QUAIL CREEK COUNTRY CLUB
Proposed Facilities Plan 2018 Member Informational Packet
LETTER FROM THE PRESIDENT Dear Members: We are at a critical juncture in the 37-year history of Quail Creek Country Club. Our Membership levels have been declining – a ten-year-plus downward trend from 580 Class A Golf Members in 2006 (with a wait list) to 427 today. Since 2015, our Membership levels have dropped 10 percent. While recent recruiting efforts have seen good results, albeit at significantly discounted initiation fees, we still have a large gap in where we need to be. Many of our facilities – the Tennis and Fitness Centers, the Cart Barn and the Clubhouse, as examples -- are dated and are showing their age – both inside and outside. The external marketplace is changing. Both current and prospective Members expect a wider range of amenities and updated facilities from their country clubs. Many of our competitors have made significant capital investments over the last several years and are seeing increased Membership as a result. Maintaining the status quo is not an option. The time to act is now. We are at the culmination of a two-year effort to develop a master facilities plan for our Club. Doing nothing will only mortgage the future of the Club as the trends outlined above accelerate. We will see higher dues as our aging facilities require more maintenance and repair, our Membership rolls continue to decline, and we fall further behind in a very competitive marketplace. Taking action later will only result in higher interest rates and construction costs. We need to differentiate our Club to create a competitive advantage. As a full-service, multi-faceted country club since its inception, we are now striving to be on the leading edge of clubs that actively cater to the athletic, health and social aspirations of current Members and prospective Members. The Board of Directors is recommending a number of capital improvements to transform our Club, the centerpiece of which is an integrated sports and fitness center that would be unique in southwest Florida. This concept will strongly position us for a more positive Member experience and will improve our ability to attract new Members. This is a consensus plan based on your input. The focus of the Strategic Planning Committee has been to develop the best possible plan that is responsive to Member input and can be accomplished in a fiscally responsible way. The proposed facilities plan described in this packet is based on extensive internal and external input from Members over the last two years. As a result, the value and importance of various Club improvements have been prioritized. Your Board strongly believes the proposed facilities plan can be transformational for our Club at this critical stage of our life cycle. I would like to thank the Strategic Planning Committee for the enormous amount of time, effort and soul-searching they have expended over the last two years to get us to this point. The energy, commitment and thoughtfulness of these Members have been outstanding. As I often say, “It’s the people who make the difference.” Now it is time for you to decide. The Board of Directors unanimously recommends that eligible Members approve the incurrence of up to $21 million in secured debt and to increase the monthly Capital Maintenance Contribution so that the proposed facilities plan can be implemented. As always, we appreciate your engagement and interest in our Club. Jim Clayton
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PROPOSED FACILITIES PLAN –VISION Our vision is to enable our Members to play better and longer at whatever sport or activity they choose, while continuing to serve as a hub for their social interactions and friendships.
Strategic Priorities Transform our aging capital assets in a way that achieves high levels of Member satisfaction and attracts new Members. Offer a full range of amenities, activities and events that address the diverse needs and interests of both current and future Members and positions us on the leading edge of marketplace trends. Ensure the long-term financial stability of our Club by differentiating ourselves from the competition, thereby improving our ability to reach our target Membership levels.
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PROPOSED FACILITIES PLAN – BACKGROUND The Club’s Strategic Planning Committee and Club Management have been working for over two years to develop a facilities master plan. Multiple inputs were critical to the plan: Declining Membership Rolls Our Membership levels have been declining for more than ten years. In 2006 the Club had 580 Golf Members, with a wait list. This downward trend has accelerated over the last five years. In fact, since January 2015 our Membership has declined by 10 percent. One factor noted by prospective Members who decided not to join QCCC is that our facilities need updating.
Also, the Greenside Grille kitchen is significantly undersized for its volume of business (70% of total meals served during season) and has logistical challenges that affect dining service for Members and their guests. 2016 Member Survey Over 2,000 comments and suggestions specific to the Club’s facilities and amenities were shared by 556 respondents to the Survey.
Our long-term Membership goals are: • Achieve our cap of 480 Class A Golf Members - currently 427 • Achieve our goal of 600 Full Member Equivalents (includes weighting of all classes) – currently 519
While Members expressed high levels of satisfaction with the Club overall, over 60 percent “strongly agreed” that the Club should have facilities and programs that are competitive with the best country clubs in the Naples area. Also, 97 percent agreed (65 percent strongly) that it is “very important” for the Club to continually upgrade its facilities.
