LINK Magazine, (misleading report to the Membership)

David Steinman, President SCSCAI Board of Directors,

Sun City Summerlin Board of Directors

January 6, 2015 the President & Board was made aware of a report in the January 2015 LINK article titled,, "From the Executive Director", was incorrect and misleading to our community,,, The Executive Director alludes that SCSCAI is financially sound. Not true.

LINK Magazine, (misleading report to the Membership)

Febuary 2015 LINK Summary of Operations is misleading as to the financial condition of SCSCAI.

(unaudited) October 2014 Balance Sheet

SCSCAI has a very complicated financial structure because it consolidates the balance sheets of the membership funds (Dues) with for profit cash business (golf/restaurants) therefore, co-mingling assets, liabilities and ownership and not providing the accountability of Generally Accepted Auditing Standards, or GAAS to the SCSCAI membership.

True Cost of Volunteer Management (free Management)  

January 6, 2015 SCSCAI Board meeting it was established that Sun City Summerlin is a self managed community by nine volunteer Board of Directors. (only Management qualifications needed is membership)

​ ​

President Steinman stated "It is a big responsibility to govern

​ ​

a business that amounts to a small city".

​--Feb 2015 Link.

Govern - Merriam-Webster Online

​ ​

to officially control and lead (a group of people)

Summary of SCSCAI Cash Business ​ ​ ​P&L​ ​

• Loss per month, 4 months  (628,469.25)
  Annual Loss  (3,886,317.00)
• 7780 Unit Owners Share of Losses ​  (499.53) 

​LACK of ​ACCOUNTABILITY:

$65 million in Assets managed by Volunteers without Background Checks,Trust Me

How can Volunteers be held accountable for co-mingled members funds?

co-mingled unaudited Assets & Liabilities on Balance Sheet.

Refusal of Board to implement a Business Plan/P&L

​ for our cash business.​

Losses approaching $4 million per year

​Dwain Kramzar

(702) 582-8064

		Summary of SCSCAI Cash Business P & L
		Figures from 2015 Link Magazine
		Current Month			Fiscal Year To Date
				July 2014 - October 2014
Revenues		Actual			Actual
Golf Course		327,361.00			1,047,756.00
Restaurants		41,164.00			170,682.00
	Subtotal	368,525.00			1,218,438.00
Expenses
Golf Golf Pro  CoursShops		109,646.00			443,922.00
Golf Course Maintenance		395,081.00			1,800,312.00
Restaurants		48,068.00			269,643.00
	Subtotal	552,795.00			2,513,877.00
	Total P&L	(184,270.00)			(1,295,439.00)

Re: [SCBuzz] Re: [SC-SCOOP] Re: [SCSLSC] Re: WATER WASTE-SUB ASSOCIATIONS

Don, 

I fully support your position regarding the CC&R's.  

I like you live on Highland Falls G.C. and am well aware of the LOSSES due to Golf & F & B. These LOSSES are a direct result the past Board of Directors refusal to implement a Business Plan/P&L  and the co-mingling of membership dues with business expenses. If these issues are not addressed these business will continue in the same direction.  

It would not make any sense for the Board to contemplate any closures. Whats the probability of success when you consider their past track record?

​Dwain Kramzar

(702) 582-8064

On Wed, Aug 20, 2014 at 2:08 PM, DON drgtrustpl@cox.net [SCBuzz] <SCBuzz@yahoogroups.com> wrote:

 

Bruce,
As a Director I would certainly want a lot of answers before I voted for anything.  I agree with everything you said and like you I am willing to cover the loss but I do live on a golf course.  Personally I wish they would close it because of the great advantages that would come to every resident and absolutely no harm to the golfers.  I hope the Board takes the necessary steps to get answers for you but when I was a Director they refused to even talk about it.

Most of the people who live on a golf course could probably care less if they ever saw a golfer again.  They payed for the view and that will never change.  Most pay for golf damage and that would change.
Don

On 8/20/2014 1:41 PM, seawolf1963@aol.com [SCBuzz] wrote:

 

Don

Again I appreciate your answer.

For the record I do not agree that we should cut our losses by closing a golf course unless and until I can be shown that:

1 - Closing a golf course will actually save a significant amount.

2 - That there is a plan in place as to what to do with the closed golf course area.

3 - That I am convinced that the probable issues and law suits will be worth the trouble.

