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  • 06/01/2021 4:08 PM | Anonymous member (Administrator)

    By Bryan Farley, Association Reserves

    Reserve contributions are typically the single largest budget item for an association, (anywhere from 15%-45%). Therefore, if a community member asks, “Why are our dues so high?” pointing to the reserve contributions would be a great place to start.

    Why is this?

    Reserve funds are allocated to offset the ongoing deterioration of the common area assets. Have you ever seen water staining in your condo after a storm? Your reserve contributions will pay for repairs and the eventual replacement of the leaky roof.  Is the exterior wood trim warped and faded? Again, your reserve contributions are hard at work compensating for the natural deterioration of the wood and paint.

    How will a board member know whether or not his association is adequately prepared to pay for the ongoing deterioration of the building’s assets?

    The best way to do this is to hire a firm that specializes in preparing reserves studies per the National Reserve Study Standards. The National Reserve Study Standards provide guidance to accomplish this. A reserve study professional’s goal is to give client association boards the tools to anticipate and prepare for the repair and replacement of their communities’ common elements. A stable and reliable reserve component list is necessary from year to year, association to association, and provider to provider. The National Reserve Study Standards ensure consistent application and interpretation when preparing reserve studies.

    There are many firms that a board member can choose from, but due to the number of firms vying for business, a board member may be overwhelmed by the high number of choices. Regardless of which firm the board chooses, make sure that whoever is completing your reserve study is a qualified professional that has earned proper credentialing. 

    It is important for a board member to know that a reserve study is most effective when it is prepared by a non-biased, third-party consultant. A credentialed reserve study preparer has the freedom to address potential and current component issues with fairness and objectivity.

    For example, if the reserve account is poorly funded and the building suffers from a dilapidated roof, the association will need to either increase the reserve contributions and/or utilize outside sources of income like a special assessment or a loan to fund the replacement. If a reserve study preparer is beholden to the board’s urgent demand to maintain low monthly dues, then the reserve study preparer’s recommendation will be tainted. This is an obvious conflict of interest that should be avoided.

    What if your board knows how to use a spreadsheet and would like to update their reserve study internally? This could also include a manager that was hired under the promise to keep dues low, or a company that desires to consolidate clients’ budgetary matters.

    All of this is legal, per section 8 of the CACM Code of Professional Ethics:

    “The (Manager), who has contracted with a client to perform community association management services, and who is also engaged in the practice of another profession, may perform other professional services provided there is full disclosure to the client.”

    However, the Community Association Institute – Best Practices (Report #1 Reserve Studies/Management) recommends that reserve studies should be completed by independent third-party consultants

    A community’s board has a fiduciary responsibility to run a (potentially) multi-million-dollar not-for-profit real estate corporation. Board members may feel obligated to potentially influence reserve recommendations or percent-funded calculations in order to avoid disappointing the neighbors that voted them in. Opportunities may present themselves for the board when they can avoid "rocking the boat" for their association by potentially changing a few remaining useful lives of a component or lowering a cost. This may temporarily solve a potential budgeting issue for the association, but over time, future owners will have to pay up for past failures or inaccuracies. 

    In our experience, the data shows that 70% of associations are underfunded. In other words, the majority of associations are unprepared to pay for the ongoing deterioration of the common area assets. These numbers cannot be sugar coated, and failure to address these issues can result in a massive drop in home value due to deferred maintenance. 

    It is best practice to hire a credentialed and professional Reserve Specialist to perform your association’s reserve studies. Your community will benefit from the peace of mind and long-term financial preparedness that a professional reserve study will provide. 


    Bryan Farley, RS is the president of Association Reserves, CO/UT/WY. Bryan has completed over 2,000 Reserve Studies and earned the Community Associations Institute (CAI) designation of Reserve Specialist (RS #260). His experience includes all types of condominium and HOAs throughout the Rocky Mountains.


  • 06/01/2021 4:07 PM | Anonymous member (Administrator)

    By Lauren C. Holmes, Orten Cavanagh Holmes & Hunt, LLC

    Board members come from all walks of life and have a variety of connections or expertise that may overlap with the needs of their associations.  Sometimes this works to the association’s benefit.  It may also work to the board member’s benefit.   Any board member who will or may receive a financial benefit or interest from an association transaction needs to proceed with caution.

    Every board member has a fiduciary duty to the association.  In short, this means that each board member is required to act in good faith, with the care an ordinarily prudent person in a similar situation would exercise, and in a manner the board member reasonably believes to be in the association’s best interests.  The moment a person begins serving as a board member, that person must set aside his personal interests, including his financial interests, in favor of the association’s interests.  In addition, Colorado law states that all board members must have available to them information related to the association’s responsibilities and operations that is obtained by another board member.  No board member is allowed to hold information back from the rest of the board.

    Colorado law defines a conflicting interest transaction as a contract, transaction, or other financial relationship between:

    1. the association and a board member;
    2. the association and a party related to a board member; or
    3. the association and an entity in which a board member is a director or officer or has a financial interest.

