date: may 18, 2020 to: hawthorne community · submitted by lorna kibbey leadership solutions page 3...

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Date: May 18, 2020

TO: Hawthorne Community

FROM: Peg Copelin, Planning Committee Chair

RE: Planning Committee 2019 year-end Report

The Planning Committee has taken on two important initiatives this past year.

The first project was the reorganization, indexing and cataloging of many years of planning documents that are currently located in the administrative office. Pat Hurlburt was invaluable in single handedly addressing this project. All planning materials are now easily accessible for any research that may be required.

The second project was the launching of a strategic planning initiative

The charge from the Board was to work in conjunction with the General Manager in a multi-phase strategic planning facilitation and implementation. With the possible assistance of an outside strategic planner, a review of the current state of Hawthorne affairs will be conducted. This review will include participation from all stakeholders and utilize various tools for the collection of data, e.g. surveys, town hall meetings, small task groups.

The planning process, at minimum, will include development of a mission statement, a vision and values statement, and an analysis of the community’s strengths, weaknesses, threats and opportunities. Additionally, there will be a review of current and historical plans, operational activities, analysis of infrastructure needs, and development of a business plan for Hawthorne’s long-term success.

The development of a monitoring system will ensure that the plan remains a living document that changes as the community moves through various phases of growth.

As Hawthorne is a cooperative, the major stakeholder is the membership. Member involvement is a high priority and is a required component for success

Using the board charge as our reference point and an approved budget, two planners were invited to Hawthorne and presented to a group of interested members on how each might construct a plan and what it might look like. After reviewing each planner’s materials, the planning committee recommended that Lorna Kibbey of Fort Myers, FL be engaged to assist us in development Hawthorne’s strategic plan. With an extensive background in group process and communication, it was felt that Kibbey was the best fit for Hawthorne’s project.

As part of the strategic planning initiative an online survey was created with the planner and the planning committee. This was the first time that a web-based platform had been used to collect

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targeted, specific data. Community involvement was encouraging with 345 members participating. The results of the survey were one of the drivers used to create the plan.

As the process moved forward a 27 member ad hoc strategic planning group was formed. This diverse group was made up of a number of stakeholders-board members, planning committee members, Club Hawthorne representatives, management and community members at large. The group consisted of both part time and full-time members, two husband and wife teams, and residency that spanned from two (2) months to 21 years. It was indeed representative of our demographics. The planner then led the group through two-day long sessions that resulted in a number of accomplishments.

The group was successful in developing a mission, vision and values statement along with a SCOT (Strengths, Challenges, Opportunities and Threats) analysis and the identification of five (5) targeted core areas. The planner then used all of this material to develop a template with short- and long-term goals. The plan will be further enhanced with specific goals and objectives utilizing our reserve study and input from the various committees, board and management.

The plan will be monitored and regular reports will be provided to the community. It is the committee’s goal to have the plan posted on the website so that the membership can follow progress.

This past year has been one full of change and new endeavors. A special thank you to the planning committee and the strategic ad hoc group for all of the time and effort that they devoted to this project.

Attached to this report are the following documents:

• Memos to the community dated January 17, 2020 and February 23, 2020 • Online Survey Results • Final Report from Lorna Kibbey • Planning Template with core areas/goals developed by the ad hoc group

Submitted by Lorna Kibbey Leadership Solutions Page 1 of 26 | March 12, 2020

Strategic Action Planning Summary

Our Mission To provide a safe and happy community for enjoyable retirement living.

Our Vision To be a place where everyone wants to live.

Summary of Planning Process Sessions

February 18, 2020 and March 10, 2020

Prepared by Lorna Kibbey Submitted March 12, 2020


Table of Contents

SESSION 1 SUMMARY - February 18, 2020 ................................................................................................... 3

SESSION 1 DELIVERABLES .............................................................................................................................. 4

I WILL BE HAPPY WITH TODAY’S WORK IF . . . .......................................................................................... 4

THE MAIN THING ...................................................................................................................................... 4

Main Thing Group Reports .................................................................................................................... 5

SUCCESS STATEMENT ............................................................................................................................... 5

Success Statement Common Themes ................................................................................................... 6

Success Statement Group Reports ........................................................................................................ 6

HAWTHORNE MISSION AND VISION ......................................................................................................... 7

Mission and Vision Group Reports........................................................................................................ 7

