Washington Metropolitan Chapter Community Associations Institute
DECEMBER 2020
A Magazine for Community Association Volunteer Leaders, Professional Managers and Business Partners
LESSONS LEARNED
ALSO IN THIS ISSUE
____________________________ The New Normal (And, Other Things That We Cannot Control) ____________________________ Discovering What It Means to Be Essential ____________________________ Modern Mentoring ____________________________ Reflections from 2020 — It Wasn’t All Bad
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CONTENTS 12 What Lessons Have We Learned from 2020?
BY LEE ANN WEIR, CMCA, AMS
16 Community Association Management – Pandemic Style
BY KIM GRANT & NICOLE TAVANO
18 Zooming Through the Pandemic: Virtual Meetings
BY TIAGO DUNCAN BEZERRA, ESQ.
20 The New Normal (And, Other Things That We Cannot Control)
BY CRISHANA LORITSCH, CMCA, AMS, PCAM
23 Virus Protection…Not the Computer Type
BY BRYAN NEWBY, CMCA, AMS
DEPARTMENTS AND MORE
24 Technology Through COVID-19
5 Message from the Executive Director 6 Chapter Benefactor: Whiteford, Taylor & Preston 7 Welcome New Members 8 Upcoming Events 11 People & Places 36 Classifieds 37 Index to Advertisers 38 Cul-de-sac: Reflections from 2020 – It Wasn’t All Bad
BY PETER GREEVES
26 Discovering What It Means to Be Essential
BY AIMEE WINEGAR, CMCA, AMS, LSM, PCAM
29 Is This the New Normal? A Business Partner’s Perspective
BY KEVIN P. KELLY
30 Modern Mentoring
BY TINA HAYMAN, CMCA, AMS
32 Construction in the Time of COVID
BY DOUG WHITE, P.E.
34 Legal Lessons Learned in 2020
WMCCAI MISSION STATEMENT To optimize the operations of Community Associations and foster value for our business partners.
BY BRENDAN P. BUNN, ESQ., CCAL
Reader comments and suggestions are welcome. Address your comments to: Quorum 7600 Leesburg Pike, Suite 100 West Falls Church, VA 22043
We also welcome article submissions from our members. For author guidelines, call (703) 750-3644 or e-mail publications@caidc.org. Articles may be edited for length and clarity. DECEMBER 2020
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U N TO US A C H I L D IS BORN ISAIAH 9: 6
President Airielle Hansford, CMCA, AMS, PCAM President-elect Michael Gartner, ESQ. Vice President Ruth Katz, ESQ. Secretary Sara Ross, ESQ. Treasurer Kristen Melson, CMCA, AMS, PCAM Immediate Past President Rafael A. Martinez, CTP (EX OFFICIO) Executive Director Jaime Barnhart, CMP, CAE (EX OFFICIO)
D IRECTOR S Leslie Brown, ESQ., Doug Carroll, Hilary Lape, AMS, PCAM, Judyann Lee, ESQ., Sara Ross, ESQ., Gary Simon, CMCA, AMS, Jon Stehle
CO U N C I L C HAI R S Communications Council Jennifer Bennett, CMCA, AMS, PCAM Education Council Kevin Kernan, ESQ. Member Services Council Bernie Guthrie, CMCA, AMS, PCAM
CO MM I T TE E C HAI R S Conference & Expo Donna Aker, CMCA, AMS, PCAM and Chris Goodman D.C. Legislative/LAC Scott Burka, CMCA, AMS, PCAM, and Jane Rogers, ESQ. Education Kathryn Hutchinson, CMCA, AMS, PCAM and Todd El-Taher Golf Adrienne Zaleski and Brian Lord, CMCA, AMS, PCAM Maryland Legislative Scott Silverman, ESQ. and Aimee Winegar, CMCA, AMS, LSM, PCAM
Public Outreach Elisabeth Kirk and Kim Myles, CMCA Membership Jeffrey Stepp, CMCA, AMS, and Noni Roan, CMCA Quorum Editorial Christopher Carlson, PE, SECB and Liliana Martinez, CMCA, AMS
Chapter Events Kristen Adams and Jen Ann Santiago, CMCA, AMS, PCAM Virginia Legislative Ronda DeSplinter, LSM, PCAM and William A. Marr Jr., ESQ.
QU O RUM Managing Editor Morgan Gaines, mgaines@caidc.org Design Six Half Dozen
QU O RUM E DI TORI AL CO M M IT TE E Co-chairs Christopher Carlson, PE, SECB and Liliana Martinez, CMCA, AMS Members Michelle Baquero, CMCA, AMS, Dan Blom, ESQ., Mira Brown, CMCA, AMS, Leslie Brown, ESQ., Kristen Buck, ESQ., Doug Carroll, Deborah Carter, CMCA, AMS, PCAM, Sara Castle, Traci Castrovinci, CMCA, AMS, Frannie Crouse, Brittanie Davis, CMCA, AMS, PCAM, Katie Halfhill, CMCA, AMS, Iman Jackson, CMCA, AMS, Kevin Kelly, Jessica Knutsen, EBP, CIC, Richard Kuziomko, CMCA, AMS, PCAM, Crishana Loritsch, CMCA, AMS, PCAM, Liliana Martinez, CMCA, AMS, Kirby McCleary, Susan Miller, CMCA, AMS, Kara Permisohn, Tracy Plazyk, CMCA, AMS, Brandi Ruff, CMCA, AMS, PCAM, Lauri Ryder, CIC, CRM, CMCA, Janet Smith, Gunnar Thompson, Susan L. Truskey, ESQ., Olga Tseliak, ESQ., Lee Ann Weir, CMCA, AMS, Doug White, P.E., Aimee Winegar, CMCA, AMS, LSM, PCAM, Jim Wisniewski, Michael Zupan, ESQ. Washington Metropolitan Chapter Community Associations Institute, a 501(c)(6) organization, serves the educational, business and networking needs of the community association industry in 80 cities/counties in Maryland, Virginia and the District of Columbia. Members include community association homeowner volunteer leaders, professional managers, association management companies, and other businesses and professionals who provide products and services to planned communities, cooperatives and condominiums. WMCCAI has more than 3,200 members including 300+ businesses, 1,100 professional managers from 85 management companies, and approximately 1,500 community association homeowners. WMCCAI is the largest of Community Associations Institute’s 62 chapters worldwide. Quorum is the award-winning premiere publication of WMCCAI, dedicated to providing WMCCAI’s membership with information on community association issues. Authors are responsible for developing the logic of their expressed opinions and for the authenticity of all presented facts in articles. WMCCAI does not necessarily endorse or approve statements of fact or opinion made in these pages and assumes no responsibility for those statements. This publication is issued with the understanding that the publisher is not engaged in rendering legal, accounting or other professional services and nothing published in Quorum is intended to constitute legal or other professional advice and should not be relied on as such. If legal advice or other expert assistance is required, the services of a competent professional should be sought directly by the person requiring such advice or services. Articles appearing in Quorum may not be reprinted without first obtaining written approval from the editor of Quorum. In the event that such permission is granted, the following legend must be added to the reprint: Reprinted with permission from Quorum™ magazine. Copyright 2019 Washington Metropolitan Chapter Community Associations Institute. Quorum is a trademark of WMCCAI. Receipt of Quorum is a privilege of WMCCAI membership for which $65 in nonrefundable annual dues is allocated. The subscription price for nonmembers is $75 per year; contact publications@caidc.org or call (703) 750-3644. To advertise in Quorum, e-mail publications@caidc.org. For more information about Quorum or WMCCAI, visit www.caidc.org.
W H AT I K N O W N O W… 2020 is coming to an end — it felt like the longest year ever, didn’t it? In October, I wrote about the things we learned in kindergarten that continue to apply to us now. This month, Quorum is focused on Lessons Learned in 2020. And wow, did we learn some! The year started off amazing – JumpStart January broke records with attendance and the number of new committee member signups. Conference & Expo in February was an all-new experience with multiple days of education, more networking opportunities and a partnership with the Chesapeake and Central Virginia chapters of CAI. We crossed regional lines to bring our members top notch education and more exhibitors than ever before. PLOT TWIST!
FROM THE EXECUTIVE DIRECTOR
O FFICE R S
Along came COVID. For the past 9 months, the chapter has been operating virtually – from closing the office and staff working remotely to launching free educational sessions focused on the pandemic and creating online networking opportunities to keep members connected. We transitioned our regularly scheduled education schedule to the online platform. While nothing replaces the power of connecting in-person, these virtual sessions have kept members learning and connected to each other and the chapter. It has been a tough year for all of us. But…PLOT TWIST! Maybe 2020 is not the worst year ever. Maybe we can change the perspective just a bit and find the hidden gems in this uncertain year. What I have learned about the chapter is that we are a dedicated and resilient group. We are creative and innovative. And we can do hard things and come out the other side with perspective and optimism. The chapter felt the pandemic impact beyond program delivery. Financially, because we could not deliver the same kind of programs and many chapter events were canceled, revenues fell dramatically. Hard decisions were made to tighten up expenses and we all had to get creative with virtual programs to continue to bring in revenues. We are a strong chapter and remain so. The financial impact will continue into 2021 and until we can return to large in-person events. While the budget looks different, the staff and chapter leaders are committed to our vision of being the leading resource for community associations and business partners. Going virtual allowed committees to continue to meet regularly. One of the greatest aspects of virtual meetings is that chapter members who had to commute long distances to the office each month could regularly attend the virtual meetings. Members were actively engaged with each other over Zoom and continued to plan education sessions, develop new event ideas, and participate in advocacy on behalf of community associations. I want to take a moment to thank the Board of Directors for their guidance and support throughout this challenging year; the committee leaders and members for their dedication and for reinventing chapter programs in a virtual world; and to the chapter staff for their teamwork and positive attitudes as we realigned the office and roles. None of this has been easy but we are an amazing group. 2021 – here we come! JAIME BARNHART,
CMP, CAE
Jaime Barnhart, as the chapter’s executive director, is responsible for implementing the organization’s mission and goals, and managing its staff. Jaime has worked in non-profits/associations in the D.C. Metro area for over 15 years focusing on program management, events and trade shows, and marketing. She joined WMCCAI as the events manager in 2015.
