The meeting agenda covers recapping ACC progress, discussing the status of the GRF board election and various insurance and financial matters, and focuses on the key priorities for 2014 around advisory groups and process-oriented goals. The document also includes campaign finance reports from the 2013 election and details around the RBF recreation master plan and a $10 million loan from BOA.
This document provides information about the council officers and members of the National Apartment Association (NAA). It lists the chairman, vice chairman, secretary and members-at-large of the council. It also lists the region liaisons and committee liaisons. The document announces the 2014 Call for Entries for the NSC Paragon awards program and marks important dates on the calendar for the NAA including the Fall Board of Directors meeting and the 2014 NAA Education Conference. It provides information from a presentation about expanding NAA sponsorship opportunities into a year-round program.
All saints ward community first neighbourhood plan jan 2014 final versionDavid Hugh Meagher
This document provides information about the Community First Neighbourhood Plan for All Saints Ward in Kettering, Northamptonshire, UK. It outlines the goals of the Community First program, describes the demographics and priorities of All Saints Ward based on initial consultations, and inventories existing community assets. Key priorities identified include improving the local environment, providing more activities for teens and seniors, reducing crime, and increasing volunteering. The plan will help coordinate funding bids and community projects to address local needs.
The document outlines the agenda for the Annual General Meeting of the London Society on June 26, 2017. The agenda includes welcoming remarks, approving previous meeting minutes, reports from the Chairman and Treasurer, electing officers and trustees, setting membership rates for 2018, and proposing constitutional amendments. The Chairman's report notes growth in membership, events, social media presence, and plans to further increase membership and reduce deficits. The Treasurer's report shows continued growth in income from membership and events while keeping costs under control.
The document discusses several issues facing the Laguna Woods Village community including the GRF Trust agreement that expires in 10 years, concerns about the management company PCM, the option of self-management, and the need for election reforms. It argues that meaningful changes are needed to governance structures and leadership to improve decision making and serve all residents, and that many viable options exist to make productive improvements.
Recreation Master Plan $10 Million Real Estate Loanacclwv
The Golden Rain Foundation of Laguna Woods is obtaining a $10 million real estate loan from Bank of America. The loan will be used to fund capital improvements and is secured by a second deed of trust on an existing property and a cash collateral account. The loan has a 15-year term with a fixed interest rate of 4.27% and equal monthly principal and interest payments. Proceeds can only be used for approved capital projects and the loan has standard financial covenants. There are no prepayment penalties except potential gains or losses from interest rate changes. The loan documents were reviewed and approved by GRF management and legal counsel.
The Golden Rain Foundation Trust was established in 1964 to finance and manage the construction of community facilities for Leisure World Laguna Hills. As trustee, Golden Rain Foundation is responsible for acquiring land, developing facilities like clubhouses and golf courses, and managing/maintaining the assets for the benefit of the mutual housing corporations that own the trust. The trust agreement and exhibits outline the trustee duties, assets, funding from mutuals, financial reporting requirements, and establishes the mutual housing corporations as both trustors that provide funding and beneficiaries that benefit from the trust assets and services.
This document summarizes the results of a quality of life study conducted by the Third Laguna Hills Mutual. A survey was sent to 3,427 residents and 1,456 responded. The survey found that over 96% feel Laguna Woods Village is a good place to live and nearly 79% agreed that amenities and services are good. When asked about important factors in moving to the village, residents cited location, safety from crime, and recreation. The study also examined demographics, programs, and levels of satisfaction with various village services.
This document provides information about the council officers and members of the National Apartment Association (NAA). It lists the chairman, vice chairman, secretary and members-at-large of the council. It also lists the region liaisons and committee liaisons. The document announces the 2014 Call for Entries for the NSC Paragon awards program and marks important dates on the calendar for the NAA including the Fall Board of Directors meeting and the 2014 NAA Education Conference. It provides information from a presentation about expanding NAA sponsorship opportunities into a year-round program.
All saints ward community first neighbourhood plan jan 2014 final versionDavid Hugh Meagher
This document provides information about the Community First Neighbourhood Plan for All Saints Ward in Kettering, Northamptonshire, UK. It outlines the goals of the Community First program, describes the demographics and priorities of All Saints Ward based on initial consultations, and inventories existing community assets. Key priorities identified include improving the local environment, providing more activities for teens and seniors, reducing crime, and increasing volunteering. The plan will help coordinate funding bids and community projects to address local needs.
The document outlines the agenda for the Annual General Meeting of the London Society on June 26, 2017. The agenda includes welcoming remarks, approving previous meeting minutes, reports from the Chairman and Treasurer, electing officers and trustees, setting membership rates for 2018, and proposing constitutional amendments. The Chairman's report notes growth in membership, events, social media presence, and plans to further increase membership and reduce deficits. The Treasurer's report shows continued growth in income from membership and events while keeping costs under control.
