Washington Metropolitan Chapter Community Associations Institute
OCTOBER 2018
A Magazine for Community Association Volunteer Leaders, Professional Managers and Business Partners
ALSO IN THIS ISSUE
____________________________ The Art of Managing and Communicating to Different Generations ____________________________ Working with Volunteer Committees ____________________________ The 4 D’s Every Manager Should Know
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2 | QUORUM
New name. Same commitment.
OCTOBER 2018
CONTENTS 12 Defining the Roles: Everyone Plays a Part in the Success of a Community
BY BRANDI RUFF, CMCA, AMS, PCAM
16 Don’t Just Join, Get Involved: Why Managers Should be Involved in CAI
BY DEBORAH A. CARTER, CMCA, AMS, PCAM AND JAIME BARNHART, CMP
18 Employees Matter: Tackling Human Resources Challenges
BY SHANNA CHRISTIAN, SPHR, SHRM-SCP
20 Self-Management or a Management Company?
DEPARTMENTS AND MORE 5 Message from the Executive Director 6 Chapter Benefactor: Windows Plus, LLC & Allied The Window Center, LLC 7 Welcome New Members 8 Upcoming Events 11 People & Places 32 Classifieds 36 Index to Advertisers
BY RICHARD KUZIOMKO, MBA, CMCA, AMS, PCAM
22 The Art of Managing and Communicating to Different Generations
BY MEAGAN WILLIS, CMCA, AMS
24 Working with Volunteer Committees
BY AIMEE WINEGAR, CMCA, LSM, PCAM
26 So, You Think You Are a Good Listener? And, Other Delusions…
BY TOM L. WILLIS, PCAM
28 Fiduciary Duties and Ethics for Managers
BY KRISTEN L. BUCK, ESQ.
30 The 4 D’s Every Manager Should Know
BY CRISHANA L. LORITSCH, CMCA, AMS, PCAM
33 Managing Social Media
BY SARAH FOLEY
35 Tips and Tricks for Time Management
WMCCAI MISSION STATEMENT To optimize the operations of Community Associations and foster value for our business partners.
BY LILIANA MARTINEZ, CMCA, AMS
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. OCTOBER 2018
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S E R V I N G WA 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
People you can count on. Experience you can rely on.
President Sarah Gerstein, CMCA, AMS, LSM, PCAM President-elect Rafael A. Martinez, CTP Vice President Airielle Hansford, CMCA, AMS, PCAM Secretary Michael Gartner, ESQ. Treasurer Kristen Melson, CMCA, AMS, PCAM Immediate Past President Bruce H. Easmunt, ESQ. Executive Director Jaime Barnhart, CMP (EX OFFICIO)
D IRECTOR S Gordon Boezer, Thomas Burrell, Anthony Humphries, Ruth Katz, ESQ., Ted Ross, Todd A. Sinkins, ESQ., Stephen Wright, CMCA, AMS, LSM, PCAM
CO U N C I L C HAI R S Communications Council Leslie Brown, ESQ. Education Council Jennifer Bennett, CMCA, AMS, PCAM Member Services Bernie Guthrie, CMCA, AMS, PCAM
CO MM I T TE E C HAI R S Conference & Expo William Cornelius and Donna Aker, CMCA, AMS, PCAM D.C. Legislative/LAC Jane Rogers, ESQ. and Scott Burka, CMCA, AMS, PCAM Education Kevin A. Kernan, ESQ. and James Santos, CMCA, AMS Golf Adrienne Zalenski and David Crone, CMCA, AMS Maryland Legislative Thomas Schild, ESQ., CCAL Public Outreach Elisabeth Kirk and Sara Ross, ESQ. Membership Joe Inzerillo and Noni Roan Quorum Editorial Susan L. Truskey, ESQ. and Christopher Carlson Chapter Events June Chulkov and Lauren Kolb Virginia Legislative Ronda DeSplinter, LSM, PCAM and William A. Marr Jr., ESQ.
QU O RUM Managing Editor Morgan Wright, mwright@caidc.org Design Six Half Dozen
QU O RUM E DI TORI AL CO M M IT TE E Co-chairs Susan L. Truskey, ESQ. and Christopher Carlson Members Beverly Alston, James Anderson, Noel Arevalo, CMCA, Sarah Auringer, Mira Brown, CMCA, AMS, Leslie Brown, Chris Carlson, PE, Deborah Carter, CMCA, AMS, PCAM, Sara Castle, Crystal Coats, CMCA, AMS, Kenny Cohn, Cheryl Crawford, Christopher Dibble, CMCA, AMS, PCAM, Bruce Easmunt, ESQ., Sarah El-Taher, Matt Gallagher, Michael Gartner, ESQ., Amy Gaynor, Sarah Gerstein, CMCA, AMS, PCAM, Rippy Gill, CMCA, AMS, Laura Goguet, CMCA, AMS, John Goins, Stephen Grant, Scott Greges, CMCA, AMS, Timothy Hipp, Mary Horner, Chase Hudson, Peter Hughes, Iman Jackson, CMCA, AMS, Shannon Junior, Ruth Katz, ESQ., Leisa Keys, Richard Kuziomko, CMCA, AMS, PCAM, Crishana Loritsch, CMCA, AMS, PCAM, Liliana Martinez, CMCA, AMS, Laura McVey, Thomas Mugavero, ESQ., Crystal Partin, CMCA, AMS, PCAM, Joycelyn Peoples, AMS, Kara Permisohn, Nicki Phenneger, Christine Rudert, Brandi Ruff, CMCA, AMS, PCAM, Lauri Ryder, CIC, CRM, CMCA, Scott Silverman, Mark Smith, Chelsie Throckmorton, Olga Tseliak, John Tsikerdanos, Ron Unger, CIC, Kim Veirs, Lee Ann Weir, CMCA, AMS, Doug White, Samuel Wiest, Lakisha Williams, Aimee Winegar, CMCA, AMS, LSM, PCAM, Jim Wisniewski, Kelly Young, 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 3,000 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 2017 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.
As summer starts to come to an end, I am sure I am in good company as many of us begin diving back into work and tackling various fall projects to close out the year with a sense of accomplishment. It might be the thought of the holidays quickly approaching, but fall also brings a new season and a new opportunity to reflect on what we are all grateful for. More than 3,200 members trust WMCCAI to provide education and networking opportunities in community association management. The staff works with volunteer leaders on committees to create and execute education sessions and events throughout the DC Metro area. None of that would be possible without our amazing chapter sponsors.
FROM THE EXECUTIVE DIRECTOR
O FFICE R S
The support of the chapter partner companies is essential to the success of WMCCAI each year. As Benefactors, Patrons and Supporters within the Partner Program, member companies dedicate financial resources to the chapter, which in turn supports the educational programming and networking opportunities, as well as crucial advocacy support. Beyond the dollar, you will find these companies on attendee lists for all chapter events and you will meet them sitting across the table at various committee meetings each month. Involvement and support of the chapter is a key component of their business. WMCCAI is grateful for their leadership and hands on support throughout each year. Many of the chapter partners have also been part of the program since its inception in 2006. Are you curious as to who is part of this program? Benefactor companies are featured on the back cover of Quorum magazine each month and a complete list of Benefactors, Patrons, and Supporters can be found on www.caidc.org.
Coming together is a beginning. Keeping together is progress. Working together is success. – Henry Ford Beyond our Partner Program, dozens of member companies support the chapter’s strategic plan by sponsoring events and education sessions. By coming together at chapter sponsored functions, member companies and the chapter can create much needed programs within the DC area. The collaboration between sponsors and the committees when delivering programs to members is what makes and keeps WMCCAI so great – we are successful when our members are learning and building relationships. On behalf of the entire WMCCAI staff, thank you to all the member companies who support the chapter throughout the year and make it possible for WMCCAI to deliver exceptional programs and events. 2018 has been a great year and plans for 2019 are already looking excellent…thanks all to you!
JAIME BARNHART,
CMP
Jaime Barnhart, as the chapter’s executive director, is responsible for implementing the organization’s mission and goals, and managing its staff. Jaime has worked in non-profits/associations in the D.C. Metro area for over 12 years focusing on program management, events and trade shows, and marketing. She joined WMCCAI as the events manager in 2015.
For more information about Quorum or WMCCAI, visit www.caidc.org.
OCTOBER 2018
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CHAPTER NEWS
C H A P T E R
B E N E F A C T O R
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• Licenses Held: Licensed to operate in Virginia, Maryland & Washington, DC. • Company Philosophy: Our philosophy and approach to business is to educate and guide you through the home improvement process. Our staff has many decades of field, trade and corporate experience and will help you make excellent and educated choices for your home improvements. We are committed to our customers and colleagues to ensure complete satisfaction throughout the life of your products. Our Mission: Windows Plus & Allied The Window Center’s mission is to assist homeowners in making informed decisions for their home improvements. We are committed to excellence in our service and offer premium lines of products to ensure your satisfaction without sacrificing the integrity of the home.
