2025 Shareholder Presentation

80th Annual Stockholders’ Meeting March 29, 2025 Welcome Stockholders 1

ORDER OF BUSINESS • Introduction of Board of Directors • Roll Call of Directors by Secretary • Proof of Notice of Meeting • Minutes of 2024 Shareholders’ Meeting • B.O.Ds’ Annual Review • Results of Election • Q&A • Adjournment 2

ROLL CALL OF DIRECTORS • • • • • • • • • •

Dan Burke, Treasurer (2022-2023), President (2023-2025) Joel Goldberg, Vice President (2022-2025) Ryan Hollender, Golf (2022-2025) Bill Hoffman, Secretary (2023-2024), Treasurer (2024-2026) Cheryl Mullane, Treasurer (2023-2024), Secretary (2024-2026) Mike Lanni, Social (2023-2024), House & Pool (2024-2026) Jasmine Cacace, Social (2024-2027) Ari Zweig, Paddle (2024-2027) Paul Cusack, Buildings & Grounds (2024-2027) Nate Goldman, Past Board Member (2024-2025)

3

PRESIDENTS’ REPORT

4

OVERVIEW • RGCC 101 • Business Overview • Financial Review

5

RGCC 101 RGCC’s Reason for Existing….Why are we here?

The Ramsey Golf and Country Club, Inc. (the “Club”) shall be dedicated to the furtherance of social, recreational, and athletic activities of the Stockholders of the Corporation.

The various social, recreational, and athletic activities shall operate and function under the guidance and supervision of committees appointed by the Board of Directors for that purpose.

6

RGCC 101 FEES Capital Assessments

Activities – a la Carte

Dues - turn on the lights

Restaurant Minimums

• Clubhouse renovation • Golf equipment • Paddle courts

• Taxes/Insurance • Utilities • Admin and Management • Maintenance

• Golf • Paddle /Pool/Pickle • Social

Real Estate Transfer Fees Why not pay one price?

Not fair to those who don’t want to participate Nothing is free at RGCC, and it can’t be. Due to a court order…since 1981.

7

RGCC 101 BUSINESSES Cyclical Businesses - have ups and downs with economic cycles and or inflation Golf…bad weather also influences golf Catering Food Real Estate Transfer Fees

Services - are intended to “pay for themselves” Pool Paddle Pickle Social

8

RGCC 101 - GOLF PROFITS 21 YEARS

9

RGCC 101 BUSINESSES Non-Cyclical Business = Recession-Proof Reliable sources of revenue, no matter the current economic condition.

Booze Dues Our auditors and our lenders closely monitor our dues income.

10

RGCC 101 - DUES VS ADMIN EXPENSES

An additional $21.5 per member per month beginning in 2004 provides $2.8 in additional revenue and covers fixed admin costs.

Over the same period there were $3M in real estate transfer fees We have been relying of cyclical revenues to cover fixed expenses

11

WHERE DO MY DUES GO? 2024 Dues of $253 Covered 92% of Administrative & Building/Grounds Costs For 2025: $278 monthly Dues will cover 100% of these Expenses.

2023 Cost Per Shareholder

2023 Covered By Dues

2024 Cost Per Shareholder

2024 Covered By Dues

2025 Cost Per Shareholder

2025 Covered By Dues

Payroll

$172

$143

$142

$131

$154

$154

Ins. & Real Estate Tax

$35

$29

$48

$44

$43

$43

Utilities, Cable & Phone

$10

$9

$21

$19

$9

$9

Supplies & Office

$17

$14

$9

$8

$10

$10

Computer & Professional

$40

$33

$31

$29

$37

$37

Misc. & Social

$19

$16

$24

$22

$25

$25

Total

$292

$243 83%

$274

$253 92%

$278

$278 100% 12

RGCC 101 – MASTER PLAN Why did we need the Master Plan?

Short-term view and lack of long-term planning.

Over many years, annual plans didn’t provide enough funding for reinvestment or maintenance on the clubhouse and facilities.

Low Dues supplemented with real-estate transfer fees and the assumption that profits would always provide for the needs for the future Last Major renovation was in the 1980s In 2004, the club took out a loan to replace the roof and upgrade the greens and irrigation.

In 2009, the club renovated the restaurant with operating funds and reserves.

But in 2019 we had…

Decaying facility, in need of renovation Inadequate ancient golf irrigation didn’t cover the entire course, Tee to green.

