JEFFREY TAUBER—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?
If elected, I will work collaboratively and constructively with fellow Board members. Effective governance requires teamwork, not confrontation. My goal is not disruption, it is improvement. My priorities would in- clude: 1. Restore Financial Discipline: Slow, and where possible reverse, the rapid rise in annual dues while improving service levels. Con- duct careful cost analysis, benchmark against comparable clubs, and align spending with measurable member value. 2. Increase Transparency and Accessibility: Make the Board more accessible, more communicative, and more transparent. Members should understand the “ why ” behind major decisions and financial commitments. 3. Strengthen Oversight and Accountability Clarify performance metrics for management, ensure appropriate reporting structures, and reinforce fiduciary responsibility. Governance must be proactive, not reactive. 4. Build a Stronger Long-Term Balance Sheet Prioritize long-term capital planning, responsible reserve funding, and thoughtful debt management to protect both property values and financial stability. 5. Elevate Our Value Proposition Frenchman ’ s Creek has extraordinary assets — from amenities to community culture. We should sharpen how we define and market that value, ensuring we attract and retain the best members while protecting the character that makes this club unique. REGARDING YOUR POTENTIALLY BECOMING A BOARD MEMBER, WHY YOU, WHY NOW, AND WHAT IS YOUR CALL TO ACTION? I am running for the Board because I am concerned about our current trajectory. When Jane and I moved here, annual dues were approximately $65,000. Today, they are approaching $125,000, and that does not include potential assessments. That rate of increase significantly outpaces inflation and raises serious long- term sustainability questions.
I understand inflation.
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I understand rising labor costs.
• I understand capital maintenance. What I do not understand is spending that delivers little or no measurable improvement to the member ex- perience. For example, we invested hundreds of thousands of dollars in a branding initiative that has not pro- duced a clear, tangible return for members. We have added layers of middle management without corre- sponding improvement in service levels. That is not a criticism of individuals, it is a governance issue. Over- sight must match spending. Lastly, the current Board has leaned heavily on expensive outside consultants. While there are times when specialized expertise is appropriate, it should not become the default approach. We should rely more on internal “ owner ” expertise before turning to costly external advisors. This is not about cutting for the sake of cutting. It is about discipline. It is about prioritization. And it is about ensuring that every dollar collected from members is treated with the same care and scrutiny we would apply in our own businesses. Frenchman ’ s Creek is one of the finest residential clubs in the country. With careful stewardship, disciplined governance, and member-focused leadership, it can remain so for decades to come. If you want a Board member who will ask thoughtful but tough questions, insist on accountability, collabo- rate respectfully, and always put members first - every single time - I respectfully ask for your support.
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