Article Submissions:
Are you interested in sharing your experiences and expertise with our readers? Quorum magazine is always seeking new article ideas, submissions, and content. If you have an idea or would like to submit an article for consideration, please make sure you contact us before you begin writing to see what our upcoming themes are. Questions and interests should be directed to Morgan Wright at publications@caidc.org or by phone at 703.750.3644. Advertising:
For advertising, availability, rates, and specifications, please contact Morgan Wright at publications@caidc.org. Targeted advertising in WMCCAI’s Quorum, opens the door to thousands of prospective customers and contacts in the community association industry. 6 | QUORUM
WMCCAI proudly welcomes the following members who joined the chapter in August 2018. Community Association Volunteer Leaders from the Following Associations Battery Heights Unit Owners Association Cameron Grove Community Association, Inc. Fairlington Towne Condominium Association Marwood Community Association Mosby’s Landing River Creek Owners Association South Riding Proprietary, Inc. The Henry Condominium The Nelson Condominium Treebrooke Condominium Association Wexford Conservancy Individual Managers William B. Austin, Austin Realty Management & Investments James Claggett, CMCA, Belle View Condo Unit Owners Nakiea Douglas, River Towers Condominiums Laura M. Etchison, AMS, IKO Real Estate & Property Management, AAMC Kristopher J. Futrell, Lakepointe Community Council Lori Gross, Gates Hudson Community Management, AAMC
April A. Harrelson Robert Hennessy, SFMC, Inc., AAMC Maxx Kelley, The Overlook at Leisure World Samuel Leohr Jennifer J. Mshamma, Abaris Realty, Inc., AAMC Kimberly K. Rensing, CMCA, American Management of Virginia, Inc., AAMC Julie M. Rubinstein Edit M. Sherry Zachary Simonovich, SFMC, Inc., AAMC Beth Thieda, Associa-Select Community Services
CHAPTER NEWS
Welcome New Members
Business Partner Phoenix Service, LLC Sandy Spring Bank Multi-Chapter Business Partner Firstrust Bank
OCTOBER 2018
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UPCOMING EVENTS
OCTOBER 1
Virginia Legislative Leftovers: Is What We Had for Dinner in 2018 Going to be for Breakfast in 2019? 7 – 9 p.m. Fairfax County Government Center 12000 Government Center Parkway, Fairfax, VA 22035
Join us to explore the origins of critical themes that are defining how laws that govern community associations are changing today. Participants will have the opportunity to “weigh in” on the issues that are most critical to communities and homeowners and provide comments to help guide legislative activity in 2019. Issues include home based businesses within communities, storm water management regulation and responsibility, resale disclosure requirements, insurance coverage, and capital reserves. Session is presented by Virginia Legislative Committee of the Washington Metropolitan Chapter of Community Associations Institute and Fairfax County Office of Consumer Affairs. Moderated by Ronda DeSplinter, LSM, PCAM, William A. Marr, Jr., ESQ., Law Office of William A. Marr, Jr., and Lucia Anna “Pia” Trigiani, ESQ., MercerTrigiani. Visit www.caidc.org to register.
OCTOBER 11
Membership Benefits Orientation 4 – 6 p.m. WMCCAI Chapter Office 7600 Leesburg Pike, Suite 100W, Falls Church, VA 22043
What’s in it for me?! If you are a new member or are considering joining Washington Metro Chapter Community Associations Institute, please join us as we learn the benefits of CAI membership. Event is free, but registration is required. Visit www.caidc.org for more information or to register.
OCTOBER 19
2018 Golf Classic 8:30 a.m. – 6 p.m. Westfields Golf Club 13940 Balmoral Greens Ave, Clifton, VA 20124
Grab your clubs and join your WMCCAI colleagues for a day of golf at Westfields Golf Club. Spend the day on this popular and challenging course, win door prizes and enjoy food and festivities. Registration includes greens and cart fee and food & beverage on the course, and an awards networking reception. Not a golfer? Join us for the cornhole tournament and the awards networking reception! Visit www.caidc.org to register. Sponsorship opportunities available.
NOVEMBER 3
Annual Awards Dinner 2018 6 p.m. – 11 p.m. Kellogg Conference Hotel at Gallaudet University 800 Florida Ave. NW, Washington, D.C. 20002
Join us as we roll out the red carpet for an evening of royalty at this year’s WMCCAI Annual Awards Dinner! Visit www.caidc.org for full event details, hotel reservation information, or to register online. Sponsorship opportunities available.
DECEMBER 6
Manager Essentials: I Want It All – Effective Bidding Explained 12:30 p.m. – 3 p.m. WMCCAI Chapter Office 7600 Leesburg Pike, Suite 100W, Falls Church, VA 22043
Let technology help you lead the conversation on how to bid effectively. Use real time polling to direct the bidding process conversation. Join Chris Carlson, P.E., SECB, Chief Structural Engineer at Engineering and Technical Consultants, as he provides expertise on drafting an RFP, analyzing bid results, selecting bidders and contractors, then finalizing the contract. Lunch will be provided. Visit www.caidc.org to register.
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
I want
it all Effective Bidding Explained Let technology help you lead the conversation on how to bid effectively. Use real time polling to direct the bidding process conversation. Join Chris Carlson, P.E., SECB, Chief Structural Engineer at Engineering and Technical Consultants, as he provides expertise on drafting an RFP, analyzing bid results, selecting bidders and contractors, then finalizing the contract. Lunch will be provided.
Registration Rates EARLY BIRD RATE REGULAR BEFORE: 11/23/18 RATE
Homeowner
When
Who
Thursday, December 6, 2018 12:30 p.m. – 3:00 p.m. Registration opens at 12:00 p.m. Lunch begins at 12:00 p.m.
This program will benefit Managers
Where
MEMBER
$40
$50
NONMEMBER
$40
$55
Manager
WMCCAI Chapter Office 7600 Leesburg Pike, Suite 100 W Falls Church, VA | 22043
CREDITS This program is worth three (3) credits hours
How Visit www.caidc.org to register
Sponsor
MEMBER
$40
$50
NONMEMBER
$40
$55
7600 Leesburg Pike, Suite 100 West
E-mail: education@caidc.org
Falls Church, VA 22043
Web: www.caidc.org
T: 703.750.3644 F: 703.941.1740
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Associa CMC & SCS are proud to announce that Darrin Cassidy has been named Vice President of SCS! Darrin is a graduate of Johnson & Wales University. He brings twelve years of experience as a senior portfolio manager, specializing in the management of single family, townhome, condominium, commercial and developing communities throughout Northern Virginia and into West Virginia. Darrin is a member of the Washington Metropolitan Chapter of the Community Associations Institute (CAI) and is currently pursuing his PCAM (Professional Community Association Manager), the industry’s highest designation. As Vice President of SCS, Darrin will work alongside Gay Bridges, Vice President of Operations, to oversee more than 100 clients located in the Washington Metropolitan Area. Darrin’s executive responsibilities will include leading new business opportunities, mentoring staff, and administration of management contracts and marketing proposals.
FirstService Residential Welcomes New Vice President Airielle Hansford
PEOPLE & PLACES
Associa Community Management Corporation Announces Promotion of Darrin Cassidy to Vice President of SCS
FirstService Residential, the Washington D.C. area’s leading residential property management company, announced the hiring of Airielle Hansford as vice president, high-rise in DC Metro. Hansford brings to the company 14 years of progressive property management experience for various community types including condominiums, cooperatives, HOAs and large-scale communities. Most recently, she served as condominium division director and member of the executive leadership team for a community management company in the DC area. Airielle Hansford has been an active volunteer with the Washington Metropolitan Chapter of Community Associations Institute (WMCCAI) since 2007, earning the Chapter’s Rising Star Award in 2011. She was elected to the Chapter Board of Directors in 2015 and currently serves as the vice president. Hansford also 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, has written articles for the chapter’s publication, Quorum, and proctored the M100 test. Hansford has earned the CMCA® and AMS® designations as well as the PCAM®, the industry’s highest designation, through Community Associations Institute (CAI). “We are so excited to welcome Airielle to the team. Her commitment to customer service excellence and associate development is greatly aligned with our values and goals as an organization. Airielle is a great addition to a growing team here in DC Metro and will further instill our brand promise to our clients and associates,” says Michael Mendillo, regional president, FirstService Residential. “Airielle is a great leader and has a wealth of industry knowledge. She will be a fantastic addition and resource for our team and clients. I look forward to working with her and collectively taking our team to new heights,” says Trent Harrison, president, FirstService Residential.
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By Brandi Ruff, CMCA, AMS, PCAM Brandi is the general manager at Skyline Plaza Condominium in Falls Church, VA. She is an active member of the Quorum editorial committee and a frequent contributor. One of her favorite quotes is “Your gifts are not about you. Leadership is not about you. Your purpose is not about you. A life of significance is about serving those who need your gifts, your leadership, and your purpose.” Kevin Hall, author “Aspire.”
EVERYONE PLAYS A PART IN THE SUCCESS OF A COMMUNITY
I
n September 2015, I wrote an article titled “Stay in Your Lane”. To quote myself, “Defining roles helps to eliminate confusion, reduces duplication, and provides people with a better ability to clearly define their part in what needs to be done and the clarity to move their vision (or someone else’s vision) forward. In essence, roles help to keep people in their respective lanes.”
