Farmington Country Club | 2023-2024 Annual Report

FARMINGTON COUNTRY CLUB

FROM THE PRESIDENT

As we welcome the start of 2024, I reflect on the culmination of my second term as President of Farmington Country Club’s Board of Directors. The past two years have passed quickly and have been a remarkable journey, filled with both challenges and triumphs. It has been a pleasure to serve with dedicated Board members and numerous committee members, all committed to identifying and advancing our Club’s best interests. I extend my heartfelt gratitude to retiring Directors Kathy Murphy and Barkley Laing for their invaluable service. The re-nomination of Bill Dickey and the election of three new Directors at our February 26 Annual Meeting have set a promising tone for our future. Last year in the President’s Message, I addressed the critical importance of member participation in the governance process, and it is gratifying to see such high-quality individuals accept that challenge.

Over the past year, despite labor challenges and a shifting financial landscape, our Club has continued to prosper. Innovative solutions and a collaborative spirit have been key in overcoming obstacles. Our management and staff deserve immense recognition for their competence, unwavering dedication, and efforts to enhance our member experience. Farmington’s Management Team is unparalleled in the work ethic it demonstrates on a day-to-day basis. I am deeply appreciative of our staff’s flexibility and creativity. The skills they exhibit have been instrumental in ensuring the seamless operation of our Club. Looking ahead, the excitement for our centennial celebration continues to build. This milestone is not only a reflection of our legacy but also a testament to the timeless values and traditions that have been our foundation since the Club’s inception. It presents an opportunity to honor our past, celebrate our present, and, most importantly, look forward to a future filled with prosperity and excellence.

2023 saw successes across various departments and the following are a few highlights:

• Unprecedented growth in National membership for 11 consecutive years, culminating in an all-time high in National member count and, for the first time, a waitlist in August and September of 2023.

Launch of a new smartphone app that has revolutionized member interactions, offering seamless access to club facilities and events.

Record guest room revenue and ongoing facility upgrades in the Clubhouse.

• Record year in the Blue Ridge Room while the Food & Beverage department recorded $7.1 million in sales, with increased event attendance and new offerings.

• Golf Course Restoration Plan progressing and nearing completion.

• Opportunity for constructive member feedback enhanced by availability of the Happometer process.

Membership approval of bylaw change that promotes flexibility, discretion, control, and efficiency in capital project expenditures.

The “Farmington 2027 Plan” continues to guide the Club’s vision for continuous improvement in facilities and programs. Albeit not as quickly as we would like, the Westward Phase is progressing well with every step being scrutinized and evaluated on an ongoing basis.

Farmington’s culture remains its greatest asset, and despite inevitable challenges, the Club’s governance processes have been diligent in enhancing this culture and in maintaining a focus on the highest quality member experience possible. This past year has demonstrated tangible proof of the resiliency and unity that define our great Club. Our journey has been marked by memorable events and significant improvements, that have solidified our status as a premier country

club. Many of these details are highlighted within the following pages. Our focus on relevance, retention, and recruitment has been effective, and financially, the Club remains robust, as detailed in the Treasurer’s Report.

Please carefully review the following Annual Report with an eye toward developing a more comprehensive understanding of our Club. Our future is bright at Farmington Country Club. We look forward to your participation and involvement as we strive to make 2024 our best year ever. From my perspective, it is a distinct privilege to be a member of Farmington County Club.

Best wishes!

STANLEY J. DURTAN | President, Board of Directors

STRATEGIC PLANNING COMMITTEE REPORT

DICK GIBSON | Board Chair, Strategic Planning Committee

Our approach to strategic planning is comprehensive and dynamic. We integrate feedback from all Club committees, analyze member usage patterns, consider suggestions from staff and management, consider club industry trends, and employ industry best practices. This comprehensive approach ensures that we develop a strategic plan that not only addresses current issues but also outlines a clear path forward for future improvements. This forward-looking strategy is crucial for maintaining continuity and predictability in our Club’s operations and facilities, particularly as we approach our 2027 Centennial Celebration.

At Farmington Country Club, the Strategic Planning Committee, consisting of current and past Board members, representatives from the Master Plan Working Group (MPWG), and Club staff, continues its vital work. This team is central to our ongoing evolution, diligently evaluating club facilities, services, programs, and finances, and adapting to the needs and desires of our current and future membership.

In preparation for the 2027 Centennial Celebration, we will focus our discussions on how we envision ourselves for this significant occasion. This involves more than just our physical structures; it’s about the larger image that includes our ambitions and vision. We aim to highlight the unique qualities of our members, strengthen our community presence, spotlight the range of services and programs we offer, continue to reinforce our governance model, and emphasize our competitive and rewarding employment strategies.

A key component of our planning is the Farmington 2027 Master Plan, specifically the Westward Phase. This plan identifies project groupings designed to minimize disruption while being economically efficient. We’re committed to a modular approach, constantly reviewing economic conditions and cash flow availability before embarking on each step throughout each phase. The Board’s commitment to our five key financial assumptions remains steadfast, ensuring sound direction guided by member needs and best practices.

The Strategic Planning Committee has and will continue to address various challenges, including labor and material shortages, rising costs, and delays due to government approval processes. These challenges have presented us with an opportunity to refine and potentially enhance our projects. Building on the success of the completed projects in the Westward Phase (Main Kitchen, Loading Dock, Staff Areas, Full House Generator and Enhanced Putting and Parking for Golf) we look to the remaining projects. The remaining projects in the Westward Phase encompass several key developments: the construction of the new Maintenance/Laundry Facility, the construction of a new East Course Lightning and Restroom Shelter, the expansion of the Fitness and Main Racquets Facilities, improvements to the Paddle and Pickleball areas, the construction of an Indoor Tennis Facility, the development of Cottages, and the construction of a new Sports Pavilion.

MASTER PLANNING PROCESS

The master planning process, initiated in 2013, remains a crucial asset for our Club’s leadership. It involves a thorough analysis of member usage, feedback, and trends, enabling us to formulate strategies that meet current requirements while laying the groundwork for future advancements. In 2018, our membership endorsed the Westward Phase, marking a significant milestone in our forward-looking vision. Since then, the Strategic Planning Committee and Club Governance have been adapting to a range of global changes, navigating through these evolving circumstances.

NAVIGATING THROUGH CHANGING CONSTRUCTION COSTS

An important consideration in our strategic planning has been the fluctuating costs of construction since 2018. This reality has necessitated us to frequently reassess our project plans to ensure they remain aligned with the overall needs of the membership, balancing current market realities with the Club’s long-term vision and financial health.

Sports Pavilion

A new sports pavilion along Tennis Road will be used for various activities, including events for golf, tennis, and space for summer camp gatherings. As an added benefit, the Pavilion will provide convenient restroom facilities for nearby tennis courts.

From 2018 to 2024, construction costs have seen notable swings. For instance, in 2022, the CBRE Construction Cost Index indicated a significant 14.1% increase in costs from the previous year, driven by rising labor and material expenses. By 2023, these construction costs had stabilized, yet they were still 35% to 40% higher than before the pandemic and member approval in 2018.

LOOKING AHEAD

As we finalize design work and assess the financial impact of these plans, we are simultaneously working to gain necessary governmental approvals and develop construction plans. This effort may extend up to a year, with the less complex projects starting sooner. Therefore, construction and the accompanying member disruptions may begin as early as summer 2024 or early 2025. We anticipate that construction will occur in phases and be complete around our Centennial. At the time of this article, we are anticipating starting with the Sports Pavilion, relocation of the Maintenance/Laundry Facility, and East Course Lightning and Restroom Shelter. This will then be followed by extensive site work in the area of the racquet complex.

FUNDING THE VISION

Our financial strategy for these developments is balanced and forward-thinking. We are using a combination of the Club’s cash resources and debt financing, ensuring that the Westward Phase is funded without compromising our commitment to no-member assessments and maintaining our annual capital spending levels. This strategy is underpinned by the Club’s stable sources of funding, including a steady monthly capital charge and entrance fees, along with contributions from regular Club operations.

In the upcoming year, the Finance Committee will conduct a thorough review of our existing list of capital aspirations and ongoing maintenance requirements. This evaluation will help us determine future needs and funding availability and establish realistic timelines for these projects.