QCCC Membership Trend - Full Member Equivalents (FMEs)*
680 660
Survey respondents listed a number of priorities for improvement: Clubhouse interior and exterior appearance; the Fitness Center; the Cart Barn; golf practice areas; tennis complex; Pro Shops and locker rooms; and swimming pool.
640 620 600 580 560 540
Members also supported paying for the upgrades through increased capital maintenance dues versus a one-time assessment.
520 500
FYE 2009
FYE 2010
FYE 2011
FYE 2012
FYE 2013
FYE 2014
FYE 2015
FYE 2016
FYE 2017
2/15/2018
*Full Member Equivalent (FME): Membership total based on dues equivalent: Class A Golf Member equals 1; Associate Member and Senior Golf Member equal .5; Class B Social and Class C Social/Sports Members equal .4; and Senior Social Member equals .2.
2017 McMahon Group External Benchmarking Study This benchmarking study reported that, other than our golf courses and the Greenside Grille (both of which were renovated in 2013-14), our facilities are dated compared to the competition. The study concluded that QCCC needs to significantly improve our competitive position in order to retain current Members and attract new Members, particularly as other clubs have upgraded their facilities.
2016 Engineering Study This study found aging infrastructure and significant deferred maintenance for most buildings, including the Tennis Center, the Fitness Center, the Cart Barn, and the Clubhouse main entrance porte cochere.
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PROPOSED FACILITIES PLAN – BACKGROUND Other Input Ongoing sessions with Club Committees and Staff have reinforced the need for facility improvements and upgrades.
2017 Member Focus Groups Feedback from 150 participants was consistent with responses to the 2016 Member Survey. Facilitated by the McMahon Group, the focus group participants prioritized potential facility improvements: • Upgrading the Fitness Center • Improving food service in the Greenside Grille • Upgrading the Clubhouse interior and exterior • Enhancing the golf practice facilities/Driving Range The majority of participants supported capital improvements to enhance the Member experience and to attract new Members. There also was support for paying for the upgrades through increased capital maintenance dues versus a one-time assessment.
The Strategic Planning Committee also benchmarked other clubs in the area through personal tours and reciprocals. The market knowledge of our external advisors (architect, contractor and owner’s representative) has been critical to the development of the proposed facilities plan.
2018 Member Input Sessions The preliminary facilities plan - based on previous input and having gone through multiple iterations - was presented to 315 Members at 14 Member Input Sessions held in late January/early February 2018. Over 900 comments and suggestions were offered. All of these comments were considered by the Strategic Planning Committee. A number of suggestions have been incorporated into the proposed facilities plan. Many were already part of the plan; others were deemed to be outside the plan scope but could be considered at some point in the future. There also were suggestions that were not considered for safety, logistical or cost reasons.
“I now understand what will distinguish Quail Creek - supporting Member health, wellness and physical capabilities … Having all that manpower (woman power) to support us as we age is a huge value.” –Written comment, Member Input Session #8
Member Comments “There is no doubt in my mind that the future success of the Club depends on upgrading the Fitness Center and modernizing/face-lifting the balance of our buildings and lead in roads…You only need to visit other clubs to see what modern facilities look and operate like.” –Written comment, Member Input Session #9
“Change is always challenging. But as disruptive as it may seem, change helps ensure relevance and sustainability. A club that loses these qualities tends to slowly decline.” –Written comment, Member Input Session #13
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OUR CURRENT STATE
Aerial View of Club
Lobby Elevator
Porte Cochere
Loading Dock
Tennis & Fitness Centers
Cart Barn
Cart Barn Alley Employee Break Room
Greenside Grille Kitchen
Parking Lot -6-
PRELIMINARY ARCHITECTURAL SITE PLAN
PRELIMINARY ARCHITECTURAL SITE PLAN LEGEND
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5
PROPOSED SPORTS CENTER PLAN — PHASE I
PROPOSED SPORTS & FITNESS CENTER PLAN – PHASE I
N
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PROPOSED CLUBHOUSE LOWER LEVEL PLAN—PHASE II
PROPOSED CLUBHOUSE LOWER LEVEL PLAN – PHASE II
N
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3
PROPOSED NORTH IMPROVEMENTS — PHASE II
PROPOSED NORTH IMPROVEMENTS – PHASE II LEGEND
