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Proposed Board of Director Goals 2023-2024 Board Term


Board of Director Goals 2023-2024 Board Term

Slated to be adopted at the October 17 board meeting.
To comment on these goals, email 
  1. Improve Health of Keaton’s Lake
  • Assess Harmful Algal Blooms (HAB) Protocol implementation, continue data collection and member updates on lake HAB status changes, conduct After Action Report, and adjust/modify protocol as needed.
  • Test in-lake sediment and explore mitigation as part of the broader Lakes Management Implementation Plan (LMIP).
  • Identify and assess long-term alternate strategies to reduce the likelihood of HABs, e.g., hydraulic dredging, new control methods/chemicals.
(Overarching Goals 1, 2, 3, 5, and 7)
  1. Improve Main Gate/ Investigate Shoosmith Gate Options
  • Complete design, fund, and award contract by August 3, 2024 for construction of improved Main Gate in Fall 2024.
  • Consult and coordinate with the Virginia Department of Transportation (VDOT) on Shoosmith Gate options.
  • Develop a strategic plan for consideration of the Shoesmith Gate (Third Gate) to include its steps, phasing, timeline, benefits and costs.
  • Continue timely communication of projects schedule and status with members.
     (Overarching Goals 2 and 4)
  1. Pursue Referendum Questions
  • Consider multiple questions for a 2024 Referendum in January 2024, and decide which questions to move forward with.
  • Implement a Marketing and Communication Plan in Fall 2023.
  • Engage committees and membership on the proposed questions in Fall 2023 to support the go/no go decision.
  • Conduct the Referendum in February through May 2024
(Overarching Goals 1, 2, 3, 5 and 7)
4. Pursue Financial Strategies
  • Review the Report of the Ad Hoc Committee on Future Financial Challenges and Funding Sources and identify the potential revenue to be gained.
  • Consider the legal, financial, and administrative challenges of the options presented.
  • Approve and implement preferred funding strategies.
(Overarching Goals 1, 2, 3 and 7)
  1. “E3” Enhance External Engagement
  • Implement a framework for assessing future development that may impact LOW, including residential, commercial and public land use development, transportation improvements, and utility infrastructure improvements.
  • Develop an action plan that defines the roles and responsibilities of the Board, its Committees, and the GM when external engagement is determined by the Board to be in LOWA’s best interests.
  • Develop a strategic community engagement plan that positions LOWA as a supporter of smart growth on the Route 3 corridor and in Orange County.
(Overarching Goals 4, 5 and 8)
                                                       Scheduled Adoption: October 17, 2023