2012 Membership Survey. Action Plan

Transcription

1 2012 Membership Survey Action Plan

2 Contents I. Overview/ Members Research Executive Summary II. Definition of Scores and Comparables III. Nicklaus Clubhouse Operations IV. Nicklaus / Fazio Golf Operations V. Nicklaus / Fazio Golf Course Operations (Agronomy) VI. Fazio Clubhouse Operations VII. Pool Operations / Camp Carlton VIII. Fitness Operations IX. Tennis Operations X. Club Communications XI. Summary/ Conclusions

3 Dear Friends, Let me begin by saying thank you again for all of the fantastic feedback we received on the club wide survey that was completed earlier this year. We learned that we were doing a lot of things right but we also learned that there were clearly some areas where you wanted management to focus more attention. Over the past couple of months the management team has thoroughly reviewed every area of the survey results along with the comments that you provided us. Each department then reviewed the results with their employees so that our entire team understood the results. Following this review, the managers in each area were charged with developing an action plan for their respective areas that incorporated both the survey results and the comments into actionable items. The managers came together as a team and shared their action plans, and together we made more modifications to insure that we were addressing every area of the Club and more specifically the member s needs. I am personally very proud of the commitment that each of our managers is making to take our Club from good to great and you will find their action plans further in this document. We have chosen to begin this document with the member research executive summary to refresh your memories of the results. That is followed by the performance measurement index as developed by Club Insights so that you will have an understanding of what the scores in each area of the action plans really mean. The action plans are coordinated into specific areas for ease of reading. For example we will review the clubhouse, golf operations and golf course at Nicklaus so that you will see how that area works together before moving to another section. Each area has a title page for quick reference. Finally, you will find the management team s summary and conclusions at the end of this report. We are committed to using the document to its fullest and to continually measure our success by soliciting your feedback. Thank you again for the many favorable comments and suggestions, as well as the sometimes hard to hear negatives. We look forward to seeing you at the Club soon as we work toward our vision of becoming the finest family oriented private club community in Texas and one of the best in America.

4 Member Experience Research Summary The Club at Carlton Woods Research Summary Results Overview: Thank you to everyone who participated in our recent member survey. A total of 409 responses were included in the research report, including responses from both members and member spouses. 62% of the responses were from Regular Golf Members, 25% Spouses of Regular Members, and 13% from Sports Members. It is interesting to note that of the respondents, only 10% were first year members, 33% 2-5 years, 35% 6-10 years and 22% over 10 years. This effectively means that the club enjoyed nearly a 100% response rate from our early Founder and Charter members. It is also worth noting that there were a higher percentage of respondents that have adult children not living at home as compared to the general make-up of the clubs membership. In addition, members shared a significant amount of comments covering every aspect of our club. All comments, suggestions and survey results will be shared with those specific departments and managers whose goal is to work towards continuously improving the club. The following is a brief overview of the report s findings. Overall Satisfaction 83% of members rated their satisfaction with the club as satisfied or extremely satisfied. The number of extremely satisfied was 3% higher than comparable clubs/ peer clubs in the US. Additionally, members scored two other areas, good value for the money and I would recommend this Club to a friend, higher than peer clubs. This is a strong endorsement and a great indicator that your Club is very healthy and vibrant. Staff Members rated staff as the most important driver of success at the Club. 83% of members rated the Staff very good to excellent, which was slightly less than peer clubs. An Employee Culture Survey will begin soon which will provide valuable insights into our club s culture and

