Safe Haven Family Shelter - Hike for the Homeless

Big Goal. Big Team Effort. Huge Hike Success.




The 10th Annual Hike for the Homeless on November 8, 2014 was a huge success! Our very own Janice Tantaris and the Ghertner Guardians received an award for the Team with the most members/donors who gave $25 or more.  Way to go Janice and the Ghertner Guardians!

  The Ghertner Guardian Team

Front row: Steve Ghertner, Glenda White, Barb Smith
Second row: Scott Hebrank, Parry Ghertner, Mary Margaret, Janice Tantaris, Angie Brown, Mark Smith


Team award for the most members/donors who gave $25 or more





September Volunteer Leadership Series

Budget Process and Communication


Kathy Sutherland, Theodora Winkler, CAM Financial Manager
and Retreat at Tollgate Board member
Kathy Sutherland led September’s lunch and learn workshop to a packed room on September 3rd.  The topic was the Budget Process and Communication, and was held in the training center at Ghertner & Company.

A few topics from the presentation include:

The Association Manager, Treasurer and Budget Committee’s role in the budget process;  It takes team work!

Funds needed for daily operation of the community and to maintain reserve funds at sufficient levels.

Reserve funds provide for the repair and replacement of the community’s assets.

Funds needed for additions or enhancements to the property; What members of the community want and are willing to pay for.

Preventative and routine maintenance; The long term value of a plan for maintenance, replacement and refurbishment of common area items.

Realistic fees; A fee increase is an investment in the continual upgrading of the community.

Choosing bids for services; The lowest bid is not always the best bid. Choose the bid with the best value.

Armed with this knowledge, expenses for the coming year can be projected and compared to the association’s potential revenue.  If expenses are greater than revenue, the committee will look for ways to lower expenses without compromising service.  If that doesn't  balance the budget, the committee may have to make a tough decision; whether to recommend a fee increase or a one-time special assessment.

These workshops are one of the benefits of management by Ghertner & Company.  If you are a Board member who is interested in learning more about our management services, please contact Kathy at kathleen.sutherland@ghertner.com or 615-277-0314.


Photo's from the workshop

Damon Morris, Community Association Manager,
 Ann Claud, On Site Manager
at LaurelBrooke and LaurelBrooke Board member 



Heritage Trace Board members
and Linda W. Mason, Community Association Manager
Innsbrooke Crossing Board member, Reggie Tullis
and Bob Welborn, Community Association Managers

Retreat at Tollgate Board member
and Theresa Savich, Administrative Assistant






Jaye Kloss, Community Association Manager
and Enclave at Carronbridge Board members
Wessex Towers Board member
and Innsbrooke Crossing Board member



FHA Extends Temporary Approval Provisions for Condominium Approved Process



The Federal Housing Administration (FHA) released the long-awaited extension of its condominium project approval guidelines on August 29. The two-year extension is contained in Mortgagee Letter 2014-17 and is set to expire on August 31, 2016. To read ML 2014-17, please click here.

As expected, the extension was issued to allow time for completion of the condominium rule-making process and there are no changes made to the policy that was released in Mortgagee Letter 2012-18. Community Associations Institute (CAI) views FHA's extension as favorable as it allows more time to develop approval guidelines that are in the best interests of all stakeholders. To read ML 2012-18, please click here.

CAI looks forward to continuing its work with FHA on the condominium project approval guidelines as well as the development of the Single Family Housing Policy Handbook.

To view CAI's current action item in opposition to H.R. 4969 - the Amateur Radio Parity Act of 2014, click here and help to protect your association's rules and standards.


CAI Government Affairs represents the interests of the 65 million people living and working in America's community associations on legislative and regulatory issues at the local, state, and federal level of government.

