Donna Ostheimer

8840 Wine Valley Circle

My favorite activities are photography, golf, walks with Yanni and our dog Lenny, traveling to Greece and CT to visit friends and family, and socializing with my good friends in The Villages.

My goal is to represent your interests through open communication and strong collaboration with the Association and Club Boards, and Management team. Fiscal responsibility is of utmost importance as the community navigates an ever-changing regulatory environment and fire safety requirements. I look forward to being an advocate for your needs and concerns.

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Morton Cordell

8319 Chianti Court

I began my working career in accounting, swiftly moving to an international trading company where I was CFO, overseeing both domestic and European offices. 

We moved to the San Francisco area in 1983 where I worked for eighteen years as head of an international import and distribution company. In 2002 I co-founded Silk Road Associates LLC, an overseas sourcing and trading company with offices in Shanghai and San Jose producing both private brand and our own brand products. I have in-depth knowledge of business management in manufacturing, marketing, and distribution. I am still active in Silk Road Associates today.

I feel that my business background together with my knowledge of the Villages and the various committees on which I have served will be an asset to HBOD. I am committed to building a socially responsible community to protect our current assets and plan for the growth and wellbeing of all residents, present and future.

Howard ‘Howie’ Blumstein

9045 Village View Loop

I’m also concerned by a recent statement in a Villager article: “The Club Board must remove constraints on Club policies and bylaws in order for us to responsibly invest in The Villages.”

Removing these constraints could give the Board a blank check to spend our money without proper oversight – leading to even higher dues in the future.

We need to:

• Control spending and avoid unnecessary costs

• Maintain our community and enhance lifestyle responsibly

• Make decisions with Member input

• Protect our home values and affordability

I bring an MBA in Finance and a strong financial background. If  elected I will be a voice for the Villagers —focused on smart budgeting,

transparency, and protecting what makes our community great.

“HOWIE”—for Fiscal Responsibility and Member -First Leadership

Question 1: What are the most important issues for the Club Board to consider and how are you prepared to handle them?

Howie Blumstein answer to Question #1

Out-of-control dues increases.

The Board recently approved a staggering 27% hike in FY26 Club Dues—an increase of  $115.08  per month bringing dues to $540.03. That’s a 43% jump from the FY24 dues of $377.40 in just two years. This kind of unchecked growth is unsustainable and threatens the very fabric of our community.

I will fight to reverse this trend. I will scrutinize every budget, cut waste, challenge unnecessary spending, and demand accountability. Our goal must be to preserve and enhance the lifestyle we love—but with financial discipline, not bloated budgets.

I’m deeply concerned that this FY26 budget will push longtime residents—our friends and neighbors—out of the community they helped build, simply because they could no longer afford it.

I hold and MBA in Finance and bring a proven record of financial leadership. If elected, I will be a relentless advocate for Villagers—committed to smart budgeting, real transparency, and putting Members first.

Vote HOWIE—for Fiscal Responsibility and Member-First Leadership.

Question 2: Why are you running for the Club Board?  What life experiences, abilities, skills, and knowledge do you have that would qualify you to be a Board Director? How have you prepared for being a Director?

Howie Blumstein answer to Question #2

I’m running for the Club Board because I believe our Community is heading in the wrong direction—with skyrocketing dues and decisions being made without enough Member input.

I was a Club Board Director, regularly attend Club Board of Directors monthly meetings and keep abreast of important decisions that the Directors make. My interests are in maintaining our assets, providing needed services for residents, and enhancing our lifestyle.

I have an MBA in Finance and a strong financial background. If  elected I will be a voice for Villagers —focused on smart budgeting, transparency, and protecting what makes our community great.

Vote HOWIE—for Fiscal Responsibility and Member-First Leadership.

Question 3: How do you, as a Club Board candidate, envision improving The Villages?

