CAI-MN Minnesota Community Living - May/Jun 2014

In this Issue: Starting (and Staying) Strong ..................... 4 Expectations on Opening Day ......... 9 May/June 2014

Opening Day Start your season with a swing!

In this issue you’ll find helpful tips on walk-throughs, water conservation, gardening, cleaning, maintenance, and much more — just in time for Spring!

Volume 32 • Issue 3

Springtime is Carpet Cleaning Time ...... 12 Practicing the Fundamentals ........17 Spring Walk-Throughs — Roofing Tops the List ........................ 18 Water Conservation: Simple Tips for Big Results .................. 25 And Much More!

Visit us online at www.cai-mn.com.

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Minnesota Communit y Living

From the President

Board of Directors

By Michael Klemm | CAI-MN President

President Michael Klemm, Esq. Phone 952.953.8832 klemmm@dmshb.com

Know Where You’re Going?

“You’ve got to be very careful if you don’t know where you are going, because you might not get there.” — Lawrence P. “Yogi” Berra Yogi Berra is considered one of the greatest catchers in baseball history. Playing for the New York Yankees, he was named to the American League All-Star team every year from 1948 to 1962, and he was recognized as the American League’s Most Valuable Player three times. To excel as a major league catcher, Yogi had to know the rules, recognize important situations and make timely and correct decisions. The same principles apply to community association volunteer leaders. The foundation for success is familiarity with the documents and statutes that govern the association. For many associations, the primary statute is Minnesota Statutes Chapter 515B, the Minnesota Common Interest Ownership Act (MCIOA).

It is risky to use the Declaration, Bylaws and MCIOA merely as reference tools, searching for answers to questions that arise from time to time. Imagine Yogi Berra behind the plate with a copy of the Official Rules of Major League Baseball, searching playby-play to figure out what to do next. Obviously, the timeline for making decisions and taking action is much longer in common interest communities than in baseball stadiums. However, lack of familiarity with the framework for association governance may eventually lead to trouble.

The governing documents and MCIOA establish many requirements regarding assessments, reserves, financial controls, disclosures, meetings, enforcement and other matters. Compliance generally depends on knowing the requirements and planning ahead.

Being proactive may yield opportunities to use the flexibility provided by MCIOA and the governing documents to achieve the association’s long-term goals and to find solutions that fit the association’s needs and circumstances. For example, MCIOA provides flexibility for an association to fund replace-

ment expenses by future special assessments, rather than reserves, but only if the association follows the requirements for adopting an alternative funding plan.

Familiarity with the association’s governing documents and MCIOA is necessary for community association volunteer leaders to enforce the association’s rights before the deadline. One example is the association’s right to cancel a variety of contracts within two years after expiration of the period of declarant control. Another example is warranties that are subject to a statute of limitation under MCIOA. It is important to note that the governing documents may conflict with MCIOA or other state or federal laws. In that case, carefully following the requirements in the Declaration or Bylaws may, ironically, result in violation of the law. MCIOA provides that in the case of a conflict with the Declaration or Bylaws, MCIOA controls, unless it permits variation in the governing documents on a particular subject.

Ideally, the governing documents should be revised to be consistent with the statutes that govern the association, except where an appropriate variation is allowed.

Articles by attorneys generally conclude with a disclaimer that the information in the article is general information, not legal advice, and the action to be taken in a particular situation depends on the association’s governing documents and applicable statutes. I hope this article will nudge community association volunteer leaders to review those documents and, if applicable, MCIOA. If assistance is needed, find an experienced association attorney to explain the documents and applicable laws. As Yogi Berra put it, “You’ve got to be very careful if you don’t know where you are going, because you might not get there.”

Vice President Gene Sullivan Phone 952.922.2500 gene@ncmgi.com Treasurer Halo Stafford, CMCA, AMS, PCAM Phone 952.944.2237 edenplacemgr@pinnaclefamily.com Secretary Nancy Polomis, Esq. Phone 952.941.4005 npolomis@hjlawfirm.com Directors Tom Engblom, AMS, ARM, CMCA, CPM, PCAM Phone 866.800.4656 tengblom@cabanc.com Joseph Fadell Phone 952.392.9208 fadell.joseph@gmail.com Russ Lis, CMCA, AMS Phone 612.805.6111 rlis@reconstructionsolutionsgroup.com Jim Rezek Phone 763-424-9984 jimrezek@comcast.net Michelle Stephans, RS Phone 763.754.5500 michelle@reserveadvisors.com Crystal Pingel, CMCA, AMS, PCAM Phone 612.381.8626 crystalp@citiesmanagement.com Joel Starks, CMCA Phone 952.698.2053 joel@sharpermanagement.com

Committee Chairs CAVL

Lynn Boergerhoff Phone 651.308.1461 lynnab7@gmail.com

Communications Chair Janice Pyka Phone 612.801.1229 janicepyka@gmail.com

Charitable Outreach Committee Chair

Golf Tournament Chair

Membership Chair

Trade Show Committee Chair

Education Committee Chair

Legislative Action Chair

Social Committee

Vision Awards Chair

Cliff Kurth Phone 763.248.1047 cliff@aemn.co

Nigel Mendez Phone 651.287.8640 nmendez@carlsonassoc.com

Kris Birch Phone 651.481.9180 krisbirch@birchlawn.net

Greg Pettersen, RS Phone 612.616.4817 gregp@RDAmidwest.com

Jared Lawrence Phone 763.449.9100 jlawrence@omega-mgt.com

Tracey Bernier Phone 952.277.2780 Tracey.Bernier@fsresidential.com

Jon Edin Phone 651.222.2155 jedin@mncondodefects.com

Jane Bristow, CMCA, AMS Phone 952.277.2722 jane.bristow@fsresidential.com

May | June 2014

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Starting (and Staying) Strong

By Matt Drewes, Thomsen & Nybeck, P.A., Attorneys

C

ommunity Living Magazine’s baseball-oriented themes continue in this issue as spring changes to summer and we continue to celebrate the excitement of Major League Baseball’s All Star Game coming to Minnesota this summer. By this time, the baseball season is fully under way, and amazingly All-Star balloting has been going on for about a month already by early May. We hope finally to see some warmer weather, to get “out-of-doors,” and to get some fresh air and relieve our dyspepsia (it means indigestion, or heartburn — I looked it up).

While summer may feel like a time to relax and unwind for many, we should see competition start to heat up on the diamond as major league teams look to start strong. Teams and fans both should begin to see the results of the decisions their front offices made throughout the offseason and spring training. Individual players may be fighting to establish themselves or hold their roster spots against younger stars making an impression in the minor leagues.

