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Washington Metropolitan Chapter Community Associations Institute

MAY 2020

A Magazine for Community Association Volunteer Leaders, Professional Managers and Business Partners

ALSO IN THIS ISSUE

____________________________ Bringing Relief to Distressed Communities ____________________________ Spotlight on Special Olympics In Our Community ____________________________ Staying on Track for Better Community Association Committee Participation ____________________________ Running Toward A â€œVirtualâ€? Finish

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MAY 2020

CONTENTS 12 Everybody in the Pool: FHA Considerations

BY WINTA MENGISTEAB, ESQ. AND JOSEPH SHANNON, ESQ.

16 Hurdling to Success: Finding Your Inner Management Gold Medalist

BY AIMEE WINEGAR, CMCA, AMS, LSM, PCAM

18 Prepping Your Community’s Pool Guards for a Winning Summer Season

BY DEBORAH A. CARTER, CMCA, AMS, PCAM AND GUNNAR THOMPSON

20 Bringing Relief to Distressed Communities

BY RAND H. FISHBEIN, PH.D.

22 Strong At Any Age: Local Seniors Compete and Encourage Others to Participate in Senior Olympics

DEPARTMENTS AND MORE 5 Message from the President 6 Chapter Benefactor: Trash Away 7 Welcome New Members 8 Upcoming Events 11 People & Places 36 Classifieds 37 Index to Advertisers 38 Cul-de-Sac: Running Toward A “Virtual” Finish

BY AUSTIN FIGUEROA, CMCA

25 Spotlight On Special Olympics In Our Community

BY KARA PERMISOHN, EBP

27 Schools That Make a Difference in Their Communities

BY MICHELLE BAQUERO, CMCA, AMS

28 Spotlight on Ashburn Village: Communities Dedicated to Health and Wellness

BY CAM GORDON, CMCA, AMS

30 Playground Renovations: Tricks of the Trade

BY PAIGE CASTLE AND KATHERINE RING

32 Staying on Track for Better Community Association Committee Participation

BY RICH TERSELIC

34 Passing the Torch: Preparing Incoming Board Members for Success

WMCCAI MISSION STATEMENT To optimize the operations of Community Associations and foster value for our business partners.

BY PHIL POOL, CMCA, AMS & KATHY VERGANO

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. MAY 2020

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President Airielle Hansford, CMCA, AMS, PCAM President-elect Michael Gartner, ESQ. Vice President Ruth Katz, ESQ. Secretary Sara Ross, ESQ. Treasurer Kristen Melson, CMCA, AMS, PCAM Immediate Past President Rafael A. Martinez, CTP (EX OFFICIO) Executive Director Jaime Barnhart, CMP, CAE (EX OFFICIO)

D IRECTOR S Jennifer Bennett, CMCA, AMS, PCAM, Leslie Brown, ESQ., Doug Carroll, Hilary Lape, AMS, PCAM, Judyann Lee, ESQ., Sara Ross, ESQ., Jon Stehle

CO U N C I L C HAI R S Communications Council TBD Education Council Kevin Kernan, ESQ. Member Services Council Bernie Guthrie, CMCA, AMS, PCAM

CO MM I T TE E C HAI R S Conference & Expo Donna Aker, CMCA, AMS, PCAM and Chris Goodman D.C. Legislative/LAC Scott Burka, CMCA, AMS, PCAM, and Jane Rogers, ESQ. Education Kathryn Hutchinson, CMCA, AMS, PCAM and Todd El-Taher Golf Adrienne Zaleski and Brian Lord, CMCA, AMS, PCAM Maryland Legislative Scott Silverman, ESQ. and Aimee Winegar, CMCA, AMS, LSM, PCAM

Public Outreach Elisabeth Kirk and Kim Myles, CMCA Membership Jeffrey Stepp, CMCA, AMS, and Noni Roan, CMCA Quorum Editorial Christopher Carlson, PE, SECB and Liliana Martinez, CMCA, AMS

Chapter Events Kristen Adams and Jen Ann Santiago, CMCA, AMS, PCAM Virginia Legislative Ronda DeSplinter, LSM, PCAM and William A. Marr Jr., ESQ.

QU O RUM Managing Editor Morgan Wright, mwright@caidc.org Design Six Half Dozen

QU O RUM E DI TORI AL CO M M IT TE E Co-chairs Christopher Carlson, PE, SECB and Liliana Martinez, CMCA, AMS Members Michelle Baquero, CMCA, AMS, Dan Blom, ESQ., Mira Brown, CMCA, AMS, Leslie Brown, ESQ., Kristen Buck, ESQ., Doug Carroll, Deborah Carter, CMCA, AMS, PCAM, Sara Castle, Traci Castrovinci, CMCA, AMS, Frannie Crouse, Brittanie Davis, CMCA, AMS, PCAM, Katie Halfhill, CMCA, AMS, Iman Jackson, CMCA, AMS, Kevin Kelly, Richard Kuziomko, CMCA, AMS, PCAM, Crishana Loritsch, CMCA, AMS, PCAM, Liliana Martinez, CMCA, AMS, Kirby McCleary, Susan Miller, CMCA, AMS, Kara Permisohn, Tracy Plazyk, CMCA, AMS, Brandi Ruff, CMCA, AMS, PCAM, Lauri Ryder, CIC, CRM, CMCA, Janet Smith, Gunnar Thompson, Susan L. Truskey, ESQ., Olga Tseliak, ESQ., Lee Ann Weir, CMCA, AMS, Doug White, P.E., Aimee Winegar, CMCA, AMS, LSM, PCAM, Jim Wisniewski, Michael Zupan, ESQ. Washington Metropolitan Chapter Community Associations Institute, a 501(c)(6) organization, serves the educational, business and networking needs of the community association industry in 80 cities/counties in Maryland, Virginia and the District of Columbia. Members include community association homeowner volunteer leaders, professional managers, association management companies, and other businesses and professionals who provide products and services to planned communities, cooperatives and condominiums. WMCCAI has more than 3,200 members including 300+ businesses, 1,100 professional managers from 85 management companies, and approximately 1,500 community association homeowners. WMCCAI is the largest of Community Associations Institute’s 62 chapters worldwide. Quorum is the award-winning premiere publication of WMCCAI, dedicated to providing WMCCAI’s membership with information on community association issues. Authors are responsible for developing the logic of their expressed opinions and for the authenticity of all presented facts in articles. WMCCAI does not necessarily endorse or approve statements of fact or opinion made in these pages and assumes no responsibility for those statements. This publication is issued with the understanding that the publisher is not engaged in rendering legal, accounting or other professional services and nothing published in Quorum is intended to constitute legal or other professional advice and should not be relied on as such. If legal advice or other expert assistance is required, the services of a competent professional should be sought directly by the person requiring such advice or services. Articles appearing in Quorum may not be reprinted without first obtaining written approval from the editor of Quorum. In the event that such permission is granted, the following legend must be added to the reprint: Reprinted with permission from Quorum™ magazine. Copyright 2019 Washington Metropolitan Chapter Community Associations Institute. Quorum is a trademark of WMCCAI. Receipt of Quorum is a privilege of WMCCAI membership for which $65 in nonrefundable annual dues is allocated. The subscription price for nonmembers is $75 per year; contact publications@caidc.org or call (703) 750-3644. To advertise in Quorum, e-mail publications@caidc.org. For more information about Quorum or WMCCAI, visit www.caidc.org.

What a difference a couple of months can make. When I wrote this letter for the March edition of Quorum, we were just learning about the Coronavirus (COVID-19), which was, at that time, impacting China with the first outbreak beyond their borders in South Korea. A few months later we live in a different world – COVID-19 has been officially declared a global pandemic by the World Health Organization (WHO); there are over 2 million cases worldwide with cases reported in 180 countries and territories; and the United States is now the epicenter of the outbreak with confirmed known cases in every state and U.S. territory. This pandemic has quickly reshaped the activities and routines of our daily lives and even the vocabulary we use. Terms such as social distancing, self-quarantine, and flattening the curve are now commonplace in both government briefings and daily conversations, while lockdown and shelter-in-place have taken on new significance. In an effort to stop the spread of COVID-19, all states have implemented widespread school closures and the majority have issued directives to keep people at home. As a result, many companies have transitioned to remote work for most or all employees, and countless other non-essential businesses have shut down, temporarily or permanently.