    Spouses, children, grandchildren, parents, grandparents, siblings, nieces and nephews, brothers-in-law, and sisters-in-law are all considered parties related to a board member for these purposes.  The definition also extends to any entity in which any of these relatives is a director, officer or has a financial interest.  Most recognize that there is a conflicting interest transaction if the board member’s company, or the board member himself, is considered for a contract with the association.  It is important to recognize that the same conflicting interest transaction exists when a relative or a relative’s company is considered for a contract.

    A conflicting interest transaction is not illegal.  However, if not handled properly, it may lead to legal liability as well as political fallout.  A transaction will not be set aside if:

    1. the board member discloses the material facts of the relationship or interest to the board and a majority of disinterested board members approve the transaction in good faith; or
    2. the board member discloses the material facts of the relationship or interest to the association members entitled to vote and the association members approve the transaction in good faith; or
    3. the transaction is fair to the association.

    It is likely that the most important material fact is the benefit (usually financial) the board member, his family member, or his company will receive if the association enters into the transaction.  If a contract is with the board member or family member directly, the interest is generally known and obvious.  If the contract is with a company, the benefit may not be as obvious.  Is the board member an employee of the company who receives a bonus or additional compensation for referring business?  Even if the board member is not an employee of that company, does the company pay him or his company a referral fee if it is awarded a contract?  If the company is awarded the contract, does it have a side arrangement to return a portion of the funds it receives from the association to that board member (commonly called a kickback)?  

    If the decision-makers have all the facts as to the interested board member’s financial interest in a transaction, it can determine whether that transaction is still in the association’s best interests and fair to the association.  If the interested board member does not make his interest known in a transaction, he may be violation of his fiduciary duty, duty of good faith, and duty to provide the rest of the board with information.  This may be the case even if the transaction is fair to the association.  Board members would be well-advised to err on the side of caution and fully advise the rest of the board (or the members, if the members are voting) if they, their families, or their businesses have any financial interest or relationship with an association contract. 


    Lauren C. Holmes is co-managing partner at, and one of the founders of, Orten Cavanagh Holmes & Hunt, LLC.  She has provided general counsel and transactional services to community associations throughout Colorado for over 20 years. 

  • 06/01/2021 4:04 PM | Anonymous member (Administrator)

    By Ashley Nichols, Cornerstone Law

    As a Community Associations Institute’s Business Partners Council member, one of my responsibilities is to teach the Business Partner Essentials course to both new and seasoned professionals who support common-interest communities. One of the course topics is ethics, and while CAI doesn’t have a model code of ethics for business partners like it does for Community Managers and Board Members, it does provide guidance for our members (and many local chapters have adapted each of these other model codes to adopt a Code of Ethics for Business Partners in their chapters).  

    Two examples of business partner ethics provisions from another chapter are as follows:  

    1. A business partner shall not engage in any form of price-fixing, anti-trust, or anticompetitive behavior. This includes “pay-to-play” arrangements whereby a Business Partner provides valuable consideration of any kind to obtain business or a favorable position as against another Business Partner; and
    2. A business partner may accept from or give de minimus gifts to a client so long as such gifts are not given or accepted for the primary purpose of influencing that client’s decision to renew a contract with a Business Partner, to do business with a Business Partner, or to win business over a competing Business Partner.

    Likewise, CAI developed the Model Code of Ethics for Community Association Board Members to encourage thoughtful consideration of ethical standards for community leaders. 

    Provisions related to the topic of potential conflicts of interest in the Code state that:

    1. Board members should disclose personal or professional relationships with any company or individual who has or is seeking to have a business relationship with the association;
    2. Board members should not use their positions or decision-making authority for personal gain or to seek advantage over another owner or non-owner resident; and
    3. Board members should not accept any gifts – directly or indirectly – from owners, residents, contractors, or suppliers.

    And lastly, a community manager works on behalf of the association and is the association’s agent. As such, the community manager should be taking action that is in the best interest of the association. Similar provisions are provided for in CAI’s Professional Manager Code of Ethics:

    1. Manager must disclose all relationships in writing to the client regarding any actual, potential or perceived conflict of interest between the Manager and other vendors; and
    2. The manager shall take all necessary steps to avoid any perception of favoritism or impropriety during the vendor selection process and negotiation of any contracts; and
    3. Manager must provide written disclosure of any compensation, gratuity or other form or remuneration from individuals or companies who act or may act on behalf of the client.

    Lauren Holmes’ article in this issue, which discusses a board’s (or board member’s, and by extension, its community manager, as its agent) conflicting interest transactions, is a great place to start when reviewing the duty of the board and its agent regarding potential contract issues, preventing corruption, and promoting candor.

    But when we think about business partners and marketing our businesses, we have to be careful not to cross the line with our industry relationships. Having great relationships with community managers is fantastic, but be mindful that the connections aren’t too close. For example, suppose your decking company is a “preferred vendor” for a management company, and you are building a deck for one of its managers at no, or significantly reduced, cost. In that case, that relationship might be too close.

