jamesrforhoa.com

(same info as above, just in text only form ….)

ABOUT ME: 

• Retired Financial Analysis Executive from a Fortune 155 multinational.
• Full-year resident since 5.23 (about 2.4 years) with my wife, Rosalyn (Rose) Russell.
• Head of the Turnover Finance Committee since 5.24, THAC Resident Board Member since 9.24
• I will seek the Treasurer Position, if elected. 
• I am looking forward to the candidate forum night now promised by our HOA management.  

MY MISSION / MY PASSION: 

• I love working with numbers, financial analysis and planning, and being involved with making things better.
• I’ve expended many hours reviewing and understanding our (a) financial statements and (b) documents (Declarations, Articles, Bylaws).  I’d like to use this knowledge-base to help RHCC get off to a great start under our Owner-Controlled Board.
• Let’s ensure we get a great group of Board Members that represent our interests with commitment and energy.

MY VISION FOR RHCC:

• We are all proud and pleased with how our development looks … 
  … parkways, common areas, flowerbeds, golf course, and facilities.
• We have top-notch facilities that are well maintained.
• We are highly pleased with how things are managed (and operated) here.
  • So much so that we will readily tell our friends, family, and prospective residents 
    that this is a great place to live.
• Our voices are heard, input is welcomed, and we all get satisfactory answers to our questions.
• We have an active and engaged BOARD wherein all Board Members feel (strongly) they represent the interests of the RESIDENTS, not just their own individual interests (or one-off special projects).
• We have active and engaged residents … we have numerous activity and advisory committees.
• We have a 3 -to- 5-year plan for projects, improvements, and assessment changes that is well-communicated with the residents, and updated regularly – so we know where we are going and can plan our family budgets.

HOW DO WE PROCEED (SPECIFICS):

Better Communications / Great Transparency
— More, More
(from the BOARD and the Management Companies) 
— Clear communications of all changes, all improvements.
— Immediate Survey of the Residents for sentiment(s) on priorities, 
   … Get the consensus what we’d “like to see more of and/or less of” right away.
— Establish a website section for FAQ’s (nicely indexed)
— Implement On-Line “suggestion box” to the Board and the Community Manager …
   … 100% replies – either one-offs, in the weekly newsletter, and/or to the new FAQ site. 
Address Chronic Problems (Opportunities) with URGENCY
— Golf Course issues (numerous) and improvement opportunities (numerous), landscaping and “curb appeal” deficiencies, timely and orderly conveyance of common property to the owners, start building maintenance reserves … 
…  immediately begin development of a 1-to- 3-year plan for projects, improvements, and assessment impacts.  Advisory Committees:
— Immediately conduct a call-out and formation of several resident advisory committees to work with the BOARD, the Golf Course management company, and the HOA management company. We have great talent and interest that can help us to be great.
Projects – Immediately begin studies of:
— potential clubhouse upgrades (lean heavily on turnover committee recommendations)
— potential for additional or separate AMENITY facilities for RHCC “inside the gate”.
Fees / Assessments / Budgets:
– Spend very wisely.  Future assessment and dues increase ONLY when absolutely necessary. 
  … Smallest increases possible.
– Near-term member growth can fund maintenance reserves and cost-inflation.
Term Limits: 
– I commit to “Self-Term limit” myself to no more than 2 years. I commit to apply a high level of energy during the next 2-years to get us off to a great start.

jprssll56@gmail.com, 305-926-6007 (cell)

-end-