Thank you to everyone who supported me in today's election. The vote was:
Cliff Altschull - 836
Joy Bauserman - 658
Leighton Cumming - 492
Burt Marks - 376
Valerie Palamountain - 672
Ida Swenson - 529
The winners are Cliff, Val and Joy. Thank you for your support!
Saturday, June 25, 2011
Wednesday, June 8, 2011
Micro Management
The following was sent to all BOD candidates on assigning a slip for a pontoon.
I HAVE BEEN ON THE WAIT LIST FOR MONOHULL BOATS AT LAKE MONTICELLO FOR THE PAST FOUR YEARS AND THERE APPEARS TO BE NO RELIEF IN THE NEAR FUTURE. AS OF THIS WRITING (6/8/11)
50% OF THE BOAT SLIPS AT THE MARINA ARE VACANT, RIGHT IN THE HEIGHT OF THE BOATING SEASON.
MY DISCUSSIONS WITH GARY HANIFAN, MARINA MANAGER GET NOWHERE. HE TELLS ME THAT HIS HANDS ARE TIED BY THE MARINA POLICY AND THE BOARD OF DIRECTORS. HE HAS NAMES YELLOWED OUT ON HIS COMPUTER WAITING FOR A REPLY AS TO WHETHER THOSE INDIVIDUALS WANT A SLIP. MR. HANIFAN CONTENDS THAT POLICY PREVENTS HIM FROM EITHER REMOVING OR PLACING THESE NAMES AT THE BOTTOM OF THE WAIT LIST EVEN THOUGH HE HAS SPENT OVER 30 DAYS TRYING TO GET A RESPONSE.
THIS IS ABSOLUTELY WRONG, PARTICULARLY WHEN YOU HAVE A WAITING LIST FOR THESE SLIPS.
THE BOARD SHOULD STOP MICRO MANAGING. YOU HIRED A COMPETENT MAN TO MANAGE THE MARINA, LET HIM DO IT.
Val's Response:
I agree.
We have hired professionals. Let them do their jobs. Please see my blog posting of May 27, 2011: The paid staff are the professionals. We need to rely on them to do their jobs. The Board's responsibility is to make sure that the paid professionals are doing their jobs.
During the Candidates Forum on May 19th, I recommended an on-going audit of the LMOA rules. This problem of securing a boat slip is evidence of rules that are no longer serving the community. If the rules are wrong, then let's change them to serve the community.
Your knowledge and experience are needed to audit the marina rules. I hope you will volunteer to audit the rules after the new Board is elected.
Annual fee for gate access
The BOD candidates received the following email:
"My friends and I have been frustrated about the inability of the Board to increase annual dues without the vote of the LMOA members. As we are all well aware, the Lake is in need of additional annual funds and or cost cuts. Cost cuts are, at best, temporary and will not achieve anywhere near the desired amount needed. That leaves additional annual revenue.
As I understand the rules, the Board is able to increase fees without membership approval. What I propose is an annual $30 fee per car for gate access. With an estimated 8,000 cars at $30 per car, this would add approximately $240,000 each and every year.
Please let me know how you would vote for this proposal if you are elected to the Board."
Val's response:
Let's put some numbers on this proposal. When I moved to Lake Monticello in March 2005, I paid $28 for a bar code on my car. In January 2011, I purchased a new car. That means that I paid $28 for a total of 5 years and 10 months (total of 70 months) to use the automatic gate. That is 40 cents/month or less than 2 cents per day. I use the gate every day. I got the deal of the century.
Guests pay $35 per year for a bar code($2.91/month or 10 cents a day), and must purchase a new bar code each year.
Bottom line: Our bar code rates are way too low.
At the same time, the proposal to have an annual bar code fee is essentially a dues increase since it only affects the residents. According to the bylaws, which we all signed when we became members, residents must approve dues increases. Imposing a dues increase but calling it a "bar code fee" is misleading.
An annual bar code will also incur expenses. Someone needs to collect the fee. Someone needs to affix the new bar code on the car. Someone has to "expire" the old bar codes. What will be the impact on the Main and Turkey Sag gates if residents, who chose not to purchase a bar code, overload those entrances? A $30/car fee may be reduced to $10/car or less effective fee. Let's think this through before making any reactionary decisions.