    And let’s be clear, the point is not to prevent community managers, board members, and business partners from having great relationships (that’s the cornerstone of our business) or even obtaining contacts that can help in your personal life. The point is that you must be candid about those relationships and be open to being vetted by our boards. Management companies should be asking their boards on an annual basis if they would like to rebid service agreements. It is not an attack on you or your services as the business partner – it’s good practice by the management company and the responsibility of a board to ensure it satisfies its fiduciary duty to the association. After all, the board’s responsibility is to ensure that its relationships with vendors are in the association’s best interests.

    As another example*, Management Company X charges $35 per hour for basic maintenance performed by their “in-house” maintenance team. Management Company Y hires an outside vendor to perform the same work for $30 per hour and bills the association $35. Is this an acceptable practice if the management contract specifies that the work will be billed at $35 per hour?

    What if, in the same scenario, Management Company Y gets a refund from the vendor instead of a markup? The vendor would bill $35 per hour directly to the association and then pay back $5 per hour to the management company.

    In either situation, you are playing with fire. Many factors go into the answer, including, you guessed it, your candor in the situation (and whether the situation is appropriately disclosed). Additionally, typical contracts have language, providing any “discounts” accrue to the client, not the management company. The community manager’s relationship with the vendor is great but should be a benefit of lower prices to the client and not to pad the manager’s pocketbook.   

    Your reputation for integrity is the most important asset of your company. Is what is being done in the best interest of the association? It’s easy to weigh (and should be weighed) whether it’s in the manager’s, individual board member’s, or your own self-interest before you act. Also, presume that everything that happens will be made public, then proceed accordingly. If it doesn’t pass the “smell test,” then you should probably pass. Nothing you do should be considered an act designed to influence business decisions. 

    *Question posed recently in CAI’s Exchange online forum.

    Ashley Nichols is the principal and founder of Cornerstone Law Firm, P.C. and is a member of CAI’s Business Partners Council at the national level.  She has been in the community association industry for over thirteen years, providing associations with debt recovery solutions for their communities. You may find out more at www.yourcornerstoneteam.com.  To find out more about CAI’s Business Partners program and the tools available to you as a business partner member, visit CAI at https://www.caionline.org/BusinessPartners/Pages/default.aspx

  • 06/01/2021 3:57 PM | Anonymous member (Administrator)

    By Joel W. Meskin, Esq., CIRMS, CCAL Fellow, MLIS, EBP, McGowan Program Administrators

    The procurement and maintenance of Insurance in the community association industry is shrouded in unique ethical considerations that do not apply to individual insurance consumers. Enter the Community Association Board’s (“Board”) “fiduciary Duty.”   This process is imbued with inherent ethical considerations for not only Boards, but also Community Association Managers (“CAMs”), Community Association Attorneys, Community Association Insurance Professionals and other business partners.  

    A fiduciary duty is the legal responsibility to act solely in the best interest of another party (i.e. “the community association”).  Fiduciary duties include duties of undivided loyalty, due diligence and reasonable care, full disclosure of any conflicts of interest, and confidentiality.  While a fiduciary duty may be violated accidentally, it is still a breach of ethics.  Emphasis added.    Ethics Unwrapped: https://ethicsunwrapped.utexas.edu/glossary/fiduciary-duty

    A Board’s fiduciary duty in the insurance procurement process differs from an individual insurance consumer.  For example, a board president may want to use his insurance agent brother-in-law who does not have experience in community, the board president may not fully disclose his potential conflict of interest here.  Whether the president perceives this as a conflict or not, failure to disclose is a breach of fiduciary duty and therefor an ethical violation.  On the other hand, if an individual insurance consumer selects his brother in law, it would not be a breach of a fiduciary duty or ethics, but it could be a bad decision.  As Forrest Gump says, “stupid is as stupid does.”

    A board’s fiduciary duty requires the board to protect, preserve and enhance the assets of the association.  These assets are the common elements of the association, both tangible and intangible.  The keystone to this duty is that the board members must put the interest of the association above his or her own personal interests.  This can be counterintuitive for many board members. In fact, many board members seek to join the board for the primary purpose of protecting their personal assets or pursuing their own agenda.  As we know, perception is reality.  The president above may see this as a no harm no foul situation.  On the other hand, others may very well perceive the act as a breach of its fiduciary duty. This misunderstanding by board members regarding their duty is directly or indirectly the genesis of many Director and Officer Liability Claims.

    The duty to place the association’s interests above the personal interests of each board member can be subtle, obvious, or anywhere in between.  The key reason that unit owners elect multiple board members to manage the association, at least theoretically, is as a check and balance insuring the various interests of the membership have a voice.

    The By-Laws (the association’s operating manual) and other applicable laws are in place to facilitate board fiduciary duties and ethical considerations.   This is why it is generally required that board business be conducted during a properly noticed board meeting.  Furthermore, most states, including Colorado, have Open Meeting Laws.  This is a check and balance on the board’s fiduciary duty avoiding decisions being made in smoky back rooms. 