Howie Blumstein answer to Question #3

My Vision for Improving The Villages

As a candidate for The Villages Golf & Country Cub Board, my vision is rooted in fiscal responsibility, preserving our vibrant lifestyle, and putting Members first.

1. Prioritizing the Maintenance of Club Assets

First and foremost, I will ensure that our Club’s assets are properly maintained today and for years to come. A well-cared-for community preserves our high standards and supports strong home values.

2. Enhancing Our Lifestyle While Keeping Dues Affordable

I believe we can enhance our lifestyle without putting undue pressure on monthly dues. It’s critical that we continue to attract future residents by maintaining a balance between enriching amenities and keeping Club costs manageable.

3. Supporting Smart and Sustainable Improvements

Improvements that align with our budget and enhance daily lifestyle should be thoughtfully supported. Some examples of key initiatives I’d champion include:

• Improving accessability at Gazebo Park

• Upgrading Cribari Auditorium to better serve our community

• Evaluating enhancement requests from clubs to ensure they align with residents interests

4. Leveraging Partnerships for Capital Projects

The successes of community supported projects like the golf course bunker renovation, Pickleball courts and the third bocce court show what’s possible when we combine efforts. These were funded through:

• The Evergreen Villages Foundation

• The Capital Improvement Fund

•  Successful fundraising campaigns

This model is a win-win for everyone and should be used for future enhancements, helping us improve our community without raising dues unnecessarily.

Vote for Howie—For Fiscal Responsibility and Member-First Leadership. Together, we can continue to make The Villages a place we’re proud to call home!

Question 4:  Given that there will be increases in some costs in the coming years, how do you recommend managing our assessments?

I recommend forming a Finance Advisory Committee (FAC) immediately—composed of five residents and a Club Board liaison—to take a hard look at thei FY26 budget. Their mission: identify smart, strategic ways to reduce expenses by 10% without comprising core services, the integrity of our assets, or the quality of life we all enjoy.

The goal: act now to implement cost-saving measures that build a surplus in FY26—so we’re prepared for future increases to avoid skyrocketing dues increases and possibly obviate raising dues in FY27. Key focus areas will include staffing levels, water useage  and utility contracts to ensure we’re maximizing value.

With my MBA in Finance and decades of real-world experience, I bring a sharp eye and a steady hand to budgeting—always transparent, always responsible, always resident-first.

Vote HOWIE—for Fiscal Responsibility and Member-First Leadership.

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Mira Dytko

8402 Chenin Blanc Lane

Here at The Villages, I have participated in many activities including pickleball, tennis, yoga, U-Jam dancing, biking, and hiking.

If elected, I would like to promote and expand existing club activities, increase visibility, and motivate participation through innovation. Encourage fresh ideas and foster partnerships with clubs and its members.

Due to my unique background, life, and work experiences, I believe I will be a valuable asset to the board. 

I appreciate your support in this new endeavor.

Question 1: What are the most important issues for the Club Board to consider and how are you prepared to handle them?

Mira Dytko answer to Question #1

The Club Board reviewed the 2026 fiscal year budget. It has been recommended an increase in HOA fees for current operations and to meet our strategic goals.

How am I prepared to handle them? 

Recommendations:

• Better financial investments, according to our capital bank statement, we only earn 4.27% per year

• Cut expenses, our labor expenses are high

• Yearly performance review of each employee (166 total headcount)  

• Increase other revenues by active member engagement and participation

Question 2: Why are you running for the Club Board?  What life experiences, abilities, skills, and knowledge do you have that would qualify you to be a Board Director? How have you prepared for being a Director?

Mira Dytko answer to Question #2

To support our Board Mission and Vision

What life experiences, abilities, skills and knowledge do you have that would qualify you to be a Board Director?  

• My life experiences: lived and worked in four countries

• Great research skills: worked as a scientist for over 15 years

• Knowledge and work experiences for non-profit, public, start up businesses

How have you prepared for being a Director?

