Summer/Fall 2021

S U M M E R / FA L L 202 1 I S S U E

THE

BEACON A CHAPTER OF THE COMMUNIT Y ASSOCIATIONS INSTITUTE (CAI)

Six Myths About Cyber Exposure for Community Associations According to the FBI, one of the side effects of the global coronavirus pandemic is an abrupt rise of cybercrime attacks, which have increased by 300% since March 2020. In fact, the FBI’s Internet Crime Complaint Center (IC3) used to receive an average of 1,000 cybersecurity complaints every day prior to the pandemic, and today’s average is between 3,000 and 4,000 daily complaints. One of the major drivers of this increase is people seeking out COVID-19 related research, such as information on a vaccine, and employees using cloud-based software to work remotely and accessing more resources though company VPNs.

Look inside for some 2021 Annual Golf Outing Sponsors, Photos & More!

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2021 DIAMOND SPONSORS Atlantic Maintenance Group, LLC Becht Engineering BT E&F Contracting, Inc. Hann & Hann Construction Services Kris Konstruction Roofing Professionals Minkoff Company, Inc. Palmer Brothers Painting & General Contracting Quest Insurance Risk Strategies Company RoofPro, LLC SageWater Simmerer Insurance

SOLitude Lake Management The Falcon Group Tidewater Property Management, AAMC TRC Engineering

2021 PLATINUM SPONSORS CIT Davis, Agnor, Rapaport & Skalny, LLC Nagle & Zaller, P.C. Quiza Management, LLC S&K Roofing, Siding & Windows, Inc.

2021 GOLD SPONSORS BB&T Association Services now Truist Condominium Venture, Inc., AAMC D.H. Bader Management Services, Inc. FirstService Residential North Arundel Contracting Whiteford, Taylor & Preston LLP

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In This Issue Six Myths About Cyber Exposure for Community Associations . . . . . . . . . . . . . . . . . . . . . . . . . Cover President’s Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Diamond Sponsor Showcase—Becht Engineering . . . . . . . . . . . . . . . . . . 7 CAI Committee Spotlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Join Us for Our 2021 Annual Symposium and Expo! . . . . . . . . . . . . . . . . . 9 Diamond Sponsor Showcase—Palmer Brothers . . . . . . . . . . . . . . . . . . . . 10 Budgeting Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Diamond Sponsor Showcase—TRC Engineering . . . . . . . . . . . . . . . . . . . 13

EXECUTIVE BOARD

President . . . . . . . . . . . . . . . . G ail Windisch, CMCA, AMS, PCAM Tidewater Property Management, AAMC President-Elect . . . . . . . . . . . Susan Rapaport, Esq. Davis, Agnor, Rapaport & Skalny, LLC Vice-President . . . . . . . . . . . . B.K. Swartwood, CMCA, AMS, PCAM Comsource Management, Inc., AAMC Treasurer . . . . . . . . . . . . . . . . Vicki Eaton, CMCA, AMS, LSM, PCAM Community Association Services, Inc., AAMC Secretary . . . . . . . . . . . . . . . . James Anderson, PE Becht Engineering BT, Inc.

DIRECTORS

Rebecca Clemson-Petrik, CMCA, AMS, PCAM, FirstService Residential Roderick G. Clark, III, The Towers Condominium, Inc. Cynthia McKoin, Potomac Ridge Condominium, Inc. Kelly Rae, RoofPro, LLC Communication

Conflict Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Members in the News . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Diamond Sponsor Showcase—Hann & Hann . . . . . . . . . . . . . . . . . . . . . . 17

Chad Toms, Chair Whiteford, Taylor & Preston, LLP Lisa Meck, CMCA, AMS, Vice-Chair Carl M. Freeman Companies

Education

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

EXPO

Ellen Throop, Chair Davis, Agnor, Rapaport & Skalny, LLC Joanne Frallicciardi, CMCA, AMS, Vice-Chair Community Association Management, LLC, AAMC

Golf

Scott Karam, Chair Kris Konstruction Roofing Professionals 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 Risk Strategies Company Mary Underwood, CMCA, Vice-Chair Condominium Venture, Inc.

Newsletter

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

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

Nichol Means, CMCA, Chair Community Association Services, Inc. Mahogani Brevett, Vice Chair Comsource Management, Inc., AAMC

Legislative

Cynthia Hitt Kent, Chair Law Office of Cynthia Hitt Kent, LLC Ruth Harlan, Vice-Chair Carroll Vista Community Association

On-Site Registration for PMDP Classes

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

Concept: Equality is Equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 2021 Maryland Legislative Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 A Great Day at Our First Chapter 2021 Summer Crab Feast! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Making the Most Out of Your Partnership—A Partnering Assessment Tool . . . . . . . . . . . . . . . . . . . . . . . 24 2021 Educational Breakfast Webinars & Seminars . . . . . . . . . . . . . . . . . . 25 A Great Day at Our 2021 Annual Golf Outing! . . . . . . . . . . . . . . . . . . . . . . 26 Welcome New Members! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 2021 Beacon Advertising Rates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 2021 PMDP Course Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

CAI CHESAPEAKE REGION CHAPTER

Stephen McConoughey, Executive Director Angela Marsh, Marketing and Events Manager Chris Killian, Office Administrator PO Box 6838, Columbia, MD 21045 410-540-9831 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.

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Alicia Menefee, CMCA, Chair HPS Management Mike Spera Tri State Restorations, LLC

DelMarva

Green Construction—Reconnecting with Nature . . . . . . . . . . . . . . . . . . . 18 Platinum Sponsor Showcase—Quiza . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

COMMITTEE CHAIRS

President’s Message Dearest Chapter Members, By the time you read this, our summer season will be ending, and fall will be upon us. It also means that our 25th annual Golf event was likely a relaxing day of fun and success, our Crab Feast was fun and filling, and the Expo will be right around the corner. We have all been anticipating the return to in-person events and finally being able to see more than just a face in a square box. Although we can’t be completely sure what the future months will hold, we can confidently say that we, as a Chapter, have persevered through the storm and have grown and shifted almost effortlessly from in-person, to virtual, to hybrid, to back to in-person again. Our staff and members have shown resilience and determination in helping to keep the Chapter moving forward in both events and growth. However, my message remains the same in that I am continuing to challenge every member to bring on at least 1 new member so we can possibly hit the 1,200-member mark before the end of the calendar year. What an achievement that would be and a milestone we would likely look back on and be proud of.

The Chapter is continuing to grow and adapt to the ever-evolving world that the pandemic and shutdowns abruptly forced us into. Recently, the Board has been reviewing the Chapter policies and procedures to ensure they remain current and aligned with the Chapter’s goals and focus. It is the Board’s goal to have the policies reviewed, updated, and published by the end of the calendar year. These policies, of course, will likely be something future Boards will need to look at routinely to ensure their continued relevance. Additionally, with the newly created Strategic Planning Committee, the Chapter now has a formal Strategic Plan which will support the Chapter’s growth into the future years. Many thanks to James Anderson who spearheaded that project as well as to those who served on that committee

The Newsletter Committee would like to hear from YOU! Please fill out this brief one question survey on topics you would like to see in upcoming Beacon newsletter articles! https://www.surveymonkey.com/r/RFLZRQ7

and made that goal a reality. The Business Partner Advisory and Communications and Marketing committees are off to a strong start and are making great strides in their respective missions. Personally, I couldn’t be prouder of our team who always have the entire Chapter’s best interests in mind. It truly does “take a village”, and we are living proof of that motto.

Finally, in keeping with what has become a tradition in my messages, I’d like to offer a few words of inspiration to those that have continuously worked throughout the pandemic for both their clients, companies, and families. It has been a long seventeen months with long hours, countless obstacles, personal, professional, and perhaps financial struggles; but here we are. What started out as “two weeks to flatten the curve” and turned into many months of working from home, home-schooling, virtual meetings, limited staffing, pool closures and waivers, stressed owners and Boards—we have made it. True that we’re not 100% back to normal, or whatever normal will be, but we’re still here, still working together and still making an impact both professionally and personally.

