Karen Hadrick

Meet 

Karen Hadrick

Professional Experience:

Architectural Controller: Brandywine Townehouses Improvement  Association  (Self-Managed 1,187 units) (10 years)

Nationwide Lending Portfolio Administrator:  St. Paul Federal Bank (9 years)

Operations Manager: The New York Apartments (New construction 593 units) (3 years)

Property Manager: Knolls Condominium Association (600 units) (1 year)

Site Manager: 100 Forest Place (New construction 234 units)  (3 years)

Affiliations:
BOD Secretary:  Waterbury Townhome Association (188 units) (3 years)
Developer's Representative for York Meadows Condominium Association BOD (125 units) (1 Year)
SCA homeowner/resident (7 years)
Educational Background:

Triton College 
Morton College

AHI Real Estate Services

Real Estate Institute Continuing Education

American Security Training School (Chicago)

Reus Real Estate School

Past Licenses & Certifications:

Basic Home Inspection Certification 
Illinois Real Estate Broker's License

Permanent Employee Registration Card..Illinois Regulation
Clarification:
Illinois requires the PERC card prior to applying for certain employments to ensure that anyone who is hired, has undergone and passed both State and Federal criminal background checks and fingerprinting. It ensures that this step has already been done, which prevents companies, who may skip the background checks due to time and money, from hiring a person who is a convicted felon to work in a position of authority and security.
Participation:
Active participant in numerous Community Arts & Crafts Shows

What People have to say about Karen Hadrick:
I met Karen (Wellman) Hadrick when she attended her first Waterbury Townhome Association meeting shortly after she had purchased her home in mid-1994. At that meeting, she mentioned that she was employed by a large bank, and that she inspected apartment complexes throughout the country.
During the four years that she owned her home, she became very involved with the Association; first, with attending all of the monthly meetings as a homeowner; then serving on several committees; and finally serving as the Board Secretary for the Association.
Karen served on many of the same committees as I did, and her work ethic was extremely diligent. If a project needed to be done, she would go about it in the most logical and efficient way, putting in many long hours to make sure it was done completely and accurately. 
She listened to both sides before making up her mind, and worked very hard to help keep Waterbury’s assessments under control, while keeping the property values up.
If I had to describe her, I would honestly say she is very fair, trustworthy, and has become a very loyal friend. But, above all, she has common sense, which a lot of people nowadays, do not.
She has many years of hands-on management experience with a variety of property types, as well as maintenance and construction knowledge. 
Because of her caring efforts, I believe she left our Association a better place to live.
Mrs. Carole Kasch
Former Board President
Waterbury Townhome Association
Roselle, Illinois 

I had worked with Karen for 10 years while she was the Brandywine Townehouse Improvement Association architectural controller and I served on the board. Brandywine has always been a self-managed association with 1187 units. We saw the need to create the architectural controller position because of inconsistency with the owner’s exterior improvements and enforcement.

Karen has an extraordinary focus and strategic way of thinking.
She researched each problem and wrote policies and articles for our newsletter, The Messenger.
She was very helpful to the owners and able to guide them through the process.
Mercedes Ruiz
President of Board of Directors
Brandywine Association
Villa Park, IL  

Got a question for Karen Hadrick?
Send it to:

scanewtraditions@gmail.com

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Buddy Greenfield Compliance Question Response:

Actually, the number is even higher than what you heard, and it’s not even 45 days into the new program.  It is unfortunate that there was more time spent on compliance workshops to “train the homeowners” than on the actual training of the employees and the overall execution of a poorly thought out compliance process.  The violation letter being sent out is unkind, extremely wordy, and very intimidating-- especially for it being a first notification.  

This type of letter should identify the issue, reference the rule, offer a solution, a  completion date, and briefly indicate the consequences for failing to comply—that’s really all that is needed.  (Save all the legalese for any subsequent letters that might be needed).   But owners also MUST be given an opportunity for recourse--to disagree with the request through their right to appeal—and that is something the current violation letter FAILS to even mention.  

That omission just further reinforces my belief that our managerial team (in which I am including the BOD) was in too much of a hurry to create a policy that would satisfy some NRS 116 rules towards treating all owners equally, but failed to realize the discord it would actually cause by addressing the petty issues instead of the obvious ones that affect the overall value of our homes.  If I am elected to serve, I would certainly want to address the need for updating and/or the removal of a number of the "rules" we are being forced to live with.  Thank you.  