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INTEGRATED SPORTS & FITNESS CENTER Why are we proposing an integrated sports and fitness center? In response to Member input and to demographic-driven trends outlined by the McMahon Group and other country club consultants, we are proposing an integrated sports and fitness center that caters to Members’ athletic, health and social aspirations and endeavors. This center would put QCCC on the leading edge of tailored services for conditioning and skills enhancement. It would differentiate us as the best amateur/recreational player-support club in the area for the growing retirement market. It also would attract the next wave of retirees (ages 55-65) who are moving to the Naples area. Other benefits: • Efficiencies and synergies from co-location and enhanced offerings from Staff (e.g. cross training, referrals) • Proximity of all athletic facilities to one another • Golf operations efficiencies by having the Pro Shop and golf Staff located closer to the Driving Range • Better understanding of individual Members’ physical challenges and aspirations • Development and presentation of activities that cross over between skill enhancement and conditioning (e.g. Titleist Performance Institute) • New fitness area containing state-of-the-art strength training and cardiovascular equipment, as well as connected group exercise rooms Some Members have questioned the need for a fitness center at QCCC since they have fitness facilities in their communities or condo buildings. Our Blue Zones-certified Fitness, Wellness & Spa Center is so much more than a workout room or gym. Our Staff provides a full range of services to an average of 150 Members daily during season. The new integrated center would both enhance and expand our current offerings.
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SPORTS CENTER BUILDING — PHASE I CONCEPT RENDERING
SPORTS & FITNESS CENTER – PHASE I CONCEPT RENDERING
Key Plan VIEW 1
The sports and fitness center can be seen from the lengthened driving range. Synergies and efficiencies will be achieved by the proximity of Golf, Tennis, Fitness, Pickleball and the Driving Range to each other, catering to Members’ skill development, conditioning and enjoyment of the sport of their choice.
Existing Buildings View
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SPORTS CENTER BUILDING— PHASE I CONCEPT RENDERING
SPORTS & FITNESS CENTER EXTERIOR – PHASE I CONCEPT RENDERING
Key Plan
The sports and fitness center as viewed from the east. In the top of the rendering, (looking south), the tennis courts and pickleball courts can be seen. The lengthened Driving Range can be seen at top left. View
Existing Buildings
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SPORTS CENTER BUILDING — PHASE I CONCEPT RENDERING
SPORTS & FITNESS CENTER – PHASE I & II CONCEPT RENDERING
In the foreground, the new arrival area, porte cochere and bag drop can be seen. To the left of the porte cochere is the new Cart Barn, treated with similar architectural style and details matching the adjacent Clubhouse and sports and fitness center. Part of the Clubhouse can be seen at the top left side. A new cart staging area is also at top left, conveniently located just outside the Cart Barn. Existing Buildings
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SPORTS CENTER BUILDING— PHASE I CONCEPT RENDERING
SPORTS & FITNESS CENTER EXTERIOR – PHASE I CONCEPT RENDERING
Centrally located on this view is a covered entry and port cochere overlooking a water feature. The clerestory feature over the porte cochere will provide a spacious and inviting drop-off area with plenty of natural light from above. To the left of the porte cochere is the bag drop area where Golf Staff will receive bags and process them into the adjacent Cart Barn area. Existing Port Cochere
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SPORTS CENTER — PHASE I INTERIOR CONCEPT RENDERING CONCEPT RENDERING SPORTS & FITNESS CENTER – PHASE I INTERIOR
The golf/tennis/fitness Pro Shop with apparel displays is featured. The Pro Shop is conveniently located with 180-degree views of the Driving Range and tennis courts. An expansive check-in counter is partially visible at the bottom of the rendering.
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CLUBHOUSE, SPORTS & FITNESS CENTER –& PHASE CONCEPT RENDERING CLUBHOUSE & SPORTS FITNESSICENTER — PHASE I CONCEPT RENDERING
Key Plan View
A new code-compliant Clubhouse porte cochere with water feature can be seen to the left of center in this view. An improved parking layout will be paired with better parking lot illumination. Code-compliant at-grade handicap parking will be provided next to the main entry and porte cochere. The main facade of the Clubhouse will receive a facelift in addition to a new standing-seam metal roof. The sports and fitness center is on the right.