    So what do fiduciary duties and ethics have to do with community association insurance?  The board is the association’s Risk Manager elected to protect, preserve and enhance the assets of the association.  The fiduciary duty does not require that the board make the best decisions, or even a good decision.  Rather, the board is required to act with a duty of loyalty by putting the association’s interest above their own, act with due diligence and reasonable care, and to fully disclose any conflicts of interest.  

    The board is not expected to be professionals or experts that require special training.  For these matters, the board is authorized to seek professionals and experts.  Keep in mind that a directors and officers liability policy only provides coverage for board members in their capacity as a “board member” and not as professionals or experts.  

    For over 20 years I have asked Boards, CAMs and Insurance professionals what is the first question board members ask when considering insurance options?   Without exception they all ask “how much?”  The only time this is an acceptable as the first question is if all insurance, insurance companies, and insurance professionals were the same.  It never is! I have never seen any governing documents that requires a board save money when procuring insurance, yet that would appear to be the case based on decision makers’ conduct.  Yes, a board must be vigilant. The fiduciary duty, however, is to purchase the best insurance to protect the assets.  Once the board has done its due diligence by listening to Community Association Insurance Professional presentations, then a cost benefit analysis can be done.  Knowledge of price up front will influence your decision process and be a distraction.

    Boards must understand that the association is fully insured for every risk!  The question is:  are they covered by an insurance policy, or will they be self-insured having to look to association assets, a special assessment or a bank loan to fund a claim or loss.  At the end of the day, someone must pay.  

    Another problematic practice by many boards is to defer its due diligence to its independent CAM to procure and maintain insurance.  This practice is inherently a breach of the fiduciary duty by the board as well as an unwitting professional error or omission by the CAM.  What boards must understand is that no matter the CAM’s insurance acumen, she or he is not covered for that E&O under their E&O as it is excluded and not under the D&O as they are not covered when the association sues the CAM. 

    The board must also keep in mind that if the board sues the CAM, the D&O policy will not defend or indemnify the CAM.  To make this an even greater breach of fiduciary duty and ethical dilemma, is that the management agreement more likely than not includes an indemnification provision that would require the association to defend the CAM when the association sues the CAM for not procuring or maintaining the proper and sufficient insurance.  Therefore not covered under the policy, but for all intents and purposes, covered pursuant to the indemnification agreement.  This latter consequence is another reason the CAM should bring in the insurance professional.

    TipInsurance professionals do not charge the association for his or her time to present a proposal and answer all questions the board may have.  I am also often baffled why a CAM would not mandate that the insurance professional present the proposal(s) and answer all board questions.  This is a win-win for a CAM’s insurance dread and transfers the CAMs risk of E&O to the insurance professional.

    Joel Meskin, Esq., CIRMS, CCAL Fellow, MLIS, EBP is the Managing Director of Community Association Products at McGowan Program Administrators.  He has been a community association insurance expert for over 20 years, and is a prolific speaker and author nationwide.  


  • 06/01/2021 3:48 PM | Anonymous member (Administrator)

    By Christine "Chris" Herron, Westwind Management Group, LLC 

    The term “Ethics” can sometimes generate different feelings and meanings for different people. However, we usually count on people of high moral character to act virtuously both in public and private. They seek the greatest amount of good for themselves and others. In this way, they are seen as moral decision-makers.

    Moral philosophy has many schools of thought; some that are more ‘black and white’ and others which are shades of gray.  For example, if you are more aligned with the philosopher Kant (sometimes referred to as deontological), you might reflect on the rightness or wrongness of a particular action without consideration of the outcome, while other moral philosophies such as the utilitarianism view, looks at morals as more of an ‘ends justify the means’ scenario. And, of course, there are numerous others. Regardless of your approach or belief system, most of us can agree that ethics and ethical standards are an important consideration in the governance and management of community associations. 

    We believe it is so important because we are entrusted with care for people’s most substantial lifetime investment and the place that they call ‘home.’ It is our responsibility as professionals or volunteer leaders in the industry (whether board or committee members, business partners, community managers or management company leadership) to uphold a high standard and assure those we are serving of our integrity and trustworthiness. This is a hallmark of our character. Character reflects who we are. There is no separating a person’s character from their actions, ultimately. Character is a choice. There is a lot which is generally out of our control in life. But we can control and create our character every time we make choices. 

    How do we know the “right” choice? The Community Associations Institute has established codes of conduct and ethical standards for industry practitioners. This is a good resource and place to start when considering ethical questions. You can find the CAI Code of Conduct, and CAMICB Professional Standards for credentialed members easily on the CAI website. Most community organizations have adopted codes of ethics or codes of conduct for their Board operations, as well. Some other resources to consult if you are unsure about a particular issue, might include reaching out to a friend or a trusted colleague and posing the situation to them. Their feedback could help you to reach the best conclusion. Be sure to seek the support of others who share your same purpose, and who have been known to act consistently within the framework of their core values. Additionally, our human intuition is a very powerful thing, so if something does not feel right, you can usually trust your gut. Doing good work in the right way feels good. 