And some of the best and brightest young prospects will start to make their major league debuts as June rolls around (although we’ll have to wait at least another year to see Twins’ rising star Miguel Sano, as he loses a year to Tommy John surgery).

By the time you receive this magazine, you may be learning the results of any decisions or changes your community made during the “offseason,” such as changes in service providers or performing new projects. Earl Weaver once said that baseball is the greatest game of all because “[y]ou can’t sit on a lead and run a few plays into the line and just kill the clock.

You’ve got to throw the ball over the . . . plate and give the other man his chance.” You can’t 4

Minnesota Communit y Living

“I see great things in baseball. It’s our game — the American game. It will take our people out-of-doors, fill them with oxygen, give them a larger physical stoicism. Tend to relieve us from being a nervous, dyspeptic set. Repair these losses, and be a blessing to us” — Walt Whitman (and don’t want to) just run out the clock on your own summer, either. We want to promote your community associations’ efforts to put what you’re learning about your communities into practice. Evaluate how things are working. Are projects are staying on schedule? Are people and materials performing as hoped and intended? Are procedures that are currently in place working as they should, or should there be a change in direction in any given area? There also are ongoing opportunities for team members to make an impression and prove their worth. At the same time, we want to start recognizing those who are excelling. CAI’s nominating process will begin for its annual Vision Awards.

Now that you’re seeing your personnel and plans in action, hopefully your team is starting strong, and you’re gaining useful information from the performance you’re seeing from them. There still is work to be done, and hopefully there are ways you can use what you’ve learned so far to improve performance.

The last thing you want is dyspepsia resulting from poor performance by those on whom you rely to get the job done. Also, be sure to nominate those you feel deserve to be recognized at the upcoming Vision Awards, and let CAI-MN know if there are all-stars or future stars in the form of volunteers, property mangers, or service providers who may deserve separate recognition in the upcoming “AllStar” edition of Community Living magazine.

2014 MCL Magazine Themes & Editorial Schedule

Are you interested in contributing an article to an edition of the MCL? We take the time to consider each article that is submitted for publication in CAI-MN’s magazine. So if you enjoy writing, enjoy researching industry topics, or want to share your findings on a discovery you’ve made, then feel free to contact us and submit your article. Articles can be sent to montea@cai-mn.com. This year’s magazine themes and article deadlines are listed below.

July/August

Theme: “All-Star Game” Topics: Promoting all-stars in HOA, honoring employees, growing business

November/December

Theme: “Off-Season” Topics: Evaluating the year, analyzing strategy, looking ahead to next year Article Deadline: September 1, 2014

September/October

Theme: “Post-Season” Topics: Budgets, finishing the year strong Article Deadline: July 1, 2014

Announcement for Current & Potential Advertisors

The 2014 magazine themes will all be focused around a baseball theme. We encourage you to consider using some “baseball creativity” in your advertisements. Keep your eyes and ears open for information on an upcoming advertisement contest during 2014.

Index

Calendar 2014 Register Today!

CAI-MN 2014 Golf Tournament Wednesday, July 23, 2014 StoneRidge Golf Club Stillwater, MN 55082

Registration Now Open! Visit www.cai-mn.com

features

series

4 Starting (and Staying) Strong

3 President’s Message

By Matt Drewes, Thomsen & Nybeck, P.A.

9 Expectations on Opening Day

By Michael Klemm

6 Ask the Attorney

By Jewel Pickert, Conflitel Resolutions, LLC

11 Implementing an Integrated

By Nigel H. Mendez

15 Carin’s Corner — Calling

Maintenance Program for Your Community Association

Out for All-Star Volunteers

Upcoming Events

August Managers Seminar

12 Spring Time Is Carpet Cleaning Time

2014 Annual Partners

Platinum

Asset Exteriors

Community Development, Inc.

Complete Building Solutions, LLC

Gassen Management

Gaughan Companies

Sela Roofing & Remodeling

Xtreme Exteriors Gold

Community Advantage

FirstService Residential

Hellmuth & Johnson

Tuesday, August 12, 2014

September Managers Seminar Tuesday, September 9, 2014

CAI-MN Law Seminar

November Managers Seminar

By Richard Baker, Coverall of the Twin Cities

By Gene Sullivan, New Concept Management

18 Spring Walk-Throughs — Roofing Tops the List

Thursday, October 23, 2014

By Michelle Stephans, PE, RS, PRA, Reserve Advisors, Inc.

17 Practicing the Fundamentals

Tuesday, October 14, 2014

CAI-MN Vision Awards

By G. Leonard West, LS West, LLC

20 Accommodation or Modification under the

FHA (Part 1 of 2)

By Matt Drewes, Thomsen & Nybeck, P.A.

Tuesday, November 11, 2014

23 Melding the Bi-Annual Walk-Around

For more upcoming events please visit our event calendar at cai-mn.com

with the Insurance

Claims Process

By Herman Fassbender, Marsh & McLennan Agency

25 Water Conservation: Simple Tips for Big Results

By Bobby Jensen, Irrigreen, Inc.

26 News from CAI-MN’s Charitable Partner

Register online at www.cai-mn.com For more information regarding an event, call the office at 651.203.7250 or visit the CAI-MN website. Online registration is available at www.cai-mn.com.

29 Community Garden Start-Up Guide

Silver

All Ways Drains American Family Insurance Jeff Mayhew

Benson, Kerrane, Storz & Nelson

Carlson & Associates

Hammargren & Meyer, P.A.

Levin & Edin

Sharper Management

Thomsen & Nybeck

Bronze

American Building Contractors Dougherty, Molenda, Solfest, Hills

& Bauer P.A. Michael P. Mullen, CPA, PLLC SERVEPRO of Minnetonka Tru Seal America, LLC

Find articles from this issue and archived articles online at cai-mn.com in the Minnesota Community Living (MCL) Resource Library.

Published by Community Associations Institute — Minnesota Chapter, copyright 2014. All articles and paid advertising represent the opinions of authors and advertisers and not necessarily the opinion of either Minnesota Community Living or CAI–Minnesota Chapter. The information contained within should not be construed as a recommendation for any course of action regarding financial, legal, accounting, or other professional services by the CAI–Minnesota Chapter, or by Minnesota Community Living, or its authors. Articles, letters to the editor, and advertising may be sent to Monte Abeler at montea@cai-mn.com, or at CAI–MN Chapter, 1000 Westgate Dr., Suite 252, St. Paul, MN 55114.