STRENGTHS, CHALLENGES, OPPORTUNITIES, THREATS (SCOT Analysis) .................................................. 7

GOALS ....................................................................................................................................................... 9

Goal Activity Conclusions, Common Themes, Core Areas .................................................................... 9

Goal Activity Group Reports ................................................................................................................. 9

SESSION 1 CONCLUSION ............................................................................................................................. 11

SESSION 2 SUMMARY - MARCH 10, 2020 ................................................................................................... 12

Session 2 Deliverables ............................................................................................................................. 12

The Strategic Action Plan Format ........................................................................................................... 12

The Goal Setting Process ......................................................................................................................... 13

The Activity ......................................................................................................................................... 13

Development of Collective Goals ........................................................................................................ 13

SESSION 2 CONCLUSION ............................................................................................................................. 13

NEXT STEPS – ACTION PLAN........................................................................................................................ 14

ATTACHMENTS ............................................................................................................................................ 15

Attachment 1: Strategic Planning Session 1 Agenda .............................................................................. 16

Attachment 2: Hawthorne at Leesburg Planning Committee Members ................................................ 17

Attachment 3: Strategic Planning Session 2 Agenda .............................................................................. 18

Attachment 4: Strategic Action Plan Template Sample .......................................................................... 19

Attachment 5: Original Group-completed Goal Worksheets ................................................................. 20


Hawthorne at Leesburg Strategic Action Planning Session

SESSION 1 SUMMARY - February 18, 2020 Hawthorne at Leesburg is a resident-owned community first established in 1972. The community was

purchased by its residents in 1982. Hawthorne has been a thriving community for many years and is

committed to ensuring their community continues to thrive. To that end, Hawthorne has begun a

Strategic Planning process to guide them in making future decisions and plans.

The first Strategic Action Planning Session was held February 18, 2020. Invited and in attendance

were 27 representatives from the Board, Planning Committee, Club Hawthorne, residents, and staff.

(A copy of the Agenda is Attachment 1. A list of Planning Committee Members is Attachment 2.)

Our session opened with introductions from each attendee. Each person explained their connection

with Hawthorne. It was quickly apparent that the gathered group had abundant knowledge and vast

experience that qualified them to assist in this process.

To begin the session, Peg Copelin welcomed and thanked participants. Following introductions, Jeff

Carr, representing Club Hawthorne and the Planning Committee, provided education on the history

of Hawthorne.

Objectives for the session included:

▪ Define Success

▪ Write a Mission and Vision for Hawthorne

▪ Complete a SCOT Analysis

▪ Discuss Future Expectations

▪ Prepare a Plan for Next Steps

Participants in the session were fully engaged. Deliverables (list below) were created through a

process of contributors’ consensus as explained in this summary report.

▪ Session Expectations – Individuals were asked to give input in the form of “I will be happy with today’s work if we . . .”

▪ The Main Thing – A definition of what is the main focus for Hawthorne.

▪ Success Statement – A definition of what Hawthorne must do to be successful.

▪ Mission Statement – Written by participants through brainstorming and group consensus.

▪ Vision Statement – Written by participants through brainstorming and group consensus.

▪ SCOT Analysis (Strengths, Challenges, Opportunities, Threats)

▪ Goal Recommendations – Small group brainstorming to begin goal development process.


SESSION 1 DELIVERABLES

I WILL BE HAPPY WITH TODAY’S WORK IF . . .

We began by asking participants to give input into what they were expecting from the session. Below

are their answers.

▪ There is clarity on issues

▪ There is clarity on our physical growth

▪ We are inclusive

▪ We develop a Mission Statement

▪ We develop a shared vision

▪ What we develop is sustainable

▪ Core areas and objectives are identified

▪ List of priorities becomes known

▪ We develop Values

▪ We discuss communication tools

▪ We have a usable tool for the strategic plan

▪ We work with consideration for our future

THE MAIN THING

Our first task was to identify the “Main Thing.” The Main Thing defines why the organization exists;

what they do; and their purpose. Five separate groups worked to write a one sentence statement of

what they believe this to be for Hawthorne. After each group presented, and after discussion of the

evolving theories, participants worked together to come to consensus. Here is the final definition of

Hawthorne’s main thing.

Hawthorne provides a friendly, attractive, safe, active and

affordable retirement community for resident owners.


SUCCESS STATEMENT

We discussed success and how to define success for an organization. Participants were shown

examples of success statements written by other organizations and then asked to define success for

Hawthorne.