You may feel exhausted or like you’re on the brink of burn-out but hang in there. Together we are making it through and together we will all come out on the other side stronger and wiser. Maintain that positive outlook and remember to smile when you’re speaking or meeting with someone.

You never know what burden the other person may be carrying, and that one smile may make all the difference to them that day. “Let your smile change the world, but don’t let the world change your smile.” Be the change this world needs and empower others to do the same.

Regards, Gail Windisch, CMCA®, AMS®, PCAM® Chesapeake Region Chapter CAI President

Help us raise money for those impacted by COVID-19!

A 2021 goal of the Social Committee of the Chesapeake Region Chapter of CAI is to raise money for the Maryland Food Bank. For every dollar given, 3 meals can be prepared for those in need.

Please consider giving.

Visit https://mdfoodbank.fenly.org/drive/ crc-virtual-food-drive to give.

Thank you to those who have already given!

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continued from cover page

In the last 4 years, the below organizations dealt with cybercrime: ▲

Zoom reported 500,000 stolen passwords available for sale in dark web crime forums.

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Twitter paid $121,000 in Bitcoin due to a breach.

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FedEx lost an estimated $300 million in Q1 2017 from the NotPetya ransomware attack. tlanta, Georgia spent more than $5 million rebuilding its computer network, after A being hit by the SamSam ransomware attack in March 2018.

The Equifax breach cost the company over $4 billion in total.

T he hotel chain Marriott disclosed a security breach that impacted the data of more than 5.2 million hotel guests who used their company’s loyalty application.

MYTH #1

Cyber attacks target large organizations; hackers are not going to target a community association.

The news regarding these large organizations can lead community association leaders to believe that they are unlikely targets. However, according to the 2020 Verizon data breach report, 43% of cyber attacks target small businesses. Community associations are considered to be within this group. Moreover, many associations may not have the security measures that larger organizations have in place, making them even more attractive to cyber criminals.

Other facts about this group are:

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70% are unprepared to deal with a cyber attacks.

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3 out of 4 say they don’t have sufficient personnel to address Information Technology (IT).

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Only 32% have conducted phishing experiments to assess employee behavior and readiness in the event of an attack.

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Only 21% have a standalone cyber insurance policy, compared to 58% of large companies.

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92% of malware is delivered by email.

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230,000 new malware samples are produced every day—and this is predicted to continue growing.

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1.5 million new phishing sites are created every month.

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Ransomware attacks are estimated to cost $6 trillion annually.

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Fake invoices are the #1 disguise for distributing malware. ▲

Bill / invoice 15.9%

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Email delivery failure 15.3%

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Legal / law enforcement 13.2%

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Scanned document 11.5%

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Package delivery 3.9%

MYTH #2

Our community association doesn’t have cyber exposure, our management company handles the collection of assessments and they are responsible for all the personallyidentifying information (PII).

Every community association that conducts business over the internet, stores data on servers, or simply uses email is at risk. Personally-identifying information (PII) of residents and employees, such as names, addresses, bank accounts, social security numbers, driver’s license numbers, credit card numbers, and makes and models of cars may be held in the computer systems of community associations and companies with which they have contractual relationships. If a board member, committee member, association employee or managing agent uses computers and mobile devices in their daily work, your association could have a significant cyber exposure.

If this information is breached, it could: ∆

Put community association members at risk for identity theft

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Cost the association money (loss of funds, compensation to members, and penalties)

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Interrupt the business of the community association

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Damage the reputation of the community association, and

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Put the community association at risk for lawsuits

Be aware that even if a management company handles all the PII, a lawsuit could be brought against the association based on “who owns and has access to the data”, not who handles it. Also, even if the management company has all the required controls in place, no system is 100% vulnerability free or “hacker-proof ”. If a hacker has enough time, resources, and manpower to launch an attack, they will most likely find a way in.

In addition to management companies, hackers can also use all the other third party business partners and vendors that associations are routinely hiring for running operations and maintaining the property, such as Landscapers, Cleaning companies, Snow Removal and Pool

service operators, CPAs, General Counsels, Engineers, and even their insurance broker. According to a report from WMWare Carbon Black, a global leader in endpoint protection dedicated to making the world safe from cyberattacks, 50% of cyberattacks today not only target a network, but also those connected via a supply chain. In 2018, supply chain attacks increased by 78%. In 2020 Sonatype, a global leader of open source software (Nexus), reported that supply chain attacks on open-source software surged by 430%. With this type of attack, it doesn’t matter how robust your security program is if one of your vendors or business partners has been compromised.

The only robust protection is a standalone “Cyber Liability” policy.

Each insurance company offers different coverage enhancements, but in today’s market, this is the cyber coverage that is typically available for community associations: ∆

Forensic investigations to determine how the breach occurred and the expenses to fix the problem

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Notification and credit monitoring to all affected parties (the average cost is $200 per person)

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Regulatory defense expenses/fines with possible compensation to individuals if thieves steal their funds or personal information, penalties assessed if the association has failed to comply with state data-protection statutes

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Crisis management expenses and Public Relations—the association’s reputation can be compromised for many years if not handled properly

4. External (hacker) attacks

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Litigation expenses including defense for third party claims

5. Malicious insider

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Cyber extortion (Ransomware)

The root causes of data breaches from most common to least common are as follows: 1. Negligent handling by an employee or contractor 2. Third party mistakes 3. Error in system or operating process

MYTH #3

Our community association doesn’t have anything of significant value to cyber criminals.

Community associations can be a desirable target for cyber criminals because of two commodities: 1. A ssessments collected to be used towards daily operations, vendor payments, reserve funds and investments 2. R esident information—bank account and bank routing numbers, credit card numbers, and e-mail addresses that thieves can use to get more data and steal identities and deplete bank accounts

MYTH #4

Our General Liability or Crime insurance policy will protect our association against any cyberattack.

No, a standard Commercial General Liability (CGL) policy doesn’t provide liability protection for cyberattacks. It generally doesn’t even provide coverage for Electronic Chatrooms or Bulletin Boards that an association hosts or owns, or over which an association exercises control.

MYTH #5

We cannot afford to buy Cyber Liability, it is too expensive!

This is true for some industries, such as healthcare industry.

However, the Common Interest Community industry is considered a lower exposure, so today, this is an affordable coverage. The average annual premium is based on an Association’s assessment income generally, and fluctuates between $1,000 to $2,500 annually and the deductibles are normally around $2,500.

In addition to the insurance coverage, many Cyber insurance providers also include free consultation with an expert panel of law firms and technology specialists who have experience handling cyber claims, and will assist an association when a cyber incident is suspected.

As a way to mitigate a potential cyber related event and achieve a higher level of preparedness, some Cyber insurance carriers have also partnered with global leaders in cybersecurity to provide complimentary pre-breach services such as vulnerability assessments, training videos for association leaders, employees and volunteers, and risk management updates with current cyber related trends, risks and threats.

When comparing the annual premium to the billions of dollars that other organizations are spending and the pre-breach services and coaching provided at no cost, the value of this insurance policy is undeniable.

Crime policies can be endorsed to add an insuring agreement for “Social Engineering” but coverage is normally subject to a small sub-limit. The definition of a vendor can also be restrictive based on the insurance company’s forms; some policies will only pay for social engineering caused by vendors who already had a pre-existing written agreement with the association.

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MYTH #6

Cyber criminals are very sophisticated, there is nothing that our association can do to prevent becoming a weak target.

It is true—cyber criminals are becoming ever more sophisticated.

However, their attempts can be prevented by being aware of the various types of protocols, exploits, tools, and resources they normally use. In addition, knowing where and how to expect attacks helps to ensure that you are using preventative measures to protect your community association.

Here are 10 Cyber Security Tips to consider: 1. Don’t use public Wi-Fi (without a VPN) 2. Keep your software up to date 3. Use antivirus protection and a firewall 4. Use strong passwords

While knowing the purpose of a cyberattack can be helpful, it is not the main priority. What takes priority is knowing how the attack occurred and how to prevent them from succeeding in the future.

