2011 Strategic Plan Adopted September 21, 2011
INTRODUCTION The Two Rivers Country Club Strategic Plan is more than a mission statement and a set of goals and objectives. This document discusses the challenges and opportunities facing the TRCC community and details the Board of Governors’ ideas for meeting those challenges and taking advantage of those opportunities, but this “plan” also serves other purposes. It is the basis for an in-depth and ongoing review of the Club’s entire operations. As such the plan creates a framework for making everyday business decisions throughout the Club. And just as importantly, it should help members understand the state of the Club today and where the Board of Governors (BOG) and management see the Club going in the years ahead. As well, it should help new members become acquainted with our Club’s organization, board and committee structure and the roles and responsibilities of the hundreds of staff members and volunteers who make the Club successful. The Board will review this document annually and update it as appropriate.
MISSION The Club is a private, member-owned golf, tennis, swimming, boating, dining and social club operated for the recreation, pleasure and benefit of its members and their guests.
VISION The Club exists to enhance the daily lives of all its members, regardless of their personal backgrounds or Club membership categories. It does so by providing first-class country club amenities and facilities in a comfortable, family-oriented environment in which our members can enjoy time spent with family members and friends. Its mandate is to be a primary factor in making Governor’s Land a superb place to live. In the process the Club helps protect residents’ significant personal and financial investments in our community.
HISTORY The Governor’s Land Foundation (GLF) and the Club were both incorporated in the first few weeks of 1991. Since that beginning of our community, the GLF and the Club have been partners in making Governor’s Land a premier residential community. Club membership has always been mandatory for all Governor’s Land property owners. This
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requirement has greatly benefitted everyone in the community, both as residents and as Club members. Almost all of the community’s most valuable common areas and the amenities located on them – notably including golf, tennis, swimming, and boating – are owned or managed by the Club under a set of lease and management contracts established at the very beginning of our community. The controlling documents for both organizations clearly spell out the responsibilities that the GLF and the country club share in overseeing and providing for these facilities and amenities. These responsibilities and indeed the futures and fortunes of both organizations are inextricably linked. After all, the Club is not a separate, wholly independent corporate entity that just happens to be located at Governor’s Land. The Club is the mechanism through which the property owners manage almost all the key recreational facilities that they own and that are so vital to their community’s lifestyle and their personal property values. For the Club, the practical implications of this relationship are many. At their most basic, they demand that the BOG, its committees and management continue to work closely with their GLF counterparts to make sure the best interests of all parties are factored into Club decision-making.
STATE OF THE CLUB In 2011, the Club is financially strong, its facilities are in excellent condition and its longterm outlook is very positive. The Club has no debt and has a steady infusion of capital for long-term needs. The Club has experienced and professional staff in all key positions. The BOG and its committees are anchored by Club members with significant experience in country club oversight. Member support of the clubhouse, dining and recreational/athletic facilities is stronger than ever. The Club is investing the personnel and financial resources needed to maintain appropriate membership levels. The Club’s management organization is headed by a general manager, who is accountable for all day-to-day operations and budgets of the Club. The general manager reports directly to the BOG and is its bridge to the staff, enabling the BOG to avoid the intricacies and short-term focus that is the staff’s responsibility. The country club industry as a whole is in a time of reinvention of what the private club experience offers its members. Clubs have had to adapt to meeting the needs of the entire family, including children, grandparents and grandchildren. Parents spend more time with children and less time on personal recreation than before. And they have many more options for non-Club recreation and relaxation than did country club members of preceding generations. The days of long waiting lists to get into clubs ended around the turn of the 21st century, and with a down economy since 2008, clubs have had to learn how to do more with less. In 2009, the Club began a comprehensive study of ways to reduce costs, and further work on improving efficiencies continued into 2010. As a result, nearly $200,000 in savings
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have been realized over the past two years, directly resulting in low dues increases for 2010 and 2011 – 1.3 percent and 2.5 percent, respectively. Efforts to reduce costs without sacrificing quality remain a core objective for the staff every year. With the Club leaner than ever, the staff’s focus will continue to be on initiatives to drive new revenues. Growing nonmember business is more feasible than realizing significant increases in spending from current members. Efforts to increase profitable nonmember banquet and outing business are ongoing, via the marketing efforts of the membership director, golf professional, tennis professional and the director of special events. That is not to say that efforts to grow member spending are not being undertaken. The general manager has challenged department heads and line employees alike to develop ideas to grow member spending and to reduce costs of operations and services. The staff and BOG enjoy a strong and positive working relationship. This team approach is essential to the overall success of the Club and its ultimate goal of exceeding members’ expectations.
