Look inside for informative articles, photosfromour2024events&informationon 2025sponsorship&advertisingopportunities!
Pinnacle Financial Partners takes joy in helping people, businesses, and communities thrive.
We make an impact by:
• Creating a place where our associates love to work.
• Providing distinctive service our clients can’t get anywhere else.
• Delivering effective personal and business financial advice that spurs growth. This is our brand promise in all areas of our firm.
Why should I bank my communities with Pinnacle Financial Partner?
Find a financial services partner. Someone who answers your calls, listens to your goals and questions, and offers to help you every step of the way. Someone as experienced with deposit accounts as they are with loan applications and accounting software. An advisor who can connect you with other areas to be sure they are meeting all of your needs.
Work with community association experts to grow your business, keep up on industry changes, and take better care of your clients. We only hire associates with 10+plus years of industry experience, which gives our associates a consultative perspective when discussing your banking needs. We can help be a resource for your clients and meet with them to discuss investments, loans, and other resources.
Find a financial institution that can provide all banking needs for your clients and your company. We offer credit cards for you and your communities, mortgages and automobile loans for your employees, acquisition and equipment financing, and captive insurance for your business, and more
Our Community Association Program is specifically designed to help you navigate the numerous challenges you face in today’s fast-paced world. We have banking solutions and long-standing relationships with industry service providers that can help now and in the future. Contact Noni Roan at 301-639-5503 or Noni.Roan@pnfp.com
Partner with us to achieve goals for yourself, your business, AND your community.
In this Issue
EXECUTIVE BOARD
President James Anderson, PE Becht Engineering BT, Inc.
Karen Fooks, CMCA, AMS, PCAM, Vice-Chair Community Management Corporation/Associa
Magazine Michelle Baldry, Chair Reserve Advisors
Don Plank, PCAM, Vice-Chair EJF Real Estate Services
Membership Jennifer Melson, CMCA, AMS, Chair
Premier Property Management
Beth Bencivenni, Vice-Chair RestoreCore
Social
Eddie Ramos, Chair
Atlantic Maintenance Group
Kelly Rae, Vice-Chair Roofpro, LLC
Acceptance does not always mean Agreement PRESIDENT’S
To accept something is to receive as valid or to understand to have a specific meaning. To agree with something certainly implies acceptance, but I would argue that acceptance of something - a viewpoint, for example - does not in any way oblige agreement. I have found that these terms have become somewhat interchangeable, but it’s important to understand some differences. (Here comes another sea story…)
During my first hours at the Navy’s Senior Enlisted Academy, probably around 5AM if I recall correctly, all the students were weighed and measured and participated in a Physical Fitness Test. We were told, during the application and after selection, that this was coming. Those that passed the height/weight and PFT standards were then organized into groups for the learning to come. Those that didn’t pass the height/ weight measurements were sent home. No questions, no debate. Those that met height/weight but didn’t meet PFT standards were also sent home. No questions, no discussions, no debate. The senior leadership (Commanding Officer, Executive Officer and Command Master Chief) were put on notice that their Senior Enlisted Leader was coming home because they didn’t meet standards.
After the PFT finished, breakfast, getting cleaned up and into uniform, my group split off into our classroom, the instructor closed the door and pointed to a sign above the door that simply read, “Acceptance does NOT mean Agreement.” It was summarily explained to us that we would likely disagree, more so we were actually encouraged to disagree. What?! Why?? Isn’t the military all about following orders and conforming? Yes… and no. As a senior enlisted leader, our job was to get it done. As you know or can imagine, Sailors come from all over the world. They’re from east, west, north and south. Some come from wealth, some are poor, some are educated, and some are ignorant. The U.S. Navy is (all Armed Forces, I would argue are) a melting pot, and nothing represents that more than the people who serve. For sure, I’d already experienced and served with Sailors of many, many backgrounds – every race, creed, ethnicity, religion and just about any other category one could imagine. Guess what? It was really
difficult. Getting people from all different backgrounds and belief systems to come together and unite towards “getting it done” is about as difficult as it seems. As leaders, we have the responsibility to understand our team and their varied backgrounds. We have a responsibility to speak to and with them, sometimes on terms which they can understand (and hopefully accept and agree). The military has the benefit of rank and following orders, but I’ve always found it’s easier to get the goal accomplished with unified consensus and buy in, rather than “because I said so.” There’s definitely a time and place for authoritarian rank and file, but having people want to follow (do) will always be the easiest way.
We have a somewhat similar dynamic within CAI – yes, we’re all part of this Chapter, but we’re Community Managers managing different communities all over the region, we’re Business Partners from all different industries and businesses and – perhaps most importantly – we’re Homeowner Leaders who also have varied backgrounds and priorities. Trust me – we’ve all seen those board meetings… Understanding everyone’s roles and responsibilities in the Community Association world is key to success – we all have a responsibility to enhance or preserve the community’s assets.
Acceptance or Agreement?
ACCEPTANCE.
Oxford Dictionary definitions of acceptance is, ‘willingness to tolerate a difficult or unpleasant situation.’ It can also be described as acknowledgement of a situation, person, or viewpoint without necessarily endorsing or supporting it. Sometimes, it simply “is what it is.” What does this mean for us? It may mean that
you accept you didn’t get the job, despite believing you were highly qualified. It may mean that you’re working with someone of a different social construct. It may mean that your flight has been delayed due to weather or other issues out of your control. I believe that acceptance means I’ve recognized and am dealing with the reality around me, whether a job opportunity that didn’t pan out, working with someone of a different belief system, or even dealing with the reality of flight delays or our lovely local traffic. Acceptance often involves a level of tolerance or dare I say – resignation.
AGREEMENT. Oxford defines agreement as, ‘harmony or accordance in opinion or feeling.’ It can also mean the act of having the same opinion, decision or position as someone else. Regardless, it involves mutual understanding and consent. What does this mean for us? It may mean that two organizations or companies agree to a partnership and have come to contractual harmony. (Read those terms and conditions…). It may mean that you have settled a difference with (or without) litigation. It may mean that you agree on your role in a group project or task. It may mean that you’ve agreed with a date/time/ plan for an event you’re planning. It may mean simply that you believe the same thing(s) that someone next to you does.
What’s common between acceptance and agreement? Acknowledgement? Consent? Communication? Yes, yes, and yes. And – perhaps the most important commonality (in my opinion) – listening. Listening is crucial to almost every aspect of our lives, whether personal or professional. Getting out of our comfort zone and listening to different opinions or viewpoints is a good thing. Sometimes listening is hard. It’s hard to hear and listen to a message you don’t want to hear – a job interview/position that you didn’t get. It’s hard to accept a belief or position that may cause you discomfort. Let’s really try to get out of our comfort zones and listen.
Chapter Business! Since we last “spoke,” what has the Chapter been up to? We’ve had BOTH of our Expositions – our second Maryland Live event was a hit and the DelMarVA crew continues to showcase amazing talent and energy. We also had elections for our Board of Directors (and the other one) – I really hope you all voted in both. I am excited to transition into new dynamics and people on the Board. The outgoing Board Members based on tenure (Gail Windisch and Vicki Eaton) have been so amazing for our Chapter, our Board and – personally for me. I’ve learned so much from them, especially now sitting in this seat and I’m so thankful for
their contributions and time. I especially appreciate Vicki – she’s been an absolute titan in our Chapter for so many years – doing anything and everything from establishing our Chapter’s first budget to leading CAI’s Large Scale Manager workshop on our home turf to serving as President of our Chapter during the most challenging period I can remember, to mentoring me and many, many other people. Vicki’s and Gail’s presence and effect will endure long after their tenure on the Board is over. Thank you both!
Considering this is my last article as President of the Chesapeake Chapter, I reflect on this year with incredible awe, fondness and respect for all of you. You make it all happen, and I couldn’t be prouder to be a part. In these vignettes (four in total), I messaged some themes…
First was “Community, Together” – this is my tagline for this year and hopefully it endures.
Second was Succession – the importance of planning for the future and leading the next generation towards success.
Third was about simple rules to live by and hopefully do and be better.
Finally, we have acceptance does not mean agreement and that listening is key to everything. Really listening. The successful outcome of real listening is hopefully acceptance. The outcome may be agreement, but disagreement is still okay –standing up for our beliefs or opinions is rather innate, but we must, we really must focus on listening and acceptance. We don’t need to agree, but we must listen, and we must accept.