FROM THE PRESIDENT

O FFICE R S

Those communities where we live and work have been greatly impacted by COVID-19 and the efforts currently underway to stop its spread. Millions of Americans are sheltering-in-place which has presented additional challenges for associations, especially those where residents already live in close quarters. Many communities are taking steps to ensure compliance with executive orders and recommended best practices. This includes making temporary changes to policies and procedures as necessary, closing common areas and amenities such as playgrounds, gyms and meeting rooms, postponing meetings or holding meetings in virtual environments, and suspending non-essential services like in-unit maintenance service or package collection and tracking. Residential communities throughout the DC Metro area rely extensively upon employees and service providers for the provision of necessary day to day operations and to maintain and monitor critical building systems. As we navigate this crisis, we are working together to protect the safety and welfare of residents and essential staff, while still managing the community. To meet the needs of those communities that we serve, we are learning to be creative and nimble, and to collaborate in new ways. Homeowner volunteers, management professionals and business partners are developing more agile ways to engage with one another, whether it be for professional services or human connection, while minimizing the potential for exposure to COVID-19. We are all looking for opportunities to connect with each other, while still practicing social distancing. These stronger communal connections may be a silver lining of the pandemic. We are living through unprecedented times and certainly the world will be different once this pandemic has run its course. May we all have patience, tolerance, and perspective during this time, so that when life resumes its relative normalcy, we can live with purpose – experience more fulfilling interactions, and we will have a broadened, deeper sense of community. WMCCAI continues to serve as a valuable resource for all of our members. The staff has been hard at work developing online education and virtual networking opportunities. I encourage you to participate in one of our webinars and to visit the Chapter’s website to view the COVID-19 Resource Page. I would like to thank our dedicated Chapter staff, led by Chapter Executive Director Jaime Barnhart, CMP, CAE, for their ingenuity and tireless commitment to our organization and its mission. AIRIELLE HANSFORD,

CMCA, AMS, PCAM

Airielle is a Vice President at FirstService Residential. She has worked in community associations since 2004. Airielle has been an active volunteer with WMCCAI since 2007, earning the Chapter’s Rising Star Award in 2011 and Chapter Appreciation Award in 2018. Prior to joining the board, she served as the Member Services Council Chair from 2014 through 2015, chaired the Annual Awards Dinner Committee from 2011 through 2013, sat on the Social Media Task Force, and has written articles for Quorum. Airielle served as the WMCCAI Treasurer in 2017 and as the Vice-President in 2018 prior to Incoming President in 2019. MAY 2020

CHAPTER NEWS

C H A P T E R

B E N E F A C T O R

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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 WMCCAIâ€™s Quorum, opens the door to thousands of prospective customers and contacts in the community association industry. 6 | QUORUM

CHAPTER NEWS

Welcome New Members WMCCAI proudly welcomes the following members who joined the chapter in March 2020. Homeowner Leaders from the Following Associations Ballston Park Condominium Beechtree Community Association, Inc. Council of Unit Owners of Adagio Condominium Coventry Condominium Association Homeowners Association of Brookside, Inc. Lake Ridge Parks & Recreation Association Lillian Court at Tysons II Little Rocky Run Homeowners Association Lofts at Adams Morgan Potomac Club Owners Association, Inc. Potomac Place Tower Condominium Regency at Dominion Valley Saintsbury Plaza Condominium Association Spring Hill Community Association Stoneridge Knoll Suffield Meadows Condominium Association The Grove at Huntley Meadows Homeowners Association The Villas at Falls Run Condominium Unit Owners Association Tiber Island Condominium Urbana Highlands Homeowners Association, Inc.

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Villa Cortese at Leisure World Westhaven Homeowners Association, Inc. Individual Managers Tom Denney Victoria Fuqua, Associa-Community Group Virginia Beach Celeste O. Jones, FirstService Residential, AAMC Aurelius Kitchens, River Place Owners Association Hugues Nkamwa Jennifer Rozier, The Management Group Associates Sacha White, Legum & Norman, Inc., AAMC Sara Williams, Associa- Community Management Corporation, AAMC Robyn Witt, Select Community Services Multi-Chapter Business Partner Building Reserves, Inc.

MAY 2020

06/12/19 5:18 PM

UPCOMING EVENTS

Please Note: All Upcoming Events are considered TBD and subject to change as we continue to closely monitor the COVID-19 pandemic. We encourage you to frequently visit our website at www.caidc.org to find the latest information, event updates, and member resources. Stay healthy and stay connected with us and your colleagues on our social channels as we navigate these next few months together!

AUGUST 13

Summer Social Happy Hour 2:30 â€“ 5:30 p.m. The Tasting Room @ The Farm Brewery at Broad Run 16015 John Marshall Hwy Broad Run, VA 20137

Whoâ€™s ready to connect with industry friends and business partners!? We sure are! Join WMCCAI at the Summer Social Happy Hour at The Farm Brewery for some local brews and bites. Visit www.caidc.org for more details and to register online.

JOIN US FOR OUR *NEW* VIRTUAL EVENTS! WMCCAI has launched new Virtual Events in order to bring education and networking opportunities to our members during this unique time requiring social distancing. Please visit our website the latest upcoming Virtual Events on schedule at www.caidc.org. Questions? Contact events@caidc.org

THANK YOU TO OUR SPONSORS Networking Package Sponsors

Educational Session Package Sponsors

For more information on WMCCAI meetings or upcoming events, contact the chapter office at (703) 750-3644, email info@caidc.org or visit www.caidc.org. 8 | QUORUM

2020 WMCCAI

SCHOLARSHIP

PROGRAM CALLING ALL

High School Seniors!

DEADLINE EXTENDED TO JULY 15, 2020!

THIS YEARâ€™S TOPIC

Identify an opportunity for your community to improve or implement a green initiative and provide a detailed program for your community. WMCCAI will grant one award of at least $1,000 for the best overall essay/presentation.

Please visit www.caidc.org/ scholarship-program for additional information about the 2020 Scholarship Contest or scan the QR code.

The WMCCAI Essay/Presentation Contest is Open to All High School Seniors Within the WMCCAI Service Area SPONSORS

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Cardinal also welcomes Steve Denutsui, CMCA as the newest addition to the talented pool of portfolio Steve Denutsui, managers. Steve has a Bachelors Degree in International Studies and is currently pursuing his Masters CMCA Degree in Business Administration. He came highly recommended to Cardinal and we are sure he will be well-respected and valued by the communities he will lead on our behalf. Thomas Mazzei, PCAM, CEO shares that “As a mid-size, family owned and operated community management company in a highly competitive marketplace, it is essential that we surround ourselves with only the best that value our culture and mission driving not only our success but the success of the communities in which we manage. At Cardinal, We manage to make a difference and are always on the search for what we call “CMG People”. If you are interested in joining our team and making a difference in your career and community, contact Mr. James Moye at j.moye@cardinalmanagementgroup.com.”

Rees Broome Announces Promotions of Tiffany Burton, John Morgan, and Kristen Buck

Tiffany L. Burton, ESQ. John Morgan, ESQ.

Kristen Buck, ESQ.

Rees Broome is delighted to announce the promotions of Tiffany L. Burton to Shareholder, and John Morgan and Kristen Buck to Counsels. They will officially start to work in their new capacities as of April 1, 2020. Congratulations to all! Thoroughly well-deserved and we couldn’t be prouder. Visit www.reesbroome.com to learn more about each of these attorneys’ legal expertise.

PEOPLE & PLACES

Cardinal Management Group, Inc. Welcomes New Team Members

USI Insurance Services Hires Christa M. Brady as Vice President, Community Associations Practice USI Insurance S er vices is pleas ed to announce the addition of Christa M. Brady, AMS, PCAM to its Community Associations Prac tice te am. Christa has more than 14 years of community management experience and has an extensive background in both condominium and homeowner association operations. She began her career at Associa/CMC as a portfolio manager and later became a member of the executive leadership team as the condominium division director. Following her seven-year tenure at CMC, she joined CFM Management as a senior corporate manager. As the newest member, and Vice President, of USI’s Community Association’s practice, Christa will be focused on client growth and business development. She holds a property and casualty license for Virginia, Maryland, and DC. “We are thrilled to have Christa join our team of highly qualified insurance professionals who are committed to providing quality insurance products and risk management services to multifamily residential communities,” said Theresa Melson, Senior Vice President at USI’s Community Associations Practice in the Washington DC area. “Her knowledge and understanding of the operations of community associations will prove invaluable for our clients.” “I am excited to be an integral part of the growth and future of USI’s Community Association Practice,” Brady said. “It was very clear to me during my initial interview that USI is committed equally to the success of its employees and clients. The continued growth of USI’s local and national networks, our investment in cutting-edge technology and proprietary analytics programs, and our recognition as one of the leading privately-held brokerage firms in the US are all reasons that I am proud to be part of the USI team.” For more information, please visit www.usi.com.

MAY 2020

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By Winta Mengisteab, ESQ.

By Joseph Shannon, ESQ.

Winta has been with Rees Broome, PC, since December 2006, and has focused her career on community association law. She is licensed to practice in D.C., Maryland, and Virginia, and serves numerous condominium and homeowners associations in the tri-state area. Winta has been a member of WMCCAI since 2006.

Joseph recently served as an appointed member of the Board of Zoning Appeals for the City of Fairfax and his clients include condominiums and homeowners’ associations, landlords/tenants, real estate purchasers/sellers and creditors. Prior to joining Rees Broome, Joseph gained extensive experience representing mortgage lenders and trustees involved in Virginia foreclosures.

y d o b y r Eve l o o P in the ions

iderat FHA Cons

t’s that time of year and pool season is upon us. As you prepare your swimming pool facilities to open for the summer, we remind you to also review your pool rules and regulations. While it is necessary to establish pool safety rules, boards must be careful not to draft such rules in a manner that may violate the Federal Fair Housing Act of 1968 and its amendments (“FHA”), which prohibit housing providers from discriminating in the terms, conditions, or privileges of sale or rental of a dwelling or in the provision of services in connection therewith on the basis of a protected class. This article will cover some obvious and some not so obvious potential pitfalls that boards should avoid when drafting/revising their pool safety rules.

Protected Classes First, we will generally address the protected classes under the FHA. The current protected classes are limited to race, color, national origin, gender, religion, handicap and familial status. Most of the categories are 12 | QUORUM

self-explanatory, but we will briefly explain “handicap” and “familial status”. For purposes of the FHA, a handicap is a physical or mental impairment which substantially limits one or more of a person’s major life activities, or a record of having such impairment, or being regarded as having such impairment. For illustrative purposes, and by no means an exhaustive list, such disabilities include heart disease, speech and hearing impairments, multiple sclerosis, cancer, diabetes, HIV/AIDS, alcoholism, arthritis, anxiety, depression, obsessive-compulsive disorder, and autism. The FHA’s “familial status” class protects households with children under 18 and pregnant women. Please note that while these are the only federally protected classes, there may be additional protected classes in your jurisdiction (state and/or locality). For example:

• The Virginia Fair Housing Law includes “elderliness”, which applies to those who are 55 and over, as a protected class, and on April 11, 2020, the Virginia Values Act was signed into law, prohibiting housing discrimination based on one’s sexual orientation, gender identity, or status as a veteran. • The Arlington County Human Rights Ordinance also prohibits discrimination because of a person’s sexual orientation. • Maryland’s fair housing laws expands the protected classes to include marital status, gender identification, and sexual orientation. • And, the DC Human Rights Act, which prohibits housing discrimination, has a list of 18 protected “traits”, which includes sexual orientation, gender identity or expression, political affiliation, and source of income to name a few. Therefore, it is important that you are aware of all the protected classes in your jurisdiction.

