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The numbers matter. Look what management and your Board of Directors did. To disapprove of any budget 90% of the Community must vote in person at a special meeting. Is that ever going to happen? NO! So if you care about assessments one of the biggest numbers driving increases is Payroll and Benefits. All of the information below is on the SCA website for your review. That’s where I got it.
2018 $3,511,703 Audited
2019 $3,670,530 Audited
2020 $3,381,389 Audited
2021 $3,967,155 Audited
2022 $4,689,200 Budgeted
2023 $5,091,800 Budgeted2021 to 2022 is 18.2% increase.
2021 to 2023 is 28.3% increase.It doesn’t take a rocket scientist to figure out that management and the board have been allowing job growth as well as significantly generous raises. We need board members that will protect the pocketbook. Your main assessment went up 25% cash over what you paid in the previous year. The Main Reserve is underfunded. Deficit financing at a time of growing inflation and a 2023 Reserve Study will create financial pressures for more assessments contrary to the Board of Directors Policy Manual which made it policy to keep assessments to a minimum.
Our governance must include Directors that will be better stewards of our finances. Elections matter. Find the new candidates that pledge to be better stewards of finances. The pocketbook you save may be your own.
HERE’s AN EMAIL I RECEIVED FROM AN HOMEOWNER!
Nice work!
And NONE of those expenses are going to improve the lives of the residents at SCA. The BOD is spending lots of physical plant and nothing on additional classes improving the health of residents – specifically those classes to help defer aging and keep people active as they get older.
IN FACT the existing BOD has increased the costs of classes so they could keep money in the ASSET ENHANCEMENT FUND to keep spending. They used to use the AEF monies for some class subsidizing.
The current BOD should (my opinion) be spending money to get people out of their houses and back into the activity centers. Participation is a lot lower now than it was in 2017,18,19. Of course covid shut us down. But COVID is really gone and Vegas is open. Once you stop using it you start to lose it. We need a BOD focused on residents, not on building. It is time for lots of promotion to get residents back into the centers.
BUT Clarkson doesn’t generate fees on additional types of classes (like Fall Prevention) but they make lots on contract oversight.
So management (who directs the BOD – no matter what anyone says) keeps building and hiring.
Spend almost a $million on the theater – AND now we have to hire a full time manager to manage it.
Sandy just keeps building out her employee base, supported by the BOD and they really do nothing for residents.
Keep at it. The election is coming up. Let’s get the BOD and management focused on residents instead of buildings.
Marc
The statement about 5 year growth of 45% is full of errors of assumption. A business grows and needs additional employees. You have to pay your employees enough because of the value they are to the business. To keep highly qualified employees; you have to pay them for their abilities.
The head of Sun City is a valuable asset because of her management abilities. I think she is not paid enough for her abilities. The day-by-day operations take management skills; I believe Sun City is well managed because of the lady who heads Sun City. She is a pro at what she does and we must keep her working at Sun City. Some of the males that complain about her salary may resent her because she is female.
This is my opinion because I work in the business and finance world. If you disagree; let me know; I believe in free expression.
This is NOT a business. Has the income to the HOA gone up 45%? NO. There is NO reason for expenses to grow faster than inflation.
I am a female so my opinion has nothing to do with the sexual orientation of anyone. My opinion is that, for an HOA – a business with no inventory, no production, no need for marketing or a sales force, and a business which sub contracts all major maintenance and repairs, we are grossly overpaying salary and benefits.
R Westra states” The statement about 5 year growth of 45% is full of errors of assumption.” How absurd as R Westra doesn’t acknowledge that there is no assumption in the numbers. The numbers are facts. There are no errors. It will be hilarious to see you please try to list the assumption errors. Your statement is just spin nonsense in an attempt to justify a conclusion not supported by the facts. You love and support Sandy Seddon. That’s obvious. But the operational financial statements and budgets say the love is unwarranted. Just the opposite.
I personally reviewed the job growth and have all the data. I can list the job additions and salary raises and the increase in benefits. I suggest you review the records yourself. My conclusion is that the COO is feathering her nest and creating a fiefdom at homeowners’ expense. The 7144 residences during this period of time has remained constant. So your growth hypothesis is pure baloney. If the COO job were eliminated and a stronger operations oriented Community Manager were in place SCA would save a ton. In my work life I was a CPA by training, rose to become a CFO and Chief Administrative Officer and then President of my own company called Cash Flow Solutions, Inc. I was paid big bucks as a consultant on business operations. SCA’s staffing is bloated and has an overpaid and underperforming staff. Not a well run organization. By all metrics SCA needs a management overhaul( a reorganization) to better serve the financial interests of homeowners. We are ” being taken to the cleaners”.
Our legal expense is horrendous due to this COO’s propensity to over use counsel. And this board with their spending appetite and capital usage is amateurish putting homeowners at financial risk of more and more assessments. And what is the COO’s role in this? She’s an enabler looking out for her own interests. We need to do better. It’s time to make a change.
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