DECEMBER 2020
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CHAPTER NEWS
C H A P T E R
B E N E F A C T O R
Whiteford, Taylor & Preston, L.L.P. 3190 Fairview Park Drive, Suite 800 Falls Church, VA 22042-4510 Telephone: (703) 280-9267 Fax: (703) 280-9139 Website: www.wtplaw.com/practices/community-associations Year Established or Incorporated: 1933 • CAI Member Since: 1980 • Areas you serve: District of Columbia, Delaware, Maryland and Virginia • Services Provided: Legal Representation • Corporate Associations: Washington Metropolitan Chapter Community Associations Institute (WMCCAI), Chesapeake CAI (CAIMDCHES), Central Virginia (CVCCAI), Southwest Virginia (CAISWVA), Southeastern Virginia (SEVACAI), PA and Delaware Valley Chapter of CAI (CAI-PADELVAL) • Company Philosophy: Since 1933, clients have turned to Whiteford, Taylor & Preston for trusted representation and guidance. With over 170 attorneys in sixteen offices, we have one of the largest and best-regarded community association practices, representing more than 800 condominiums, planned communities and housing cooperatives in Maryland, Virginia, D.C. and Delaware.
We advise clients on a broad range of corporate, litigation, technology and regulatory legal issues, both in the U.S. and abroad. In addition to our extensive representation of Community Associations, our clients range from Fortune 500 companies to small and medium enterprises to startups. They include businesses engaged in construction, finance, government contracts, higher education, health care, insurance, life sciences, manufacturing, nonprofits, real estate, securities, technology and transportation, among others. We help our clients arrange financial transactions, mergers and acquisitions and public offerings. Additionally, we advise companies and organizations of all sizes on tax, employment and real estate matters. Our litigation attorneys provide legal representation in court, arbitration and mediation, as well as before administrative agencies in a broad range of corporate, partnership, business and commercial disputes. Contacts: Michael C. Gartner, Partner, Phone: 703.280.9267, Fax: 703.280.9139, mgartner@wtplaw.com; Edward J. O’Connell III, Partner, Phone: 703.280.9266, Fax: 703.280.8944, eoconnell@wtplaw.com; Tiffany M. Releford, Partner, Phone: 202.659.6764, Fax: 202.327.6187, treleford@ wtplaw.com
Article Submissions:
Are you interested in sharing your experiences and expertise with our readers? Quorum magazine is always seeking new article ideas, submissions, and content. If you have an idea or would like to submit an article for consideration, please make sure you contact us before you begin writing to see what our upcoming themes are. Questions and interests should be directed to Morgan Wright at publications@caidc.org or by phone at 703.750.3644. Advertising:
For advertising, availability, rates, and specifications, please contact Morgan Wright at publications@caidc.org. Targeted advertising in WMCCAI’s Quorum, opens the door to thousands of prospective customers and contacts in the community association industry. 6 | QUORUM
WMCCAI proudly welcomes the following members who joined the chapter in October 2020. Homeowner Leaders from the Following Associations Heritage Hunt Homeowners Association Hillcrest Cluster Association Keene Mill Woods II Condominium McLean Gardens Condominium Parkside Plaza Condominium Potomac Ridge at Leisure World Redland Station Homes Association Templeton of Alexandria Condominium The Jefferson Residential Condo The Overlook at Leisure World West Virginia Organization of Homeowners Associations, Inc. Woodwalk, A Condominium Woodwinds Council of Co-Owners
Laura Fraughnaugh, Community Management Corporation, AAMC Alicia Harris, Legum & Norman, Inc., AAMC Joseph R. Lilli, AMS, Cardinal Management Group, Inc., AAMC Victoria P. Murcia, Sequoia Management Company, Inc., AAMC Marsha Owens
CHAPTER NEWS
Welcome New Members
Management Company Clarity Association Management Services, Inc. Business Partner LandCare National Business Partner Axos Bank
Individual Managers Juliet Amorighoye, Gates Hudson Community Management, AAMC Adela E. Antelo Melissa Brown, Landmarc Real Estate, AAMC Joseph A. Bush, III Kristy Faulk, CMCA, AMS
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UPCOMING EVENTS
Please Note: All Upcoming Events are considered TBD and subject to change as we continue to closely monitor the COVID-19 pandemic. We encourage you to frequently visit our website at www.caidc.org to find the latest information, event updates, and member resources. Stay healthy and stay connected with us and your colleagues on our social channels as we navigate these next few months together! DECEMBER 3
2020 Annual Awards Celebration: 007 – Bond as Never Before 7 – 9 p.m. Online Zoom Meet-up
Dress to Kill for our 2020 Annual Awards Celebration - Bond as Never Before at the virtual event of the year. Celebrate WMCCAI Chapter Volunteers with a zoom party to remember. We will have surprises, prizes and a 007 of a good time. Events don’t get any bigger than…Bond…James Bond. Don’t miss out! Please visit www.caidc.org for more details, sponsorship opportunities, or to register online.
DECEMBER 8 & 10
Virtual Board Leadership Development Workshop + Q&A Session 5 – 7 p.m. Online Webinar
Congratulations – you’ve been elected to your association’s Board of Directors! Learn about how to be fair and effective in your role as a leader in your community. Know your duties and responsibilities in managing operations and maintaining assets. Learn how to hire the right management staff and service providers, establish sensible and enforceable policies, interpret the governing documents, and communicate with your membership. Our two-part virtual series begins with our Board Leadership Development Workshop which will take you through the Financial and Governing Documents Modules the second part will answer your questions with a 2-hour Q&A session. Join Kevin Kernan, Esq., Whiteford, Taylor & Preston, LLP, Kathryn Hutchison, CMCA, AMS, PCAM, Greenhouse Condominium Council of Co-Owners, Inc., and Christa Brady, PCAM, USI Insurance Services, LLC. as they take you through a comprehensive look at what it takes for Board members to work collaboratively and productively to build a sense of community in an association while keeping an eye on the future. This course is worth (4) four credit hours. Please visit www.caidc.org for more details, or to register online.
For more information on WMCCAI meetings or upcoming events, contact the chapter office at (703) 750-3644, email info@caidc.org or visit www.caidc.org.
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2020 Virtual Awards Celebration:
m e c De
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7 : 0 0 p . m. - 9:00 p.m. Dress to Kill for our 2020 Annual Awards Celebration - Bond as Never Before at the virtual event of the year. Celebrate WMCCAI Chapter Volunteers with a zoom party to remember. We will have surprises, prizes and a 007 of a good time. Events don’t get any bigger than… Bond…James Bond. Don’t miss out!
This virtual Awards Event is Complimentary! Registration for this event is required. A Zoom link will be sent 24 hours prior to the celebration. Attire: Black tie, in theme or attend as you are Sponsorships are available. Please contact Christine Domin (Director Programs and Events) cdomin@caidc.org Celebration Host Sponsor:
Toast Sponsors:
Schedule : 7:00 p.m. 7:55 p.m. 8:00 p.m. 9:00 p.m.
Awards Show Toast to Award Winners Awards After Party Event Ends
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Todd A. Sinkins, Esq., Shareholder, Rees Broome, PC has been granted membership in the College of Community Association Lawyers (CCAL)—one of fewer than 150 attorneys nationwide to be admitted to the prestigious organization. Fellows of the College are among the most respected community association attorneys in the country. Mr. Sinkins has practiced with Rees Broome since 1999, concentrating in the representation of community associations. He is currently a Co-Chair of the firm’s community association department. His practice includes substantial experience representing property owners’ associations and condominium associations of all sizes, including large master associations in Virginia and the District of Columbia. CCAL provides a forum for the exchange of information among experienced legal professionals working for the advancement of community association governance. Its goals include promoting high standards of professional and ethical responsibility, improving, and advancing community association law and practice, and facilitating the development of educational materials and programming pertaining to legal issues. Congratulations to Todd for his years of service and for achieving this prestigious accomplishment!
FirstService Residential Welcomes 1010 Massachusetts Avenue Condominium to its DC Metro Area Portfolio of Managed Communities
PEOPLE & PLACES
Todd A. Sinkins Admitted to College of Community Association Lawyers
FirstService Residential, North America’s property management leader, recently contracted to provide full-service property management services to 1010 Massachusetts Avenue Condominium, a 163-unit community in the center of Washington, D.C. “We’re thrilled to announce our new partnership with 1010 Massachusetts Avenue,” said Michael Mendillo, president, FirstService Residential. “Our team’s vast experience and commitment to delivering exceptional service in all we do will ensure a successful partnership for years to come.” 1010 Massachusetts Avenue is a bold, post-modern, high-rise building comprised of beautiful brick and stone. This impressive condo is just a few short blocks from the Walter E. Washington Convention Center, the new, high-end shopping and dining experience at CityCenterDC and four different metro stations. Residents take advantage of its penthouses, garage parking and luxury amenities. “We look forward to serving the needs of 1010 Massachusetts Avenue and providing a premium level of property management service and expertise,” said Trent Harrison, president, MidAtlantic, FirstService Residential. “Our team’s fine-tuned process and the caliber of people we are mobilizing to address 1010 Massachusetts Avenue’s needs are just a few of the reasons why the board selected FirstService Residential.”
Barkan Management Company Announces New President Barkan Management Company announced the appointment of Daniel Bauman as President, following the retirement of Bill DiSchino who led the industry-leading residential property management company as President and CEO for 26 years. DiSchino will remain active with the company assisting with the transition. “Daniel brings to Barkan an impressive 30-year history of professional accomplishments,” said Peter Barkan, CEO, The Barkan Companies. “He has the personal style, business acumen, and leadership skills to drive Barkan Management forward. I know that he will make a positive impact on the organization at all levels.” “Barkan has an enviable brand reputation in the property management industry,” said Daniel Bauman. “Building on this reputation by continuing to deliver best in class service, nurturing a strong corporate culture, and identifying future growth opportunities is a great responsibility. As Barkan’s new President, I enthusiastically embrace this responsibility and will work closely with our team to devise a strategy for continued success.” Bauman was most recently at Bonaventure Property Management Services, where under his leadership, the company grew its portfolio of third-party management properties and exceeded NOI expectations. Before that, Daniel served for five years as President of FirstService Residential DC Metro, a wholly owned subsidiary of a publicly traded nationwide property services company. Here, he oversaw the evolution of the firm into a market powerhouse, establishing a strong corporate culture, building a reputation that attracted the best people in the industry and achieving record earnings growth — all while significantly improving employee and client satisfaction.
