Strat Plan Final Updated 1.21.20122

MEADOW LAKE COUNTRY CLUB HOMEOWNER ASSOCATION, INC.
A Strategic Plan
For
Managing Homeowner Association

Common Use Resources
And
Fulfilling Chartered Responsibilities
MLCCEHOA, Inc, Board of Directors
Meadow Lake Resort
June, 2011
Updated January, 2012

Executive Summary
The Meadow Lake Country Club Estates Homeowners Association, Inc. (MLCCEHOA, Inc.), board
of directors in 2010 completed a study of the need for long range strategic planning by the
association. The study was followed by a two day retreat conducted by Beargrass Marketing,
Inc. During the retreat the board generated a detailed summary of planning issues that were
to serve as the foundation for an association planning document. Central to this effort,
however, was recognition that a “vision” was needed to guide the board and the association
membership. A vision was written and became the basis for the development of a strategic long
range plan.
This plan is designed to provide guidance to the association’s board of directors as it considers
decisions impacting the future of the HOA, and it also serves as a guide for the association as it
faces the many management challenges in its daily operations. With this plan the board can
more effectively draft and implement programs serving association needs and fulfilling the
expectations of its members. Additionally, it provides the association’s membership with a
clearer and more comprehensive summary of the future and how the board of directors will
lead the association to that future.
The vision contained in this plan establishes the direction for goals and initiatives necessary for
the association to fulfill its vision. As the membership goes forward with this plan, budget
forecasts will change, goals will be modified, and initiatives adjusted or cancelled. All are part
of a planning process. This plan marks the beginning of a 20-year road map to the HOA’s
future.
Approved by Board Action: April 17, 2011

Contents
Subject Page
Purpose 1
Background 1
Vision 2
Organizational Responsibilities 2
Resources and Budgets 3
Reports to Membership 3
Revisions 4
Annexes
A Current Priorities
B Vision Element and Potential Goal Subjects
C Goals and Initiatives
D Budget Forecasts, 5/10/20 Years
X Plan Staff Study
Y Retreat Summary

A Strategic Plan for MLCCEHOA, Inc
Purpose
This plan was developed by the Meadow Lake Country Club Estates Homeowners Association,
Inc. (MLCCEHOA, Inc.) to provide for more effective and efficient management of its chartered
responsibilities serving Meadow Lake resort interests. As the resort’s economic environment,
growth patterns, ownership demographics, infrastructure demands, and business opportunities
change, forward looking planning is necessary to ensure the association successfully fulfills its
obligations. Through long range planning, the association’s board of directors can provide for
the resources and services necessary to meet the resort’s future common interest needs.
Background
In September, 2009 the HOA’s board of directors began considering the need for long range
planning as a means for determining future association management obligations. Subsequently
the board appointed a committee to study “strategic planning” and potential benefits to the
association. The committee’s study, completed in the summer of 2010, included a
recommendation that the board of directors initiate long range planning. The committee’s
report is included with this plan at Annex X.
Following coordination with the resort’s declarant (Peter Tracy), Meadow Lake Golf Resort, Inc.
(MLGR, Inc.), Meadow Lake Development Corporation (MLDC), Meadow Lake Real Estate
(MLRE), and other resort interests, the board began work developing a “vision” to provide a
foundation for managing the association towards the future. Additionally, a board of directors
“retreat” was scheduled to define the goals and initiatives that might be incorporated in a long
range plan. The board contracted Beargrass Marketing, Inc. to facilitate that process. The
retreat was held in November, 2010. A summary of that retreat is included at Annex Y.
The board of directors began developing this plan based on its staff study and the results of the
November retreat. With this plan, the MLCCEHOA, Inc. board of directors has established a
process for anticipating, defining, and preparing for future requirements confronting the
association. It is a flexible process responsive to the association’s ever changing needs, and this
document is considered a “living” document as it will of necessity change. Those needs will be
met with consideration of current and future resources consistent with the association’s vision.

1.
MLCCEHOA, Inc. Vision
The vision for Meadow Lake Resort’s HOA is as follows: “Enable all Meadow Lake residents,
timeshare owners, guests and commercial interests to enjoy a lifestyle consistent with a
quality resort image through effective and efficient stewardship of the common use areas
and responsibilities as dictated by the governing documents.”
The resort’s vision, drafted by a committee of the HOA board of directors, contains four distinct
elements:
1. The vision recognizes that the HOA works for and serves “all Meadow Lake
residents, timeshare owners, guests and commercial interests.”
2. The vision defines the lifestyle that association members seek at Meadow Lake:
they want “to enjoy a lifestyle consistent with a quality resort image.”
3. Third, the HOA board of directors has specific responsibilities in serving association
members. These responsibilities are manifested in the board’s “effective and
efficient stewardship of the common use areas.”
4. And last, the vision specifies that the board must fulfill its “responsibilities as
directed by the governing documents.”
The vision is a statement of who the HOA represents, the lifestyle association members seek,
what members expect from their board of directors, and recognition that there are governing
guidelines for association management. Given the above vision, the association leadership has
the responsibility to consider and conduct its business in accordance with the vision’s four
elements. As such, initiatives and processes necessary for their successful pursuit must be
consistent with, and have a basis in, one or more of the vision elements. These are the
guidelines for the operation and management of MLCCEHOA, Inc.
Organizational Responsibilities
The MLCCEHOA, Inc board of directors must recognize that any actions it takes involving the
expenditure of association funds must be in support of the association’s vision. Likewise,
association members or member organizations must also understand that any projects they
want the board of directors to authorize must likewise be consistent with one or more of the
vision elements before the board can approve action. Accordingly, association goals and
initiatives must be planned and vetted so that requested actions are supportable with
necessary resources and serve the best interests of the association and its members.

2.
The board of directors is responsible for developing goals and initiatives as outlined in the Staff
Study on Strategic Planning (see Annex X, page 14). Once initiatives have been proposed and
approved by the board, oversight of initiatives is the domain of the board which must validate
initiative progress and report annually to the association membership regarding that progress.
Board members must ensure their review and deliberations concerning proposed goals and
initiatives are consistent with the association’s vision. The board’s processes must verify that
budget and other resources are available for initiatives consistent with the plan’s goals. Failure
to do so would constitute a violation of the trust vested in the board of directors by the
association membership.
Association members, member business organizations, and staff serving the HOA’s interests
may propose to the board of directors initiatives in the association’s interest. However, it is the
responsibility of the proposing agent to show how the proposal serves the approved goals of
the association. A new proposal requiring expenditure of association funds should also include
consideration for how the initiative should be funded.
Resources and Budgets
As goals and initiatives are considered by the board of directors for inclusion in this plan,
required resources and funding for their execution must be programmed. Long range projects
require multi-year forecasting of annual costs and the future commitment of other resources.
Project plans must include these forecasts balanced against other known or forecasted
association needs and obligations. Should resources and budgets not allow for a specific
project, the project will be suspended until the necessary support exists.
Budget forecasts for the foreseeable 20 years are at Annex D. These forecasts are based on
anticipated costs and income using known requirements and estimated resort growth patterns.
These will change over time, and budget forecasts will of necessity be revised. These forecasts
are the basis upon which initiative planning must occur. The MLCCEHOA, Inc. board of directors
will not approve an initiative unless it is supportable as evidenced by budget forecasts.
Reports to Membership
The board of directors will annually submit to the membership a status report on all initiatives
associated with this plan. The report will be presented at the annual general membership
meeting as a briefing, and a written version will appear on the resort’s website. Members
wishing to receive a copy of the website report may request a copy through the offices of
MLRE.

3.
Interim reports summarizing status of initiatives will also be made to the MLCCEHOA, Inc. board
of directors by the board vice president at each of the board’s quarterly scheduled meetings.
Association members may request meeting minutes to obtain this information, again by
contacting the MLRE offices. Members may also attend quarterly meetings when these reports
are submitted.
The president of the board of directors may request status reports at other times as deemed
appropriate. On these occasions the board president may make these reports available to the
general membership.
Revisions
This plan may be revised as determined by a majority vote of all MLCCEHOA, Inc. board of
directors. The board will report to the general membership changes to the plan through its
meeting minutes and the annual reports to the membership.
Approved:
___________________________________
President, MLCCEHOA, Inc.
Board of Directors
June, ___, 2011

4.
Change 1, January 21, 2012
ANNEX A: CURRENT PRIORITIES
Association Priorities
The MLCCEHOA, Inc. board of directors maintains a list of the top priorities it determines
necessary for the board to fulfill its obligations to the association membership and achieve the
association's vision. The board may revise this list as it deems appropriate. The priorities are
for planning purposes and serve as guidelines for decisions the board must make as it works to
effectively and efficiently manage the resort's common use areas and association
responsibilities. The priorities are listed without reference to their order of importance.
Top Priorities
 Conclude the role of Declarant regarding the association's CC&Rs.

