Washington Metropolitan Chapter Community Associations Institute
JUNE 2019
A Magazine for Community Association Volunteer Leaders, Professional Managers and Business Partners
HUMAN RESOURCES B e h in d The Scenes
ALSO IN THIS ISSUE
____________________________ Better Interviewing, Better Managers ____________________________ Training Plans & Continuing Education ____________________________ Minimizing Employer Risk in the Post #MeToo Era ____________________________ Why Do I Have to Network?
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JUNE 2019
CONTENTS 14 Personality Testing for Manager Hiring
BY DAVE CICCARELLI, AMS, PCAM
18 Culture is the Key to Retention
BY TOM L. WILLIS, PCAM
20 Sexual Harassment in the Workplace: Understanding Legal Standards and Employer Liability
BY OLGA TSELIAK, ESQ.
22 Achieving a Work-Life Balance Harmony
BY JACKLYNE DEMPSEY, CMCA, AMS
23 Please Don’t Go! Retaining the Best Talent with Performance Reviews
DEPARTMENTS AND MORE 5 Message from the Executive Director 6 Chapter Benefactor: USI Insurance 7 Chapter Benefactor: Trash Away 9 Welcome New Members 10 Upcoming Events 13 People & Places 36 Classifieds 37 Index to Advertisers 38 Cul-de-sac: Why Do I Have to Network?
BY CYNTHIA DU BUSC, CMCA, AMS AND PATRICK MAZZEI, CMCA, AMS, PCAM
24 Better Interviewing, Better Managers
BY RICHARD KUZIOMKO, MBA, CMCA, AMS, PCAM
26 Training Plans & Continuing Education
BY BETSY JOHNS, CMCA, PCAM AND LILI MARTINEZ, CMCA, AMS
28 Workers Compensation Insurance Requirements
BY JESSICA M. KNUTSEN, CIC, EBP AND ANDREW SCHLAFFER, EBP
30 Is There Value in Offering Enhanced Benefit Packages in the Property Management Industry?
BY MATTHEW GREEVES
32 Minimizing Employer Risk in the Post #MeToo Era
BY TIFFANY M. RELEFORD, ESQ.
35 What’s My Status? Employees vs. Contractors
WMCCAI MISSION STATEMENT To optimize the operations of Community Associations and foster value for our business partners.
BY KIMBERLEY M. O’HALLORAN-PEREZ, 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. JUNE 2019
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MARY LOCKHEART a Virginia HOA Property Manager
CHARLES YORK
Sr. Project Manager 18 Years Strong
We get it. For over 30 years, the HOA market has been the largest segment of our business, unlike our competition, who dabble in this industry. We understand the particulars—detailed proposals, attending board meetings and educating board members, timely notices, and showing up when we say we will. We make you look good to the communities you manage.
info@brotherspaving.com Š 2019 Brothers Paving and Concrete Corporation
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President Rafael A. Martinez, CTP President-elect Airielle Hansford, CMCA, AMS, PCAM Vice President Michael Gartner, ESQ Secretary Ruth Katz, ESQ. Treasurer Kristen Melson, CMCA, AMS, PCAM Immediate Past President Sarah Gerstein, CMCA, AMS, LSM, PCAM (EX OFFICIO) Executive Director Jaime Barnhart, CMP, CAE (EX OFFICIO)
D IRECTOR S Jennifer Bennett, CMCA, AMS, PCAM, Thomas Burrell, Anthony Humphries, Judyann Lee, ESQ., Sara Ross, ESQ., Gary Simon, CMCA, AMS, PCAM, Todd A. Sinkins, ESQ., Jon Stehle
CO U N C I L C HAI R S Communications Council Leslie Brown, ESQ. Education Council Debra Johnson, CMCA, AMS, PCAM 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 Kevin A. Kernan, ESQ. and Todd El-Taher Golf Adrienne Zaleski and Brian Lord, CMCA, AMS Maryland Legislative Scott Silverman, ESQ. and Aimee Winegar, CMCA,
We talk about our members often here in this space. This month, let’s talk about the chapter staff. WMCCAI is managed by a small staff – there are 6 full-time professionals serving over 3,300 members across the D.C. area. With 11 committees, over 17 education sessions and 7 events each calendar year, plus member services, it is a busy and thriving office. My passion is people. However, none of us here at the chapter office studied Human Resources as a career. Yet, I spend much of my time doing just that – developing our staff into the best we can be for our members and for the health of this organization.
You can have the best strategy and the best building in the world, but if you don’t have the hearts and minds of the people who work with you, none of it comes to life. – Renee West
FROM THE EXECUTIVE DIRECTOR
O FFICE R S
AMS, LSM, PCAM
Public Outreach Elisabeth Kirk and Kim Myles Membership Jeffrey Stepp, CMCA, AMS, and Noni Roan, CMCA Quorum Editorial Susan L. Truskey, ESQ. and Christopher Carlson, PE, SECB 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 Susan L. Truskey, ESQ. and Christopher Carlson, PE, SECB 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.
I am a firm believer that one can have it all; maybe not all at the same time but yes, you can have a thriving career and a full personal life. Work doesn’t just happen between 9 am and 5 pm, Monday through Friday and just because you are working outside the office walls doesn’t mean you are less productive (in fact, sometimes it is more productive!). The WMCCAI staff works hard to create an environment of support, encouragement and growth and even fun. As the old saying goes “We work hard and play hard.” We are a work-family – the staff, members and all the CAI volunteers who make this chapter successful. This issue of Quorum is important for all of us, whether you are supervising a small staff, the president of a management company, leading a service provider, or even working as a volunteer in your community. Learning to develop and manage people is the backbone of any successful business, whether you have 500 employees or six. Articles across these pages take you from interview to performance evaluations and discuss why professional development is so essential to success. In addition, the #MeToo movement in this country is so important, so we also discuss how you can minimize risk and ensure the safety and well-being of all your employees. Community association management is about people and communities. Human resources are the backbone to both your business and your communities. Build your people and your people will build your business. – Unknown
JAIME BARNHART,
CMP, CAE
Jaime Barnhart, as the chapter’s executive director, is responsible for implementing the organization’s mission and goals, and managing its staff. Jaime has worked in non-profits/associations in the D.C. Metro area for over 12 years focusing on program management, events and trade shows, and marketing. She joined WMCCAI as the events manager in 2015.
To advertise in Quorum, e-mail publications@caidc.org. For more information about Quorum or WMCCAI, visit www.caidc.org.
JUNE 2019
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CHAPTER NEWS
C H A P T E R
B E N E F A C T O R
USI Insurance Virginia Office: 3190 Fairview Park Drive, Suite 400 City, State ZIP: Falls Church, VA 22042 Maryland Office: 335 Clubhouse Road City, State ZIP: Hunt Valley, MD 21031 DC Office: 601 13TH Street NW, Suite 900N City, State ZIP: Washington, DC 20005 Website: www.usi.com
communities • Provides insurance and risk management for 3,000 condominiums, cooperatives and HOAs nationwide and 90,000 units locally • Our team has expertise in underwriting, claims, and property management (PCAM) to achieve desired client outcomes
Year Established or Incorporated: 1985 • CAI Member Since: 1985 • Certificate of Insurance: Yes • Bonded: Yes • Areas you serve: Maryland, Virginia, the District of Columbia and Delaware • Corporate Associations: CAI National and local chapters • Company Philosophy: Our role as your insurance broker and risk management consultant is to help your community manage not only its total cost of claims, but also its total cost of risk. The total cost of risk (TCOR) is defined as the sum of your community’s expenses as it relates to risk, including: deductible expenses or uninsured losses, transfer costs (insurance premiums), risk control expenses, and other administrative costs. In an effort to stabilize and reduce our clients TCOR, we have invested significant capital to provide additional services to our clients without charging an additional fee. About Us • Top 10 insurance broker in the U.S. • 6,000 employees with 150 offices across the U.S. • Acquired Wells Fargo Insurance in 2017 • Over $2B in U.S. Revenue • Dedicated team exclusively serving common-interest
We Offer • Monthly Newsletters • Unlimited access to our proprietary “Risk Management Center” which offers: free weekly webinars, Bilingual database of Risk Management resources, Incident Tracking (incidents not reported to a carrier or below the deductible), Training and Audit Tracking, and SDS and BBS Track. • 24/7 Online Certificate of Insurance processing • Certificate of Insurance Tracking (vendor’s insurance and residents) • Vendor Contract Reviews (insurance requirements and indemnification language) • Coverage & Bylaw Reviews for proper compliance • In-house Claims Management and Advocacy • Attend BOD Meetings & Town Hall Meetings • Customized Loss Control & Risk Management Programs • Budget Planning & Forecasting Services • Market Analysis & Renewal Planning • Education sessions for Managers, Residents and Board of Directors Contacts: Theresa Melson, Senior Vice President, 703– 205–8753, Theresa.Melson@usi.com; Jessica Knutsen, Vice President, 703–205–8722, Jessica.Knutsen@usi.com; Andrew Schlaffer, Vice President, 703–205–8764, Andrew. Schlaffer@usi.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
CHAPTER NEWS
C H A P T E R
B E N E F A C T O R
Trash Away, Inc. 8390 Terminal Road, Suite D City, State ZIP: Lorton, VA 22079 Telephone: (703) 339-4560 Website: www.TrashAway.com Founded in 1997, Trash Away brings over two decades of experience to communities in the Washington, DC metropolitan area, and we are proud to still serve our very first clients. What sets Trash Away apart from other companies is our commitment to innovation, dedication, reliability and service - no matter the needs of your particular community, we’ll develop a reasonably priced plan to keep your community clean, then perform those services on time, every time.