DECEMBER 2020
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By Lee Ann Weir, CMCA, AMS Lee Ann is the General Manager for Quarry Springs at Stoneyhurst Condominium located in Bethesda, Maryland. She is honored to work with an incredible team of concierge, gate attendants and maintenance personnel. Outside of work she is the President of the After Prom Party for Rockville High School. Lee Ann has been an active member of the Quorum Editorial Committee for the past five years.
What LESSONS Have We LEARNED From 2020?
W
e’ve all heard and read that 2020 is unprecedented and it has been, but unprecedented isn’t always bad. Think back to late March when most of the DMV shut down and many of us didn’t know how we would work from home, or if we could get to work (assuming we were deemed essential) without being stopped by the COVID police. I gave my employees letters so when they were pulled over, they could prove to the police officer that they were essential and had to get to their destination. Did anyone get pulled over? No. Instead, we learned that most companies did what was needed to allow personnel who could work from home, to do so. Those of us who had to report to work learned that we could do it in half the amount of time! No one stopped or questioned us.
We quickly got past our fear of Zoom, Teams, FaceTime, GoToMeeting, or whatever platforms were used to stay connected. Wasn’t it fun the first time you joined a virtual meeting, and someone used the Golden Gate Bridge as their backdrop? Remember all the cute videos of kids and dogs jumping into the video? As time passed, companies learned to use their logos and 12 | QUORUM
regular attendees learned to remove distractions and not sit in front of a window where you look like a silhouette. In other words, we have moved beyond the novelty and become comfortable with the new normal of conducting business. After all the world of condominium management and all of its facets must keep moving! I wouldn’t have been able to do as well as I did without the help of my fellow managers and contractors. During the first few months, we heavily relied on each other. When it was hard to find gloves, everyone in my world kept a look out for each other. When gloves were found, we made a phone call or purchased an extra box for someone we really wanted to help. I remember a contractor calling me from an obscure pharmacy in Kensington and saying he found gloves. He handed the phone over to the person at the cash register so I could pay for mine with a credit card. I was so appreciative that I paid for mine and the contractor’s gloves. One good deed deserves another. How about when no one could find masks… and I mean no one, nowhere, no how. It didn’t stop a group of managers from writing one another daily with the slightest chance that their source might still have a few boxes left (even if they were $78 in May). A local lighting contractor, Derick Associates, sent an e-mail out to all of his clients informing us that he had gloves, masks and even hand sanitizer coming from reputable sources
and his prices were reasonable. He didn’t increase the price, even though he could. This is when you start to believe in Karma. I truly believe that people who treated others poorly in the past didn’t have the luck many of us had when it came to finding the necessities required to protect ourselves, our employees, co-workers and residents in 2020. We know there are selfless people in this industry, but it is gratifying to have an unexpected source presented when it’s needed. Communication has always been essential, but I’d say never more than during 2020. Despite how quickly managers in DC and other popular protest sites had to protect their property, there were still some who sent out e-mails informing other managers of where there was violence, where there was peace, where it was safe and where it might not have been. Those who wrote, never judged those who protested, but instead they keep their e-mails informative. I am proud of my fellow managers and the way they conducted themselves when freedom of speech was being tested. Managers communicated with each other regarding Metro interruptions, times and locations of protests and rallies, and what they did to make sure their evening and overnight employees were safe. They shared encouragement and solidarity. We learned that information and helping colleagues is bipartisan. Those of us who use BuildingLInk learned how to use it much better than ever before.
er for as long as three weeks for multiple properties. She put plans in place in case all of the employees at one property had to quarantine. Once Boards were permitted to open amenities, it was used to create swim times and fitness center slots. It wasn’t until 2020 that I learned I could create specific slots for specific days and specific hours. A limit can be put on the number of reservations for those times. Even more importantly, it is easy to teach the residents how to make the reservation themselves. OTHER SOURCES SAID: Michelle Baquero, NRP Partners Portfolio Manager, said she has experienced more patience and understanding from others in her communities. She found that people have been more sensitive and sympathetic towards things like noise violations and delays. She has noticed more attendees for virtual meetings especially in her 55 and older communities. She is pleased that they are willing to learn how to use technology to access friends, family and their managers. Shayla Love, a manager for Cardinal Management Group, experienced less than ideal behavior which she said challenged her to grow and become a better manager. Another manager shared that he too had negative experiences with some residents when they didn’t seem to understand the additional work put on managers by COVID-19, local governments, the CDC, insurance companies and association attorneys. I remember someone calling property managers unrecognized Superheros. Although I personally don’t like to use the word Hero unless someone’s life was saved, I certainly understand the implication, and maybe being vigilant in protecting employees, residents and guests from COVID-19, is saving a life? A janitorial contractor reported that she had to have a contingency plan for her contingency plan regarding her staff. She said that normally she had a certain number of extra employees who could cover if someone called out sick for a few days, but at the beginning of COVID, she realized she needed to have multiple backups to cov-
Doug White, a consulting engineer, found that contractors faced new difficulties because so many people were at home, all day long. People got upset because they were trying to work while noisy construction was taking place nearby. He found that some contractors became mindful about their work practices. Not all noise can be eliminated, but it can be consolidated and/or scheduled and communicated. He also saw cleaning practices change for the better. When more people are around, someone will see the mess and comment on it. The good contractors made positive changes in this area as well. Management and residents have had to compromise when it came time to allow contractors back into the communities. One condominium in Chevy Chase greatly reduced the number of contractors permitted to work on-site. Reducing the number per condo and the total number permitted each day. A community in DC decided to allow renovations the first two weeks of each month, but only work that is considered “no noise producing” the rest of the month. These are things that managers and board members would have never thought possible in the pre-COVID-19 world. I think the lesson here is, never say residents would never go for that, or that the board would never do that. Chris Carlson, Chief Structural Engineer for ETC, noted that even though he and others in the firm had previously worked from home when necessary, they found that they could work full-time from home and in some cases more efficiently. Clients used to always require personal attendance and now video conferences are the norm. No more driving to a site, therefore less time away from family. He did note that some things can’t be done as well remotely, like training new staff members. It’s hard to teach new concepts and overall company culture over the phone. He also stated that maintaining personal interactions with staff is not as satisfactory virtually.
Continued on page 15 DECEMBER 2020
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A resident at Quarry Springs told me that she and her spouse learned how lucky they are to have a ground floor condominium with a beautiful, large terrace. They can enjoy the outdoors without fear of coming into contact with people. I wonder if there is the opposite lesson learned by those who live on an upper floor of a high-rise in which an elevator has to be shared with many other residents. A lesson learned here is that what may be attractive during one phase of life may not be attractive in another. Meaning, living on the 18th floor of a condo may provide a beautiful view, but it doesn’t provide an escape if you are afraid of contracting COVID. Attorney, Brian Fellner, felt that the line between “professional workplace” and “personal home life” was blurring long before the pandemic hit. Especially in the community association context, where meetings and actions often took place after regular working hours and affect people in a very personal way. He found that the separation between work and home was eroding and that he and others were beholden to the cell phone therefore unable to disconnect. In the age of COVID, he finds that his personality is pushing back toward equilibrium, making it more acceptable to be not just the business person, board member or community manager, but rather a person. Kara Permisohn, Business Development Account Executive for Minkoff Company, has found 2020 to be a year full of reflection and evolution. She learned that it is imperative to have patience and flexibility with communication and understanding of customer’s and colleague’s schedules. She believes slowing down expectations for immediate responses has been a positive exercise. Not everything is urgent all the time. She agrees with Brian, finding balance with work and personal life is more important than ever.
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Everyone, not just those involved in multi-family communities, learned lessons during 2020. Enjoy the following articles remembering that without 2020 we may never have learned how much we need each other. DECEMBER 2020
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By Kim Grant
By Nicole Tavano
Kim is senior administrative manager at Cardinal Management Group, Inc., and has been with the company for nine years. She is a member of Cardinal’s leadership team and is responsible for the overall daily tasks and long-term goals of the department.
Nicole is executive assistant at Cardinal Management Group, Inc., and has been with the company for eight years. Aside from her administrative responsibilities, she also heads the resale department.
Community Association Management Pandemic Style
T
o quote the Grateful Dead, “Lately it occurs to me, what a long strange trip it’s been.”
This lyric could not be any more perfect for the uncertainty that the world and community management has had to deal with. As we navigate our personal lives through this ever-changing time, the face of community management has changed as well. Across the board from Human Resources to Ac-
counting Representatives to Administrative Assistants the way business has been conducted on a day to day basis has dramatically evolved.
Accounting for Change With companies across the nation offering teleworking, the ability to visit a drop box at a site or have payments processed at a bank may disrupt the association’s cash flow. Associations need to anticipate possible bank
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closures or limited banking hours which could cause processing delays. Another issue to consider are delays with the postal service and payments not being delivered on time. More homeowners are now seeking direct debit and online payment options. Additionally, there will always be physical checks that arrive in the mail or drop box which need processing. Think beyond assessment payments, but also account for other income, such as: parking pass fees, pool passes, party room rental fees, fob replacements, in-unit services charges, etc. The goal moving into 2021 should be to: 1. Invest in bank scanners to process payments electronically onsite; 2. Invest in direct debit or online payment acceptance platforms; and 3. Encourage homeowners to enroll into online banking either via the Association’s platforms or their own banking institution.
