MARK ROSENBAUM—Q&A
WHAT ARE THE TOP THREE CHANGES IN THE WAY WE AND THE BOARD MANAGES OUR AFFAIRS AT FC AND WHAT CHANGES WOULD YOU PROPOSE TO MAKE?
1. Governance and Fiduciary Responsibility The Board of Directors serves as the fiduciaries and trustees of Frenchman ’ s Creek. They have been en- trusted by the membership to act on behalf of the entire community. As such, the Board ’ s priorities and goals must be guided by meaningful engagement and consensus-building with the owners they repre- sent. First, we must strengthen community engagement and embrace consensus-driven governance. Board decisions should be informed by active, regular, and transparent communication with as many members as possible. Individual directors should bring the collective perspectives of the community to the full Board. Those views can be thoughtfully evaluated, strategically discussed, and translated into clear ac- tion plans that deliver timely and measurable results. Decisions must reflect the will and best interests of the membership—not the personal views of individual directors. Second, we must reinforce fiduciary discipline and accountability. Based on my experience serving as a fiduciary and trustee for multigenerational family interests and charitable and nonprofit organizations, effective governance requires structure, clarity of purpose, and accountability. Board members must rec- ognize that they are stewards of community assets and decision-makers on behalf of others. This respon- sibility demands consistent adherence to sound governance principles and clearly defined priorities. In summary, the key proposed changes are: • Greater engagement and consensus-building with the membership. • Stronger governance discipline and accountability. • Unwavering adherence to fiduciary principles. • By committing to these standards, we can strengthen trust, improve decision-making, and ensure that Frenchman ’ s Creek is managed in a manner that reflects the collective interests of its commu- nity. 2. Fiscal Responsibility and Financial Discipline Over the past 4 years, Frenchman ’ s Creek club dues have increased by almost 70%. If this trajectory con- tinues, it will place the club on a dangerous and unsustainable path. As a member of the Finance Committee since 2023, I have observed a budgeting process that must change. The prevailing approach has been: “ Let ’ s provide departments with what they need, as it will im- prove operations and enhance the member experience. ” While well-intentioned, this philosophy has too often resulted in unchecked spending. A large part of this approach was driven by our most recent Gen- eral Manager, who was granted significant Board discretion to allocate capital and operating funds as he deemed appropriate. Going forward, we must implement meaningful structural and procedural changes to restore fiscal discipline and long-term sustainability. Following the Board election, we should immediately undertake a comprehensive review of depart- mental costs, staffing levels, and operational effectiveness. The objective should be to identify opportu- nities to improve efficiency, service quality, and overall performance. In my experience, sustainable success comes from building a more efficient organizational structure, not simply increasing headcount. We should clearly define job responsibilities, provide proper training, and empower employees to succeed within a well-designed framework of accountability.
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