Regardless of someone’s position or involvement with a community association, each person has a part in creating, developing, and preserving a vibrant, well maintained and fiscally sound community. To understand the roles of the “major players” in community associations, one needs to first understand the community association construct. As defined in the M-100 The Essentials of Community Association Management, a community association is a group of owners who wish to provide a communal basis for preserving, maintaining, and enhancing their homes and property. Community associations have 3 defining characteristics: mandatory membership (whoever buys in stays in, and does not get a “get out of jail free” card if they don’t like it), binding (i.e. it’s the law) governing doc12 | QUORUM
uments, and required lien-based assessments (chips, coins, moolah, money) levied on each owner to operate and maintain the community association. Using a more generic definition from dictionary.com, a community is a social group of any size whose members reside in a specific locality (you are in the same building, complex, or neighborhood), share government (e.g. by-laws, rules, board of directors), and have a common connection (buying into a lifestyle and sharing the amenities with other owners). A community implies a sense of familiarity and togetherness. Community associations were not designed or intended to be adversarial or a source of frustration and contention. While no relationship is ever conflict-free, community associations were not envisioned as a way to exert dominance over the residents, but rather, associations were conceived “…to provide oversight for the governance, business, and communal aspects of the association.” (M-100) We are a society of laws and rules and a community association is no different. Associations cannot control the actions of every resident or solve every problem, but associations are in place to provide a framework to obtain and maintain a certain lifestyle. An association is an entity to help people and create a lifestyle (M-360 Leadership Practic-
es in Building Community). Everyone living in, working for, or with a community association plays a role in accomplishing the goal of maximizing the desired community association lifestyle. Let’s look at roles of the players to learn what they contribute to the community.
Homeowners They are the individuals who buy into the community based on their lifestyle needs. Homeowners have committed themselves (knowingly or not) to following the rules set before them in the governing documents for the community. Homeowners have nine rights and nine responsibilities listed in a CAI handout entitled From Good to Great Principles for Community Association Success. I want to highlight three responsibilities: to read and comply with the governing documents of the community, to pay assessments and charges on-time, and to vote in community elections. There are times when owners do not want to comply with these rules and want to have additional rights. Certainly, many managers reading this have faced an angry owner who has told them to do something because, “you work for me” or, “I pay your salary.” Sometimes owners conflate paying assessments to operate the association as the equivalent of having the right and authority to direct staff
the association focused on not just where the community is, but where it wants to go. Additionally, the board should govern through accepted industry standards and best practices in reliance and confidence upon the managers and business partners who advise them.
or contractors. This is not correct. Associations are not pure democracies – they are democratic republics. Directors are elected by the membership and they govern the association including giving direction to management. Consequently, when an owner reacts like this, it means that they need to be educated. Provide them with the CAI publication to start, answer and clarify any questions they may have, and invite them to run for the board at the next annual meeting if they want to have more direct involvement in the association decision-making. The hope is that as members become more aware of their rights and responsibilities, they will begin to participate in the community as a good neighbor and volunteer. It’s not about you, It’s what you bring to the group. “All will concede that in order to have good neighbors, we must be good neighbors. That applies in every field of human endeavor.” Harry Truman
Board of Directors The board is comprised of non-paid individual member volunteers elected by the membership (or appointed by sitting board members due to lack of volunteers to run for the board) to oversee and make decisions about how the community should be run. “This doesn’t mean that your board runs the association by itself, from the ground up. It can and should delegate its authority to professionals—managers, attorneys, accountants, and others—to conduct the day-to-day business of the community” (Leading Indicators Common Ground). The board, as a collective, holds the decision-making authority, not individual board members, unless the board grants that authority to an individual member including the President. Keep in mind that the governing documents may provide basic or certain details about the responsibilities of the officers. The board should be guided by an accepted set of principles explained through the vision and mission statements of the community. If the board has not developed a vision and/or mission statement, it is highly recommended to create them. These statements keep
In the CAI handout, From Good to Great - Principles for Community Association Success, it lists a model code of ethics for board members, noting eight do’s and eleven don’ts. I want to highlight three do’s: serve the best interest of the association as a whole regardless of personal interests, use sound judgement, and always speak with one voice. Occasionally, there are board members who decide to act outside of these constraints: board members directing staff to do things not approved by the board, restricting or not allowing residents or fellow board members an opportunity to voice opinions, telling residents inaccurate information or posting items on social media in direct conflict with the board’s position. When board members follow their roles, they are protected legally, even if they make incorrect decisions. However, board members who go “rogue” or act outside of their authority may not be. Accordingly, when you encounter a board member stepping outside of the grant of authority, that person should also be educated. The CAI document should be provided and perhaps counsel should come in and provide governance training for the full board. Good governance is essential in community associations and all board members should receive regular education on it. It’s not about what you want, it’s what is in the best interest of the community. Dwight Eisenhower said, “You do not lead by hitting people over the head – that’s called assault, not leadership.”
Committee Members & Other Volunteers Because a community is comprised of many different people with many different voices, committees are a way to allow members to provide input into the decision-making process. Many of the enjoyable activities that are planned and occur in communities require a lot of manpower. The research invested to determine the feasibility of a project can take a lot of man hours. The manpower and man hours are invested by members who join committees or by individuals who commit their time to certain community events and/or projects. Boards typically establish and use committees to provide recommendations before making a final decision on certain issues. Committees serve at the pleasure of the board and are a resource to assist the board in its decision-making process. Committees are a method to encourage community involvement and member buy-in to proposed ideas. Committees may work with other committees and/or management to assist with information gathering. While management might help facilitate aspects of a committee’s information gathering, committees do not task management. Typically, the “heavy lifting” for their Continued on page 15 OCTOBER 2018
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assignments is done by the committee members. Like the board, committees are expected to work for the good and betterment of the community as a whole and not for themselves, certain members, or certain groups. However, the grant of authority to a committee should be crystal clear. Member involvement and committee participation fosters good will and allows people to remain connected to the community because…it’s not about you, it’s what you bring to the group. “Volunteering is the ultimate exercise in democracy. You vote in elections once a year, but when you volunteer, you vote every day about the kind of community you want to live in.” – Author Unknown
Management The role of management may have initially been limited to managing the asset, but as time passed and the industry evolved, so has the role of management. Management provides a service to the community to help fulfill the imagined and desired lifestyle as established by the association and the board of directors. Management’s primary responsibility is the day-to-day management of the community: board assignments, physical plant operations, administrative functions, and owner/resident interaction. Like individual homeowners and board of directors, management can overreach its authority. There are occasions where boards want to control costs and ask management to step into a role that would normally be handled by a consultant or specialist. While management may have been involved in various projects and worked with consultants and specialists, management cannot be a substitute for those professionals. It is a common misconception by boards that management can provide oversight to all projects in lieu of hiring consultants and specialists such as structural engineers, architects, designers, electricians, plumbers, landscapers, concrete and paving specialists, etc. It is management’s ethical duty and responsibility to tell the board when consultants and specialists should be engaged. Like owners and boards, managers can blur the lines to gain favor with boards. However, it is important that management not feel restricted to give honest opinions because omitted information can be just as detrimental to the decision-making process as inaccurate information.
Business Partners These are the companies and their staff who do work with the association: attorneys, auditors, engineers, landscapers, consultants, etc. They collaborate with management to execute the work needed to be done for a successful community association. As with any industry, business partners build trust with communities by adding value to the community (good service, plus good price). Preferred business partners are normally responsive to the needs of the association, provide quality workmanship or goods, and are competitively priced. In addition, they should be educated on working with community associations and ideally, should have the Educated Business Partner distinction from CAI. If a business partner is not living up to the contract, then terminating the relationship is a good thing. However, learning the in’s and out’s of a community takes time, so providing a business partner a couple of seasons to really get their footing is beneficial to obtain the best performance results. Not only is it helpful to the business partner, but it benefits the community. Constantly switching business partners doesn’t allow the association to build solid relationships. As a matter of fact, when business partners recognize the lack of loyalty in associations, they tend not to be loyal to the association, especially if the relationship is shortlived. However, if a community has secured a business they like at the price they like, mindlessly bidding can create problems. Many times, the reputation of a community may deter business partners from providing bids if they know the community really doesn’t plan to change contractors. It is important to be honest. Honesty builds trust and trust builds better relationships.
In the end, all of the people that comprise a community are important to its success. No matter how smart a person is (or thinks they are), the person does not operate or live in absence of others, especially not in a community association, because the structure and process to achieve success is realized through collaborative efforts.
Management isn’t about being in unison with the board or the board president. Management’s role is to provide professional input and recommendations from education and experiences by sharing best practices while providing oversight to operations, which includes deference to specialists when needed. Professional standards dictate that management perform work that best serves the community and that may or may not mirror individual member desires, but it serves the association’s best interests.
All of the individuals in a community association make a collective that illustrates the wonderful tapestry of diversity and togetherness. It makes no difference if you are a homeowner, a board member, a committee member or volunteer, a member of the management team, or a business partner because each person has something to contribute to the whole. It’s not about you, it’s what you bring to the group.
“Management is, above all, a practice where art, science, and craft meet.” - Henry Mintzberg
“Individual commitment to a group effort -- that is what makes a team work, a company work, a society work, a civilization work.” - Vince Lombardi OCTOBER 2018
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By Deborah A. Carter, CMCA, AMS, PCAM
By Jaime Barnhart, CMP
Debbie 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.