Tired and unprofitable restaurant, aging ballroom An estimated $ 3.2MM in maintenance that needs to be completed if the master plan wasn't passed.

The master plan was passed by 74% affirmative vs 26% negative.

Members will pay $87 a month plus 75% of CAPEX to a Master Plan account until

2040

Master Plan Brochure - Ramsey Golf and Country Club (ramseycountryclub.com)

13

RGCC 101 RISKS Everything is Great…. what could go wrong?

• •

• • •

• • •

We over-rely on profits to offset dues We flood the golf course with associates Under fund annual golf maintenance Don’t invest in our Staff We don't reserve for maintenance or future investments We don’t break even on services Member delinquency Home sales are our only hope

RGCC Risks • • • • • • • • •

Inflation Tax Reassement Key person risk Legal and regulatory complexity Small footprint Knowledge gaps in FB Short-term view Over-reliance on golf associates Other people stop showing up

14

RGCC 101 However, we have an emerging new risk stemming from the loan If we don’t stay on track, this could happen….

In 5 years, our financials are in bad shape The Bank doesn’t renew our loans $2M in bullet payments are due in 2030 $8M in bullet payments are due in 2034 The Bank forecloses on RGCC

What are we doing to mitigate this risk?

15

RGCC 101 FINANCIAL PRINCIPALS How do we mitigate this new risk?

We adopt sound financial principles and have the operational discipline and sound governance in place to stick to them.

Don’t rely on real estate transfer to offset dues We consider our businesses long term investments.

Defend golf revenue We budget, but with an eye on the future

Break even on services.. Social pool and paddle

Don’t micro manage or window dress our businesses

Pay attention to pricing and close rates in Golf and Catering

Expect bad things to happen…they will in our businesses and we plan for it

Don’t borrow to fund maintenance

Don’t expect a good year is the new normal Cover fixed costs with fixed revenue streams and stay ahead of inflation

Plan for maintenance costs Don’t hope for home sales to save us Profits deployed to pay down debt at roll date.

FIX the Restaurant…

Stupid

16

RGCC 101 PLANNING FOR THE FUTURE Financial Goal: Pay off outstanding principal in 10 years, 10 In 10

Eliminates $87 in loan payments from shareholders How will we do that?

Fix the Restaurant

Cover fixed costs Profits and Real Estate Transfer Fees are reserved for the future payoff dates.

17

BUSINESS REVIEW

18

RGCC 101 – BUSINESS ENVIRONMENT

19

RGCC 101 – BUSINESS ENVIRONMENT

20

RGCC 101 – BUSINESS ENVIRONMENT

21

RGCC 101 GOLF Golf is a success story • • • •

12-year transformation of the course and the financials Got the right team Had a vision Made investments in People and Infrastructure

• • • •

Greater economy drives golf Weather Dependent on associates Associate fees too low vs members

• • • •

Better Carts = More revenue Drive member participation = simulators Proactive maintenance = better product Get the Price right for associates and members

22

RGCC 101 CATERING Long History of success in Catering • $2.3M In Profits over 10 years 22% margin over the same period •

$1.65M in 2023 was an all-time record in sales and a 24% margin.

•

2023 Weddings are $788K of our sales and $188K of profits

•

By 2027, we expect to sell weddings at 57% above the prices of weddings in 2023.

23

RGCC 101 POOL The new facility is amazing, it is the best thing RGCC has done in years • Work out the kinks with hours and pricing • Rebuilt the Swim Team • Set all-time daily sales records on Labor Day 2025 • Requesting longer hours aligned with 2024 changes to the NJ state ABC Law • Focus on staffing levels to reduce labor costs

24

RGCC 101 ADMIN & B&G The team is thriving after a leadership change in 2023 Our new GM saved the day with the closing pre-reno!

• Inventory EVERYTHING • Keep and Store vs Chuck out • Trailer and paddle hut reno • Upgrade WIFI • Prepare for a state tax audit

Need More efficiency and improvement in some areas • Going paperless, less data entry •

Transition from transaction processing and controls to reporting and analysis

•

Training and education

•

Going to be more open to member suggestions…Social, Pool, and Paddle

•

Getting to YES!

•

Communicate in a more business-like manner

FYI… •

The staff spends most of their time with the same 15-20 members

25

RGCC 101 – BUSINESS REVIEW You can’t drive a car with a flat tire, but we have been.