Disparate Treatment vs. Disparate Impact Next, we will review how rules can violate the FHA. The case law that has developed in this area of law has distinguished between discrimination that is the result of disparate treatment of a protected class versus discrimination that is the result of the disparate impact felt by a protected class. Disparate treatment is the intentional discrimination against a protected class. An example would be a rule limiting access to a pool by one’s race or enforcing a rule only against a specific protected class, but not others.

For the most part, long gone are the days of such patently discriminatory rules. However, there is a category of rules that are intentionally discriminatory that still seem to surface every year. They are age-based rules. We all know them, they are your “adult swims”, swim tests for children, and adult supervision requirements. While a board may have in good faith proposed such a rule for safety purposes, these rules have been found to be unjustified. Courts have held that if a rule is going to discriminate there must be a compelling business necessity to do so and the rule must be the least restrictive means to achieve that end. Let’s take for example a pool rule that requires children to pass a swim test. Does this rule require all persons under 18 years of age to pass a swim test? If the rule is about pool safety, then all pool users should be tested, after all, not all adults are swim proficient. In fact, in one case, the court pointed out the unreasonableness of the age-based rule by noting that many lifeguards are under 18. Ultimately, while pool safety is a compelling business necessity, arbitrary age-based rules are not the least restrictive means to achieving that end. The case law states that the health and safety concerns in the use of swimming pools is better served with proficiency tests rather than age restrictions that have no connection to swimming ability. Instead, boards can require all pool users to take a swim test before they can wade into water that would submerge them above the shoulders, or any time the lifeguard on duty has reason to believe that a swim test is necessary for him/her to gain confidence in the pool guest’s proficiency. Moving on to rules that violate the FHA because they have a disparate impact on a protected class, we note that these issues are more difficult to catch. A good example is a rule that requires swimmers to wear traditional swimsuits. The rule does not on its face discriminate against any of the protected classes, but does it have a disparate impact on a protected class? Yes, those who practice a religion that does not permit them to wear revealing swim attire. However, the

board has a compelling business necessity in implementing a rule that requires swim attire to be made from swim material for sanitary purposes and be fitting enough to avoid a swimmer from getting entangled in loose clothing for safety purposes. But, instead of the former rule, we recommend a rule that requires swimmers to wear clean, colorfast, lightweight material that is suitable for swimwear, such as Lycra®, spandex, or nylon. When attempting to determine appropriate safety rules, there are established organizations to turn to as a starting point. The Pool and Hot Tub Alliance (PHTA) is accredited by The American National Standards Institute (ANSI) and has established model safety standards for pool and hot tub construction, maintenance and use. Additionally, the Centers for Disease Control and Prevention (CDC) provides a model public swimming pool and spa code, which is available at www.cdc.gov/mahc.

Common Pool Rules Now let’s look at some other common pool rules that pose FHA concerns and how they can be revised to achieve the safety objective in mind without violating the FHA. We mentioned above, rules that enforce “adult swim” times. These rules presumably require all children to get out of the pool during a forced break, or maybe the pool closes earlier or opens later for children, so that adults can have exclusive use of the pool. Whether the intent of the rule is to force young swimmers to take a break to avoid overexertion or to create a less raucous experience for older swimmers, courts have ruled that adult swim times are unjustified and violate the FHA as such rules discriminate against families with young children by restricting their access to the association’s facilities, and are not the least restrictive means to achieve their intended objectives. So, how can such rules be revised to avoid an FHA violation? Well, if the goal is to prevent overexertion, then the rule should apply to all swimmers. Many pools now enforce a 15-minute break in the last quarter of each hour or at the top of every hour. If the goal is to provide a quieter swim experience for those who prefer it, a board can adopt “lap times” that would be applicable to all users. Another set of rules that similarly violate the FHA that we encounter often are the “supervision” requirements. These rules typically require children or guests under a certain age to be accompanied by a parent or adult. While similar rules have been upheld for health and safety reasons, the challenge is in setting the appropriate age limit that is the least restrictive and using the right language. For example, in one case a rule requiring children 14 and under to be supervised was upheld. We encourage boards to refer to the local Continued on page 15 MAY 2020

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ordinances regarding unsupervised children in determining a suitable age restriction. Additionally, the terms “parent” or “guardian” have legal definitions that would unreasonably exclude a babysitter or older sibling from accompanying a young child; as such, using such terms would violate the FHA as unreasonably restrictive. Similarly, the term “adult” would exclude a 16-year old babysitter from supervising a young child at the swimming pool. We suggest referring to the accompanying person as a “responsible party who can pass a swim test”. Here are a couple other rules that violate the FHA and alternative language that would avoid the violation: Rather than a rule that states “children who are not toilet trained are prohibited from entering the pool”, we recommend “any person who is not toilet trained or is incontinent must wear appropriate swim diapers under their swimsuits”. Instead of “no children’s toys are permitted in the pool area”, try “no beach balls, rafts, inner tubes, squirt guns, sports balls, or the like are permitted in the pool area”.

It is important to keep in mind that the behavior many associations are concerned about when creating pool rules that target children can be addressed through non-age specific rules that apply to all – no running, no excessive yelling/ screaming, no unruly behavior, etc.

For instance, a person who has autism or has Tourette’s syndrome may involuntarily shout or use offensive language; such individuals should not be suspended from the pool facility because they are unable to comply with rules prohibiting such behavior. The FHA, however, does not protect an individual who poses a direct threat to the health or safety of other individuals or substantial physical damage to the property of others (based on reliable objective evidence such as current conduct or a recent history of overt acts) unless the threat can be eliminated or significantly reduced by a reasonable accommodation. Courts have also ruled that associations are not required to make accommodations that fundamentally alter the nature of the association’s operations or services. Consider a physically disabled resident who requests a companion to provide him physical assistance while in the pool. Since most community associations do not have the staff, properly trained or otherwise, to provide such service, the association would not be required to grant the resident’s request. Rather, the association should offer to exempt the resident’s personal caregiver from membership/guest pass requirements. Lastly, please note that this article does not address the Americans with Disabilities Act (“ADA”). The ADA regulates places of public accommodations, so if your pool facility is open to the public, or otherwise meets the definition of a public accommodation, you will have to comply with the requirements of the ADA as well.

Enforcement Even if a rule does not violate the FHA, the enforcement of the rule may. We are referring to “reasonable accommodations” under the FHA. Under the FHA, a housing provider is required to make reasonable accommodations, which includes a change, exception, or adjustment in rules, policies, practices, or services, when such accommodations may be necessary to afford a person with a disability an equal opportunity to use and enjoy a dwelling. Take for example a rule that states “no animals are permitted in the pool facility”. To comply with the FHA, an exception would have to be made for assistance animals on the pool deck (although the animal could still be prohibited from entering the water due to health and safety concerns). For those jurisdictions that protect gender identity, enforcing locker room/restroom designations is not encouraged. Enforcing rules that regulate behavior can also be tricky because boards, lifeguards, and pool managers must be mindful of those patrons who have disabilities (see above for discussion on what constitutes a disability) that require a reasonable accommodation. MAY 2020 994470_Sentry.indd 1

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By Aimee Winegar, CMCA, AMS, LSM, PCAM Aimee has worked in the field of community management for 30 years. She is currently a large-scale manager for Community Association Services, Inc. in Frederick, MD. She sits on the Quorum Editorial Committee of WMCCAI and is co-chair of the WMCCAI Maryland Legislative Committee.

Hurdling to

SUCCESS: Finding Your Inner Management Gold Medalist

urdle (noun): (1) one of a series of upright frames over which athletes in a race must jump; (2) an obstacle or difficulty. Hurtle (verb): move or cause to move at a great speed, often in an uncontrolled manner. If the coronavirus does not put a halt to the event, the 2020 Summer Olympic Games are planned for late July. It is truly thrilling to consider the many hours of effort that athletes put into preparing for this display: The Crowds! The Adventure! The Success! We gape in awe at the accomplishments of those who have mastered their events. With cheers filling their ears and surrounded by applause, the winners mount the podium to receive the distinction of a gold medal as a result of their efforts. We then turn away from the TV and look at our over-paper-piled desks and compare ourselves to them, often in despair. But in terms of day to day events, community management and the Olympics have more than a little in common. Consider for a moment:

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• The High Dive – Greg Louganis set the standard in this event. As managers we often find ourselves plummeting into the deep end of the pool, in over our heads and struggling to catch a breath, while being scored on style …when what really matters is that we are still swimming at all. • Gymnastics – from navigating a balance beam to bending over backward, managers have to be just as limber as Mary Lou Retton. If juggling were an Olympic sport, we would be bringing home medals for sure. • Weightlifting – weightlifters don’t have the easy name recognition of other sports, but as managers, we know the strain of dealing with dumbbells. • Track and Field – Usain Bolt, Carl Lewis, and Jesse Owens set the standard for sprinting. Our days often resemble sprintathons, racing as fast as we can for hours and hours. In a circle. With people yelling at us. And let’s not forget the Hurdles – a race that specifically requires the repeated surmounting of obstacles that have been deliberately left in the way, just to make things harder. What can we learn from Olympic gold

medalists to help us in our own day-to-day achievement events? Here are some ideas for reaching our own gold medal status: • Find a coach. Do you have someone in your life who can encourage you, urge you, and provide constructive criticism? If you don’t, now is the time to find one. This person might be a spouse, a coworker, or a mentor from another field. It is important to have a resource who can help you identify opportunities for growth, as well as step back and show you those areas where you are already strong and can really make an impact. • Build a strong team. By definition, every manager is a community leader. In an HOA or condo setting, our role is like being the captain of the team. Board member volunteers have their own individual strengths and sometimes need to learn to work together productively. It is an important part of the manager’s job to remind the board – sometimes very frequently – that managers are on the board’s team, and the whole group is on the community’s team. Our work is not a contest to see if we can do something better than the board – the

board/manager relationship should be cooperative and collegial, not competitive – just as a relay race incorporates the skills and endurance of different runners. A supportive team relationship can be enhanced with clear communication and expectations on all sides, which is always enhanced by an understanding of who is holding the baton. If you are not certain of the board’s instructions, it is within your purview to ask for clarification. • Don’t underestimate those style points. Many Olympic events are judged on style, and so is community management. In the community association world, managers can do everything right and still lose respect through poor communication or presentation. Take the time to learn how to use office software tools to improve the appearance of your reports (and don’t forget the spell check!). You might be astonished at how simple many of these photo- and chart-editing tools have become over the last few years, and how much they add to the impact of your reports to the board. • Share the glory. Keep an active, open list of residents, vendors, and board members who have gone over and above the call of duty in helping the community. Whenever you have time, point out their help to the board or send them a quick email of thanks. Knowing that you appreciate and recognize their efforts will build stronger relationships, and might even encourage someone to thank you once in a while. • Recognize the finish line. When every day presents some new challenge, it is easy to overlook accomplishments. Remember to let the board know when a project is completed or even when a par-

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ticularly difficult day/problem has been addressed. Make it easy on the board – don’t ask for or expect a response – but it is part of your responsibility to keep them informed when things go right just as much as when things go wrong. • Understand the difference between hurtling and hurdling. As much as these words sound the same, they mean vastly different things. Hurtling is a word that means to move at a high speed but without control. This is a bad practice for any manager – but it is a pattern that we can easily fall into if we aren’t careful. We all know the feeling of watching our day slide away from us because of water leaks, rowdy teenagers, knocked-over light poles, broken fire alarms, or any number of other situations. We need to be prepared to manage through those challenges within the scope of our allotted time and emotional space. Sometimes that means stepping away or slowing down to gain new perspective or acquire additional information. It can also mean dialing back our own reactions related to decisions and outcomes. A hurdler is running full speed in the wrong direction and is doomed to lose the race. Hurdles, on the other hand are the obstacles that we face on a daily basis – often gratuitous, usually unavoidable, almost always a little painful. But we overcome our hurdles by hurdling them. As author John Green asks: “I wondered if hurdlers ever thought, you know, ‘This would go faster if we just got rid of the hurdles.’” If only it were that easy! But our efforts to overcome challenges build us into better managers. No matter how long the race looks every Monday, it is absolutely worth the effort to keep reaching for the gold medal.

MAY 2020

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By Deborah A. Carter, CMCA, AMS, PCAM

By Gunnar Thompson

Deborah is the general manager of Westridge Swim and Racquet Club in Woodbridge, Virginia. She is also a member of the Quorum Editorial Committee and the Outreach Committee for the Washington Metro Chapter Community Associations Institute.

Gunnar Thompson is a Business Developer at BrightView Landscape Services. Joining the team almost four years ago, he enjoys assisting communities in bringing their goals and visions to life through quality landscape services.

Prepping Your Community’s

Pool Guards for a Winning Summer Season

ummer is finally here and everyone is anxious for opening day at the pool. Having solicited competitive bids, reviewed online ratings, checked references and interviewed bidders, the board is confident they have selected the best pool management company to meet the needs of the community. So, what could go wrong? As most of us know, there are a multitude of things that can go wrong at the pool: mechanical failure, patron injury, patron misbehavior, staffing problems, etc. While some situations cannot be prevented, the key is to ensure that the pool staff is fully prepared to handle any situation that may arise.

You may ask, isn’t it the pool management company’s responsibility to train the guard staff? Yes, but it’s the community manager’s responsibility to ensure the pool staff is equipped to succeed at the community. Many of the guards are teenagers, and this will be their first job. This alone can be intimidating. Added to this is the fact that they will be the first responders to any emergen-

cy at your pool. This is a huge responsibility, especially for a teenager or young adult. Therefore, it is imperative that they are both prepared and supported by the community to ensure the safety of the residents.

You cannot expect the guard staff to understand your community’s expectations and specific policies and practices – unless you tell them. First, the community should require the pool management

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company to schedule a site meeting with all the pool guards assigned to your community BEFORE opening day. This requirement can be included in the pool management contract. Next, prepare a packet of information to review and share at the meeting. Clarify that the pool staff is employed by the pool management company, not the association. The pool management company has contractually obligated the guard staff to perform certain duties for its client, the association, and to perform those duties to a certain standard. Therefore, sharing the pool management contract (with any monetary or confidential information redacted) or contract specifications with the guard staff can help them understand what is expected of them. Also, if the contract includes punitive provisions that may apply to the pool management company if the guard staff does not meet expectations, they need to be aware of this. In addition to the pool management contract and/or specifications, the packet should include the pool operating hours, a review of the pool pass system, guest check-in procedures, the pool rules, and any other expectations of the pool staff. Remind the guards that their primary goal is to protect the health and safety of the pool patrons. Everything they do should be with this goal in mind. Consider issues that have arisen in the past and provide guidance that may prevent recurrence. Provide detailed instructions for cleaning, daily procedures and guard decorum. It is also important that you empower the guard staff. Reinforce and support the fact that the pool guards are in charge of the pool facility. They must speak and act with authority and expect respect from the pool patrons. Help your community understand the role of the pool staff and the importance of obeying them. If your association has established a policy for addressing misconduct at the pool, make sure the guards are aware of and understand the procedures. It is equally, if not more important, that the guards understand the association will support any disciplinary action they take, provided they have followed proper procedure. Lastly, make the guards feel like members of the community. This can greatly assist in ensuring a good relationship and open communication between the pool staff, management and residents. Invite the lifeguards to community events, bring them a snack when you go for a swim, or even plan a guard appreciation day. These small expressions of gratitude will foster a personal relationship with the guards and make it easier to discuss any issues that may arise. In many communities, the pool is the central gathering place during the summer months. Adults, children, and guests of all ages wait patiently for the gates to open every season, and when the gates close for the last time around Labor Day weekend, they begin to look forward to next summer. Employing these tips to ensure your pool staff is well-prepared will provide fir a safe and fun pool season for your community.

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MAY 2020

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By Rand H. Fishbein, Ph.D. Rand is President of Fishbein Associates, Inc., a public policy consulting firm specializing in national security issues. He formerly served as a Professional Staff Member of both the U.S. Senate Defense Appropriations and Foreign Operations Appropriations subcommittees. Dr. Fishbein served on the Montgomery County Commission on Common Ownership Communities (CCOC) for six years, three of them as Chairman. He is a founding member of the Distressed Communities’ Task Force and a former Vice President of the Maryland Homeowners’ Association (MHA).

Bringing Relief to Distressed Communities

ew challenges are more vexing for state and county policymakers than the plight of economically distressed communities and their struggle to achieve longterm financial sustainability. It is a problem that touches not only America’s inner cities where poverty, crime and urban blight have been fixtures of the social landscape for generations, but increasingly suburbia, the cradle of the nation’s middle class. No jurisdiction is immune; not even Montgomery County, Maryland, identified by

the U.S. Census Bureau as one of the seven wealthiest counties in the U.S. Here, in the shadow of the nation’s capital, many communities find themselves unable to catch the wave of increasing home values even as wages for both blue and white-collar workers of all stripes continue to rise, and unemployment sinks to historic lows. Enter the Task Force on Distressed Communities (TFDC), the brainchild of a group of Commissioners from the Montgomery County Commission on Common Own-

ership Communities (CCOC). Launched in 2018, the new initiative seeks to reimagine how financially failing neighborhoods might be returned to a path of sustainability through the use of innovative, and welltimed, tools and policies. Key to the effort is understanding the social and economic indicators that can trigger a spiral into bankruptcy. For this the citizen-volunteers directing the Task Force have assembled an interdisciplinary team of experts in property management, public policy, law, finance, community governance, affordable housing, public-private partnerships, civic activism and land use. Providing technical support to this team are representatives from the Montgomery Housing Partnership, the University of Maryland’s National Center for Smart Growth (NCSG) and CountyStat, the performance management and data analytics unit of the Office of the County Executive. The Task Force has set its sights on tackling three primary challenges: 1) developing metrics for identifying at-risk communities before they falter, 2) devising sustainable policy solutions that focus on self-reliance in lieu of taxpayer bailouts and perennial public subsidies, and 3) undertaking public policy reforms that help citizens build home equity, buoying, rather than suppressing, community-wide property values.