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Diane R. Restaurant Question Response:

After 5 failed attempts, I was initially against trying for a sixth time--especially under the last terms that were being offered of free everything and then some.  But BEFORE I would be putting out the word that our association is looking for a tenant, I would be contacting each of the utility companies to have individual meters installed that only service the restaurant space.  Because EACH of the failed restaurants had approached the BOD's at some point in their leases, asking for a percentage reduction, a payment plan, or total forgiveness of the unreasonableutility charge backs they were supposed to be paying in addition to monthly rent.  Once the space has its own meters, then the search can begin by hiring a professional that is experienced in restaurants and negotiations.  If they are lucky enough to find someone who needs a large catering kitchen AND would also operate our restaurant, then the lease and any monetary terms can be fine-tuned.  I am not in favor of providing any additional subsidizing--I think offering a fully functional restaurant space is a pretty good start right off the bat.  If the restaurant operator wants additional items, like televisions, cable, phone lines, etc. that should be at their expense-- they would have those start up costs wherever they went.  But it shouldn't be on our dime.

     

If, however, the space is too big to attract a smaller operator, then my suggestion would be to decrease the overall size of the working kitchen to about 800 sf, sell all the excess food preparation equipment to offset some of the remodeling costs, and then reconfigure the remaining 3,400 sf left from the original kitchen/ prep area into usable spaces for clubs that have a need for running water and floor drains such as the Ceramics Club, or for existing clubs that just need a larger space.  This idea, however, may require some type of homeowner input or vote as the CC&R's have certain guidelines that must be followed if common areas are repurposed.  

This particular topic is one that our team has discussed numerous times.  If we are all elected, and no board decisions have been made before then, I would be hoping for additional meetings with homeowners so we can HEAR many of the good ideas that fell on the current board's deaf ears.

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Mel Verly  Compensation Question Response: 

Interesting question Mel,  I consider "compensation" to be all-encompassing--money, benefits and a bunch of other perks employees might receive.  A search through the SCA budget does offer general numbers as to total salaries and benefit amounts, however, there are no specific details given as to what other "goodies" might have been offered at hiring.  And although homeowners are entitled to obtain information about the association employee's salaries, benefits, and hours worked, they are not privy to the Personnel Records where more details of, say an employment contract, might be found.  So at this time, I have no specific knowledge as to what any of the employees are receiving.  I am sorry I couldn't give you a better response.  However, if we are elected to the board, we will certainly be looking at ALL operating expenses, including payroll and benefits.  Thank you for your questions, and I hope to meet up with you at one of our Meet and Greets!  Karen

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Frank Lewis Alternative Restaurant Question Response: 

Your idea is really an interesting one.  I find it hard to believe that the concept hasn't been looked into a long time ago.  There is certainly enough equipment currently in the gigantic kitchen area that could be rearranged to accommodate those that need a grill or freezers as part of their operation.  If we are elected to the board, I think getting resident's ideas out into the open would be a great idea.  Thanks for sharing yours.  Karen  
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Dan Anderson Foundation Assisting Seniors Question Response:

Dan, what a timely question you have asked.
I just recently visited the Foundation Assisting Seniors web site to see what type of equipment was available, and was extremely surprised to see such a helpful array of ADDITIONAL services that SCA would never be able to provide to our residents. Programs like "How RU" and the "Medication Reminder Program" that I wasn't even aware of, but now will be looking into for an elderly relative who lives nearby.
And, do you know why I didn't know about these extra features? Because our ASSOCIATION won't let them advertise in The Spirit Magazine!!  And none of their Bingo games are allowed here either. Isn't that childish?  
Despite their relocation, FAS is still providing a very large percentage of the temporary medical equipment needed by SCA residents. And, FAS has been around so long, it's the ONLY phone number most residents have "hanging on their refrigerator "just in case".
So, what point is SCA trying to prove by foolishly spending thousands of dollars of OUR money to BUY similar equipment? Is it so our residents won't NEED to contact anyone else?  Where is the common sense in that?
If The New Tradition Team is elected to the Board, I am hoping we will be able to extend an "olive branch" to FAS, and let them continue to offer their invaluable services to the residents of our community.
And for anyone else who is interested in finding out more about the programs I have mentioned, here is their web site: 
https://foundationassistingseniors.org
Thanks for asking, Karen.

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John Restaurant Question Response:

I was definitely not in favor of the terms that were offered to G2G, nor the way that the Board kept the lease details and total operating costs from the SCA Owners.  I would also not consider any of those terms for future negotiations.

Take a look at the details on the 2019 BOD Adopted Budget for the restaurant (page 30, totaling approximately $69,000) and you will see a $2,000 line item expense for 4 telephone lines for restaurant use.  Seriously, telephone lines!!!   

