Anthem Opinions received
a request from departing Sun City Anthem Board member, Jim
Mayfield, to address his experiences over the past six years, as well as,
his views on the requirements he strongly believes must be adhered to, when
choosing those to lead Sun City Anthem's governance in the
future.
Retiring Sun City
Anthem Board Member
Reflects on His Past
Service to Sun City Anthem Governance
by
Jim
Mayfield
Sun City Anthem Board
Director
For the last six years, it has been my privilege to serve you, my
neighbors, in the governance of your HOA.
During my two years on the Finance Committee and then four years on the Board of Directors, I have learned much about qualities that enable a Board member to effectively serve you by:
During my two years on the Finance Committee and then four years on the Board of Directors, I have learned much about qualities that enable a Board member to effectively serve you by:
- enhancing the quality of life at SCA,
-
keeping our facilities and grounds both beautiful and in good condition, and
-
controlling the costs of operating SCA.
Since I am not running for another term on the Board,
I am frequently asked by SCA homeowners the qualities for which they should look
in voting for a candidate of the Board.
Over the last six years, I have served with
exceptional people who are well qualified to represent you and put the interests
of others first.
I have also served with people who allow their personal agenda and desires to come before the interests of their fellow homeowners and fellow Board members.
I am writing this article to help you develop questions that will enable you to determine who you want to represent your interests in SCA.
I have also served with people who allow their personal agenda and desires to come before the interests of their fellow homeowners and fellow Board members.
I am writing this article to help you develop questions that will enable you to determine who you want to represent your interests in SCA.
ATTRIBUTES
A Commitment to Equally Shared
Governance
Last year, the Board adopted the following definition
of Governance.
Governance is the process of providing strategic
leadership to an organization. It includes setting policy, strategic planning,
allocating resources, assessing organizational performance, and fiduciary
accountability for the organization.
The presentation on governance also included the
concept that all directors are equal in authority and accountability and should
exercise independent judgment in deliberations and Board decisions.
Yet, the officers of the current Board, particularly the President and Secretary, have moved to a model that mirrors a corporate management model in which officers make decisions without the approval of the whole Board and suppress attempts by other directors for public discussion of issues and differences on the Board.
Yet, the officers of the current Board, particularly the President and Secretary, have moved to a model that mirrors a corporate management model in which officers make decisions without the approval of the whole Board and suppress attempts by other directors for public discussion of issues and differences on the Board.
This model subjugates non-officer directors to a role
of being treated as employees of the Board officers who are expected to rubber
stamp the decisions of the officers or face written rebukes without their
participation. It also serves to undermine transparency of Board
decisions.
A Commitment to Effective
Governance
The existing Board Policy Manual was created to
support the role of the Board and its officers under a management concept
organized around the use of a management company.
While the transition to in-house management has
proceeded effectively, the Board has not taken the actions necessary to
implement a revised Board Policy Manual that reflects its role under in-house
management.
The lack of a process to evaluate and revise the
Board Policy Manual has led to an ad hoc approach that patches situations as
they arise versus a strategic, comprehensive evaluation to develop a holistic
concept for governance at SCA.
This has allowed the abuse by the officers of the
Board to misuse limited authority necessary under management company operations.
It has also led to confusion with the homeowners as
to the role of the Board and its specific obligations and process to set policy,
provide effective, organized oversight of management, and compliance with NRS
116.
The next Board must commit to resolving this
deficiency.
Independence
The current culture on the Board focuses on the
concept that the Board is a “team” which should act in unison to support
management and portray an “all’s well” perception in the community.
It has also enabled management, particularly the
General Manager, to be asked how the Board should govern and micro-manage and
direct the governance process.
While I support the concept that the
Board and its committees should not engage in the micro-management of management
or management processes, the same must hold true that management doesn’t
direct
or engage in the micro-manage of governance responsibilities or
processes.
I have frequently heard Board members state that we
should rely on the General Manager to tell us how to organize and conduct
governance.
I firmly reject this concept and believe the
homeowners have the right to ask candidates if they support this concept as one
that will protect the interests of SCA homeowners.
Board members must also leave their personal agendas at
the door when they are elected to the SCA Board.
This has too frequently not been the
case.
Commitment to Law
Board members have a responsibility to understand and
commit to following the law and not use actual or perceived loopholes to
circumnavigate the intent as well as the letter of the law.
They must also have a commitment to equal enforcement
of the law, including the SCA governing documents, without favoritism or
conflict avoidance.
Commitment to Service
Being on the Board requires a time commitment and a
commitment to learning the laws and governing documents of SCA.
New members experience a steep learning curve in their first year of service.
New members experience a steep learning curve in their first year of service.
It also requires a commitment to resolve conflict and
accept accountability for individual decisions.
Being on the Board is not about popularity or a
perceived enhancement of status in the community.
Professional Competencies
Different Board members bring different and
beneficial competencies to the Board.
But, they should all be able to demonstrate previous
experience in governing versus management activities.
Too many of the candidate flyers ask for your support
because of the management experience of the candidate.
Homeowners should reject candidates who lack previous
experience in the governance of organizations.
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Anthem Opinions has always had a deep respect for the competence demonstrated by Director Mayfield.
His efforts,
in our opinion, have demonstrated his belief that "the people" should take
priority over any decisions made by a Board of
Directors.
We thank him
for his service and wish him the best in a well deserved contented retirement.
Do you have an
opinion on Mr. Mayfield's comments?
Send them to
us at:
Thank you for sharing Mayfield's comments.
I'm only here for 1.5 years but appreciate the continuity & commitment that his serving for the last 6 years has provided.
I just want to say, Thank you Jim, for the "WONDERFUL" advice you provided us.
We are very sad that you are retiring.
We need "Smart, informed, caring" people like you, on our SCA board.
Lets get Jim to run again and elect him PRESIDENT.
Get rid of ALL the other Board Members that are NOW on the Board.