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THE PAUMA VALLEY COUNTRY CLUBest. 1961
Improving Member Experiences and
Membership Growth
Annual Meeting Agenda
–Board of Directors Election
–President’s Remarks
–Financial Report
–Membership Report
–Strategic Plan Update
Board of Directors
ELECTION
President’s Remarks
Improving
Member Experiences
and
Membership Growth
Accomplishments of 2015-2016
• Completed sale of land - reduced Club’s debt from 3.8 mil to less than 1.5 mil
• Loan repayment fee – repays loan in its entirety early
Less than 8 years
Eliminates operational cash flow pressure
Critical for stability of our Club operations
Accomplishments of 2015-2016 (continued)
• Strategic Plan
• Rolled Out and Began Implementation
• $900,000 Investment Program
Greenside Bunker Restoration
#1 Green Expansion
Cottage Windows
Kitchen AC and Exhaust System
Golf Maintenance Breakroom and Bathroom
Other Significant & Needed Improvements
Accomplishments of 2015-2016 (continued)
• Replaced 2 Key Positions
Membership
Food and Beverage
oHead Golf Professional – search in process
• Membership Equivalents declined 13%
Accomplishments of 2015-2016 (continued)
Member Participation is high…and growing!
• 12 Standing Committees w/ 80+ Members
• Special Project Committees
• Gifting from 25+ Members and Member
Groups
Over 300k in $s and Services
THANK YOUSteve Borden and the Borden Family
CSD, RPMWC, and Roadway – land sale, front gate
742-Art, WA, Garden Group – kitchen, front gate
PVCC Estates Committee – led by Bill Winn
Master Plans – 3 being developed
1. Golf Course – Cartwright and Mingay
2.Cottage Interiors – Johnson
3.Cottage Landscape – Herbert
Donald and Darlene Shiley
“Foster the sense of Community that
engenders a welcoming atmosphere
of unexcelled camaraderie and
friendship”
THANK YOU & CONGRATULATIONS
• Eric Stear
GM at Bernardo Heights Country Club
• Terry Abeyta
Dream home on the Oregon Coast
• Jerry Hixson
Director of Golf at Traditions Golf Club
WELCOME
• Scott ShinnerNew AGM-Membership
• Brian GreenFood & Beverage Director
• Head Professional PositionInterim Head Professional – Mike Mendoza
Search in-process
Thank You Leadership Team
• Doug Rudolph, Peggy Delano, Colleen
Starr, Kathryn Custer, Joe Powers, Arturo
Alvarez
• Notable Key Players: Joyce Thatcher, Joan
Borden, Gary Bley, James Bradley, Susie
Delaney, Mike Mendoza
2015-2016 Financial Summary
EBITDA: Net Loss of 70k (estimated)
Attributable to Member Attrition and summer
construction
Membership – 244 Equivalents
Net Loss of 36 Equivalents (-13%)
Cash: 170k on hand
+300k for Capital Projects (from
Contributions and Assessment)
2015-2016 Fiscal Year Summary (continued)
Club Debt
Current Loan Balance $1,458,000
– down from 3.8 mil
Land Sale – Significant and Valuable
Operating Cash no longer required
Debt fully repaid before note is due
Strategic Plan Capital Projects
Funding of Initial Projects
900k Raised
615k from Assessment
285k from Member Contributions
• $s
• Services
Strategic Plan Capital Projects (continued)
Where did the $ go?
Where we planned and communicated it would
Total Contributions Assessment $s
Golf Course 63% 67%
Clubhouse Facilities 13% 15%
Cottages 22% 18%
Reserves 2%
March 17, 2012 Annual Meeting
Strategic Plan Projects & Funding SummaryPROJECT LIST FUNDING SOURCES
Golf Course Ops $s Assessment $s Angel Gifting $s
New Maintenance Equipment $ 30,000
Greenside Bunker Restoration $ 368,000 $ 15,000
Golf Course Master Restoration Plan $ 15,000 $ 5,000
Re-Claim Greens (#1-DONE, #11 in Spring) $ 15,000
Tree Removal/Trimming $ 60,000
Greens Top Dressing Program $ 15,000 Golf Course
GC Maint. Staff Breakroom & Bathrooms $ 40,000 63%
Sub-Total $ 15,000 $ 413,000 $ 135,000 $ 563,000
Clubhouse Facilities
Kitchen AC & Exhaust System $ 35,000 $ 20,000
Clubhouse Carpeting $ 25,000 Clubhouse Facilities
Lighting for Parking, Walkways, & Cottage
Exterior$ 30,000
Employee Kitchen Bathrooms $ 10,000 13%
Sub-Total $ - $ 90,000 $ 30,000 $ 120,000
Cottages
Cottage Windows & Sliders $ 85,000
Cottage Design Fee $ 15,500 Cottages
Cottage Landscaping Design Fee $ 10,000
Replace Necessities $ 27,000 $ 58,000 22%
Sub-Total $ - $ 112,000 $ 83,500 $ 195,500
Reserves
Reserves $ 22,000 2%
TOTAL $ 15,000 $ 615,000 $ 270,500 $ 900,500
Road Maps……in development
• Golf Course Master Restoration Plan
– Origins Golf Designs
• Cottage Refresh Plan
– California Ranch Style
– Exterior Landscape Plan
• Capital Reserve Study
– Existing Assets
• Facilities Plan
– Club Lifestyle of Future
Road Maps (continued)
• Environmental Sustainability– Nature– Water – Energy – Supply Chain, Pollution Control, Etc
• Community Integration– Property Values– Quality of Life– Generations
“We are All in this Together”
2016-2017 Annual Budget
EBITDA of +14k
Membership Growth of 13 Equivalents
2016-2017 Annual Budget (continued)
Key Factors and Assumptions:
• Annual Dues Increase of 2%-5%
