Prime Areas of Concern and Needed Improvement

Enhancing Board Relations and Cooperative Governance

The Board of Directors holds a crucial fiduciary responsibility towards our association, ensuring governance in full alignment with our CC&Rs, bylaws, and applicable state and federal laws. However, recent observations indicate a growing distrust among members towards the Board, undermining the collective effort required to advance our community's interests. It is imperative to restore this trust, emphasizing the Board's role as servant leaders dedicated to transparently managing the association's affairs. Decision-making, especially on significant financial matters, must be inclusive, seeking the broader membership's input through democratic processes. If elected, I pledge to champion clear, direct communication, thereby dispelling misconceptions and fostering a culture of openness and mutual respect.

Clubhouse Renovation

The urgent need for our clubhouse's renovation is undeniable. This vital asset is nearing the end of its operational lifespan, necessitating thoughtful consideration of our next steps. The debate often centers around the extent of renovations, related costs, and the association's financial capacity. Inaction is not a viable option. We must present the membership with a tiered approach of options, from minimal health and safety work to more extensive rehab of the building.

Once we have some valid options with reasonable estimates, they should be presented to the membership through a vote of which path to take.

By evaluating these options against our financial capabilities, we can make an informed decision that reflects the collective will of our members.

Fortifying Operational and Fiscal Health

My goal is to judiciously manage the annual membership fees, striving to minimize increases without compromising on quality and service. The recent consolidation of clubhouse and bar operations into a singular financial entity marks a positive step towards more efficient management practices. Proper tracking of food and beverage costs, coupled with necessary pricing adjustments, will transform these operations into fiscally stable amenities. Strengthening our operational divisions—whether through revenue enhancement or cost reduction—requires continuous evaluation and agile implementation of effective strategies across all amenities, including the golf course and Equestrian Center. As a previous Budget and Finance Committee member, I understand the importance of the organization improving its fiscal health, in this regard I will seek to increase our reserves. Furthermore, during my 28 year tenure at The Housing Authority of the City of Santa Barbara, including 8 as the executive director/CEO, the agency has increased its reserve fund balance from $37.7 million to $79.9 million and grown our annual operating budget from $10 million to $46 million with regular surpluses added to reserves due to proper fiscal management.

Environmental Stewardship

I believe we have a responsibility to respect and protect our beautiful mountain community. We need to work with local agencies and within our POA rules to protect the welfare of our wildlife and ensure the health of our green space. Through grants, budgeting and education we must ensure we are taking every measure to promote fire safety in our community. Significant storms and the potential for earthquakes have also shown us the needs of fortifying our emergency response and preparedness. As a member of Pine Mountain Club Radio Safety Net and HAM Radio Club (general class license holder - KO6BZI), I consider our safety during an emergency is of the utmost importance. As a board member I will work vigilantly to enhance safety services, and improve education and communication with both residents and visitors.

These positions reflect my commitment to proactive leadership, fiscal prudence, and a collaborative approach to governance, aiming to enhance the well-being and prosperity of the Pine Mountain Club community.