As cyber warfare continues to heat up, it is clear that protecting your association with a robust Cyber Liability policy and training board members, committee members, and association and management employees is critically important.

Additional Resources: ∆

Use this data breach calculator to estimate your exposure: https://eriskhub.com/mini-calc-usli

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Cybersecurity and Infrastructure Security Agency (CISA) offers several free resources to reduce your association’s cyber exposure such as Best Practices, Assessments, Prevention and Response Resources: https://www.cisa.gov/cisa-cybersecurity-resources Written by: Jessica M. Knutsen, CIC, EBP, CIRMS® Vice President, USI Insurance Services Jessica.Knutsen@usi.com

5. Use two-factor or multi factor authentication 6. Be aware and suspicious of phishing scams 7. Backup your data regularly 8. Turn Bluetooth off when you’re not using it 9. D o not leave your Bluetooth in “discoverable” mode when you are pairing a new peripheral with your phone or laptop.

10. R eview your online accounts and credit reports regularly for changes

An “Accredited Association Management Company” (AAMC®)

CAMP. . . specializing in the management of homeowner associations, condominiums, and 55+ communities . . . we guarantee accountability, transparency, a superior management product and memorable customer service!

SUSAN BLACKBURN, President, CMCA®, AMS®, PCAM® (202) 999-0394 • www.gocampmgmt.com • 209 West Street • Suite #302 • Annapolis • MD 21401

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BECHT ENGINEERING

DIAMOND SPONSOR SHOWCASE 2021

For over 55 years, Becht Engineering BT, Inc. has provided building solutions for educational, commercial, and residential buildings and communities. Becht Engineering was founded by Charles Becht, PE in 1964 as a sole proprietorship and incorporated in March 1982. Over fifty years Becht Engineering grew in two distinct market sectors: (1) Process and Power and (2) Building Technologies. To better serve these distinct market sectors, Becht segregated into two entities with management teams focused on their core competence and continued growth. Becht Engineering BT, Inc. was established in 2007 to service our Building Technologies clientele. The management team includes five principals with over 100 years combined experience with Becht Engineering.

Becht’s staff include licensed Professional Engineers, LEED Accredited Professionals, Certified Energy Managers, CAI designated Reserve Specialists (RS), and certified code experts in many disciplines. In addition, our staff includes Registered Roof Observers (RRO), Registered Exterior Wall Observers (REWO) and Concrete Surface Repair Technicians (CSRT). Many of our staff are also court-recognized experts and have testified in support of defect claims and other litigation matters.

Becht Engineering BT, Inc. provides engineering and analysis services for mechanical, electrical, plumbing and fire protection (MEP&FP) engineering, structural engineering, building enclosure engineering, forensic investigations, project management and construction management services supporting the community management and Architectural industries.

The firm is organized as eight divisions in five locations. Our headquarters is located in Basking Ridge, New Jersey and includes an MEP&FP Engineering Division, a Structural/Civil Engineering Division, and a Project/Construction Management Division.

Our Point Pleasant Beach, New Jersey branch office includes an MEP&FP Engineering Division. Our New England, Connecticut, and eastern Pennsylvania Offices include Project/Construction Management Divisions and are also supported by our Engineers and Project/Construction Management Divisions. Robert G. Bryant, Jr., PE, CEM, President, coordinates and oversees all divisions.

The Mid-Atlantic branch office is located in Woodstock, Maryland and includes a Structural Division and a Project/Construction Management Division. Our Mid-Atlantic Office services communi-

ties in Maryland, Virginia, the District of Columbia and more. This office is managed by James Anderson, PE, Principal/VP. The Mid-Atlantic Office Staff consists of Carl Svagerko, PE, Valerie White, EIT, Van Phan, Bill Hasselman, Scott Cooley, RS, Jim Stegemerten, RS, RRO, T.J. Socks, RRO, CSRT and Mike Miller, CSRT. Rachel Cooper supports the Administrative, Accounting and Business Development activities in the office.

Becht provides comprehensive transition studies and warranty inspections for condominium, townhouse, and multi-family residential complexes.

Our Capital Reserve Studies can improve your property’s financial planning and facilities management by providing a clear and understandable funding plan for future replacement of capital items.

Additionally, we provide a full range of engineering services.

These include inspections and investigations as well as the design of new buildings and corrections and rehabilitation of existing structures and building systems. We have provided analysis of and designs for commercial, residential, industrial, educational, institutional, and municipal facilities.

Our staff supplies management and inspection services for construction projects too! This service can be a comprehensive oversight beginning in the planning stages and carrying through to project implementation and completion, or any portion of the construction project and phases. There are stages in a project which require competent management and specific service functions. Depending on the client’s situation, our work in each of these areas can range from guidance counseling to hands-on implementation.

Our managers and engineers are knowledgeable in each area of construction because of their experience on projects ranging from small structures to large complexes. Their experience promotes high quality construction management and cost control for our clients.

Mechanical n Electrical n Plumbing n Fire Protection Structural n Project Management n Building Envelope

James Anderson, P.E.

Principal/Engineering Division Manager

janderson@bechtbt.com T. 410-461-3904 x4129 T. 800-772-7991 F. 800-772-7990

Becht Engineering BT, Inc 10711 Birmingham Way Woodstock, MD 21163 www.bechtbt.com

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CAI COMMITTEE SPOTLIGHTS SOCIAL COMMITTEE

MEMBERSHIP COMMITTEE

CAI provides its members with a number of opportunities to learn, network, and gain valuable insight from other chapter members. If you are looking to join a committee that focuses on networking and the opportunities those events provide (and have some fun too), then the Social Committee is for you! As part of the committee, you will help create event ideas, choose venues and menus, come up with sponsorship opportunities, and more.

In 2021, our Chapter has grown to an all-time high of 1,175 members , and we are on pace to achieve our goal of 1,200 by the end of the year! The Membership Committee has been leading our growth by making calls to new members to welcome new members, inform them of our upcoming events, remind them of all the Chapter benefits, and answer any questions they may have.

The Social Committee started with one mission: to create the best end of the year party where our members can get together, share ideas and stories, and have fun doing it. We have evolved over time into a committee that also plans other networking events as well as community service activities.

In 2020, with the pandemic forcing everyone to pivot to virtual activities, the Social Committee created networking opportunities that were also fun, such as trivia, mixology, and our first ever virtual committee trade show. In 2021, we can finally go back to in-person events. First on the calendar is our crab feast, scheduled for July 22nd at Centennial Park. On December 3rd, we will be back at the beautiful Savage Mill for our annual end of the year social event.

Recently, the committee also put together postcards that were sent by mail and email to prospective Business Partner and Homeowner Members. In addition to recruiting new members, the Membership Committee has also been working hard on brainstorming ways to retain our current members.

We are constantly seeking new members to join our Membership Committee, so please contact the Chapter office for more information on our next meeting.

If you think our Chapter would be a good fit for a Business Partner, Management Company or Community Association, please reach out us at contact@caimdches.org so the Membership Committee can be sure to follow-up!

If giving back to your community is important to you, the Social Committee can use your help. Last year we began a partnership with the Maryland Food Bank by creating a virtual food drive. We continue to work with that organization today. In addition, we urged all our members to honor Earth Day in April by doing community cleanups in their neighborhoods. Community service activities will continue to be a large part of our mission moving forward. With your help, we can expand these activities throughout our area.

The Social Committee looks forward to working with you!.

BUSINESS PARTNERS ADVISORY COMMITTEE Business Partners are a critical piece of our Chapter’s Membership.

These businesses provide needed services to our communities, and their sponsorships of Chapter events make our educational programing possible. The Business Partner Advisory Committee focuses on how to serve our Business Partners through available sponsorships and educational opportunities for these Business Partners. Members of the Business Partner Advisory collaborate to identify potential sponsorships educational topics for Business Partners and how to continue to recruit new Business Partner members to support our Chapter’s initiatives.

Formed in 2021, this committee is looking for Business Partners, Community Members, or Managers to join the committee and help make an impact! Our Committee meets on the fourth Thursday of the month at 9 am, and please contact the Chapter if you are interested in joining (contact@caimdches.org)!

