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Candidate Q&A
Your questions, answered here.
Candidate answers
New questions/answers 6.10.24Background information: Duty of loyalty, due diligence, confidentiality, attending board meetings, maintenance of common areas (Civ. Code 4775), and enforcement of the association’s governing documents are some of the duties of the Board. Also included is the duty of financial oversight. Beginning this current fiscal year (July 2023), the current board president put forward dissolving the long-standing Finance, Accounting, Technology and Risk Assessment Committee (FiATcharter attached). The committee was charged with the responsibility of presenting relevant information to the Board that will be used to make financial, accounting and technology, and risk assessment decisions for the Association. At the recent Meet the Candidates event the president stated the reason she wanted the committee dissolved was because there were no minutes [from the committee] the past year.
The 2024/2025 budget as recommended by the Executive Director and approved by the Board was recently provided to YLOA members in the Annual Disclosure packet. Members have noted some concerns with the numbers presented.• At least once every three years a reserve study must be completed (Civ. Code 5550(a).)• A reasonably competent and diligent visual inspection of the accessible areas of the majorcomponents that the association is obligated to repair, replace, restore, or maintain. (Civ. Code § 5550(a).)• Reserve funds may not be used for any purpose other than repair, restoration, replacement, or maintenance of, or litigation involving those items (Civ. Code 5510(b).)• Expenditures from the reserve account require board approval.YLOA Reserve Analysis Report InformationJune 1, 2017 (on-site inspection 5/9/2017 by Murray Joseph and Assoc.)Anticipated Reserve Balance $346,427.00Fully Funded Reserve Balance $1,631,942.38Percent Funded 21.23%July 1, 2020 (on-site inspection 1/15/2020 by Association Reserves)Projected Starting Reserve Balance $602,269.Current Fully Funded Reserve Balance $3,317,449.Percent Funded 18.2%Recommended Special Assessment $1,129,000.July 1, 2023 (on-site inspection 4/10/2023 & 4/11/2023 by Association Reserves)Projected Starting Reserve Balance $1,298,064.Current Fully Funded Reserve Balance $3,105,370.Percent Funded 41.8%Recommended increase reserve contributions to $635,000/annual.July 1, 2024 (Update “No-Site-Visit” Reserve Study by Association Reserves)Projected Starting Reserve Balance $2,436,030.Current Fully Funded Reserve Balance $3,124,070.Percent Funded 78.0%Recommended increase reserve contributions $670,000/annual.
The 2024/2025 budget as recommended by the Executive Director and approved by the Board was recently provided to YLOA members in the Annual Disclosure packet. Members have noted some concerns with the numbers presented.• At least once every three years a reserve study must be completed (Civ. Code 5550(a).)• A reasonably competent and diligent visual inspection of the accessible areas of the majorcomponents that the association is obligated to repair, replace, restore, or maintain. (Civ. Code § 5550(a).)• Reserve funds may not be used for any purpose other than repair, restoration, replacement, or maintenance of, or litigation involving those items (Civ. Code 5510(b).)• Expenditures from the reserve account require board approval.YLOA Reserve Analysis Report InformationJune 1, 2017 (on-site inspection 5/9/2017 by Murray Joseph and Assoc.)Anticipated Reserve Balance $346,427.00Fully Funded Reserve Balance $1,631,942.38Percent Funded 21.23%July 1, 2020 (on-site inspection 1/15/2020 by Association Reserves)Projected Starting Reserve Balance $602,269.Current Fully Funded Reserve Balance $3,317,449.Percent Funded 18.2%Recommended Special Assessment $1,129,000.July 1, 2023 (on-site inspection 4/10/2023 & 4/11/2023 by Association Reserves)Projected Starting Reserve Balance $1,298,064.Current Fully Funded Reserve Balance $3,105,370.Percent Funded 41.8%Recommended increase reserve contributions to $635,000/annual.July 1, 2024 (Update “No-Site-Visit” Reserve Study by Association Reserves)Projected Starting Reserve Balance $2,436,030.Current Fully Funded Reserve Balance $3,124,070.Percent Funded 78.0%Recommended increase reserve contributions $670,000/annual.
What is your opinion on the importance of having a Finance Committee designated to assist the board?
Steve: The Finance Committee is an essential part of the financial responsibility of the board of directors. This committee reviews the monthly and year end financial statements of the association. It is the fiduciary responsibility of each board member to be aware of how your money is collected and spent. Normally, the committee is comprised of one or two YLOA board members, and up to this year, the YSPUC board president, the general manager and the association controller. The current board dissolved this committee, according to the board president, for lack of committee minutes.If elected, I will recommend re-establishing this committee. The committee makeup would be the board president, the treasurer, and one other board member, the general manager and the controller. They would meet once a month, or as needed, to review the monthly financials, status of all bank accounts, review funding recommendations for capital purchases and reserve spending, review the upcoming year’s fiscal budget and prepare minutes of each meeting. A report by the treasurer would be presented at the following board meeting.