Jaime is the executive director of WMCCAI. Jaime has worked in non-profit associations for 15 years in the DC Metro area.
M
ost managers will likely admit that they joined CAI because their employer required them to or they need to attend the educational programs to earn certifications. By attending educational programs, managers increase their knowledge and are better able to perform their jobs. Continued education is also a requirement to hold the certifications available to managers, such as CMCA, AMS, PCAM and LSM. The more important question that needs answering is why managers should actively participate in events sponsored by Community Associations Institute (CAI) and the Washington Metropolitan Chapter Community Associations Institute (WMCCAI). Like most things in life, it is up to you to decide how much you will get out of membership. While there are a lot of variables between community associations, there are also a lot of commonalities. Managers and board members have experiences with the same issues. So, as they say, why re-invent the wheel?
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Attending WMCCAI educational and networking events provides an excellent opportunity to learn from industry experts, colleagues, and volunteer community leaders. Not only can you learn but you can also share your own expertise and experience with colleagues. WMCCAI offers at least one education experience a month year-round. In 2018, webinars were added to bring education right to you. Luncheons, breakfast showcases, and interactive roundtables are offered throughout the region and feature topics chosen by members. Networking is key to success in any industry. By regularly attending events or participating on a committee, members get to know one another and form professional and per-
sonal relationships. Those connections are invaluable when you need advice or when an emergency strikes your community; having trusted, professional friends to call on shows your communities you are educated, respected and well-connected in the community association industry. Not to mention – career advancement and growth is often the result of “who you know”!
The chapter needs members’ involvement to build programs; managers who volunteer their time of committees find great benefit to their careers. Opportunities to learn new skills extends beyond education session. Serving on a chapter committee gives members a voice to guide the chapter’s programs. With 11 committees ranging from education, membership, events, advocacy, and communications, there is something for all interests and skills.
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Take a look at your resume – is there a skill you want to improve? Committee work is perfect for on-the-job learning! Find the list of committees on the chapter website – all are welcome at any meeting!
Membership in CAI is the first step. Getting involved in the chapter is where the real magic happens! Balancing job demands with time to participate can be challenging. This can be even more challenging for on-site managers and association-employed managers. It is a lot easier for a manager to be actively involved when they have the support of their board. Most board members were likely unfamiliar with CAI until they joined the board. Therefore, the manager should introduce board members to CAI and help them understand the benefits to the board and the association. The more board members know about CAI, the more they can appreciate how they and their community can benefit from the manager’s involvement. While attending WMCCAI committee meetings and events is fun, it is an important, work related activity. Not only should board members be supportive of the manager’s involvement in CAI, they should also take advantage of membership.
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By Shanna Christian, SPHR, SHRM-SCP Shanna Christian is a Human Resources professional with over 17 years of experience supporting retail, security, and technology operations. She studied human resources management at Franklin University in Columbus, Ohio and received a Workforce Planning and Analytics Certificate from the Institute for Human Resources, in addition to holding the esteemed SPHR and SHRM-SCP certifications. Shanna is also passionate about the arts and is a board member for Sterling Playmakers, a local community theatre.
F
or any manager, regardless of experience, tackling human resources challenges can be daunting. Our interactions with employees can be fraught with the potential to turn into significant problems, even lawsuits or agency claims. It is important to remember that consistency and documentation are key in every aspect of employee relations, from the hiring process, through the employment relationship, and even into discipline and termination of employment.
The true cost of a bad hire can be astronomical, and the key to finding and retaining the best and the brightest is to have a strong recruiting and onboarding process. Onboarding starts with the candidate’s first encounter with the company, so you want to ensure that your communications, including the job description, truly reflect the company’s culture and expectations.
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The best job postings generate excitement for the mission and focus a little less on the daily tasks. The application process should be as short and uncomplicated as possible, and the interview and selection process as transparent as possible. Professional and timely communications have fallen by the wayside for many companies, so this is an easy way to distinguish yourself as an employer of choice. Traditionally, onboarding only focuses on the first couple days of employment. Those first few days are certainly vital, and mistakes are made entirely too easily. Do you have their workspace set up? Did you give them a welcome gift, even if it’s as simple as a company branded lanyard or coffee cup? Did you introduce them to their coworkers? Going beyond that, were goals laid out for their first 30, 60, 90 days and beyond? Have you scheduled regular check-ins to give and get feedback, and to make sure that they are settling in well? The first ninety days are so important, and studies show that 20% of turnover occurs within the first three months of employment. Another potentially costly aspect of human resources is employee relations, specifically harassment and discrimination. The best way to mitigate your liability for these complaints is to have a strong policy, consistent
training, easy and confidential reporting, and a process for investigation. An anti-harassment and discrimination policy should clearly state that these behaviors will not be tolerated, and how to report any complaints. Training to review this policy should be given to all new hires, with an annual refresher for all employees. Someone within the company, ideally a human resource professional trained in investigative techniques, should be charged with beginning an inquiry immediately. Time is very much of the essence in these claims. As with all human resources matters, documentation is essential. The individual conducting the investigation should take accurate notes of all interactions with the alleged harasser, the alleged victim, and any and all witnesses. Additionally, it is wise to ask the individuals involved to write a statement of their side of the claim. These statements can be compared to verbal statements and the investigator’s notes to help evaluate the situation and take appropriate action. Even more concerning is the rise in claims of retaliation, which is often easier to prove than the harassment or discrimination itself. Most of the highest settlements in recent years, ranging from hundreds of thousands of dollars all the way to the largest settlement for a single victim at $168 million, have
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hinged upon the retaliatory actions of the employer. Any employment action taken after an employee has had a protected action, such as complaints of harassment and discrimination or protected leave such as FMLA or USERRA, should be closely reviewed and supported by strong documentation. Supervisors and managers should be trained to recognize signs of harassment and discrimination and have an understanding of the factors contributing to retaliation claims so that they can help prevent these situations. Not only will proper attention to these potential pitfalls help protect your company from financial loss, it will help you avoid some of the non-monetary costs as well. Harassment, discrimination, or retaliation claims and how you treat your applicants and employees have an almost unquantifiable effect on your company’s reputation. And isn’t reputation the most important currency of all?
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If you are looking for more in-depth training on these topics and more, I recommend the following resources: Society for Human Resources Management (shrm.org) and local chapters like NoVA SHRM and DC SHRM, which offer seminars throughout the year; Lynda from LinkedIn which offers webbased training on Human Resources topics, and HR.com, which offers resources and webinars that are easy to navigate.
OCTOBER 2018
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By Richard Kuziomko, MBA, CMCA, AMS, PCAM Richard is the General Manager of The Kenwood Condominium in Bethesda, Maryland. He has been an active writer, speaker and lecturer at various WMCCAI forums and member of both the Education and Quorum Committees.
A
t some point or other, boards ask themselves should the manager be an employee of the association or of a management company? The choice is not always clear. In some instances, an employee makes sense, and in others it will only lead to frustration and a deterioration of services. To start with, the size of the association is a determining factor. For small associations with less than 100 units it becomes a prohibitive cost issue. Small associations have the choice of having board members run the association or hire a company who will group several associations under one portfolio manager. In many cases the board members just get tired of the amount of work involved and want to pass it on to a management company. The same holds true of medium-size associations. In this case, they may be able to afford their own employee but the board does not want the total responsibility of management, only that of strategic direction. The real decision is when you come to a large association (condominiums of over 250 units or HOAs with over 500 units). These associations may be able to afford their own manager. The decision comes down to the human resources risk. If the manager (or, for that matter, other employees) work directly for the association, it is the responsibility of the board to hire and fire and administer all the human resources (HR) aspects. Should the association have a full-service management
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company, the employee risk is on the company as are the HR components. If a board is not happy with a manager, the burden is on the management company to replace that person. If this is the case, why would a board want to take on the HR risk? Sometimes they are displeased with the service from a company. In other cases, it is more emotional. I remember one board meeting when, out of the blue, a board member made a motion to get rid of the management company. His reason was how can a manager have two masters? He had a seconder, and the motion passed. They hired their own manager. The same is true in reverse. Associations may hire a management company after having a manager(s) they have been dissatisfied with. Looking back a few years, it made more sense to hire a company. With a management company you had the guidance of a portfolio manager or director. Companies have standards for operations. They also have an inherent network to support their managers. If a manager needs an answer to a question, all they have to do is send an email blast. Chances are someone will have the answer or a suggestion. Companies will also put on training for their employees to ensure better service. CAI, local chapters and attorneys have done an excellent job of fulfilling some of these needs. Training courses are offered on a con-
tinuous basis. There are even PCAM courses for continuing education. Seminars are conducted by CAI which give a wealth of knowledge and networking opportunities. As a result, association employed managers have the ability to make up some of the development they otherwise might get from a management company. Management companies still offer advantages which give their managers resources unavailable to the individual manager. This does not mean that association employed managers cannot be successful. There are many in the WMCCAI area. The best ones have common characteristics. Among them are: • Most have experience working as assistant managers or have worked for a management company. They come with a background of not only knowing how an association works, but also how to get results. • Good managers will learn from others in the industry. They are not shy to pick up the phone and call someone for assistance. • There are several good informal groups in the WMCCAI area which meet on a regular basis. These groups fulfill the information services offered by management companies. Send out a request and someone will respond. These groups are an invaluable resource to a self-managed association employee. • An association is not an island. Good managers know and network with other man-
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agers in their area. They call, visit and receive visitors in exchange. Issues in an area are common, why re-invent the wheel when a neighboring manager already experienced something similar. • For a manager on their own, suppliers and attorneys are another source of information on what is happening, not only in the industry but also locally. Good managers stay in touch with a variety of sources. It may seem to be a time waster with so much else to do but there is a long-term payoff in doing so. • Participating in WMCCAI is not only interesting, but a great source of knowing what is happening in the industry. Whether it is being a member of a committee, attending seasonal events or volunteering time, meeting other members keeps one abreast of what is happening. This reflects directly on how an association manager can do their work successfully. • Working directly for a self-managed association puts an added burden of keeping up with changes in legislation and how it impacts the association, human resources, finance and local requirements. Good managers use their entire network to stay on top of these changes. Once established, the information ensures the association is in full compliance. Whether to be self-managed or to hire a management company is a personal choice that boards make. There is no hard and fast rule one way or the other. There are great managers working directly for associations and for management companies. With the resources available today, the playing field is level giving boards the choice they want to make. OCTOBER 2018
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By Meagan Willis, CMCA, AMS Meagan is the general manager at the Radius Condominiums. She started her career in property management as an on-site manager in 2007, following in her father’s footsteps. She is an active member on the Quorum editorial committee for the Washington Metro Chapter Community Associations Institute.