 Consolidate the association's governing documents; rewrite and revise the documents
as permitted and necessary to provide concise and clearly written guidelines for the
membership and other parties.
 Develop a communication plan to provide more effective communication between HOA
organizations, the general membership, and other parties engaged in resort activities.
 Develop a data base to support association management, improve communication,
promote community initiatives, and improve safety/security initiatives.
 Develop a long range budget forecast process to support strategic planning.
 Develop a comprehensive disaster plan for emergency situations that may occur at
Meadow Lake Resort.
 Promote community spirit through the development of programs engaging association
members socially as well as volunteers to enhance the Meadow Lake lifestyle.
Other Topics for Priority Consideration
 Pursuit of grants and other funding opportunities for enhancing association programs,
use of the common areas, and protection of the natural resources.
 Improvement of cooperation between resort organizations, businesses, and other
entities to promote the welfare of the overall Meadow Lake community.
 Enhanced use of the common areas for the benefit of all members.
 Installation of sidewalks along Meadow Lake roadways.

ANNEX B: VISION ELEMENTS AND POTENTIAL GOAL SUBJECTS
Vision Elements and Potential Goal Subjects

Three of the four elements contained in the MLCCEHA, Inc. vision require the association board
of directors establish goals and initiatives to achieve the vision. These elements are "lifestyle,"
"stewardship," and "governing documents." The board of directors has considered numerous
"goal subjects" relating to these three elements. The fourth element is a definition of the
Meadow Lake "community" and does not call for specific goals to enhance that condition. This
Annex summarizes the goals that may potentially be considered for action by the board of
directors.
Lifestyle
 Volunteer Programs: Programs need to be developed and managed by HOA members.

 Short Term RV/Boat Storage: Facilities and management procedures require
consideration; the HOA should encourage development of facilities and provide owners
and guests information relating to sites and discounts available off-resort.
 Communication: Frequent sharing of activity information across HOA membership
categories and promotion of enhanced lifestyle opportunities should be incorporated in
ongoing and future efforts to promote better internal resort communications (i.e.,
quarterly newsletters and e-mail postings).
 Use of Common Areas: Facilities and activities associated with the association's
common areas offer enhanced recreation opportunities if programs are developed.
 Community Activities Programs: Creative ways to involve varied sections of the resort
community would promote a more active and cohesive community.
Stewardship
 Safety and Security: Development of disaster preparedness and improved safety and security
programs are necessary to better protect association and member interests.
 Budget: Improved budget forecasting and budget management are necessary to support short
and long term association programs.
 Communications: Improved technology offers more effective means for conducting association
business and disseminating information to members.

 Infrastructure: Infrastructure improvement and maintenance are essential operational
requirements the board of directors must effective plan for and budget.
Governing Documents
 Declarant Authority: The role of MLCCE's declarant regarding the subdivision's CC&Rs should be
concluded so that the association can more effective management its responsibilities and fulfill
its chartered obligations.
 Governing Documents: CC&Rs, Bylaws, regulations, policies and board of director decisions
should be reviewed, edited, updated, and administratively centralized as necessary to remove
duplication and resolve conflicts of interpretation

ANNEX C: GOALS AND INITIATIVES
Goals and Initiatives

The following goals, approved by the MLCCEHOA, Inc. board of directors, provide direction for
the board in undertaking projects and programs that are supportable with association
resources and lead to the fulfillment of the association's vision. For each goal which has
fostered initiatives or active programs in pursuit of foal attainment, the initiatives and programs
in progress are identified, including a status summary. (*= initiatives started)
Lifestyle Goals
 * Create a volunteer services program to help promote a sense of community.

 Promote programs to enhance the use of community parks and related common areas.
 * Develop a comprehensive social program serving residential, timeshare, and other
owners of Meadow Lake that promotes the community spirit of the resort.
Stewardship Goals
 * Enhance internal resort communication to better facilitate community services,

volunteer programs, security and safety, disaster preparedness, and other member
information services.
 Develop a long-range budget forecast process to more effectively manage on-going and
future initiatives.
 Create and manage a list of essential and desired services supportive of the HOA vision.
 * Develop a disaster preparedness plan for the Meadow Lake community.
 * Revise and update the COPS program to meet changes in association safety and
security needs.
 * Develop specifications for contracts and procedures for evaluating bids and
contractor performance to achieve the best services at the lowest costs.
Governance Goals
 * Conclude the role of the declarant regarding CC&R governance of the HOA.
 * Revise and update the architectural review board regulation.

 * Update governing documents and centralize their administration to remove
duplication and reduce conflicting interpretation.
ANNEX D: BUDGET FORECASTS, 5/10/20 YEARS
Long Term Budget Forecasts
This Annex contains forecast budget requirements at 5-year intervals for MLCCEHOA, Inc.
extending a total of 20-years. The forecasts are based on assumptions regarding known
obligations, anticipated future program needs, forecasted resort growth, and inflation
adjustments to monthly member assessments. Any initiatives/projects approved by the
association board of directors must have funding compatible with the forecasted available
resources. The forecasts are flexible and may be adjusted as additional information becomes
available to the board.

HOA Budget Projections
5, 10, and 20 Year Forecasts
Income & Year 2015 Year 2020 Year 2030

Expenses (5-Year) (10-Year) (20-Year)
TOTAL INCOME: $270,000 $367,200 $540,000
EXPENSES:
COPS Program 36,000 40,000 80,000

Office Expenses 30,000 40,000 70,000
Professional Fees 40,000 70,000 90,000
Taxes & Licenses 1,000 1,500 3,000
Repair & Maint 6,000 8,000 12,000
Landscape Maint 55,000 65,000 90,000
Road Maint 26,000 30,000 40,000
Road Reserves 30,000 30,000 40,000
Landscape Reserves 15,000 20,000 30,000
Other Project Reserves 20,000 30,000 40,000
TOTAL: $259,000 $334,500 $495,000
BALANCE/CONTINGENCY: $11,000 $32,700 $45,000
** See following budget notes for explanations

5-Year Budget Notes
INCOME: Estimates 1 additional timeshare building + 10 units

nd
Estimates 2 phase of Tamarack Heights Platted + 40 units
Total Members (400 current) 450 units
Estimates Dues at $50/mo unless project reserve is required for
budget
COPS Program: Estimates project reserves included to add to budget
Office Expense: Increase due to additional work done by HOA Manager. May
reduce by increased electronic info/communications
Professional Fees: Includes HOA Manager, 20 hrs/week = $36,000/yr
Repair & Maint: Add Tamarack Heights phase II
Landscape Maint: Add Tamarack Phase II, and increase work in Phase I
Road Maint: Include estimate of snow plow & general repair/maint.
Road Reserve: Set by current budget
Landscape Reserves: At Board discretion
Other Project Res: At Board discretion

10-Year Budget Notes
INCOME: Estimates 2 additional timeshare building + 20 units

Estimates 3rd phase of Tamarack Heights Platted + 40 units
Total Members (450 current) 510 units
Estimates Dues at $60/mo unless project reserve is required for budget
COPS Program: Increase cost & time for Rental Cops/Contracted Security Services
Office Expense: Increase due to additional work done by HOA Manager. May
reduce by increased electronic info/communications
Professional Fees: Includes HOA Manager, 40 hrs/week = $72,000/yr
Repair & Maint: Add Tamarack Heights phase III
Landscape Maint: Add Tamarack Phase III, and increase work in Phase I; add road to
Glacier Village, increasing costs
Road Maint: Include estimate of snow plow & general repair/maint.
Road Reserve: Set by current budget

20-Year Budget Notes
INCOME: Full Build-Out/all lots platted (600 units)

Estimates Dues at $75/mo unless project reserve is required for budget
COPS Program: Full-time Security/Contracted Security Services and expenses
Office Expense: Full time office assistant
Professional Fees: Full time HOA Manager
Repair & Maint: Full Build-out, increase costs
Landscape Maint: Full Build-out, increase costs
Road Maint: Full Build-out, increase costs
Road Reserve: New overlay is due, 2025 road reserve depleted and increased
funding for building reserve

ANNEX X: PLAN STAFF STUDY
A Staff Study on Strategic Planning
For
Meadow Lake Country Club Estates
Homeowners Association, Inc.

For

A Study on Long Range Planning for Meadow Lake Resort
MLCCEHOA, Inc.
July 29, 2010

Executive Summary
The Meadow Lake Country Club Estates Homeowners Association, Inc. (MLCCEHOA, Inc.,
or “HOA”) board of directors initiated a study in September 2009 to engage the homeowners
association in strategic, long range planning. The study is an ongoing project directed by a
committee of board members and guided by Beargrass Marketing, Inc., which the board
contracted for this purpose. The study and subsequent planning effort, when completed, will
provide a vision for the association’s future and a long range plan by which the board can
manage the association in fulfilling that vision.
Meadow Lake Resort has a successful 25 year history. Its growth, commercial success,
and real estate development reflect favorably on its past. Current stagnant conditions are
temporary, but future opportunities suggest significant resort growth lies ahead. Over the next
20 years it is expected the resort will continue towards build-out as residential and time share
construction follows economic trends. Once completed, the resort will nearly double
ownership numbers thereby placing a heavier burden on HOA services. Management decisions
must be responsive to the anticipated growth.
To meet the challenges of growth over the coming years the HOA board of directors
must examine current conditions and anticipate future demands that may impact the resort
and subsequently its homeowners association. Driving the execution of projects and programs
deemed essential for the HOA’s future success will be the economy and related resources,
resort growth patterns and demographics, Meadow Lake’s infrastructure, the role of businesses
in the community, and organizational management issues. Current conditions, HOA
management resources, and limiting factors each require study if a resort plan is to emerge.
What will the HOA plan look like? First, and most important, it will include a “vision”
describing the structure, management and services the association aspires to achieve. From
that vision come the goals, objectives, and initiatives necessary for the HOA to fulfill its future
obligations. The HOA board will review the plan annually, as it will be a “living document.”
From time to time the board will adopt changes to the plan as new challenges and
opportunities become evident. Initiatives stemming from the plan may require long term
efforts (for example, initiatives relating to pathways or resort security may require long term
funding and project planning that spans a number of years). Goals serving community values
and resort management concepts will likewise generate objectives and initiatives that require
extensive planning as the HOA reaches out to achieve its vision.