    Ethical dilemmas are not new. Some of the ethical dilemmas we are faced with are ‘easy’ to answer – don’t take bribes, kickbacks, or other similar remuneration or consideration in exchange for influence in any business activity, for example. Others can be harder to address. For instance, ask yourself under what condition would receiving a gift cross the line? Often, business partners express gratitude for their ongoing business relationships by offering various networking opportunities which may constitute a meal, a coffee break, or participation in a social event. This gives them an opportunity for some ‘face time’ (pandemic notwithstanding!) to share their valuable services and products with you, which may be of significant use or benefit to your community or clients. And sometimes, Boards of Directors may give gifts of appreciation to their service providers at the holidays. Some good questions to ponder in these situations are: By receipt of the gratuity or gift, will I be compromising my integrity, objectivity, or standards? Will I be falsely setting up an expectation of special services or opportunity here, making me obligated to this person in any way? If the answer to either of these questions or similar ones is ‘Yes,’ you likely should reconsider acceptance, regardless of the value of the gift or nature of the activity. 

    I, for one, want to be known not only for doing ‘good work’ but for working responsibly and ethically. I am the only one who can be ultimately responsible for this; not only with respect to myself, but to my family, friends, and colleagues, as well. Knowing what should be done and having the means to do it are useless without personal commitment. So, bottom line, ethics starts with me.

    Christine (Chris) Herron, CMCA®, AMS®, PCAM® is a 20+ year industry veteran, and Chief Operating Officer with Westwind Management Group, LLC. She is pleased and proud to be part of an organization and team which values integrity and ethics very highly, and whose purpose is to help people live better lives. 

  • 04/01/2021 2:24 PM | Anonymous member (Administrator)

    By Mary Harris, Architectural Signs

    Your HOA Board has asked you to get quotes for “updating the signage” but no other instruction. Where do you go from here? What exactly do they mean by “update?” Here is some basic information that will help you look like a knowledgeable rock star. 

    First and foremost, enlist the help of a professional sign person. This person needs to be someone that has experience in all types of signs, not just banners from a quick sign shop. If you do not have a good sign resource, ask your co-workers or companions in the management industry for referrals. On the first contact with the sign professional, do not hesitate to interview them as you would an assistant. Ask for years of experience and projects that they have worked on. Take a look at their website. This can save you from headaches in the future. 

    Once you have chosen your sign professional, provide them with a budget. You do not want to waste your time or theirs, so knowing the budget is key. Now that a budget has been established, ask to do a walkthrough of the property with them. This allows you the opportunity to see what they see, affording you better insight to the sign needs of the community. 

    The common types of signs in a community are monuments, street signs, stop signs, building signs, pedestrian crossing, community information kiosks, miscellaneous pools signs, and clubhouse signs. Of course, each community is unique and may have other types of signs. In this article, we’ll discuss a few of these. 

    Monument signs are typically at the entrance of the community and create the first impression of the neighborhood. Although a monument can last upwards of 30 years, it may look dated. This type of signage will typically use the bulk of your budget. An update to the monument sign can be as little as cleaning off dirt and graffiti, all the way to full replacement. Monument signs are most often constructed of some form of masonry, such as brick or stone, and metal faces or individual letters and/or logos. Some less costly, and less permanent are merely constructed of posts and panels. Ways you can update a monument are panel and letter replacement, adding lighting (currently, solar is particularly popular), re-painting the lettering/panels, and of course full replacement. 

    If the community’s streets are privately owned and maintained, the street signs will need to be evaluated. Are they faded, missing street names, leaning, or just plain ugly? The MUTCD (The Manual on Uniform Traffic Control Devices) requires the sign faces to be fabricated in high intensity reflective material; are yours? In my opinion, although private communities are not required to comply with the MUTCD regulations, it is wise to do so. It could reduce the community’s liability in the event of an accident. From an aesthetics standpoint, replacing the typical u-channel post and aluminum blades with decorative posts and sign blades can really improve the look of the community as a whole.

    Community information kiosks can be custom built to meet the specific needs of the neighborhood. They can be free standing structures or mounted to the outside of a building such as a clubhouse. They can be as simple as a glass front box with a cork board interior for posting flyers about a missing kitty- cat, or as sophisticated as an electronic LED display that can be controlled by one of the Board members. You will need to have your sign professional check with your local governing entity and establish what types of kiosks are permitted in your area. 

    Regulatory signs, and more specifically, pool rule signs are extremely important to keep clean, readable, and up to date. These signs need to be legible from a distance. Pool rules can change yearly. New legislation is the most common reason to review your sign annually. You will need to check with your insurance carrier as well to find out what verbiage they require on the sign. While we are on the subject of pool signage, you’ll need to make sure that the water depth markings surrounding the pool are in good, readable shape and accurate, as well as any other markings, such as “No Diving,” etc. 

    Those are just a few thoughts on community signage. Your sign professional should be able to educate you and your Board on all of your sign needs. I will leave you with one final piece of information: Do not feel compelled to purchase all of your signs at the same time if your community needs to spread out the expense over time. The only difference in price should be additional trip charges and possible increases in material and labor costs (which in most cases, should be nominal). 


