D U C K W O O D S C O U N T R Y C L U B

The 2015-2025

Duck Woods Country Club

Long Range Planner

is a road map which outlines

insightful steps identified to

ensure that Duck Woods

maintains its stature as

“The Best Place To Be”

on the Outer Banks

of North Carolina.

We extend our sincere gratitude to the members of this planning committee for the many hours of hard work andthoughtful deliberations leading to the plan contained herein.

Peter Collins - ChairmanRobert Pokelwaldt - Vice ChairmanJim BraithwaiteRoger CrafeDavid CurtisJohn Hughes

Don KingstonDee LewisGloria PokelwaldtGlenn RigginsWilliamWheeler

“To be recognized as the highest quality, family-oriented country club in all ofcoastal North Carolina, where golf, dining,swimming, tennis,fitness and fellowshipare unsurpassed in a warm and inviting atmosphere.”

OUR GOALS•Identify changes and trends in member life-styles,tastes and needs• Attract new members• Raise member service and quality experience tothe next level• Promote operational efficiency and productivity

BACKGROUNDTo accomplish these goals, the Long Range PlanCommittee members conducted a survey, heldfocus groups, met with Club committee representatives, interviewed professional clubconsultant companies and assembled a library ofdocumentation from other country clubsthroughout the nation.

We understood that the new LRP had to be comprehensive in scope to provide benefits to the widest number of member interests. Thesebenefits had to fit and enhance our financial performance while meeting the vision of the Club.

With a clear understanding of external and internal strengths and weaknesses, the Committeedeveloped a Plan that:–Recognizes changes in member demographics –a more physically active and social member–Addresses changes in member life-styles and interests – greater demand on fitness and expanded social offerings–Sets goals for facility improvement – enhancedenjoyment venues and overcomes current facility shortfalls–Presents a vision for the future – expanded offerings and facilities to be “THE” place where memberswant to be.

The Simplistic Rule used to guide this methodology was to “Pay as You Go”Thus, a three-pronged approach was taken madeup of individual project components with theircorrespondingresourcerequirements that, whenundertaken, will both produce all the elementsneeded to elevate the Club experience to a wholenew level and ensure the Club’s vitality.

APPROACH1)Sustainability -Maintain and refurbish currentClub assets to support continued operations.

2) Development – Conduct small projects thatadjust to current operations to keep abreast oftechnology, member desires and life-styles whileimproving member satisfaction at modest cost.

3) Growth - Undertake larger capital projects tothe Club that would be designed to broadenmember experience and satisfaction and continue to gain new members.

RESULTSSustainabilityA complete review of club assets was made andafter an assessment of their condition, an annualsum was identified to support their refurbishmentand replacement. Extraordinary replacement investments (coursegreens, bunkers, etc.) would be projected for, with a multi-year reserve account contributionreducing financial stress. Development Projects were identified that could be initiatedwith membership levels of 475 - 500, cost about $50k and that would improve member satisfaction and our market appeal.

Growth Projects were identified that would require agreater membership, at or above 550. Thesewould require a substantial investment butwould meet the growing membership needs.

Development Projects

HOUSEWithout question the Bistro is the venue of choice for day-to-day membergatherings, be they lunches, dinners, après-golf drinks, small meetings, LUSHor happy hour get-togethers. The following initiatives will expand the Bistroarea for member social interaction, increase the amenities/activities availableand provide additional reasons to frequent the Clubhouse.

Fire Pit and Outdoor Bar

Create an outdoor fire pit and bar areaon the patio outside of the current Golf Pro Shop. There are a significant

number of days and evenings on the Outer Banks during which an outdoorlounge area with radiant heatsource would attract members.

Bistro Expansion

Enclose the screened porchwith glass and open the wall toenlarge the year-round Bistroarea. Move and expand thescreened porch dining area tothe opposite wrap around porch corners overlooking the first tee and the 9thgreen. This would be a much larger space with better views and potential.

FOODANDBEVERAGE

Wine Dispensing MachinesWith the improvement in automated wine dispensing andpreservation technology, the installation of a dispensing stationin the Bistro would permit a widervariety of wine offerings, both highand low-end, without concern forspoilage. If positioned near or onthe back wall of the Bistro alongwith several high-top cocktail tables,we would open up a currently under-used, non-revenue producing area whilehelping remove the entrance bottleneck of bar patrons.

Commercial Grade Dish WasherThe club currently leases a very loud and highly inefficient dishwasher. Expert advice to replace this would result in a two-year payback due to efficiencies.

Logistic Movement On PropertyTrailer vehicles are needed to efficiently and effectively move service items(chairs, tables, linens, food/bar items, etc.) to and fro between storage facilityand event site (Clubhouse, pool, tennis courts, tent, etc.)