Again, five groups worked on defining the standards of success. After each group presented their

work, we industriously went about pulling together similarities from group to group.

After rewrites, small and large group discussion, and healthy debate, here are the Hawthorne

Standards of Success as developed by those in attendance.

Success at Hawthorne means:

▪ We are respected for our community’s quality of life including onsite emergency services.

▪ Our financial and community assets are responsibly managed and transparently reported.

▪ We provide opportunities for open respectful communication between residents, board,

and staff.

▪ We offer generationally inclusive clubs and activities which reflect a flexible range of

choices.

▪ Our residents volunteer to serve Hawthorne in sustaining our lifestyle.

▪ We effectively manage change.

Main Thing Group Reports: These are unedited statements from the five groups. Extended

discussion of these statements resulted in consensus on the finalized version of the Main

Thing. As can be seen, the wording in these first drafts is very similar from group to group.

Group 1: Hawthorne is an affordable retirement community which provides a diverse,

active, comfortable, secure and enjoyable environment for its resident owners.

Group 2: Hawthorne is a unique and historic community with a secure, affordable

serene, and simply active lifestyle that appeals to a diverse population of resident

owners in their retirement years.

Group 3: Maintain a safe sustainable community that promotes an active, kind, caring,

financially secured environment for its members.

Group 4: Hawthorne provides a safe, affordable, attractive, active, community for

residents in a unique enjoyable environment.

Group 5: Maintain and provide ongoing accessibility to unique Hawthorne communal

lifestyle and services.


Success Statement Common Themes

Naturally, there were debates on wording. Yet, as the groups worked to come to consensus, it was

clear that each group had developed statements based on the same themes. These themes are

reflected in the Success Statement as written:

▪ Quality of life

▪ Management of financial and community assets

▪ Open and clear communication

▪ Inclusive clubs and activities

▪ Active volunteerism

▪ Change management

Success Statement Group Reports

For the record, here are the statements written by the five break-out groups. This is the raw, unedited

data that we used to come to consensus on the above Success Statement.

GROUP SUCCESS MEANS:

1 ▪ Hawthorne is respected for our community quality of life. ▪ Hawthorne provides service levels to meet our community needs in a fiscally

responsible manner. ▪ Hawthorne financial, environmental, cultural, and community assets are protected

and enhanced. ▪ Hawthorne maintains and effectively uses feedback to be proactive and

responsible. ▪ Hawthorne effectively manages change.

2 ▪ We provide service levels in a fiscally responsible manner. ▪ Stimulate a level of volunteerism to effectively manage HRCA and Club Hawthorne.

3 ▪ Our financial and community assets are responsibly managed and reported transparently to the community.

▪ Our clubs and activities reflect a generationally inclusive, and flexible range of choices.

▪ Volunteerism and participation drives Hawthorne’s success. ▪ Residents and staff operate with mutual respect and cooperation.

4 ▪ Providing opportunities for open, respectful, communication between residents and board, and staff.

▪ Ensuring the financial stability of the community. ▪ Providing the opportunity for volunteerism and activities. ▪ Continuing to maintain Hawthorne’s unique quality of life and levels of security and

safety!

5 ▪ We provide onsite EMT and Fire Protection 24/7 ▪ Proactive community to meet expectations of a changing demographic (i.e.

Pickleball/internet) ▪ We obtain and effectively use feedback to be proactive and responsive.


HAWTHORNE MISSION AND VISION

No mission or vision statement has previously existed for Hawthorne. With the work already done to

define the main thing and the standards of success, writing a mission and vision statement was

something this group was able to do without great debate or time spent. Wording, as in other

activities, was challenging but consensus was reached.

HAWTHORNE MISSION

To provide a safe and happy community for enjoyable retirement living.

HAWTHORNE VISION

To be a place where everyone wants to live.

STRENGTHS, CHALLENGES, OPPORTUNITIES, THREATS (SCOT Analysis)

The purpose of this activity was discussed with the group before we began our analysis. Each

individual was invited to record on labeled charts their personal thoughts on strengths, challenges,

opportunities, and threats to the success of Hawthorne. The results are reported here and will be

reviewed at the next scheduled session.

Mission and Vision Group Reports: These are unedited drafts of mission and vision statements from

all five groups. Discussion of these statements resulted in consensus on the final mission and vision

statements.

MISSION Group 1: Residents + Lifestyle = Hawthorne

Group 2: Safe and happy community.

