Te task force took action to close all common areas, where groups might gather, including pool, spa, and meeting rooms. Tey also coordinated with management to maintain on-site services while maintaining separa- tion between staff and the members; published regular announcements connecting members with validated sources of information; encouraged teleconferencing and telephone visiting to reduce the impact of loneliness on those troubled by self-quarantine; established liaison con- nections with local government services and obtained information on clean up services that might be needed when the threat has been reasonably minimized. When they completed the security and stability responsibilities, they began to track reported cases within the local area and focused on a projected date when we might all return to normal.
Normal, for most of our members, is getting back to so- cial events and visits to the pool. But they already under- stand that an official open announcement from govern- ment does not obligate the board to terminate its CO- VID-19 situational management program. Tat remains as a board decision.
This task force approach to large issues has become an- other useful tool that our board utilizes to handle larger issues. We also have an Energy Efficiency Task Force that is looking into everything from solar and LED ret- rofits to water conservation and energy audits. As your community looks to ways to expand community en- gagement and your board works to address bigger issues than can easily be handled within the board meeting confines, establishing a task force may be something to consider.
GEORGE HICK’S background includes a variety of management experience in both the public and private sector.
Prior to his arrival at Diamond Grove, he served as a member of the Alta Sierra Property Owner's Association, Grass Valley CA., He
served one year as president of that association. 19
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