If a restaurant operator wants additional items, (i.e. remodeling, tv's, phone lines, etc. )  those costs should be at their expense--they would have had them anyway, wherever they went.  I also feel that offering a fully equipped and functional restaurant space is positive financial incentive all by itself.  And, while I might entertain offering some type of rent concession at their start-up, I am not in favor of providing any additional monetary subsidizing, nor creating any type exclusivity uses as part of a lease agreement.  It's their restaurant to operate--not ours.  

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Joyce Response to GM (COO) Contract

Joyce,

I thought I would share some specific information with you and other readers regarding the COO/General Manager position that I found through reading past Board Books. 

In the September 24, 2015 documents, Attachments #3 & 4, you will see a blank "Offer of Employment" letter, identifying the terms being offered to a GENERAL MANAGER. 

Continue reading past BOD Books, and each monthly meeting includes the Board-approved "General Manager's Report". 

However, the August 2016 issue of the Spirit Magazine Table of Contents, is the first reference I found to the "COO/General Manager's Report", and seems to be the ONLY place that makes the dual reference, and I went through many months of Board Books. 

Having not found any other Board references to a change in the GM's title status (prior to it recently being brought up and made "official"), I must assume the "COO" title was self-proclaimed. 

And that is why, I believe, there was such "confusion" (though I don't know by whom), and therefore, the agreement was needed (according to the BOD) to "consolidate the responsibilities under one identified role as Chief Operating Officer" (rather than COO and GM), which would more effectively identify the COO responsibilities, and "protect the interests of the association".

Is there a new or different employment contract? 

I don't know, and I couldn't tell you anything more than what the BOD stated was their reasoning. 

Nevada law says homeowners are entitled to look at information about association employee's salaries, benefits, and hours worked,( you must make a written request), but are not able to review the personnel records, where more detailed information (such as a credit or background check, or specific perks) might be found.  

If elected to the board, I would need to review employee files to see their contents before making a determination regarding any disclosure terms. Privacy laws still have to be followed.I hope you find this information helpful.  Karen

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Sam Association Attorney Presence Question Response:

It is absolutely NOT NECESSARY to have the Association Attorney at a general Board meeting---especially at $350 to $500 per HOUR!!! 

(By the way, he was there at least TWO HOURS that I saw.)

An attorney's presence might be needed at an executive session about some lawsuit or when a legal opinion is needed. Otherwise he certainly wasn't needed to read aloud to the homeowners (unless we are all supposed to be seated on the floor in a circle beforehand!).

What a ridiculous waste of our money and his time to watch a parade of homeowners expressing how inane the compliance letters were.

The NRS 116.3102 information about treating all owners equally could have been provided as an addendum on the back of the printed Agenda for the evening's meeting and discussed by the Board President, and wouldn't have cost the association a dime.

As the last ten years of my work experience was as the Architectural Controller for a large HOA in another state; as a board member, I would certainly be offering my personal experiences dealing with compliance issues and looking into ways to work with owners instead of against them, for major issues.

Too much time has already been wasted on dealing with pettiness of "personalization" issues that make our neighborhoods unique.

Additionally, if elected, it is the New Tradition Team's plan to look at ALL associated costs from a Common Sense perspective.

And yes, that would definitely include looking at legal services and other questionable long-term contracts.

Hope to meet up with you at one of our "Meet & Greet"s, Sam.

Thanks for the question, Karen.

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Lee Clarification of Utilizing Residence Expertise Response:

I think the best way I can answer your question is to use myself as an example. If you read my bio, my last ten working years were spent handling compliance and violation issues. Sound familiar??

While I’m fairly certain there probably aren’t a whole lot of residents living here that had a property management background like mine, do you think if SCA had reached out within the community FIRST to see if there was, and I was willing to offer what I already knew as to what did and didn’t work with the very issues they were planning to undertake, do you think the compliance enforcement might have gone a whole lot smoother? Even the initial letter they sent out was harsh and poorly written. Certainly not the proper way to introduce a ”need for fairness of enforcement” among the community, when the last sentence threatened a lien against your home.

Replace the word “compliance” with another—let’s say plumbing, roofing, restaurant designer, fitness equipment, automobile dealer—all trades that SCA regularly deals with. Can you see how helpful it could be to have someone to call on for advice or to run some ideas past?

There is so much talent living right here and many are eager to share what they know. Unfortunately, they have also been turned away or ignored completely by many Boards when they offered their suggestions for improvements or ideas to enhance our community. Yet those same Boards didn’t seem to hesitate to spend our money to HIRE an outside “expert” to provide the same information that had been offered to them for FREE!

