LAKE OF THE WOODS ASSOCIATION
MASTER PLAN UPDATE 2007
This
Document is the 2007 Update of the Lake of the Woods Association Master Plan. It has not been approved by either the LOWA
Board of Directors or the Planning Committee. It is being made available at this time for comments, suggestions, and
corrections.
The
purpose of the Master plan is to provide a guide to the future, not a financial
commitment to spend funds.
The
purpose of the Master Plan is to improving financial planning in
Lake of the Woods. The results presented in this plan are comprehensive. It refines the financial planning process and
identifies areas for further improvement as requested. The plan recognizes the goals of the 2003
Vision plan, some of which have been achieved, but also highlights areas of
uncertainties that require resolution before commitments are made toward some
of those goals. It thus provides a
valuable tool for future decision making in the budget formulation
process. It serves as guidance to the
staff and information for the entire community.
The
principal financial guidance document is the Comprehensive Five-Year Capital Plan. It represents the amalgamation of the capital
funding requests of all of the Association’s activities as processed by the
Planning Committees and acted on by the Board. The Plan contains both new capital funding and replacement reserve
funding. Priorities have been set among
competing requests. Board adoption of
the Comprehensive Five-Year Capital Plan provides an Association blueprint for
all LOW members and serves as guidance to the operation centers for refining
their capital funding and operational funding requests. It is noted that some operation
centers/committees have been asked to buttress their justification and analysis
of alternatives to support funding requests in future years.
Through incorporation in
the Master Plan of five year financial plans as shown in the operation center
appendices, the plan gives a vehicle for operation centers and various
committees to present goals and objectives for improving their activities, the
justification therefore, estimated costs, the potential for project phasing,
and establishing of project/program priorities. Each activity has an opportunity to present new funding requests
annually. Once a project is approved, it
may be incorporated in the activity’s five year plan and need not be justified
again unless significant changes are proposed. Except in emergency or unforeseen circumstances, funding is not granted
to projects or programs that have not been approved in the Master Plan.
The first year
of each activity’s five year plan becomes the basis for the next annual budget
request. After approval of each annual
budget, the activity can reevaluate its plan based on projects or programs
approved, deferred or rejected, and revise its five year plan accordingly. A new fifth year will be formulated for the
plan and new capital items submitted for approval in the ensuing budget cycle.
In
addition to the capital funding requests discussed above, there is an annual
operations budget to provide for operating costs of the Association. This budget includes personnel compensation,
utility costs, routine maintenance, and various expendables. The operating budget is not included in this
document.
Considerable progress has been made in the
capital planning process. There remains
a need for substantial improvement in the process of identifying future capital
expenditures based on demonstrable demand, formulation of bona fide
alternatives worthy of consideration for fulfilling demand, and evaluation of
those alternatives to produce a rational, fiscally prudent decision. Successful implementation of this process
requires clearly assigned mission statements and specific responsibilities in
the charter of committees and operation centers.
Beyond the improved process, the plan
portrays the potential conflicts evidenced between funding requirements for
both essential and discretionary planned projects, e.g., between roads and
amenities, and also between those items and the potential requirement to
undertake additional construction on the Veteran’s Memorial Dam. Where there is conflict or potential
conflict, the establishment of priorities and timing becomes crucial. The data provided in the plan assists the
Board of Directors and LOWA members to recognize and evaluate the pertinent
factors in making decisions.
The planning
process revealed several aspects of LOWA operations that bear further
attention. Among these are the
following:
· The plan emphasizes the value of the periodic
Reserve Study required by law and the need to make annual
contributions to reserves to build Association capital reserves to generally
acceptable levels in order to meet timely projected replacement expenditures.
· The plan identifies the need for and potential
means to enhance communications within
Lake of
Woods
and offers several areas in which further exploration and implementing actions
may be appropriate. These include
demographic and opinion surveys within the LOW community and expanded
interaction with the surrounding community and local government. The Board has directed the General Manager
and the Communications and External Affairs Committees to undertake
implementation of these items.
· The value of the efforts of nearly 200
volunteers in the LOW committee structure was clearly evident. Some committee charters require refinement to
emphasize the committee’s mission and to prescribe more specifically the
capital funding and budgetary processes enumerated in the plan. There is also a need to review and improve
the relationships between volunteer committees, the operation centers, and the
General Manager.
While
this comprehensive planning effort has been beneficial, the Board recognizes
that there is considerable room for further refinement. It welcomes constructive recommendations from
the staff and from the LOW community.
This
Master Plan sets forth Association goals and objectives to maintain, repair,
and replace existing capital components and to invest in new capital components
on a rational programmed schedule. The
plan is a tool for the Board of Directors (BoD) and provides guidance and
information to the Association staff and LOW residents. It presents planned activities over the next
five years in each area of association operations as recommended by its operation
center managers and various association committees and approved by the Board of
Directors. Thus, the plan is the
principal financial planning document for the Association. A portion of the plan is implemented annually
through adoption of the capital funding and operational funding budgets. It is recognized that plan implementation is
financially constrained and may be affected by contingencies.
A. Location. Lake of the Woods (LOW) is a private, gated,
residential community of single family homes and associated amenities located
in Districts 4 and 5 in northeastern
Orange
County. Primary entrance to LOW is from Virginia
Route 3, about 15 miles west of Interstate 95 in
Fredericksburg and 19 miles east of Route 29
in Culpeper. It is approximately 70
miles south of the nation’s capital, 60 miles north of the state capital in
Richmond, and 22 miles northeast of the county seat in
Orange. LOW is proximate to major Civil War
battlefields and other historic sites such as the pre-Civil War developments in
Germanna, now the site of
Germanna
Community College and the
Germanna
Museum
two miles west.
B. Development. All residential lots are privately owned,
hence there is no longer a single LOW developer. LOW was developed starting
in 1967 by the Virginia Wildlife Clubs, a subsidiary of U.S. Lance, Inc., and subsequently
bought and developed by Boise Cascade Corp. It was planned as a recreational home community featuring the two
man-made lakes and a golf course. The
Property Owners Association, Lake of the Woods Association, Inc. (LOWA), took
ownership and control in 1972. In recent
years, LOW has evolved into a mixed community of permanent and weekend
residents.
The LOW community has a
population of approximately 8000 occupying over 3700 homes approaching a currently
projected build-out around 3900
homes The community presently encompasses
about 2,600 acres with 4260 lots, of which 861 are lake front. The LOWA has acquired additional acreage that
has not been rezoned or integrated into the LOW proper.