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Humanly Possible Human Resource departments have had to tackle the challenge of teleworking and accommodating various requests for special accommodations. This year has been a
game-changer in the sense that there is no playbook, and it caused many companies to be creative in how we support the needs of staff while managing the business needs and requirements. The critical word has got to be FLEXIBILITY. Being flexible can afford staff the ability to stay employed, engaged, and be equipped with the knowledge needed to maintain during these tough times, not to mention ensure business continuity for the management company and/or association. Flexibility can also allow leadership the ability to retain relationships while implementing new processes to keep everyone safe and healthy, whether that is virtual training platforms or being able to use phone apps to take business calls remotely as if you were at your office desk. The biggest obstacle throughout this pandemic both personally and professionally is moral. With so much uncertainty, employees become more on edge and preoccupied. If morale is low it is only natural that the work product may suffer. The biggest feat is trying to remain positive not only for yourself but encouraging those around you to do the same. Goals for Human Resource Departments moving into 2021 should include: 1. Develop strong HR communication strategies; 2. Create a culture of continuous feedback and learning, and 3. Revamp the employee onboarding experience.
Administering Teamwork Administrative assistants strive to keep productivity up despite the obstacles we face. The main issues that administrative support staff have had to overcome and adapt to are teleworking, making sure that technology works correctly, making sure that employees have the resources they need to complete tasks and overall, the mental and physical health of employees.
Teamwork has been in the forefront more than ever in order to ensure quality work is being given and what that client needs, and issues are resolved quickly and efficiently. It is important to keep an open dialogue with the rest of the administrative team as well as the community managers to ensure all tasks are completed and expectations are met. Most communities are choosing to hold Annual Meetings virtually which has posed some challenges from an administrative perspective. There are new processes and procedures to adhere to from a legal standpoint with regards to the meetings being held virtually or utilizing online voting. Depending on the platform used, online voting can pose its own set of hurdles and learning curves. Goals for the Administrative Team moving into 2021 should include: 1. Increased communication between manager and all support staff to ensure that all deadlines are met and information is relayed clearly; 2. Equipping all staff with the tools and resources in order to efficiently manage their workflow; and 3. Providing trainings on the evolving changes to our industry standard.
Preparing for Greatness Overall, this past year has been filled with uncertainty, uneasiness and sometimes frustration. However, establishing goals moving into 2021 and developing good communication and teamwork we can all be better prepared for what the future may hold for our industry. As a society and industry, we have definitely learned that no matter how difficult the road is ahead of us we can adapt and evolve together as a team! DECEMBER 2020
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By Tiago Duncan Bezerra, ESQ. Tiago is an associate with MercerTrigiani is a member of the Virginia Legislative Committee of the Washington Metropolitan Chapter of CAI and volunteers his time to support the Virginia Legislative Action Committee. Tiago has also contributed to WMCCAI’s monthly Quorum magazine and has been a speaker in multiple programs, including most recently at the WMCCAI Conference & Expo in February 2020.
Zooming
Through the Pandemic: Virtual Meetings
R
oughly nine months have passed since the novel coronavirus (COVID-19) pandemic gripped the Washington, D.C. metro area. Nearly everyone has been impacted in some way shape or form – community associations too, as governing boards in Virginia, Maryland, and the District of Columbia have learned to navigate governance in extraordinary circumstances. The first hurdle many governing boards faced was confirming legal authority to meet virtually. Fortunately for communities located in Maryland and the District, virtual board meetings are and have been permitted, with certain conditions. Virginia communities, on the other hand, were restricted
because of laws requiring at least two board members to be present at a physical meeting location in order to conduct business. But, as reported in the July issue of Quorum, amendments to budget bills adopted by the Virginia General Assembly created a limited exception allowing boards to meet virtually during Governor-declared states of emergency as long as other notice, access, and meeting minutes requirements are met. With legal authority confirmed, community associations followed the trail being blazed by many workplaces in transitioning to remote meetings and virtual governance. In fact, in a statewide survey conducted by the WMCCAI Virginia Legislative Committee in August 2020, 84% of homeowners and over 94% of community managers reported that governing boards were meeting virtually. It is expected that this new normal of doing business will continue while concerns of transmission of COVID-19 remain prevalent. But what about after the pandemic is finally contained?
Tips for Virtual Meetings h Require registration for attendees. h Establish and communicate ground rules – at beginning of meeting. h Prepare a script for the meeting. h Make introductions at beginning of meeting.
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h Review settings for virtual meeting platform. h Communicate instructions for accessing meeting to owners clearly. h Rehearse the meeting.
There are several considerations weighing in favor of Zooming indefinitely. For one, meeting virtually provides greater flexibility to homeowners who normally have to fight through traffic, work, and familial obligations that otherwise would have prohibited attendance at meetings. The Virginia Common Interest Community Ombudsman, Heather S. Gillespie, reports anecdotally of “a great deal more [homeowner] participation” because of virtual meetings – indeed, more than 75% of survey respondents have seen an increase in member attendance. Meeting virtually can also create efficiencies that result in shorter, more productive meetings and allow managers and other community association professionals to attend meetings without the time and energy costs of travel. Additional positive comments from the survey include increases in non-resident owner participation and that virtual meetings allow for greater control over the meeting. And of course, the ability to attend a meeting without pants! Even so, virtual meetings can create a catch-22. A common concern raised is access – whether lacking internet access or owner inability or unwillingness to utilize electronic options. Although Ms. Gillespie has not received complaints from Virginia homeowners about the lack of non-electronic alternatives, she reports that boards are increasingly concerned about ensuring owners can attend meetings.
Virginia Virtual Board Meeting requirements • On-going Governor-declared State of Emergency. • Purpose of meeting must be to discuss or transact business that is required to continue operations and the discharge of lawful purposes, duties and responsibilities. • Notice of Meeting » Given to members contemporaneously with notice provided to board. » Given using best available method given the nature of the emergency. • Access to Meeting » Members must have access to “attend” meeting. Though it is encouraging that some boards are interested in ensuring owners have access, convening virtual meetings may elicit concerns about transparency. For example, it is easier to meet virtually than in person and virtual meeting platforms provide wide-ranging settings that can be used to silence unruly owners. However, safeguards, such as requiring notice of and access to meetings as well as publication of meeting minutes, may mitigate concerns about negative impacts on board transparency. Perhaps it is telling that homeowner survey responders are fairly split when indicating a preference for virtual or in-person meetings – less than 30% indicated a preference for virtual meetings, 20% prefer in-person meetings, and approximately 50% find both options acceptable. These numbers are surprising, because anecdotal feedback has been highly supportive of virtual meetings, and suggest that boards may be flexible, offering both virtual and in-person meeting options. So, are virtual meetings here to stay? Only time will tell – though for Virginians, statutory changes will be required for virtual meetings to continue being an option going forward. Preliminary feedback, however, appears to strongly favor continued use of virtual meetings to some extent, with almost 88% of homeowners and 93% of managers reporting an interest in continued Zooming. Ultimately, it is more likely than not that many governing boards will continue to meet virtually when the pandemic is behind us. But, because we are inherently social creatures and crave face-to-face interaction, in-person meetings will certainly return.
» Members must be provided with an opportunity to comment on association matters. • Minutes of Meeting » Must be distributed to members following meeting by the same method used to provide notice of the meeting. » Content of minutes must include: Ȥ The nature of the emergency, Ȥ The fact that the meeting was held by electronic communications, and Ȥ The type of electronic means by which the meeting was held.
Virtual Meeting etiquette h State your name when you begin speaking.
h Position camera properly – at eye level.
h Project a cheerful and positive tone when you speak.
h Ensure background is clean and work appropriate.
h Turn your video camera on when speaking.
h Look into camera when talking instead of looking at yourself.
h Eliminate distractions and avoid multitasking.
h Be aware of audio and video settings – mute yourself if necessary. h If possible, refrain from eating or drinking while video is on. h If you need to leave the meeting, inform the meeting leader.
DECEMBER 2020
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By Crishana Loritsch, CMCA, AMS, PCAM Crishana is the Executive Director for Franklin Farm Foundation in Herndon, VA. Ms. Loritsch is an active member of the chapter and volunteers on a number of committees and is the co-chair of the Virginia Leadership Retreat Committee. An avid reader, she is known to be reading no less than four books at any given time.
The New Normal
(And, Other Things That We Cannot Control)
T
he new normal is a phrase commonly used to describe a state that is not looked forward to but a state that one must be resigned. Lately, it has been used in response to the COVID pandemic and the need for adjustments to be made in our everyday lives. While we all understand, theoretically, that things will not return to the way they were, it is a different thing altogether when we must practically put things into place that reinforce this reality, allowing us to return to the business of life, although it will not be business as usual.
Community associations are uniquely challenged during this pandemic because while they are non-stock corporations where business must be conducted, they are also neighborhoods where people LIVE and as such, business decisions must be made with the people living with these decisions in mind. Routine decisions can become emotionally charged because now there are more eyes at home that see the decision and how it is 20 | QUORUM
carried out when before they may have gone unnoticed. Furthermore, a sense of a loss of control may be contributing to a heightened emotional response. It is then that the adage of “it’s not personal, it’s business� rings hollow. The fact is it is business, and it is personal because it affects our residents on the micro level and the effects manifest themselves in a real and personal way. One such business decision that became emotionally charged for many community
associations in our region was whether to open their pool facilities. Just prior to the unofficial start of summer, news outlets were reporting about pool openings, casting a spotlight on a part of community operations that is already stressful with pool inspections, suspension of privileges to owners with delinquent balances, personnel and staffing issues and now throw in safety concerns related to COVID-19 and this innocuous business
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decision carried with its significant business and personal implications. Gone were the carefree days of summer with grandparents visiting and taking the kids to the neighborhood pool for a day of fun in the sun. Now associations revised their policies to resident only use for the pool facility. Association attorneys grappled with daily changes in executive orders for the region careful to make sure their recommendations to their clients adhered to requirements set forth while not completing disregarding resident’s rights for use and enjoyment of the facilities that are supported by their assessments. Some associations made the even more difficult and not popular decision to keep their pools closed altogether due to considerations such as the inability to meet and sustain cleaning practices and social distancing requirements due to financial constraints, while those who chose to open, even with limited hours, now face budget deficits. There were no clear winners in either scenario. This is the new normal and one that is not totally within the control of the association or its residents about outcome. How does one go on from here? Firstly, we must no longer adhere to the false narrative of being in control. While listening to a podcast several weeks ago, the speaker made this observation. She said, “We have become addicted to a false value of comfort and of the illusion of control,” and while she was speaking specifically toward the Western world and specifically the US in our response to adversity, it is applicable in the association realm too. Let us face it. Those who live in community associations are very satisfied and this is statistically supported, however, as soon as the sense of control is threatened and decisions are made that are less than ideal or even adverse by some standards, dissatisfaction increases. What happened? The illusion of control was threatened.