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

Serving property managers, community associations and homeowners for more than 35 years Tavarious Butts VP / Relationship Manager 703-284-0561 Tavarious.Butts@BBandT.com BB&T Now Truist. Truist Bank, Member FDIC. ©2021 Truist Financial Corporation. All rights reserved.

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Join us for our 2021 Annual Symposium and Expo at Martin’s West in Baltimore on October 19th!

We will be looking back to 2020 and discussing what we have learned from the challenges that Associations overcame and how we can use information this moving forward.

For complete details and to register visit: https://caimdches.glueup.com/event/36468/

At NCB, we help building managers conquer the impossible.

With underlying mortgages, capital improvement loans, reserve accounts, lockbox & payment processing, and unit loans, we’re the real estate bank with unreal services.

Don Plank

Vice President (703) 302-1928 dplank@ncb.coop

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PALMER BROTHERS

DIAMOND SPONSOR SHOWCASE 2021

Established in 1963, Palmer Brothers is a full-service commercial painting and general contracting company which has served the Washington Metropolitan area for over 58 years.

Our company focus, since inception, has always been concentrated on professionally managed properties. Specifically, condominiums, HOA’s, office buildings, shopping centers and apartment complexes are within the scope of our work.

With this experience, together with a large staff of over 200 skilled employees, we are capable of performing the largest of contracting jobs in a swift and professional manner.

The quality of our work and attention to detail are incomparable. Dependable and quality conscious, we provide competitive pricing and excellent customer service.

Palmer Brother’s believes that in order to have a successful project, the customer must be satisfied with the end result.

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Our employees are trained in the various aspects of the painting and construction industry, keeping up to date with the latest trends and technologies.

Working with professional property managers and owners in a cooperative and problem-solving manner are hallmarks of our company. We are licensed and insured in all local jurisdictions.

We take pride in the quality of service. As members of The Community Association Institute of Washington Metro and Chesapeake Chapters, we uphold the highest standards of our industry.

Customer oriented, we are a click or phone call away to answer any of our customers’ questions or requests.

Please keep us in mind for your present and future projects.

Large or small, we are at your service.

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.

High-value policy enhancements ■

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Simplified valuations for streamlined servicing

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Additional computer virus coverage

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BUDGETING TIPS

Preparing annual budgets can be one of the most stressful and time-consuming responsibilities Managers and Board Members are tasked with. Luckily for us, this Chapter has so many talented Managers and Business Professionals that are always happy to help! I asked for budgeting tips and was overwhelmed with the fantastic guidance I received!

Michelle Baldry, PE, PRA, RS, Reserve Advisors “Start now. Preparation is half of the battle and part of preparation is scheduling. Schedule backwards; start with the date you want to have the budget approved and work your way back through your mailing requirements and meeting dates to when you’ll have to have the first draft prepared by.”

Rebecca Clemson-Petrik, CMCA, AMS, PCAM, FirstService Residential “Successful budgeting is a community collaboration. Invite your committees to submit their wish list items for consideration.”

Vicki Eaton, CMCA, AMS, LSM, PCAM, General Manager at Worman’s Mill Community Conservancy “As soon as your budget is passed, start planning for the following year.”

Iris Hobbs, CMCA, AMS, PCAM, General Manager at Golden Sands Club “A car burns less fuel and is more efficient when regular maintenance is performed. Just like a car, the equipment and systems in a building will run more efficiently and economically, when regularly maintained per the equipment manufacturers requirements and operated per the original system design intent. One of the best ways to stay on budget is for the staff to follow a detailed preventative maintenance program (PMP) so unexpected equipment or system failures that require immediate and unplanned repairs or replacements are less likely to occur.

Maintaining the equipment and systems in peak operating condition also ensures the system is operations at maximum efficiency resulting in lower energy costs while maintaining owner/tenant comfort. Some localities and/or utility companies have rebate programs in place that may reimburse a property for implementing in extensive “PMP.” Elisabeth Kirk, EBP, TRC Engineering “Anyone can “make” a budget and consider the job finished. However, the key to creating a solid and useful budget is to accurately include the past, known expenditures with a reasonable estimate for the future anticipated costs, including the expenses for projects that don’t occur every year and then also incorporating appropriate funds for any newly anticipated project which will realistically be accomplished in the next fiscal year.

Then, once created and approved, actually refer back to the budget as a guide before undertaking actions and authorizing payments.”

Ellen W. Throop, Davis, Agnor, Rapaport, Skalny

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“The consequences of chronic underfunding only become worse with time.”

Don Plank, PCAM, National Cooperative Bank “While preparing your budget, make sure you review your reserve study to incorporate the recommended reserve contributions into your budget.”

Anne M. Sheehan, CPA, Goldklang Group CPAs “Adjust insurance renewals to coincide with the fiscal year to avoid unbudgeted premium increases.”

Alicia Menefee, CMCA, HPS Property Management “Reach out to your insurance broker for an update on the current insurance market conditions for our industry, and a review of the five year loss performance of the community you manage. Gathering and discussing the facts about these two important factors will allow you to better manage expectations, make an informed decision about the insurance renewal strategy, and budget properly. It is generally never a good practice to bid the insurance program every single year, especially if the association has not had a favorable loss performance in the last five years. An insurance broker that specializes in Common Interest Communities should be able to assist you with forecasting a reasonable expectation of the renewal premium, and any other financial changes you may need to budget for, such as new or increased deductibles.”

Jessica M. Knutsen, CIC, EBP, CIRMS, USI Insurance—Community Associations Division.

“Don’t overspend. The budget is not a pot of gold at the end of the rainbow.”

B.K. Swartwood, CMCA, AMS, PCAM, Comsource Management “Start Early. The Board should have a list of the projects they want to tackle by the end of the first quarter in order to allow adequate time to complete the budget process. The goal should be to have initial draft budgets in the hands of the Board for review by the beginning of September.”

Todd Wawrzeniak, Sentry Management

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CONFLICT RESOLUTION It is bound to happen . . . whether it is in your professional life or your personal life, you are going to experience conflict! It is inevitable that—because we are individuals with different principles, beliefs and points of view—there will be times when disputes transpire among us. There are several types of conflicts, and it is only a matter of time before one pops up in your life.

According to American psychologist, Daniel Katz, conflict arises primarily due to these three sources: • Economic conflict which comes about when there is a limited number of resources available. The parties involved become hostile in their efforts to attain the most of the limited resources.

• Value conflict comes into play when different preferences and principles are present. War is a prime example of value conflict whereby differing beliefs are aggressively asserted.

The Thomas-Kilmann model identifies two dimensions that individuals fall into when choosing a resolution strategy: assertiveness and cooperativeness. The obvious difference is assertiveness benefits one’s own needs or concerns while cooperativeness requires taking action to address the other’s needs or concerns.

Each of the five strategies can be effective given certain situations.

In order to choose the conflict resolution that best accommodates any given situation, several factors should be contemplated: • The importance of your needs • The impact on you (or others) if needs are not met • The consequences of choosing to be more assertive • If there is a collaborative or cooperative option available There are skills that one can develop that will improve one’s ability to determine which strategy is most effective in securing a resolution.

These skills include: • Effective listening

• Power conflict is demonstrated when one party tries to maximize influence over another.

• Identification of specific points of disagreement

As noted previously, due to human nature, conflict is unavoidable, and therefore, it becomes necessary for one to learn how best to deal with conflict. In an article posted by CLIMB Professional Development and Training, March 11, 2020, five different categories of conflict resolution from The Thomas-Kilmann Model are addressed.

• View the conflict as an opportunity for growth

1. A voidance: A person using this strategy is simply trying to ignore the conflict, hoping it will resolve on its own or dissipate.

2. Accommodating: This strategy involves doing whatever is necessary to satisfy the other party at the expense of your own needs or desires.