[ ADS ] AMBE, Ltd ................................................... 22 All Ways Drains............................................. 23 Allied Blacktop Company ............................ 27 ADAC-MN, LLC............................................ 30 American Family Insurance – Chris Way .......... 22 American Family Insurance – Jeff Mayhew...... 27 APMC - Association Property Management Company................................................. 30 Asset Exteriors............................................. 19 Benson, Kerrane, Storz & Nelson, P.C. ........ 29 Building Restoration Corporation ............... 22 Carlson & Associates, Ltd ........................... 27 Columbus Exteriors, Inc................................. 2 Community Advantage ............................... 15 Community Development, Inc..................... 16 Complete Building Solutions ........................ 7

By Carin Rosengren

Index of Advertisers

Construct All-Corporation ........................... 22 Felhaber, Larson, Fenlon & Vogt ................. 18 Final Coat Painting....................................... 11 FirstService Residential................................ 10 Gassen Companies......................................... 8 Gates General Contractors ......................... 13 Gaughan Companies.................................... 28 Gopher State Sealcoating, Inc. ................... 30 GW Cross, LLC............................................. 30 Hammargren & Meyer, P.A. ........................... 9 Hellmuth & Johnson, PLLC.......................... 10 Jet Black ...................................................... 14 Levin & Edin................................................. 30 L.S. West....................................................... 22 Mutual of Omaha Bank – Community Association Banking & CondoCerts......... 27

MN Roadways, Co. ...................................... 23 New Concepts Management....................... 22 Omega Management, Inc............................ 21 Plehal Blacktopping..................................... 27 Reserve Advisors.......................................... 27 Reserve Consultants, Inc. .............................. 9 Reserve Data Analysis, Inc. .......................... 30 Restoration Technologies, Inc...................... 25 Russo Consulting, Inc. ................................. 25 Schwickerts Roofing..................................... 27 Sela Roofing ................................................ 24 Sharper Management ................................. 27 Strobel & Hanson ........................................ 30 Thomsen & Nybeck...................................... 30 TruSeal America...........................................

32 May | June 2014 5 Xtreme Exteriors.......................................... 31

Ask the Attorney by

This column is comprised of questions that have been posed to me by homeowners, property managers and related professionals regarding legal issues that they have encountered with respect to their associations. Discussion of these questions, as well as prior questions, can be found on the CAI-MN LinkedIn page: www. linkedin.com/groups?gid=1769135 I live in a condominium that does not allow pets. The owner next door to me has a cat. I have complained to the board, but they refuse to do anything. How do I get the board to enforce our rules?

This is a tough situation. Although you state you live in a “no pets” condominium, there are federal laws that would permit a resident to have an animal living in the unit. I say animal and not “pet” since under the Fair Housing Act, residents, in limited situations, are able to have animals even in “no pet” buildings. These animals are not pets. If your neighbor has been granted a reasonable accommodation from the ban on pets, the board may be restricted in how much information they can provide to you.

I would recommend that you ask the board if an accommodation has been granted to the owner. If they respond yes, then you know that is what is happening here.

A resident can be granted an accommodation if they are disabled under the FHA definition. A disability is defined as a physical or mental impairment that substantially limits one or more major life activities.

Such an individual can request that the board allow them to have an animal reside in the unit. There must be a nexus between the support that the animal provides and the disability, but the animal does not have to be trained in any formal manner.

While an accommodation may have been granted, the animal must not become a safety issue or nuisance for the other as6

Minnesota Communit y Living

sociation residents. In your case, I presume that the cat is not constantly barking or behaving in a threatening manner towards others. However, if the resident had an accommodation for a dog, it might be a different story. If an animal allowed into the association does become a problem for other owners, the board should work with the resident to ensure that residents are safe and not unreasonably disturbed — this may require removing the offending animal from the property and allowing the resident to obtain a different animal to support his/her disability.

If it turns out that the animal is not related to an accommodation granted by the board, you can resort to legal action to force compliance. Minn. Stat. §515B.4-116 provides that owners in an association governed by MCIOA may sue either the association or any other homeowner to force compliance.

In addition, the court may award reasonable attorney fees and cost of litigation to the prevailing party.

I am the newly elected secretary of my association. What do I have to include in the meeting minutes?

Congratulations! Meeting minutes provide a record of what occurred for homeowners who were not present at board meetings and meetings of the members. Your bylaws may provide guidance on what is required to be included in the minutes. If so, be sure to follow those requirements. Minutes are not meant to be a full recap of the entire meeting, but more a record of what was accomplished at the meeting. This means that discussion on a vote taken is not recorded, but the issue voted on, along with the outcome of the vote, must be detailed.

Some minutes will contain the main arguments for or against a vote, but that is not required. Likewise, you are not required to indicate which individuals voted for or against the issue, but you must indicate how many votes were cast in support and against the proposal.

Nigel H. Mendez, Esq., Carlson & Associates, Ltd.

All minutes should include the location, time and date of the meeting, who was in attendance (for a board meeting include which directors were absent), when the next meeting will be held (if known), and what time the meeting adjourned. The rest of the minutes should list each topic discussed at the meeting, proposals that were made, and any votes that were taken. If there are action items to be worked on before the next meeting, those can be included as well.

Your role as secretary is that of a scrivner.

You are there to record history, not to make history. As such, you should refrain from inserting your opinions on issues. If you voted against a motion that passed, you should not comment that this “was a bad thing for the association to approve!” While your job is to draft the minutes, the entire board should vote to approve or amend the minutes at the next meeting. This helps to ensure that the minutes are an accurate reflection of what occurred at the meeting.

To have a question answered in a future article, please email it to me at nmendez@carlsonassoc. com with the subject line “Ask the Attorney.”

While I can’t promise that all questions will be answered, I will do my best to include questions that have a broad appeal. Questions will also be answered by other attorneys practicing in this area of law. The answers are intended to give the reader a good understanding of the issue raised by the question but are not a substitute for acquiring an opinion from your legal counsel.

bS

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May | June 2014

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Minnesota Communit y Living

Expectations on Opening Day by

S

ome years ago I attended a Twins game at the Metrodome (yes, that long ago). I was intrigued by the efficiency of the personnel, both on the business side as well as on the field. It ran like a well-oiled machine: fans were given easy instructions on where to sit, were instantly provided with concessions, and at the end of the game, crews immediately started to clean up, signaling that it was time to leave.

Mission accomplished.

Although it is non-profit, an association is also a business. Every time new officers join the board, it’s just like Opening Day, where a new dynamic may alter previously held expectations as well as add new interpretations to the mix.

How do you practice to make that into a home run?

1. Create a sound foundation based on realistic expectations. Expect board members to know the duties of the offices they hold, so they can function as a cohesive unit. Anyone purposefully shirking his/her duty may need a reminder regarding the purpose of the board. Just because board members volunteer doesn’t mean they aren’t accountable. Per Minnesota statute, board members are in charge of the fiscal responsibility of their association, regardless of whether or not they have a property management company.