In closing, this year has been an amazing experience, challenging and yet rewarding beyond my wildest dreams. I thank you all for your support, your time, your efforts, your voices and your involvement. I wish you all a peaceful end to this year.
Happy Holidays to you and your families I look forward to seeing you all again soon
Thank you!
James W. Anderson
James W. Anderson, P.E Chesapeake Region Chapter President Vice President/Principal Engineer, Becht Engineering BT
Welcome new members
The Village of Timbergrove HOA
Darryl Anderson
Condominium I of the Pines
Ms. Katerina Andrawos
Home Tech Exterior / Restoration / Roofing
Mr. Eric Arnold
Residential Realty Group, Inc.
Mr. Gregory Bagwell
Foxridge Maintenance Corporation
Heather Bailey
Clagett Enterprises, Inc.
Eric Bearinger
Bearinger ChemDry
Ms. Juanita Bellamy
Wyndham Commons Condominium Association
Cory Bishop
Owl Pest Prevention
130 Slade Avenue
Condominium Association, Inc.
Lions Gate Townhouse Condominium Inc.
The Residences @1211 Condominium
Ms. Taylor Brown
Community Management Corporation
Mrs. Nicola Brown
Parkside Residential HOA
Mr. Michael Buchanan
Fallston Commons Homeowners Association, Inc.
Susan Chamberlain
Seabreak Homeowners Association
Mrs. Sasha Christian
Parkside Residential HOA
Savannah Coller
Professional Community Management
Markeita Conway
Community Management Corporation
Mr. Tom Drake
Waverly Woods West HOA
Mr. Brian Duvall
Legum & Norman, Inc.
Ms. Teresa Ellenburg
Shearwater Condominium Association
Mr. Michael Filipiak
Richardson Mews HOA
Kara Fox Residential
Realty Group, Inc.
Alex Fox
APM Professionals
Tamara Gions
Ms. Janee Glass
Eva Mar Homeowners Association
Donna Gollnick
Village at Collington
Mr. Rick Grover
The Marina Bay Townhouese Condominium Association
Mick Haensler
Rip Tide Restoration
Mr. Joseph Hamilton
Eva Mar Homeowners Association
Eric Hess
Crofton Mews Condominium No. 1, Inc.
Erika Isaacoff
Clagett Enterprises, Inc.
Mr. Marcus Jennings
Foxridge Maintenance Corporation
Amethyst Johnson
Mr. Reggie Johnson
Bliss Products and Services, Inc
Frances Kellaher
Excel Management Services Inc.
Ms. Paula Leeper
Legum & Norman
Shawn Macinnes
Brandan Maddox
Ravenwood at Turf Valley Community Association, Inc.
Ms. Lynn Maichle
Shearwater Condominium Association
Ms. Susan McCurdy
Community Association Services, Inc.
Tiana Medley
CAI Member
Foxridge Maintenance Corporation
Daniel Miller
River Run Condominium I
Swarna Mohan
Ravenwood at Turf Valley Community Association, Inc.
Ms. April Myers
Community Management Corporation
Mr. Nick Newman
Newman Certified Public Accountant PC
Lyda Niemiec
Mr. Andrew Nussbaum
CUO Watermark Place Condominium Residences
Mr. Brendan O’connell
Pelican Property Management Company
Mrs. Jessica Ogle
Ms. Melanie Pagani
Richardson Mews HOA
Terri Pazornick
CUO Watermark Place Condominium Residences
Mr. Todd Plajzar
Eva Mar Homeowners Association
Mr. Steven Potter
Fallswick Homeowner Association
Mr. Robert Radcliff
Reliable Engineering, LLC
Christina Ragolio
Tidewater Property Management
Mr. Ethan Rhodenizer
Excel Management Services Inc.
Ms. Denise Rich
Wyndham Commons Condominium Association
Foxridge Maintenance Corporation
Mrs. Courtney Ruleman
Sage Sanders
CAMP Facility Services
Theresa Sarris
Professional Community Management
Leslie Anne Shacka
Ravenwood at Turf Valley Community Association, Inc.
Ms. Barbara Smith
Welcome new members
Property Management People, Inc.
Mr. Andrew Strauch
Fallswick Homeowner Association
Mr. Phil Strohm
Hollywood Beach Property Owners Association
Ms. Sarah Sukta
eUnify, Inc.
Susan Swank
Comsource Management, Inc.
Esplanade at Red Run Neighborhood Association
Esplanade at Red Run Villas I
Park Place at Esplanade HOA
Red Run Villas II
Red Run Villas lll Condominiums
Bradley Taylor
Taylor Termite & Pest Control LLC
Ms. Ann Thornton
Shearwater Condominium Association
Mr. Steve Turner
Coventry at Westminster
Ms. Victoria Unverzagt
T & D Duct Cleaning
Miss Jeanne Walsh
Independence HOA
Mr. John Walton
Wyndham Commons Condominium Association
Mr. Rick Watson
Waverly Woods West HOA
Joyce White
Condominium I of the Pines
On Monday, November 18, 2024, our Chapter lost a dear friend, Vicki Eaton, who was a dedicated committee member, Board member and contributor, an industry leader and mentor, not only to our Chapter but to CAI National as well. Vicki was part of the Community Management industry for over 20 years and has been a member of our Chapter since 2006.
Vicki showed what a “measure of determination” can be when you want to achieve something. She passionately and successfully pursued her designations through CAI completing and holding the designations of CMCA, AMS, PCAM and LSM, also being a presenter at the National Conference as well as at many of our Chapter seminars. She was instrumental in planning and bringing the LSM conference “home” to Maryland this past September. She was the embodiment of strength and courage and fully pursued opportunities within CAI to the fullest. She was never deterred by challenges, instead she embraced challenges and conquered them through perseverance and fierce determination. Vicki was able to turn obstacles into steppingstones and setbacks into opportunities. She was the epitome of resilience, never giving up and living life to the fullest despite the odds.
Vicki’s passion didn’t stop with her career, she had the same passion for her beloved husband David, two daughters, Tori and Katie and she absolutely swooned over her Grandson, Ryder.
Vicki will be missed, remembered and will never be forgotten for all she contributed to our Chapter.
VICKI EATON
MARYLAND HIDDEN TREASURES
ALL ABOARD FOR THE HOLIDAYS: MARYLAND’S FIREHOUSE TRAIN GARDENS
In Maryland, holiday train gardens are more than just a festive decoration – they are a cherished tradition with deep community ties. Originating as an innovative way to raise funds for local fire departments, these miniature landscapes have captured the hearts of families for generations. While train gardens can be found across the country, Maryland has a particularly unique history with this tradition, linking it directly to firehouse culture and community service.
How it started
The tradition of creating elaborate holiday train gardens in firehouses dates to the early 20th century Baltimore. One of the first recorded train gardens was set up in 1917 by Captain Eugene Daley at a Baltimore firehouse, and the tradition has continued to grow. Trains had long been a symbol of progress and connection, and by the 1920s they became a popular addition to Christmas decorations across the U.S. Early toy trains, like the Lionel models, were featured prominently in department stores and homes, as they evoked the magic of travel and the spirit of the holidays.
However, it was the fire departments of Baltimore and other parts of Maryland that took this fascination to a new level. Firefighters, who were also skilled craftspeople, began constructing elaborate train gardens in their firehouses during the holiday season. These displays grew in complexity, featuring intricate villages, mountain scenes, tunnels, and moving train models. The tradition began as a way for the firefighters to entertain the children who visited the fire stations during the holiday season.
A tradition that endures
Today, many Maryland fire departments still host holiday train garden fundraisers, though the displays have evolved with modern technology. Some firehouses have
integrated digital elements, such as animated figures and light shows, while others stay true to the more traditional craftsmanship of the earlier years. Despite these changes, the core of the tradition remains the same: bringing the community together, fostering a sense of holiday cheer, and supporting the local fire departments.
So as the holiday season approaches, take time to visit one of Maryland’s historic fire department train gardens. You’ll not only experience a beloved local tradition but also support the dedicated firefighters who serve the community year-round.
