News Articles

As we look back on 2026, I am proud of the amount of work our Board, management team, committees, contractors, engineers, attorneys, and volunteers have accomplished on behalf of our community.

 

Some of this work has been highly visible to the community, like the retaining wall replacements, which are critically needed to protect our homes. But much of the Board’s work happens quietly, in board meetings, and it all requires significant time, research, coordination, and follow-through. We are reviewing engineering and reserve reports, obtaining competing proposals, navigating permits, consulting with attorneys, engineers, and insurance professionals, negotiating with contractors, overseeing projects, updating policies, addressing and mediating homeowner concerns, reviewing ARCs, working with our committees and management team, coordinating with the City, and ensuring major expenditures are supported by a sound long-term financial plan. We know this is a significant responsibility, and we take it seriously because the decisions we make today will impact our community and our neighbors for years to come.

 

This year in particular, we focused on protecting the long-term health of Fairlington Towne. We continued investing in our aging infrastructure, strengthened our financial planning, addressed drainage and retaining-wall issues, advanced the major façade project, completed important policy work, responded to unexpected problems when they arose, and worked with city officials, other civic associations, and some utilities. We took time out of workdays to walk the property with engineers (every 2 weeks), contractors, and meet with management and city officials.

 

Below this letter is a summary of a majority of the work that this board has done this year. It provides insight into the many decisions we have made and why we believe this fulfills our fiduciary responsibility to this community. I encourage you to read it as it will help contextualize both current and future decisions the board has and will make, including adopting our 2027 budget.

 

We understand that some of these decisions have impacted homeowners and residents, but each decision was necessary and comes with important advantages. In a 75-year-old community with aging infrastructure, we need to make critical investments that preserve and increase the value of our homes and our neighborhood. These decisions are also not arbitrarily decided by the Board, but are guided by expert reviews including reserve studies, engineers and engineering reports. There are short-term tradeoffs we all have to make. But they lead to long-term benefits that protect what we have invested in and strengthen our community for years into the future.

 

At the same time, we recognize that our work is not finished. Several of our largest projects extend into 2027 and beyond. Our responsibility is not simply to complete today's projects, but to anticipate what Fairlington Towne will need five, ten, and fifteen years from now. Our work is as much about supporting future boards and homeowners as it is supporting the community right now.

 

That is why the Board has continued to focus on a simple principle: address problems before they become emergencies, plan for major expenses before they become special assessments, and make decisions that protect the community as a whole. We cannot do this work alone.

 

Thank you to the homeowners who participated in surveys, attended meetings, asked questions, served on committees, and provided feedback throughout the year. Your involvement helps the Board and our community make better-informed decisions. Your perspectives, voices, and concerns matter to us and inform the decisions we make, but we ask you to lean in. We encourage you to volunteer for more opportunities to support our community; be a committee member, volunteer to help with communications if that is your expertise, volunteer for a special project or social event you’d like to see happen for the community, get informed about the many challenges we face in the years ahead, and consider what role you can play to support this and future boards. 

 

There is still significant work ahead, but Fairlington Towne is better positioned today because of the work we have accomplished together.

 

Nicole Devore
President, Fairlington Towne, A Condominium Unit Owners Association

2026: What Fairlington Towne Accomplished
1. Strengthened Long-Term Financial Planning
One of the Board's most important accomplishments was shifting our focus from simply managing today's expenses to planning for Fairlington Towne's long-term capital needs. This included:

• Continued strengthening of the Association's reserve funds.
• Keeping our reserves invested through a CD ladder strategy, allowing our money to continue working for the community. By staggering maturities, we maintain access to funds when needed while taking advantage of available interest rates to maximize our investment earnings.
• Development of a longer-term funding strategy.
• Updating the reserve study in 2026 to reflect current project costs and anticipated future expenditures. 
• Planning future assessments around predictable, gradual increases rather than waiting for major projects that create an immediate funding crisis.
• Balancing current operating expenses with the need to continue funding our reserves.
• Planning beyond the immediate façade and drainage projects to address future projects such as roof replacements, back patio fence replacements, paving parking bays, sewer infrastructure, and other aging components.

The goal is straightforward: maintain a healthy financial position while reducing the likelihood that predictable capital projects become emergency expenses. This is why our dues are increasing next year. Keep in mind that we have come a long way since 2020, when our community’s reserves were fully depleted. We are now in a position where we can tackle needed projects while maintaining strong reserves and without having to implement special assessments or take out a loan. We can only maintain that momentum with predictable and calculated increases in our monthly dues and we hope you will take time to read this letter and our budget letter that will be mailed in the coming weeks.