2. Expect new board members to have a learning curve, especially if they haven’t seen or read previous minutes.

I have been a board member of a condo association off and on since 1988. I

have found that frequently, new board members ask the same questions and consider many of the same changes that were shelved in the past. It isn’t so much that nothing can ever change, but if sound reasons were used to dismiss a specific change, those reasons may still be viable. Decisions need to reflect what is best for the property, not to leave a personal legacy.

3. Learning curves exist. Nothing will change that. To avoid frustration, look at it as a mentor/mentee relationship.

This is your opportunity to create duplicable systems that can help shorten future learning curves.

4. Expect to focus on issues instead of people. If a baseball player strikes out, the announcer doesn’t say it’s because he’s a jerk. The announcer knows that perfection is unattainable all the time, and so it goes with the board. But if a baseball player strikes out consistently, he probably won’t be at bat with the same team next year.

You’re likely thinking, “That’s fine for baseball players. They’re paid. I’m not. I have other responsibilities.” As a board member, if you want your property values to increase, you will treat the association as a business and strive to make it the best it can be.

When everyone reins in their expectations and focuses on the main goals of running their business, synergy may result. Synergy can produce new and better ideas. It can also set a team up for a home run on Opening Day.

Jewel Pickert, Conflitel Resolutions, LLC

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For prompt responses and straightforward answers, call Hammargren & Meyer.

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May | June 2014

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Our clients benefit from our experience in the following areas: Collection of Association Fees • Judgment Collections • Construction Defects & Warranties Property Insurance • Claims Enforcement of Covenants and Rules • Foreclosure of Liens

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Minnesota Communit y Living

Implementing an Integrated Maintenance Program for Your Community Association by

M

aintenance of condominiums, townhomes, and planned-unit developments is often left to the expertise of professional management.

Everyone understands the need to cut the grass, landscape, pay the utility bills, etc. Excellent management teams will integrate day-to-day management with a plan for long term care, the budgeting process and homeowner responsibilities.

The benefits of a maintenance program are well known: fewer emergency repairs, lower operating costs, extended remaining useful lives of the common elements, less disruption to homeowners, and annual budgeting made easier. Establishing a maintenance program is part of a best management practice and will identify what you’ll need to implement an integrated maintenance program.

How do we define maintenance? Two ways to understand the health of your maintenance program is to ask whether maintenance is reactive or proactive. The old saying “if it ain’t broke don’t fix it” characterizes reactive maintenance program. Reactive maintenance is marked by emergency repairs (frequent and untimely calls to the management team) while proactive maintenance is usually under contract, planned and systematic. If your community association or the board is experiencing reactive fixes to problems, there is either an issue of deferred maintenance or lack of an integrated maintenance program.

The integrated maintenance program is therefore proactive.

An integrated maintenance program starts with defining the necessary activities for frequency of maintenance. First and foremost is defining the common elements subject to maintenance. The association declaration defines the common elements, but usually not in a concise manner. Although a full reserve

Michelle Stephans, PE, RS, PRA, Reserve Advisors, Inc.

study does not require the identification of maintenance expenses, an enhanced reserve study will go the extra mile with solutions and procedures to identify the very activities necessary to maintain the common elements an which property elements the homeowner must maintain. A reserve study can provide an independent evaluation to clearly define the items requiring replacement and maintenance activities. Each association should therefore compile a set of responsibilities for maintenance and replacement between the homeowner and association. Thus the integrated maintenance program has a defined set of common elements.

The management team and board can define the specific maintenance activity for any given common element through contractors, the manufacturers, owners manuals or a reserve study. For example, a contractor who most recently installed, replaced or conducted reactive maintenance on items like equipment, the roofs, pavement systems, landscape, etc., can create a maintenance schedule. Usually you can obtain an opinion for free. The manufacturer or materials supplier is another good source to help define a maintenance schedule. For example, a roof membrane is supplied by a manufacturer who has a lot to gain from proper maintenance. The contractor who installs the roof membrane as a system is also a potential source to identify an appropriate maintenance program. Owner manuals also provide valuable information on required maintenance for various items of equipment, i.e., air conditioners, furnaces, pumps and motors.

is a good way of deciding whether and when to replace the item. For example, a routine (proactive) maintenance inspection of a boiler may define a required repair expense.

That imminent expense together with the history of repair expenditures as compared to the boiler’s replacement cost might justify its replacement. Integrated maintenance programs have a maintenance policy, schedule of maintenance activities, history and a future replacement date and cost for each common element or reserve component.

An integrated maintenance program takes the guesswork out of setting the maintenance budget. Association budget meetings take less time. An integrated maintenance program is proactive, has a defined set of common elements or components, a maintenance policy and schedule for each and works in concert with the long-range reserve study.

A reserve study often defines each item (reserve component) for future replacement. The board and management team should identify a maintenance schedule for each reserve component. The maintenance program consists of a series of maintenance schedules for each common element or reserve component. Matching a maintenance schedule to each reserve component

May | June 2014

11

Spring Time is Carpet Cleaning Time

By Richard Baker, Multi-Family Specialist, Coverall of the Twin Cities

First are the truck-mounted operations. These are pretty expensive to operate, but on large jobs are fast and effective. The big users of these are facilities like restaurants that get dirty quickly, have large carpeted areas to clean and need to be cleaned every month.

The disadvantages of a truck mount are that it is not very good on heavily set-in stains, and that effectiveness is lost by running the hoses up more than a couple flights of stairs.

S

ome condos and multi-unit dwellings do a lot of carpet cleaning. What most don’t know is that they can save on replacement costs by preventing carpet soiling, vacuuming regularly and following a few suggestions.

When does carpet need to be cleaned?

Well, when it’s dirty, obviously, but there are things you can do to lower this cost.

First, different parts of a building’s carpet get dirty at different rates. The space within 30 to 50 feet of an outdoor entry or elevator lobby gets dirty rapidly and may need to be cleaned frequently. The spaces further into the building and on upper floors get less soil migrating in, and need much less remedial cleaning. Similarly, a long corridor with 50 residences is going to need remedial cleaning more often than a smaller-footprint building with a half dozen residences per floor. One of the things we see is our customers asking for all their carpet to be cleaned, say twice per year, when their money might be better spent and their carpet given a longer life if they did the entrance areas four times a winter and the low-soil areas once per year.

Second, the best thing you can do is vacuum carpet anytime it starts to get soiled or tracked on. If nothing gets ground into the carpet, nothing needs to be extracted and you can go for years without needing to clean carpets.

Three basic methods There are some three significantly different methods for cleaning carpets.

