One item I would like to discuss in such a
general setting is about the possible creation of a 'balanced scorecard' to guide our investment decisions. If you are unfamiliar with it, I can lead off and set the discussion up. Most major companies use it these days. At intel we had
four major categories that we ensure we were paying attention to which I will kind of translate on the quick here for us to get a feel for what I'm talking about::
Keep the Business Running - our Reserve and our management / maintenance contracts are set up to do this, right? Elevator a great example.
Keep the Business Evolving - Are we doing enough to Keep the Vaux 'best in class' so that owners now and in the future feel that investment in a Unit is not only a great thing in our livability but also a great investment. Examples familiar to us in recent discussions would be EV Charging, Security (to reflect these new times), Art, Landscaping etc....
Make the Business a Best Place to Work - translated to Vaux might be Make the Vaux Best Place to Live (social stuff, welcome stuff, a hint of the above two items etc...),
Keep the Business Financially Viable - in our case, this means that manage our Reserve Fund and Operational Budgets exquisitely.
In our planning process, we ensured that we were equally (or correctly) invested in all of these area.
In our Year in Review, discussions, we graded our performance against these and shared them with our stakeholders.
Maybe 20 minutes? I could put a few slides together and facilitate the discussion. One of the outcomes, should we like this, would be how to incorporate this into our planning processes,
thanks
Joe