The document discusses several issues facing the Laguna Woods Village community including the GRF Trust agreement that expires in 10 years, concerns about the management company PCM, the option of self-management, and the need for election reforms. It argues that meaningful changes are needed to governance structures and leadership to improve decision making and serve all residents, and that many viable options exist to make productive improvements.
Recreation Master Plan $10 Million Real Estate Loanacclwv
The Golden Rain Foundation of Laguna Woods is obtaining a $10 million real estate loan from Bank of America. The loan will be used to fund capital improvements and is secured by a second deed of trust on an existing property and a cash collateral account. The loan has a 15-year term with a fixed interest rate of 4.27% and equal monthly principal and interest payments. Proceeds can only be used for approved capital projects and the loan has standard financial covenants. There are no prepayment penalties except potential gains or losses from interest rate changes. The loan documents were reviewed and approved by GRF management and legal counsel.
The Golden Rain Foundation Trust was established in 1964 to finance and manage the construction of community facilities for Leisure World Laguna Hills. As trustee, Golden Rain Foundation is responsible for acquiring land, developing facilities like clubhouses and golf courses, and managing/maintaining the assets for the benefit of the mutual housing corporations that own the trust. The trust agreement and exhibits outline the trustee duties, assets, funding from mutuals, financial reporting requirements, and establishes the mutual housing corporations as both trustors that provide funding and beneficiaries that benefit from the trust assets and services.
This document summarizes the results of a quality of life study conducted by the Third Laguna Hills Mutual. A survey was sent to 3,427 residents and 1,456 responded. The survey found that over 96% feel Laguna Woods Village is a good place to live and nearly 79% agreed that amenities and services are good. When asked about important factors in moving to the village, residents cited location, safety from crime, and recreation. The study also examined demographics, programs, and levels of satisfaction with various village services.
Is your club too small, or does it lack the funds to initiate and
participate in district and global projects? Clubs in District
7080 have participated in successful large projects for years
using two specific approaches. Learn how clubs work in
clusters and communities using minimal club investments
and how they sponsored a $459,500 project. Get step-by-step
instructions and tips for success that will inspire, excite, and
encourage you to begin your own successful joint projects.
Global grants support large international activities with sustainable, measurable outcomes in Rotary’s areas of focus. Hear an overview of global grants and the importance of Rotarian involvement in monitoring and evaluation. Learn about scholarships and how you can sponsor or host global grant scholars. By the end of the session you’ll understand the components of a quality project and be prepared to start your global grant application.
Global grants support large international activities with
sustainable, measurable outcomes in Rotary’s areas of focus.
Hear an overview of global grants and the importance of
Rotarian involvement in monitoring and evaluation. Learn
about scholarships and how you can sponsor or host global
grant scholars. By the end of the session you’ll understand
the components of a quality project and be prepared to start
your global grant application.
Leading a Toastmasters club using a process oriented approachKumar Kolaganti
Leadership and Management skills are essential for running any organization, big or small, for-profit or not-for-profit. While Leadership skills focus on your soft-skills so you know how to figure out the right thing to do, management skills are more tactical and focus on how to do it right. With just leadership skills, you will figure out the right thing to do. With just management skills, you will learn how to do anything right. Every club officer must have both these type of skills in order to be successful. With both the leadership skills and management skills, you are ready to do the right thing in the right manner.
One of the important management skills is operations management that deals with processes in an organization. To run the club operations, methodically, smoothly and in an efficient manner, it is important to get our “act” (processes) together.
This presentation outlines what is a process and how using processes can potentially benefit a Toastmasters club’s execution of activities.
Contact me if you need an editable PPTX file.
Playing the Numbers: Learning the New Rules of Museum FinanceWest Muse
As museums adjust to ever-changing economic realities it is essential to have a few tricks up your sleeve in regard to understanding and analyzing budgets and finances. How can you recognize the warning signs that your organization may be headed for trouble? What do directors, development professionals, and managers need to know about finance in order to steer clear of danger and maintain a healthy operation? This interactive session addresses these questions with specific tools of the trade.
Moderator: Marjorie Schwarzer, Administrative Director, Museum Studies, University of San Francisco
Presenters:
Dr. Robyn Raschke, Associate Professor of Accounting, University of Nevada, Las Vegas
Deborah Frieden, Principal, Deborah Frieden & Associates, Oakland, California
This document provides information about training services offered by Citizens Advice Arun and Chichester. It details an annual subscription which provides telephone and email support, an e-newsletter, and reduced fees for training courses. The subscription costs £300 annually or £360 paid monthly. Training courses cover topics like welfare benefits, debt strategies, and financial capability. Fees vary for subscribers and non-subscribers. Cancellation policies for the subscription and courses are also outlined.
The document provides details on the proposed 2014 budget for the Highlands Ranch Community Association (HRCA). Key points include:
- The budget process involved the Finance Committee reviewing each aspect of the HRCA over 10 meetings and 330 hours to develop the draft budget.
