Questions & Answers
With the SVRA BoD Candidates
Last month I posed the following questions (via email) to the six candidates running for the three open seats on the Star Valley Ranch Association (SVRA) Board of Directors (BoD):
To follow are responses received to date (in alphabetical order). Additional responses will be added to this post as received. Responses have not been edited and reflect the answers as drafted by each candidate.
Nancy Ellis
Q1. How the organization functions is critical to our success and our ability as board members and staff to work together. I will begin by examining the entire organizational structure, the relationships between staff and board, and identify strengths and weaknesses of the organization. Due to the differences in outlook between board members, it is imperative that I, and my other board members focus on relationship building and I will try to come onto the board prepared to listen and learn about each member (board or staff) their priorities, concerns and personal/professional goals for the organization and the membership as a whole. Once we are able to work effectively together and policies are enacted by the board, and implemented by the general manager and her staff, the working relationship should improve over time.
I will take a significant amount of time meeting with, and working with, the General Manager because she is the organizational administrator and her knowledge and experience are critical to the successful functioning of the entire organization. I will evaluate the role of the General Manager in relation to the board and evaluate board oversight functions and how the staff are supported. A key component in working with the General Manager is to have clear and consistent oral and written communications so that we can develop the ability to work closely together. There also needs to be clear oral and written communications between the Manager and the Board. Also, it is critical that I spend time with each board member and with the General Manager and her staff to focus on building the team. As a result, there will be significant need to build trust and a strong relationships between each of us if we are to be successful. I firmly believe that one can only build relationships one person at a time. That is the only way to accomplish strong relationships. Therefore, we all have to work at it. No relationship is one sided. I have no doubt that together we can accomplish a great deal.
I have been extremely effective in creating coalitions, bringing adverse groups together and building consensus among partners. In fact, I was known for that ability and am hopeful that I can successfully bring together staff, board members and community groups here in Star Valley.
Q2. Uniform assessments are a critical issue for members. Ever since the lawsuit addressing the DCCRs, the board has had to go back to the beginning of the development and calculate assessments per DCCRs based on the original agreements. They could not charge more than the maximum the DCCRs charged per plat. Each year that maximum could be charged based on the consumer price index and the original amount assessed for each plat as it was developed. However, the Association did not have to charge the maximum, they simply couldn’t charge more. It is my understanding that the Association chose to transition from a flat assessment to variable assessments. The judge gave them a choice. However, that is past history.
Right now we have some options available. 1) We can reduce association reserves, 2) keep the higher plats assessments fairly stable and gradually increase the lower plats assessments annually, 3) wait and change the DCCRs in the future, or look for other options by seeking the advice of financial specialists. This is an extremely difficult issue to address because the DCCRs can only be reviewed periodically. The next review is in 2032. Some things we can do as we search for better options is to make sure that the assessments are providing programs and services needed and wanted by the membership. I also pledge to keep the members informed regarding this effort and whether or not we are making progress and any next steps. I will try to ensure that members are getting something for their assessments. That they feel they are being heard. And, I will definitely make sure members are updated regarding any progress in this area.
Q3. Star Valley Ranch is a significantly growing diverse community. Many more professionals, and families with children are moving in and living here year round. There are fewer and fewer individuals and families who are only here in the summer. As a result, the need for assorted winter sports and activities is increasing rapidly. As a board member, I will be creating surveys and focus groups of members from geographically and demographically diverse populations. I would like to meet with folks from each plat four times per year, if at all possible. I will try to find a home in the area willing to host the group conversation. I will also suggest that the committee working on recreation for the Association be comprised of a diverse group of individuals so that a wide variety of ideas can be submitted to the board for consideration. Once we get some good ideas, we can then decide how to fund and implement them. We could create task forces on winter recreation programming for all ages and bring people together to figure out not only what needs to happen, but how to make it happen. And, most importantly, I will keep you updated concerning our progress.
I strongly believe that when you bring people together to solve problems and to figure out how to plan toward the future, you will be amazed at the creativity and incredible thoughts and ideas a group can collectively contribute. I have never been in a planning group where someone didn’t come up with an idea no one else had thought of before. I truly believe in the amazing power of the “group” where the possibilities are endless and great ideas flow freely. I have great faith in the Star Valley Ranch Association members. There are an amazing number of experienced and talented people here in Star Valley Ranch. All we have to do is ask! People will “step up” and help. I have no doubt that, together, we can increase the number and relevance of winter sports activities and programs.