A. Lakes. The main lake is over
500 acres in size, is approximately three miles long and has about 14 miles of
shore line. It is a multi-use lake for
swimming, fishing, boating, and water skiing. Lake-front lots may have private docks and beaches. The lakes depth varies from 5’ to 55’. The Keaton’s
Run
Lake
is 35 acres and is reserved for swimming, fishing, and non-gas powered boats
B. Roads. There are more than 40
miles of roads serving 16 residential sections within LOW. The primary road is
Lakeview Parkway which circles the
lake. All LOW facilities, common
grounds, and roads are maintained by the Association’s Maintenance Department.
C. Amenities. In addition to its two lakes, LOW offers its
members and guests a variety of amenities. LOW’s amenities have been a major attraction for potential residents. The
clubhouse has a formal dining room, a causal dinning room, a bar, and outdoor
seasonal dining deck, all featuring a lake view. The clubhouse also has rooms for community
and club meetings. Other amenities include
an 18-hole golf course with a facility that contains a pro shop, a snack bar,
and conference rooms. LOW has a
full-service marina and a second smaller marina, both of which contain rental
dock slips and boat ramps. The Association
rents out parking spaces for boats. In
addition, there are six tennis courts, two swimming pools, a campground, an
equestrian center, nine sand beaches for general use, four parks, sports
fields, playgrounds, and a youth activity center. A new community center has been constructed
in Sweetbriar Park.
D. Services.
- 1. Fire and Rescue. The LOW Volunteer Fire and Rescue Company
provides fire and emergency services within LOW and to the surrounding Germanna
area 24 hours, seven days a week. The
company has four trucks, a crash vehicle, water rescue equipment, three
ambulances and emergency response vehicles. A new, larger fire station fronting Route 3 has been constructed.
-
- 2. Security. Entry security is provided by a contracted security service that
also provides 24/7 coverage for LOW property and assets, radar controlled speed
surveillance, seasonal boat patrols on the main lake, and radio dispatch
emergency assistance for 911 calls. County
and State Police provide additional support
E. Population.
1. General. The 2000 US Census estimated a total population of 4764 residents housed in 2512 units. The 2005 population was estimated at 8126
living in 3507 homes assuming an average of 2.3 persons per home. This is about 28 percent of
Orange
County’s
population, an increase from earlier estimates of 22 percent of the county’s
population.
2. School Population. It was estimated that in 2005 LOW had
50.9 percent of the students at
Locust
Grove
Elementary
School, 33.3 percent of students at
Locust
Grove
Middle
School, and 21.7 percent of the students at
Orange
County
High School.
F. Real Estate Taxes. LOW
currently pays about 29 percent of
Orange
County’s real estate taxes
on about one percent of the county’s land. As a private, gated community, LOW receives far less than its
proportionate share of county facilities and services.
G. Detailed Demographics. Additional demographic information is
presented in Appendix A, Demographics.
A. Articles
of Incorporation. Lake of the Woods Association,
Inc. (LOWA) was established under Articles of Incorporation approved on
April 21, 1967 as a not-for-
profit, non-stock corporation. Its
members include all property owners.
B. Board of Directors. The LOWA is governed by a Board of Directors (BoD)
of seven residents elected by the association members at large for staggered
three year terms. The BoD’s governing
authority is set forth in the recorded Declaration of Restrictive Covenants,
and the adopted Rules and Regulations and By-Laws as provided for in the
Articles of Incorporation. Each new
association member is provided a copy of each of these documents at settlement. Copies of LOWA governing documents are
maintained on the LOW webpage, www.lowa.org.
C. Staff. The Association employs a paid staff headed by a General Manager. Paid staff includes Operation Center Managers
to oversee the various aspects of association operations. The Operation Center Managers report to the
General Manager. There are operation centers
for the following functions: accounting,
administration, campgrounds, clubhouse, equestrian center, golf, golf
maintenance, marina, pools, and roads and maintenance. The BoD also retains an Association Counsel
for legal advice. The BoD appoints a
volunteer Treasurer who may but need not be a member of the BoD.
D. Committees. The BoD appoints resident volunteers to
approximately eighteen advisory committees. Some of these committees report directly to the BoD or to the President
of the Board; others report to the General Manager. The BoD may also appoint limited-duration ad
hoc committees from time to time. Each standing
committee has a charter prescribing its mission and functions. Some of the committees work directly with Operation
Center Managers. Nearly two hundred residents serve on the
committees. An individual may serve on
only one committee reporting to the BoD and only one committee reporting to the
General Manager. Only one member of a
household may serve on a single committee. Each committee elects its own chair, vice chair(s) and secretary.
A. History. The Association has long recognized the necessity of planning based on its needs and relevant
external factors that impact its residents through the period of build-out of
association property and beyond. To this
end, a number of planning studies have been completed: 1989: a Recreational Master Plan; annual Long
Range Plans; 1996 and 2001: Land Use Studies; 1995, 1999 and 2003: Vision
Plans; 2000: a Major Projects Study. None of the plans were formally adopted by the BoD nor were they fully
implemented. However, the 2001 Land Use
Study led to several significant actions recommended to enhance the community. To
provide member input for these studies, surveys were conducted in 1987, 1997,
2002 and 2005. In February 2006 a Land
Use study and a Senior Housing Feasibility study were completed.
B. Master Plan. Recognition by the BoD and the General
Manager of the need for improved comprehensive
planning for capital expenditures led to a Board directive to the Planning and
Finance Committees to prepare the initial Master Plan. This plan encompasses elements of previous
plans and is guided by the 2003 Vision Plan and the 2002 and 2005 membership
surveys. A Comprehensive Five-Year Capital
Plan to project planned expenditures and showing the effect on member
assessments is an integral part of the master plan, Appendix G.
C. Plan
Formulation.
1. Plan Text. The main body of this plan enumerates the
goals and principles to guide association
actions in the long term. The Master Plan also prescribes the missions
and long term goals of LOWA’s operation centers and committees. It is contemplated that plan text will be
reviewed and updated periodically.
2. Appendices. A series of appendices reiterate the operation
center missions and goals and establish intermediate objectives for operation centers
and committees for each of the next five fiscal years (1 May –
30 April, 2008-2012). Thus, each appendix is a stand alone mini
Five-Year Plan for its activity. The first year of the five years serves as the
basis for capital funding requests in the subsequent budget preparation. Board policy is that, except for emergencies,
budget requests will not be approved without their prior inclusion in the
plan. Appendices require annual updating
after each budget cycle to reflect Board actions, Board guidance, and changed
circumstances or priorities. Annual updating
follows Board adoption of the annual budget for the ensuing fiscal year and includes
adding a new fifth year to each appendix.
D. Plan Implementation. Implementation of plan provisions is accomplished primarily through the annual
budget process. Therefore,
implementation decisions must consider priorities between competing projects
and programs, external factors that impact LOWA actions, and financial constraints
based on prudent management of association resources to include maintenance of
adequate reserves for contingencies.
E. Planning Committee.
1.
