I am running for a second term on the PebbleCreek HOA Board of Directors. My reason is simple: the most consequential work is still ahead of us, and I intend to see it through.
We expect transition to full homeowner control to occur in July 2027—ahead of the CC&R deadline of Sept. 21, 2027. Between now and then, the community has a substantial amount of work to complete: finalizing vendor contracts for Finance & Accounting, HR, and IT; seating and supporting evaluation committees; negotiating the terms of any post-transition management arrangement; resolving asset acquisition questions; completing governing document revisions; and ensuring our reserve and financial planning is on solid ground. None of that happens on its own, and continuity of leadership during this period matters.
My background and experience have proved beneficial to responsibilities facing the HOA Board. They include:
20 years as a commissioned officer with the United States Public Health Service, working across the country in direct services and administrative roles, contract negotiation and management, and project oversight.
Two master’s degrees—one in social work and one in public health—along with certificates in business administration and project management.
Serving as a board member of three other HOAs, including leading one through its own transition from developer control
I know how this ends when it is done well, and I know what happens when it is not.
What the Board Has Accomplished
During my first term, my contributions and collaboration helped the Board achieve among other things, the following:
Adopted and implemented a $30 million operating budget, ensuring the community’s financial operations remained stable and accountable.
We also negotiated a major landscaping contract, ensuring competitive, professional management of one of the community’s most visible assets.
The TAG Work—And Why It Matters
At the start of my first term, I was asked to chair the Transition Advisory Group (TAG)—the body responsible for preparing PebbleCreek for the handover of full homeowner control from Robson Communities, Inc. That work has been expansive. TAG has examined and provided guidance on governing document revisions, staffing and HR structure, IT and digital infrastructure, financial and reserve planning, water rights, asset acquisition, and more.
The TAG’s recommendation of a Hybrid Operating Model was accepted by the Board, and represents the foundational framework for how this community will function post-transition.
That recommendation did not write itself. It was the product of months of research, community engagement, vendor analysis, and hard debate. I am proud of it. And I am under no illusion that the work is done—in many respects, we are just getting to the hard part.
If you return me to the Board, you will get someone who already knows this community’s challenges inside and out—and who is committed to seeing this through to a transition that protects homeowner interests, preserves what makes PebbleCreek exceptional, and sets up the next generation of leadership for success.
Contact John at jjcskydive@gmail.com.