Board Member Voting is CLOSED. Four candidates were running to fill two Board of Director positions on the LOWA Board.
VOTING IS CLOSED.
LOWA offers voting by four different methods; online, telephone, paper or in person.
Ben Breaux
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LOW Residence: Section 10
Family: My wife, Eneida, and I have been married for 32+ years and we do not have children. We have been LOWA members since 1998. We were “weekenders” from 1998 until June 2020, when, after completing our house’s second remodel, we moved to the community fulltime.
Education and Training:
• Bachelors of Industrial Engineering, 1979, Georgia Institute of Technology (AKA, “The North Avenue Trade School”), Atlanta, Georgia
• Commissioned as a Naval Officer (NROTC), 1979, Completed Naval Nuclear Power and Basic Submarine Officer Training. Qualified in Submarines. Qualified to supervise maintenance and operations of naval nuclear propulsion plants. Submarine Officer Advanced Course graduate.
• Master of Science, Operations Research, Minor in Golf, 1986, Naval Postgraduate School, Monterey, California
• Defense Acquisition University course work resulting in formal certification as a Defense Acquisition Workforce Level 3 Cost Estimator/Analyst
Relevant Experience Summary:
I have over 40 years of diverse experience in all aspects of analysis and technical management, including over 25 years of comprehensive experience evaluating costs, effectiveness, and executability of programs and processes. I have demonstrated expertise in system acquisition, cost estimation, operations research analysis, process re-engineering, ship maintenance and repair, submarine operations, and Department of Defense utility operations. I have designed and implemented a variety of successful programs and business management solutions tailored to satisfy specific industries and their unique requirements and needs. I have mentored and trained customers, as well as the personnel under me, in the skills required to sustain effective program and business management practices.
Career History:
Submarine Officer-Atlantic Fleet, 1979–1990
Performed numerous trainings and at-sea assignments of increasing responsibility on fast attack submarines. Led departments of up to 50+ men in demanding operational environments.
Chief of Naval Operations Operations Research Analyst, Submarine/Strategic Programs and Research Development Test and Evaluation, 1990–1993
Conducted independent evaluations of naval force plans based on future budget projections and requirements. Developed analytical methods for assessing force effectiveness. Assessed Navy undersea and surveillance programs for contributions to warfighting goals. Provided independent evaluations of Navy acquisition programs
Naval Center for Cost Analysis, Operations Research/Cost Analyst, 1993–1995
Produced independent life cycle cost estimates for major DoD acquisition programs and briefed results to DoD and Navy leadership. Retired from active duty.
Robbins-Gioia, LLC, Senior Consulting Manager, 1995–2005
Led multifunctional teams providing analytical support to a variety of customers to include Defense Logistics Agency, United Kingdom Royal Air Force, United States Marine Corps Systems Command, Military Sealift Command, and the Office of the Secretary of Defense (Comptroller).
Northrop Grumman, Manager, Operations Research 3, 2005–2011
Led the Requirements/Cost Analysis Group within the Analysis and Wargaming Department. Responsible for up to six different contracts and 12 analysts. Responsible for day-to-day oversight, solution development, and business development. Led and supported several successful proposal efforts with Price-To-Win analysis, staffing plans and development and documentation of technical solutions. Worked with Northrop Grumman’s Vice President of Strategic Planning on methods to optimize allocation of company Independent Research and Development funding to support the company’s long-term goals.
Naval Center for Cost Analysis, Operations Research/Cost Analyst, Technical Director/Deputy Director, 2011-2020
Responsible for developing independent cost and performance assessments of major acquisition programs in preparation for program decisions. Supervised analysis teams in day-to-day tasks to include gathering and reviewing relevant data, meeting with program office, industry, and stakeholder points of contact to discuss issues, building models to quantify risk and uncertainty, and developing briefing materials to communicate findings and recommendations to frequently unreceptive Senior Navy Leadership. Mentored and trained less senior personnel on methods and techniques. Worked closely with other Service Cost Agencies within DoD, Department of Homeland Security, NASA, and industry to develop and promulgate best practices on data collection, estimating methods, and quantification of cost and schedule risk and uncertainty. Retired from civil service.