• Water Expense
– Increased water budget 32k
– Working with RPM, CSD, and Roadway
• Labor Expense – all have increased
– Minimum Wage, Taxes, Insurance, and Workers
Comp=37k
2016-2017 Annual Budget (continued)
Key Factors and Assumptions (continued):
• Additional Revenue Streams – Some price increases–Charity Golf Tournaments –Vetted Small Groups –Weddings
• Net Growth in Membership–+13 Equivalents –Nov/Dec forecast shows equivalent growth
Improving
Membership Experience
and
Membership Growth
• THE GOLF INDUSTRY AND ITS IMPACT ON PVCC
• HOW PVCC HAS FARED
• WHAT WE NEED TO ACCOMPLISH
• WHAT WE ARE DOING TO GET THERE
Golf is a
consolidating industry
Golf is a consolidating industry
• It peaked in 2000. The U.S.
population was 282 million and
there were 24 million people
playing golf. That represented a
penetration rate of 8.5%
Golf is a consolidating industry.
• It peaked in 2000. The U.S. population was 282 million and there were 24 million people playing golf. That represented a penetration rate of 8.5%
• Today, we still have 24 million players, but our population is now 324 million. We’ve added 40 million people, but the number playing golf has remained the same and the penetration rate has declined to 7.4%. That’s a drop of 13% over the last 16 years.
Since 1990, we’ve gone from
about 5,000 private clubs
to about 4,000 ---
a decline of 20% in 25 years
• Since 1990, we’ve gone from about 5,000 private clubs to about 4,000, a decline of 20% in 25 years
• The industry built those courses, mostly in the form of master-planned communities where the golf course was nothing more than an amenity, just like swimming pools, meeting rooms, tennis courts, etc. As penetration dropped, demand slowed and we now have an over-supply of golf courses in the U.S.
There has been a decline in the
number of golf facilities every year
for the past nine years
• There has been a decline in the
number of golf facilities every
year for the past nine years
• Projections are that 20% of
private clubs in existence today
will not be here in ten years
Of the 4,000 private clubs that exist
today, only 6.5% are full with a
waiting list
• Of the 4,000 private clubs that exist today, only 6.5% are full with a waiting list
• That means 93.5% (or 3,740 clubs) find themselves in a position similar to PVCC: they are actively and aggressively looking for members –and if they’re not, they won’t be here within a few years
There will be winners and
there will be losers
Our decisions and
commitment will
determine which camp we
fall within
It used to be that all you needed was a great golf course
to succeed as a
private club…
Today, clubs need to create an entire
lifestyle —
surrounded by a
great golf course
Clubs are becoming
more family friendly
Clubs are becoming more family friendly
• They are focusing on health and wellness, complete with facilities and programming
Clubs are becoming more family friendly
• They are focusing on health and wellness, complete with facilities and programming
• They are creating greater opportunities for drop-in dining in casual environments and for greater social interaction through food & beverage
Clubs are becoming more family friendly
• They are focusing on health and wellness, complete with facilities and programming
• They are creating greater opportunities for drop-in dining in casual environments and for greater social interaction through food & beverage
• They are developing life long learning and travel opportunities for their members
THAT’S WHAT MEMBERS JOINING
PRIVATE CLUBS TODAY WANT AND
EXPECT
They want a safe haven that
delivers privacy, social
interaction, solid health and
wellness, all surrounded by a
great golf course that is
managed in an environmentally
sustainable manner
Flight
to
Quality
•Regular
•Non-Resident
•Social
•National/International
2005 2010 2015 2016
Regular 274 196 175 143
Social 85 56 48 53
Non-Resident 60 75 103 92
National/
International0 0 55 53
Other 13 8 46 41
Total 432 335 427 382
Member
Equivalents
356 206 285 244
• We lost 23% of our membership
between 2005 and 2010
• We gained back 27% between 2010
and 2015. About half of those
members are no longer here
• We lost 13% last year
The drop in total membership
from 2005 to 2016,
from 432 to 382, is 12.6%,
almost exactly the 13% decline
in overall penetration
referenced earlier
Improving
Membership Experience
and
Membership Growth
Attract 150 members over
the next 3-4 years
Attract 150 members over the next 3-4 years
• We know that we’ll likely lose 50 members over that timeframe to the natural attrition that takes place at private clubs
Attract 150 members over the next 3-4 years
• We know that we’ll likely lose 50 members over that timeframe to the natural attrition that takes place at private clubs
• But we’ll net 100 additional members which will get us back to 350 member equivalents
A good closing rate at private golf clubs is
about 10%.