12

Minnesota Communit y Living

Second are dry procedures, of which there are a number of vendors and franchisees. Like the truck mounted operations, these also tend to have problems with picking up set-in stains, and need to be supplemented for very dirty carpet. Dry procedures tend to leave a lot of chemical in the carpet, which attracts dirt after cleaning and leads to a condition called “re-soiling.” The big advantage is they need very little dry time, making them ideal in situations like hospitals and other 24-hour facilities where you need to be able to walk on the carpet in a couple of hours.

We have both truck-mounted and dry procedures, but mostly what we use are self-contained water extractors, and we have dozens of these. They are small and portable, making them easy to get to any job, quick to set up and clean up after, and inexpensive. We use both room-temperature and heated-water versions, and they offer identical outcomes.

The heated ones are a little faster because hot water speeds up the action of the detergents, but they also require more operator experience to avoid issues like delaminating the carpet backing.

Problems to watch out for There is a difference between cleaning and restoration. If a stain containing eight ounces of coffee has been in the carpet for six months, it is a restoration problem, not a cleaning problem. With some extra work, a knowledgeable carpet technician can lighten these up significantly, but the real answer is not to let them set for six months. They should be blotted up when they happen, and an appropriate stain remover used.

As mentioned above, re-soiling can be an issue. This can come from leaving too much cleaning chemical in the carpet in any of the methods above, but is most likely to occur with a dry method. Detergents attract soil, so if you leave detergents in the carpet they will do exactly that. It’s simple to remedy – just go through again with water only in any of the wet methods. Since the soil is already bound to the detergent, the water will pull out both the detergent and the soil.

Another problem is called browning. This is similar to re-soiling, and is also caused by too much cleaning chemical left in the carpet.

Instead of attracting dirt, however, what happens is the cleaning chemical changes the chemistry of the carpet and it can no longer show “true” colors. Same solution, too – just rinse the carpet with clear water with any of the three methods to pull out the detergent and the color will magically reappear.

A word on chemicals Carpet chemicals in general are detergents (soaps), alcohols, or hydrogen peroxide.

“Shampoo,” strictly speaking, refers to cleaning with a detergent. For many years, most carpet cleaning companies have been cleaning with alcohol and peroxide cleaners, which leave less residue, which means no re-soiling or browning. The peroxides also leave less VOCs, and we switched to them years ago.

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Minnesota Communit y Living

Carin’s Corner — Calling Out for All-Star Volunteers

By Carin Rosengren, Keller Property Management

T

hank goodness for volunteers. Without the homeowners who agree to serve on boards, who handle the daily operations, who take care of finances and collections, who lead committees to beautify and protect, Minnesota’s community associations would fail to thrive and worse, fail to survive.

While every common-interest community is different (some are selfmanaged, some use the services of a professional management company), its volunteer Board of Directors and committee members are what keep the heart of an association beating. How strong that heart beats and how happy the homeowners are often rest solely in the hands of the community’s volunteers.

I can think of a few volunteers who made a big difference in the lives of their homeowners associations. Like Eileen Tompkins of Rosemount.

She went door-to-door in her community and almost single-handedly brought a board from the brink of extinction back to an interested and involved group of homeowners working together. Like Denny Yecke of Red Wing. He takes on personal responsibility that transcends his volunteer role, organizing neighborhood clean-ups and other activities specifically designed to bring folks together and foster a sense of community.

Do you know a community association volunteer who goes above-andbeyond the call of duty? I would love to interview them for a future Carin’s Corner, where I hope to showcase as many of these All-Stars as possible. Please send me their name and a brief description of what makes them a standout at your organization in an email to: crosengren@kellerpm.com. I’ll do the rest to help these unpaid workers have a chance to hold the spotlight they rightly deserve.

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Practicing the Fundamentals by

I

have had the privilege in the past of meeting a good number of the 1965 American League Champion Minnesota Twins who played against the Los Angeles Dodgers that year in the World Series. I have the further honor of being able to call one gentleman in particular on that team friend.

Frank Quilici was a solid utility player for the Twins. While it has been noted that he played all of the in-field positions at one time or another, I remember seeing those games with Frank as second baseman.

“Too valuable to let go” After retiring as a player, Frank was too valuable to be let go by the Twins organization. He stepped into further roles as coach, manager, and finally radio color commentator. The reason for Frank’s value? I remember him telling me a number of years ago, “The superstars of the game (like a Ruth, Killebrew), they are fantastic to watch, but if you ask them ‘how do you do this or that?’

They don’t know. They just do it. They’re naturals. For the rest of us, we get there because we watch and ask, how did they do that? And then we practice again and again, and again….the fundamentals!”

Association management, like baseball, has several core fundamentals, that if practiced over and over again, will help us in becoming “too valuable” for any organization to let us go.

Let’s take a look at a few of the core fundamentals of baseball, and see how they apply to us as professional association managers.

We will look at throwing, fielding, and batting.

Throwing To be successful in throwing the ball and getting it where it needs to be in a hurry, you most certainly need strength and balance,

Gene Sullivan, President of New Concepts Management

but most importantly you need accuracy.

Similarly in association management, we need to practice our accuracy. Are we diligent to make sure that our communication to others is accurate so that we truly “say what we mean, and mean what we say?”

have anticipated a question that you know the board treasurer will ask again this month and have the answer right away, it builds the confidence that others have in you, and that translates into credibility.

I have seen well-meaning association managers not take that second look before sending out a work order request, only to find that the contactor went to the wrong home. And now that the work has been done, who pays for it? I have seen in the noble effort to get things off the desk, letters sent out; instead of taking the time to have a second set of eyes proofread, to make sure issues were clarified, things became worse, and more people than before now take up more time asking further questions because they are concerned, not relieved.

When it comes to batting, we immediately think of the homerun. While they are always showy and certainly a lot of fun to watch, games aren’t won on homeruns as much as they are by RBIs (Runs Batted In). Not every time at bat can result in a homerun, but more often it can result in a single base hit.

It’s when you can string one after another, after another, that your team’s score is really racking up. That is how games are won.

Fielding The most important aspect in success at fielding a ball is in your anticipation of it.

You need to get to that spot on the field quickly where the ball will be, and be prepared to receive it.

In association management, don’t we truly spend more of our time managing people and expectations than we do the physical plant of the property?

Are we similarly prepared or anticipating to “field” those questions we know will be asked at the next board meeting, or do we say the all-too-familiar, “I don’t know, I will have to get back to you.”

Batting

Similarly, in association management, think about those “smaller” base hits that we can make a connection with, like the return phone call, getting violation letters out quickly, getting a jump on the spring walkthrough inspection punch list right away in May and not July. Believe me, it is our execution on the smaller things day in and day out, that make a difference that cause contracts to be renewed.

