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PINE VALLEY COUNTRY CLUB 2019 Facilities Master Plan


BOARD OF DIRECTORS Jim Lyon, President Joe Bonczek, Vice President Patrick Bradford, Treasurer Stewart Price, Secretary David Turner Ed Collura Deb Ford Cliff Lacy Bob Cause

STRATEGIC PLANNING COMMITTEE Stewart Price, Chairman Joe Bonczek Bob Cause Jim Lyon Linda Mudaro David Price

PROFESSIONAL ADVISORS Mike Ahrnsbrak, General Manager Rick Robbins, ASGCA

CHAMBERS Lee Hyden, AIA, LEED AP, Dir. of Architecture / Principal John Snellinger, Director of Planning / Principal Greg Lines, Project Manager / Project Architect

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Lauren Gordon, Director of Creative Services


A LETTER TO THE MEMBERS Dear Fellow Members, The Board and Planning Committee are pleased to present this brochure detailing the proposed Facilities Master Plan for Pine Valley Country Club. This Plan was developed over the last several months by a collective group of members, staff, and industry experts who evaluated all Club facilities, operations, and service offerings for opportunities for enhancement. The team also evaluated the cost to membership and the development of funding options for the proposed plan. This effort was driven from the perspective of what is essential—not only for today, but for the continued long-term success of the Club. This vision requires us to have confidence in our Club leadership and ourselves, understanding that it is our responsibility to preserve the legacy of a Club that has a long-standing history of providing countless memories for our members, while at the same time preparing the Club for decades of memorable experiences into the future. The following pages describe the Facilities Master Plan with an overview of the process, related conceptual designs, proposed phasing, rationale for change, estimated costs, proposed member investment, and anticipated timeline for implementation. After listening to our members through Committee Meetings and Informational Meetings, the Board and Planning Committee believe this Plan represents an exciting and responsible combination of features and benefits. Investment in our aging infrastructure is needed, and the right time to proceed is now. Following your review, we are hopeful that you will share our enthusiasm for the Facilities Master Plan. More importantly, we hope you will be excited at the prospect of enjoying the further evolution of Pine Valley Country Club for generations to come. Sincerely, Jim Lyon, President

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WHY AND

F

or over 60 years, Pine Valley Country Club has been committed to providing the finest facilities in a family-friendly atmosphere for the full enjoyment of its members and their guests. As member lifestyles continue to evolve, Club leadership acknowledges the need to proactively plan for the future and continue evolving. Over the years, the Club has invested in improvements needed to meet the changing needs of its members. To assist in these efforts, the Club engaged Chambers—a nationally recognized club planning and design firm that specializes in the private club industry—to assist the Board of Directors with developing a comprehensive Facilities Master Plan to define a vision for the Club’s future. In addition, the Club also hired Rick Robbins—a local, internationally recognized golf course architect—to aid in the development of a Golf Course Master Plan. The planning process has focused on a number of key member-driven planning initiatives aimed to further enhance the member experience, increase the Club’s relevancy and value within our members’ lives, and ultimately aid the Club in attracting prospective new members.

INCREASING UTILIZATION & SATISFACTION While PVCC offers enjoyable social, dining, recreational, and golf amenities, what makes the Club a truly special place is, of course, the membership. As we plan for the future, the Board and Club leadership’s top priority is to 4

WHY NOW continually enhance the member experience so that we may further enrich our members’ lives and remain relevant within their family finances.

ATTRACTING PROSPECTIVE MEMBERS At the same time, the Club also understands that we will experience natural attrition each year, and must plan for continued membership growth to remain viable for the future. As such, the Club must balance the needs of the current membership with those of prospective members, as they are the future of the Club. Today, the decision to join a private club is often made by the family as a unit. This means we must be prepared to offer modern programs, facilities, and amenities that respond to multigenerational interests.

INCORPORATING INDUSTRY TRENDS With our history comes rich traditions that help shape the culture of PVCC. In the future, it is paramount that we continue to honor our past and respect those traditions while also incorporating private club trends occurring in the industry as a whole. To assist with these efforts, Chambers guided PVCC through a member-driven planning process to address our unique needs while incorporating forward-thinking trends. Chambers is considered a thought leader in the industry with a keen understanding of where the industry is headed and how clubs can prepare.