We built our reputation as an innovator by creating a unique system to collect and remove trash from high-rise condominiums, without the use of dumpsters. Our system not only removes the odor and pest nuisance of unsightly dumpsters, but it reduces your legal liability. More than 100 luxury buildings in Washington, DC have contracted us for this patentable service. We bring the same level of service and innovation to all of our service lines; from dumpsters to curbside, you can depend on us. Contact: Cheryl Crawford, Director, Client Relations & Business Development, ccrawford@trashaway.com
NORTHSTAR
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Helping achieve your vision for a thriving community?
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WMCCAI proudly welcomes the following members who joined the chapter in March 2019. Community Association Volunteer Leaders from the Following Associations Ashley Court Cluster Association Church Mills Homeowners Association Concord Mews Condominium Harbour Square Owners, Inc. Homeowners Association of Brookside, Inc. Lake Braddock Lake Ridge Parks & Recreation Association Potomac Place Tower Condominium Reflection Homes Association River Creek Owners Association Takoma Overlook Condominium HOA Tiber Island Cooperative Homes Tivoli at Cardinal Forest Unit Owners Association of Hunters Branch Condominium Individual Managers Gloria Arevalo, Community Management Corporation, AAMC Christian Belong, FirstService Residential, AAMC Bruce Buelken, Capitol Park IV Condominium Sheila Butler, 4600 Connecticut Avenue Condominium Amna El Ghawil, Legum & Norman, Inc., AAMC
Kevin Fowle Jenna Gearhart, Council of Unit Owners of Parkside Condominium Ginger Golembiewski, Cardinal Management Group, Inc., AAMC Sandra Hughes, Oakton Park Apartments Samantha G. Hurley, CMCA, River Creek Owners Association Jeremiah Jackson, Legum & Norman, Inc., AAMC Anna Kolomiiets, Community Management Corporation, AAMC Fatina Laatour, Legum & Norman, Inc., AAMC Dennise McCoy Yelba Menacho, FirstService Residential, AAMC Carolina E. Meneses, Council of Unit Owners of Parkside Condominium Maria L. Reyna Lovo, Community Management Corporation, AAMC Cynthia Robinson, River Creek Owners Association Nafeesa Saafir, River Place South Housing Corporation Gmerice Thames, Tidewater Property Management, AAMC David Umana, FirstService Residential, AAMC Deborah Winslow, Wilshire Park Condominium
CHAPTER NEWS
Welcome New Members
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UPCOMING EVENTS
JUNE 6
Networking on the Riverboat 4:30 – 7:30 p.m. Boomerang Party Yacht Georgetown Waterfront Commercial Dock 3100 K Street NW, Washington, DC 20007
Join us for Happy Hour on the River! Set sail with WMCCAI, your colleagues, clients and friends as we network on the water and watch the summer sunset. This event is the perfect opportunity to meet and greet with other industry professionals in a fun, casual environment. Sponsorships available! Please visit www.caidc. org for more information or to register online.
PLEASE NOTE: This event is currently SOLD OUT. If you are interested in adding yourself to the wait list, please contact events@caidc.org.
JUNE 12
Member Benefits Orientation 3:30 – 5 p.m. WMCCAI Chapter Office 7600 Leesburg Pike, Suite 100 West Falls Church, VA 22043
Are you a new or existing member? Or, are you considering joining Washington Metropolitan Chapter Community Associations Institute? Please join us as we discuss the benefits of CAI membership, available education sessions, marketing and networking opportunities to successfully grow your business, and more. The orientation is free, but registration is required. Please visit www.caidc.org for more information or to register online.
JUNE 12
FREE SESSION: Collections for Board Members, Not Dummies 6 – 9 p.m. WMCCAI Chapter Office 7600 Leesburg Pike, Suite 100 West Falls Church, VA 22043
You can’t run a business without enough money. Community and condominium associations are no different. With an operating budget funded almost entirely by owner assessments, when owners don’t pay, bad things happen. Board of directors have a fiduciary duty to stay on top of assessment collections so that the trash gets picked up and the lights stay on. It is critical that boards know what steps it can take in establishing effective collections policies and how and when to engage legal assistance. Please join us for an evening with a panel of experts in assessment collections in learning how best to approach keeping your association from suffering delinquency woes. Light dinner will be provided. Please visit www.caidc.org for more information or to register online.
J U LY 1 7
Bowling & Brews Happy Hour 4:30 – 7:30 p.m. Bowl America - Fairfax 9699 Lee Highway Fairfax, VA 22031
Take a step back and remember what it was like meeting friends for a night of fun at the neighborhood bowling alley (or, join us and try it for the first time!). Polish up your bowling balls and shoes for a night of fun as we light up the lanes at Bowl America! Join WMCCAI and your industry colleagues as we network over a night of balls, bites, beer, and some simple, old school fun. Please visit www. caidc.org for more information or to register online. Sponsorships Still Available! Contact events@caidc.org for more information.
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. 10 | QUORUM
Bowling Happy Hour Take a step back and remember what it was like meeting friends for a night of fun at the neighborhood bowling alley (or, join us and try it for the first time!). Polish up your bowling balls and shoes for a night of fun as we light up the lanes at Bowl America! Join WMCCAI and your industry colleagues as we network over a night of bowling balls, bites, beer, and some simple, old school fun. Please visit www.caidc.org for more information or to register online.
WHO
WHEN
Wednesday, July 17, 2019 Event Starts 4:30 p.m. – 7:30 p.m. Registration Opens at 4 p.m.
This program will benefit Business Partners, Homeowners and Managers
WHERE
HOW
Bowl America Fairfax 9699 Lee Hwy Fairfax, VA 22031
Visit www.caidc.org to register
Sponsor
REGISTRATION RATES EARLY BIRD RATE BEFORE: 7/3/19
REGULAR RATE
MEMBER
$40
$60
NONMEMBER
$60
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MEMBER
$40
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NONMEMBER
$60
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MEMBER
$65
$75
NONMEMBER
$85
$95
Homeowner
Manager
Business Partner
Sponsorships Still Available! Contact events@caidc.org for more information.
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
Whiteford Named Maryland Law Firm of the Year by Benchmark Litigation
Longtime Washington, DC lawyer and WMCCAI member since 1977, Benny L. Kass, died on March 30, 2019 at the age of 82. He graduated from Northwestern University with a degree in journalism, received his law degree from University of Michigan School of Law, and obtained a Master of Laws from George Washington University.
Benchmark Litigation has once again named Whiteford, Taylor & Preston “Maryland Law Firm of the Year.” In making the award, the second time the firm has been honored in the past four years, Benchmark Litigation cited the firm’s “excellence in litigation skills and experience.” In addition, Benchmark Litigation has named the following lawyers “Local Litigation Stars” in Maryland:
Benny practiced law in the DC metropolitan area for well over 50 years, devoting a good portion of his practice to the community association area. For many years he was very active in CAI. With his real estate articles being published in The Washington Post for over 40 years, and recently in other national newspapers, he would occasionally make reference to CAI and its efforts. He was an avid speaker at CAI seminars and very much enjoyed educating people in the law. He was one of the initial fellows of The College of Community Association Lawyers. Benny was always willing to help an aggrieved party, even one who did not have the necessary funds for legal representation. If he thought the cause was right, he wanted to help. Benny loved the practice of law and continued to represent clients until his death. His son Brian Kass continues his father’s passion for the law as managing partner of Kass Legal Group, PLLC.
PEOPLE & PLACES
WMCCAI Remembers Longtime Community Associations Lawyer, Benny Kass
• Edward Buxbaum: General commercial, personal injury, and professional liability. • Kevin Hroblak: Bankruptcy, general commercial and professional liability. • Harry Johnson: General commercial, product liability, and environmental. • Albert Mezzanotte, Jr.: Appellate, general commercial, insurance, and product liability. • Paul Nussbaum: Bankruptcy and professional liability. • William Ryan, Jr.: Appellate, general commercial, insurance, intellectual property, securities, and professional liability. • Steven Tiller: Intellectual property.
EJF Real Estate Announces Appointment of New CFO David Stivaletta, Promotion of Sam LeBlanc to Director of Association Accounting EJF Real Estate is happy to announce the recent appointment of David Stivaletta as Chief Financial Officer. David is a graduate of Loyola College with a BA in Accounting and earned his CPA in 1995. He began his journey into the real estate world as an auditor in Baltimore. In 1998, he moved to Washington D.C. where he gained valuable experience with companies such as Marriott Corporate, Clark Enterprises. He last held the post of Controller at Capitol Senior Housing before joining EJF Real Estate. EJF Real Estate is also excited to share the promotion of Sam LeBlanc, formerly of Crescent Property Management to the role of Director of Association Accounting. Sam is a graduate of Georgetown University with a B.A. in English. As the Director of Association Accounting for EJF Real Estate, he is directly responsible for financial policies, procedures, and board member interfacing for EJF’s association client. For more information about EJF Real Estate, please visit www. ejfrealestate.com.
Benchmark Litigation focuses exclusively on the U.S. litigation market and conducts extensive interviews each year to identify leading lawyers in each state and nationally. The “highly recommended” listings identify the firms deemed “dominant” in the state, based on the interviews with clients and peers. The Benchmark resources are published by Legal Media Group/Euromoney PLC, which is one of the top financial and legal presses in Europe and Asia. For more information about Whiteford, Taylor & Preston LLP, please visit www.wtplaw.com.
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JUNE 2019
By Dave Ciccarelli, AMS, PCAM Dave is the Vice President of Virginia for Sentry Management, Inc., a full-service community association management company with offices in 17 states. In 1997, Ciccarelli founded Loudoun Management Associates, Inc. (d.b.a. Horizon Community Services), which he merged with Sentry Management, Inc. in 2015. Dave holds the AMS and PCAM designations and is an active member of the Washington Metro Chapter of CAI.
