Club Business

Like many of you, I read with interest the recent Nominating Committee communication regarding the use of a “fixed slate” or uncontested ballot process. I found it well-written and supportive of the committee’s collective position. As a Petition Candidate for the 2022 Board, I could have done without the last paragraph, but I respect their opinion. I did find it interesting that most of the achievements cited since 2014 occurred prior to the introduction of a fixed slate in late 2019 for the 2020 Board.

The use of the paper by Richard Kopplin is perplexing. Asked how he would structure the “perfect Board of Directors” for a Club, he would certainly eliminate contested elections but, would do so by eliminating elections entirely. He favors a one-year duration for the President in the last year of a three-year term, and the annual formation of a new Nominating Committee, chaired by the immediate ex-president, to select the next set candidates for Board openings who, as the author states, “in his perfect world would be warmly embraced”.

The survey report by Governance Essentials indicates that approximately 60% of Clubs and HOA’s surveyed employ some form of uncontested ballots. However, it goes on to mention that elevating the Nominating Committee to this level of importance requires “a multi-year outlook, a stronger statement of purpose, a more formalized and transparent process, better education of candidates, and mandatory committee experience”. The authors also state, “that strategic boards should conduct annual orientations for new members, set annual agendas consistent with long-term plans, fully fund long-term needs, avoid deferred spending on capital assets, and embrace common Key Performance Indicators that matter to every club”.

My personal experience is that uncontested elections may work when leadership is transparent and trusted, strategic direction is well communicated and has solid consensus, operations are financially stable, and Key Performance Indicators are showing steady progress toward goals. We are not there yet and, absent that critical foundation, uncontested elections in the name of “consistency” risk leading to a “groupthink” mentality. Take a look at our Board minutes and note how many votes of consequence are anything other than 7-0 unanimous decisions. Financial stability? Assuming an 8.2% CPI increase by the end of this year, our rates will be 31% higher than 2020 and we’ll be paying them thirty days sooner.

As I have stated in my application, I have a concern about the cumulative effects of several changes in HPCCA governance since 2015. Major policy shifts, like the use of a fixed slate and/or closed vs open Board meetings, should not be implemented unilaterally or prematurely. Rather, they should be presented to and fully vetted with Members before final decisions are reached. Let’s not do it piecemeal via fiat. We should formally examine all aspects of governance best practices, incorporate into our LT goals, fully vet with Owners, and ask them for any required changes in our governing documents. That’s how transparency and consensus building is supposed to work. Let’s send that message in the upcoming election.