5 The Club at Carlton Woods will provide leadership with specific insights to improve the way our managers, supervisors and staff interact with each other and with members. Ambiance and Atmosphere The overall score for both the Nicklaus and Fazio clubhouse ambiance and atmosphere were higher than peer Clubs. The front entrance, landscaping and lawns & maintenance all scored much higher than the peer clubs while the lobby scored slightly higher. The management team may consider the lobby area a focus for small improvements. The Clubhouse Overall, all clubhouse elements scored at or above peer Clubs. As might be expected the Nicklaus patio scored much lower than the Fazio patio due to the size and style of both facilities. Additionally the locker rooms at the Fazio clubhouse scored lower than the Nicklaus also for their size and limited service. The management team should look for ways to enhance both the back patio at Nicklaus and the locker rooms at Fazio. Men s and Ladies locker rooms Golf Both Golf courses received very high ratings for their conditioning. Play between the courses was split very evenly with the Nicklaus course having a slight edge in the percentage of members playing. The challenge level of the Nicklaus Course and the Fazio Course were rated as just right by a majority of the members, with the remaining percentage of members on both courses leaning towards too difficult. All areas of the golf experience at both courses were rated higher than at peer Clubs! Areas of opportunity for improvement exist with the restrooms on the Nicklaus course and the food & beverage offerings at the turn at both facilities. Golf Shop and Staff The golf shop at both courses scored slightly higher in most areas compared to peer Clubs. The overall scores of our golf staff at both facilities including the management team, the inside staff and the outside staff was significantly higher than peer Clubs. Notable areas for potential improvement include the merchandise apparel selection at both clubs (more so at Fazio), bag storage transfer between clubs and golf valet/ attendant availability at Fazio. Members also indicated that they would like to see the Caddie Master more available. Members indicated a high degree of satisfaction with the club sponsored golf events for men, women, couples and juniors with an average rating of good to excellent of 90%. As stated earlier the locker rooms at the Nicklaus clubhouse met or exceeded the peer groups in areas of cleanliness, amenities, ambiance and beverage service. Members expressed a desire here for more menu variety, value and timely service. An area of focus should also be on timelier shoe shine service.

6 Member Experience Research Summary Fitness 67% of members currently use our fitness facilities, rating it with an overall satisfaction close to 80% but lower than peer clubs. Equipment variety and quality affected the scores along with the type and quantity of group classes. Use of the facility is at its peak during the 8:00am - 12:00 period with early morning and late afternoon use evenly split. Members indicated very little desire for weekend personal training or physical therapy services. Club management and the fitness staff will read over the comments and suggestions you provided to determine additional ways to improve members experience with this amenity. Spa The Spa received very high marks for facial services, estheticians and manicure/ pedicure services. Members expressed a desire to have more availability of massage therapists on short notice and weekends. Tennis The overall satisfaction with tennis was slightly higher than peer clubs. All the elements of the tennis shop and staff scored significantly higher than peer clubs. Adult programming, court quality and court maintenance received the highest marks while members indicated that the junior program had room for improvement. Pool 33% of members answering the survey used the pool this past year. The pool scored lower than peer clubs. This was partially due to its limited size and ambiance compared to peer clubs. A number of very good suggestions were made that should help improve member experience at the pool. Dining Members indicated a high use rate of the Nicklaus Grille, Fazio Grille and Bears Den for regular dining. The substantial year over year increase in revenue in ala carte dining as well as function income signifies that the club is satisfying a large segment of the members. In addition, more than half of the respondents have used the men s locker room as well as the food to go and family dining options at the club. Family dining, special events and private parties all ranked very close to or exceeded the peer group while the overall satisfaction for dining was lower than peer Clubs. Members expressed the need for more menu variety, consistency, food quality and more value driven menus. Furthermore while members ranked the staff very friendly there was room for improvement in the timeliness of service as well as staff/ server training. Knowledge of the bartenders and the clubs wine selection exceeded those of the peer clubs. It is also worth noting that the food quality and presentation ranked higher at the Fazio Grille than at Nicklaus. The food and beverage team, along with club management, will use the research results and suggestions given in your survey responses to improve the dining experiences in a timely manner.

7 The Club at Carlton Woods Research Summary Social Events 80% of members attended one or more club parties or events during this last year and were largely satisfied with them. Many of the clubs signature events received high marks such as the Winter Carnival, Memorial Day BBQ, Easter Egg Hunt, Easter Brunch, Mother s Day and the Holiday Open House while others like the family Hoe Down, New Year s Eve and the Super bowl party rated lower. This valuable information along with the interest in social events question can be used to plan changes or additions to the club activities calendar that will lead to more participation. Communication and Business Staff Members scored the Club s communications slightly higher than peer Clubs and report that the current level of communication s at the club is effective. Weekly s, the clubs Newsletter and course closure Information was ranked as the most valuable. Guest Experiences Members reported that of the guests who played golf this year, 97% rated their experience between good to excellent. Members reported that of the guests who dined at the club this this year, 77% rated their experience between good to excellent. Members reported that of the guests who played tennis this year, 87% rated their experience between good to excellent. Delivering exceptional guest experiences is the best advertising any club can have. This is another indicator of a very healthy club. Conclusion The club outperformed the peer group in thirteen actionable item areas, was very close to the peer group in six areas and has some work to do in three specific areas to improve. Combined these areas lead us back to the high satisfaction rating mentioned in the opening paragraph. We will be working with the leadership team and staff to assist them in building an action plan from the research results that will focus on improving member experiences. Hospitality experts agree that the real product we sell at private clubs today is the experiences our members have. We were delighted to work with the club s leadership by providing this member experience research survey. An actionable research survey is the best tool for club leaders to have a finger on the pulse of the club and gain insights, which will help improve member experiences at every point of contact. Thank you again for sharing your valuable feedback that makes a difference for today and tomorrow! All the very best, Peter McCarty pmccarty@surevista.com Vice President