SOURCES OF FUNDING

At our Club, we rely on three key sources to fund both annual and long-range capital expenditures: Monthly Capital Charges, Entrance Fees, and Club Operations. Together, these channels generate an impressive $6.5 million annually for capital spending. At Farmington,

our primary commitment is to ensure the continuous upkeep of our existing facilities, ensuring they remain well-maintained and enjoyable. To accomplish this, we allocate approximately $3.5 million to regular annual capital spending, leaving $3 million available for long-term planning.

As outlined in our bylaws, a portion of this $3 million, specifically $1.45 million, can be allocated for borrowing. This allows us a current maximum loan capacity of $15.7 million, of which $7 million is currently outstanding for the kitchen construction project, leaving us with $8.7 million available for future borrowing. Additionally, we have prudently accumulated $5.7 million in cash earmarked for long-range capital planning, bringing our total building fund to $14.5 million.

While the current building fund figure may seem substantial, we recognize the evolving needs and desires of our membership. It is increasingly apparent that these resources may not be sufficient to meet growing expectations. Consequently, in the upcoming year, the Strategic Planning Committee, Finance Committee, and Board will embark on a collaborative project. This initiative

The Board’s commitment to our five key financial assumptions remains steadfast, ensuring sound direction guided by member needs and best practices.

Smart Additions

A new lightning and restroom shelter will be installed on the East Course for safety and convenience.

will involve a thorough review of our current Master Plan and the development of a comprehensive capital financial funding model. This model will evaluate our capital requirements comprehensively and explore how the Club can finance future projects by optimizing and adjusting our available funding sources. Expect to receive more detailed updates on this project as it progresses throughout 2024.

IN SUMMARY

The financial strategy for the Westward Phase at Farmington Country Club is defined by a careful mix of stability, caution, and flexibility. It hinges on using our current assets wisely and borrowing responsibly, ensuring that our vision for the 2027 Centennial is achieved

without compromising our strong financial position. This flexible and nimble strategy undoubtedly will require adjustments in current plans, construction timelines, and project sequencing.

We will provide detailed updates once we receive all necessary government approvals, ensuring that every member is kept informed and actively involved. In the upcoming year, the Strategic Planning Committee and the Board of Directors will explore further ways to incorporate additional member feedback into our plans. As we progress towards our Centennial, the question, “What will Farmington look like at 100 years?” remains central to our efforts. 

MEMBERSHIP COMMITTEE REPORT

T. VADEN WARREN, JR. | Board Chair, Membership Committee

2023 marked another year of sustained and impressive growth in membership as Farmington welcomed 50 new Resident members and 123 new National members! The combined total membership includes 2,884 active Resident and National members, and over 7,000 individuals now comprise our broader Farmington family. It is clear that the perceived value and enjoyment of Club amenities, as well as the special nature of our Farmington community, continues to be a catalyst for attracting new members while retaining our existing membership.

Our Resident membership continues to hover near a 15-year high at 1,155 members out of a possible 1,200. While potentially still two years away from reaching the capacity limit, it’s noteworthy that our community has seldom been as vibrant. Furthermore, we are especially pleased to see National members so captivated by the Farmington experience that they continue to relocate to the area and pursue Resident membership. In 2023 alone, 10 families made this transition, deepening their friendships and connection to the Club.

Another striking development in 2023 was that Farmington reached the 1,775 National member capacity limit for the first time in Club history. This remarkable milestone is a testament to the well-deserved reputation of Farmington across the country. The University of Virginia is a key driver of this out-of-town interest; among our current 1,729 National members are countless UVA alumni and over 220 undergraduate and graduate students. While the number of National members has backed away from the capacity limit for now, we do expect to come close to this limit as Spring 2024 admissions letters go out. Additionally, Farmington continues to attract individuals with no connection to the University, drawn by the beauty, culture, and opportunities for fun and relaxation in the Charlottesville area.

Although our growth rate has slowed compared to 2021 and 2022, it has nonetheless remained healthy, allowing us to allocate over $2.9 million towards capital improvements and the payment of certificate refunds. For the first time in many years, the certificate

refund waitlist reached zero, confirming the Club’s recent recruitment success.

Nonetheless, this slowing growth, coupled with the steady increases in entrance fees over the last three years, led the Membership Committee to press the pause button on additional increases in 2023. The standard Resident Family (age 40+) entrance fee will remain at $65,000, and the standard National Social (age 30+) entrance fee will remain at $15,000. The Committee felt that at this level, the current entrance fee structure honors the significant value of membership at Farmington while still retaining accessibility to continue to attract new members and replace those that depart.

With member recruitment for 2024 and beyond always in mind, we encourage you to consider which of your well-acquainted friends, colleagues, and family members would be a valuable addition to Farmington. The vitality of our community is incredible at the moment, but the tide of membership can recede just as quickly as it has risen over the last three years. Please consider potential members in your personal and professional involvements to help build for the future.

This past year, Tom Zimmermann transitioned from Membership to Racquet Sports, and we welcomed Lindsay Dorrier III as the new Membership Director. Tom endeavored to ensure that the Membership Department was left in phenomenal shape upon his departure. He has continued to serve as a resource, even while dedicating himself fully to Racquets. We are indebted to him for his many years of leadership and membership development. Similarly, we are excited by the energy and enthusiasm that Lindsay Dorrier

III brings to the Membership Director role. For those who have not yet met him, I encourage a visit to the membership office. You will undoubtedly find in him a new friend and a constant source of support and assistance throughout your tenure as a member. In addition, we were pleased to add Cassie MacMillan from the Events team as our new Membership Manager, charged with stewardship of the membership application process. This collective injection of fresh ideas and new perspectives will serve the Club well as we forge ahead to the 2027 Centennial Celebration.

I close this letter by expressing my appreciation for the Membership Committee members who have devoted significant time and talents to the continued development of Farmington. Nearly 200 applications were reviewed, 45 member candidates interviewed, 10 meetings attended, countless hours of discussion undertaken, and numerous votes executed in the service of our most prized club asset—the membership itself. The Farmington amenities and surroundings that we enjoy daily are exceptional, but it is the membership that makes our Club uniquely special. I deeply appreciate the seriousness and professionalism with which the Membership Committee members have discharged their responsibilities.

2024 will bring new opportunities and new challenges, but I have no doubt that Farmington is headed in the right direction. Your continued support and involvement are the building blocks of our future, and I thank you for the opportunity to guide our membership development, which lays the foundation upon which we build. 

TREASURER’S REPORT

WILLIAM H. DICKEY, JR. | Treasurer, Board of Directors

In 2023, Farmington faced a challenging economic landscape, marked by high food and material costs, a competitive labor market, and adjustments to minimum wage rates amid ongoing inflation. Despite these adversities, our leadership team’s strategic skill and adaptability were evident. While we did not meet our annual operational break-even goal, our unwavering commitment to excellence was maintained. This commitment was reflected in the growth of our membership and enhanced member engagement, standing as significant accomplishments in a demanding year.

While there was a notable 12% increase in dues for 2024, it should be emphasized that our Club’s average increase over the past ten years is still less than 6%, with most individual year increases in the 3% range. This demonstrates our consistent effort to manage dues responsibly, ensuring that increases are kept reasonable and in line with our long-term financial stability and commitment to member services.

Further related to our operational challenges for 2023, it is imperative to understand Farmington’s economic model, which is primarily aimed at balancing operating revenue (including dues and usage charges) and operating expenses. For 2023, our operational model experienced a shortfall of $770,000. This variance represents a deviation from our operational budgeted projections, not an overall net loss for the Club. When considering other non-operational sources of revenues, such as new member entrance fees and member capital dues, Farmington realized an overall increase to net asset value of $1.6 million from 2022 to 2023, bolstering our financial stability.

In response to this operational variance, we have undertaken a thorough review of our budgetary allocations. The shortfall primarily stems from increased expenses in wages, non-payroll operations, and significantly, our food and beverage department.

Food and Beverage Operations - Much of the budgetary shortfall can be attributed to an unanticipated shift in our banquet services revenue expectations. In 2023, a larger proportion of anticipated income was generated from internal events (i.e. member tournaments, youth events, and other sports activities) as opposed to member or member-sponsored events (i.e., weddings and private parties). From a pricing perspective, internal events are typically designed to merely break even, whereas member events are always budgeted to generate a surplus. Any change in the expected “mix” between the different categories can present a budgetary challenge.