Existing Buildings
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CLUBHOUSE & SPORTS & FITNESS CENTER BUILDING & CLUBHOUSE — PHASE I & II CONCEPT RENDER-
CLUBHOUSE, SPORTS & FITNESS CENTER – PHASE I & II CONCEPT RENDERING
Key Plan
This is the east view looking at the sports and fitness center on the left and the rear of the Clubhouse on the right. In the lower right is the green for No. 18 Creek. The cart staging area is located outside the Men’s and Women’s Locker Rooms and will be screened with landscaping, preventing visibility from the 18th fairway. 8
View
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Existing Building
CLUBHOUSE — PHASE II CONCEPT RENDERING
CLUBHOUSE – PHASE II CONCEPT RENDERING
The new code-compliant Clubhouse porte cochere with water feature is seen here. A new boulevard entry will put the Clubhouse main entrance in the direct line of sight of approaching vehicles. The Clubhouse will receive a facelift in addition to new landscaping, a new standing seam metal roof, and decorative dormers with louvers.
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PROJECT TIMELINE February 24 – Proxies mailed to Members who are eligible to vote; Member Informational Packet mailed to all Members
Spring 2019 – Fall 2019
February 27 – All-Member Informational Meeting
Expand the Greenside Grille kitchen and commissary (food delivery, storage and prep).
March 26 – Annual Meeting – votes tabulated by auditor Phil Newman of
Relocate Staff locker and break rooms.
RSM LLP; results announced
If the proposal is approved by Members, the construction planning process would begin immediately.
Build a wine room that can also serve as a 24-40 seat private fine dining option when the Greenside Grille is open. Relocate the lending library to a new meeting room.
Summer 2018 Approval of a lending arrangement and Capital Maintenance Dues increase by the Members, along with the detailed submission of the costing of the project by our contractors/subcontractors, will then allow the Board to conclude negotiations with potential lenders. A construction loan may be used during the construction period after which the construction loan would be converted into a long-term mortgage.
Re-route the entry to the Men’s and Women’s Locker Rooms; bring bathrooms up to code. Demolish the existing Cart Barn and Golf Pro Shop. Build three bocce courts and one croquet court in that area. Build a Halfway House near those courts to serve both golfers and bocce/ croquet players.
The design, engineering and permit process will begin, with a target of construction starting in mid-fall 2018.
Build a new roadway and entry to the Clubhouse; reconstruct the porte cochere at the main entrance.
Mid-Fall 2018 – Summer 2019 Demolish existing tennis and fitness buildings.
Upgrade the loading dock to provide more space for truck unloading and add higher walls to shield this area from Member parking and the Clubhouse main entrance.
On that location, build an integrated sports and fitness center, with a Cart Barn and new entryway. (Retain the existing pool.)
Update the Clubhouse interior and exterior.
Create space to extend the Driving Range and add cart parking by directing the creek into a pipe and then filling in the creek bed between the current Driving Range and tennis/fitness buildings.
Note: The proposed plan calls for construction in two stages over 14 months. The staging sequence is critical to minimize disruption to as many Members as possible and to ensure a robust Club experience during high season. Temporary facilities will be arranged for various amenities during construction.
Build 4 pickleball courts on one tennis court. Convert the current Golf Pro Shop into a temporary area for fitness operations. Secure temporary space for the Golf & Tennis Pro Shops.
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FINANCIAL PLAN, FUNDING PROPOSAL Current Dues Analysis & Comparisons Calendar Year 2016:
Project Costs
QCCC Class A Member Annual Golf Dues SW FL Average Annual Full Member Golf Dues
$11,578 $10,800**
QCCC Class A Member Annual Total Dues SW FL Average Full Member Annual Total Dues*
$14,518 $14,600**
Integrated sports/fitness center Fitness and related equipment Cart Barn Pool area refurbishment GG kitchen and related equipment, Staff break room, women’s locker room, wine room Driveway and Clubhouse porte cochere Clubhouse updating/furniture, fixtures & accessories Halfway House Architect, engineering and other fees Permit and impact fees Legal and closing fees Contingency
Clubs with 36 holes, like QCCC, average considerably higher golf course maintenance expenses per FME than 18-hole clubs. *Total dues include dues, capital dues, minimums and service fees, if applicable. **Most recent audited data supplied by RSM LLP, the leading auditor and provider of country club benchmarking data for the southwest Florida country club market. RSM audits and advises over 50 southwest Florida country clubs and is QCCC’s auditor and advisor.