Here are some key train gardens to visit in Maryland this holiday season:
1. Glenn L. Martin Maryland Aviation Museum (Middle River) will open its Holiday Plane & Train Garden starting November 25, 2024, through January 7, 2025, with displays on Wednesdays, Saturdays, and Sundays from 11 AM to 4 PM
2. Fire Museum of Maryland (Lutherville) will host its annual train garden starting November 30, 2024, running on Saturdays and Sundays through the holiday season. Special visits with Santa will be available on November 30 from 11 AM to 2 PM.
3. The Shops at Kenilworth (Towson) train garden will be open from November 18, 2024, to January 7, 2025, during mall hours.
4. Wise Avenue Volunteer Fire Company in Dundalk will feature one of the largest displays, running from November 25 through January 7, including model trains, animated scenes, and elaborate setups that change annually.
5. Highlandtown Holiday Train Garden at Engine Company 41 in Baltimore will operate from November 25 through January 1, showcasing miniature replicas of the neighborhood, with several themed trolleys and trains.
6. Marley Station Mall in Glen Burnie will host a large multi-level garden from November 18 through January 7, including new interactive scenes.
7. Howard County Fire & Rescue Train Garden at the Ellicott City Volunteer Fire Department will feature intricate displays from December 2 through January 1.
8. Mount Airy Volunteer Fire Company will open its popular display on weekends throughout December until January 2.
9. Ellicott City Volunteer Fire Department will host the Howard County Fire & Rescue Train Garden, featuring a 26 x 10 foot display with multiple trains, including scenes like ballroom dancers and a replica of the Bromo
Seltzer Tower. This train garden will run from December 2, 2024, to January 1, 2025
10. Arbutus Volunteer Fire Department will continue its long-standing tradition of hosting a holiday train garden in 2024. The garden, which has been a local favorite for almost 30 years, features multiple scales of trains, including a Lego model railroad. The display is housed in their multifunction room, and the fire station is conveniently located near the Amtrak Northeast.
11. Baltimore City Fire Department’s Engine 45 will host its annual Holiday Train Garden in northwest Baltimore. The display is set to run from late November until early January at 2700 Glen Avenue, Baltimore, MD 21215. The garden is open from 9 AM to 9 PM daily, offering visitors a chance to see a detailed 12-by-40-foot display.
Written by: Elisabeth Kirk, TRC Engineering, EBP ekirk@trc-engineering.com
SAILING THROUGH THE WINTER SOLSTICE
Do you love water events and festive holiday lights? Then the illuminated sailboats sponsored by Sailing through the Winter Solstice on Carroll Creek is the event for you.
Sailing Through the Winter Solstice is a charity organization based out of Frederick, Maryland that sponsors illuminated sailboat displays which float in the downtown creek/ riverwalk area of Carroll Creek Park. Each boat is sponsored by a local business to raise money for local 501c3 Frederick Based Charities. In 2023 this event raised over $100,000+!!
The first boat was built in 2016 and was a huge hit with the City and the event has taken off!!! The boats are about 15+ feet long and incorporate creative lighting displays, whimsical themes, and even mechanical elements such as rowing oars, fire, and smoke/fog machines. This year the event plans to have 28 boats, built by volunteers and each design will be visually unique.
The boats will go in the water on November 23, 2024, the
Saturday before thanksgiving and will stay in until March 14,2025, weather permitting. The boats can be viewed daily with the displays being lit from dusk to dawn. The event is free to the public and accessible 24/7. The community can vote for their favorite boat ($1 per vote), this benefits the many organizations that raising awareness and money for amazing causes. All proceeds raised will flow to Color On The Creek and each boat’s designated charity.
For more information visit the event website at https:// downtownfrederick.org/event/sailing-through-the-wintersolstice-by-color-on-the-creek/
Additional attractions in this area are boat rides for the kids, various merchandise that can be purchased, restaurants, shopping, and other events such as NYE candlelight’s.
Written by: Dawn Lewis, CMCA, AMS, Community Manager, WHOA, Property Management People, Inc. Dawn.Lewis@pmpbiz.com
Many Thanks
TO OUR ANNUAL SPONSOR S!
2024 DIAMOND SPONSORS
Atlantic Maintenance Group
Becht Engineering BT, Inc.
Hann & Hann Construction Services
Kris Konstruction Roofing Professionals
MillerDodson Associates, Inc.
Minkoff Company
Nagle & Zaller, P.C.
North Arundel Contracting, Inc.
Pinnacle Financial Partners
Rees Broome, PC
RoofPRO, LLC
Sahouri Insurance
The Falcon Group Engineers, Architects & Reserve Specialists
Tidewater Property Management, Inc., AAMC
2024 PLATINUM SPONSORS
Davis, Agnor, Rapaport & Skalny
Duradek MidAtlantic
EJF Real Estate Services
Four Twelve Roofing
Palmer Brothers Painting & General Contracting
SI Restoration WHITEFORD
WPM Real Estate Management
2024 Gold Sponsors
Clear: Restoration and PreDisaster Consulting
D.H. Bader Management, Inc.
FirstService Residential Condominium Venture, Inc.
NATIONAL NIGHT OUT: STRENGTHENING COMMUNITY BONDS THROUGH SHARED CELEBRATION
In a world where community connections often seem to fade amidst busy schedules and digital distractions, National Night Out stands as a powerful reminder of the strength and unity that local neighborhoods can build. It’s like a nationwide block party with a purpose: it’s all about bringing people together to foster a stronger sense of community and to boost safety. I can personally attest, having hosted this event many times at one of my communities, it’s seriously a lot of fun and informational!
National Night Out was started back in 1984 by the National Association of Town Watch (NATW) to get neighborhoods to come together and work with local law enforcement to prevent crime and build trust. It is celebrated each year on the first Tuesday of August. The main objective is to create safer and more connected communities. But it’s more than just a nationwide block party, there are actually several purposes:
• Meet your neighbors: Building relationships with those who live nearby is crucial for a strong community.
• Interact with law enforcement: This event provides an opportunity to get to know local officers on a personal level and discuss community concerns. At Emerson HOA we would ask the local police and fire departments to give kids and adults alike the chance to see a police car (or fire truck) up close and interact.
• Participate in crime prevention activities: From safety demonstrations to informational booths, there’s something for everyone to learn. Associa, for instance, provides fingerprint ID kits for the kids and many other handouts about safety. Last year not only did members from the County Sheriff’s department show off their new vehicles but the County Youth Program van was on hand for questions and pictures with their mascot!
• Showcase local partnerships: Provide an opportunity for local service providers to share their information; this is a great time to put forward groups that otherwise don’t get a lot of public face time. This year Seven Oaks HOA hosted tables for a local cat rescue, Arundel Community Development Service and Associa Cares. Invite your local politicians so they can meet community members as well (and community members can meet them!). The Howard County Executive Dr. Ball could always be counted on to make an
appearance to the various events being hosted.
• Enjoy community events: Block parties, cookouts, and other festivities create a fun and welcoming atmosphere. Communities that host this event will have food vendors also participate for extra fun. At Emerson HOA we had Snow Balls and popcorn or cotton candy, but Seven Oaks HOA organizers brought in Mission BBQ that I know was enjoyed by all. We also arranged some fun games like giant slides or a 40-foot dart soccer game! Inflatables and other games help attract families who have fun while also learning. The ideas are literally endless!
The impact of National Night Out extends beyond the evening of the event. The connections made and the trust built during these celebrations contribute to long-term benefits for communities. Research shows neighborhoods that participate in NNO experience increased community involvement, decreased crime rates, and improved relations with local law enforcement. Residents often report feeling more secure and connected after participating in National Night Out. By strengthening the social fabric of their neighborhoods, they are better equipped to address challenges collectively and support one another.
This sounds great, so how do I start? All NNO events must be registered with NATW (https://natw.org). Registration is free and NATW will supply resources to support you as you plan your event. Once you’ve done that, you’re off and running: recruit volunteers, reach out to local agencies, contact local vendors, and most importantly announce your event. Information and handouts provided by NATW help every community put on a successful event.
National Night Out is more than just an event; it’s a movement. By participating, you’re helping to create a safer and more connected community for everyone.
No Corporate Transparency Act Relief in Sight
On October 24, 2024, a federal judge for the Eastern District of Virginia denied the Community Associations Institute’s request for a preliminary injunction to stop the application of the Corporate Transparency Act (the “CTA”), and its related reporting obligations, to CAI’s community association members. Information about that ruling can be found on CAI’s website here.
