Washington Metropolitan Chapter Community Associations Institute
JANUARY 2020
A Magazine for Community Association Volunteer Leaders, Professional Managers and Business Partners
. . . m u r o u Q r a De esident R a y b f : of Staf --------------------------------t is issue h n t e n m I s also e Haras ---------------------------------- eck l d n a H How To -------------------------------ness Ch ------------l l e W a --------or ------------------------- ow It’s Time f ------------------------------------------o Kn When t ------------------------------------------------------------ e Mad Pooper f th Tales o
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JANUARY 2020
CONTENTS 16 #Askingforafriend: Everything You Need to Know, But Are Afraid to Ask…
BY MIRA BROWN, AMS
20 Discrimination, Harassment & Bullying in Community Associations
BY MICHELLE L. LARUE, ESQ.
22 How to Choose a Property Management Company
BY MICHAEL A. FELTENBERGER, CMCA, AMS, PCAM
24 How To Get Rid of a Board Member
BY EDWARD J. O’CONNELL, III, ESQ.
26 How to Handle Harassment of Staff by a Resident
DEPARTMENTS AND MORE 5 Message from the President 6 Chapter Benefactor: Hann & Hann Construction Services Inc. 7 Welcome New Members 8 Upcoming Events 11 People & Places 13 Meet the 2020 Board of Directors 36 Classifieds 37 Index to Advertisers 38 Cul-de-sac: Tales of the Mad Pooper
WMCCAI MISSION STATEMENT To optimize the operations of Community Associations and foster value for our business partners.
BY DANIEL D. BLOM, ESQ.
29 Breaking Up is Hard To Do…
BY FRANNIE CROUSE
30 When to Know It’s Time for a Wellness Check
BY BRITTANIE DAVIS, CMCA, AMS, PCAM
32 How to Change a Bylaw 101
BY KARA PERMISOHN, EBP
34 How to Use Your Association’s Lawyer Wisely
BY MOLLY PEACOCK, ESQ.
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. JANUARY 2020
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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 Jennifer Bennett, CMCA, AMS, PCAM, Leslie Brown, ESQ., Doug Carroll, Hilary Lape, AMS, PCAM, Judyann Lee, ESQ., Sara Ross, ESQ., Jon Stehle
CO U N C I L C HAI R S Communications Council Susan L. Truskey, ESQ. 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 Maryland Legislative Scott Silverman, ESQ. and Aimee Winegar, CMCA, AMS, LSM, PCAM
Public Outreach Elisabeth Kirk and Kim Myles 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 Wright, mwright@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 James Anderson, Michelle Baquero, CMCA, AMS, Adrian Blakeney, Mira Brown, CMCA, AMS, Leslie Brown, ESQ., Doug Carroll, Deborah Carter, CMCA, AMS, PCAM, Sara Castle, Sarah Foley, Stephen Grant, Scott Greges, CMCA, AMS, Shannon Junior, Kevin Kelly, Richard Kuziomko, CMCA, AMS, PCAM, Crishana Loritsch, CMCA, AMS, PCAM, Liliana Martinez, CMCA, AMS, Kirby McCleary, Thomas Mugavero, ESQ., Crystal Partin, CMCA, AMS, PCAM, Kara Permisohn, Brandi Ruff, CMCA, AMS, PCAM, Lauri Ryder, CIC, CRM, CMCA, Andrew Schlaffer, Chelsie Throckmorton, Olga Tseliak, ESQ., Lee Ann Weir, CMCA, AMS, Doug White, Nicole Williams, ESQ., Meagan Willis. 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.
R E S O LV E T O E V O LV E On behalf of the WMCCAI’s board of directors and staff, it is my pleasure to wish you a happy and prosperous New Year! I am thrilled and honored to serve as the 2020 Chapter President. As we usher in 2020 and I jump headfirst into my new role, I felt it was important to reflect back on the decade now behind us. I am amazed at the Chapter’s evolution over the past 10 years. We entered 2010 still weathering the worst economic and housing crisis since the Great Depression. The Chapter held its first webinar in 2011 and began using social media. In 2013, we began a year-and-a-half-long strategic planning process and in 2015 the board of directors approved a new vision, mission and outlined goals. When the office lease was renegotiated in 2017, we had the opportunity to build out a flexible and adaptable space that better serves our community. This comprehensive (and award winning) renovation provided a larger conference room, workspace for members and much needed office space for staff. In 2018 we launched a new website and Quorum went digital in 2019. Our membership has grown from 2,800 in January 2010 to 3,400 as of December. Most importantly, we have increased and diversified our educational and networking offerings over the years and attendance continues to grow at all our events.
FROM THE PRESIDENT
O FFICE R S
At WMCCAI, 2020 is looking bright! Our dedicated volunteers and staff are hard at work thinking up and implementing the best, new ideas, while refining and enhancing our hallmark events, and are tireless in their drive to make the impossible possible. Conference & Expo is the perfect example of the benefits of this cumulative drive, creativity and talent. It gets better year after year and the 2020 event will be no exception. We have expanded C&E 2020 in partnership with the Central Virginia and Chesapeake Chapters of CAI. New for 2020, the event will feature pre-conference training sessions on Friday developed to provide PCAM and senior community association managers with higher level education needed to maintain industry designations. The theme of this year’s Conference & Expo is Evolution 2020: Focus on the Future, and it will take place on February 21 and 22, 2020. Jump Start January, the Chapter’s annual kickoff event, will be held on Friday, January 31, 2020 at Fairview Park Marriott in Falls Church. JSJ features a networking breakfast, annual membership meeting, keynote address and committee tradeshow. This is the perfect time to engage or reengage with the Chapter. WMCCAI’s greatest resource is its members. Your involvement and support are vital to the health and success of the Chapter. I have met so many incredible people through my participation with the Chapter, several that I may not have crossed paths with otherwise. I feel so fortunate to be in this industry, part of this amazing organization, and surrounded by such talented professionals. There is no way to convey how much I have gained, professionally and personally, through my involvement with WMCCAI. I look forward to working with you in 2020! AIRIELLE HANSFORD,
CMCA, AMS, PCAM
Airielle is a Vice President at FirstService Residential. She has worked in community associations since 2004. Airielle has been an active volunteer with WMCCAI since 2007, earning the Chapter’s Rising Star Award in 2011 and Chapter Appreciation Award in 2018. Prior to joining the board, she served as the Member Services Council Chair from 2014 through 2015, chaired the Annual Awards Dinner Committee from 2011 through 2013, sat on the Social Media Task Force, and has written articles for Quorum. Airielle served as the WMCCAI Treasurer in 2017 and as the Vice-President in 2018 prior to Incoming President in 2019. JANUARY 2020
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CHAPTER NEWS
C H A P T E R
B E N E F A C T O R
Hann & Hann Construction Services Inc. 12307 Washington Ave City, State ZIP: Rockville, MD 20852 Telephone: (301) 468-3340 Fax: (301) 881-5594 Website: www.hannandhann.com Year Established or Incorporated: 1974 • CAI Member Since: 1997 • Certificate of Insurance: Yes • Bonded: Yes • Areas you serve: D.C., Maryland, and Virginia • Corporate Associations: Member of Community Associations Institute (CAI) Washington Metropolitan Region as well as Chesapeake Chapter, Property Management Association (PMA) • Licenses Held: MHIC(MD), Class A(VA), General service and repair home improvement contractor(D.C.), Lead abatement • Company Philosophy: Consult with the client to determine the best solution for the need expressed, where possible providing options ranked as good, better and best explaining the advantages or shortcomings of each. Without hesitation, walk away from projects or requests that have an improper scope of work, risk of ethical conflict, or present risk to building, association, the reputation of Hann & Hann or the management company hiring us. Utilize knowledge, wisdom, transparency, candor and honesty.