8 PERFORMANCE MEASUREMENT SCALE The survey results were broken down into several segments for the management team to fully understand and interpret the results. First, the results for each area were charted on an importance map that allowed us to see the following: High Importance / High performance areas High Importance / Lower performance areas Lower Importance / High performance areas Lower Importance / Lower Performance areas The goal for us as a club is to focus on keeping as many survey areas as possible in the High Importance/ High Performance category. Our second focus should be on addressing any areas identified as High Importance/ Low Performance so that we can move the results to the High Importance/ High Performance. Finally after we have addressed the High Importance areas we can move to any Lower Importance/ Lower Performance areas to improve. Our action plan is built on this premise. MEMBERSHIP SATISFACTION INDEX Club Insights (Our Survey Company) also provided the club with a 10 point performance measurement Index as follows. This scoring is used on all of the clubs that Club Insights surveys. In order to make the survey as meaningful as possible our results were compared to a chosen set of comparable or like clubs rather than just against an all club average. We believe this allowed us to be held to a higher set of standards. 1 Totally Unacceptable 2 Totally Unacceptable 3 Totally Unacceptable 4 Totally Unacceptable 5 Totally Unacceptable 6 You are not delivering the experience members expect. You must make major improvements quickly. 7 Delivering OK to Good experiences for your members however this is a private club and we can improve. Our members deserve more. 8 Very Good! Providing experiences that please our members, but we can still find small ways to improve. 9 EXCEPTIONAL and creating WOW experiences for our members. We can still look for small improvements and focus on maintaining this high level of satisfaction. 10 Sorry but this is not possible! We are dealing with members here! Our action plan was also built utilizing the Index results and the score for each area is noted at the top of each action plan.

9 NICKLAUS CLUBHOUSE OPERATIONS

10 NICKLAUS CLUBHOUSE OPERATIONS Patio Men s Locker Room Ladies Locker Room Ambiance - PATIO NICKLAUS CLUBHOUSE - GRADE: 8.88 (Very Good) Signage Building Maintenance Restrooms Cleanliness Parking Short Term Improvements to patio to make it more inviting and comfortable to use Add cushions for chairs Add umbrellas to patio tables Long-term-add awning for shade Add misting system Add music and televisions on patio Add additional soft seating for lawn Add outdoor fireplace/fire pit MEN S LOCKER ROOM Improvements to MLR to make it more inviting and comfortable to use Re-upholster & Re-stuff dining chairs Replace dining tables Add high back chairs to large round table Add additional lighting for night-time card playing Purchase new poker table Enhance décor LADIES LOCKER ROOM Improvements to LLR Retile sauna floor Add guest lockers Add cable controls to living room TV Re-arrange treatment rooms so that the ladies do not have to enter hallway to enjoy massage treatment AMBIANCE Renovate clubhouse to improve ambiance Three phases Phase One Dining Rooms and Private dining / meeting rooms Renovate dining rooms to give them the warm and inviting feel like the Bear s Den which has been well received by the membership. Refresh meeting/private dining rooms Improve Audio/Visual in dining rooms / banquet and meeting rooms by; adding microphones utilizing house speakers, adding plasma TVs for meeting presentations Phase Two Men s and Ladies Locker Room, Gallery leading to Pro shop and Pro shop Phase Three Golf house, Tennis/Fitness facilities & pool, Upstairs carpet & restroom remodel