CLUB GOALS AND OBJECTIVES At the beginning of every year, the newly organized Board commits itself, its committees and Club staff to a specific set of goals and objectives for that year. Those goals should follow naturally from the key challenges and opportunities identified by the Board. The BOG communicates those goals and objectives to the members and posts them on the Club’s website. The goals of Club operating departments and the individual goals of key management employees are then developed to support the Club’s overall goals and objectives. Those goals change from year to year, but underlying those specific goals and objectives is an unwavering commitment to the basic principles of good club governance and sound business management: Continually seeking new ways to make the Club even more attractive and welcoming to all members. Staying within budget. Managing the Club in a business-like fashion to maximize revenues and control costs wherever reasonably possible without sacrificing the quality the members demand.
GUIDING PRINCIPLES As the BOG and the management staff pursue the goals and objectives set at the beginning of each year, they act according to an established set of principles that provide a framework for long-term and everyday decision-making. At the heart of that framework is the continuing dedication to the belief that the Club is to be operated in a professional and financially sound manner that emphasizes sound business strategies and principles:
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We strive to make our services, amenities and other “lines of business” as efficient and profitable as possible, but we also recognize that service to our members is our highest obligation. We highly value our best customers – as measured by how frequently they use the Club’s facilities and how much revenue they bring to the Club – but we always strive to treat every member as a best customer, providing a welcoming environment for all members regardless of their membership category or how often they visit the Club. We plan, price and deliver our services to treat all members equitably and in a manner appropriate to our bylaws. We continue to review every aspect of Club operations to find efficiencies, enhance profitability, realize improvements in members’ satisfaction and make sure members feel they are getting good value for their money. We are dedicated to openness and transparency, communicating regularly and effectively with members on the operations of the Club and the state of its finances. We are a great Club to work for, offering our employees competitive pay and benefits and treating them with respect and appreciation. We are a great Club to do business with, treating our suppliers and contractors with respect and dealing with them on a business-like basis. We are mindful of the impact of the Club and its operations on the larger Governor’s Land community.
CHALLENGES AND OPPORTUNITIES While Two Rivers shares many attributes with other private country clubs that offer a full range of high quality facilities and amenities, the Club has unique attributes and challenges. Because Club membership is mandatory for all Governor’s Land property owners, the Club is guaranteed a high level of use of its facilities and a reliable amount of income from members’ dues, capital charges and food and beverage spending. However, while the Club’s bylaws accord those welcome benefits, they also mandate a very rigid dues structure that makes it extremely difficult to price various membership categories in ways that might enhance the Club’s competitiveness with other clubs in the Williamsburg market. The bylaws also limit the number of social members who can serve on the BOG – two social members versus 12 for golf memberships – even though at the beginning of 2011 there were almost 500 social members and approximately 300 golf members. Some members feel the Board positions should be more evenly distributed among the Club’s membership categories. While these issues would seem to argue for change through bylaw amendments, such amendments have not proven feasible in the past, and there are no changes to the governance or financial structures of the club contemplated in the near future. It should
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be made clear that the current Board is confident that it and future Boards can continue to manage the Club effectively and properly under the existing bylaws. Despite these issues, the Club – as noted earlier – is in the enviable position of being financially healthy and debt-free, possessing high-quality facilities that are in excellent condition, and enjoying significant members support and use. But the Club does face a major challenge in the years ahead – a challenge exacerbated by the current mix of memberships and the restrictions on setting dues. The major problem for TRCC, as it is for most clubs is – in one word – revenue. The Club is in good financial health now, but costs will only increase over time. There are only three kinds of revenue to cover those costs: direct charges to members (dues and capital fees principally), individual ad-hoc member spending (food and beverage purchases, guest fees, golf cart fees, etc.) and non-member spending (weddings, golf outings, corporate events, guest dining expenditures, marina slip