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Of particular concern to the Task Force is the plight of low to middle-income common ownership communities (condominiums, homeowners’ associations and cooperatives), whose boards of directors depend almost exclusively on annual assessments to fund everything from daily operations and maintenance to major capital projects. An unexpected drop in revenue or emergency expense can force significant adjustments to the quality of life of residents. Consequences can range from the closure of amenities (a pool, tot lot, or seasonal landscaping), to a delay in the crucial repair of roads, elevators, HVAC systems, roofs and balconies. Postpone upkeep to common areas long enough and the health and safety of residents can be seriously impacted. Resale values can plummet and with them the principal source of retirement income and security for most Americans. For these families, the loss of their largest and most important nest egg can be devastating. Montgomery County is home to nearly 1,100 common ownership communities representing upwards of 140,000 housing units or approximately 45 percent of all residences. Elected officials project this number only will grow as ever-denser land use patterns, shifting demographics and increased reliance on public transportation see more citizens gravitate toward condominiums and condominium rental units. Yet, astonishingly, the County does not collect data on the financial health of individual common ownership communities. This can pose a host of problems when trying to track indicators of distress before they manifest themselves as a crisis. A dearth of metrics can lead to wasteful spending, a natural consequence of County agencies unable to accurately and quickly target public resources to those most in need. The Task Force is working with CountyStats to improve common ownership data collection and analysis. Anecdotal information gathered by the Task Force suggests that as many as 20-plus percent of condominiums and 10-plus percent of HOAs in the County are suffering serious fiscal challenges. One knowledgeable observer has estimated that upwards of 20 percent of the County’s master-metered communities are insolvent. Without an action plan, backed by real-time data, the County could find itself woefully unprepared when the next economic recession hits. For many communities, the tipping point comes when a small number of unit-owners in default on their annual assessments morphs into a cascade, forcing association boards to either curtail services or hike fees beyond the ability of many residences to pay. The situation is compounded in older master-metered buildings where residents with low utility usage are forced to subsidize high utility users since all fees are shared equally. Moreover, it often is the case that in com-

UNCHECKED REVENUE LOSS DIMINISHED RESALE PROSPECTS

CUTS TO SERVICES

munities of less than fifty units, there simply are too few owners to underwrite the costs of common ownership infrastructure. These are just a few of the conditions that can trigger a bankruptcy spiral. If an association’s management is ill-equipped to deal with this situation in its early stages, the race to impoverishment hastens, eventually dragging down adjacent neighborhoods. Declining property values invariably lead to lower tax revenue, forcing local jurisdictions to cut back their services, downsize their workforce and impose user fees to stave off budget deficits and lower bond ratings. And this is exactly what has happened to communities across Montgomery County that today are experiencing delinquency rates on assessments of between twenty and forty percent. The reasons for these failures are as complex as they are varied. But what they all have in common is the inability of association boards to get ahead of the developing crisis. Most lack the understanding, education, organization, skill sets, temperament and/or resources to effectively address a bankruptcy crisis. It is here where the Task Force hopes to make a difference. In the coming months, the Task Force will be taking the following actions: • Conducting a “stress test” on upwards of twenty County common ownership communities to determine the causes and likelihood of failure. The results will be compared to the metrics from a control group of communities. • Developing a comprehensive survey to aid in the identification of struggling communities. • Establishing “Tiger Teams,” comprised of subjected matter experts, to drill down on specific contributory factors leading to community distress. From this effort recommendations will be developed covering banking, insurance and judicial reform, regulatory relief, training, public-private partnerships, best practices in property management and good governance education. • Delivering legislative and policy recommendations to the County Executive, the County Council and the County’s delegation to the Maryland General Assembly for their consideration and enactment. The Task Force has the full backing of County Executive, Marc Elrich, and the County’s Department of Housing and Community Affairs (DHCA). The old adage of: “Give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime,” is the philosophy that animates the Task Force. If this new effort is to prove successful, it will require the good faith, energy and involvement of all community stakeholders. The members of the Task Force are optimistic that this goal can be achieved.

INFRASTRUCTURE DECAY

ACCELERATED DROP IN PROPERTY VALUES

ACCELERATION OF LIENS/ FORECLOSURES

MANAGEMENT PARALYSIS

DECLINE IN QUALITY OF LIFE

COMMUNITY BLIGHT

MAY 2020

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By Austin Figueroa, CMCA Austin is a James Madison University graduate of the class of 2017. He works for FirstService Residential at Potomac Green Community Association as an Assistant General Manager. He has been with FirstService Residential for almost a year and has a CMCA designation and is working to obtain his AMS designation as well.

STRONG At Any Age: LOCAL SENIORS COMPETE AND ENCOURAGE OTHERS TO PARTICIPATE IN SENIOR OLYMPICS

“

You get to be a certain age and you can either sit on the couch or you can do things that are fun and challenging,” says Suzan French. She is a former resident of the Potomac Green, a 55+ Community located in Ashburn, Virginia. She and several residents at this active adult community chose to come together with varied backgrounds ranging from microbiology to

professional dancing and participate in the Northern Virginia Senior Olympics. This all began with the help of a Swiss man with a tenacious drive. Bernie Stamm moved to Potomac Green from Columbus, Ohio over ten years ago and became involved with the Northern Virginia Senior Olympics. After attending

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his first meeting with the NVSO B o ard he was made a member. The only prior experience Bernie had was involvement in track and field in high school and some tennis competitions, but he had never been involved in a competitive environment on the scale of the Senior Olympics. During his time on the NVSO Board of Directors he redesigned the organization’s medals and their logo. He also introduced the high jump to the Northern Virginia Senior Olympics. Over the course of several years Bernie recruited the team of Greta Budweg, 60, Suzan French, 74, and Violet Mies, 85 to the Senior Olympics competitions. Initially, Bernie had spoken with Greta while at the Potomac Green pool and learned that she had been an excellent athlete in college. He convinced her to train with him with the goal of participating in the Senior Olympics. Then Suzan decided she wanted to get involved as well because, as she said, “After 70 the “check engine” light comes on a lot and you have to stay busy.” Bernie inspired and encouraged them as they trained and prepared to compete. Their enthusiasm ultimately attracted the last member of the team, Violet, who knew Bernie from the gym at Potomac Green. They trained two to three times a week to

1959 Switzerland 2015 Northern Virginia Senior Olympics

learn new techniques and increase their strength. They worked at the upstairs track at the Potomac Green Clubhouse to perfect their footwork and ensure they had the proper techniques for the 50-meter dash. Bernie also coached the women at the gym to increase their strength with weights. Violet stated that Bernie was a perfectionist when it came to training and was a great coach to learn from. Each of the women and their coach participated in at least three different categories at the Senior Olympics, including the shot put, javelin, discus, high jump, and 50 meter dash. Months of training ultimately paid off with all members of the team winning medals. Suzan won gold in rowing and set a record in her age group. Violet won gold in the shot put, 50-meter dash and discus. She also won a silver medal at the Maryland Senior Olympics in the high jump after 15 consecutive jumps against her competitor. Greta won gold medals in the high jump, long jump, discus, javelin and shot put as well as silver in the 50-, 100- and 200-meter dashes. In total she received nine medals in the Virginia Senior Games and 22 medals in over 15 different events in the Northern Virginia Senior Olympics. Bernie has won three gold medals at the National Senior Games in the high jump and javelin, 20 gold medals at the Virginia Senior Games in the high jump, javelin and other disciplines. He also earned 40 gold medals and set records in ten disciplines over the years at the Northern Virginia Senior Olympics.

1958 Recruitment into the Swiss Army

2015 Northern Virginia Senior Olympics

Greta and Suzan still participate in the Senior Olympics in Iowa. Bernie will participate in the Virginia Senior Games and will try for a world title in July at the World Masters Athletic Championships in Toronto. The key takeaway from this group is that it is never too late to get involved. “Training will help you get stronger and is a lot of fun, especially on a team,” Bernie wants other seniors to know. “The key is that you never know what you have left and we usually underestimate ourselves. We act old because we are supposed to. I just don’t buy that.” Luckily, his own Community was the perfect place to find recruits.

2013 Northern Virginia Senior Olympics MAY 2020

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By Michelle Baquero, CMCA, AMS Michelle is a “homegrown” Portfolio Manager for National Realty Partners, LLC. She started in the industry in 2012 as the receptionist and quickly took the steps to further her career as she became an Administrative Assistant and completed her M-100 after 9 months with the company. After receiving her CMCA, Michelle was promoted to Portfolio Manager and recently celebrated her 7-year anniversary with NRP.

Schools

Communities That Make a Difference in Their

chools across the DMV are taking a stance to become more involved in the communities where their student reside and are often incorporating physical activity into these events to get teachers, families, students, and local businesses away from the screens and social media; and out into the community to interact with one another in person. Local schools are striving to take learning and fun outside of the classroom through family nights, buddy/mentor programs with high school and elementary school students, parent classes, food programs, block parties, and other programs such as Teachers Take on the Neighborhood and various Fun Runs. The Teachers Take on the Neighborhood Program involves the teachers walking door to door in their communities in early August prior to the start of the new school year to introduce themselves to the parents and students. A teacher at Centre Ridge Elementary School in Fairfax County explained that this event allows for teachers to create a positive relationship with the families, to have a better understanding of the support the students will have at home, and to encourage the excitement of starting out a new school year.

