POA is adapting to keep up with changing times
Posted on Wednesday, August 6, 2008
I debated a long time before addressing this topic, as I realize I am probably inviting many valid comebacks to anything I might write. However, I finally decided the topic was too important to the ongoing workings of the Bella Vista Property Owners Association not to try and offer another perspective.
Anytime it is announced a new position is added to the POA, there are some letters and a certain amount of grumbling regarding the need for the position - usually correlating the new position with fat in the structure that could be cut out and judged totally unnecessary.
The next statement that follows is," If the POA needs revenue, where does the money come from to add positions ?"
I would like to offer another view of these decisions. I believe a static organizational structure describes a nonprogressive, declining organization. If positions and organizational structures don't change to meet the demands of the organization, it dooms the
It could be helpful if we could compare current staffing levels with past levels, but numbers don't tell the story. This way of thinking is overly simplistic and does not account for growth in membership, change and increase of services offered or how business has been conducted over the years. For example, at one time the POA managed the restaurants, and those employees were POA employees. Today, they are not.
Depending on the economy and availability of certain types of employees, sometimes a job can be done with contract employees and at other times with POA employees. If we look at just numbers of staff, we don't pick up these nuances. Fulltime staff will cost more than part-time employees, as benefits are not paid to part-time employees. Contract costs are sometimes less, but not always. The levels and cost of staffing are constantly in a state of flux depending on the market.
A good example of the need to change an organizational structure can be seen in the phenomenon of information technology. If we did not upgrade equipment and employees, the organization would not be where it is today.
Years ago, members had to stand in line to see if their number was going to be drawn to know if they were going to be able to play golf for the day. With expanded information technology, we now have a user-friendly, simple reservation system that can be accessed seven days in advance.
We have all increased our dependency on quick access to information, and we not only want it, but expect it to be at our fingertips.
Without additions in staff and technology, the association would have been unable to meet much of today's demand. The POA has adapted to keep up with these changing times. In June, our Web site had an average of 36, 418 hits per day. A "hit "is defined as a request from a visitor's browser for any type of file. The Web site contains a wealth of information to assist our members. It is being used to link our members to services. Someone has to build these databases and keep them current.
Adding a communications manager was a position that was deemed unnecessary.
In June, this "unnecessary "position handled 331 member inquiries and 30 media requests for information. In total, it took 180. 5 hours to respond to all of the inquiries. If you want to know the scope of these inquiries, we retain that information, as well. The vol- Dale: ume is consistent month after month.
This position probably was not needed when we had a membership of 5, 000 or 10, 000, but with 38, 000 members, the demands and complexity are very different. We now have a very fluid membership.
Last year, there were 4, 869 changes in ownership, which means a higher volume of work for the Membership Services Department. Members rarely stop and think about changing organizational dynamics and the demands created by those changes, as they are invisible to most of us.
We recently filled the community outreach manager position, which has resulted in the latest outcry from some members. The position will focus on promoting volunteerism throughout the community and marketing Bella Vista Village. When times are hard, we tend to depend more on volunteers. If anyone is a leader in any organization, you have probably experienced the decline in volunteers.
Hot Springs Village has a similar position, and in 2006 logged 51, 354 hours of volunteer time with a value of $ 683, 000, according to a study that weighs the economic impact of volunteers in that village.
Granted, some of the work contributed by volunteers just wouldn't get done, but in other instances, the POA would be paying for those services probably through contract dollars. This position, in less than two years time, will exceed in benefit the salary of the employee. This return will continue to grow throughout the years to come.
The board approved in the 2008 budget a position for a director of recreation. This position has yet to be filled, mainly because of the continued backlash that occurs when a position is filled. This has been a priority recommendation of the recreation joint advisory committee for years, and not filling the position has led to a lot of frustration.
Many members have complained we have fallen short when it comes to meeting the recreational needs of those members who want something other than lakes and golf. There has never been anyone in this organization working full-time to develop our trails, dog parks, miniature golf courses or other amenities that could be offered at little cost.
Perhaps outside resources could be tapped to support these activities, but who is going to do the research and go after those funds ?
I think if you look at the expansion of services the lakes ecologist has brought to the POA, then you would agree that position has more than justified itself.
Yet, when this position was initially proposed, the outcry was deafening.
Members also don't realize when positions are vacated and go unfilled. This just happens as a natural occurrence of organizational evolution. We recently changed our structure to accommodate the loss of two high-level positions: the water utilities director and the director of golf. These may be refilled if future needs dictate; however, for now, we are evaluating the best course of action.
Hiring decisions may seem like they are contradictory to the message that inflation is eating up all available revenue. However, I would argue that if we are not prepared to close up shop, then we need to continue to conduct the business of the association in a manner that meets our everchanging membership needs. We employ a general manager to make those decisions, and we need to be supportive. None of us, including members of the board, are in a position to micromanage each and every employment decision for an organization with 38, 000 members.
• • • Roberta "Bert "Dale is chairwoman of the Bella Vista Property Owners Association Board of Directors. Opinions expressed in this piece are hers and not necessarily those of The Weekly Vista.
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