The New Tradition Team is proposing to create that very data base of knowledgeable volunteers from within the SCA ownership--people who are willing to offer their expertise to board members, management, and/or homeowners on issues that may not be readily understood, so that better and cost-effective decisions can be made.

As a matter of fact, our Team has met a number of owners at our Meet and Greets that have offered to be some of the first to sign up, so I think we’re already off to a good start! Will your name be on our list, Lee?

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Susan Inquiry regarding $85,000 Removal Election Expense:

Well, whoever has told you that, Susan, is incorrect. First of all, the New Tradition Team wasn’t even around when the Recall petition was being circulated. Secondly, the decision to use an outside accounting firm** to conduct the Recall, INSTEAD of using the SCA Election Committee,(which probably would have cost less than $3,000) was made by SCA Management, Board members who were not specifically named as part of the Recall, and more than likely, on the advice of the SCA Attorney. And only those in SCA positions of authority can make decisions regarding spending of ANY association funds. So neither The New Tradition Team, nor any of those owners who supported the Recall, were responsible for the decisions the BOD made to spend $85,000, and I truly doubt that any of us will ever know why they spent as much as they did.

**But, I will tell you that our current BOD and Management were apparently so extremely impressed with how the pricey Recall went, that they just recently signed a FIVE YEAR CONTRACT with that SAME accounting firm! (And, according to the 2019 Budget, SCA was actually looking for a 7 year accounting deal).

And in my mind, I don’t consider being locked into those long terms to be fiscally responsible, do you?

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Jackie response to Board meetings:
Jackie, I feel the same way as you do about Board meetings. I get far more information from reading the Board Books, and I can go back and reread them any time I want, instead of having someone reading it to me.
Board of Director meetings I have attended in the past (in another state) were far more interesting--lively discussions about issues affecting their community, homeowners that were encouraged to ask questions and the Board LISTENING to their concerns and ideas, and actually putting some of them to good use.
And, the meetings were more casual and friendly.
I haven't seen anything even remotely close happening with the SCA Board...
Changes I would consider would be to:
(1) limit general meetings to less than an hour and a half, which could be done by discontinuing the reading of any reports that are being:
(a) handed out (i.e. financial statements)
(b) published as an E-Blast, or
(c) printed in the Spirit Magazine (i.e. C.O.O. report).
Only brief statements by the C.F.O. or C.O.O. would be allowed during the actual meeting, or if they are are responding to specific questions.
(2) Scheduling Board meetings to be at different times throughout the year so those residents who still work would have an opportunity to attend some of the meetings and feel a part of their community.
They shouldn't have to take time off from their jobs, or wait until they retire so that they can go to a 1:30pm Board meeting!!
And I would argue with those who point out that there are already two (required) evening meetings, there is no reason why someone who works cannot attend.
A meeting that starts at 5:30pm is too early--many workers are on their way home from work at that time.
I have attended those 5:30pm meetings and watched the parade of attendees on their way out the door by 6:00pm.
I assume they are leaving to have their dinner.
I think 7:00pm would be a reasonable time for some meetings to be scheduled.
(3) I would also like to see actual issues affecting our community being discussed in detail instead of having a call for a vote by the Board.
Also, he Board should be keeping owners updated on the status of pending litigation (such as the Pulte lawsuit) by making progress reports throughout the process, and not just at the end when the final bills are tallied.
I do understand there may be many specific details that cannot always be divulged, but how about a heads-up that Board had attended arbitration meetings, or that several contractors were having discussions, or that no progress was made and another meeting has been scheduled?
With proper structuring of Board meetings, I think there might be a good chance of better attendance and much more community interest.
Thanks for the question and kind words !
Karen
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Hi Mike,
Good to hear from you.
I am a hands-on person and a big proponent of Preventive Maintenance programs, so I would first be looking to see what the Facilities Department already has in place. 
Hopefully, there is a well-established plan for seasonal check-ups of all mechanicals, and a routine in place for maintaining everything else that opens, locks, rolls, lights up, drips, clogs—well, you get the idea.
And, having a very knowledgeable and diversified Maintenance Staff is crucial to keeping our facilities in tip-top condition all the time—shouldn’t be having any surprise break downs if things are properly maintained—and that includes even the little things like checking the legs on chairs.
As a Board Member, I would be expecting to see a detailed monthly report from that department, with highlights as to what potential concerns are occurring, as well as what has already been addressed during the past month.
If there are substantial issues, then I think they should be brought up during an open board meeting for discussion, and the Facilities Director should be at that meeting to answer any questions. 
Only after the Board has an understanding of the imminent, or future needs affecting the buildings or community, can a priority plan be established.
One area that was apparently left unaddressed was the restaurant’s plumbing and the need for regular clearing of grease traps. 
I do not know whether that particular issue was included within any of the prior restaurant leases, or just a failed enforcement by the prior outside management companies. 
Regardless of “who-didn’t-do-what”, those drains were in really deplorable condition, and contributed to the need to replace the plumbing that cost the Association dearly. In my opinion, any future tenant(s) within that space must not only have a lease requirement for regular maintenance of those plumbing lines (at their own expense), but also be required to inform the maintenance department of the scheduled procedure and provide a written copy, detailing what was done for SCA records.
As for the Liberty Center issue, it is my understanding that the building was not inspected during its construction, or before being turned over to the Association, and was taken in “as-is” condition. I was not living in SCA when these issues were occurring, so I really can’t comment except to say that just because something is “new”, doesn’t mean it is also “perfect”. And it was unfortunate that the Board did not have better advice throughout the facility’s construction, because those repairs have also been a very expensive lesson learned.
Hopefully I have given you some idea of my priorities to keep our aging community in good condition. Thanks for the questions. Karen
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James Response to Sun City Anthem Restaurant E-Blast