Wayne Huhtala
Q1. Having spent most of my career as a truck driver, I also acted as a Union Steward for most of that time. As a Steward you are required to help in contract negotiations, grievances, and disciplinary actions among other things. Often times the two sides started off at odds with one another, but through long discussions, some compromising on both sides, we always worked the problems out, usually to the satisfaction to both parties. If elected I intend to handle this job similarly. Listen to all views, gain as much information as possible before making any decisions. Do what is right for all members.
The Board operates democratically, we will take the advice/recommendations of the different committees appointed by the board as long as they adhere to established rules and regulations and ensure compliance to Wyoming laws.
As long as we all, fellow Board of Directors and General Manager, have the mindset of doing the right thing, what is best for all members, I don’t see a problem.
Q2. I don't agree with the claim that assessments have nearly doubled, but they have increased by a little over 50% for some of us. I believe this is the most pressing issue for most members, and it's urgent that we address it.
It is unfair that some members pay a higher assessment than others with the same benefits. This is a source of animosity among members and is crucial to rectify sooner than later. Any additional increases will only broaden that gap. All members want the best for SVRA, but at a fair rate.
We can keep the gap between the assessments until 2032, when we can modify the DCC&Rs to establish a fair method for assessing fees, or we can look at ways of reducing the gap. We could charge the lower assessed Plats the maximum allowable assessment per court methodology while holding or reducing the higher assessed plats. If elected, I would like to carefully review the budget to find potential areas for saving money.
The current General Manager is doing a great job of investing our reserve money making a profit from the proceeds. This money is currently earmarked for reducing amenities costs to members. I think we would better serve the members by using that money to reduce the higher assessments.
Q3. I would like to see increases in year-round activities not just winter. Our town is shifting from a summer recreational community to to a growing year-round family community. The demographics of our town are changing as we speak, and we need to hear all members thoughts on their wants and needs.
The decisions made by the Board don’t have to be made in haste. Before voting on items, I’d like to get feedback from the members, ensure their support, create a budget and check for hidden costs. I would also conduct a few test runs to determine the level of membership involvement. For example, recently, the House and Entertainment Committee tried Karaoke night and Trivia night both had a low turnout, so we know not to pursue these any further.
Patty Judge
Q1. I have fostered a professional relationship with all of the staff for the last three years. I’ve gotten to know them from working in the pro shop, and from working on the house and entertainment committee for the last two years. One of my specialties in working with non profits was board development. I believe that those experiences have given me a unique perspective.
Q2. After studying the problems created by the recent law suit for our assessments, I’m sorry to say that the statement you’ve quoted was possibly made prematurely. In looking at the current assessment schedule, the only way to make all the dues equal is to come down to the lowest. Unfortunately, that would leave us with a negative operating budget of over $260,000. Raising the recreation fees more at this time, when we are trying to supply more opportunities for our families at a low or no cost isn’t feasible. There are those who feel that we should be able to use our reserves to subsidize this. I disagree. Those reserves are needed to pay for unforeseen expenses that we’d have to have special assessments for if there were no reserves. Special assessments are inherently difficult to get passed.
Q3. Growing our winter sports programs is a huge concern. We have a group of dedicated volunteers who work on the trails and on the ice rink. Personally, I love snowmobiling, but I know that there are those who live on the golf course, especially at Aspen Hills, who have had major problems with snowmobiles intruding on their property. We need to do some education programs and find some way to hold people accountable for tearing up the cross country trails that our volunteers work so hard to maintain.
Fred Lamming
Q1. It is imperative and essential that all board members establish a good and professional relationship with the SVRA General Manager (GM). A board member relies heavily on the GM to present accurate and relevant information so the best, informed decision can be made. I feel the GM should research and understand almost everything about the issue discussed. In turn, the board member should absorb that information, possibly researching more, and make a responsible decision. The GM should be only a messenger at that point sending the information to our membership. If a BoD has a differing opinion, it should be addressed early in the discussion phase and it is crucial that their side of the issue is fully and respectfully understood. Our strength is in our differences and is the only way we move forward.
Another “Western” way to look at the BoD/ GM relationship is the description of a Wagon Wheel. The spokes of the wheel represent each Board Member and the wheels’ hub represents the GM. The wheel is supported by the strength of the hub and functions as the focal point. The hub needs quality maintenance to move forward. However, the wheel only turns smoothly if each spoke is at equal strength and length. Each board member needs to offer equal effort and support to make it a smooth ride.