Community Service:
Lakes Management Improvement Plan Planning Workshop participant - March 2024
LOW-RSA Working Group Participant – March 2024-Present
Lakes Management Improvement Group member – Jan. 2023-Present
Main Gate Working Group member – Dec. 2023-Present
Maintenance and Ecology Committee Liaison to Lakes Committee – Sept. 2023-Present
Love the Lakes Session Participant – April 2022
M&E Committee Participant/Author in LOW 2022 Land Use Study -Feb. 2022-Aug. 2022
LOWA Committees:
M&E Committee alternate member – Dec 2021-Oct. 2022
M&E Committee Vice Chair – Oct. 2022-Present
Clubs and Organizations: none
Why do you want to serve on the Board?
We have been members of LOWA since 1998, and while I enjoy many things about living here, some things could use improvement. My main rationale for wanting to be on the board is to work to improve the transparency and accountability of LOWA processes and functions to ensure membership funds are used effectively.
As a member of the M&E Committee, I have observed frequent disconnects between members’ expectations and what actually happens, as well as practices that don’t appear to reflect industry best practices and standards. As an example, the M&E Committee repeatedly asks for the current work plan so that we can assess how well LOWA is doing. It may exist, but has never been provided, so it is impossible to measure any progress on goals or objectives. In my view, with few exceptions, we appear to be operating in an ad hoc fashion, which is totally unacceptable for an organization that gets over $8 million a year in assessments from members. In my view, work schedules and metrics should be broadcast or shared with all members so that they understand where the money is going and if the Association is making any progress. As my boss used to say, “if you don’t know where you’re going, any road will get you there.”
I applaud the Board and LOWA leadership efforts to reach out to, and engage with, LOW members; however, there also appears to be a sense of distrust between management and members, which must be overcome. I attribute part of the issue to frequently LOWA seems to be time late to a developing issue and as a result, the Association is playing catch up on social media. LOWA must demonstrate a high level of commitment to the member’s issues and concerns and act appropriately, which includes owning up to mistakes and errors of commission and omission.
I believe there needs to be frank and open discussion about LOWA amenities and what the members are paying to keep them open and operating. In addition, there needs to be a clear understanding of the synergies that exist between one or more amenities and how operations at one can affect the other. I think it is inappropriate to waste time and effort to consider and plan to expand some amenities when we cannot maintain an adequate level of service (staff/quality) at those same amenities. This just diverts resources and attention from areas where they could be better utilized.
What personal strengths do you think you bring to the Board of Directors?
I am very detail oriented and have broad experience in the development and assessment of costs, schedules, processes, risks, and uncertainty. I am a strong believer in using data and metrics to measure performance.
While I have a broad technical and analytical background, I recognize that there are many things I don’t know, so I am more than willing to listen to multiple points of view as well as conduct independent research and analysis to understand a problem/issue.
What do you think is the most pressing issue facing LOWA?
Dealing with the health of Keatons Lake and our aging infrastructure. The recent discovery of E-Coli and frequent Harmful Algae Bloom outbreaks at Keatons have the potential to expose the Association to legal liability if someone were to become ill from exposure to Keatons Lake water. A strategy needs to be developed for correcting the issues or a robust sampling regime needs to be implemented to reduce risk to the Association.
If elected, what do you see as the most important short- and long-term goals for the LOWA community?
While I recognize that Board Goals are a collaborative effort among its members, if elected, I would propose the following goals as initial inputs into the goal setting process:
(S)-Short Term/(L) Long Term
• (S) Develop a strategy to improve the health of Keatons Lake to include additional sources of water, additional dredging/capacity or other methods as appropriate. Identify sources of funding to implement the chosen strategy.
• (S) Improve transparency within LOWA. LOWA should be out in front in providing information to members on why a particular set of actions is being taken before actually taking the action to prevent surprises to the membership. Working with the General Manager and the Communications Manager, develop a framework for monitoring social media and quickly generating approved responses to get out in front of developing issues. Working with the General Manager and associated department managers, develop short, formatted reports or performance plans for the upcoming month to include major work to be performed, locations, contract actions, associated metrics, completed metrics to date, yearly goals as well as a discussion on any shortfalls from the previous month. Monthly metrics reporting would be tasked to the relevant operating center as part of their routine reporting to their department manager. Plan the work, work the plan.