I do support having some type of eatery available to the residents. There might also be a need for some concessions, as well as a short-term subsidy. But I am not in agreement with all the “giveaways” the BOD had proposed to the last potential tenant.
SCA housing prices have risen substantially despite the restaurant space being shuttered for nearly three years, so that really isn’t a very solid argument for having another restaurant. And gaming and alcohol is almost a “given” in order for the tenant to make any money at our facility. As they say in real estate, it’s always about location, location, location—and our restaurant space isn’t in the best one.  
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Dixie Response to “Has Self-Management Made SCA a better place:

Actually, I’m surprised it took as long as it did for self-management to happen. I do think there are some “bugs” that need to be addressed, but overall, I think it will work in our favor in the long run.
I have worked for both self-, and outside-managed associations, and have seen where self-management does have some real advantages. Lower operating costs and closer Board oversight of projects are usually the biggest factor. Self-management staff generally runs a little leaner, and many are cross-trained to ensure that there is always a “back-up” person to assist or take over when needed, instead of hiring additional personnel. Cross-training also works well for potential promotions from within. I don’t know whether that is currently happening here, as the budget seems to have a really large payroll and staff, but if elected, it is an area worth looking into.

Providing consistency in an association as large as ours is also important and I feel it is easier to achieve with everything being kept in-house. Self-Management has also been known to create a “family-friendly” atmosphere among the employees and residents—something I hope will spread within the SCA community. Thanks for the question, Dixie.

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Candidate Karen Hadrick Addresses Sun City Anthem Property Owners as ballots for the Sun City Anthem Board election will be sent on Friday, March 29, 2019:

Running for the SCA Board with Rana, Barry, Bill and Larry has been an interesting journey thus far. Along the way, through various Meet and Greets, we have met hundreds of homeowners, many who have expressed their concerns about the direction of SCA, and offered their ideas as to how our association could be improved. 

 And throughout this entire process, it has been about LISTENING.

Time after time, homeowners told stories about attending board meetings to ask a question or to offer an idea, only to be ignored or rebuffed by those they had elected to represent THEM. 

 And after being asked whether they ever went back to another board meeting, their response was “Why Bother?”

Well, I am optimistic in thinking that if we are elected, my fellow New Tradition Teammates and I will work very hard towards changing the defeated attitudes so many residents have experienced into positive ones. 

We just have to be given the chance.

I decided to run for the board because I thought my past property-related experiences and insight could be a benefit to the community. To my knowledge, there has never been a candidate before that has had the day-to-day experience working with sizable properties like I have.

I am a detail-oriented person; I notice “little things” that many overlook, and have always tried to find workable solutions to problems that might crop up. I am able to see “the big picture” and believe I make fair choices that benefit all. I am not someone with my own personal agenda, nor am I looking for that infamous 15 minutes of fame. 

That is NOT who I am, or ever want to be.

But I do believe that between the five of us, we have plenty of personal business experience to tap into before making important decisions. 

If we should ever need a better understanding of a subject, there are many knowledgeable residents residing within the community who have already offered to share their expertise—all we have to do is call.

We have heard many fresh and thoughtful ideas that are worth consideration, and I look forward to having lively discussions with my teammates, as well as with homeowners as to how they could be implemented.

