General Manager Update | Year-End 2025 & Looking Ahead

As we settle into the start of 2026, I want to take a moment to share a high-level look at where the Association concluded 2025 and how we are positioning Stonebridge Ranch for the year ahead.

Closing Out 2025

The Association concluded 2025 in a strong financial position, finishing the year with an operating surplus of approximately $988K. This outcome reflects stable assessment collections, disciplined expense management, and consistent oversight throughout the year.

It is important to understand what an operating surplus represents. A surplus does not mean funds were unused or that needs were ignored. Rather, it reflects how actual revenues and expenses compared to the budget that was approved at the beginning of the year. In short, the Association operated responsibly within its financial plan while continuing to maintain a community of this size and complexity.

Assessments, Operations, and Long-Term Planning

Managing Stonebridge Ranch is similar to managing a home, just on a much larger scale. Day-to-day operations such as landscaping, utilities, staffing, and routine maintenance are funded through the operating budget. Long-term assets and major infrastructure components are planned and funded through reserves. Both sides of that equation must work together. Special assessments are sometimes necessary when major capital needs arise that exceed what can responsibly be absorbed through annual operating revenue alone. Ending a year with an operating surplus does not eliminate the need for long-term capital planning. Instead, it allows the Association to be more intentional about how funds are protected, allocated, and planned for future needs. One area I am personally focused on is ensuring that our reserve planning is being actively followed and translated into action. This includes a detailed review of the 2024 reserve study and developing a clear, practical multi-year plan that aligns daily operations with long-term asset planning. The goal is straightforward: to ensure major components are clearly identified, thoughtfully planned for, and addressed proactively rather than reactively.

Looking Ahead

We have significant work ahead of us in 2026. Major initiatives, including the Beach Club redevelopment, are moving closer to construction in the coming months. These projects require careful coordination, financial discipline, and long-range planning, and my focus remains on ensuring they are executed responsibly and transparently.

Coffee & Connect – January 29^th

I also look forward to meeting many of you at our upcoming Coffee & Connect with me and the management team. This is a new, informal initiative with no agenda, simply an opportunity to connect, ask questions, and get to know the people who manage the day-to-day operations of the Association. I’ve enjoyed seeing the RSVPs come in and look forward to meeting many of you in a relaxed setting.

Finally, with inclement weather forecasted this weekend, I encourage everyone to stay safe and warm. Thank you for your continued engagement and trust as we move forward together.

Stay Connected – We Would Love to Hear from You!