leases, etc.). There are revenue-enhancement opportunities of varying attractiveness in each of the three areas. In the area of direct charges to members, the opportunities are few. While dues, fees and charges (monthly, quarterly and annual) to members may move upward over time, those increases cannot be unrestrained. Higher costs to members make it ever more difficult to attract and maintain high-revenue memberships, such as golf and marina. The fewer such memberships the Club has, the more pressure there is on dues levels, leading to a destructive downward spiral that must be avoided. Clearly it is imperative to increase the number of high-revenue memberships. In addition there are limited opportunities to create new types of memberships in golf and marina to allow memberships that are more affordable than full golf and marina memberships but still bring in more dues revenues than social memberships and still provide adequate capital income. Managing the mix of memberships is a primary responsibility of the Membership Committee, as described in the section below on committee responsibilities and activities. Individual member spending presents a number of opportunities for the club. A simple increase of $10 in spending per membership per month would generate $100,000 in additional annual Club income. There are a number of members whose use of the Club is quite limited. For several years, one of the primary BOG objectives has been to increase Club use by members – particularly social members and members with children living at home. This will have the dual benefits of (1) making the Club a more exciting and heterogeneous environment that serves its total membership more fully and (2) generating additional revenue, thus lessening the pressure on all members’ dues. The House and Member Outreach Committees are pursuing ideas and options in this regard. By far the biggest revenue opportunity is in non-member revenues. The Club has the facilities to host considerably more weddings and corporate events (meetings, golf outings, dinners, etc.). There are two main limiting factors in this area. One is the need to ensure member access to the Club’s facilities while outside events are occurring. The other is the size of the clubhouse. The Club can host large events in tents, but indoor events are limited in the number of people who can attend. Expanding the clubhouse is an
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option, but the cost of construction and continuing maintenance of a larger structure are sobering, and no such expansion is currently contemplated. The size of the clubhouse also presents other challenges to the BOG and Club management. While the building is about right for the current number of members and their functions, there is little if any room for expanding staff office space, a situation that is already a problem. Moreover, storage space is far too limited. The BOG and the general manager will have to develop specific proposals for easing the storage problem in the near future. One other major challenge needs to be noted, and that is capital development. The BOG, through its Finance, House and Green Committees, has developed a detailed five-year plan for the timely replacement of Club assets. Everything from buildings, equipment, office furniture, dining room chairs, doors, windows and carpets to marina bulkheads and golf course greens will need to be replaced some day. The BOG believes the current fiveyear plan is adequately financed through new member initiation fees and monthly capital charges to existing members. But this will be an area the Board will have to monitor closely every year. And the Finance Committee will need to update the five-year plan at least annually. The BOG’s attention and investment decisions will follow naturally from the challenges and opportunities noted above. Whether in the form of increased advertising to attract new members, additional staff for new children’s programs, new kitchen equipment to help serve more members at lunch and dinner, or purchases of additional equipment for weddings and corporate events, the BOG and its committees will continually seek new and innovative ways to make the Club even more attractive to current members, attract new members, generate “outside” revenues and lessen the dues burden on everyone.
CLUB COMMITTEE RESPONSIBILITIES AND ACTIVITIES Under the Club’s bylaws, committees are advisory to the Board and have no independent or supervisory authority. A few committees, such as Audit and Election, do have some specific, limited autonomy, but the other committees have only the authority delegated to them by the Board, and all their actions and decisions are reviewable by the Board. The committees exist to support the Board as it works to meet the Club’s stated goals and objectives. Club members can expect that the Board’s committees will play an active role in implementing BOG policies and assisting Club managers in their duties. Committee roles and key activities and directions are described in this section. Membership Committee The Membership Committee is responsible for creating and marketing the various types of Club memberships needed to meet the needs of current and prospective members, maintain adequate Club revenues (operating and capital) and assure the full use and good condition of the Club’s facilities.