Community Associations Institute (CAI) | 6402 Arlington Blvd., Ste 500, Falls Church, VA 22042 | www.caionline.org | 888.224.4321



July Volunteer Leadership Series 

Delinquencies at Your Association










Attorney John Curtis spoke to a packed crowd at the July 9th Volunteer Leadership series lunch and learn at Ghertner & Company.  Here are just a few highlights from the presentation:

Jon mentioned that he uses private process servers in most instances in lieu of the sheriff to serve people with suits since they are more assertive in finding people who he is trying to serve. Private process servers have more interest in locating and serving the defendant to grow their business and keep business, rather than the Sheriff.

Some delinquent payers are “professional non –payers” against whom Mr. Curtis ultimately serves a subpoena to come to court so he can find out where their assets are to garnish assets. Many are held in contempt when they don’t show up to court and the Court will ultimately send then the Sheriff to arrest the person if they fail to show at Court.

One particular national bank averages over two years on a foreclosure.  Mr. Curtis said that associations could consider legal action against the mortgage company for “negligence to foreclose and maintain the property”. This is a possible option in the case where pipes burst in empty units because the bank failed to take possession in a timely manner.  This will be a difficult road, but one option. This scenario was quite common in the winter months of this year when temperatures dropped for many days. 

Collecting from owners who are in bankruptcy is more expensive now than in the past due to the extensive claim filing requirements, especially to increase the assessments. These costs will be recouped from the owner in the chapter 13 plan provided the plan is completed and there is no foreclosure, but the costs will be paid up front first by the association. There has been some “sticker shock” from associations on these new costs.  Please make sure to contact the property manager to notify the trustee at least 25 days before the increase is to take affect to make sure the paperwork can be filed within the bankruptcy Court rules filing requirements.  Please make sure to notify the legal department for any and all changes in assessments, insurance charges, or fines to get them added to the plan with the Court, otherwise there will be challenges to overcome for payment in full of the balance upon discharge.




Ghertner & Company is pleased to announce that it has been selected as one of the Top 50 Workplaces in Middle Tennessee in a survey sponsored by the Tennessean and TN Media.


Left to right: Steve A. Ghertner, Frank F. Ghertner, Scott F. Ghertner, Kathleen Sutherland

We are incredibly honored to be recognized as one of Middle Tennessee’s Top Workplaces in 2014. In 2013, Ghertner & Company received this same honor.  We feel fortunate knowing this ranking is a direct result of the feedback of our associates. It is a privilege to have motivated, talented associates who truly care about our company, our clients and each other. We believe it is our continued focus on creating an environment where people feel valued for their individual and team contributions while being motivated to work hard, learn and have fun that allows us to retain smart, energetic associates that deliver superior service to our clients.

The Top Workplaces are determined solely on surveys about the workplace completed by company associates. The survey was conducted by Workplace Dynamics, a leading research firm on organizational health and employee engagement. The survey measures qualities such as company leadership, compensation and training, workplace flexibility, and diversity. The Tennessean hosted an awards reception at the Nashville City Club on June 19, 2014 to present the winners with their award and celebrate this honor.

June Volunteer Leadership Series


Providence Board member and  Kathleen Sutherland

Kathy Sutherland led June’s lunch and learn workshop to an audience of Board members and managers regarding community association communication in the training center at Ghertner & Company on Wednesday, June 4th 2014. The meeting was part of Ghertner & Company’s Volunteer Leadership Series and is the sixth lunch and learn of the year. Some of the concepts reviewed were: A Board “code of conduct” for signature by all incoming Board members, social media and its implications for associations, manager and board communication flow, and communication requirements of the Tennessee Condominium Act.  The next lunch and learn will be held in July. These workshops are one of the benefits of management by Ghertner & Company.  If you are a Board member who is interested in learning more about our management services, please contact Kathleen at kathleen.sutherland@ghertner.com or 615-277-0314
Deborah Wallace, Community Association Manager
and Provincetown Board member 




Work session after Lunch & Learn with Board
members from Camden Woods
Theresa Savich, Administrative Assistant and
Brandi Dryden, Wessex Towers

Joel P. Surber
Attorney
Parker Lawrence, Cantrell & Smith
In today’s cyber world, e-mails are a common method for communications.  While e-mails increase our efficiency and accessibility, they can cause problems when disputes arise and litigation is necessary. Discretion is paramount when discussing important matters via e-mail, as most communications are admissible in litigation, unless they fall within limited privileges.  