11 Lobby NICKLAUS AMBIANCE & ATMOSPHERE GRADE: 9.06 (Exceptional) Front Entrance Landscaping Lawns & Maintenance Renovate front lobby to give it warmer, welcoming feel. New tile, furniture, drapes, painting and accessories Closely monitor outside lighting, landscaping and seasonal color to insure a five star arrival experience MEN S LOCKER ROOM GRADE: 8.59 (Very Good) Shoe Service Quality of Toiletry Items Attendant Responsiveness Wet Area & Locker Room Cleanliness Attendant Friendliness Improve availability of shoe service and responsiveness by staffing or adding an additional locker room attendant. Reschedule some opening duties to insure availability of attendant in the MLR Enhance the current amenity offering Food Variety Availability On-Course Restrooms NICKLAUS COMFORT STATION Develop menu snack bar with daily features. Encourage cell phone pre-order service from 9 th tee box cart signs to promote service. Enhance Ambiance of snack bar add furniture and décor. Expand the Hours of Operation and add a part-time snack bar attendant to cover additional hours and be consistent with staff coverage during the hours of operation. Enhance Ambiance of restrooms on course add AC, improve pavement quality and add amenities where available.

12 NICKLAUS GRILLE/BEAR S DEN PERFORMANCE GRADE: 7.96 (Good to Very Good) Menu Variety Value Served Timely/Wait Staff Knowledge Food Consistency Food Quality Food Presentation Wait Staff Responsiveness & Friendliness Ambiance Greeted Promptly Wine Selection & Bar Knowledge MENU VARIETY Change lunch and dinner menus four-times a year. Change lunch and dinner menus at different times so that there are new menu items eight times a year. VALUE Continue to offer pre-fixe menu as dinner option. All new menus to contain a number of value driven menu items compared to local competition. Solicit feedback from members through distribution of electronic comment cards. SERVED TIMELY / WAIT STAFF KNOWLEDGE Implement an aggressive server training program to improve F&B service/knowledge. Conduct pre-shift meetings with staff, FOH management and Executive Chef/Sous Chef to develop staff service and knowledge and insure all uniform and grooming standards are followed. Maintain a First-class level of service through hands-on management, on-the-floor development of staff and accountability. FOOD CONSISTENCY & QUALITY Train all culinary staff on new menus - food preparation and presentation. Executive Chef/Sous Chef to expedite so that the consistency and quality of all menu items served from the kitchen are maintained at a high level. IMPROVE DINING EXPERIENCE - HOUSE RULES & REGULATIONS Remind staff and membership of all house rules and regulations. Enforce all rules and regulations. Implement and enforce special event dress code policy. Develop dining program to enhance both family and adult dining. Send Electronic Comment Cards to member after each dining experience to foster consistent and on-going feedback towards assisting with improving the over-all dining experience. Management to review all member charges to insure accuracy of billing at the end of each shift. Host several small focus groups to make sure that we are meeting the wants and needs of each segment of our membership

13 MEN S LOCKER ROOM DINING GRADE: 8.09 (Very Good) Menu Variety Greeted Promptly Value Bar Selections Served Timely/Wait Staff Knowledge Ambiance Food Consistency Bar Knowledge Food Quality and Presentation MENU VARIETY Change lunch menus four-times a year. VALUE All new menus to contain a number of value driven menu items compared to local competition. Solicit feedback from members through distribution of electronic comment cards. SERVED TIMELY/WAIT STAFF KNOWLEDGE Main dining room management and service staff to assist MLR staff to improve timeliness of service. Golf staff and locker room staff to work together to enhance locker room service through communication and additional assistance. Implement an aggressive server training program to improve F&B service/knowledge. Conduct pre-shift meetings with staff, FOH management and Executive Chef/Sous Chef to develop staff service and knowledge and insure all uniform and grooming standards are followed. Maintain a First-class level of service through hands-on management, on-the-floor development of staff and accountability. Anticipate our member s needs and know their preferences! FOOD CONSISTENCY AND QUALITY Train all culinary staff on new menus - food preparation and presentation. Executive Chef/Sous Chef to expedite so that the consistency and quality of all menu items served from the kitchen are maintained at a high level. Value Ambiance FRIDAY FAMILY DINING GRADE: 8.23 (Very Good) Complimentary Kids Buffet Kids Events and Activities Add Family coordinator position to staff. The new Family coordinator will develop and implement a year-round calendar of family friendly entertainment and dining options. Family Coordinator will monitor children s activities to enhance ambiance and experience for children and adults. Expand family dining from Friday evening to Tuesday -Friday