    Mary Harris, Managing Member of Architectural Signs, has been a professional in the sign industry for more than 30 years. Architectural Signs offers custom dimensional signage locally and nationwide. Contact Mary with questions at mary@architecturalsigns.com or visit the website at http://ArchitecturalSigns.com.


  • 04/01/2021 2:18 PM | Anonymous member (Administrator)

    By Andrew Harvey, AGS Construction Inc

    *2021 Titanium Sponsor*

    Many communities find themselves with a dilemma.  In the time of COVID-19, communities have many of their residents working from home or not at all.  Their daily routine consists of walking the dog, convincing their kids that online schooling is working, logging into an online meeting, talking to clients and colleagues on the phone, then walking the dog again to get out of the house in an effort not to go crazy.  This gift of time at home has led to a spike in maintenance requests.  The dilemma lies with managers and their boards trying to balance a flood of unexpected maintenance projects with a sometimes-waning budget.

    The truth is there are few communities who like to spend money unnecessarily, but what is the true cost of deferring maintenance? Deferred maintenance as defined by Wikipedia is “the practice of postponing maintenance activities...in order to save costs, meet budget funding levels, or realign available budget monies.”  In other words, ignore a problem to “save” money.  In reality, maintaining a community to a high standard will always save the community in the long run and keep property values high.

    Let’s look at it hypothetically. 

    Suppose a homeowner walking her dog notices a piece of siding that doesn’t look right and reports it to their HOA manager.  The manager discusses a repair which may exceed their threshold for approval with their board who insists the building is on a five-year paint cycle and will be corrected in due time in a couple years.  

    What can happen in that span of time?  The trim and adjacent flashing may be what is keeping moisture from entering the home.  As water is allowed to enter the building via wind driven rain or snow, the building’s sheathing becomes sodden.  The moisture could continue into the building and continually soak structural framing.  With a few years of minor unobserved water intrusion, the building that was structurally sound for decades now has deteriorating sheathing and structural framing. What’s more, is inside the wall cavity there is now an environment that is prime for bio-growth.  

    Once the deterioration is finally addressed during the paint cycle, it is discovered the repair is beyond the skill set of a paint company.  Then comes the requirement for design professionals and specialized contractors to investigate the failure. Temporary shoring and weather protection must be erected and preserved to stabilize the structure and keep additional moisture at bay while a lasting repair is designed. In the meantime, prior to disturbing existing materials environmental testing for lead, asbestos, and bio-growth must be taken, analyzed, and cleared for removal. Adding to the timeline and cost of repair is permitting with a municipality, which these days can take from a few minutes to several months.  Then comes the actual repair of removing and replacing compromised materials, mitigating bio-growth, installing flashing and sealants, and applying coatings.  Often is the case there are now aesthetic interior repairs required due to minor movements within the structure, to be followed by whole site cleanup, and landscaping repairs.  

    Also consider the impact on residents for potentially weeks on end. For whatever reason the homeowner impacted most directly always seems to work from home or at night.  Beyond the interruption of work being done on a resident’s home what is the impact if the structure fails catastrophically?  While this is an extreme case, we have worked on communities that were in the process of being condemned because repairing known issues were pushed due to budgetary considerations.

    While everyone can appreciate the need to save money, consider the long-term value in engaging a professional for a minor repair at a much lower cost in order to potentially save your community tens of thousands of dollars in special assessments, additional management fees associated with a long-term project, and the frustration associated with repeatedly answering everyone’s favorite question of “when will this be done?”

    Offering over 35 years of experience in Denver, AGS Construction, Inc. has been building a reputation of being a one-of-a-kind company. AGS Construction specializes in Reconstruction and Restoration.  For more information visit www.AGSConstructionInc.com

  • 04/01/2021 2:14 PM | Anonymous member (Administrator)

    By Bob Howley and Doug Smith, Irrigation Analysis, LLC

    With the worsening drought, tightening water supplies, and increasing water demand, we are caught between a rock and a hard place when it comes to water and unfortunately, it does not look like this situation will get better any time soon.  


    According to the Colorado Water Conservation Board (CWCB) State Water Plan, our collective goal is to reduce municipal water use in the State by 400,000 acre-feet of water through conservation by 2050.  Since landscape irrigation uses roughly 50% of the municipal water supply, it is critical that we conserve as much of our landscape irrigation water use as possible in order to achieve this goal.


    Many irrigation systems are less than 50% efficient in delivering water to the plant material, or to phrase it another way, more than half of the water used for watering our landscapes is lost or wasted.


    Water costs are rising with most water providers increasing their water rates by 5% or more per year.  Beyond the water cost and budget impacts is preserving our shared water resources to sustain Colorado’s rivers and streams and the outdoor lifestyle that we all value.


    The question is: can the landscape industry in Colorado help to achieve the water use reduction goal set by the CWCB and still have attractive, healthy landscapes?


    It is important to understand and implement new technologies to upgrade and modernize irrigation systems with the intent to save water. Just like there are newer water conserving toilets and showerheads, there are more efficient spray nozzles, sprinkler heads, as well as rain and moisture sensors, and weather based, “Smart” Controllers that all can deliver water more efficiently to our landscapes.  