Secondly, we must recognize that while we are not in control, we can find areas where we can respond in ways that while not controlling the situation at hand, can lead to a more favorable outcome. While we are not in control of most things that occur, we are in control of our response to them. Using the pool opening example, volunteer leaders who are being criticized for making the tough call can choose to listen from the perspective of their disappointed owners, looking at feedback received to look at ways to mitigate concerns going forward. For owners, its understanding that while the feeling of disappointment and inconvenience is real and may have been communicated to association leaders, it cannot outweigh counsel received to act in the best interest of the community at large. This is critical to being an effective fiduciary. Lastly, we need to admit our need for people, now more than ever before and look for ways to connect, for opportunities to use our residents who are available in our communities who would otherwise be unavailable but due to the pandemic, are spending more time at home. Finding creative ways to foster connection in our communities can be challenging, especially in today’s climate but to thrive in the new normal, we must keep your eyes open for new inspiration. We cannot rest on our past measures. Adjusting to the new normal requires that we drop the “new”, adapt and embrace the change and relinquish the myth of control so that we can move forward with resilience and strength.
DECEMBER 2020
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By Bryan Newby, CMCA, AMS Bryan is the General Manager of The Representative Condominium located near Pentagon City in Arlington, VA. He joined Legum & Norman at the beginning of 2020 and is a committed member of CAI. He is currently working towards his Professional Community Association Manager (PCAM) designation and serving as a mentor to colleagues within and outside of the Community Association industry.
Virus Protection … Not the Computer Type
T
he year (2020) was starting and managers around the industry were recovering from completed budget seasons and annual meetings. We were busy situating new boards, reviewing annual goals, excited to lead our communities into a new year when all of this came to a screeching halt. The world, and we as managers, faced something completely new – COVID-19. Our goals and strategies for the year changed and we were forced to pivot, adapt, and lead in a new and challenging climate. No two days are the same in our industry, right? Well, that took on a whole new meaning in 2020. Managing through a rapidly developing pandemic that changed by the hour in the early stages meant we had to be agile and we had to think fast. Putting us all to the test.
ance carriers for direction, and you compile it all and create that missing section and get to work. In the past, we may have written this in ink, confident that the unknown was covered, but 2020 showed us that when it comes to virus protection, we should write it in pencil because things change and change fast. The goal of a disaster/emergency preparedness plan is to protect the lives of the building’s occupants, employees, and visitors, while also protecting the property owners’ investment. The mission in 2020 and beyond, remains the same. When adding a virus protection strategy to your disaster plan, it requires thorough research and teamwork with those that have in-depth knowledge within their respective fields. Managers, at-
In times of disaster, managers open their playbook to navigate through some of the worst situations that exist. Everything from fire, to leaks, and even active shooters. However, none of us had a section on Virus Protection. What do you do when you need to create something new? You lean on your resources, you contact your colleagues and brainstorm, reach out to your mentors and industry leaders for guidance, contact your attorney and insur-
torneys, insurance brokers, human resource professionals, public relations specialist, state and local officials, and in this case, janitorial and medical professionals as well. Seek
these individuals out and lean on them for support and education and create your plan with their collaboration. With every disaster plan, communication is critical. COVID-19 dominated the headlines and with everyone receiving information much quicker than they were ten years ago or even five years ago for that matter, it is critical for your communication strategy to remain proactive instead of reactive. Your goal should be to show that you are aware of and understand the situation, that you are actively working to keep people safe while encouraging your audience to implement best practices. It takes a village in community management, but there must be great leaders at the helm of any organization. Managers lead, direct, and encourage others and all of this can be done through great communication. The year has come and gone but COVID-19 remains. We have all learned a lot of lessons through this process and have changed our virus protection plans several times over. Most events in our disaster plans happen quickly, but when it comes to a pandemic, it has been proven to be a much longer process requiring endurance, stamina and agility. We must remember that no plan will be perfect but no plan at all can allow an emergency to turn into a disaster. As always, prior proper planning prevents poor performance, people please prepare yourselves. DECEMBER 2020
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By Peter Greeves Peter is President and co-owner of EJF Real Estate Services, Inc. and EJF Maintenance Services, Inc. EJF is a full-service real estate company offering sales, leasing, property management, in house maintenance and real estate development. Peter is a Certified Community Association Manager and an active member of the Greater Capital Association of Realtors, the Property Management Association, the Community Association Institute, the National Association of Residential Property Managers (past chapter president) and the DC Preservation League.
T E C H N O LO GY
Through COVID-19
I
n early March 2020, the leadership team in our office started talking about the Novel Coronavirus or COVID-19 disease that appeared to be poised to be some kind of disruption to operations. At the time, we had no idea the scope of this disruption. We began formulating a plan. It became clear that we were not going to be able to continue the status quo with all our employees coming to the office every day for work. But how could we structure the business to allow us to keep providing our clients with the high level of service they have come to expect while keeping our employees safe?
At EJF, we admit that we had a bit of a head start on the infrastructure to allow our employees to work from home. We already allowed for our employees to work from home when approved and on a scheduled basis as long as they had the equipment in place at home to allow them be successful. Some members of our team were already primarily working from home. What we faced was the need to rapidly scale up our online support. On March 17, we called an all-hands meeting and let the office staff know that we
were going to close the office indefinitely. At the time, we were not sure what that would mean and how long that would last. Employees were encouraged to pack what they felt they would need to allow them to work from home for a while. As the pandemic spread and public health concerns, in addition to government orders, kept us all at home, we continued to re-evaluate our position. We set a schedule so that our employees were able to come back to the office a few at a time to pick up more equipment as needed to set up more sophisticated home offices. Some of our team members took their entire computer set ups home while others were happy to work with their existing home office set ups. Working from a Microsoft-based platform, we already had our file infrastructure available in the cloud, so our team was able to access the thousands of documents we would need to support our clients. Like many other management companies, we use a webbased software for our primary software, so that was another box already checked. We learned to live with minor inconveniences. Most of us do not have scanners in our homes. So we’ve expanded PDF writing capability to allow for e-signatures for proposals and documents. Or, we’ve been able to sign documents and take pictures with our cell phones and send that instead of a PDF for a ratified contract when necessary.
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Our vendor partners have also adapted, allowing for these kinds of exceptions, or setting up alternates for us to use. One area where we found we had a weakness was our phone system. We found that with everyone working remotely, it was strung too thin and are now in the process of transitioning to a new phone server. We’ve all adjusted to online meetings and conference calls. We had just begun using Zoom and GoToMeeting as platforms to meet with our clients and vendor partners prior to the pandemic. The show must go on, and as demand for online meeting capability expanded, EJF has expanded our Zoom subscription so all our clients can have their meetings as regularly scheduled. As we entered annual meeting season, we worked with vendor partners to identify and evaluate voting software to allow those meetings to take place as needed remotely. Internally, we have moved to using Microsoft Teams as a primary communication tool between members of our staff. We have a robust chat among our property managers where resources are shared, issues are discussed and sometimes we just send memes. We hold regular meetings on Teams, which allows us to share documents and update them while meeting. The screen share capability allowed in Teams has been invaluable in aiding collaborative work. Throughout the pandemic, we have had a stalwart crew of essential employees who have been working in our office on a regular (some of them daily) basis. There simply are some functions which cannot be accomplished remotely. Like many others, we have come to realize that some of the simplest functions are the most important. The mail still gets delivered and has to be opened. Payments are made and have to be processed. Through it all, we have been blessed with dedicated team members who have continued to adapt to the changing situation and continue to support our clients and each other to the best of their ability regardless of their physical location. DECEMBER 2020
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By Aimee Winegar, CMCA, AMS, LSM, PCAM Aimee has worked in the field of community management for 30 years. She is currently a large-scale manager for Community Association Services, Inc. in Frederick, MD. She sits on the Quorum Editorial Committee of WMCCAI and is co-chair of the WMCCAI Maryland Legislative Committee.
Discovering
What It Means To Be
Essential
T
hree million years ago, in late March 2020, we were told that in order to protect ourselves and others, all “non-essential” activities would be curtailed under executive orders, and how we con-
duct “essential” activities would be modified to a significant degree. People closed their businesses, packed their offices for athome work, bought disposable masks and went home. Children were sent home from
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schools, grocery store shelves emptied of cleaning products and canned goods. Letters of passage were handed out to people whose jobs were deemed so important that they had to be done, and carefully guarded against the possibility of government questions if we were caught on the road. Traffic jams disappeared as fast as Clorox. Uncertainty ruled the day. In our on-site community management office, most of our records and much of our work is already digital, and we are networked sufficiently that when the order was sent out, we went home secure in our ability to work remotely. And work we did, responding as usual to very unusual conditions. Our work-from-home experiment lasted roughly 38 hours, when it became clear that, really WE ARE ESSENTIAL. Not just lower case essential, but all caps, 18 point, ESSENTIAL. And so is our physical presence in our community. What were the triggering factors to identifying our essential nature?