Group 3: Enjoyable retirement living

Group 4: Cooperation + Togetherness = Home

Group 5: Own your retirement.

Group 5: Be the perfect retirement community.

VISION Group 1: Hawthorne: The Haw! Without the thornes!

Group 2: Place where everyone wants to live!!!

Group 3: Surpass your retirement expectations.

Group 3: Make retirement the best part of your life

Group 4: Hawthorne - a retirement community that does it right!

Group 5: Second happiest place on Earth.


Strengths • Just the right size • Resident owned • Safety • Marina / club and activities • Lifestyle • EMTs on site • People • Volunteers • Staff • Debt-free established community • Management team • Financial stability • Physical beauty • Location • No pet community • Home services (i.e. internet TV and bus) • Quiet • Value added services • Weather • Reputation • Structure • Involved residents

Challenges • Aging infrastructure • Dollars to pay for plan • Keeping this strategic plan on course • Volunteers • Scheduling activities • Negativism threatens cohesion of

community • Staff • Congestion and area encroachment • Transparency • 100 acres • Gossip • Financial future • Promotion to newcomers • Maintain status quo • Affordable • Communications • People • Realty office • Lack of adequate capital reserves • Volunteer fatigue

Opportunities • To do things you never did • To be active and healthy • New friends • New activities clubs and facilities • 100-acre expansion • More golf cart access to retail/services • Untapped member

background/experience • Expansion • Volunteer • To maintain our infrastructure • Grow closer as a unit • Community comes together in creating

and executing this plan • Lifestyle • Solar installation • People moving to Florida • Model community for environmental

efforts

Threats • Infrastructure • Villages • Water • High maintenance fees • Aging • Government regulations • Hurricanes • Aging community infrastructure • Regulations • Congestion • People • Volunteer fatigue • Economy • Aged membership infrastructure • Older water and sewer pipes • Medicare/SSN • Lack of finances/mortgage • Sleazy lawyers/greedy clients • Climate change • Leesburg • Natural disasters • Gossip • Negativism • Inflation


GOALS

Our final small group activity asked our five small groups to brainstorm and record what they are

now thinking to be the most important long- and short-term goals for Hawthorne. In drafting

goals, participants were asked to review the work done in the session so far – definition of the

main thing, our Success Statement, the Mission and Vision Statements, our SCOT analysis, and

input from our discussions.

Goal Activity Conclusions, Common Themes, Core Areas

These are the common themes that emerged from this exercise. In forming goals for the

Hawthorne strategic plan, these must be included and will form the Core Areas to be considered.

Note that these Core Areas include themes conceived when creating Hawthorne’s Success

Statement.

For the purposes of next steps in the planning process, subheadings are listed under the Core

Areas which may become categories for specific goals. These potential goal topics result from

data gathered in this activity, analysis of the pre-session community survey, and discussions

throughout the session. (Complete unedited group results follow.)

1. Quality of Life

o Activities

o Safety

2. Management of Financial and Community Assets

o Capital Improvement

o Capital Maintenance

3. Communication and Connecting

o Internal

o External

4. Managing Change

o Stakeholders

o Operations

Goal Activity Group Reports

Note that participants had only ten minutes (due to time constraints) to work in groups to brainstorm

what they see as critical things to consider in setting short- and long-term goals for Hawthorne’s

Strategic Action Plan. As can be seen, their thoughts are wide-ranging.


GROUP SHORT TERM LONG TERM

1 ▪ Realty office evaluation and redesign

▪ Adequate funding to maintain Internet infrastructure (i.e. 4G, 5G)

▪ Continuity planning for staff and succession planning and cross training

▪ Infrastructure and capital plan

▪ Improving and managing communication and making sure older residents don’t get left behind

▪ Marketing home services to residence to generate revenue

▪ Adequate funding to maintain Internet infrastructure (i.e. 5G)

▪ Evaluating use for 100 acres

▪ Investigating other passive sources of income

2 ▪ Stable Internet

▪ Transparency

▪ Consistent TV

▪ Financial management

▪ Training for Board

▪ Inventory of current residents’ skill sets

▪ Reinvigorate watch group

▪ Front gate

▪ Reserve study

▪ Erosion issues

▪ Water

▪ Sewer

▪ Roofs

▪ Roads

▪ Homeowners guidebook

▪ Volunteer group to check levelness of home, auto check breakers

▪ Training for volunteers

▪ Rehab marina

▪ Fire upgrade?