KEY PLANNING CONSIDERATIONS PVCC’s planning efforts began with a thorough analysis of our current facilities, as well as a detailed review of previously completed Member Surveys and planning efforts. Based on this information, the team developed a comprehensive list of planning considerations to guide the facility planning efforts, including: • Creating an area in the Club that appeals to and promotes member casual dining and socialization • Developing a dynamic bar experience with an indoor/outdoor connection • Evaluating the current Ballroom facilities for opportunities for improved functions and events • Enhancing the parking and arrival sequence to develop an improved visual experience for members and guests • Upgrading the current racquets and swimming experiences • Addressing golf course needs, including greens, fairways, irrigation, cart paths, etc. After several months of planning, the Board and Strategic Planning Committee reached consensus on a conceptual plan with suggested phasing, related cost estimates, and visioning images. These plans were presented to members during a series of Member Informational Meetings in June of 2019, during which members were given the opportunity to provide feedback in the form of an Exit Survey.

Based on this feedback, 94% of respondents agreed with the direction of the Facilities Master Plan and believe it would serve the needs of both present and future members. The highest rated elements of the Plan include expanding parking (96%), building an addition with a new Entry Lobby, Lounge, Elevator, and Prefunction area (93%), creating an Adult Casual Lounge/Pub with cross-talk bar (91%), relocating and enhancing the Turn facility (84%), creating an outdoor dining patio and bar (79%), and implementing a covered drop-off area and entry (77%). Based on this feedback, the overall Facilities Master Plan incorporates these elements as Phase One. In order to remain financially conservative, additional elements have been included as later phases of the Facilities Master Plan. These future phases will continue to be studied and will be implemented as funding permits. The following pages provide details on the proposed Facilities Master Plan, including Phase One conceptual plans, associated program costs, funding model, implementation timeline, and individual member investment. After reviewing this booklet, we hope that you are excited and pleased with our efforts to enhance the experience for every member at Pine Valley Country Club for generations to come.

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PHASE ONE: Clubhouse & Parking Enhancements The following pages provide conceptual plans, visioning images, and associated points of interest that detail the proposed Phase One improvements to the clubhouse, including parking. Select areas are portrayed as digital conceptual renderings as shown on pages 7 and 12. UPPER LEVEL

CLUBHOUSE ELEMENTS LOWER LEVEL • Create new Entry Lobby and Porte Cochere for a more welcoming first impression, including soft seating, a new coat room, new stairway, and elevator access to the upper level • Develop a vibrant Bar / Lounge with dynamic cross-talk bar for increased capacity and seating variety (booths, community tables, and dining tables) that separates the bar area from family dining (highest priority element based on the Member Survey) • Create an indoor/outdoor connection between the Bar / Lounge and outdoor dining patio • Develop a new Turn Area in close proximity to the Men’s Locker Room with direct access to the outdoor dining patio • Renovate the administrative offices for enhanced efficiencies 6

LOWER LEVEL

UPPER LEVEL • Create new Prefunction vestibule to complement the banquet experience CONCEPTUAL IMAGERY


Digital Conceptual Rendering of Proposed Bar Lounge

PARKING ELEMENTS Phase One enhancements also include improvements to clubhouse parking. This reconfiguration will enhance the arrival sequence while also providing an additional 40 parking spaces, increasing our total parking capacity from 111 spaces to 151 spaces. Existing

Proposed

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FUTURE PHASE: Clubhouse Enhancements While member priorities determined the most important elements to be included in Phase One, feedback also indicated a need for additional clubhouse enhancements that may occur as a future phase. These elements are depicted in the conceptual plans below and may be refined after further study prior to future implementation and pending member approvals.

UPPER LEVEL

LOWER LEVEL

FUTURE CLUBHOUSE ELEMENTS LOWER LEVEL

UPPER LEVEL

• Men’s Locker Room expansion

• New Private Dining Room

• Aesthetic upgrades to the Women’s Locker Room

• Enhancements to the main corridor, including a new service station for improved service efficiencies

• Additional storage capacity • New Cart Storage area 8

• New outdoor member dining terrace with views of the golf course


FUTURE PHASE: Tennis Enhancements The Planning Committee also studied opportunities for enhancing the existing tennis facilities. Future phases of the Facilities Master Plan include expanding the existing tennis building to create a two-story facility that could incorporate fitness, as well as constructing a dedicated parking lot for an improved parking experience.