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For one thing, the nature of our job changed. We went from managing a property that is largely deserted during the day, to a community that is fully populated at all times. Residents were initially concerned about cars that didn’t move – some
of which still haven’t because their drivers have nowhere to go. Or cars with expired tags, because the DMV was closed and tags couldn’t be renewed. Or, the kids, kids, KIDS everywhere, all the time, and why are they so noisy when adults are working from home, or trying to sleep because they can’t work from home? The number of resident complaints about other residents skyrocketed, and we morphed from being community managers to camp counselors. We found ourselves repeatedly explaining that not every annoyance constitutes a covenant violation. Many of these conversations required that we “visit the scene of the crime”, as it were, to confirm that there were no violations of the governing documents. Within a week of starting remote work, our office largely ended it in order to be available to provide therapy to the many people who had never really been home from nine to five.
We watched in a little bit of horror as covenant violations increased dramatically. With so many people home all the time, there was more trash and even more of it was placed out for collection improperly. Bored homeowners started adding things to their homes without the required prior permission – porches, planters, pavers, pools. There was a string of well-intentioned but poorly-thought-out Pinterest-inspired front door paint incidents, in which people covered over their approved colonial doors with “something more cheerful” in bright yellow, violet, and orange. Violation notices were distributed, applications were received, and denials were sent back with demands for on-site follow-ups.
Did we mention the pools? As The Great Shutdown spread from spring to summer, temporary pools began to bloom like dandelions. Many of them unfenced and very large – when one of those split open and flooded a neighbor’s yard, our staff was called on to help. These are situations that, much as we tried, we could just not address from the comfort of our own kitchens. With summer, The Great Shutdown was replaced by The Lesser Shutdown and Community Unrest. Petty vandalism and graffiti – mostly in chalk but some in paint – increased. Some was of such a degree that the police were asked to intervene, which they did, but others required a lighter response. These are situations that were noticed by managers in the community – they were not reported by residents (many were afraid of retaliation). Throughout all of this, we received hundreds of resident requests for repairs to community elements. Potholes, chipped stairs, damaged trees… people who rarely left their homes in daylight before were now outside at lunchtime, and noticed all sorts of things that bothered them. And whether their complaints were warranted, or even the association’s responsibility, everything had to be checked out and explained. As time has passed, our physical presence in the community has truly been essential. Could these tasks have been done from home – particularly if we were portfolio managers? Probably. But there have been great benefits to operating our business a bit more like “normal times”. It seems that our residents value a consistent presence in and attention to their community. The old adage is that Home is where the heart is, but in COVID time, it is also the location of the job, the school, the restaurant, and the car repair shop. Our residents’ homes have grown in value to them, and it appears that our service has, as well. DECEMBER 2020
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Webinar Series
VIRTUAL BOARD LEADERSHIP DEVELOPMENT
Workshop &
Congratulations – you’ve been elected to your association’s Board of Directors! Learn about how to be fair and effective in your role as a leader in your community. Know your duties and responsibilities in managing operations and maintaining assets. Learn how to hire the right management staff and service providers, establish sensible and enforceable policies, interpret the governing documents and communicate with your membership. Our two-part virtual series begins with our Board Leadership Development Workshop which will take you through the Financial and Governing Documents Modules the second part will answer your questions with a 2-hour Q&A session. Join Kevin Kernan, Esq., Whiteford, Taylor & Preston, LLP, Kathryn Hutchison, CMCA, AMS, PCAM, Greenhouse Condominium Council of Co-Owners, Inc., and Christa Brady, PCAM, USI Insurance Services, LLC. as they take you through a comprehensive look at what it takes for Board members to work collaboratively and productively to build a sense of community in an association while keeping an eye on the future.
Session
WhO
This program will benefit Homeowners & Managers
When
Tuesday, December 8, 2020 Thursday, December 10, 2020 5 – 7pm
HOW
Visit www.caidc.org to register for this event
WheRE
Weblink will be emailed to registered attendees
CREDITS
This program is worth four (4) credit hours
Sponsors
Board Leadership Development
Chancellor
Dean
Dean
REGISTRATION RATES
REGULAR RATE
MEMBER
$60
NONMEMBER
$75
Professor
Professor
7600 Leesburg Pike, Suite 100 West
E-mail: events@caidc.org
Falls Church, VA 22043
Web: www.caidc.org
T: 703.750.3644 F: 703.941.1740
Professor
By Kevin P. Kelly Kevin is a business development specialist with the full-service marketing firm, Graphcom. He works out of Graphcom’s signage division. Kevin has worked in the sign industry since 1981 and has worked in almost every area within a sign company. He currently sits on the Quorum Editorial Committee.
IS THIS THE
New Normal? A BUSINESS PARTNER’S PERSPECTIVE
B
efore COVID-19, the life of a business partner, in my case, a salesperson, was difficult enough. The company I work for refers to my position as “Business Development Specialist”. That is what I do, develop business. If I were an order taker or an “inside salesperson,” the pandemic would have been more of a bump in the road. As someone who routinely met with clients and prospects, outside of the office, and performed site surveys, to determine a solution to the customer’s problem, this is more than a bump. The major part of my business comes from referrals; predominantly, referrals from a client to a prospect. Referrals come from building long and lasting business relationships, but also from the client I just took on. People are more than happy to put in a good word for you if their experience with you checks all the right boxes. The challenge now becomes, for outside salespeople, adapting to an environment that prohibits or frowns upon face to face meetings. Personality, charm, and affability are hard to convey in an email. Phone calls are easier to display these traits but getting someone on the phone is sometimes a chore. Video meetings on GoToMeeting, ZOOM or Microsoft Teams, for example, are a great way of staying in front of your clients or prospects when a face to face meeting is not an option. They also allow you to present digitally to
clients or prospects. They are not, however, the optimal way to develop a new or to build upon an existing relationship.
to read people, adapt to situations you are presented with, develop trust, and make a stronger connection.
Most of the people I talk with say the same thing: every task has been made more difficult or more time consuming since the advent of COVID-19. Therefore, you don’t accomplish as much in the day as you did before Coronavirus. These days of falling short accumulate and build stress and anxiety in us all. As hard as you think you have it, others have it worse. That includes your customers.
Emotional IQ: Aiding in the development of leadership, this is the ability to read and control your own emotions, including stress, anxiety, and conflict, thus increasing work performance and satisfaction.
This brings us to another subject that is more important than ever for a business partner to possess. Soft Skills.
According to Forbes.com: “Soft skills are skills that, despite being difficult to measure, have a large impact on the value an employee brings to an organization… soft skills encompass a wide variety of qualities…” Empathy: One of the most important of these soft skills. It is the ability to understand and share the feelings of another. This helps
Communication: The best communicators listen and discern, as much or more than they talk. No one ever learned anything from talking. Being able to determine and uncover a customer’s pain points, is as valuable as any other skill. Self-Awareness: A soft skill that leads them all. Without this skill, you will be hard pressed to realize your own deficiencies and develop them to where they need to be. All of these skills are more valuable than ever, in the days of COVID-19. Every measure that can be taken to anticipate a client or prospect’s needs, should be taken. Any skill that you have or that you can develop, through reading a book or article, through watching a video, by picking the brain of someone you know or work with that possesses these skills, do so. Your customers will thank you for it. Your fellow employees will thank you for it. Everyone in your life will thank you for it. DECEMBER 2020
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By Tina Hayman, CMCA, AMS Tina is the General Manager for Midtown Bethesda North Condominium in North Bethesda. She credits her successful career to the education programs offered by CAI, the support of her colleagues and the ensuing friendships. Mentoring is a subject close to her heart and she hopes this will inspire other managers to share their knowledge and experiences. This year Tina participated in the Potomac Watershed Clean Up and the WMCCAI Golf Committee. She hopes to be a more frequent contributor to Quorum Magazine.
Modern Mentoring M
entoring is defined as a professional relationship in which an experienced person assists another in developing specific skills and knowledge that will enhance the less experienced person’s professional and personal growth. For up
and coming community managers it means being paired with someone who has gone down the same road you are on now. Each of us have our own definition of success; the objective is to gain the skills and knowledge needed to reach that personal goal.
Professional networking provides a modern form of mentoring through online social networks that encourage the sharing of ideas, vendor recommendations and continue to seek out likeminded professionals. Attend sponsor related events, seminars, and trade shows. Volunteer for committees or run for the CAI board of directors. Being a mentor plays a role in promoting employee engagement and support, especially for less experienced managers. Routinely a new employee receives a company handbook and a quick staff introduction. A formal mentoring program plays a significant part in developing the skills and knowledge to learn the ropes and be a successful part of the management company team. Few successful professionals and leaders get there on their own. Guidance and support of others in your field is critical component in maintaining productivity, retaining employees, and advancing your career.
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To build a stronger relationship, talk about career goals for their current job and how they hope to meet these goals. It is perfectly fine to chat about weekend plans or discover that you both have the same hobby. Being a mentor can provide you with a fresh outlook on your own career goals. Often, we perform our daily tasks routinely, taking the time to see our job through a fresh set of eyes can bring a new sense of satisfaction
and fulfillment. Listen and support, ensure your mentee is following the code of ethics and follows the best practice rule when dealing with a Board member, committee member or contractor. WMCCAI and CAI provide a wide variety of methods in which they mentor new and experienced management professionals. From the introductory M100 through the highly motivationally M300 courses, this form of mentoring helps to shape a better manager and with that, great communities for the residents to live. There are continuing education classes for those who achieve the designation of PCAM. Quorum and other industry related publications never fail to provide insightful and timely articles from business partners and community managers. Social distancing has changed the way we meet and communicate with each other. With management companies still hiring, there are innovative and creative ways to acclimate a new manager. Now is the time to explore new ways to connect through Zoom meetings, conference calls, email, and even virtual coffee chats. This is a good test of your listening skill; you can offer support and provide strategies to help navigate the tough challenge of managing their communities and resident concerns. As a mentor, sharing your own personal experiences, both good and bad, allows the individual an opportunity to easily share their own issues and mistakes.