With the support of Meadow Lake business, time share, and residential interests, all
parties will benefit from this effort as the community grows and achieves maturity. A vision for
the future, a plan to achieve that vision, and the support of all community members will
collectively help promote the safety, security, and value of the resort. It’s the role of the HOA,
led by its board of directors, to “own, control, maintain and improve the common area and
provide services and facilities to the owners as it may determine” (CC&Rs Article IV, Section 1).
This study represents a major effort by the HOA to fulfill its role as the resort progresses
towards completion of build-out.
In November 2010, the HOA board will meet to review this study and craft an outline for
a long range plan. The board anticipates presenting a draft plan to the association at its general
membership meeting in June 2011.

Contents
Subject Page
Issue 1
Defining “Strategic Planning” 1
Background 1
Current Resort Conditions 4
a. The Economic Outlook

b. Economic Resources
c. Resort Growth Patterns
d. Ownership Demographics
e. Infrastructure Resources
f. The Role of Resort Businesses
g. Management Issues
Available Management Resources 10

a. Board of Directors
b. Paid Managers
c. Contractors
d. Volunteers
Limiting Factors 12
a. Manpower
b. Budget
c. Facilities and Services
d. Membership Support
e. Declarant Powers
f. Variant Perspectives
Conclusions 13
Recommendations 15

for
Issue:
Without long range strategic planning, the board of directors for Meadow Lake Country Club
Estates Homeowners Association, Inc. (MLCCEHOA, Inc, or “HOA”) lacks the ability to effectively and
efficiently manage the association in meeting its future needs. These needs stem from a changing
economic environment, growth patterns and ownership demographics, infrastructure demands, the
business environment, and HOA governance and organizational management challenges.
Defining Strategic Planning:
In the context of this study the term “strategic planning” refers to a long range perspective for
planning the future direction of Meadow Lake’s HOA. That perspective involves the integration of all
aspects of the resort’s operation. Though the MLCCEHOA, Inc. has no legal or operational responsibility
for businesses or associations comprising the Meadow Lake community, it is responsible for mutually
shared common area interests. The HOA must therefore look at how each community component
individually—and all components collectively—impact overall common resort interests. Through this
process the HOA can envision future goals and objectives while managing supporting initiatives designed
to fulfill the association’s future obligations. Strategic planning is therefore the integration of Meadow
Lake’s long range common community interests, an integration that is represented in an ongoing
planning process towards a shared vision of the future. For the purposes of this study, that future
extends for 20 years, until the year 2030.
Background:
On 30 October 1985 the Declaration of Covenants, Conditions and Restrictions (CC&Rs) of

Meadow Lake Country Club Estates was signed by the declarant, Peter E. Tracy. Article IV of the CC&Rs
created Meadow Lake’s homeowners association. Section 1 of this article defined the association’s
purpose as “…to own, control, maintain and improve the common area and provide services and
facilities to the owners as it may determine.”

2.
The HOA board of directors, on 30 April 1994, executed an instrument installing the
association’s by-laws. These by-laws were revised when the HOA was reincorporated on 17
October 2003. In the 2003 by-laws recognition is given the declarant’s right to appoint the HOA as his
successor (Article II, Section 7, “Declarant”), a provision fundamental to successful planning of the
association’s future. Also, specified in the new 2003 by-laws were powers assigned the board of
directors, including the power to govern use of the association’s common areas plus “… all powers,
duties, and authority vested in or delegated to this Association and not reserved to the membership by
other provisions of these By-laws, the Articles of Incorporation, or the Declaration” (Article VII, Section
2, “Powers”). The CC&Rs and by-laws together provide the authority for the board of directors to define
the association’s future and to plan for the opportunities that future offers.
The 1985 CC&Rs established an Architectural Review Board (ARB) the purpose of which was to
“…insure that homes and other buildings constructed at Meadow Lakes Country Club Estates are
aesthetically compatible with the landscape and the Master Plan Concept.” When the 1994 by-laws
were adopted, the association was assigned the responsibility to appoint ARB members (Article IX, HOA
By-laws, 30 April 1994). This arrangement was continued by the 2003 by-laws revision. And finally, in
2006 the association’s board of directors adopted the current “Community Standards, Design Standards,
& Construction Regulations,” which updated ARB guidelines and established standards derived from the
CC&Rs, by-laws, and applicable government guidelines.
In 2009 the HOA board of directors adopted the “Community Operations and Protective Services
(COPS)” plan at its annual membership meeting in June. This plan placed in motion HOA initiatives to
provide for a safer Meadow Lake community. Planning for the resort’s future “security” needs and
implementing programs designed to service those future needs became central themes for the newly
established COPS Steering Committee.
A review of the HOA’s governing documents (CC&Rs, by-laws, ARB regulation) suggests that,
while the documents adequately address the structure, purpose and procedures for managing the HOA,
there are no specified provisions for future planning. However, these documents collectively provide
the authority and means by which the association can take the initiative and implement processes and
procedures for such planning. The duties and responsibilities vested in the association’s board of
directors command sound management practices which, by definition, should include long range
planning.
The HOA functions as an umbrella organization having responsibilities over the resort’s common
areas and their use by member organizations, owners and guests. It has no authority over the
operational activities of these members other than those of the association, nor should it. It does,
however, exercise specified responsibilities and authority over architecture, landscape, traffic, signage,
and other matters throughout the subdivision, including the conduct of persons within the resort.

3.
The HOA board of directors generally manages its affairs on a situation by situation basis. Some
long range practices are evident in financial matters, such as the building of reserves. However, the
forecasting of long range needs and developing policies and plans to meet those needs has not been
evident except for recent efforts of the COPS program. This condition exists primarily due to historical
management patterns driven by the unique organizational structure of the entire resort.
The challenges confronting the association cover a broad range of institutional issues. Some of
these challenges include the following:
 Absence of a “vision” by the board of directors upon which it should be planning the
association’s future;
 A board whose members function primarily in an advisory role rather than a leadership role;
 Lack of an existing management structure for conducting association staff work relating to tasks
or projects appearing before the board;
 A management system lacking the ability to look forward in anticipation of future association
needs;
 Limited long term budget planning to ensure future anticipated programs are supportable;
 Restricted ability to change governing documents (CC&Rs, By-laws, regulations, plans, etc.);
 Absent authority to contribute to the resort’s municipal water and sewer district decisions;
 An association membership reluctant to consider alternative funding sources to support special
community needs.
As the association looks forward to the next two decades, its past is an indication of what
association members might anticipate. In 25 years Meadow Lake has grown from a small recreational
site to a valued residential community and oftentimes vibrant destination resort. Full-time and
recreational residences now surround much of one of Montana’s highest rated golf courses. New
subdivisions within the resort have opened, and their additional expansion is already planned or
approved. The timeshare industry will continue to grow, with six additional buildings planned near golf
holes 14 and 15 and a hotel near the 10th hole tee boxes. Given the growth of the past, in 20 years
Meadow Lake could be a community with over 600 residences, 25 timeshare buildings, and a luxury
hotel. By 2030, Meadow Lake Golf and Ski Resort could be a fully developed resort community.
Planning for that future requires forward looking strategic planning by the HOA’s board of
directors. Blessed with a solid foundation of governing documents and a history of successful leaders
and innovative developers, the resort’s board is poised to begin that planning process. A review of
economic and demographic conditions and community resources available to the association will
provide the foundation for future initiatives. Such initiatives will soon become necessary if the board of
directors is to exercise its leadership role. With a vision for the future and a plan to get there, the
association’s board of directors will be fulfilling one of its most important obligations to Meadow Lake
owners, visitors and guests for decades to come.

