Darcy H. Jennings
LOW Residence: Section 14
Introduction/Family: Three supportive grown children, in NY, Alexandria and Richmond. 5 grandchildren. My husband of 45 years passed away in January after a prolonged battle with Alzheimer's disease.
Education and Training: BA in English with a double major in History (1974)
MBA with a focus on Marketing (1984) graduated with honors.
Master of Education - Courses (1990s)
Career History: Worked 40 plus years in nonprofit programs or organizations, primarily as Director of large church-based preschools. Worked part-time when my children were very young because my husband traveled extensively with his job.
Started up a brand-new Preschool program that included 250 families and a staff of 25. This included writing mission statements, by-laws, full curriculums for three age groups of children. The job responsibilities included all HR related issues, budgets, starting and continuing a parent education program, building a teacher resource library, offering continuing education for all staff and encouraged staff education beyond BA or BS degrees. Initiated new programs to fit the needs of each program. Was president of the Fairfax County Church Preschool Director Program that included directors from over 20 county preschools. I also became an expert on plumbing and electrical issues as needed and the most challenging part was dealing with parents, primarily because of the premise that there are ¨exceptional children and then there are other people's children¨.
Served as the communication expert for the Food Allergy and Anaphylaxis Network (FAAN), where I established a nationwide support group, co-authored a children's book on food allergy bullying, and published articles in monthly newsletters. Collaborated with an advisory group of doctors, researchers, and food experts to serve families of children with food allergies. Assisted parents in meeting congressional delegates on Capitol Hill and contributed to food labeling legislation.
Community Service: I actively participated in my children's schools as PTA president at two different schools and as band parent group president, liaising with faculty, parents, and administrators, and fundraising extensively.
At the Lake, I've been involved with various organizations including Lionesses, Childhelp, two book clubs and political groups. I also organize a weekly trivia group. During Covid, my husband and I started socially distanced Monday meetings at 5:00 in our cul-de-sac. This neighborhood group continues to meet each week, weather permitting, and which has expanded to include neighbors from nearby streets.
LOWA Committees: I have been part of the Pools and Community Activities Committee for 5+ years. I joined the LGA, mostly still enjoying the Farm Team, been part of AARP, etc. I have attended many other committee meetings to observe and learn the varied roles of the 22 committees here at the lake to have a better understanding of the needs and responsibilities of each group.
Clubs and Organizations: Lioness, LGA, Child Help, many card groups, craft and art groups, water aerobics and other groups for fun or to help.
Why do you want to serve on the Board?
I aim to bring a commonsense approach, diverse viewpoints, and better communication to improve community relations and address member concerns.
Other Reasons for Wanting to Serve on the Board:
1. Community Engagement and Decision-Making: Enhance listening to the community and apply common sense in board decisions.
2. Improved Communication: Address misunderstandings about board decisions to rebuild trust within the community.
3. Valuing Committee Input: Ensure community committees' advice is considered in decision-making to justify their existence.
4. Respect Community Groups: Support the many kinds of community groups and their activities without disruption.
5. Adapt to Demographic Changes: Address the needs of growing populations within LOW and adapt to the evolving community demographics.
6. Financial Concerns: Address concerns about the food and beverage deficits, while still taking into consideration that these are important amenities to this community.
7. Innovative Marketing: Develop new marketing strategies to financially support struggling amenities.
What personal strengths do you think you bring to the Board of Directors?
I offer a unique perspective that goes beyond finances. Although I have a good understanding of finances, I believe in considering community values too. Profitability shouldn't be the only focus. A notable example is the decision to shorten Fareways' winter hours with less than 12 hours' notice, which led to the immediate cancellation of Trivia night. The rationale was based on profitability concerns. However, it is important to note that there were 65 attendees present on the night Trivia was discontinued for an unforeseen amount of time. The camaraderie fostered through Trivia and many other community activities transcends mere profitability. Such activities are essential in maintaining what residents consider a positive aspect of living in this community. This brings me back to applying a simple common-sense approach and the importance of looking at the whole picture, not just one area. ¨Community¨ is part of what makes LOW a great place to live.
What do you think is the most pressing issue facing LOWA?
Allocate budgets wisely while offering excellent community amenities and keeping annual assessment increases minimal.
Another possibility might be to explore new revenue streams which could be helpful as the population diversifies. These initiatives could support present amenities while aligning with the evolving needs of LOW members. Efficient budget allocation while safeguarding existing amenities could also enable the introduction of new services. Innovative revenue streams could provide funding hopefully without increasing costs significantly. Exploring these measures would foster a thriving and inclusive community experience for all members.
What do you see as the most important short- and long-term goals for the LOWA community?
Amenity budgeting: Allocate and monitor budgets effectively. Offer more transparency on the possibility of deficits throughout the year to the community.
Member dissatisfaction: Tackle growing dissatisfaction among members and groups by addressing issues more promptly. Use a more common-sense approach and allow communications to be kept simple for easier understanding. In advertising a product must be mentioned (and absorbed) at least seven times before a need or desire for a product is understood and possibly desired.
Referendum Voting Participation: Bring simplified versions of referendums to the public. They have access to formal language but may lack a clear understanding. Engage people as they do their daily activities like visiting the dog park, sports events, fitness classes, school bus stops, and community gatherings, like families waiting in line for Halloween treats on the point.
Use well-publicized incentives. Use the video boards, especially the one outside the Community Center. Possibly have a moveable version that can be placed at LOW events.
Amend the Bylaws to allow a simple majority to pass any referendum, removing the need for numerous positive votes based on the number of lots in the community, which is confusing. Of course, this change requires a referendum which has proven to be challenging in the recent past.
Consistent Communications: Provide timely and specific responses to community concerns. There was a misunderstanding regarding the plans to attach room fees for groups with events in the Clubhouse, which persisted for 7 months, and left community members confused and dissatisfied. Addressing this situation promptly would have benefited all affected parties.
Leveraging Community Expertise: Utilize the knowledge and experience of retired community members to address various community issues. Seeking advice from these in-house experts can provide valuable insights and options, often at a lower cost than hiring external firms for comprehensive reviews.
Review and understand the space and storage needs for future development. Presently the Ad Hoc committee is exploring various options for future community amenities. Reports should be given to the public to help prioritize long range goals, as a community, not just small task forces. Include members with relevant expertise to help throughout this process.
Explore other revenue streams to help with budget deficits to help keep the annual assessment reasonable each year. People tend to care more about their pocketbooks than most issues. A balance between serving the community in the best ways possible AND keeping costs down is ideal, although almost impossible to achieve.
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