3. C ompromission: Finding an acceptable resolution that will at least partly satisfy all parties involved.

4. C ompeting: One party uses competing to meet their own wants at the expense of others involved.

5. Collaborating: All involved finding a solution that completely responds to the concerns of all parties involved.

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• Clearly expressing your needs or concerns • Don’t generalize or escalate the situation—focus on the specific issues at hand

As noted previously, due to human nature, conflict is unavoidable, and therefore, it becomes necessary for one to learn how best to deal with conflict.

Of course, the best way to handle a conflict is to avoid a conflict all together! Here are some tips to make that challenge less daunting:

4. Calmly suggest alternatives.

Regardless of the cause of the conflict or disagreement, it is critical to sort things out rather than leaving issues unresolved, affording the opportunity for the conflict to fester and potentially erupt. Conflict resolution is a valuable tool which can be used to help one successfully navigate the challenges of daily life. Conflict, itself, can even be viewed as a necessary evil as each of us stands up for our beliefs and yet makes a determined effort to listen to and accept another’s viewpoint and through cooperation and collaboration, resolve what might have been an explosive situation through open, civil communication and respect.

5. Don’t be defensive; be objective.

Sources

1. Avoid misunderstandings.

2. D on’t make snap judgments; gather all relevant information before making any move; first impressions are not always the best.

3. Listen to your opponent; don’t argue to prove your point.

6. Contemplate the situation.

7. C ontrol your emotions; emotional imbalances are the main reason for conflict and often lead to an argument, tension, and abuse.

Bhasin, H. (2019, February 15). How To Avoid Conflict? 10 Tips on Avoiding Conflict. Marketing91. https://www.marketing91.com/ how-to-avoid-conflict/

8. D on’t try to be a mindreader—use viable, open communication channels; don’t assume you have all the answers.

C.P.D.A.T. (2020, March 11). What Are the Five Conflict Resolution Strategies? Portland Community College. https://climb.pcc.edu/blog/ what-are-the-five-conflict-resolution-strategies/

9. M ake the argument a discussion rather than a potential conflict. Don’t make negative comments, particularly of personal nature.

Hosting, W. (2013, August 17). What is Conflict—Understanding Conflict. Types of Conflict. https://typesofconflict.org/what-is-conflict/

10. F ind balance in your life. Create a positive environment around yourself.

Written by Co-Authors: Sami Satouri, RHU®, ChHC® President, Quest Insurance ssatouri@questinsurance.us 703-961-8886 And Traci Krial Executive Assistant/Business Development Specialist, Quest Insurance traci@questinsurance.us 571-367-7971

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CONGRATULATIONS MEMBERS IN THE NEWS David Bader with D.H. Bader Management Services, is proud to announce that they have reached a major milestone in the history of their company. On July 1, 2021, D.H. Bader Management Services celebrated 30 years of successfully managing community associations in Prince George’s, Howard, Montgomery, and Charles Counties in Maryland!

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HANN & HANN

DIAMOND SPONSOR SHOWCASE 2021

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.

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

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GREEN CONSTRUCTION Reconnecting with Nature

F WE’VE GOT YOU COVERED. When it comes to the law, our experience and attention to detail make all the difference.

www.darslaw.com | 410.995.5800 Community Association Formation | Community Association Governance Governing Document Guidance | Rules and Covenant Enforcement Assessment Collections | Community Association Litigation Developer Transition and Warranty Claims

2021 HOMEOWNER WEBINARS SCHEDULED The Chesapeake Chapter is offering the following Webinars geared specifically for Board Members & Homeowners.

COST: Members—FREE! Non-Members—$10.00

ATTENTION HOMEOWNERS!

Thursday, September 30, 2021 7:00–9:00 pm “Board Member Best Practices”

Wednesday, October 13, 2021 9:30–11:30 am “How to Make the Best Use of Professional Advisors”

PLEASE NOTE: dates may be subject to change.

For more information about each seminar, visit our events page at www.caimdches.org/events.

Contact the Chapter Office for questions: contact@caimdches.org 18

–rom the first form of shelter to modern society, the built environment has come a long way. However, this has come with a cost to both the environment and the quality of life.

As more buildings are built around the world, natural context is being overtaken, limiting greenspace for individuals to enjoy while taxing the environment with increased emissions and pollution. However, with the implementation of sustainable alternatives (in new construction and existing properties), life within nature can be restored and a future on earth can be preserved.

Globally, the built environment and construction sector accounts for nearly 40% of the total greenhouse gas emissions.

This includes but is not limited to, material extraction, material transportation, machinery usage, and operational usage (energy, cooling, heating, etc.). In addition, buildings contribute pollutants into local waterways through stormwater run-off. To combat these environmental issues, cities such as Toronto, Canada have reformed building bylaws to require a greener approach within new construction. For example, buildings with a certain amount of roof area are required to designate 20–60% of roof space to a green roof. However, older buildings nearing the age of renovation can also implement many strategies to bring nature closer to their occupants. These strategies (listed on the following page) improve the quality of life, longevity of life, and comfort for building occupants while improving building performance.

10 SUSTAINABLE STRATEGIES 1

Automatic Illumination

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Photovoltaic Paneling

• Install automatic light sensors to reduce the building’s overall energy consumption.

• Install solar panels to harvest sunlight (renewable energy) and reduce the buildings overall energy consumption.

• Recommended use: corridors, parking structure, etc.

• Recommended use: south-facing sloped roofs (Northern Hemisphere), low-sloped roof.

2

Efficient Fixtures

• Install efficient fixtures to reduce the overall energy and water consumption used within the building.

• Recommended use: light fixtures, water closet, faucet, mechanical systems, etc.

3

Foliage

• Naturally shade windows/glazing using coniferous trees to reduce energy consumption.

• Recommended use: southern facing windows (Northern Hemisphere)

4

Grey Collection System

• Install a grey collection system to harvest reusable grey water and reduce potable water consumption.

• Recommended use: irrigation purposes, water closets

5

Indoor Greenery

• Installation of greenery or a greenspace within a building promotes air quality and morale of occupants.

• Recommended use: lobby space, gathering space, community area, etc.

6

Permeable Paving

• Install permeable paving in lieu of regular hardscape to limit stormwater run-off from entering waterways.

• Recommended use: sidewalk, patio, etc.

8

Skylights

• Install skylights to utilize natural daylight as illumination and reduce the buildings overall energy consumption.

• Recommended use: northern facing roof surface (Northern Hemisphere)

9

Solar Heating

• Install a solar heat collection system to naturally heat your building during the cold winter months and reduce the buildings overall energy consumption.

• Recommended use: southern facing roof surface (Northern Hemisphere)

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Sustainable Materials and Finishes

• Utilize renewable and/or sustainable materials and finishes to reduce off-gas and embodied carbon while promoting the health of the building occupants and the environment.

• Recommended use: carpet, furnishings, paint, etc.

With the environment on the brink of maximum wear and tear, the future of the built environment starts now. Furthermore, it is understandable that implementing all the above may not be feasible within your next project. However, employing just one sustainable strategy mentioned can go a long way when reducing global emissions and improving the well-being of the building occupants.

Written by: Chase Edwards, LEED GA Project Manager, The Falcon Group 301-637-5428 CEdwards@falconengineering.com

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A

Concept: Equality is Equity

s if a global pandemic wasn’t enough for 2020, we also faced the hard truth that there are clearly social inequalities present in our society. Inequalities that, without seeing the color of a person’s skin or hearing the accent in their voice, would never exist.

Inequalities that are present within the communities we manage and among the team members we lead. But how do we break through these inequalities, and who takes the first step?

Now that you have uncovered your unconscious biases and learned the level of impact of your voice, what do you do next? A simple suggestion would be to have a conversation with your team of employees about their thoughts on the topic. Ask for tangible ways you can better promote inclusion among the team. Listen to those who feel comfortable sharing their journey and experience. Begin to truly foster a feeling of trust and acceptance.

Community Managers are, by definition, a leader, someone who can influence others through their words and actions. This is a person that will oversee a diverse team of employees and vendors, work closely with the residents of the communities, and consistently communicate with their co-workers and allies within their professional circle. The question then becomes, how do Community Managers use their influence to spark the change needed to improve the feeling of belonging within their communities, creating equality for all?

