BY MAYNARD GOLDMAN
Ken ready to leave for the
weekend / Richard Sachs
“It’s your nickel…” Those of us who spoke to Ken regularly were often greeted with that line when he answered his phone. It was indicative of his infectious sense of humor, which was put to good use in private and in public meetings when the temperature might rise due to the intensity of ongoing discussions.
Ken came to Eastman late in 2001 after the previous general manager (GM) retired. A committee of key Board members was formed to conduct a search for a replacement and collected r.sum.s from around the country. Three candidates were selected as finalists, and Ken emerged as the unanimous recommendation. The selection was made in August, just prior to the 9/11 attacks. Ken was vacationing in Florida on that date and remembers the sadness that accompanied his return. The Lebanon city manager and the Eastman Community Association (ECA) negotiated an arrangement whereby Ken worked 20 hours per week in Lebanon and 20 hours at Eastman for several months. He began his full-time service here in December 2001.
Ken was born and grew up in Maine and actually has had three careers. He earned a two-year degree in graphic design but realized there was much more available to him farther afield. He talked his way into a political job with the governor of Maine and then made the fateful decision to join the Air Force, which recognized his innate skills and sent him back to school and to officer training school. He studied accounting and economics, received a degree in logistics, and retired as a captain with an extraordinary background, having served on multiple bases around the world and learning almost every aspect of construction and project management. He then joined the Reserves and has given over 40 years of his life to the military.
Ken re-entered civilian life as public works director in Waterville, ME, and transferred to a similar position in Lebanon, NH. When the position at Eastman became available, he decided to take a shot and, as they say, “the rest is history.”
It is easy to roam around our community and see the physical changes that have been shaped during Ken’s tenure. The South Cove Activity Center, the renovation of The Center at Eastman, and the recently completed Maintenance Center are obvious. But there were other important projects over the last 18 years, including a golf course irrigation system, a new tennis facility, and pickleball courts, among others. Ken also recognized the value of a Lake Host program and supported our efforts to be included in this statewide program from the very beginning. The establishment of the Eastman Charitable Foundation and the Eastman Community Nurse Program in cooperation with the Lake Sunapee Region Visiting Nurse Association were two other initiatives under his aegis.
Ken was always cognizant of land-use issues throughout Eastman and made it his business to see that we acquired several major pieces of property owned by abutters, as well as some that were located inside our boundaries. Among these were the Heath Forest, “upper” John’s Glen, and Heron Island. In addition, he was the point-person for the ECA in our discussions with the Hanslins (the family of the original developer) to acquire the many pieces of property they had retained throughout the community, from little slivers to much larger tracts. Thanks to his tenacity, these efforts proved successful.
Despite these many initiatives, it is likely that Ken’s greatest achievements were behind the scenes and almost invisible to those who weren’t directly involved. These were matters that were vital to the social fabric and financial well-being of our community. One important example was the advancement of Eastman’s first strategic plan. The Board initially met to discuss the development of a plan, and these discussions morphed into a more formal process called Plan 2020.
Those efforts actually began in 2011 and involved countless volunteers, dedicated staff, and incredible determination to pull off. It took 15 months of effort to bring the draft plan back to the Board for approval. There were surveys and community forums which supported the efforts and led to the creation of vision and mission statements. When the plan was finished, Ken reorganized the management staff to match the structure of the proposal. Recently that plan has been updated into Plan 2030.
Ken also spent untold hours developing the annual ECA budget and had an encyclopedic memory of virtually every entry throughout the entire year. He also led our efforts to restructure our capital and operating reserves, which allowed us to plan more efficiently and do a better job of monitoring our resources.
It is worth noting that Ken’s key staff have been in their positions for a total of approximately 65 years, an amazing record. He is leaving a core staff of talented and dedicated people who will ably assist our new GM as we move into our 50th year.
Several other significant developments occurred during Ken’s tenure. The first was the decision to contract with a professional employer organization (PEO), whereby ECA transferred all employees to ADP but retained full management control. This was a new concept at the time but gave ECA greater control of health care costs and provided Eastman with additional talent and support. The second was the Board decision to impose a fee on property transfers to bolster our capital reserve accounts. ECA has collected almost $5 million from this revenue source, which has been critical to our community’s financial well-being.
One of the things that impressed me most about Ken was his detailed knowledge of Eastman’s Declaration of Covenants and Restrictions. As a lawyer, I found these difficult to navigate, but Ken had them down perfectly and knew where to find every clause. He also had an excellent sense for the legal implications of these provisions and was astute in how to approach these legal concerns.