Judy: The Finance Committee should be reinstated. While the entire board has a shared fiduciary responsibility, the Finance Committee will contain board members with financial backgrounds and expertise and provide additional focus. The committee will provide strong financial oversight. Since the committee knows the HOA finances the best, they can advise the board when financial decisions are to be made. The committee will examine Grand Manor's financial reporting, research any anomalies, and recommend appropriate action. It's important to note that even though the committee handles the finances, they do not have the authority to make financial decisions on behalf of the HOA. They present all the relevant information the board will use to make decisions for the association.
Ken: It is the Fiduciary Duty of the Board of Directors to insure the financial health of the Association. In order to carry out this duty, the board should make the effort to use all available resources to carry out the task. It is in the best interests of The Association to have multiple sets of experienced and critical eyes on all areas of the Associations business. The FiAT Committee was formed for this exact purpose.It was very worrisome for me to see the majority board officers vote to dissolve this committee. For years, there has been fiscal oversight by a finance committee consisting of homeowners. Every month they met to examine the budget, accounts, bank balances, etc. and advise the board of their findings and make comments about areas of concern or suggest improvements. As a homeowner myself, having this committee gave me an extra measure of confidence that the board and management were being responsible with our money. Prior to the board of July 2023, I was very satisfied with our financial reporting. I knew how the funds were being handled, the checks and balances in place, budget status and bank balances.I’ve signed hundreds of checks over the last 6 years I’ve been on the board and this gave me deep insight into how funds were spent. Every check came with an attached invoice. After doing this many times, I had a clear picture of our accounts payable and would’ve known if something were irregular. I don’t recall ever seeing that happen. I would urge all homeowners insist that the FiAT Committee be reinstated immediately and permanently. If elected I will make sure that happens.
Judy: The Finance Committee should be reinstated. While the entire board has a shared fiduciary responsibility, the Finance Committee will contain board members with financial backgrounds and expertise and provide additional focus. The committee will provide strong financial oversight. Since the committee knows the HOA finances the best, they can advise the board when financial decisions are to be made. The committee will examine Grand Manor's financial reporting, research any anomalies, and recommend appropriate action. It's important to note that even though the committee handles the finances, they do not have the authority to make financial decisions on behalf of the HOA. They present all the relevant information the board will use to make decisions for the association.
Ken: It is the Fiduciary Duty of the Board of Directors to insure the financial health of the Association. In order to carry out this duty, the board should make the effort to use all available resources to carry out the task. It is in the best interests of The Association to have multiple sets of experienced and critical eyes on all areas of the Associations business. The FiAT Committee was formed for this exact purpose.It was very worrisome for me to see the majority board officers vote to dissolve this committee. For years, there has been fiscal oversight by a finance committee consisting of homeowners. Every month they met to examine the budget, accounts, bank balances, etc. and advise the board of their findings and make comments about areas of concern or suggest improvements. As a homeowner myself, having this committee gave me an extra measure of confidence that the board and management were being responsible with our money. Prior to the board of July 2023, I was very satisfied with our financial reporting. I knew how the funds were being handled, the checks and balances in place, budget status and bank balances.I’ve signed hundreds of checks over the last 6 years I’ve been on the board and this gave me deep insight into how funds were spent. Every check came with an attached invoice. After doing this many times, I had a clear picture of our accounts payable and would’ve known if something were irregular. I don’t recall ever seeing that happen. I would urge all homeowners insist that the FiAT Committee be reinstated immediately and permanently. If elected I will make sure that happens.
Ensuring the Association is in the best possible financial state is an important duty of a director. What are your thoughts on the importance of reserves and the current status of our reserves?Do you agree with Jeremy’s planned spending of our reserves without a plan to replenish the reserves?Do you think the budget should be revisited for any changes and if so, what changes would you make and why?
Steve: According to Davis-Stirlng, the association is to have prepared a reserve study every three years. This study is a long range plan, 30+ years, for the major repairs or replacement of the association’s facilities and infrastructure. The preparer of this plan estimates the cost of these improvements and recommends their timing for repair/replacement. The study also details the establishment of a reserve fund to pay for these improvements and the amount of funds to be collected from the homeowners for the long term funding of future improvements.At the present time, approximately 78% of the reserve fund is in the association’s reserve account. According to the latest bank statement, this fund has approximately $2.1 million in this account. GrandManors Executive Director has budgeted to spend approximately $175,000 of this fund for 2023/2024 projects and approximately $1.04 million for 2024/2025 projects. With these proposed spendings, our reserves will be drawn down to approximately 50% of the recommended funding amount. The adopted 2024/2025 budget replaces about $360,000 of the future required funding.According to the 30 Year Reserve Spending Plan, if we were to follow the plan’s recommendations, in two years, the association would be in a high risk for a special assessment and the 2028/2029 fiscal year, a special assessment of $2.23 million, approximately $1,000 per lot, would be needed. Additionally, according to the report, a special assessment would then be required every 5 to 6 years thereafter.It would be prudent to incrementally increase the assessment each year to possibly eliminate the need for a special assessment.In summation, additional funding in the future years is warranted to maintain adequate reserve funding.