Hann & Hann provides a consultative approach to the renovation, maintenance and general upkeep of your community. Founded in 1974 we have in-house expertise in painting, wall covering, carpentry, roofing, siding, concrete, lead abatement, and mold remediation, to name just a few of our strengths. Hann & Hann employs a team of highly-skilled professionals ranging from ownership through management into our production staff proudly providing services to HOA’s, Condominiums, and Co-ops. Hann & Hann has extensive experience in lead abatement and the risk containment for residents through the abatement process and continually train our personnel. With credentials in MD, VA, and D.C. and differences in each jurisdiction, we stay diligent in our continued education of our personnel due to the evolving best practices. With decades of experience in the condominium market, we are poised to continue assisting communities in the Metro D.C. region with their maintenance, repairs, renovations, and remodeling of any interior or exterior need. Our staff is accustomed to working in occupied spaces and makes every effort to reduce the inconvenience felt by residents. Contacts: Todd El-Taher, Vice President, Sales & Marketing, tel-taher@hannandhann.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 November 2019. Scott Sheridan Ebeyana Simmons, CMCA Iris Strickland, Community Management Corporation, AAMC Amber Suggs, River Place North Housing Corporation Zachary S. Talley, Select Community Services Diana J. Via, Community Management Corporation, AAMC Hind Yamak, Legum & Norman, Inc., AAMC
Homeowner Leaders from the Following Associations 8th Street Plaza Brambleton Community Association Cardinal Forest Condominium Unit Owners Association Charles Crossing Homeowners Association Lexington Square Condominium Oak Creek Club Homeowners Association Regency at McLean Ridges at Loudoun Valley Condominium Spring Hill Community Association Stoneridge Knoll Waterfront Street Condominium Westridge Swim & Racquet Club Woodlake Towers Condominium
CHAPTER NEWS
Welcome New Members
Multi-Chapter Business Partners Barcode Automation, Inc. S & K Roofing, Siding & Windows, Inc.
Individual Managers Alex Agostino Tabitha Allen, Community Management Corporation, AAMC Marcia Cole Dorina Gjonaj, The Gates of McLean Kimberly Miller, Cardinal Management Group, Inc., AAMC Moira A. Perkins, The Palladium at McLean
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UPCOMING EVENTS
JANUARY 10
Manager Luncheon: New Year, New Decade, New Insights 12:00 – 3:00 p.m.
Please join Lucia Anna “Pia” Trigiani, Esq., of MercerTrigiani, as she discusses what 2020 might look like given recent court decisions, pending legislation and the November election results. And, enjoy a gourmet lunch in the elegant 2941 Restaurant, located conveniently in Falls Church, VA. To register, please visit www.caidc.org.
JANUARY 31
Jump Start January 9:30a.m. – 12:30 p.m. Fairview Park Marriott 3111 Fairview Park Drive, Falls Church, VA 22042
Start the New Year off right with WMCCAI’s annual kick-off event attended by hundreds of community association industry professionals. Jump Start January is the Chapter’s annual volunteer roundup which features a networking breakfast, followed by a motivational speech and a committee trade show. Current committee members are on hand to answer questions and provide greater insight into how to become more active with the Chapter and make the most of your WMCCAI membership. Please visit www.caidc.org for more information or to register.
FEBRUARY 21-22
Conference & Expo: Evolution 2020 Walter E. Washington Convention Center 801 Mt. Vernon Place NW, Washington, DC 20001
New in 2020, the conference will feature pre-conference trainings on Friday, February 21. These sessions will be developed to provide senior level community association managers the higher-level education needed to continue their industry education and maintain professional certifications. As in the past, 15 education sessions will be offered to all conference attendees on Saturday, February 22 along with all day exhibiting throughout the showroom floor. Please visit www.caidc.org for more information or to register.
MARCH 16
Night with the Caps 7:00 p.m. Capital One Arena (Lexus Level Suites) 601 F Street, NW Washington, DC 20004
Slap shots, power plays, and maybe even a hat trick await you at our spring hockey event. Join WMCCAI as we open the hockey season. Network with industry colleagues and friends at the Capital One Arena. Registration includes game ticket, access to party suite, all you eat and drink in the suite. Sponsorships available! For more information or to register, please visit www.caidc.org.
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SAVE THE DATE!
FEBRUARY 21-22, 2020 REGISTER ONLINE
AT CAIDC.ORG
CALL 703-750-3644 EVENTS@CAIDC.ORG
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. 8 | QUORUM
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WMCCAI Members Named Among Bethesda Magazine’s 2019 Top Community Associations Attorneys List Congratulations to several of WMCCAI’s members for being named to Bethesda Magazine’s 2019 Top Attorneys list for Community Associations. Among those listed include…
Brian Bichy Linowes and Blocher (Bethesda)
Ruth Katz Lerch, Early & Brewer (Bethesda)
Thomas Schild Thomas Schild Law Group (Rockville)
Jeremy Tucker Lerch Early & Brewer (Bethesda)
For more information regarding this year’s list of top attorneys, please visit www.BethesdaMagazine.com.
C&C Complete Services Brings on Katie Halfhill, CMCA, AMS as part of Business Development Team C&C Complete Services is pleased to announce that Katie Hallfhill has joined the Business Development team. Katie comes with fifteen years of community management experience, managing condominium and homeowners associations in Northern Virginia. Katie’s goal is to bring her experiences from the management side, to further assist managers and associations with the planning and handling for when an emergency strikes. For more information, please visit https://cnccompleteservices.com/
JANUARY 2020
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Calling All
HIGH SCHOOL
SENIORS APPLY NOW FOR THE 2020 WMCCAI Scholarship Program The WMCCAI Essay/Presentation Contest is Open to All High School Seniors Within the WMCCAI Service Area. THIS YEAR’S TOPIC Identify an opportunity for your community to improve or implement a green initiative and provide a detailed program for your community. WMCCAI will grant one award of at least $1,000 for the best overall essay/presentation.
DEADLINE: APRIL 15, 2020
Please visit www.caidc.org/scholarship-program for additional information about the 2020 Scholarship Contest or scan the QR code below.
SPONSORS Sponsorships are still available! Please contact Liz Schell at eschell@caidc.org for further information, or visit www.caidc.org/outreach
Bronze
$250
Sponsors receive recognition on all promotional materials
Silver
$500
Bronze Level + invitation to winner’s presentation
Gold
$1,000
Silver Level + Join the CAI team in a photo handing over the check to the winner. (To be published in Quorum)
7600 Leesburg Pike, Suite 100 West
E-mail: education@caidc.org
Falls Church, VA 22043
Web: www.caidc.org
T: 703.750.3644 F: 703.941.1740
W
ashington Metropolitan Chapter Community Associations Institute’s 11-member board of directors is responsible for the organization’s policy and governance. In accordance with Community Associations Institute and WMCCAI bylaws, the board reflects CAI’s multidisciplinary membership with at least two community association volunteers, two community association managers, two business partners, and five at-large members. Additionally, the composition of at-large members cannot provide any one membership category with more than 50 percent of the seats on the board of directors.
Board President Airielle Hansford, CMCA, AMS, PCAM Serving since 2015 Airielle is a Vice President at FirstService Residential. She has worked in community associations since 2004. Airielle has been an active volunteer with WMCCAI since 2007, earning the Chapter’s Rising Star Award in 2011 and Chapter Appreciation Award in 2018. Prior to joining the board, she served as the Member Services Council Chair from 2014 through 2015, chaired the Annual Awards Dinner Committee from 2011 through 2013, sat on the Social Media Task Force, and has written articles for Quorum. Airielle served as the WMCCAI Treasurer in 2017 and as the Vice-President in 2018 prior to Incoming President in 2019. Immediate Past President Rafael A. Martinez, CTP Serving since 2012 Raf is the community association segment manager with Atlantic Union Bank. Rafael brings more than 10 years of industry experience in community association treasury management and lending. He is a Certified Treasury Professional (CTP), a designation earned through the Association for Financial Professional, signifying expertise in capital and risk management. He earned a B.A. in economics at George Mason University, is a U.S. Army veteran, and has been involved in Washington Metropolitan Chapter Community Association Institute for more than eight years, including serving on the board of directors. President-elect Michael Gartner, ESQ. Serving since 2014 Mike is a partner in the Falls Church, VA office of Whiteford, Taylor & Preston, LLP. Much of Mike’s practice is focused on the representation of common interest communities on a wide range of issues, including covenants enforcement, governance, and statutory compliance. He also has a significant civil litigation practice in which he represents clients in the federal and
2020 BOARD OF DIRECTORS
Meet the 2020 Board of Directors
state courts in Virginia and the District of Columbia. Mike has been active in WMCCAI for many years, serving as the co-chair of the Quorum Editorial Committee, and then as the Communications Council Chair before being elected to the board of directors. Vice President Ruth Katz, ESQ. Serving since 2017 Ruth Katz is a principal at Lerch, Early & Brewer and co-chairs the firm’s community associations practice. She provides general counsel to and resolves disputes for boards and property management companies in Maryland, DC, and Virginia. She is active in CAI’s Maryland Legislative Action Committee. Ruth served as WMCCAI’s Member Services Council Chair in 2017, Communications Council Chair in 2016, and was awarded the Maryland Advocate of the Year award as well as the President’s award in 2016. Treasurer Kristen Melson, CMCA, AMS, PCAM Serving since 2016 Kristen is the director of corporate operations at CFM Management Services, overseeing the technology needs, manager training, and the AP department. Prior to joining CFM, she managed communities undergoing major reserve projects. Kristen’s career began at GSA in the public building service, before transitioning to the construction industry as a controller. Kristen currently serves on WMCCAI’s Virginia Legislative Committee, co-authored the “Dollar for Door” Brochure, and served as co-chair of the Chapter Events Committee in 2014 and 2015. She holds a B.S. in accounting from Boston College. Secretary Sara Ross, ESQ. Serving since 2018 Sara is an attorney at Chadwick, Washington, Moriarty, Elmore & Bunn, where she has practiced community association law for fifteen JANUARY 2020
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Non-voting Ex Officio Jaime Barnhart, CMP, CAE Serving since 2017 Jaime is the executive director of WMCCAI and is responsible for implementing the organization’s mission and managing its staff. She joined the chapter as the events manager in 2015, leading the planning and executing of Conference & Expo and chapter networking events. Jaime has worked in non-profit associations for over 15 years, focusing on program management. Jaime holds the Certified Meeting Professional credential by the Events Industry Council and, in 2018, earned the Certified Association Executive credential by the American Society of Association Executives. Jennifer Bennett, CMCA, AMS, PCAM Serving since 2018 Jennifer is a portfolio manager with CMC. She has been heavily involved with the Chapter since 2013; Jennifer was the Conference & Expo Co-Chair from 2014 to 2016. She served as the Education Council Chair from 2017 through 2018. Jennifer was awarded the Chapter’s Rising Star Award in 2014 and the Chapter Appreciation Award in 2017 and 2018. Leslie Brown, ESQ. Serving since 2020 Leslie is Counsel at Rees Broome, P.C. Her practice focuses on community association law and corporate and non-profit entities. Since 2007, she has been actively involved with the Quorum Editorial Committee as a committee member and co-chair (20142017) and served the Communications Council Chair since 2018. Leslie received the Chapter’s Rising Star award in 2017 and the Chapter Appreciation Award in 2018 and 2019. She authored many articles for Quorum and has presented education sessions at chapter events.