    High Efficiency Nozzles are a simple way to reduce water use. Multi-Stream Rotary nozzles can provide improved uniformity which in turn reduces the overall water use to an area. There are also newer fixed spray nozzles that can improve the Distribution Uniformity (DU) compared to older traditional nozzles.  


    Pressure regulation also plays a vital role in the DU by providing the optimum pressure for nozzle performance. Pressure regulating spray bodies, now required in Colorado per House Bill 19-1231, ensure that all the nozzles are operating at the same pressure.


    Flow sensors are a useful tool that provide data on flow rates and water use of an irrigation system.  They can also identify abnormal flows, and when used in conjunction with a master valve and a compatible controller, will shut the system down and potentially send alarms and alerts. This is an effective way to stop large amounts of water loss due to a pipe break or a broken head continually running during an irrigation cycle. 


    Weather based “Smart” Controllers are another great tool in saving water by adjusting run times or watering days based on daily weather patterns. There are many offerings and most operate on a similar principle although they must be understood by the system manager to deliver the savings that they can readily offer. There are some that require annual subscriptions and some that use local sensors or historical data.  If properly programmed and managed on a system that is otherwise capable of operating efficiently, these can reduce water use throughout the season.


    Web-based control takes the “Smart” Controller functionality a step further by allowing the water manager to access the controller remotely using any mobile device to review programming and make adjustments as needed, or to review any errors or alarms the controller may have generated. It can also provide alerts from the flow sensor in the event of a leak.


    What else should be considered to save water?


    Improved Maintenance and Management to repair leaks in a timely manner. “Smart” Controllers with flow sensors can help identify these when they occur. 


    Perform regular and complete system checks to make sure everything is working well. Actively manage the irrigation run times and watering days to not overwater beyond what the plant material requires. 


    Turf Conversion – we need to have and appreciate landscapes that are more water efficient and should reconsider wall to wall, high-water use bluegrass in our semi-arid environment.  Consider planting lower water use shrubs and native grasses especially in more peripheral landscape areas.  


    An Irrigation Efficiency Audit/Evaluation performed by an Irrigation Association certified, (CLIA), or Qualified Water Efficient Landscaper certified (QWEL), can provide insight to where the most practical water savings can be achieved. The audit should be in depth and look at system function, performance, and programming, and provide a detailed and actionable report about the system and how to save water.  


    The use of high efficiency products and better technology are a great way to help reduce water use in the landscape. However, it is dependent on the landscape manager to ensure that the system is operating at its peak efficiency. We all need to continue to work together to champion the cause of reducing landscape water use, and using water conserving irrigation technologies gives us a better chance to reach those goals.


    Bob Howey, Doug Smith, and Irrigation Analysis, LLC are a Colorado-based team of independent Irrigation Association and QWEL certified irrigation efficiency and water saving experts that performs Irrigation System Evaluations/Audits, Water Use Management, Water Efficient Irrigation Design, irrigation problem solving, and other related services.  Our goal is to save water by supporting larger properties and their landscapers in efficient water use.

  • 04/01/2021 2:11 PM | Anonymous member (Administrator)

    By Lisa Pizzo, Prep-Rite Coatings & Contracting

    Annual inspections and preventative maintenance are an important aspect to prevent larger issues from occurring in the future on every property, large or small. It is recommended that properties are inspected every year to look for maintenance concerns.  Addressing the smaller concerns every year helps your Boards when preparing budgets and catching issues before they become larger projects or concerns.  Another proactive step is to set your property up on a phased painting schedule. This way those costs are budgeted in and the property is being maintained yearly.  Phase cycles also take the guesswork out of what needs to be done and will be set up yearly. 

    Exterior repainting is an area of exterior maintenance which we highly recommend. Paint and/or stain is an exterior coating which acts as a protectant to the surface below. Caulking and sealing, priming and painting siding, trim, fascia etc. prevents water intrusion as well as wood rot, and can maintain the integrity of a building. It can prevent water intrusion and damage to interior drywall, ceilings and residents’ belongings.

    Painting can also enhance the durability of stucco, sealing the stucco and bridging minor hairline cracks and preventing further damage.  Inspecting for failing stucco and repairing/replacing those areas are key to maintaining the integrity of your stucco surfaces. 

    Using rust inhibiting primer and DTM (Direct to Metal) paint on handrails, light poles, and metal fencing can slow the spread of rust and add additional years to the lifespan of the metal.

    Exterior maintenance should include gutter cleaning to help reduce clogged downspouts and overflowing water or ice damming along the rooflines and fascia. In addition to this, annual sealing and securing of loose gutters prevents leaks from damaging siding and trim, which can help prevent rotted wood and the expense of replacing it.

    There is also preventative maintenance to eliminate or reduce safety hazards like concrete repairs, painting curbs, and step edges to alert pedestrians of trip hazards. Salting icy steps, shoveling, and plowing can frequently damage and scrape these surfaces. Parking lot striping and curb painting can be beneficial for traffic and parking accidents as well. 