They start small, understanding that this is a journey that will take time.

The first step could be as simple as taking a moment to self-reflect and discover any unconscious biases you may have. Do you tend to favor one employee over another? Do you trust one vendor more than another? Why is that? If you are faced with a decision between two equally qualified employees, what would your deciding factor be? It’s questions such as these that can open our eyes and heart to discover what we, as leaders, need to work on.

Next, think about how this conversation surrounding inclusion and belonging affects residents of the community. These are individuals who moved into the neighborhood or property that you manage, to find a community among their neighbors. Your role as the Community Manager is to foster that sense of community and inclusion, which could be done through items such as social events, newsletters, social media posts, community flyers and mailings. Your role is to also take a step back and look at the perception of your community. Do you see resident participation from all cultural backgrounds? Would an outside observer see diversity amongst the various team member positions? These are two questions Community Managers that should be consistently reviewed are, by definition, a to ensure you’re constantly evolving leader, someone who and not becoming complacent.

can influence others through their words and actions.

The second step is to review the opportunity you’ve been given in your role as a Community Manager by being a leader not only to your employees, but to your residents. Harriet Tubman said, “Always remember, you have within you the strength, the patience, and the passion to reach for the stars to change the world.” Being a leader of such a diverse group of individuals gives you the ability to make your mark on the world.

Stronger leaders build stronger communities. It takes strength to reflect on the current situation and make the commitment for improvement. In the end, our teams and our residents will benefit from our personal growth.

Written by: Katie Ruby, PCAM®, AMS®, CMCA®, ARM® Director of Residences Four Seasons Hotel Baltimore 410-223-1401 katie.ruby@fourseasons.com

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2021 Maryland Legislative Update The 2021 Maryland legislative session was a very busy one, despite the inability of the legislators to meet in person because of the pandemic. In fact, some

of the bills that were considered during the session likely resulted from the effects of the pandemic. For example, because gyms and public recreational areas were closed, many people turned to home fitness and recreational equipment, including portable basketball hoops. And, whether or not a community association can restrict a homeowner’s use of a portable basketball hoop was one of the most controversial issues decided by the legislature. House Bill 1347 goes into effect on October 1, 2021, and prohibits a community association from imposing an unreasonable limitation on the location and use of a portable basketball apparatus if the homeowner owns or has the exclusive right to use the area where the apparatus is placed and used. Any existing restrictions on the use and placement of basketball hoops in an association’s covenants will no longer be enforceable if such restrictions significantly increase the cost of their use or significantly decrease the ability to use them as designed and intended.

In addition to homeowners’ increased use of home fitness and recreational equipment, many homeowners turned to landscaping projects during the pandemic. And, pursuant to House Bill 248 and House Bill 322, certain covenant restrictions prohibiting low-impact landscaping projects that promote environmental conservation, such as rain gardens, pollinator gardens, and composting will not be enforceable by community associations. These bills also go into effect October 1, 2021.

Another example of legislation resulting from the effects of the pandemic is House Bill 1023, which went into effect on June 1, 2021, and authorizes the governing body of an association to hold and conduct meetings by telephone conference, video conference or other electronic means. Any community association meeting conducted by electronic means must permit any member, board member, or committee member in attendance to hear and be heard by all participants in the meeting. Additionally, the meeting notice must provide instructions on how to access the meeting, members present by electronic means are counted for purposes of quorum and voting, and members who are not present at the meeting can vote by proxy and submit ballots by electronic transmission within 24 hours after the conclusion of the meeting.

Nominations from the floor for board elections are not required for meetings that are conducted electronically if there is at least one candidate for each vacant position.

The legislature also considered House Bill 508, which would have provided community associations with civil immunity from liability for COVID-19 related claims, however, the bill did not pass.

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Other significant bills that passed, include House Bill 567, which similar to the bill applicable to Prince George’s County associations that passed in 2020, requires associations in Montgomery County, Maryland to obtain professionally prepared reserve studies and have them updated at least every five years.

Associations must include reserve funds in their annual budgets in accordance with the reserve study recommendations for future replacement and repair of common property. This bill goes into effect on October 1, 2021.

The other major bill that passed and goes into effect October 1, 2021, is House Bill 110/Senate Bill 144, which prohibits associations from enforcing any covenant or provision in their bylaws that unreasonably restricts the installation or use of electric vehicle recharging equipment in a common area parking space that is designated for the owner’s use or is the owner’s deeded parking space. The owner is responsible for obtaining county or local permits and approvals, as applicable, and for the costs of the installation and for any damage caused by the installation. The owner is also responsible for the removal of the equipment and must maintain insurance to indemnify the association or must reimburse the association for any increased insurance costs to the association related to the electric vehicle recharging equipment.

Several bills were considered by the legislature but did not pass. These include House Bill 367, which would have created the State Board of Common Ownership Community Managers in the Maryland Department of Labor to regulate the licensing of community managers and establish education and training for community managers. Each community association would have been required to pay an annual registration fee. House Bill 826 was also considered and would have changed the procedures for enforcement of rules violations. Lastly, House Bill 361 would have required training for each member of a governing body of a community association, similar to what is currently required in Montgomery County, Maryland. These bills will likely be considered again by the legislature during the 2022 legislative session.

Written by: Judyann Lee, Esq. McMillan Metro, P.C. jlee@mcmillanmetro.com

A GREAT DAY AT OUR FIRST

Chapter 2021 Summer Crab Feast!

Many thanks to our social committee for putting this event together!

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MAKING THE MOST OUT OF YOUR PARTNERSHIP A PARTNERING ASSESSMENT TOOL

An effective partnership between an association’s Board and its manager/management company is critical to the efficient, effective, and successful operations of a community association. The Board is dependent on the property manager and management company professionals to guide and assist them, and to perform the specialized functions that are needed to support the Board in governing the association. The association manager and the management company professionals are dependent on the Board to provide guidance and direction on the operations in the community and identify needs.

These are very vague statements; did one of our community association attorneys provide this non-committal guidance?

However, about 18 months ago, the relationship became strained due to several events, including: • A decision by the management company to change banks and go to a new financial system; • The community’s website and mass communication’s email system were no longer going to be supported by Yahoo Groups; • And yes, it was 2020.

Frustration was being experienced on the part of the Board and the manager and management company staff. However, we didn’t want to change management companies!

All joking aside, what do they really mean? To boil it down, it’s After numerous discussions to attempt to resolve issues, communication, expectations, and accountability that make we decided we needed to clearly define roles & an effective partnership. First, the roles and responsiresponsibilities, job duties, expectations, and set bilities of the Board and the manager/management times for responsiveness. This led us to develop company need to be clearly defined; then the a “tool” that would measure and evaluate expectations of duties and performance for the performance of both the Board and both the Board and manager/management the manager/management company company need to be outlined; and each holding each accountable for their I relate our association party needs to be held accountable for responsibilities. First, we contacted and its search for the right their responsibilities. our Chesapeake Chapter to see if they For a little background: I relate our association and its search for the right management company to Goldilocks and the Three Bears. First, we had a smaller management company that didn’t have as many resources and required a lot of work, input, and oversight by the Board.

Next, we had a large management company with more rigid policies and procedures that didn’t give us the flexibility we needed for our particular needs. Finally, we found a management company that was just right for us, and we’ve been working with that same management company since 2009.

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management company to Goldilocks and the Three Bears... we found a management company that was just right for us, and we’ve been working with that same management company since 2009.

had a template for us to use, but they could not find one for us. However, one of our Directors had experience using an assessment tool for vendors in her past work experience, so we started with that as a template.

That director and our management company manager, working with our management contract as the baseline, developed a draft of the “Partnering Assessment Tool” last fall. It was sent to the Board for review and comments, and then the entire Board and our management company manager (who is also the owner of the management company) dedicated a Board meeting to going through the tool item by item to ensure that definitions, timeframes, and

expectations were agreeable to all, and by November 2020 we had our Partnering Assessment Tool (click here to view tool). Our ultimate plan is to complete the assessment annually; however, since this is new, we will complete the first assessment in July 2021 (covering January–June 2021) to evaluate its effectiveness for us and make adjustments as needed. Please note that we developed this as feedback going in both directions; not one-way.

