THE PAUMA VALLEY COUNTRY CLUB est Improving Member Experiences and Membership Growth

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1 THE PAUMA VALLEY COUNTRY CLUB est Improving Member Experiences and Membership Growth

2 Annual Meeting Agenda Board of Directors Election President s Remarks Financial Report Membership Report Strategic Plan Update

3 Board of Directors ELECTION

4 President s Remarks Improving Member Experiences and Membership Growth

5 Accomplishments of Completed sale of land - reduced Club s debt from 3.8 mil to less than 1.5 mil Loan repayment fee repays loan in its entirety early Less than 8 years Eliminates operational cash flow pressure Critical for stability of our Club operations

6 Accomplishments of (continued) Strategic Plan Rolled Out and Began Implementation $900,000 Investment Program Greenside Bunker Restoration #1 Green Expansion Cottage Windows Kitchen AC and Exhaust System Golf Maintenance Breakroom and Bathroom Other Significant & Needed Improvements

7 Accomplishments of (continued) Replaced 2 Key Positions Membership Food and Beverage ohead Golf Professional search in process Membership Equivalents declined 13%

8 Accomplishments of (continued) Member Participation is high and growing! 12 Standing Committees w/ 80+ Members Special Project Committees Gifting from 25+ Members and Member Groups Over 300k in $s and Services

9 THANK YOU Steve Borden and the Borden Family CSD, RPMWC, and Roadway land sale, front gate 742-Art, WA, Garden Group kitchen, front gate PVCC Estates Committee led by Bill Winn Master Plans 3 being developed 1. Golf Course Cartwright and Mingay 2.Cottage Interiors Johnson 3.Cottage Landscape Herbert Donald and Darlene Shiley

10 Foster the sense of Community that engenders a welcoming atmosphere of unexcelled camaraderie and friendship

11 THANK YOU & CONGRATULATIONS Eric Stear GM at Bernardo Heights Country Club Terry Abeyta Dream home on the Oregon Coast Jerry Hixson Director of Golf at Traditions Golf Club

12 WELCOME Scott Shinner New AGM-Membership Brian Green Food & Beverage Director Head Professional Position Interim Head Professional Mike Mendoza Search in-process

13 Thank You Leadership Team Doug Rudolph, Peggy Delano, Colleen Starr, Kathryn Custer, Joe Powers, Arturo Alvarez Notable Key Players: Joyce Thatcher, Joan Borden, Gary Bley, James Bradley, Susie Delaney, Mike Mendoza

14 Financial Summary EBITDA: Net Loss of 70k (estimated) Attributable to Member Attrition and summer construction Membership 244 Equivalents Net Loss of 36 Equivalents (-13%) Cash: 170k on hand +300k for Capital Projects (from Contributions and Assessment)

15 Fiscal Year Summary (continued) Club Debt Current Loan Balance $1,458,000 down from 3.8 mil Land Sale Significant and Valuable Operating Cash no longer required Debt fully repaid before note is due

16 Strategic Plan Capital Projects Funding of Initial Projects 900k Raised 615k from Assessment 285k from Member Contributions $s Services

17 Strategic Plan Capital Projects (continued) Where did the $ go? Total Contributions Assessment $s Golf Course 63% 67% Clubhouse Facilities 13% 15% Cottages 22% 18% Reserves 2% Where we planned and communicated it would

18 Strategic Plan Projects & Funding Summary PROJECT LIST FUNDING SOURCES Golf Course Ops $s Assessment $s Angel Gifting $s New Maintenance Equipment $ 30,000 Greenside Bunker Restoration $ 368,000 $ 15,000 Golf Course Master Restoration Plan $ 15,000 $ 5,000 Re-Claim Greens (#1-DONE, #11 in Spring) $ 15,000 Tree Removal/Trimming $ 60,000 Greens Top Dressing Program $ 15,000 Golf Course GC Maint. Staff Breakroom & Bathrooms $ 40,000 63% Clubhouse Facilities Sub-Total $ 15,000 $ 413,000 $ 135,000 $ 563,000 Kitchen AC & Exhaust System $ 35,000 $ 20,000 Clubhouse Carpeting $ 25,000 Clubhouse Facilities Lighting for Parking, Walkways, & Cottage Exterior $ 30,000 Employee Kitchen Bathrooms $ 10,000 13% Sub-Total $ - $ 90,000 $ 30,000 $ 120,000 Cottages Cottage Windows & Sliders $ 85,000 Cottage Design Fee $ 15,500 Cottages Cottage Landscaping Design Fee $ 10,000 Replace Necessities $ 27,000 $ 58,000 22% Sub-Total $ - $ 112,000 $ 83,500 $ 195,500 Reserves Reserves $ 22,000 2% March 17, 2012 Annual Meeting TOTAL $ 15,000 $ 615,000 $ 270,500 $ 900,500