- The 2014 budget goals are to fund operations and capital projects while maintaining fair assessment fees and aligning with the HRCA's strategic plan.
- The Administrative Fund budget is $3.2 million in revenue and $3.2 million in expenses. The Recreation Fund budget is $19.6 million in revenue and $14.1 million in operating expenses.
- Major capital projects for 2014 include the $2.4 million McK
The document is the 2014 annual report for First Community Credit Union. It discusses the credit union's strong financial performance in 2014, including growth in membership, loans, and assets. It highlights initiatives like opening a new branch location and improving digital banking options. The report contains messages from the Chairman and CEO, financial statements and graphs, and summaries of the audit and credit committees. It also celebrates the credit union's 60th anniversary and provides an overview of its real estate and commercial lending services.
Term gifts allow donors to make one-time donations that are used in their entirety for global grant projects. A minimum donation of $30,000 covers the district matching funds portion and allows a club or district to develop a global grant. Donations are tracked individually and donors receive reports on the grants funded. Term gifts are a way for individuals and organizations to directly support global grant projects in areas like water, education, health, and economic development.
The document discusses proposed legislation called the Gainful Employment (GE) program. The GE program aims to increase information available to students on costs and earnings of educational programs. It would determine program eligibility for federal student aid based on debt-to-earnings ratios and cohort default rates calculated at the program level. The proposal outlines how these measures would be calculated and defines thresholds for "failing", "zone", and "passing" programs. The document expresses concerns that the implementation timeline is rushed and may have unintended consequences.
The demand for measurable fundraising success in the nonprofit world points to a need for research-based fundraising models that can help development directors choose the right practices based on their nonprofit’s circumstances. In this study, five popular fundraising practices -- conditional ask-strings, giving clubs, matching campaigns, sustainer programs, and second-gift asks -- are examined using organizational revenue as the continuous, dependent variable. The study sets out to determine if there is a difference in organizational revenue based on the extent to which nonprofits use these practices. Organizations that employed strategic use of the five individual giving fundraising practices outperformed their less strategic counterparts and experienced higher revenue. These findings contribute to a better understanding of what leads some organizations to outperform others and achieve financial stability. In addition to informing management decisions surrounding fundraising practices, this investigation highlights the potential of a modeling framework for predicting success to explain why some organizations succeed in fundraising more than others and which practices fit conditions found in advocacy organization.
2012 april international service 101 by ron kelemen stew martin v3d5100wcs
This document provides information to Rotary clubs on getting started with international service projects. It discusses:
1) The goal of having every club participate in at least one international activity or matching grant project each year to support one of Rotary's six areas of focus.
2) Examples of past district projects that have helped thousands of people worldwide.
3) The four ways clubs can fund projects, including direct donations, district simplified grants, matching grants, and foundations/corporations.
4) Steps clubs can take to develop international service projects, such as collaborating with other clubs, researching community needs, and attending district workshops for support and guidance.
2012 April International Service 101 by Ron Kelemen and Stew Martind5100wcs
This document provides information to Rotary clubs on getting started with international service projects. It discusses:
1) The goal of having every club participate in at least one international activity or matching grant project each year to support one of Rotary's six areas of focus.
2) Examples of past projects showing the impact of providing clean water, education, health care and more to thousands of people.
3) The four ways clubs can fund projects, including direct donations, district simplified grants, matching grants, and partnering with other organizations.
4) Resources and guidelines available to help clubs properly plan, fund, execute and report on international service projects.
Intended for district leaders who are responsible for organizing
grant management seminars, this session will provide tips for
organizing and running a successful event in person or online.
Measuring Success: evaluate the Health of Your Clubs and Impact of Your Proje...Rotary International
Gain a better understanding of basic concepts and best practices for measurement and evaluation of your clubs, districts, fundraising, and service projects. Learn about using Rotary Club Central and other Rotary tools to access and understand information, and hear about some tips for realistic goal setting.
Moderator: Julia Phelps, RI Director-elect
Rotary Club of Malden, Massachusetts, USA
The document provides an agenda for a learning collaborative session on developing post-graduate nurse practitioner and clinical psychology residency programs. The session will cover topics like leadership support, finances, communications, accreditation, goals and objectives. It encourages participants to turn on their webcams, mute themselves during presentations, and ask questions using the Q&A button. A checklist is also provided for participants to track their progress on assignments like developing presentations for leadership, budgets, and communications timelines. The next session date is noted and participants are thanked.
Turning Peer to Peer Fundraising Benchmark Data into ActionBlackbaud
This document provides an overview and summary of a peer-to-peer fundraising benchmark study. It discusses key findings from the study, including that participant retention, team participation, and engagement are important metrics. The document then outlines five top metrics that matter: participant retention, team participation, percentage of zero-dollar fundraisers, engagement through participation, and donor contributions. For each metric, it provides data on industry benchmarks and suggestions for actions nonprofit can take to improve their performance based on the benchmarks.