GOLF

Golf Training and Teaching AidsThe golf industry has developed a number of technology-based training and teaching aids that enhance instructionand increase interest in thegame. Examples includeFlightScope, Foresight Golf,and SkyTrak. Purchase ofan instructional systemcoupled with a betterclub-fitting system would enhance the ability of the staff to properly addressmembers’ equipment and training needs while promotinginterest in the game and, ultimately, use of the course.

GREENS AND GROUNDS

Practice Range BeautificationRe-landscape the practice range to enhance the views from the clubhouse. Consideration might be shrubs

around the pump house with some décorchanges to the building and potentiallighted fountain in the pond for nightviews. Additionally, a lit fountain behindthe tent facility and in the irrigation pondwould greatly enhance the ambiance ofan outdoor dining venue.

POOL AND FITNESS

Bocce CourtInstall a boccecourt outside

of the GolfShop nearthe tentarea. Bocce ball is a fun, non-strenuous, easy to organize activity that has appeal across all agesand readily adapted to league play. Previous

bocce events at the Club have been highly successfulwith excellent participation. In this climate and in conjunction with a fire pit and bar, the area would become a center for nearly year round member gatherings.

Resort Style Water SlideThe installation of a ‘fun’waterslide(at the current pool locale) wouldenhance the pool experience forcurrent members and serve as amajor attraction to new, youngermembers.

Natural Gas Pool HeaterHeating the swimming pool would increase pool availability, on average, by at least two months. Thismodification would promote more opportunities forrecreation and fitness (water aerobics, etc.) for currentmembers and provide incentive for new members.

D E V E L O P M E N T P R O J E C T S

TENNIS

Viewing PlatformCasual tennis play by members along with tournament andlocal league play continues to increase at the Club’s courts.The construction of a viewing platform/bench area on thehillside adjacent to and overlooking courts 3 and 4 has longbeen desired by members to expand visibility and help tobeautify the hillside.

ADMINISTRATION

Software & ServersUpgrade the software andservers currently in use inorder to:• Simplify and expand record keeping functions• Offer E-payment servicesfor members to promote online bill paying• Provide online capability/access for members to make dining reservations,book tee-times, reserve courts, etc.

Growth Projects

Growth Projects are proposed

improvements to the Club to be

considered for implementation

as membership and revenue

shows significant growth.

These projects will move the

Club to a new experience level

and ensure its future with a

much broader membership

appeal. Many of the projects

are intertwined but are listed

by department or location

and in sequence dependent

order.

POOL AND FITNESS

New Multi-Purpose BuildingThere are four major needs for space on theproperty. • New Pool House• Large space for Group Exercise• Dry storage• Golf Cart Barn for minimum of 65 cartsOne proposed concept removes the currentpool house and replaces it with a longer buildingwith four partitioned spaces. Erect longerbuilding that could be partitioned into fourspaces. The first space abutting the Pool wouldcontain the pump equipment, bath/showerand locker facilities, food and bar, and small office. The next partitioned space could beused as a group exercise fitness/exercise area.The remainder of the space would be combinedclub storage and cart barn. Initial costing of metal buildings that match ourclub décor make this project both cost effectiveand aesthetically appealing.

G R O W T H P R O J E C T S

HOUSE

Club House ReconfigurationThe original layout of the clubhouse has proven to be sub-optimal. In the 10 year life of this clubhouse numerous improvements have beensuggested to enhance members’ experience. With the construction of the Multi-purpose building,noted previously, valuable square footage fromthe current cart and bag room would becomeavailable for reuse. Suggested uses for this spaceare:• Move Fitness to either the new Multi-purposebuildingor the cart room creating a larger fitness gym. • Create a 19th hole bar and lounge in the currentfitness room.• Create an area for cards and board games.• Create meeting rooms or childcare facility.

FOOD AND BEVERAGE

Kitchen Redesign and RefurbishmentWith the increased emphasis on improvementin the member dining experience and Club’s needto expand its social functions supported by the

enhanced caliber of the club’s culinarystaff, more focus is needed to make ourkitchen perform to higher productivityand quality. Many of the items used inthe kitchen today were holdovers fromthe old clubhouse. Chef’s table and amore openly visible operating area arebecoming the norm for club dining facilities. “Seeing is believing.”The current Gallery area would become additional dining.

GOLF

New Indoor Hitting BaysBuild a heated/air conditioned indoor golf trainingand hitting center. Primary purpose of this centerwould be for golf training, also known as, “The GOLF ACADEMY”. Centers such as thishave become significant revenue generatorsthrough the use of enhanced golf simulatorequipment and the serving of beer and pizza. Systems like “Full Swing Golf Simulators” permitplay by one or even competition play.