Total Project
Capital Spending per Full Member Equivalent (FME): QCCC Avg. SW FL Clubs* FYE 2016 $841 $6,990 FYE 2015 $2,053 $5,120 FYE 2014 $6,891 $4,130 Cumulative 3-year total (2014-2016) $9,785 $16,240 * Data supplied by RSM LLP. Note: QCCC’s FYE 2017 capital spending was $1,546 per FME and for FYE 2018 is estimated to be $1,177 per FME. In the same time frame, capital spending per FME for southwest Florida clubs is expected to increase substantially compared to the prior two years
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$7,778,000 585,000 1,500,000 250,000 3,372,000 650,000 1,350,000 300,000 1,375,000 215,000 125,000 1,000,000 $18,500,000
Existing loan refinance
$2,500,000
Total Project Financing Requirement
$21,000,000
The Board is committed that project costs will not exceed the $18.5 million noted above. Additional improvements (to be done in-house with existing capital budget) - Not part of project costs: • Bocce courts • Croquet court • Driving Range extension/creek filling • Pickleball courts • Landscaping and irrigation improvements Total Self-Construction Estimate:
$400,000
FINANCIAL PLAN, FUNDING PROPOSAL Project Financing
• The allocation of the balance of the project financing ($18.5 million) is based on the Board’s belief in a more balanced sharing of costs among our classes of Members, given that the improved amenities will be equally shared by all Members.
Member funding for this project is based on a $21 million mortgage/ term loan, including the refinancing of the existing Stonegate loan, at 5.25% with 25-year amoritization, which equates to monthly interest and principal of $126,000.
Proposed Facilities Plan – Allocation of Financing Costs
We will consider a Construction Loan or Line of Credit during the 14 months of construction.
Current Total Dues
We will seek: • A maximum fixed-rate period and consider swap alternatives to lock in rates for the longest period • Accelerated payment options • Longest possible maturity date (i.e. up to 30 years)
Class A Golf $1348 Senior Golf & 705 Associate Golf Class B Social & 585 Class C Social/Sports Senior Social 324
We are currently in discussions with two major commercial banks.
Capital Dues Portion
Capital Dues Increase
Revised Capital Dues
Revised Total Dues*
$190 95
$130 100
$320 195**
$1478 805
76
100
176
685
38
50
88
374
Allocation of Financing Costs to Classes of Members
*Includes dues, capital maintenance, gratuities and sales taxes.
During the recent Member Input sessions, it was disclosed that 89% of the projected costs are attributable to facilities that will be available for use by all Members of the Club. Only 11% of the projected costs are attributable to golf facilities.
**Some Associate Golf Members will pay $320. Under this revised capital dues schedule, Members with full golfing privileges will bear 84% of the capital dues costs compared with 88% currently.
In response to this information, many Members expressed the view that the costs for funding this project should be shared in a more balanced manner than our existing capital maintenance dues. The current Capital Maintenance dues were primarily for golf improvements, with Class A Golf Members paying a higher proportion.
The foregoing dues structure will permit the Club to increase monthly principal and interest debt service capacity from $48,000 presently to $126,000, while preserving the existing current levels of capital maintenance dues for ongoing regular maintenance needs (e.g., $99 per month for Class A Golf Members plus transfer fees).
Based on this Member input, the Board of Directors believes it is fair and reasonable to do the following:
• For the $2.5 million of existing debt that is being refinanced, costs would be allocated based on the existing dues-sharing formula by which Associate and Senior Golf Members pay 50% of the Class A Golf amount; Social/Sports Members pay 40% of the Class A Golf amount; and Senior Social Members pay 20% of the Class A Golf amount.
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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 Dues Maintenance increase. The dues increase will start with the commencement of the debt financing.
