WOODALLSCM.com May 2018 - 31 24 months in advance. The nightly fee will run somewhere between 200-250 Euros (about $250-$300) whereas a regular site is 40-70 Euros. WCM: What’s the secret to Leadings success? Schueuermann: Leadings tells the story of a brand. That story is excep- tional quality across the brand, in every Leadings’ park, in every country. To that point, Leadings members know that the brand can be damaged. We’ve had over a dozen parks exit the program due to inability to meet qual- ity standards. Being a LeadingCamp- ings of Europe member is not a trophy to add to an awards cabinet, but a promise to work on the ongoing process of continuous improvement. — Evanne Schmarder WCM LeadingCampings’ Norwegian member Hallingdal Feriepark. Three Generations —from page 28 Since that time, Josh said he and his siblings have taken turns learning and managing the different “back of the house” functions like insurance, HR and payroll, whilestillspendingplentyoftimeonthefront linesansweringphones,cleaningcabinsand talking to guests. “Learning the nuts-and-bolts has allowed us to grow and develop a good understand- ing of all aspects of running a modern campground,” said Josh. “By all of us being exposed to the different elements from administrative to operational, it allows us to all be informed and make decisions.” When it comes to what specific roles family members ultimately play, Bell’s advice is to have a flexible mindset in order to do what is best and needed for the business at any given stage. Collaboration and understanding are also key. “Working within a family business dy- namic is not always easy and brings with it extra communication challenges not often seen in a normal business environment,” he said. “In our case we’re excited that being involved in outdoor hospitality is something we all really enjoy doing — and it allows us to work together to not only keep what was started 50 years ago, but an opportunity to see where we can go in the next 50 years.” As a third-generation business with some familymembershands-onandothersasnon- active shareholders, joining a local family business forum has been invaluable for KEI. “In the last 15 years, I would say the most influential and valuable outside counsel for us was participation in a family business forum, where you have the opportunity to regularly meet with other multi-generational family businesses,” said Josh. “It’s given us an opportunity to learn from professionals whoconsulttofamilybusinesses,talktofam- ily business owners in similar situations but different industries, and it helped us to set up a good family governance structure, and a set of policies and procedures.” Succession planning for the Bell family continues to be an active process that takes time, according to Josh. “We recognized two important issues early on when the third generation joined the business,”hesaid.“Thefirstwasrecognizing that in order to transition the economic ownership of the business from the first generation through the second, down to the third and beyond was going to take time to avoid triggering big tax or estate expenses,” he said. “The second issue was identifying that if we wanted to support several family members and future generations in the business,wewouldneedtogrowbeyondjust operating the San Diego KOA.” As a result, the Bell family has set up a combination of estate gifting programs, shareholder stock programs and manage- ment incentives that allow them to drip feed the transfer of ownership to multiple genera- tions.Concurrently,anewstrategicplanwas developed five years ago and as a result there are now six KEI properties in the portfolio and some of those assets are starting off in the third-generation estates. As for the day-to-day, the Bells hold a weekly senior management meeting for active family members. More formal family board meetings are held on a quarterly basis and an annual shareholder meeting involves active family members and shareholders. “We now actively update 5-, 10- and 20- year plans to what we want our family governance to look like, what our short- and long-term growth plans are — and most importantly, to track the intentions and wishesforfamilymembersthatareinvolved,” said Josh. “KEI also gets a third party evaluation, an appraisal, every two years concerning the value of our property.” — Leanne Phillips WCM Josh Bell Members of the Campground Owners of NewYork(CONY)welcomedrepresentatives from more than 50 campgrounds and 30 vendor companies during the 2018 CONY Zone Meetings, held March 19-21, in Albany, Auburn and Batavia, N.Y., according to a press release. The zone meetings, held annually in the spring across New York, offer a chance for owners to meet, discuss and prepare for the upcoming camping season. CONY staff and the board of directors outlined the previous years’ accomplish- mentsandprovidedmemberswiththelatest news and information on a variety of topics for the upcoming season, including CONY membership and marketing programs, legislative issues affecting the outdoor hos- pitality industry and new trends/information on New York tourism. Each day also featured a trade show. “The 2018 Zone Meetings, as always, were three full days of informative program- mingforallthosewhoattended,”saidDonald Bennett, Jr., president and CEO of CONY. “EachyearIlookforwardtomeetingwithour members’andsharingwiththemalltheexcit- ing opportunities available to them via their membershipwithCONY.Wecoveralotoftop- ics at these meetings and we always look forward to celebrating the start of a new camping season with our members.” In addition to the Spring Zone Meetings, CONY also hosts its annual exposition for the outdoor hospitality industry each November, attheconclusionofthecampingseason.This year’s expo will take place Nov. 7-10 at Turning Stone Resort in Verona, N.Y. WCM CONYHostsSpringZoneMeetings CONY saw good turnout at spring zone meetings.