14 Value Food Quality Ordering Process TAKE-OUT FOOD GRADE: 8.06 (Very Good) Packaging Quality Pick-up Process Remove To-Go charge from pick-up orders. Develop some family value packaging Executive Chef, Sous Chef, Expeditor and Valet to check all to-go orders to insure the accuracy, consistency and quality of all pick-up orders. Develop and implement procedures so that the phones are consistently answered for not only to go orders but for all in-coming calls. Train reception staff on menu knowledge and importance of order accuracy. Receptionist to attend pre-shift meetings and server training. Value Food Quality Food Presentation PARTY / EVENT PERFORMANCE GRADE: 8.78 (Very Good) Planning Process Staff Presence Staff Responsiveness Room Ambiance Develop & Implement Catering Package Executive Chef, Director of Catering and Clubhouse Manager to develop a comprehensive catering package which offers a first-class selection of menus with a member value proposition. Train all culinary staff on new catering menus - food preparation and presentation. Executive Chef/Sous Chef to oversee preparation of private events to insure presentation and quality of all banquets are maintained at a high level. NYE Party Family Hoe Down Super Bowl Party Family Christmas Buffet SOCIAL EVENTS Memorial Day Kid s Halloween Event Member Holiday Open House Easter Egg Hunt Develop & Implement Year-Round Calendar of Social Events Enhance popular club traditions, re-program unpopular events and/or add new events. Solicit feedback and support from House Committee and membership at large

15 NICKLAUS/FAZIO GOLF OPERATIONS

16 NICKLAUS / FAZIO GOLF OPERATIONS Driving range needs range finders/ yardage Joggers/Bikers on cart paths On-Course restrooms Need more rules enforcement Pro staff should be on course more NICKLAUS GOLF EXPERIENCE 8.83 (Very Good) Outside staff friendly, attentive and available Great Arrival Experience Implement standardized system for on-course violations. Pro staff will be focused on visibility. Add range signs and yardage to all targets. Update range furniture. Upgrade on-course restrooms. Remind members and homeowners of club policies. NICKLAUS PRO SHOP - GRADE: 8.27 (Very Good) Apparel Merchandise Selection/ Value Friendly Staff Equipment Merchandise Selection/ Value Shop Ambiance Bag Storage Tee Time Procedures/ Availability Golf Carts Handicap System Expand selection of apparel merchandise, sizes, and vendors and values. Expand selection of equipment merchandise based on member feedback. Bag transfer system enhanced/ research best practices from other clubs and resorts. Replace current golf car fleet. Move from Club Car to E Z GO. CADDIE PROGRAM COMBINED - GRADE: 8.43 (Very Good) Caddie Master should be more available Availability of Caddies Caddie Master should be more responsive to Caddies are friendly members needs Caddies should have continual training Caddies are responsive to member needs Provide ongoing regularly scheduled training & orientation for new caddies. Work with caddie mater to be more visible at off peak as well as peak times.

17 Equality in men s and women s events Add some value events Pace of play Men playing on ladies day Lack of programming for teens MEN S EVENTS 90% FAVORABLE RATING WOMEN S EVENTS 90% FAVORABLE RATING COUPLES EVENTS - 85% FAVORABLE RATING JUNIOR GOLF 93% FAVORABLE RATING Junior Performance Program Player development Biggest Loser Ladies Boot Camp Men s and Ladies Member Guest Men s and Ladies Carlton Cup Emphasis from entire staff on ladies events. Keep costs at a minimum where possible while providing a CW experience. Review Block period for ladies events. Continue to expand the men s, women s and junior learning opportunities. Consider more travel team opportunities. Review each event to fine tune them for success. Driving range needs range finders/ yardage Pro shop staff should be more visible on course No range clock/upgrade range furniture FAZIO GOLF EXPERIENCE 8.49 (Very Good) Implement standardized system for on-course violations. Pro staff will be focused on visibility. Add range signs and yardage to all targets. Update range furniture. Outside staff friendly and attentive Proximity of range, putting green and first tee to clubhouse FAZIO PRO SHOP - GRADE: 8.07 (Very Good) Apparel Merchandise Selection/ Value Friendly Staff Equipment Merchandise Selection/ Value Shop Ambiance Bag Storage Tee Time Procedures/ Availability Golf Carts Handicap System Expand selection of apparel merchandise, sizes, and vendors and values. Expand selection of equipment merchandise based on member feedback. Reorganize the golf shop for better traffic flow and higher visibility of merchandise. Bag transfer system enhanced/ research best practices from other clubs and resorts. Replace current golf car fleet. Move from Club Car to E Z GO.

