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Once we have reviewed our expenses and the Reserve Study is updated , we will be in a position to make specific recommendations and proposals . Until then we will continue to keep you informed through our multiple communication channels .
Looking Ahead at the Next 12 Months :
Improved COVID testing and the promise of an effective vaccine on the horizon point to a return to normal at the Ranch as the next year unfolds . The Board will have a dual focus in the year ahead . Making certain we operate the Club with the best practices available to us and improving the strength of the Club ’ s finances to ensure its sustainability for us and for future generations of members .
We ’ ll be welcoming at least one new member to the Board of Directors this year and making a conscious effort to form the new Board into an effectively performing team . Our established Strategic Plan and our newly approved Board Assessment System with its emphasis on employing industry best practices will certainly aid that effort .
Strengthening the Capital Fund will be a high priority and high impact effort that will focus every member on improving the Club ’ s financial sustainability .
How Each Member Can Help Ensure CCR ’ s Sustainability
The Board has a fiduciary duty of care to nurture our current good fortune and improve the Club ’ s operations and future strength .
Each member has equally important duties that will be absolutely critical in determining what kind of Club we ’ ll have going forward .
1 . Become informed . Read the Strategic Plan , the monthly Board minutes , and the CCR News . There has never been a time in the Club ’ s history when so much information is made readily available to the members .
2 . Be open-minded and focus on what ’ s best for the organization . Our members use this Club in many different ways , and that naturally leads to developing preferences for how the Association should operate and move forward . These differences and preferences can lead either to divisiveness or unity , depending on how they are approached . Collecting the real facts is always the best first step .
3 . Ask good questions of the Board and Management . At the same time avoid unfounded rumors and gossip . Directing good questions to the Board and Management is the most certain way of getting the real facts connected with any issue or concern .
4 . Become actively involved . This is YOUR Club , OUR Club . Member dues alone aren ’ t sufficient to ensure CCR will be able to offer future generations the same wonderful experience all of us have grown to expect . There is always more to do than our paid staff and our current member-volunteer corps can accomplish . We ’ ll be happy to help match your interests and
15 skills to tasks that will benefit the Club . Just raise your hand .
Together , we ’ ve weathered this unusual year and emerged stronger . We ’ re looking forward to the next 12 months with optimism and hope .
It is my sincere wish that each of us enjoy a healthy , happy , and worthwhile year ahead . MANAGER ’ S REPORT – Brian Rogers General Manager Brian Rogers gave the following report : Hello Members ! WOW , What a crazy year !
COVID-19 seemed to take over everything , but the CCR Membership , the CCR Board of Directors and the CCR Team were ready . Everyone did their part to keep CCR operational throughout the year . So , thank you to everyone .
COVID-19 impacted many of our amenities and events and it isn ’ t a surprise to see some of CCR ’ s 2020 Operating Fund revenues down in specific departments , but overall , the gross revenues are above 2019 numbers . Even better news is that the CCR Management Team did their part in curbing unwarranted expenses and keeping costs to a minimum . This in turn has allowed the club to stay on track with the budget better than anticipated . As of yesterday ( September 18 , 2020 ) the gross Operating Fund revenues for 2020 are $ 83,000 better than this same time in 2019 . CCR ’ s gross Operating Fund Expenses for 2020 are $ 265,000 better than this same time in 2019 . CCR ’ s Operating Fund Profit / Loss for 2020 is currently sitting at $ 396,750 in the black compared to $ 48,500 in 2019 . This is a net profit / loss change of $ 348,000 to the better .
Since our last annual meeting , there have been many improvements and replacements to CCR assets . While there are many assets that need to be maintained , we have only been able to scratch the surface on what truly needs to be done . The Board and Management have been making decisions on what should be replaced versus what should be pushed out for future years . While on the surface this appears that we are being fiscally responsible , alternatively it can be setting the club up for a catastrophic failure . If you replace pumps , water lines , electrical lines , gravel roads , roofs , vehicles or whatever you choose , prior to it failing , the result is usually less down time for that amenity / asset and less expense because it isn ’ t an emergency replacement or repair . Until the Capital Fund is more fiscally stable , our processes will continue to be “ reactive ” rather than “ proactive ” and we will always be behind the eight-ball .
I applaud the Board for taking the steps to update our Reserve Study this year . This 20-year study depicts the most expensive assets the club owns , the service life of those assets and what the estimated cost to upgrade or replace them will be . Additionally , the Board created an ad-hoc committee to look at the overall financial wellbeing of the
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