• Wages - Wage pressures have remained a focal point for the Club. We have not only adapted to Virginia’s mandated minimum wage increases (currently $12/ hour) but also conducted and responded to an extensive wage competitiveness review, resulting in more competitive wages across all staff levels. While staffing and recruitment challenges remain, there has been improvement, which aligns with national trends across all industries.

Non-Payroll Operating Expenses -

Farmington has continued to supplement our full-time Food and Beverage staff with seasonal H2B visa workers. While these employees provide significant value, they do require housing, which presents an added challenge. The Club has purchased several condos to help address this issue, but those units were not fully available until July of this past year, causing us to incur nearly $100,000 in temporary rental housing costs in 2023.

These challenges reflect broader industry trends, which are impacting premier clubs across the country. Farmington has navigated these trends well, demonstrating efficient financial management while staying

committed to balancing premier quality with affordability, thereby ensuring that Farmington remains an attractive option for both existing and potential members.

Highlighting our ongoing investment in the Club, several key capital projects were undertaken last year. These improvements, ranging from new golf carts to the addition of the Rinehart Gallery, exemplify our commitment to enhancing our facilities. These projects have not only met the diverse needs of our members but have also been instrumental in attracting new members and enriching the overall experience at Farmington.

In other exciting financial news, we are happy to announce the elimination of the wait list for Class A certificate resigned members. As of July 2023, all such resigned members have been refunded or are awaiting refund, pending required documentation. As of July, all resigned members with a certificate value and completed documentation are receiving payment within 30 to 60 days of resignation.

This wait list originated in 2009 during the recession and at one time had grown to over 300 members with as much as a seven year wait for their refund. We are

excited to have achieved this momentous milestone in the overall financial stability of the Club.

The Club currently has just over $8 million in cash and cash equivalents allotted for operating and capital needs. To safeguard the Club’s financial position and purchasing power, the Finance Committee recommended, and the Board of Directors approved, a conservative Investment Policy Statement. This policy provides a framework for managing and investing the Club’s reserve funds, including funds borrowed for the benefit of the general welfare of the Club. It also establishes best practices for the investment or borrowing of funds for both short term (working and annual capital) and long term (major capital) uses.

In line with best practice and the Investment Policy Statement, the Club currently holds approximately $6 million in money market accounts with an average return of 5.21%, while maintaining an outstanding long loan balance of $7 million, carrying an interest rate of 3.96%. Given that the Club is earning a higher return on its investment than it is incurring in interest expenses, our strategy involves making minimum loan payments to retain the lower interest rate loan. This approach

allows us to utilize available cash reserves to fund new long term capital projects that would otherwise necessitate new loans carrying interest rates exceeding 6%. Our goal is to postpone the need for additional borrowing for capital projects until such a time as the borrowing interest rate falls below 5%.

Our dedication to excellence is further evidenced by our consistent recognition as a Platinum Club of America, placing us in the top echelon of private clubs in the nation. This prestigious ranking is a testament to our commitment to maintaining and enhancing our facilities and services. In conclusion, Farmington’s financial health remains strong, with a solid cash flow that enables us to fund future projects and continue implementing our strategic plans. The dedication of our staff, who share our vision of preserving and enhancing our historic grounds, is central to providing the exceptional amenities, services, and programs that our members enjoy. We extend our heartfelt gratitude for your support and appreciation of our efforts to uphold and advance the legacy of our distinguished club. 

RACQUETS COMMITTEE REPORT

BARKLEY A. LAING | Board Chair, Racquets Committee

In the past 12 years, Farmington Country Club has witnessed a remarkable transformation in its Racquet Sports program, largely thanks to the leadership of Ronnie Hass, Director of Racquet Sports. Under Ronnie’s guidance, the program has not only expanded in scope but has also flourished in popularity and excellence. Initially hosting only tennis, Farmington now offers three racquet sports, with the exciting addition of pickleball alongside platform tennis. When Ronnie first took the reins, the Club was home to three dedicated full-time tennis professionals. Today, this number has more than doubled, boasting a team of eight highly skilled professionals.

Additionally, our commitment to top-notch facilities has grown proportionately. From a single full-time maintenance employee, we now have a robust maintenance team led by a full-time Maintenance Director, supported by both a full-time and a seasonal full-time maintenance assistant. This expansion is not just a testament to our growth but also an emblem of our unwavering commitment to meet and exceed the expectations of our valued members. Looking ahead, we understand that with great growth comes greater responsibility, and we’re fully geared to embrace this exciting era of our program.

Farmington proudly stands out in the American racquets industry, setting a distinguished benchmark as the only club where all professionals are certified in tennis, pickleball, and platform tennis. This unique trifecta of expertise not only highlights our dedication to excellence but also underscores our commitment to providing a comprehensive racquet sports experience. Our dedication to excellence was recently celebrated when our program was ranked 5th best in the nation by Club+Resort Business for our outstanding Racquets Program and Facilities. This accolade is a significant honor and a testament to the tireless efforts of our staff, who are dedicated to ensuring that every member of Farmington finds their place in our program. Whether you’re picking up a racquet for the first time or you’re an advanced player looking to refine your skills, our program offers opportunities tailored to every level of play.

The Adult Tennis Program has experienced exceptional growth, particularly in our 2.5 and 3.0 ladies’ leagues, as well as in our men’s program. This past year, we were thrilled to welcome over 100 new players to our tennis community, a surge that has invigorated the program with fresh energy and enthusiasm. This significant increase in participation enabled us to launch new clinics and events in 2023, broadening our offerings to

cater to our expanding player base. A particularly exciting development has been the introduction of co-ed clinics. This inclusive approach has not only fostered a more unified tennis community but has also enhanced the social and competitive aspects of the game. Our adult program now proudly boasts over 500 active players, a vibrant testament to the dynamic and welcoming nature of tennis at Farmington.

The Junior Tennis Program has been buzzing with activity and growth. Each season, we eagerly welcome a fresh wave of young enthusiasts into our red ball program. However, 2023 was particularly notable as we built upon the foundation of past years, witnessing substantial growth in our orange, green, and yellow ball programs. Such was the magnitude of this growth that it enabled us to further refine our elite training offerings, leading to the creation of two distinct levels: Elite 1 and Elite 2. These programs cater specifically to our more serious young tennis players, those setting their sights on high school and college tennis careers. In a significant enhancement to our training regimen, we now have a trainer from the Fitness Center involved in every clinic, focusing on crucial aspects like footwork and conditioning. Moreover, Farmington’s role in nurturing young talent was further solidified by hosting five UTR Junior Tournaments, attracting players from across the state. Remarkably, we saw an 80% increase in participation from our juniors compared to the previous year, a clear indicator of the growing enthusiasm and dedication within our Junior Tennis Program.

The Pickleball Program continues its impressive trajectory of growth, much of which can be attributed to the adept leadership of Jon Pugh. Recognizing the need to support the increasing interest in pickleball, Jon has successfully expanded the program with the addition of Adam Raines, a part-time professional. Adam’s involvement has been instrumental in further developing the program, particularly in enhancing the scope of lessons, clinics, and events. This expansion has allowed us to accommodate more participants in our popular clinics, increasing the cap from 12 to 16 attendees, thereby offering more members the opportunity to engage in this rapidly growing sport. Notably, the number of pickleball lessons saw a significant increase of 36% compared to 2022. Additionally, the year 2023 marked a welcoming milestone with over 40 new players joining our pickleball family.

Last year marked an unprecedented surge in the popularity of our Paddle Program, setting new records in member engagement. In just three short months, we have witnessed a staggering 193% increase in new player participation compared to the entirety of 2022. This phenomenal growth speaks volumes about the burgeoning interest in this sport among our members. Complementing this surge in participation, there has been a remarkable 130% increase in the number of paddle lessons, indicating a growing enthusiasm for skill development in this area. The credit for this remarkable upswing largely goes to Rich Karban, whose innovative and inclusive programming has successfully captured the interest of a wide spectrum of players, from beginners to advanced enthusiasts.

As we reflect on the remarkable growth across all our racquet sports programs, I am thrilled to announce that we are advancing with our ambitious 2027 Farmington Renovation Plan for the Racquets Facility. The year 2023 has already seen significant strides in this direction, with the construction of two new clay courts, the refurbishment of fencing on courts 13-16, and the completion of sidewalks surrounding these courts. These enhancements ensure that as we embark on renovating the rest of our facility, we will have six clay courts and three indoor courts available to maintain our vibrant program while constructing a state-of-the-art new facility.

