2 THE CHARBONNEAU VILLAGER September 2020
CCC President’s
Column
By GENE TISH
CCC Board plans to
refi ne goals, priorities
for the year
The new board
year is underway,
but several
weeks behind
schedule as a result
of the COV-
ID-19 induced delay
in holding the
TISH
annual meeting.
Will there be anything normal about
2020?
As I write this, we have a working
outline of our committee structure,
chairs and members for this year and
hope to have it all finalized and our
protocols in place by the time you are
reading this. We will post it on the
website as soon as it is approved by
the board.
Those of you who tuned in to the
virtual annual membership meeting
July 29 should have experienced an increased
awareness, or at least a reminder,
of how much time and effort
goes into operating our community. In
addition to our three full-time staff
members and our property manager,
most of your board members chair or
co-chair one or more working committees
and/or task forces. Well over 100
other residents volunteer to serve on
committees. In fact, the Emergency
Preparedness and Public Safety Committee
alone has nearly 100 volunteer
team members, planning, working and
preparing to assist members of our
community in the event of a natural disaster.
This type of dedication and service
by resident volunteers is one of
the reasons why our community is so
special and truly unique.
Your board will also be refining our
goals/priorities for the year and will
post those on the website as well. Topping
the list will be further refining our
ongoing working relationship with
Charbonneau Golf Club, Inc., which
owns the golf course, following its
merger with a newly formed Charbonneau
Country Club subsidiary and finalizing
plans and financing for the new
Activity Center. Construction of this important
and exciting new community
asset is expected to begin early in 2021.
Speaking of the Activity Center, I
want to give special acknowledgement
to the Village Center Development
Task Force for creativity and
synergy as a truly collaborative
group. The talent pool runs so deep in
Charbonneau, one should never be
surprised by the quality of ideas proposed
and decisions made by our volunteer
groups. Regardless, I believe
the Village Center Development Task
Force deserves a special call out.
Early on, there was discussion about
seeking feedback from the community
on good, better and best options for the
Activity Center. Over years of requesting
community input, the number one
request was to have a restaurant. During
the extensive outreach in 2018 and
2019, the answer was the same. We
want a restaurant. Another loud request
was for an indoor pickleball
court. It was assumed by many (including
me) that the “better” version would
have at least one of these, and the
“best” version would likely have both.
Further study, however, disclosed that
the Activity Center would not have
much room left for activities if either of
those were fit into a two-story structure
on the available footprint. Adding
another story was determined to be
problematic and very costly.
I recall this task force being referred
to by at least three different names. I
first heard it called the Annex Task
Force. Then I heard it called the Activity
Center Task Force. Then I heard it
called the Village Center Development
Task Force.Those might not all have
been official names, but that is the progression
I heard verbally expressed.
At first, I just shook my head and
smiled. Whatever. Eventually, I realized
the expanded vision process that
seemed to be taking place.
Most of you have probably heard
corporate planners talk for years about
the importance of the vision companies
have of their business. The classic examples
describe how railroads failed
because they thought of themselves as
being in the railroad business. Where
might they be today if they had
thought of themselves as being in the
transportation business? “Ma Bell,”
and even the “Baby Bells” focused on
their infrastructure of franchises,
trunk lines and hard-wired telephones.
Where might they be today if they had
thought of themselves as being in the
communication business?
Each changing reference to the task
force followed, or perhaps paved the
way, for a creative and expanded vision.
I can’t say exactly because I have
followed this from afar, but this was
my perception.
What started as an “annex” providing
extra club house space became a
focused Activity Center designed to
serve our active community for years
to come. But it proved impractical to
include the number one requested feature:
a restaurant. Or the loud request
for an indoor pickleball court. The
scaled down Activity Center turned
out to be the “good” option.
Options became more logical, cheaper
and simpler as the task force more
clearly embraced the official name it
gave itself, the “Village Center Development
Task Force” and looked beyond
just the footprint of the old restaurant
building. Our existing clubhouse
has a banquet room and a catering
kitchen. Why build another kitchen
in another building? With some
cost effective upgrades, the existing
kitchen can serve as the kitchen for
the banquet room as well as a restaurant
that would be located in the area
now occupied by The Turn (the golf
course short order restaurant), the
CCC admin offices (being moved to the
Activity Center), and the lounge/
boardroom/library area (also being
moved to the Activity Center). This
very creative, cost effective and practical
solution (now referred to as the
Event Center), when added to the new
Activity Center, became the “better”
option.
Embracing their “Village Center Development
Task Force” name, also allowed
them to consider putting a cover
over the existing outdoor pickleball
courts north of the tennis building.
When added to the new Activity
Center and the newly remodeled
Event Center, covering the existing
outdoor pickleball courts became the
See CCC PRESIDENT’S / Page 3
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