 

• Continue implementing the long-term reserve funding plan.
• Monitor construction costs and reserve balances as major projects proceed.
• Update future project timing and costs as conditions change.
• Continue planning for capital needs beyond 2031.

 2. Advanced the Major Façade Restoration Project
The façade project represents one of the largest investments Fairlington Towne has ever undertaken. Like many of our infrastructure projects, we are playing catch-up on something that had to be deferred because of our previous financial situation. To prepare this year, the Board:

• Finalized the scope of work with engineering assistance.
• Incorporated insurance-carrier feedback into the project scope.
• Conducted a pre-bid walkthrough with prospective contractors.
• Reviewed contractor proposals.
• Evaluated the financial impact of completing the project.
• Asked for an additional phase focused on chimneys to increase our phases to a total of 5. The 1st phase in 2027 addresses all chimneys due to their immediate need based on conditions, and roof repairs to follow them. In the 2nd-5th phases, the construction will begin on King Street and work up through the community along with landscaping updates per our landscape masterplan.
• Approved moving forward with the selected contractor, KGS, after thorough review by management, Board, and legal. 

The project is designed to address aging masonry, tin roofs, shutters, trim, doors, lintels, sealants, and other exterior components before deterioration becomes more extensive and costly.

 

We are not alone in facing the need to address aging masonry and exterior systems. Other communities in the area are undertaking similar work. Fairlington Villages is currently in Phase 12 of its façade work and planning for phase 13 next year, Bradlee Shopping Center is undergoing exterior improvements, and Fairlington Glen started a multi-phase masonry repair  project a few years ago. These are each significant projects with big dollar amounts. These projects reflect the reality every community with aging exteriors face, and highlight that these are critical projects if our community is to last long into the future. 

 

The Board also spent considerable time developing exterior color and door standards with a hired consultant and incorporating those decisions into the Association's policies, with community feedback included. All of this information and more can be found on the Fairlington Towne façade project webpage.

 

• Begin construction on the chimneys and façades.
• Manage the project through its multiple phases over the course of several years.
• Monitor costs, workmanship, and schedule.
• Continue communicating with homeowners as buildings are scheduled for work.
• Laying the foundation for the future Boards that will need to finish this project.

3. Continued Drainage and Retaining Wall Improvements
Drainage and retaining wall infrastructure remained a major focus in 2026.  The Board continued work on the Jay, Jason, and Keller Avenue retaining-wall and drainage projects, including:

• Retaining-wall construction.
• Drainage improvements.
• Sidewalk and concrete replacement and repairs.
• Rain-leader and downspout extensions.
• Backyard drainage work.
• Landscaping associated with the completed construction.
• Continued engineering oversight and inspections.

The Board also identified additional issues during inspections that need to be addressed. For example, concerns about remaining tree roots and potential ground movement as those deteriorate resulted in additional corrective work being authorized. We know this extends the project timeline but we believe this additional work will protect our new retaining walls, sidewalks, and homes. 

 

• Complete the remaining backyard and rain-leader work.
• Complete final repairs and restoration.
• Address a damaged downspout identified during the final inspection.
• Continue monitoring the retaining walls and drainage areas after construction.
• Address the damage to a newly completed wall associated with Dominion Energy's work and pursue reimbursement.
• Complete the remaining phases of retaining wall and drainage work as outlined in the reserve study.

 4. Continued Investment in Capital Components
The Board continued addressing aging exterior components throughout the community that cannot wait for the façade project to begin. These components are identified in our reserve study, which outlines the recommended timing and phases for their repair or replacement.

 

Stoops
A community-wide review identified many stoops requiring replacement or repair, this year we completed 46 with more planned in future phases. This year the Board obtained multiple proposals, selected LCS, and began the replacement program. Additional brick repairs were identified during the work and addressed through an additional proposal and warranty review. 

 

Parking Bay Sealing & Striping
This work was slated to happen over the summer, done by LCS. But delays in the stoop work have pushed this project back so that now it will begin either later this fall or winter. We have coordinated with the management of Bradlee Shopping Center, and residents will be able to park there while the work is underway. We will keep the community informed as the schedule is finalized and the project progresses.

 

Sewer Pipes
In March 2025, management and the Board President met with Ramboll, an engineering and consulting firm, to walk the community and discuss the next steps for evaluating our sewer pipe infrastructure, including our laterals. Ramboll subsequently reviewed documentation on sewer pipes previously repaired within the community and developed a scope of work, which the Board approved in August 2026.

 

The next step is to finalize the engineer’s contract, after which Ramboll will solicit bids based on the approved scope of work and the Board can begin reviewing proposals. This community-wide project will give the Association a better understanding of the condition of our sewer infrastructure and help us develop a long-term plan to prioritize future repairs.