• (L) Improve LOWA processes. Work with the General Manager and relevant committees to annually identify one or two LOWA processes needing improvement, propose solutions and implement on a case-by-case basis. Ensure affected personnel are trained prior to going live. Conduct frequent lessons learned sessions and update processes as required.
• (S) Address Personnel Retention/Recruiting. Working with the Board and General Manager, develop strategies to deal with personnel retention and hiring issues, to include contracting out functions where prudent and economically justified.
• (S/L) Develop methods and processes to improve procurement/contracting outcomes to include retention of outside experts to assess proposed solutions and evaluate completed work.
• (S/L) Improve the LOWA budget process. Based on my observations of the Association budget process, the existing process consumes an inordinate amount of resources (both calendar and personnel), effectively locks in a final number too early in the process and appears to be based on invalid estimates, assumptions, and excessively optimistic business cases. Working with the Board and relevant committees, review and revise the Association budget process. Conduct a baseline scrub of the LOWA budget and begin a frank discussion with members on the actual costs for the various amenities.
• (L) Continue engagement with RSA, Orange County, the State of Virginia, and other stakeholders on water quality and water sources in the development of long-term planning for sewage collection and treatment systems to include identification of potential funding sources.
• (L) Working with the Board and relevant Committees, develop strategies to deal with the encroachment of development on LOW and its potential impact on the community, to include the health of the main lake.
Thomas Phillips
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LOW Residence: Section 8
Family:
My wife and I have four children: Pierce, Slater (deceased 2007), Connie, and Jacquette have been part-time residents for 17 years and now I have resided fulltime in LOW for the past three years; we’ve been here a total of 20 years. My wife and I initially bought an older house on Section 8 Lot 67, for a weekend getaway; we came down normally in the warmer months while the kids were small. In 2012, we tore down and rebuilt a new house. In 2019 we purchased the property on Sec 8 Lot 68 right across the street, and again built our forever retirement house there. Due to our full-time jobs, part-time residence, and frequent travel, I couldn’t really commit as a reliable volunteer for LOW committees until I retired.
Education and Training:
Master of Science, Management, Troy State University - 1998
B.S., Political Science, University of Idaho – 1984
USAF Safety School Graduate
USAF Weapons School Graduate
Acquisition level 3 qualified in Testing and Program management
EMTI certified.
Relevant Experience Summary:
Between the 39 years in both the military and industry, I have real-world experience managing and leading people. I’ve worked at all military levels, Squadron, MAJCOM and DoD Pentagon levels, as well as, within industry (Vice President for a large defense contractor) I was given the toughest leadership positions because I was able to build a strategy, a cohesive team, and a viable plan that made execution to meet most organizational goals a reality.
Career History:
Managing Manager, T&C Consultancy LLC. 6151 McLendon Ct, Alexandria, Oct 2020-present
VP Systems and E-novation, FNA LLC, 7950 Jones Branch Drive, McLean, June 2020-Oct 2020
VP Military Operations, FNA LLC, 7950 Jones Branch Drive, McLean, May 2018 to June 2020
AVP Military Operations, Air, Land and Maritime Systems FN America, 7918 Jones Branch Drive, Suite 400, McLean, Feb 2014-May 2018
Senior Director, Airborne Systems and Special Projects for FN USA 1420 Beverly Road, Suite 200 Mclean, Apr 2010 – Feb 2014
Director of Business Development Advanced Weapons Systems; Air Systems Division for Thales US, 675 Washington Ave, Suite 401, Alexandria, June 2009-Present
Director Tactical Systems & Programs for American Business Development Group, 2800 Shirlington Road, Arlington, 2007-June 2009
Director, Joint Experimentation and Interoperability, Joint Personnel Recovery Agency, Ft Belvoir, 2005 – 2007
Det 5 Commander, assigned to Pentagon, Washington DC, 2004 – 2005
Chief, Personnel Recovery Air and Ground Integration Branch, Pentagon, Washington DC, 2001- 2004
Chief, HH-60 Weapons System Branch, HQ ACC, Langley AFB, 2000- 2001
Chief, AFSOC Weapons School Strategic Plans, HQ AFSOC, Hurlburt Field, Fl, 1997- 2000
Prior to 1997, starting in 1987, I was Stan Eval, Instructor, and FCF pilot qualified in both the HH-3E and HH-60 at Nellis AFB, Nevada; Keflavik, Iceland; USCG Traverse Air Station, Michigan, Patrick AFB, Florida; and Kadena AFB, Japan.