Bottom line: performance expectations, response times, a delineation of job duties/responsibilities, and accountability is nothing new; it’s just part of an annual performance review that many of us are already familiar with. The Partnering Assessment Tool for use by community associations & management companies is just a variation of what many of us already do every year.

Written by: Rita Bajkowski, Director, Harbour Club Condominium Tom Xenakis, President, Harbour Club Condominium Eugene Jubber, Owner/Manager, OC Real Estate Management Inc., CMCA, AMS, PCAM

While our tool was developed to improve an existing and effective partnership, it could also be used by both Boards and managers/ management companies during the interview process to help ensure a good fit with a community association and a management company.

Professional Association Management

AAMC®

6300 Woodside Court ♦ Suite 10 Columbia, Maryland 21046-3212 301.596.2600 ♦ Fax 301.596.2082 www.cviinc.com

ACCREDITED ASSOCIATION MA NAG EMENT C OMPA NY

2021 Educational breakfast webinars/seminars

Our Remaining 2021 Educational Breakfast Seminars will be in-person!

Homeowners, Board Members, Managers, Management Companies and Service Providers are invited to attend these seminars, which are

designed to help you effectively manage and work with a community association and its service providers.

Mark your calendar now!

Time: 9:30–11:30am WE CAN’T WAIT TO SEE YOU AGAIN!

Friday, September 17, 2021

Wednesday, November 3, 2021

DELMARVA SEMINAR - " MAINTAINING YOUR BUILDING'S STRUCTURAL SAFETY" Clarion Resort Fountainebleu, Ocean City, MD

"HANDLING DIFFICULT PEOPLE & SITUATIONS" Merriweather Lakehouse, Columbia, MD

Wednesday, September 22, 2021 "EMERGENCY PLANNING/PREPAREDNESS" Merriweather Lakehouse, Columbia, MD 25

A Great Day at Our 2021 Many Thanks to our 2021 Annual Golf Annual GolfOuting!

Outing Sponsors!

Thank you to all of our Sponsors for our 2021 Golf Outing! Our events and

Thank you to all of our Sponsors for our 2021 Golf Outing! educational programing would not be possible without your support!

Our events and educational programming would not be possible Pleaseyour keep them in mind as you need work done in your community or without support! condominium.

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

www.atlanticmaintenancegroup.com 410-768-4720 Contact: Gary Saylor

www.cviinc.com 301-596-2600 Contact: Michelle McGlothin

www.naglezaller.com 443-535-6940 Contact: Craig Zaller

TM

Insurance made simple.

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

www.sahouri.com 703-883-0500 Contact: Chase Hudson

www.nacontracting.com 410-766-2855 Contact: Rodney Holt

www.walterelectric.com 410-590-5959 Contact: Donna Boesl

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

www.fsresidential.com 800-870-0010.

Contact: Trent Harrison

www.marylandroofers.com 410-428-6806 Contact: James Nies

www.finleyasphalt.com 800-889-2309 Contact: Katie Gibson

www.si-restoration.com 443-936-0720 Contact: Brent Alexander

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

www.efcontractinginc.com 410-552-1461 Contact: Austin Haspert

www.solitudelakemanagement.com 888-480-5253 Contact: Heather Afford

www.communityadvantage.com

734-276-3330 Contact: Kim Myles

www.esi4u.com 410-867-6262 Contact: Maxi Garte

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

www.sagewater.com 1-800-584-9990 Contact: Carol Shenk

www.rrg-sales.com

410-654-4444 Contact: Joan Magill

www.thefalcongroup.us 240-328-1095 Contact: Stew Willis

www.trestlemgmt.com 410-505-8493 Contact: Shannon Conrad

www.simmererinsurance.com

301-386-0900 Contact: Phil Simmerer

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

www.tristaterestores.com 866-818-1949 Contact: Mike Spera

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

https://hannandhann.com/ 301-468-3340 Contact: Todd El-Taher

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

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

www.raineandson.com 301-864-1122 Contact: Carrie Ehart

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

www.camllc.com 410-602-6898 Contact: Dave Caplan

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

https://completemgmt. frontsteps.net/ 410-255-4255 Contact: Sari McLeod

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

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

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

www.lazolandscaping.com 443-750-0474 Contact: Dan Dyson

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

410-363-9600 Contact: Cynthia Hitt-Kent

www.vaplaygrounds.com 804-798-6842 Contact: Bob Charles

www.pmpbiz.com 301-694-6900 Contact: Keith Stains

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

THOMAS SCHILD LAW GROUP, LLC www.completelandscapingservice.com 301-218-1800 Contact: Bill Morris

www.schildlaw.com 301-251-1414 Contact: Scott Silverman

www.michaelsneall.com 410-974-8033 Contact: Michael S. Neall

www.risk-strategies.com 301-986-4418 Contact: Ron Bridge

Congratulations to Our 2021 Golf Winners!

FLIGHT #1

PUTTING CONTEST

First Place: Billy Jackson, Brad Hauck, Mike Grimm, Patrick Smith

Ron Nichols

Second Place: Brandon Rose, Carl Svagerko, Steve Levin, Matt Salzer

LONGEST DRIVE MEN

FLIGHT #2

Jeff Duce

LONGEST DRIVE WOMEN

First Place: Chris Clark, Kevin McShane, Rob Hessel, Greg Falter

Gina Rooney

Second Place: Jeff Alleman, Todd Wawrzeniak, Kris Randlett, Wade Koblinksky

CLOSEST TO THE PIN MEN

FLIGHT #3 First Place:

Al Smith, Eddie Hise, Jeff Little

Second Place:

J ason Kingan, Marc Longenecker, Allen Owens, David Amato

Chris Clark

STRAIGHTEST DRIVE MEN Gary Muller

STRAIGHTEST DRIVE WOMEN Gina Rooney

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MANY THANKS TO OUR 2021 GOLF COMMITTEE! Scott Karam Chair Kris Konstruction Roofing Professionals

Carla Finck T&D Duct Cleaning

Kara Permisohn Vice-Chair Minkoff Company, Inc.

Chase Hudson Sahouri Insurance

James Anderson Board Liaison Becht Engineering BT Angela Ashe Professional Community Management, Inc. Ruth Harlan Carroll Vista Community Association Dave Caplan Community Association Management

Rasneek Gujral Rees Broome, PC

Ed Mueller First Real Estate Management James Nies RoofPro Thomas (T.J.) Socks Becht Engineering BT Keith Stains Property Management People Dana Szarko Atlantic Maintenance Group Bill Whittington SageWater

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Welcome New Members!

New Chapter Members: April–June, 2021

Mr. James Appel Property Management People, Inc. Ms. Jasmine Atkinson Comsource Management, Inc.

Ms. Glenita Davis Milstone Village Homeowners Association

Mr. Walter Holloway Fallston Commons Homeowners Association, Inc.

Ms. Michele Messick SVN Miller Commercial Real Estate

Mrs. Amy Deutschendorf

Mr. Mike Inman Bay Crossing Homeowners Association Inc.

Mrs. Laury Miller Fallston Commons Homeowners Association, Inc.

Mr. Jay Johnson Forest Landing Community Association, Inc.

Mr. Jim Mohney Bay Crossing Homeowners Association Inc.

Ms. Bola Kehinde Twelve Trees Association

Ms. Lynn Moorhead Hearthstone at Village Crest Condominium, Inc.

Mr. Anthony Banks Milstone Village Homeowners Association

Ms. Joyce Domneys Sanders Milstone Village Homeowners Association

Mr. Steve Bellwood Bay Crossing Homeowners Association Inc.

Mr. Bob Ellis Snowden Overlook Community Association

Ms. Rose Bey Twelve Trees Association

Ms. Jennifer Ennis Legum & Norman—Ocean City

Mr. Andrew Bonthron Fallston Commons Homeowners Association, Inc.

