Anthony C. Humpage
I don't think the governance of CHHOA need be complicated. Indeed, I think it would probably benefit from some simplification.
I believe that it is the responsibility of the CHHOA Board to maintain the quality of life that residents moved to CH to enjoy. In fulfilling this overriding responsibility the Board should discharge its duties in a financially conservative manner. In my first term on the CHHOA Board I said I was interested in obtaining value for our residents -- for example by using competitive bids for major financial expenditures . Fiscal conservatism also requires that the Board ensure that reserves are always at least adequately funded as a percentage of expected future expenditures. Our community should never be faced by a special assessment or a "tax" (assessment) on the sale of homes because reserves fell short. When it comes to matters of finance, it is not the Board's job to be popular, necessarily. The Board has a duty to be a good steward. This includes avoiding encumbering the association with debt to finance discretionary projects.
Adequate communication is essential. Again, given the state of online alternatives today, this is not hard or costly to achieve. The community should communicate frequently with its residents through a menu of online options that are easy to navigate and which allow two-way communication. Every year, six months after the annual meeting, the Board meeting should be held on a Saturday afternoon to better facilitate an exchange of views between residents and the Board. Where substantial discretionary expenditure is contemplated, the Board should ascertain that a majority of residents support the project.
The Board should set policy and give direction and oversight but it is not the Board's job to manage the minutiae of the community's affairs. We have a well-paid professional management company who has that responsibility as their "day job", and who are far more experienced in community management than the Board ever will be. The board should remain in touch with its community, but it should not buy a dog and bark itself.
Maintenance of the quality of life and security of our community should be the primary concern of the Board consistent with conservative and sensible financial and operating practices. This does not strike me as being that hard to grasp, but apparently it is for some.
In closing, I believe that Board members should limit their service to a maximum of two full terms. If members are unable to physically attend meetings for an uninterrupted period of, say, four to five months, they should resign their position. They should also avoid possible conflicts of interest that might arise by serving on the Board of the master association while also serving on the CHHOA Board. Additionally, those residents whose professions or livings could place them in a conflict of interest situation should avoid offering themselves for service. Finally, although it is countenanced by our bye-laws, Board members should physically reside in the community, i.e., ownership of a rental property should not qualify one for Board membership.
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