My proposal is:
1. The proposal to implement an annual bar code should be explored but not as a hidden dues increase. Perhaps our annual fee for guest bar codes is too low. If so, let's raise it. Perhaps we sell a 3-year bar code for $100 for all new residents and "grandfather" existing residents. There are lots of options to explore.
2. There are ways to increase revenue without increasing dues. Let's explore them first. One idea is my proposal to make the golf course profitable. Please see my proposal below.
3. We know that there are inefficiencies within LMOA. We know that technology can be implemented that will reduce costs. Let's bring LMOA into the 21st century, introduce proven and effective technologies and eliminate old inefficiencies. Please see my example for the Friday Flyer below.
4. What are our expenses? Let's assess them and cut out waste.
"My friends and I have been frustrated about the inability of the Board to increase annual dues without the vote of the LMOA members. As we are all well aware, the Lake is in need of additional annual funds and or cost cuts. Cost cuts are, at best, temporary and will not achieve anywhere near the desired amount needed. That leaves additional annual revenue.
As I understand the rules, the Board is able to increase fees without membership approval. What I propose is an annual $30 fee per car for gate access. With an estimated 8,000 cars at $30 per car, this would add approximately $240,000 each and every year.
Please let me know how you would vote for this proposal if you are elected to the Board."
Val's response:
Let's put some numbers on this proposal. When I moved to Lake Monticello in March 2005, I paid $28 for a bar code on my car. In January 2011, I purchased a new car. That means that I paid $28 for a total of 5 years and 10 months (total of 70 months) to use the automatic gate. That is 40 cents/month or less than 2 cents per day. I use the gate every day. I got the deal of the century.
Guests pay $35 per year for a bar code($2.91/month or 10 cents a day), and must purchase a new bar code each year.
Bottom line: Our bar code rates are way too low.
At the same time, the proposal to have an annual bar code fee is essentially a dues increase since it only affects the residents. According to the bylaws, which we all signed when we became members, residents must approve dues increases. Imposing a dues increase but calling it a "bar code fee" is misleading.
An annual bar code will also incur expenses. Someone needs to collect the fee. Someone needs to affix the new bar code on the car. Someone has to "expire" the old bar codes. What will be the impact on the Main and Turkey Sag gates if residents, who chose not to purchase a bar code, overload those entrances? A $30/car fee may be reduced to $10/car or less effective fee. Let's think this through before making any reactionary decisions.
My proposal is:
1. The proposal to implement an annual bar code should be explored but not as a hidden dues increase. Perhaps our annual fee for guest bar codes is too low. If so, let's raise it. Perhaps we sell a 3-year bar code for $100 for all new residents and "grandfather" existing residents. There are lots of options to explore.
2. There are ways to increase revenue without increasing dues. Let's explore them first. One idea is my proposal to make the golf course profitable. Please see my proposal below.
3. We know that there are inefficiencies within LMOA. We know that technology can be implemented that will reduce costs. Let's bring LMOA into the 21st century, introduce proven and effective technologies and eliminate old inefficiencies. Please see my example for the Friday Flyer below.
4. What are our expenses? Let's assess them and cut out waste.
Friday, June 3, 2011
More questions on water, Lake police and expenses
(1) WHAT IS YOUR THOUGHT TOWARD CONTROL OF THE DEER HEARD & HOW WOULD YOU DO THIS?
Please see my blog immediately below on Deer Control.
(2) HOW WILL YOU CONTROL THE DUE INCREASES & KEEP THE LAKE A AFFORDABLE PLACE TO LIVE? KNOWING THIS IS NOT THE LAKE OF THE WOODS.
Please see my blogs on ideas to generate revenue for LMOA.
(3)HOW CAN YOU GET THE COST OF WATER AFFORDABLE? Aqua Virginia water rates are approved by the State Corporation Commission. In 2010, the SCC approved rates that were considerably lower than Aqua Virginia's request. We can continue to petition the SCC to lower rates. Aqua Virginia is holding a meeting on grinder pumps on June 7th between 3:00-8:00 pm in the terrace Room of the Lake Monticello Club House. I encourage all residents to attend to express our concerns to Aqua Virginia. A letter to the editor about the grinder pumps appeared in the June 2 edition of the the Fluvanna Review http://www.fluvannareview.com/index.php?option=com_content&view=article&id=2132:grinder-pump-questions&catid=70:opinions&Itemid=220.
