pol 2021 annual meeting presentation

11/1/2021

1

Welcome to Pollard Brook Homeowner’s Association Annual Meeting

Today’s Agenda

I. Welcome, Introductions, Call to Order

II. Approval Previous Annual Meeting Minutes

III. Message From The Board

IV. Elections

V. Management Reports

VI. Budget/ Finances

VII. Communications and Interactions

VIII. Election Results

IX. Open Discussion – Q & A

First Virtual Meeting!

• All participants will be muted.

• Please use the Chat Window for questions and voting.

• This presentation will be recordedand accessible via the online owners area of www.innseason.com.

Today’s Business

We have met quorum requirements with over 25% of the units voting, through Proxy ballots, in order to conduct business.

For online participants, if you haven’t mailed your voting ballot back, you will be using your Chat Window to cast your vote.

More on this to come…

Information

Items being reviewed:

• 2020 Annual Meeting Minutes

• 2022 Proposed Operating Budget

•For those in attendance, these items are in your packet.

• For online participant, you may access them in the links provided via the Chat Window.

Welcome and Introductions

Board Members• President: William Scanzani • Treasurer: Dennis Ducharme

• Secretary: William (Billy) Curran

• Resort Team• General Manager: Fraser Kirkpatrick• AGM: Scott Sawicki

• Front Office Manager: Megan Wigley

• Management Team• Creative Services & Admin Coordinator: May Cho• Chief of Resort Operations: Stephen Furrer

11/1/2021

2

Approvals

- Motion to approve previous Annual Meeting Minutes Message From The Board

Board President

William Scanzani

Consistent Capital Improvements

- We spend an average of $700k per year on improvements

- Our Satisfaction Scores have moved up from mid 80’s to 90

- We now consistently rank high with the Exchange companies

- Occupancy is also increasing

- We are attracting new owners

Keeping things up

$441,575

$659,442

$453,400

$670,101

$822,541

$650,000

$530,050

$674,971

$824,013

$700,000

$950,000

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

$1,000,000

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Reserve Spending

75

80

85

90

95

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Customer Satisfaction

Maint Room Grounds

We All Need a Vacation…and Vacation We Did!

We set an new record for nights used: 30,477

Comparison for periods Jan 1- Oct 20

30477

22394

28593 27025

0

5000

10000

15000

20000

25000

30000

35000

2021 2020 2019 2018

Nights Used

Replacement Weeks: 740740740740 Used

- Board approved replacement weeks for those affected by Covid-19.

- We were glad to see that many of you took advantage of re-booking your vacation week.

- Over 740 owners booked directly and many more through RCI Exchange

Travel

63 new owners joined our Pollard Brook Family

Over the past

12 months

Welcome New Owners

11/1/2021

3

Supporting Owners with Issues

We have helped 107Owners gracefully and

correctly exit ownership due to Hardships & Life

Circumstance issues

Over the past

12 months

Increasing Secondary RevenueIncreasing Secondary RevenueIncreasing Secondary RevenueIncreasing Secondary Revenue…………

• Supplementing Condo Fee Income is important

• We have an average of 70 unsold weeks in any given month.

• Unsold weeks are rented with proceeds going back to the HOA Budget

• We are 49% ahead of Budget for Rental Income.

$340,992

$198,063

$235,770 $202,632

$131,297

$127,718

$-

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

2021 2020 2019 2018 2017 2016

Controlling CostsControlling CostsControlling CostsControlling Costs

Consumables• Group & bulk purchasing

• Shopping vendors

• Evaluating different products

Energy Usage• Pre-Purchase Energy

• Grants / aid N.H. Energy Co-op

• New Energy efficient equipment:

• Appliances, A/C Units, Boilers, Pool Heaters

REPLACED THREE HOT WATER BOILERS ON PROPERTY. JACKMAN, LIBERTY AND PEMIBUILDINGS

Covid’s Impact on ExpensesCovid’s Impact on ExpensesCovid’s Impact on ExpensesCovid’s Impact on Expenses

Consumables: average increase of 40%• Many consumables have increased in price;

Cleaning supplies, toilet paper, paper towels,

laundry supplies, and trash bags, for example.