Unfortunately, the judge’s ruling denying CAI’s motion does not appear to be isolated. Federal judges in Michigan and Oregon denied similar requests for preliminary injunctions filed by the Small Business Association of Michigan and a group of individuals with reporting obligations under the CTA, respectively. The judges rejected arguments that the application of the CTA is an exercise of unconstitutional overreach by the federal government for businesses and other small entities.
Written
by: Steffanie Nollie, CMCA, AMS Portfolio Community Manager, Community Management Corporation, Select Community Services, Associa Companies snollie@cmc-management.com
Photos of the partners:
Photos of the partners:
The judge’s ruling in the case filed by National Small Business United in Alabama federal court that the CTA is unconstitutional now appears to be a minority view, although there is continued CTA litigation in federal courts in Texas, Massachusetts and elsewhere. The Alabama ruling is also on appeal with the U.S. Court of Appeals for the 11th Circuit. Oral arguments were heard in late September.
Given these rulings, it is unlikely that there will be any nationwide or localized CTA ban prior to the reporting deadline of January 1, 2025. While CAI has stated that it is exploring a possible appeal of the adverse court decision and is also pursuing efforts legislatively, community association law practitioners are advising clients to comply with the January 1st reporting deadline.
Photos of the partners:
Associations should confer with their legal counsel on the applicability of the CTA to their specific communities and devise a plan for reporting. Associations may be able to utilize reporting services offered by their management companies or legal counsel, if available, or can self-report for free on FinCEN’s website here.
Leslie Brown, Esq. Shareholder, Rees Broome PC lbrown@reesbroome.com
The Board Member Job Description! Part II
The Soft Skills
In the community association environment, as well as almost any other, having “people (interpersonal)” and communication skills are crucial to one’s ability to be an effective leader. Those skills are what make a Board, or Board member, able to work towards the betterment of the community by bringing the community members along with them; in other words, the most successful are those who are able to inspire and influence others, as they have exceptional “soft skills,” also known has Emotional Intelligence.
Board Member Job Description: The Soft Skills
SUMMARY: To be, and act as, a Trustee; A Trustee being an individual person or member of a Board given control or powers of administration of property; with the obligation to do just that.
ESSENTIAL ABILITIES: The Soft Skills
In order to carry out the duties of a Trustee in the most effective and harmonious manner for the community, the successful Board member will have (a) the ability and acumen to relate with people from all walks of life, (b) be able to communicate effectively in person and in writing, (c) and negotiate between diverse groups and individuals (d) while maintaining emotional equilibrium and personal equanimity. In order to do so, the Board member shall exhibit the following traits:
Develop and maintain good relationships with Board members and residents
New to the Board? Drop any personal agenda you have regarding individuals or the Board as a whole (yes, this IS a skillset). Start afresh with the intent of creating and maintaining a good rapport with your colleagues and the residents. Relationships will be key to your success, and that of the community.
Communicate clearly
The Board member, understanding their leadership role within the community, shall endeavor to communicate clearly at all times both orally and in writing on all items pertaining to the community, in order to project clarity in leadership.
The successful Board member needs to be (a) a very good communicator; (b) able to articulate concepts and ideas; (c) able to formulate relevant and cogent questions on political and operational issues; and (d) keep confusion at a minimum not only for themselves and the Board,
but for the community. Remember, everything a Board member says or does is public; any fuzzy thinking or communication will be transmitted to the community in any one of a number of ways, i.e., a lack of clarity on practical issues (which streets are closed when for repairs?) to a lack of focus on larger policy issues.
Work well in a team environment
The Board member will work to ensure the proper functioning of the Board through willing collaboration with other members to resolve issues in the best interests of the community.”
Creating and maintaining relationships as a Board member means being and active member of a team. Trying to be a ‘lone wolf’ on a Board usually results rancor (no one likes you) and ineffectiveness (you still need a majority of votes to get anything done, and you won’t because... no one likes you).
Be able to manage conflict
The Board member will work to minimize conflict between Board members and themselves, and themselves and residents.
The first step in managing conflict is to understand that overall, conflict and confrontation (between people or between you and an issue), is often a net-positive, and that without that confrontation many important issues will fester and grow worse.
Maintain self-awareness
The Board member will be able to (a) recognize their own emotions, and (b) how they affect the member’s thinking and behavior.
Board members must always understand that their essential duty, the administration of property of behalf of others, is always an emotionally-charged environment;
they are dealing with others people’s money and living conditions, as well as their own. For example: If, as a Board member, you are aware that the assessments are woefully low and reserves haven’t been funded in years and an increase in dues to meet this funding necessity will cause you personal financial and emotional distress, you cannot allow that emotion to color your decisions as a Board member.
Have social awareness
The Board member shall be able to understand the emotions, needs and concerns of other people, be able to “pick up” emotional cues and recognize the power dynamics in a group or organization.
A Board cannot and will not be successful if they are unable to understand what is going on amongst the populace and indeed the Board itself. Think about it: How can you bring the community with the Board in meeting its goals and objectives if you are unable, or unwilling, to see and understand what motivates the folks you need to bring along? The Boards that fail in this area wind up highly autocratic (simply forcing their will on the community) or highly ineffectual, or both; as usually one follows the other to the detriment to the community. These social abilities are critical for Board members to have, or develop.
Be adept at self-management
The Board member shall be able to control impulsive feelings and behaviors and manage his/her emotions in healthy ways.
Being a Board member means being exposed, at times, to unpleasant people and circumstances, which can cause one to want to lash out in one form or another; however, this behavior, though momentarily satisfying, is almost always counter-productive for the member, the Board as a whole and the community. A lack of self-control on the part of even one Board member can cause anything from un-needed distraction to the halting the overall agenda of the Board for long periods of time.Ugh.
Be able to follow through on commitments and adapt to rapidly changing circumstances
The Board member shall always endeavor to keep their promises and commitments to the Board and the community, indicating personal trustworthiness and integrity.
As a Board member, you cannot be swayed away from your fiduciary duty and commitment to the betterment of the community by external circumstances, such as the torch-and-pitchfork crowd that shows up at a meeting to protest a $15 increase in assessments; you must have the courage of your convictions and the fortitude to follow
through with what you know is the right course of action for the community as a whole. Folding like a lawn chair at the first sign of conflict doesn’t help your credibility whatsoever, and will keep you from being an effective, TRUSTED member of the Board.
Each individual Board member is an integral part of community leadership, and is charged with caring for and maintaining the real property and investments for the community as a whole; and not just for today’s residents, but for those 10, 20, even 40 years down the road. In a very real sense, being a good Board member requires attention, thoughtfulness, and the will and foresight to execute the short- and long-term business of the Association. It not only sounds important, it IS important. The “hard skills” (here) Board members should have are very important, but even more important are the “soft skills,” of leadership - without which a Board will never be successful: These “soft skills” are what bring others along through inspiration and influence. Can the “soft skills” be learned? Yes indeed they can, and there are myriad publications to assist anyone willing to take the time and learn them. (Also see Rolf Crocker’s article, below right.) These skills, these elements of Emotional Intelligence, are what allows the Board to manage a community well, and most importantly, do so in a more harmonious manner.
Written by: Julie Adamen julie@adamen-inc.com
“Julie Adamen is President of Adamen Inc., a consulting, education and employment firm specializing in the community management industry. Julie can be reached via email at julie@ adamen-inc.com.”
In loving memory of John Sheehy who passed away on October 10, 2024. Beloved husband of Christine, and father of two children, Ella and Andrew. John was in the Management industry for over 25 years, and a member of the Chesapeake Region Chapter of CAI since August 2005. We will miss seeing him at our events and will always remember his continued support of our Chapter.
PLATINUM SPONSOR SHOWCASE
Looking Back at The Chesapeake Region Chapter Part II
In 2025, Chesapeake Region Chapter of the Community Associations Institute (CRCCAI) (“Chesapeake”) celebrates its 45th anniversary as a chartered chapter of the Community Associations Institute (CAI). For 44+ years, leaders, members and staff have volunteered tirelessly to educate, network, and advocate for community association boards, community managers, and business partners.
