Strategic Plan

STRATEGIC PRIORITIES 2018-2022

GROW MEMBERSHIP Through a new and aggressive sales team, we will plan to grow membership at a minimum of net positive 10 GEMS per year. This will be accomplished through changing strategy to more off site corporate presentations, focus on non-metro and national memberships. Our investment in non-golf sports and clubhouse physical improvements will make for an environment that is more attractive and easier to sell Social Memberships as well. The relationship with realtors is growing and with the new website containing a real estate listing section will bring more connection to the Club. Improved quality of the operations will assist in retention and consistency will bread excitement. SUSTAIN OPERATIONS WITHIN KNOWN REVENUE We will need to reduce expense by $275,000 in 2018 to stay within our known revenue streams. This is based on a 600 GEM average throughout the year. The plan to do this comes from reducing food and beverage service at Legacy to service golf only. This will include a 6-item lunch menu and staffing will include one bartender, one busser, one cook, shoe attendant and golf personnel. This will create a projected savings of $100,000. We will reduce the marketing budget by $40,000 due to no longer going to the retirement shows and the substantial cost of the video was a one-time cost. Move the fitness equipment lease to a fair market purchase and finance the balance. Payments will be lower andwe will own the equipment to utilize for an additional 3-5 years before staging in newpurchases vs. being on a continual lease plan. This will remove $50,000 from operations. Remove the part time merchandising position and incentivize Jon to do all the buying, which results in a $20,000 savings. Moving the trainers to 100% com- mission only and they can work as the front desk staff for more wages and up to two of them for full time. This is a savings of $45,000. The personnel changes in food and beverage management will result in a net positive $25,000 savings. This will be set up with a Food and Beverage Director, Restaurant Supervisor and two CateringManagers to book, plan and execute all events. The three individuals will report to the Food andBeverageDirector. All of the savings will result in a $290,000 savings from2017 forecasted year end results. INCREASE CAPITAL FUNDING Raise the monthly dues and capital fee from $675 to $800 per regular member and create a by-law change that allocates 20% of dues to capital. This will generate an additional $792,000 annually in capital funding above our debt service. Also, an additional $125,000 in initiation fees will move back to capital funding from operations.

INCREASE CAPITAL REPLACEMENT A 15-year capital replacement plan has been completed and the funds allocated to the associated projects.

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