THE ART OF MANAGING AND COMMUNICATING TO DIFFE
I
s age just a number? Sometimes this is true. Take Shirley Webb, for example. At 76 years old she decided to take up weightlifting. Just 4 years later, she can deadlift 245 pounds. Clearly age is of no consequence to Shirley. But can age be viewed as little consequence when discussing its impact on the workplace and workplace environment?
place technology. Useful tools such as email, text messaging and social media can and will create misunderstandings and discord within an organization if not used with your audience’s generation in mind. With four (sometimes five) distinct generations in the workplace it becomes necessary that as a manager you educate yourself to recognize and meet the needs of each generation.
On average, 57% of our waking time -2017 is spent GG:\Adoc\TCS\MARKETING\Advertisement Quorum Ad.102517.docx at work. Gallup reports that 70% of people Assuming that you would like to enjoy are disengaged at work. A large part of this where you work, but you fall within the 70% can be attributed to communication issues. of people mentioned above, you would do Research shows that each generation re- well to examine how you may unknowingly sponds differently to leadership and work be contributing to the problem. I am going
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to speak directly to my fellow millennials for a moment to demonstrate. Ask yourself: • Before a staff meeting starts, am I sitting in the conference room, thumbing through my phone instead of engaging with my coworkers? • Do I know my coworkers past their first and last name? i.e. marital status, number of kids, etc.? • Do I regularly avoid face-to-face conversations and simply send an email? In a room full of millennials, these may not seem like bad habits, but they are! The reason is simple. If you practice any of these habits, whether purposefully or unintentionally, you are engaging less with those you work with. To a non-millennial, this may communicate a lack of interest in your coworkers/employees. The breakdown in communication than perpetuates the disengaged environment. But is it your job to change the way you do things to cater to others? The answer to this question is yes, if you want to be a good manager. How should one go about learning about the generations and their preferences? First, identify the age group you deal with (this article is centered around managers, but this exercise can work when trying to learn how to communicate effectively with your residents, as well). Learn when and whom it’s more effective to have a face-toface conversation, an email exchange or
GREAT
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ERENT GENERATIONS a text. Understand when people might respond well to a PowerPoint presentation. Know when to slow down and use polite pleasantries when composing an email. There is a psychology behind why different age groups respond to these things differently. In fact, there is an entire profession dedicated to the study of it! Do yourself and your organization a favor and take advantage of the plethora of information at your disposal to learn more. My personal favorites include Simon Sinek, Mary Donohue, and Tom Peters.
Too often, we operate with the assumption that our way is the right way, without regard to another person’s work style preferences. If you want to be an effective manager, put yourself in the position of the other person. Try to see things through the eyes of others, try to think the way they think, and feel what they feel. Empathy gives you greater understanding and leads to a more collaborative and cohesive work environment. Don’t be surprised if you notice an uptick in productivity and greater community spirit as a result.
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The work place is changing. The oldest baby boomer is 70 this year and by 2020, nearly half (46 percent) of all U.S. workers will be millennials (Lynch, 2008). Each community and every workplace is different, so educate yourself! Learn about your community, employees and show genuine concern for their interest. By doing so, you can conquer the generation gap and create a happy environment for both your employees and your community. OCTOBER 2018
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By Aimee Winegar, CMCA, 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 currently the Vice-chair of the Montgomery County, Maryland Commission on Common Ownership Communities.
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A camel is a horse designed by a committee.” That popular expression sums up the opinion that many people have about working with or on a committee. And yet, association governance usually requires committee participation as part of the governing documents. The goal is to include a variety of resident/stakeholder inputs in order to achieve a high degree of accountability and transparency. The reality is often an ongoing battle to achieve quorum and a minimal degree of interest. How do we bring the reality closer to the goal?
Check Your Charters Many committees are named in the governing documents or started by the community on an ad hoc basis in response to emerging needs. The naming of a committee, though, does not necessarily provide sufficient guidance as to scope of the committee’s functions. Every committee, even those named in the governing documents, should have a clear charter that outlines the range of the number of members; the frequency with which the committee should meet; the responsibilities and deliverables of the committee; the limits of the committee’s authority; the mechanism and grounds for removing a committee member who fails to attend or who crosses an ethical line; the party to whom the committee should report (i.e., the board, the manager, etc.). 24 | QUORUM
Committees are Not Clubs
Provide Organizational Tools
Committees are not closed groups that meet with a secret handshake. After a charter is established, committees meet with to discuss topics and address challenges set by the board or the charter. Even the most social of Social Committees should be focused on accomplishing goals. Committee work must always be conducted in an open and transparent manner.
Some committees, especially smaller groups from smaller associations, do not know where to start or how to proceed in order to be productive. Invite committee members to participate in training sessions with the board, to better understand their roles and the importance of agendas, minutes, clear recommendations, etc. Remember to remind them that open, publicized meetings are important! If at all possible, committee meetings should be held in a public place at a time accessible to other residents.
Manage the Members Even the smallest, most informal committees should have a roster of members who have been officially approved by the board. Committee members are appointed by the board and serve at the pleasure of the board. There should be an official application to serve that volunteers complete and submit for consideration by the board. The board should formally vote to appoint members at the start of their term and to release them when they leave the committee. The manager or board president should keep a roster of all members, including the dates when they were appointed to the committee. Every year, the board should affirm the roster of all committee members so that the committee members, the board, and the manager are all clear about who is serving on the committee at any given time.
Add Some Drama There is no question that resident participation tends to spike when there is trouble afoot. It sometimes seems that the only time residents come forward is if they are unhappy with how things are going.
Consider the possibility of reaching out to residents before problems spiral into disasters and suggesting that committees need members. Encourage residents to learn the ropes of their community through committee service as a stepping stone to board membership.
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Stress in your communication that stewardship over community assets is an important component of living in an association. Try to build positive interest in committee service before there is a reason for negative interest. And if negative interest does arise, leading to added interest in community service – well, invite everyone to join a committee. Some of the best committee members join because they are unhappy with something.
Throw in Some Thanks Appreciation goes a long way. An annual night of recognition – even if it is just an extra half hour of cheese and fruit before or after a regular meeting will help committee members feel valued. It may seem like a small thing, but choosing one or two volunteers per year to receive a certificate of appreciation, memorializing their work for the community, is inexpensive and yet invaluable.
Consider Every Resident a Potential Committee Member
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Whenever a resident calls with a concern or complaint, suggest that he or she join a committee to look into the situation. A tenet of association life is that everyone has something to offer to the group. In conclusion, committees do not often receive the kudos they deserve. Even though camels are not horses, they fill an important role in a challenging environment. They are valued by those who use them. Committees should receive the same measure of appreciation.
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By Tom L. Willis, PCAM Tom is the Owner of Association Bridge, LLC, dedicated to creating spaces where community association leaders and the professionals who serve them can successfully navigate the challenges they face, reach the goals they choose, find satisfaction and joy in their service, and make raving fans of association members.
I
n his outstanding book The Excellence Dividend, Tom Peters states that listening is, among other things, “the heart and soul of engagement and thoughtfulness,”...“the basis for collaboration and partnership and community,”…“the linchpin of memorable service,” and “the bedrock that underpins a commitment to EXCELLENCE.”