18 NICKLAUS/FAZIO GOLF COURSE OPERATIONS

19 NICKLAUS / FAZIO GOLF COURSE OPERATIONS TEES GRADE NICKLAUS 9.32 FAZIO 9.44 (Exceptional) Length of Member tees are too long Overall condition excellent Score is higher than comps Consider shortening member tees to accommodate shorter yardage for members, this may result in developing a long range plan to expand certain tee boxes to accommodate play. Communicate and work with the Golf and Green committees to develop a plan that will work best for implementation. Develop cost estimate to resurface tee tops. FAIRWAYS GRADE Perceived lack of ball Roll/Soft (Nicklaus) Debris on ball at times (Nicklaus) NICKLAUS 9.24 FAZIO 9.46 (Exceptional) Overall conditions excellent Noticed improvement in firmness but would like them to be firmer Score is higher than comps Continue topdressing fairways 2 times per year. Continue aerifying fairways 2 times per year. Schedule deep vertical mowing (Koro 2013). Budget 3 rd topdressing Change mowing patterns to reduce grain. BUNKERS GRADE NICKLAUS 8.56 / FAZIO 8.72 (VERY GOOD) Inconsistent, too hard, too soft Score is higher than comps Appearance looks bad with silt and gravel Like the new Fazio entry points Difficult to enter and exit Work with Nicklaus and Fazio groups to maintain the integrity of the original design intent. Work with consultants to formulate a long range plan for bunker repair and sand replacement. Implement the agreed upon plan in a non-disruptive manner in the off season. Keep the Green Committee and membership fully aware of the approved plans.

20 MISCELLANEOUS Clean up debris behind 18 tees. Reinforce trash clean up throughout the course by staff and members. Develop regular schedule for cleaning water fall hole 15. Continue training programs for staff in order to execute tasks consistently. Continue to replace trees that we have lost over the years. Replace or add more trash cans. Improve consistency at PA. Make sure restrooms are unlocked daily. Open up wood lines around Fazio course and maintain regularly. Improve beauty by adding color throughout both courses. Re-seed bare areas in native areas at Fazio.

21 FAZIO CLUBHOUSE OPERATIONS

22 FAZIO CLUBHOUSE OPERATIONS Men s Locker Room Women s Locker Room Ambiance Parking FAZIO CLUBHOUSE GRADE: 8.88 (Very Good) Signage Restrooms Building Maintenance Cleanliness Patio Consistently staff and make available locker room attendant to welcome members/guests and provide excellent service. Upscale Locker Room amenities (Toiletries). Add locker name plates. Stock locker area with robes for member s convenience. Promote the spa/massage offerings at Fazio to enhance Ladies Locker Room experience. Change private banquet set-up procedures so that members do not feel unwelcome when using clubhouse prior to functions. Implement and enforce employee parking area so that premium spaces are available for members/guests. Add valet parking service to current shuttle service at Fazio. Lobby Front Entrance FAZIO AMBIANCE & ATMOSPHERE GRADE: 8.95 (Very Good) Landscaping Lawn & Maintenance Consistently staff reception area with associate who greets all members and guests, directs members/guest to dining room and answers phones consistently. Store all mail and other unsightly materials where it cannot be seen. Replace Front Door to add more light to Foyer. Food Variety & Quality F&B Availability FAZIO COMFORT STATION Enhance menu offerings at the comfort station. Increase visibility of menu offerings. Develop system to insure that the comfort station is consistently stocked and quality is consistently maintained.