QUESTIONS & ANSWERS Q. Why does the Greenside Grille kitchen need to be expanded? Why isn’t it in the first phase of construction? A. The current Greenside Grille kitchen is woefully inadequate for the number of meals served. We believe this limited space (900 sq. ft.) is a major contributor to the Greenside Grille service issues, which were consistently mentioned in the 2016 Member Survey and 2017 Focus Groups. When the Greenside Grille dining, bar and patio areas were expanded in 2013, the kitchen remained the same size. The lack of space for both Staff and equipment means that kitchen Staff and servers have to go upstairs to get needed items, which adds to more time to food preparation and service. Today, 70% of the Club’s meals are served in the Greenside Grille area. The average during season is 500 meals a day. The proposed plan calls for the kitchen itself to be expanded to 2,200 square feet, supplemented by adjacent food storage, prep and delivery areas. The kitchen expansion is in the second phase of the project because the kitchen must be operational during season to handle the volume of demand. In season, the upstairs kitchen is dedicated to serving nearly 300 events, dinners and other activities that are held in the Cypress Room and other venues. A video narrated by Chef Ross is on the home page of the Member Website under Strategic Plan Update #4, Greenside Grille Kitchen. Q. How confident is the Board that the project, if approved, will come in on time and on budget? A. We are working with D. Garrett Construction, a local contractor that has operated in the Naples area for 37 years. The company specializes in country clubs and has done capital projects for many of our competitors. They have an outstanding reputation for coming in on time and on (or under) budget. D. Garrett Construction has partnered with our architect, Peacock + Lewis, on number of projects. P+L also has a sterling reputation in its areas of expertise. Additionally, we have retained the services of Jeff Nunner, a qualified Owner’s Representative with 27 years of experience in managing these types of projects. His principal responsibility will be to ensure completion of the project within budget. He also has worked with both P+L and Garrett on a number of projects. Q. Why haven’t you presented different options for us to consider? A. Our responsibility to you is to propose the best plan that is responsive to the internal and external input we have received over the last two years, cost considered. The proposed facilities plan is a consensus plan based on the over 3,000 Member comments we have received since early 2016. As your channel for developing a plan, the Strategic Planning Committee agreed from the outset that we would put forward a single proposal, not a range of options. We believe the integrated facilities proposal with distinctive branding and cohesive design across all buildings is the best approach, both near- and long-term. As a practical matter, presenting options to eligible voting Members (Class A Golf and Class B Social (Equity) Members) would undoubtedly result in no single option achieving the necessary 2/3 of those voting that is required for approval.
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QUESTIONS & ANSWERS Q. What if we do nothing? What would that cost? A. Doing nothing is not an option. The costs to Members over time could be greater than by doing the project. As our facilities continue to deteriorate and our competitive position erodes, our Membership levels are likely to continue the steady decline that has taken us from 580 Class A Golf Members in 2006 to our current level of 427. This would translate to an accelerating loss of dues income that would have to be offset by cutting or eliminating services. If we do not replace the existing Cart Barn, Golf and Tennis Pro Shops and Fitness Center, ongoing maintenance and operating costs will require a greater financial outlay from Members over the next few years. As a result, with a declining Member base, the near-term costs per Member will continue to escalate. At some point in the future, those costs are likely to surpass the monthly increase in Capital Maintenance Dues that is being proposed in the plan. Also, interest rates and construction costs would be higher as time goes on. Q. If the final proposal is not approved by Members, what happens next? A. Our singular focus has been to develop the best possible proposal, all criteria considered. You will need to decide if you agree with the recommendation. If the proposed facilities plan is not approved, we will repair the hurricane damage. We will repair roofs on all buildings even though the roofs may be at the end of their useful life. We will undertake deferred maintenance expenses associated with buildings that would have been replaced under the proposed plan. We would likely face increased annual dues of at least 4% a year because we would not have anything to offer that would help reverse the downward trend in Membership levels. If an alternate plan is developed in the future, it would likely face higher construction costs and significantly higher interest rates.
Key Points • WE ARE AT A CRITICAL JUNCTURE IN OUR CLUB’S HISTORY • OUR FACILITIES ARE DATED, WITH MUCH DEFERRED MAINTENANCE, CODE ISSUES • NOW IS THE RIGHT TIME TO TAKE BOLD STEPS • DOING NOTHING IS NOT AN OPTION • WE NEED TO TAKE A LONGER-TERM VIEW & DIFFERENTATE OUR CLUB IN THE MARKETPLACE • THIS IS A CONSENSUS PLAN BASED ON MEMBER INPUT • THIS PLAN WILL HELP US STAY RELEVANT AND COMPETITIVE • ALL MEMBERS WILL BENEFIT
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VOTING What’s Next? It is now time for you - our Members – to decide. The improvements being proposed need to be done and we believe there is no better time than now. If we are to be the Club we all expect and deserve, we must retain current Members and attract new Members. Some feel that Members will leave the Club if this plan is approved. We are concerned that Members will leave the Club if it is NOT approved. Our final proposal is not perfect. It does not address every suggestion we have received. But we believe it is the best proposal to meet the wide-ranging challenges we face as a Club – both today and in the future. We are at a critical juncture for QCCC and it is our firm belief that we need to take bold steps now. Thank you for your ongoing support of our Club.