It is imperative to express our profound gratitude to the hardworking and dedicated members of the Racquets Committee. The 2023 Racquets Committee, comprising David Mrazik, Lizzy Dudley, Susan Thomas, Stuart Ellis, Ashley McCarron, Dave Granville, Dan Carlson, Drew Courtney, Anne Jones, Bill Barkley, and Debbie Lafond, has been instrumental in guiding our programs to new heights. Their unwavering commitment and spirited support have been pivotal in our success.

To our incredible team and committee members, a heartfelt thank you for your dedication and enthusiastic contributions to this special community. Your efforts have not only shaped the present but are also paving the way for a brighter, more successful future. As we look forward to the years ahead, we remain committed to fostering a community that thrives on excellence, inclusion, and the joy of racquet sports. Wishing everyone a happy and healthy 2024, filled with continued success and shared experiences at Farmington Country Club. 

GOLF AND GREEN COMMITTEE REPORT

BOB MOJE | Board Chair, Golf and Green Committee

What an incredible year for golf at Farmington Country Club. It’s continually amazing to see how the global pandemic has positively impacted this game. The attraction to golf has never been higher, and because of that, our professional staff continues to innovate and bring fresh new ideas to engage our membership.

Over the past couple of years, travel has become a big part of Farmington’s golf culture. Exploring some of the world’s great landscapes has given our FCC travelers a new perspective on Farmington’s standing among these destinations. Northern Ireland was the major trip this year where Geoff and Julie Montross along with Dustin Moser took 24 players to brave the Irish conditions. With stops at Port Stewart, Royal Portrush, and the famed Royal County Down, amongst others, the trip was filled with sights, sounds, and eats that made for an exemplary experience. Be sure to look out for future destination trips through the Club Circle.

Instruction continues to be a major focus for our golf operation. This year we sought out a Director of Instruction who would help move the needle in the golf instruction culture and education at Farmington. We were proud to announce that Peter Egazarian and his family joined us in Spring of 2023 from Connecticut. In no time, he created a performance center and instructional program worthy of Farmington.

His presence and persistence helped show a 40% increase in instruction in 2023. He introduced the Toptracer range, providing a much-needed technological and energizing boost to the Performance Center. From installation to the end of the year, a total of 123,000 golf balls were tracked out of the Performance Center. Extended hours were put in for the first time in 2023, allowing golfers to engage with the Performance Center into the evening hours Thursday through Sunday.

Programming for Junior Golfers has continued to progress, with offerings such as Operation 36, Little Linksters, Competitive Youth, Golf for Life, and Competitive Teen. We look forward to reintroducing the PGA Junior League in 2024, where kids can compete in a team setting.

Our Ladies Golf Association witnessed a tremendous boost in activity under the leadership of chair Lisa Moorefield. A total of 151 members, up from 140, and an average increase in participation of 70% from 2022. The MGA rounded out its first full year with a total of 91 unique players.

Our MGA and LGA will continue to look for opportunities to diversify their offerings to the membership to help support all types of golfers at Farmington.

Our staff, humble as they are, do not often brag about their playing abilities. So, I will brag for them. Taylor Babcock and Geoff Montross finished in the top 15 of the Middle Atlantic PGA POY standings, Taylor at 12th and Geoff in 2nd. An incredible testament to their desire to keep their games sharp as well as the time and flexibility this Club affords their professionals to compete in these events. Bryce Johnson not only took on a role with the MAPGA Assistant Professional Association on their tournament committee but also played great golf to finish 2nd in their POY standings.

Additional highlights and achievements include Taylor’s bogey-free, -8 under par victory at the MAPGA Pro-Scratch at Willow Oaks. Geoff’s 3-round total of -4 under par at Baltimore Country Club qualified him for his 7th National Club Professional which will be hosted in Frisco, TX in April 2024. And, Dustin Moser’s victory at the inaugural

Farmington Pro-Member, carding a -2 under par and besting a great field of regional professionals.

The Kenridge, with a newly built website (www.kenridgeinvitational.com), saw the win of journeyman VSGA elite amateur Scott Shingler, who outdueled many collegiate and mid-am players who were half his age. It shows that experience, and not just power, can prevail at Farmington. The Member-Guests, Member-Members, stroke plays, and match play events all crowned worthy champions, and a new event, The Wahoo, cemented itself as a must-play event for our younger working professionals.

The professional staff has yet again allowed this membership to feel that they are at one of the warmest and customer service-first country clubs. Ask anything of this team, and you will get a uniformly positive response and can-do attitude. The team is returning again for the 2024 season, headed by Director of Golf, Geoff Montross. Please do not shy away from starting, maintaining, or enhancing your golfing journey with your professional staff. 

HOUSE COMMITTEE REPORT

ROSALYN FRITH PRESTON | Board Chair, House Committee

Looking back at 2023, Farmington Country Club has much to be proud of, both in the Clubhouse and on the grounds. The Club was busier than ever, with members actively participating in a wide variety of events and thoroughly enjoying our hospitality.

The Club’s calendar was full of new and innovative programming. As a testament to our dynamic offerings, Farmington’s weekly communication about upcoming events grew longer each week, and the Holiday Guide was packed with opportunities for all ages. Even the winter months featured a bounty of events, offering unique experiences like Pancakes and Presents and a Celtic Christmas Tour Concert, to entice members to the Club.

CLUB AND GROUNDS

In 2023, as part of its oversight of the Clubhouse, the House Committee and the Interior Design sub-committee continued to work closely with our interior design consultants, C2 Limited, to review and approve the ongoing Clubhouse renovation projects. These projects are integral to the five-year master plan, which aims to make the Club shine for its 2027 Centennial. The next project is the renovation of the Main Clubhouse’s historic core, including the Library, Living Room, and Peacock Alley, which rolled out with much excitement in January 2024.

Last year, we saw a tasteful renovation of the first floor, including the Findlay Room (formerly the North Conference Room) and Tap Room Alley. On the main floor, the north bathrooms were beautifully updated and rebranded as unisex to provide flexibility. As part of the regular annual process, several guest rooms also received updates.

A major accomplishment of 2023 was the installation of the History Wall in Tap Room Alley (see page 37 for details). This project, five years in the making, involved considerable thought and effort to produce ten aesthetically pleasing panels that narrate Farmington’s rich history.

Members continued to enjoy staying in the Club’s guest rooms, with occupancy once again setting a record in 2023. Members extensively utilized the Club’s two shuttle buses, recording a record number of trips to sports matches and other local destinations.

Aside from Clubhouse décor and social events, the House Committee has oversight for the Club’s grounds, including the entrance corridors and

connective spaces. The Landscape Master Plan Working Group collaborated with a local landscape architect firm, Kennon Williams Landscape Studios, in partnership with Kendra Taylor, to develop a Grounds Master Plan. This master plan offers artistic and thoughtful ideas on enhancing the spaces outside the Clubhouse and improving the pedestrian experience across the property. The first project conducted with our landscape architect consultants is the beautiful blue-stone patio, complete with elegant bistro lighting, on the Lower Patio.

The H2B program, initiated in 2022 to hire international staff from Florida clubs for the months of May to October, continued its success in 2023. Sixteen energetic employees from various countries joined the Farmington team, serving in both culinary and dining services. The Club’s ability to house these short-term employees in Club-owned condos and transport them in the Club’s shuttle vans contributed significantly to the program’s success. The international staff had a wonderful time at Farmington, and we look forward to welcoming many back in 2024.

DINING AND CLUB EVENTS

Under the capable leadership of Farmington’s new Food and Beverage Director Michael O’Heir, along with Assistant Food and Beverage Director Ashley Cuoco—who successfully completed Farmington’s Assistant Manager in Development (AMID) program—both the Grill and the Blue Ridge Room were bustling in 2023. Their combined expertise and management led to generating a record revenue of $3.8 million. The Blue Ridge Room continued its reputation as the best place in town for an elegant, first-class meal, offering a fabulous view and exceptional service. Members showed their appreciation with a 34% increase in attendance over 2022, resulting in a record $1.1 million in revenue.