Judy: A healthy reserve fund is important to prevent unexpected financial burdens and potential special assessments on homeowners. Our reserve fund has improved dramatically over the past 4 years, from 18.2 % funded in 2020 to 78% funded in 2024. The 2024/2025 approved budget reverses that trend, projecting a reserve funding percentage of only 58.81% as of June 30, 2025. Reserve contributions are necessary to offset the ongoing, daily deterioration of our YLP assets, and the impact of inflation. The budget should be adjusted to increase our reserve fund.
Ken: Having examined the budget and the proposed projects, I have to say I don’t believe the aggressive spending of reserves without sustainable replenishment is the way to go. The budget drains the reserves too quickly and won’t leave enough cash available for when that “rainy day” comes. I think its shortsighted to think that it won’t happen sooner or later. I’d rather be prepared for that day.I’m also concerned that a “special assessment” in a few years to bolster our depleted reserves will have a huge impact on our yearly assessments. I don’t think any of us will be happy to have a huge increase in excess of 20%. For sure, costs rise, but this would be a huge burden for many homeowners.I think a more conservative spending program and better prioritization would be in order which would enable less burden on the homeowners.
How do you propose the Blue Heron, Fairway Cafe and even the golf course either break even, reduce deficit or even become profitable?
Steve: We have to accept the fact that none of these amenities will break even or become profitable. Our client base is not large enough to successfully meet these two goals. I am not advocating closing any of these amenities, we will have to expect that we will have to support their deficits with our assessments.However, we can reduce these deficits by trying to increase revenues by looking at staffing levels, more outside advertising of what YLP has to offer. Signage at Highway 41 and the parkway would bring traffic traveling along Highway 41. Advertising in the local papers would hit owners outside of our boundaries. Electronically advertise on social media, especially targeting the Tesoro area and Oakhurst. Develop a plan with the Chukchansi Casino to offer golfing packages, however we will need to limit the number coming from them in order not to affect our local golfers. Judy: The first step is to make P&Ls available to the managers, who can then be held accountable for meeting stated targets. We need to organize an effective Restaurant Committee or Focus Group to consult with community members who have a long history of managing restaurants and have useful advice for increasing sales and reducing costs. We need to complete the required ADA updates so that we can safely promote the restaurants and golf course to increase sales, which will reduce costs. Ken: I've made the point a few times about starting a business - anywhere. Before you even start on a business plan there are two things you investigate, Population density and potential customer demographics. When I take a look at YLP I just don't see it working using those 2 guidelines. There are just not enough people here. Now as the population gradually increases, things look a little better but then you're also up against increasing costs. So the answer is, if it weren't for the support of the HOA, none of them could exist. And that is the point of a HOA, to give "Value added" services which the homeowners pay for. This is how HOA's work everywhere. So why do we have restaurants and golf course? Because the HOA has CC&R's that name them. When we buy here we automatically agree to accept and abide by the CC&rR's. While the restaurant is not specifically mentioned, it was supported many years ago by the board at the time and has since become a de-facto amenity which has been financially supported directly by the homeowners. It has not been codified in the CC&R's because changing them is a huge and costly undertaking. (which by the way, needs to get done). There is a clause though that says "....and all other facilities" which would include any unnamed or added features. There is another way we can increase business and that is by advertising to the outside community. But the only "safe" way of doing this is by making sure our facilities meet ADA accessibility standards. If we get that done, then we can - carefully - invite the outside population to use our restaurants or any other feature. I will be pushing to get the ADA issue resolved as a top priority not just for this reason but also because we are legally required to make progress in this area. Rick: Give the management of the above a financial incentive to develop and implement a cost savings revenue generation plan. They all have responsibility to provide excellent service and they do that now....now the HOA should provide incentive to also focus on improving financial positions.