Generally speaking, when a lawsuit is pending, e-mail communications involving employees and agents
of Ghertner & Company and board members of Homeowners Associations are admissible and can be discovered (turned over) pursuant to Rule 26.02(1) of the Tennessee Rules of Civil Procedure 26.02:

“Parties may obtain discovery regarding any matter, not privileged, which is relevant to the subject matter involved in the pending action, whether it relates to the claim or defense of the party seeking discovery or to the claim or defense of any other party, including the existence, description, nature, custody, condition and location of any books, documents, or other tangible things and electronically stored information, i.e. information that is stored in an electronic medium and is retrievable in perceivable form, and the identity and location of persons having knowledge of any discoverable matter. . .”

The only communications that are not discoverable are those that are privileged.  “Privileged communications,” usually fall within either “attorney-client communications” or “work-product” communications:

ATTORNEY-CLIENT COMMUNICATIONS
This privilege is designed to protect communications between the attorney and client, and covers the communications in both directions. A privileged attorney-client communication requires a communication (written or oral), made between privileged persons, in confidence, for the purpose of seeking, obtaining or providing legal assistance to the client. This privilege only protects the contents of the communication, and not the factual circumstances surrounding the communication. Privileged persons include: the attorney, the client, and agents of either the client or attorney.  Relaying information originally provided by attorneys between non-attorneys is acceptable as a privileged communication, but it is important to emphasize the confidential nature of the communication.  Independent contractors can also be included in a privileged communication as long as that outside party is specifically authorized to coordinate legal issues and the transmission is necessary.  Communications to third parties are generally not regarded as privileged, unless that third party’s presence was somehow necessary for the rendering of legal advice. Thus, e-mails between Board Members solely for the purpose of discussing an issue will likely be discoverable should litigation become necessary.

WORK-PRODUCT 
Work-Product Privilege is not as strong as attorney-client, but it is broader in scope.  There are 3 elements required for Work Product: documents and tangible things, prepared in anticipation of litigation or for trial, and prepared by or for a party or that party’s representative.  This privilege extends to materials prepared “by representatives of a party,” and is therefore not limited to materials prepared by an attorney. There must be a tangible risk of litigation rather than broad general legal exposure.  In order to preserve the privileged nature of email communications that are intended to be privileged based on the work product doctrine, it is important to make clear that the document is being prepared in anticipation of litigation and that the documents are intended to be confidential in nature.

TIPS
Great care must be taken to ensure that e-mails are drafted with the idea that they may ultimately be seen by other, unintended recipients. The following are some helpful hints
for the use of e-mail communications:

  • To be safe, limit the frequency of e-mail communications. If you need to “back & forth” an issue, consider meeting in person. 
  •  Use discretion at all times when discussing important matters via email.  Discretion includes what is said, and to whom it is said. 
  • Avoid “Reply All” to ensure that communications and documents intended to be privileged remain privileged.
  • Make clear that all attorney-client communications are confidential, and are related to the purpose of legal advice, even when such communications are being relayed and discussed internally.
  • For work-product documents being prepared with an eye toward litigation, make clear that these documents or communications are being prepared in anticipation of litigation.

Roger D. Perry
Certified Public Accountant








FINANCIAL REPORTING ISSUES

Many times I am asked should our association have an annual audit and my response is, “Barring any requirement by a state condominium act, what do your by-laws say?” 

Usually the by-laws address the financial reporting requirements of the association to its members and may require annual financial statements to be audited, reviewed or compiled by an independent accountant. Levels of these financial reporting services are:

AUDIT SERVICES - Provides the highest level of financial statement assurance. Audits are engagements where a CPA provides an opinion about the fairness of a financial statement that has been prepared according to generally accepted accounting principles (GAAP). The general structure and document requirements of an audit are governed by the American Institute of Certified Public Accountants (AICPA) and the Auditing Standards Board and are subject to strict peer review standards.