Sara Case of Westridge Elementary School shared information about 5K Fun Run the school has hosted for the past 12 years which encourages families associated with the school, local businesses, and the community that surrounds the school and come together and support the runners/walkers. Their surrounding community also works with the school’s Cub Scout and Girl Scout groups for service projects and encourages the children to give back to the community where they live. Nicole Parnis, a teacher at Westgate Elementary School was very passionate about the school’s Community Fall Carnival and their Girls on the Run Program. The Girls on the Run program meets weekly with girls in 3rd-6th grade to educate and encourage self-esteem, how to take care and fuel a healthy body, and the importance of a being a good friend. The program utilizes the help of volunteers and incorporates the lesson as well as training for a 5k at the end of the session for the girls, their fellow students, the community and their families to attend. The Girls on the Run program is growing in popularity across the United States. Westgate also offers fam-

*This article is a compilation of excerpts by various teachers, PTA members, and community outreach liaisons ily night programs to teach parents educational activities and games they can do with their kids at home to enhance learning and fun outside of the classroom. These events also encourage parents to establish a working relationship with their local schools which overall helps the performance of the students. Kayla Fleming Hernandez of London Towne Elementary School was excited to share information about the school’s Feeding Families Program through Fairfax County. During the Summer the school is open from 11:00 am-2:00 pm to provide the local community with an opportunity for free/low cost meal. The County understands that for some families, Summer is very hard because many people don’t have access or cannot afford meals for their family. This program offers a free meal to everyone under the age of 18, adults over the age of 18 pay $2.00 for a meal which includes a hot entrée or a sandwich, fruit, vegetables and milk or water. There are also food pantry days where families can come during special hours and fill a bag of food to take home. If a community is looking for a way to get involved and give back to their residents, it is highly encouraged to reach out to the local schools and figure out how they can donate their time and resources. Most Counties have community outreach departments or personnel that can connect communities with food pantry programs, school supply needs, holiday angel trees, buddy/ mentor programs, personal item drives, Fun Run programs and various other volunteer opportunities. MAY 2020

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By Cam Gordon, CMCA, AMS Cam is the General Manager of Ashburn Village Homeowners Association. She has lived in Ashburn for 20 years and has been in Property Management for 8 years. She started as a Portfolio Manager and then moved to onsite management 4 years ago. Cam is currently working on her PCAM and is excited to be more involved in CAI.

Spotlight on Ashburn Village: Communities Dedicated to Health and Wellness

estled between the bustling city of DC and the hills of West Virginia, you can find the active suburban community of Ashburn Village in Loudoun County, Virginia. Loudoun County frequently ranks high as one of America’s Healthiest and Wealthiest communities. Created in the late 1980’s, this planned community is the perfect place for young families, grown and flown parents and active adults to live.

Outdoor Living With over 500 acres of common areas, plenty of green space, 16 miles of community trails, and direct access to the famous 45-mile Washington and Old Dominion Rail trail, Ashburn Village makes it easy for its residents to lead an active and healthy lifestyle. On any given day, you will find people enjoying the 28 | QUORUM

19 tennis courts, 4 basketball courts, 1 baseball field, 2 soccer fields, 2 sand volleyball courts, 4 outdoor pools and 8 playgrounds found around the community. During the warmer months, the community lakes are stocked with fish for fishing, and pedal boats and kayak/canoes are available to use in the marina.

Indoor Recreation In addition to the many outdoor amenities, one of the largest community recreation facilities in the state of Virginia can be found in Ashburn Village. The Ashburn Sports Pavilion is a 32,130 square foot

state-of-the-art facility, featuring a variety of cardio equipment, a cycle studio, a group exercise studio and a full selection of strength training equipment. Members of any age can enjoy the over complimentary 50 group fitness classes, a full-size gymnasium, two (2) racquetball courts, a robust aquatics program, and an award winning tennis program, offering USTA instructional programming and league play on six (6) courts, of which four (4) courts are under a heated air dome during the winter months. As if that wasn’t enough, AVSP also offers a licensed after-school program, summer camps, a variety of family programs, workshops, specialty fitness programs, pickleball, and child-care for residents while using the facility.

Community With a focus on creating an active, inclusive community, Ashburn Village hosts over 25 community events each year, with the vast majority being family friendly. Ashburn’s signature events include a Health and Wellness Expo in February, a Comedy night in

March, a 5K/10K run in May which regularly donates thousands of dollars to a local charity, a Kids Triathlon in August, and VillageFest, our annual three-day festival with rides, entertainment and a beer garden in September. For those residents looking for kid-free activities, the AVSP staff regularly hosts local brewery meet-ups, Trivia Nights, Concert

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series at Ashburn Villageâ€™s Outdoor Amphitheater and Active Adult social gatherings. With a low crime rate, an active, friendly community and premium health and wellness amenities, itâ€™s no secret why Ashburn Village is a highly sought-after place to live.

MAY 2020

09/03/19 1:58 AM

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By Paige Castle

By Katherine Ring

Page is a Principal Sales Representative for Kompan, Inc Americas, and has covered Northern Virginia and Washington, DC for the past 8 years. As the mother of triplet boys, she has spent many hours on playgrounds and understands firsthand the importance of fun and challenging play.

Katherine is the Director of Marketing for Kompan, Inc. Americas based in Austin, TX. She has worked in the playground industry for two years but developed her expertise for years before that with years of visiting playgrounds with her two kids.

Playground Renovations:

Tricks of the Trade

Budgeting, Designing & Installing a New Playground

s busy parents and community members, we’re all looking for playgrounds that will keep children engaged and encourage them in positive social behavior. Play is one of the best ways to keep children active and to help them develop cognitively, socially and in their creativity.

70% 5-12 equipment for two reasons – the younger age group is a smaller number of years, and most children gravitate toward equipment geared toward a slightly older age group. If focusing on one age group, do you have another playground nearby for the other ages?

With the right equipment and timing, a playground renovation can turn a dated space into an engaging and welcoming center of community. That’s what we saw in Governor’s Land in Williamsburg, VA: https:// kompan.box.com/s/k2fmcd5ril710wkvduvmrvpej88eita2

Do you want parents and grandparents to stay with the children? If so, consider adding seating options or outdoor fitness equipment so they can also be active while staying close.

We also know that an updated playground can increase the property value of nearby houses as well as improving the quality of life, so it’s a great investment for any neighborhood or community. The developers for Tucker Family Park saw this firsthand: https://www.kompan.us/tucker-family-park-australia Playground renovations can be complex, so it’s important to start out with your end goals in mind. There are a few questions that can help you clarify your goals:

Age Group Goals What age group are you building the playground for? Playground equipment is categorized by age: 6 months to 2 years, 2-5 years, and 5-12 years. Most playgrounds are built with 30% 2-5 equipment, and 30 | QUORUM

Inclusivity Goals Does your community or neighborhood include children with physical or cognitive challenges? If so, building a playground with inclusion as a priority can make this community space welcoming for them as well.

Opening Goals When do you want to open the playground to the community? On average, a playground development project can take from 6-24 months depending on the scale of the equipment and the condition of the site.

Budget Goals The next important issue to clarify is budget. What is the total budget you want to spend? Equipment is only one portion of the cost. To understand a total budget, consider playground renovations as construction projects. It’s important to outline and understand the proper scope of work for your renovation. • Is there existing equipment to be removed? If so, whose responsibility will this be?

Community Involvement Goals

• Are there existing borders on the playground? Do they need to be replaced? If so, do you prefer wood or plastic borders?

Who are the important stakeholders to consult? If there are community leaders or interest groups you would like to consult, involve them in the process early.

• Is the site ready for installation of playground equipment? Are there any large rocks to move, or will you need drainage to avoid water pooling?

Site Goals If you have a defined site, great! If not, think about where in the community you want the playground to be. How easy is it to access now? Is it surrounded by any natural barriers that will impact the size or functionality? Are there any trees that are special to the community that may be impacted by a playground?

• What kind of surfacing do you want? If the existing surfacing is engineered wood fiber, at a minimum it will need to be topped off. If switching to a unitary safety surfacing such as poured in place rubber, rubber tiles or turf, this will have a significant impact on your budget. • Do you want to include any other site amenities like benches, picnic tables, signage or shade?

On average the total budget breakdown for a completely new playground is in this range: • 50% Equipment • 25% Site work and installation • 25% Surfacing Once you have your goals and budget in place, you can move forward with choosing a vendor to work with for your playground project. There are many local playground equipment sales representatives who will provide design and installation services. The best term to search to find this kind of service is “Commercial Playground Equipment”.

What do you want the playground to look like? Do you want equipment that looks modern, traditional, or natural? This will help guide equipment options. What is the desired timeframe for installation? This will help the designer to choose playground equipment that can deliver within your timeframe. Mario Almonte, General Manager of Belmont Country Club & Amy Dunne, Belmont Board Member, test out the new equipment at Belmont’s new playground.

When selecting a playground vendor, the important things to keep in mind are: • Play Value – Is the children’s long-term benefit from the equipment important to the vendor? This equipment is going to be in place for a long time, and the same children will be coming to it over and over. What kind of research informs product development? Will the equipment keep the children engaged and excited to return? • Quality – How long does the equipment last? How are the surfaces protected? Is it resistant to vandalism? • Longevity – How long has the company been in business? Do they have good references in your area? • Design – what kind of design services can they provide? What kind of expertise do they have in this area? • Installation – Can they also provide installation? It’s helpful but not required to use an installer that has completed the playground equipment manufacturer’s installer certification program. The installer should also be a Certified Playground Safety Inspector (CPSI), to be able to evaluate proper installation. Once you have selected a playground vendor, it’s time to think about design. Here’s where understanding your goals will come in helpful: • What age groups are you focusing on? • Do you want to incorporate inclusive equipment? • Do you want seating or fitness options for adults who are at the playground with children? • Do you have a site in mind? How big is it?

Belmont Country Club’s new playground ready for the ribbon cutting!

Answering these questions help inform your playground equipment choices. Each piece of playground equipment has a required “safety zone” in order to keep children from running into each other in the course of play. This will take a large portion of your playground, but it’s always most important to be safe.

Once the playground is designed and ordered, you can move on to installation. It’s important to notify the community well in advance of the upcoming renovation. Installation timeframes vary depending on the scope of work and the size of the playground. Communication is the key during this process to ensure everything runs smoothly.

There are so many equipment options available, it’s helpful to have a list of “must-haves” such as a net climber, slides or swings. While very popular, swings require a large area to accommodate their safety zone. Keep in mind they could take up a large percentage of your playground.