19 Road Maps in development Golf Course Master Restoration Plan Origins Golf Designs Cottage Refresh Plan California Ranch Style Exterior Landscape Plan Capital Reserve Study Existing Assets Facilities Plan Club Lifestyle of Future

20 Road Maps (continued) Environmental Sustainability Nature Water Energy Supply Chain, Pollution Control, Etc Community Integration Property Values Quality of Life Generations We are All in this Together

21 Annual Budget EBITDA of +14k Membership Growth of 13 Equivalents

22 Annual Budget (continued) Key Factors and Assumptions: Annual Dues Increase of 2%-5% Water Expense Increased water budget 32k Working with RPM, CSD, and Roadway Labor Expense all have increased Minimum Wage, Taxes, Insurance, and Workers Comp=37k

23 Annual Budget (continued) Key Factors and Assumptions (continued): Additional Revenue Streams Some price increases Charity Golf Tournaments Vetted Small Groups Weddings Net Growth in Membership +13 Equivalents Nov/Dec forecast shows equivalent growth

24 Improving Membership Experience and Membership Growth

25 THE GOLF INDUSTRY AND ITS IMPACT ON PVCC HOW PVCC HAS FARED WHAT WE NEED TO ACCOMPLISH WHAT WE ARE DOING TO GET THERE

26 Golf is a consolidating industry

27 Golf is a consolidating industry It peaked in The U.S. population was 282 million and there were 24 million people playing golf. That represented a penetration rate of 8.5%

28 Golf is a consolidating industry. It peaked in The U.S. population was 282 million and there were 24 million people playing golf. That represented a penetration rate of 8.5% Today, we still have 24 million players, but our population is now 324 million. We ve added 40 million people, but the number playing golf has remained the same and the penetration rate has declined to 7.4%. That s a drop of 13% over the last 16 years.

29 Since 1990, we ve gone from about 5,000 private clubs to about 4, a decline of 20% in 25 years

30 Since 1990, we ve gone from about 5,000 private clubs to about 4,000, a decline of 20% in 25 years The industry built those courses, mostly in the form of master-planned communities where the golf course was nothing more than an amenity, just like swimming pools, meeting rooms, tennis courts, etc. As penetration dropped, demand slowed and we now have an over-supply of golf courses in the U.S.

31 There has been a decline in the number of golf facilities every year for the past nine years

32 There has been a decline in the number of golf facilities every year for the past nine years Projections are that 20% of private clubs in existence today will not be here in ten years

33 Of the 4,000 private clubs that exist today, only 6.5% are full with a waiting list

34 Of the 4,000 private clubs that exist today, only 6.5% are full with a waiting list That means 93.5% (or 3,740 clubs) find themselves in a position similar to PVCC: they are actively and aggressively looking for members and if they re not, they won t be here within a few years

35 There will be winners and there will be losers Our decisions and commitment will determine which camp we fall within

36 It used to be that all you needed was a great golf course to succeed as a private club

37 Today, clubs need to create an entire lifestyle surrounded by a great golf course

38 Clubs are becoming more family friendly

39 Clubs are becoming more family friendly They are focusing on health and wellness, complete with facilities and programming

40 Clubs are becoming more family friendly They are focusing on health and wellness, complete with facilities and programming They are creating greater opportunities for drop-in dining in casual environments and for greater social interaction through food & beverage

41 Clubs are becoming more family friendly They are focusing on health and wellness, complete with facilities and programming They are creating greater opportunities for drop-in dining in casual environments and for greater social interaction through food & beverage They are developing life long learning and travel opportunities for their members

42 THAT S WHAT MEMBERS JOINING PRIVATE CLUBS TODAY WANT AND EXPECT

43 They want a safe haven that delivers privacy, social interaction, solid health and wellness, all surrounded by a great golf course that is managed in an environmentally sustainable manner

44 Flight to Quality

45 Regular Non-Resident Social National/International

46 Regular Social Non-Resident National/ International Other Total Member Equivalents

47 We lost 23% of our membership between 2005 and 2010 We gained back 27% between 2010 and About half of those members are no longer here We lost 13% last year

48 The drop in total membership from 2005 to 2016, from 432 to 382, is 12.6%, almost exactly the 13% decline in overall penetration referenced earlier