In the end, you truly become that invaluable member of the team when you practice your fundamentals regularly. The consistent execution of a fundamental that results in a good play. And the consistent execution of enough good plays results in a good inning.

And finally, the consistent execution of enough good innings culminates in a game won.

We need to remember that nature abhors a vacuum. Because of this, anytime we are not prepared for an answer, it is only human nature that people will start to fill in the blanks.

When that happens, people worry, and when they worry, you can’t work fast enough to get the answer(s) to them. When you instead May | June 2014

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Spring Walk-Throughs – Roofing Tops the List by

S

pring has arrived and there is much work to be done. Roof inspections are at the top of the list. Along with your clipboard, bring a set of binoculars and a camera with a good close-up lens. Please be careful. A safe inspection is imperative.

An experienced professional should inspect roof areas/items that cannot be observed from the ground or a safe area of a flat roof.

•

Let’s get started

•

Damage from snow and ice removal: Items to look for include damaged or missing shingles/shakes at bottom edges or valley areas.

Punctures or tears in flat roof membranes, especially at perimeter edges and primary drain and scupper drain assemblies. Check all vents for possible damage from foot traffic or mechanical damage.

•

Wind damage: Items to look for include missing or lifted shingles/shakes.

Missing rain caps at exhaust flues.

Loose vinyl siding at rooftop areas can expose sheet metal flashing. Flat roof membranes that are wrinkled (may require service). Loose perimeter copings of flat roofs. Vents and sheet metal that appear to be damaged.

Inspect Masonry-Brick-Stucco: Cracks in masonry, damaged brick facing and water/rust stains on stucco could indicate a possible roof leak.

Keep all trees, vines and plantings trimmed back from roof edges.

G. Leonard West, LS West, LLC

•

Do a walk-through of interior common areas — water stains on ceilings and/or walls may indicate a possible roof leak.

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Roofs (especially white flat roofs) should be clean and free of debris.

•

Gutters should be cleaned and maintained for proper draining.

When you establish your repair list, be aware of any warranties that may exist for your roof system. There may be repairs (wind damage/ leaks) that are covered by the workmanship warranty. Address repairs promptly to minimize any resulting damage. Again, be safe and enjoy the spring season.

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May | June 2014

19

Accommodation or Modification Under the FHA

What do they mean and how will you know how to answer a request? (Part 1 of 2)

By Matt Drewes, Thomsen & Nybeck, P.A., Attorneys

A

commonly misunderstood, or at least mis-applied, part of the law relating to community associations involves whether and how they should address the needs of disabled members. The answers are governed at least in part under Title VIII of the Civil Rights Act of 1968, as amended by the Fair Housing Amendments Act in 1988 (collectively known as the Fair Housing Act, or “FHA”). The U.S. Department of Housing and Urban Development (HUD) has passed regulations implementing the FHA, and pursues violations in conjunction with the U.S. Department of Justice.

The purpose of the FHA, and the applicable regulations, is to prohibit discrimination in the sale, rental, or other provision of housingrelated services, including due to the disability of the renter, buyer, or occupant of the dwelling, or any person associated with any of them.

The FHA also covers race, color, religion, sex, national origin, and familial status — and there are state and other federal authorities that can overlap — but this article (along with part 2, coming in a future issue of Minnesota Community Living) will focus primarily on one of the areas of greatest confusion and concern: When and how an association must make reasonable accommodations or permit reasonable modifications. This first installment will begin with a discussion of what reasonable accommodations and modifications are, and will provide the initial steps for examining the questions of whether and how to address a disabled person’s needs. The second installment of this article will get into slightly more detail concerning requests under the FHA. A “reasonable accommodation” is a required change in rules, policies, practices, or services, when such accommodation may be necessary to afford a disabled person equal opportunity to use and enjoy a dwelling. Common 20

Minnesota Communit y Living

examples include permitting an owner to use a designated parking space or allowing an owner to have a service animal in spite of pet restrictions. Allowing a “reasonable modification” is to permit a person with a disability, at his or her own expense, to make reasonable modifications of existing premises occupied or to be occupied by such person if such modifications may be necessary to afford such person an opportunity to fully use and enjoy the dwelling. Examples of reasonable modifications include installing a wheelchair-accessible ramp or re-configuring an entrance or access to the person’s unit or other facility.

though both HUD and the Department of Justice are often willing to negotiate a resolution to a complaint, there usually is a price tag attached to that resolution, and neither is equipped to act as an advisory service or assist in resolution before that complaint has been filed. Thus, this article is not advice or specific guidance on how to handle a particular request, but rather is only a primer on how to approach these issues. You should get advice relating to your own facts before acting.

A disability under the FHA is (a) a physical or mental impairment that substantially limits one or more major life activities; (b) an established record of the impairment; or (c) a case where a person is “regarded” as having such impairment. Federal regulations interpret “major life activities” as “functions such as caring for one’s self, performing manual tasks, walking, seeing, hearing, speaking, breathing, learning and working.” Interpreted in combination with one another, this means a “housing provider” violates the FHA when (1) the claimant suffers from a “disability;” (2) the housing provider knew, or reasonably should have known, of the disability; (3) accommodation or modification may be necessary to afford the person an equal opportunity to use and enjoy the dwelling; and (4) the housing provider refused to make the accommodation or allow the modification.

An HOA, and its management company, are considered “housing providers.”

In a recent conversation with the local field office for HUD, it was recommended that HOAs establish a policy for handling requests if they don’t already have one. The goal should be to provide guidance for those making requests, the kind of information typically needed to make a decision, and the timing for responses or the provision of supplemental information.

This should be made available to prospective purchasers as well as existing occupants.

This can be an intimidating topic for a few reasons. Discrimination is an ugly word, yet FHA violations do not require ugly intent. The above factors boil down to whether a practice or a decision has a discriminatory effect against a disabled person’s use and enjoyment of a dwelling. Each case is different and determinations are fact-specific, so predicting an outcome in a given situation can be hard. And, while courts may reach certain decisions, an agency dealing with a resident complaint may have a different interpretation. Unfortunately, even

1. Establish a reasonable accommodation/ modification request policy.

Having such a policy is not essential to avoiding liability for violations of the FHA, nor is it a shield against a finding of liability. But it is something you can do immediately to show that you are interested in furthering the goals of the FHA, that you’re helping disabled persons feel welcome rather than unwelcome; that you’re documenting your efforts to comply with the FHA; and you’re providing a timeline for the process. This last point is useful, because even excessive delay in responding to a request may be treated as a failure to provide a reasonable accommodation or modification.