We know listening is important. Yet, studies show that we are not as good at it as we think we are. Fortunately, it is a learnable skill. It is an area in which we can always improve. There are lots of resources available to help us focus on the art of “active listening.” Strategies include: • Pay Attention: Use your eyes along with
your ears. Look at someone intently enough long enough to determine eye color. What do their body language and facial expressions tell you? What are they NOT saying? • Acknowledge: People with problems typically want two things, and in this order: (1) To be heard; (2) To get a solution. Until someone is confident you hear them,
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26 | QUORUM
you have zero basis for dialogue. Give them all the cues you can to show you are engaged. Open your stance, nod, and smile. Use verbal cues like my favorite, “Oh, wow!” Let them talk. Empathize. • Clarify: Ask questions. Ask more questions. Get the whole picture. Repeat statements back and summarize. I am partial to the phrase, “I think what I heard was…” because this gives the other person permission to correct you if your understanding requires adjustment. • Ignore Your Biases: We are all biased. We all make assumptions. We all listen through the filters of our experience. You might think you are completely objective, but you’re not. Nobody is. Recognize your biases and assumptions and do your best to get past them.
If you are not genuinely interested in other people, in solving problems, and in making a difference, you are likely not listening well and people can smell it. It really does start with you. And, people don’t always make it easy! It takes a high EQ to maintain the perspective necessary to respect the humanity of others when their words and actions may not necessarily be worthy of respect.
• Suspend Judgment: It’s easy to impute motives, especially if you have a history with someone. But even if you are correct, there is no value in thinking about them. Acknowledging others’ emotions does not mean judging the validity or even the appropriateness of those emotions. Do your best to focus on facts.
Final Words
• Take Notes: Careful note taking keeps you tuned in. It dignifies the other person. It’s a great tool for the open forum part of Board meetings.
• A good listener does not EVER take a call, even from her or his boss.
Why We Stink at Listening
You might think you are a good listener. More than likely you are deluded. Even if you ARE right, you’ll still need to work on it. There are many obstacles to being a good listener. Be aware of them and work to overcome them.
“The best way to persuade someone is with your ears, by listening to them.” – Dean Rusk More gems from The Excellence Dividend (Buy the book. Seriously!):
• A good listener takes EXTENSIVE notes. • A good listener CALLS (better than e-mails d%#n it) a couple of hours later to thank the other for his or her time. • A good listener does NOT pontificate! “Never miss a good chance to shut up.” – Will Rogers
• Did I mention we are all biased and make assumptions? Imperfect humans are subjective by nature. • We focus on us, not the other person. Instead of fully listening, we are formulating our brilliant response, thinking about how wrong or annoying the other person is, or feeling rushed or stressed. • We may be “18 second interrupters”. Peters cites research that indicates an average doctor will interrupt the patient presenting her symptoms after 18 seconds. The habit is not unique to doctors. Yikes. • Distractions…oooooh, look - a squirrel! • Electronics. A disproportionate number of the problems people have asked me to fix in recent years originated with electronic communication issues. Some conversations need to be offline. Listening with only your eyes has its limitations. If a conversation starts to go sideways, pick up the phone. Or better, go face to face. If you’ve grown up communicating mostly through an electronic device, you’ll need to learn to use the full range of human abilities to be a good listener. • The big one…missing the bigger picture. Employing active listening strategies does not guarantee success.
It’s More Than Listening Listening is part of something bigger. You can employ all the active listening strategies and still be ineffective. Your IQ can help you to learn the techniques, but your EQ, or emotional intelligence, will be the key to being a good listener and effective communicator. OCTOBER 2018
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By Kristen L. Buck, Esq. Kristen is a community association attorney with Rees Broome, PC located in Tysons Corner, Virginia. Prior to becoming an attorney, she was an on-site manager as an association employee and also for a large community association management company. Once admitted to practice law, she was associate counsel for a title company and real estate developer. Her practice is now devoted to representing community associations in Washington, D.C. and Virginia.
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ne of my first jobs after I graduated college was working in the nature center on Kiawah Island. I spent my days kayaking, canoeing and teaching residents and guests about the wildlife on the island. Unfortunately, once the summer ended, so did my job. Not wanting to leave the beach life, I accepted a position as a community service liaison for Kiawah Island
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Community Association. At the time, I had no idea what it meant to be a community association or what working for one would entail. I just knew that once I was done answering the phone, issuing parking decals, and filing papers, I could still hit the beach after work. What I eventually learned, however, is that
each person employed by an association or a management company has a fiduciary duty to our board and association members. In its simplest form, a fiduciary relationship generally involves one person acting for the benefit of another person or entity. In a manager’s role as the fiduciary, we are tasked to act in good faith to protect the members of our associations and act in a way that is be-
lieved to be in their best interest. We also owe a duty of care that obligates managers to understand the governing documents and to act in accordance with the directives given by the board. This all sounds great on paper but in the real world, we know that a manager’s life is anything but predictable and we somehow get involved in weird situations. So, how do we implement our fiduciary duties when our job is so inconsistent? First and foremost, we know our association. We know our governing documents, budget, relevant laws, and property. Second, we disclose conflicts of interest and act within our prescribed duties. This requires you to not only follow direction from the board but also comply with any contractual obligations between you and the association or your employer and the association. Third, we treat everyone fairly and in a professional manner. This applies to the members and residents of the association, the board, committees and association vendors. Fourth, we guide and educate our boards and committees on their duties and obligations to the members and each other. Fifth, we know when to ask for help and to seek the advice of professionals.
tion or fight back against some falsehood, ethics requires us to take the high road and hold this information in confidence. Ethics also obligates us to be truthful in our statements to others. This means we bid out contracts in a fair and equitable manner, provide our boards and committees with all the facts and information available to us, and we do not make misrepresentations to our members. I was a manager for over ten years and regardless of whether I was an association employee, a community manager or an onsite manager, the foundation of my fiduciary duties and ethical obligations to my associations remained the same. I also found these core values prepared me for the professional obligations I now owe to my clients as a community association lawyer. While fiduciary duties and ethics are not an exciting topic, they truly are a necessary and integral part of a manager’s successful career and valuable tools that can be applied in everyday life.
Fiduciary duties typically go hand in hand with ethics. The Merriam-Webster dictionary defines ethics as “the discipline dealing with what is good and bad and with moral duty and obligation” and “the principles of conduct governing an individual or group.”
In the community association industry, we often see ethics outlined in codes of conduct that guide our boards and committee members in implementing their duties and responsibilities. However, ethics also plays a major role for managers because managers are privy to a lot of information. We truly are the eyes and ears of the associations we manage. Managers control the member’s unit or lot files and books and records of the association, prepare bids for vendor contracts, address resident disputes, work with counsel in times of litigation and collection of delinquent accounts, prepare board reports and executive session materials, access member’s homes for insurance claim administration and resale inspections, and so on. While we all have at least one instance where we wanted to divulge everything, we know to clear up some misconcepOCTOBER 2018
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By Crishana L. Loritsch, CMCA, AMS, PCAM Crishana is the general manager of The Adagio Condominium located in Bethesda, MD. She has been an active member of the chapter since 2002, where she has volunteered on the Quorum Editorial, Membership, and Public Outreach committees and has served as Public Outreach Committee chair, Secretary on the Board of Directors, and Communication Council Chair. Additionally, Ms. Loritsch has received numerous awards including Rising Star, Committee Chair of the Year, Chapter Appreciation Award, and was most recently recognized as the 2017 WMCCAI Volunteer of the Year. An avid runner, she spends many early mornings preparing for her next big race.
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n August 2, 2018, forty-five managers attended a WMCCAI Manager’s Luncheon and gained practical insights as to how to incorporate the 4 D’s into their daily practices. Community association managers hold a unique position in the stewardship of the communities in which we manage. While we are not the fiduciary (that is the board of directors), we do work in cooperation with the board to ensure that the association thrives and continues to provide necessary services that our owners and residents come to expect as part of living in a planned community. Service is at the center of what we do and yet, if we are not careful, managers can get worn out very quickly, speeding towards burnout. Every manager should learn and embrace the 4 D’s to continue to add value and provide excellent service to their communities, all without feeling you are in it alone or that you must do EVERYTHING. What are the 4 D’s? I am glad you asked and no, it’s not dodge, dip, duck and dive. Although, when someone offered that these are the alternative 4 D’s, I did give them kudos for alliteration. The 4 D’s that all managers must become adept at are delegation, diplomacy, deference and finally, decision making.
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Delegation The ability to delegate to others is the difference between doing it all and heading toward burnout and allowing others to contribute in a task or assignment. It requires HUMILITY and TRUST because, let’s face it, our nature as managers is to get things done and many times it’s easier to do it ourselves instead of looking for opportunities to teach others. We are either afraid to trust others to contribute because we fear it won’t be done well, or that it will be done better by others on our team. Either way, it does not serve our communities well.
A good manager recognizes strengths and weaknesses of the team and coordinates the efforts of all team members to ensure that where one team member lacks, the other makes up the difference, contributing to the overall success of the team and community. There is some delegation don’ts that you want to be sure to avoid:
• Don’t mistake delegation for abdication of responsibility. Delegation is recognizing that “I don’t have to do it all on my own.” Someone else on my team can step in and help carry the load. • Don’t delegate and forget about it. Be sure to provide the appropriate support and oversight to ensure the task is done well. • DON’T MICROMANAGE. Micromanagement lends itself to a distrust between the manager and the team member; the manager does not trust the team member to do a task well and hovers to ensure its done “right” and the team member doesn’t trust the manager’s judgment. In either case, both suffer as a result and it does affect the efficacy of the team dynamic.