(4) WILL YOU CONSIDER LOOKING AND EVALUATE THE LAKE POLICE WASTE?
Like all of the LMOA departments, the management needs to monitor the activities of the staff. The Board's responsibility is to confirm that LMOA is staffed to meet the needs of the members. A comparison of the number of police/security officers needed at Lake Monticello to communities of comparable size needs to be a study that is conducted each year.
(5) HOW WILL YOU HELP STOP THE LOSS AT THE GOLF COURSE?
Please see my blog on dues subsidizing the golf course.
(6) HOW WILL YOU MEASURE THE EXPENSES AND ALLOCATIONS FOR EACH DEPARTMENT OF THE LAKE?
Budgeting and allocations are based on previous years expenses plus inflation and any additional needs. Funds are allocated according to priority. According to the LMOA Policy Manual Chapter 4 Section 04.02A, priorities are:
a. Existing operations
b. Reserves, including roads and lake infrastructure
c. New Initiatives, operating or capital, which generate income
d. New Initiatives that do not generate income
Budgeting to maintain our operations based on the past allows no room to improve. We just keep doing the same old things the same old way. We all know the definition of insanity -- Doing the same thing and expecting different results. "Balancing" the budget involves arguing (just look at Congress) about which items to cut.
LMOA can do better. Let's change our budgeting process to be about about producing results.
The first step is to align the budget and expenses with the priorities of the members. This will get the members involved. What if the Board adopted a new list of priorities focused on the needs of the community:
Please see my blog immediately below on Deer Control.
(2) HOW WILL YOU CONTROL THE DUE INCREASES & KEEP THE LAKE A AFFORDABLE PLACE TO LIVE? KNOWING THIS IS NOT THE LAKE OF THE WOODS.
Please see my blogs on ideas to generate revenue for LMOA.
(3)HOW CAN YOU GET THE COST OF WATER AFFORDABLE? Aqua Virginia water rates are approved by the State Corporation Commission. In 2010, the SCC approved rates that were considerably lower than Aqua Virginia's request. We can continue to petition the SCC to lower rates. Aqua Virginia is holding a meeting on grinder pumps on June 7th between 3:00-8:00 pm in the terrace Room of the Lake Monticello Club House. I encourage all residents to attend to express our concerns to Aqua Virginia. A letter to the editor about the grinder pumps appeared in the June 2 edition of the the Fluvanna Review http://www.fluvannareview.com/index.php?option=com_content&view=article&id=2132:grinder-pump-questions&catid=70:opinions&Itemid=220.
(4) WILL YOU CONSIDER LOOKING AND EVALUATE THE LAKE POLICE WASTE?
Like all of the LMOA departments, the management needs to monitor the activities of the staff. The Board's responsibility is to confirm that LMOA is staffed to meet the needs of the members. A comparison of the number of police/security officers needed at Lake Monticello to communities of comparable size needs to be a study that is conducted each year.
(5) HOW WILL YOU HELP STOP THE LOSS AT THE GOLF COURSE?
Please see my blog on dues subsidizing the golf course.
(6) HOW WILL YOU MEASURE THE EXPENSES AND ALLOCATIONS FOR EACH DEPARTMENT OF THE LAKE?
Budgeting and allocations are based on previous years expenses plus inflation and any additional needs. Funds are allocated according to priority. According to the LMOA Policy Manual Chapter 4 Section 04.02A, priorities are:
a. Existing operations
b. Reserves, including roads and lake infrastructure
c. New Initiatives, operating or capital, which generate income
d. New Initiatives that do not generate income
Budgeting to maintain our operations based on the past allows no room to improve. We just keep doing the same old things the same old way. We all know the definition of insanity -- Doing the same thing and expecting different results. "Balancing" the budget involves arguing (just look at Congress) about which items to cut.
LMOA can do better. Let's change our budgeting process to be about about producing results.
The first step is to align the budget and expenses with the priorities of the members. This will get the members involved. What if the Board adopted a new list of priorities focused on the needs of the community:
- Health and Safety of the residents. This includes building and road maintenance, groundskeeping, lake and stormwater management, wildlife management and Lake police.
- Recreational Assets. This includes the golf course, the marina, the pool, tennis courts, ball field and other assets that enhance the property value of the members.
- Financial growth. This includes financial reserves, investments, budgeting and strategic planning.
- Effective, efficient and trustworthy management. This includes communications, auditing and administration.