49 Improving Membership Experience and Membership Growth Attract 150 members over the next 3-4 years

50 Attract 150 members over the next 3-4 years We know that we ll likely lose 50 members over that timeframe to the natural attrition that takes place at private clubs

51 Attract 150 members over the next 3-4 years We know that we ll likely lose 50 members over that timeframe to the natural attrition that takes place at private clubs But we ll net 100 additional members which will get us back to 350 member equivalents

52 A good closing rate at private golf clubs is about 10%. That means that we need to host 1500 visits over the next three years in order to have a chance at reaching 350 equivalents

53 Create Awareness and Stimulate Visitation

54 Digital Outreach and Fulfillment

55 Digital Outreach and Fulfillment Internal Restructuring Membership Growth Committee Membership Retention Committee AGM with focus on membership sales

56 Digital Outreach and Fulfillment Internal Restructuring Proactive Public and Media Relations

57 Digital Outreach and Fulfillment Internal Restructuring Proactive Public and Media Relations Promotions Discover Pauma Invitational Regular Member Benefits Pauma Preview

58 We have 338 dwelling units inside the gates Of those, 236 are members, or about 70%

59 Fact: The property of everyone who owns a home here is worth 20% more when the club is healthy

60 All of us need to help get people here so we can demonstrate what an outstanding lifestyle and Club this is

61 So. Where From Here on the Strategic Plan? The Board, many members and our consultants firmly believe that fulfilling our Plan to upgrade the Club to nationally competitive standards is the most likely way forward to preserve Pauma as a traditional private club. Where we ve been, and what we ve learned: There was a strong reception of the Plan by the membership earlier this year However, the member losses (post a very modest assessment) were significant, and sobering While our operational stability isn t immediately threatened, we believe that attempting to further fund the Strategic Plan through assessments alone may result in significant additional member losses that we cannot afford

62 Pauma Valley: An Analogy 1964 Aston Martin DB5

63 Continuing. We re not this this is Augusta, Cypress Point, etc Ferrari 250 GT SWB But we re not this, either this is many other private clubs in SD and elsewhere 1964½ Mustang #

64 How we ve taken care of our terrific asset We all love our classic Aston Martin It remains highly desirable, a nice prize There have been many drivers over the years, and we ve generally taken care of it Wash/wax, gas and oil e.g., daily course maintenance New tires and brakes punching the greens Rebuilt starters, water pumps leveling tees, fixing the irrigation Repaired the interior replaced clubhouse and cottage items It still looks good, and runs well but it s not a show winner any longer

65 What about investing in it for the long term? At some point, all cars need restoration to keep them looking and running fresh, and to maintain/improve their value Owners need to plan for this all along and we haven t done that Engine rebuilds Replace the irrigation system Transmission overhauls New maintenance equipment Repair the interior Refurbish and modernize the cottages And... add new features/equipment A/C, sound system, phone, GPS Modern exercise facilities, new/increased member services Unlike many other classics, our DB5 (Pauma) is worth the investment

66 In the meantime, what has happened? There is increasing competition for members nationally, and we must have a top quality product to compete and thrive as we are. It s that simple. The top quality cars are always restored or change hands in the process Unlike many of the 93.5% of private clubs scrambling for members, we have great potential and we are confident that investment will be rewarded Pauma Valley can survive longer in break/fix form this isn t an emergency but at some point our DB5/Club will break down and no longer run as we currently know it unless we fund necessary investments

67 Pauma Valley will never look like this.. but if we continue to ignore the realities of owning a club in the current private club environment, it will morph to a different form

68 Our Go-Forward Options Our Goal: Preserve Pauma as a private club for our Members What s at stake?: According to industry consultants Everything.from our private club experience at the place we all love, to the value of local real estate We know we must pursue two things: An investment/improvement program a significant one A highly robust member recruitment program For investment capital: Likely a mix of modest assessments, and Voluntary investment of various sizes by members, to include associated benefits What this could mean? Change: A little, or a lot Changes in club governance Different classes of memberships, with various benefits More outside activities for revenue, etc.

69 Next Steps? We know we must be assertive and act A group of board members and others are exploring our options To raise capital Allocate it appropriately Ensure we adhere to our previous agreements We ll continue to utilize outside guidance as well as internal feedback We ll be reporting back to our membership about progress in the coming months What if we can t get the job done? We continue to drift along the club won t die but will likely eventually morph into something else. But what if we can? #

70 If We re Successful Pauma Valley could even morph from this... To This. Aston Martin DB10

71 QUESTIONS

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