▪ EMT upgrade 08 certification?

▪ Decide 100 acres utilization

▪

3 ▪ Home services improvement

▪ Capital contribution

▪ 2020 reserve study

▪ TV and Internet marketing

▪ Advertise lots for sale

▪ Realty services

▪ Trees

▪ Appropriate reserve standing

▪ Televise board meetings

▪ Infrastructure evaluation

▪ 100 acres

▪ Marina upgrade

▪ New pool

▪ Clubhouse remodel

▪


4 ▪ Increase revenues

▪ Improve communications

▪ Affordable budgets

▪ Foster volunteerism

▪ Investigate solar power

▪ Increase Internet subscribers

▪ Study real estate operation – does it work best as is?

▪ Create a maintenance plan for water and sewer systems

▪ Increase revenues

▪ Maintain infrastructure

▪ Affordable budgets

▪ Maintain lifestyle

▪ Maintain resident ownership

▪ Increase space for activities

▪ Community development

▪ Create a plan for the 100=acre wood

5 ▪ Maintenance

▪ Funding of capital

▪ Volunteer survey – how to motivate

▪ Communications

▪ Club and activity evaluations

▪ Evaluate real estate division

▪ Cell phone signal

▪ Flower bed watering

▪ Infrastructure

▪ Internet at 70% capacity update

▪ Attracting new residents

▪ Address emotional support animals

SESSION 1 CONCLUSION

Session 1 was successful in meeting set objectives. A lot of information was shared through discussion

of agenda items. Our next step is to take all of the information presented, filter results as needed,

and structure into a workable action plan. In Session 2 (scheduled for March 10, 2020) we will:

▪ Review deliverables from Session 1 ▪ Invite discussion of our SCOT Analysis ▪ Study the goals identified and the common themes that emerged ▪ Work with a template for writing Hawthorne’s Strategic Action Plan ▪ Work to define specific goals within Core Areas

It was a pleasure working with the group. My thanks to all who shared information, took part in hard

conversations, and participated willingly (and enthusiastically) in activities.


SESSION 2 SUMMARY - MARCH 10, 2020 The first Strategic Action planning session was held February 18, 2020. Invited and in attendance were

27 representatives from the Board, Planning Committee, Club Hawthorne, residents, and staff. (A

copy of the Agenda is Attachment 1.)

The second session, held March 10, 2020, was a continuation of work completed in the first session.

All who attended Session 1 were invited to attend. (A copy of the Agenda is Attachment 3.)

Session 2 Deliverables

We began Session 2 with a review of work completed in Session 1. We looked again at the Main Thing,

our Success Statement, and our newly crafted Mission and Vision. We took a little time to discuss our

outputs to ensure we all agreed these were good to go.

Together we reviewed and discussed our SCOT (Strengths, Challenges, Opportunities, Threats) analysis

from the last session (page 8 of this report). Participants were given the opportunity to review their work

and discuss as needed. Next, we reviewed the Goal Activity Group Reports (pages 10 and 11 of this

report). We worked together to look at the analysis of what has emerged as our Core Focus Areas and

their strategic subcategories:

1. Quality of Life

o Activities

o Safety

2. Management of Financial and Community Assets

o Capital Improvement

o Capital Maintenance

3. Communication and Connecting

o Internal

o External

4. Managing Change

o Stakeholders

o Operations

The Strategic Action Plan Format

Participants were next introduced to the format of what will become the Strategic Action Plan. They were

shown an example of how the plan will look and be populated. (Sample shared is Attachment 4.) We

reviewed how the tool will be used going forward. We discussed the expectation that the plan will be a

living document that will be used to guide the Board going forward, and most likely updated at each Board

meeting. The plan will serve in effect as a task list for moving forward with desired initiatives.


We further discussed expectations for the plan’s continued use:

▪ Progress on goals will be recorded on the document itself at regular intervals. ▪ The planning document will be published for purposes of clarity. All residents will see what is being

worked on, who is responsible, and how the work is progressing. ▪ Goals will change. As one goal is achieved, it is likely that another will take its place.

The Goal Setting Process

Participants were next instructed on how to capture goals and given examples to demonstrate. We

discussed how to write a goal using the SMART system (Specific, Measurable, Achievable, Relevant,

Timed). The emphasis in writing goals will be on specificity and relevancy. The Board will assign measures

and deadlines.