Personality Testing for Manager Hiring The Problem Those among us who have risen in our industry to the esteemed position of “hiring manager” have faced the problem of finding the right people. Whether your company is growing or just holding its own, you need to find and keep good, competent community managers – those folks who thrive on keeping all of the balls in the air, meeting multiple, overlapping deadlines, and maintaining the happiness and satisfaction of clients. For arguments’ sake, let’s say that you find a candidate who looks good on paper. Now, you have to vet them to find out if they can really do the job, if they’re a good fit for your team, if customer service is in their DNA. Not being trained as an interviewing professional, you ask them about strengths and weaknesses or have them tell a story about dealing with a difficult customer. You even check a reference or three while the bluebird of logic chirps in your ear, “What kind of idiot would provide a bad reference?” Of course, it’s a rhetorical chirp and so you make the offer and they accept. Things start. Your new hire shows up on time, writes mostly literate emails and seems to hold their own in a Board meeting. But, as time passes, little issues pop up – a missed mailing deadline here – a late board package there. Your spidey sense tingles and then comes the “We have some concerns” call from Madam President. Just shy of six months, the new hire resigns and, if you’re 14 | QUORUM
lucky, the client does not. Still, you have to make those calls to announce, “We’re giving you a new manager!” like it’s a positive. This has happened before and you begin to wonder if those clients are starting to question your ability to effectively evaluate talent. What’s a hiring manager to do?
The Idea Years ago, at my own management company, I faced this same issue. How do you find (and keep) good people? In my case, I found the finding easier than the keeping so I focused on finding and I was pretty good at it. But, from time to time, a manager would start out well, then fade and the cycle would repeat with hope springing eternal with each new hire. While I was mainly successful in the human resources realm, I still sought the silver bullet of personnel perfection. Then, one day at a CAI event, a keynote speaker whose name escapes displayed the results of a survey of successful community association managers ranked by industries where they worked previously. The #1 industry where successful CAMs had worked before? Flight attendant! Once the speaker explained, the “Why?” was obvious. These folks had been successfully, day after day, while locked in a steel tube at 33,000 feet serving impatient, demanding, and sometimes sweaty people, all the while smiling and meeting those demands. I imagined them becoming a CAM and thinking they’d died and gone to heaven! And the #2 “in-
dustry”? Public school teacher! Again, a blinding flash of the obvious! Thirty-five little heathens daily dropped in your lap, every one of them an Einstein (according to Mommy & Daddy). Your job? Realize and appreciate their greatness despite bureaucracy and chronic underfunding. Leave teaching and become a CAM? Piece of cake. So, thought I, maybe there are folks with certain personalities that do well in these types of jobs – where folks aren’t always patient and thankful. Maybe their DNA chemically predestines them as happy, positive, helpful and patient. A bit of internet research on the subject revealed an entire field of study about personality research and testing with dozens of companies whose full-time business is working with clients to develop and implement personality testing programs to better match candidates (and current staff) with the right positions with the result of, happy customers.
The Experiment Here at Sentry, we asked the question, “Do certain personality types make better CAMs?” To answer the question, we set up an experiment wherein we voluntarily personality tested a sample population of CAMs. At the same time, their supervisors independently and “blindly” (i.e., without having access to the personality test results) rated those CAMs in terms of job performance. Then, we looked for statistical trends in an effort to validate the hypothesis.
PERSONALITY TYPES ANALYSTS
INTJ
Architect
Imaginative and strategic thinkers, with a plan for everything.
ENTJ
Commander
Bold, imaginative and strong-willed leaders, always finding a way - or making one.
DIPLOMATS
INTP
Logician
Innovative inventors with an unquenchable thirst for knowledge.
ENTP
Debater
Smart and curious thinkiers who cannot resist an intellectual challenge.
INFJ
Advocate
Quiet and mystical, yet very inspiring and tireless idealists.
ENFJ
Protagonist
Charismatic and inspiring leaders, able to mesmerize their listeners.
INFP
Mediator
SENTINELS
ISTJ
Logistician
Poetic, kind and altruistic Practical and fact-minded people, always eager individuals, whose reliability to help a good cause. cannot be doubted.
ENFP
Campaigner
Enthusiastic, creative and sociable free spirits, who can always find a reason to smile.
We asked for testing volunteers from all 300 Sentry community association managers and from all supervisors (Division Managers, VPs, SVPs). All test takers were told not to overthink their answers, but to respond with initial thoughts. The experiment used 16personalities.com, a free, online personality test which can be administered in about 10 minutes. The test blends aspects of the Five Factors Personality Model that evolved from the Myers-Briggs Type Indicator (MBTI) that evolved from Carl Jung’s original research into personality types. Personality types include five independent aspects, with all letters in the type code (e.g., INFJ-A) referring to one of the two sides of the corresponding spectrum. The five personality aspects are Mind, Energy, Nature, Tactics and Identity. Each should be seen as a two-sided continuum with the middle of each continuum being neutral. With the letters corresponding to MBTIs bolded and underlined for ease of comparison, the five continuum pairs are: • “Mind” shows how a person interacts to their surroundings with Extroverts preferring group activities, being energized by social interaction, and tending to be more enthusiastic and easily excited than their counterparts, Introverts. Introverts prefer solitary activities and are exhausted by social interaction. They tend to be generally sensitive to external stimulation. • “Energy” determines how a person sees the world and processes information. Observant individuals are practical, pragmatic and “down-to-earth”. They tend to have strong habits and focus on current or past events. Intuitive persons are imaginative, open-minded and curious, preferring novelty more than stability with focus on hidden meanings and future possibilities. • “Nature” determines how a person makes decisions and copes with emotions. A Thinking individual is more objective and rational and prefers logic over emotion. Thinkers tend to hide their feelings and see efficiency as more important than cooperation. Feeling indi-
ESTJ
Executive
Excellent administrators, unsurpassed at managing things- or people.
EXPLORERS
ISFJ
Defender
Very dedicated and warm protectors, always ready to defend their loved ones.
ISTP
Virtuoso
Bold and practical experimenters, masters of all kinds of tools.
ESFJ
Consul
Extraordinarily caring, social and popular people, always eager to help.
ESTP
Entrepreneur
Smart, energetic and very perceptive people, who truly enjoy living on the edge.
ISFP
Adventurer
Flexible and charming artists, always ready to explore and experience something new.
ESFP
Entertainer
Spontaneous, energetic and enthusiastic people - life is never boring around them.
viduals are sensitive and emotionally expressive and are more empathetic and less competitive than Thinkers. Feelers prefer social harmony and cooperation. • “Tactics” reflects a person’s approach to work, planning and decision making. Judging individuals are decisive, thorough and highly organized. They value clarity, predictability and closure, preferring structure and planning to spontaneity. Prospecting individuals are good at spotting opportunities and improvising. They tend to be flexible, relaxed non-conformists who prefer keeping their options open. • “Identity” shows how confident a person is in their abilities and decisions. Assertive individuals are self-assured, even-tempered and stress resistant. They are not worriers and do not push themselves too hard to achieve goals. Turbulent individuals are self-conscious stressors. They often experience a range of emotions while being success-driven improvers and perfectionists.
The Results We received test results from 59 of 300 (about 20%, a good statistical sample) Sentry CAMs and from 26 other Sentry employees ranging in title from Administrative Assistant to Senior Vice President. The analysis focused on CAM responses. Of the 59 responses, 44 (71%) fell into one of three personality types. These were: 1. Consul (ESFJ-A/T) – 28/59 (45%) 2. Protagonist (ENFJ-A/T) – 9/59 (15%) 3. Executive (ESTJ-A/T) – 7/59 (11%) Note the prevalence of “E’s” and “J’s” in these results and keep that in mind as you read the detailed descriptions of these personality types Continued on page 17 JUNE 2019
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listed in the sidebar and ponder whether the traits described fit the profile of a good community manager.
The Ratings To minimize subjectivity, we kept the rating system simple with CAMs being rated by a single number, 1 through 3, in response to the question, “How likely would it be that you (i.e., the supervisor) would assign a new and important community (that could lead to other new business) to this CAM?” The ratings were: 1. Unlikely – I have service and/or competency concerns about this CAM. 2. Somewhat Likely – He/She could do a reasonable job, but may not be my 1st choice. 3. Very Likely – He/She is a top performer. Of the 59 CAMs that took the test, eight (14%) were rated as a 1 (including 5 Consuls and 1 Protagonist). Our sense of this low percentage was that poor managers are not around for long while the high percentage of Consuls within that low number stems from Consuls being the most prevalent personality type in the population at large (12%). Moving up the rating scale, 23 CAMs (39%) received a 2 rating. These included seven Consuls, five Protagonists and four Executives. Finally, 28 CAMs (47%) were rated as 3’s. These included 16 Consuls, three each of Protagonists and Executives. This total (22 of 28 or 79%) was significant. Clearly, we saw a trend of the incidences of the top 3 personality types increasing as the rating increased.
Drilling Down the Aspects Finally, we mapped CAM ratings to each of the five aspect pairs to determine which, if any, of those personality “slices” carried more or less weight with our good (or not so good) CAMs. In doing so, we identified certain specific tendencies common to our sample of good managers. In terms of Mind, most CAMs, regardless rating, tended to be more Extrovert than Introvert with 3’s leading the way with an average of 72% extroversion versus 28% introversion per CAM. This makes sense given that managers must deal with people as a basic part of their job. On the matter of Energy, Observant types prevailed over “gut instinct” types. Across all three ratings, Observers predominated, but not overwhelmingly, hovering between 60% and 65% observant versus 35% to 40% intuitive per CAM. Again, this is reasonable since a large part of a manager’s job involves making decisions and providing fact-based recommendations. Moving to Nature, Feelers outnumbered Thinkers, but again, not overwhelmingly. Across all ratings, Feelers led with an average of between 57% and 61% versus 39% to 43% thinking. With this in mind, compare how a Thinker versus a Feeler would handle being on the re-
ceiving end of an angry client phone call. Feelers are probably better equipped to handle these situations gracefully and empathetically while the true Thinkers among us might be tempted to a more unemotional, clipped, “solve the problem” response. When we analyzed responses in terms of Tactics, we saw a significant statistical trend. Again, Judgers are “Complete the action item!” types while Prospectors tend to ask more questions and collect more data. Working up the rating scale, CAMs rated 1 averaged 69% judging and 31% prospecting while 2’s averaged 72% judging and 28% prospecting and 3’s topped out at 74% judging and 26% prospecting. In short, the better the CAM rating, the stronger the judging personality aspect, not surprising in my experience as management companies tend to be fired, more often than not, because action items are not getting done. Lastly, we looked at Identity. Here, again, we noted a statistical trend along the rating scale. CAMs rated 1 by their supervisors averaged 53% assertive and 47% turbulent. CAMs rated 2 increased assertiveness to 67% assertive with turbulence at 33%. The spread was even wider for CAMs with 3 ratings, 71% assertive to 29% turbulent. In short, the numbers strongly suggested that better managers handle stress better, are more confident and don’t sweat the little things.