Although it is helpful to have, your policy can’t be too rigid. For example, your policy may provide that the HOA’s obligation to respond is not triggered until there has been an actual request for an accommodation or modification. However, you cannot mandate the particular form a request must take. You may not require that it be in writing or that it say it’s made under the FHA. Courts have held the

existence of a request is a highly fact-specific inquiry, requiring only that a reasonable person would understand a request has been made for an exception, change, or adjustment to a rule, policy, practice, or service because of a disability.

2. Determine whether the request is due to a disability.

Assuming an actual request has been made, it is permissible to verify the request is due to a disability. But again, the information that may be required for this determination varies.

For example, if it’s a condition about which the board or management already was aware, or should have been aware, it’s going to be less reasonable to request more information to support the condition. However, where the condition or its impact on one or more major life functions is not apparent, it is permissible to request a letter from a treating physician, or even that the doctor or other healthcare provider completes a form, which identifies the condition and indicates whether it’s temporary or permanent, along with other appropriate information discussed in this article.

At minimum, where the nature of the communication or the possible request is unclear, an HOA should seek more information from the requesting party. Don’t just unthinkingly refer an owner to your architectural guidelines or your architectural review committee. Think about why the person is asking, and consider whether you need more information.

At the same time, you should not ask for information that is not necessary to understand whether the requested measure is necessary to provide an equal opportunity for the use and enjoyment of the dwelling. While you may ask about the condition necessitating an accommodation or modification, HUD does not wish for parties to inquire about the severity or type of disability (sometimes a difficult distinction to draw). Further, HOAs generally will not be entitled to view the person’s medical “file” or records. Also, the information you do receive

must be kept confidential, and be shared only those who must access the information to make the decision, or to advise the HOA in connection with its decision.

3. Determine whether there is a clear connection between the disability and the requested accommodation or modification.

An HOA is entitled to ensure that any proposed change or modification is going to have some direct relationship to the opportunity to use and enjoy the dwelling. Where the connection between the disability and the request is unclear, an HOA may ask for information to better understand it. For example, where there is evidence an owner has previously asked for permission to keep a pet, then later changed his story to suggest the request is for a service animal due to a disability, it is appropriate to seek objective information about the person’s condition, how the requested accommodation (permission to keep a dog) would help that condition, and whether the condition is anticipated to be short or long term.

In the conclusion of this article (part 2), there will be some insight into how you can determine whether a given request is “reasonable,” along with some common-sense advice on how you might steer clear of a claim for violation of the FHA. Be sure to check for that conclusion in the July/August issue of Minnesota Community Living.

Note: The information in this article is provided solely as general information and not as legal advice. Your receipt, and even your use of this information, does not establish an attorney-client relationship. Readers are urged to speak with a qualified attorney focusing on community association law when making decisions regarding a specific legal issue.

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May | June 2014

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Melding the Bi-Annual Walk-Around with the Insurance Claims Process by

Herman Fassbender, Marsh & McLennan Agency

Reprinted from CIC Midwest News, Winter 2012, used with permission.

I

nitially the concept of a bi-annual walkaround and the handling of the exterior claims process appear to have little in common, but upon further investigation, a whole different relationship emerges that, when put into practice, will bring a significant value to the association.

Three specific reasons surface for pre-establishing a relationship with a competent exterior contractor: 1. The exterior contractor should be used to inspect the property twice a year in conjunction with the spring and fall walk-around. This process should include walking all roofs, making minor repairs to loose shingles, carefully inspecting possible problem areas of the roof, and calking where needed to prevent nuisance water claims. Siding should also be inspected, making minor repairs as they become apparent. Calking along exterior openings is critical as they may have dried out over the season and this a very inexpensive fix when caught early.

2.

Part of the contractor’s inspection should also involve looking for possible storm damage that may not have been previously noted. This is particularly important if the association chooses to move the

insurance package from one carrier to another. Unreported damage sustained in prior months (or years) may become a hot issue especially if combined with current damage. Sorting out “when the damage occurred” is a hassle and time consuming.

This can easily be minimized through recurring inspections by a trusted and competent exterior contractor, who keeps good service records of each inspection.

3. Staying ahead of the game after a catastrophic loss is of utmost importance. A pre-established relationship with an exterior contractor will hasten that process.

Your chosen contractor will meet with the claims adjustor from the beginning, gather an agreed-upon scope of work report, and organize materials and labor before costs skyrocket (which they will after a CAT loss). You will be first on the list to get repairs done, not the one waiting months because materials and labor are backed up.

Keep in mind that exterior contractors will probably charge for the semi-annual inspections on a time and materials basis. Though association budgets are normally tight, the rate of return for this financial outlay is exponential when all aspects are considered (i.e., increased longevity of the roofs, saved time and unit

owner disruption by reducing water infiltration property damage, reduced future insurance costs for not having to submit these water damage claims).

Speaking of budgets, an added benefit of developing a relationship with a trusted exterior contractor is they can update the Board periodically on the life expectancy of the existing exterior components, so the association can properly set its reserves, but this is a topic for a whole other article.

In the end, developing a relationship with a competent exterior contractor is a must for all associations. If you have not already done so, begin acquiring referrals from trusted advisors such as attorneys, insurance providers, property managers, other association boards or association industry organizations. Interview a minimum of three companies, finding out their areas of expertise. Verify that they are well versed in the handling of insurance claim work. Get names of other associations they have worked with in the past. Your advance leg work is definitely worth your time. Look at this relationship as a long term one, which should span many years.

Pre-establishing a relationship with a competent exterior contractor, who will look after the integrity of your association’s exterior, will pay many long term returns indeed.

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May | June 2014

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Minnesota Communit y Living

Water Conservation: Simple Tips for Big Results by

C

onserving water in your landscape doesn’t have to be complicated.

Just use some of the following helpful tips to get started conserving water on your property.

•

•

Scatter a few empty tuna cans around your yard and turn on the irrigation system. Measure how much water is in the cans after 15 minutes of irrigation.

Then calculate how long you should irrigate your lawn to apply about ½” of water. Irrigate every third day during the summer to apply a total of about one inch of water per week. Be sure to consider the amount of rainfall in achieving that one inch per week. Apply about half this amount the spring or fall, paying particular attention to the weather.

A healthy, properly irrigated turf rarely requires more than one inch of water per week. Watering less often, but deeply, forces the root system to follow the water down into the soil, where it is cooler and protected from extreme heat on the surface.

•

Lawn aeration improves water penetration and encourages deeper roots.

Don’t over-fertilize the lawn.

•

Properly selected and applied fertilizer will build up drought tolerance by increasing root development.