The Activity

To complete our task, we had five small groups with each group working on one of the Core Focus Areas

at a time, circulating goal sheets until they had contributed to all five. For purposes of the activity,

circulated headings included:

1. Quality of Life - Activities 2. Quality of Life - Safety 3. Communication - External and Internal 4. Management of Financial and Community Assets 5. Managing Change

Development of Collective Goals

When all had finished, we reviewed the completed work for each Core Area, as one group. Questions

were answered, goals were clarified, and opinions expressed. Some goals were moved around or modified

in accordance with group consensus. The results of their work were captured and recorded by the

facilitator (Lorna Kibbey) to be drafted into the completed Strategic Action Plan for Hawthorne at

Leesburg.

For reference, photos of the five-original group-completed goal sheets are included in Attachment 5. Large

group discussion resulted in changes and rewording, as explained above.

SESSION 2 CONCLUSION A lot of work was completed in the workshops and all agree that a lot of education took place as well.

Overall, the group worked well together and strategic goals were identified. There is still work to be

done. The delivered draft will need revisions by the Board - short- and long-term target dates must


be assigned. And, a decision on who specifically will take the responsibility for each goal must be

carefully thought out and enforced.

We concluded our session by reviewing the future use of the plan developed. There were questions

about how much change the goals, as written in this session, will change before the plan is finalized.

We openly discussed the fact that this entire process has been inclusive of representatives of the

entire community. Input was eagerly sought - from the pre-session survey, to the very last minutes

of the twelve hours spent in session. I believe all are dedicated to completing the work they have

envisioned in this process.

With the work achieved in Session 2, the final draft of the Strategic Action Plan has been completed

and sent to Peg Copelin for final edits and sharing with stakeholders. This plan is meant to be a

working document, one that can be revised as needed. The draft has been sent in a Microsoft Excel

format as requested, for ease in making modifications.

NEXT STEPS – ACTION PLAN

ACTION STEP LEAD TARGET DATE

Send Summary Report to Hawthorne. Include all data

collected at February 18 planning session.

Lorna Complete

Share Session 1 Summary Report as needed. Peg Copelin Complete

Meet with Peg as needed to debrief and to work on

Strategic Action Planning Session 2 agenda.

Lorna Complete

Meet with stakeholders for Session 2. Lorna and Peg Complete

Send Final Summary Report to Hawthorne. Lorna Complete

Send Final Draft Template of Strategic Action Plan Lorna Complete

Present Deliverables to Community at March Board Meeting

Lorna and Peg March 18, 2020


ATTACHMENTS

1. Attachment 1: Strategic Planning Session 1 Agenda ....................................................... 16

2. Attachment 2: Hawthorne at Leesburg Planning Committee Members ......................... 17

3. Attachment 3: Strategic Planning Session 2 Agenda ....................................................... 18

4. Attachment 4: Strategic Action Plan Template Sample .................................................. 19

5. Attachment 5: Original Group-completed Goal Worksheets .......................................... 20


Attachment 1: Strategic Planning Session 1 Agenda


Attachment 2: Hawthorne at Leesburg Planning Committee Members

Ann Varrieur Chris Johnson Dawnn Basaraba Denise Payea Dour Sherwood Earla Adams Ed Wilcox Jean Whitinger Jeff Carr John Knowlton John Villa Ken and Jenny Juillerat Mac McNally Maralee Dougherty Marilyn Kaczanowski Mark Dove Mike Covert Pat Evans Peg Copelin Reggie Colomb Royce Eisenhauer Sheryl Covert Stephen Cuzzone Stephen Lillie Sylvia Gauthier Terry Mossbarger

[email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]


Attachment 3: Strategic Planning Session 2 Agenda

Hawthorne at Leesburg

STRATEGIC PLANNING SESSION 2 Agenda

March 10, 2020

1. Welcome and Introductions – Lorna Kibbey

2. Today’s Objectives – Lorna and Peg

3. Review of Session 1 Deliverables – Lorna

4. Defining Your Strategic Plan Core Areas – Lorna

5. Goal Development – Group Activity

6. Future Expectations – Group Activity

7. Summary – Lorna

8. Next Steps – Lorna and Peg


Attachment 4: Strategic Action Plan Template Sample NOTE: FULL SAMPLE SENT TO HAWTHORNE PRIOR TO SESSION 2 FOR SHARING AS DESIRED. THIS IS ONLY A SAMPLE FOR

TEACHING PURPOSES.