26

COMBINED CATERING & RESTAURANT PROFITABILITY CHART

27

RGCC 101 F&B The Lakeside Grille has not been successful.

• • • • • • • • • • • •

Massive drag on the financials The club industry views F&B as a loss leader for golf F&B COGS are higher due to food inflation in the last 2 years Trying to please everyone Huge menu is difficult to execute consistently No bench in the kitchen Service is friendly and personable but not efficient Small staff = big overtime $ End of quarter to go orders create havoc for in-person dining logistics Don’t advertise specials Open to the public but little outside business Key person risk in food ordering

What are we going to do?

28

RGCC 2025 F&B PLANS Balancing Risks and Rewards and Control Options: Keep doing the same thing…

Hire a manager and run it ourselves Up to us, but we have to start over from scratch Lease to a third party Nice to be rid of the headache and have a fixed cash flow It would be great if we could find someone who may leave us with less control Hire a Management Company Expensive…costs may offset the financial benefit But the product may be improved Hire a management team Share Risks and Rewards and Control The team is successful but juggles many balls

29

RGCC 101 F&B STRATEGY

From a country club restaurant, open to the public

30

RGCC 101 F&B STRATEGY

To a public restaurant that happens to be in a country club

31

RGCC 2025 F&B PLANS We are hiring Dan Grey and Chef Joe Sergentakis to manage our restaurant. They will be with us for five years on a fixed contract with incentives to drive revenue.

What do we need to be successful in the Restaurant?

The Right Space Experienced Management Trained Staff Advertising/Marketing strategy All of these elements have to be in sync/cohesive When everything works together, we anticipate an increase in sales of $1M, from $2M to $3M. We are also bringing back food minimums, BUT they will be staggered so everyone doesn’t show up on the same day to spend their minimum Currently, we have only $150k in nonmember sales

32

2024 ACCOMPLISHMENTS Master Plan Progress Building Permit Approved Obtained a Loan Commitment Living Through the Club Closure Staff Release Staff Relocation New F&B Team at the pool Litigation Free

Re Launch Swim Team Create Sports Membership Category Rerate the course Create an Opening strategy for Rare Bird

33

RGCC 101 Homework Take advantage of our Beautiful Community

Behave yourselves Relax

Join an activity if you haven’t Go to a social event Try the new food offerings at the pool

Compliments in person, complaints in email Feedback to Club management, then to the respective Board member, then to the President

Volunteer for a committee Bring friends to Rare Bird

34

PROFIT & LOSS - SUMMARY

35

COMPREHENSIVE RESULTS 2024 $ 5,851,780 Total Revenue (323,132) Cost of Sales (2,849,248) Payroll & Benefits (1,782,701) Other Expenses Fixed Charges/Taxes (590,372) Net Operating Income 306,327 Depreciation & Other (1,609,022) Capital Assessments 1,059,864 Net Income $(242,831)

2023 $ 7,748,162 (1,278,864) (4,023,923) (1,936,903) (600,838) (92,366) (690,543) 1,023,122 $240,213 36

COMPARISON OF FINANCIAL OPERATIONS Revenue

2024

2023

2022

2021

2020

Resident Dues

$1,697,124

$1,635,877

$1,543,958

$1,480,791

$1,438,866

Golf Dues

2,155,692

2,017,839

1,881,391

1,706,714

1,239,489

Initiation Fees

557,450

230,850

723,750

520,205

470,125

F&B Revenue

896,857

3,365,352

3,001,327

2,531,101

1,363,822

Golf, Pool, Paddle, Admin

544,657

498,244

385,876

437,538

354,932

$5,851,780

$7,748,162

7,536,302

6,676,349

4,867,234

-24%

3%

13%

37%

-25%

Expenses

2024

2023

2022

2021

2020

Cost Of Sales- F&B

323,132

1,278,864

1,195,793

1,021,249

609,567

Total Payroll

2,849,248

4,023,923

3,827,292

3,265,963

2,752,049

Department Expenses

1,782,701

1,936,903

1,702,394

1,686,988

1,574,015

Property Taxes

325,457

321,787

292,504

290,277

289,936

Fixed Charges

264,915

279,051

215,058

176,637

145,683

Total Expenses

$5,545,453

$7,840,528

7,233,041

6,441,114

5,371,250

Variance from prior year

-29%

8%

13%

16%

(13%)

Operating Income

306,327

(92,366)

303,261

235,235

(504,016)