Monday, May 30, 2011
Deer Control Issue
One concerned resident asked for the candidates' positions on deer control.
The Wildlife Management Committee published the White Tail Deer of Lake Monticello Report in December 2008, which is posted on the LMOA website at http://www.lmoa.org/library/Reports/200812%20WMC%20Deer%20Report.pdf. Below are the Committee's unanimous recommendations, which appear on pages 26-27 in the report. My comments are in red.
The Wildlife Management Committee published the White Tail Deer of Lake Monticello Report in December 2008, which is posted on the LMOA website at http://www.lmoa.org/library/Reports/200812%20WMC%20Deer%20Report.pdf. Below are the Committee's unanimous recommendations, which appear on pages 26-27 in the report. My comments are in red.
Unanimous WMC Recommendations:
- The WMC, with funding from the LMOA BOD should initiate a prevention and wildlife education program as soon as possible. To include: educational brochures on how best to minimize damage and health concerns; LMOA web site suggestions on prevention strategies and resources; handouts for prospective residents outlining our current deer policies; educational presentations to Lake groups and organizations. The WMC has extensive prevention and education information that can be shared with community members and will continue to research proven prevention strategies. These items have been completed by the Committee. The WMC offered educational programs on gardening with wildlife, gardening to attract birds, as well as programs on lethal deer culling and deer contraception. I have been the chair of the WMC since October 2008. Much of this work was done during my tenure as chair.
- The WMC, with LMOA support, should arrange for a professional presentation on up to date prevention and education approaches. Presentations have been offered each year for the past two years while I was chair of the Committee.
- The WMC in conjunction with the VDGIF should do annual deer counts and evaluation of the health of our deer herd. The new LMOA form being used to collect statistics on dead deer found in our community can also assist us in assessing the health of our deer herd. Deer counts have been done on an inconsistent basis. A standard methodology needs to be identified and adopted. In addition, a team of trained volunteers needs to be recruited for annual deer counts. Dead deer found in our community are reported to the Lake police. If there is any question about the cause of death, wildlife professionals are notified.
- The LMOA BOD should share this WMC Deer Report with the community, posting it on our web site and making it available in the reading file. The WMC Deer Report is on the LMOA website.
- The WMC should do a presentation to the BOD on the outcomes of our study and to answer board and/or resident questions about our study and research efforts. The WMC chair will do the presentation. The WMC Deer Report was presented by the former chair in December 2008.
- The LMOA BOD should do a community survey to solicit and quantify community sentiment on the killing of deer in our community before any such action is taken. The WMC recommends that LMOA consult with experts in the field of community surveys to insure that a survey is done in a professional and effective manner. One of the members of the WMC has an account with a web based survey organization, Survey Monkey, and an internet community survey, reaching a majority of our residents, could be done at no cost to the community. The VDGIF has shared a parent survey they have used. Instead of conducting a community survey, the Board in 2010 established two Ad Hoc Committees: one to investigate lethal culling methods and the second to investigate deer contraception. I serve on the Ad Hoc Committee for lethal culling, and have reported to the chair of the committee on the effectiveness of lethal methods, specifically bow hunting, that have been used in other communities.
- Before any deer reduction is undertaken, specific goals, methods, costs, and measures of success of a proposed deer reduction program should be developed in collaboration with the VDGIF. The Board has taken no action to develop a deer management plan.
The community survey and the deer management plan are the two most critical recommendations of the WMC for two reasons:
- Deer management is an economic issue. Given the existing costs to maintaining Lake Monticello assets, are the residents willing to allocate funds for lethal culling or contraception? If yes, will the members support a dues increase for this purpose?
- The community needs to define deer management plan. Education needs to be at the core of the plan. Under my leadership, the Wildlife Committee offered several programs on living with wildlife. These programs were inexpensive and had excellent attendance. Also under my leadership, the Wildlife Committee was successful in changing the fencing policy. What additional measures can be taken that are acceptable to all members and fit within our budget?
Sunday, May 29, 2011
Waste Disposal Plan
One concerned resident sent an email about the cost of bulk and hazardous waste disposal.
At issue is the need for a waste management plan that includes bulk and hazardous waste, organic (leaf) disposal/composting, and household waste.