• Actively engaging in the Club activities

• Participating in the Hermosa District Advisory 

  Committee (DAC) activities and meetings

• Participating at Board of Directors meetings

• Reading the Club Board meeting minutes and the 

  Villages Member Portal 

Question 3: How do you, as a Club Board candidate, envision improving The Villages?

Mira Dytko answer to Question #3

Create unforgettable experiences with a strong sense of community:

• Promoting and expanding existing club activities, increasing visibility

• Improving communication through positive interactions, shared experiences, and creating opportunities for participation

• Encouraging sustainability: reduce, reuse, recycle

• Encouraging active participation through innovation

Question 4:  Given that there will be increases in some costs in the coming years, how do you recommend managing our assessments?

• Continue providing necessary services and make enhancements/improvements with members’ input.

• Fix or replace aging infrastructure according to the Master plan with set priorities, schedules, and deliverables while controlling costs.

• Negotiate better contracts, such as, Comcast contract, landscaping, and legal services.

• Increase Non-Dues revenues (Food and Beverage, Pro Shop, Recreational services).

• Reduce legal and professional fees.

• Diversify the capital fund based on the short and long term goals of the Club.

• Implement energy saving resources and reduce waste.

• Regularly perform financial analysis.

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Andrew ‘Andy’ Altman

7119 Via Portada 

Professionally, I provided the tools and resources needed to advance life science research. I began as a sales rep and progressed to VP/General Manager roles with Varian, Thermo-Fisher and IDEXX. All of those roles had global responsibility.  The hallmarks of my success have been enhancing the customer experience while driving operational efficiency.

My focus as a Director is to enhance the Villager experience. We need to find ways to make our community better while controlling costs. Doing so will make our lives richer and increase the value of our properties.

Question 1: What are the most important issues for the Club Board to consider and how are you prepared to handle them?

Andrew Altman answer to Question #1

• Aging Infrastructure

• Villager Experience

Addressing our aging infrastructure and improving the Villiger experience are the two biggest challenges I see. Our Club facilities were designed to support a Senior’s lifestyle in the 1960s. Our generation is more active, and, as such, desires facilities to support that lifestyle.  Doing so will increase our enjoyment, improve our home values and ensure the wellbeing of our community. Some elements like paint and carpet are more obvious than the unseen water, electrical and sewer systems that run under our homes and streets. Many of these have gone without improvement since their construction. The board must exercise operational efficiency to prioritize projects and constrain costs.  

Improving the Villager Experience was the primary reason I ran for the board. We have made remarkable progress.  Our Food and Beverage services have markedly improved since Chef John joined our team and shared his vision for the dining experience. Better integration between our recreation and food and beverage teams is another opportunity. Many of our clubs use outside food vendors to control costs.  Imagine golf, tennis, pickleball and bocce events supported by our Villages F&B team at competitive price points. These improved experiences don’t have to cost more. They just need to become a priority for our management team.  

Question 2: Why are you running for the Club Board?  What life experiences, abilities, skills, and knowledge do you have that would qualify you to be a Board Director? How have you prepared for being a Director?

Andrew Altman answer to Question #2

I’m running for re-election to improve our community. I want our home prices to go up, our experiences as residents to improve and our community to flourish. This requires making tough decisions, especially around economic issues. My wife and I were fortunate to live in an active Country Club community for 8 years before moving to The Villages. That experience provides me with insight into what is possible. I will share that vision with my col-leagues and our General Manager to fulfill our stated vision: “to be the active Country Club Community of Choice for people age 55+ in Northern California.” 

In my professional life, I was a General Manager of several large multinational companies. In those roles, I was responsible for both developing and implementing strategy. I know that success depends on communicating the strategy across the organization and laser focus on key deliverables.  This means continually asking, “Is what we are doing aligned with our strategy?” and holding everyone accountable for staying on task. Now that we have a sold management team in place, the board must provide direction and prioritization. As a Director I will encourage crisp execution to contain cost and produce timely deliverables.