Steve: We have to accept the fact that none of these amenities will break even or become profitable. Our client base is not large enough to successfully meet these two goals. I am not advocating closing any of these amenities, we will have to expect that we will have to support their deficits with our assessments.However, we can reduce these deficits by trying to increase revenues by looking at staffing levels, more outside advertising of what YLP has to offer. Signage at Highway 41 and the parkway would bring traffic traveling along Highway 41. Advertising in the local papers would hit owners outside of our boundaries. Electronically advertise on social media, especially targeting the Tesoro area and Oakhurst. Develop a plan with the Chukchansi Casino to offer golfing packages, however we will need to limit the number coming from them in order not to affect our local golfers. Judy: The first step is to make P&Ls available to the managers, who can then be held accountable for meeting stated targets. We need to organize an effective Restaurant Committee or Focus Group to consult with community members who have a long history of managing restaurants and have useful advice for increasing sales and reducing costs. We need to complete the required ADA updates so that we can safely promote the restaurants and golf course to increase sales, which will reduce costs. Ken: I've made the point a few times about starting a business - anywhere. Before you even start on a business plan there are two things you investigate, Population density and potential customer demographics. When I take a look at YLP I just don't see it working using those 2 guidelines. There are just not enough people here. Now as the population gradually increases, things look a little better but then you're also up against increasing costs. So the answer is, if it weren't for the support of the HOA, none of them could exist. And that is the point of a HOA, to give "Value added" services which the homeowners pay for. This is how HOA's work everywhere. So why do we have restaurants and golf course? Because the HOA has CC&R's that name them. When we buy here we automatically agree to accept and abide by the CC&rR's. While the restaurant is not specifically mentioned, it was supported many years ago by the board at the time and has since become a de-facto amenity which has been financially supported directly by the homeowners. It has not been codified in the CC&R's because changing them is a huge and costly undertaking. (which by the way, needs to get done). There is a clause though that says "....and all other facilities" which would include any unnamed or added features. There is another way we can increase business and that is by advertising to the outside community. But the only "safe" way of doing this is by making sure our facilities meet ADA accessibility standards. If we get that done, then we can - carefully - invite the outside population to use our restaurants or any other feature. I will be pushing to get the ADA issue resolved as a top priority not just for this reason but also because we are legally required to make progress in this area. Rick: Give the management of the above a financial incentive to develop and implement a cost savings revenue generation plan. They all have responsibility to provide excellent service and they do that now....now the HOA should provide incentive to also focus on improving financial positions.
How much does it cost for a mile of pipe and what does that consist of (labor, pipe, equipment, road repair and asphalt, etc.)
Steve: You have to understand that we are under a State mandate to reduce the number of pipe leaks we have. We have three alternatives to replacing our failing pipelines; 1) do nothing and continue to make spot repairs, the last few years the number of leaks has been increasing dramatically to over 250 per year for the last 4 to 5 years, 2) continue with the in-house replacement program or 3) hire an outside contractor to perform this work. Our last accounting of the in-house project came to about $180 per foot or $950,000 per mile.We have not gone out to bid for outside services, but we received an estimate from our engineering consultant to construct the line with an outside contractor and the estimate came to approximately $290 per foot or $1,530,000 per mile. These costs include all of the items listed in the question.I would propose that we go out to bid with an outside contractor to verify construction costs by this method.
Ken: I really want to take the focus off the pipeline project. It's a fact that the board finally recognized that this is not a good name for it because it causes confusion in people's minds and uses the amount of pipe laid as a metric for progress. The focus needs to be on the WHOLE water system - pipes, pumps, wells, tanks, etc. But to answer the question, it costs somewhere around $250K to $500K for YSPUC to put in a mile of pipe. By our reckoning, this is about 2/3 the cost of an outside contractor. Why the huge variance? Because we have very difficult terrain. Pipes go up and down in elevation with frequent turns, and trenching conditions can be very difficult. Also if we do it ourselves, we don't have to contend with constant "change orders" which I'm guessing would be considerable given what I know about our own job experience. And of course there are the road repair tasks after trenching. We usually hire an outside contractor for longer lengths and our Roads Department will do smaller jobs.
Steve: You have to understand that we are under a State mandate to reduce the number of pipe leaks we have. We have three alternatives to replacing our failing pipelines; 1) do nothing and continue to make spot repairs, the last few years the number of leaks has been increasing dramatically to over 250 per year for the last 4 to 5 years, 2) continue with the in-house replacement program or 3) hire an outside contractor to perform this work. Our last accounting of the in-house project came to about $180 per foot or $950,000 per mile.We have not gone out to bid for outside services, but we received an estimate from our engineering consultant to construct the line with an outside contractor and the estimate came to approximately $290 per foot or $1,530,000 per mile. These costs include all of the items listed in the question.I would propose that we go out to bid with an outside contractor to verify construction costs by this method.
Ken: I really want to take the focus off the pipeline project. It's a fact that the board finally recognized that this is not a good name for it because it causes confusion in people's minds and uses the amount of pipe laid as a metric for progress. The focus needs to be on the WHOLE water system - pipes, pumps, wells, tanks, etc. But to answer the question, it costs somewhere around $250K to $500K for YSPUC to put in a mile of pipe. By our reckoning, this is about 2/3 the cost of an outside contractor. Why the huge variance? Because we have very difficult terrain. Pipes go up and down in elevation with frequent turns, and trenching conditions can be very difficult. Also if we do it ourselves, we don't have to contend with constant "change orders" which I'm guessing would be considerable given what I know about our own job experience. And of course there are the road repair tasks after trenching. We usually hire an outside contractor for longer lengths and our Roads Department will do smaller jobs.
How do we do a better job of communicating to members, what form of communication would you use to reach all members and cut down on cost of doing so?
Steve: We have had this discussion for many years and no clear cut method has been acceptable. If all members had the internet, this would be easy to accomplish, but that method has been tried and we found that a lot of residents do not have or want internet services. This may have changed somewhat as our demographics have changed over the last few years.I would continue with the internet option as that is cost effective, but I would also include a monthly mailer with the water bill to communicate with our owners. For those vacant properties a monthly mailer would be required. This is more expensive than the internet option, but there is a cost savings by inserting it with the water bills.