4.
Current Resort Conditions:
Meadow Lake Resort is influenced by a wide range of conditions impacting its growth,
management, and community membership. These three components are at the heart of the resort’s
future. As the resort cuts across a population of residents and guests representing an international
community, the future of the resort’s homeowners association depends on association leaders who can
plan and manage its programs melding the issues arising and forecasted among these components.
Planning for the future is therefore fundamentally based on an understanding of issues forecasted for
the resort.
a. The Economic Outlook: One must suppose that the long term economic outlook, both for
Meadow Lake and the Flathead Valley, are positive. Trends dating back many decades reveal ebbs and
flows in the national economy also bring like change to the Flathead Valley. Real estate activity, for
example, has had boom and bust cycles, including the most recent down turn dating back to 2007. Land
subdivision activity and residential construction declined from a peak in 2005 through 2009.
Employment trends have followed a similar pattern. Each “recession” has been followed by a period of
growth. Some economists claimed a recovery trend in 2010. Others forecasted economic stagnation.
Both views are evident in the construction industry within the Flathead Valley as employment forecasts
point towards a recovery; but new projects are limited, and trends are confusing. While unemployment
rates approach 14% in the Flathead, recreation industries such as the Whitefish Mountain Ski Resort
reported a near record year in skier visits and lodging, and Glacier National Park officials reported solid
numbers in park visitors despite a weak economy. These are signs that Meadow Lake Resort, with its
appeal to the recreationist, may be poised for growth when the economy does in fact begin to improve.
The economy impacting Meadow Lake Resort has many aspects. Subdivision development
and construction are key to the continued build-out of the resort. The timeshare community and
Tamarack Heights represent the bulk of growth opportunity. Additionally, the Canadian economy and
value of the Canadian dollar are significant to the growth of Meadow Lake. As the real estate market
rebounds, Canadian and American interests in resort home and timeshare ownerships will increase.
Three recessions occurred during the last 25 years. In the next 20 years there will be more recessions.
However, boom periods will also occur. Judging from the past, a majority of the remaining residential
and timeshare lots within the entire Meadow Lake subdivision could be sold before 2030.
b. Economic Resources: The basic source to fund HOA activities is the monthly dues, at
approximately $38.00/month. This is a relatively low monthly fee for service in resort/residential
development, making it one of the attractions for Meadow Lake ownership. Presently, this provides a
$182,000 annual budget to the HOA. The HOA has limited ability to raise these rates. This in turn
requires tight expense controls and promotes short term planning. The board has therefore been
reluctant to consider major expense initiatives or long term alternative funding techniques to support
increasing community needs. Long term budgeting is necessary, and additional revenue sources are
limited.

5.
The association presently charges fines to owners of residences, lots and timeshares who
repeatedly violate CC&R, by-law and Architectural Review Board rules and regulations. Monies raised by
these violations are limited and cannot be included in the association’s forecasted revenue stream.
Other potential funding sources:
 Substantial dues increases (changing the HOA by-laws is necessary to increase the
monthly association fees by more than 15% a year, an action inconsistent with
expectations shared by the resort’s developers and HOA members);
 Special assessment (requires approval by 51% of members present or by proxy at a
meeting to consider such action);
 Special Improvement District (SID) bonding (requires approval by 51% of members
present or by proxy at a meeting to consider entering the association into any
indebtedness; however, this may be a taxing authority issue that could require 75%
approval of all owners).
There are many challenges impacting the board’s ability to use options like those mentioned
above. For example, as a second home community, the membership will resist increasing home
ownership costs. But these options exist, and if the community demands the HOA provide a higher level
of service to protect individual and business investments in a competitive resort such as Meadow Lake,
then additional funding will be necessary. Without it, Meadow Lake might one day look much like any
other middle-class subdivision community adjacent to a private golf course rather than a “Gold Crown”
or “luxury” resort.
c. Resort Growth Patterns: Meadow Lake began its resort history as a golf course which was,
and remains, a privately owned course open to the public. The course, which was opened for play in its
present 18 hole format in 1987, was originally a partnership with the dominant partners being Peter
Tracy and Ron Holliday. In 1994, Tracy and Holliday divided their resort assets, with the golf course and
undeveloped real estate going to Tracy, and to Holliday went the restaurant, hotel, recreational
facilities, timeshare business and some real estate. This is the current arrangement.
Following declaration of the CC&Rs in 1985, and through 1987, platted lots were offered for sale
and four model homes were built on lots 1Z through 4Z. In 1988, there being no groundswell of interest
in Meadow Lake real estate, a decision was made to construct new units and actively market a
timeshare product which was euphemistically called “fractional ownership,” the idea being “timeshare”
was stigmatized and “fractional ownership” sounded somewhat more wholesome.
In 1988 Meadow Lake consisted of 330 acres which contained Tracy’s Restaurant, the Golf Pro
Shop, Condo Building 1 and the four homes previously mentioned. Condo Building 2 was under
construction, with some units completed by fall of 1988. There were numerous “Z” lots for sale along
St Andrews Drive, with a small number of sales having been consummated. Prices ran from $12,000 to
$22,500. As with virtually every resort start up, the early years were fraught with some ups and downs,
but eventually there were more of the former than the latter and the resort began to meet with
reasonable success. For the first several years of operation golf course revenues and timeshare sales

6.
were the only sources of resort income. Had timeshare sales and marketing not worked out
successfully, Meadow Lake would not exist as it does today.
Over the years Meadow Lake has offered a variety of real estate products, including established
homes, resident home sites, timeshares, townhomes and condominiums. As noted, established homes
and home sites were the first real estate offerings. Townhomes first appeared about 1992. They were
fourplex units introduced with two different floor plans at a price of about $120,000. Timeshare
ownership started with rotating five week packages and specific monthly ownerships in building 2.
Then came three week ownership programs in buildings 3, 4 and 5, followed by one-and-a-half week
options in buildings 6 and 7.
Buildings 1 through 7 form the Saint Andrews Homeowners Association. The Spyglass Hill
Homeowners Association, composed of timeshare buildings 8 through 12 followed. Spyglass Hill units
were offered originally in time intervals as small as one week packages. At the start of the new
millennium the resort began building NeNastako Village units. NeNastako owners are not represented
by a “neighborhood” HOA.
Future resort development will likely conform to existing patterns. Residential home sites
remain in areas previously developed, and two principle subdivisions contain the bulk of remaining sites
yet to be sold or built on: Whisper Village and Tamarack Heights. Architectural designs for these
subdivisions will likely remain consistent with current ARB standards and the resort’s overall existing
architecture.
Opportunities remain for multiple unit residential growth, such as the duplexes planned for
Whisper Village and a third condominium building for Condominiums on the Green. However, it is not
anticipated that additional fourplex townhomes will be constructed since available building sites have all
been platted for other types of construction. Timeshare growth will continue, there being plans for an
additional six buildings in the new Glacier Village complex. Additionally, the corporation has plans for a
hotel complementing the Inn at Meadow Lake. These units may be built-out in a rapid or delayed
manner, depending on the economy and joint project interests between MLDC and some other resort
development interests.
Meadow Lake, given its history and economic conditions, again appears poised for ownership
growth with construction of already planned subdivisions and timeshares. The additional units will
nearly double the resort’s resident and part-time membership, placing added pressures on the HOA to
provide services necessary to continue meeting the community’s high standards.
d. Ownership Demographics: The Meadow Lake community serves primarily two groups: the
resort timeshare owners and the residential homeowners. Others served by the community include
renters, RCI timeshare exchange clients, overnight guests, and visitors invited by the many resort
interests. Meadow Lake homeowners reside in single family homes, townhomes, duplexes, and

7.
condominiums. Some landowners have not developed their property and others retain it for investment
purposes. Many residential owners also own timeshares, and many timeshare owners own multiple
weeks which provide for extended stays at the resort. The following is a breakout of resort/residential
demographics:
Timeshare Ownership: The resort presently consists of 24 hotel rooms, 114 timeshare units,
and 17 short term rental homes (owned by others, managed by the resort). There are 3,500 timeshare
owners, and the resort registers an average 8,000 guests per year in the units managed. Planned
expansion allows for six additional timeshare buildings (60 units). These might be built over the next 10
years, depending on market conditions. This could increase HOA monthly assessment revenue
approximately 25%, with a similar proportional increase to ownership numbers. A hotel with 48 rooms is
considered that could significantly add to the daily visitor load.
Residential: There are approximately 155 residences in Meadow Lake which consists of the
following:
 12 fourplex townhomes
 1 sixplex condominium
 1 tenplex condominium
 7 duplex/patio homes
 77 single family homes
Of the 155 residences, 35 on average are occupied as permanent residences, the balance being
seasonal use, rentals, and vacation homes. Overall, Meadow Lake is a second home market. About 72%
of the overall ownership is Canadian. There are approximately 104 platted “yet-to-build” residential lots
that would supply 120 additional residences. These lots consist of:
 96 single family lots (44 in Tamarack Heights)

 7 duplex lots
 1 tenplex lot
There are an additional 136 planned, but not yet platted, single family lots in Tamarack Heights.
Meadow Lake has limited land for additional development, thus it is unlikely developers could
expand or increase the number of buildable Meadow Lake lots. It is possible, though, that land use
trades or platted density revisions could change these numbers. Substantial build-out is estimated to be
at 20 or more years. Full pay-out for HOA fees could occur within 10 years.
e. Infrastructure Resources: Meadow Lake Resort is blessed with several infrastructure resources
that give the community a sense of independence from neighboring Columbia Falls and other county
institutions. Among these include:

8.
 A platted location outside of Columbia Falls city limits;
 Meadow Lake’s water and sewer district operated solely for the resort;
 Parks owned and regulated by resort businesses and HOA;
 A private road system maintained by the HOA;
 Internal recreation facilities sponsored by association member businesses (including
HOA common use areas);
 Natural resources such as habitat for waterfowl, big game and other animals.
The extensive infrastructure resources enjoyed by the Meadow Lake community provide a solid
foundation for the resort’s continued growth and development. They also contribute to a life style
attractive to many people looking for recreational opportunities and the feeling of being a part of the
Montana experience. These factors assure owners their investment in the resort is sound and
sustainable. These are important conditions when potential owners look at Meadow Lake.
But are these infrastructure resources sustainable with the growth anticipated at Meadow Lake
over the next two decades? The answer is “yes,” providing the community owners and associated
businesses invest in the maintenance, expansion and protection of the common area infrastructure. This
requires planning—long term and vision driven. And it also requires an integrated and participative
community membership if owners and businesses are to fulfill the vision most owners held when first
investing in the resort.
f. The Role of Resort Businesses: Business activity within Meadow Lake has its roots in the creation
of the resort in the mid-1980s. Peter Tracy, Ron Holliday and other investors over time created a resort
with three primary business activities: golf, timeshares, and real estate. Today, these three activities
are represented by Meadow Lake Golf Resort, Inc. (MLGRI), Meadow Lake Development Corporation
(MLDC), and Meadow Lake Resort (MLRE). Other business interests also now exist, including the
Meadow Lake Water and Sewer District, Remedies Day Spa, and Truby’s Restaurant.
Meadow Lake, through its business activity and residential community, engages numerous
contractors in support of its operations. Like any community, the contracted services are essential as
they allow for operations to succeed without the added costs of conducting those services with in-house
resources. Landscape services, snow plowing, facility repair, trash removal, etc. are a few of these
services. The Flathead Valley hosts a wide range of companies providing added services a growing
community like Meadow Lake might require in the future. All services, however, will become more
expensive as the economy moves forward.
Questions regarding how businesses and the HOA can work together to achieve a community-
wide vision for their common interests remain. Addressing them will be necessary in any HOA planning
effort. Some of these questions include:
 Will the resident businesses at Meadow Lake and contracted services continue to
operate in the future?

9.
 Will there be new businesses seeking opportunity within the boundaries of Meadow
Lake, and, if so, how can the HOA accommodate such businesses?
 Will the HOA be required to amend its governing documents to accommodate new
business activity or to engage contractors who might bring new services to the
community?
 And how will unilateral business decisions by the principle business interests at Meadow
Lake impact HOA members if the HOA lacks the authority to protect community and
common area standards?
Business activity at Meadow Lake is an essential component of the success and future of the
resort. The resort exists because of the three principle businesses operating within its boundaries.
Through long range planning the community can prosper because of these businesses while
concurrently cooperating and promoting their individual business objectives. Meadow Lake is a
community, and all parties must share in a vision of its future and work together to achieve that vision.
g. Management Issues: The current structure of the Meadow Lake resort includes a variety of
business and residential entities. Principal businesses include MLGRI, MLDC, MLRE, and Meadow Lake
County Water and Sewer District. The residential structure involves a number of homeowners
associations within the timeshare community, Whisper Village, Condos on the Green, and others.
Additionally, NeNastako timeshares, individual residential townhomes and private homes exist without
association representation, except for the “master” HOA of Meadow Lake. This structure, the continued
rights of the declarant, and the complexity for amending the HOA’s governing documents, create a
difficult arrangement for flexible management practices within the association.
An example of management difficulty is the question “Who controls the ARB?” The CC&Rs
assigns control to the declarant. However, the association’s by-laws dating back to 1994 assign the
appointment of ARB members to the association (an arrangement consistent with the provisions of the
CC&Rs, Article V). And finally, the “Community Standards, Design Standards, and Construction
Regulations” (adopted 20 January 2006) were approved by the HOA. It is not clear the declarant has
assigned ARB duties and responsibilities to the HOA. Within the HOA board of directors, confusion often
exists regarding the specific limits of the association’s role regarding ARB matters: the HOA appoints
ARB members and establishes regulatory guidelines, but is it really responsible for the ARB? Such
confusion exists because changes to the governing documents have not occurred even though they may
have been agreed upon in past meetings between the responsible parties. Additionally, the ARB is often
not sure of its responsibilities and will defer to the HOA board for guidance. Governing documents must
be updated.
Other management issues requiring study include:
 The resort’s business, community and association structure as a component of the HOA;
 The limited authority of the HOA board of directors to modify governing documents,
implement rules, and draft regulations;

10.
 Absence of an effective level of community member participation in HOA activities;

 Lack of volunteers for community projects and committees;
 Limited financial resources for the master HOA to effectively fulfill its obligations;
 Conflicting interests among resort entities when it comes to governing the community-
wide issues.
Second to the ARB, the COPS program became a formal approach to resort-wide management
by the HOA from the standpoint of enforcement of Meadow Lake CC&R's and by-laws. When planning
the COPS program, the HOA board began to realize the benefit of having a HOA “manager” whose duty
would be to implement the decisions of the board and facilitate a working relationship among the
resort’s competing interests. Whether a manager would serve full or part time might depend on the
management structure engaged by the HOA, available economic resources, and associated costs.
Available Management Resources:
Country Club Estates Homeowners Association (HOA), Inc. was established by the declarant and
incorporated with the resort’s CC&Rs. While purpose, functions and authority are delineated in the
CC&Rs and by-laws, managerial functions necessary to fulfill the association’s charter are not. Planning,
organizing, directing and controlling (the four functions of management) are at the discretion of
personnel actively engaged with the association. These personnel include the board’s directors, paid
managers, contractors, and volunteers.
a. Board of Directors: Elected to office by the association membership, the directors represent the
membership in three categories: residential, timeshare, and at-large. Each must be a volunteer. Their
backgrounds and abilities vary, and their degree of participation in board meetings and committees
generally conditioned on their residential distance from Meadow Lake, time available, and interest.
Motivation for being a board member may involve the desire to serve the community, to be active with
some professional effort while in retirement, to satisfy self-interests, to serve a personal agenda
regarding the association, or some combination. Usually directors choose not to become involved in
staff work (managerial or administrative tasks) or be available to plan, manage or lead association
committees or projects. These efforts will characteristically be assigned contractors or other paid
Meadow Lake staff personnel. Most directors will assume the roles of advising and consulting. For the
board to function effectively as structured and fulfill its inherent managerial functions, dedicated staff
personnel are necessary for conducting the planning, organizing, directing and controlling tasks. But
these resources are limited. Until they exist in greater quantity, the board’s success will be limited
mostly to small, short-range tasks, many of which can be resolved during a two hour board meeting.
b. Paid Managers: The principal “manager” of the association is Meadow Lake Real Estate.
Meeting planning, records keeping, financial accounts, contractor coordination, etc. are functionally
performed by this office. The association pays for these services, and to a large extent the real estate
office is the central office for association affairs. However, the office is not responsible for the
management functions normally attributed to an incorporated body such as MLCCEHOA, Inc. Tasks such

11.
as landscape and road maintenance, security, communications, budget planning, legal and insurance
considerations, architectural policies, CC&R enforcement, etc. require board leadership in addition to
the administrative support of MLRE. The real estate office provides a “central office administration”
environment for association members. The HOA perhaps receives more benefit from the contractual
arrangement with MLRE than the paid-for services would otherwise justify. While this arrangement
serves the association’s current needs, additional staffing and facility resources will be needed as the
association expands its functions and services. Meadow Lake Real Estate alone cannot carry the
workload associated with a manager who would implement the planning, organizing, directing and
controlling functions necessary to accommodate the HOA’s future growth. The HOA/MLRE alliance has
served the association well and will continue in the future as an administrative services relationship.
c. Contractors: The HOA directs common area projects and maintenance tasks to contractors.
These tasks include landscaping, snow plowing, sign construction and installation, security patrols,
communication networking, road maintenance, etc. The association lacks the managerial or
administrative staff to oversee contractor performance except for the diligence of local members of the
board of directors, residents, and the managerial staff of MLRE. “Contract management” as a functional
responsibility of the board does not exist. While the present system operates effectively in that
contractor performance is meeting association needs, having a dedicated contract manager for all
association contracts has the potential to reduce costs and improve quality. Competitive bidding, job
performance evaluation, a standard review process of performance specs, scheduling payments to
facilitate the smooth flow of association expenditures, and the coordination of necessary contracts with
other Meadow Lake entities likely could reduce costs for many contracts. As the resort grows, the need
for contract services will increase along with the demand for more formal and centralized contracting
services.
d. Volunteers: The Meadow Lake resort has limited volunteer activity. While volunteers working
on resort sponsored activities can provide a greater sense of community for those involved and help
provide for a better community, few structured volunteer activities exist within the resort. Residents
and guests may pick up trash while on daily walks, and others may contribute time and services on
boards or committees. Because of the small number of full time residents and the recreational nature
of the resort community, volunteer programs have limited appeal for the owners. Programs designed to
accommodate the unique demographics of Meadow Lake could, however, promote group and individual
activities that have a volunteerism basis while simultaneously engaging people in sports, social or
benefit oriented events. Such efforts require organization and institutional support. The association at
present appears to have a reservoir of volunteers if an appropriate management structure existed to tap
it.
Limiting Factors:
The board of directors, paid managers, contractors and volunteers potentially represent a viable
mix for effective HOA management. What’s missing, however, is a vision from which association

