Lake Barcroft History Book

delivery, as just one means of controlling algae. In addition,
LBWID issues bulletins covering such diverse topics as
instructions on building a seawall, the basics of lawn care,
composting, gypsy moth control and control of geese. The list
of LBWID’s responsibilities is long, but all of them are directed
at safeguarding the Lake Barcroft watershed and ultimately
Chesapeake Bay.
Section 319 of the federal Clean Water Act provides for the
development of Best Management Practices (BMPs) to control
nonpoint, that is general, pollution. As a result of the tireless
efforts of LBWID’s trustees and director of operations, the
Environmental Protection Agency (EPA) has issued 319 grants
to the WID for implementation of practices appropriate for
use by older urban communities elsewhere in America. Various
agencies and landowners cooperated to undertake projects in
the entire upstream 14.5-square-mile watershed. Between
1995 and 2000, the total contributions by the EPA (60
percent) and LBWID (40 percent) that were used to
demonstrate urban BMPs amounted to $875,000. In 1999,
the state conferred on LBWID a Virginia Watershed Award
for the development of Best Management Practices under
EPA grants.
In 1988, the board of directors of both LABARCA and
BARLAMA voted to merge the two organizations into the
Lake Barcroft Association (LBA). Ron Oxley, Larry Nixon and
Loren Hershey prepared a feasibility study, and the presidents
of the two organizations, Sam Rothman and Pat DiVito,
endorsed the concept. The goal was to create a single entity
that would eliminate conflicts, enhance residents’ participation
in community affairs, provide one board of directors and
create a single balance sheet with sufficient funds to continue
lake activities.
Unfortunately, a personal-injury lawsuit against the two
organizations put the merger on hold. In 1987, a young man
injured himself during the swimming leg of a LABARCAsponsored
triathlon. Even though he had signed a liability
release form, there was some confusion about actual liability
and blame. BARLAMA’s insurance company eventually settled
the suit in 1989, and LABARCA’s did the same in 1991. With
the final obstacle removed, substantial majorities of both
memberships approved the merger on February 4, 1992. The
assets of LABARCA were transferred to BARLAMA, and the
name was changed to LBA. Members elected T.J. Glauthier as
president and Trippi Penland as vice president of the newly
merged association. Thereafter, a single community
organization represented the members on issues concerning the
lake and routine community affairs: safety, security, social
events, publications and neighborhood improvements.
Throughout the long history of the community association.
Marykathlyn Kubat, followed by her daughter, Chris Lawson,
have been the lake managers overseeing the general
administration of the association.
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The Lake Barcroft Recreation Center, another popular and
highly visible organization, was also forced to make some
changes. After almost eighteen years of operation, the Lake
Barcroft Recreation Corporation faced a dilemma. Although
the Recreation Center had spawned successful swimming and
tennis teams, the facility itself had deteriorated. In particular,
the tennis courts were in need of repair, and the swimming
pool pumps required replacement—all of which entailed costs
well above the anticipated income from membership dues.
One proposal offered to build new clay courts for the
Recreation Center in return for erecting a commercially
managed bubble for indoor play during the winter months. A
survey conducted in 1995 indicated strong opposition to the
year-round tennis facility, however, and the concept was
dropped from consideration. With no other suggestions and
no resources for the additional funds needed, the Recreation
Center was forced to close its doors. The ultimate fate of Parcel
A will probably be the construction of some single family
dwellings, which will be a part of Lake Barcroft.
Nature and the Environment
So much had been accomplished up to 1975 that some
complacency may have set in thereafter—a bust after the
community’s earlier boom. In 1979, an article in the Lake
Barcroft Newsletter pointed out that the community’s overall
appearance had deteriorated, and the author called for Lake
Barcroft to “pull up its socks.” In 1982, another resident,
noting the tenth anniversary of Hurricane Agnes questioned
whether community spirit was waning. As evidence, he cited
the meager turnout at LABARCA’s quarterly meeting: 38
attendees, representing less than 2 percent of all households.
He also noted the general deterioration of property care
and maintenance.
Much of the lasting beauty of Lake Barcroft can be traced to
individual efforts by its early settlers, but eventually the
overwhelming volunteerism of the past diminished.
Community leaders recognized the need to find another way
to maintain the common grounds as well as private lots. In
1985, the LABARCA Improvements Committee requested
donations needed to cover a budget gap. Six individuals who
were interested in starting an Improvements Program donated
$1,528. More than 275 families followed their lead and sent in
checks, mostly in the amount of $25, resulting in $7,000 in
contributions to be used for landscaping and beach
improvements. Residents living on Lakeview and Waterway
Drives contributed $1,425 to pay for mowing median strips.
By their positive response to the Improvements Program,
Barcrofters essentially issued a mandate to LABARCA: they
wanted results, not excuses.
The ensuing changes were dramatic. Gardeners rehabilitated
the shoddy and overgrown entrance at Aqua Terrace, and the
committee instituted a continuing maintenance program.