Ken’s work ethic was also amazing. It often appeared that he didn’t sleep. I was an early riser, but after the advent of e-mail I would often awake to a blizzard of messages with time stamps in the wee hours, seven days a week. Breakfast was our meal of choice, and we alternated between McKenna’s in New London and The Fort in Lebanon. Many cups of coffee, discussion and good laughs were the order of the day. Ken has treasured the friendships he made here and mentioned that one of his great sorrows were the friends who have passed along the way. One of the interesting facts is that all of the Board presidents with whom he worked are still alive!
Of course, everything was not a bowl of cherries. Not long after he arrived, the community experienced the tragic 2003 platform tennis accident in which one resident died and several others were badly hurt. Ken was devastated by this event and was critical to the healing process and the display of community solidarity which evolved. This also led to his becoming Grantham’s assistant emergency management director, a position he has held until this day and which he will relinquish to our new GM.
In talking to his key staff, they unfailingly appreciate his ability to mentor by giving them responsibility for doing their jobs but always being there to respond to ideas and to provide advice and counsel. They also remember his sense of humor and ability to “lower the temperature” by making a humorous remark at just the right time. Several said they couldn’t remember ever seeing Ken angry or in a bad mood, even during the times he was dealing with serious personal health issues.
One of Ken’s most important mantras was, “I’ll be out and about,” which means management by walking or driving around. He probably covered thousands of miles over the years as he traveled all of Eastman to see and hear what was happening. I think he was happiest when he was in the “trailers” as the owners’ representative during both the building of South Cove and the renovation of The Center. This allowed him to use all his experience and expertise in working with the architects and contractors to ensure Eastman was getting the best deal for the money spend. Plus, we didn’t have to pay for someone else to perform this important function.
Ken now has six grandchildren, three boys and three girls, ranging in age from 6 to 22 years. As he looks forward to a well-earned retirement, he is planning to furnish a new condominium in Ocala, FL, where he will spend his winters. He plans to summer on Lake Salem in Derby, VT, in the Northeast Kingdom.
Ken has also taken a keen interest in a new hobby, outdoor photography, specializing in landscapes and wildlife. If I know Ken, this is likely to turn into a profit-making enterprise and even a fourth career.
On behalf of the residents of Eastman I would like to raise a virtual toast to this remarkable man:
Words can never express our thanks for your extraordinary efforts through all these years…the friendships, the laughs, the many successes you achieved. You have left us with a lifetime of memories and an incredible base on which to build. To many years of health, happiness, and continued success. We look forward to seeing you when the world returns to a more comfortable place. Here’s to you, Ken…. Our GM for all seasons!
Maynard Goldman and his wife, Sue, bought their Eastman condo when it was still a slab in West Cove overlooking the bridge in 1982. They are now in their Eastman third home. Maynard served 12 years on the Board, 10 of them as president during, Ken Ryder’s tenure as GM. “We began as colleagues and became good friends during that time. It was my great pleasure to work closely with Ken during this exciting time at Eastman.”
Farewell
BY KEN RYDER
The time has come to say goodbye, but before I travel off into the sunset, let me share some thoughts about what Eastman has meant to me and a little about my future plans.
It seems like yesterday that I was attending my first major function at Eastman, my meet and greet in the old Draper Room. That function remains vivid in my heart and mind. If you weren’t there, imagine me at 5 feet 4 inches tall standing next to Bob Friday, the chair of the General Manager Selection Committee and vice president of the Board who was 6 feet 5 inches. It was a funny sight to see.
The prime reason I wanted to come to Eastman was interaction with people, and that event demonstrated I made the right decision. Throughout my 18 years, interaction with the owners and guests has been one of the pleasures of serving Eastman.
What impressed me at the welcome to Eastman event was the volunteer spirit, the same spirit that is shining brightly as we all deal with COVID-19. As I’m writing this farewell, I’m working remotely from my future summer home in Debry, VT, and monitoring and participating in ECA’s day-to-day operations. To no one’s surprise, many, many volunteers are stepping up to do what can be done during this national emergency. So, one of the many things I need to say before departing – thank you to all the volunteers in Eastman who make leaving so difficult for me.
I’m very proud to have played a small part in making Eastman a very special place these past 18 years. But I’m the proudest of the team of employees I leave behind. They put Eastman first each and every day and have made my job so easy. The legacy of teamwork between staff and volunteers is solid and will continue into the future.
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