Judy: We must implement a better process for managing member comments raised during board meetings. I understand the board has restrictions on what they can respond to; however, comments not responded to should be included in the agenda of the next board meeting. If the issue needs resolution before the next board meeting, the results of that action should be shared.
Ken: I believe that we can do a better job of communicating with the members. There needs to be regular communication on all issues, particularly those on-going high value projects which affect everyone. The simple reality is that the board needs to lead this effort and set up mechanisms for getting the word out and the words IN from the membership. Everyone should feel like they are being heard and their concerns are taken seriously. If elected I will ask the Communications Committee to come up with ideas and encourage the BOD to IMPLEMENT the ideas put forth by the committee. I will require every department manager to submit a narrative for inclusion in a monthly communication to the membership. Effective communication solves a lot of problems created by speculation. The members need to have a source of definitive and reliable information. I will also ask that we consider communication to be a "Cost of Doing Business" and commit to having cost effective means to do so.
Non-confidential questions submitted to the board online should be shared so that others with similar issues can benefit from this knowledge. Answers can be posted on a shared webpage and be available in printed form upon request. Rick: Monthly addition to YLP home page that is max of one page summary that can point to additional content locations.......monthly home owners meeting minutes are way to long to read ….Everyone will read a page of less but we have way to much detail to make it of interest. This is a case where less is better.
Steve: We have had this discussion for many years and no clear cut method has been acceptable. If all members had the internet, this would be easy to accomplish, but that method has been tried and we found that a lot of residents do not have or want internet services. This may have changed somewhat as our demographics have changed over the last few years.I would continue with the internet option as that is cost effective, but I would also include a monthly mailer with the water bill to communicate with our owners. For those vacant properties a monthly mailer would be required. This is more expensive than the internet option, but there is a cost savings by inserting it with the water bills.
Judy: We must implement a better process for managing member comments raised during board meetings. I understand the board has restrictions on what they can respond to; however, comments not responded to should be included in the agenda of the next board meeting. If the issue needs resolution before the next board meeting, the results of that action should be shared.
Ken: I believe that we can do a better job of communicating with the members. There needs to be regular communication on all issues, particularly those on-going high value projects which affect everyone. The simple reality is that the board needs to lead this effort and set up mechanisms for getting the word out and the words IN from the membership. Everyone should feel like they are being heard and their concerns are taken seriously. If elected I will ask the Communications Committee to come up with ideas and encourage the BOD to IMPLEMENT the ideas put forth by the committee. I will require every department manager to submit a narrative for inclusion in a monthly communication to the membership. Effective communication solves a lot of problems created by speculation. The members need to have a source of definitive and reliable information. I will also ask that we consider communication to be a "Cost of Doing Business" and commit to having cost effective means to do so.
Non-confidential questions submitted to the board online should be shared so that others with similar issues can benefit from this knowledge. Answers can be posted on a shared webpage and be available in printed form upon request. Rick: Monthly addition to YLP home page that is max of one page summary that can point to additional content locations.......monthly home owners meeting minutes are way to long to read ….Everyone will read a page of less but we have way to much detail to make it of interest. This is a case where less is better.
What is your stance on “security” versus “Courtesy Patrol”, specifically in our community?
Steve: I am in favor of returning to the “security patrol” for our community. In talking to a past board president, our liability insurance costs did not increase with this method. I personally like the house vacation checks and most importantly, the welfare checks on our home bound seniors.
Judy: The change from “Security” to “Courtesy” patrol was reasonable to limit our legal liabilities. The courtesy patrol can be contacted 24/7, an improvement from the previous model. We still benefit from a local resource that patrols and is familiar with our community and neighbors. Courtesy officers can spot irregularities and concerns that can be brought to the attention of local law enforcement if needed. I support Jeremy’s plan to have Courtesy patrol personnel monitor the pool area this season.
Ken: Security is mandated by our CC&R's - full stop. I will make sure that this mandate is carried out in the most effective manner by doing a full study of our security needs, including the expectations of the community. We are a small town and should model our security after those programs similar communities use to ensure our community is SERVED and PROTECTED. Above and beyond that, Our community members should be treated like neighbors with a helping hand whenever the need arises. We need to be sure we perform those duties within an outline of what we can legally and safely provide. Caring in the community starts with leadership who cares. Rick: Keep 24/7 coverage and call it what ever you want.
Steve: I am in favor of returning to the “security patrol” for our community. In talking to a past board president, our liability insurance costs did not increase with this method. I personally like the house vacation checks and most importantly, the welfare checks on our home bound seniors.
Judy: The change from “Security” to “Courtesy” patrol was reasonable to limit our legal liabilities. The courtesy patrol can be contacted 24/7, an improvement from the previous model. We still benefit from a local resource that patrols and is familiar with our community and neighbors. Courtesy officers can spot irregularities and concerns that can be brought to the attention of local law enforcement if needed. I support Jeremy’s plan to have Courtesy patrol personnel monitor the pool area this season.