REVIEW SERVICES - Provides only limited assurance about the financial statements. Although a review is also governed by the AICPA and subject to peer review standards, it is substantially less in scope than an audit. It consists principally of inquiries of entity personnel and analytical procedures applied to the financial data. The limited assurance is in the form of negative assurance whereby the CPA will report that he is unaware of any material modifications needed in order for the financial statements to be in conformity with GAAP.

COMPILATION SERVICES - Provides no assurance about the financial statements. A compilation is an engagement where the CPA presents, in the form of financial statements, information that is supplied by the entity and performs few procedures outside file documentation. The accountant’s report provides no assurance and clearly states that the financials are the entity’s presentation.

BASIS OF ACCOUNTING - Another question that arises with associations is what basis of accounting should be used. The two methods of accounting that are usually used by associations are the cash basis or the accrual basis.

CASH BASIS - Revenue is recognized when received (when fees are deposited into the bank) and expenses are recorded when they are paid in cash. The most straightforward basis of accounting to practice and to understand.

ACCRUAL BASIS - Revenue is recognized when it is realized/earned/due without regard to when payment is received and expenses are recognized when incurred, without regard as to when payment is made. This method provides a better matching of revenues to expenses but requires specialized accrual based accounting procedures (integrated accounts receivable and accounts 
payable details).

Most associations use the cash basis of accounting for their monthly or quarterly interim financial statements. The majority of the homeowners and board of directors better understand this method.

If the association has an annual audit, review or compiled financial statement, general accepted accounting principles (GAAP) require the accrual basis of accounting.

TAX ISSUES - Many associations and board of directors think that their association is tax exempt for federal income tax purposes. This is incorrect. Only certain types of membership income are exempt.

Associations are taxed under Internal Revenue Code Section 528 or 277. There are opportunities for associations under either code section for tax planning but this should be done with the advice of a competent tax professional. I would recommend that any association that has a sale of common property or collects revenue from a source other than fees or assessments from its members consult with a competent tax advisor regarding the taxability of such revenues.


Steve Ghertner,
Co-President

An important criterion in selecting a management company is responsiveness. Board members will sometimes ask how many properties a property manager handles assuming the number of properties managed is a good indication, or “thing counted,” of a manager’s ability to respond.  But, the real measure, or “thing that counts,” is the proportion of a property manager’s time available for using their knowledge and experience to respond to board member and property needs. A property manager only has a fixed amount of time each day. Our goal is to maximize the amount of time our managers get to use their knowledge and experience to respond to board member and property needs.

An older management paradigm, which is still employed by many companies, had the property manager handling all property related tasks, even many tasks that we would classify today as accounting and administrative tasks. We work to find ways to lessen the administrative burden on our property managers, so they can spend more of their time on value added work for their Boards. The managers provide value by having time to use their knowledge and experience to solve problems.

For example, we use databases, which are frequently updated by our managers with information based on their property knowledge, to allow routine homeowner, real estate agent and appraiser phone calls to be handled by our homeowner services staff.

Not only are our property managers relieved of answering all of these routine phone calls, but also
the callers receive a much quicker response than if our managers tried to answer all of these calls. We monitor the response time on all calls to our homeowner services center and average about
15 seconds per call.

Likewise, our managers don’t fill out every closing form.  They enter the information into a database and administrative support staff ensure those documents are handled in a timely fashion to facilitate real estate closings. Many other tasks such as new owner packets, late notices, pool key requests, and meeting mail-outs are executed more efficiently using support staff and information technology. 

Many management companies still burden their property managers with many of these tasks, and thus make it very hard for their property managers to have time to do what they do best, solving problems.
Wanting to know how responsive your property manager is going to be is an important question for any board member to ask.  What “counts” most is how well the management organization supports the manager to allow them to best utilize their time responding to their board of directors.