Question 3: How do you, as a Club Board candidate, envision improving The Villages?

Andrew Altman answer to Question #3

As a candidate for the Club Board, I see two key areas of focus for improving The Villages:

1) Enhancing the Villager experience and

2) Developing a long-term plan to upgrade and maintain our infrastructure.

Enhancing the Villager Experience

Our Club should feel like a place where every resident is valued — because we are the owners. That means delivering consistently excellent service, whether it’s from our wait staff, pro shop personnel, or maintenance crews. I believe we need to instill a strong customer-first mindset throughout our management team and staff. While our GM and her team have made strides in this area, continued effort and targeted training are essential to ensure every interaction reflects the level of service our residents deserve.

Upgrading Aging Infrastructure

Much of our infrastructure was designed for a 55+ lifestyle in the 1960s and is no longer suited to the needs of today’s residents. Beyond the visible amenities, we must address critical but often overlooked systems — including sewer, electrical, and water — before they fail. Proactive maintenance and upgrades are far more cost-effective than emergency repairs. That’s why I support a comprehensive, phased multi-year infrastructure improvement plan. This approach allows us to manage costs responsibly while avoiding the disruptions and financial impacts of system failures.

By focusing on service excellence and long-term planning, we can enhance our day-to-day lives, preserve the value of our homes, and ensure The Villages remains a vibrant, desirable place to live for years to come.

Question 4:  Given that there will be increases in some costs in the coming years, how do you recommend managing our assessments?

Managing Future Assessments: 

A Strategic Approach

As we look ahead, it’s clear that certain costs will continue to rise. To maintain the quality of services and facilities that Villagers expect, we must take a balanced approach—managing both our expenses and income thoughtfully. Central to this effort is the development of a unified strategic vision for the Club.

A resident survey is currently being developed to better understand the community’s priorities. Once we have that input, every project presented to the Board should be evaluated based on how well it aligns with our strategic plan. This will help ensure that we allocate resources to initiatives that reflect the community’s highest priorities. Not every “good idea” will—or should—move forward if it detracts from more strategic initiatives.

We recognize that improvements and enhancements typically come at a cost, often reflected in higher assessments (HOA fees). To manage this, we are actively exploring ways to diversify revenue and shift part of the financial burden away from existing homeowners:

• Revenue from Outside Events: We’ve hired an experienced manager to help grow this revenue stream through better use of our facilities.

• Initiation Fee & Non-Resident Memberships: These ideas, which would require amendments to our governing documents, could provide significant new income sources. If adopted, they would shift some of the cost of future improvements to new owners and external members.

These are strategic, long-term solutions that reflect our commitment to fiscal responsibility and to enhancing the value of our community. I support this direction and look forward to continued input from our Villagers as we move forward together.

Association applications for Owner Alteration Requests for the month of June are due to the Architectural Committee on or before Friday, May 23. 

Call Elissa at the Corporation Yard office to obtain an application. The meeting date is scheduled for 9 a.m., Thursday, June 5, in Montgomery Center.

The three Villages Corporations (Club, Association and Homeowners’ Corporation) are preparing for this year’s elections and annual membership meetings. Elections will be conducted in May and June with election results announced at this year’s annual membership meetings to be held on Wednesday, June 11, 2025, at 4 p.m. at The Villages Clubhouse.

Club. The election will be held for two director positions (each for a term of three years) on The Villages Golf and Country Club (VGCC) Board of Directors. The Amended and Restated Bylaws of the Corporation provide that there shall be seven directors. The directors who will continue to serve during the ensuing year are Richard Zahner, Judy Owen, Larry Versaw, Diana Hallock, and Michelle Breslin. 

The Club’s Nominating Committee has announced Howie Blumstein, Mira Dytko, and Andy Altman as its candidates for election to the Board of Directors. 