GREENS AND GROUNDS

Golf Practice Range RevitalizationRebuild the practice facility to a top-notch range to enhance members’play, providing an unmatched training site for guests and visitors. Toaccomplish this there is a recommendation to shift the range 90 degreesand utilize the land to the east. There are wetlands involved and aCAMA wetlands swap would be required to gain this permit.

The concept of this effort is both improving the aesthetics of the area as viewed from the clubhouse and a significant enhancement of thepractice quality through improved target complexes, building raised,greens and placing sand traps on the practice range. Also an enhancedputting green would have changes in elevation with chipping andpitching areas complete with sand traps. This enhanced short gamecomplex would provide more opportunities to practice short gameshots as they are seen on the course.

New Garage Maintenance FacilityThe current facility is over crowded and inefficient forpropermachinerymaintenanceandaneye-sore to the adjacent school grounds. Constructa new garage building with sufficient space to park all the rolling stockand to perform routine maintenance.

New Chemical Storage and Wash FacilityThe proper stowage of fertilizers and pesticides is an environmental requirement. Additionally we need to capture the effluent from chemicalhandling sprayers and spreaders when they are washed. This will becomemore critical in the future as we continue to improve our turf andlandscapes.

TENNIS

Two HardCourts forPickelball

Construct two hard surface, unlighted,tennis courts in the sand lot adjacent to

Tennis Courts 3 & 4 to introduce Pickleball to Duck Woods. “Pickleball is one of - if not the - fastest growing sports in the country. Originallypopularized by a Boomer population looking for something a little more excitingthan bingo but less time-consuming than a round of golf, the sport has made agenerational jump and is catching fire among people of all ages..” (Athletic Business)

New Bubble or Indoor Tennis FacilityShould the interest in tennis and pickleball continue to accrue memberships, discussions of a year round facility is warranted. The cost of either a fixed structureor an inflatable requires serious investigation. The preliminary indicationsof increased membershipwith such a facility makes this project worthy of future consideration.

G R O W T H P R O J E C T S

photo courtesy: Pine Island Racquet & Fitness

Conclusions...

• Over the past five years, our performance has shown we cansupport the current debt level of under $3.5 million with an interestrate of under 4 percent for the next seven years. The currentmortgage savings over our previous payments amounts to$120,000 a year and should support the replacement and refurbishment of the operating assets of the Club. The Board hasbegun a series of dedicated reserve accounts for refurbishment oflarge capital projects.

• Within the finance assumptions of the Long RangePlan, there is a net gain in membership of 12 per yearused in the financial model. With the anticipation ofgreater Club amenities from the Development phaseand anticipation of starting any of the growth options,we feel this makes the growth model appropriate.

• Inflation pressures on Club operating expenses areexpected and should be contained in the Club’s duesadjustments.

• Dues represent 35% of total operating revenue and are theessential element in funding the operation. New membershipsare the first element of resource expansion. The proposed member net gain of 12 memberships per year would yield an additional $30,900 per full year dues. The capital fee fund would appreciate $10,800 per full year. Initiations would add approximately $30,000 per year.

• As we undertake the Development projects outlined above,membership participation in revenue generating will improve. A critical path to transition from Development to Growth will bea marked improvement in member discretionary spend. Increased member participation is a major factor in reaching the Growth goals.

Summary

This Long Range Plan is the result of a multi-year planning effort and is a comprehensive approach to current problems and anticipated demands. When implemented, it will enhanceDuck Woods County Club’s position as the club of choice incoastal North Carolina, and will result in increased membershipsatisfaction and use.

Sustainability: We believe there is sufficient revenue to maintainand grow the Reserve for Replacement account.

Development: We believe that an annual net membershipgrowth of 12 members is achievable with the increased level ofsocial activity brought about by renewed interest in planning social events and dining. Over the five year Development cycle,sufficient revenue will be generated to fund the Developmentprogram estimates.

Growth: With the successful implementation of the Developmentprojects, a revised financial plan would be appropriate includingre-financing to make the larger construction projects feasible.

Reinvesting in golf, the clubhouse, fitness, the pool area, the tennis courts and adding new activities and gathering spaces arecentral elements to this vision. We believe we can achievethese goals with a “pay as you go” formula and will:• Improve membership experience for all members• Enhance our facilities to meet member needs and attract new members• Maintain our strong financial position as one of the area’s leading profitable clubs.

50 South Dogwood TrailSouthern Shores, North Carolina

27949252 ~261~2744

email: dwgm@duckwoodscc.comweb: duckwoodscc.com