carriers for Condo coverages. Our COMPARATIVE RATER PROGRAM allows us to provide you with a comparison of coverages and premiums. Experienced in reviewing and assisting in the selection of Master Policy coverages, attending board meetings, and offering on-site insurance and financial seminars. *** Complimentary Breakfast or Lunch-n-Learn Seminars. ***

Property • General Liability Umbrella • Excess Limits Directors & Officers Liability Fidelity Bond • Flood Call us today for a review of your Condominium/Homeowners Association insurance programs

888.439.0479 Frederick, MD  301.662.5717 Virginia Beach, VA  757.761.7757 24/7: 240.409.8400  240.409.8405 Serving MD, VA, DC, WV, PA www.insurance-financial.net

Welcome New Members! New Chapter Members: April–June, 2020

Ms. Marilyn Adams Salt Pond Homeowners Association

Mr. Wesley Heilman Burncourt Condominiums

Ms. Carol Aff Windswept Condominium Association

Mr. Cris Helle Worman’s Mill Community Conservancy

Ms. Deb Anderson Waverly Woods West HOA

Mr. John Horton Harbor Way East Condominium

Mr. David Bennink Windswept Condominium Association

Mr. Mike Hurd Waverly Woods West HOA

Mr. Harry Butler Waverly Woods West HOA

Mr. Scott Karam Power Systems Electric Corporation

Mr. Anello C. Nassau Grove Homeowners Association Mr. Jeffrey Cameron Burncourt Condominiums

Ms. Pam Kreis The Gatherings at Jefferson Place Condominium Association Mr. Chris Lewandowski Burncourt Condominiums

Mr. Frank Chandler Mr. Dave Costea Swan Point at Lake Elkhorn

Ms. Janet Maher Salt Pond Homeowners Association

Mr. Brad Crist SBC Landscape LLC

Mr. Nick Manning Swan Point at Lake Elkhorn

Ms. Nancy Dravis The Gatherings at Jefferson Place Condominium Association

Mrs. Susan McBride Burncourt Condominiums

Mr. Michael Hassett Kendall Overlook Condominium

Ms. Carol Nizzardini Burncourt Condominiums

Mr. Walter Norman The Gatherings at Jefferson Place Condominium Association

Mr. Harlan Rossman Snowden Overlook Community Association

Mr. Troy Nussbaum Harbor Way East Condominium

Mr. Barry Schmura Windswept Condominium Association

Ms. Agnes O’Connell Waverly Woods West HOA

Ms. Carol Shenk SageWater

Mr. Gregory P. Champions Club Community Association

Mr. Paul Sicari Salt Pond Homeowners Association Ms. Pat Smith Waverly Woods West HOA

Mr. Louis Panos Thornhill Properties, Inc. Mr. Chuck Peterson Salt Pond Homeowners Association Mr. Victor Pino Windswept Condominium Association Mr. Ralph Rather Mr. Stephen Reading Snowden Overlook Community Association

Ms. Courtney Sohyda Hidden Harbour II Jocelyn R Velazquez Community Association Services, Inc. Mr. Edward Wuenschell The Gatherings at Jefferson Place Condominium Association Mr. John Zurad Waverly Woods West HOA

Mr. Tom Renda Salt Pond Homeowners Association Mr. Kenneth Robertson The Gatherings at Jefferson Place Condominium Association

2020 Calendar of Events as of September 1, 2020 *PLEASE NOTE: Dates, locations, and times are subject to change.* SEPTEMBER

OCTOBER

11–12

Board Leadership Development Workshop—Virtual Event

13–14

Board Leadership Development Workshop—Virtual Event

23 W 30 W

Board of Directors Meeting

17 TUES

GBBR Resale Disclosure Seminar

Breakfast Webinar—“Best Practices for Working and Supervising from Home”—Virtual Event

18 W

Breakfast Webinar—“I Want It All!—The Bidding Process Explained”—Virtual Event

1–2

M330—Advanced Insurance and Risk Management—Pikesville, MD

18 W

Board of Directors Meeting

Annual Social, Historic Savage Mill, Savage, MD—CANCELLED

3–4

M204—Community Governance— Pikesville, MD

16 F

Eastern Shore Breakfast Webinar—A Roundtable Program—Virtual Event

21 W

Board of Directors Meeting

27 TUES

EXPO & Business Provider Showcase—Virtual Event

NOVEMBER

DECEMBER

VISIT OUR WEBSITE WWW.CAIMDCHES.ORG *Please note: Schedule is subject to change*

CIT COMMUNITY ASSOCIATION BANKING PLATINUM SPONSOR SHOWCASE

he events of the past few months have prompted many to reevaluate how their business operates. Is all or part of your staﬀ working remotely? What modifications did that require? Did you have the resources needed to make it happen smoothly?