USAF Pararescueman 1976-1981
Community Service:
President, Community Channel Association 1998-2000; Ft Walton Beach Florida
Volunteer fireman and paramedic residing at the Moscow, Idaho, fire station while attending University of Idaho 1981-1984
LOWA Committees:
I joined the ECC about a year ago; based on my experience building two homes, I had a pretty good understanding of that process. My goal in joining the ECC was to help LOW residents maintain compliance, yet meet their stated residential goals. Communication is key. Now I’d like to help at a different level, one I believe I have unique experience for.
Clubs and Organizations:
I have recently joined the Pickleball club.
Member of the LOW Church
Why do you want to serve on the Board?
I believe that my experience from 27 years in the USAF, managing the base public works division while on exchange to the Coast Guard in Traverse City, Michigan, working at numerous leadership and management levels in the USAF and industry, developing requirements, building programs, managing contracts during execution phase through completion. I really want LOW’s HOA to be focused on making this community the best it can be. I believe communication and tenacity are key qualities to making change in bureaucratic institutions. I stood up a new career field in the USAF, by building a business case that had advocacy at the tactical, operational, and strategic levels. I was hand-selected by the Secretary of the Air Force to develop and implement a new combat career field “Combat Rescue Officer”; the 5 year program included the stand-up of 10 new squadrons, building an appropriate and sustainable training pipeline, initiating a two-tiered selection process, all at a cost of $20M. Had 40 officers and two squadrons up and running within 18 months. At the same time, was lead architect for the Battlefield Airmen and Guardian Angel Weapons System. Researched and staffed package for almost two years to finally win approval after personally briefing the USAF Chief of Staff. This institutionalized a “fix” to the equipment issue for Battlefield Airmen programs which had typically been poorly funded year to year. Initiative resulted in a $70M plus-up to ensure airmen in the deep battle space had the most current and capable combat gear. To maintain long-term sustainable and vibrant organizations like Battlefield Airmen and LOW, the core foundations (baseline requirements of manpower, services, and money) need to be solid and realistic. I have the real-world experience instituting change in a short period of time in a very bureaucratic institution.
What personal strengths do you think you bring to the Board of Directors?
I believe I have the motivation, real world experience, and the core skills of tenacity, honesty, integrity, and building trust within the community to help the board address some of the most critical issues our community faces.
What do you think is the most pressing issue facing LOWA?
1. Revenue: NCR revenue is decreasing due to fewer lots available for new construction.
2. Amenities are losing money; so hard decisions will need to be made on whether the funding of amenities should be shouldered by all residents when only a fraction use the amenities.
3. Focusing on a one-year budget cycle doesn’t allow us to properly plan. We should initiate three-year budgets.
4. Continuing to increase manpower without a detailed manpower study. Based on a manpower document, organizational requirements which outline jobs, task based on local salary scales will help in our hiring process.
5. Finally, there seems to be a reluctance to reduce or extend amenities services, or restructure them to reduce losses. Some of this may be because of Restrictive Covenants, but some out-of-the-box thinking may be needed.
If elected, what do you see as the most important short- and long-term goals for the LOWA community?
Although I see some obstacles (mandatory organizational changes) that could cause short-term to mid-term frustrations among residents, LOW employees and the Board; I really do see a bright future. In the short-term, we need to build realistic baseline requirements and manpower needs to sustain the level of services and amenities the community desires and can afford. These realistic baselines help you build long-term realistic budgets that address the fundamental processes and revenue needed to manage the LOW Association.