This document summarizes a retreat for the Office of Financial Aid to discuss continuous process improvement. It outlines that while the new student information system rollout was successful, there was still room for improvement as shown by one student's poor experience. The group discusses defining value from the student perspective and mapping key processes to identify areas for reducing waste. Attendees break into groups to document the current state of processes and propose future improvements. The goal is to better align processes with student needs through an iterative improvement approach.
The document provides information on funding resources available through the Duke Partnership for Service (dPS) including financial support for collaborative student group events and transportation as well as guidance on the student funding process. It outlines eligibility requirements for the Student Organization Finance Committee (SOFC) programming funds and provides a checklist for applying for and receiving SOFC funding for events.
This document contains the agenda for the ACC August 17, 2015 meeting. The agenda includes: a welcome, discussions on pivotal points in LWV history, the current status of Third Mutual's demands to GRF, the mutuals' rights and responsibilities under GRF trust, evaluating candidates for mutual board elections, how the community can help, meeting candidates from Third and United Mutuals, and a Q&A session. Key topics to be covered are Third Mutual's demands regarding PCM contracts, the rights of the mutuals versus GRF responsibilities, and evaluating candidates in an upcoming election.
Dry Rot - A systems approach 2 by Dave Finleyacclwv
This document discusses a proposed pilot program to address ongoing dry rot problems at 3rd Mutual. It analyzes data from previous repair programs to identify model types most affected by dry rot. A new metric that normalizes costs by building size is introduced. A pilot program is proposed to test early detection methods, repair procedures and contractor roles for the most problematic model types: LH21, Garden Villas and Villa Paraiso. The goal is to develop a new dry rot prevention and remediation paradigm that reduces future damage through improved detection, prioritization and repair processes.
Is your club too small, or does it lack the funds to initiate and
participate in district and global projects? Clubs in District
7080 have participated in successful large projects for years
using two specific approaches. Learn how clubs work in
clusters and communities using minimal club investments
and how they sponsored a $459,500 project. Get step-by-step
instructions and tips for success that will inspire, excite, and
encourage you to begin your own successful joint projects.
Global grants support large international activities with sustainable, measurable outcomes in Rotary’s areas of focus. Hear an overview of global grants and the importance of Rotarian involvement in monitoring and evaluation. Learn about scholarships and how you can sponsor or host global grant scholars. By the end of the session you’ll understand the components of a quality project and be prepared to start your global grant application.
Global grants support large international activities with
sustainable, measurable outcomes in Rotary’s areas of focus.
Hear an overview of global grants and the importance of
Rotarian involvement in monitoring and evaluation. Learn
about scholarships and how you can sponsor or host global
grant scholars. By the end of the session you’ll understand
the components of a quality project and be prepared to start
your global grant application.
Leading a Toastmasters club using a process oriented approachKumar Kolaganti
Leadership and Management skills are essential for running any organization, big or small, for-profit or not-for-profit. While Leadership skills focus on your soft-skills so you know how to figure out the right thing to do, management skills are more tactical and focus on how to do it right. With just leadership skills, you will figure out the right thing to do. With just management skills, you will learn how to do anything right. Every club officer must have both these type of skills in order to be successful. With both the leadership skills and management skills, you are ready to do the right thing in the right manner.
One of the important management skills is operations management that deals with processes in an organization. To run the club operations, methodically, smoothly and in an efficient manner, it is important to get our “act” (processes) together.
This presentation outlines what is a process and how using processes can potentially benefit a Toastmasters club’s execution of activities.
Contact me if you need an editable PPTX file.
Playing the Numbers: Learning the New Rules of Museum FinanceWest Muse
As museums adjust to ever-changing economic realities it is essential to have a few tricks up your sleeve in regard to understanding and analyzing budgets and finances. How can you recognize the warning signs that your organization may be headed for trouble? What do directors, development professionals, and managers need to know about finance in order to steer clear of danger and maintain a healthy operation? This interactive session addresses these questions with specific tools of the trade.
Moderator: Marjorie Schwarzer, Administrative Director, Museum Studies, University of San Francisco
Presenters:
Dr. Robyn Raschke, Associate Professor of Accounting, University of Nevada, Las Vegas
Deborah Frieden, Principal, Deborah Frieden & Associates, Oakland, California
This document provides information about training services offered by Citizens Advice Arun and Chichester. It details an annual subscription which provides telephone and email support, an e-newsletter, and reduced fees for training courses. The subscription costs £300 annually or £360 paid monthly. Training courses cover topics like welfare benefits, debt strategies, and financial capability. Fees vary for subscribers and non-subscribers. Cancellation policies for the subscription and courses are also outlined.
The document provides details on the proposed 2014 budget for the Highlands Ranch Community Association (HRCA). Key points include:
- The budget process involved the Finance Committee reviewing each aspect of the HRCA over 10 meetings and 330 hours to develop the draft budget.