Association. For the 2025 Director election there are two open director positions.  As of the established deadline for receiving nominations (March 31, 2025), the number of qualified candidates for election to the Board does not exceed the number of director positions available, and all requirements set forth in The Villages Association Election Rules, Sections 2.5 through 2.5.6, have been satisfied. As a result, Stephen Gilbert is the sole qualified candidate and is declared elected by acclamation to serve a three-year term, beginning immediately following the conclusion of the June 11 annual membership meeting. 

Further, The Villages Association will conduct a vote in May and June to vote on the Association Resolution regarding the refund of membership income exceeding membership expenses.

Homeowners. The Villages Homeowners’ Corporation will conduct a vote on The Homeowners’ Corporation Resolution, Excess of Membership Income Over Membership Expenses Refunded to Members and election to fill two director positions to serve three-year terms. 

The bylaws of the Homeowners’ Corporation provide that there will be five directors. Directors with expiring terms are Teddy Morse and Morton Cordell. Those who will continue to serve during the ensuing year are Rob Kirschbaum, Glen Seidel, and Larry McNary. 

 For the 2025 Director election there are two qualified candidates, Morton Cordell and Donna Ostheimer. Per Section 7.3 of the Second Amended and Restated Bylaws, if no additional candidates come forward as of May 1, 2025, at 5 p.m., they are to be declared elected by acclamation and will begin their terms as Directors on June 11, 2025, upon adjournment of the Annual Meeting of the Members.

The Special Open Meeting to count ballots under the direction of the Inspectors of Elections for all three corporate votes is scheduled for Tuesday, June 10, 2025, at 9:30 a.m. at Vineyard Center.

The Villages boards and management selected the McMahon Group in 2024 to create a three-year rolling strategic plan that incorporates every aspect of who we are as a Club and community—and what we aspire to be in the future. We have already defined our north star—to be the active country club community of choice for people age 55+ in the South Bay. The question before us is how do we get there—and where do we start? We start by asking honest and forward-thinking questions that lead us on a strategic path.

Since fall 2024, the McMahon Group has been working with the boards and management where hours have been spent in thought-provoking conversations. The current Villages 2025-2028 Strategic Plan reflects this initial exploration of our industry, our community, our culture, and our resolve to move us to a secure future. To date, the plan includes:

• Trends in the community/club industry

• Trends within our community and marketplace

• Refined statements on our direction and culture: Mission, Vision and Values

• Analysis of our strengths, weaknesses, opportunities and threats (SWOT)

• Top goals for the next immediate three years – becoming a rolling three-year outlook that evolves annually to guide future priorities

• Strategic initiatives, including action items, to meet our goals

The plan provides a framework, and now we move to the broader community—all 4000 of us—to further define The Villages. It will take everyone to fulfill our next three-year goals.

Top Goals:

1. Member/Resident Experience and Engagement: Offer relevant, social, and recreational experiences for all members by providing a broad variety of well-maintained amenities and engaging programming.
2. Master-Planned Facilities: Protect, preserve and grow the assets of the community through comprehensive capital planning that addresses obligatory and aspirational improvements within a unified facilities master plan.
3. Landscape and Fire Safety: Continue to implement the Landscape Plan to improve and coordinate appearance and to manage drought and fire-safety challenges.
4. Stewardship of Our Resources: Improve the approach to financial management to fund operations, aspirational facility improvements, capital reserves/obligatory maintenance and provide the resources to achieve our mission.

These goals are sensible, with our Vision in mind yet grounded in our mission—to provide a safe, attractive and well-maintained country club community for adults 55+, offering an active and enriching lifestyle for our residents. The Club Board commits to spending no more than is necessary and no less than is needed to achieve this.

• Safe, attractive, and a well-maintained country club come at a cost that we’ve worked diligently to define in the FY2025-26 budget so that we are aligned with this mission and confident that we will meet our objectives.