23 FAZIO GRILLE/BAR PERFORMANCE GRADE: 8.15 (Very Good) Menu Variety Food Presentation Value Wait Staff Knowledge & Friendliness Served Timely Ambiance Food Consistency & Quality Greeted Promptly Bar Selection & Bar Knowledge MENU VARIETY Change lunch menu four-times a year. Run daily features and add to variety. - VALUE Solicit feedback from members through distribution of electronic comment cards. All new menus to be reflect a member value compared to local competition. SERVED TIMELY/WAIT STAFF KNOWLEDGE Implement an aggressive server training program to improve F&B service/knowledge. Add Supervisor to maintain full-time management coverage. Conduct pre-shift meetings with staff, FOH management and Executive Chef/Sous Chef to develop staff service and knowledge and insure all uniform and grooming standards are followed. Maintain a First-class level of service through hands-on management, on-the-floor development of staff and accountability. FOOD CONSISTENCY AND QUALITY Train all culinary staff on new menus - food preparation and presentation. Executive Chef/Sous Chef to expedite so that the consistency and quality of all menu items served from the kitchen are maintained at a high level. GREET PROMPTLY F&B Management staff to foster and insure a high level of responsiveness and sense of urgency to maintain a first-class service level in dining room and bar. Consistently staff reception area with associate who greets all members and guests, directs members/guest to dining room and answers phones consistently. IMPROVE DINING EXPERIENCE / HOUSE RULES AND REGULATIONS Remind staff and membership of all house rules and regulations. Enforce all rules and regulations. Implement and enforce special event dress code policy. Send Electronic Comment Cards to member after each dining experience to foster consistent and on-going feedback towards assisting with improving the over-all dining experience. Review all member charges to insure accuracy of billing at the end of each shift.

24 POOL OPERATIONS / CAMP CARLTON

25 POOL OPERATIONS Poolside dining Poolside Bar service Seating Availability Pool Cleanliness POOL PERFORMANCE GRADE: 7.91 (Good to Very Good) Pool Ambiance Pool Social Activities Pool Temperature Clean Changing Area & Towel Availability Hours of Operation Implement an aggressive server training program to improve F&B service/knowledge. Market Poolside offerings to members so that they know what services are available at the pool through service enhancements and club communications. Executive Chef, Sous Chef, Expeditor and Valet to check all pool orders to insure the accuracy, consistency and quality of all orders. Add additional pool side tables and chaise loungers. Continue pool cleaning service contract and have engineering staff maintain pool cleanliness in between cleaning service. CAMP CARLTON Price Four day schedule KIDS CAMP CARLTON GRADE: 8.38 (Very Good) Continues to be successful Participation continues to increase each year Fifth week session added due to demand Members happy camp is managed in-house Current rate is $265 a week/$66.25 a day/$11.04 an hour. All outside/inside entertainment, tennis, golf, fitness activity, swim, craft, meals, field trip, and shirt, hat and bag is included. Will prepare another market survey of comparable clubs and present for Will review adding a fifth day and/or length of day to stay within State guidelines. Continue to look for activities that set us apart from other camps.

26 FITNESS CENTER OPERATIONS

27 FITNESS OPERATIONS MAINTENANCE AND UPKEEP OF EQUIPMENT GRADE 7:98 (Good-Very Good) QUALITY OF FITNESS EQUIPMENT - GRADE: 7.91 (Good-Very Good) VARIETY OF FITNESS EQUIPMENT - GRADE: 7:83 (Good-Very Good) AVAILABILITY OF FITNESS EQUIPMENT GRADE: 8:11 (Very Good) Consider updating strength training equipment Need variety of resistance bands; more hand weights No Stairmasters Not enough opportunities for reformer use Staff should be consistent in cleaning all equipment Fitness equipment updated regularly Elliptical machines and cardio equipment Extended hours for early morning and evening Popular area/high member use Equipment is cleaned and maintained QUALITY AND MAINTENANCE OF EQUIPMENT Maintain a proactive approach for monitoring and maintaining the quality of the equipment. Research the addition of new equipment as needed and utilize a systematic approach for replacement of older equipment. Continue contract with Exertech for quarterly maintenance, inspection and upkeep of the equipment. Review heavy cleaning schedule with each staff member. Staff is to wipe down every hour and clean equipment as needed. Heavy cleaning twice on weekdays and split for Saturday & Sunday shift. AVAILABILITY OF EQUIPMENT Additional advertising to build member awareness of availability of Pilate s programs/modules. Install Surveillance cameras to monitor usage, service and asset protection. Meet with all trainers relative to service, etiquette, usage, and respect of member s space. VARIETY OF EQUIPMENT Consider 2012 capital for the addition of 1-2 Stairmasters. Replace or add a number of resist-a-bands/curl bars/ hand straps/ balls/benches/discs/floor bars/swivel discs. Include purchase of new strength equipment in 2013 budget.