Doug Carroll Serving since 2020 Doug is a homeowner leader, serving on Windsor Park HOA’s Board. He has been an active board member in his community for four years. Doug serves on WMCCAI’s Quorum and Education Committees. He was a news reporter and editor from 1976 until 2017, working at USA Today for 30 years as a business reporter and editor in the Money section. Doug received a WMCCAI Rising Star Award in 2019.
2020 BOARD OF DIRECTORS
years. She has been an active member of CAI. Sara has served on five different WMCCAI committees, several subcommittees and a task force, and served as committee chair for the Membership and Marketing Committee in 2005. Since 2017, Sara has been the co-chair of the Public Outreach Committee. She was awarded the Rising Star Award in 2005. Sara also writes articles for Quorum and other trade publications as well as speaks at chapter education sessions.
Hilary Lape, AMS, PCAM Serving since 2020 Hilary is an Executive Vice President at ASSOCIA- Legum & Norman. She has been a member of CAI since 2006 and is a regular attendee at CAI events, such as the annual Conference & Expo, Annual Awards Dinner, educational events, and networking events. Hilary served on the Chapter Events and Education Committees and has participated in several National CAI conferences. She graduated from James Madison University with a degree in Psychology and Statistics. Judyann Lee, ESQ. Serving since 2018 Judyann is Of Counsel at McMillian Metro, P.C. and has been practiced real estate law for more than 20 years. She is currently a member of the CAI Business Partners Council and was the President of the CAI Chesapeake Region Chapter in 2014. Judyann has served various committees within the Washington-Metro and Chesapeake Region chapters and has published articles in Quorum. Jon Stehle Serving since 2019 Jon serves on the Oxford Row HOA board as a homeowner leader and was appointed to WMCCAI’s Board of Directors in 2019. His background is in strategic planning and change management and he is an adjunct professor at West Virginia University. Jon currently serves as a Councilmember in the City of Fairfax. He holds a Bachelor of Arts in History and Minor in Physics from Washington & Jefferson College, a Masters Degree in Public and International Affairs from University of Pittsburgh and a Master of Arts in National Security & Strategic Studies from United States Naval War College.
JANUARY 2020
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By Mira Brown, AMS Mira Brown is a Senior Property Manager and Team Leader with EJF Real Estate. In addition to the management of a portfolio of properties in Washington, DC she also serves in supervisory functions and capacities at EJF. She has been a CAI member for over 15 years and has been an active member of the Quorum Editorial Committee for over 5 years.
#Askingforafriend
Is this legal? #askingforafriend
Everything You Need to Know, But Are Afraid to Ask…
Dear Quorum, It has taken me a while to work up the nerve to ask this. It’s so embarrassing. Please don’t use my name, or my location or anything that could possibly trace this back to me. Not that it matters, I’ve opened a new email account on a public computer in order to submit this, so you have slim to no chance of figuring out this is me. I just don’t know how I can even commit this to writing. I’m clearly the only one who would ever even think about this topic, let alone ask this question. But I have to know, how can I go about finding answers to these possibly uncomfortable questions? #Askingforafriend In her 2018 book, Asking for a Friend: Three Centuries of Advice on Life, Love, Money, and Other Burning Questions from a Nation Obsessed, Jessica Weisberg states that, “America is unique in its hankering for advice.” In order to prove that thesis, she provides mini biographies of several famous advice-givers from Benjamin Franklin in Poor Richard’s Almanack to Joan Quigley who provided astrological advice to Nancy Reagan. She notes that in the beginning, advice given seemed to be concerned in what others perceived of 16 | QUORUM
the advice seeker, but as this trend has progressed, the advice seems to be more and more individually centered. The internet provides an ideal forum for the posting of anonymous queries and receiving responses from strangers. Reddit has a whole subreddit devoted to this topic. Check Twitter or Instagram and you can find this hashtag in use on a regular basis. It’s easy to think that this is an internet-driven phenomenon. But as Weisberg points out in her book, this phenomenon dates back to colonial times and has evolved over time. Remember the movie The Help? Skeeter’s first job was to answer anonymous requests for housekeeping tips. No one wanted to admit couldn’t get the stains out of their grandmother’s linens so they sent in a question to the newspaper and hopefully received a response soon after. There was a similar storyline in Downtown Abbey where Mr. Spratt, the Dowager Countess’s butler was secretly the source of the advice on domestic affairs. Even Orange is the New Black had a story arc with Tastee and Flakka taking #askingforafriend questions on their prison radio show.
You may have early memories of elementary or nursery school and your teacher telling the class, “The only stupid question is the one that has not been asked.” I desperately wanted to believe that. But then, I raised my hand and asked the question burning a hole in my head. “What does purple smell like?” I’d like to tell you that everyone else in the class smiled and nodded and waited breathlessly for the answer to the question that they all had clearly been pondering but were afraid to ask. In most situations, however, there were some snickers and the teacher took a deep breath while she tried to suppress her giggle and she answered my question. Trust me when I tell you, though, that at least some of the people who snickered hung on every one of the teacher’s words. I have to believe that. Someone else needed that knowledge at that moment. As an adult, the stigma of asking the stupid question seems more severe. Looking stupid in a work situation can have serious implications. Heaven forbid you actually ask a stupid question in front of your supervisor. Even if you dodge that bullet, your col-
How do I tell my brother his new girlfriend is terrible? #askingforafriend
ed s o p p u s w o b l e Is my ? s i h t e k i l k o o to l d n e i r f a r o f g n i k #as
leagues have long memories and loose lips. They could tease you for ages, or even worse, let your moment of stupidity slip in front of one of the higher ups at work. Strong leaders will encourage questions and should use those questions to help educate the team as a whole, as well as find weaknesses within the organization or personally within themselves. You hope that they will take the questions to heart and work to make sure that the information is available moving forward so no one has to ask. Thoughtful questioning of the system and the team should help build your team’s confidence and productivity. That being said, you have to acknowledge that from time to time there are some stupid questions: Those that are asked repeatedly. As a member of a team, you should be aware that your questions take time and consideration and make sure that you retain the knowledge that has been previously provided. Take notes if you need to, but do not waste everyone’s time by asking the same thing repeatedly. Not only will your leader not appreciate it, you will incur the ire of your fellow team members. Being possibly embarrassed by the very fact that you have asked a certain question is one thing, but there’s another reason you might want to be able to post a question in this manner. Perhaps you “shouldn’t” be asking the question at all. How do I tell my best friend she’s got wicked halitosis? Is this legal? #askingforafriend. Both of those were on Twitter in the last month. But there are serious uses as well. Can one be fired for being early to work? What’s appropriate notice to quit my job in this industry?