Once installation is complete, it’s time to celebrate! Make a big deal of your new playground, you have earned it! Ribbon cutting ceremonies draw good crowds and build a lot of excitement. You will have lots of willing testers for the new playground activities too!

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By Rich Terselic Rich has served as both a committee volunteer and elected board of directors member in a large, twenty-year old, HOA located on the suburban fringes of the Washington, DC metro area.

Staying on Track for Better Community Association Committee Participation

t is not news that I tell you things are changing all around us. For example, my local newly renovated McDonald’s now looks like the set of an early Star Trek movie set, and my grandchildren don’t need go to the bank, but can deposit their paychecks via their handheld devices. When it comes to Community Association (CA) committees, why assume that things are the same as when our CAs were established?

If your CA is five years or older, chances are that many things related to its functioning are being influenced by changes in the world about us - as probably are committee operations. Sorry, but if you are a part of community management and don’t sense this, you are probably headed for a rude awakening. When I “cut my teeth” volunteering for committee work in the small town where I lived and later in the new HOA to which I moved, things followed an established pattern. Committees were established and volunteers invited to join. Meeting dates were set, a site and time determined, and reminders were mailed out. While an agenda might have 32 | QUORUM

been included, descriptive background material may not have been included. If a quorum of members were present, discussions could proceed, and decisions made. (Of course, when strong conflicting views were expressed, arriving at decisions didn’t prove easy.) Minutes were handwritten by an appointee, and typed copies were circulated for adoption or considered at the next meeting. It involved a simple process - and all things considered it worked. Important things got accomplished.

What Has Changed to the Model I Described? First, at least as I have observed, resident willingness to volunteer for committee work may have decreased. Many other volunteer organizations are sharing this problem. Thus, it may pose a greater problem to staff CA committees. However, securing volunteers may vary by community and circumstances. In some new communities residents may have a greater than ordinary interest in playing a role in operational decisions and laying down policies and procedures. Conversely, in an established community, benefiting from earlier years of effective volunteer and community management efforts, a measure of complacency may have set in. Alternatively, if problems have been growing related to, for example, failing CA infrastructure or out of control companion animal conditions, residents may be upset and desire to play a role in making improvements.

Hopefully, elected officers and community management have a feeling for the state of affairs - either way - and recognize whether it will be necessary to “beat the woods” for volunteers or exercise a measure of caution in how to screen persons expressing strong interest in volunteering. In the former case, it may be helpful to “incentivize” recruiting by holding social events for volunteers and candidates, including gift card raffles for attendees. A difficult problem to address is when “a behind old guard” takes control of the volunteer (including elected) positions in a CA. If term limits haven’t been provided for-it may be time for their consideration. Second, and related to the first point, people tend to be busy today, and new homeowners particularly so. Committee participation needs to be made “convenient” and not burdensome. This can be dealt with through limiting the frequency of scheduled meetings, as well as adoption of related “ground rules” related to maximum allowable meeting lengths, as well as permission for “off site” attendance, such as via telephone or remote camera. While it may require some need for creativity, if committee membership is heavily made up of young mothers (or fathers) daytime scheduled dates plus having child care available, may be useful. Of course, there are limits as to just how far a community need go to accommodate volunteers.

990766_Windows.indd 1 Third, the educational level of society continues to increase and volunteers can reasonably expect to be called upon in a manner that best utilizes their capabilities. I think that this condition is met by: best informing volunteers of the matters they will be asked to consider, via the provisions of well written background materials, and making reaction to routine procedures as easy as possible. The latter can be satisfied by management staff com-

J O B

7:40 PM piling minutes and providing them via email to11/12/19 committee members. Finally, it needs to be made clear that means exist for volunteers to introduce points of view.

The interface between a community and its volunteers has posed problems since the beginning of CAs-and wonâ€™t ever end. It is simply something that needs continual attention.

P O S T I N G

Community Manager â€“ KPA Management KPA Management is seeking to fill an opening for a Portfolio Manager to manage 4-5 Condominium Associations all located in Virginia. Candidates must have relevant experience managing Community Associations or as a Facilities Manager. Must have excellent verbal and written communication skills. Telecommuting during the pandemic. Certifications are desired. References required. Excellent benefits. Company: KPA Management Location: 6402 Arlington Boulevard, Suite 700 Falls Church, VA 22042 Job Type: Full Time Industry: Community Association Management Job Level: Management

Minimum Education: High School Diploma Salary: Commensurate with experience. TO APPLY: Please submit resume and cover letter to Ed Alrutz at ealrutz@kpamgmt.com. Or, fax to (703) 531-8288.

MAY 2020

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By Phil Pool, CMCA, AMS

By Kathy Vergano

Phil is General Manager of Heritage Hunt Homeowners Association for CMC/Associa. Prior to Heritage Hunt he served as Vice President of FirstService Residential.

Kathy has lived at Heritage Hunt since 2005. She served on and chaired their Grounds committee from 2008-2012 before being elected to the HH Board of Directors where she has served since 2013 currently as Vice President.

Passing the Torch: Preparing Incoming board Members for Success

ost every Association I have ever worked with has had elections every year at their Annual Meeting where at least one or two new board members were elected. Having an orientation program for them is an important element in contributing to the success of that board member and the entire board. If you have an active committee structure, the committees should be incorporated into this orientation, as well. At Heritage Hunt Homeowners Association, we have a board of seven members and 10 active committees of 5 to 7 members each. After our Annual Meeting in December we conduct an orientation for new board members and committee members in early February that we call HOA 101. Additionally, we have created an Administrative Resolution that establishes Standard Operating Procedures (SOPs) for our board and committees. Letâ€™s look at the major components of the program. Your board and committees should start by reviewing the governing documents of the Association, committee Charters, and Roberts Rules to know how to effectively run meetings and what is required of those meetings in the way of notice, frequency, minutes, etc. Always prepare an agenda in advance for both board and committee

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meetings and follow your governing documents about how far in advance it should be publicized and how. Establish in advance who is going to take minutes. Keep the minutes to the basics of actions and votes. Donâ€™t detail the discussions that take place. This can make minutes contentious later on when someone disagrees with what they stated or how it was worded. Where are those minutes kept? Do you have a community website that serves as the repository for the papers of the Association?

been composed by the committee that is responsible for the purchase. Management will procure and compare bids to present back to the committee. Once the committee has selected its desired vendor/bidder it may either forward the bids on to the board directly or it may go to another committee such as a Budget & Finance committee to be made aware of the financial requirements before it goes on to the board. Every community has its own needs and personality. Keeping this intact comes

How does your community communicate? Are there monthly newsletters with board briefs and committee reports? If you do have a website, you should be sure that you update it with information on the board and committee members as soon as possible after the Annual meeting. You should also establish a means of sending out blast emails to your community from management, the board or committees. Your community should establish a contracting guideline for how the association handles major purchases and annual contracts. The most formal of structures will start with a Request for Proposal that has

from a smooth transition from year to year with transitioning members. It is also what makes it more comfortable for your residents to volunteer their time because where would we be without volunteers?

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®

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People you can count on. Experience you can rely on.

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Directory and Classifieds AMUSEMENT & PARTY RENTALS

INSURANCE

MANAGEMENT SERVICES (CONT’D)

Fantasy World Entertainment 124 Jibsail Drive T: (800) 757-6332 Prince Frederick, MD 20678 www.fwworld.com Brooks Grady brooks@fwworld.com

Griffin Owens Insurance Group www.GriffinOwens.com 847 Station Street, Herndon, VA 20170 T: (571) 386-1000 Offices also located in Falls Church & Manassas Daniel Flavin, CIC, CRM dan@griffinowens.com

Comsource Management, Inc. AAMC www.comsource.com 3414 Morningwood Drive T: (301) 924-7355 Olney, Maryland 20832 F: (301) 924-7340 Gary M. Simon, CMCA, AMS, PCAM gsimon@comsource.com

ASPHALT PAVING/MAINTENANCE/REPAIR

JANITORIAL

Brothers Paving & Concrete Corporation 9469 Hawkins Dr T: (703) 393-1927 Manassas, VA 20109 F: (703) 393-1928 Paul Battista info@brotherspaving.com

Clean Advantage Corporation 9701 Philadelphia Court, Suite G-7 T: (800) 315-3264 Lanham, MD 20706 F: (301) 595-3331 www.cleanadv.com info@cleanadv.com

Dominion Paving and Sealing 290 N. Brewster Lane T: (800) 728-3312 Purcellville, VA 20132 www.dominionpaving.com Josh Schiffer info@dompave.com Espina Paving, Inc. Asphalt/Concrete 15441 Farm Creek Drive T: (703) 491-9100 Woodbridge, VA 2191 F: (703) 491-9101 Serving: MD, DC, VA info@espinapaving.com ATTORNEY

Thomas Schild Law Group, LLC www.schildlaw.com 401 North Washington Street, Suite #500 T: (301) 251-1414 Rockville, MD 20850 Thomas C. Schild, CCAL tschild@schildlaw.com Scott J. Silverman ssilverman@schildlaw.com ENGINEERS

ETC Engineering and Technical Consultants Inc. Water intrusion, roofing, exteriors, windows, balconies, property studies, structural & architectural services www.etc-web.com T: (703) 450-6220 Mindy Maronic mindy@etc-web.com The Falcon Group www.falconengineering.com 7361 Calhoun Place, Suite 325 Rockville, MD 20855 T: (240) 328-1095 Stew Willis info@falconengineering.com GENERAL CONTRACTORS

Ploutis Contracting Co, Inc. T: (703) 360-0205 8365 Richmond Hwy F: (703) 360-5439 Alexandria, VA 22309 info@ploutiscontracting.com Stella Ploutis www.ploutiscontracting.com