Mentoring takes time and commitment but can potentially improve employee retention, career success and an increased desire to remain in your chosen field. Be clear about your own goals and create an agenda to stay focused and on track. Help build a network of managers and other professionals to create strong and long- lasting relationships. For the management company, a mentoring program is an invaluable tool in limiting manager turn-over and increasing job satisfaction. A mentor can assist in the socializing of a new hire, introducing them to their co-workers and integrating them into the company’s culture. The pandemic is not a permanent condition, continue to monitor performance and make that extra effort to stay in contact. While it is more time consuming than a quick face to face meeting in the office, virtual mentoring will ensure productivity and encourage professional development. The final result of your relationship as a mentor will be mutually rewarding.
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By Doug White, P.E. Doug has over 30 years of diversified experience in engineering design of buildings, structural engineering, building investigations, reserve studies, forensic engineering, construction project management and administration, and construction cost estimating. He is a technical expert on building structures, structural repairs, façade restoration, water intrusion, waterproofing, roofing, failure investigations, historic buildings, and building construction. He is a registered professional engineer in the District of Columbia, Maryland, Virginia, Kentucky, and North Carolina.
Construction
in the Time of COVID
T
he coronavirus and subsequent shutdowns have affected most parts of our lives, including Quorum going digital. The construction industry has not escaped either. Although most construction was deemed “essential” during the pandemic, there have been profound changes. Construction of new buildings was affected more than repair and restoration work, but all parts of the industry have been disrupted to some extent. The primary changes seen in the industry at large include: Jobsite safety. The concept of construction safety has expanded to include protection against spreading disease. This
can mean staging work to avoid large groups of workers in close proximity, better cleaning practices, and more personal protective gear. Worker exposure to silica dust has long been regulated by OSHA and this means that concrete and masonry repair workers have been using N95 masks and respirators before the coronavirus. For these trades, little has changed in their daily work practices. Project duration. Some safety practices have slowed production levels. Supply chain disruptions have delayed some work. The result is that most construction projects take longer than they did before the pandemic.
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Supply change disruptions. Some materials have become harder to obtain. One reason is that changes in work practices affected many factories and warehouses, slowing manufacturing and transport of many items. Some materials became scarce. Since our network of manufacturers and suppliers has become very complex and interconnected, small disruptions in parts of the system disrupt the entire industry. More prefabrication. For decades, building construction has been moving towards using more prefabricated components with less field assembly. Factory-built components can have better quality control and some components are too complicated to be assembled on a construction site. Another advantage of factory assembly is that worker protection is easier to control in a factory setting than on an open construction site. Union influence increased. Union participation in construction has declined for a long time, but unions have become more influential now that workers have become more concerned about having better workplace protection during the pandemic. Whether this will become a long term trend is uncertain.
Premium reserve products are for new money only (money not currently held by CIT Bank, N.A.) Funds in excess of FDIC insurance coverage limits are covered by a third-party issued surety bond. Such excess funds are not subject to FDIC deposit insurance. The surety bond providing excess coverage over FDIC insurance may be cancelled at any time upon 30 days’ written notice. Should a notice of cancellation be given, CIT will contact the client to discuss alternatives to provide for the continued safety of funds. May not be available in every state. ©2020 CIT Group Inc. All rights reserved. CIT and the CIT logo are registered trademarks of CIT Group Inc. Deposit and loan products are offered through CIT Bank, N.A., the FDIC-insured national bank subsidiary of CIT Group Inc. MM#7877
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Changes in management practices. Workplace management has been profoundly changed by switching to largely virtual workplaces. This has also affected construction with most management meetings going virtual.
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Accelerated adoption of new technology. Building construction has been resistant to adoption of new technologies such as robotic assembly and new composite materials. The pandemic has created new incentives for the industry to adopt new methods and materials. The effects of the pandemic on construction have varied by state and locality. Rural areas have seen few changes because the population density is small. In urban areas, many projects were paused or discontinued so that the work could adapt to the new circumstances. Some work, such as road construction, has accelerated. Commercial building construction has slowed substantially since the future demand for office space is highly uncertain. So far, we have seen little effect on construction costs. While increased cost for worker protection and supply chain disruption are factors that would tend to increase costs, reductions in demand in some areas have increased competition among contractors and lowered costs. The long term effect of the pandemic on construction costs is very uncertain. Renovation work in residential buildings has been affected where resident and worker proximity became a big concern. Perhaps the biggest challenge in residential condominiums for renovation work has come from resident objections to construction work now that many people are working from home. A lot of construction involves noise and dust that was acceptable when the community had fewer people at home during the day. Now that people are working from home and many have children trying to do remote learning from home, noisy construction work is less tolerable. Overall, construction has suffered less than most industries during the pandemic. There will be long term changes but they are impossible to predict at this time.
703-642-3246 7619 Little River Turnpike, Suite 210 Annandale, VA 22003 NorthernVirginia.SentryMgt.com 540-751-1888 602 South King Street, Suite 400 Leesburg, VA 20175 Loudoun.SentryMgt.com 998684_Sentry.indd 1
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By Brendan P. Bunn, ESQ., CCAL Brendan is a shareholder in the law firm of Chadwick, Washington, Moriarty, Elmore & Bunn, P.C. in Fairfax, Va. and served as President of the Washington Metropolitan Chapter CAI in 2005.
legal lessons learned T
he 2020 pandemic surely changed the community association world in myriad ways. From adapting to the pressure of “work from home� orders
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to navigating video-conference board meetings, community associations have faced challenge after challenge in 2020. When the smoke clears, what are the more
enduring lessons from 2020 that can be applied in the long term to improve governance and association operations? Consider these:
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in
2020
Mine Existing Options in Documents The community association world changed when shut-down orders effectively banned in-person membership meetings due to social gathering restrictions, leaving associations instinctively grasping at emergency legislative solutions. However, some communities found their existing documents already contained “use of technology” provisions allowing the exercise of association membership rights via electronic communication. For these associations, video-conferencing was already a potential – although untapped – option for membership meetings, separate from the pandemic-related need. The lesson? Know your governing documents — and modernize governance practices where possible, before circumstances force you to do so.
Don’t Wait to Update Most communities put off amending their governing documents until a critical issue arises that leaves them little choice. In the same vein as knowing your governing documents, updating them can be just as important. If an association amended its documents in 2017 to allow for electronic communication at membership meetings, the community would have had a ready-made solution to handle the 2020 crisis, when associations were suddenly forced into the virtual meeting environment. Do not put off modernizing your governing documents.
Pay Attention to Your Insurance Professional Many boards discovered during the pandemic that their association’s liability policies contained exclusions for virus- or disease-related claims, leaving associations potentially open to uncovered COVID-related claims as facilities reopened. Some of these exclu-
sions were added to liability form policies in the wake of the norovirus problems on cruise ships, a development that got little attention when it happened. If boards met with their insurance professionals more often to review coverages, perhaps a virus-claim rider could have been discussed as an option before the 2020 pandemic arrived in the United States.
All Politics Are Local 2020 made it apparent that the community association industry could build more active relationships with state and local executive branches. While state shutdown or re-opening orders often contained decent detail for certain types of common facilities, these guidelines often missed the mark when applying them in a private community association context. Are condo gyms included? Is a community association pool a “civic” pool? While many clarity issues were ultimately resolved via outreach to a mayoral staff or a governor’s office, misunderstandings could have been avoided by having a community association seat at the table from the outset, illustrating the need for more ongoing, regular contact with our local executive branches.