Mission. The Planning Committee recommends Master Plan
provisions related to capital programs and
land uses. This task entails assisting operation
centers and activities in generating their five year appendices to the plan in
coordination with the General Manager. It
also involves conducting studies the Board may assign to the committee and
monitoring any other ad hoc or contract studies that impact the Master Plan or may
lead to new plan recommendations. The
Planning Committee coordinates continuously with the General Manager and reports
directly to the Board of Directors.
2. Capital
Requests. In the annual budget
process the committee evaluates capital
funding requests. By March each year,
the BoD solicits requests from each Association activity for new capital
funding applications or for significant changes requested in previously
approved new capital or replacement reserve funding. Items that have previously
been approved need not be considered again unless there have been substantial
changes in the request. The Planning Committee holds public hearings
on funding applications. The most recent Evaluation Criteria used to analyze funding requests is Appendix D. At the conclusion of the public hearings, the
Planning Committee submits to the Board of Directors its recommendations for
the forthcoming fiscal year and provisions for updating the Comprehensive
Five-Year Capital Plan by adding a new fifth year. Capital funding requests for each Association
activity and the Committee recommendations thereon are the basis for a Board
workshop and the issuance of Budget Guidelines including decisions on a plan
for capital expenditures. A copy of the
most recent Budget Guidelines is Appendix C. Based on the Budget Guidelines, the General
Manager prepares a preliminary budget. The
Planning Committee monitors subsequent Finance Committee hearings on the
budget.
3. Items Not in Budget or Master Plan. The Committee in conjunction with the
Finance Committee evaluates and recommends disposition to the Board of any
capital request exceeding $3,500 that is not contained in the Board approved
budget or the Master Plan.
4. Master Plan Revisions. Following Board approval of the annual
budget, the Planning Committee initiates the annual planning update process to
reflect the approved budget of the preceding year and capital funding
applications for the new fifth year of the plan.
5. Surveys. The Planning Committee routinely prepares surveys of the
membership. The concept is to conduct primarily
demographic update surveys during odd numbered years to identify trends in the
LOW population. During even numbered
years, opinion surveys are conducted to provide primarily planning information
to the Committee and the Board.
6. Subsidiary Tasks. The committee works closely with the
Communications Committee on matters relating to member surveys and planning
studies and activities. The committee
also works closely with the External Affairs Committee regarding external
developments that impact LOW plans or plan implementation.
7. Liaison. The committee assigns liaison to twelve other committees to keep current
on their activities that have planning implications and to assist them in
formulating their activity’s annual five year plans.
8. Committee Budget. Planning is not a operation center,
therefore, has no budgetary
requirement. Operational expenses for
copying or postage are paid out of the Administrative Support Services
operating budget.
F. Reserve Study. The Association is required by law to conduct
a Reserve Study every five years to identify and plan for replacement capital
expenditures. The Reserve Study serves
as a basic planning document by providing a projected schedule for the
maintenance of buildings and replacement of equipment. A Reserve Study was conducted in 2004 and has
been analyzed to determine appropriate study modifications or refinements based
on LOWA experience factors and facility/equipment inspection. The study suggested that for a number of
years LOW had not been committing sufficient funds to its reserves to provide
for timely maintenance of its facilities. Contributions to Replacement have
been increased in recent years to compensate for the shortfall. A summary of the current Replacement Reserve Schedule is Appendix E.
G. Major Projects. In prior years, major projects (generally those
costing over $100,000) were excluded from the annual capital planning
process. Major projects are now
considered an integral part of the Master Plan capital planning process. Major capital funding includes both new and
replacement capital. Major projects are
described in Section IX.
A. Revenue. LOWA is incorporated, structured and
funded as a private homeowners association. Income is generated from annual property assessments, amenity user fees
and revenue, and investments. The Restrictive Covenants provide that all lots, whether they contain residences or
not, pay the same assessment. The finite number of properties within LOW limits the financial resources available from
assessments to meet association needs.
B. Capital Reserves. The Association maintains several reserve
funds: New Capital, Replacement Capital,
Roads, and Dams. Until recent years,
contributions to replacement accounts were limited. Since FY 1999, an annual contribution has
been made to reserve accounts to increase them to more generally acceptable
levels. Only the Replacement Reserve is
funded by contribution to reserve/depreciation charges for replacement of capital
equipment. The New Capital Reserve is
funded by an annual appropriation and may be supplemented by any year-end surplus at the Board’s
discretion. The Dam Reserve, formerly
part of the New Capital Reserve, is now maintained separately in anticipation
of potential expenditures for improvements to the main dam.
C. Road
Reserve. The Road Reserve is funded
by a road income fee imposed on new construction and contribution
to reserve/depreciation. Until recently,
road income fees were used for annual maintenance operations. That procedure is being phased out. The reserve is maintained for major road
improvement projects identified in the Reserve Study. Road fee income will be significantly
reduced as LOW approaches build-out of its remaining vacant lots and will
require annual contributions to the Road Reserve from assessments. Road maintenance costs after build-out will be
somewhat lessened by the reduction in heavy construction traffic.
D. Debt. The LOWA may employ debt financing for major
projects under guidelines in Article VI of the by-laws.
E. Finance
Committee.
1.
Mission. The Finance Committee analyzes operational funding requests and formulates recommendations to the
Board of Directors for the annual budget and is an advisor to the Association
on financial matters throughout each budget year.
2. Annual Budget Process.
a. Capital Funding. The Finance
Committee attends the Planning Committee’s public hearing on capital funding
application and takes cognizance of that Committee’s capital funding recommendations to the BoD and the ensuing
Budget Guidelines issued by the Board.
b. Budget Guidance. Based on the
Board’s Budget Guidelines, the Committee issues guidance to other committees
and operation centers on budget preparation.
c. Capital
Funding vs. Reserves. The Committee provides the Planning Committee
an updated estimate of available reserves for capital equipment. It reviews the Planning Committee’s report on
the priority of capital items for inclusion in the annual budget.
d. Evaluation of GM’s
Budget. On receipt of the General
Manager’s proposed budget, the Finance Committee reviews the budget. Evaluation
of requests is an iterative process with the General Manager and the submitting
agencies. The Committee then conducts
public hearings on each activity’s budget. Following the public hearings, the Finance Committee submits a summary
of the public hearings and its recommendations for revision of the budget. It recommends the annual assessment to be
levied on each lot to generate the revenue required to fully fund expenditures
in the budget document.
e. Budget Adoption. The
Board then reviews the General Manager’s revised budget and hears citizen comments
in its public workshop, makes changes it deems appropriate, and adopts the
budget in February. The adopted budget
becomes the bases for annual assessments.
f. Items Not in Budget or
Master Plan. The Committee reviews
in conjunction with the Planning
Committee, any capital funding request exceeding $3,500 that is not contained
in the Board’s approved budget or the Master Plan.
g. Subsidiary Tasks. In coordination with the General Manager, the Committee annually reviews association
procurement policies, its insurance portfolio, and compensation of employees
and contractors, after which it makes recommendations to the BoD. The amount allocated for employee
compensation is determined by the Board of Directors following a report by the
Board’s Compensation Committee.