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Increase the cutting height to 3-4 inches and mulch clippings on the lawn to help retain moisture.

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Have your irrigation system audited.

Some water providers will conduct an irrigation audit for you either free or at minimal cost. If not, your local water provider can likely provide a list of irrigation auditors in your area.

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Adjust your irrigation controllers’ run time for seasonal changes in weather once a month. Simply making a monthly change to the irrigation operation times can save more water and money than any other thing you can do.

•

Most controllers even have a % key that makes changing the time easy.

Irrigate the lawn in the morning hours. Less water is lost to evaporation when the temperature is cooler, plus in most areas the wind is calm in the early morning hours. Watering in the evenings can lead to turf and plant disease problems because the water sits on the plants all night, especially when it is humid.

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Install a rain shut-off. When it detects measurable rainfall, it turns off the system.

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Separate plants into hydro-zones.

A hydro-zone is an area where all the plants use more or less the same amount of water and have the same sun and wind exposure. A lawn in shade uses less water than one in a sunny area, and a windy hill top uses more water than one in a sunny area.

The irrigation is separated so that each hydro-zone area is watered by a different valve. This allows you to water each hydro-zone individually without over or under watering.

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Install smart sprinkler heads that water to the exact shape of your lawn. This saves water by eliminating the wasteful overlapping arcs of water that conventional systems use to cover your lawn. Smart sprinkler heads, such as the Genius from IrriGreen, are placed away from curbs and driveways, and are wirelessly programmed by your installer to your lawn’s exact shape.

Bobby Jensen, Director of Sales, IrriGreen Inc.

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News from CAI-MN’s Charitable Partner Recovering Addict Wins Hennepin County Citizen Award

W

hen Amanda B. woke up on April 8, 2013, she had no idea what an impact she would make that day. A client in the Mn Adult and Teen Challenge (MnTC) long-term program, she had agreed to accompany staff members to a press conference to share her story about painful opiate addiction. In her way of thinking, if she could reach one person--and maybe stop them from going through what she went through--it would be worth it. Little did she know that by the end of the day she would have participated in eight separate news interviews yielding metro wide coverage and a huge rise in awareness about the dangers of prescription drug abuse and how it actually leads to heroin addiction.

killed her. At the end of the day, her head spinning, she lay down to sleep, exhausted, but hopeful that she had made a difference.

Amanda didn’t see her actions on April 8 at heroic, but others did.

At every stage, Amanda could have declined doing yet another interview, putting herself “out there,” but she didn’t. She wanted people to know that opiates aren’t worth messing with, that heroin and the methadone she used to try to stop using illegal drugs nearly

Recently, Sheriff Rich Stanek included Amanda in his annual Citizen Award ceremony. (Pictured top right). We applaud Amanda as well, and thank the Hennepin County Sherriff and his office for recognizing her courageous actions.

Rich Stanek, Hennepin County Sherriff and host of the press conference that Amanda attended, knew that despite the fact that she was getting better at MNTC, her actions took extraordinary bravery. She put her personal story out into the world, things that she would prefer had not happened, in order to help others. And this wasn’t the only time. She has shared her story with hundreds of kids with our Know the Truth program trying to keep others off drugs.

Since 1983, Minnesota Adult & Teen Challenge has been restoring hope to teens and adults struggling with drug and alcohol addiction. They are one of the largest, most effective, and most affordable programs in the nation with campuses in Minneapolis, Rochester, Brainerd, and Duluth. They offer outpatient and inpatient licensed treatment programs, also known as Life Renewal, and faith-based long-term recovery programs This variety of options allows them to effectively serve individuals with a broad spectrum of addiction issues--from those seeking treatment for the first time, to those who have been struggling with addiction for many years.

CAI-MN’s Charitable Outreach Event & Silent Auction Recap

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n Thursday, April 3, the Minnesota Chapter of CAI held its first Outreach Event & Silent Auction for MN Adult & Teen Challenge, and it was a success! About 100 members, including most of the Chapter Board, attended to support this successful program that is making a difference for many individuals who are challenged with addictions in their lives. We heard from two individuals who shared their personal stories and how MN Adult & Teen Challenge has helped them. Now, for the first time, they know they have a purpose and direction in life.

MN Teen & Adult Challenge is a faithbased program that is helping individuals from all walks of life, and their Hope is, Belief in the Future. The Minnesota CAI Chapter is contributing to MN Teen & Adult Challenge and the transformation of people, so 26

Minnesota Communit y Living

there is Hope as they are having phenomenal success with calloused, hardened and broken individuals. It is wonderful to see and hear.

MN Adult & Teen Challenge teaches them life’s lessons and helps them in planning and

finding their special gifts. It’s a very successful program and the Minnesota Chapter of CAI is thrilled to partner with them. Please help us support this organization and look for more articles in this and future CAI-MN magazines.

Representatives from the CAI-MN Board of Directors presented MN Adult & Teen Challenge with a check for $4,712, the amount raised at the inaugural charitable event. Pictured from left to right: Monte Abeler, Tom Engblom, Michelle Stephans, Michael Klemm, Barry Haglund, Nancy Polomis, Jim Rezek, and Joe Fadell.

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Minnesota Communit y Living

Community Garden Start-Up Guide This article was adapted from Gardening Matters, http://www.gardeningmatters.org/resources/startup, with permission.

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his “Community Garden Start-Up Guide” is intended to help communities along the path to starting and sustaining a community garden.

Why start a community garden?

Many families would like to grow some of their own vegetables and herbs to save money on their food bills and to enjoy the wholesomeness of homegrown produce. In addition, gardening is a relaxing way to exercise and enjoy being out-of-doors.

Community gardens beautify neighborhoods and help bring neighbors closer together.

Here are steps to help create your own Community Garden.

1. Get your neighbors involved Survey the residents of your neighborhood to see if they are interested and would participate.

2. Form a garden group It helps you make decisions and divide-up the work effectively.

3. Gain permission from your Community Board (very important) Once they approve, they can amend the declaration to allow a community garden.

4. Find land for the garden Make sure it gets plenty of sun — at least six to eight hours each day — and that it is relatively flat.

5. Make sure your proposed site has water

6. Get your soil tested It is advisable to have the soil at the site tested for fertility, pH and presence of heavy metals. For tests ($15 to $80) for soil nutrients, contact UMN’s soil testing lab, http://soiltest. cfans.umn.edu/ 7. Be prepared to sign “hold harmless” waiver 8. Planning the Garden Measure your site and make a simple, to-scale site map with desired produce. Hold two or three garden design meetings and make sure that group decisions are recorded in official minutes.

9. Please visit Gardening Matters’ website for more thorough information and helpful hints to begin your community garden.

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