The key questions to ask of your management company are what support staff, systems, and technologies are in place to make sure the management company is responsive.  Also, what metrics and benchmarks are used each day by the management company to ensure that they know they are providing responsive service.  




Melissa Peters
Relationship Manager
BB&T





INVESTING AND BORROWING FOR COMMUNITY ASSOCIATIONS


DON’T DEPLETE YOUR ASSOCIATION’S FINANCIAL RESOURCES
Associations are sometimes faced with unexpected repairs that are necessary but were not planned for during the budgeting process. Loans to the association provide individual unit owners a comfortable monthly payment and allow associations to complete projects immediately, without depleting association reserves. Here are some important standard terms, loan features and benefits with association loans.

TYPES OF LOANS
• Line of Credit
• Term Loan
• Insurance Premium Financing 

REASONS FOR A LOAN
• Concrete Restoration
• Major Improvements
• AC Repayment
• Elevator Renovations/Repair
• Window and Door Replacement

TERMS
•For special assessment financing, the term of the loan usually is matched to the term of the collection of the special assessment.
• Payments are monthly or quarterly, and generally do not exceed a five-year period.
• During construction and large repair projects, interest-only payments may be permitted  until the project is completed, followed by regular installment payments to reduce the  principal.
• A line of credit or a draw loan also may be used whereby the client pays interest only on the    funds drawn  out.
• Simple interest installment loans also are made to finance hazard and flood insurance  premiums.


INTEREST RATES
Interest rates vary depending on several factors including:
• Dollar amount of the loan
• Repayment term
• Financial status of the association
• Amount of deposits at the bank

COLLATERAL
• The bank should require an assignment of the accounts receivable of the community association.
• Typical receivables consist of special assessments and monthly maintenance fees.
• The bank also may lend money based solely on the association’s operating budget.

UNDERWRITING THE LOAN
Many factors are reviewed before approving an association’s loan request:
• Financial condition of the association
• Operating budget
• Balance sheet and income statement
• Reserve accounts
• Delinquency rate
• Community documents
• Board minutes regarding the loan process are reviewed to ensure all legal conditions are  met
• Number of rentals
• Unit value, age of the complex, and management stability

Not all banks cater to community associations. It is important to find a bank that specializes in the needs of community associations and has experience meeting their financial goals. Banks vary on loan terms such as interest rates, repayment terms and closing costs. Working with an experienced bank loan officer will ease the loan process and benefit your association.

Ghertner & Company does not endorse any vendor, but is simply attempting to disseminate as much information as possible about the many issues facing homeowner associations.






That was the average toll taken by fires caused by clothes dryers between 2008 and 2010, according to the U.S. Fire Administration (USFA). 


Many homeowners consider their clothes dryer a necessity. However, improper installation or maintenance of this appliance can pose a serious fire risk to families. The leading factor contributing to dryer fires is failure to clean lint from traps, vents and areas surrounding the dryer. 

Clothes Dryer Do’s

  • Have your clothes dryer installed by qualified personnel.
  • Clean the lint filter before and after each cycle.
  • Clean the back of the dryer where lint can build up. 
  • Inspect the venting system behind the dryer to ensure it is not damaged, crushed, or restricted.
  • Outside wall dampers should have a covering that will keep out rain, snow, and dirt. 
  • Make sure the outdoor vent covering opens when the dryer is operating.
  • The interior of the dryer and venting system should be serviced and cleaned periodically by qualified service personnel, especially if it is taking longer than normal for clothes to dry. 
  • Replace coiled-wire foil or plastic venting with rigid, non-ribbed metal duct.
  • Have gas-powered dryers inspected by a professional annually to ensure that the gas line and connection are intact and free of leaks. 
  • Check periodically to make sure nests of small animals and insects are not blocking the outside vent.
  • Make sure the correct electrical plug and outlet are used and that the dryer is connected properly.
  • Read manufacturers’ instructions and warnings in use and care manuals that accompany new dryers.
  • Keep the area around the clothes dryer free of items that can burn. 
  • If you will be away from home for an extended time, unplug or disconnect the dryer.