3. Finance Committee Budget. The Finance Committee is not an operation
center, therefore, typically has no
budgetary requirement. Minor costs such
as copying and postage are paid out of the Administrative Support Service
operating budget.
A. Mission. The External Affairs Committee is tasked
to keep abreast of community activity, attend public
meetings and report on interface with communities or commissions, and on
specific issues, serve as a conduit for information flow from utilities,
boards, commissions, and/or or committees to LOW property owners through LOWA
media, the Board of Directors, or General Manager.
B. Goals. The Vision Plan
provided the External Affairs Committee the following goals:
1. Data. Provide
data on all developments in the watershed of the lakes, Route 3, and all
properties adjacent to LOW.
2. Political Base. Increase LOW’s political base reflecting
its increased size and population.
3. Representation. Seek greater
representation in local bodies.
4. Adjacent Properties. Seek opportunities to control areas
adjacent to LOW, either through incorporation or joint development efforts.
C. Implementing Actions. In
compliance with the Vision Plan, the Committee has:
1. Map. Prepared a map of all property adjacent
to LOW including the watersheds of the lakes. The map identifies acreage, owner and assessed value. This map is useful
in maintaining a current knowledge of adjacent land values, particularly in the
event LOWA opts to acquire any nearby parcels.
2. Public Meetings. Assigned a committee member to attend meetings
of the Orange County Board of Supervisor
and Planning Commission in order to keep the BoD advised on area development
policies, programs and private sector requests. It maintains a close relationship with local elected officials and the
planning staff.
3. Political Base. The Committee is actively pursuing the
creation of an organization of nearby Germanna
communities, the Germanna Homeowners Alliance (HOA), in order to create an
enhanced voice for the area. Such an
organization could represent the broader community in taking positions on the
draft revision of the Orange County Comprehensive Plan, Zoning Ordinance
amendments, the Tourism Corridor Overlay District, rezonings and special use
permits.
4. Associated Actions. The Committee maintains a working
relationship with local developers with a view to influencing construction of
attractive, high quality development. The Committee is supportive of efforts like those of the Central
Virginia Battlefield Trust in acquiring and preserving property.
5. Government Regulations. The committee has
been charged with assisting the LOWA in efforts concerning the LOWA dam issue
and dam regulations. The Committee also assists the BoD in
formulating positions, either within or without the Germanna HOA, on proposed
government regulations that would be favorable to LOW. Examples include the proposed Tourism
Corridor Overlay District and potential revision of the regulations governing
subdivision of property without rezoning.
D. Committee Budget. External Affairs is not a operation center,
therefore, has no capital requirement. Operational expenses are paid out of the
Administrative Support Service operations budget. These expenses include the cost of printing
and postage. The committee has
identified the need for approximately $1,500 annually for procurement,
reproduction and distribution of mostly government documents. These funds are also needed to support the
Germanna HOA Group project.
E. Operational Consideration. The
committee has previously recommended Board consideration of employing a staff
member or contracting for a representative to represent LOW before local and
state government bodies. Cost for such
service may reach $100,000 annually. It
is possible that such an expense could be shared with other local homeowners’
associations through the Germanna HOA.
There
were two issues that were largely beyond LOWA control that posed potentially
significant impacts on LOW property owners. These are:
A. Sewer
System. City-type treated water and
sewer services are provided by the Rapidan Service Authority (RSA). There are generally no problems with the
adequacy of the water supply. However,
the operation of the vacuum sewer system within LOW results in recurring small
overflows. Operational improvements made
in recent years have significantly reduced the number and volume of
overflows. In 2003 the State Water
Control Board cited RSA for alleged violations of state water control law and
regulations. In June 2004, the RSA
contracted a study of potential remedies. Potential remedies ranged from low cost actions involving working to
improve the existing system, to system replacement at costs in the $50-60
million range. A decision was made in
April 2005 to improve the system incrementally over an extended period.
Orange
County is considering the
possibility of creating a sewer authority that would take over the
responsibilities of the RSA.
B. LOW Dams. LOW has two dams: the Veterans’
Memorial Dam (main dam) and Keaton’s Run Dam. LOW has
been commended on the excellence of its maintenance of both dams for many
years. However, both of these dams were
reclassified from Class II to Class I by the Virginia Soil and Water
Conservation Board (SWCB) in September 2001. The increased hazard classification requires greater spillway capacity
to handle a more severe precipitation event, a 1 Probable Maximum Flood (PMF), described
as 38 inches of rain in 24 hours. Such
an event can be expected to occur every ten thousand to one million years. The LOWA believes that such a regulation is
unwarranted and is unreasonable for an existing dam. The regulation was written to apply only to
new dams, not to existing structures. The
LOWA has worked with the Division of Dam Safety and other officials from the
Virginia Department of Natural Resources to revise state regulations to provide
some flexibility in application.
A. Vision Plan.. The 2003 Vision Plan identified several
major projects that would provide improved amenities for LOW members. Essentially these projects were identified in
the 2002 membership survey. Implementation
of these projects must necessarily be phased over an extended period of time. Timing for construction of these projects may
be affected by the necessity to build dam improvements. Pertinent extracts from the Vision Plan are
at Appendix F.
B. Community Center. In late 2004 the BoD authorized construction
of a Community Center in
Sweetbriar
Park. The center provides flexible space for indoor
sports, a teen center, a preschool, stage productions, and meetings. Ground was broken in September 2005 and the
new center was completed in 2006.
C. The
Woods
Center. The old golf pro-shop was built in 1972. A 2002 contract for engineering designs and
cost estimates for improving the existing pro-shop at the golf course produced
a recommendation for construction of a new facility, now named The Woods
Center. The facility is now nearing
completion. The facility includes an
improved pro-shop, snack bar, two meeting rooms, and rest rooms inside and two
rest rooms accessible from outside the center.
D. An Indoor Pool/Fitness Center. The Vision Plan and the 2002 owner’s survey revealed that many residents
want an indoor pool and fitness center. Architectural plans have been prepared to incorporate a pool for lap
swimming and water aerobics and a fitness center located adjacent to the
clubhouse. A decision to proceed was
deferred largely because of the prospects of a YMCA facility being built on the
Germanna
Community College campus, a prospect
favored by many LOW property owners. Subsequently, the YMCA put the Germanna project on an indefinite
hold. The Germanna College Foundation, a
501 c (3) non-profit organization, has exploring its ability to raise funds to
build an indoor pool and fitness facility on campus. That effort is now also on hold. Estimated cost of a LOW facility is
approximately $ 5 million.
