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Spreadsheet have their genesis from member’s inputs
(either through survey results or face to face workshops).
Several recent enhancements to the membership
experience have come out of members inputs to the
Strategic Plan survey and workshops. Understanding the
member’s interests and desires informs the Board as to
any actions they may consider that improve member’s
enjoyment and usage of the Ranch and its facilities. The
Board must remain mindful that we have a diverse
membership at CCR. Members have varying interests,
enjoy different amenities, and participate in different
activities. As Goal 8 of our CCR Mission Statement
recognizes; we also have low usage members and we have
high usage and resident members. The Board should
ensure Ranch policies are applied equitably recognizing
we have one class of membership with the only difference
being some members may be able to use the amenities
more frequently than others.
Question #3: A reduction in revenue, regardless of the
source or cause, must be a top concern and priority for
the Board of Directors and Club Manager. Revenue
sources the Ranch relies on are well defined and when
they produce less than what was planned for this poses a
challenge to sustain ranch amenities and operations to
the level desired by club members. Dwindling revenues
from gas and forestry, two long-standing revenue
generating producers, is a call for strong leadership, wise
management, and membership commitment to identify
and implement appropriate response strategies. At the
same time these traditional sources of revenue are in
decline, the prices for goods and services have increased,
and some of CCR’s major capital assets are approaching
their useful service life. The combined impact from these
facts makes it critical that our Board of Directors consists
of insightful, experienced, and dedicated individuals. Over
the past two plus years of my service on the Board I have
sought to be involved in actions that directly relate to the
essence of this question (ensuring the future sustainability
of the club in an environment of declining revenue
sources). As a co-author of the current CCR Strategic
Plan, I was a key contributor in ensuring the plan includes
strategic goals focused on mid and long term financial
actions that contribute to the future sustainment and
enhancements to the club. I volunteered to serve as the
Lead Director to oversee the implementation of the goals
established in the plan. One of the key goals related to
the subject of “funding” recognizes the need to address
identified shortcomings of the CCR Capital Fund. An ad
hoc committee has been formed consisting of several board
of directors, the Manager, and several members at large.
I volunteered to join this committee and I am an active
participant. Over the last couple of years the Board has
worked with the Manager to identify and implement
several actions that have generated revenue. Looking to
the future, it is imperative that we think out of the box
and explore potential new revenue producing venues.
Within the next six months, the 2007 CCR Reserve Study
will have been updated. Information from this updated
report should assist in clarifying future years spending
requirements for replacement of CCR capital assets. The
current stipulations specified in our bylaws for each of
the club’s funds should be reviewed and validated. The
Board should also be open to, and actively solicit ideas
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from the membership with regard to potential revenue
generating opportunities.
Matt Ames
Question #1: The ranch has many
positive attributes that lead to the
success of the ranch and I know
people say that you can always do a
little better in everything that you do.
For me to point out a specific item, to
me would be micromanaging our
current Management team and
volunteers who are working on various tasks. As a board
member I feel our role is to support and provide direction
on a specific item and we should not be coming to the
board with an individual agenda item we would like to
see changed or modified.
Question #2: With the great diversity of members and
the different enjoyment that each member receives from
the Ranch it would be difficult to come up with a specific
issue that the board needs to focus. The best way to
receive feedback from the membership is by sending out
short surveys, like the one the board sent out this summer
regarding the use of recreational vehicle usage on the
ranch.
Question #3: The fund that will need to be watched closely
in the next few years is the Capital Fund, the major focus
of this fund is the replacement of the many Ranch Assets.
Currently the board is having our 2007 Reserve Study
updated, this study will give us a road map of when are
capital assets should be replaced based on normal wear
and tear. Of course, this will just be a road map as some
items may need to be replaced earlier and other, we might
be able to get more years of service before the item needs
replacement. Once this plan is completed it will also give
us a recommended expenditure each year from the capital
fund, then the board will need to decide how to come up
with that money.
Roger Ray
Question #1: What strengths or
positive attributes does CCR possess
that may be better utilized to improve
the success or enhance the long-term
sustainability of the ranch? We have
a large due paying membership to
spread the cost of membership and a
board of Directors to keep spending under control.
Question #2: With the best interests of all members in
mine, what specific issues does the Board need to
address to improve the membership enjoyment and use
of the Ranch and its facilities? The Board of Directors
must keep annual dues affordable.
Question #3: In view of dwindling revenues from gas
and forestry, how do you view the Ranch operations
and funding plans? The Board of Directors by keeping
expenditures under control, will go a long way in solving
the loss of income.
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