Traditional annual events reached new heights in 2023 with innovative and creative programming. For Labor Day, the country fair came to Farmington, featuring members participating in hot dog and pie eating contests, sack races, and other traditional games. The Jingle Ball transformed the Clubhouse into an exciting nightclub, with staff in sequined outfits, the largest champagne bottle most had ever seen, great food, and a lively band. All said, the

Club offered over 30 events and programs for the holiday season. These included traditional and much-enjoyed large-scale events such as the Thanksgiving Buffet and the Christmas Eve Dinner buffet, as well as a diverse array of holiday workshops, ranging from wreath-making to gingerbread houses to cocktail crafting. Children had opportunities to meet Santa, take a carriage ride, attend a puppet show, and much more. All in all, it was a festive time to be at Farmington.

In addition to the traditional, well-loved member events, several new and fun events proved highly popular. Fire and Ice evenings on the Blue Ridge Room patio became a hit on Wednesday evenings during the summer. Members enjoyed icy cocktails and interesting menu items fresh off the fire, while culinary staff worked over open flames with smiles, despite the summer heat. Another new and wellreceived event featured barbecue and bourbon!

The Club recently launched a new program called “Happometer,” designed to streamline the collection of member feedback on their experiences in dining venues, guest rooms, and events. Happometer integrates directly with the Club’s back-office software, enabling us to focus on promptly addressing member feedback and ensuring continuous improvement. Such feedback has proven to be invaluable to the Club’s management team, and we eagerly welcome and encourage your ongoing input.

Plans to launch a new speaker series are well underway thanks to the leadership of Farmington members Karen Edwards and Leah Goswell. This series, entitled “The Sheila Tate Distinguished Speaker Series,” honors former member and Club president Sheila Tate, who brought excellent speakers to Farmington in past years. The first speaker is scheduled for February 2024.

On a slightly negative note, Farmington hosted significantly fewer weddings in 2023 compared to the postpandemic wedding frenzy of 2022. Wedding bookings are looking good for 2024, with an expectation that they will return to pre-pandemic levels. From the House Committee’s perspective, 2023 was a great year for Farmington, and 2024 is already off to a positive start. 

FITNESS AND POOL COMMITTEE REPORT

SUSAN THOMAS | Board Chair, Fitness and Pool Committee

Farmington Fitness, Pool, and Youth Programs had a banner year in 2023. By the numbers, personal training experienced a 23% increase in revenue, translating into 500 more sessions compared to 2022. The December Balloon Sale increased revenues by 50%. Sales of merchandise and food items also showed a positive variance compared to the previous year.

The fitness team collaborated with other departments at Farmington to enhance the experience outside the workout room. Assisted stretch tents were provided at both golf and tennis events throughout the year. The tennis and fitness departments collaborated to offer an early riser cardio tennis clinic, and golf fitness was introduced at the Performance Center.

Last year, there was an emphasis on wellness education, including a Balance Series, five member CPR certification classes, and workshops on knees, shoulders, and pelvic floor. Treadmills and other equipment were replaced, and outdoor spaces were utilized for pop-up offerings, including sunset yoga and cycle, yoga on the golf course, and various bootcamps. The massage team expanded to four therapists, allowing for appointment bookings seven days a week. Perhaps the biggest change in fitness was the implementation of extended hours, granting Resident members fob access to the workout room during specified unstaffed hours. So far, this has been well received by a core group of members.

Things were busy at the Pool as well. The swim team was once again very popular with young families, and there was an unprecedented demand for swim lessons. The Polar Bear program boasted 250 participants. The first-ever Polar Bear lap swim challenge kicked off in 2023. The winner of this event swam 4,554 laps from May to September!

Last year also marked an exciting year for the youth programs at Farmington. Paul Shockley, in his third year as manager, successfully added new and exciting events to the calendar. New to the schedule were the Underwater Easter Egg Hunt, Wild Child Camp, and a family New Year’s Eve party. The camp programs remained ever popular, with 475 sign-ups recorded in the first four hours of open registration. Birthday parties at the Club continued to be a hit, alongside youth clinics featuring UVA athletes in various sports. The Kids’ Club, which offers childcare to the youngest members, was utilized by 246 children this past year. Finally, the Art Studio completed its first twelve months of operation and hosted a wide variety of events, including Wine & Design, Cookies & Canvas, after-school art programs, and programs for preschoolers. It is safe to say that there was something for everyone in 2023! 

FARMINGTON HISTORICAL SOCIETY FOUNDATION

W. CARTER HOERR | President, Farmington Historical Society Foundation

Take a look at the fascinating photograph pictured to the right. The year was 1936, only nine years after the founding of Farmington Country Club. Franklin D. Roosevelt was running for a second term as President of the United States and was visiting Charlottesville on the Fourth of July.

Roosevelt was paralyzed from the waist down by polio in 1921 and went to great lengths to conceal the extent of his disability throughout his political career. Few Americans knew that the man they elected President in 1932 was a paraplegic. This remarkable photograph serves as an excellent example of how that well-orchestrated illusion was maintained.

Photographs of FDR standing are uncommon. This feat required an aide to lock the steel braces, which extended from FDR’s hips to his ankles, at the knees and then pull him stiffly into an upright position. Through great determination and effort, FDR had taught himself to take a few steps while supported in this position by shifting his torso to shuffle his legs forward. For this “two-point walk,” he would grip the arm of a strong person with his left hand and brace himself with a cane in his right.

Here we see FDR standing at full height, gazing confidently off into the distance as if he’s ready to walk there. He and his six companions were departing Farmington for Monticello, where he would deliver a patriotic speech from Jefferson’s front porch for the Fourth of July. He had spoken the day before at the dedication and official opening of Shenandoah National Park.

The dignitaries in the foreground of this photograph are, from left to right: R. Walton Moore, Assistant Secretary of State; George C. Peery, Governor of Virginia; Carter Glass, Senator from Virginia; President Roosevelt; Col. Edwin “Pa” Watson, White House Appointments Secretary; James Farley, Postmaster General; and Harold Ickes, Secretary of the Interior. ‘Pa’ Watson, to FDR’s left, not only managed the President’s calendar but also carefully managed his image in relation to his disability by strictly controlling his arrivals and departures from events. Watson was one of two people who enabled FDR to stand and walk on the occasions when he did (the other was James Roosevelt, the President’s son).

A historical snapshot: Franklin D. Roosevelt’s dignified stance in front of the Jefferson Room marks a memorable moment from his 1936 visit to Farmington.

Last year, this remarkable, original photo was discovered by George Sanborn, a Farmington Historical Society Foundation (FHSF) volunteer, at a bookstore in Annapolis, MD. George was able to acquire the photo and donated it to the Club and Foundation for our archives. We are currently in discussions with the Miller Center at UVA about the possibility of installing the photo there. Additionally, we have hung a copy in Room 204 at the Club, where Roosevelt spent the night during that visit.

This is just one example of our FHSF mission to preserve, document and celebrate Farmington’s unique historical structures, research and understand its history, and educate its members and others about the significance of Farmington’s remarkable legacy. We serve that mission in a wide variety of ways: educational programs, restoration and preservation projects, maintenance of Farmington’s historical archives, historical tours, historical research, fundraising and donor relations, and much more.

Our important work is only possible thanks to your interest and financial support. On behalf of the FHSF Board, Committee Members, and Volunteers, I extend our gratitude and ask for your continued support in the coming year.

2023 was a successful year for the FHSF, with a variety of educational programs and activities. We enhanced the FHSF website to make our historical information and program videos more accessible. We gave historic tours of our Clubhouse to members and outside groups, expanded

our Club’s historical archives, improved our communications and engagement with our National Members, and with our “Community Donors” (non-FCC members who support the Foundation). The Club’s Fourth of July Ice House Raffle was a big success, with the FHSF receiving the proceeds after expenses. We helped research and develop the terrific new Farmington History Panels, which the Club installed in the Tap Room Alley. They tell a clear and compelling story about the 250-year history of the Farmington estate and Club.

2024 promises to be a great year. We’ve got a full lineup of terrific educational programs and other activities planned. We’re expanding our historic research activities. We also plan to move forward with important preservation work in the Jefferson Room Basement and Wine Cellar, among other projects.