E. Clubhouse. A clubhouse renovation program was initiated
in 2005. Renovation work revealed
potential structural deficiencies. A
contract was let to determine the extent of the deficiencies and remedial
actions required before further renovations were initiated. The study revealed some structural repair was
needed but did not warrant discontinuing the renovation program. A decision was made to make necessary repairs
and to continue renovations. Subsequently, contracts were authorized for $599,000 for remedial
repairs and renovations commencing in FY 2005 and planning for future renovations
were resumed. These major renovations are
now complete.
F. Competing Programs. The Clubhouse renovations and the
community center construction is now complete. The
Woods
Center is now nearing completion. A $5.0 million indoor pool/fitness center remains
in the plan for consideration in the future. Decisions to undertake major projects will take into consideration the
possibility of a requirement to commence improvements to the Veteran’s Memorial
Dam in a cost range currently projected between $ 4.5 and $6.6 million
beginning at some time during FY 2008 – FY 2009. The magnitude of these competing programs requires
that they be weighed carefully as further information becomes available. Funding for some of these programs or debt reduction
could come from capitalizing on LOWA’s underused real estate assets as
discussed in the following paragraph.
A. Assets. LOWA owns 1447 acres
within the 2600 acre LOW community. The
principal areas owned by LOWA are comprised of lakes, parks, streets, the golf
course, the equestrian center, the campgrounds, the Boat storage area, the
clubhouse and clubhouse point, and the
Holcomb
Building. Amenities account for 148 acres, roads 348
acres and undeveloped properties 55 acres. In addition, the LOWA has acquired four parcels adjacent to LOW behind
the campgrounds that remain zoned for agricultural use and have not been
integrated within LOW.
B. Land Use Recommendations. While uses for most of the areas listed
above are fixed for the foreseeable future, some areas represent opportunities
for alternative uses by the LOWA or by others through land disposition. A Land Use Update Study was initiated in
March 2005 to build on a 2001 Land Use Study. Phase I of the study has been presented to the Board. A major recommendation of the study was that
vacant lots owned by LOWA within LOW be prepared for sale and sold. This includes subdivision of two parcels
behind the Life Estates mail station. Another recommendation was that the Campground should be reduced to ten
spaces in Section C of the current Campground and that Sections A and B should
be developed for additional homes. The
2006 referendum approved selling certain lots, but did not approve the development
on the Life Estates or Campground property. The study also discussed that a Senior Housing
Complex and a new Maintenance Department storage area be planned within the
forty acres beyond the Campground.
C. Phase II Implementation Plan. The
Board has authorized formulation of a Phase II Implementation Plan during
2006. Activities contemplated under the
Phase II plan do not commit the Association to any final actions. Certain referenda and covenants approvals
would be necessary before most actions could be undertaken. Board guidance for Phase II includes:
1. General Manager Actions. The General Manager is assigned a number
of tasks preparatory to sale of lots within LOW and other longer range actions
necessary for sale and development of four parcels located behind the
Campground which parcels are not now part of LOW. Collectively, sale of these properties for
additional residential uses can generate several million dollars for LOWA’s
capital reserves.
2. Planning Committee. The Planning Committee is tasked to work
with appropriate staff and committees to accomplish the following:
a. Access and Security Study. Prepare a study proposal to evaluate
alternatives for improving LOW’s front gate access and associated security.
b. Land Development Procedures. Explore alternative land development
procedures to determine the best means of accomplishing land sales and
development including a marketing program.
c. Campground Redevelopment. Plan development of a ten space
Campground and an RV Storage area with a capacity for 100-110 vehicles in
Section C of the current Campground and subsequent redevelopment of Sections A
and B for a residential addition to Section 12. Include consideration of establishing a tenting area either in this area
or in the adjacent four parcels.
d.
Maintenance
Building Renovation/Replacement. Evaluate alternatives available to the
Maintenance Department in renovating or replacing buildings identified in the
Reserve Study. This requires a thorough
study of the Shoosmith area including the Velona-Long building used by the
Lions Club and the county’s recycling center.
e.
Equestrian
Center. Identifying and evaluating options for enhancing operation of the
Equestrian
Center.
f. Land Acquisition. Develop
procedures for monitoring potential land acquisitions proximate to LOW.
g. Public Information. Implement
measures to keep LOW property owners aware of Implementation Plan procedures.
h. Senior Housing Complex. Some
of the General Manager tasks are essential to potential development of a Senior
Housing Complex on approximately half of the forty acres located beyond the
Campground. It is not contemplated that
rezoning, referenda or covenants be undertaken in the immediate future. Planning activities will continue to explore
the actions necessary to undertake a Senior Housing Complex and further
recommendations will be formulated.
A. Methodology. The starting point for the initial Comprehensive Five-Year Capital
Plan was the audited FY 2003 Restricted Reserve balances. The plan portrayed FY 2004 Restricted Reserve
expenses and assessments authorized by the Board, and the interest and road fee
income as of 30 April 2005. The authorized restricted expenses in the FY
2005 budget are included. Subsequent
updates of the Master Plan will follow this same methodology.
B. Purpose. The initial plan projected future value
of the Restricted Reserves for Fiscal Years 2006 to 2010. The LOWA fiscal year is 1 May to 30 April of
the following year. The Restricted
Reserves are composed of the Replacement Reserve, the New Capital Reserve, the
Road Reserve, and the Dam Reserve. The
Comprehensive Five-Year Capital Plan is a road map; it provides a method to
assess the future impact on reserve balances, annual assessments, and the
condition of LOWA facilities and services. While the plan lists one path on the road map, one list of projects and
purchases with estimated costs and schedule, that path is only one of countless
alternatives. The intent is not to
freeze the future; rather, the purpose of this plan is to facilitate future
board decisions.
C. Key Capital Plan Policies for FY 2008 to 2012.
1. Backlog. Priority is assigned to reducing the replacement backlog, while
maintaining at least $1.5 million in the sum of the Replacement, New Capital
and Road Reserve balances. The strategy is to eliminate the backlog by 2010.
The basic tradeoff is between backlog and the restricted reserve balance at the
end of 2010. Future boards will make
adjustments to the various project schedules which will be reflected in future
updates to this plan.
2. Road Master Plan. The Road Master Plan eliminates the
entire road backlog in four years, repaves
Lakeview Parkway to its 22’ width, and
starts the Phase 2 road upgrade in 2009. This can only be accomplished if the projected house construction
schedule and resulting roads fees are realized. Adjustments may be needed in the task schedule for 2008 to 2010 if
building rates drop more than assumed. In any event, there is a need starting about 2012 to identify funding
sources for both tar and chip and further Phase 2 upgrades.