That means that we need to host 1500 visits over the next three years in order
to have a chance at reaching 350 equivalents
Create Awareness
and
Stimulate Visitation
Digital Outreach
and
Fulfillment
• Digital Outreach and Fulfillment
• Internal Restructuring
–Membership Growth Committee
–Membership Retention Committee
–AGM with focus on membership
sales
•Digital Outreach and Fulfillment
•Internal Restructuring
•Proactive Public and Media Relations
• Digital Outreach and Fulfillment
• Internal Restructuring
• Proactive Public and Media Relations
• Promotions–Discover Pauma Invitational–Regular Member Benefits–Pauma Preview
We have 338 dwelling units
inside the gates
Of those, 236 are members,
or about 70%
Fact: The property of
everyone who owns a home
here is worth 20% more
when the club is healthy
All of us need to help get people here so we can demonstrate what an
outstanding lifestyle and Club this is
So…. Where From Here on the
Strategic Plan?The Board, many members and our consultants firmly believe that
fulfilling our Plan to upgrade the Club to nationally competitive standards
is the most likely way forward to preserve Pauma as a traditional private
club.
Where we’ve been, and what we’ve learned:
• There was a strong reception of the Plan by the membership earlier this
year
• However, the member losses (post a very modest assessment) were
significant, and sobering
While our operational stability isn’t immediately threatened, we believe thatattempting to further fund the Strategic Plan through assessments alonemay result in significant additional member losses that we cannot afford
Pauma Valley: An Analogy
1964 Aston Martin DB5
Continuing….
#
We’re not this… this is
Augusta, Cypress Point,
etc….
But we’re not this, either… this is
many other private clubs in SD and
elsewhere
1961 Ferrari 250 GT SWB
1964½ Mustang
How we’ve taken care of our terrific asset…
We all love our classic Aston Martin…
It remains highly desirable, a nice prize…
There have been many drivers over the years,
and we’ve generally taken care of it
Wash/wax, gas and oil e.g., daily course maintenance
New tires and brakes punching the greens
Rebuilt starters, water pumps leveling tees, fixing the irrigation
Repaired the interior replaced clubhouse and cottage items
It still looks good, and runs well… but it’s not a show winner any longer
What about investing in it for the long term?
At some point, all cars need restoration to keep
them looking and running fresh, and
to maintain/improve their value
Owners need to plan for this all along…
and we haven’t done that…
Engine rebuilds Replace the irrigation system
Transmission overhauls New maintenance equipment
Repair the interior Refurbish and modernize the cottages
And... add new features/equipment
A/C, sound system, phone, GPS Modern exercise facilities, new/increased
member services
Unlike many other classics, our DB5 (Pauma) is worth the investment
In the meantime, what has happened?
There is increasing competition for members nationally, and we must have a top
quality product to compete and thrive as we are. It’s that simple.
The top quality cars are always restored… or change hands in the process
Unlike many of the 93.5% of private clubs scrambling for members, we have great
potential… and we are confident that investment will be rewarded
Pauma Valley can survive longer in “break/fix” form… this isn’t an emergency…
but at some point our DB5/Club will break down and no longer run as we
currently know it unless we fund necessary investments
Pauma Valley will never look like this…
….. but if we continue to ignore the realities of owning a club in the currentprivate club environment, it will “morph” to a different form
Our Go-Forward Options
Our Goal: Preserve Pauma as a private club for our Members
What’s at stake?: According to industry consultants…Everything
….from our private club experience at the place we all love,
to the value of local real estate
We know we must pursue two things:• An investment/improvement program… a significant one
• A highly robust member recruitment program
For investment capital:• Likely a mix of modest assessments, and
• Voluntary investment of various sizes by members, to include
associated benefits
What this could mean? Change: A little, or a lot• Changes in club governance
• Different classes of memberships, with various benefits
• More outside activities for revenue, etc.
#
Next Steps?
We know we must be assertive and act
A group of board members and others are exploring our options• To raise capital
• Allocate it appropriately
• Ensure we adhere to our previous agreements
We’ll continue to utilize outside guidance as well as internal
feedback
We’ll be reporting back to our membership about progress in the
coming months
But…what if we can?
What if we can’t get the job done?
We continue to drift along… the club won’t die… but will likely eventually
morph into something else.
Pauma Valley could even morph
from this...
To This….
Aston Martin DB10
If We’re Successful
QUESTIONS…
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