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For the past year and a half, the Strategic Planning Committee has been working diligently writing and implementing a five-year plan for our community. I would like to give you an update on where we are currently with this plan.
As previously described, the purpose of a strategic plan is to give clarity and meaning to the Board of Trustees (BOT) of our POA regarding what the majority of property owners feel are the most important aspects of the community. In an attempt to obtain this information, the Strategic Planning Committee created a survey via a utility entitled “SurveyMonkey” which included questions that we, as a committee, felt were important interests of a property owner. The survey was designed in such a way so only between 5 and 10 minutes would be required for it to be completed. The survey was sent to property owners via email. A total of 1250 emails were sent. Of the 1250 emailed out, 914 were opened. Of the 914 opened, 415 took time to answer the questions. The results of the survey were then compiled using those 415 answered surveys and analyzed using the tools available within “SurveyMonkey”.
In addition to the survey, the Strategic Planning Committee created four focus groups. Each of the focus groups were specifically designed to address the various categories of property owners within the community. The groups were as follows:
- 1) Full-time, retired property owners
- 2) Full-time, working property owners
- 3) Part-time or lot property owners
- 4) Property owners with children under the age of 18
The Strategic Planning Committee then analyzed and evaluated both the survey and the focus group’s results. These results gave us a wealth of information about what property owners valued most about our community. The most highly valued item was Access Control (the front gate). Next on the list was the condition of our roads, followed by the golf course, swimming pool, fitness center, 19th Hole Bar and Grill, exercise room, and pickleball/tennis courts being lowest on the list.
Each of these priorities was then evaluated and placed on an Impact-Effort grid to help determine which improvement would most benefit the property owners. “Impact” included an estimate of the benefits to the community. “Effort” included an estimate of the financial impact (positive or negative) and the amount of time the priority would take to accomplish the task.
The above information was then formally compiled and presented to the BOT in an effort to advise the BOT as to how the property owners would prefer to have their assessments and fees allocated once all of the monthly expenses are paid. In other words, what do we do with any money left over after all the bills have been paid.
Current Status
As a result of the above efforts related to defining the property owners’ preferences and creating a strategic plan as defined by those preferences, the Strategic Planning Committee was able to generate a number of recommendations to present to the BOT. This, combined with the BOT’s efforts to optimize the handling of the community’s finances, has led to several initiatives being financed and implemented. It is noteworthy to add that the BOT has been able to execute these programs without increasing assessments or fees or calling for a special assessment.
At the neighborhood entrance construction has begun on the remodeling of our swimming pool which has been in desperate need of repair for numerous years. Stage one of the swimming pool remodel includes the pool itself and the area immediately surrounding the pool. Architectural drawings that depict the changes underway are available in the foyer of the clubhouse. Also, as soon as funding is made available, new bathrooms and a fitness center will be built. These will be located on the north side of the pool. As further enhancement, the BOT is also looking into the possibility of a smart card entry system which will allow 24-hour access to the fitness center.
Additionally, golf course improvements are currently being made using money which has been saved over the past several years. Initially this money was earmarked for new greens on the course. However, because of the expertise of our course supervisors, it was determined that the greens do not require rebuilding. This money has now been redirected toward establishing our sand traps and improving the driving range.
Roads continue to be the number one concern of property owners. However, to make a difference in our roads, a lot more funding is required than currently available. There are 26 miles of roads in Westwood Shores. The cost of the cheapest road construction process known as “chip and seal” costs approximately $400,000 per mile. To make a difference, it will take a minimum of $8 to $10 million dollars to pave our roads using the cheapest method of restoration. Currently the Strategic Planning Committee and the BOT are in the process of considering a number of strategies for generating the funding necessary to address all 26 miles requiring maintenance. In addition, we are doing our best to stretch the resources we do have so that we minimize any additional cost to each property owner. Preliminary research is revealing that it appears to be working.
Moving Forward
From the original survey and focus groups, it became obvious to the Strategic Planning Committee that there was a need for better communication both within Westwood Shores and beyond. In addition, we needed to market our community not only to our property owners but to prospective property owners. And thirdly, we needed financial advice to help us know the best way to fund the needed projects like paving our roads. We are now in the process of creating three committees to focus on each of these needs. These committees will be “special advisory committees” to the Strategic Planning Committee who will then make recommendations to the BOT. These committees will only be advisory in nature. They will not be able to make decisions on their own. All decisions will continue to be made by the BOT.
Due to the special nature of the three committees, an application and interview process will be required for each committee position. We will be looking for property owners within our community who have specific skillsets and experience in these areas. Information regarding the application process for these committees will soon follow. If you possess special skills and wish to serve, please fill out the application when they are announced.
Additional Survey
Within the next several weeks the Strategic Planning Committee will email a second survey to all property owners of Westwood Shores. Please be on the lookout for that email. We will be announcing its release through several postings. It is our hope that this new survey will increase the number of property owners who take the time to complete the survey. We need to hear from everyone. The initial survey has proven that “Your Opinions Count”.
Email Addresses
One positive result of the first survey was to bring our email addresses up to date. If you have changed your email address, or feel you are still not receiving emails, please notify the POA office as quickly as possible so that you can begin to receive all the important information concerning our upcoming survey.
Dr. Ron Auvenshine, Chair
Sherrie Nielsen
Debbie Pearce
Ronnie Matlock
Steve Wright
Todd Zarko
Westwood Shores POA
205 Westwood Dr. E.
Trinity, TX 75862
www.westwoodshorespoa.com
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