My coworker has horrible breath. How do I gently let them know? #askingforafriend
You may be considering a new job, and there is a benefit or policy at the new company with which you are not familiar. You do not want to look stupid to your potential new employer, but clearly you cannot ask your current employer and tip your hand that you may be leaving. You can post your question on the internet and in mere minutes, you can get feedback from hundreds to thousands of new friends on how you should proceed. There’s an inherent moment of vulnerability in posing a question. You have to acknowledge that you do not personally have the knowledge. The simple act of asking the question affirms that fact. Doing that face to face is something that can be intimidating. If you choose to pose your question online in an anonymous forum, you are less likely to be rejected. No one can laugh directly in your face. You may get ridiculed by a few trolls, but who really cares what CoolRedditDood27 really thinks of you, right? Unless he offers good advice. Then, yes, his opinion is very important. But when your question is received and answered, you will suddenly be part of a society. You have been accepted and affirmed. If you have submitted to Miss Manners or Carolyn Hax or a similar service for this type of question, there’s the further affirmation that your question was important enough to be chosen and answered. This means that clearly they feel that someone else could benefit from the knowledge that you were seeking. The question that you were so embarrassed to ask was deemed important enough to be read and even more important, to be answered publicly. Maybe it was not such a dumb question after all. Continued on page 19 JANUARY 2020
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Can you uber warm cookies & milk at 2 AM? #askingforafriend This is the key to all of these approaches, from single answer requests like Miss Manners, to online chats to #askingforafriend. The answer is received in a public for um. You did not want to be the person who was gauche enough to ask if you could wear white shoes after Labor Day. But Miss Manners got your question and felt it was an important enough issue to answer and publish. In her vaunted opinion, you were not the only person who would benefit from her knowledge.
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In an online forum, there is a different level of acceptance. Miss Manners was being paid to read through questions and respond. Now it is just your fellow human being, taking time out of their busy life to respond to your query. As serious or silly as your question is, hopefully multiple people have read it and chosen to reply. They really have nothing to gain by responding except possibly helping some stranger through a tough moment. If you think about it, with the exception of those who might troll, this is actually a pretty affirming corner of the internet. Affirming is not an adjective you often see in connection with the internet. If you look up the definition of #askingforafriend, Wiktionary will tell you that it “Indicates that a question is embarrassing by pretending to be asking on behalf of another person.” Essentially, I’m scared to ask this for myself so I’m going to pretend that someone e l s e n e ar to m e wants to know the answer. What this definition fails to embrace is the inherent community that this type of inquiry creates. In the end, you should embrace your inquisitive nature and feel free to ask questions, whether in the open or anonymously. The question and answer process builds a community and you should be proud to be part of it.
Where can I pick up a new family? #askingforafriend
Is there such a thing as too many pairs of so cks? #askingforafriend
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By Michelle L. LaRue, ESQ. Michelle joined Kass Legal Group, PLLC in March 2019, and is licensed to practice law in the District of Columbia, Maryland and Florida. Her primary areas of practice include Real Estate Litigation and Community Associations. The Community Associations practice involves representation of condominium and homeowners associations on all aspects of governance, including dispute resolution, covenant enforcement, contract drafting and review, collection of delinquent assessments, and drafting and review of governing documents.
Discrimination, Harassment & Bullying I N COMMUNITY ASS OC I AT I ON S Dear Quorum, What are the appropriate steps to dealing with discrimination, harassment and/or bulling in a community association? Community associations have a fiduciary duty to protect residents from violations of the governing documents, including violations relating to discrimination, harassment and bullying. Associations and managers, as well as their employees and agents, could be liable for such conduct if they knew or should have known that it was occurring within their associations. Associations may be liable if they fail to take prompt action to correct and cease discrimination, harassment or bullying by a third-party where the association knew or should have known of it, had the power to attempt corrective action, yet failed to do so. Associations are also responsible for such conduct by the association’s agents, employees or directors, regardless of whether the association knew or should have known of the alleged violations. Most associations’ governing documents include provisions which provide that nuisances or unlawful conduct is prohibited. This type of conduct includes those related to discrimination, harassment and/or bullying. Most governing documents also au20 | QUORUM
thorize the association, through its board of directors, to enforce the covenants, after notice and an opportunity to be heard, through the levying of fines, charges, suspension of privileges, and/or civil actions through the courts. If there is an alleged violation of the governing documents, the association must adhere to the procedures identified in the association’s due process policy, if one exists. Usually, this policy includes details regarding reporting alleged violations, conducting preliminary investigations, providing notices to the alleged violators, and conducting hearings. If, after each step, the board determines that a violation has occurred, it may then determine how to enforce the covenants. In addition, some jurisdictions have due process procedures to follow.
accessing housing. An example of this is when a housing provider or agent demands sexual favors in exchange for certain rights to use the services or facilities in the community. Hostile environment harassment describes harassment that is severe and pervasive enough that it interferes with a person’s ability to access and live in housing. For example, a resident may have a claim for hostile environment harassment if he/she is subjected to conduct that interferes with his/her use or enjoyment of an association’s services or facilities, based on such resident’s race, color, religion, sex, familial status, or national origin. Bullying can constitute a form of harassment. This conduct includes any unwanted
The federal Fair Housing Act (FHA) protects residents from harassing conduct that is based upon one’s membership in a protected class. This includes alleged harassment based on “race, color, religion, sex, familial status, or national origin.” Harassment claims under the FHA rely primarily on two theories: (1) quid pro quo harassment; and (2) hostile environment harassment. Quid pro quo harassment describes harassment where an unwelcome request or demand is made a condition of
aggressive behavior that involves an observed or perceived power imbalance and is repeated multiple times or is highly likely to be repeated. It may inflict harm or distress on those being targeted. Bullying can be direct or indirect, verbal, social or physical.
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Bullying and overpowering residents and board members are inevitable in community associations. These individuals can wreak havoc that affects the working dynamics of a board and a community’s quality of life. Sometimes, these bullies can interrupt meetings with outbursts and excessively impose their will. They can cause problems and create divisiveness. Some bullies harass managers, board members, and residents with ridiculous requests, yell profanities, and spread rumors on everything from anonymous fliers to social media. In the most extreme cases, behavior can escalate to the point where law enforcement needs to be called and criminal charges filed. In order to avoid bullying behavior during meetings, the Board should create, share, and stick to an agenda and conduct them with parliamentary procedure. Without that sort of structure, bullies have an opportunity to prevent productive sessions. Also, associations should share ground rules for speak-
ers during open forum. If your bully is a board member, the board may need to consider removing the individual from office, and perhaps even from tasks like communicating with vendors or owners about association business. If a resident is feeling threatened in any manner, he/she should consider contacting the police. Although it may result in nothing, it is better to be safe than sorry. Further, the Board and management should be notified. As always, the facts are important as to whether there has been a violation of the law and the governing documents, or both. As previously mentioned, any allegation of harassment, discrimination and/or bullying must be addressed and taken seriously by a community association. In general, an association has authority to take action against an individual who is engaged in unlawful conduct under its governing documents or applicable laws governing the association. Failure to do so could be a violation by the association under the Fair Housing Act, or other applicable laws, as well as the governing documents.
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By Michael A. Feltenberger, CMCA, AMS, PCAM Michael is responsible for the day to day management of Barkan Management’s Tysons Corner, Virginia office and has more than 25 years of experience in common interest community management. In addition, he has obtained the Professional Community Association Manager (PCAM), Association Management Specialist (AMS) and Certified Manager of Community Associations (CMCA) designations from Community Associations Institute (CAI). He previously served as a member of the Washington Metropolitan Chapter of CAI board of directors and a member of the National Association of Professional Community Managers (APCM) board of directors. Michael has lectured locally and nationally on issues related to common interest communities.
HOW TO CHOOSE A
Property Management Company Dear Quorum, What should I look for in a management company? As a member of the board of directors for your condominium community or homeowner association, you and your fellow board members are charged with a plethora of specific – and very important – duties, all outlined in the association’s bylaws. It truly takes a village to run a condo: you make all of the major decisions and establish policy for the association. It’s a big task and chances are you are all busy with your jobs and families. Further, in many cases, you may lack knowledge or expertise about residential building management. Thank goodness for the professionals at the property management company whose responsibility it is to handle the daily tasks of managing the community - from fee collections and bookkeeping, to overseeing building capital improvement projects and handling maintenance emergencies. The best full-service property management companies add value to a property in a number of ways: • Handles all aspects pertaining to the dayto-day operations of the property 22 | QUORUM
• Performs regular routine and preventive maintenance checks. Works to identify any maintenance issues early on and provides a detailed report and remediation plan
• Ensures that all state and local regulations are met, that the property meets compliance regulations, and required certificates are posted
• Hires and manages qualified vendors from an established network to provide needed services, i.e. grounds maintenance, janitorial, etc.