- The 2014 budget goals are to fund operations and capital projects while maintaining fair assessment fees and aligning with the HRCA's strategic plan.
- The Administrative Fund budget is $3.2 million in revenue and $3.2 million in expenses. The Recreation Fund budget is $19.6 million in revenue and $14.1 million in operating expenses.
- Major capital projects for 2014 include the $2.4 million McK
The document is the 2014 annual report for First Community Credit Union. It discusses the credit union's strong financial performance in 2014, including growth in membership, loans, and assets. It highlights initiatives like opening a new branch location and improving digital banking options. The report contains messages from the Chairman and CEO, financial statements and graphs, and summaries of the audit and credit committees. It also celebrates the credit union's 60th anniversary and provides an overview of its real estate and commercial lending services.
Term gifts allow donors to make one-time donations that are used in their entirety for global grant projects. A minimum donation of $30,000 covers the district matching funds portion and allows a club or district to develop a global grant. Donations are tracked individually and donors receive reports on the grants funded. Term gifts are a way for individuals and organizations to directly support global grant projects in areas like water, education, health, and economic development.
The document discusses proposed legislation called the Gainful Employment (GE) program. The GE program aims to increase information available to students on costs and earnings of educational programs. It would determine program eligibility for federal student aid based on debt-to-earnings ratios and cohort default rates calculated at the program level. The proposal outlines how these measures would be calculated and defines thresholds for "failing", "zone", and "passing" programs. The document expresses concerns that the implementation timeline is rushed and may have unintended consequences.
The demand for measurable fundraising success in the nonprofit world points to a need for research-based fundraising models that can help development directors choose the right practices based on their nonprofit’s circumstances. In this study, five popular fundraising practices -- conditional ask-strings, giving clubs, matching campaigns, sustainer programs, and second-gift asks -- are examined using organizational revenue as the continuous, dependent variable. The study sets out to determine if there is a difference in organizational revenue based on the extent to which nonprofits use these practices. Organizations that employed strategic use of the five individual giving fundraising practices outperformed their less strategic counterparts and experienced higher revenue. These findings contribute to a better understanding of what leads some organizations to outperform others and achieve financial stability. In addition to informing management decisions surrounding fundraising practices, this investigation highlights the potential of a modeling framework for predicting success to explain why some organizations succeed in fundraising more than others and which practices fit conditions found in advocacy organization.
2012 april international service 101 by ron kelemen stew martin v3d5100wcs
This document provides information to Rotary clubs on getting started with international service projects. It discusses:
1) The goal of having every club participate in at least one international activity or matching grant project each year to support one of Rotary's six areas of focus.
2) Examples of past district projects that have helped thousands of people worldwide.
3) The four ways clubs can fund projects, including direct donations, district simplified grants, matching grants, and foundations/corporations.
4) Steps clubs can take to develop international service projects, such as collaborating with other clubs, researching community needs, and attending district workshops for support and guidance.
2012 April International Service 101 by Ron Kelemen and Stew Martind5100wcs
This document provides information to Rotary clubs on getting started with international service projects. It discusses:
1) The goal of having every club participate in at least one international activity or matching grant project each year to support one of Rotary's six areas of focus.
2) Examples of past projects showing the impact of providing clean water, education, health care and more to thousands of people.
3) The four ways clubs can fund projects, including direct donations, district simplified grants, matching grants, and partnering with other organizations.
4) Resources and guidelines available to help clubs properly plan, fund, execute and report on international service projects.
Intended for district leaders who are responsible for organizing
grant management seminars, this session will provide tips for
organizing and running a successful event in person or online.
Measuring Success: evaluate the Health of Your Clubs and Impact of Your Proje...Rotary International
Gain a better understanding of basic concepts and best practices for measurement and evaluation of your clubs, districts, fundraising, and service projects. Learn about using Rotary Club Central and other Rotary tools to access and understand information, and hear about some tips for realistic goal setting.
Moderator: Julia Phelps, RI Director-elect
Rotary Club of Malden, Massachusetts, USA
The document provides an agenda for a learning collaborative session on developing post-graduate nurse practitioner and clinical psychology residency programs. The session will cover topics like leadership support, finances, communications, accreditation, goals and objectives. It encourages participants to turn on their webcams, mute themselves during presentations, and ask questions using the Q&A button. A checklist is also provided for participants to track their progress on assignments like developing presentations for leadership, budgets, and communications timelines. The next session date is noted and participants are thanked.
Turning Peer to Peer Fundraising Benchmark Data into ActionBlackbaud
This document provides an overview and summary of a peer-to-peer fundraising benchmark study. It discusses key findings from the study, including that participant retention, team participation, and engagement are important metrics. The document then outlines five top metrics that matter: participant retention, team participation, percentage of zero-dollar fundraisers, engagement through participation, and donor contributions. For each metric, it provides data on industry benchmarks and suggestions for actions nonprofit can take to improve their performance based on the benchmarks.