Ken: Security is mandated by our CC&R's - full stop. I will make sure that this mandate is carried out in the most effective manner by doing a full study of our security needs, including the expectations of the community. We are a small town and should model our security after those programs similar communities use to ensure our community is SERVED and PROTECTED. Above and beyond that, Our community members should be treated like neighbors with a helping hand whenever the need arises. We need to be sure we perform those duties within an outline of what we can legally and safely provide. Caring in the community starts with leadership who cares. Rick: Keep 24/7 coverage and call it what ever you want.
What is your position on the pizza oven? Is there a threshold of cost to fix that you are willing to pursue and so what is that?
Steve: First we need to determine what needs to be done with the existing structure. We must meet with the Madera Health and Madera Building departments to develop a plan that is acceptable to all parties. With this information, have a cost analysis done by an outside source and review it thoroughly. If we determine that we can recoup our costs within 5 years and then make a profit, I would support that. Who doesn’t like a good pizza?
Judy: The pizza oven was profitable when it was working. I would approve reasonable funding for the necessary updates to make it functional again.
Ken: The Pizza Kitchen issue is finally going to be resolved! Installing the Pizza Kitchen was a sound business decision and proven to be profitable. I am currently working with Madera County to get it back in operation and I am optimistic that it will happen soon at minimal cost.
Steve: First we need to determine what needs to be done with the existing structure. We must meet with the Madera Health and Madera Building departments to develop a plan that is acceptable to all parties. With this information, have a cost analysis done by an outside source and review it thoroughly. If we determine that we can recoup our costs within 5 years and then make a profit, I would support that. Who doesn’t like a good pizza?
Judy: The pizza oven was profitable when it was working. I would approve reasonable funding for the necessary updates to make it functional again.
Ken: The Pizza Kitchen issue is finally going to be resolved! Installing the Pizza Kitchen was a sound business decision and proven to be profitable. I am currently working with Madera County to get it back in operation and I am optimistic that it will happen soon at minimal cost.
Are you willing to do the PRP in-house or contract out? If out has anyone talked to a contractor to get current bids?
Steve: Refer to my previous answer on the cost of in-house versus outside contractor. I am willing to bid out the project to several contractors, however we must be willing to proceed with the best acceptable bid (maybe not the lowest bid). With this information we can proceed with future projects.
Judy: Most PRP work should be contracted out, allowing our employees to focus on emergency leaks and patches, and regulatory/compliance activities.
Ken: Having many years of experience on the YSPUC board and having first hand knowledge of the project process, I'm convinced that we can effectively manage and execute this project ourselves. We have the equipment to do it but unfortunately we lost some of our key personnel. I will push to reconstitute this program and hire new staff and management to make realistic progress given the limited financial resources. It won't be a fast project. But as I said, we need to refocus all our resources to the critically important task of building and maintaining our ENTIRE water system infrastructure. To give us a baseline reference of cost, we will need to get proposals from outside contractors so that we can get a reality check for true cost comparison. I am confident that analyses will show that a well managed in-house effort can be considerably more cost effective. Rick: Fund the water company. If the water company management wants to do in house then do that.
Steve: Refer to my previous answer on the cost of in-house versus outside contractor. I am willing to bid out the project to several contractors, however we must be willing to proceed with the best acceptable bid (maybe not the lowest bid). With this information we can proceed with future projects.
Judy: Most PRP work should be contracted out, allowing our employees to focus on emergency leaks and patches, and regulatory/compliance activities.
Ken: Having many years of experience on the YSPUC board and having first hand knowledge of the project process, I'm convinced that we can effectively manage and execute this project ourselves. We have the equipment to do it but unfortunately we lost some of our key personnel. I will push to reconstitute this program and hire new staff and management to make realistic progress given the limited financial resources. It won't be a fast project. But as I said, we need to refocus all our resources to the critically important task of building and maintaining our ENTIRE water system infrastructure. To give us a baseline reference of cost, we will need to get proposals from outside contractors so that we can get a reality check for true cost comparison. I am confident that analyses will show that a well managed in-house effort can be considerably more cost effective. Rick: Fund the water company. If the water company management wants to do in house then do that.
How will you support YSPUC getting grant dollars?
Steve: I wholeheartedly support getting grant dollars. However, before we can apply for grants we need to get our financials up to date otherwise we cannot apply. But we must understand that if we don’t get grant funding we will have to still do the work and those costs we have to be obtained from another source, increased water costs or borrowing monies to fund our construction. Borrowing money in today’s economy, I don’t believe is viable due to high interest rates and the amount we may need to borrow.
Judy: Applying for grant dollars is dependent on having current financials. This needs to be our #1 priority. Once I have access to the status of the work being done to bring our financials current, I'll work with the board to accelerate AND COMPLETE that activity. I have a technical writing background and am prepared to complete grant applications if needed.