EXISTING

PROPOSED

LOWER LEVEL

UPPER LEVEL

FUTURE TENNIS EXPANSION • Develop state-of-the-art fitness facilities with cardio and strength training equipment as well as dedicated areas for stretching and personal training • Develop a Multi-Purpose / Group Exercise Room for class instruction • Include an upper level fitness deck for stretching and tennis viewing • New tennis parking lot with 75 parking spaces 9


FUTURE PHASE: Pool Enhancements Future phases also include improvements to the pool area to create a more resort-style pool experience, including an expanded pool deck and new pool building with changing rooms, a Tiki Bar with Turn Area along the golf cart path, a Multi-Purpose / Youth Activity Room, and enhanced Snack Bar capabilities.

EXISTING

PROPOSED POOL BUILDING PLAN

CONCEPTUAL IMAGERY PROPOSED

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FUTURE PHASE: Golf Course Enhancements In addition to developing a long-term plan for our buildings and structures, it is equally important to develop a long-term plan for our top asset—the golf course. Just as with facility planning, this Golf Course Master Plan provides information on scheduling and costs to aid in decision-making and keep club leadership focused through governance changes. The renovation is intended to replace our aging golf course infrastructure with a professional design that addresses our current course limitations and will set the course for another 65 years of great golf at Pine Valley.

MASTER PLAN ACCOMPLISHMENTS The Golf Course Master Plan focuses on key areas with opportunity to improve the infrastructure, maintenance, playability, design, and strategy of PVCC’s golf course. Specific elements include: • Addressing safety issues with visibility of fairways from the tees • Improving fairway drainage and reducing flood effects • Updating outdated infrastructure (cart paths, drainage, irrigation, bridges) • Showcasing Hewlett’s Creek as a more visible & strategic feature • Creating a more attractive, strategic and welldefined golf course • Enhancing playability for women, seniors, and junior players, while at the same time challenging stronger golfers • Reducing maintenance costs and creating better conditions for growing quality turf • Greatly improving practice & short-game facilities • Creating interest in the course for existing members and attracting new ones

PHASING CONSTRUCTION The Golf Course Master Plan is designed to be implemented in three phases. During any renovation period, which would typically take place during off-season months, at least 9 holes would remain open for member play. 11


Digital Conceptual Rendering of Proposed Building Expansion

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PHASE ONE COSTS

PHASE ONE TIMELINE

During the planning process, initial costs were estimated on a squarefootage basis as various options were being evaluated. As the program became further refined, implementation costs were estimated by a reputable local general contractor. Anticipated costs for Phase One components of the Facilities Master Plan are:

Membership Vote................................................................. September 16, 2019

PHASE ONE: Site Work & Parking..................................$ 400,000

Site & Parking Construction.............................................................. Winter 2020

PHASE ONE: Clubhouse Enhancements........................$ 1,500,000

Clubhouse Construction....................................................July 2020 - April 2021

The initial $400,000 will be funded by reserves from Lifetime members and Initiation Fees accumulated over the past two years. The above cost estimates are inclusive of hard construction costs, site work, furnishings, fixtures, accessories, contingency, and soft costs. Estimates for future phases have not been developed due to uncertain timeframes for implementation.

Note: Timeline is estimated and may vary based on the permitting process, weather conditions, etc. During construction, improvements will be sequenced in an effort to minimize disruption to the membership to the greatest extent possible. Timing has not yet been established for future phase elements of the Plan.

Civil Engineering Survey & Bid for Site Work.......... September - December 2019 Design & Documentation............................................. January 2020 - May 2020 Bid & Permitting Process.................................................. May 2020 - June 2020


MEMBER One of the most difficult aspects of this type of program is determining how to fund improvements in a manner that is fair and reasonable for all membership categories. The Planning Committee worked with Chambers and Club Leadership to develop multiple financial models to support the implementation of the Facilities Master Plan. The primary goals of the financial model were to:

• Develop a funding method that had the least financial impact to the Membership as possible while remaining fiscally sound

INVESTMENT Based on these considerations, the Board and Planning Committee recommend implementing a monthly capital payment for all members as shown in the chart below. The Board and Planning Committee believe this financial plan is fair and within reach for all membership categories and will provide the Club with the necessary funding to implement all aspects of the Facilities Master Plan, while at the same time enabling the Club to rebuild capital reserves over time to fund ongoing obligatory and emerging aspirational capital needs.