• Supply Chain Issues

Labor: average increase in hourly of 30%• In a matter of a few months Housekeeping rates

went from $15 to $20 per hour as an example

We are committed to doing We are committed to doing We are committed to doing We are committed to doing what is right for our ownerswhat is right for our ownerswhat is right for our ownerswhat is right for our owners

Provide a safe environment for guests and team members

Maintain the resort and the delivery of great vacations

Supplement Income

Controlling costs

11/1/2021

4

Election Time

Election Process

• We will elect one (1) Board Member for a 3-year term

• You have one (1) vote for each week that you own for each open board seat

• If you mailed in you Ballot, your vote can stand as submitted

Your Candidates

☐ William Scanzani

William (Bill) ScanzaniAbout:

William Scanzani graduated with a Bachelor of Science in Accounting from Lowell Technological Institute and a Masters in Management from Boston University.

William has been your owner’s representative and President of the Pollard Brook Board of Directors for the last nine years and was a member of the Board of Advisors for two years prior to that. He is a seasoned operations and technology product manager and has experience in budgeting, operations, managing staff, purchasing, coordinating major projects, and customer service. Additionally, he has excellent communication skills and the ability to think outside the box to find innovative solutions to problems that need to be solved.

Objectives:

• Expand the resort owner/guest services where feasible and maintain efficient budgets while continuing to invest in new amenities and green initiatives to lower future long term operating costs and increase resort efficiencies

• Continue to maintain the resort property and owner values

• Expand our White Mountain modern and fun-loving family resort to be attractive to the next generation of Millennial owners

Time to Vote

For those in person:

• Please cast your ballot

• Raise your hand for us to collect

• Volunteer to count ballots

GENERAL

MANAGER REPORT

FRASER

KIRKPATRICK

Operational Report 2021

11/1/2021

5

Working During a PandemicWorking During a PandemicWorking During a PandemicWorking During a Pandemic

- All Employees wearing masks

- Extra sanitization of touch points, and Covid

killer chemicals

- Single workloads for housekeeping staff

- Trying to limit employee/guest interactions

- Firewalls – Separation of departments,

cancelling departmental meetings

- Mask Mandates on activities, including tours

We have had two staff members contract the virus in the past

18months, however due to our measures, impact on other

team members was minimal.

The State of Labor…or lack there ofThe State of Labor…or lack there ofThe State of Labor…or lack there ofThe State of Labor…or lack there of

- Staffing hours worked at the resort are down

significantly since 2019

- Housekeeping is down 26% alone, our biggest

department. (Housekeeping in October has been 36%

under for October.)

- Competition in area for staff is fierce, and not likely to

improve. A lack of local affordable housing and

competition are the two driving factors.

- Local businesses have been forced to reduce hours,

and close for longer periods of time.

Department Review Department Review Department Review Department Review ---- MaintenanceMaintenanceMaintenanceMaintenance

Staffing remains steady compared to 2019, overall,

the steadiest department

Maintenance department has taken on larger

projects, eg appliance installation, AC installation,

drain grates, 2nd bathroom remodels

2021 marked the Maintenance Department taking

back the grounds and landscaping responsibilities

from an outside vendor. Very happy with the

improvements and feedback

Department Review - Housekeeping

Even with an increase in rentals and general

occupancy, along with a 26% decrease in labor hours

worked, the housekeeping department has continued

to maintain our high scoring requirements

This has been a total team effort, including plenty of

hours worked in housekeeping by the GM, AGM and

the Activities Concierge

Supplies in general have become very expensive for

the property, some items are up 40%-50%

October has shown signs of important on the labor

front, with 3 former housekeepers returning

Department Review – Front Desk

Communicating as much as possible with guests pre

arrival to expedite check-in and improve customer

service

Department also had staffing challenges; the loss of

any key Front Desk Agent is extremely challenging as

this year has proved.

Superstar FDM Megan has covered numerous

overnight shifts, long days and weeks to make sure

our guests receive the customer service they expect.

Despite these challenges, Front Desk related

customer satisfaction scoring has never been higher.