Clothes Dryer Don’ts


  • Do not operate a clothes dryer without a lint filter or with a lint filter that is loose, damaged, or clogged.
  • Do not dry anything containing foam, rubber, or plastic (i.e., bathroom rugs).
  • Do not dry any item for which manufacturers’ instructions state “dry away from heat.”
  • Do not dry glass fiber materials (unless manufacturer’s instructions allow).
  • Do not dry materials that have come into contact with anything flammable (e.g., alcohol, cooking oils, gasoline, etc.). These should be dried outdoors or in a well-ventilated room, away from heat.
  • Do not leave a clothes dryer running if you leave home or when you go to bed.

Signs of a Blocked Dryer Vent

  • Lengthy drying times.
  • Clothes are hotter than normal at the end of the dry cycle.
  • Dryer deactivation due to high temperatures
  • Increased heat and humidity in the area of the dryer.





Kathleen Sutherland
Director of Training and Technical Services
Q.  What is a Proxy? 
      Is it the same thing as a ballot?

A.  A Proxy form is used when an owner will not attend a meeting.  It helps establish a quorum, and may be a way for the owner to cast a vote.  The term “Proxy” is also used to designate the person who will vote on your behalf or at your direction.

The ballot is the form used to cast a vote, which may be for an open Board position, or an issue that owners must vote on.  

If you plan to attend a meeting, do not complete or sign a Proxy form.  If someone contacts you and asks you to sign a Proxy form, tell them that you plan to attend the meeting, and will cast your vote then.  

Cast your own vote when you can and use a Proxy form only when you cannot.

Q.  How many different types of proxies are there?

A.  We use three types of proxy forms. All three forms of Proxies are used to help establish a quorum.

Read the Proxy form to determine what it is for, as described below.  Never let anyone tell you a Proxy is for one purpose when it says it’s for another. 

General Proxy
This authorizes someone to vote on your behalf, so that person makes the voting decision - not you. Do not give anyone a General Proxy to cast your vote unless you trust that person to make a decision that you will be happy with. A General Proxy gives someone the right to cast your vote however he/she wants. This is the most commonly used Proxy form.

Directed Proxy
This authorizes someone to vote on your behalf but, unlike the General Proxy, it tells that person how you want him/her to vote: for a particular candidate, or in favor of or against a particular issue.

Attendance Proxy
This does not authorize anyone to vote for you.  The Attendance Proxy (also referred to as a Quorum Proxy) simply counts you as “present by Proxy” in order to help obtain a Quorum.  Most By-laws state that a certain number of owners must be present in person or by Proxy before any official business can be conducted at the meeting, such as an election or a vote on an amendment. That minimum number of owners is the Quorum.  

By filling out and signing an Attendance Proxy, the only thing that you are doing is to help establish a Quorum so business can proceed.  

No one votes with an Attendance Proxy. 

Q.  Are there any exceptions to using a proxy?

A.  Proxies can be used to establish a quorum unless prohibited by the governing documents.





In 2009, the Metropolitan Fire Marshall made grilling with gas or coal on balconies in multifamily dwellings illegal. The only grilling allowed is with an electric grill. The code allows for grilling to take place with coal or gas as long as the grilling takes place at least ten feet away from the building, although each community certainly may have its own rules as to allowing this option.

The Fire Marshall took this action after so many fires in Middle Tennessee occurred due to grilling on balconies. On June 20, 2012, a property managed by Ghertner & Company, suffered damage to 21 units, including three units that burned to the ground after a fire was started accidentally by a person grilling on their balcony. The damage was close to $1,000,000.


 Click here for additional information about grill requirements from The Davidson County Fire Marshal's Office  




Rick Eatherly
Community Association Manager
Ghertner & Company property manager Rick Eatherly knew he had to do something to lower the frequency of water leaks that occurred at Fairsted Park Condominiums on Hillsboro Pike. When one owner’s air conditioning unit was not working properly and overfilling the drip pan, or when the condensate line became blocked in one unit, multiple units would suffer water damage. 