I do think that a vast majority of owners realize that a portion of our annual assessment goes toward golf. I also have been told by numerous members that they do not want a golf course to be closed. Further that the ambiance provided is worth the extra money. I am neither a golfer nor do I live on a golf course however I personally am willing to pay the extra today for the golf ambiance. You may disagree and certainly that could change over the years as the golf expenses increase and/or play decreases.

Bruce Alitt

In a message dated 8/20/2014 12:29:48 P.M. Pacific Daylight Time, SCBuzz@yahoogroups.com writes:

 

Bruce, that article is to protect the Board but should not be interpreted as requiring a vote to prevent the Board.  I know you are not an attorney but common sense should tell you that if you are losing money on golf and food the Board is required by the CC&Rs to stop without voter approval.  I just put a message on the chat line explaining all of that.  Since you seem to agree that we should cut our loses by closing a golf course if necessary I see no need for any more discussion between us on this issue.

I am not a fan of the way the Board and Administration operate and it is my opinion they have knowingly operated improperly ever since Del Webb left the Board.  They once brought an action against me and when I wanted to defend they dropped the complaint and the state said I could not continue.  That would never have happened in a court of law.  The Board is welcome to file a complaint against me anytime.  At least that would show which Directors understand what being a Fiduciary means.

None of these messages will change anything and I for one would hope the chat lines close if its members are not willing to get involved.  Our losses are only about 1/3 more than they should be and at $107 per month per house most of us can absorb the loss.  The fact remains that no matter what the loss and I expect it to go continually higher the Board has no right to budget for it.
Don Gilman, Esq. 

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Gaming Contract from the Gaming Vendor's perspective

Gaming Contract from the Gaming Vendor's perspective.

by Dwain Kramzar

 This perspective is derived from my forty-five years of negotiating hundreds of  Vendor contracts, both written and oral, with Bars & Pubs.(Sales) These contracts are an agreement entered into voluntarily by the Vendor and the Location with the intention of creating a profitable partnership.

Typically these partnerships are revenue sharing relationships (set % of revenues) this is were the Vendor agrees to supply the equipment, maintenance and service, the Location provides the floor space. This arrangement is the most beneficial to both the Vendor and the Location. Reasoning: 1. timely rotation of newer equipment 2. greater  promotional opportunities to increase revenues 3. a better quality of service and maintenance 4. performance based revenues; the more money the Vendor makes, the more money the Location makes.    

Another agreement would be where the Vendor leases floor space from the Location for a flat fee per month/year. The flat fee would be to the Vendor's advantage; reasoning being 1. the Vendor has knowledge of typical income from this type Location. 2. the Location normally receives less income compared to an revenue sharing arrangement. 3. the equipment has a longer Location life-span (less rotation of equipment, less appealing to players).

Re: Routine Reporting of SC financials

DWAIN,

Thank you for your comments and offer of help.  I believe it will take many in the community coming together to work on the golf issue.  You are right, we need to identify the problems and need professional help to do so.  This Board of Directors can start the ball rolling as it is the first board without a golfer from one of the SCSCAI golf groups.  I believe the majority of the board members are not against golf, but most would like to know what is the long term prognosis.  Then some plans can be put in place to fix it, slow it down or know the last straw when it happens.

I have asked Jim Akers to talk to the Golf Oversight committee about developing a plan to have the existing clubs work together to start free beginner classes or to see if they would help a beginners club.  All clubs in our community are losing members, so this could be a way to help build up the golf clubs.

I will not limit my efforts to just the chat line, but the chat line is a good source of ideas.

Sue

On Mar 2, 2012, at 2:22 PM, Dwain Kramzar wrote: 

Sue, Bravo! Your comments on the chat line are pointed in the right direction. However, I don't believe this should be a chat line debate. This community would be better served by understanding proper business procedures. This must be done by professionals in the golf industry. It is my understanding, that the past Directors of Golf were not required to provide SCS with a Business Plan that would have included a Player Development Plan. This responsibility was left to a committee. Frankly, I am surprised anyone in management would tolerate not having a well defined written plan. 

Sue, my previous correspondence on January 16, 2011 Re: Point of View/Business Plan I shared with you my professional views and experiences because you showed an interest in curbing unsustainable losses. These losses will continue as long as the debate goes on. Now is the time to solve this drain on our Sun City. Sue, before you can fix a problem, the problem has to be acknowledged. You have a lot of support, including mine, now all that is needed is your leadership as a Director.