Department Review - Activities

Jacks first full year as Activities Concierge has been marked

with challenges and successes. His knowledge, dedication,

and willingness to experiment with new activities have

wowed our guests.

Jack has generated the most customer comment cards of all

staff, acknowledging his efforts.

Participation of activities at the resort has surprisingly

increased this year, Jack has had to be creative with

scheduling and planning, even hiring an extra person to

accommodate the demand.

Jack has replaced some old activities and added a whole

host of new activities, tours and presentations.

11/1/2021

6

Occupancy By MonthOccupancy By MonthOccupancy By MonthOccupancy By Month

Month 2021 *2020 2019

Jan 71% 68% 66%

Feb 82% 76% 79%

Mar 73% 39% 66%

Apr 66% 3% 48%

May 66% 7% 51%

Jun 82% 56% 78%

Jul 89% 83% 89%

Aug 89% 86% 90%

Sep 83% 81% 84%

Oct 83% 77% 78%

Averages 78% 58% 73%

*Pandemic – Closed 2 months

Occupancy RecordsOccupancy RecordsOccupancy RecordsOccupancy Records

Type 2021 *2020 2019 2018 2017 2016

Resort Comp 1903 1550 2425 1896 1671 2665

Rental 5530 3645 3541 2953 1748 1964

Exchange 10890 8579 12324 12575 13734 12830

Vacation Club 6318 4394 4829 4067 4771 4317

Owner 5836 4226 5474 5534 5503 5718

Total Nights

Used30,477 22,394 28,593 27,025 27,427 27,494

30477

2239428593 27025

0

10000

20000

30000

40000

2021 2020 2019 2018

Nights Used

*Pandemic – Closed 2 months

*

More Rentals…• Helps our Operating Budget

• Keeps fees from going up more

• Better for Owners using the Rental Program

Type 2021 2020 2019 2018 2017 2016

Rental

Nights 5,530 3,645 3,541 2,953 1,748 1,964

Year Resort Gross

Revenue

Owner

Agrmnts

Nights

In

Nights

Used

%

UsedNotes

2021 POL $258,000 258 1658 1414 85% 10 Months

2020 POL $221,970 233 1512 1117 74% Covid- closed 2 months

2019 POL $95,895 191 1186 505 43%

2018 POL $81,341 202 1276 421 33%

Rental Nights Used Review

Owner Rental Program Review

Tracking of Customer Complaints

• We have started to track customer complaints and code and tabulate them in a readable excel document.

• Do we need 2 people on houseman midweek, do we need an extra Maintenance person on?

• Can tell you how many door lock problems a room has had, or how many plumbing issues in a particular room.

• Can help focus our problem areas, increases efficiency.

The Elephant In The Room…

Smoking…• We also tracked issues related to smoking

• The vast majority were due to smoking on the unit patio/ decks

• We implemented a seasonal no smoking policy back the late spring.

• Designated smoking areas were created

• Generally well received

1

The Challenge:

Address small and over looked deficiencies around the Resort and in the Rooms.

2

The Plan: Create Punch-lists and use cell-phones to take before & after photos.

3

Consistency & Critical Eye:These pave the way for progress.

Devils in the detail!

4

The Results:

Over 500 small things have been addressed since January.

11/1/2021

7

Tracking Customer Satisfaction Scores

• Helps with motivation & compensation

• Strategic Goals

• Means of measuring and evaluating

Question 2021 2020* 2019 2018 2017 2016 2015

Vacation Experience Rating 92 91 92 90 90 89 88

Core Deliverables Rating 95 94 95 94 94 94 91

Amenities Rating 92 90 92 89 90 90 88

Friendly Service Rating 95 95 95 94 94 94 92

Guest Satisfaction Rating 94 93 94 93 92 92 91

* Closed for 8 weeks in spring 2020

Categories 2021 2020* 2019 2018 2017 2016

Vacation Experience 94% 95% 94% 92% 95% 95%

Core Deliverables 97% 98% 97% 92% 92% 91%

Resort / Amenities 93% 93% 90% 91% 87% 87%

Friendly Service 98% 98% 96% 94% 92% 91%

Overall Guest Satisfaction 95% 96% 90% 92% 92% 91%



2021 954 238 98% 98% 94% 90% 98% 88% 94% 94%

2020 777 244 96% 96% 94% 90% 96% 90% 94% 94%

What I Can Measure, I can Manage…

Focusing on more

detailed operations.