• To offer an active and enriching lifestyle for our residents means that our capital replacement funds must rise from the current $2.7 million in dues revenue to $3.9 million, or our ability to maintain this lifestyle will not be possible. The Club Board must remove constraints on club policies and bylaws in order for us to responsibly invest in The Villages. This investment will come back to all of us not only in our daily enjoyment of being a Villages member, but in our homes, increasing value by upwards of 20%.

We are optimistic about the path ahead. We have brought in incredible caretakers, and we continue to be wiser stewards of our resources. We have brought alongside the Villages Board and Villages Team leadership experienced partners—visionaries, financial advisors, wise counsel and mentors—to safeguard our future.

Questions?

Please contact the General Manager’s office by emailing Theresa Ostrander at tostrander@the-villages.com or by calling the team at (408) 223-4634.

More details

Focus groups begin Survey Phase of The Villages 2025-2028 Strategic Plan

GM Message – April 16, 2025

CBOD President’s Message – March 25, 2025

2025-2028 Strategic Plan

IRS Resolution Vote

Wednesday, June 11, 2025; 4 p.m.: The Villages Clubhouse

(California Civil Code Section 5115 (b)

Candidate Registration List: As certified by Michael Schwerin, President of The Association Board, the following Candidate Registration List contains a full and complete list of qualified candidate nominations received by the Association on or before March 31, 2025, at 9:00 a.m., the deadline established by the Board of Directors for receipt of nominations for the annual election of directors of the Association. 

List of Candidates:

Stephen Gilbert

8374 Riesling Way

Notice of Election Information: As of the published deadline for receiving nominations, the number of qualified candidates for election to the Board does not exceed the number of directors to be elected, as determined by the Inspectors of Elections. Additionally, all conditions outlined in The Villages Association Election Rules, Sections 2.5 through 2.5.6, have been met. Therefore, Stephen Gilbert, as the qualified candidate, will be placed on the agenda and may be declared elected by acclamation at the April 29, 2025, monthly meeting to serve a three-year term beginning at the close of the June 11, 2025, Annual Meeting. Furthermore, The Villages Association will hold a vote in May and June to elect directors and vote on the Association Resolution regarding the Excess of Membership Income Over Membership Expenses to be refunded to members.

The Villages Association maintains a Voter List.  Members are permitted to verify the accuracy of their individual information on the Voter List (California Civil Code Section 5105(a)(7). The Voter List is available for review in Business Administration Building A upon request. Please contact the General Manager’s office at (408) 223-4634. 

Ballots will be sent to all Members indicated on the Voter List on May 9, 2025. Ballots may be mailed or delivered to the following so long as the ballot is received no later than Monday, June 9, at 8:00 a.m.: The Villages Association, Bldg. A, 5000 Cribari Lane, San Jose, CA 95135

The ballots are scheduled to be opened and tabulated at an open Association Meeting on Tuesday, June 10, 2025, at 9:30 a.m. at Vineyard Center, 9100 Villages Fairway Drive, San Jose, CA 95135. The results of the vote will be announced at the 2025 Annual Meeting of Members, Wednesday, June 11, 2025, at 4 p.m. at The Villages main Clubhouse, 2800 Villages Fairway Drive, San Jose, CA  95135.

The Board Meeting Schedule provides the monthly Club, Association and Homeowners’ Board meetings–where, when, day and any pertinent information. Click the link above and go to the Board meeting details. If you see anything that is incorrect, please notify our Webmaster at webmaster@the-villages.com. 

The Annual Membership Meeting for all The Villages corporations is Wednesday, June 11 at 4 p.m. in the Clubhouse.

Association

• The Special Open Meeting to count ballots is Tuesday, June 10 at 9:30 a.m. in Vineyard Center.

• The Annual Membership Meeting for all The Villages corporations is Wednesday, June 11 at 4 p.m. in the Clubhouse.