There were several design flaws when the equipment and condensate lines were initially installed in 2004. Rick knew that the condensate lines should be separate for each unit in order to prevent a blockage from affecting more than one unit. Also the condensate lines had a one inch diameter which increased the likelihood of the line getting clogged.  

At Rick’s recommendation, the Association hired a local contractor to separate the condensate lines and to install bigger pipe with a two inch diameter. 

In addition, the Board of Directors encouraged all owners to purchase float switches for their condensate pans. The float switches sense the presence of water at a certain level and shut down the air conditioning system, thus forcing attention to the problem before water spills over and damages  the unit or any units below.  While not mandated, 35 of the 46 unit owners have purchased the auto cut off system that costs approximately $350, including all materials and labor. This expense is a lot less than the price of damaged property. 

Now, instead of about five incidents per year related to the condensate lines, the Association has had none. Great job Rick!











Scott Ghertner (left), Board of Directors at Whitehall and Mr. Jim Harper (center)
Ghertner & Company is honored to have served as the managing agent for the Whitehall condominiums on West End Avenue since 1991. Fred Webber, Jr. designed and developed Whitehall during 1979-1980. The development was made possible by Jack C. Massey, Dr. Thomas F. Frist, and Clarence Edmonds, owners of the property at that time. Whitehall was constructed by Hewlett and Norton, contractors.  Whitehall continues to thrive as a centerpiece of West End area architectural prominence. 

Just as prominent as the property itself is one of the property’s most admired former Board members,Mr. Jim Harper, who owned and operated Harper and Associates appraisal services in Nashville for over thirty years. An original resident of Whitehall, he has served as Board President for multiple terms during his more than thirty year tenure at Whitehall. 

Scott Ghertner has been the property manager for this community since Ghertner & Company was hired in the fall of 1991. Ghertner & Company is proud to celebrate 22 years working with Jim Harper and the homeowners at Whitehall. Recently, all convened for a celebratory lunch at Jim’s home at Whitehall.


Whitehall Condominiums






It takes a special person to volunteer for a leadership role in their homeowners’ association. It takes an especially brave one to lead a community in raising association dues, negotiating eminent domain seizure of the property entrance and installing a well to save water.

Dave Fouss was elected to the Board of Directors of Villas of Indian Creek in September 2007 when the community was turned over from developer control at the annual meeting. He led the Board in commissioning a reserve study to ensure that there would be sufficient replacement reserves. In order to make adequate contributions as proposed by the study, Dave had the courage to recommend that the members increase their dues by $30 per month to be phased in over a two year period. Because of his hard work and leadership, future Boards will be able to fund repairs for replacement from a reserve account and will be less likely to have to rely on a special assessment. There have been no increases in association dues since that time. The property has been maintained as a Class A community continuously. Furthermore, the association's substantial reserve accounts will support a strong preventative maintenance program which benefits all homeowners.

In 2009, Dave decided to step down as President but remained a very active member of the Board. In 2010, the City of Murfreesboro announced that it would widen Fortress Boulevard to five lanes and take most of the land in front of the community by eminent domain, thus destroying the beautiful frontage the community enjoyed along Fortress Boulevard. Dave was elected President again and led the community through this difficult time. He negotiated with the City of Murfreesboro engineers to provide the best looking community frontage possible while the city still accomplished its goals. Villas of Indian Creek ended up with new signage, street trees, irrigation and the area was all completed in grass sod. All upgrades were paid for by the City of Murfreesboro.

In 2012, realizing the significant annual cost of water used for irrigation purposes, Dave and Jim Stepp, the President of neighboring community, Preserve of Indian Creek, worked to have a well installed to eliminate the annual irrigation costs. This was completed successfully and will save the association $15,000 per year!