    We encourage walking fence lines to inspect loose posts or rails, not to mention, if the fencing needs to be stained or repainted to prolong the life of the wood. Inspecting for these repairs can prevent fences from falling, which can be a safety hazard for security purposes, or even to prevent the family pet from running away.

    Performing tuck pointing for brick and stone can ensure the integrity of a building or column as well as eliminating any safety concerns of falling bricks.  

    Decorative rock columns and walls also need to be inspected periodically to check for any loose stones.  Missing or loose stones can lead to interior water damage compromising the integrity of the structure as well as safety concerns of falling stones, etc. 

    Common areas are often overlooked.  Don’t forget about your pergolas, trellis, benches, tables and play structures repairs and staining reduces hazards and creates enjoyable areas for families and the community. The same is true for deck repairs and staining.

    Overall, any and all of these maintenance items will also increase the property values of the neighborhoods, reduce hazards and improve the appearance of your communities.

    Your contractor of choice should also be available to come out and walk your property and look for issues and offer direction on what the priority items are and what can wait.  Ask your contractor to attend board meetings or a property walk to show you what they are seeing and answer any questions you may have. 

  • 04/01/2021 2:08 PM | Anonymous member (Administrator)

    By Adam Beier, Arapahoe County Security Center, Inc.

    For many of us, experiencing some degree of property crime, or knowing someone who has, is becoming more of the rule than the exception. With any economic downturn comes an increase in property crimes such as mail theft, vehicle burglary, package theft and burglary of homes and businesses, to name a few. While there is no mistaking the criminal intent of others as anything other than wrong, we must do more for ourselves and communities to mitigate the opportunity to fall victim to these criminal acts.

    The most successful means of security is and has always been a proactive approach to mitigating possibilities and eliminating easy targets for criminals to exploit. 

    Regarding the single and multi-family settings, many of the most compromised areas we fall victim to are also part of our daily routine. These weaknesses are easily addressed with better lighting and visibility, repairing or replacing damaged or malfunctioning lock hardware as soon as possible, and learning to recognize where we are unknowingly allowing criminals to strike.

    For instance, the cluster mailboxes we see the mailman struggle to open or properly resecure on a daily basis are easy targets, especially the decades old, extruded aluminum panel boxes. Those mailbox banks were designed for a different day and age. Times have changed and yet many of us still rely on antiquated mailbox designs. A better option here is to upgrade your communities’ cluster mailboxes to products constructed of steel and welded together, rather than pressed or riveted together or constructed of materials no longer robust enough for today’s needs. While cluster mailboxes are not inexpensive by any means, mail and identity theft can be devastating and have long-standing personal and financial impacts. Additionally, once a thief is successful in breaking into a cluster mailbox, their future success will increase with every attempt thereafter as many repair attempts are futile and very rarely address the main issue of outdated construction and materials. 

    The biggest arena we can be more vigilant in is lighting and visibility. There are endless arguments for the use of modern, white lighting and motion detection lights. There is more to be said about eliminating blind spots for criminals to operate in. Obstructing line of sight into your home or business with shrubs and trees provides you with more privacy as well as a potential burglar looking for an unlocked or poorly secured door or window. With the spring season just around the corner, now is the time to start thinking about where you can eliminate those perimeter blind spots around your homes and communities. The topic of visibility seems to always parallel the idea of using surveillance cameras. Remember this, cameras are passive and oftentimes are a post-incident tool for identification and prosecution, rather than a preventative measure. Additionally, they offer very little deterrence to criminals committing petty property theft to crimes of violence. 

    Furthermore, it is time to start replacing and upgrading the security measures currently in place that only function at a fraction of their intended capacity. That residential grade door on the mail kiosk, the fence line that is falling apart, or the gate that won’t completely close on its own are all vulnerabilities that lead to additional criminal activity. It’s time to stop making temporary repairs and begin to invest in correcting security issues in a manner that will demonstrate durability and longevity. We must also remember that security is not always convenient, aesthetically pleasing, or inexpensive. The minor inconvenience created for a member of the community is a fraction of the inconvenience that a thief may experience while trying to unlawfully access the same home or business. 

    The security of your home, business, or community at large is contingent on how much we cherish our security and peace of mind. If it is important to be secure, it's more important to take the best course of action in creating that security before something happens, rather than after the fact. Providing a truly secured facility or home does not come by way of the instant gratification that a case of Ring cameras delivered to your door will provide, but rather a focused effort of identifying your real vulnerabilities and then applying pragmatic prevention. Planning, budgeting, and executing preventative measures will always outweigh how anyone reacts after they have experienced a breach of their security.

    At Arapahoe County Security Center, we pride ourselves on over 30 years of professional craftsmanship that has created satisfied customers that can trust us for life. Family owned and operated, we provide exceptional locksmithing and security service to the businesses and residents of Colorado. We specialize in monitored access control and CCTV, while also delivering results for intercom systems, custom security gates, safe openings, and more. For all of your locksmith and security solutions, give us a call at 303-745-5500. Come see us at our original location in Aurora or at our store in Parker.


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