As our work expands, we need more volunteers to help with programs, archives, tours, and fundraising. Of course, we also need and appreciate your continued financial contributions to support our efforts. If nothing else, come to our fun historical programs and educate yourself about the amazing history we have right here at Farmington.

Finally, I want to extend our enormous thanks to our terrific staff at Farmington, particularly Joe Krenn, Julie Brown, Brandon Johnson, Christy Cormons, and Chris Combs. We couldn’t do our important work without them. Thanks very much and we’ll look forward to seeing you at our exciting programs in 2024! 

FARMINGTON HISTORICAL SOCIETY FOUNDATION

$100 — $249

$250 — $499

$500 — $999

$1,000 — $2,499

$2,500 — $4,999

$5,000 — $9,999

$10,000 — $49,999

$50,000 and above

Jerdone Circle

Divers Circle

Peyton Circle

Harper Circle

Wood Circle

Jefferson Circle

Benefactors Circle

Heritage Circle

Your gift is tax-deductible. Please visit farmingtoncc.com/fhsf for more information about the FHSF donor recognition circles, our 2024 educational programs, and other activities.

Designing a Legacy

The Making of Farmington’s History Wall

BY CHRIS COMBS | Director of Communications

What do the walls whisper? What stories do they tell?

In the bustling modern life of Farmington, these questions echo through the hallways, inviting members and visitors alike to pause and ponder. Beyond the cherished golf tournaments, the lively tennis matches, or the Club’s elegant social gatherings, lies a deep, resonant history, rooted in a past that stretches back centuries.

At every turn, Farmington exudes historical charm. From the octagonal architecture of Thomas Jefferson to Fred Findlay’s meticulously designed golf course, each nook and cranny of the Club is steeped in stories from pre-colonial times to the modern era. Truly, these stories are not just remnants of a bygone age—they are vibrant narratives that continue to shape and define Farmington’s culture to this very day.

It is with this reverence for the past that Farmington has proudly unveiled its latest homage to its rich heritage: a history wall, aptly titled “Farmington: The Land, The Owners, The Architecture.” Now a prominent feature of Tap Room Alley, this impressive installation is not just a visual treat but a journey through time. As members stroll along the wall, they are transported through a chronological tapestry, weaving together the elements that have shaped Farmington into one of the nation’s most unique country clubs.

CONCEPT AND DEVELOPMENT

The journey to bring Farmington’s history to life began in the fall of 2017, as the House Committee identified a need to properly share Farmington’s history and vast archival treasures with the Club’s members. Originally envisioned as a “history hall,” the idea rapidly evolved as the committee delved further into the project.

“We are fortunate at Farmington to have so much history be a part of our member experience. There’s so much to tell,” reflects Alex Inman, who chaired the committee during this pivotal time. “The committee had conversations about how we could do a better job of telling it. And the History Wall is a great way.”

With a clear set of goals and guidelines established, the project received the enthusiastic backing of the Board of Directors. Spearheading the creative aspect of the project was Necie Casteen, a member of the committee and a professional interior designer with experience in bringing historical narratives to life. Having previously created three history walls, Necie brought not just her artistic vision but also a deep understanding of the process – from conceptualization to execution. Her role extended far beyond design; she poured countless hours into mining the Club’s archives, gathering artifacts, photographs, and other items of historical significance.

“The way into the story,” as Necie describes it, was a crucial aspect of her creative journey. It was about more than just presenting facts; it was about crafting a narrative that resonated with the essence of Farmington. This journey led to the eventual theme of the project, succinctly captured in its title: “Farmington: The Land, The Owners, The Architecture.”

Alex Inman praises Necie’s dedication, “Necie grabbed hold of it and had the fortitude to stick with it. We should all be grateful.”

PUTTING TOGETHER THE PIECES

In 2018, Necie transformed the musty and neglected upper floor of the old Manager’s Cottage into a makeshift research hub. There, she spent countless hours examining hundreds of photographs, architectural renderings, maps, letters, and other historical documents. Like a private investigator bent on solving a complex puzzle, Necie connected these historical treasures to each of Farmington’s thirteen owners using thumbtacks and color-coded ribbons; each ribbon was carefully strung to associate every artifact with its respective owner or era.

The process became the foundation for an extensive editing and curatorial effort, allowing Necie to distill the abundant material into a coherent and meaningful narrative. It was at this juncture that Necie turned to the invaluable expertise of historians Dr. A. Robert Kuhlthau and Blake McDonald, as well as Punkie Feil, a long-time member and founder of the Farmington Historical Society Foundation.

“The first person we have to give credit to is Dr. Robert Kuhlthau because if it hadn’t been for his 50-year dedication to researching the history of Farmington, we would not be where we are today,” acknowledges Punkie. Dr. Kuhlthau’s manuscript, “A History of the Farmington Plantation (1735-1927),” provided a substantial foundation for the project.

“Dr. Kuhlthau did an incredible deep dive into the research,” recalls Blake, who currently serves as a survey and grant specialist with the Virginia Department of Historic Resources. Building upon Kuhlthau’s extensive work, Blake and Punkie carefully verified names, quotes, and other crucial information. Meanwhile, Necie’s thematic approach to curation played a key role in processing and streamlining the vast expanse of research.

Reflecting on the project’s methodology, Blake notes, “I think the way that Necie went about it was exactly right. There are a hundred different ways you could present the history. We had to be careful to ensure that the information we presented was factual.”

Working closely together, Blake’s expertise in historical accuracy and insight proved invaluable. Necie reminisces about the synergy of their teamwork: “Blake wrote the text, and then Punkie would meet with us. The three of us would discuss what Blake had written. One of the things I told Blake at the beginning was, let’s tell a story rather than just list facts.”

Amidst their efforts to weave a compelling narrative, the team was deeply committed to addressing Farmington’s past with transparency and sensitivity. This commitment meant confronting challenging aspects of its history, acknowledging that Farmington was once a working plantation reliant on enslaved labor and recognizing the land’s original ties to the Monican Indian Nation. “We needed to recognize that part of our history,” Necie reflects with a sense of responsibility. Their approach was about presenting a complete picture and honoring the full scope of experiences and lives that have shaped Farmington’s past. Thus, the history wall became not just a celebration of heritage but also a platform for understanding and acknowledging the complexities of historical truths.

THE FINAL DESIGN

After meticulously establishing the content and theme, Necie embarked on the crucial phase of designing and producing the history wall. The journey began with the creation of a prototype, presented to the House Committee for approval. Despite receiving high praise, Necie, driven by her commitment to perfection, reworked the design, resulting in a second prototype that was then presented to the Board.

Collaborating with Gropen, Inc., a Charlottesville-based design and fabrication company, Necie was adamant that the history wall should be anything but static. She envisioned a dynamic display that could captivate and engage viewers. The design process was meticulous, with attention paid to every detail: texture, composition, balance, and the strategic use of fonts and colors.

Necie’s approach was to infuse life and movement into the wall. Rejecting the idea of a simple photo gallery with captions, she opted for three-dimensional panels that featured raised lettering and extruding photos. These layers of information were not just to tell the

story but to do so in a way that was compelling and impossible to ignore.

“It makes you more engaged because there’s more interest in what you’re looking at,” Necie explains. “It also allows us to emphasize certain elements, ensuring continuity along the wall with the raised lettering, blue stripes, and the layout. Each panel is unique, yet they all contribute to the overarching design. This kind of detailed work perhaps requires a designer’s eye – to see beyond the immediate and envision how each piece fits into the larger picture.”

The design process was inevitably slowed down by the pandemic. However, Necie remained steadfast in her vision. Her focus on thematic consistency was evident in every choice – from colors and fonts to materials, all chosen to align with the overall theme of the display, creating a cohesive and immersive experience.

MEMBER REACTION

The unveiling of Farmington’s history wall has made a profound impact. Tap Room Alley, once a quiet corridor where the history wall now stands, has been transformed into a dynamic space of reflection. Enhanced by thoughtful lighting and new furnishings, it offers a warm and inviting atmosphere where members can stop and reflect on the Club’s vast history.

“Seeing the completion of Farmington’s first history wall is a moment of immense pride for me.” says Necie. “It is gratifying to know that the wall has been so positively

received, and that our members and staff have enjoyed reading the panels, becoming more acquainted with Farmington’s rich history. Being part of this special project, alongside such a dedicated team, has been an absolute privilege.”