Q2. The Court ruling did not do anyone justice. It is unfair that different plots pay a different assessment. I wonder if the BoD really thought it through as they proclaimed this promise. If we maximized the lowest assessment and minimized the highest numbers the assessment would be at $383.75 per lot. Our revenue would be $773,640 with 2,016 lots. Our current Business and Facilities budget requirements are $939,917.93. Add on a Cedar Creek Center loan of $120,000 for the building, we would have a deficit of a minus $286,277.93 to try and collect. Sure, I think there are places to cut spending but, trying to find around $280,000 not collectable by assessments is unrealistic. Also, a Special Assessment to take care of budget needs is unrealistic and not a way to run a budget. The bottom line is, we need to manage the monies we currently make and save for the planned and unplanned expenditures. We need to support activities like golf, a self- supporting activity, that puts money in savings for Capital Expenditures which in-turn enables a lower, future assessment requirement. The Court ruled assessment formula works for now. I am interested, though, in discussing how we make available activities, like swimming, free to all members.
Q3. This question is very ‘near and dear’ to me. I am a year-round Wyoming Native and I embrace all that is winter. I wish to enhance all winter activities for all users whether you are a snowmobiler, ice-skater, monster inner-tube sledder or a classic/ skate skier. The last three years, Kurt Richmond and I (along with staff and other enthusiasts) worked to make the cross-country track the best. I widened the track to accommodate quality skate skiing and groomed the classic track to enable fun smooth gliding. More work needs to be done to expand more sledding for families and increase markers to separate skiers, snowmobilers and sledders. This winter I hope to start a Charter under the Association to organize and formalize these activities.
Deborah Larson
Q1. The majority of my adult working life followed my military career and then my husbands. In the seven years I served as a Marine, I changed location and jobs four times. If you include training as a job, that would add an additional five moves. If a civilian had that many jobs in such a short period of time, it would not be seen in a very positive light. For me, it was quite the opposite. I was doing well, getting promoted and with every promotion came a new job and new opportunities.
To thrive in every endeavor, whether it’s military, civilian or community service, requires the ability to communicate and work constructively with others. It does not necessitate everyone share the same opinion on all matters. Approaching a task from different angles can often be very productive. I look forward to similar experiences and successes with fellow board members.
As with any successful organization, SVRA has an established hierarchy or chain of command. All employees, including the General Manager, will be working under the guidance of the Board of Directors (BOD) in a positive and productive environment. As in other work situations, SVRA employees will be responsible for implementing policy decisions and following the directives of their employers.
Q2. To think it is the responsibility of the 2024 BOD to make good on promises of the 2022 BOD would be like saying each President be required to follow the same path as his predecessor. That said, I do believe this issue is a priority and I support the goal of uniform assessments.
As I understand the lawsuit in question, the result was that assessments be calculated in accordance with the DCCR’s. Simply put, the lawsuit said the Association could not charge more than what the DCCRs allowed per plat, and they needed to go back to the beginning and calculate what the amount would be. That did not mean the Association had to charge the maximum, it just meant they couldn’t charge more. In 2022, the Association voluntarily transitioned from a flat assessment to variable assessments. They are now trying to sell a scenario that is not true. It was not the lawsuit that created this inequality!
There have been numerous methods suggested in this task of accomplishing uniformity, each with its pros and cons. While reducing association reserves would hasten this process, my approach would be to enlist the advice and support of financial experts in our community to this effort.
Q3. I encourage and support outdoor activities of every season. Other than common use lots, the one asset of the HOA that is not restricted by DCCR’s is the former airstrip. I believe the proper use of that property has great 4-season potential.
Winter Activities would require keeping a quarter mile (maybe more) plowed. Invite Charter Clubs to serve hot chocolate, donuts or cookies for donations at the following events:
Tennis Ball Golf – Judged on two parameters, longest & most accurate drives.
Snow Shoe Races
Snow Sculpture Competition
Kid’s Snow Animal Day
Create a Snow Maze
Community Christmas Light Walk
Winter Act of Kindness Day (help an elderly neighbor shovel)
Build Snow Castles, Forts or Igloos
Ice Bowling
Some of these ideas are taken directly from my past experience and were very successful. We are only limited by our own imagination!
George Toolson
No responses submitted.
To view all of the questions/answers provided during the "Meet the Candidate Night 5/28/2024", please visit the SVRAWY association website https://svrawy.com/
The direct link to the zoom recording is at https://svrawy.com/homeowners/meeting-information/meeting-recordings/