EDITORIAL: FCSA Needs More Than Cuts — It Needs a Plan; Without a serious plan, Fort Clark Springs could run out of operating funds in less than two years

The Fort Clark Springs Association (FCSA) is at a crossroads. With the preliminary budget for FY25-26 projecting a net loss of $266,635, and only $494,771.72 in the operating account at the end of July 2025, the numbers point to a stark reality: at the current rate of spending, the association could deplete its available operating funds in less than two years.

This is not a problem that appeared overnight. In June 2023, FCSA received a one-time windfall of nearly $700,000 from the federal Employee Retention Credit (ERC). That money boosted reserves and, for a time, softened the impact of ongoing deficits. But much of that cushion has now been spent, and the difficult truth is that FCSA is still spending far more than it brings in.

Payroll alone accounts for about $1.3 million annually—more than two-thirds of unrestricted assessment income. Contracts, like the $132,000 landscaping agreement, add to fixed costs. Meanwhile, income from assessments (around $1.6 million) and other revenue streams simply cannot keep pace with expenditures.

The ERC money helped mask the seriousness of the problem, but the mask has slipped.

Balancing the budget cannot be accomplished with a few small changes—charging the public for pool access, raising commercial rates, or boosting volunteerism. Nor can it be solved by bluntly cutting expenses “at the chopping block.” The reality is that strategic decisions must be made now, before October 1, when the new fiscal year begins.

There are a few obvious short-term options on the table: reducing payroll by 20% or more, eliminating outside contracts, closing some facilities, or raising assessments, none of which sound pleasant. Each carries risks and consequences, especially if done without plans to minimize the impact to members and property values. Raising assessments without a credible plan to stabilize operations risks driving away members while still failing to solve the problem. Cutting too deeply risks eroding the amenities and services that give Fort Clark Springs its value.

This is not a call to assign blame. It is a call for oversight, accountability, and strategy. The association needs more than reactive cost-cutting; it needs a clear, long-term plan that prioritizes efficiency, protects essential services, and prevents the slow decline of our amenities through deferred maintenance.

Yes, we will have less to work with. But with careful planning, “less” does not have to mean worse. It can mean smarter, leaner, and more focused. The question is whether leadership will put forward a plan that is both realistic and forward-looking, not just a patchwork of temporary fixes.

It’s worth noting that the association could, in theory, pull from its restricted funds if absolutely necessary. But that option comes at a steep cost. With just $123,000 in cash in the restricted accounts (as of July 30, 2025, according to bank statements)—and a portion already loosely earmarked for an upcoming motel repair project—drawing on those dollars would cut into the ability to fund vital capital projects and improvements. Road repairs, facility rehabilitation, and long-deferred maintenance already represent significant needs across the Fort. The restricted fund may provide a temporary lifeline, but it does not offer a real cushion for operations, and relying on it would only push larger problems further down the road.

Members deserve transparency and the opportunity to be part of the solution. The more we know, the more we can do. Asking questions, staying informed, and insisting on accountability are not negative—they are necessary.

If nothing changes, we face the real possibility that in less than two years, operations could grind to a halt unless members shoulder the burden of steep assessments for diminished value. That future can still be avoided—but only if FCSA develops and implements a serious strategy now.

You can contact the Board of Directors at 

BOD@fortclark.com and the General Manager at Charlena.Cavender@fortclark.com to share your concerns, ask questions, and remain part of the conversation.

The coming year will be difficult. But with a strong plan, difficult decisions, and active member engagement, Fort Clark Springs can navigate this challenge and build toward a more sustainable future.