This document summarizes a retreat for the Office of Financial Aid to discuss continuous process improvement. It outlines that while the new student information system rollout was successful, there was still room for improvement as shown by one student's poor experience. The group discusses defining value from the student perspective and mapping key processes to identify areas for reducing waste. Attendees break into groups to document the current state of processes and propose future improvements. The goal is to better align processes with student needs through an iterative improvement approach.
The document provides information on funding resources available through the Duke Partnership for Service (dPS) including financial support for collaborative student group events and transportation as well as guidance on the student funding process. It outlines eligibility requirements for the Student Organization Finance Committee (SOFC) programming funds and provides a checklist for applying for and receiving SOFC funding for events.
This document contains the agenda for the ACC August 17, 2015 meeting. The agenda includes: a welcome, discussions on pivotal points in LWV history, the current status of Third Mutual's demands to GRF, the mutuals' rights and responsibilities under GRF trust, evaluating candidates for mutual board elections, how the community can help, meeting candidates from Third and United Mutuals, and a Q&A session. Key topics to be covered are Third Mutual's demands regarding PCM contracts, the rights of the mutuals versus GRF responsibilities, and evaluating candidates in an upcoming election.
Dry Rot - A systems approach 2 by Dave Finleyacclwv
This document discusses a proposed pilot program to address ongoing dry rot problems at 3rd Mutual. It analyzes data from previous repair programs to identify model types most affected by dry rot. A new metric that normalizes costs by building size is introduced. A pilot program is proposed to test early detection methods, repair procedures and contractor roles for the most problematic model types: LH21, Garden Villas and Villa Paraiso. The goal is to develop a new dry rot prevention and remediation paradigm that reduces future damage through improved detection, prioritization and repair processes.
Dry Rot - A systems approach1 by Dave Finleyacclwv
The document discusses developing an effective plan to address a dry rot problem affecting over 6,000 buildings across 1,400 properties. It outlines gathering data on building models, repair costs, and other metrics to analyze trends. Major trade-offs to consider include prevention costs versus repair costs and different repair methods. The goal is to break the dry rot cycle, control costs over time, and make long-term decisions through a systems approach analyzing the data.
The document discusses rising assessment costs for the Golden Rain Foundation mutuals from 2002 to 2014. Total annual assessments have grown from $69 million to $101 million over this period. A major contributing factor is increased payroll costs for the Planned Community Management company, which have doubled from $26 million to $50 million. Several expensive and controversial construction projects are listed that contributed to rising costs, such as gate houses that cost nearly $1 million and $750,000. Issues are also raised about a lack of community input and poorly planned projects driven by inflated cost estimates.
Moving the Community Forward presented by Kathryn Freshleyacclwv
The document discusses the current state of governance and finances between the Golden Rain Foundation and housing mutuals in Leisure World. It notes that recent elections resulted in unified boards for United Mutual, Third Mutual, and the GRF. The boards passed agreements to establish a trust and bylaw amendments to clarify their relationship and allocation of resources and assessments. The document raises moving forward to improve communication between the organizations and residents and establish processes to jointly work on governance and community issues.
This document outlines the agenda for a town hall meeting to discuss a recall effort against the United board. It includes presentations from Stevie Magid and Michael Comer to dispel myths around the recall and examine the allegations against the United board. Some key points they make include that eliminating the trust and property management company is a conspiracy theory, dividing assets would hurt the community, and the lawsuit was necessary after the board refused to recognize a legal bylaw amendment. The document argues the recall is just an attempt to save the "absolute monarchy" of the Golden Rain Foundation board and their unrestricted power.
The May 19, 2014 meeting agenda included:
- A presentation from 4:10-5:00pm on facts about the Recreation Master Plan and financial impacts.
- From 5:00-5:30pm, a discussion on the United Board's efforts to prevent financial mismanagement and ruin of the community.
- From 5:30-5:45pm, a discussion of the conditions of community facilities and services.
- The meeting was to conclude from 5:45-6:00pm.
The document is a meeting agenda for May 19, 2014 that includes several presentations and discussions. The agenda includes a welcome from 4:00-4:10pm, a presentation from 4:10-5:00pm on facts about the Recreation Master Plan and financial issues, a discussion from 5:00-5:30pm on efforts by the United Board to save the community from mismanagement, discussions from 5:30-5:45pm and 5:45-6:00pm on facility conditions and services and conclusion.