3. Contribution to Replacement. The consequence of eliminating the
Replacement and Road backlogs is the need for an increase in Contribution to Replacements
of at least an average of $30 per lot per year until 2010. Plan implementation
will cause the Replacement Reserve balance to reach a minimum at the end of FY
2010 and then increase in subsequent years. The amount of Contribution to Replacement by 2010 needs to be adequate
to finance future replacement expenses.
4. Enclosed Pool/Fitness Center. Deferral of the plan to build an enclosed
Pool/ Fitness Center until 2009 or later, requires that all or much of the
backlog on Clubhouse pool be accomplished as scheduled or sooner.
D. Complete Plan. The complete Comprehensive Five-Year Capital Plan with detailed spread sheets is Appendix
G.
A. General. Each operation center and activity committee maintains a plan enumerating its goals, intermediate
objectives, estimated annual costs over a five-year period, and in some
instances a projection of needs further in the future. The plans identify the priority of each
activity’s projects and programs, the alternatives considered, the supporting
rationale for selection including prospective demand, as well as the projected
implementation costs.
1. Capital Responsibilities. Committee Chairs and Operation Center
Managers are responsible for developing updates to the Five-Year Capital Plan, according to the instruction provided by the
planning committee.
a. Capital Item Replacement. After reviewing the Reserve Study and examining the
current condition of capital infrastructure items under its purview, each activity identifies the capital items that need to be replaced during each of the next five years. Justifications only require that the current item is or is expected to be unserviceable and that appropriate replacement alternatives are identified.
b. New Capital Items. New capital items must be justified by an identifiable
need with feasible alternative methods for satisfying that need evaluated. The projected operating costs, including
required contributions to replacement must also be provided to the Planning
Committee with a copy to the Finance Committee. The total amount available for new capital will be determined by the Board
and shown in the Board-issued Budget Guidelines each year. Funding requests that are
not supported by plan provisions will be accepted for consideration only in an
emergency or extraordinary situation.
c. Process. The first year of the five-year plan provides the basis for the next annual budget request. After Board action on the capital budget, the capital plan
may need to be revised to reflect Board decisions. A new fifth year must be added to the
plan. Collectively, the operation center
and activity five year plans provide the basis for the Comprehensive Five-Year Capital
Plan.
2. Guidance. The most recent guidance issued for preparation of the five year plans is Appendix H. Comparable guidance is issued each year.
3. Five Year Plans. The plan text following is an introduction to the five-year plans for the Association’s
various activities. In this
introduction, the mission, goals or primary functions are drawn from the Vision
Plan or the committee charter. In some
instances where the missions or goals have been accomplished or are out of
date, in coordination with the activity, the statements have been updated to
reflect current operations. The annual
objectives and specific actions to achieve those objectives with associated operation
projections are contained in the appendix listed for each activity.
4. Advisory Committees. While all citizens committees are
advisory to either the BoD or General
Manager, many committees routinely work cooperatively with cost centers. All committees have in their charter a
responsibility to submit recommendations for new and replacement capital
expenditures; all have a responsibility to review the proposed capital
expenditures and operating budgets of
the operation center and to express concerns or an alternative to the BoD or the General Manager respectively. They also may submit a budget alternative for
the General Manager’s budget to the Finance Committee for consideration. To avoid undo repetition, this function is omitted
from detailed description in each of the committees’ responsibilities in this
plan. Some committee charters need
updating to reflect the provision of this plan.
B. Maintenance
and Ecology.
1.
Mission. The Maintenance Department operation center has overall responsibility for the maintenance and
repair of all buildings, grounds, roads, paved surfaces, and other real
property facilities, including installed equipment. The Department maintains and repairs
vehicles, engineer construction equipment, rights-of-way, and walking/biking
trails.
2. Organization. The Department has three operation centers to manage its functions: (1) Roads and
Stormwater Management; (2) Buildings and Equipment; and (3) Grounds. Because of their scope and high impact on the
community, each of these operation centers is presented in a separate appendix
as follows: and Roads and Storm Water Management is Appendix I; Buildings and
Equipment is Appendix J; and Grounds and Landscaping that features a Five Year Landscape Plan prepared
in cooperation with the LOW Garden Club is Appendix
K. The plan identifies projects and
priorities for maintaining and upgrading LOW’s appearance.
3. Goals. The Department’s goals taken directly from
the 2003 Vision, are:
a. Replacements. Over a period of five years, plan to
expend replacement capital at least
equal to the amount of depreciation for those five years.
b. Facilities. Review the condition and adequacy of all
LOWA facilities and equipment.
c. Maintenance. Establish the
list of all required maintenance; prepare a time-phased plan to eliminate any
backlog by 2008.
d. Roads
and Drainage. Implement the plans to
upgrade all roads and associated drainage easements including ditches and culverts. Note: Of special interest are detailed plans
for road improvements.
e. Maintenance
Planning. Establish and implement a
plan for recurring maintenance of all buildings, roads and grounds, and
equipment. The Phase II Implementation
Plan of the Land Use Update study will
consider whether to renovate or replace substandard maintenance buildings in
place or to build new maintenance facilities in another location.
f. Road
Fees. The allocation of road fees
supporting the maintenance operations budget was phased out in FY 2006. All road fees are now placed into a
restricted reserve for long-term upgrade of roads.
4. Roads. Road maintenance is a continuous requirement. The Maintenance Department has completed a
three year project to resurface with tar and chip all secondary roads. This is a recurring cyclical program. During the next three years,
Lakeview Parkway is
scheduled for a phased complete repaving program as provided for in the
Comprehensive Five-Year Capital Plan. See Appendix
I
5. Storm Water Management. In the Fall of 2003, the BoD appointed an Ad Hoc
committee to examine storm water management needs. The study analyzed ditches, watersheds inside
LOW boundaries, possible use of GIS mapping and the storm water easements. The committee submitted its recommendations
in April 2005. During the period of the
study, a Water Resources Manager was hired to oversee water resources including
storm water management. The Maintenance
Superintendent and Water Resources Manager initiated storm water management
projects in high priority areas.
6. Buildings and Equipment. The Reserve Study identified much needed
repair or replacement of several buildings as well as much of the Maintenance
Department’s equipment. By emphasizing
maintenance, the Department is generally able to prolong the life of its
buildings and equipment beyond normal life expectancy. Detailed information is contained in the
Comprehensive Five-Year Capital Plan. See also Appendix J.
7. Grounds and Landscaping. The
Maintenance Department is responsible for maintaining grounds throughout
LOW. It has a small grounds crew
responsible for maintenance of landscaped areas and planting new landscape
projects. The grounds crew works
cooperatively with the LOW Garden Club in evaluating project priorities and the
type of landscaping appropriate for specific locations. See Appendix
K.
C. Water Resources Management.
1.