Ms. Erika Fadley Residential Realty Group, Inc.

Mr. Paul Boudra Carroll’s Creek Community Association Mr. John Brewton Deer Harbour Improvement Association Mr. Joe Broseker The Parke at Ocean Pines Ms. Zaina Brown Property Management People, Inc. Ms. Jewell Brown Twelve Trees Association Mr. Jeffrey Buck Mr. Michael Burgo Bishops Langing HOA Mr. Herbert Burk Fallston Commons Homeowners Association, Inc. Ms. Kerry Burns Deer Harbour Improvement Association Ms. Donna Clayton Twelve Trees Association Mr. George Coleman Fallston Commons Homeowners Association, Inc. Mrs. Shannon Conrad Trestle Management Group Mrs. Astria Contee

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Mr. Robert Fake Forest Landing Community Association, Inc.

Ms. Gloria Lamonaca Legum & Norman—Ocean City Mr. Matt Lawrence Silo Point Condominium

Mr. Robert Moulden The Parke at Ocean Pines Mrs. Laura Nix

Mr. Richard Lebovitz Penthouse Condominium

Mr. William Paul Paul Enterprises, Inc.

Mr. Kevin Fallon Deer Harbour Improvement Association

Ms. Barbara Leonard Deer Harbour Improvement Association

Mr. Guy Pietrovito Bay Crossing Homeowners Association Inc.

Ms. Ginger Florian Fallston Commons Homeowners Association, Inc.

Mr. Jason Lesko Bishops Landing HOA

Mr. Vito Potenza The Parke at Ocean Pines

Ms. Linda Forsyth

Ms. Alexis Little Residential Realty Group, Inc.

Mr. Malik Freeman Kings Park Community Association

Ms. Christian Lorena-Belle River Run Condominium Association

Ms. Lou Ann Rau Fallston Commons Homeowners Association, Inc.

Mr. J. Lawrence Freeman Washington Hill Mutual Homes, Inc.

Mr. Chris Loyko Tanyard Springs Homeowners Association

Ms. Marti Roberts Forsgate Condominium Association

Ms. Mary Ellen Gannon Twelve Trees Association

Ms. Favai Mangwende Twelve Trees Association

Mr. Christopher Rogers Property Management People, Inc.

Mr. Christopher Givens

Mr. Walter Markham Fallston Commons Homeowners Association, Inc.

Mr. Walter Ruebeck Deer Harbour Improvement Association

Ms. Karleen Hagan The Parke at Ocean Pines

Ms. Melissa Massell Deer Harbour Improvement Association

Ms. Monika Russo Residential Realty Group, Inc.

Mr. Jay Hartley Clagett Enterprises, Inc.

Ms. Diane McGraw The Parke at Ocean Pines

Ms. Malinda Hawkins Cloverleaf Commons

Ms. Kathleen McLain Deer Harbour Improvement Association

Mr. Dan Goodier Silo Point Condominium

Ms. Cheryl Hogans Village at Collington

Ms. Rosemarie Mensuphu-Bey Twelve Trees Association

Miss Annette Richner Pinnacle Properties

Ms. Melinda Schwartz Deer Harbour Improvement Association Mr. Jon Selfridge Silo Point Condominium Mr. Jeremy Shifflett Pinnacle Properties Ms. Alyssa Shirk Tanyard Springs Homeowners Association

Ms. Derrika Singleton IMC Charleston LLC Mrs. Jennifer Snider-Tornetta The Parke at Ocean Pines Ms. Amber Spaulding Clagett Enterprises, Inc. Mr. Ronald Steele Village at Collington Ms. Sandra Stewart Twelve Trees Association Ms. Sarah Sullivan Silo Point Condominium Ms. Lillian Thomas Twelve Trees Association Mr. Jonathan Trent-Carlson Tanyard Springs Homeowners Association

Mr. Thomas Trower Tanyard Springs Homeowners Association Miss Jeanne Walsh Ms. Ann Watkins Fallston Commons Homeowners Association, Inc. Ms. Lauren Wentworth Tidewater Property Management Mr. Nathasa Werts Twelve Trees Association Mrs. Venus Williams Milstone Village Homeowners Association

Ms. Heather Wirth Penthouse Condominium Ms. Barbara Wood Bay Crossing Homeowners Association Inc. Mr. Steve Young Forest Landing Community Association, Inc.

Ms. Marjorie Zepko Milstone Village Homeowners Association Ms. Theresa Zivanovic Potomac Valley Management Company, LLC

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.

Veronica Williams Cloverleaf Commons

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

The most immediate difference with FirstService Residential was their ability to understand and incorporate technology allowing for more efficient communication and decisionmaking. Frustrations that seemed to have dragged on for months were resolved in a few days. Their strong communication with our board, their Connect portal and visible turnaround time for maintenance issues have helped during a socially distanced pandemic period.

- Board President

As North America's leading residential community management company, we have local experts in your area to help your community thrive. Our dedication, responsiveness and integrity are why 8,500 communities across the U.S. and Canada choose FirstService Residential to manage their associations and deliver solutions that enhance the value of every property and lifestyle of every resident.

www.fsresidential.com | 410.493.4611

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Find a Reliable Partner for Commercial Landscaping dedicated to providing the best snow and ice management services available to clients throughout the greater Baltimore/DC region.

We serve a variety of commercial clients, including: • Office Parks • Medical Facilities • Retail Centers • Apartment Complexes • HOA Communities • And More

SNOW SERVICES • Snow Clearing • Loader Services • Snow Hauling & Removal • Anti-Icing • Deicing • Snow Removal Contracts

SCHEDULE AN APPOINTMENT | Call (410) 401.1640 LAZOSNOWREMOVAL.COM | DAN@LAZOLANDSCAPING.COM

32

THE

Attention Managers!

BEACON

2021 PMDP COURSE SCHEDULE

BEACON ADVERTISING RATES FOR 2021 Ad reservations are taken on a first-come, first-served basis

Member Price (per issue)

Ad Size

Virtual Programs Sept. 30–Oct. 1

CASE

CASE

Oct. 14–15

M100

The Essentials of Community Association Management

Oct. 28–29

M204

Community Governance

Full Page: 8" x 10"

$575

Half Page: Horizontal 8" x 5"

$425

Nov. 4–5

M205

Risk Management

Half Page: Vertical 4" x 10"

$425

Nov. 18–19

M202

Associations Communications

Quarter Page: 3.5" x 4.5"

$350

Dec. 2–3

M206

Financial Management

Business Card: 3.5" x 2"

$275

Dec. 9–10

M203

Community Leadership

Advertising Deadline Fall/Winter issue: October 1, 2021.

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.

Questions?

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

2021 Calendar of Events as of August 1, 2021 *PLEASE NOTE: Schedule is subject to change.* SEPTEMBER 8 w

OCTOBER

Board of Directors Meeting (9:30 am)

17 f

Delmarva Seminar—Building Maintenance—Clarion Resort, Ocean City, MD

21 tues

GBBR Seminar

22 w

Breakfast Seminar—“Emergency Planning/Preparedness”—Merriweather Lakehouse, Columbia, MD

30 th

Homeowner Webinar—“Board Member Best Practices” (7–9:00 pm)

13 w

Homeowner Webinar—“How to Make the Best Use of Professional Advisors”

TBD

Board of Directors Meeting (9:30 am)

19 tues

Annual Symposium and Expo— “Hindsight is 20/20”—Martin’s West, Baltimore, MD

NOVEMBER 3 w

Breakfast Seminar—“Handling Difficult People & Situations”— Merriweather Lakehouse, Columbia, MD

5–6

Board Leadership Development Workshop Webinar

9 tues

GBBR Seminar

12 f

Eastern Shore Mini-Expo—Golden Sands, Ocean City, MD

17 w

Board of Directors Meeting (9:30 am)

DECEMBER 3 f 10 w

Annual Social—Historic Savage Mill, Savage, MD Board of Directors Meeting (9:30 am)

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

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The Chesapeake Region Chapter Community Associations Institute PO Box 6838 Columbia, MD 21045 410-540-9831

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