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Until 2009 the Club for years had not marketed membership to its obvious primary customer base: people living in the metropolitan areas between Washington, D.C., and Boston who wish to relocate to the Williamsburg area. This lack of marketing was instrumental in a reduction over time in golf and marina memberships, which the Club relies on for a significant portion of its long-term capital funds and annual revenues. For example, golf memberships fell from a total of almost 450 in the year 2000 to approximately 300 at the beginning of 2010. The committee’s goal is to increase golf memberships to at least 350 by 2015. The Membership Committee works with the Club’s membership director (a position created in 2009), with local realtors and with several outside consultants in the areas of golf membership development, advertising and website development. The committee’s mandate is to partner with these resources to market the community and Club to attract the people who value and can afford the premium lifestyle and amenities offered by Governor’s Land and TRCC. The committee is pursuing several membership directions and actions that will improve Club memberships. The committee will: Continue to evaluate and modify golfing programs and membership offerings to remain competitive with other clubs in the Williamsburg area. Adjust terms and conditions of some offerings, (for example, invitational membership) to best meet the business needs of the Club and its customers. Develop an incentive program to return the number of dining memberships by 2014 to the 120 level enjoyed in 2007, before the recession drove that number down to 90 in 2011. Continue to develop the public side of the community’s website, redesigned and re-launched under the committee’s direction in 2011. Market non-property-owning social memberships in the Williamsburg area. Member Outreach Committee The Member Outreach Committee advises the BOG on programs and policies to enhance use of the Club by all members, with a particular emphasis on making the Club more attractive to social members and members with young and teenaged children. Among the aspects the committee considers pertinent are: Member demographics, particularly family composition, age and working status. Current and planned Club events and activities Impediments to use and enjoyment of the facilities Ways to improve communications The committee recognizes that other committees have previously begun and are currently working on various initiatives that overlap this committee’s charter, particularly in the area of Club activities. For that reason, the committee works closely with the House Committee and the Strategic Planning Committee so that the Club builds on but does not duplicate previous or on-going efforts.
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The committee has concluded that it is important to determine the opinions and concerns of the members at large by getting their direct input on what they feel might be done to make the Club more enjoyable, pertinent and amenable to use. The committee will use that information to evaluate what is important to members and develop specific recommendations. Finance Committee The Finance Committee, chaired by the Club’s treasurer, develops budgets and monitors the overall financial condition of the Club. To that end, the committee: Develops an annual operating budget for each department that contains sufficient revenues and expenses to meet annual Club objectives while maximizing value to members. Monitors actual financial performance against the annual operating budget and recommends actions where necessary to achieve departmental and overall operating objectives. Makes recommendations to ensure the sound provision and management of the Club’s assets and liabilities. Reviews insurance coverages to ensure the Club is protected against major losses. Develops, monitors and updates annually a long-term capital plan to ensure the adequacy of resources to meet the ongoing and timely replacement of capital assets. Reviews capital expenditure requests for recommendation to the BOG. Develops and oversees responsible investment of the Club’s cash deposits. Human Resources Committee The Club’s workforce varies from 75 to 135, depending on the time of year. The HR Committee is committed to helping the Club’s employees become a high performance multi-tasking work force. The committee advises both the BOG and general manager to make sure the Club’s human resources procedures are up-to-date, appropriate and effective: The most capable and qualified candidates are recruited and hired regardless of age, race, sex or national origin. Employees are well trained and fairly compensated. Employees are a valued asset and will be dealt with honestly, fairly, and in a professional manner. They are treated with dignity and respect by their peers, management and Club members. Employees work in a clean, safe and harmonious environment. They receive regular training to improve their skills and timely communications on their performance. Employee performance is assessed on a regular basis, and such assessments are communicated to the employees both verbally and in writing. They will have opportunities for learning and advancement. They are encouraged to make suggestions that focus on improving business operations.
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Promotions are made from within the organization whenever possible. Grievances are handled quickly, impartially and confidentially.