The Recap After cross analyzing the data, we ended up with a suggested profile for an “ideal” community association manager. In short, that manager is: • More extroverted than introverted in relating to people • More observant than intuitive when processing information • More feeling than thinking when dealing with emotions • More judging than prospecting in their actions • More assertive than turbulent in terms of self-confidence and focus When you add all of these together, the “perfect” CAM is an ESFJ-A “Consul”. For personality testing purposes, this would be the “superstar” profile against which you would test incoming manager candidates.
Conclusion In today’s tough job market, with low unemployment and job seekers hunting for high pay, the savvy hiring manager cannot afford to waste resources screening bad candidates. Identifying and politely declining to interview these manager mismatches should be the hiring manager’s raison d’etre if they want to continue “etre-ing” in the future. The alternative, making an offer and hoping for the best, is not just internally unwise, but bad for business and the industry. JUNE 2019
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By Tom L. Willis, PCAM Tom is the Owner of Association Bridge, LLC, dedicated to creating spaces where community association leaders and the professionals who serve them can successfully navigate the challenges they face, reach the goals they choose, find satisfaction and joy in their service, and make raving fans of association members.
Culture
I S
Turnover is Expensive! The struggle to attract and keep talented employees and volunteers is universal. For businesses, the hard cost of employee turnover includes hiring and onboarding, initial training, ongoing development, and integration with the team. Finally, it includes the interim costs incurred while a position is unfilled. Yet, soft costs can be far more impactful. Turnover loads a burden on the backs of everyone in a company. These can turn into hard costs with loss of business due to poor performance. Not-for-profit community associations have different metrics. On-site staff and volunteer turnover result in soft costs such as service gaps and overburdened remaining staff and volunteers. This, in turn, takes a toll on member satisfaction. Increased stress and pressure result. Over time, this can lead to increased turnover and lack of volunteer interest.
T H E
K E Y
T O
Another common and insidious cost of turnover can be an intentional or unintentional lack of investment in employees and volunteers, which inevitably leads to more turnover. The vicious cycle of churn is costly. And it sucks - it sucks the life out of organizations of every sort.
Strategies
There are plenty of strategies out there to retain employees and volunteers. Google the subject and you’ll find scads of them. They range from simple recognition to the adoption of lofty ideals designed to motivate the troops. Volunteer retainage is its own animal because compensation is defined differently. In all cases, strategies are focused on showing appreciation and providing benefits that are designed to reward people and keep them in the fold. And they might not work.
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Retention
Don’t get me wrong, many strategies can be beneficial. They may help keep some folks around for a while. But they cannot stand alone. Strategies need to be part of a broader context to have lasting value.
Want Retention? Engage
Retention is a useful metric, but it’s not a goal. It’s a byproduct. According to a 2018 Gallup poll, 53% of U.S. workers are not engaged. Gallup states, “They may be generally satisfied but are not cognitively and emotionally connected to their work and workplace; they will usually show up to work and do the minimum required but will quickly leave their company for a slightly better offer.” Another 13% were reported to be “actively disengaged.” Yikes! In their seminal work The Leadership Challenge, Kouzes and Posner conclude that people tend to look at their jobs in one of 3 ways; as a job, as a career, or as a calling. The difference? Engagement. The higher the level of the synchronization between the work someone does and their values and goals, the deeper the engagement.
Want Engagement? Lead “Engagement is not an HR issue. It is a leadership issue” – Simon Sinek, Author & Organizational Consultant
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If the key to engagement is the connection of values and work, it begs a couple of questions. What does your organization stand for? What deeper connection does it offer? This is where many leaders fail. Kouzes and Posner offer an approach to address this. They boil it down to what they call “The Five Practices of Exemplary Leadership:”
• Model the Way • Inspire a Shared Vision • Challenge the Process • Enable Others to Act • Encourage the Heart Putting this all together, what are the leaders of an organization charged with doing? They develop and nurture organizational culture.
Build an Intentional Culture – Defining the Organizational “We”
Culture is who we are, proven by what we repeatedly do. Its engine is the shared values of the organization. Shared values lead to aspirational vision. The vision drives goals, which sets the mission. Goals and mission drive strategies, which then dictate day-to-day tactics. We do what we do because we are who we are. All organizations have a culture. Leaders are responsible for making it an intentional one. That includes community association volunteer leaders. It’s not easy, but it is always worth it. Leaving it to chance leads to disconnected strategies and tactics. And churn. “Culture eats strategy for breakfast” – Peter Drucker, Legendary Management Educator
what we do stays in line with who we are. They must walk the talk. Disconnects must be addressed. Few things cause disengagement more quickly than an organization that espouses values that are violated in the way things are done. A dedication to a values-driven culture draws like-minded persons and engages them. Engaged people not only tend to stay awhile, but they also draw others who will find a satisfying place in the culture. “Culture is caught, not taught” – Rolf Crocker, CEO, OMNI Community Management, LLC External rewards without engagement are like a fence. Engagement produces Internal rewards. If you want to keep people in the fold, stop worrying so much about the fence. Instead, build a fire of culture at the center of the organization. That fire gives team members light so they can see the vision and the warmth of shared values and mission. Create a space where people are drawn and want to stay. Recommended Study Material: The Leadership Challenge, 5th Edition by James Kouzes & Barry Posner The Excellence Dividend, by Tom Peters Gung Ho!, by Ken Blanchard & Sheldon Bowles The Culture Engine, by S. Chris Edmonds
As the stewards of intentional culture, leaders must make sure that
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By Olga Tseliak, ESQ. Olga is an associate attorney with the law firm of Chadwick, Washington, Moriarty, Elmore & Bunn P.C. Her practice is devoted to community association representation, including such matters of covenant interpretation and enforcement, contract law and collections. She is an active member of WMCCAI’s Quorum Editorial Committee.
Sexual Harassment in the Workplace: UNDERSTANDING LEGAL STANDARDS AND EMPLOYER LIABILITY
B
y now, almost everyone has heard of the “#MeToo” social media movement. Although it initially rose to the national spotlight in connection with the fall of disgraced film producer Harvey Weinstein, the movement triggered a groundswell of support and highlighted a troubling and oft-underreported problem in our culture— workplace sexual harassment. While all workplace harassment is reprehensible, sexual harassment is perhaps the most insidious as it historically has been overlooked or diminished when reported. In light of the intense scrutiny associated with #MeToo, however, it appears that the tide may be turning on workplace sexual harassment. Consequently, it is important for employers to familiarize themselves with the pertinent laws and develop policies to both prevent workplace sexual harassment and minimize their liability.
Legal Framework From a legal standpoint, workplace sexual harassment is considered a form of prohibited discrimination under Title VII of the Civil Rights Act of 1964. For the unfamiliar, Title VII expressly prohibits employers 1 from discriminating against any individual with respect to any aspect of employment because of one’s sex. Discrimination, in turn, has been broadly de-
fined as “any action which limits or denies a person an opportunity, privileges, roles or rewards on the basis of a discriminatory difference. Generally, workplace sexual harassment claims fall into either of two categories: (i) quid pro quo and (ii) hostile work environment. The following sets forth a brief summary of each.
Quid Pro Quo (“This for That”) Sexual Harassment The most obvious form of workplace sexual harassment occurs when a person in a position of power requires some sort of sexual favor in exchange for an employee’s benefit or career advancement. In order for quid pro quo sexual harassment to be actionable, the offensive conduct must be made by a supervisor or other person who has the authority to (i) direct the employee’s daily work activities, or (ii) undertake or recommend tangible employment decisions regarding the employee. Significantly, given the overtly intentional nature of this type of harassment, an employer is strictly liable and has no legal defense if a supervisor’s harassment of an employee results in a tangible action against the employee (e.g., firing, demotion).
Hostile Work Environment The far more subtle and pervasive form of sexual harassment is known as “hostile work environment.” It occurs when accepted workplace behavior creates an intimidating or offensive work environment, even in the absence of a tangible loss to an employee.
Fortunately for employers, a single, isolated incident of inappropriate conduct is unlikely to sustain a meritorious hostile work environment claim. To rise to the level of a hostile work environment, the offensive conduct must be so severe and pervasive as to alter an employee’s conditions of employment and create an abusive work environment. Further, the offensive actions must be unwelcome to a reasonable person under similar circumstances.
1 The term “employer” means a person engaged in an industry affecting commerce who has at least 15 employees for each working day in each of twenty or more calendar weeks. Although the Federal statute does not apply to small employers, most states and/or municipalities have similar statutes/ordinance in effect.
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Unlike with quid pro quo sexual harassment, employers may have an affirmative defense to hostile work environment claims if (i) the employer exercised reasonable care to prevent and promptly correct any offensive conduct and (ii) the employee unreasonably failed to take advantage of any preventative or corrective opportunities provided by the employer.