The waste management plan needs to be developed by the professional staff. The place to start is by surveying the maintenance and security personnl on the current problems:
- How much time is spent per week by LMOA personnel removing unacceptable items from the bulk trash collection bins and the leaf disposal site?
- Are unacceptable items stored on location? If yes, where?
- Is the LMOA staff responsible for disposing of them properly?
All of the above items need to be documented and tracked on a regular basis.
Step 2 is to develop a waste management plan that includes bulk trash, hazardous material, organic waste, and stream and dredging spoils. The plan would include:
Step 2 is to develop a waste management plan that includes bulk trash, hazardous material, organic waste, and stream and dredging spoils. The plan would include:
- What are the costs to dispose the waste?
- What are the personnel requirements?
- How is proper disposal enforced?
- Does LMOA need to contract with another vendor to remove the additional waste?
Step 3 is to monitor the waste management plan:
- Is the waste management plan effective?
- What improvements can be made to the waste management plan?
The Board's responsibilities are:
1. To make sure there is a waste management plan in place.
2. That it is being monitored.
3. That it is effective.
4. That unacceptable waste is not left at the sites.
5. That any contractual relationships that need to be made follow LMOA's business processes.
5. That any contractual relationships that need to be made follow LMOA's business processes.
6. That LMOA is being conscientious about the environment.
Friday, May 27, 2011
Board Duties/Staff Duties
Email from a concerned resident:
While walking my dogs down at Tufton today I witnessed one individual throw away a lawn mower, two weed whackers, and couple of large 5 gallon cans that appeared to have material in them into one of the dumpsters. Within minutes another individual unloaded a very large cardboard appliance box, Styrofoam coolers and other household trash that could easily have been broken down and put into the totes we use at our residences. I'm certain many of the residents don't read or care to adhere to the LMOA guidelines for what can or cannot be placed into the Dumpsters:
While walking my dogs down at Tufton today I witnessed one individual throw away a lawn mower, two weed whackers, and couple of large 5 gallon cans that appeared to have material in them into one of the dumpsters. Within minutes another individual unloaded a very large cardboard appliance box, Styrofoam coolers and other household trash that could easily have been broken down and put into the totes we use at our residences. I'm certain many of the residents don't read or care to adhere to the LMOA guidelines for what can or cannot be placed into the Dumpsters:
"SPRING CLEANUP DUMPSTERS will be available from 12N on Mon., May 16, through May 30, at Tufton Lake for residents' personal use to dispose of household items too large for their trash cart. Restrictions apply : no construction debris, yard and garden debris, household chemicals, tires, batteries, paint, appliances with coolant, medical waste or regular trash."
Without any form of monitoring taking place onsite, I'm certain our maintenance staff must have to remove those items which may contain oil or other hazardous waste (paints, solvents stale gasoline, etc.) before the dumpsters are removed to be unloaded. I would think if they miss something, the recycling company is going to charge us an additional fee for them to dispose of the item properly. A lot of space is being taken up by items (large boxes Styrofoam) that are not supposed to be put in the dumpsters to begin with, which means the dumpsters must be emptied more frequently, which also drives up cost.
Is it possible to change how we deal with our bulk trash collection? Businesses that specialize in the field of junk removal I'm certain are already equipped with manpower and outlets to turn trash into cash. Van der Linde is a perfect example of this principal but unfortunately we have to bring everything to their facility.
I'm not certain what the dumpster program costs our association but when you add in the manpower for removing unwanted items then our cost to dispose of them properly, maybe there is a better way?
Your thoughts would be greatly appreciated.
Val's Response:
Your issue is clearly the responsibility of the staff. The staff needs to oversee bulk trash and hazardous waste. If the current process is not working, then the Board needs to task the staff with the responsibility of investigating alternatives and presenting the best option to the Board for approval.
The paid staff are the professionals. We need to rely on them to do their jobs. The Board's responsibility is to make sure that the paid professionals are doing their jobs.
Ideas to generate revenue for LMOA
Each week, LMOA publishes the Friday Flyer. Let's say it takes about 4 hours per week for a staff person to put together the Friday Flyer. Then it needs to be copied (8.5x14" paper double sided). Then it needs to be distributed. This happens every week for 52 weeks. A rough estimate would be that the Friday Flyer costs Lake Monticello residents approximately $10,000 per year for staff time, paper, copying, and distribution costs.
One of the other candidates stated that we needed to have "increased children's activities, widely advertised." The Friday Flyer is our communications vehicle for these types of advertisements.