The Association of Condos and Co-ops (ACC) will hold a meeting on December 3rd from 6:30 pm to 8:45 pm in Club House 3, DR 2. The meeting will aim to dispel myths surrounding several topics related to the Golden Rain Foundation Trust and loans. It will consist of three parts, with the first discussing the GRF Trust and a $10 million loan led by Mary Stone. The second part, led by Mike Comer, will cover facts about the GRF Trust, Planned Community Management, self-management, and a Board of Directors loan agreement. The third part, by Jonathan Adler, will discuss the status of GRF club liability insurance and remaining issues. The meeting
1. Nov. 4, 2013 Meeting Agenda
Recap of ACC Progress to-date
4:30 - 4:45 E. Tao
Membership, Campaign Finance, Election Results
Status for GRF Board Election
4:45 - 4:55 E. Tao
Is the Sky Really Falling? How & Why?
GRF RMP & $10 Million Loan
4:55 - 5:15 W. Tao
What is the Real Scoop & Why?
Key Focus 2014 – Organization 5:15 – 5:30 S. Dickens
Advisory Group, Goal Based Committees, Process Oriented
GRF’s Latest Club Insurance
The Future of Our Village
What can we do & Our Next Steps
5:30 - 5:45 J. Adler
5:45 - 6:00 Group
2. 2013 Election Campaign Finance
Contribution By Candidates:
Eva Lydick
Ming Lee Chang
Donations:
Hsu
Hsu
Ku
Lee
Ma
Yeh
$
$
500
500
$
$
$
$
$
$
1,000
1,000
500
500
100
200
Total Contribution Received
$
4,300
Expenses:
Flyers
Room rental
Supply
Globe Advertisement
$
$
$
$
719
32
38
897
Total Expenses
$
1,686
Surplus
(to be used for future ACC sponsoring)
$
2,614
3. 2013 Election Campaign Finance
Contribution By Candidates:
Rosemarie diLorenzo Dickins
Wei-Ming Tao
Donations:
Chao
Chow
anonymous
Judkins
anonymous
Klein
Ku
Lee
Ma
Moore
Shen
Strom
$
$
500
500
$
$
$
$
$
$
$
$
$
$
$
$
100
200
500
100
200
150
500
500
100
500
120
200
Total Contribution Received
$
4,170
Expenses:
Postage
Labels & Envelopes
Letter - Printing & Folding
Tri-folded Flyers
One sided Flyers
Globe Advertise
$
$
$
$
$
$
874
56
114
665
61
897
Total Expenses
$
2,668
Surplus
(to be used for future ACC sponsoring)
$
1,502
4. RBF Recreation Master Plan
Purpose
A prioritized list of capital
improvements to be made over the
next 10 years
The Master Plan is concerned with
recreation needs that have “gamechanging” implications for recreation
facilities
5. RBF Recreation Master Plan
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Project
Clubhouse1/5 Health & Fitness Center
Fitness Trails
Garden Center 3
Relocate Paddle Tennis
Gate 16 Community Green / Plaza
Clubhouse 1 Gymnasium
Gate 16 Education Center
Garden Center 3 Passive Park
Clubhouse 5 New Drop-In Lounge
Clubhouse 6 New Drop-In Lounge
Clubhouse 3 Improvements
Clubhouse 4 Arts and Crafts Expansion
Clubhouse 2 Outdoor Event / Park Space
Village Greens Golf Practice Area
TOTAL
Not in Original Plan
Clubhouse 2 Renovation
Priorit
Score
y
16.8
A
16.6
A
16.3
A
13.3
A
17.2
A
16.8
A
16.6
A
15.5
B
15.8
B
15.8
B
15.4
B
14.8
C
14.1
C
14.1
C
Time
Short
Short
Short
Short
Long
Long
Long
Short
Mid
Mid
Mid
Mid
Long
Long
Short
Mid
Long
Est. Cost
$
783,000
$
289,000
$ 1,300,000
$
14,200
$
550,000
$ 6,170,000
$ 8,860,000
$
856,000
$
133,400
$
96,000
$ 1,241,200
$ 1,342,900
$
226,000
$
205,000
$ 3,242,200
$ 2,813,500
$ 16,011,000
$ 2,942,100
Alt. 3
#13
#7
#8
650000
#12
Gym
#9
#4
#5
#2
#3
#11
#15
6. Recreation Master Plan Update
Project
10/16/13 Ad
5/7/13 Est.
