8 THE CHARBONNEAU VILLAGER
Future plans
■ From Page 7
successive boards of directors since
June 2005. The strategic plan includes
CCC’s vision as “a community that
maintains and protects its core values
(strong community identity, friendli-
ness and welcoming spirit, park-like
beauty, personal safety, neighborli-
ness, enhance amenities and activities,
financial strength, enhancement of val-
ue, effective governance, and sustain-
able use of resources) while planning
wisely to accommodate the social, de-
mographic and economic changes ap-
pearing on the near and far horizons.”
McLain then went on to present in-
formation about CCC’s 155 individual
assets, whose future replacement costs
are estimated to be $2.9 million. He also
provided information about the uses of
residents’ dues and the sources of in-
come other than dues that CCC relies
on, and stated that “CCC is closely ex-
amining ways to most appropriately
fund reserves.” He noted that CCC has
retained Schwindt and Co., a profes-
sional firm that conducts hundreds of
reserve studies in the Northwest. In re-
sponse to a question about the details
included in the reserve study McLain
stated that it will be posted on the CCC
website once it has been approved by
the board. He further stated that CCC
management and the board will review
and update the reserve study annually,
as required by law.
Commenting on the notion that some
may think the board has “kicked the
can down the road” in past years by
not increasing dues as much as was al-
January 2020
lowed, McLain stated that prior boards’
philosophies were to avoid accumulat-
ing income simply because it was al-
lowed, and noted that the new reserve
study will provide the rigor and evi-
dence required to prevent that from
happening moving forward.
While several resident questions ad-
dressed the proposed new activity cen-
ter, including its potential costs, other
questions addressed the status of dis-
cussions with the Charbonneau Golf
Club to bring it and CCC together under
some yet-to-be determined legal entity.
McLain introduced Joe Brouillette, pres-
ident of Charbonneau Golf Club (CGC).
Brouillette outlined the process being
undertaken by CGC, including retaining
an experienced asset valuation firm to
determine the value of CGC’s 543
shares. He noted that three goals are
the basis for CGC’s decision: serve the
community well, treat shareholders
fairly and serve golfers well.
Brouillette also addressed a question
from one resident who wondered why
those who don’t live on the golf course
and/or who don’t golf should pay the
same dues as those who do. He ex-
plained the CGC and CCC Boards’
views that there is a “common value”
that all resident realize from having a
golf course, a view supported by sever-
al realtors who attended a meeting sev-
eral months ago to provide both their
thoughts about the value of the golf
course in contributing to the value of
Charbonneau homes, and the potential
loss of value that could occur if Char-
bonneau no longer had a golf course.
Brouillette further answered a ques-
tion about whether dues will be in-
creased if CCC and CGC “merge.” He
outlined the strong financial position
CGC is in today, primarily as a result of
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the sale of the driving range to Pahlisch
Homes. In addition, he highlighted ma-
ny ways in which income from that sale
have been invested in golf course and ir-
rigation improvement. He also gave an
update on the roof CGC has agreed to
construct over the outdoor patio at a
cost of over $500,000, providing a valu-
able new amenity for both CGC and
CCC that enable the patio terrace to be
used year-round.
Several themes emerged from the
free-flowing, give-and-take discussion
among board members, Brouillette and
resident attendees.
Charbonneau is governed under a
form of representative government.
Representative government in Char-
bonneau works because it takes time to
study the issues and make informed
decisions, including wading through
some of the misinformation and disin-
formation that appears on social media.
Most residents don’t want to take a
deep dive on every issue, nor do they
want to spend valuable time monitor-
ing various social media. They expect
their elected representatives to lead
and make decisions for the overall
good of the community. If residents
don’t believe their representatives are
making sound decisions, they have the
opportunity annually to elect new ones.
Most residents want board members
that will fight for the overall good of
the community, for today and tomor-
row, and that will not allow our com-
munity to be reduced to the “lowest
common denominator.”
The board has ethical and fiduciary
obligations when considering appropri-
ate dues adjustments each year. The
board is responsible for maintaining
CCC’s amenities and common property
by ensuring a regular maintenance
plan, proper reserves, and continual at-
tention planning for both current and
future needs. In addition, they have a
“fiduciary responsibility” to help en-
sure the overall financial well being of
the community. That fiduciary respon-
sibility includes a duty to the communi-
ty as a whole, not to oneself or other in-
dividuals or factions in the community.
In addition, it includes a responsibility
to establish, monitor and nurture a vi-
sion and direction for the future of
Charbonneau by continually identify-
ing current and future needs, following
the plan and modifying it when neces-
sary, and making the required financial
decisions to accomplish the plan.
CCC’s current documents provide
“appropriate” protection from unrea-
sonable expenditures and rising dues.
Since a spending limit on dues already
exists, the question to be addressed is
why some residents believe they need
some form of additional protection. If
so, why and how?
Common facilities are for the use of
everyone. Providing common facilities
to all, even those who don’t believe
they will use them, is akin to a commu-
nity providing schools, parks, police
and fire at taxpayer expense. They are
services provided for the common, col-
lective good of the community, regard-
less of whether they are used by any
individual resident. In addition, contin-
ually improving facilities has an impact
on perceptions of the desirability of the
community as a place to live and own a
home, and positively impacts all resi-
dents’ property values.
The next Fireside Chat will be held
Jan. 3 at 6:30 p.m. in the CCC club-
house. All residents are welcome and
encouraged to attend.
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