Mission. The mission of the Water Resources Management operation center is to protect and enhance LOWA lakes
and lake related amenities under direction of the Water Resources Manager. Protection of lakes is accomplished through
the maintenance and management of physical, biological and chemical factors,
erosion and sediment control, and storm water management.
Lake related
amenities are managed to ensure high quality use, experience, and opportunities
in a multi-purpose setting.
2.
Lake
Users Committee. The Lake Users Committee is charged to
make recommendations to the General Manager regarding operation and physical
condition of the lake marinas, docks, boat ramps, beaches, and other
Association owned facilities directly related to lakes. The Committee maintains liaison with all lake
users, recommends lake-user fees, and undertakes other lake related tasks.
3. Five Year Plans. Implementation plans for these two related
functions are described in Appendix L, Lake Management,
and Appendix M,
Lake
Amenities.
D. Activity and Wellness.
1.
Mission. The
Director of Activity and Wellness is charged to enhance quality of life for
association members. The Director
oversees four operation centers, each of which has a committee of citizen
volunteers chartered by the BoD and reporting to the General Manager. The four operation centers and committees are
engaged in the following activities: (1) Youth Activities; (2) Campground
(committee disbanded); (3) Pools; and (4) Tennis. Extensive coordination and cooperation between
the Director and the committees is essential in preparing long range plans and
budget requests.
2. Five Year Plans. In view of the diversity of the above
activities, the Five Year Plan for each of the four activities is separately
presented in Appendices N through Q, respectively. Some of these plans are particularly of
interest because of the range of alternatives involving retention, improvement,
expansion. For example, the Campground
had major upgrade expenses identified in the Reserve Study. The reduced demand for a Campground was cause
for study of the size of the campgrounds needed and potential redevelopment. Another example: the numbers of tennis courts
needed and the desire for at least several covered, year round courts is being
analyzed. Likewise, the issue of a
covered pool and fitness center in LOW or possibly at
Germanna
Community College
has been identified earlier.
a. Youth Activities. By its charter the Youth Activities
Committee acts as an advocate for the interests of the youth of LOW and their
families. The committee works
cooperatively with the Director for Activity and Wellness to coordinate the
planning and operation of youth programs and facilities, and to create and
support ideas, actions and programs which will contribute to a better quality
of life for the youth of LOW. The
committee works with other youth oriented organizations in the community in an
effort to maximize the use of existing facilities and programs and develop new
programs. Specific recommendations are
included for equipping and organizing programs for the Community Center
recently authorized for construction in
Sweetbriar
Park. See
Appendix N.
b. Campground. The Campgrounds Committee has been disbanded
for lack of volunteers. The Five-Year
Plan promotes usage on one section of the Campground and reflects potential future
redevelopment of the other two sections. The Land Use Update Study concluded that a ten space Campground located
in Section C would satisfy current demand. The BoD approved addressing this change in the Phase II Implementation
Plan. See Appendix O.
c. Pools. The Pools Committee is responsible for making recommendations on pool operations, to promote safety
awareness programs, and to review and report to the General Manager on the maintenance of the
swimming pools and all facilities within the perimeters of the pools, such as dressing
rooms, snack bars, and saunas. The current
Five-Year Capital Plan provides for extensive
restoration and enhancement of the pool adjacent to the Clubhouse and associated
improvements in the clubhouse, or alternatively to build a new indoor pool and fitness facility. Such plans are proceeding concurrently with
the exploration by the Germanna
College Foundation of the prospects of building a similar indoor pool and
fitness facility on the college campus with provision for future addition of a
gymnasium. Absent a decision to proceed
with a new pool, major improvements are required for the clubhouse pool. A decision will be necessary in the near
future on the best alternative for LOW. See Appendix P.
d. Tennis. The Tennis Committee is charged to promote and coordinate tennis activities and to
establish tennis rules, interpret those rules, and investigate allegations of
serious and continued violations. The
Activity and Wellness Director’s goals in the Five Year Plan are to replace
deteriorating courts, increase player participation, and coordinate tennis
tournaments. See Appendix Q.
E. Clubhouse.
1. Clubhouse Committee. The Clubhouse Committee makes recommendations
to the Clubhouse Manager and the General Manager regarding improvements of both
the facilities and operations of the clubhouse as well as enhancement of the
facilities and its services. The
committee also assists with promotional programs, an annual inspection of the
clubhouse, and an annual review of its regulations.
2. Five Year Plan. A continuing goal is to reduce the
operating subsidy for the Clubhouse. Increased patronage is sought by an
improvement program of the Clubhouse facility itself. The first phase of this program was completed
in 2005. A second phase was completed in
January 2006. The third phase was completed in January 2007. See Appendix R.
F.
Equestrian
Center.
1. Equestrian
Committee. The Equestrian Committee
is responsible for advising and assisting the Stable
Manager in activities, promotion, horse show operations, and membership
services. The committee also advises the
General Manager regarding the proper and efficient operation of the stable.
2. Five Year Plan. The need for additional acreage to provide
natural grazing pastures and the potential for additional stables in order to
enhance membership service are described in Appendix S. The
Equestrian
Center
is scheduled for further scrutiny in the Phase II Implementation Plan.
G. Golf.
1.
Mission. The Golf Committee working cooperatively
with the Golf Pro, recommends maintenance procedures
to the General Manager, approves scheduling of events, establishes rules of
play, encourages junior golfers, concerns itself with the playing condition of
the course, and recommends changes to the course make-up and appearance.
2. Goals. The goals for golf in the next five years
are:
a. Construct
The
Woods
Center
b. Complete the cart
path replacement program.
c. Construct a
Cayman
Range
facility.
d. Complete a sand bunker upgrade project.
e. Improve maintenance and overall condition
and appearance of the course.
f. Provide additional staffing for golf
operations.
3. Five Year Plan. See Appendix T.
H. Communications.
1.
Mission. The
Communications Committee provides precise and timely advice and recommendations for
the introduction, development, implementation and improvement of all forms of
communication between the Board and the General Manager on the one hand and the
Association members and community organizations on the other.
2. Goals.
a. Newsletter. Publish a high quality community newsletter,
Lake
Currents.
b. Broadcast. Enhance and expand the content and broadcast facilities
of the Association’s television service,
Channel 18.
c. Guidebook. Create a useful and convenient Member’s Guidebook
every two or three years
d. Web Site. Assist the General Manager to develop and
update information on the Association’s web site.
3. Five Year Plan. For annual budget plans, see
Appendix
U.
I. Safety and Security.
1.
Mission. As an advisory body to the General Manager,
the Safety and Security Committee identifies and
examines all safety, health, and security issues that affect LOWA operations
and the community as a whole. These
issues include traffic control, the safety of persons and the protection of
LOWA facilities.