Blake, with his deep insights into the role of history in shaping identity and the future, contemplates the history wall’s significance at Farmington. He regards it as a vital conduit for understanding the Club’s and its members’ roles in a broader historical tapestry. “History forms our identity and background. It shows us our origins and, when contemplated carefully, can also point us towards our future paths,” he articulates.

To Blake, Necie, Punkie, and all Farmington members who hold a deep appreciation for history, Farmington is more than just an architectural marvel; it stands as a living testament to the diverse array of individuals it has supported and been shaped by over the centuries. From the indigenous Monican Indian Nation to the present-day community, every chapter of its history contributes to a rich, multi-layered narrative. They believe this intricate chronicle should instill immense pride in all members. Being part of Farmington means being woven into a long, enduring saga—a collective journey where each member, past and present, contributes to an ongoing legacy, shaping a future that respects and honors the historical roots that have given Farmington its unique identity and enduring strength. 

Necie, who helmed the project from inception to completion, directs the Gropen, Inc. team during the final installation process.

2023 FARMINGTON FUN FACTS

FARMINGTON PASTRY

Made more than 50,000 biscuits

Used over 3,000 lbs of butter

Used 900 quarts of heavy cream

Used 6,000 lbs of flour

Used 5,000 lbs of sugar

Used over 2,000 lbs of chocolate

FARMINGTON ART

• 529 pieces of art fired in the Art Studio kiln

• 4,805 pages colored during summer camp

FOOD AND BEVERAGE

871 popsicles consumed

6,570 burgers sold on Burger Night

3,281 orders of ice cream sold at the Poolside Grill

2,791 bottles of wine sold

41,605 beers sold

• Most popular beer: 1927 Farmington Pilsner

KEEPING FIT

35,509 members checked into the Fitness Center

8,246 training sessions provided

1,501 massages were performed

7,262 members participated in group fitness classes

660 swim lessons conducted

143 Frogs were on the swim team

RACQUETS

• 13,000 lessons taught

• 5,400 tennis balls used during lessons and clinics

• 16,500 average daily steps taken by FCC pros

GOLF

90,000 golf tees used by members

18,550 phone calls received by the Golf Shop

1,600 golf balls (on average) are hit daily at the Performance Center during the winter months

68 golf carts used daily during the summer months, with 50% of the fleet being used twice per day

• The LGA had an average of 38 players per play day

• The MGA had 45 players finish in the top 10 during play days

• 7. 53% of the LGA roster won an award in the 2023 LGA season

YOU MADE A DIFFERANCE!

In 2023, the Farmington Lend a Hand Foundation assisted 17 employees with emergency financial funds. Due to the generosity of Farmington members, the Foundation was able to increase overall scholarship funds, providing $8,500 in scholarships to eligible employees. In total, the Foundation was able to raise $20,037.

Successful fundraising activities from 2023 included a Memorial Day Picnic and Speciality Burger Night, a Memorial Day “Beat the Pro” golf competition, and birdie and eagle bidding pledge during a fund raiser held by Farmington golf professionals.

Thank You!

FINANCIAL REVIEW NOTES

The following pages represent excerpts from the Club’s 2023 report of reviewed financial statements. The content is reproduced from the financial report presented by the Club’s external accounting firm Brown Edwards. For a complete unabridged version of the Brown Edwards 2023 Financial Report please log on to the Farmington Country Club website at farmingtoncc.com.

I NDEPENDANT ACCOUNTANT’S REVIEW REPORT

We have reviewed the accompanying consolidated statements of financial position of Farmington Country Club (the “Club”) as of December 31, 2023 and 2022, and the related consolidated statements of activities and other changes in net assets and cash flows for the years then ended, and the related notes to the consolidated financial statements. A review includes primarily applying analytical procedures to management’s financial data and making inquiries of Club management. A review is substantially less in scope than an audit, the objective of which is the expression of an opinion regarding the consolidated financial statements as a whole. Accordingly, we do not express such an opinion.

MANAGEMENT’S RESPONSIBILITY FOR THE CONSOLIDATED FINANCIAL STATEMENTS

Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of the consolidated financial statements that are free from material misstatement whether due to fraud or error.

ACCOUNTANT’S RESPONSIBILITY

Our responsibility is to conduct the review engagements in accordance with Statements on Standards for Accounting and Review Services promulgated by the Accounting and Review Services Committee of the AICPA. Those standards require us to perform procedures to obtain

limited assurance as a basis for reporting whether we are aware of any material modifications that should be made to the consolidated financial statements for them to be in accordance with accounting principles generally accepted in the United States of America. We believe that the results of our procedures provide a reasonable basis for our conclusion. We are required to be independent of the Club and meet our other ethical responsibilities, in accordance with the relevant ethical requirements related to our review.

ACCOUNTANT’S CONCLUSION

Based on our reviews, we are not aware of any material modifications that should be made to the accompanying consolidated financial statements in order for them to be in conformity with accounting principles generally accepted in the United States of America.

SUPPLEMENTARY INFORMATION

The accompanying information included on pages 25 - 30 is presented for purposes of additional analysis and is not a required part of the basic consolidated financial statements. Such information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the consolidated financial statements. The supplementary information has been subjected to the review procedures applied in our review of the basic consolidated financial statements. We are not aware of any material modifications that should be made to the supplementary information. We have not audited the supplementary information and, accordingly, do not express an opinion on such information.

CERTIFIED PUBLIC ACCOUNTANTS

Harrisonburg, Virginia

February 1, 2024

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS*

NOTE 1. NATURE OF BUSINESS AND SIGNIFICANT POLICIES

Notes receivable

Notes receivable consist of amounts due from members financing their initiation fees. These notes are generally for four years with no interest in the first year, and seven percent interest for subsequent years.

During 2021, the Club extended a line of credit to an employee related to the Golf Pro Shop operations.

Contractual commitments

On January 20, 2023, the Club entered into a contract for survey and design services related to the tennis and fitness building renovations for a fee of $26,393.

On January 23, 2023, the Club entered into a contract for various engineering services related to the tennis and fitness building renovations. Two additional agreements were entered on September 12, 2023, and November 29, 2023, for a total fee of $356,590.

On January 26, 2023, the Club entered into an engineering contract related to the tennis and fitness building renovations for a fee of $40,265.

On March 15, 2023, the Club entered into a contract with a foodservice consultant company for a fee of $35,900.

On March 15, 2023, the Club entered into a contract for architectural services related to the tennis and fitness building renovations for a fee of $29,300.

On March 24, 2023, the Club entered into a contract with a fire engineering company for services related to the tennis and fitness building renovations for a fee of $23,500.

On December 7, 2023, the Club restructured a previous contract for construction services related to the tennis and fitness building renovations. The new fee is $205,150.

$151,823 has been expended on these contracts through December 31, 2023. *

NOTE 4. LINES OF CREDIT

The Club maintains a $2,000,000 line of credit. The line is due on demand with interest payable at the U.S. Prime Rate, not to be less than 5.50%, which matures November 2024. All accounts receivable, inventory, furniture, fixtures and equipment, and general intangibles of the Club collateralize the line of credit. The line of credit is subject to certain financial covenants. The Club is in compliance with these covenants as of December 31, 2023. The Club had no borrowings on the line as of December 31, 2023 or 2022.

NOTE 5. LONG TERM DEBT

On September 13, 2019, the Club entered into a construction loan in the amount of $9,000,000 related to certain additions and improvements to the Club. The terms are interest only payments for the first twenty-four months. Beginning September 2021, the loan converted to a term note requiring monthly principal and interest payments. The loan will be amortized over 15 years with a final balloon payment due in October 2031. The interest rate for the first 60 months is fixed based on the five year US Treasury Index rate in effect as of the date the loan was entered

into plus 215 basis points, which was 3.96%. Starting on the 61st month, the interest rate will reset based on the US Treasury Index rate effective at that time. The loan is subject to certain financial covenants. The Club is in compliance with these covenants. As of December 31, 2023 and 2022, the loan balance totaled $7,006,611 and $7,509,952, respectively.