Business owners often understand the importance of business continuity but are seldom fully prepared to meet the challenge. In an era when margins are compressed, and competition is increasing, technology is one way companies can adapt. Amid the unfolding pandemic, it’s important that management companies embrace technologies to simplify their back-office operations, lower costs and potentially increase revenue. Industry-specific software can provide a multitude of efficiencies for management companies. One great example is the opportunity to connect business partners by linking your systems with theirs. Integrations with HOA-specific banks include accounts receivable posting, account-toaccount transfers, daily reconciliation and much more. Other platforms oﬀer compliance, work order and architectural integrations, which can drastically reduce manual data input and help boards make administrative decisions more quickly. Accounts receivable lockbox integration can process every type of homeowner payment that comes in, whether it is accepting checks, ACH, e-check or credit card payments. The payment information is provided to the management company the very next day, improving association cash flow, and ensuring necessary expenses are being paid promptly and accurately. Similarly, an accounts payable lockbox eliminates the task of manual invoice entry. With accounts payable lockbox, all invoices are mailed to a centralized location where they are scanned and uploaded to an

online dashboard for board and management review and approval. Once approved, payments to vendors are made via check, ACH or merchant card. Accounts payable lockbox software can also automatically assign general ledger codes, further increasing accuracy and saving time. For escrows, most industry-specific accounting software will have some level of integration with the leading providers of online resale documents. This can be a tremendous help to your escrow team by allowing them to process more packages in less time. Integration means owner-specific information, such as balance owed and outstanding violations, can be pre-populated to the demand forms in real time. More escrows completed more quickly means more revenue for the management company! If you are still manually assembling escrow packages, explore technology-based options for optimizing the process, reducing paper and supply consumption and potentially grow your bottom line. As you can see, there are multiple ways to leverage technology to increase accuracy and efficiency, reduce costs and build business volume. The current circumstances may oﬀer the ideal opportunity to upgrade your technology that helps your business work through the challenges of the present and position itself for greater success in the future. Noni Roan is a vice president regional account executive for CIT’s Community Association Banking business, supporting property management companies and homeowner associations in Maryland, Virginia and DC. The views and opinions expressed in this article are those of the author and do not necessarily reflect the views of CIT. noni .roan@cit .com, 301-639-5503

Noni Roan, CMCA Vice President, Regional Account Executive Community Association Banking — MD, VA, DC

t: 866.800.4656 x7479

m: 301.639.5503

Noni.Roan@cit.com

2020 Educational BREAKFAST WEBINARS SEPTEMBER & NOVEMBER WEBINAR PRICES: Members—$20.00 Non-Members—$30.00

The Chesapeake Region Chapter of Community Associations Institute announces its remaining breakfast webinar schedule for 2020.

USE DISCOUNT CODE BEACON FOR A 25% OFF DISCOUNT!

Homeowners, Board Members, Managers, Management Companies and Service Providers are invited to attend these webinars!

Mark your calendar now! WEBINAR!

Wednesday, September 30, 2020 “Best Practices for Working and Supervising From Home” Working from home will continue to be the new normal for many Homeowners, Community Managers, and Business Partners. Join us to learn how to more effectively work from home to improve your productivity as well as mental and physical health. This webinar will also discuss tips for supervising others who are working from home and provide best practices that you can adopt in your home office setting.

WEBINAR!

Wednesday, November 18, 2020 “I Want It All—The Bidding Process Explained” Bidding contracting work within a community is a multi-step process that can have a significant impact on the budget and living conditions of an association. Let technology help you lead the conversation on how to bid effectively. Join a Structural Engineer who will provide expertise on: • The Do’s and Don’ts when drafting an RFP • Best practices for the bidding process • Things to consider when analyzing bids

• When it is appropriate to interview a company • Red flags when selecting contractors/vendors • Finalizing the contract and when projects should be bonded

This program will use audience polling and interaction to direct the bidding process conversation. Bring your smart phone if you have one to use the polling app during the program.