CRCCAI supports the community association industry by sponsoring industry-specific education, expos, advocacy, networking and social events. The Chapter leased its first brickand-mortar office in Columbia, MD in 2019 for meetings and seminars. Currently, many in person events such as the breakfast seminars, the summer crab feast, and the annual social add spice to the calendar. CRCCAI has reached beyond itself to form inter-chapter connections, especially with Washington Metro and Keystone Chapters. Other outreach efforts have increased, such as a 2021 Earth Day event, the Marley Glen School volunteer day, and two summer youth camp programs for The Complete Player (TCP) in Anne Arundel County, introducing a new generation to industry careers and Board member leadership role-playing.
Today the Chesapeake Chapter serves the majority of Maryland and the Maryland and Delaware shores. The Chapter has a current membership of 13541, ranking it as a Large Chapter of CAI.
Voices of Chapter Presidents
PRESIDENT 1980
Stephen R. Bupp, CMCA, AMS, PCAM, founded Condominium Venture, Inc. (CVI), a Maryland management firm specializing in condominiums and community associations. He was also a licensed Real Estate Broker in Maryland. In 1980, he achieved CAI’s second PCAM certification. Active in the Washington Metro Chapter and CAI, he authored the CAI publication “Contracts and Bids” and served on the CAI faculty. In 1999, he was CAI’s Chair (now President of the Board of Trustees).
PRESIDENT 2002
Craig B. Zaller, Esq., Nagle and Zaller, PC, recalls being mentored by Michael Nagle, Esq., (Chesapeake President 1981, 1982). Both were active in the Washington Metro and Central Maryland/Chesapeake Chapters, giving “110% to both Chapters.” Chesapeake’s Board meetings were held in the CED’s basement. During his presidential year, Zaller aimed to increase membership, especially homeowners. In 2002, both membership and the homeowner category grew, along with the Chesapeake Expo and breakfast seminars.
Location of the Chapter’s past office in Columbia, MD.
PRESIDENT 2011-2013
B.K. Swartwood, PCAM, CMCA, AMS, HOA Manager at Forestar Group, Inc., has a background in community association management. She joined CAI/Chesapeake Chapter in 2005 and is an active Eastern Shore homeowner and community Board member. Swartwood is the only 3-term Chesapeake president and has served on various committees, including Bylaw Review, Chapter Newsletter, Website, and Chapter Policy Review. She presented at the DC Expo in 2010. Swartwood recalls Chesapeake had a few hundred members during her tenure and sees the successes as the Board’s growth in administrative and fiscal elements and richer collaboration with the CED. She currently serves on the Chesapeake Board of Directors.
PRESIDENT 2015
Gary Saylor, President of Atlantic Maintenance Group (AMG), joined CAI/Chesapeake in 1999. In 2015, he focused on membership and processes, tackling challenges like member engagement, increasing homeowner membership, and networking. He successfully increased homeowner membership, member engagement, and teamwork. Saylor also contributed to the growth of the Expo and the year-end social gala. Active on many committees and as a seminar presenter, he and AMG led the outreach volunteer day at Marley Glen School. Saylor currently serves on the Chesapeake Board of Directors, and AMG is a Chesapeake Diamond Sponsor.
PRESIDENT 2020
Vicki Eaton, CMCA, AMS, LSM, PCAM, retired General Manager of Worman’s Mill Community Conservancy, has a background in teaching and band directing. She values education and networking and has been active in the Chesapeake Chapter and CAI National. One of three CAI-certified Large-Scale Managers in Maryland, she served on various Chesapeake committees, including Social, Expo, Newsletter, and the Education Committee. Eaton frequently presented at national conferences and Chesapeake seminars and authored articles for CAI’s Quorum and the Chesapeake Beacon. During the 2020 COVID pandemic, Chesapeake thrived under her leadership, expanding technology knowhow and enacting efficiencies in meeting procedures, financials, and communications. She currently serves on the Chesapeake Board of Directors.
CHAPTER TIMELINE: Key Milestones & Leadership
1979
• Articles of Incorporation enacted for the Community Associations Institute, Central Maryland Chapter, Inc.
• First President: Howard Cihak, PCAM
1980
• Central Maryland Chapter chartered by CAI
1980s
• Diane Vreeland, CED
• Focus on education and networking
• Chapter leaders continued to be active in both the Washington Metro Chapter and CAI as faculty and leaders
1994
• Articles of Amendment and Restatement, renaming the Chapter to Chesapeake Region Chapter of the Community Associations Institute, Inc.
1995
• Chartered by CAI as Chesapeake Region Chapter of the Community Associations Institute, Inc.
1998-2019
• Camille Cimino, President of The Laurel Group, CED
2008
• Recession with housing market contraction
2010
• Beacon article publicizing “Recruiter of the Year” award
B.K. Swartwood, Gary Saylor, Vicki Eaton, Gail Windisch, Rebecca Clemson-Petrik
PRESIDENT 2021
Gail Windisch, CMCA, AMS, PCAM, of Tidewater Property Management Inc., has been active in Chesapeake for 10 years. She has served on various committees, including Social, Delmarva, and Membership and Magazine. Reflecting on her 2021 term, she noted the challenge of hosting activities both in person and virtually post-COVID. She successfully challenged the Chapter to reach 1,200 members by December 2021. Windisch has witnessed significant growth in the Chapter since 2014 in policies, budgets, systems, large-scale plans, events, and technology. She values the networking, friendships, and leadership skills gained from CAI and is a current Board member.
PRESIDENT 2023
Rebecca Clemson-Petrik, CMCA, AMS, PCAM, Regional Director at FirstService Residential, LLC, AAMC, has been a CAI member for 15 years. Her company is a national CAI member. She values the networking and professional growth opportunities CAI provides. During her presidential year, she focused on expanding the Chapter’s boundaries, encouraging event exchanges with Keystone and Washington Metro Chapters. A highlight was the first DCChesapeake Joint Chapter social event in summer 2023. She is currently a Board member.
PRESIDENT 2024
James W. Anderson, PE, Vice President of Becht Engineering BT, Inc., is the third Becht Chapter president. Becht Engineering has memberships in multiple chapters, and Charlie Becht was a Chesapeake president in 2000. Anderson was elected to the Chesapeake Board in 2020. He drafted the 2022 and 2023 strategic plans, chaired the ad hoc Strategic Plan Committee, and mentored the 2024 membership-wide Strategic Plan project. Known for his expertise and comedic flair at breakfast seminars and events, Anderson enjoys networking and connecting people with the expertise they need.
Central Maryland/Chesapeake Chapter and CAI are important supporters of the community association industry and its professionals and homeowners. The 45th anniversary of the CAI charter of Chesapeake Chapter is a milestone, and the opportunity to give kudos and thanks to all the leaders and members who have been part of the journey!
1 CED Report (October 2024), August 2024 Membership Numbers, Chesapeake Region Chapter of the Community Associations Institute, Inc., Columbia, MD.
2019
• First brick-and-mortar office: 8901 Hermann Drive, Suite B, Columbia, MD 2019-2022
• Stephen McConoughey, CED 2020
• COVID-19 pandemic
o Chapter, office, and events transitioned to virtual format 2021
• First Delmarva Expo
• Resumed in-person events with the December breakfast seminar & Annual Meeting
• Social Committee initiated outreach events:
o Earth Day event
o Food collection 2022
• Richard Coppage, CED
• First outreach event with The Complete Player (TCP) summer youth camp, Anne Arundel County
• Chapter Award Presentations at December social:
o Beacon of Light
o Volunteer of the Year
o Educator of the Year
o Recruiter of the Year 2023
• Valerie Lykins, CED
Trusted Roofing Contractor
RoofPRO is your trusted roofing contractor, dedicated to delivering cost-effective solutions for your community, including expert roof repairs, storm damage solutions, customized maintenance plans, and full replacements. Look no further. RoofPRO's got you covered!
All Roof Types Insurance Covered Repairs & Replacements COMMERCIAL
Roof Asset Management Plan (RAMP)
Complementary initial Roof Evaluation
Roof lifecycle expectancy report
Maintenance Plan
Our roofing services include the following:
Commercial Roofing
Residential Roofing
Storm Damage Repair
Roof & Attic Insulation
LARGE-SCALE MANAGERS RECAP
Workshop Workshop
The next two days were long but packed with useful information we could take back and put into practice. We heard from Tom Natelli, CEO of Natelli Communities, the developer for Village of Urbana, who shared not only the process of bringing a community to fruition, but he also talked about the importance of having a positive, collaborative working relationship with the community’s Board, Members, and management team. It was a unique perspective we don’t often get to hear but do certainly need.