28 Add a Saturday class Limited Yoga and Zumba Classes QUALITY OF GROUP CLASSES GRADE: 8:01 (Very Good) QUANTITY OF GROUP CLASSES GRADE: 7.29 (Good) TYPE OF GROUP CLASSES GRADE: 7.35 (Good) There used to be an Abs and a Hip Hop class Provide more free group classes More stretching classes Offer more evening classes 9 am Saturday class well received We now have Zumba Several classes full on a regular basis Fitness director to audit classes to consider format changes and/or additions. Currently provide 14 free classes per week for the summer. Three added in August; three more to be added once the school year begins. Three Zumba classes currently offered each week, with Saturday class available at 9:00 am. Will monitor evening participation and begin stacking classes as needed. 6:30 pm Wednesday class added to August schedule. Currently hiring for evening instructors. Yoga has shown low member participation perhaps due to change of styles, format and time slots. Will begin search for a new YOGA instructor. Hip Hop just came off the schedule for the summer. Will be back on the schedule for fall. Stretch and Breathing class has been added to August schedule. CLEANLINESS / MAINTENANCE OF FITNESS AREA GRADE: 8:15 (Very Good) A/C does not work properly No Blinds at Fazio in Hallway Better maintenance and cleaning of the restrooms/showers Boutique Facility versus Mega Gym Clean / Well maintained Three of our four A/C units were replaced. Frosted windows installed at Fazio. Will meet with Housekeeping to review expectations for restroom duties for opening and closing.

29 TENNIS OPERATIONS

30 TENNIS OPERATIONS TENNIS FACILITIES GRADE 8.58 (Very Good) Junior Program Adult programs Facility Size Court Quality Number of Courts Court Maintenance Hire a new director of junior development. Bring a new level of excitement and passion to every junior class. Power wash all the mildew from the courts. Begin scheduling a monthly cleaning to prevent mildew from returning. Apparel Selection Apparel Value TENNIS SHOP GRADE 7.98 (Good to Very Good) Court Reservations process Court availability Shop Ambiance Continue to attend all buying shows. Look for CW quality merchandise at value pricing. Work with teams and individuals on special orders. TENNIS STAFF GRADE 9.02 (Exceptional) Attendants knowledge of tennis Attendants responsiveness Attendants availability Attendants friendliness Director of Tennis Added full-time head professional to help with tennis specific questions. Full-time head pro will also help to have the fitness desk manned more often. Provide more training to staff less familiar with tennis etiquette.

31 COMMUNICATIONS

32 CLUB COMMUNICATIONS Newsletter timing is sometimes late Not enough information about Fitness Classes Not enough information about pool operations No central point of contact for questions or suggestions COMMUNICATIONS GRADE 8.73 (Very Good) Like the weekly notifications Keep up multiple avenues of communication Excellent Newsletter Website Make sure that all communications are timely. Consider adding a Club Hotline or for comments and suggestions. Continue to look at best practices such as the mobile app, new online tee time system, etc.

33 SUMMARY/CONCLUSIONS As you can see from the completed action plans, there were many areas of success in the Club operations. You also helped us to understand the areas in which we were not living up to your expectations and we thank you for that. The entire management team has been focused on using the survey results and your feedback to develop a road map for our success. We are dedicated to achieving the vision of the Club and we completely understand that the only way that we can do that is to listen to you, celebrate our successes and improve our shortcomings. As they say, the proof will be in the results. We intend for this action plan to be a living document that will not just be completed, shoved in a drawer and forgotten. We will meet on a regular basis to review the plan to insure that we are taking the actions that we have outlined in this document. We will also seek regular feedback from our committees, the Advisory Board and the entire membership to understand how we are doing. In the coming weeks we will be rolling out an online comment card system like many of you receive when you travel from airlines and hotels. These will allow us to receive your immediate actionable feedback. In addition, as we move forward with many of our action items, we will be hosting focus groups in certain areas of the Club to solicit additional feedback and suggestions that will allow us to continue to build a very successful Club. We are serious in our effort to provide every amenity that you desire at this Club so long as it is within reason. Thank you again for taking the time to answer the survey questions and for your valuable comments. Any member of our staff will be delighted to discuss any portion of their action plan with you if you desire to help you fully understand and appreciate the effort they have put forth in this program. We look forward to your ongoing feedback as we implement this action plan and we hope to see you at the Club soon. On behalf of the entire team here at The Club at Carlton Woods, we are here to serve! Respectfully submitted, William E Langley CCM Managing Director