Quail Creek Country Club Proposed Facilities Plan Member Informational Meeting February 27, 2018
Jim Clayton – President Proposed Facilities Plan
Meeting Agenda • • • • • • • • •
Proposed Facilities Plan - Jim Clayton Plan Background – Hedy Whitney Site Plans/Architectural Renderings - Adrian Karapici & Don Hunter Contractor Commitment – Don Garrett Owner’s Representative Role - Jeff Nunner Competitive Analysis – Phil Newman, RSM LLP Financial Plan & Funding Proposal – Pete Kloet Timeline & What’s Next – Jim Clayton Q&A
Board of Directors’ Position • We’re at a critical juncture in our Club’s history • Our facilities are dated with much deferred maintenance & code issues • Membership levels have been declining since 2006 • The competitive market is tightening • Member input over the last 2 years says facilities improvements are needed • The status quo is not an option!
Board of Directors’ Position Now is the right time to take bold steps: – Update our aging facilities to differentiate our Club and create a competitive advantage – Provide facilities and programs that specifically cater to the athletic, health and social aspirations of our Members – Prioritize the value and importance of various Club improvements
Board of Directors’ Position
If we don’t act now, Members would ultimately pay higher dues as our infrastructure continues to deteriorate and Membership decline continues
Facilities Plan Goal: Be Relevant and Competitive • Enable our Members to play better and longer at whatever sport or activity they choose AND serve as a hub for their social interactions and friendships • Ensure the long-term financial stability of our Club by differentiating ourselves from the competition, thereby improving our ability to attract new Members
Hedy Whitney – Chair Strategic Planning Committee
Strategic Planning Committee • • • • • • • • • • •
Elaine Christian Jim Clayton George Domurot Jim Forte Stu Hodgson Don Hunter Pete Kloet Rita Kozic Jorie Senter Jerry Westwood Hedy Whitney, Chair
Member Input – 2016-2018 • 2016 Member Survey - 556 respondents - more than 2,000 comments on facilities and amenities • 2017 Focus Groups - 150 participants - more than 300 comments and suggestions
Member Input – 2016-2018 • 2018 Member Input Sessions - 315 participants - more than 900 comments and suggestions • Ongoing meetings with Club Committees; Comment Box input; direct contact with SPC More than 3,000 comments and suggestions in total
In Summary You told us: • You are satisfied with our two golf courses and Greenside Grille • You indicated the need for facility improvements/upgrades, both interior and exterior
In Summary You told us: • You are dissatisfied with the Fitness Center, service in Greenside Grille, driving range, and appearance of the Clubhouse interior & exterior • You prefer a monthly Capital Maintenance Dues increase versus an assessment to fund improvements
External Input – 2016 - 2018 • 2016 Engineering Study found aging infrastructure, much deferred maintenance • 2017 McMahon Group study of our market and competition - Found declining competitive position as other clubs have upgraded their facilities - Forecast 1600 golfing households to be within 15 miles of QCCC by 2021 • 2017-18 input from our external advisors
Declining Membership Levels QCCC Membership Trend - Full Member Equivalents (FMEs)
680 660
654
640 620 600
599
580
569
560
561
540
553
552
535
546 532
520 500
FYE 2009
FYE 2010
FYE 2011
FYE 2012
FYE 2013
FYE 2014
FYE 2015
FYE 2016
FYE 2017
526
2/15/2018
Declining Membership Levels • Class A Golf Members - 427 today - 480 goal (cap set in 2013) - 580 in 2006 - 10% drop since January 2015 • Full Member Equivalents - 523 today - 600 goal - 654 in 2009 • QCCC cannot command an initiation fee higher than the discounted $25,000 without improvements
Proposed Facilities Plan Phase I: Fall 2018 – Spring 2019 • Build integrated center (golf/tennis/fitness) with a Cart Barn and new entryway; enhance area around existing pool • Extend Driving Range and add cart parking • Build 4 pickleball courts on one tennis court; create new tennis exhibition court
Proposed Facilities Plan Phase I: Fall 2018 – Spring 2019 • Convert current Golf Pro Shop into temporary area for fitness operations • Secure temporary space for Golf & Tennis Pro Shops and bocce
Proposed Facilities Plan Phase II: ~Spring – Fall 2019 • Expand Greenside Grille kitchen & commissary (food delivery, storage & prep), relocate Staff locker/break rooms • Update Clubhouse interiors & exterior • Build wine room – option for fine dining (24-40 seats) • Re-route entry to men’s and women’s locker rooms; bring bathrooms up to code
Proposed Facilities Plan Phase II: ~Spring – Fall 2019 • Build 3 bocce courts and 1 croquet lawn near current Golf Pro Shop/Cart Barn • Build Halfway House near those courts • Build new roadway and entry to Clubhouse; new porte cochere; parking lot walkways and lighting • Upgrade & screen loading dock Construction schedule for the entire project is 14 months
Our Advisors Architect: Peacock + Lewis - Adrian Karapici Construction: D. Garrett Construction – Don Garrett and Brooke Selvidio Owner’s Rep: Nunner LLC – Jeffrey Nunner Shared Projects: Bonita Bay, Country Club of Naples, Grey Oaks, Talis Park, Mediterra, Royal Poinciana, Club Pelican Bay, Quail West, Colliers Reserve, Vineyards
Adrian Karapici – Architect Peacock + Lewis LLC Site Plans/Architectural Renderings
Don Hunter – GM/COO Member Experience
Our Current State
Our Current State
Our Current State
Our Current State
Our Current State
Our Current State
Clubhouse, Sports & Fitness Center – Concept Rendering
Proposed Clubhouse Lower Level Plan
Clubhouse – Phase II Concept Rendering
Why a Sports & Fitness Center?