In May 2013, Dave decided to go back into retirement and resigned his place on the Board of Directors. A heartfelt thanks from all at Villas of Indian Creek and Ghertner & Company goes to Dave for his tremendous leadership, time, and courage as President of his association.





We would like to take this opportunity to thank the associates listed below for their years of dedication and company loyalty.


We know that the growth and success of our company is largely dependent on having strong and capable associates, and recognize the contribution you make in helping us maintain the position we enjoy in the industry.


We hope that you will remain with us for many years to come and would like to offer our congratulations on your anniversary. 


Frank Ghertner, 45 Years
Steve Ghertner, 20 Years
Hector Perez, 15 Years
Wendi Rogalski, 15 Years
Paul Berry, 10 Years
William Curry, 10 Years
Maria Gomez, 10 Years
John Kidd, 10 Years 
Kelly Mills, 10 Years 
Janice Tantaris, 10 Years 
Raymond Anders, 5 Years
Karen Angarole, 5 Years
Angie Brown, 5 Years
Stephanie Duke, 5 Years
Brenda Kerr, 5 Years
Rhonda Norman, 5 Years
Jerwuer Perez, 5 Years
Henry Puckett, 5 Years
Anita Ragland, 5 Years





The Our Kids mission is to provide expert medical evaluations and crisis counseling services in response to concerns of child sexual abuse and to increase community awareness, conduct research and offer education and training about child maltreatment. Ghertner & Company is proud to support Our Kids and their important mission by participating as a sponsor of their annual Soup Sunday fundraising event. For additional information about Our Kids®, visit their website at https://ourkidscenter.com.


Here We Grow Again!

We are very excited to welcome new Associates to our Team!

Austin Ervin
Community Association Manager
Schycheeree Gilbert
Legal Assistant
Jeff Glover
Community Association Manager
Kimberly Kermicle
Accounting Assistant
Kent Knapp
Director of Ghertner Maintenance
Cyndi McCormick
Claysville Landing
Kevin Merritt
Maintenance Technician
Sally Mills
Administrative Assistant
Christopher Reeves
Maintenance Technician
Bob Welborn
Community Association Manager

Golden Girls

WELL BEHAVED WOMEN SELDOM
 MAKE HISTORY…
(L-R) Joy Buttrey, Robbie Hemmerly, Mary Massey & Zee Terry

Few companies, especially property management companies, get to brag that they have people who have been working at their firm as a property manager for thirty years. One of Ghertner & Company’s strongest assets has been the hard work of four famous property managers, Zee Terry, Mary Massey, Robbie Hemmerly and Joy Buttrey, each of whom is a member of our “30 year club.”

Joy Buttrey began as an Administrative Assistant early in 1984 and became a property manager in 1988. Properties in Joy's portfolio include Cherry Hill/Maples, New Hope Meadows and Rolling Meadows. Joy is now the only remaining “Golden Girl” at the firm, charged with the directive to turn the lights out for the others whenever she decides to leave. Fortunately for Ghertner & Company and her customers, that isn’t going to happen for a long time. 

Robbie Hemmerly retired in 2008, after her thirty year anniversary with the firm. Robbie started as an On-Site Property Manager at the Fawnwood Apartments in 1978. When that property was sold, Robbie became a Property Manager. Properties in Robbie's portfolio included Jefferson Square, Georgetown and Fieldstone Farms. 

Mary Massey started at Ghertner & Company in 1983 as an Administrative Assistant, and became a Property Manager in August 1994. Properties in Mary's portfolio included Westfield and Riverwalk in Bellevue as well as Franklin Green and Ivy Glen in the Franklin area. Mary retired in May of 2013. She is enjoying being able to spend more time with her grandchildren.

Zee Terry started with Ghertner & Company in 1982, as the Office Manager; after eight years away from the company she returned in 1996 as an Administrative Assistant, and became a Property Manager in 1998. Properties in Zee’s portfolio included Colony Downs, Oakwood and Mansker Farms.Zee retired in March of 2013. She and her husband Micky “hit the road” and are traveling the country in their RV.