• Assists with neighbor disputes, as needed
• Attends monthly and annual board meetings and facilitates effective governance by providing expertise and support; maintains an open line of communication with the board, and keeps residents well-informed of any building and community-related issues • Provides accrual-based accounting and financial reporting services and handles fee collections, invoicing, and day-to-day administrative service • Prepares and provides monthly and annual financial reports and maintains auditable records of transactions • Assists with capital improvement loans and assessments and provides oversight, coordination, and administration of capital improvement projects • If not onsite, visits regularly to review property conditions. Manages onsite staff
Also, in many cases, the property manager is the face of the building. Therefore, it’s important that his/her working relationship with board members as well as residents is a productive and solid one. When it comes time for your board or association to hire a new property management company, how can you best evaluate candidates and be confident in your choice? Here are a few guidelines to help you select a residential property management team you can trust to best serve your community’s interests. • Referrals. This is the obvious place to start. Speak to real estate agents, property owners, residents, and board members at other communities. • Attend a property management company event or trade show. Many cities host trade shows that are open to the public. Property management companies often have booths at these events, and you can easily gather a lot of information in one day.
• Peruse property management company publications. You will certainly find these at trade shows and expos.
time, onsite concierge. Make sure the company can provide the hospitality services your residents expect.
• Go online. Every property management company has a website. Check out the services they offer, see how large they are, and read testimonials. You can learn a lot about a company in the way they present themselves. Check social media, including LinkedIn.
• Look for state-of-the art property management accounting and software which enables unit owners to communicate electronically through a management portal.
Once you have a list of companies to consider, you will need to generate a request for a proposal. Below are some things you want to know more about: • Experience and reputation. How long have they been in the residential property management business and how are they regarded? You want a company that you can trust and has a long history of success. • How many communities does the company manage - and would your property manager be in close proximity? Many of the larger management companies are headquartered in a city but have smaller regional offices out of which they service the properties in those areas. You want a property manager based locally so he/ she can be on site quickly if needed (a flooding basement can’t wait) and has a trusted network of local vendors that will respond quickly. • Get a list of the properties they manage and hit the road. Look to see if the grass is cut, the leaves are raked, and the snow is plowed. Remember: you want a property management company that will enhance the value of one of your most major assets and ensure your community has curb appeal. • Luxury residences may want “lifestyle services” - for example a full
• Snoop: do many of the senior staff and portfolio/property managers have high-level industry certification? Look for the acronyms CPM, CMCA, AMS, and PCAM - these are among the top designations, for managers, in the property management industry. If many do, that is a sign that it is a solid, well-run company - or those very qualified people would go elsewhere. Additionally, you should only consider companies which possess an AAMC or AMO designation as these important designations demonstrate the professional capabilities of the management company. Trim down your list to top candidates and then meet. • Interview the portfolio or property manager who will be in charge of your property; you want to meet your point person - the person who will be accountable. • Make sure their proposal is specific to your property and addresses the things you’ve discussed. This is a good time to make sure they are paying attention! Finding the right property management company will take some time, to be sure. But in the long run, a residential property management company that is a reliable and trustworthy partner to your board of directors or homeowner’s association is worth the effort. A well managed, well maintained community goes a long way toward keeping property values high and residents happy – your ultimate end goal. JANUARY 2020
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By Edward J. O’Connell, III, ESQ. Edward represents common-interest community associations and non-profit nonprofit tax exempt organizations on a wide range of legal issues including contracts, real estate, corporate governance issues, tax, social media, employment, covenants enforcement and insurance. He has concentrated in these areas of the law for more than 20 years. In addition to his law practice, Ed is the Co-Chair of the firm’s business department. Formerly he was a President and a member of the board of directors of the Washington Metropolitan Chapter of the Community Associations Institute (WMCCAI) and is currently a member of the Chapter’s Virginia Legislative Committee. He is a graduate of the University of Richmond and the Catholic University of America Columbus School of Law.
HOW TO GET RID OF A BOARD MEMBER Dear Quorum, How can you get rid of a board member? Dear Frustrated Owner, Getting rid of a director is not easy process. The decision to get rid of a director will in
most cases require a majority vote of the association membership and thus must be thought through carefully. It is difficult for a reason.
less a director resigns or is no longer eligible to serve (e.g., director sells his or her home), directors can only be removed from office by the members.
Once a board of directors transitions from declarant control to owner control, directors are typically elected by members. Thus, un-
Keep in mind that most community association volunteer board members donate countless hours of their time and energy to their communities. These elected volunteer board members are responsible for ensuring that their community association meets their obligations and that governing documents are followed and enforced. Many of the tasks for which a board’s attention is required are challenging, boring and at times unpleasant. Yet most board members selflessly contribute the time and intellectual capacity that the community associations they serve require. Without the generous contributions of these volunteer board members, community associations cannot function.
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From time to time, however, individual board members shirk from their responsibilities; or worse, behave in a manner that is unsuitable or even destructive. While you have not disclosed the specific issue you may have with the director, I suspect that it falls into one of these categories. There are three options available to you. The options are (i) request the director’s resignation (ii) wait out the director’s term and if the director seek re-election, then support the opposing candidate or be prepared to run for the Board; or (iii) seek the removal of the directors.
With all three options, preparation is key.
Yogi Berra once said, “If you don’t know where you are going, you’ll end up someplace else.” While his words may seem misplaced, the sentiment is not: you will need a plan. Start by determining the specific term of office of the director who you want out of office. Directors’ terms are typically one to three years. In addition, review the association’s governing documents, which should specify: (i) terms and qualification requirements of directors, (ii) procedures for the nomination, election and removal of directors; (iii) filling vacancies on the board and (iv) rules and procedures for calling a special meeting of the members. In addition, you should review the respective corporate and community association statutes in the jurisdiction in which your association is located. The next step is to consider the three options. Based on my experience, one should always start by notifying the Board of Directors of his or her concerns and seek appropriate corrective action, including, if necessary, requesting a director’s resignation. In Maryland and Virginia, members have the right to attend board meetings and speak at those meeting about association issues. The same is true for District of Columbia condominium associations. Share your concerns with other members as you will need their support. Your message should be clear, succinct, and civil in tone and based on the facts. Avoid false accusations and outlandish
statements. Be patient. Give the board a reasonable opportunity to respond. The board may have solutions to address your concerns that do not necessarily require getting rid of the director. You also need to be prepared for a negative response or no response. Getting rid of director can be uncomfortable. If the director will not resign, you will need to decide whether it makes more sense to wait out the director’s term and if the director seek re-election, then support the opposing candidate or be prepared to run for the board if there is not an opposing candidate. This is the more comfortable approach. The removal of a director should be reserved for the most serious offenses and situations. It is an approach of last resort. Important considerations include the remaining term of the director, support for the director in the community, the nature of the issues that have lead you to believe that it is necessary to get rid of the director, and the time you will need to support or run a successful campaign. If you decide removal is necessary, legal counsel should be consulted for assistance with the technical aspects of a removal action. Please note that this is article is intended to provide a general overview of the options available to members who seek to get rid of a director and should not be construed as legal advice. JANUARY 2020
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HOW TO HANDLE Ha Harassment of Staff By Daniel D. Blom, ESQ.
Daniel is an associate attorney with the law firm of Chadwick, Washington, Moriarty, Elmore & Bunn P.C. His practice is devoted to the representation of community associations throughout Virginia and the District of Columbia, including covenant interpretation and enforcement, contract law, and collections matters. He is an active member of WMCCAI’s Quorum Editorial Committee.
How to Handle
by a Resident Dear Quorum, What is the appropriate way to handle harassment of community association staff by a resident? Unfortunately, we hear too many stories about difficult residents wreaking havoc on individuals who are just trying to do their job. We are talking about the harassment of community association staff members and employees, by residents. By community association staff, we mean on-site managers, concierge or front desk staff, maintenance crews, custodial crews, and all other community association employees and staff who make our communities’ worlds go ‘round. Being harassed by residents is not usually identified in the job description for community association staff positions, but all too often it goes hand in hand with the job. What to do? First, we need to identify and properly characterize the problematic behavior. The term “harassment” gets thrown around and used loosely to refer to some generalized annoying behavior imposed by another individual. Not all bad behavior rises to the level of harassment. Some bad behavior may simply get under your skin, make you uncomfortable, and drive you to your limit, but that does not necessarily mean that it is harassment.