Large-Scale managers (LSMs) from across the nation and even Dubai gathered in the Old-Line State the second week of September for the annual CAI LargeScale Managers Workshop (LSMW). Though our group is small, with less than 120 attendees plus sponsors, the communities we manage are far from it. Once a year, we come together to learn, network, collaborate, and unwind. It is a unique and valuable opportunity.
Unlike most CAI events, the LSMW is planned and hosted by LSMs who, typically, have applied to be hosts a couple years in advance. This year, the hosts were Stephanie Turner, General Manager for Villages of Urbana Community Association in Urbana, Mike Conroy, Executive Vice President for Montgomery Village Foundation in Montgomery Village, and Michelle Jones (me), General Manager for Lake Linganore Association in New Market. A little over a year ago, we embarked on our mission to provide our colleagues with 6-7 beneficial education sessions, practical tours of our communities, and fantastic evening entertainment all sprinkled with laughter and comradery. All made possible by our amazing sponsors who so generously donated money, great gifts, wonderful services, and their time without hesitation.
Our jammed packed workshop began on Wednesday afternoon with registration, a large-scale committee meeting, and a first timers meet and greet where all attendees who were joining us for their first LSMW were assigned a mentor who would not only help them navigate the rest of the week, but who will also guide them as they strive for their LSM designation (if desired). Not unlike other CAI events, the day’s work was followed by an evening of dinner, music, and of course, an open bar.
Following Mr. Natelli were two faces familiar to many of us in the Chesapeake Chapter, Ruth Katz and Nura Rafati, community association attorneys with Lerch, Erly & Brewer, Chtd. They shared practical case studies to help us navigate the Federal Fair Housing Act. Whether it’s for a ramp on the exterior of the home, a handicapped parking space, a service animal in a condo, or an emotional support animal at the pool, we’ve all faced requests for reasonable accommodation. We could have probably spent the entire day going over scenarios.
After lunch and education, we toured the beautiful Villages of Urbana, and then headed to downtown Frederick where our group had the option of taking a double-decker bus tour of the city, shopping at the local boutiques, or just hitting a local restaurant or bar. We topped that off with a Taste of Maryland (which was our theme) catered by Crave and dancing at Citizen’s Ballroom which used to be a bank. The original vault was home to our specialty whisky bar for the evening. So fun!
Friday was equally packed. After breakfast at our host venue for the week, the Marriott at the Washingtonian Center (The Rio), we headed to Lake Linganore where we toured all of nature’s beauty. Our taco bar divided our education sessions which started with a Legislative Update provided by Pheobe Neseth, Esq., CAI Senior Director of Government & Public Affairs and T. Peter Kristian, General Manager for Hilton Head Plantation, POA. They shared Federal and National information about the Corporate Transparency Act, the Federal Trade Commission NonCompete Final Rule, Disaster Assistance Fairness Act, and the Federal Communications Commission “Bulk Billing” Notice of Proposed Rulemaking. Talk about info overload. The good news is we always provide attendees with all the presentations to reference when they get back home.
After lunch, we heard from Sam Hunter, Natural Resources Manager with Lake Linganore who shared practical ways to preserve and conserve natural resources within our associations. Then we headed to Montgomery Village where we toured updated and repurposed amenities which tied into our afternoon education session (with cupcakes for snack). Duncan Mullis, their Director of Recreation and Parks shared how he and his team helped their Board Reimagine Aging Amenities. Some of us have 6 or more pools within our communities, and as most of you know, they aren’t always widely used for the entire season. After collecting usage, survey, and research data, Montgomery Village has either updated or repurposed their pool amenities, so members get more bang for their buck.
The end of the day brought comedic relief with local comedian Robert Mac, fantastic food, great music, and a tiki bar back at the hotel. Saturday morning, we wrapped up with another protein packed breakfast and a presentation by another familiar name and face. Ursula Burges, Esp., a Shareholder with Rees Broome, PC, gave us much-needed tips on Communication and Burn-Out. Fitting topics as we packed up to head back to work.
Though exhausted, we accomplished our mission! The Workshop was successful. Aside from obtaining those ever-so important continuing education points, relationships were forged which I find, in my humble opinion, the most beneficial reason to attend National and Chapter events.
A special thanks to Vicki Eaton who recently retired from Wormans Mill Conservancy and Crystal Wallace and Carly Reid with CAI National, without whom we would have lost our minds. Next year, on to Vegas. Then, in 2026, Montana, here we come!
Written by: Michelle Jones, CMCA, AMS, PCAM, LSM General Manager, Lake Linganore Association mjones@lakelinganore.org
For more information and to visit the list of courses offered in 2025 visit here: https://www.caionline.org/LearningCenter/Educationfor-Managers/Pages/default.aspx
THE SCOOP ON RESERVES
There is a lot of confusion surrounding the requirements of a reserve study and the funding calculations to be met as a result of a reserve study. As the original author of this legislation beginning in 2017, there have been many revisions to reserve requirements in Maryland and across the United States. The Champlain Towers South collapse in Florida in 2021 which killed 98 people, has been proven to be primarily due to the Board of Directors not taking the recommendations of many engineering, and maintenance professionals repeatedly suggesting the absolute necessity to repair and replace major structural items in their building. The reserve study and its funding requirements have gained increased discussion across the United States because of this catastrophe.
Maryland legislation has never been based on the Florida tragedy and the conditions of that coastal state are vastly different from ours. There is one connecting issue that all Common Ownership Communities (COC) have in common, however, and it is the need for public area maintenance, repair, and periodic replacement. For eight years I have been trying to accurately address Maryland’s particular needs and requirements, and to that end, more revisions are forthcoming.
Current Maryland law for reserve studies tried to discern the difference between an initial reserve study and an “updated” reserve study, but there seems to still be some misunderstanding between the two. Therefore, new language will be proposed in the upcoming 2025 legislation session to clarify the differences between the two.
A “Reserve Study” will be defined as an initial “Level I” study specifically used to determine the amount of funding required for future major repairs and replacement of the common elements. The new language will define a “Level I” study as a tabular listing of the component inventory, to include each component, and its quantity to determine useful life, remaining life, and current replacement cost of that item. The first reserve study must also be based upon a visual site inspection conducted by a reserve study professional.
The new language to be proposed to the 2025 General Assembly, which begins on January 8, and ends on April 7, 2025, will be more detailed on the definition of an “Updated Reserve Study”. One revision is that an “Updated Reserve Study” may not require a visual site inspection, because the quantities and measurements of each component have not likely changed.
An “Updated Reserve Study” will analyze any work completed since the prior study was implemented, it will estimate the remaining useful life and replacement cost since the prior study was performed, and it will take into consideration money spent and the types of work finished since the prior reserve study was approved by the Board. This will include any maintenance contracts currently in place and will revise the useful life and remaining useful life of those items within the study. This clarification will significantly reduce the cost between a Level I study and an Updated Reserve Study.
The type of funding needed after the reserve study has been completed has been misinterpreted also. The existing language in the Reserve Study law, intentionally did not require or dictate the type of funding that must be calculated. This was done in an attempt to suggest that the Reserve Study Specialist needs to communicate with the Board Members to discuss the various types of funding calculations available. As it turns out, because of the lack of identifying the various types of funding mechanisms available, many Board Members erroneously assumed that the absence of defining language, by default, meant “Full Funding”.
Therefore the 2025 legislation will require that the Reserve Study Provider determine, in consultation with the Boards of Director, a Funding Plan that may include, but should not be limited to the Component Funding Method, Full Funding, Cash Flow Method, Baseline Funding, Threshold Cash Flow Method, or other funding plans as accepted by Generally Accepted Accounting Principles (GAAP). I am hopeful that this will eliminate the most conservative Full Funding calculation that is currently being used by most COC’s because not all COC’s need this type of funding. An alternative calculation method can reduce incremental assessments.