Thanks,

Dwain Kramzar

2624 High Range Dr.

(702) 582-8064   

   

Re: Routine Reporting of SC financials

David S,

You mentioned that most of our residents who play golf pay the same here as they
would at similar courses. I have assumed that resident golf has declined
because of our aging population, but how many resident rounds do we lose to
other courses?[Sun City courses have lost market share, market share has nothing to do with aging, residents are golfing on other LV courses.] 
I wonder if we could increase resident golf with strategic lower prices. [product experience-trumps price] I know we have specials in the afternoons..but maybe we need more. I wonder if we could increase revenue and play by starting Beginners Golf at Eagle Crest. [this is better known as PLAYER DEVELOPMENT program] There are many people here who I think may be intimidated by golf courses, players and golf etiquette...but if we started a big promotion of beginner golf..we may get a lot of interest.

Sue P

Re: Point of View/Business Plan

Sue, it is apparent that we have a difference of opinions regarding the definition of an association and a business. Association is an organization of people with a common purpose and having a formal structure. Business is an organization engaged in the trade of goods, services, or both to consumers. Both of these, associations and business, have different purpose and goals; therefore needs a separation of funds and management in order to archive these purposes and goals. Let me clarify; management or employees can not be expected to wear the hats of two completely different operations the size of SCSCAI and the commercial business. Another point, it would be a lot easier for the Board to provide the required oversight needed for our community's membership.

Well, that's enough of my rambling. Like I said before, if I can be of any assistance to you or our community, do not hesitate to call on me.

 Dwain Kramzar

2624 High Range

702.808.4992 

PS: If SCSCAI follows the past, will our future be any brighter?    

On Mon, Jan 16, 2012 at 7:08 AM, Sun City Sue P <scsuep@cox.net> wrote:

Dwain,

I know the elements of a business plan and have worked with many small  businesses to develop all 7 parts of a plan, but companies make a full business plan so they can borrow money. [You don't have to take your plan to the bank, but by recording your income and expenditure you will have a benchmark to use when you review your goals and accomplishments. Business plans often follow a general format.] 

We don't need to borrow money.  I think we need only a financial plan projected for at least 3 years which includes cash flow, operating budgets and P&L.  [budgets is a guesswork of revenues and expenditures that constructs a model of how our business might perform financially if certain strategies, events and plans are carried out. The purpose of the P&L statement is to show managers whether the company made or lost money during the period being reported, also providing accountability to the BoD. Sue it's all about accountability]

The association has kept every area separate such as golf and landscape and they have separated resident use and non-resident use on the businesses.  Thus, you can see how it all works both together as one entity or separate out the businesses, but if we do not co-mingle funds it accomplishes nothing since the residents are responsible for all the facilities. [the health of SCSCAI's assets are the responsibility of management and the BoD are responsible for the oversight of the management performance.   

I don't understand your comment on the ED.  Should that person do the financial plan or not do it?  [my understanding is that the ED is the professional that is responsible for the day to day operation of SCSCAI] It seems that past EDs have had no incentive to reduce expenses because they were not given goals. [what is the $100k+++ used for?] Isn't up to the board to give goals?  [this should have been well defined in the employees contract ] Last year the Board tried to message the budget after it was done and since it is done so late, they did little in order to meet time constraints set by NRS116  .  Bottom line...a poor way to run anything.

Sue

On Jan 15, 2012, at 7:29 PM, Dwain Kramzar wrote:

Sue, the purpose of my last correspondence and comments to you was to point out the past resistance of the past Boards and ED's to implement standard business procedures. By your  comments, below, I believe I should be a bit more specific.

 Sue, as stated on the associations home page, "The Association's purpose is, with reasonable governance and rules, to provide for the care and maintenance of the facilities in a cost effective manner, and to create an atmosphere which encourages new and old residents to maintain the active lifestyle they have sought by moving to the community". The only way to achieve this is to follow the original intent written in  the governing documents; this is what the membership expects and deserves. In order to achieve SCSCAI's stated purpose, the Association has to operate as an association and the business has to operate as a business. These two, the Association & the business operations can not function with co-mingled funds. Sue, I believe in the past,  most of the Director's thought they were representing the memberships best interests by using "the do it yourself mentality" to find solutions to problems. An example is not using the ED (the professional) to implement a Business Plan. 