Consider Anti-Harassment Policy To avoid potential liability for hostile work environment claims, prudent employers should establish, distribute, and enforce anti-harassment and complaint resolution policies. Such policies should clearly define the prohibited conduct and make expressly clear that the employer will not tolerate offensive conduct. Additionally, such policies must set forth a complaint procedure for employees that is easy to understand and follow. Finally, any complaints submitted should be promptly investigated, thoroughly and impartially, without any risk of retaliation to a complainant.
Conclusions Understanding what sexual harassment is and its forms is the key to its prevention—both for employers and for employees. For employers, it is paramount to have antiharassment policies in place and to provide periodic educational seminars to employees. For employees, it is important to be able to recognize when it occurs and to be able to avail oneself to various administrative and/or legal protections.
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By Jacklyne Dempsey, CMCA, AMS Jacklyne works for Gates Hudson Community Management as an onsite Assistant Manager. She has been in the community management business for almost 9 years and is currently pursuing her PCAM.
Achieving a Work-Life
Balance
Harmony E
veryone has a different definition of the perfect work life balance. Personal lives will usually dictate what the ideal balance is. Employees that have children may need time off, not only for themselves but also for events or appointments for their children. Recently this has become a benefit that employees are seeking from employers. Recent studies show the importance of this balance and the benefits it can reap, including a better work product from employees with a favorable work life balance. So how do we get to that ideal balance without negative impacts?
Live in the Moment Focusing on the task at hand will usually result in a better work product. These work products are representations of yourself, how do you want people to see you? Use this as a reminder to fully focus on the task at hand. The same goes for our personal lives. If you are spending quality time with your family, attempt to reduce any work-related interruptions and give them your full attention.
Positive Thinking Begin your day with a game plan. You ultimately control the type of day you have by the attitude that you bring into each day. Daily commutes can be used to prepare yourself for the day and also decompress from a long day. 22 | QUORUM
Time Management The average work day in America is 8.8 hours, which leaves 15.2 hours for personal time. By completing tasks in a timely manner, you remove a portion of the due date stress most of us feel as that date approaches. Properly managing your time will make things seem less difficult because you know what is due and you have a plan already set in place to get those things completed. While you cannot plan for everything, most things can be controlled. When an emergency arises, don’t fret, you will get everything done, just take it one step at a time.
goals, you will feel as if you have accomplished much more and end the day on a positive note. Finding the perfect work life balance can be difficult, but it is worth investing time into to reduce stress and make your work life and personal life run smoother. While this may be impossible to achieve
At a recent seminar, Jeff Bezos, founder and CEO of Amazon, spoke on the subject of work life balance, replacing the word balance with harmony. Work and personal life are two major components of most people’s everyday lifestyle. By replacing balance with harmony, it allows them to coexist to work alongside one another. The word harmony has previously caused issues throughout the community association industry since harmony is usually an opinion-based term. While harmony in this aspect is still opinion-based, everyone gets to choose their meaning to make it work for them. Set Realistic Expectations Set goals for your day that are achievable. Setting unrealistic goals can result in feeling burned out. By setting these realistic
overnight, try to do one thing at a time until you are happy with the results. No one will have the same balance, only you know what the right one is for you.
By Cynthia du Busc, CMCA, AMS
By Patrick Mazzei, CMCA, AMS, PCAM
Cynthia has seven years of experience in the management of homeowner associations, residential condominiums and commercial condominiums with expertise in general contracting, business and financial management. She also has over twenty years of experience in residential property management and personnel management. She is currently employed at Cardinal Management Group.
Patrick serves as Chief Human Resources Officer and is a principal of Cardinal Management Group, Inc. He has been involved in the community association management industry since 1989. Mr. Mazzei also has extensive experience in the interpretation of reserve studies, engineering studies and structural architecture.
Please, Don’t Go!
Retaining the Best Talent with Performance Reviews
W
hat are the most valuable resources in any company? People…the Human Resource! Overall, a Human Resources department in any company is more than dealing with employees. It encompasses areas and knowledge of labor law, federal regulations and compliance, and payroll and benefits processing, just to mention a few.
a result. The employer may dread the awkwardness of finding out that an employee is unfulfilled or frustrated with the progress of their career. Instead, the Performance Review can be a positive, mutually beneficial tool whereby an employer can not only tick off those pesky boxes, but can also get to the heart of what makes an employee want to stay for the long term.
However, the heartbeat of any company is its employees. These individuals who serve as managers, administrative assistants, and account representatives can contribute to a company’s success or to its demise.
When striving to retain employees, HR professionals may turn to the standbys of annual raises, bonuses and non-monetary perks to keep staff from looking for greener pastures. While these are tried and true methods, there is an often overlooked resource that may prove to be to be the key to meeting the specific motivations of why a staff person chooses to remain with an employer; the Performance Review.
For the new employee, perhaps it’s all about working for a company that is well regarded in an industry, who can offer good pay with benefits, and a work environment conducive for optimal productivity. For a business owner or employer, it is all about recruiting (the search) and retaining (keeping) the best talent that is available. In today’s competitive labor market, it is a real challenge. The cost to replace an employee can be upwards of 20% of the annual salary for a mid-level worker*. To that end, it is in the best interest of a company’s bottom line to ensure that the best and brightest employees remain engaged and fulfilled. Whether done annually or more frequently, the Performance Review is sometimes treated as a bothersome requirement that must be done to check off the boxes of minimum performance standards. Employees may dread the process and see it as the boss’s opportunity to find fault and limit raises as
When conducting a review with a highly valued employee, HR managers rarely have to focus on deficiencies, and may instead want to turn the meeting into an opportunity to ask the employee what it is they need to remain challenged and satisfied within the company. The answers may be surprising. More and more, the answer has less to do with cost-
of-living raises, and more to do with work/ life balance, meaningful work, and flex-time opportunities. It may be found that an employee is frustrated with a lack of knowledge in certain areas of the industry and may have become discouraged. In this instance, the offer of continuing education may show the person that the company sees value in assisting them through training instead of criticizing the knowledge gap. Additionally, through these positive interactions, HR personnel may find that an employee has skills that are being underutilized within the company, such as teaching and mentoring, which provide the job satisfaction important to many. The opportunity to work from home may provide a renewed sense of well-being to those who are negatively impacted by the sound and distractions of a busy office environment. The how’s and why’s of employee retention is not a one-size-fits-all answer. A good HR manager knows that employees have differing motivations and works together with valued staff to find the best balance to keep those employees from seeking balance in a new job. The days of the 3% annual raise and one extra day of vacation per year are going the way of fax machines and floppy discs. The HR manager of tomorrow understands that retaining the best employees requires communication and flexibility to ensure that people are too happy and engaged to consider going elsewhere. HR personnel should consider making the Performance Review not only a tool to assess an employee’s performance, but also a tool for them to assess if they are doing everything necessary to retain those staff that make their company great! JUNE 2019
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By Richard Kuziomko, MBA, CMCA, AMS, PCAM Richard is the General Manager of The Kenwood Condominium in Bethesda, Maryland and the President of the River Creek Owners Association in Loudoun County, Virginia. He has been an active writer, speaker and lecturer at various WMCCAI forums and member of both the Education and Quorum Committees.
Better Interviewing, Better Managers
E
veryone has had the experience of interviewing or being interviewed for a position, and the process is no different for associations and managers. Whether the manager is being hired to work directly for a board or being proposed by a management company, a good interview will avoid issues down the road. Changes in management are costly and disruptive.
Interviewing can be done by a board or by a committee. No matter how it is done, the interview basically comes down to three phases: preparation, the interview itself, and finally, post interview action. Smart candidates research the association, know the answers to basic questions, and ask good questions. So, it is incumbent on the
interviewers to be equally prepared. Basic steps are: • Have an outline of the process that is going to be followed in the interview. If one individual is going to ask financial questions, then another one can ask maintenance, or governance and so on. Overlapping on one topic will take up time and not allow for information from the candidate in areas that might be important. • Prepare a list of questions ahead of time. Make sure the area of interest is covered in detail – project management, staff leadership, etc. • Research the candidate ahead of time. Look at LinkedIn, Facebook and other social media sites. If a board member is active in the industry and networking, there will be individuals with which to verify information. Another good source is the association attorney. • A note on first impressions. While it is human nature to undertake bias, this can be detrimental not only to the candidate but to the association. First impressions may prejudice interviewers to good candidates for unquantifiable reasons. The core of choosing a manager is the interview itself. The most successful ones are friendly but businesslike and professional. Be mindful about asking questions of a personal nature. The interview should be: • A strong listening session. The best interviewers ask questions but do not talk a lot.
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You want the candidate to do the talking; listen carefully to the answers. Great candidates will answer directly, not meander or jump to other topics. • Have open-ended but related questions to what is germane for the association. Ask amplifying questions but put the onus on the candidate to answer, “don’t lead the witness”. • Ask for personal involvement. If they were in charge of a $1.5 million lobby renovation project, you want to find out if they were a project manager or just attended meetings as an observer. If asking about request for proposals, ask if they wrote the RFP, did they find the bidders, how about a bid tab and how was the project sold to the board. • Silence is an effective interview technique, use it. When the candidate gives a brief answer, wait for more. It is very difficult not say anything and silence is the antithesis of talking, but it elicits responses. • Take notes. It is easy to get involved in the conversation and important facts may be forgotten. Jotting down key points will highlight each candidate. The final step in a successful interview is the closing and post interview process. Know how much time you have for the interview and keep at least a quarter of the time reserved for candidates’ questions:
• Ask the candidate if they have any questions about the association. Good candidates will not just ask about benefits but more importantly about the priorities the board is setting. They will ask about the staff and why the previous manager left. • Sell the candidate on the association. What are the good aspects of working for the board and the community? Let the candidate know the amount of flexibility they will have. • Request writing samples. Respecting confidentiality ask for a sample weekly report, RFP, financial analysis or any other report the board deems valuable. Writing skills are key for a good manager. • Let the candidate know the next steps and when a decision is expected to be made. And by all means, notify the interviewed candidates when the decision is made. • Finally, compare opinions among the interviewers. The crucial factor is whether they would do a good job for the association and would they fit into the association’s culture. You are hiring a manager not a friend. If necessary, bring the top candidate or two in for a second meeting. It is far better to be sure than make an ill-conceived decision. Following the principles of planning, good interviewing and post interview evaluation increases the chances of success.