• The Villages Association Board of Directors Organizational Meeting is Friday, June 13, from 9:30 to 10:30 a.m. in Montgomery Center.

• The Villages Association Board of Directors Monthly Board hybrid meeting is Tuesday, June 24 at 9:30 a.m. in Foothill Center and on Zoom.

Meeting ID: 917 8108 3392; Passcode: 223468; Dial: 1-669-900-6833; Join meeting here

• The Villages Association Board of Directors Study Session Re: Policy, Procedure and Rule Changes is Tuesday, July 15, from 9 a.m. to 12 p.m. in Foothill Center.

Club

• The Annual Membership Meeting for all The Villages corporations is Wednesday, June 11 at 4 p.m. in the Clubhouse.

• The Villages Golf & Country Club Board of Directors Organizational Meeting is Friday, June 13 from 11 a.m. to 12 p.m. in Montgomery Center.

• The Villages Golf & Country Club Board of Directors Study Session Re: CPo 305 is Tuesday, June 17 at 2 p.m. in Foothill Center.

• The Villages Golf & Country Club Board of Directors Regular Meeting is Tuesday, June 24 at 1:30 p.m. in Foothill Center and on Zoom.

Meeting ID: 961 5036 4740; Passcode: 260616; Dial: 1-669-900-6833; Join meeting here

Homeowners’

• The Annual Membership Meeting for all The Villages corporations is Wednesday, June 11 at 4 p.m. in the Clubhouse.

• The Villages Homeowners’ Corporation Board of Directors FY 24/25 Quarterly and Organizational Meeting is Thursday, June 12 at 9 a.m. at Montgomery Center.

For the full meeting schedule, please refer to the Events Calendar on the Member Portal.

Spring is here. Flowers are blooming and Villagers are ready to enjoy our outdoor amenities, including beautiful tennis and pickleball courts and a new bocce court complex. Our golf courses are refreshed with new bunkers where the sand is so beautifully white that it makes you want to bring out your sunglasses. I continue to be impressed when I drive into The Villages down Villages Parkway and view these outdoor amenities. 

As your governing Board, spring is a time for us to look back at our goals and objectives and see what we need to complete before the new board takes office in June. It’s also a time for us to set the goals for next year to keep continuity. 

1) Working with the Club and Association boards to present a united front for our community is an ongoing commitment for us and one we are proud to say we are accomplishing.

2) We tried something new this year, having board directors serve as non-voting chairs of our two committees, Architectural Control, and the Estates District Advisory Committee. This action served its purpose this year to help in committee organization. We are, however, proposing for next year to give ourselves the option of appointing Board directors or committee members as chairs. Flexibility to make sure the committees meet the needs of the community, and the Board is our goal in determining chair appointments. 

3) Community communication is a continual goal for us. We accomplish this through periodic emails updating homeowners on pertinent information, providing welcome letters to new residents and participating in New Resident Orientation. Today’s social is a goal we’ve carried over for a few years now and are thrilled to finally be able to accomplish it. 

4) Management did some great work on the budget this year separating the funds of the three corporations so that in the future when all the required legal steps are taken, homeowners will pay their fair share of Villages amenity expenses, but only their share. This has been a personal goal of mine as a Board director for several years, so I am excited to see this budget step made.

5) The goal we are carrying forward to next year that we couldn’t accomplish this year is legal review and a membership vote on our governing documents. There have been unforeseen delays in this effort, but I am confident that the 2025-2026 Board will complete this project. 

In closing, we are beginning the recruitment process to fill two vacancies on the Board. Advertising begins this month. I have served on the Board for three terms and though I am eligible to run for another term, I am stepping aside and encouraging others to consider serving on the Board. I’ve learned so much in my nine years, met many wonderful people, been challenged a lot, but it has been a rewarding volunteer experience. I look forward to seeing what the next directors can accomplish.

—Teddy Morse, Homeowners’ Corporation Board President