The Meaning of “Community” Yes, our industry always preaches that associations are businesses and should be operated primarily in that vein. However, the fact remains that association members are also part of a community, and a global disaster like the pandemic reminds us of the need to provide meaning to that concept. Allowing payment plans for members affected by COVID or temporarily easing enforcement of some covenants can be humane — but also constitute a good business decision to help one’s neighbor weather difficult times. DECEMBER 2020
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Directory and Classifieds ASPHALT PAVING/MAINTENANCE/REPAIR
Brothers Paving & Concrete Corporation 9469 Hawkins Dr T: (703) 393-1927 Manassas, VA 20109 F: (703) 393-1928 Paul Battista info@brotherspaving.com Espina Paving, Inc. Asphalt/Concrete 15441 Farm Creek Drive T: (703) 491-9100 Woodbridge, VA 2191 F: (703) 491-9101 Serving: MD, DC, VA info@espinapaving.com ATTORNEYS
Thomas Schild Law Group, LLC www.schildlaw.com 401 North Washington Street, Suite #500 T: (301) 251-1414 Rockville, MD 20850 Thomas C. Schild, CCAL tschild@schildlaw.com Scott J. Silverman ssilverman@schildlaw.com ENGINEERS
ETC Engineering and Technical Consultants Inc. Water intrusion, roofing, exteriors, windows, balconies, property studies, structural & architectural services www.etc-web.com T: (703) 450-6220 Mindy Maronic mindy@etc-web.com The Falcon Group www.falconengineering.com 7361 Calhoun Place, Suite 325 Rockville, MD 20855 T: (240) 328-1095 Stew Willis info@falconengineering.com GENERAL CONTRACTORS
Ploutis Contracting Co, Inc. T: (703) 360-0205 8365 Richmond Hwy F: (703) 360-5439 Alexandria, VA 22309 info@ploutiscontracting.com Stella Ploutis www.ploutiscontracting.com INSURANCE
Griffin Owens Insurance Group www.GriffinOwens.com 847 Station Street, Herndon, VA 20170 T: (571) 386-1000 Offices also located in Falls Church & Manassas Daniel Flavin, CIC, CRM dan@griffinowens.com JANITORIAL
Clean Advantage Corporation 9701 Philadelphia Court, Suite G-7 T: (800) 315-3264 Lanham, MD 20706 F: (301) 595-3331 www.cleanadv.com info@cleanadv.com
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LAUNDRY ROOM EQUIPMENT AND SERVICES
Caldwell & Gregory, Inc. Your Commercial Laundry Professionals 129 Broad Street Road Manakin-Sabot, VA 23103
T: (804) 784-6100 F: (804) 784-7418
MANAGEMENT SERVICES
Associa Community Management Corporation, AAMC 4840 Westfields Blvd, Suite 300 T: (703) 631-7200 Chantilly, VA 20151 www.cmc-management.com John Tsitos, CMCA, AMS, PCAM jstitos@cmc-management.com Barkan Management, LLC AAMC 8229 Boone Blvd., Suite 885 T: (703) 738-2501 Tysons Corner, VA 22182 F: (703) 388-1006 Michael Feltenberger, CMCA, AMS, PCAM Senior Vice President CAMP, AAMC (Community Association Management Professionals) www.gocampmgmt.com T: (703) 821-CAMP 4114 Legato Road, Suite 200 Fairfax, VA 22033 hgraham@gocampmgmt.com 209 West Street, Suite 302 Annapolis, MD 21401 sblackburn@gocampmgmt.com Capitol Management Corporation 12011 Lee-Jackson Highway, Suite 350 Fairfax, VA 22033 L. Peyton Harris Jr., CMCA, CPM lph@capitolmanagementcorp.net
T: (703) 934-5200 F: (703) 934-8808
Capitol Property Management Corporation, AAMC 3914 Centreville Rd, Suite 300 T: (703) 707-6404 Chantilly, VA 20151 www.capitolcorp.com Jeff Lawrence, CMCA, AMS, PCAM jlawrence@capitolcorp.com Cardinal Management Group, Inc., AAMC 4330 Prince William Parkway, Suite 201 T: (703) 569-5797 Woodbridge, VA 22192 www.cardinalmanagementgroup.com cardinal@cardinalmanagementgroup.com Thomas A. Mazzei, CMCA, AMS, PCAM CFM Management Services, AAMC 5250 Cherokee Ave, Suite 100 T: (703) 941-0818 Alexandria, VA 22314 F: (703) 941-0816 Christiaan Melson, AMS, PCAM cmelson@cfmmanagement.com Comsource Management, Inc. AAMC www.comsource.com 3414 Morningwood Drive T: (301) 924-7355 Olney, Maryland 20832 F: (301) 924-7340 Gary M. Simon, CMCA, AMS, PCAM gsimon@comsource.com
MANAGEMENT SERVICES (CONT’D)
FirstService Residential DC Metro LLC, AAMC 11351 Random Hills Road, Suite 500 T: (703) 385-1133 Fairfax, VA 22020 Robert Teeling robert.teeling@fsresidential.com KPA Management, AAMC www.kpamgmt.com 6402 Arlington Blvd., Suite 700 T: (703) 532-5005 Falls Church, VA 22042 F: (703) 532-5098 Offering personalized service Ed Alrutz, CPM, CMCA, PCAM ealrutz@kpamgmt.com Legum & Norman Inc. AAMC 3130 Fairview Park Drive Ste 200 T: (703) 600-6000 Falls Church, VA 22042 www.legumnorman.com Marc B. McCoy, CMCA, AMS MMcCoy@legumnorman.com Sentry Management www.sentrymgt.com 7619 Little River Turnpike, Suite 210 T: (703) 642-3246 Annandale, VA 22003 602 South King Street, Suite 400 T: (540) 751-1888 Leesburg, VA 20171 Dave Ciccarelli, AMS, PCAM dciccarelli@sentrymgt.com Sequoia Management Company Inc., AAMC 13998 Parkeast Circle T: (703) 803-9641 Chantilly, VA 20151-2283 www.sequoiamanagement.com Craig Courtney, PCAM ccourtney@sequoiamgmt.com
INDEX TO ADVERTISERS A Alliance Association Bank...............................................................................................................20 Associa-Community Management Corporation, AAMC....................................................................10 B Barkan Management, LLC, AAMC..................................................................................................22 Brothers Paving & Concrete..............................................................................................................4 C Caldwell & Gregory, Inc...................................................................................................................30 PAINTING SERVICES AND RETAILERS
Capital Painting Co. www.capitalpainting.net 5520 Oakwood Road T: (703) 313-0013 Alexandria, VA 22310 F: (703) 922-1826 George Tsentas george@capitalpainting.net Reston Painting & Contracting 619 Carlisle Drive Herndon, VA 20170 David Hamilton
T: (703) 904-1702 F: (703) 904-0248 dave@restonpaint.com
RESTORATION SERVICES
Titan Restoration Co Warrenton, VA T: (540) 349-1503 www.titanrestoration.com F: (540) 349-1512 Anita Puckett apuckett@titanrestoration.com
Capital Painting Co.........................................................................................................................25 CIT - Community Association Banking & CondoCerts......................................................................32 Clean Advantage Corporation T/A Condominium Cleaning Service..................................................40 Cowie & Mott P.A............................................................................................................................15 F The Falcon Group.............................................................................................................................7 FirstService Residential DC Metro, LLC, AAMC................................................................................39 G Gardner Engineering, Inc..................................................................................................................8
TWC Services, LLC PO Box 150277 T: (703) 971-6016 Alexandria, VA 22315 www.twcserv.com Linda Walker info@twcserv.com
Miller-Dodson Associates................................................................................................................24
WINDOWS & DOORS
P
Windows Plus, LLC 4321 Markham Street T: (703) 256-0600 Annandale, VA 22003 F: (703) 942-6987 Kimberly Wayland kknight@windowspls.com
Ploutis Contracting Co., Inc.............................................................................................................39
M
R Reston Painting Company................................................................................................................2 S SageWater......................................................................................................................................14 Sentry Management, Inc.................................................................................................................33 T TWC Services.................................................................................................................................15 W Williams Professional Painting.........................................................................................................16 Windows Plus, LLC.........................................................................................................................34 WINTRUST Community Advantage Bank.......................................................................................26
DECEMBER 2020
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CUL-DE-SAC
By Liliana Martinez, CMCA, AMS Lili is the director of management operations at National Realty Partners, LLC (NRP), where she has been a key part of the NRP team for many years. She has been working in community association for more than 10 years collectively. Lili currently serves as co-chair of the Quorum Editorial Committee and has been an active member on the committee and across the Washington Metro Chapter for several years.
Reflections from 2020 – It Wasn’t All Bad!
A
s we prepared to ring in 2020 it was destined to be the year of highest hopes and major accomplishments. Many looked forward to the start of a new decade with much desire for positive changes. Little did we know it would bring a world of change in a whole other unexpected perspective. No matter where you live or who you are, all our lives changed once the COVID-19 pandemic hit. Everything was derailed disrupted rapidly, plans changed or were completely canceled, goals were placed on hold, and the list goes on.
Yes, 2020 brought about a major worldwide crisis. But, instead of focusing on all the negative, let’s briefly reflect on what the pandemic changed (maybe, for the better – time will tell), and focus on the positive things it uncovered. We Are Valuable! For most in the industry, we quickly learned we were valuable “essential employees”, for many this meant finding a way to continue everyday duties in the safest manner possible. For some, this meant 24/7 remote working, for others reporting to daily work environment did not change and in some cases developing a hybrid approach. With the help of technology, we were able to continue business as usual and still connect with others. Everyone has become an expert in some type of virtual setting of interaction 38 | QUORUM
through Zoom, WebEx, Google Meets, or other platforms. Implementation of new protocols, rules, and processes have been key to maintaining professional services in our communities. With little to no preparation, we managed to switch our everyday operations to a digital structure.
Human Interaction is Human Nature (Even If Some of Us Don’t Think So!) Personally, I have come to value human interaction and the importance of family, because of Covid-19 many have had the opportunity to spend more time at home, shift their routines and come up with creative ways to enjoy time with their family members including pets. Eliminating long commutes have become extra time to do home projects, hobbies, exercise, and develop healthy eating habits. Virtual calls have been a key element to catch up with family and friends. Creating new healthy patterns for family interactions, daily communication, having family meals, and sharing quality time. In my family the kids all learned how to ride their bikes, we walked more frequently, play board games, and eat meals together, a much-needed change of pace for our family. Learning to spend quality time with people we love and treasure the moments that sometimes we take for granted is invaluable.
We Are Creative Throughout this pandemic time, we have learned to make use of what you have. The random shopping trips to Target diminished as I found myself limiting the store visits and truly utilizing everything I had before my next store trip. I found that using my craft-
ing materials or finding ways to use items I had purchase but never had time to use. For me, craft supplies were something I had accumulated but never used it all. They came in handy to entertain my kids while I participated in daily virtual meetings. Exploring creativity, utilizing technology, becoming savvier with financial spending, and learning to maximize what you have already.
Forced or Not…We CAN Adapt to Change In 2020 we have been able to learn new ways of doing things, new norms, and enhancing our abilities to have a balance. We have learned to value everything we have, to know that we cannot control all the unknown variables and that at times we are forced to adapt to unexpected changes. Adapting to the new way to interact with social distancing, wearing face masks and virtual appointments are major changes that we all (no matter the age) have had to comply with.
We Are Resilient Even though 2020 did not turn out as we all planned, we have learned many valuable lessons that will help all of us move forward towards progression and success. Many faced troubling times during this pandemic, lost loved ones, lost their jobs, and challenged with wearing many hats, through the most difficult moments it critical to continue to yearn for a positive outlook on what is to come. “Life is like riding a bicycle. To keep your balance, you must keep moving” – Albert Einstein
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Dear Board Members,
Thanks to our new communities in the DC Metro area, for trusting us during these difficult times. As North America’s property management leader, we would like to acknowledge the obstacles we have all faced throughout this year of unrelenting change. Since the start of this global pandemic, FirstService Residential has remained steadfast in its mission to helping our board members and communities navigate these turbulent times by providing information and resources to support them and give them peace of mind. Our depth of resources and knowledge enable us to ensure your communities stay safe, secure and connected during this crisis. We
Michael Mendillo President
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understand what it takes to adapt to ensure our associations in the DC Metro area are receiving regular and transparent communication, no matter what the obstacle. As your trusted property management leader, we fulfill our mission by delivering exceptional service and solutions that enhance the value of every property and the lifestyle of every resident in your community. Thank you for giving us the opportunity to serve you and we are looking forward to a brighter and more positive year ahead.
Trent Harrison, PCMAÂŽ President, MidAtlantic
703.385.1133 | fsresidential.com
DECEMBER8:04 2020 2020-10-01 AM
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2020 CHAPTER BENEFACTORS
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