 

Perimeter fencing
The Board continued addressing the perimeter fence, including coordination with neighboring properties, addressing property-line issues, updating landscaping, staining the fences, and conducting final repairs. The fence work required substantially more coordination than simply replacing sections of fencing because portions of the existing fence did not correspond cleanly with property boundaries. This work is now completed.

 

Roofing
The Board also moved forward with a plan for preventative roof maintenance. The process included an engineering review, development of a scope of work, vendor bidding, and preparation for work anticipated to begin in early 2027.

 

Progress on the roofing project includes or will include the following:

• March 2026: At the Board's direction, Management asked ETC to oversee the community’s preventative roof repairs, targeting work to start in early 2027. We also did not have enough set aside in the budget to begin this comprehensive scope of work in 2026.
• April 2026: ETC provided a proposal for Board review.
• May 2026: Board approved ETC’s proposal and returned the signed agreement.
• June 2026: ETC provided the roofing report and detailed scope of work.
• August 2026: Board approved the scope, allowing ETC to begin soliciting contractor bids.
• September 2026: Pre-bid meeting held with roofing vendors.
• October 2026: Vendor proposals are expected.
• November 2026: Board will review the proposals and determine next steps. 

We have 45 buildings in the community, and the roofing repairs are projected to cost over $360,000 for the community. To manage this financially, we have built three phases into the budget over three years based on the engineer's feedback of roofing priority. Those expenses are budgeted to come out of operating costs rather than our reserves. 

 

The project is moving through the normal process: assessment → scope of work → contractor bidding → Board review → selection → scheduling.

 

The goal is preventative maintenance, as our reserve study and our roofing study both say we will need to do a full roof replacement, but not for several years yet. 

 

• Select the vendor in 2026 or early 2027.
• Complete remaining roofing maintenance in phases.

5. Improved Community Policies and Standards
Several policies were reviewed and updated during 2026, to align with best practices, respond to homeowner concerns, and reflect our financial realities as a community.

 

Completed policy work included:

• A new exterior maintenance policy.
• Updated the parking and towing policy.
• Updated the door and exterior appearance standards policy. 
• Updated the reasonable accommodation/modification resolution
• Updated community standards to be clearer and more consistent.

The Board also continued reviewing and updating community policies to ensure they remain clear, current, and consistent with applicable requirements. Homeowners were given an opportunity to provide input through surveys on the exterior maintenance, parking and towing, and door policies.

 

The exterior maintenance policy was revised based on homeowner feedback and reviewed with legal counsel before being approved, signed, and distributed to the community. The updated policy better details what is the association’s responsibility and what is a homeowner’s responsibility. It also provides provisions on who is responsible to pay for certain repairs to buildings.

 

The parking and towing policy similarly went through homeowner feedback, Board revisions, and legal review before being approved and distributed. The policy had overwhelming support from those that responded to the survey, and comments provided were incorporated into the final version. 

 

The Board is balancing competing requests from residents: some want stricter enforcement and towing of vehicles that may violate the rules, while others want greater flexibility to park in areas that are not designated parking spaces. The policy is designed to create consistency for the 300 units and 500+ residents in our community, emphasizing adherence to our bylaws and with a stated desire by this board to avoid towing cars whenever possible. 

 

This latest update to the policy follows previous changes that revoked the City’s towing authority. That discussion and decision led to concerns about neighbors reporting other neighbors for towing, including instances where residents serving in the military had their vehicles towed while they were deployed, and residents who were traveling or on vacation for extended periods came home to find their cars towed.

 

The current policy provides a clear process for addressing violations while recognizing that the purpose of enforcement is not to target residents whose vehicles are properly maintained and parked in designated spaces.

 

The door policy was also updated in alignment with the updates to the exterior maintenance policy for consistency. The policy adds additional design options for the rear doors, guidance for storm doors and hardware, and visual examples to better depict permissible door designs based on homeowner feedback. 

 

The reasonable accommodation policy was reviewed and updated with legal counsel to ensure it reflects current law and standards, then finalized and distributed to homeowners. This updated policy ensures we are aligned and provides clearer guidance on how reasonable accommodations should be submitted and will be reviewed.

 

• Continue educating homeowners about our community standards.
• Continue reviewing policies as circumstances change.

6. Strengthened Financial Controls and Oversight
The Board completed the Association's audit process for the prior financial year. That process included providing documentation to the auditor, coordinating bank and insurance information, reviewing the draft audit, and obtaining Board approval. 

 

We also updated the financial tables of the Reserve Study to now account for updated costs and inflation surges. While completed in 2023, the economic conditions were not accurately predicted. With updated bids we’ve received, we have been able to update this study for projections that match our current economy.  