$10,000 is a lot of money to spend on one publication that is recognized as marginally effective.
Here is my idea to turn the Friday Flyer into a profitable, revenue generating business.
Lake Monticello has approximately 12,000 residents who are consumers. Let's email the Friday Flyer to the LMOA members, reducing or eliminating the paper production, and sell banner ads to the business community who would like to reach the consumers at Lake Monticello.
The results? LMOA would collect revenue from the ads. The business community would be able to analyze our interests and buying trends to develop sales and promotions specifically for our needs. And the residents would benefit through savings on our purchases as well as savings on the production of the Friday Flyer. How good is that???
If the Friday Flyer has value to the residents, more of us will read it on a regular basis. More businesses will advertise, and the revenue will increase. The Friday Flyer could become the Monday Flyer and the Tuesday Flyer and the Wednesday Flyer..... You get the idea.
To receive the Friday Flyer by email, the LMOA residents would need to "opt in" and would be able to unsubscribe at any time.
One of the other candidates tried to discredit this idea as "selling" email addresses. Anyone familiar with the law knows that sending unsolicited emails is illegal.
One of the other candidates stated that we needed to have "increased children's activities, widely advertised." The Friday Flyer is our communications vehicle for these types of advertisements.
$10,000 is a lot of money to spend on one publication that is recognized as marginally effective.
Here is my idea to turn the Friday Flyer into a profitable, revenue generating business.
Lake Monticello has approximately 12,000 residents who are consumers. Let's email the Friday Flyer to the LMOA members, reducing or eliminating the paper production, and sell banner ads to the business community who would like to reach the consumers at Lake Monticello.
The results? LMOA would collect revenue from the ads. The business community would be able to analyze our interests and buying trends to develop sales and promotions specifically for our needs. And the residents would benefit through savings on our purchases as well as savings on the production of the Friday Flyer. How good is that???
If the Friday Flyer has value to the residents, more of us will read it on a regular basis. More businesses will advertise, and the revenue will increase. The Friday Flyer could become the Monday Flyer and the Tuesday Flyer and the Wednesday Flyer..... You get the idea.
To receive the Friday Flyer by email, the LMOA residents would need to "opt in" and would be able to unsubscribe at any time.
One of the other candidates tried to discredit this idea as "selling" email addresses. Anyone familiar with the law knows that sending unsolicited emails is illegal.
Thursday, May 26, 2011
New Business Processes at LMOA
From a blog follower: First, I admire you for being a candidate. I am also enthused about your comments concerning the need for planning.
Some of your Blog comments are devoted to financial matters and how to raise money. I hope the new board remembers the comments in the recent email titled "LMOA Wake-up". That email focused on the need for LMOA Board study of our Business Management processes. It gave examples of LMOA business decisions which resulted in extra cost and embarrassment for our management team.
I suggest that copying industry management processes offers significant opportunity to reduce our costs. LMOA should make improving the decision and implementation process our Number One priority. Only then can we make informed decisions about whether we really need more revenue.
Do you agree?
Val: Absolutely! Let's look at business processes that work, then modify them to work for LMOA. One business process that LMOA needs to adopt is responsibility and accountability for decision making. Uninformed decisions cost money. There needs to be a system of checks and balances to prevent costly and embarrassing mistakes. Let's change the process to give the appropriate level of authority (responsibility) to the correct individual(s), then hold them accountable for their decisions. This is how business operates.
Some of your Blog comments are devoted to financial matters and how to raise money. I hope the new board remembers the comments in the recent email titled "LMOA Wake-up". That email focused on the need for LMOA Board study of our Business Management processes. It gave examples of LMOA business decisions which resulted in extra cost and embarrassment for our management team.
I suggest that copying industry management processes offers significant opportunity to reduce our costs. LMOA should make improving the decision and implementation process our Number One priority. Only then can we make informed decisions about whether we really need more revenue.
Do you agree?
Val: Absolutely! Let's look at business processes that work, then modify them to work for LMOA. One business process that LMOA needs to adopt is responsibility and accountability for decision making. Uninformed decisions cost money. There needs to be a system of checks and balances to prevent costly and embarrassing mistakes. Let's change the process to give the appropriate level of authority (responsibility) to the correct individual(s), then hold them accountable for their decisions. This is how business operates.