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By Betsy Johns, CMCA, PCAM
By Liliana Martinez, CMCA, AMS
Betsy is a Partner and CFO at National Realty Partners LLC AAMC, located in Herndon, VA. She has been a management company owner since 1981, with a strong background in financial management and degrees in accounting and economics. She is a long-time member of the WMCCAI Education Committee and chairs the CAI PAC Virginia. She enjoys teaching seminars for related organizations, writes for various publications and enjoys being a guest on the Fairfax Cable TV program “Your Community You’re Connected”. She also is a member of the Board of Directors of MainStreet Bank.
Lili is the director of management operations at National Realty Partners, LLC (NRP), where she has been a key part of the NRP team for many years. She is an active member of the Quorum Editorial Committee and has been working in community association management for more than 10 years.
&
Training Plans Continuing Education T
raining plans and continuing education, when appropriately implemented, are key to success. Within the community association industry, there are numerous instances in which the implementation of training plans and continuing education are effective. But why are training plans and continuing education programs important? For a community manager, board member, management company and an association employee, it’s all the same KNOWLEDGE. Having a strong knowledge base will bring development, reduce weakness and set expectations of the duties of each individual role.
Without a training plan, there is likely little awareness of training goals and strategies to accomplish expected responsibilities. The list of topics that must be considered when designing a training plan is almost always an eye opener to anyone new to association management and governance. 26 | QUORUM
With a proper training plan, there is a clearly detailed schedule, time frames, outline of actions, and assignment of responsibilities. Having a training plan typically leads to more success with well-defined goals and expectations. Within the industry of community association management, there are differences in internal controls, procedures, and other variables that make each association unique. Training plans should be designed with the learning and development of your greatest assets, the people. Set the objectives and goals of the training plan to improve, engage and strengthen the operations and needs of the community. For employers and boards, it is key to identify the needs and customize the in-house training plans to grow managers/employees into better leaders and increase performance. A quality training plan with proper execution will make a difference in the excellence of performance and meet the expectation of any role. Continuing education is an extension of the initial training plan, it allows for employees and board members to stay current with the latest developments in the industry. In the community association management
industry, there are certain requirements set forth in the law, licenses, and other certifications that require continuing education to maintain membership and professional credentials. Continuing education provides benefits and opportunities to fully master the role of each individual. Industry entities such as Community Association Institute (CAI) and state/county regulatory boards offer many opportunities for management, homeowners and board members to have exposure to higher learning and on-going resources. These resources also include your industry professionals such as the attorneys, who at a minimum will provide education on an annual basis concerning changes in the laws and other sources that affect the way we perform our roles in the association’s management. Aside from the obvious topics like running a meeting, reading financials, understanding maintenance responsibilities, there is a whole list of topics that, on the surface, don’t appear to be relevant, such as Fair Housing laws, ADA laws, third party lender requirements, IRS regulations, Fair employment laws and other Human Resource management topics. Does everyone involved in association
management have to know it all? If they did, we would not be able to get enough people to volunteer! Instead, consider that Board members, managers and association professionals all have a role. If everyone understands their position in the big picture, they should complement each other. The Board is the body that makes decisions based on information they receive from their management and other professionals such as the auditors, lawyers and contractors, as well as from their owners. Therefore, their education should introduce them to the scope of areas they have to consider and only to what extent they should be involved. The management has the role of being both an advisor to the Board and executing the decisions. The manager must have high level knowledge of all aspects of community association management. Managers should also collaborate with their fellow managers for knowledge of their collective experiences since almost every situation they have to deal with has a degree of uniqueness. Finally, to emphasize the need for continuing education, besides the turnover on the Boards, keep in mind that new state and federal laws are enacted every year that affect the scope of responsibilities of the association management field. In addition to new laws, we also are affected by insurance company decisions that lead to changes in how associations and professionals analyze risk and risk management. All of this creates the need for new areas of training and continuing education. There is always something new to learn in the community association management industry!
How will you fund your next association project? Get custom financing that’s perfect for your budget and your association. No deposit relationship required. Let us find the financing that’s right for you. Call me today! Noni Roan, CMCA Vice President 301-639-5503 866-800-4656 ext.7479 noni.roan@mutualofomahabank.com
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JUNE 2019
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By Jessica M. Knutsen, CIC, EBP
By Andrew Schlaffer, EBP
Jessica is a Vice President from the Real Estate Practice at USI Insurance, providing positive support to her clients and has established strong communication lines with insurance carriers on their behalf. She has been practicing insurance for 13 years and holds a Property & Casualty insurance license and Surplus Lines insurance license for Virginia, Maryland and DC. Jessica holds a Bachelor of Science in Business from George Mason University and the Certified Insurance Counselor (CIC) professional designation. She is an active member of the Community Associations Institute (CAI) and participates in several WMCCAI committees including Education, Membership and Virginia Legislation.
Andrew is a Vice President in USI Insurance’s DC Metro and Hunt Valley regional offices. He joined our team in June 2017 and is a licensed property and casualty insurance agent and consultant in Virginia, Maryland and the District of Columbia. In addition, he brings over 9 years of insurance and risk management experience. He serves on several Chapter committees for both the Washington Metro and Chesapeake Region Chapters of CAI.
Workers Compensation Insurance Requirements
W
orkers compensation is “onthe-job� insurance for injured workers. It provides benefits as required by state law for association employees who sustain work related injuries.
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Workers compensation follows statutory laws and incorporates four types of benefits: disability (loss of income), medical benefits, survivor (death) benefits, and rehabilitation benefits.
Historically, workers compensation has been a largely successful social contract between employer and employee, which meant that the employee would be guaranteed reimbursement for economic loss resulting from
work-related injuries, in return for which employers were not subject to liability for such injuries. Similar to no-fault insurance, the employee does not have to prove negligence or employer responsibility to claim benefits.
When an employee gets hurt on the job or has a work-related illness, only workers comp will cover him. Health insurance is not a substitute as it won’t even consider the expenses, like employee’s pay or medical deductibles. Workers compensation claims must be reported within 24 hours of the accident. Prompt reporting is simply good business to control claim costs and avoid the financial penalties of late reporting. Prompt medical and rehabilitation services provided to the injured worker calms the worker’s anxiety, which in turn makes the claims process run more smoothly. A healthy employee returns to work as fast as possible. Also, research shows that the longer an employer takes to report a claim, the more the claim will cost and the longer it will take to settle. Workers compensation policies are subject to an annual audit. When a policy is issued, community associations pay a deposit premium based on the nature of its business and estimates of payroll. At the end of the policy period, an audit compares the estimates against the actual figures and operations. Based on this comparison, an adjustment is made. If the actual premium is less than what the community association already paid, a refund will be made. If it is more, the community association will be billed for the difference. In the event more premium is owed, your insurance professional should review the current workers compensation policy payrolls and make any necessary adjustments to minimize the potential for additional owed premium during the next audit. These adjustments are subject to any minimum premiums that apply. Community associations must respond to requests for information from insurance carriers. Failure to do so could jeopardize future premium levels, coverage availability, and perhaps continued insurability. The carrier could also issue an estimated audit with the estimated payroll increased by no less than 15%, which will increase the annual premium. When an insurance carrier requests information, it is imperative that it be provided. In order to complete an audit, the carrier generally requires the following information: • Payroll information • Federal 941 Forms (Employer’s Quarterly Federal Tax Return) • Proof of insurance for anyone paid on a 1099 Form (Miscellaneous Income) • Additional information may be requested if clarification is needed.
By maintaining your records in accordance with the following guidelines, you might reduce your insurance costs: Overtime. In most states, the amount paid in excess of straight time pay can be deducted if it can be verified in your records. You must maintain your records to show pay separately by employee and in summary by classification of work. Automated Records. If your records are automated or you plan to automate in the near future, you can obtain maximum benefits by setting up your records to include insurance requirements. An area of critical importance to community associations is the presence (or absence) of an independent contractor’s workers compensation insurance coverage. A majority of states impose liability on owners for compensation benefits to employees of uninsured contractors or subcontractors. It is important that such coverage be current, as the association could be responsible for providing workers compensation benefits if the contractor’s insurance expires or is canceled or if the insurer becomes insolvent. If proof of coverage for the entire policy term is not provided, the states allow carriers to charge for the contactor’s payroll/contract price so that funds will be available to cover those claims if they arise. This is actually good news and makes the carrier more viable for community associations. The financial strength of the carrier is of paramount importance when it comes to paying claims and is one of the carrier attributes that USI monitors closely. JUNE 2019
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By Matthew Greeves Matthew Greeves is a Principal at EJF Real Estate Services in Washington, D.C. which is a family owned and operated business. He graduated from West Virginia University with a degree in Business Administration.
Is There Value in Offering
Enhanced Benefit Packages in the Property Management Industry?
T
he demanding nature of the property management industry creates a high-level of job exhaustion in staff and managers. The industry demands that we be constantly accessible, extremely flexible and continually evolving. Employees must juggle competing clients with widely varying needs, while handling whatever emergencies may come their way and doing so with a smile on their face. The necessary availability in these jobs makes it difficult to unplug and find reprieve. Often, employees feel that the amount of effort they put into their job is not reflected in their compensation. Their job simply isn’t worth the personal cost. Company owners understand that losing staff and managers due to burnout is detrimental to the organization, the industry and particularly client relationships. When employee’s turnover, there is a large organizational expense to the company. Additionally, continual churn stunts the growth of our industry by preventing the career incubation necessary to grow experienced senior managers. Clients don’t appreciate a change in managers either, as it is disruptive to their property and time. We must show employees appreciation and recognize their significant contributions so they will become long-term employees. At EJF Real Estate Services in Washington, D.C., we have been fortunate to maintain an average employee retention rate of 7-9 years. This is well-above both local and national industry standards, which is typically in the 2-3 year range. So, what could possibly be driving this above-normal
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retention rate for our industry? Is it because we offer some form of an enhanced benefit package? Or, is it because our employees feel respected in their job and get the support and compensation they deserve? And just what does an enhanced benefit package look like in property management?