The committee is available to assist management to ensure that all HR functions are conducted in accordance with the Club’s goals and objectives. To this end, the committee meets regularly with and is a resource for the general manager. Measures of human resources success will include reduced employee turnover, increased member satisfaction and increased employee referrals. The high performance organization will become more productive, more efficient, more engaged and more cost effective. In doing so, the Club’s employees will become a greater asset and resource to the Club, to the management and to each other. Legal Committee The Club’s Legal Committee is composed of several Club members, practicing or retired attorneys with various legal specialties, who volunteer their time to assist the BOG and the Club with legal matters. The role of the committee is comparable to that of an inhouse legal department of a corporation, an apt analogy since the Club is a Delaware corporation. The chairperson of the committee customarily attends BOG meetings. Overall, the committee plays a key role with the Club, helping to ensure the BOG and Club’s management operate in a legally responsible manner. A major activity involves reviewing the BOG’s adherence to the Club’s bylaws and articles of incorporation, as well as drafting amendments to those documents proposed by the Board. A primary function of the committee is to supervise and manage relationships with the Club’s outside legal counsel, including recommending when and to what degree outside legal services are needed. While outside counsel are the attorneys for the Club, the committee often does much of the preliminary legal analysis and document preparation, so as to hold down the legal time charges of outside counsel. In general, committee lawyers assist with the review and drafting of contracts, employment agreements and other legal documents for the Club, including the various legal issues that arise, particularly in the areas of employment and membership, and the legal relationship between the Club and the GLF (and their governing and other documents, including the lease and the maintenance and management contracts). House Committee The clubhouse interior underwent major redecorating in conjunction with the $5.2 million clubhouse expansion in 2008. The House Committee administers a three-to-five year rolling plan covering probable refurbishments of clubhouse structures, equipment and furniture. In the near term the committee will maintain emphasis on the Club’s food and beverage operation. The 2008 clubhouse expansion and the 2009 review of purchasing procedures,
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in conjunction with strong staff leadership actions and outside event revenue, have raised food and beverage to a break-even or small-profit operation. The Club will continue that emphasis, stressing quality and service. Luncheon revenues directly correlate to rounds of golf played, and the Club will continue to provide an expedited lunch service on days when a high number of golf rounds are expected. Menus will continue to be reviewed and modified to continue great service to all members. The Club will continue to expand family programs to accommodate the lifestyle of our members and their usage of the Club’s programs and amenities. The committee will continue to review the E Series and other Club social events to insure both financial success and member support. Weddings and other outside events are a critical part of the Club’s financial success, and the Club has the capacity to increase the number of these events. The committee will ensure the Club is marketing these opportunities effectively and at the same time making sure Club facilities are available to members. The committee regularly reviews outside events to understand the market, the Club processes, and the ability to expand TRCC market share while not upsetting the balance with member functions. Building and Grounds Committee A significant responsibility of the Building and Grounds Committee is to assure that the facility is maintained in a first class manner. The committee monitors the condition of the clubhouse and its contents, so that the Club does not need to repair or replace items earlier than estimated in the long-term capital plan. The current clubhouse opened to members in 1994. The clubhouse underwent major expansion and redecorating in 2008 (the Clubhouse Improvement Project), financed through a $5.2 million member assessment. The major capital projects since the clubhouse expansion involved replacing five HVAC units in 2009, and replacing the kitchen HVAC unit, resurfacing the parking lot and upgrading major portions of its subsurface in 2010. All of the HVAC units should provide service for 10-15 years. The parking lot surface should last for 10-15 years and the subsurface upgrade for 25-30 years. The $186,000 cost of the parking lot project was paid for with funds from the Clubhouse Improvement Project. The committee annually inspects all of the Club’s facilities and provides a report to the Club’s Board and management with recommended repairs or alterations. Club management reports back to the committee when the repairs are completed or with an estimate of the cost to make the recommended repairs or alterations. The committee and management then decide if the repairs or alterations should be done or if a capital request should be made to the BOG. Golf Committee A vibrant, full golf program is a necessity when it comes to attracting new golf members of the Club and retaining current golf members. The Club’s Golf Committee will continually evaluate the tournaments offered to members to ensure they meet the needs
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and desires of the golf membership. The committee works with the professional staff to ensure members’ needs are met in the areas of lessons, game development and pro shop merchandise. The committee works with the golf associations to help increase their memberships. The committee works with the professional staff to ensure that the golf program produces meaningful revenue and profit for the Club. The revenue comes from two sources – members (merchandise sales, lessons/clinics, tournament fees, green, and cart fees) and non-member events (e.g., organization/corporate outings and tournaments). The Club's goal of increasing golf memberships will require increased coordination with the Membership Committee to develop new membership programs and offerings to attract and retain golf members. The committee’s chairman is also a member of the Green Committee, which facilitates the close working relationship between the two committees. Green Committee The Club’s golf course has had excellent care since it became fully operational in September 1992. Through the hard work of the golf maintenance staff, the course has retained its character in spite of time and changes. The course set-up provides excellent playing conditions and very reasonable challenges for both low and high handicap golfers. The principle objective of the Green Committee is to maintain the course and its character in a “top-ten manner.” The age of the course, particularly its greens, and the stresses of summer heat and occasional drought present continuing challenges to the staff. The build-out of Governor’s Land and the resulting