Essential Elements of a Good Business Plan  Every successful business plan should include something about each of the following areas, since these are what make up the essentials of a good business plan:

•  Executive Summary,
• Market Analysis,
• Company Description,
• Organization & Management,
• Marketing & Sales Management,
• Service of Product Line,
• Funding Request,
• Financials (including a P&L statement)

Thank you for taking the time to communicate with me. If I can be of any assistance to you in the future, do not hesitate to give me a call.

Dwain Kramzar

2624 High Range

702.808.4992      

Dwain,

You are right on all counts.  I had a retail business of over $13 million dollars and I could not or would not spend a cent without a 3 year business plan  and I updated the current year constantly based on trends, advertising and other changes.  I would even plan the holidays season by day and obviously goals and bonus were attached to those plans.    I thought it would be easy to get a 3 year plan for SCSCAI.  WRONG!

First off, the employees use their annual budget as something static, make no adjustments for unforeseen expenses (until this year..Barbara cut as expenses rose) and they don't use it as a planning and goal tool.  The past Boards were unwilling to give direction or demand a bottom line number and often use committees and subcommittees as excuses to not make decisions on large items and projects.   Worse, everything moves so slow because the Board meets most months once.

Example:  I brought a motion forward that the Board require this next year's budget based on no increase in assessments.  I could not get it passes until I changed the word require to recommend, yet the board is responsible for the budget according to NRS 116.  How can the Executive Director do the budget if there is no goal.  I thought I could set that goal by limiting assessments.  If you only have so mush income, you have to budget accordingly.

I know why we only have a budget 2 months before the year begins, because we do a bottoms up process, which is time consuming and almost impossible to do for 3 years.  The process should be a top down process, looking at large cost items such as payroll, health benefits, and utilities (74% of entire operating budget).  Those can be apportioned by department based on history, needs and anticipated increases or decreases.  The reserves must always be funded first since we do have a 5 to 10 year plan when it comes to reserves.  The reserve can not be used as a balancing tool to the operating budget!

I know what needs to be done and the Board needs to take a stand, so our residents know their anticipated costs for 3 years at a minimum.  Whether this is worked on by the Executive Director, the finance committee or a new subcommittee it does not matter, but it needs to be done.  Control is needed over the budget not balancing it by assessments.  

SCSCAI does things because we have "it has always been done this way" or " it is a waste of time because we tried this before" or "we did a study 5 years ago".

I have huge faith in our Executive Director, Barbara Cogar to look at everything in a new light and I will work with her in every way to accomplish real plans for SCSCAI, while improving our amenities to keep Sun City the community and resort like living it has been for so many years.    I will be proposing an open business planning meeting to be held monthly to keep the board and community apprised of issues by department.  It would be a scheduled meeting with a broad departmental agenda where no decisions would be made, just discussion.This should stop the feeling of secrecy and keep all the board members apprised of all the issues.  Legal, personnel and individual resident issues would not be discussed due to privacy rights.

I am sure you have all heard this before, but I feel all parts are coming together to make it work this time.  We have a committed board,  a strong Executive Director and a new controller.

Sue Papilion

Re: HOW ABOUT THE TRUTH BJONERUD?

Sue;

I have been following the communications here in Sun City for fourteen years and what I hear has been much the same; excuses for the wrong doings and wait till next year for the solutions, we are hard working volunteer's doing the best we can, everything is wonderful. 

I have a forty-five year business background and realize the importance of having a Business Plan. When I was made aware of the losses and that SCSCAI did not have a basic Business Plan and treated golf and food & beverage business as an HOA amenity that mingled funds with the general budget I became very concerned. In the beginning I was misled by the BoD and management that there was a Business Plan, only to find out none existed. Many members including myself have questioned, why not? and received no answers. 

Sue, for the last ten years I have shared this same message with many on the BoD and every Executive Director however, SCSCAI is no closer of having the accountability of a Business Plan than ten years ago. I have posted many of my communications, including my last one to Ms. Cogar, on My Sun City Blog. Also I would like to [comment] on the highlighted items in your post to Bernie Silver.

Sue, I appreciate your efforts to communicate with the members, the more the better.  