In any industry, employees need encouragement and motivation to stay engaged and dedicated to an organization. Of the many ways to accomplish this, one method that has caught the attention of business owners is to offer an enhanced employee benefit package. An employee benefit package contains traditional components as mandated by law such as workers’ compensation insurance, health insurance, provision for family and medical leave, unemployment insurance, and other compulsory employee benefits stipulated under Social Security, Medicare, and the Federal Insurance Contributions Act (FICA). Mandated benefits may also vary from state to state. Other traditional benefits workers typically expect may include dental, vision and life insurance, a retirement plan, paid time off, sometimes with employer-matching contri-
butions, long-term disability, educational assistance for career enhancement, ‘lunch and learns’, company outings, maternity leave, coffee and snack stations, and branded company goods. In addition to both mandated and traditional benefits, some employees have come to expect other non-traditional benefits. Originally inspired by the grandiose offerings of Silicon Valley tech giants to lure topnotch talent, these non-traditional benefits are sometimes now offered in traditional industries. They might include onsite massage, napping pods, video gaming rooms, onsite gyms and wellness programs, onsite childcare or stipends for services, time-off for philanthropic endeavors, bringing your pet to work, VIP parking, and fully stocked kitchens. Today’s widely-dispersed workforce also lends itself to telecommuting, flexible work hours and increased comp-time for after-hours meetings and activities. In some regions, companies have instituted early seasonal closing times so employees can enjoy the warmer weather and time with their families. Many report that these flexible work methods lead to less stress, more happiness and increased productivity. At EJF, while offering all mandated and some traditional benefits, we haven’t veered into Silicon Valley territory with a fully stocked kitchen or an onsite gym. We do offer some flexibility with pets and we have parents who sometimes bring a child to work with
them when childcare falls through. Instead, we have moved toward more a more flexible office environment, embracing flexible work arrangements such as telecommuting and flex hours. We also close our offices early every Friday during the Summer months. Ultimately, as again demonstrated by Silicon Valley, we feel that no matter how many non-traditional extras a company may offer, these alone will not suffice to retain quality employees. These companies must also continue to perform to remain attractive to their employees. We focus our efforts on providing as much work-life balance as possible while retaining productivity. These things must go hand in hand.
960285_Solitude.indd 1
We credit our low attrition rates to maintaining a company with a small, happy family environment where people feel comfortable sharing their views and everyone is valued. Employees will still make decisions to work for a company based primarily on salary, training and mentoring availability, opportunity for career advancement, respect, and work-life balance. No amount of free lunch or massage will keep someone in a job that they are unhappy with or where they do not feel that they are being compensated fairly for their efforts.
JUNE 2019
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By Tiffany M. Releford, ESQ. Tiffany is a partner at Whiteford, Taylor & Preston and co-chair of the Community Associations group. She focuses her practice on community associations in the District of Columbia, Maryland and Virginia. In addition, Releford routinely counsels community associations in covenant enforcement, revising and amending governing documents, transition from developer to owner control, warranty claims, and collection of delinquent assessments.
Minimizing Employer Risks in the Post #MeToo Era
I
n 2017, the viral sensation of social media introduced the world to the ‘me too.’ movement which focused on sexual harassment and sexual assault, especially in the workplace. The movement sparked a renewed focus on workplace policies to prevent claims of sexual harassment.
Whether your association has one or more than one employee, it is essential that your association have policies in place to protect your employees and minimize risks for your employees, especially in the post Me Too era. This article will focus on not only the essential policies to address claims of harassment
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and discrimination, but also standard policies that should be included in employee handbooks. These essential policies include the following: 1. Anti-Harassment and Anti-Discrimination Policy – This policy statement should contain a clear statement by the association that it prohibits harassment and discrimination. A definition of harassment and discrimination should be included in the policy, as well as examples of prohibited conduct. It is important that the policy is not limited to sexual harassment, but all types of harassment based on any protected factor. Your policy should describe the process for making complaints and the steps that will be taken by the association to address complaints. You want to make sure your association encourages employees to report any complaints of harassment and discrimination; therefore, the policy should designate who is responsible for receiving those complaints, including who should receive the complaint if the individual designated to receive the complaint is the subject of the complaint. 2. Anti-Retaliation Policy – A policy prohibiting harassment and discrimination in the workplace is ineffective if it does not contain or there is not a separate anti-retaliation policy. The law prohibits retaliation against individuals who make claims and/or participate in investigations
of complaints of harassment and/or discrimination. Thus, the absence of an anti-retaliation policy discourages individuals from reporting harassment and discrimination. As such, this policy is essential to make it clear that employees should have no fear of reprisal for making good faith complaints of harassment and/or discrimination. 3. Equal Employment Opportunity Policy – This is the first policy an administrative agency will look for when investigating a complaint of discrimination and/or harassment which is why it is imperative that it be included in your handbook. The policy can be as simple as a short statement that the association does not make decisions with regard to any protected factor in hiring, termination, promotion, benefits, or any other term or condition of employment. The policy should cover protected factors under federal law, as well as protected factors covered under state or local law which may differ. 4. Reasonable Accommodation Policy – The Americans with Disabilities Act requires associations to provide a reasonable accommodation to an otherwise qualified individual with a disability unless it would impose an undue hardship. Your policy should set forth the process to be followed by an employee requesting an accommodation. It should describe the employer’s ability to ask for medical documentation if the disability is not obvious, as well as the employer and the employee’s duty to engage in an interactive process to discuss alternative accommodations if the accommodation requested cannot be accomplished. Please note, this policy is not limited to physical or mental disabilities but can also include
language to address accommodations for religious purposes and accommodations related to pregnancy, childbirth or related medical conditions. 5. Standards of Conduct/Discipline Policy – It is important to provide employees with a clear statement as to what is expected behavior in the workplace, including describing prohibited conduct and providing examples of such conduct. If examples of prohibited conduct are provided in this policy, the list should include a “catchall” provision to make it clear that the list is not exhaustive. Whether discipline is progressive should be included in your policy. If discipline is progressive, there should be a disclaimer that allows the association to skip steps in the process and proceed directly to termination without notice to the employee based on the violation. Employees should also be advised that disciplinary action will be documented and put in their personnel files. 6. Acknowledgment Form – While not an official policy, this form must be included in your employee handbook to document that the employee received a copy of the handbook. The form should be signed by the employee and placed in his/her personnel file. If policies in the employee handbook are updated or revised in the future, your employees must sign a new acknowledgment form. If you have not already done so, now is the time to review your employee handbook or adopt an employee handbook that includes the above policies, not only to protect your employees, but also to minimize risks to your association.
How goes the voyage for your homeowner association? No matter what the weather, a steady hand at the helm is your best assurance of safe passage. Enjoy smooth sailing with Barkan – Metropolitan Washington’s premier manager of homeowner associations.
Find out more!
703.388.1005 mfeltenberger@barkanco.com S E R V I N G W A S H I N G T O N D C, M A R Y L A N D, V I R G I N I A A N D N E W E N G L A N D Barkan Management AAMC®
People you can count on. Experience you can rely on.
JUNE 2019
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We need experts to be a part of our 2020 education initiatives, giving our members the knowledge and skills they need to be better managers, board members, and industry professionals! The Education Committee has developed a Designated Topic strategy to provide a more targeted approach to its educational offerings. The initial list appears below with more to follow! Of course, there are going to be relevant topics that aren’t on the list and we welcome those submissions as well. We seek passionate, engaging speakers whose expertise with their subject matter will provoke discussion, debate and a better understanding of the issues the industry is facing. Reasons to Submit: • Share your skills, experiences and vision with leaders • Increase your visibility; gain recognition and distinction within the community association industry • Participate in a unique forum that brings community association professionals, service providers, and homeowners together • Play a part in improving community associations living and promoting the professionalism of those serving community associations 2020 Topics of Interest:
- Financial Statements/Association Audits/Operating Budgets - Managing Your Community’s Online Presence - Reserve Study Methodologies - Developing & Maintaining Manager Professionalism - Understanding Contract Documents - The Insurance Claim Process from Start to Finish
- Using Technology as a Management Tool - Communicating in a Culturally Diverse Environment - Safety & Security – The Association’s Responsibilities - Managment Performance Metrics - Human Resources for Managers - Effective Strategies for Coping with Bad Behavior
A P P L I C AT I O N S U B M I S S I O N B E G I N S J U N E 1 5 , 2 0 1 9 . Visit www.caidc.org to submit your application. Questions? Please email education@caidc.org.
WASHINGTON METROPOLITAN CHAPTER COMMUNITY ASSOCIATIONS INSTITUTE 7600 Leesburg Pike, Suite 100 West, Falls Church, VA 22043 | (703) 750-3644 | www.caidc.org
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By Kimberley M. O’Halloran-Perez, ESQ. Kim is a community association attorney with Rees Broome, PC in Tysons Corner, Virginia. Her practice is devoted exclusively to the representation of community associations in Maryland, Virginia, and West Virginia. Kim is also a past president of WMCCAI.