Your Vote is Important Members who are eligible to vote are Class A Golf Members and Class B Social (Equity) Members. The Club’s Bylaws require approval by twothirds of those who vote. You may return your proxy electronically, via US Mail or by handdelivery to the Club Receptionist’s desk no later than March 19, 2018. You also can vote in person at the Annual Meeting at 10:00 am on Monday, March 26. Your Board voted unanimously to incur secured debt of up to $21 million and to increase the monthly Capital Maintenance Contribution (as outlined in this packet). As a result, the Board recommends that you vote “For” this proposal.
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Questions and Feedback
If you need further information, have a question or wish to provide comments on the material included in this informational packet, please contact any of the following: Jim Clayton 239-325-8206 jimclaytonccg@gmail.com Hedy Whitney 239-431-7142 hedywhitney@comcast.net Don Hunter 239-254-7412 dhunter@quailcreekcc.com
Board of Directors Jim Clayton, President Jerry Westwood, Vice President Pete Kloet, Treasurer Hedy Whitney, Secretary Elaine Christian, Director Dr. Bill Pescod, Director Steve Powell, Director Tom Robertson, Director Gary Smith, Director
Strategic Planning Committee Hedy Whitney, Chair Elaine Christian Jim Clayton George Domurot Jim Forte Stu Hodgson Don Hunter Pete Kloet Rita Kozic Jorie Senter Jerry Westwood
PROJECT PROJECTADVISORS CONSULTANTS Peacock + Lewis Architecture and Interior Design 1610 Trade Center Way, Suite 5 Naples, FL 34109 Tel: 239.631.2332 www.peacockandlewis.com Peacock + Lewis Architecture and Interior Design is recognized nationwide as industry leaders in strategic planning, design and implementation of member-owned private club facilities. The majority of it’s club amenity projects have been completed in South Florida over the past fifteen years. With now offices located in Naples Florida (since 2012) in addition to office located in North Palm Beach, Peacock + Lewis staff has been providing high level of professional services to our Southwest Florida clients resulting in series of landmark successful projects. A few of their longstanding clients and more notable projects include: The Breakers Hotel & Resort in Palm Beach (fifteen years of service including the new golf/tennis club, beach club, new ballroom, multiple remodeling projects), Lost Tree Club, The Bear's Club, Jupiter Hills Club, Quail Valley Golf Club, The Country Club of Florida, The Loxahatchee Club, Frenchmen's Creek, Admiral's Cove, The Moorings and John's Island Club and the Bay Colony Club. Peacock + Lewis has a unique specialization in working with member-owned clubs to evaluate and design solutions for future facilities expenditures addressing issues now facing most South Florida clubs such as multi-generational memberships in transition, clubs which are experiencing declining memberships and clubs which have aging infrastructure needing updating to address current market trends. Bay Colony Club – Naples, FL
Jupiter Hills Club – Jupiter, FL
The Club at Admiral’s Cove—Jupiter, FL
Bears Lakes Country Club - West Palm Beach, FL
John’s Island Country Club, Vero Beach FL
The Club at Mediterra- Naples, FL
Bonita Bay Club – Bonita Springs, FL
Lost Tree Club – North Palm Beach, FL
The Country Club of Florida - Village of Golf, FL
Broken Sound Club, Boca Raton FL
Loxahatchee Club - Jupiter, FL
The Loxahatchee Club – Jupiter, FL
Country Club of Naples, Naples FL
Ocean Reef Club, Key Largo FL
The Moorings Yacht & Country Club - Vero Beach, FL
Gateway Golf & Country Club— Ft. Myers, FL
Palma Ceia Golf and Country Club - Tampa, FL
Turtle Creek Golf Club—Tequesta, FL
Grey Oaks Country Club - Naples, FL
Royal Poinciana Club—Naples FL
Woodfield Country Club - Boca Raton, FL
Harbour Ridge Yacht & Country Club - Palm City, FL
Sarasota Yacht Club - Sarasota, FL
Heritage Palms Golf and Country Club—Ft. Myers, FL
Talis Park - Naples, FL
Isles Yacht Club - Punta Gorda, FL
The Beach Club—Palm Beach, FL