Dwain Kramzar

2624 High Range

702.808.4992        

On Fri, Jan 13, 2012 at 8:06 AM, SUE PAPILION <spapilion@cox.net> wrote:

Bernie

Ok, I will have to say that some of the things that past board members have been rumored to do or even proved to have done are beyond the pale!  I don't even know people, I hope, that are as egotistical as some must have been.  But will I or anyone else learn from their mistakes?  No.  [YES, I have learned from my many mistakes & my few successes] Do countries learn from going to war?  No they just keep going.

How does a private investigator get some one under oath? [investigators just gather FACTS]  It is not a court room, there is no case. [are fills missing ???]  Suspects lie to police, FBi and investigators all the time. [and they go to jail] We couldn't even file a police report because there is a 12 month window in which the dastardly deed occurred. [what about holding the employee or member accountable?]  Believe me if $5000 would have found the thief, I would have gladly approved that amount.

As far as the restaurants,  I was at the Village Pub yesterday [Audrey & I were there also] and had to wait 40 minutes for a table at 6pm.  There were so many people at the bar ordering food that I had to wait 10 minutes to order a drink.  What makes that place so popular? [it is the positive experience of the customer that brings them back] Food is mediocre at best, the carpeting is filthy and the machines are tighter than Boyds!

If people will go there, they will come to Vista Grill. [WHY?] At least lets try something to improve the losses. 

I too wish to preserve the Golf Courses and I guarantee it will be looked into this year if  [SCSCAI has yet to provide a professional approach, this can't be preformed by a committee]  I have to bring it up every meeting!

Sue.  

On Jan 12, 2012, at 6:35 PM, Bernard Silver wrote:

Sue.

In general you are stating that we should forget the past problems and move ahead solving current ones.

Here is the issue.  The past has been prologue for incoming Board Directors.

The attitude that they may do what they want because the old ones don't pay attention and indeed take their leads on who to vote for from McCanna and Bjonerud who really act as strong advisers in their personally owned publications that goes to thousands.

There is a huge difference in the writing of a threat that this duo made.  It was in my opinion,

clearly equivalent to a "Pay up or else" blackmail.

If I had made that type of written threat you can  bet that the Board would have found a way to

punish me. 

Why didn't they do it to them?  Because many on the Board had been championed

by the duo in prior elections. 

Understand the old quote "Freedom of Speech does not give a person the right to yell FIRE! in a crowded

theater, unless of course, there is one.

Regarding the "Missing Files".  Don't you think it would have been smart to hire an outside investigator

for a mere $5,000  to come on board and ask some questions to some individuals, 'under oath' regarding what they knew or heard?  I do believe that no person who was innocent would have refused to answer simple questions.

What's $5,000 compared to losses of over $2,500,000 ?

Many of us have suggested that we take some action to preserve our golf courses.

This has included having an outside Management Company and considering the rotation of one course

to be idle for a while.  NO RESPONSE!!

As far as the restaurants are concerned, I personally do not believe they will ever break even because just cannot compete with other establishments in the near distance area.  Snack bars for golfers that serve real simple food such as 2 eggs and bacon should be the limit and that could be provided by the Golf Management Company.  One short order cook and self serve.

I do not believe that you know or recognize how our Boards in the past and the Standing Committees

Golf Oversight and the Finance have had members who did not perform as Fiduciaries and betrayed

the community with Conflicts of Interest.

Bernie Silver

From: SUE PAPILION <spapilion@cox.net>
To: Bernard Silver <silverinvegas@yahoo.com>
Cc: "bod@suncitylv.com" <bod@suncitylv.com>; SHEILA MCCANNA <sheilamc@cox.net>; SCBuzz <SCBuzz@yahoogroups.com>; SC-SCOOP <sc-scoop@yahoogroups.com>; DAVID STEINMAN <dwsteinman@cox.net>; STAN BJONERUD <sbj4@cox.net>; SY & HERMAINE HINDEN <syherm@aol.com>; FRED SCHAEFER <S708783@cox.net>; DON GELBMAN <drgtrustpl@cox.net>; PAUL CALLAGHAN <callapa@aol.com>; BARBARA COGAR <barbarac@suncitylv.com>; BOB PASSMONICK <BobEmInc@aol.com>; DWAIN KRAMZAR <dKramzar@embarqmail.com>; EILEEN McKYTON <vegasbaba22@yahoo.com>; ELLIOT <golfman89134@aol.com>; JAN EDWARDS <suncityjanedwards@gmail.com>; Joan Kreisler <jdklk@juno.com>; John Crosswhite <jxwhite@cox.net>; JOHN THOMPSON <lasvegasjohn@cox.net>; JONATHAN FRIEDRICH <emmcor1@aol.com>; "JOSEPH O'CONNELL" <jpocon@cox.net>; LEN KRANE <lenkrane1@gmail.com>; STAN ROSEN <thermoipp@earthlink.net>; TOM BRENNAN <frivvie@cox.net>; WALKER SHARRON <hla@cox.net>; "wkrane1912@aol.com" <wkrane1912@aol.com>
Sent: Thursday, January 12, 2012 5:13 PM
Subject: Re: HOW ABOUT THE TRUTH BJONERUD?