Questions Presented To Me
1. What can the Board actually do to help make sure the amenities break even?
The amenities (golf course, marina, lake, tennis courts, pool) are the assets of Lake Monticello. All of us benefit from these assets by enjoying them and by enjoying increased property value.
A business plan needs to be developed for each of our amenities. For example, Lake Monticello is very fortunate to have an outstanding golf pro. We need to take advantage of his knowledge and experience. The golf course looks great -- the best I have seen it since moving here six years ago. The golf course is a tremendous asset that is losing money. How crazy is that??? Let's support the golf course and turn it into a profit center. Let's ask the professionals -- the golf pro, the golf course maintenance staff and the Golf Committee -- to come up with ideas to make the golf course profitable. Profits from the golf course would be used to improve it, which would increase the revenue generated.
Once we have a successful business model, we need to apply it to all of our amenities.
2. Do candidates still believe that most people move to LM for the amenities?
I believe that people move to Lake Monticello for many reasons:
It is affordable -- housing prices and taxes are low. The quality of the services is high -- the educational system, police/security/emergency services are excellent. The distance to cultural and business events is reasonable -- Charlottesville, Richmond, DC are within easy driving distance. The amenities -- the lake, the golf course, the natural beauty, the private police -- are the icing on the cake.
3. Do candidates believe that LM is no longer the retirement community it was designed as and if it's not how do we move forward to another type of sustainable community?
The demographics of Lake Monticello are now 60/40 -- 60% commuters; 40% retirees. It is no longer a retirement community. Over the next 5 years, Lake Monticello needs to implement significant changes.
For instance:
• Automating fundamental business processes needs to become a top priority. For example, an electronic voting site can be set up which reduces the cost of a paper ballot.
• We need to improve communications using venues other than face to face meetings. It is up to the Board to implement new communications channels that involve the majority of the community.
4. Do candidates believe there are other ways of financing budget items besides just raising dues? If so, how? This question was answered partially at forum. Any more thoughts?
See #1 above. If the amenities become profit centers, there is incentive to increase revenue. Some other ideas:
• Do an energy audit of the buildings and implement the recommendations.
• Convert to electronic invoicing and payment for membership dues and expenses. Allow members to pay their bill by credit card. These practices will reduce costs and reduce the number of delinquent accounts.
• Invoice dues monthly. This will make it much easier for members to pay their dues on time. If electronic invoicing is implemented, monthly billing can be done with no additional effort.
• Implement consolidated billing for dues and amenities. Make it easy to pay one bill rather than multiple bills.
• Shift the focus to what is best for the members. Customer service is key. If customers receive friendly and high quality service, they will express their appreciation by increasing their use of the amenities.
5. Each candidate has a platform they run on. In the past I voted for candidates based on those platforms only to hear no mention again of those goals once they became board members. How, as a board member, do you realistically plan to make your platform a reality?
Lake Monticello is at a turning point. Prior to my career change to higher education, I was a business process re-engineering consultant to Fortune 1000 companies. Most of the problems were due to outdated processes being used to address new issues.
There are three major problems at Lake Monticello:
• The demographics have changed but the governing body has ignored the changes.
• Technology and automation of business processes have largely been ignored at Lake Monticello.
• Review and improvement of business processes have been, at best, slow.
Change, while at times painful, is unavoidable. The longer we avoid change, the more painful it will be. My platform is to implement change:
• Find ways to include all members of the community -- the retirees as well as the young families. All voices need to be heard.
• Find ways to automate our processes. This will reduce expenses and increase revenue.
• Analyze our business processes. Eliminate the ones that no longer work. Implement new business processes to create an efficient, effective and sustainable organization.
6. Board meetings seem to mostly consist of approving items already in the budget, i.e., vote to buy a new item for the golf course at X amount of $$. You could do this by e-mail. I know in the interest of transparency it is necessary to air these items. However, do candidates believe there could be a time set aside in board meetings to discuss issues with the members about members' concerns? The members' comment sections certainly does not do this as there is no response from board members.
We have to do a better job of communicating. The members comment sections in the monthly meetings has no response from the Board. There is no dialog between the Board as a whole and the members. Please see my ideas in #3 above.
Agenda items that can be handled by email should be handled by email. The Board meetings need to be an opportunity for dialog, brainstorming and decision making. Let's use our time wisely.