Jeanne Porter
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LOW Residence: Section 11
Family: Husband of 52 years – Dan Porter
Three daughters
Gail Makowsky, Monument, CO (Meredith and Robert)
Kay Porter, Springfield, VA (Reilly)
Susan Manson, Leesburg, (Savannah and Nicholas)
Education and Training:
Bethany College - BA Elementary Education
George Washington University - MA Early Childhood Special Education
Career History:
2015-2019 Student English Language Assessor, Welcome Center, Loudoun County Public Schools
2000-2014 Early Childhood Special Education Teacher, Freedom Hill Elementary School, Fairfax County Public Schools
1996-2000 Director, The Meeting House Cooperative Preschool, Alexandria
1995-1996 Teacher, Sleepy Hollow Preschool, Annandale
1989-1995 Director, Sleepy Hollow Preschool, Annandale
Community Service:
2018-2020 Board of Directors, Secretary, Beacon Hill Homeowners Association, Leesburg
2007–2014 Design and Review Committee, Beacon Hill Homeowners Association, Leesburg
2003-2007 Secretary, Board of Directors, Beacon Hill Homeowners Association, Leesburg
1998–2000 President, Board of Directors, Falls Church Day Care Center, Falls Church
1992–1994 President, Board of Directors, Parklawn Pool and Tennis Club, Alexandria
1990-1992 Secretary, Board of Directors, Parklawn Pool and Tennis Club, Alexandria
1987–1989 President, Board of Directors, Sleepy Hollow Preschool, Annandale
1983–1987 Secretary Board of Directors, Sleepy Hollow Preschool, Annandale
1982–1983 President, Board of Directors, Sleepy Hollow Preschool, Annandale
1980–1982 Membership Chairperson, Board of Directors, Sleepy Hollow Preschool, Annandale
2021–Present Home Helps Volunteer and Welcome Committee, Lake of the Woods Church
1984–2003 Sunday School Superintendent and Sunday School Teacher, Falls Church Christian Church, Falls Church
1973–1984 Sunday School Teacher, Alexandria Christian Church, Alexandria
LOWA Committees/Clubs:
2024–Present, Fitness Center Committee
2023–Present, LOW Art Club
2022–Present, Hospitality Committee, LOW Ladies Golf Association
2022–Present, Volunteer Blood Drive and Teacher Grants Committee, LOW Lions Club
2022–Present, Social Committee Chairperson, LOW Lions Club
2021–Present, Treasurer, LOW Pickleball Club
2021–2024, Secretary, Elections Committee
Why do you want to serve on the Board of Directors?
I like to be involved in decisions that affect me. I moved to Lake of the Woods to be involved in activities where I would meet new people, as well as use my talents and experience to serve the community. I have a passion for keeping what makes Lake of Woods a great place to live and to do what I can to help make it even better. I also like challenges and doing the hard stuff. I believe the BOD is always faced with difficult decisions and I would like to participate in finding solutions.
What personal strengths do you think you bring to the Board of Directors?
First, I do not have to have my way. I am a good listener and like to hear other people’s thoughts. I prefer to work in groups and make group decisions where you explore choices, weigh pros and cons, and then choose a course of action that fits with your overall goals and objectives. I do not shy away from difficult situations. I am willing to take risks if I think the situation warrants it. I do my best not to take things personally that are said in the board room and keep my focus on the community needs. I feel strongly about accountability. I try to work to a high standard of being accountable for what I say and do, as well as take responsibility for those actions. That means I have high expectations of others for being accountable for what they say and do as well. I believe these personal characteristics have served me well in the past, and I believe these qualities will benefit the BOD in making good decisions for the future growth of Lake of the Woods.
What do you think is the most pressing issue facing LOWA?
We are spending more than is predicted in the budget. The Clubhouse (budget, food, service, prices, hours) is a prime example of “spending more than is predicted.” Apart from our two beautiful lakes, I believe that the Clubhouse is our second most treasured asset. Sadly, it is becoming our greatest disappointment. I am especially looking forward to the report we will receive from the Border’s Golf Group in collaboration with our BOD, Management, and focus groups. This is the year to turn the numbers to our favor.
If elected, what do you see as the most important short- and long-term goals for the LOWA community?
I would start with labor (recruitment, retention, evaluation). When employees leave, they sap our energy and resources in replacing them. We need to face increasing costs and take a closer review of service contracts and use measures of quantitative assessment for comparing and tracking performance.
I would also look at the Report to the Board from the Ad Hoc Finance Committee - October 2023 for some comparisons on funding strategies beyond increasing the HOA Assessment. In that vein I believe the new BOD should explore selective outside access to some of the amenities.
Maintaining the health of both of our lakes is paramount as we keep involved in activities outside of our gates that involve building, roads, and traffic as everything in the air and on the ground finds its way into our lakes.
In the future we will need to plan and build new spaces for member activities as we max out the use of our current buildings, beaches, and marinas.
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