There will be other language edits to the current law, which is entitled, Cooperative Housing Corporations, Condominiums, and Homeowners Associations - Funding of Reserve Accounts and Preparation of Funding Plans. Hopefully, you will find this article useful. If you have additional comments or suggestions, please feel free to contact my office.
Written by: Delegate Marvin E. Holmes, Jr. Marvin.Holmes@house.state.md.us
301-858-3310
MARYLAND’S OPEN MEETING REQUIREMENTS MARYLAND’S OPEN MEETING REQUIREMENTS
It takes a special person to be willing to serve their community. Volunteers who serve on their community association boards of directors and committees dedicate a lot of time and effort to making decisions that enhance and keep their communities running. It may be tempting for these volunteers to meet for work sessions or to discuss association matters through emails. After all, there’s usually a lot of decisions to be made and discussing them before the next meeting can save a lot of time. However, they must be careful when doing so because Maryland law requires association meetings to be open to all its members, except in very limited circumstances.
The Maryland Homeowners Association Act and the Maryland Condominium Act both require that all meetings of the association, including committee meetings, be open to all members of the association, and they must be given reasonable notice of all regularly scheduled open meetings so they can attend. The board of directors must also designate time during the meeting to allow homeowners an opportunity to comment on any matter relating to the association or any specific topics on the agenda of a special meeting.
There are only a few circumstances in which a meeting can be held in closed session. These include: (i) discussion of matters pertaining to employees and personnel; (ii) protection of the privacy or reputation of individuals in matters not related to the homeowners association’s business; (iii) consultation with legal counsel on legal matters; (iv) consultation with staff personnel, consultants, attorneys, board members, or other persons in connection with pending or potential litigation or other legal matters; (v) investigative proceedings concerning possible or actual criminal misconduct; (vi) consideration of the terms or conditions of a business transaction in the negotiation stage if the disclosure could adversely affect the economic interests of the homeowners association; (vii) compliance with a specific constitutional, statutory, or judicially imposed requirement protecting particular proceedings or matters from public disclosure; or (viii) discussion of individual owner assessment accounts. If a meeting is
held in closed session, a statement of the time, place and purpose of the closed meeting, the record of the vote of each board or committee member by which the meeting was closed, and the authority under the applicable statute must be included in the minutes of the next meeting of the board of directors or committee.
The most challenging issue may be determining when communication among board members or committee members is considered a ‘meeting.’ It comes down to whether a decision is made, or an action is taken. The following opinion from the Montgomery County Commission on Common Ownership Communities (“CCOC”), while not binding, is helpful in determining when a meeting has occurred: (1) a “meeting” is a discussion in which action is taken by the Board, (2) a gathering or discussion by the Board for the purpose of solely discussing and not deciding Association business is not a “meeting,” and (3) a “meeting” conducted by email, instant messenger, telephone or otherwise not in person is by definition a closed meeting since other members cannot attend. Notwithstanding the CCOC’s opinion, the Maryland Homeowners Association Act and Condominium Act were amended during the Covid pandemic to allow for electronic meetings, so that a meeting does not have to be in person. The main requirement is that all members of the association must be able to hear what is being discussed at the meeting and be heard by all in attendance. Thus, in Maryland, an email or other communication among Board members or committee members is not considered a meeting unless an action is taken during the communication, and to be considered an open meeting all members must have received advanced notice of the meeting and have the opportunity to hear the decisions that are made and the actions taken during the meeting.
See McBeth and Muse v. Fountain Hills Community Association, ##52-12 and 67-12 (May 1, 2014).
Written By: Judyann Lee, Esq. Partner, McMillan Metro Faerber, P.C. jlee@mcmillanmetro.com
2025 Beacon Magazine
FINANCES ARE A BEACH Learn to Ride The Waves
Did you catch the latest financial wave with all our amazing presenters and Business Providers at this year’s Annual Symposium & Expo at Maryland Live! Casino on Monday, October 7th? We certainly hope so! Although the financial ocean was and is always formidable, it was no match for all the expertise and information that was shared in our six in-depth classes. For those managers who needed continuing education, the Chapter was able to supply four hours, provided you soaked your toes in the water all day. All in all, we had about 300 “swimmers” participating in all the activities from the well-decorated Business Partner booths and tables, which gave Business Providers ample time to directly answer all of your burning questions, to the ever-popular Passbook parade of inquiries and the continual flow of classes mixing in. Partner booths and tables sold out well in advance so everyone will need to start early next year! If you attended for the day and wish to revisit any of the class content or other Chapter material, please contact the Chapter Office for assistance.
New this year was a special afternoon “Appreciation Social” for our Business Partners whose continued support is essential to all that we accomplish as the Chesapeake Chapter. I was also extremely happy to see quite a few new Business Partners as well - they provide invaluable new resources for all our managers and boards. Of course, our exceedingly generous Sponsors made their welcome splash throughout the day.
Finally, thanks again to the Committee and the Office Staff for their hard work and dedication throughout the year. This is a perfect segway into a reminder - our Expo Committee for 2025 is seeking additional members who are interested in sharing ideas and making next year’s Expo a success. If interested, please contact the Chapter Office. See you around the business beach (or even the real beach)!
Written by: Ellen W. Throop Attorney, Davis, Agnor, Rapaport & Skalny Expo Committee Chair ethroop@darslaw.com
2024 Annual Symposium & Expo FINANCES ARE A BEACH Learn to Ride The Waves
Many Thanks to our Annual Symposium & Expo Exhibitors, Sponsors, Committee Members and Speakers for putting on a great Expo on “Finances are a Beach – Learn to Ride the Wave” on Monday, October 7th at Maryland LIVE! Casino!
Many Thanks to our Expo Speakers!
How to Read Financials
• Speakers: Staci Gelfound, CMCA, AMS, PCAM, WPM Real Estate Management & Michelle Jones, CMCA, AMS, LSM, PCAM, Lake Linganore Association
• A special thank you to the Coordinator, Vicki Eaton, CMCA, AMS, LSM, PCAM, who was unable to attend.
Tax Aspects/Corporate Transactions
• Speakers: Theresa McCoy, CPA, American Community Management & Jonathan Strauss, CPA, Strauss & Associates
Gary Saylor, Atlantic Maintenance Group, Board Liaison
James Anderson, P.E., Becht Engineering BT
Dani Bressler, CAS, Toepfer Construction Co., Inc.
Jennifer Melson, CMCA, AMS, Premier Property Management
Anna Mirenzi, Ruppert Landscape
Eliane Muniz, CMCA, AMS, WPM Real Estate Management
Michael Romano, Community Association Underwriters of America, Inc.
Eddie Ramos, Atlantic Maintenance Group
Jonathan Rosenberg, CMCA, AMS, PCAM, WPM Real Estate Management
Christy Stevens, CMCA, AMS, PCAM, Wallace H. Campbell & Co., Inc.
The Trail of Tears: A Journey of Sorrow and Survival
In the early 19th century, the Cherokee Nation thrived in the lush lands of Georgia, Alabama, Tennessee, and North Carolina. But as immigrant settlers pushed ever westward, eager to seize the fertile soil, the peaceful life of the Cherokee was about to be shattered. What unfolded between 1838 and 1839 would be a chapter of history soaked in heartbreak and loss – what the Cherokee would come to call “Nunna daul Tsuny,” or the Trail of Tears. This forced migration was the result of the expansion of white settlements, which encroached on the Native American Territories. Recognizing the value of this land, the government wanted to acquire this land by any means necessary.
This tragic journey was not of the Cherokee’s making. It began with the ambition of President Andrew Jackson, who viewed Native American lands as the key to expanding America’s reach, and he was a tireless proponent of Native-American resettlement to the west. The Indian Removal Act of 1830, signed into law by President Jackson, gave the government a legal pretext to uproot thousands of Native Americans, promising them lands in the West in exchange for their ancestral territories. It was the legal framework that facilitated this forced relocation. While the act suggested that this exchange would be voluntary, the reality was far more brutal. The government exerted immense pressure on the tribes to agree to these treaties, and when persuasion failed, military force was used.
The Cherokee Nation fought valiantly to preserve their rights of the removal through legal means, culminating in the 1831 U.S. Supreme Court case Worcester v. Georgia. The Court ruled in favor of the Cherokee, recognizing their right to the land, and declaring the state of Georgia’s actions illegal. However, in a chilling display of executive defiance, President Jackson ignored the ruling. President Jackson is famously said to have remarked, “John Marshall has made his decision; now let him enforce it.” And with that, the fate of the Cherokee was sealed.