What’s My Status? EMPLOYEES VS. CONTRACTORS
A
s legal counsel to several community associations, one of the questions that we are approached with by our clients is whether a specific person who is working on behalf of the association is an employee of the association or not? Often the answer is that the person working for the association is not the direct employee of the association even if they work on-site. Instead, the person is often an employee of a vendor that is under contract with the association. For instance, it is common for the janitorial workers who are on-site for up to 40 hours a week to be actual employees of a janitorial vendor, not the association where they are situated. Concierge and maintenance workers on-site are also commonly hired by contract with a vendor who has a service contract with the association. The benefits to having janitorial, concierge and maintenance workers under contract with a vendor are numerous. The association as an entity can contract with a vendor to hire, train and schedule the workers who come on site and the vendor will be responsible for coordinating benefits administration and payroll taxes for their employees. Since community associations are led by volunteer leaders, it can be helpful to delegate employment related tasks to a vendor, as the volunteer board and committee members may not have the time or expertise to solicit, train and discipline these on-site workers. Scheduling can also be challenging especially for smaller community associations that may only have a handful of people on-site; when a team member is sick, for example, it can impact the entire operation of the building.
Despite these benefits, some of our community association clients prefer to be in the role of an employer as it offers the board more control over the persons who work on-site. For example, if the general manager is an employee of the association versus an employee of a management firm, the association employee will take direction solely from the board vs. the supervisory staff of the management firm and the board. Also, having on-site personnel be employees of the association allows the board to select the specific people who will work on the site-office and the board may have more flexibility to determine the salary and bonus for the on-site personnel than if the on-site staff is provided by a management firm or other vendor. As noted above, the key downside for volunteer boards to hiring their own employees is the added work to solicit, hire, train, schedule, discipline and terminate employees. However, if your community is considering a move from contracted services to adding employees on- site, there are some additional considerations that you should be aware of: • Does your community have an employee handbook? If not, before you start the process of transitioning from contracted services to site employees the board should engage with counsel to develop an employee handbook that will establish the working relationship between the association and its new employees. Critical considerations include how leave is accrued and used, how will the costs of standard benefits be shared with the employee, will the association contribute to an IRA account for the employee, and how can the employee use resident data and association computer data?
• Does your community have volunteer leaders who have the time to post position openings, meet with candidates for positions, develop position descriptions for each position on-site and address questions from new staff members? If not, then having a management firm and other vendor contracts may be the best option for your community. • Does your community have the space to accommodate and train on-site personnel? • Do your community leaders include persons who are apt to micromanage the onsite personnel and potentially confuse or antagonize the on-site personnel? It is also important for community association volunteer leaders to be aware that many vendor contracts, especially vendor contracts that assign personnel on-site, often include non-solicitation language. Often, I am approached by a client that wants to hire a particular staff member from one of the association’s existing service vendors. It is important for board and committee members to be aware if their vendor service contracts include non-solicitation provisions. Also, even if there is no language in the association’s contract with a vendor to prevent hiring the vendor’s employee, the employee may still be subject to his or her own non-compete or non-solicitation agreement with that same vendor. So, if the leaders of the association are looking at existing contracted on-site personnel as their potential new association employees, the board should consult with counsel and be prepared for a possible negotiation before extending an offer of employment to any on-site service vendor’s employee. JUNE 2019
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Directory and Classifieds AMUSEMENT & PARTY RENTALS
GENERAL CONTRACTORS
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
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
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
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 4000 Pen Belt Place T: (800) 315-3264 District Heights, MD 20747 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
COWIE & MOTT, P.A. T: (202) 670-6289 2310 Boston Street www.cowiemott.com Baltimore, MD 21224 Nicholas D. Cowie ndcowie@cowiemott.com 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
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
ETC Engineering and Technical Consultants Inc. Water intrusion, roofing, exteriors, windows, balconies, property studies, structural & architectural services www.etc-web.com T: (703) 450-6220 Mindy Maronic mindy@etc-web.com The Falcon Group www.falconengineering.com 7361 Calhoun Place, Suite 325 Rockville, MD 20855 T: (240) 328-1095 Stew Willis info@falconengineering.com
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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 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 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 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
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 4401 Ford Avenue, Suite 1150 T: (703) 642-3246 Alexandria, VA 22302 602 South King Street, Suite 400 T: (540) 751-1888 Leesburg, VA 20175 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 Williams Professional Painting 110 S. Floyd Street VA: (703) 768-8143 Alexandra, VA 22304 DC: (202) 751-2026 williamsprofessionalpainting.com Rick Williams Rick@williamsprofessionalpainting.com Reston Painting & Contracting 619 Carlisle Drive Herndon, VA 20170 David Hamilton
T: (703) 904-1702 F: (703) 904-0248 dave@restonpaint.com
RESTORATION SERVICES
Titan Restoration Co Warrenton, VA T: (540) 349-1503 www.titanrestoration.com F: (540) 349-1512 Anita Puckett apuckett@titanrestoration.com
INDEX TO ADVERTISERS A Associa-Community Management Corporation, AAMC......................................................................8 Association Bridge, LLC..................................................................................................................19 Avedon USA.....................................................................................................................................1 B Barkan Management, LLC, AAMC..................................................................................................33 Brothers Paving & Concrete..............................................................................................................4 C Capital Painting Co.........................................................................................................................27 Clean Advantage Corporation T/A Condominium Cleaning Service..................................................40 ROOFING
TWC Services, LLC PO Box 150277 T: (703) 971-6016 Alexandria, VA 22315 www.twcserv.com Linda Walker info@twcserv.com
COWIE & MOTT, P.A.........................................................................................................................9 D DoodyCalls.....................................................................................................................................29 E
WINDOWS & DOORS
Engineering and Technical Consultants (ETC).................................................................................28
Windows Plus, LLC 4321 Markham Street T: (703) 256-0600 Annandale, VA 22003 F: (703) 942-6987 Kimberly Wayland kknight@windowspls.com
F Fantasy World, Inc. dba Fantasy World Entertainment.....................................................................24 The Falcon Group...........................................................................................................................16 FirstService Residential DC Metro, LLC, AAMC................................................................................39 M McMillan Metro, P.C.......................................................................................................................25 Mutual of Omaha Bank@Community Association Banking & CondoCerts.......................................27 N Northstar Community Management Software....................................................................................7 P Ploutis Contracting Co., Inc.............................................................................................................39 R Reston Painting Company................................................................................................................2 S Sentry Management, Inc.................................................................................................................21 Solitude Lake Management............................................................................................................31 T TWC Services, LLC..........................................................................................................................21 U Union Bank & Trust........................................................................................................................16 W Williams Professional Painting.........................................................................................................18 Windows Plus, LLC.........................................................................................................................12 WINTRUST Community Advantage Bank.......................................................................................32
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CUL-DE-SAC
By Dave Foreman Dave Foreman is the Business Development Manager for Greenscape, Inc., a Massachusetts-based company that has been serving the DC Metro area for 10 years. Dave joined Greenscape in the fall of 2018, bringing with him over 20 years of landscaping experience.
Why
DO I HAVE TO
F
or some, networking strikes excitement to get out and rub elbows with colleagues. For other’s networking involves anxiety, or worse, annoyance for having to be there. I can promise that following these simple rules and understanding the point of networking, picking the correct events to attend, and knowing the importance of the event, will ultimately provide the most value for you and/or your company.
What’s the Point? Unfortunately, networking doesn’t fit in a box that has all of the answers. It means something different from person to person. Generally, the idea is to build relationships. If you go into an event with a clear-cut idea of what’s going to happen, you will fail. A goal of passing out 50 business cards and being done in an hour will give you the most anxiety you’ve ever had. It’s best to be yourself and don’t try to impress.
Network?
business card handouts.” That won’t be productive. What is the correct event to attend? This is much simpler than you think. Pick events that best suit who you want to meet and share a common interest. If you love having cocktails after a hard day of work, then I suggest a happy hour. If you want to learn more about landscaping, then the philanthropic Ronald McDonald Landscaping Day event might be best. Do you care about your community and environment? Then, volunteer during the Annual Watershed Clean-Up Day. The most important advice is to stay active through volunteering, joining committees, and knowing what best suits your talents and goals. It takes practice to figure out the best combination of opportunities to attend.
Being memorable and genuine is the key. If you spend 2 hours chatting with another manager or business partner, be happy. You just made a new friend and potentially a referral. You might even have just found a reference to that company you’ve been wishing you worked for. Correct Event to Attend?
Why is Networking Important?
Please do not tell yourself, “I’m going to be a networking all-star! I will attend every event and be awarded CAI’s most distinguished networker with an honorable mention for
Well, isn’t that the same answer as the point made about what is the correct event to attend? Well, not exactly. The importance of networking is simply what you want to
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achieve coming out of the event. As a community manager, successful networking could mean finding a new vendor for painting, or a business partner hoping to finally meet someone from a management company. It might be talking to a rival company and learning new ideas to perform your specialty. I’ve left events and said, “Wow…I only talked to two people, but now I know I’ll be able to bid on their communities.” Success is remembering to never get discouraged or let someone dictate how that situation will go. You chose to attend an event, so only you can decide what was most important.
Value! At the end of the day a networking event is what you make it. If you stay for 10 minutes, you’ll get 10 minutes of results. Power through the event using these simple rules and you’ll be noticing the benefits of networking in no time. Everyone is at the event for the same reason. Look around and find someone to strike up a conversation with. If you’re still unsure, then at the very least get involved in WMCCAI activities. I’ve enjoyed many chapter events over many years. I can truly say WMCCAI is invaluable for networking.
How can we serve you? What makes us Washington DC’s residential property management leader? Value-added services, proven solutions, industry-leading expertise and best-in-class service with a local touch. The result?
Washington DC’s Property Management Leader with National Resources
Enhanced property values and lifestyles for every community and residents we serve. That’s how we make a difference, every day, for great communities like yours…
• Condominium and homeowners associations • Luxury high-rise towers • Lifestyle, large scale and active adult communities Local Offices
11351 Random Hills Road, Suite 500 Fairfax, VA 22020
703.385.1133
www.fsresidential.com
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CHAPTER BENEFACTORS
C
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.
ASPHALT & CONCRETE
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