And lastly, the New Tradition Team has enough common sense to know the direction SCA needs to be pointed towards to ensure the community is once again, the fun and friendly place we had all hoped to enjoy in our retirement.

Thank you for your vote!!

Karen Hadrick Position #3
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Rhea Answer to How New Tradition Team formed:

How did we all get together?  Quite by accident.
I first met Rana Goodman about six years ago at a Bingo Fundraiser sponsored by the Foundation Assisting Seniors.
Ran into her again at a Guardianship meeting, and also saw her at Board meetings about the restaurant space.
I met Barry Goldstein and his wife while they were taking a walk around the block and I was doing yard work.
They stopped and introduced themselves.
Barry and I didn't realize until just a few weeks ago that we had actually met about five years ago.
A friend of mine had a big 2018 holiday get together and Barry and Rana both happened to be there.
The restaurant "poll" results had just come out and there was a lot of conversation about it, as well as, other association issues that were being questioned.
The more we talked, the more we saw how alike we were in thinking SCA needed a different direction.
We decided to get together again after the New Year and see if we still felt the same.
By then the new compliance letters had started going out and my neighbors were angry and frustrated that they couldn't do anything to change things.
Since that particular subject was right up my alley, I thought my input could be of value, so I went to the next meeting where I met Bill Odelson.
I was really impressed with his take on the failed restaurants, and he fit right into the conversations with his ideas about the restaurant space and other issues in the community.
He said he would be willing to run for a seat on the Board--he was that passionate about getting the restaurant right this time.
The conversations turned to what other issues needed to be addressed and who should run for the Board.
The group of interested homeowners grew mostly from word of mouth, but also because many of the wives knew each other from various activities or are friends of my neighbors.
Larry Mayer entered the picture this way.
He lives on the next block from me, has a solid business background, and has proven to be a good LISTENER.
And, that is one of the pledges we have made to the community--that we will encourage input from homeowners and will LISTEN to their concerns.
We are all very different people--in ages and backgrounds, and despite those differences, we have respect for each other's opinions even if we don't always agree.
I don't foresee any issues between us other than a very positive attitude and a lot of common sense.
Thanks for asking. 
This was actually a fun question to answer.
Karen
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Victor Totin answer to potential disagreements with fellow Board members:

Victor, I have been giving my response to you a lot of thought. But before I give you my answer, I want to share a recent incident with you that helped shape my decision to run.

This past January, after receiving some good-intentioned advice from one of the other candidates, I attended an informational meeting conducted by the Election Committee for potential EC Members and potential BOD Candidates. I went to the meeting thinking I might be able to join. During that meeting, however, I was approached by one of the members who told me that “the best way to be a good board member and get along” was to VOTE the SAME as the rest.,

All I could picture after he said that was seven Bobble-Headed figurines sitting at a long table, nodding in unison, and I decided, right then, that I would rather be a candidate who thinks for herself and uses COMMON SENSE than to be associated with such a biased committee.

My other reason, since I had been involved in so many different aspects of property and asset management, was because I thought I might be able to provide others with a different perspective towards the decision-making process. Reading about an issue is one thing-- Actually being up on a ladder and taking a look at the problem,gives a new meaning to “I understand”.

Undoubtedly, there will be times where an ego or a specific agenda will get in the way and delay making a sound decision. And sometimes there are major issues that just can’t be postponed to allow further research to be done. But if there are board members that have a differing opinion, then I would want to hear their reasoning behind their decision(s) at an OPEN Board Meeting, and with homeowner input if warranted. I have found in the past, that having a different viewpoint or other options available for discussion has helped others to either reach the same conclusion, or at least to reach a compromise. (Plus, it never hurts to have good back up available with solid facts, research, or an expert opinion!)

Personally, I have always tried to look at the “Big Picture” and how my decision would affect the issue in the long run. As a board member, I would continue to vote my conscience and not the “status quo” as was suggested. Saving the Association's money and making GOOD business and financial decisions is the direction I will be headed.