 

This work is not particularly visible to homeowners, but it is an important part of responsible financial oversight. And it is how we fund many of the projects discussed throughout this letter.

 

Work left to do

• Continue regular financial monitoring.
• Maintain appropriate documentation and internal controls.
• Continue annual audit and financial review processes.
• Keep reserve funding aligned with actual project needs.

7. Responded to Unexpected Problems
Not every Board responsibility comes from a project that was planned months or years in advance. During 2026, the community also had to respond to unexpected infrastructure and property issues. This includes: 

• Investigating damage to drainage infrastructure.
• Addressing issues discovered during construction inspections.
• Responding to damage associated with utility work.
• Pursuing potential reimbursement when outside parties caused damage.
• Addressing pest-control concerns and implementing a targeted rodent-control program.

The Board's approach has been to investigate the cause, obtain professional input where appropriate, document the issue, and determine who should be responsible for the cost.

 

8. Continued Government and Community Relations
Fairlington Towne does not operate in isolation. During 2026, the Board continued communicating with:

• The City of Alexandria
• City staff and code officials
• VDOT
• Neighboring communities and property owners
• Utility companies

These relationships are particularly important when problems involve roads, sidewalks, drainage, traffic, utilities, property boundaries, permits, or infrastructure outside the Association's direct control.

 

• Continue advocating for King Street-Bradlee project improvements affecting Fairlington Towne.
• Continue working with neighboring properties on boundary and easement issues.
• Pursue outstanding utility-related claims.
• Continue monitoring surrounding development and infrastructure projects.

9. More Proactive Maintenance
A recurring theme throughout 2026 was moving from reactive maintenance toward preventative maintenance. Instead of waiting for something to fail, the Board increasingly asked:

• What is the expected remaining life?
• What does the reserve study tell us?
• Can we repair it before replacement is required?
• What will it cost if we wait?
• Is there an opportunity to coordinate projects or consolidate work?
• Can we identify the problem before it becomes an emergency?

This approach was reflected in the roofing program, façade planning, retaining-wall work, drainage improvements, stoop replacement, and reserve-study update.

10. Vendor Review
We went through an extensive bid process for landscaping and grounds management, meeting with various landscape companies, exploring alternatives, and costs. We asked questions about their pruning cycles, turf maintenance, alternatives, and snow response teams. We negotiated savings and concessions from Shenandoah and approved their proposal at our September meeting. 

 

We also selected a new pest control vendor with an increased scope of work in the common elements, especially in light of our rodent control issues this year. 

 

What Remains Ahead
While 2026 produced significant progress, there is no shortage of work remaining. Our priorities for 2027 include the following:

1. Begin and manage the façade restoration program.
2. Begin the comprehensive preventative roof maintenance.
3. Continue remaining retaining-wall and drainage work for this phase.
4. Continue outstanding stoop repairs.
5. Continue reserve funding and long-range financial planning.
6. Continue addressing aging infrastructure before failures occur.
7. Monitor and maintain completed capital projects.
8. Pursue outstanding reimbursement and property-damage matters.
9. Continue advocating for Fairlington Towne’s needs in the King Street-Bradlee redevelopment project to include the lack of stormwater mitigation plans. 
10. Continue to work with the City to ensure our stormwater pipe crossing Keller is restored from the damage caused by Dominion, and the one filled with concrete across the top of N Dearing. 
11. Continue policy review and education with updates as needed.
12. Continue planning for major projects beyond 2031: roof replacements, back patio fence replacements, stoops, concrete work, and re-paving parking bays. 

The Bigger Picture
The most important accomplishment of 2026 is not any single project.

 

It is that Fairlington Towne continued moving toward a more deliberate cycle of:

 

Plan → Fund → Maintain → Inspect → Repair → Replace

 

rather than:

 

Problem → Emergency → Expenses & Depleted Funds → Path to Special Assessment and Deferring Other Maintenance 

 

That means accepting that responsible condominium ownership requires ongoing investment.

 

We cannot eliminate the cost of maintaining a 300-home community. What we can do is plan for those costs, try to spread them over time, make informed decisions, and address problems while we still have choices.

 

Looking Ahead
2026 was a year of substantial progress, but it was also a year of preparation.

 

We completed important projects.
We advanced major projects.
We strengthened our financial planning.
We updated our policies.
We responded to unexpected problems.
And we identified the work that comes next.

 

The Board's responsibility is to leave Fairlington Towne in a stronger position than we found it—not simply for today's homeowners, but for the homeowners who will live here years from now. 

 

Thank you for being part of our community. 

 

Our work continues - together.