The forced removal of the Cherokee began in 1838. Approximately 16,000 Cherokee men, women, and children were herded into squalid detention camps, often with little more than the clothes on their backs. The true nightmare, however, was just beginning.
Their westward journey covered 1,200 miles of an arduous trek across unfamiliar and often dangerous terrain. The journey was marked by severe hardship as they trudged through blistering summer heat and bone-chilling winter winds, across rivers and through mountains. Many were sick before they even began, weakened by the diseaseridden conditions in the camps. Others succumbed to starvation and exposure along the way. A lack of adequate food and clean water turned the journey into a death march. Parents watched helplessly as their children withered before their eyes. Entire families were buried in hastily dug graves alongside the trail, their tears mingling with the dust beneath their feet. By the time the Cherokee
reached the designated Indian Territory, what had begun as a nation of 16,000 had been diminished by at least 4,000 souls.
The journey came to be known as the Trail of Tears, not only for the thousands who perished but for the spiritual loss suffered by the Cherokee people. They had been uprooted from the land of their ancestors, severed from the rivers, mountains, and forests that had been the heart of their culture for generations. Their sorrow was profound, but it was not the end of their story. Despite the horrors they endured, the Cherokee survived. They rebuilt their lives in the unfamiliar lands of the West, their resilience becoming a testament to their strength as a people.
Today, the Trail of Tears is remembered as a symbol of the injustices faced by Native Americans and a reminder of the consequences of greed and unchecked power. It is a story told in monuments, museums, but more importantly, it lives on in the memory of the Cherokee people and the hearts of all who seek to understand this dark chapter of American history. It is a story not just of death and loss but also of survival and strength in the face of overwhelming injustice.
• This resource includes perspectives from the Cherokee and other Native American groups, providing a more personal narrative of the events surrounding the Trail of Tears.
• Website: https://nativevoices.uga.edu
PBS – We Shall Remain: Trail of Tears
• This documentary is part of a series that explores Native American history, including an episode dedicated to the Trail of Tears.
Dani Bressler, CAS, EBP, Toepfer Construction Co., Inc dbressler@toepferco.com & Elisabeth Kirk, TRC Engineering, EBP ekirk@trc-engineering.com
2025 CHARTING YOUR COURSE
INTERESTED
IN JOINING A COMMITTEE?
Keep an eye out for information to our 2025 virtual Charting Your Course event to kick off the year on Thursday, January 16, 2025!
CRCCAI Legislative Committee
The CRCCAI Legislative Committee is a Chesapeake Chapter committee and is separate from the MD-LAC, Legislative Action Committee, a CAI National committee. The CRCCAI Committee has identified the counties in the Chesapeake Chapter with the largest concentrations of community associations and reviews legislation from Anne Arundel County, Baltimore City, Baltimore County, the Delmarva peninsula and Howard County.
In 2024, the Committee continued its outreach to local legislators; held 8 meetings; and reviewed more than a dozen bills and issues summarized below.
Outreach to Legislators
Zeke Cohen,
Baltimore City Council President Mike Ertel,
Legislative Resources
ANNE ARUNDEL COUNTY
Anne Arundel County Council /Legislation
https://www.aacounty.org/county-council County Maps / GIS Systems
Planning and Zoning Green Notes (HOA Checklist is in full effect now). Green Notices provide important information about operating procedures and standards from the Office of Planning and Zoning.
Inspections and Permits. Blue Notices provide important information about operating procedures and standards from the Department Inspections and Permits.
Useful government links: The HCCA, a Non-partisan Citizens Organization of County Residents https://howardcountyhcca.org/ Howard County Police has a community engagement office: Community Outreach | Howard County https://www.howardcountymd.gov/
Adrian Thomas Strategic Outreach Coordinator Office of the County Executive 3430 Court House Dr Ellicott City, MD 21043 410-313-2128 (office) Adrthomas@howardcountymd.gov
ANNE ARUNDEL COUNTY
Accessory Dwelling Units
OPZ-24-01 Adoption of an HOA Checklist
Bill 67-24 Leaf/grass blower regulations - withdrawn
BALTIMORE CITY
Bill 24-0490 Licensing of property wholesalers
Bill 24-348 Sidewalks - responsibility of adjacent property owner
Bill 22-0287 Historic District Real Property disclosures - stronger penalties for making changes without approval from CHAP (Commission on Historical and Architectural Preservation) adopted in 2023
Bill 24- 0505 Rental licenses - must have a mold inspection and remediate mold before renting the premises
Bill 24-0506 Managed Natural Landscapes
Contraction of City Council members
BALTIMORE COUNTY
Accessory Dwelling Units (2023 and 2024)
Bill 103-23 Off Street Parking
Bill 103-23 Storage of PODS
Bill 9-24 Mixed Use Overlay - designed to revitalize aging or vacant properties
Bill 68-24 Short Term Rental License
Expansion of County Council members
DELMARVA/EASTERN SHORE
Sprinkler regulations
Sussex County DE - Accessory Dwelling Units
HOWARD COUNTY
HOCo by Design is a major reset of the Howard County Master Plan that may have substantial impact on the private covenants in the Columbia community associations
For more than 50 years, from its origins, WPM Real Estate Management has provided a full suite of property management services to help ensure great properties for individuals to live throughout the Mid-Atlantic region. Our experience includes Condo Associations, Homeowner Associations (HOAs), cooperatives, and maintenance/ master associations – with community styles ranging from garden-style and high-rise, to townhome, single family, and 55+ communities. WPM community association managers are veterans with years of hands-on industry experience and participate in the Community Association Institute’s (CAI) credentialing program to ensure the highest level of professional support and guidance.
With WPM, your community gains 24/7 access to a wealth of knowledge and expertise… and ultimately, the peace of mind that comes from knowing you are partnered with the best.
Full Suite of Services:
Association Governance
Financial Management and Reporting
Short and Long-range Forecasting and Planning
Association Communications
Covenant Enforcement
Community and Volunteer Engagement
Online and Information Technology Services
Maintenance and Construction Services
Bid/Proposal and Contract Administration
24/7 Emergency and Crisis Management
Many Thanks to our Delmarva Exhibitors, Sponsors, Committee Members and Speakers for putting on a great Expo on Friday, November 8th
“Control the Chaos – Managing Community Mayhem”
Many Thanks to our Sponsors!
20/20 Cleaning Services
Atlantic Maintenance Group
Davis, Agnor, Rapaport & Skalny
Gordon Feinblatt LLC
Many Thanks to our Delmarva Expo Speakers & Moderators
General Session Writers & Presenters:
Igor Conev, CMCA, AMS, PCAM, CIRMS, Mann Properties
Melissa Esham, CMCA, AMS, PCAM, Deeley Insurance
Stephan Kaganzev, CMCA, AMS, PCAM, FirstService Residential
Tara Laing, CMCA, AMS, PCAM, Sentry Management
National
Kris
Sposato Landscape
Trestle
Christine McAllister, WHITEFORD
Jennifer Melson, CMCA, AMS, P remier Community Association Management
Stefanie Minemier, CMCA, AMS, Community Association Services, Inc.
Michele Nadeau, CMCA, AMS, Legum & Norman
Gary Saylor, Atlantic Maintenance Group
B.K. Swartwood, CMCA, AMS, PCAM, Forestar
Ellen Throop, Esq., Davis, Agnor Rapaport & Skalny
Chad Toms, Esq., WHITEFORD
Breakout Session Speakers:
#1 - “Practical Strategies for Managing Chaos” Ellen Throop, Esq., Davis, Agnor Rapaport & Skalny & Chad Toms, Esq., WHITEFORD
#2 – “In Depth Exploration of Transition and Turnover”
Lisa Meck, CMCA, AMS, PCAM, Carl M. Freeman Companies & B.K. Swartwood, CMCA, AMS, PCAM, Forestar
#3 – “Virtual Meetings – What We Have Learned Since COVID”
Igor Conev, CMCA, AMS, PCAM, CIRMS, Mann Properties, AAMC & Jennifer Melson, CMCA, AMS, Premier Community Association Management
#4 – “Understanding and Use of Proxies, Ballots and Votes”
