Board Points for 2026

Submitted by Elk Member

• Bankruptcy Prevention

• All Officers must openly support both in word and deed to all other members, the vital measures needed to financially save the lodge

• Dues needed to be adjusted to at least annual inflation rate

• The Bar and Kitchen must make a profit

• Portion control (measured) and individual drink price adjustments are mandatory

• All Officers must be strong advocates

• Designated staff must control inventory costs

• Adjusted meal costs to make a profit

• Private party events fees

• Adjusted to demonstrate a profit

• Event cost analysis submitted to the Board for approval

• Analysis to include Rental of Lodge and clean up

The Board alone (not individual members) set policy/rules for how portions of the Lodge facility are utilized and rented for profitability.

• Board points to be distributed all members at Lodge meetings when appropriate

• Board activities posted monthly

A Strategic Framework for Elks Lodge 613 – Goleta, California

Below is a fully rewritten article modeled on your original Seven Steps, but now tailored to Elks Lodge 613 as a profit-generating community enterprise—one that can legitimately develop revenue streams, engage sponsoring businesses, and create an employee compensation model tied to a points-based value system that can be compared to traditional salaries.

This version treats the Lodge’s profitable activities (banquet rentals, catering, bar operations, event hosting, merchandise, facility usage, partnerships, sponsorships) as a modern social enterprise, while still aligning with Elks values.

Below is a fully rewritten, Elks-focused article based on the structure, tone, and strategic framework of the Seven Innovation Steps you provided — but customized for Elks Lodge 613 (Goleta, CA) as a non-profit, with an emphasis on volunteer-driven value, community impact, and a membership rewards/points system that parallels the incentive structures of profitable organizations.