Our community faces significant challenges. Here are the top issues with our proposed solutions.
Sod and Irrigation
Situation
Sod and Irrigation are inextricably linked and are in unacceptable condition. Inadequate, inferior and/or nonfunctioning irrigation. Invasion by torpedo grass , weeds, fungus and cinch bugs.
Target
Quickly restore our landscaping for private and common areas to its formerly pristine condition. Set performance standards for sod and irrigation contractors including measure of client satisfaction. Include effective pond management plan.
Proposal
Comprehensive total cost and time, long term plan Support long term plan with immediate short term plan and required immediate actions. Develop immediate funding plan for total costs including maintenance and life cycle replacement costs. Use experts and resident committees to research analyze, recommend. Assume, for planning, no compensation from Ball Janik Construction defects potential lawsuit.
Front Gate and Security
Situation
Gates are constantly and repeatedly nonfunctional. Require constant repair and replacement. Replacement parts are costly and hard to obtain. Equipment and operation may have likely outlived their useful life. Security guard expense of $120,000 per year is unsatisfactory (performance and cost).
Target
Secure a reliable, cost effective best-in-class security gate system to protect our property and ensure our safety.
Proposal
Establish an ad hoc expert resident committee to research and propose alternative solutions. Solicit input for decision criteria from the community at large. Collaborate with other HOAs to Identify performance standards and best practices. Develop cost effective alternatives. Submit alternatives and associated cost/benefit for informal resident “vote”. Prioritize expenditure and implementation.
Lake House
Situation
The Lakehouse remains a primary motivator for purchasing at Del Webb Lakewood Ranch. The restaurant distinguishes us from many other communities as a value add which enhances lifestyle and property value. The recent change from Castle Management to a company specializing in restaurant management has greatly improved resident satisfaction. Financial performance at a net loss of approximately $300,000 per year remains relatively unchanged. Confusion remains regarding the cost/ benefits of significant proposed capital improvements estimated at $500,000. Confusion remains on pros and cons of two distinctly different business models. One is the business model currently in use. This model uses a HOA Board selected contractor specializing in private club restaurant management. The second business model utilizes leasing to a independently owned and operated professional restauranteur.
Target
Maximize client satisfaction and financial performance for this highly valued amenity. Achieve best -in -class performance measures and practices relative to the business model chosen.
Proposal
Immediately set up one or perhaps two resident committees to research and analyze and recommend one of the two differing business models. Utilize benchmarking of comparable HOA’s and private clubs associated with each business model to determine drivers of success. Postpone all major expenditures or capital improvements until a decision is made on which business model to use. Conduct an informal vote to select which business model best serves our interests.
Sales Center
Situation
The sales center remains a a topic of much discussion and confusion. Unlike the Lakehouse, the Sales Center does not currently add value. Estimated annual cost is approximately $100,000. Future value is unclear due to the unquantified benefits of all and costs for ALL alternatives. The” survey” characterized as a “vote “ despite low participation rate. Alternatives provided in “survey “ were not accompanied with cost/benefit. No known attempt to work with local government officials to determine appetite for joint collaboration.
Target
Complete feasibility of realistic alternatives to optimize returns to the HOA and perhaps also to our surrounding community
Proposal
Immediately postpone decision and planned $500,000 expenditure to re-purpose Sales Center as a mini Oasis. Postpone planned expenditures until total costs and comprehensive plans to restore and fund priorities such as irrigation, sod, landscaping and security gates have been developed. Concurrently, re-establish committees, and lay groundwork with local officials to further explore appetite for joint initiatives.