The Charbonneau Villager Newspaper 2020_Jan issue Villager newspaper - Page 8

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 I see more than just a car. 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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. G ood N ews T ree S ervice, Inc. 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