12.
leadership can build goals, objectives and tasks/projects designed to fulfill that vision. Without
institutional planning, the association will continue to function on a task by task basis using its current
management structure. The entire management mix must work as a collective system pursuing an
integrated set of goals and objectives. Additional limitations facing the association as it currently
operates include the following:
a. Manpower: The lack of managerial and labor manpower will continue to dictate the necessary
operation of the association as it now conducts business. An association manager potentially could
bring the existing management, contract and volunteer resources into a successfully functioning
management structure. Facility and communication services exist to support such a central
management activity. MLRE would continue the administrative and management services necessary for
the association to function, and contractors would still perform necessary tasks supporting association
operations. A HOA manager, reporting to the board of directors is presently a missing component for
the HOA’s future success. The board of directors is authorized to hire such a manager (By-laws, Article
VII, Section 2(d)).
b. Budget: For HOA management to grow with the forecasted need, the board of directors requires
additional budgetary resources. The HOA board can increase its funding resources by increasing the
annual assessment of each member, or borrowing funds for membership approved projects. (Another
source for an increase in assessment fee collections could be the additional platting and building of new
residential lots/homes and timeshare units, though this avenue has limited potential and would not
result from any HOA initiative.) The most significant limiting factor for increasing the annual assessment
beyond 15% or funding special projects is the by-laws requirement for association membership
approval. Increasing revenue is a difficult task.
c. Facilities and Services: Facility and communication resources are adequate for current
operations. As the association increases its activities, especially as new services and manpower might
increase, the need for additional office space and a more centralized network for communications will
appear. A new HOA website now exists, but little benefit has appeared in terms of documented
membership use. An HOA office, with dedicated phones and administrative support, will tax current
facilities and services presently offered by MLRE. As the association continues to grow, it will need to
address these limitations before it can accommodate any enhanced management function or increase in
management team numbers.
d. Membership Support: The HOA membership roll shows over 400 members listed. Fewer than
100 people usually attend the annual membership meeting, and that number includes non-voting
spouses and friends. Additionally, developers whose building lots or timeshare units have not been sold
retain voting rights on those developed units. This creates a challenge obtaining sufficient voter support
for new initiatives in which a majority of members must vote in favor of the proposal (when a small
number of people control a large block of votes, the number of owners who must vote in favor of a
proposal increases significantly unless the large block owners too are supporters). Additionally,

13.
volunteer support for committees and boards is generally lacking amongst the membership. This
limitation exists primarily due to the “resort” nature of Meadow Lake. Perhaps as much as 80 percent of
the membership is composed of recreational owners.
e. Declarant Powers: Since the creation of Meadow Lake, the declarant (Peter Tracy) has held
authority to revise the resort subdivision CC&Rs. The record reveals that this authority has been justly
exercised since resort incorporation in 1985. As the resort builds-out in the future, the HOA must
depend on the continuance of this level of support. However, if possible, the HOA board of directors
would become more effective at administering to its responsibilities and achieving a vision if those
declarant powers relative to the HOA were to become powers of the HOA. The by-laws recognize this
possibility (Article II, Section 7). However, until the board of directors and the declarant satisfy this
issue, it will continue as a potential limitation for all matters confronting association management.
f. Variant Perspectives: Comprising the Meadow Lake community is a variety of business, owners,
and visitor interests. Each brings to the resort varied perspectives regarding community values,
expectations, goals, etc. For example, timeshare owners may be more interested in services and
recreational opportunities than full-time resident owners. Conversely, the full-time resident may
express stronger interests regarding road maintenance and association assessment fees. Other varied
perspectives likely involve MLDC and MLGRI (their revenue streams may come from similar sources but
their security and maintenance concerns are not equally shared). And again, owners of all categories
certainly will not share common goals when considering proposals brought to them by the HOA board of
directors. These varied perspectives represent limiting factor, the impact of which must be factored
when planning future resort programs.
What do the HOA members expect regarding how their association is managed? Most expect
responsible leadership and managerial decisions designed to protect their interests in Meadow Lake and
promote the value of their investment. The association has a history of improper management (a one-
time incident, the Hodges affair, after which corrective actions were taken). Members entrust their
board members and supporting personnel (such as MLRE) to conduct business ethically and in the best
interest of the association. In sum, they expect efficient and effective HOA management. This
expectation therefore requires effective planning, organizing, directing and controlling. A long range
strategic plan can serve as a cornerstone for fulfilling that expectation.
Conclusions:
The declarant and other developers created an environment for Meadow Lake Resort in which
community values have evolved that define a “Montana” life style. These values provided the
foundation for Meadow Lake’s appeal to potential residents and vacationers thus creating today’s
diverse resort. Keeping those values is critical to sustaining a prosperous residential and timeshare
community. To do this, the MLCCEHOA, Inc. board of directors bears responsibility for insuring the HOA
fulfills its role maintaining and improving the common area as well as services and facilities assigned the

14.
association. To meet this obligation in the coming years, the board should take the following steps in
the form of a “strategic” (long range) plan.
a. Develop a Vision: Like any successful organization, the “master” HOA should plan, organize, and
operate consistent with a definition of what its members want for the association…a “vision” defining
the organization of tomorrow. As the board begins to plan for the future, it must do so in a manner
designed to lead the HOA to the fulfillment of that vision. The board should define that vision and gain
the endorsement of association members so that institutionally the HOA can go forward planning for
the future with a membership that understands and supports the board’s direction.
b. Define Association Goals: Given a vision, the board should develop goals that become general
targets in pursuit of that vision. Goals should cover a wide range of vision elements, elements such as
“safety,” “security,” “aesthetic values,” “management,” “community,” etc. While goals are general and
global, they should provide direction for the association to define its operational objectives and
subsequent project initiatives. Well defined goals will set the direction the association follows toward
fulfillment of its vision.
c. State Measurable Objectives: With a vision and agreed upon goals, the planning effort must
next include stated objectives that lead to goal fulfillment. Each objective should be stated in
measurable terms so the association can track progress, define successes and clearly recognize
limitations and (when necessary) failures. Once the plan includes objectives, the board of directors can
plan, organize, direct and control specific initiatives supporting the association’s efforts to fulfill its
vision.
d. Identify Initiatives: A strategic plan is a “living document.” The board of directors, once a plan is
developed, should implement it through initiatives designed to achieve specific objectives. These
initiatives may come from association directors, members, external sources, or factors relating to
institutional resources. Regardless of their origin, each must directly support the objectives, goals and
vision of the association. Initiatives may be revised or cancelled, and new initiatives created when goals
and objectives change. Through this process resource limitations, membership services, common area
maintenance and operations will receive focused oversight ensuring community and membership
interests are well served.
In summary, the MLCCEHOA, Inc. board of directors is responsible to its membership for the
future welfare of the Meadow Lake association’s common areas, services and facilities. The resort’s
CC&Rs charge the board with this responsibility and assign the board the authority to fulfill its duty as it
may determine.
The resort is changing. It is entering a phase in which build-out will occur. Economic factors of
national and international character will impact future real estate and recreational trends. Given its
diverse and fragmented organizational structure, Meadow Lake Resort must increasingly look to its

15.
“master” HOA for effective leadership and management to ensure resort common interests meet the
forthcoming challenges. Long range planning is a critical element necessary for this to occur.
The “master” HOA board of directors has little experience planning long term, especially when
considering broad, strategic needs. But it must begin to manage the association strategically if it is to
fulfill its chartered obligations. Engaging in strategic long range planning should be the cornerstone of
the HOA board of directors’ mission for the future.
Recommendations:
1. The MCLCCE HOA, Inc. board of directors initiate strategic long range planning as proposed by
the board’s special committee.
2. Meadow Lake Resort’s business leaders and representatives of its various neighborhood HOAs
actively support MLCCEHOA, Inc.’s effort to create a strategic long range plan for the resort’s
common area interests.
Prepared by the MLCCEHOA, Inc., July, 2010
Direct questions or comments to:
Russ Gregory, Vice President

MLCCEHOA, Inc.
P.O. Box 236
Columbia Falls, MT 59912
Telephone: (406) 892-2801

ANNEX Y: RETREAT SUMMARY
Meadow Lake Resort
HOA Board Retreat

November 18-19m 2010
Strategic Plan Report

Meadow Lake Resort
HOA Board Strategic Planning Retreat
I. Executive Summary
The Board of Directors of the Homeowner’s Association (HOA) at Meadow Lake Resort
met November 18 and 19, 2010 to do the following:
 Adopt a vision for the HOA

 Agree to the work that the HOA needs to accomplish
 Set priorities for how they will move forward
 Assign members of the Board to lead the Board efforts moving forward
All of these things were accomplished while members participated with enthusiasm and
creativity taken from their own unique perspectives.
II. Vision
The vision adopted unanimously for Meadow Lake Resort HOA is:
Enable all Meadow Lake residents, timeshare owners, guests and commercial
interests to enjoy a lifestyle consistent with a quality resort image
through effective and efficient stewardship of the common use areas
and responsibilities as dictated by the governing documents.
The vision has 4 distinct parts to it:
1. Identification of who it is the HOA works for and to whom they are responsible.
‘all Meadow Lake residents, timeshare owners, guests and commercial interests’
2. It pinpoints the type of Resort desired.