Many Thanks to our 2020 Breakfast Seminar Sponsors! Acadia Windows & Doors

Mr. Clean Power Washing

Atlantic Maintenance Group

National Cooperative Bank

Becht Engineering BT

North Arundel Contracting

Community Association Underwriters of America

Pro Painting & Contracting PTG Enterprises

Continental Pools DoodyCalls Pet Waste Removal Duradek MidAtlantic Firstrust Bank Hann & Hann Construction Services Knott Mechanical

Rees Broome, PC RoofPro T&D Duct Cleaning The Falcon Group Total Asphalt Technology Walker Consultants

to our Chapter Members who received their PCAM Designation in 2019! Sheri Courtock American Community Management, AAMC Lisa Meck Legum & Norman, Inc., AAMC Richard Todd Moyer LC Management Jonathan Rosenberg WPM Real Estate Management

Christy Stevens Community Association Management, LLC, AAMC Richard Allan Sussmann Property Management People, Inc. AAMC Kyle Thomas Property Management People, Inc. AAMC Patrick Vasold Property Management People, Inc. AAMC

Attention Managers!

2020 PMDP COURSE SCHEDULE Chesapeake Region Chapter CANCELED

M–206

Financial Management, Pikesville, MD

Oct . 1–2

M–330

Advanced Insurance and Risk Management

Dec . 3–4

M–204

Community Governance, Pikesville, MD

Washington Metro Chapter M–205

Risk Management, Falls Church, VA

Oct . 23

M–202

Associations Communications, Falls Church, VA

Dec . 2–4

M–100

The Essentials of Community Association Management, Falls Church, VA

Oct . 21–22

The experience and solutions you need. Put the leading bank for community association management companies to work for you.

Let’s explore how we can partner with you at cit.com/CAB Noni Roan, CMCA 301.639.5503 | Noni.Roan@cit.com

Questions? Call CAI Direct at (888) 224-4231 (M–F, 9:00 AM–6:30 PM EST) www.caionline.org/LearningCenter/Pages/default.aspx

©2020 CIT Group Inc. All rights reserved. CIT and the CIT logo are registered trademarks of CIT Group Inc. Deposit and loan products are offered through CIT Bank, N.A., the FDIC-insured national bank subsidiary of CIT Group Inc. MM#8450

Quarantine Wisdom “Our industry is ﬁlled with resourceful people who can ﬁnd creative ways to adapt to any situation.” Dani Bressler, Toepfer Construction Co., Inc. “Always recognize the value in the people around us—not just our family and friends or colleagues but also complete strangers.” Louise Bell, Quest Insurance

“It is important to ﬁnd balance between work and personal time when your house is now your ofﬁce.” Jennifer Murray, Goldklang Group CPAs, P.C. “Teenagers are not the best quarantine partners…. they are like unicorns and only come out when nobody is around.” Gail Windisch, Tidewater Property Management, Inc. “We may all be weathering the same storm, but we are not all in the same boat. Extend grace to yourself and others.” Quinn Odorizzi, Community Management Corporation

THE

BEACON

BEACON ADVERTISING RATES FOR 2020 Ad reservations are taken on a first-come, first-served basis

Ad Size

Member Non-Member Price Price (per issue) (per issue)

Full Page: 8" x 10" Black & White

$525

$625

Half Page: Horizontal 8" x 5" Black & White

$375

$475

Half Page: Vertical 4" x 10" Black & White

$375

$475

Quarter Page: 3.5" x 4.5" Black & White

$300

$400

Business Card: 3.5" x 2" Black & White

$225

$325

$175 addl.

$275 addl.

Add Color (per ad)

Advertising Deadline Fall/Winter issue: September 25, 2020 The size and rate information applies to camera-ready ads. These charges do not include artwork preparation that may be necessary to place ads. Signed contracts must accompany payment. The application form is located on the Chapter website: www.caimdches.org.

The Chesapeake Region Chapter Community Associations Institute 8901 Herrmann Drive, Suite B Columbia, MD 21045 410-540-9831

PRSRT STD U.S. POSTAGE PAID HARRISBURG, PA PERMIT NO. 533

Board Leadership Development Workshop

LEARN HOW TO BE AN EVEN MORE EFFECTIVE BOARD OF DIRECTORS.

Education for homeowner leaders just got better. The new CAI Board Leadership Development Workshop teaches you how to communicate with association residents, hire qualiﬁed managers and service providers, develop enforceable rules, interpret governing documents and more. It provides a comprehensive look at the roles and responsibilities of community association leaders and conveys information to help create and maintain the kind of community people want to call home. In addition to a toolbox of support materials, each student receives a certiﬁcate of completion.

Friday & Saturday, November 13 & 14, 2020 Virtual Format

INCLUDES MD & DE LAW!