Ken: A couple of years ago, I brought a motion to the Board to hire a consultant to explore funding options. We engaged with a very qualified organization who have contacted governmental agencies who have given encouraging statements for funding opportunities. I intend to follow up with this and I'm optimistic we can secure some serious funding. Rick: Staff a position or contract with a org that does grant development requests all day and all night long. We must be careful as grants almost always have a cost of give to get.
Steve: I wholeheartedly support getting grant dollars. However, before we can apply for grants we need to get our financials up to date otherwise we cannot apply. But we must understand that if we don’t get grant funding we will have to still do the work and those costs we have to be obtained from another source, increased water costs or borrowing monies to fund our construction. Borrowing money in today’s economy, I don’t believe is viable due to high interest rates and the amount we may need to borrow.
Judy: Applying for grant dollars is dependent on having current financials. This needs to be our #1 priority. Once I have access to the status of the work being done to bring our financials current, I'll work with the board to accelerate AND COMPLETE that activity. I have a technical writing background and am prepared to complete grant applications if needed.
Ken: A couple of years ago, I brought a motion to the Board to hire a consultant to explore funding options. We engaged with a very qualified organization who have contacted governmental agencies who have given encouraging statements for funding opportunities. I intend to follow up with this and I'm optimistic we can secure some serious funding. Rick: Staff a position or contract with a org that does grant development requests all day and all night long. We must be careful as grants almost always have a cost of give to get.
Are you in favor of stopping the PRP project? If so why? If not why?
Steve: We must continue with the PRP project. Our pipelines are failing, costs are increasing and we are mandated to fix our aging pipelines. We currently have sufficient funds to proceed with completing Crystal Cave and starting the next project.
Judy: We should complete the Crystal Cave project, finish an analysis of PRP cash flow, and conduct a Town Hall to share the results. We should also reposition the PRP project to include the entire water system.
Ken: NO. Please read my previous statement about my opinion on the whole water system. Everything in the WHOLE water system should be funded and MOVED FORWARD. Rick: Fund the water company and continue with project.
Steve: We must continue with the PRP project. Our pipelines are failing, costs are increasing and we are mandated to fix our aging pipelines. We currently have sufficient funds to proceed with completing Crystal Cave and starting the next project.
Judy: We should complete the Crystal Cave project, finish an analysis of PRP cash flow, and conduct a Town Hall to share the results. We should also reposition the PRP project to include the entire water system.
Ken: NO. Please read my previous statement about my opinion on the whole water system. Everything in the WHOLE water system should be funded and MOVED FORWARD. Rick: Fund the water company and continue with project.
ECC complaints. What do feel the process should be? Position on complaints coming through the portal?
Steve: If complaints are kept anonymous, the current system is satisfactory.
Ken: ECC is one of the foundations of living in a HOA. We must enforce the rules for the betterment of all the community. I believe we should assist compliance and only use punitive measures as the last resort. The ECC should be robust enough to be able maintain and enforce the regulations and also be in service to assist the membership in attaining their needs within those regulations. I will ask that a focus group be formed to explore the best way forward.
Steve: If complaints are kept anonymous, the current system is satisfactory.
Ken: ECC is one of the foundations of living in a HOA. We must enforce the rules for the betterment of all the community. I believe we should assist compliance and only use punitive measures as the last resort. The ECC should be robust enough to be able maintain and enforce the regulations and also be in service to assist the membership in attaining their needs within those regulations. I will ask that a focus group be formed to explore the best way forward.
Position on cameras/mail boxes/new solution for mail box break ins?
Steve: Cameras are a deterrent, however this will not stop the break ins. Our mailbox locations are numerous and far apart. Instead of replacing all the mail boxes, at a cost of over $200,000, build a building in a centralized location and have all mailboxes placed there, mail boxes only, no mail services. This will cost more initially, but afterwards maintenance costs would be minimal.
Judy: I support the current board's plan to accelerate replacing the older mailboxes that are less secure and more prone to break-ins.
Ken: There is an epidemic of Mail Box break-ins in America. Nowhere does it NOT happen. Still, the boxes will get broken into by desperate people. How to prevent it? There really is no good cost effective solution I've found. Fences? Cameras? Patrols? All of these have downsides and cost A LOT of money to protect the mail of which 95% is junk. We are gradually replacing the boxes with new higher security boxes, so that will reduce the break-ins. But wherever there is a lock, there is someone who wants to break it open. The most proactive thing we can do as individuals is to pick up our mail everyday.
Steve: Cameras are a deterrent, however this will not stop the break ins. Our mailbox locations are numerous and far apart. Instead of replacing all the mail boxes, at a cost of over $200,000, build a building in a centralized location and have all mailboxes placed there, mail boxes only, no mail services. This will cost more initially, but afterwards maintenance costs would be minimal.
Judy: I support the current board's plan to accelerate replacing the older mailboxes that are less secure and more prone to break-ins.