‘to enjoy a lifestyle consistent with a quality resort image’
3. It identifies the specific responsibilities the HOA Board has to the members.
‘effective and efficient stewardship of the common use areas’
4. Clarifies that there are duties and responsibilities identified in several documents.
‘responsibilities as dictated by the governing documents’
The bulk of time was spent working for clarity and agreement on what was intended and
encompassed by these four aspects of the vision, and in particular numbers 2 ,3, and
4.

By the end of the sessions we found we had solid agreement on five or more bodies of
work prioritized as best we could, and each had a team of leaders assigned to shepherd
the development of the next steps.
III. Goals
The leadership of each of these bodies of work will be prepared to report the following
at the January 2011 Board meeting:
 A fleshed out Goal statement

 A list of logical, prioritized initiatives that need to be accomplished within that
Goal. These goals are for the most part long range and will continue to be HOA
priorities in perpetuity.
 A suggested budget or set of financial considerations, or resources required to
complete the initial set of initiatives.
 A recommended timeline and designation of a leader(s) to spearhead each of the
initiatives through to completion
The concluding exercise at the retreat was to capture the thinking of the participants
pertaining to the areas of priority emphasis of all the things discussed. We broke it
down to overall emphasis, then by categories found in the Vision statement of Lifestyle,
Stewardship and Governing Document responsibilities. We restricted the priorities to
five, however the detailed recap includes the entire list in each category and the number
of votes each received.
Overall priority areas of emphasis
1. A General Manager in place and functioning – Committee: Board Chair to

lead the effort and report to the full board.
2. Transfer of Declarant Authority – Committee: Russ, Barb, Len, Mark and
Doug. Need: to understand what elements of the Declarant authority need to be
transferred, consult with legal counsel and prepare appropriate documents for
Peter Tracy’s signature.
3. Governing Document Consolidation – Committee: Carl, Mark, Barb and Len.
Need: This is a 2-phase effort. First, to gather all the documents into one binder
accessible to the HOA Board members. Second, to review and where
necessary, rewrite and/or consolidate the HOA responsibilities into a more
concise or clear written form, and gain the cooperation and buy in from all
parties.
4. Security Plan -- Committee: Carl and C.O.P.S. Steering Committee. Need to
consolidate the many options and areas of emphasis into a set of definable
initiatives under an inclusive goal, set priorities, evaluate costs, and recommend
next steps to the Board for action.
5. Communication Plan – Committee: Peter, Eddie, Barb, Trina. Establish several
methods of regular communication that can be employed to ensure all members,
guests and visitors are well informed relative to the needs, goals and priorities

set by the HOA Board. The intent is that all members will cooperate to create
these channels and have equal access to them under a mutually agreeable set of
standards.
Other general areas that received some votes:
 Sidewalks – 2
 Cooperation program between entities – 1
 Weeds – 1
 Volunteer programs – 2
 Maximize common areas – 2
 Disaster plans – 1
 Welcome activities – 1
 Budget, grants, foundations – 1
 Overall property/HOA priorities
Vision Element “Lifestyle:”
Priority areas of emphasis
1. Volunteer Programs -- Develop a goal under which volunteer programs of

many sorts can flourish, and create a set of initiatives to begin working on for
next 2 years. No committee established.
2. Short Term RV/Boat storage – Develop a goal, initiatives, circumstances that
must exist to move ahead, budget and timeline to accomplish this priority. No
committee established.
3. Communication – Committee: Peter, Eddie, Barb, Trina. Consider Lifestyle
audiences when developing the communication plan.
4. Maximize the Use of Common Areas – Identify the common areas throughout
the property, the potential for each, and how they could work together to fulfill this
priority and others including cooperation, use of all areas for all members as
possible, volunteer programs, etc. No Committee established.
5. Community Activities – Find creative ways to involve the community of all
members and guests in a diverse group of activities both on and off property.
There may be a buy-in, a fee or volunteer staffing requirement. Keep in mind the
seasonal.
Other lifestyle areas of emphasis that received votes:
 Communications program - 5
 Volunteer program – 6
 All use of all amenities – 3
 Community activities program – 3
 R.V./boat parking – 6
 Common use areas maximized and developed – 4

Vision Element “Stewardship:”
Areas of priority emphasis:
1. General Manager -- Committee: Board Chair to lead the effort and report to the
full board.
2. Safety and Security -- Committee: Carl and C.O.P.S. Steering Committee.

3. Budget – The goal is to take the financial estimations from all the committees
that will be developing goals, initiatives, timelines and outlining the work intended
in their areas of responsibility. Then compile all the needs into a budget and
timeline. Following that work the Board will review the package, evaluate and
make decisions about next steps including any recommendations to find
additional sources of funds. No Committee established.
4. Communications -- Committee: Peter, Eddie, Barb, Trina. Take the many
communication strategies and distribution channels available and use them as
appropriate to ensure proper dissemination of the goals, intent, timing and accept
feedback for the decisions of the Board pertaining to stewardship duties.
5. Infrastructure -- Committee: Mark/GM, Board Chair. The goal to be written is
to detail the appropriate level of infrastructure maintenance required in all the
areas of responsibility or desired improvement. Those listed during the retreat
included landscaping, roadways, the general appearance of the property, etc.
Other areas of stewardship that received votes:
 GM – 8
 Roads – 2
 Budget – 8
 Communications – 6
 Security & safety – 8
 Infrastructure/grounds aesthetics (road clean-up, landscaping, sidewalks) - 5
 Compliance/ enforcement of rules – 3
Vision Element “Governing Documents:”
Areas of priority emphasis:
1. Declarant Transfer of authority – Committee: Russ, Barb, Len, Mark and Doug.
Need: to understand what elements of the Declarant authority need to be
transferred, consult with legal counsel, and prepare appropriate documents for
Peter Tracy’s signature.
2. Consolidation of governing documents -- Committee: Carl, Mark, Barb and
Len. Need: This is a 2-phase effort. First, to gather all the documents into one
binder accessible to the HOA Board members. Second, to review and where
necessary, to rewrite and/or consolidate the HOA responsibilities into a more
concise or clear written form and get cooperation and buy in from all parties.

Other areas of governing documents that were mentioned:
 Compliance with the CC & R’s and other rules

 Governing body of the organization (what is the org. chart?)
 Security of the documents
IV. Detailed Discussions
After considerable discussion, the vision for the HOA was adopted as follows:
Enable all Meadow Lake residents, timeshare owners, guests and commercial
interests to enjoy a lifestyle consistent with a quality resort image
through effective and efficient stewardship of the common use areas
and responsibilities as dictated by the governing documents.
We achieved the unanimous consensus on this statement after reviewing every aspect
of the statement.
1. Vision element “the membership:”
Q: Who do you work for?
 All Meadow Lake residents

 Time share owners
 Guests
 Commercial interests
 Not changing in the next 5 years – agreed.
 Not changing in the next 10 – it shouldn’t.
2. Vision element “lifestyle:”
Q: Do we have a quality resort image?
 Today? Yes.
 Do we have a “Montana cultural experience” today? Yes.
 It works because it’s selling.
 How about amenities:
 We have a high level of maintenance and amenity package, but in some cases
those are exclusive to certain categories of membership. Some thought our
amenities are average to low for homeowners.
 Meadow Lake is in a central location here in Western Montana.
Q: Are there Resorts that you would like to be more like? None named

Q: Are there amenities or services that you would like to have at MLR?
 RV parking, facility for storage. Boat storage.

 Activities for homeowners and guests alike – examples: bonfire, bird watching
Other lifestyle topics discussed:
 Increase community activity and interaction.

 Create a volunteer program that promotes a sense of community.
 Maintain a casual culture in Meadow Lake Resort.
 Seek opportunities to provide more amenity use for all parties as we move
forward.
 Utilize to a greater effect some or all of the common areas.
 Update and build trails, walk-ways, parks etc…
 Develop a network of sidewalks that would also draw all parts of Meadow Lake
together, such as marking distances of various walks.
 Launch a welcoming committee for all persons and groups the HOA is
responsible for – part of volunteer group services or paid through marketing fee
or area businesses.
 Create a community activities program (fishing, music, gardening, walking tour,
walking club, games, driving tours, etc…)
 Increase landscape displays related to the seasons and seasonal activities.
 Create an R.V. and boat storage area for short term use.
General conclusions from other lifestyle topics discussed: Perhaps we need a ‘Cruise
director’ kind of position – a possibility for volunteers; liability issues – many past
activities discontinued due to liability concerns, and many proposed activities not
likewise adopted for the same reasons.
3. Vision element “stewardship:”
Q: What does it mean to have ‘effective and efficient’ stewardship of common use
areas?
 Maintaining a reasonable aesthetic standard