Attachment 5: Original Group-completed Goal Worksheets NOTE: EACH OF THE FIVE GROUPS HAD A DIFFERENT COLOR INK PEN WITH WHICH TO WRITE. YOU CAN IDENTIFY DIFFERENT

GROUPS BY THE COLOR OF INK.

March 12, 2020

CORE AREA GOALS RESPONSIBILITYTARGET

DATEPROGRESS REPORT

1. QUALITY OF LIFEA. Activities

1. Develop and enforce procedure for reserving activity rooms that includes evaluation of group size and needs.2. Review activities regarding guest privileges.

3. Educate our community on the procedure and requirements for adding new activities.

4. Investigate feasibility and need for keeping library open all day.5. Devise a practical method for identifying and encouraging members to become community volunteers.

B. Safety1. Research and determine best methods for encouraging reduction in speeds - including the use of cameras for speed violation and adding radar reading speed signs.2. Determine whether there is a need for regular inspection of perimeter fencing and develop a plan for action if warranted.3. Establish and publish a schedule for striping of roads.4. Investigate protocol of food services areas for sanitation and safety compliance.5. Evaluate need and feasibility of installing and using warning sirens in event of emergency.6. Look in to providing CPR classes on an annual basis open to all residents.7. Identify and fix trip hazards at entrances to community buildings and elsewhere.8. Assess need for additional stop signs at intersections (considering visual obstruction).9. Investigate the feasibility of a permanent guest list.10. Work with Lake County to coordinate emergency response efforts.

HAWTHORNE AT LEESBURG STRATEGIC PLANNING DOCUMENT

March 12, 2020


DATEPROGRESS REPORT

2. COMMUNICATIONA. Internal

1. Determine the need for having a management representative available for open communication with residents during ticket sales on the first Wednesday of each month.2. Establish varied methods for regular and ongoing interaction of Board Members and the GM, with residents.3. Ensure critical communication events continue on schedule (such as quarterly town hall meetings and Friday bulletins).4. Develop a feasibility plan for having all Board meetings and workshop meetings televised live, with recordings available for later viewing.5. Work to implement an automated texting system and push email, to keep all residents timely informed of needed happenings.6. Emphasize community education utilizing the Ambassadors program.7. Create and distribute a standard Resident Handbook.8. Determine an effective method for making available to all residents the background information packet provided to Board members for each Board Meeting.9. Investigate ways to make the cable system for residents, more attractive without incurring additional costs.

B. External1. Employ search engine optimization to ensure desired Hawthorne information is easily found in web searches.2. Investigate possibilities for improving the overall broadcasting system (to include TV 98).

March 12, 2020


DATEPROGRESS REPORT

3. MANAGEMENT OF FINANCIAL AND COMMUNITY ASSETSA. Capital Improvement

1. Study and update proprietary lease, in full.2. Execute a 2020 reserve study and include results into the budgeting process.3. Plan for and report to appropriate parties, future (out-year) reserve items.4. Plan for major infrastructure costs including sewer and water systems.5. Actively consider and pursue alternative revenue opportunities to assist in paying for capital improvements (such as relevant grant opportunities).6. Research potential revenue increase that may be generated by covering more of our marina slips.

B. Capital Maintenance1. Complete process for selecting specs and vendor for upgrades to Marina.2. Assess needed upgrades for pool and locker room and make recommendations to Board.3. Assess needed upgrades to Clubhouse and make recommendations to Board.4. Actively consider alternative revenue opportunities to assist with costs of needed maintenance projects.5. Identify specific opportunities for increasing revenue through the establishment of relevant user fees.6. Investigate the use of solar power to provide electricity for Hawthorne buildings and streetlights.

March 12, 2020


DATEPROGRESS REPORT

4. MANAGING CHANGEA. Operations

1. Analyze income streams and value-added services for each department and report results.

2. Implement a system for regular reports to keep everyone updated on Strategic Plan progress.

3. Include in all communication protocols the need to clearly communicate potential and forthcoming changes well in advance (including reasons for needed change).

B. Stakeholders1. Determine possible value of completing a bi-annual survey to assess member strengths, abilities, and background for the purpose of ongoing recruiting of volunteers. 2. Provide training programs relevant to the duties of the job, for those volunteering for Board, leading activities, and other volunteer and non-volunteer positions.3. Investigate options for development of 100 acres and make recommendations to Board.

date: may 18, 2020 to: hawthorne community · submitted by lorna kibbey leadership solutions page 3...

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