Current clients in the Naples/ Ft. Myers marketplace at which Peacock + Lewis has worked or is currently working on strategic plans to update their club amenities with Le Ciel Park Tower - Naples, FL
Shadow Wood Country Club -Naples FL
Audubon Country Club - Naples, FL
Port Royal Club—Naples FL
Bay Colony - Naples, FL
Legends Golf and Country Club - Fort Myers, FL
Naples Yacht Club—Naples FL
Mediterra - Naples, FL
Pelican Bay Foundation - Naples, FL
Vineyards Country Club—Naples FL
Quail Creek Country Club - Naples, FL
Venice Golf and Country Club - Venice, FL
Club Manager’s Association - Florida Chapter PLATINUM SPONSOR 2003-2018
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Club Spa Fitness Association PLATINUM SPONSOR 2009-2020
ASGCA – American Society of Golf Course Architects Leadership Partner 2015 - 2018
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PROJECT ADVISORS NUNNER
Owner Representative Services
NOTES Email: jnunner@comcast.net Phone: 239-404-0732
4933 N Tamiami Trail Suite 300 Naples, Florida 34103 239.643.2900 www.dgarrettconstruction.com
Jeff Nunner, P.E. Managing Member Background of Experience
D. Garrett Construction, Inc. a premiere Naples builder and general contractor, was established in 1981, and is in its Thirty-Seventh (37th) year of operation. Specializing in Golf Club and Country Club remodeling and expansion projects, D. Garrett provided the project construction budget figures for our master plan projects. If the master plan is approved by the membership, D. Garrett Construction will refine the construction budgets for each project as they evolve from conceptual drawings to construction drawings. Once the construction drawings are completed and the budgets are confirmed, the project can be bid to three subcontractors with commensurate club contribution experience before contracts are executed. Representative clients of D. Garrett who followed this process and have successfully completed projects to show for it, include:
Completed degree in Civil Engineering from University of Cincinnati. Collier County resident since 1989. Earned Professional Engineer license gaining experience as civil engineer with consulting firms and land development companies. Established Nunner LLC in 2002 and have completed many major projects including Cleveland Clinic Naples and Weston, Landmark Hospital, Germain Automobile Dealerships, City and Ashley Furniture Naples / Fort Myers and Naples YMCA. Other career highlights and achievements:
Grey Oaks - Naples, FL Club Pelican Bay - Naples, FL Country Club of Naples – Naples, FL Bonita Bay Club - Bonita Springs, FL Wyndemere Country Club - Naples, FL Royal Poinciana - Naples, FL Naples Yacht Club - Naples, FL Port Royal - Naples, FL Ocean Reef Club- Key Largo, FL Hole-In-The-Wall - Naples, FL Audubon Country Club - Naples, FL Naples National Golf Club - Naples, FL Bay Colony Golf and Country Club - Naples, FL Kensington Golf and Country Club - Naples, FL Lexington Country Club – Fort Myers, FL Worthington Country Club - Bonita Springs, FL Spring Run Golf and Country Club - Estero, FL Quail Creek Golf and Country Club - Naples, FL Moorings Country Club - Naples, FL
Completed engineering studies that in effect rewrote several uses in the Collier County Impact Fee Ordinance saving clients millions of dollars. Project management courses have been accepted by Florida Board of Engineers and am certified continuing education provider. Achieved licensure as a Florida Building Contractor.
Completed several country club projects including: • • • • •
Royal Poinciana Country Club Pro Shop Collier’s Reserve Country Club Quail West Hideaway Beach Club Fort Lauderdale Yacht Club Several Homeowners Associations
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Thank you for your interest in the future of our Club Please note that these plans and renderings are conceptual and will be finalized if approved by the Members.
Quail Creek Country Club 13300 Valewood Drive, Naples, FL 34119 (239) 254.7411 www.QuailCreekCC.com