The amenities (golf course, marina, lake, tennis courts, pool) are the assets of Lake Monticello. All of us benefit from these assets by enjoying them and by enjoying increased property value.
A business plan needs to be developed for each of our amenities. For example, Lake Monticello is very fortunate to have an outstanding golf pro. We need to take advantage of his knowledge and experience. The golf course looks great -- the best I have seen it since moving here six years ago. The golf course is a tremendous asset that is losing money. How crazy is that??? Let's support the golf course and turn it into a profit center. Let's ask the professionals -- the golf pro, the golf course maintenance staff and the Golf Committee -- to come up with ideas to make the golf course profitable. Profits from the golf course would be used to improve it, which would increase the revenue generated.
Once we have a successful business model, we need to apply it to all of our amenities.
2. Do candidates still believe that most people move to LM for the amenities?
I believe that people move to Lake Monticello for many reasons:
It is affordable -- housing prices and taxes are low. The quality of the services is high -- the educational system, police/security/emergency services are excellent. The distance to cultural and business events is reasonable -- Charlottesville, Richmond, DC are within easy driving distance. The amenities -- the lake, the golf course, the natural beauty, the private police -- are the icing on the cake.
3. Do candidates believe that LM is no longer the retirement community it was designed as and if it's not how do we move forward to another type of sustainable community?
The demographics of Lake Monticello are now 60/40 -- 60% commuters; 40% retirees. It is no longer a retirement community. Over the next 5 years, Lake Monticello needs to implement significant changes.
For instance:
• Automating fundamental business processes needs to become a top priority. For example, an electronic voting site can be set up which reduces the cost of a paper ballot.
• We need to improve communications using venues other than face to face meetings. It is up to the Board to implement new communications channels that involve the majority of the community.
- This can be through:
• Electronic surveys (inexpensive, easy and convenient)
• Town hall meetings
• Blogging/threaded discussions
4. Do candidates believe there are other ways of financing budget items besides just raising dues? If so, how? This question was answered partially at forum. Any more thoughts?
See #1 above. If the amenities become profit centers, there is incentive to increase revenue. Some other ideas:
• Do an energy audit of the buildings and implement the recommendations.
• Convert to electronic invoicing and payment for membership dues and expenses. Allow members to pay their bill by credit card. These practices will reduce costs and reduce the number of delinquent accounts.
• Invoice dues monthly. This will make it much easier for members to pay their dues on time. If electronic invoicing is implemented, monthly billing can be done with no additional effort.
• Implement consolidated billing for dues and amenities. Make it easy to pay one bill rather than multiple bills.
• Shift the focus to what is best for the members. Customer service is key. If customers receive friendly and high quality service, they will express their appreciation by increasing their use of the amenities.
5. Each candidate has a platform they run on. In the past I voted for candidates based on those platforms only to hear no mention again of those goals once they became board members. How, as a board member, do you realistically plan to make your platform a reality?
Lake Monticello is at a turning point. Prior to my career change to higher education, I was a business process re-engineering consultant to Fortune 1000 companies. Most of the problems were due to outdated processes being used to address new issues.
There are three major problems at Lake Monticello:
• The demographics have changed but the governing body has ignored the changes.
• Technology and automation of business processes have largely been ignored at Lake Monticello.
• Review and improvement of business processes have been, at best, slow.
Change, while at times painful, is unavoidable. The longer we avoid change, the more painful it will be. My platform is to implement change:
• Find ways to include all members of the community -- the retirees as well as the young families. All voices need to be heard.
• Find ways to automate our processes. This will reduce expenses and increase revenue.
• Analyze our business processes. Eliminate the ones that no longer work. Implement new business processes to create an efficient, effective and sustainable organization.
6. Board meetings seem to mostly consist of approving items already in the budget, i.e., vote to buy a new item for the golf course at X amount of $$. You could do this by e-mail. I know in the interest of transparency it is necessary to air these items. However, do candidates believe there could be a time set aside in board meetings to discuss issues with the members about members' concerns? The members' comment sections certainly does not do this as there is no response from board members.
We have to do a better job of communicating. The members comment sections in the monthly meetings has no response from the Board. There is no dialog between the Board as a whole and the members. Please see my ideas in #3 above.
Agenda items that can be handled by email should be handled by email. The Board meetings need to be an opportunity for dialog, brainstorming and decision making. Let's use our time wisely.
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