26 | QUORUM
Generally, harassment is when the offensive conduct of a resident to a staff member is of such a serious and persistent nature that a reasonable person would feel that it creates a hostile work environment. It could be behavior that it provokes anger, fear, or anxiety in the staff member. Harassment is also used to describe a whole host of illegal and potentially criminal behavior, including stalking, assault (civil and criminal), and defamation, to name a few. Legally speaking, much of what is considered harassment is generally not, in and of itself, legally actionable, but rather falls under the category of unpleasant or annoying. It is when this behavior rises to the level of assault (i.e., threat of bodily harm) or defamation (i.e., false statement of fact harmful to another’s reputation), or creates a hostile work environment, then consultation with legal counsel may be necessary, as community associations have an obligation to maintain a safe work environment for staff and to address all known hazards. In dealing with a difficult or harassing resi-
dent, as with anything in life, there are many approaches, the most appropriate of which will depend heavily on the facts and circumstances. It is incumbent upon the community association to investigate and address any reports of harassment and/or uncivil behavior towards the association’s staff and/or employees. Please note, if a resident is extremely hostile and/or threatening physical violence, the police should be contacted immediately. The personal health and safety of community association staff and residents is much more important than whatever grievance the resident may have. If physical harm is imminent, call the police. If physical harm is not imminent, keeping a record of the resident’s objectionable behavior, by taking detailed notes of encounters, including recording dates and times of those occurrences, is helpful to build a paper trail. If possible, share reports of the behavior in writing with a supervisor and the board of directors soon after each instance of the objectionable behavior. Creating a record of such occurrences can become very important down the line. As with most things in community associations, check the association’s governing documents – harassing behavior may violate one or more covenant (e.g., prohibitions on offensive behavior and nuisance; prohibitions on illegal conduct).
E arassment At all times, be civil and professional. You must keep in mind that the issues being raised by the resident, even if done in an unprofessional and harassing manner, often begin with valid complaints. You never know what another person is going through. Civility and evenhandedness are important to keep in mind in dealing with difficult and harassing residents.
When these incidents occur, if they involve threats to persons or property, call the police. If not, stay calm, create a record of the occurrence(s), and notify your supervisor and the board of directors. It is always recommended in these situations for the association’s board of directors to seek legal counsel to determine how best to address these matters.
(DISCLAIMER: This article is not intended as legal advice. If you have specific legal concerns, please consult your Association’s legal counsel.)
J O B
P O S T I N G
On-Site Community Manager Riverbend at Lansdowne Woods Riverbend, one of five hi-rise condominium associations located at Lansdowne Woods of Virginia (LWVA) in Lansdowne, VA, is seeking an experienced Community Manager with at least an AMS accreditation. LWVA is an over 55 active adult community. This is a 200 unit+ hi-rise association and is an independent association from LWVA with its own five-member board of directors. The building manager’s responsibilities are for the operation and maintenance of the building. The manager will oversee an assistant manager and two maintenance engineers. LWVA collects fees for and maintains the clubhouse and all grounds and facilities outside of the buildings. To review the full job description, please visit www.caidc.org/job-bank.
Company: Riverbend at Lansdowne Woods Location: 19385 Cypress Ridge Terrace, Lansdowne, VA Job Type: Full Time Experience: Minimum of 3-5 years experience required Minimum Education: H.S. Diploma/College Degree preferred Salary: $65,000 - $80,000 Job Level: Mid-career TO APPLY: Please submit resume to management@lwva.org
JANUARY 2020
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Night
with the
Slap shots, power plays, and maybe even a hat trick await you at our spring hockey event. Join WMCCAI as we cheer on the Washington Capitals against the Edmonton Oilers. Network with industry colleagues and friends in the private Lexus Level Suites at the Capital One Arena. Registration includes game ticket, access to party suite, all you can eat and drink in the suite.
Registration Rates EARLY BIRD RATE BEFORE: 3/2/20
REGULAR RATE
WHEN Monday, March 16, 2020 7:00 p.m. Game
WHERE
Homeowner MEMBER
$125.00
$150.00
NONMEMBER
$175.00
$200.00
Capital One Arena (Lexus Level Suites) 601 F Street, NW Washington, DC 20004
HOW
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By Frannie Crouse Frannie is a business developer at BrightView Landscape Services. BrightView has 11 branches in the Washington Metro area and specializes in providing a wide range of landscape services, including snow removal, tree care, design and irrigation, to homeowners associations.
Breaking Up is Hard To Do... Dear Quorum, What is the best way to “break up” or cut ties with a service provider? The honeymoon is over. You have decided to move on from this non-beneficial relationship. The time has come to break ties, cut them loose, break up, but what if breaking that relationship is harder than you thought? In the business world, canceling a contract with a vendor, switching management companies, or leaving a community is a difficult task to do. All in all, it’s just a business relationship…right? Well, relationships even in business create emotions and feelings. It’s human nature. Too many times we hold on to a one-sided relationship because we like to give second, third, or even ten chances! We tell ourselves “things will get better,” or
“the grass isn’t always greener on the other side.” All of these sayings that we tell ourselves to try to avoid the difficult conversations or delay the inevitable only end up causing more stress, less free time, and an influx of complaints. Here are a few ways that could help you through the break-up process: • When deciding to end the partnership, think over what you want and why the current situation is not working. Talk to board members, other managers or your boss to help you understand what goals you want to accomplish, and decide whether or not the current provider, company, or community can help you achieve it. It is okay to make a change! Do not rush into this decision, take time to think through it thoroughly and come up with solutions.
• Come prepared with what you are going to say and back up your decision with facts and true feelings. Think about the conversation and how it might play out. Try to role play with a friend or coworker. This can help you overcome and prepare for objections by the other half of the partnership. • Be honest. Telling the truth is important in all relationships. Business relationships should be no different from personal. The truth may hurt, but it will make it easier for both parties. Tell the truth, but there is no need to be mean about it. You are already breaking up the relationship, which is harsh enough. • End the relationship in person or on the phone. Email is impersonal. Yes…it is easier. CYBER BULLY! Just kidding… but it’s more professional and the other half of the relationship will respect you for it. As a service provider in the property management industry, we understand that sometimes the partnership ends. No one is perfect and mistakes happen, However, if at the end of the day we lose the job, we may cry a little. But we learn from our mistakes and move on to the next one. It’s a part of business. Breaking up in hard to do. People struggle with it all the time, but when you have the ability to help yourself, the community you serve, or your management company, you know it’s the best thing to do. I hope the honeymoon never ends and the partnership lasts. If it doesn’t, I hope these tips help you in the “I’m sorry, but we just aren’t suited for each other anymore,” break up.
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By Brittanie Davis, CMCA, AMS, PCAM Brittanie is the proud community manager of River Creek Owners Association. She has been in the industry for 15 years achieving the highest level of certification, her PCAM. Brittanie has also been a licensed foster/resource parent for the past decade and frequently partners with Loudoun County Social Services on various projects. She utilized her resources to write this article.
When to Know It’s Time for a
Wellness Check Dear Quorum, When is the right time to execute a welfare or wellness check within your community association? Friends, family, co-workers and neighbors are important social contacts. They know bits and pieces of your everyday routine. They expect you to be places on certain days and times, and when you do not show up, they question that. Elderly individuals and those in reduced health can be more prone to missing appointments, but this can also be a sign of a greater urgency. When an individual does not show up to certain activities, we should all question it.
A few days go by and you notice that this neighbor hasn’t passed you in the hall, and come to think about it, it may have been more than a few days. There could be a couple packages in front of their door or maybe cobwebs in the doorway. You don’t recall any mention of a vacation, but you also weren’t that close.
Next thing you know a family member comes by and knocks on that neighbor’s door with no response. Then they knock on your door inquiring if you have seen them. You rack your brain trying to remember the last time you did in fact see them. They seem really concerned because this person has not reported to work or school, answered their phone calls, etc.
Let’s say you have this neighbor…mature, lives alone and has a fairly set routine. You see this neighbor bring in their mail regularly, you pass them in the hall and/or sidewalk and give a neighborly smile or maybe even comment about the weather now and then. This neighbor is in essence a background character in your everyday life, not a lead or even supporting character. You notice them. You expect them and even come to depend on them as a staple in your everyday landscape. They might regularly say hi to your dog or always try to hold the elevator door for you or possibly ignore you completely.
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Now may be the time for a welfare/wellness check. But what is a welfare/wellness check?