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Delph Hayne answers to various restaurant questions:

Delph,
I am truly hoping that whomever is elected to the board will take the time and make a REAL EFFORT to LISTEN to those residents living within SCA that have actual Restaurant Knowledge before making ANY further decisions regarding the space or whether a subsidy should be provided. There are definitely other solutions to be explored FIRST. The space has been empty for three years—what’s the hurry now?
For example, why does the configuration of the current space need to stay the same? The kitchen area is way too big, and the usable restaurant space is way too small. Maybe a couple of walls could be taken down and the actual eating area could be enlarged so the space could function like a normal restaurant, instead of like the dining car on a train.
With reconfiguration, an additional outside entrance could possibly be created, to allow the general public to enter without going through the private areas of Anthem Center. Additionally, the current entrance from the gallery could be modified to require some type of keycard access by SCA Residents. Just those types of changes could determine the overall restaurant operating hours.
And why would anybody be content with a five stool bar that faces a wall, when there is a breath-taking VIEW in the other direction? Make the spaces large enough, and maybe there could be happy hours with ENTERTAINMENT. 
Wouldn’t that be a nice feature? 
Let’s get some REAL input from the locals who know what it takes to make it a successful venture FIRST, before anybody decides to throw our money at “Failure Number Six”.
Owning and Operating our own restaurant/bar is a terrible idea. 
We, as homeowners, do not have the knowledge, the expertise, licensing, nor the endless funds needed to operate anything more complicated than the current coffee stand. 
No board members with sound minds would ever sign their names to applications that would put themselves personally liable or the Association in financial jeopardy.
Just imagine someone sitting at the bar playing video poker and they hit a giant jackpot of a hundred thousand dollars. Did I mention that it was only the FIRST DAY OF OPERATION? 
Where do you think that payout would come from if SCA owned the five proposed machines? 
The signers of the application would be on the hook AND the Association, if they were also named. 
NO way do I want my assessments spent that way. Leave that to the professionals.
I do not object, however, to a gaming company RENTING space within the SCA facilities if that attraction is what it will take to bring in customers and create additional revenue for the restaurant operator. 
Also, a decent-sized bar is a must, since alcohol is one of the biggest money producers for a restaurant/bar.
The New Tradition Team has spent a lot of time discussing the restaurant space, and has been listening to homeowner ideas at recent Meet and Greets. 
I do think there is hope for another restaurant, but ONLY if EVERY homeowner is made aware of the financial security and current status of the potential restaurateur, the TOTAL costs associated with any changes to the space, especially if preliminary negotiations determine that a concession being offered would be at the expense of SCA, and FULL DISCLOSURE of ALL lease terms BEFORE another lease gets signed.
Only then will there be full transparency and no last minute surprises to our pockets.
Karen  

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John Gavlik Answer to publishing compensation of Administration employees:

John, some of that information is currently available to homeowners just by making a written request to the management office. 
Nevada law does allow owners to know the number of hours an employee works, their salary, and benefits. 
However, more specific details related to a person’s hiring (i.e. a background or credit check, etc.) may be classified as part of their personnel file, and are not permitted to be disclosed.
My first thought when I saw your question, was whether you were suggesting that an annual list of SCA employee names, similar to those published in newspapers of Public Employee salaries, (where names are shown under general salary range headings), was what you had in mind. 
If so, I would think there would be the need for some legal advice on the subject first. 
In the meantime, you might find some answers within the detailed Budget explanations.
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Jim answer to whether or not New Tradition Team will end self-management and return to a management company:

RUMOR—with a capital “R”.

As I stated last month on our website, I have worked for both self-managed and outside managed associations, and have seen firsthand where self-management has many advantages over outside management-- lower operating costs and closer Board oversight of projects, just to name a few.

Go back a few years and see how many projects were ignored by the prior management companies, and you can see how self-management was the best and most obvious choice for our community. 

Why would anyone want to change that? 

Certainly not me.

Our goal is to see how many other HOAs model their associations after OURS.

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Wayne Davis answer to improving Board Communications and managing spending:

Wayne,
I am hoping Board communications can improve by having ACTUAL detailed discussions about issues at General Board Meetings instead of wherever they are currently occurring, or if there are any at all.
Every Board meeting I have attended seems to just have Board members voting for something management has submitted for approval.
I want to hear about the issue and not just read a brief summary about it.
I would also want to encourage homeowners to join into discussions. 
It becomes a real learning experience for everyone.
I would also like to suggest that the actual Board meeting days and times be changed so that those owners who are still working will be able to periodically attend meetings.
Also, one of my teammates has suggested bringing back the Town Hall Meetings that used to be held just prior to a Board meeting where residents can talk about anything.
I really like the idea.
I would also like to see the Board meetings visually taped (not just audio taping) and available for later viewing on SCA-TV for those homeowners who are unable to attend the actual meetings, but still want to know what is happening in the community.
As for your second question about how I would manage spending...
Like it's MY OWN CHECK BOOK !!
I have already been watching SCAs spending for quite some time now by studying the budgeted expenses.
And I have a list of issues that need to be looked at more closely to see if it is waste, a lack of detailed explanation by the Board, of if there could be a better option that would be more cost effective.
I hope these answers will help you make your decision.
If you are serious about wanting a change, then please consider voting for the New Tradition Team, of which I am a member:
(Ballot positions: 1-3-8-9-10)
We all have business backgrounds---no rocket scientists or CEOs of large corporations among us---just hard workers who won't spend our money foolishly and who want to bring the FUN back into our community.
Thanks for reaching out.
Karen
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Answer to Austin Scheibel regarding architectural rules:

You’ve posed a very thought-provoking question about the tree height issues.
It is very unfortunate that the initially prepared CC&R’s prepared by Del Webb seemed to cover nearly every other aspect of HOA living, yet failed to address what has now become a source of contention between neighboring homes.
At recent Meet & Greets, several owners brought up the topic of Strip views that they had paid thousands of extra dollars for, only to have a nearby neighbor plant a tree (or trees) that have now grown and partially or totally obscured the view.
Others said they were paying their landscapers to deal with regular clean up issues of falling leaves, pine cones, dead palm fronds, etc. from the neighbor’s trees which they felt was unfair to them.
After doing some research on the City of Henderson website, as well as reading through the SCA Design Guidelines, I do think there is a need for better clarification regarding tree installations, their overall maintenance, and the effect on neighboring properties.
Here is what the current guidelines are:
Henderson’s Property Maintenance Code (15.12.030-8, identifies the need for tree maintenance for “any landscaping visible from public property that is substantially dead, damaged, or characterized by uncontrolled growth…”; or “any palm or similar type tree having dead or dry fronds closer that eight feet to the ground, or trees that harbor insect or rodent infestations, or may become a fire hazard, or result in a condition which threatens the health and safety of adjacent property owners or occupants.”
The SCA Landscaping Guidelines( IV.B.1-Mature Trees) indicate that “overhead encroachment upon Common Lots shall be permitted, provided that such encroachment does not unreasonably interfere with the use and enjoyment of the Common Area. Maintenance shall be performed on trees and plants, which overhand into the common area as determined in the reasonable discretion of the Board of the ARC.”
Since the City and SCA already have restrictions regarding Prohibited Plants, I do not see any reason why the association rules should not create a similar list of prohibited trees, based both on eventual height, (which perhaps could be no higher than the height of your home’s roof), as well as for other unwanted characteristics.
Additionally, ARC standards need to consistent with regards to acceptable planting locations so neighboring houses don’t lose their value. Also, more specific tree maintenance rules need to be enforced to ensure that any type of landscaping improvements do not become a burden on other owners.
Unfortunately, even with the suggestions I just presented, only a small portion of the current tree issues would get addressed just by performing routine maintenance. But the blocking of owner views, as a result of poorly placed trees, is probably an issue that is best dealt with between the affected homeowners, and possibly after a consultation with their home’s insurance company, and maybe with some legal advice.
Regarding the second part of your question about damage to the retaining wall as a result of tree roots, and who should be responsible-- I don’t think the association has done a very good job in letting the wall owners know that they have a shared cost in the upkeep of the wall to begin with.
I know how surprised the neighbor below me was after I heard him hammering something into the wall, and found he was installing guide wires to train some vines he had planted. He certainly wasn’t too happy when I told him that association rules prohibited him from “penetrating” the party wall, and that I would be removing any vines that crawled over the wall and invaded my yard.
In principal, I agree that a retaining wall that was damaged by the roots from a neighbor’s tree should not be a shared repair cost. However, in some circumstances it may be difficult to determine whose vegetation was actually responsible for the damage. Each situation would need to be looked at on an individual basis, and possibly decided by ARC and the BOD.
It would also probably be worth asking for some legal advice as to whether the entire burden could fall on just one owner, or if the CC&R’s would take precedence. Regardless, I think the issue should be addressed within the Design Guidelines because it will undoubtedly come up again.
Karen
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Allen response to AARP  "Homeowner Bill of Rights":

I think the State and SCA have many of the points already covered.

The only comment I would actually make is that before ANY legal actions be taken against a homeowner for unpaid assessments or unanswered violation notices, that management personnel make a simple TELEPHONE CALL to the homeowner to see if they are okay.

If there is no answer, then a PERSONAL VISIT to the home is warranted to see if it is still occupied.

If management is unable to determine occupancy, then other means of contact should be considered--perhaps there is an emergency contact name or address on file.

But I believe that EVERY effort should first be made to determine whether there has been a medical issue that has prevented the owner from making timely payments, or another logical reason BEFORE any type of legal action is taken towards foreclosing on a home.

Karen

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