Estate Living Magazine Invest SA - Issue 45 September 2019 | Page 31

P R O P E R T Y
&
I N V E S T M E N T
Gowrie Village is an ideal halfway point between Johannesburg
and Durban and, because security is good and there is so much
to do in the area, this is a perfect place for a weekend retreat or
getaway. There are numerous top-notch golf courses, including
Gowrie’s own links-styled par-70, nine-hole course, fly-fishing,
MTB trails, and all the attractions of the Midlands Meander tourism
route.
Open to the public but secure
As suggested by its name, Gowrie Village is a mixed-use estate
with a small commercial centre on its perimeter that is open to
the general public during the day. But open public access ends
at the edge of the shopping area. Security is monitored 24/7, with
a staffed boom entry for visitors, who are issued a PIN password
to gain access, and remotes for entry by property owners. Staff
members working for residents have their ID logged in with
security.
Management structure
Gowrie’s HOA management structure consists of the board, the
estate manager, the administrative manager and two ground
staff, with security and other ground maintenance contracted
out. The village itself consists of 144 levy payers, which includes
the commercial precinct. Managing the common areas and
commercial areas also falls within the HOA management sphere.
Buildings within the commercial spaces are privately owned,
some by the individual businesses, others by a commercial entity.  
Gowrie Village is fortunate to have a very active board of directors
– the current board has been in operation in the village since 2017.
They are very hands-on and actively involved in the estate, working
daily and keeping up to date with any changes in legislation, or
anything new and innovative that comes on the market. The
retention of property values and maintaining Gowrie’s high
investment potential is a priority.
The average daily water use of Gowrie Village and the neighbouring
Gowrie Farm Estate is monitored regularly. Water readings are taken
physically three times a week, and if there’s a suspected problem,
more often, sometimes daily. Any water leaks are detected through
water usage – the amount pumped versus the amount used. There
is regular communication with owners regarding their water, with
instant notification of any emergency.
Community
The success of Gowrie Village and the consistently high retention of
property values here are based on its success in delivering the Gowrie
concept: safe country living within a familiar, friendly community,
with all of the conveniences close by, and easy accessibility to larger
centres when needed.
About 60% of Gowrie residents are permanent, with quite a few (very
active) retirees. More and more newcomers are younger families,
with children who can roam freely and safely about. Houses are often
street-facing, with verandas that evoke days gone by when people
would sit on their ‘stoep’ and chat with passers-by.
Gowrie really is a village– the perfect place to call home.
gowrievillage.co.za
One of the most important aspects already identified is ongoing
risk management, with identification and rectification managed
by specialists such as engineers.
Another area that receives ongoing management attention is water
supply. Gowrie’s water is not municipal but comes from two pristine
boreholes, and the quality and quantity are excellent.
Something that was raised at the last board meeting was the
question of ‘what are we doing to add value?’ To address this,
the board is putting out a survey before the approaching AGM
to gain forthright feedback and constructive ideas, and input
on concepts and suggestions from property owners that might
add value. There is a genuine desire to determine what people
may want and/or need.
High quality water
Staying on top of things
Graham Balfour, Gowrie Village Board Chairman, explains the need for
a more technical and expert mindset to address any issues or matters
up for consideration. ‘There are two major things we have to drive:
firstly we need risk management and, secondly, we need to have a
very clear view on what our capital reserve position is. For example,
we have a kilometre of public road that we must maintain, so when
are we going to resurface it? Is it in eight years, or 10? What are we
going to do? We need to know the way ahead.’