A wellness or welfare check is when a concerned individual has reason to believe that someone may not be ok in their own home. The local authorities are contacted, and they dispatch a police officer or social worker to check on that individual. The officer or worker arrives and tries to contact the individual. In some cases, they contact the community management office for their contact information and emergency contacts. In most cases they bang on the door signifying the urgency of the matter and try to coax the person to the door. In escalated cases, when these means do not work, they attempt to acquire a key or proceed to open the door via force. They then inspect the home for the person to make sure that they are alright. The following are possible signs of distress that may be a reason for a neighbor or community manager to call for a welfare/wellness check: • Absence of person with daily routine • Packages/Mail piling up • Loud unexpected noises • Constant banging for no reason • Odd smells • Increase in insects • Car not being used for an unusual amount of time • Pet crying for an unusual amount of time • Water running constantly
• Carbon dioxide/smoke alarm alarming or beeping You may think to yourself that some of these could be anything, and in actually, they could be. But, behind closed doors it is impossible to tell. It is important to remember that community management professionals should not perform wellness/welfare checks. This task should be left to the proper authorities that are trained to provide assistance if need be or secure a possible crime scene. These cases can prove to be traumatic in nature and need to be handled properly and quickly. Additionally, it is equally important to keep an updated emergency contact list with your community management office, especially, if living in multi-dwelling housing such as condominiums. This may reduce the attempt of forced entry and property damage by the authorities, should the community have available unit keys.
As with every emergency, see something, say something. The worst-case scenario is that it could cause some embarrassment or a broken door frame. The best-case scenario is that is saves someone’s life. Being a neighbor today is so much different then decades before. We aren’t as in tune with the people right next door. But the more we engage with others the less likely it is for people to go unnoticed.
• Awareness of reduced health or age JANUARY 2020
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By Kara Permisohn, EBP Kara has worked in business development for Minkoff Company, Inc. since 2004. She is a past president of the Chesapeake Region Chapter of CAI (CRCCAI), has served on both WMCCAI and CRCCAI Boards of Directors, is an Educated Business Partner (EBP), and is active on committees in both chapters.
How to Change a Bylaw 101 Dear Quorum, What are the appropriate steps to changing a community’s bylaw? When I served on the board of directors at my condominium, we worked tirelessly to change several provisions in our bylaws and succeeded! Our bylaws only allowed for one pet that weighed thirty pounds or less. The association was twenty-five years old and the restriction on pets had never been enforced. Most pet owners (including myself) had some combination of larger breed dog(s), two or more cats, multiple birds, rabbits and other species. A complaint from an owner sparked the board’s interest in amending the bylaws to match the needs of the community and bring them up to modern day standards. Below are some suggestions on how to accomplish this amazing feat in your community. Be clear about the legal requirements for amending your bylaws before you begin the campaign. For example, do you need 66.67% of all owners to vote in favor or might you need 67%? Is a “vote” sufficient to pass the amendment or do you need written ratifications signed by the owners? In condominiums, it may be helpful to understand the percentage interest that each unit owner holds. This helped my community strategize when we got down to the wire. We were able 32 | QUORUM
to follow up with the owners who carried heavier weighted votes to push it through. Build a committee of vested volunteers to help. No one person can convince an entire community to make a change. Research and understand how your community’s documents compare to those of surrounding communities and what changes they have adopted. This helps build a case for keeping up with sales at competitive sites in the neighborhood. Property values can be affected if your property doesn’t offer similar amenities. Always consult legal counsel every step of the way. Amending governing documents is a technical process and it is imperative that your amendment is carefully prepared and that the required procedures for amendments are followed.
There will be folks with opinions for and against the issue. Determine the best way to present the idea in your community. Consider polling the community with questions to get a feel for the climate of their interest. Surveys can steer the path and build awareness of the issue.
It is prudent to have an informational town hall style meeting to explain the reasons for the proposed change with an open floor for questions. The Maryland Condominium Act requires no less than 10 days and no more than 90 days-notice of a meeting of the association. The Maryland Homeowners Association Act does not specify timing for notices so the association would have to refer to its governing documents. Once the meeting was held, letters of explanation, the proposed amendments and proxies were mailed to the unit owners. This was to ensure people would receive notice of the proposed amendment and allow the Board to start collecting proxies. Per my condominium’s bylaws, the proposed amendments to the bylaws had to pass within 180 days from issuance of the proxies because that is when the proxies collected would automatically expire. We had to communicate why, when and how to vote. This took some thinking outside of the box to overcome the apathy! Cover all bases for communication and make it easy for people to cast their approval. Be prepared for unit owners who will claim that they did not receive notice. It is the perfect time to collect updated contact information for every owner and resident in the community. There were several owners in my community who did not live o- site, but we needed their votes! Renter’s votes do not count. Electronic methods were ex-
tremely handy. Management was able to resend documents to people via email. In one instance, we needed the vote of a neighbor in the military who was deployed in Afghanistan. Technology made this possible. Confirm with legal counsel about what methods of communication are allowed in your jurisdiction. One creative method that helped us get the word out about the proposed amendment was hanging removable bulletin boards on the interior walls of common areas. We implemented a thermometer graphic where we updated the owners as we obtained more votes. We installed locked suggestion boxes at every mailbox kiosk. Extra ballots and pens were placed in a pocket on the outside of the boxes. As owners checked their mail, they could cast their vote/approval of the amendment. In addition to the bulletin boards, we created a hang tag that we stapled a ballot to. Volunteers hung one on each unit’s doorknob. We employed phone trees to remind neighbors to cast their ballot. Always have ballots available at regularly scheduled board meetings. As owners sign in at the meeting, someone can check the list of voters and encourage them to vote. Ask volunteers to go door to door and verbally ask for votes. Equip volunteers with extra ballots to leave at the door if someone isn’t home. This truly is a grassroots effort. Unfortunately, after 180 days our efforts were not successful. We recognized that the initial verbiage of the proposed amendment was confusing. We took the chance to try again and improve communication. We had better response on the second try but after 180 days it still had not passed. Eventually with enough leg work and persistence the bylaw reached 66.67% votes in favor of the change. Of course, there were votes against the change, which meant that we ended up collecting ballots from approximately 80-85% of the community. In the end, the process took over two years to complete but we got it done and it was one of my most proud projects ever. If we were able to succeed, then so can you! JANUARY 2020
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By Molly Peacock, ESQ. Molly has devoted her career to solving problems for community associations since 2006. She joined Rees Broome’s community association practice in 2015 after a fulfilling time as founder of the Peacock Law Firm. Her practice includes counseling and litigating on behalf of community associations in Washington, D.C. and Virginia, in all manner of topics including transitioning from declarant control, assisting with enforcement of covenants and rules, resolving conflicts, collecting debt, monitoring and achieving legal compliance.
HOW TO USE YOUR
Association’s Lawyer Wisely Dear Quorum, How do I keep my community’s legal fees down? It’s true. Some people are better than others at getting the most out of their lawyer while trying to keep a lid on the legal bill. Part of
being a good lawyer is to help the board be good stewards of the association’s financial and physical assets. There is plenty of legal work to be done. As I write this article, my to do list contains several billable projects, including, inter alia, reviewing contracts, easements, negotiating eminent domain proceedings, drafting and filing lawsuits, corporate counseling, drafting governing
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documents, and more. From the lawyer’s perspective, we prefer doing work that is truly needed, and that involves actual legal questions, such as those on this list. This article focuses on the best and most economical ways to engage with your lawyer, so your community can spend money on flowers!
Hypotheticals – Leave Them to the Law Professors Hypothetical scenarios often result in an avoidable expenditure of legal fees debating about “what if.” Questions that involve potential scenarios that have not occurred often morph and result in little actual progress solving a problem. Legal research and analysis become a moot point, ergo a waste of money, the farther away from actual facts a hypothetical strays. A healthier exercise is to set up a brainstorming session with the lawyer trying to keep to a set time frame. Provide the lawyer with as much foundational information as you believe is relevant, have a list of questions. Brainstorming and strategizing can be valuable, especially if questions are based on known facts.
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Frequently, the phone will ring, and a manager or director will launch forth with a narrative of something that has happened prompting the board to believe the lawyer is needed. When there is a pause for me to respond, the response is usually, “What is your goal?” Oftentimes, then there is anoth-
er pause. The law is sadly “grey” on many points, and the law changes. Sharing a chronicle of adversity without good questions and/or the goal means you could spend lots of money on hearing about the possible outcomes based on the interesting story you just told.
pawn to try to prove one side morally, ethically, substantively superior to the other side. During times of conflict, personal animus, and not a legal question, can be the source of the problem. At times like these, legal fees can spike, and can be avoidable.
Conversely, if the board has a goal in mind, a good lawyer can (1) advise about the approximate cost of the goal, and how legally compliant it is, and (2) help achieve the goal if possible. Sometimes the board does not know how to identify its goal; in that case a good direction for the lawyer is “what should our goal be, and what will it cost?” Fundamentally, the association’s goals are liability avoidance, competent, fair and legal operations. Within that umbrella, many near term goals are achievable such as increasing transparency without increasing liability, improving operational documents, creating and updating rules.