Ken: There is an epidemic of Mail Box break-ins in America. Nowhere does it NOT happen. Still, the boxes will get broken into by desperate people. How to prevent it? There really is no good cost effective solution I've found. Fences? Cameras? Patrols? All of these have downsides and cost A LOT of money to protect the mail of which 95% is junk. We are gradually replacing the boxes with new higher security boxes, so that will reduce the break-ins. But wherever there is a lock, there is someone who wants to break it open. The most proactive thing we can do as individuals is to pick up our mail everyday.
Can you list 5 items that need to happen for you to feel the GM contract is a success.
Steve: I believe this course of action was a big mistake. We only needed a new General Manager and controller. GM is a business and they are in the business to make money, our money. Not only does GM cost us more, over $200,000 per year, but we have to hire additional YSPUC employees to perform services that were done in combination by the YLOA staff.
Judy:1) Current Financials, Tax Filings, and Audits2) Reduced Operating Cost3) Increased Reserves (improve Reserve Fund Strength rating)4) Successfully complete the budgeted projects5) Complete analysis of the restaurants and golf course to build a plan to reduce the level of subsidization
Ken: I was never in favor of a management company. If there were problems we had before, they could've been fixed. Instead, the majority officers made the decision to interview management companies and ultimately hire GM. That said, even though I didn't agree with the decision, I moved forward and have done what I can to help GM transition by sharing useful information from my 5+ years on the board. Now, it seems that they ignore help and want to do it "their way". To me that seems counterintuitive. Wouldn't you jump at the chance to understand as much as possible about an organization you are about to take over? I wanted to give them a while to see how they were going to do but now find myself less confident in their ability or desire to understand "our way" and feel as though we now have to do it "the GM way". I am a firm believer in the reality of Change. However I don't think this change is good for YLP. Already I am feeling a different "vibe"....and I don't like it.
Steve: I believe this course of action was a big mistake. We only needed a new General Manager and controller. GM is a business and they are in the business to make money, our money. Not only does GM cost us more, over $200,000 per year, but we have to hire additional YSPUC employees to perform services that were done in combination by the YLOA staff.
Judy:1) Current Financials, Tax Filings, and Audits2) Reduced Operating Cost3) Increased Reserves (improve Reserve Fund Strength rating)4) Successfully complete the budgeted projects5) Complete analysis of the restaurants and golf course to build a plan to reduce the level of subsidization
Ken: I was never in favor of a management company. If there were problems we had before, they could've been fixed. Instead, the majority officers made the decision to interview management companies and ultimately hire GM. That said, even though I didn't agree with the decision, I moved forward and have done what I can to help GM transition by sharing useful information from my 5+ years on the board. Now, it seems that they ignore help and want to do it "their way". To me that seems counterintuitive. Wouldn't you jump at the chance to understand as much as possible about an organization you are about to take over? I wanted to give them a while to see how they were going to do but now find myself less confident in their ability or desire to understand "our way" and feel as though we now have to do it "the GM way". I am a firm believer in the reality of Change. However I don't think this change is good for YLP. Already I am feeling a different "vibe"....and I don't like it.
Do you have any dealbreaker(s) that would make the GM contract a failure?
Steve: It was a failure from the start. The Town Hall meeting showed their true colors, Kendal showing anger to a resident, the ED showing disrespect to a homeowner’s question, mailings with inaccurate information, blaming our accounting system for their failure to download information into their “proprietary” program, three different budget submittals, with one showing profits at the Blue Heron and cafe, and the last one with no cost for next year’s election costs, (all of these budgets include their costs and profits) and my interaction with the ED, where he told me that he was here only for the YLOA and the YSPUC was none of his concern.
Judy: If a thorough Cost Analysis of the GM contract (which needs to be performed several months before contract renewal) proves that our costs are significantly higher than self-management, I would consider the GM contract a failure.
GM needs to meet or exceed the service levels we are paying for. The transition services provided didn't meet that objective. We are paying for premium service, they need to deliver.
Ken: It's become more apparent to me that the benefit of this arrangement is in GM's court. After all, they are a for-profit company and cost us way more than I thought. That in itself spells failure. Rick: Way too early to say or know ….let us answer this at the end of this year.
Steve: It was a failure from the start. The Town Hall meeting showed their true colors, Kendal showing anger to a resident, the ED showing disrespect to a homeowner’s question, mailings with inaccurate information, blaming our accounting system for their failure to download information into their “proprietary” program, three different budget submittals, with one showing profits at the Blue Heron and cafe, and the last one with no cost for next year’s election costs, (all of these budgets include their costs and profits) and my interaction with the ED, where he told me that he was here only for the YLOA and the YSPUC was none of his concern.
Judy: If a thorough Cost Analysis of the GM contract (which needs to be performed several months before contract renewal) proves that our costs are significantly higher than self-management, I would consider the GM contract a failure.
GM needs to meet or exceed the service levels we are paying for. The transition services provided didn't meet that objective. We are paying for premium service, they need to deliver.
Ken: It's become more apparent to me that the benefit of this arrangement is in GM's court. After all, they are a for-profit company and cost us way more than I thought. That in itself spells failure. Rick: Way too early to say or know ….let us answer this at the end of this year.