Bernie,

You are right in the fact that many things have been done by previous Board that are questionable p0-9and today may look like mistakes.  It is up to current and future boards to correct or change them.  It is obvious that continuing to talk about golf rangers is a waste of time because the situation was corrected.  Losses in golf and restaurants does need to be addressed and I have and will continue to push for a plan with options, but realize every golf course in Vegas and across the country are facing the same problems that we have.  Do we fund it and keep it beautiful and playable, do we close 1 or all or do we sell it and/or contract management.  This is above my pay scale and above most who are on the board.  We need expert analysis and then leave the options to town hall informational meetings and a vote by all in our community.

Key employee contracts is not up to our CPA auditor to comment on.  It is up to the board to decide what to do.  A previous Board decided to payout  Ron Winkel from payroll funds.  That can not be changed or fixed.  Let's move on. 

As far as the duo that you claim blackmailed a previous Board.  Is a letter different than what is said on chat lines? Every resident has a right to their opinions.  It is free speech.  No board can change that. Opinions, name calling and open challenges come with the territory of being a Board member.  What would you like to happen to Stan and Sheila?  It's over and time to move on.

The missing files are missing and no one knows when the theft happened.  Every employee (still employed in March) swore they know nothing, heard nothing and saw nothing as does every Board member swear to the same.  Short of water boarding, I don't know what can be done.  HR was moved into the main building and is now alarmed.  The executive director office is now alarmed and current Board members can only see files with someone else present.  It is like locking the barn door after the cow got out...but it is something!    It is over, let's move on.

As far as the restaurants and golf director are concerned:  The new Board will take action when the Executive Director makes a recommendation or takes control of her budgeting process.  As of this moment, there is not a restaurant manager working here and the golf director still runs the restaurants.

I know you love Sun City and want to see things done correctly.  I believe that is my intent and I see that intent in every current board member and everyone who is running for the board. You have to allow for differences in opinions, as there are on every subject.  I like that you push and ask questions.  Let's just push on current and new issues, not ones that are old, done and over!  We can't change the past so let's work on the future.

Sue Papilion

On Jan 12, 2012, at 3:42 PM, Bernard Silver wrote:

Sun City Summerlin Board Secretary, Sue Papilion.

 Sue.

While what you state below is for the most part a rational analysis, be reminded that basically in the beginning, that is when many of us moved into this CIC, the Boards had to copy from the very nebulous management system that was O.K for the developer, but not O.K. for the majority of unit owners.  Whereas Del Webb saved and made money, by having their own sales staff their greatest selling instrument.  They also did well in selling to buyers that here we had low cost golf and annual membership fees.  They capitalized on increasing the size of long term drainage channels into huge perimeter golf courses that were even then, clearly excessive for an age-restricted community.

This provided the seller the opportunity to sell building lots attached to the perimeters at a very large premium.  Nowhere in the deed was there any assurance of what later became an issue relating to a "VIEW".

Suffice it to say that after Del Webb left, the relatively forever diminishing in quantity small group of golfers, 'managed' to control on the books, the expenses of the operations while doing little to increase revenue.

Thus we have had reported "Operational Losses" from the operations of the Golf plus the Food & Beverages that have continued to grow, but are not really representative of actual costs.

Yes, I am being repetitive, but the facts are that succeeding Boards have failed, regardless of prompting by lay unit owners to address the problems which create the losses.

Regardless of whether it is called a Financial Plan or a Business Plan, I claim that the majority of prior and certainly the current Board have failed as 'Fiduciaries'. 

Even when appropriately asked questions have been asked, the trend has been to avoid reasonable and accurate responses.  We the CIC unit owners have been exposed to unwarrented liability risks

from at least three known situations.