Awareness by boards and managers that the lawyer is being drawn into a battle of personalities is a great first step in controlling costs. The next step is to create a list of legal questions the board can determine whether it would like the lawyer to answer. After that, if applicable, the board and lawyer can determine what answers can be shared with the membership.
Leave Politics to the Politicians Most industries, legal included, require diplomacy and patience when tempers flare. Sometimes directors distrust fellow directors, homeowners distrust the board, vice versa. When disputes intensify, the association’s lawyer and the law itself are often used as a political
Stay in Lanes: Management, Legal, Administration Many times, a director or manager can do something that someone wants the lawyer to do. To wit: writing a simple first demand letter, liaising with the government about a non-adversarial matter, collecting data, setting up a meeting. If the board or management feel they do not have time and prefer to pay the lawyer to do tasks that a non-lawyer can do, that is one thing. Otherwise, leave the meeting scheduling to the professionals, and let the lawyers hammer out legal solutions.
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Directory and Classifieds AMUSEMENT & PARTY RENTALS
INSURANCE
MANAGEMENT SERVICES (CONT’D)
Fantasy World Entertainment 124 Jibsail Drive T: (800) 757-6332 Prince Frederick, MD 20678 www.fwworld.com Brooks Grady brooks@fwworld.com
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
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
ASPHALT PAVING/MAINTENANCE/REPAIR
JANITORIAL
Brothers Paving & Concrete Corporation 9469 Hawkins Dr T: (703) 393-1927 Manassas, VA 20109 F: (703) 393-1928 Paul Battista info@brotherspaving.com
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
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 ATTORNEY
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 BANKING AND FINANCIAL SERVICES
BB&T Association Services www.bbt.com Let us save you time and money with our lockbox processing, ACH, coupon book, statement printing and transmission services. Tavarious Butts T: (703) 284-0561 Tavarious.Butts@BBandT.com WINTRUST Community Advantage T: (734) 276-3330 Metro DC www.communityadvantage.com Kim Myles kmyles@communityadvantage.com A leading provider of financial services to condominium, townhome, and homeowner associations. ENGINEERS
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
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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 Company, Inc 8229 Boon Blvd., Suite 760 T: (703) 388-1005 Tyson Corner, VA 22182 F: (703) 388-1006 Michael Feltenberger, CMCA, AMS, PCAM 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
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
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 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
INDEX TO ADVERTISERS A Associa-Community Management Corporation, AAMC....................................................................10 B Barkan Management, LLC, AAMC..................................................................................................21 BB&T Association Services.............................................................................................................19 Brothers Paving & Concrete..........................................................................................................1, 4 C Caldwell & Gregory, Inc...................................................................................................................24 RESTORATION SERVICES
Capital Painting Co.........................................................................................................................33
Titan Restoration Co Warrenton, VA T: (540) 349-1503 www.titanrestoration.com F: (540) 349-1512 Anita Puckett apuckett@titanrestoration.com
Cardinal Management Group, Inc...................................................................................................11
ROOFING
TWC Services, LLC PO Box 150277 T: (703) 971-6016 Alexandria, VA 22315 www.twcserv.com Linda Walker info@twcserv.com
Clean Advantage Corporation T/A Condominium Cleaning Service..................................................40 D DoodyCalls.....................................................................................................................................14 F Fantasy World, Inc. dba Fantasy World Entertainment.....................................................................30
WINDOWS & DOORS
Windows Plus, LLC 4321 Markham Street T: (703) 256-0600 Annandale, VA 22003 F: (703) 942-6987 Kimberly Wayland kknight@windowspls.com
The Falcon Group.............................................................................................................................7 FirstService Residential DC Metro, LLC, AAMC................................................................................39 M McMillan Metro, P.C.......................................................................................................................14 Miller-Dodson Associates................................................................................................................29 P Ploutis Contracting Co., Inc.............................................................................................................39 R Reston Painting Company................................................................................................................2 S Sentry Management, Inc.................................................................................................................14 T TWC Services.................................................................................................................................19 W Windows Plus, LLC...........................................................................................................................9 WINTRUST Community Advantage Bank.......................................................................................34
JANUARY 2020
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CUL-DE-SAC
By Iman Jackson, CMCA, AMS Iman is an advocate for integrity in all things related to real estate. Beginning her career as a real estate salesperson, she progressed to serve as Sales Manager at Prince George’s County’s only equine community. Iman moved on to work in association management starting with a condominium in D.C. Now a Community Manager for SFMC, Inc., Iman is an active member of the Washington Metropolitan Chapter Community Associations Institute serving on the Quorum Editorial and Maryland Legislative Committees.
N
o day in the life of a manager is ever the same. That’s part of the beauty of a career in association management. There’s never a dull moment. A taboo item rarely discussed is the case of “The Mad Pooper”. So many in the industry have dealt with incidents involving residents and their guests using the common areas as restrooms. The offense often takes place in a common area void of surveillance which causes the staff to put on their detective hats. For your reading pleasure, here are some of the most interesting accounts from various management professionals.
Habitual Offender A few days after a recent transfer to a new manager began daily site inspections. This particular building was a historic condominium in the heart of Washington, D.C. with a mix of former tenants that successfully purchased units and new purchasers from various walks of life. The neighborhood was experiencing an explosion of development with new retail, housing and plenty of renovations projects in the immediate area. Following turnover from developer control, the board immediately sought new management as most associations do. A new enthusiastic manager with years of experience was assigned to the property by the new managing agent. The manager quickly lost enthusiasm during the first few site inspections while making rounds to each floor using the stairwells as trained. A malodorous smell became overpowering as the manager approached the 38 | QUORUM
highest floor. The manager engaged the assistance of the janitorial staff to identify the source only to discover The Mad Pooper had made a deposit overnight in the common stairwell. You would think this would be a one-time incident with a perfectly good explanation however, this Mad Pooper was committed to the cause. The management team discovered numerous other deposits over the course of a few months. The manager was determined to catch the culprit. Cameras were only placed at the main entrances and exits of the property. The night shift was placed on alert in an effort to catch the perpetrator in the act, to no avail. The manager found themselves constantly apologizing to the janitorial staff for being exposed to this atrocity. It was evident that no pet could have produced these massive piles. By chance, the manager decided to show up to work a few hours early on a warm and sunny spring morning. As they pulled into the driveway their peripheral caught a glimpse of a man in the parking lot only clothed from the waist up. Although there was no concrete proof, the staff deduced this person was most likely to be the Mad Pooper. The entry codes were changed, and the manager put in a transfer request.
Accidents Happen Public nakedness seems to go hand in hand with the obsession of relieving oneself in
public. On the other side of town at an upscale condominium featuring all the bells and whistles discovered a historical nuisance had returned. This property had experience with an unclothed owner that was known for making movements in the common halls. One evening, residents reported a naked man in the hallway banging on unit doors. Some residents threatened to contact police naturally. Several hours later a grand mess was found by staff members in the common areas. This same property had a repeat performance a few years later when a stark-naked non-resident was observed sitting in a stairwell one level up from their accident. Luckily, an owner took pity on the pooper and provided clothing. The pooper was escorted off of the property expeditiously.
Poop Happens A fed-up manager of an affluent metropolitan property decided to call the cops when a Mad Pooper took care of business 3 days in a row at the same common location. Again, the acts were committed outside of camera view. Ultimately, the manager decided to call in a security firm. It was determined that the presence of a guard eliminated the problem. We can only imagine what compels people to engage in the practice of pooping in common areas. It seems to defy all economic and social demographics. Managers speculate a wild night out contributes to plenty of these misdeeds. And that’s the scoop on poop!
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As Metro DC’s residential property management leader with national resources, we know what it takes to create great communities that residents are proud to call home. We start by putting the right teams in place – local property experts who deliver our best-in-class solutions, along with genuinely helpful service, to enhance the property values and lifestyle of those we serve. That’s how we make a difference, every day, for great communities like yours… • High-Rise and Mid-Rise Buildings • Condominium and Homeowners Associations • Lifestyle, Large Scale and Active Adult Communities Office Locations: 11351 Random Hills Road, Suite 500, Fairfax, VA 22030 923 Maple Grove Drive, Suite 101, Fredericksburg, VA 22407 8701 Georgia Avenue, Suite 300, Silver Spring, MD 20910 703.385.1133 | www.fsresidential.com
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2019 CHAPTER BENEFACTORS
C
ASPHALT & CONCRETE
WMCCAI 7600 Leesburg Pike Suite 100 West Falls Church, VA 22043 www.caidc.org (703) 750-3644
PRESORT STANDARD US POSTAGE PAID ALEXANDRIA, VA # 5659
OUR MISSION To optimize the operations of Community Associations and foster value for our business partners.
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