Diplomacy As managers, many times we need to get the buy-in of our board members and residents to accomplish the work of the community. Diplomacy is critical in soliciting cooperation from the others. Diplomacy is not being a doormat, but it does require that you lay down certain things for the common good. Diplomacy is necessary when delivering difficult messages and while the hearer may not like the message, when the message is delivered respectfully and yet with authority, most times the hearer leaves the interaction with a positive attitude.
Anyone can be a diplomat. It’s not just reserved for the Foreign Service. A few tips to diplomacy include: • Be polite. Start by saying, “Good morning” to everyone, including that “difficult” team member, or resident. • Apply the Twelfth Commandment, there is only love. Begin each interaction with this thought. • Cut people slack. You never know what others are facing. Try not to take things personally. • Tell a joke. It’s hard to be surly when you’re laughing.
Deference Managers are generalists, and while we are jacks of many trades and masters of some, many times we need to steer our boards toward relying on experts to guide them in realizing goals and strategic plans for their communities. Deference to experts is critical to the success of a community. Managers should not fall into the trap of feeling like we need to be an expert in all things to be valuable to our communities and team members. Don’t be afraid to say “I don’t know” or defer to known experts on a subject. Don’t mistake your opinion or past experiences, alone, as expertise. While your past experiences inform who you are as a manager, each property, each situation you encounter as a manager is different and the subtle nuances many times require a more critical, birds eye view of an issue. Experts offer that birds eye, objective view and assist our boards in making decisions that will serve the community well into perpetuity.
• Exploration of your options: Be sure to look at all options available, not just to ones that may seem more favorable than others. Present the pros and cons of each and be prepared to fully discuss these options. • Selection of the best solution: Notice the word “best” and not “perfect.” There is a difference and many times the best solution is equitable for all parties, knowing that each party must concede certain wants. • Evaluation of your plan- Be sure to fully vet your plan to experts and others involved in the formulation of the plan. Look for ways to make sure the plan is fully understood and leaves little room for misunderstanding or confusion. Finally, communicate your decision and ACT. For those decisions that may be controversial or require buy-in from the community, hold town halls and other informational meetings to ensure that your community has every opportunity to unite with the decision being made. When your residents feel the decision was made with the best interests of the community in mind, they are happy to cooperate and bring the vision to fruition.
Decision Making Once all these skills have been employed, now we must ACT. The difference between decision and indecision lies in our approach to making decisions. Good decision making requires problem solving tools as well. Good decision making has several elements. They are: • Conducive environment: Especially when working with your board, be mindful of the environment. Is the room temperature comfortable? Are there distractions in the meeting place? Have water and other small food items on hand, like fruit or candy, to provide a burst of energy when needed. • Detailed investigation of situation: Provide good intel on the issue up for decision. Anticipate questions that may be asked and have the answers available. • Generation of good alternatives: Remember to look to the group to generate ideas and alternatives to solve an issue or problem. Be open and willing to listen to all ideas. OCTOBER 2018
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By Sarah Foley Sarah is the website services coordinator at National Realty Partners, LLC. She has been at NRP for over 6 years, dedicating her time to various roles including developing and managing websites for various associations, and managing social media platforms for NRP.
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efore scoping out a new neighborhood restaurant or store, the first thing potential customers typically do is research their online presence—at least I do. Checking out their reviews, client testimonials, pictures of the facility, or the products they produce play a large role in today’s society. As consumers, we are fortunate enough to know a company’s social media reputation within seconds just by searching on our smartphones or tablets. From a business perspective, there may be added stress when it comes to social media. Some may say it takes too much time or there is nothing significant to post. But, your company’s reputation is key.
Keeping up with social media is a full-time job and should be treated as one of the most important roles within a company. As one of the most affordable forms of marketing available, it’s vital every company join a platform or two to create an online presence.
Most associations have at least two or more platforms they use for their communications - Facebook, Twitter, and Instagram being the most popular. Maintaining multiple platforms can get tricky and require an unnecessary workload for your manager or volunteer. With the technology world listening to this inconvenience, there are now several tools and websites geared towards assisting companies with social media. Hootsuite is one of those sites well equipped to help you. It is the most widely used platform for managing social media with 16 million users in over 175 countries. Their main goal is to help businesses organize and schedule content, and engage with their audience all in one place. Creating an account is quick,
easy and after syncing your Facebook, Twitter, and all other platforms onto your profile you now have one login name and password to access all your accounts. Saving time by scheduling up to 30 messages in advance can help manage your time more effectively. Depending on your needs, Hootsuite offers several different plan options including one that is free of charge. There are many other social media management tools that work the same and allow for one single dashboard to manage all the social media platforms through one login. Channeling social media through one dashboard allows for this work to be streamlined and efficient. These management tools provide the capability of scheduling social media posts ahead of time, automate tasks, engage with your community audience, and view social media stats. With tools available to help manage social media, it is best to invest in creating a set up that works best for your platforms and keeping your online presence updated. By utilizing a social media management tool, you can free up hours of time by having it all channel through one dashboard. Social media upkeep is key to online presence, so do it in the most efficient way. OCTOBER 2018
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The Falcon Group Engineers, Architects and Reserve Specialists
ARCHITECTURE & ENGINEERING SERVICES CAPITAL RESERVE STUDIES & TRANSITION REPORTS
WASHINGTON D.C. METRO 7361 Calhoun Place, Suite 325 Rockville, MD 20855 info@falconengineering.com www.falconengineering.com (240) 328-1095
ENERGY CONSULTING
CONSTRUCTION DEFECT EXPERTS LITIGATION EXPERTS FORENSIC ENGINEERING
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By Liliana Martinez, CMCA, AMS Lili is the director of management operations at National Realty Partners, LLC (NRP), where she has been a key part of the NRP team for many years. She is an active member of the Quorum Editorial Committee and has been working in community association management for more than 10 years.
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ommunity Association Management is a high-paced industry with a flavorful array of multitasking and collaborations. How can you stay on top of it all? Unfortunately, there is no magic wand to wave in order to complete it all. Therefore, how can we do our best to have time to do everything? Honestly, there is no easy answer to this. Only you can know what adjustments are needed to keep you on track. Everyone’s style of working efficiently and effectively is going to be slightly different.
In this industry we all try to be hyper-productive by moving from one task to another, constantly checking emails and voicemails, organizing projects, making a call, writing a report, and so on. Maximizing your capacity does not always mean success in managing time. You have the control to choose things differently and efficiently. There may not be enough hours in the day to complete everything you would like to do, but properly arranging tasks will help implement an effective time management style.
Here are some tips to help you analyze what your needs are: • Prioritize - The golden rule of time management is to complete the most important tasks first. It is key to identify your “must do” tasks for the day and focus on doing those first. Keep track of your tasks, whether it’s a notebook or an app, log all your to do’s to keep you on track. • Learn to say “no” – A manager on overload is not pretty. Making too many commitments at once can tie up your schedule for items that need immediate attention. Utilize a calendar, through email or mobile devices, that can sync all your devices and provide reminders for all your scheduled appointments and upcoming due dates. Think about all the resources that you use daily that can help. For example, MS Outlook has a task list option in which you can flag items, set due dates, and delegate tasks to others right from your email. • Focus – Shut yourself out of everything else while working on must-do tasks. Focus on the task at hand until completion. It is difficult to go back and forth on a task and do it well without dedicating time to the task at hand. Batch related tasks together and focus on getting them done by allotting a timeframe for completion. • Commit - Be committed to all that needs to be done, and follow through on each task. A strong will and commitment to
get things done will take you far. Staying committed to the association, the board, management, homeowners, vendors, etc. will establish strong credibility to your name and productivity. Utilizing tools such as a calendar on your mobile device or computer will help you stay on top of all your commitments. • Routine – Creating a set of routine tasks into habits, if there are tasks that are essentials, such as email response or creating templates, will be a time saver. Repeated tasks should become part of your daily, weekly, monthly, and/or yearly schedules to help create proactive management skills that allow you to become more efficient. Setting an administrative calendar for your property will help eliminate all the non-essentials. Time management is a struggle for all of us, especially when juggling various tasks and unexpected fires that pop up daily. The key is to identify what works best for you and implementing time management tools that will allow you to become more productive. “Don’t say you don’t have enough time. You have exactly the same number of hours per day that were given to Helen Keller, Pasteur, Michelangelo, Mother Teresa, Leonardo da Vinci, Thomas Jefferson, and Albert Einstein.” - H. Jackson Brown Jr.