Why a Sports & Fitness Center?
Proposed Sports & Fitness Center Plan – Phase I
Sports & Fitness Center – Phase I Interior Concept Rendering
Hospitality Counter
Sports & Fitness Center – Phase I Interior Concept Rendering
Sports & Fitness Center – Phase I Concept Rendering
Sports & Fitness Center – Phase I Concept Rendering
Sports & Fitness Center – Phase I & II Concept Rendering
Sports & Fitness Center Exterior – Phase I & II Concept Rendering
Sports & Fitness Center – Phase I & II Concept Rendering
Sports & Fitness Center Exterior – Phase I Concept Rendering
Clubhouse, Sports & Fitness Center – Phase I & II Concept Rendering
Proposed North Improvements – Phase II
Preliminary Architectural Site Plan
Don Garrett – D. Garrett Construction Contractor Commitment
Jeff Nunner – Nunner LLC Owner’s Representative Role
Owner’s Representative Role • Use my 30 years’ experience in build environment to assist the Owner. Have engineering and building contractor licenses • My role in this project will be: - Project Management from design through construction - Assist in preparation and management of total project budget - Oversee all project spending and approve all payments during project with the Club’s Staff and Construction Committee
Phil Newman – RSM LLP Pete Kloet – Treasurer Project Financing and Impact on Dues
QCCC/SWF Club Dues Comparison Calendar 2016 QCCC Class A Golf Member Annual Golf Dues:
$11,578
Calendar 2016 SWF Average Full Golf Member Golf Dues:
$10,800*
Calendar 2016 QCCC Class A Golf Member Annual Total Dues:
$14,518
Calendar 2016 SWF Average Full Member Annual Total Dues:
$14,600*
(Total Club dues include golf dues, minimums, service fee and capital dues but exclude assessments) Clubs with 36 holes, such as QCCC, typically have significantly higher golf course maintenance expenses per FME than clubs with 18-hole courses * Data supplied by RSM LLP, based on audited data from over 50 SWF Clubs
Capital Spending per FME QCCC
Avg. SWF Clubs*
FYE 2016
$841
$6,990
FYE 2015
$2,053
$5,120
FYE 2014
$6,891
$4,130
Cumulative total
$9,785
$16,240
*Data supplied by RSM LLP
Note: QCCC FYE 2017 capital spending was $1,546 per FME and for FYE 2018 is estimated to be approximately $1,200 per Member. Over the same period, capital spending at SWF clubs is expected to increase substantially for those two years.
Project Cost Estimate Integrated Sports/Fitness Center Fitness and related equipment Cart Barn Pool refurbishment Kitchen and related equipment including associated build out Driveway and Clubhouse porte cochere Clubhouse renovation and FFA Halfway House Architect, engineering and other fees
$7,777,880 $585,000 $1,500,000 $250,000 $3,372,120 $650,000 $1,350,000 $215,000 $1,375,000
Permit and impact fees
$215,000
Legal and closing costs
$125,000
Contingency Total Project Costs Refinancing of existing loan Total Estimated Project Financing Requirement Other self constructed assets (Bocce, Croquet and driving range extension)
$1,000,000 $18,500,000 $2,500,000 $21,000,000 $400,000
The Board is committed to not exceeding this budget
Project Financing $21 Million mortgage/term loan at 5.25% with 25 year amortization equals monthly interest and principal: $126,000 Possible construction Loan or Line of Credit during 14 months of construction We will seek: • Maximum fixed rate period • Accelerated payment options • Longest possible term, including 30 years Current discussions with two major commercial banks
Allocation of Increase in Monthly Dues Total Current Dues
Current Cap Dues Portion
Capital Dues Increase
$1,348
$190
$130
$320
$1,478
Senior Golf & Associate
705
95
100
195
805
Social/Sports
585
76
100
176
685
Senior Social
324
38
50
88
374
Class A
* Some Associate Golf Members will pay $320 per month capital dues
Revised Revised Capital Total Dues * Dues
Increase in Monthly Dues Proposed Increase in Monthly Capital Maintenance Dues • Permits increase in debt service capacity from $48,000 presently to $126,000 of principal and interest • Permits a monthly set-aside of $51,000 per month for ongoing, regular capital maintenance expenditures The Board will limit the Club's borrowing to the $126,000 of monthly debt service for principal and interest that the proposed increase in capital maintenance dues permits. Class A Golf and Class B Social (Equity) Members are being asked to approve this proposed capital maintenance dues increase.
Jim Clayton – President Timeline
This is your opportunity to do something great – for yourself, your fellow Members and our great Club
Timeline • February 23 – Proxies & Proposed Plan mailed to eligible voting Members; Proposed Plan mailed to non-voting Members • February 27 – Member Informational Meeting • March 2, 6, 14 & 20 – Pop-In Q&A Sessions • March 26 – Annual Meeting - voting results will be tabulated by RSM and shared as soon as tallied Eligible Voters: Class A Golf and Class B Social (Equity) Members Voting deadline is on or before March 19
What happens if the Membership approves the capital dues increase? • Lenders will be provided with the necessary information to conclude bank financing • Develop a Membership marketing program with a goal of attracting 60 new FMEs based on the Club's new facility plans and our integrated sports/wellness theme • Permitting process will be completed by early fall 2018 • Construction will begin fall 2018 and completed mid-fall 2019 (14 months)
What happens if the Membership does not approve the capital dues increase? • Hurricane damage repair and ongoing maintenance will be carried out • Since nothing changes, the declining Membership trends will likely continue requiring higher dues for operations, probably more in dues increases in the short term than the proposed project requires • The Board will have to determine whether a different strategic planning direction is warranted. A subsequent plan, if any, will likely require higher construction costs and higher interest rate financing
We ask for your support and a YES vote