At one time at an open meeting, even our outside auditor would not provide a direct response to whether our accounts included a contingency fund for any separation contracts with employees. 

I understand that this auditor at one time agreed with our recently resigned Comptroller that the Rangers should be employees as was decided by the Board in 1998.  So, why didn't the Board

make the correction for 12 years?

Why did the Board ignore taking the appropriate action against the McCanna\Bjonerud duo when they, in writing, threatened the Board regarding a pending action to dismiss the Exec Dir?  This appeared to me to be a huge play to keep a key employee, the Exec Director from being replaced.  Just what did this rebellious duo have in mind in such a forceful play?

Why did the Board vote to not investigate the problem of the 'missing documents' after the HR Director resigned and the key to the files was given to the Business Manager?

Why did the Board give the Golf Director, an additional task, Food & Beverages, along with a new title, Business Manager and a substantial raise, and then tolerate the continuing losses?  Now that the function of managing the restaurants is being taken by hiring a new manager, will there be a compensating adjustment in remuneration?

Sue, all in all the message that I give is this:

All Directors must perform as 'Fiduciaries' and operate in the open unless they meet for legitimate purposes under Executive Session standards.

All Directors do not have to be in agreement on any specific issue before them; they should encourage the expressions of perhaps a minority differing view.

All Directors should be working together to stay away from interfering with the key employees by establishing at the Board level, clear written directions to the Exec Director.

Bottom line,  I do agree that the time is ripe for some new Directors, and I believe it would be appropriate for a couple of the old ones who created, or tolerated, some of our current

problems, to be replaced. 

We must have some changes.

Bernie Silver

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From: Sun City Sue P <scsuep@cox.net>
To: Bernard Silver <silverinvegas@yahoo.com>
Cc: "bod@suncitylv.com" <bod@suncitylv.com>; SHEILA MCCANNA <sheilamc@cox.net>; SCBuzz <SCBuzz@yahoogroups.com>; SC-SCOOP <sc-scoop@yahoogroups.com>; DAVID STEINMAN <dwsteinman@cox.net>; STAN BJONERUD <sbj4@cox.net>; SY & HERMAINE HINDEN <syherm@aol.com>; FRED SCHAEFER <S708783@cox.net>; DON GELBMAN <drgtrustpl@cox.net>; PAUL CALLAGHAN <callapa@aol.com>; BARBARA COGAR <barbarac@suncitylv.com>; BOB PASSMONICK <BobEmInc@aol.com>; DWAIN KRAMZAR <dKramzar@embarqmail.com>; EILEEN McKYTON <vegasbaba22@yahoo.com>; ELLIOT <golfman89134@aol.com>; JAN EDWARDS <suncityjanedwards@gmail.com>; Joan Kreisler <jdklk@juno.com>; John Crosswhite <jxwhite@cox.net>; JOHN THOMPSON <lasvegasjohn@cox.net>; JONATHAN FRIEDRICH <emmcor1@aol.com>; "JOSEPH O'CONNELL" <jpocon@cox.net>; LEN KRANE <lenkrane1@gmail.com>; STAN ROSEN <thermoipp@earthlink.net>; TOM BRENNAN <frivvie@cox.net>; WALKER SHARRON <hla@cox.net>; "wkrane1912@aol.com" <wkrane1912@aol.com>
Sent: Thursday, January 12, 2012 8:12 AM
Subject: Re: HOW ABOUT THE TRUTH BJONERUD?

I find all these emails and chats on the history of past disputes very interesting and I am sorry for all of you who had to live through these troubles that caused so much bad blood  and anxiety between residents.  But lets remember, that we all have one thing in common...we are retired and came here to enjoy the remaining years of our lives.  So much anger and pompous chest beating is a waste of time,  when we should all be happy to wake up every morning to another day of sunshine and enjoy the activities and our friends here in Sun City.  I thank all of you who worked so hard in the past to help Sun City, but I think it is time to move on to the present.  Last night's Resident Forum's presentation of the candidates is that future and gives us all a good choice of candidates to move SCSCAI toward the goals that are important to you.  I thought it was a good turn out of interested residents and I was happy that it was very civil.  Let's move on and be happy that we have live to see another day.

Sue Papilion

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Dwain A. Kramzar

 (702) 582-8064

http://www.facebook.com/dkramzar