Improving

Housekeeping &

Maintenance scores

Looking to continue

and improve

Activities/Amenities

Great Team Work!

Capital Improvements 2021

11/1/2021

8

Capital Improvements 2021

Bathroom Renovations (20 bathrooms)

Kitchen Floors (22)

Appliances / lighting / Furniture

Pole Barn for storage

Decking Replacement - Trex

Livingroom / Bedroom AC units

Security / Surveillance System

Deck Furniture

Hot Water Boilers and Pipping

Driveway & parking seal coating

Televisions

Landscaping Equipment

Dining ChairsBATHROOM RENOVATIONS CONTINUE

Dining ChairsBATHROOM RENOVATIONS CONTINUEAPPLIANCES: STOVE, FRIDGE/FREEZER, DISHWASHER AND MICROWAVE

WOODLAND & STREAMSIDE BEDROOM AC’S ALL REPLACED. GONE FROM 12,000 BTUS TO 18,000 BTUS. BIG DIFFERENCE

CONTINUED REPLACED OF HOT WATER BOILER IN LIBERTY BUILDING.

11/1/2021

9

Dining ChairsSECURITY CAMERAS, APPLIANCES, STORAGE BARN

Misc. Resort ImprovementsMisc. Resort ImprovementsMisc. Resort ImprovementsMisc. Resort Improvements

- 4 unit carpets

- Elevator repairs

- Sleeper sofa mattresses

- Walk way drain grates

- Loft bureaus

- 2 pool handicap lifts

- Fire system updates

- Resort team communications

- Painting

- Smoking stations

- Knife blocks in kitchens

Capital Spending in 2022Capital Spending in 2022Capital Spending in 2022Capital Spending in 2022

Hot Tub / Pool Area expansion project

2nd floor bathrooms in Woodland Lodge

Window replacement Woodland Lodge

18 unit Bathrooms in Pemi-building

Recreation walkway update

Mt. Washington & Liberty Appliances

Mt Washington Carpet (309-313)

Woodland Fireplaces

Theater Room We asked and you told us…We asked and you told us…We asked and you told us…We asked and you told us…

We asked what amenities you would like to see.

Thank you for your responses.

Expanded Outdoor Hot Tub

- Expanded apron

- ADA compliant access

- Updated Pool Fencing

- Large 25+ person hot-tub

Outdoor Pool

Area Rehab

Expanded Indoor Pool Area

- Expanded indoor area



Indoor Pool

Area Rehab

11/1/2021

10





Indoor Pool

Area Rehab





Indoor Pool

Area Rehab





Indoor Pool

Area RehabCinema/Movie Room

Family Fun- Movies

- Wii Games- Bowling

- Tennis

- Golf

Movie / Media

Room

FinancialsStephen Furrer

• 2020 Review

• 2021 YTD

• 2022 Budget

Year End 2020Area 20 Actual 20 Budget $ Diff

Operating Income $ 3,933,349 $ 4,139,397 $ (206,048)

Payroll $ 1,752,960 $ 1,874,948 $ (121,988)

Operating $ 863,952 $ 1,081,799 $ (217,847)

General & Admin $ 922,614 $ 942,770 $ (20,156)

Bad Debt $ 259,395 $ 239,880 $ 19,515

Net $ 134,428 $ - $ 134,428

Area 20 Actual 20 Budget $ Diff

Reserve Income $ 803,793 $ 807,134 $ (3,341)

Reserve Spending $ 824,013 $ 751,306 $ 72,707

Bad Debt $ 60,318 $ 55,828 $ 4,490

Net $ (80,538) $ - $ (80,538)

Bottom Line to Reserves $ 53,890 $ - $ 53,890

11/1/2021

11

Collections Review

16.10%

19.10%

20.40%

10.20%

11.80%

11.30%

13.30%

9.00%

9.70% 10.00%

0%

5%

10%

15%

20%

25%

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

% D

ELI

NQ

UEN

T

YEAR

Delinquency

Fighting Delinquency

Steps being taken:

• Pre-Payment Plans

• Late Payment Plans

• Internal Collection Efforts

• External Collection Efforts

• Renting Delinquent Weeks

• Amnesty Programs

• Deed-in-lieu

• Foreclosure

2021 Year-to-date

September


Operating Income

Payroll

Operating

Bad Debt

G&A

Net


Reserve Income

Bad Debt

Reserve Expense

Net

Bottom Line

2022 BudgetArea 22 Budget 21 Budget $ Diff

Operating Income $ 4,294,958 $ 4,250,808 $ 44,151

Payroll $ 2,113,628 $ 2,025,962 $ 87,666

Operating $ 897,919 $ 940,858 $ (42,939)

General & Admin $ 1,007,465 $ 963,158 $ 44,307

Bad Debt $ 275,947 $ 320,830 $ (44,883)

Net $ 0 $ 0 $ 0

Area 22 Budget 21 Budget $ Diff

Reserve Income $ 924,587 $ 837,352 $ 87,235

Reserve Expenses $ 853,637 $ 762,618 $ 91,019

Bad Debt $ 70,950 $ 74,734 $ (3,784)

Net $ - $ - $ 0

Bottom Line $0 $0 $0

2022 Fee Review

YEAR UNIT OPERATING RE TAX RESERVES TOTAL % Per Night

2022 One Bedroom $532.96 $30.72 $159.06 $722.74 6% $103.25

Two Bedroom $694.38 $39.47 $169.21 $903.06 6% $129.01

Three Bedroom $788.28 $45.37 $205.86 $1,039.51 6% $148.50

2021 One Bedroom $514.69 $28.98 $138.16 $681.83 2% $ 97.40

Two Bedroom $666.97 $37.24 $147.74 $851.95 2% $121.71

Three Bedroom $755.56 $42.80 $182.31 $980.67 2% $140.10

What We Spend On…

Item Aver Price

Time Share $980

Coffee $1,092

Lunch $2,746

Cell phone $760

Pets $1,183

Beer $1,270

Salon $1,800

Nails Only $572

Cigarettes $5,200

*Google & ARDA

11/1/2021

12

REMINDER: REMINDER: REMINDER: REMINDER: Change of Change of Change of Change of

Ownership Ownership Ownership Ownership PolicyPolicyPolicyPolicy

• After seeking legal counsel, the Surfside Unit Owners Association has adopted a formal Change of Ownership

• Policy. As such, the following policies are necessary to allow the resort

• (1) to do appropriate background searches to identify the potential involvement of a Relief Company – one which

• assumes ownership of an interval without a good faith intent to also assume and satisfy all of the assessment and

• ownership obligations associated with the transferred interval.

• (2) to recover the cost of such searches, and

• (3) to stop these transfers before they are finalized for the purpose of protecting the interests of all owners and the

• financial security of the resort.

• The policy is downloadable from the Online Owners Area on www.innseason.com.

Owner Support: Timeshare Genius

• A genius is a person who displays exceptional intellectual ability, creative productivity, universality in genres or originality, typically to a degree that is associated with the achievement of new advances in a domain of knowledge.

Feedback from our Timeshare Feedback from our Timeshare Feedback from our Timeshare Feedback from our Timeshare Genius ClassesGenius ClassesGenius ClassesGenius Classes

• I really appreciate your patience & knowledge. The session was very helpful. The takeaway for me is that I am no longer intimidated by the RCI booking process. It will take time but I’m looking forward to trying it out. Sue

• Thank you for the helpful pointers about the InnSeason website and especially the RCI searching process. I followed along well and the attachments you sent are very helpful in communicating some main points. Jim

• Thank you for the pointers and great tips! This is all very helpful. Mark & I attended a class on Cape Cod about 4 years ago. The online sessions are a great refresher. We really appreciate all your help. Lisa

Head Teacher

Mr. John Tierney

Election Process

Open Discussion

Please use the Podium and Microphone for all Questions

11/1/2021

13

Adjournment

pol 2021 annual meeting presentation

Documents