2. Goals.
a. Access. Maintain the status of a gated community and provide resources to control access,
enforce regulations and support county and state law enforcement.
b. Support Fire and Rescue. Provide annual contributions and other
support to LOW Fire and Rescue.
c. Emergency Plan. Contribute required resources, personnel, and
equipment to implement LOWA emergency plans, including the Warden program.
d. Utilities. Consider underground utilities to minimize service disruptions and
dangers from downed utilities.
3. Planned Projects. Specific projects identified for funding in
the next five years are consistent with or
complementary to previous plans. They include:
a. Flood Warning System. Install an improved warning system as
part of the LOW Emergency Action Plan for
the inundation zone of Veterans Memorial Dam.
b. Rear Gate. Install a live camera covering the rear gate.
c. Speed Recorders. Acquire portable roadside speed recording
devices.
d. Front Gate. Redesign the front gate to enhance
traffic flow.
e. Route 3 Access. Evaluate the need for a second access
onto Route 3.
See Appendix V .
J. Administrative Support Services
1.
Mission. The General Manager is tasked to support
the general membership and LOWA committees with
a wide range of administrative services provided by a well-trained and friendly
staff operating in an easily accessible, efficient, and well-maintained
headquarters.
2. Goals. As established by the
Vision Plan, the administrative goals are:
a. Personnel Audit. Conduct a
periodic personnel audit to establish a position description baseline
containing position qualifications and a compensation range.
b. Compensation. Establish a
compensation structure and benefit package adequate to attract and maintain
a highly qualified and motivated staff.
c. Training. Train employees to
demonstrate a “customer service and satisfaction” mind-set.
d. Technology. Develop and
implement plans to employ modern technology to handle the
expanding LOWA workload.
e. Facilities. Ensure the
long-term viability of the administrative facilities and its physical support network.
3. Five-Year Plan. See Appendix W.
A. Conclusions. The
comprehensive planning process is beneficial in that it created an improved
tool for the BoD and guidance for the staff and information for the community. Further, it identifies areas in which
improvements can be made in Association organization and operations in general,
and most specifically, in the financial planning process that was the underlying
objective of the planning effort. It
also identified the need for study projects some of which have already been
submitted to and approved by the BoD.
1. Finance. Both budgeting procedures and the
evaluation process for prospective projects and programs continue to improve;
both have ample room for further refinements. It will require the diligent effort of each operation center and
committee to fashion feasible five year plans with demonstrable justification
for the plans, programs and priorities for which funding is sought. This process involves determining need or
demand, developing and evaluating bona fide alternatives for fulfilling the
need/demand, and comparison of cost/benefit analyses for the alternatives
evaluated. It also requires BoD resolve
in adhering to an analytical process. The
process also must rely on maintaining complete and reliable recordation of Association construction documents and expenditures
to provide an enhanced data base for long range replacement planning. An enhanced computer program now makes this
feasible.
2. Competing Programs. Beyond the beneficial refinement in the
financial planning process this plan recognizes the potential competition
between desirable projects and programs to provide better service and amenities
for LOW residents. The Comprehensive
Five-Year Capital Plan component establishes priorities between competing
goals. This is particularly the case in
the event LOW goals are required to compete against a requirement to make major
changes in the Veteran’s Memorial Dam. Thus,
the data provided here facilitates future decision making by the BoD.
3. Land Use. The planning effort to date has highlighted the opportunities for beneficial
changes in some of the LOWA land use assets. Particularly noteworthy is the potential contributions that can be made
through the sale and/or development of some of LOWA’s vacant land assets. Land use decisions require thorough analysis
of alternatives and the costs/benefits involved.
4. Communications. There is need for continuing enhancement of
communications capabilities and procedures in the LOWA administration, both in
the General Manager’s staff and activities and within the LOW community, and
also between LOW and the surrounding community.
5. Surveys. An important
information source for the Board and the Planning Committee results from property
owner surveys to determine changing demographic trends within LOW (odd numbered
years) and to obtain community opinions on operations and future programs and
projects (even numbered years).
6. Organizational Relationships. One relationship that bears reexamination
is that between committees working with operation center managers but reporting
to the BoD or General Manager. This
arrangement is working only through the selfless coordination of the persons
involved, but merits examination for improved organizational relationships or
operational procedures and more responsive communications.
B. Future Actions. Based on the Conclusions above, several
further planning actions are directed for future LOWA action. These include:
1. Financial Planning. Continuing to refine the progress made in
financial planning for projects and programs. Specifically, there is a continuing need to issue guidance timely and to
enforce budget request procedures that emphasize a process of data collection,
formulation and evaluation of feasible alternatives, and comparison of
cost/benefit analyses of alternatives in order to produce rational
justifications and decisions.
2. Master Plan Update. Refining each operation center’s and
committee’s plan appendices annually following adoption of the budget and
issuance of Budget Guidelines for the forthcoming year. There is a need to conduct orientation/ training
for individuals to improve their understanding of the importance of a thorough
budget process and the measures to achieve it.
3. Expenditure Records. Improving the system for recording
expenditures for facilities, furnishings, and equipment, retaining contractor
information and detailed construction plans, and maintaining records easily
available for reference in determining life cycles and maintenance requirements
for replacement planning, including periodic Reserve Study updates.
4. Land
Use Planning. Conducting periodic
land use studies to provide sound recommendations for use of LOWA real estate
resources and/or the acquisition of additional property and the measures necessary to implement
recommendations. Of particular importance
is recognizing the significant potential of LOWA’s currently underutilized real
estate and being alert to replicating the benefits through selective land
acquisitions..
5. Communications. Several actions are appropriate in this
area.
a. Surveys. Conducting improved annual
Planning Committee surveys of LOW property owners to identify trends in demographics
and community perspectives, and to provide useful planning input. Implementing the planned program of entrance
and exit interviews.
b. Public Information. Continuing
to enhance distribution of information to LOW residents and property owners, to
include consideration of a broad band capability or other new technologies for
use within the community.
c. Community Relations. Continuing
the effort to develop a relationship with the surrounding residential and
business communities to give a stronger voice for the Route 3 corridor within
local governments. Continuing to work
with local government officials and staff to improve the perception of Lake of
the Woods in
Orange
County and to influence
developments proximate to LOW that impact our quality of life.
6. Organizational Relationships. Exploring the working relationships among
the General Manager, Operation Center Managers, and Advisory Committee Chairs to
identify areas for improvement. Following
this action, committee chairs will review and recommend charter revisions to ensure
charters state explicitly the mission of the committee, the organizational
relationship with operation center managers, and operational functions beyond
financial review and submission of recommendations.
7. Membership Communications. Formulating measures for the General
Manager and staff to improve responsiveness to LOW member’s inquiries and
requests beyond use of the newsletter and broadcast measures.