MANAGEMENT SERVICES

Associa Community Management Corporation, AAMC 4840 Westfields Blvd, Suite 300 T: (703) 631-7200 Chantilly, VA 20151 www.cmc-management.com John Tsitos, CMCA, AMS, PCAM jstitos@cmc-management.com Barkan Management, LLC AAMC 8229 Boone Blvd., Suite 885 T: (703) 738-2501 Tyson Corner, VA 22182 F: (703) 388-1006 Michael Feltenberger, CMCA, AMS, PCAM Senior Vice President CAMP, AAMC (Community Association Management Professionals) www.gocampmgmt.com T: (703) 821-CAMP 4114 Legato Road, Suite 200 Fairfax, VA 22033 hgraham@gocampmgmt.com 209 West Street, Suite 302 Annapolis, MD 21401 sblackburn@gocampmgmt.com Capitol Management Corporation 12011 Lee-Jackson Highway, Suite 350 Fairfax, VA 22033 L. Peyton Harris Jr., CMCA, CPM lph@capitolmanagementcorp.net

T: (703) 934-5200 F: (703) 934-8808

Capitol Property Management Corporation, AAMC 3914 Centreville Rd, Suite 300 T: (703) 707-6404 Chantilly, VA 20151 www.capitolcorp.com Jeff Lawrence, CMCA, AMS, PCAM jlawrence@capitolcorp.com Cardinal Management Group, Inc., AAMC 4330 Prince William Parkway, Suite 201 T: (703) 569-5797 Woodbridge, VA 22192 www.cardinalmanagementgroup.com cardinal@cardinalmanagementgroup.com Thomas A. Mazzei, CMCA, AMS, PCAM CFM Management Services, AAMC 5250 Cherokee Ave, Suite 100 T: (703) 941-0818 Alexandria, VA 22314 F: (703) 941-0816 Christiaan Melson, AMS, PCAM cmelson@cfmmanagement.com

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FirstService Residential DC Metro LLC, AAMC 11351 Random Hills Road, Suite 500 T: (703) 385-1133 Fairfax, VA 22020 Robert Teeling robert.teeling@fsresidential.com KPA Management, AAMC www.kpamgmt.com 6402 Arlington Blvd., Suite 700 T: (703) 532-5005 Falls Church, VA 22042 F: (703) 532-5098 Offering personalized service Ed Alrutz, CPM, CMCA, PCAM ealrutz@kpamgmt.com Legum & Norman Inc. AAMC 3130 Fairview Park Drive Ste 200 T: (703) 600-6000 Falls Church, VA 22042 www.legumnorman.com Marc B. McCoy, CMCA, AMS MMcCoy@legumnorman.com Sentry Management www.sentrymgt.com 7619 Little River Turnpike, Suite 210 T: (703) 642-3246 Annandale, VA 22003 602 South King Street, Suite 400 T: (540) 751-1888 Leesburg, VA 20171 Dave Ciccarelli, AMS, PCAM dciccarelli@sentrymgt.com Sequoia Management Company Inc., AAMC 13998 Parkeast Circle T: (703) 803-9641 Chantilly, VA 20151-2283 www.sequoiamanagement.com Craig Courtney, PCAM ccourtney@sequoiamgmt.com

INDEX TO ADVERTISERS A Associa-Community Management Corporation, AAMC....................................................................10 B Barkan Management, LLC, AAMC..................................................................................................35 Brothers Paving & Concrete..............................................................................................................4 C Capital Painting Co.........................................................................................................................23 CIT - Community Association Banking & CondoCerts......................................................................38 Clean Advantage Corporation T/A Condominium Cleaning Service..................................................40 PAINTING SERVICES AND RETAILERS

Capital Painting Co. www.capitalpainting.net 5520 Oakwood Road T: (703) 313-0013 Alexandria, VA 22310 F: (703) 922-1826 George Tsentas george@capitalpainting.net Reston Painting & Contracting 619 Carlisle Drive Herndon, VA 20170 David Hamilton

T: (703) 904-1702 F: (703) 904-0248 dave@restonpaint.com

RESTORATION SERVICES

Titan Restoration Co Warrenton, VA T: (540) 349-1503 www.titanrestoration.com F: (540) 349-1512 Anita Puckett apuckett@titanrestoration.com ROOFING

D DoodyCalls.....................................................................................................................................19 F Fantasy World, Inc. dba Fantasy World Entertainment.....................................................................22 The Falcon Group.............................................................................................................................7 FirstService Residential DC Metro, LLC, AAMC................................................................................39 G Gardner Engineering, Inc................................................................................................................29 M Miller-Dodson Associates................................................................................................................20

TWC Services, LLC PO Box 150277 T: (703) 971-6016 Alexandria, VA 22315 www.twcserv.com Linda Walker info@twcserv.com WINDOWS & DOORS

Windows Plus, LLC 4321 Markham Street T: (703) 256-0600 Annandale, VA 22003 F: (703) 942-6987 Kimberly Wayland kknight@windowspls.com

P Ploutis Contracting Co., Inc.............................................................................................................39 R Reston Painting Company................................................................................................................2 S SageWater......................................................................................................................................14 Sentry Management, Inc.................................................................................................................15 Solitude Lake Management............................................................................................................17 T Titan Restoration Co........................................................................................................................35 TWC Services.................................................................................................................................19 W Windows Plus, LLC.........................................................................................................................33 WINTRUST Community Advantage Bank.......................................................................................18

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CUL-DE-SAC

By Lee Ann Weir, CMCA, AMS Lee Ann is the General Manager for Quarry Springs at Stoneyhurst Condominium located in Bethesda Maryland. She is honored to work with an incredible team of concierge, gate attendants and maintenance personnel. Outside of work she is the President of the After Prom Party for Rockville High School. Lee Ann has been an active member of the Quorum Editorial Committee for the past four years.

Running Toward a “Virtual” Finish

he first version of this article, the one that got scrapped because of COVID 19, had a list of great fun runs and races planned across the DC metro area. Well, like everyone else, the athletic world has figured out how to create similar opportunities that encourage runners, walkers and cyclists without getting them together in groups. Because most of the Stay at Home Orders still allow (if not encourage) exercise, this article has been tweaked to provide you with some fun options you may not have known about.

“where”, “when” and even the “type” of activity you would like to participate in. The registration fee, or some portion of it, typically goes to a charity, but if that is important to you, please check the details. For example, when in Active.com, I found a run for a specific day: Memorial Day. There is a limit to the number of participants since they have a suggested route and don’t want too many people on the route on the same day. A map will be sent to you and a swag bag and metal mailed to you after you send your results in.

If you visit some of the most popular websites, like Active.com, you can search for

Another fun website to check out is www.virtualrunevents.com. As soon as

Convenient, secure protection for your excess funds. Save time and money with these community association offerings: • Insured Cash Sweeps (ICS) • Certificate of Deposit Account Registry Services (CDARS)

Ask us about our great CDARS rates. Noni Roan, CMCA, Vice President 301.639.5503 | 866.800.4656 x7479 | Noni.Roan@cit.com ©2020 CIT Group Inc. All rights reserved. CIT and the CIT logo are registered trademarks of CIT Group Inc. MM#7205

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you open it up you will find options like a “2020 Social Distancing 6k – We’re all in this together, but six feet apart!” Or, The Great Toilet Paper Chase, or another called Get Uranus Moving. The beauty of these is that is can be run or walked from any location in the world and you get to choose whether you use a treadmill, path or local track. You go at your own pace and time yourself. Are you into comics or superhero movies? Then, www.Peakvirtualraces.com is for you. I saw one called “The Empire Strikes Back” and another listed as “80th Anniversary of Marvel Comics.” Plus, a portion of the proceeds from these races go to Make a Wish Foundation. The www.badassrunners.com website seems to be geared to younger runners, like those in their 20s. I say this solely based on the pictures I saw. This site has a specific section for runs or walks that benefit charities. Lastly, there is www.goneforarun.com. Their races benefit the American Red Cross. So, go have some fun looking on the internet for races, fun runs, walks or cycling events. All of the website mentioned above have options for kids, families, as well as for individuals. Please remember to comply by your state’s Stay at Home Order and if you chose to exercise with someone, it should be with the person or people who reside in your home. If you find yourself coming close to another person, veer to the side a minimum of 6 feet. If you are coughing or sneezing for ANY reason, because you cannot be sure you are not infected, you should not participate in activities in public. That is the disclaimer and good advice. Stay safe, stay healthy, and stay active!

Making a Difference.

Every Day.

Metro DC’s Residential Property Management Leader with National Resources

As Metro DC’s residential property management leader with national resources, we know what it takes to create great communities that residents are proud to call home. We start by putting the right teams in place - local property experts who deliver our best-in-class solutions, along with genuinely helpful service, to enhance the property values and lifestyle of those we serve.

That’s how we make a difference, every day, for great communities like yours...

· High-Rise and Mid-Rise Buildings · Condominium and Homeowners Associations · Lifestyle, Large-Scale and Active Adult Communities Office Locations: 11351 Random Hills Road, Suite 500, Fairfax, VA 22030 923 Maple Grove Drive, Suite 101, Fredericksburg, VA 22407 8701 Georgia Avenue, Suite 300, Silver Spring, MD 20910 703.385.1133 | www.fsresidential.com

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2020 CHAPTERâ€ˆBENEFACTORS

ASPHALT & CONCRETE

WMCCAI 7600 Leesburg Pike Suite 100 West Falls Church, VA 22043 www.caidc.org (703) 750-3644

PRESORT STANDARD US POSTAGE PAID ALEXANDRIA, VA # 5659

OUR MISSION To optimize the operations of Community Associations and foster value for our business partners.

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