 Responsible for the relative economic affordability of the Resort to our owners,
members and guests
 Explore opportunities to create or inspire recreational programs
 Duties to protect the environment – we listed
o Weed control
o Controlled burning
o Road way spraying

o Clean water
 Responsible and active safety awareness program at Meadow Lake
 Responsible development of new spaces like sidewalks, roadways, paths
 Ensure compliance with legal standards or changes
o Americans with Disabilities Act
o Water quality or EPA standards
o Weed management
 Responsibility to members to keep Meadow Lake affordable
o We have a current cap on revenue sources, but there are options to do
more if justified
o Efficient management necessary to maximize value of each revenue dollar
 We must stay within the ‘chartered responsibility of the HOA’
Stewardship discussion relating to the “communication” process amongst resort entities

and members focused on:
 Showing the value of effective communication

 Create an environment and interest in parties buying in to association positions,
views, activities, initiatives, etc.
 Recorded/documented communication should be regularly updated
 Done right, communication should create a cooperative environment built on trust
from work, focused on ensuring win-win relationships and decisions by all
concerned.
A goal for effective communication is “create easy access to information” – some ideas:
 Market the website and put every communication and every offer there.
o Give yourself a member password protected area on website.
o Downloadable tours.
o Downloadable coupons.
o Ask that member passwords are their email. That gives you access to
updated emails. The site is available now it just needs to be enhanced and
updated frequently.
 Signage – is it as good as it should be?
 Meadow Lake Development Corporation issues
Have information in print at check-in
Signage – is it as good as it should be?
Update check-in sheet to ask for email addresses.
Concierge.
In-house closed circuit TV - in place already, just enhance it
 Restating the negatives as positives. “Do stay away from bears”; put a positive
spin on the rules etc…
 Service recovery – needs emphasis and training. Employees have options in
their response to a difficulty; ensure they choose the ones that are service
oriented.

 Portable electronic signs for holiday season use. It could be rented from the
highway department and multi-purpose. It would let drivers know speed or
increase awareness of a seasonal rules or announcements, for example:
fireworks regulations. The device can be moved to various areas as needed.
Topic specific stewardship discussions:
 Maintain sidewalks, including sidewalk repair damaged from tree roots.

 Enforce the speed limit
 Develop walking paths where needed for safety
 Develop a comprehensive disaster plan, adapting other authorities’ pre-existing
plans as practical
 Train staff in emergency procedures, including first aid, evacuation routes, etc…
 For safety purposes inform visitors and guests about the native wildlife
 Implement a weed management plan
 Communicate with other entities to implement these goals of stewardship
 Establish maintenance programs to keep facilities, including new structures,
appearing up to date
 Transition from volunteer board with no manager to one with a general manager
 Move to a full-time manager as finances and circumstances allow.
 Weed management: draft of a plan is complete and in coordination; this effort
could be a good model of coordination between the entities.
 Create a Dog Park: a fenced-in area where dogs can wander leash-free. Time-
share residents are forbidden to bring pets. This is just a homeowner issue
today.
 Water and Sewer District Representation: Meadow Lake water and sewer
district committee does not currently give a copy of their reports to the HOA: no
representative from the HOA board attends meetings. Water and sewer is an
issue for every segment of the population the HOA serves.
 C.O.P.S. Program: MLDC’s maintenance employees, who already perform night
security, can add to patrols during Canadian holiday weekends, etc.; HOA could
contract with MLDC for services; it would be cost effective as opposed to the
cost of Grizzly Security; liability issues need to be considered.
 Meadow Lake Leadership Team: Revitalize this! Make it relevant and not a
time waster to attend. Be the ally everyone wants.
 Research: Before final plans are implement, get feedback from association
members and anyone having a vested interest in the plan; ask them:
o Value –of the options that you present, which have higher value to them?
o Communication and feedback—what do they think of the plan?
o Pain point for what it will cost to implement each major initiative?
o Will they participate and cooperate?
o Offer options for payment (“Pay as you play” was one discussed)

4. Vision element “governing documents:”
Q: What are our responsibilities as dictated by the governing documents?
It was somewhat unclear as to what all this might entail. Although the basic documents
are available, there are a number of handshake deals that have impacted the ability of
the HOA to accomplish their goals in the past. Participants agreed that a goal needs to
be set and a plan put into place to:
 Collect governing documents: From all sources into one, initially consolidating
and later revisiting for possible changes. CC& R’s are unchangeable and set
but some provisions may not be met due to handshake deals in the past (i.e.,
sidewalks).
 Transfer Declarant authority to HOA: As appropriate for HOA management in
future years, the goal should be to have this done prior to the yearly member
meeting; the HOA has not responded to the Declarant’s offer to sign off on a
transfer if the HOA would prepare appropriate documents; the process has not
been completed on the HOA’s end.
 “Cooperation” is Key: A must-have attitude for the HOA given the diverse
parties to the documents, daily realities, and the necessity for a win-win Resort
environment; having declarant responsibilities would mandate “cooperation.”
V. Budget
Costs/budget related issues considered:
 General Manager position – we have options –

o A single contract with a company.
o A single person hired on contract
o Hire an additional assistant supporting the General Manager to cover the
office for better customer service.
Some combination may be needed to afford what we need to have done on the
timeline that we are facing.
 Existing professional fees (attorney consultations, tax information, etc.) are
included in the budget outline that Mark provided during the retreat. New
projects aren’t all included in the budget.
 Some things like fencing could be in various categories including safety,
stewardship etc…they need to be categorized in the supporting detail for each
project or effort at the discretion of the Board.
 Find grants available for a variety of projects including disability access, green
projects etc…some funding might be found this way to support walking tours,
driving tours, etc…
 Should we create a foundation to accept and encourage donations from estates?
 Dean Chisholm is the attorney on record for entire facility. He will let us know if
he has any conflict of interest as we ask for his assistance.

VI. Next Steps
What needs to be done next?
 By the January Board Meeting – those tasked with the various priorities will:
o Write out a statement that encompasses their goal
o Develop a list of initiatives/projects that need to be done within that goal
o Set a target timeline for each project to be completed
o Establish a budget for each project
o Bring it back for board approval
 After that:
o Russ will work on a general, broader plan.
o Assigned parties (committees) for each specific priority will begin work and
report on progress using the format Russ employed for his previous input.
o Committee information goes to Russ to incorporate into the plan going
forward.
o The board will be given a draft for individuals to edit as they see fit.

Strat Plan Final Updated 1.21.20122

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Strat Plan Final Updated 1.21.20122

Uploaded by

Copyright:

Available Formats

MEADOW LAKE COUNTRY CLUB HOMEOWNER ASSOCATION, INC.

Managing Homeowner Association

Fulfilling Chartered Responsibilities

MLCCEHOA, Inc, Board of Directors

Meadow Lake Resort

Updated January, 2012

Approved by Board Action: April 17, 2011

Resources and Budgets 3

B Vision Element and Potential Goal Subjects

C Goals and Initiatives

D Budget Forecasts, 5/10/20 Years

X Plan Staff Study

Approved by Board Action: April 17, 2011

Approved by Board Action: April 17, 2011

MLCCEHOA, Inc. Vision

Approved by Board Action: April 17, 2011

Resources and Budgets

Approved by Board Action: April 17, 2011

President, MLCCEHOA, Inc.

June, ___, 2011

Approved by Board Action: April 17, 2011

Change 1, January 21, 2012

ANNEX A: CURRENT PRIORITIES

 Conclude the role of Declarant regarding the association's CC&Rs.

Other Topics for Priority Consideration

Approved by Board Action: April 17, 2011

ANNEX B: VISION ELEMENTS AND POTENTIAL GOAL SUBJECTS

Vision Elements and Potential Goal Subjects

 Volunteer Programs: Programs need to be developed and managed by HOA members.

Approved by Board Action: April 17, 2011

Approved by Board Action: April 17, 2011

Change 1, January 21, 2012

ANNEX C: GOALS AND INITIATIVES

Goals and Initiatives

 * Create a volunteer services program to help promote a sense of community.

 * Enhance internal resort communication to better facilitate community services,

Approved by Board Action: April 17, 2011

ANNEX D: BUDGET FORECASTS, 5/10/20 YEARS

Long Term Budget Forecasts

Approved by Board Action: April 17, 2011

Income & Year 2015 Year 2020 Year 2030

TOTAL INCOME: $270,000 $367,200 $540,000

COPS Program 36,000 40,000 80,000

TOTAL: $259,000 $334,500 $495,000

BALANCE/CONTINGENCY: $11,000 $32,700 $45,000

** See following budget notes for explanations

Approved by Board Action: April 17, 2011

INCOME: Estimates 1 additional timeshare building + 10 units

COPS Program: Estimates project reserves included to add to budget

Professional Fees: Includes HOA Manager, 20 hrs/week = $36,000/yr

Repair & Maint: Add Tamarack Heights phase II

Road Maint: Include estimate of snow plow & general repair/maint.

Road Reserve: Set by current budget

Landscape Reserves: At Board discretion

Other Project Res: At Board discretion

Approved by Board Action: April 17, 2011

INCOME: Estimates 2 additional timeshare building + 20 units

Professional Fees: Includes HOA Manager, 40 hrs/week = $72,000/yr

Repair & Maint: Add Tamarack Heights phase III

Road Maint: Include estimate of snow plow & general repair/maint.

Road Reserve: Set by current budget

Landscape Reserves: At Board discretion

Other Project Res: At Board discretion