The items are in no particular order.  Some things were approved by the Board;  others
are operational items and were accomplished by Pam, our previous manager and by Liz,
our current manager.  Many small things have not been included.

The Pools:
     - salt system used for Rec Ctr pool broke; purple stain soon appeared in the pool
     - pool at Rec Ct acid cleaned to remove purple stain; cost $750
     - Rec Ctr spa tile repaired
     - all pools and spas had sand replaced in the filters; one new filter was installed; cost
          approximately $5200
     - numerous repairs were made to the pools and spas to the tune of about $12,000
     - new heater for spa and for pool at Rec Ctr; cost $1500 each
     - new HW heater installed in the Coves pool room
     - H2O pool company’s contract was cancelled; Aquatic Pool Systems hired and you
        all have seen the improvements in the pools and pool areas

The Lakes:
     - a severe algae problem developed in our lakes; a company was hired and then
          quit after two months;  another company was hired to manage the lakes 
     - aerators were installed in Lake 8; cost almost $10,000
     - new fountain installed in Lake 1; cost $5000
     - 2 benches were placed around Lake 8		
     - boat inspection began and was required to obtain the required yearly  sticker 
     - 3 galvanized cages were made and installed over water inlets/pumps in Lakes 6 and 8 
     - 2 metal cages were made to cover intake pumps in Lake 6 and 8
     - 300 grass-eating carp were added to the Lakes; cost $3200

Landscaping:
     - granite was added to the east end of the Yacht Club; some was also put in the Gardens
     - a landscaping plan to plant trees and shrubs is being developed
     - we have around 370 palm trees; these were trimmed  in the spring; cost $25 per tree	
     - grass area behind the Management Office converted to granite
     - Scapes landscaper was rehired; two committee members & manager work closely with
        the owner

Maintenance:
     - misters were added to the horseshoe pits
     - 15 minute timers were placed on the spas; several were broken and replaced
     - volunteers tiled the kitchen floor in the Management Office and tiled the floor
          in front of the serving window in the Yacht Club 
     - the inside of the Yacht Club was painted under direction of J. Bayus, H. Penn
          and their group of volunteers, speakers relocated,
          sound boards covered, new ones added; cost paid out of activity fund
     - several new awnings were installed at the Rec Ctr; cost $2400
     - 2 new gas grills were installed at the Yacht Club; cost $350 total	
     - volunteers repaired numerous items at VL; cost was in excess of $20,000
     - new wiring for the outside lights at the Yacht Club; repairs made at Rec Ctr; cost
          over $5000; 2 backflow systems were checked; cost $25 each;  repairs made to
          several for $3000 total

General:
     - a 2005 VL Directory was printed and made available to residents for $1.00
     - 10 additional new tables were added to the Yacht Club
     - a new sign was installed at the entrance to the Yacht Club; $250
     - a management company was hired and their contract terminated after 8 months;
          Ventana Lakes was again returned to self management; savings in doing this was
          around $25,000
     - the Board outsourced VLPOA’s  book keeping; Colby Management hired in mid
          August
     - Lake 1 fences were repaired and painted; cost shared by homeowners who live along
          Lake 1
     - sound system was updated
     - billiard tables were recovered
     - the Board coped with a recall process for a board member; recall process was
          unsuccessful; cost close to $2500.  This issue caused a division in the community;
          time is needed to heal the unrest the recall process created
     - we changed administrative assistants 4 times; we now have a stable staff 
     - we hired a new activities director
     - home owners were sent age verification forms to complete so the Office can assure
          HUD we meet the requirements for adult community status; work still continues on
          this project
     - for the first time in history assessment dues were raised above 5% to  7.9%; money
          from the sale of homes will now go into our master Reserve account; Gardens
          assessment was also increased; As VLPOA is unable to attract volunteers who are
          willing to help with maintenance, the assessment dues will probably have to increase
          to cover the cost of maintenance personnel who will become employees.  In addition,
          vendors have increased their cost of doing business.
     - new flags were purchased; cost of the big one is over $350
     - a contract was signed with Verizon for a cell tower to be built in 2006
     - work progresses in making the Management Office a bona fide office;  appointment
          are being requested; hours that the office is open have been set and will slightly change
          in the near future; a 24 hour call in line to get messages and announcements is in effect,
          566-4641 
     - the Board of Directors reinvested CDs that matured in 2005 into new CDs that had a
          higher rate of interest.  
     - The Board of Directors added $10,930 each month to the Master Reserve Fund.  Used
          from the Reserve fund for facility/amenities updates and maintenance was $25,000.

A note to residents:  
Many requests cannot be acted upon immediately.  Many residents seem to think they
should be.  A request received by the Office staff becomes a work order. The work order
is entered into a database.  The appropriate person is notified of the request.  The person
to do the work has to work the request into his/her timetable of work.  When outside
vendors are needed, they too have timetables for scheduling work.  They arrange to come
as soon as possible unless the situation is an emergency. 

Since residents do not know about the time frames, telling Liz or yelling at her,
threatening her and stating she is not doing her job is non productive.  The work is getting
done, often slowly, but it is getting done.  There is no way to control the time schedules
of others.  

Once the work order is complete, a member of the involved committee if there is an
involvement or Liz will check for completion.  If all is deemed OK, then an entry is made
into the database stating the work has been completed.