rain runoff present constant drainage issues on some holes, particularly where wetland proximity limits remedial actions. Top dressing of the fairways is essential and is a significant cost of our golf maintenance budget. The offseason is used to rebuild sand bunkers as required, and the committee has planned the refurbishment of the course’s five 19-year-old wooden bridges, one each year beginning in 2011. Maintaining more than seven miles of cart paths is an on-going challenge and requires a continuous repair cycle. The Green Committee and the Board expect that the course’s 18 greens (including two practice greens) will need to be replaced sometime in the future in order to overcome maintenance issues resulting from their original construction and to take advantage of newer types of grasses. The newer grasses are more tolerant of the heat and humidity commonly experienced in Williamsburg summers and more tolerant of the low-quality irrigation water available to the course. The newer grasses will also allow for smoother, faster greens and in general enhance the golfing experience at Two Rivers. The committee is developing options for replacing the greens, but there is no specific timetable and no funding mechanism currently in place. Some elements of the course’s irrigation system are more than 20 years old and are requiring as much as $30,000 in annual maintenance costs. The Club will replace the
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main irrigation pump in 2012, and the total replacement of the system has been added to the long-range capital plan. The Club also maintains a continuous effort to add additional plantings and color to the course. The annual golf maintenance budget provides for a number of new plants each year and maintenance of existing plantings and landscaping. To facilitate the committee’s close working relationship with the Golf Committee, the committee’s chairman also is a member of the Golf Committee. Marina Committee The Two Rivers Country Club Marina is the most pristine and protected of the few marinas on the James River. The Marina Committee advises the BOG on matters concerning the activities, budget, dues, operation, upkeep and maintenance of the marina facilities. The marina is supervised and managed by the harbormaster, who reports directly to the Club’s general manager. The marina has 100 boat slips, consisting of 17 bulkhead slips belonging to the 17 homeowners whose properties surround the marina, 78 slips of various sizes at three floating docks and five end ties at the ends of the docks. The marina also has a separate dock where gasoline and diesel fuel can be purchased and waste holding tanks can be pumped out. There is also a ramp where marina members and other Club members who pay an annual fee can launch trailered boats and other watercraft. Marina membership is an add-on membership available to all Club members. Each of the 17 property owners on the bulkhead automatically is a marina member. Other Club members in good standing can become a marina member by purchasing an equity interest, which entitles the member to use one of the 78 slips. Slips that have not been purchased may be leased to Club members and non-members. The Club has a goal to increase the number of marina memberships, while having all remaining slips occupied by lessees. Marina facilities are also available to transient boaters, as space allows. In 2010 and 2011, the list of the marina’s capital requirements was updated to determine the condition of the marina facilities and estimate the timing of future maintenance and replacement needs and their capital costs. The list consists of approximately 60 separate items, including, bulkhead and dock maintenance and repairs, dredging of the marina and the channel coming into the marina from the James River, fueling system maintenance and repair, harbormaster building maintenance, and maintenance of electric service to the slips. Each marina member also is a member of the Two Rivers Yacht Club (TRYC), whose officers also are members of the Marina Committee. The TRYC each year schedules a number of cruises for those with slips in the marina, as well as social events for the marina members and their families and guests. Some social events also are available to all Club members and their guests.
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Tennis Committee The Governor’s Land community offers a beautiful venue to play tennis with six Har-Tru and four hard courts. Under the long-standing management contract with GLF (which owns the tennis facilities) the Club staffs and manages the community’s tennis program. A fulltime tennis professional, who is a Club employee, manages the program and offers a variety of instructional programs for adults and juniors together with on court events that provide a balance between social and competitive play in a year-round schedule. The Club’s Tennis Committee is advisory to the BOG on matters concerning the activities and use of the Tennis Facilities, in coordination with the GLF Recreation and Facilities Management Committee. The Two Rivers Tennis Association (TRTA) was formed in 2001 to enhance the social aspects of the program. The activity level of the tennis program has been fairly constant over the last several years with 16 on-court events on the 2011 schedule. There are 67 TRTA family memberships, which account for about 100 players from the Club’s membership. In addition to drop-ins and home-and-home matches, total participants in last year’s oncourt events (mixers and tournaments) numbered 233 plus 116 juniors in camps and clinics. Both the committee and the TRTA have promoted the tennis program. The numbers of new members playing tennis have essentially offset the numbers of people leaving the program in recent years. To grow the tennis program, the Club’s focus will be on getting more current members interested in playing tennis and marketing invitational golf and social memberships to non-residents. In addition to the funds from the Club’s quarterly fee to all members to pay for tennis and swimming programs and staffing costs, the balance of operational costs of the tennis program will be covered by income from tennis events and the Club’s share of instructional revenue earned by the tennis professional. The committee will monitor the income side of the budget to meet the objective of having a cost neutral program.
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