Hoc approved Funding Needed Over/(Under)
Approved Costs
Funding
for completion
Spent
1. Clubhouse 1 Table Tennis & Indoor
Pickleball
2. Clubhouse 3 Improvements
3. Clubhouse 4 Arts and Crafts Expansion
4. Clubhouse 5 Drop-in Lounge
5. Clubhouse 6 Drop-in Lounge
$
$
$
$
$
210,000
1,241,200
1,342,900
133,400
96,000
$
$
$
$
$
210,000
1,241,200
1,342,900
133,400
96,000
6. Community Center 3rd Floor Education
Center
7. Fitness Trails
8. & 9. Garden Center 3 & Passive Park
10. Gate 12 Main Lounge
11. Gate 12 Outdoor Events & Park Space
12. Gate 16 Community Green / Plaza
13. Gate 16 Fitness Center & Gymnasium
$
$
$
$
$
$
$
1,400,000
289,000
2,156,000
3,150,000 $
389,000 $
550,000
6,905,000 $
$
$
$
$
1,299,690 $
1,400,000 $
289,000 $
2,156,000 $
$
$
550,000 $
5,605,310 $
$
$
650,000 $
205,000 $
8,736,600 $
13,878,810 $
14. Paddle Tennis /Pickleball behind Lawn
Bowling
$
15. Village Greens Golf Practice Area
$
TOTAL
$
650,000
205,000
18,717,500 $
6,558,910
878,000
$
$
$
$
$
3,408,910
489,000
-
3,897,910
7. RMP Recommendation
Stop the funding approval of Gate 12
Projects & the Gate 16 Project Design
(meeting tomorrow)
Revisit the RBF’s Plan
Perform thorough Analysis and plan RMP
by year with both operating and capital
expense forecast, including underline
assumptions
Perform a separate detail Analysis on
CH#2 Renovation vs. New
8. $10 Million BOA Loan
Loan Amount
$10,000,000
Contract Date & Interest Rate
◦ SWAP
7/5/13 2.67%
◦ Loan /Spread
8/21/13 1.6%
4.27%
Term
15 years fixed
Loan Fees & Expenses $43,587+
+ title insurance, escrow charges, attorneys’ fees
Full Month Payments
Principle
1st month Interest
$55,556
$35,583
9. Interest Rate SWAP
An agreement between two parties
where one stream of future interest
payments is exchanged for another
based on a specified principal amount.
Interest rate swaps often exchange a
fixed payment (GRF) for a floating
payment (BOA).
Trade on OTC, they are just contracts set
up between two parties (GRF & BOA)
10. Collaterals
Community Center Real Property
◦ Current Loan Matures in 11/2017
◦ Current Loan Balance $3.1 mil
Cash Collateral Account $4,447, 313
Loan Used for Collateral $2,961,782
Cash Collateral Balance
$1,485,531
(from existing cash balance)
11. Interest Payments and Earnings
Interest Rate for Cash Collateral
◦ Credit rate to offset bank fees
0.4%
Cost of Idle Cash for 3 years
◦ Net of Interest expenses
$1,04 mil
12. Prepayments
Loan Contract
May prepay at any time on an LIBOR
Rate Adjustment Date with NO penalty
SWAP Contract
8/21/13 1.6%
7/5/13 2.67%
The price of the contact fluctuates with
the market, pending on the interest
rate. Price goes up when interest rate
goes up.
13. Covenants
Use of Proceeds
◦ To use the Loan proceeds only for payment
of costs and expenses incurred in
connection with CAPITAL IMPROVEMENTS
to the Property and/or other real property
owned by Borrow and/or Guarantor.
Not to Liquidate or dissolve the
Borrower’s business
14. Transfer fee is to maintain &
Improve
“To the extent that facility fees are collected and placed in reserve
funds for maintenance, it reduces the need for reserves to be
funded entirely from assessments. Consequently the monthly
assessment would be reduced."
08/15/2011 by GRF board
"As you may recall, GRF implemented a $1,500 facilities fee for new
buyers effective January 2012. These payments are placed in a Trust
Facilities Fee Fund and are to be used for maintaining our
amenities. It is anticipated this fund will have $924,000 by the end of
2012.
GRF has voted to begin using monies in the new Trust Facilities Fee
Fund for some of the major renovations and repairs planned for
2013. This action reduced the monthly assessment for GRF’s
Facilities Replacement Reserves by $4.00.“
by Mary Robertson on July 23, 2012 about "Boards Plan 2013 Assessments“
The trust facilities fee fund was established to maintain and
improve that recreational and amenities available to all residents
within the Laguna Woods Village.
4/15/13, 2012 Notes to Audited GRF Financial Statements
20.
How are we going to avoid :
Scar tactics
Innuendo
Half truths
Vague statements?
21. Mission Statement, which guides all
activities
Board: Who uses the mission statement
and systems process
Systems Procedure: Integrates with the
Board and Mission statement
23.
President
1st Vice President
2nd Vice President
Membership
Fund Raising
Publicity
◦ Current
◦ Historical
I.T. (internet
Technology)
◦ Data base
◦ Web Site
◦ Works with all Board
Members
26. Process
1. Who:
2. What:
What can have many items. This now goes to
secondary level and becomes procedure.
3. How: all necessary items to
complete “what”
4. When: time line
27. Process for each “What” in Procedure
1. Who
2. What
3. How
4. When
28. 1.
2.
3.
4.
System for grocery shopping
Process
Who: me
What: eggs, tomatoes, milk, bagels,
burritos
How: drive or take bus or cab
When: can I get all items at one
store?
29. Procedure for Milk and Eggs
1.
2.
3.
4.
Who: me
What: eggs and milk
How: my car
When: tomorrow