OPTION #1 (Upfront Payment)

OPTION #2 (Monthly Payment)

All Members (Except Legacy)

One payment of $ 1,800

18 payments of $ 111.11

Legacy Members

One payment of $ 3,600

18 payments of $ 222.22

Membership Category

• Develop an equitable approach to fund Phase One of the program given that these elements benefit all members

• Allocate future initiation fees and operating surpluses to the capital and reserve accounts to better position the Club for funding future phases of the Facilities Master Plan

FINANCIAL ASSUMPTIONS 1. Financial model is conservatively based on 90% of current Membership levels. 2. Assuming positive feedback and approval by Membership, payments would begin October 2019 and end March 2021. 3. The Club would eliminate the F&B minimum beginning October 1, 2019. Upon completion of the renovation, the Club would evaluate the effect of eliminating the food minimum going forward.

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QUESTIONS & ANSWERS How was the scope and phasing of the Facilities Master Plan determined? Plan components and phasing were based on a combination of necessity and member priorities. After thoughtful discussion and deliberation of various options, the Board and Planning Committee believe Phase One of the overall Facilities Master Plan addresses the highest member priorities while remaining proactive and financially responsible. Future phases will continue to be studied and may be modified as part of our ongoing planning process in order to meet member needs.

There are portions of the Plan that are not important to me or my family. Can I vote for portions of the Plan? No. This program is presented as one comprehensive Facilities Master Plan for the membership’s consideration. Please consider that the long-term success of any club depends on having facilities that attract and retain membership. There are individual and diverse reasons for belonging to Pine Valley Country Club; naturally, a progressive facility must offer numerous incentives for membership. As a private club, we must be prepared to offer all of these features and benefits regardless of individual interests.

How can we be sure the cost estimates are accurate? As the preliminary conceptual options were developed, hard construction cost estimating was performed by a reputable, local general contractor. In addition, Chambers estimated the cost of furnishings and finishes based upon interior guidelines for aesthetics and durability. The Board and Planning Committee feel comfortable that these projections and contingencies will cover anticipated project costs. As the design is further developed, costs will be closely monitored to ensure the project stays in-budget.

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considerable discussion took place regarding ways to elevate our member satisfaction with every encounter a member and guest has with the Club. To this end, the Board has adopted the Facilities Master Plan. To stay competitive and attract new members, it is imperative that we maintain, upgrade and enhance our facilities. Failure to do so would ultimately place the Club in financial jeopardy.

How were the assumptions developed for the financial plan? This was a very complex process. Various financial models were developed and tested using several “what if� scenarios. The final plan takes into consideration the needs of the entire Membership. The Board feels the comprehensive plan is fair and within the financial reach of all of our Membership categories.

By implementing this plan, are we decreasing the funds available for future improvements and capital expenditures? No. As part of the proposed financial model, the monthly capital payment has been projected to support Phase One of the proposed Facilities Master Plan. Therefore, adequate funds will remain in the capital budget to enable the Club to sufficiently fund normal capital needs going forward.

Does the financial model developed take into consideration a loss of membership? The proposed financial model is conservatively based on 90% of the current membership levels. Industry statistics show that private clubs often see membership levels increase after making significant capital investments in their facilities. While the Club is not implementing these changes primarily to increase membership levels, it is likely that membership growth will occur.

Is our Club placing itself in financial jeopardy?

How will the interior finishes and furniture be selected?

Absolutely not! The Club is governed by a dedicated Board committed to doing what it believes is best for the full membership. During the planning process,

We will rely on Chambers to guide us through this process, but it is our intention to form a sub-committee to work with Chambers in the selection of finishes and furniture.


Will we have a Construction Oversight Committee? Yes. Following approval of the program, the Board would appoint an Oversight Committee to work with Club Management and Chambers to monitor progress of the implementation, oversee the bidding process, and provide recommendations to the Board and Finance Committee. This effort will ensure that the program is developed as designed and within the budget that has been developed and presented to the membership.

What happens next? The efforts to-date provide the basic template for the proposed improvements, as well as the financial budget. Following Membership approval, this template will be further refined. It is important to note that when construction documents are developed for construction pricing, modifications may occur following more detailed study; however, the basic intent and timeline will remain the same as presented in this booklet.

What do the Board and Planning Committee recommend? The Board and Planning Committee have unanimously endorsed and recommend the Facilities Master Plan and are now looking to the membership to approve Phase One of the Plan and the corresponding funding program as presented in this booklet.

THANK YOU We wish to express our sincere gratitude to the entire Pine Valley Country Club membership for your enthusiasm, support and participation throughout this process.

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500 Pine Valley Drive • Wilmington, NC 28412 www.pinevalleycountryclub.com (910) 791-1656 16

Profile for Chambers - Club Road

Pine Valley Country Club - 2019 Facilities Master Plan  

Pine Valley Country Club - 2019 Facilities Master Plan  

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