Principal maturities for amounts outstanding for future years are as follows:

Year ended December 31:

2024 $ 528,019

2025

Thereafter

7,006,611

T. Vaden Warren, Jr.

David Thomas

Susan Thomas

Bob Moje

Vice President

Matthew McCorry

Treasurer

President

Evan Powers

Anne Jones

Dick Gibson

Ashley McCarron

Karen Edwards

William Dickey, Jr. Rosalyn Preston Stanley J. Durtan

Secretary

Ex-officio

2023

STANDING COMMITTEES

EXECUTIVE COMMITTEE

President

Vice President

Treasurer

Secretary

At-Large Member

Ex-Officio

Stanley J. Durtan

Bob Moje

William H. Dickey, Jr.

Rosalyn Frith Preston

T. Vaden Warren, Jr.

Anne J. Logan

MEMBERSHIP COMMITTEE

Board Chair | T. Vaden Warren, Jr.

Karen Edwards

Bunny Gibbons

Dick Gibson

Anne Logan

Ashley McCarron

Kathy Murphy

Hillary Lewis Murray

Evan Powers

Jeffrey Shooter

Susan Thomas

Andrew Vest

Thomas Vetrano

Tony von Thelen

J. Page Williams

STRATEGIC PLANNING COMMITTEE

Board Chair | Dick Gibson

Pat Baker

Gordon Burris

Bill Dickey

Stan Durtan

Karen Edwards

Betsy Fernald

Ron Hanson

Alex Inman

Brian Jackson

Barkley Laing

Jacqui Fiske Lazo

Anne Logan

Bob Moje

Bobby Montgomery

Rosalyn Preston

Richard Strickler

Jason Statuta

Wade Tremblay

T. Vaden Warren, Jr.

Matt Wilkinson

FINANCE COMMITTEE

Treasurer and Board Chair | William H. Dickey, Jr.

Andrea Ayres

Pat Baker

Karen Edwards

Trevor Gibson

Ashley McCarron

Bobby Montgomery

Kathy Murphy

Evan Powers

Rosalyn Preston

Philip Sprinkle

Susan Thomas

Peter Tuz

2023 ADVISORY COMMITTEES

HOUSE COMMITTEE

Board Chair | Rosalyn Frith Preston

Will Carr

Joseph Cooch

Peggy Hanson

Leslie Harris

Margaret P. Mackey

Peter Netland

Mary O’Dea

Evan Powers

Randy Rinehart

Stewart Searle

Burson Snyder

Wade Tremblay

FITNESS AND POOL COMMITTEE

Board Chair | Susan Thomas

Abbey Bauer

Deborah Cohn

Amanda Crombie

Lucinda Day

Theodore Haile

Tracey Hedrick

Barkley Laing

Lolly Lux

Timothy Michel

Kathy Murphy

Todd Stansbury

Leigh Townsend

GOLF AND GREEN COMMITTEE

Board Chair | Bob Moje

Kim Cory

John DeMaso

Karen Edwards

Dick Gibson

Meg Gilmer

Earl Grossman

Jeffry Harris

R. Hunt MacMillan III

James Malone

Matt McCorry

Lisa Moorefield

Michele Tremblay

Wade Tremblay

RACQUETS COMMITTEE

Board Chair | Barkley Laing

William Barkley

Daniel Carlson

Drew Courtney

Lizzie Dudley

Stuart Greer Ellis

David Granville

Anne Jones

Debra LaFond

Ashley McCarron

David Mrazik

Susan Thomas

Joe Krenn Chief Executive Officer/GM

Julie Brown Chief Financial Officer

Brandon Johnson Club Manager

Geoff Montross Director of Golf

Ronnie Hass Director of Racquet Sports

Scott Kinnan Director of Green and Grounds

Christy Cormons Executive Project Manager

Lindsay Dorrier III Membership Director

WELCOME NEW MEMBERS

RESIDENT MEMBERS

Elizabeth Birdsall

Rina Braakman

Daniel Bracey

Edward Carter Sr.

Lauren Carter

Judson Dalton

Brooke Dunn

Anne Farren

J. Corey Feist

Slaughter Fitz-Hugh IV

Sydnor Gammon

Anne Gieryn

Gary Gill

Charles Gillock

Amy Griffin

James Hall

NATIONAL MEMBERS

Kelly Adams

William Ashwell

Gary Band

Gregory Bates

Thomas Bell III

Anne Blackburn

Christopher Block

William Boland

Daniel Bradley Jr.

Seth Brennan

William Brown

Benjamin Brown

Patrick Brown III

Faith Burns

Thomas Burt

Sadie Butler

David Campbell

Rick Carlisle

Kyle Chapman

Dorothea Clark

Murray Deal

Brian Deitz

Martin Delmonte

Caulley Deringer Sr.

Teresa DiMarco

Jodi Dod

James Doyle IV

Travis Erdman

Jeff Erdmann III

Andrew Fireman

Derek Fisher

David Forsythe

John Frekko

Cory Frier

Rick Gabriel

Heath Galloway

Robert Hamel

Catherine Heath

John Heyser

Carol Hoefling

Britton Horne

Brian Hunter

David Ibbeken

Kevin Isaacs

Gary Koch

Alfred Leidner

David Leitch

James Lewis

Andrew Mahone

Theodore Mathas

James Maurer

Karen McDiarmid

John Gammage Jr.

Bernard Gauf

Robert Geoffroy

David Ghegan

Mark Ghegan

Daniel Good

John Gowen

Hughes Grehan

Judith Guest

John Guy IV

Raymond Guyer III

Robert Hagood Sr.

Wil Harris IV

Peter Hausmann

Scott Hilinski

William Hoh

Michelle Hopper

Kyle Hublitz

Kevin Jacobs

Missy Jenkins

Olivia Jubin

Teddy Kaplan Jr.

Battle Koonce Jr.

Stephen Kullman

Neville Lancaster Jr.

Paul Laudano

Michael LeBourgeois

Coleman Lyons III

Tia Mahaffy

Eugene Mathews III

Evans McLeod

Christina Minnis

Greg Montgomery

Todd Morchower

Mimi Moulton

Philip Musser

Carey Mignerey

Caki Nolan

Christopher Peace

Anniken Quinn

Thom Robison

Christine Schreck

Elizabeth Schrobenhauser

Gineane Stalfort

Jefferson Strider

Mignon Tucker

Elizabeth Vardell

Wally Walker

Rhett Willis Jr.

Thomas Zieman III

Thomas Nichols

Jim Orth

Janie Pappas

John Pemberton

Billy Petersen Jr.

Scott Poole

James Powell Jr.

Renee Quesenberry

Susan Quinn

Susan Rawles

Martin Reiser

Katharine Roth

Joseph Scharfenberger Jr.

Jennifer Sfreddo

Sarb Shah

Sam Shank

Jeff Shugart

Ned Sinnott III

Mason Smith

Emily Smith

Shane Smutz

Lore Steinhauser

David Stewart III

Robyn Swift

Brenda Thompson

Alan Vaughan

Elizabeth Wainstein

Chad Walldorf

David Whitby

Robert Whitehurst

Scott Willett

Charlie Wolfe

Governor Glenn Youngkin

Cabell Zakas

IN MEMORIAM

Mrs. Ellie Wood Baxter

Mr. Rudolf B. Becker III

Mrs. Elizabeth B. Cox

Mrs. Martha Craddock

Dr. Richard F. DeMong

Mr. Peter Easter

Mr. Robert Lee “Bobby” Edwards

Mr. Clayton W. Eisinger

Mr. D.B. Frye Jr.

Mr. John W. Glynn Jr.

Mr. Henry H. Harrell

Mr. Richard L. Hudson

Mr. Joseph F. Johnston Jr.

Mrs. Lois Keller

Mr. Edward MacMahon Jr.

Mrs. Evelyn Marshall

Mr. Stephen T. McLean

Mrs. Ann M. Milnor

Dr. David E. Normansell

Mr. Robert M. Potamkin

Mrs. Sally Roberts

Mr. Malcolm M. Randolph

Mr. M. Jack Rinehart

Mr. Richard S. Shank

Mr. William H. Sipe III

Mrs. Phyllis Smith

Mr. Clyde Ray Smith

Mrs. Isabella Smith

Dr. Robert G. Squillante

Mr. Thomas A. Sully

Mr. Whitelaw T. Terry Jr.

Dr. Donald E. Timberlake

Mr. Halcott Mebane Turner

Mr. William C. Vance

Mr. Charles E. Venn

Mr. John S. Watterson III

Mrs. Carter C. Ziegler