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Directory and Classifieds AMUSEMENT & PARTY RENTALS
ENGINEERS (CONT’D)
Fantasy World Entertainment 124 Jibsail Drive T: (800) 757-6332 Prince Frederick, MD 20678 www.fwworld.com Brooks Grady brooks@fwworld.com
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
ASPHALT PAVING/MAINTENANCE/REPAIR
The Falcon Group www.falconengineering.com 7361 Calhoun Place, Suite 325 Rockville, MD 20855 T: (240) 328-1095 Stew Willis info@falconengineering.com
Brothers Paving & Concrete Corporation 9469 Hawkins Dr T: (703) 393-1927 Manassas, VA 20109 F: (703) 393-1928 Paul Battista info@brotherspaving.com Espina Paving, Inc. Asphalt/Concrete 15441 Farm Creek Drive T: (703) 491-9100 Woodbridge, VA 2191 F: (703) 491-9101 Serving: MD, DC, VA info@espinapaving.com ATTORNEY
COWIE & MOTT, P.A. T: (202) 670-6289 2310 Boston Street www.cowiemott.com Baltimore, MD 21224 Nicholas D. Cowie ndcowie@cowiemott.com Thomas Schild Law Group, LLC www.schildlaw.com 401 North Washington Street, Suite #500 T: (301)251-1414 Rockville, MD 20850 Thomas, C. Schild, CCAL tschild@schildlaw.com Scott J. Silverman ssilverman@schildlaw.com BANKING AND FINANCIAL SERVICES
BB&T Association Services www.bbt.com Let us save you time and money with our lockbox processing, ACH, coupon book, statement printing and transmission services. Tavarious Butts T: (703) 284-0561 Tavarious.Butts@BBandT.com Mutual of Omaha Bank Community Association Banking/CondoCerts Noni Roan T: (301) 639-5503 Noni.Roan@mutualofomahabank.com WINTRUST Community Advantage T: (734) 276-3330 Metro DC www.communityadvantage.com Kim Myles kmyles@communityadvantage.com A leading provider of financial services to condominium, townhome, and homeowner associations. ENGINEERS
Becht Engineering BT, Inc. 10717 Birmingham Way www.bechtbt.com Woodstock, MD 21163 T: (410) 461-3904 Bill Hasselman info@bechtbt.com
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JANITORIAL
Clean Advantage Corporation 4000 Pen Belt Place T: (800) 315-3264 District Heights, MD 20747 F: (301) 595-3331 www.cleanadv.com info@cleanadv.com 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 jtsitos@cmc-management.com Barkan Management Company, Inc 8229 Boon Blvd., Suite 760 T: (703) 388-1005 Tyson Corner, VA 22182 F: (703) 388-1006 Michael Feltenberger, cmca, ams, pcam Capitol Management Corporation 12011 Lee-Jackson Highway, Suite 350 T: (703) 934-5200 Fairfax, VA 22033 F: (703) 934-8808 L. Peyton Harris Jr., cmca, cpm lph@capitolmanagementcorp.net Cardinal Management Group 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@cfmanagement.com CAMP, AAMC (Community Association Management Professionals) www.gocampmgmt.com T: (703) 821-CAMP 4114 Legato Road, Suite 200 Fairfax, VA 22033 hgraham@gocampmgmt.com 209 West Street, Suite 302 Annapolis, MD 21401 sblackburn@gocampmgmt.com
MANAGEMENT SERVICES (CONT’D)
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 FirstService Residential, AAMC, AMO 8701 Georgia Ave., Ste. 300 301-495-6633 Silver Spring, MD 20910 www.fsresidential.com Arthur Dubin, CMCA, PCAM, CPM arthur.dubin@fsresidential.com FirstService Residential DC Metro LLC, AAMC 11351 Random Hills Road, Suite 500 T: (703) 385-1133 Fairfax, VA 22020 Robert Teeling robert.teeling@fsresidential.com KPA Management, AAMC www.kpamgmt.com 6402 Arlington Blvd., Suite 700 T: (703) 532-5005 Falls Church, VA 22042 F: (703) 532-5098 Offering personalized service Ed Alrutz, cpm, cmca, pcam ealrutz@kpamgmt.com Sentry Management www.sentrymgt.com 4401 Ford Avenue, Suite 1150 T: (703) 642-3246 Alexandria, VA 22302 602 South King Street, Suite 400 T: (540) 751-1888 Leesburg, VA 20175 Dave Ciccarelli, ams, pcam dciccarelli@sentrymgt.com Sequoia Management Company Inc., AAMC 13998 Parkeast Circle www.sequoiamanagement.com Chantilly, VA 20151-2283 T: (703) 803-9641 Craig Courtney, pcam ccourtney@sequoiamgmt.com SIGMA Real Estate Services 8911 60th Avenue T: (301) 513-9300 College Park, MD 20740 www.sigmares.com Constantin Anagnostopoulos, President info@sigmares.com PAINTING SERVICES AND RETAILERS
Capital Painting Co. www.capitalpainting.net 5520 Oakwood Road T: (703) 313-0013 Alexandria, VA 22310 F: (703) 922-1826 George Tsentas george@capitalpainting.net Ploutis Painting & 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 Reston Painting & Contracting 619 Carlisle Drive Herndon, VA 20170 David Hamilton
T: (703) 904-1702 F: (703) 904-0248 dave@restonpaint.com
INDEX TO ADVERTISERS A Associa-Community Management Corporation, AAMC....................................................................14 B Barkan Management, LLC, AAMC....................................................................................................4 BB&T Association Services.............................................................................................................25 C Capital Painting Co.........................................................................................................................11 Cardinal Management Group, Inc., AAMC......................................................................................21 Clean Advantage Corporation..........................................................................................................40 PAINTING SERVICES AND RETAILERS (CONT’D)
Williams Professional Painting 110 S. Floyd Street VA: (703) 768-8143 Alexandra, VA 22304 DC: (202) 751-2026 williamsprofessionalpainting.com Rick Williams Rick@williamsprofessionalpainting.com PET WASTE REMOVAL
DoodyCalls Pet waste management solutions and services 13923 A Willard Road Chantilly, VA 20151 T: (800) DoodyCalls (366-3922) www.DoodyCalls.com
Cowie & Mott. P.A...........................................................................................................................29 D DoodyCalls.....................................................................................................................................31 E Engineering and Technical Consultants...................................................................................... 7 F Fantasy World, Inc. dba Fantasy World Entertainment ....................................................................39 The Falcon Group...........................................................................................................................34
RESERVE STUDIES
Reserve Advisors 4600 North Fairfax Drive, Suite 404 T: (844) 701-9884 Arlington, VA 22203 www.reserveadvisors.com Michelle Baldry mbaldry@reserveadvisors.com RESTORATION SERVICES
Titan Restoration Co Warrenton, VA T: (540) 349-1503 www.titanrestoration.com F: (540) 349-1512 Anita Puckett apuckett@titanrestoration.com
FirstService Residential, AAMC.........................................................................................................2 M Mutual of Omaha Bank@Community Association Banking & CondoCerts.......................................21 P Ploutis Painting & Contracting Co., Inc..............................................................................................2 R Reserve Advisors, Inc.....................................................................................................................17
ROOFING
Reston Painting Company..............................................................................................................28
King Contracting, LLC 6872 Wellington Road T: (703) 393-8000 Manassas, VA 20109 www.kingcontracting.net Doug King info@kingcontracting.net
S
TWC Services, LLC PO Box 150277 T: (703) 971-6016 Alexandria, VA 22315 www.twcser.com Linda Walker info@twcserv.com WINDOWS & DOORS
Windows Plus, LLC & Allied The Window Center, LLC 4321 Markham Street T: (703) 256-0600 Annandale, VA 22003 F: (703) 942-6987 Kimberly Wayland kknight@windowspls.com
Segan, Mason & Mason, PC...........................................................................................................19 Sentry Management, Inc.................................................................................................................23 SIGMA Real Estate Services............................................................................................................17 T Thomas Schild Law Group, LLC......................................................................................................22 TWC Services, LLC..........................................................................................................................27 W Williams Professional Painting ........................................................................................................19 Windows Plus, LLC & Allied The Window Center, LLC......................................................................10 WINTRUST Community Advantage Bank.......................................................................................26
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You are cordially invited to the
2018 ANNUAL AWARDS DINNER SATURDAY, NOVEMBER 3, 2018 | 6: 00 - 11: 00 PM KELLOGG CONFERENCE HOTEL AT GALLAUDET UNIVERSITY 800 Florid a Ave NE , W a s hi ng ton, DC 2 0 0 0 2
Schedule 6:00 p.m. 6:30 p.m. 7:00 p.m. 11:00 p.m.
Registration Opens Awards Begin Reception Begins Event Ends
How to Register
Visit www.caidc.org to register for awards dinner and for hotel accommodations.
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Sponsors Premier
Griffin Owens Insurance
Platinum
Power Systems Electric Corporation
Awards
Capitol Concierge
Reception
Lancaster Landscapes Planned Companies Wellness Solutions
OCTOBER 2018
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CHAPTER BENEFACTORS C
WMCCAI 7600 Leesburg Pike Suite 100 West Falls Church, VA 22043 www.caidc.org (703) 750-3644 ASPHALT & CONCRETE
PRESORT STANDARD US POSTAGE PAID ALEXANDRIA, VA # 5659
OUR MISSION To optimize the operations of Community Associations and foster value for our business partners.
Annual Janitorial Agreements Temporary Staffing Solid Waste and Recycling Services Garage Clean Up • Pressure Washing • Bulk Trash Removal Storage Room Cleaning • Stripping and Waxing Floors Trash Chute Cleaning • Graffiti Removal Carpet Cleaning • Roll off Services Hoarder Unit Clean out Construction Clean up Fire Watch Services
Serving MD, DC and VA T: (800) 315-3264 F: (301) 595-3331 www.cleanadv.com info@cleanadv.com