Total Revenue Variance from prior year

37

COMPARISON OF OTHER INCOME & DEDUCTIONS Other Additions & (Deductions)

2024

2023

2022

2021

2020

Depreciation

(628,397)

(626,186)

(575,139)

(454,999)

(398,052)

Government Grant

-

-

1,252,345

-

-

Employee Retention Credits

-

-

610,608

-

-

Loss on Disposal of Assets

(857,389)

-

(1,681)

(39,511)

-

Interest Rate Swap Adj

(123,236)

(64,357)

398,375

124,074

(92,709)

Capital Assessment Imp Fee

1,059,864

1,023,122

976,573

960,362

943,994

Total Other Items Net Income

$(242,831)

2,661,081 $240,213

589,926 $2,964,342

453,233 $825,161

(29,814) $(50,783)

38

COMPARATIVE COMPREHENSIVE RESULTS

Revenue

2024

2023

2022

2021

2020

Resident Dues

$1,697,124

$1,635,877

$ 1,543,958

$ 1,480,791

$ 1,438,866

Golf Dues

2,155,692

2,017,839

1,881,391

1,706,714

1,239,489

Initiation Fees

557,450

230,850

723,750

520,205

470,125

Restaurant Revenue

896,857

3,365,352

3,001,327

2,531,101

1,363,822

Golf, Pool, Paddle, Admin

544,657

498,244

385,876

437,538

354,932

Total Revenue

$5,851,780

$7,748,162

$7,536,302

$6,676,349

$4,867,234

Variance from prior year

-24%

3%

13%

37%

-25%

Expenses

2024

2023

2022

2021

2020

Cost of Sales F&B

323,132

1,278,864

1,195,793

1,021,249

609,567

Total Payroll

2,849,248

4,023,923

3,827,292

3,265,963

2,752,049

Department Expenses

1,782,701

1,936,903

1,702,394

1,686,988

1,574,015

Property Taxes

325,457

321,787

292,504

290,277

289,936

Fixed Charges

264,915

279,051

215,058

176,637

145,683

Total Expenses

$5,545,453

$7,840,528

$7,233,041

$6,441,114

$5,371,250

Variance from prior year

-29%

8%

13%

19%

(16%)

Operating income

$ 306,327

$ (92,366)

$ 303,261

$ 235,235

$ (504,016)

Other

2024

2023

2022

2021

2020

Depreciation

(628,397)

(626,186)

(575,139)

(454,999)

(398,052)

Government Grant

-

-

1,252,345

-

-

Employee Retention Credits

-

-

610,608

-

-

Loss on disposal of assets

(857,389)

-

(1,681)

(39,511)

-

Interest Rate Swap Adj

(123,236)

(64,357)

398,375

124,074

(92,709)

Capital Assessment

1,059,864

1,023,122

976,573

960,362

943,994

Net income

$242,831

$240,213

$2,964,342

$ 825,161

$ (50,783)

39

BUSINESS SEGMENTS* Totals

Pool Bar

Catering

Golf

Paddle

Pool

Dues & Other

Revenue

$5,851,780

$781,969

$114,889

$2,805,317

$47,282

$153,982

$1,948,341

Cost of Sales

(323,132)

($252,214)

(70,918)

--

--

Gross Profit

5,528,648

529,755

43,971

2,805,317

47,282

Payroll Expenses

(2,849,248)

(628,992)

(57,045)

(1,229,369)

--

Other Dept Expenses

(2,373,073)

(249,122)

(80,719)

(920,311)

(27,324)

(214,297)

(881,300)

Contribution Margin

$306,327

($348,359)

$(93,793)

$655,637

$19,958

($60,315)

133,199

--

153,982

1,948,341

(933,842)

*Excludes Depreciation & Capital Assessments 40

BALANCE SHEET BALANCE SHEET

41

ASSETS Current Assets

2024

2023

2022

2021

Cash Construction Loan Escrow

$1,357,718

$1,763,986

$1,353,306 81,010

$2,100,657 1,620,054

Accounts Receivable (Net) Employee Retention Receivable F&B Inventory

775,189

931,342

638,800

525,969

19,747

32,574

56,745

50,204

Prepaid Expenses ROU Assets & SWAP Valuation Total Current Assets

167,691

93,324

88,010

73.520

588,561

827,952

683,113

24,003

$2,320,345

$3,648,178

$3,511,592

$4,394,407

Land & Lease Improvement

6,614,542

6,653,351

6,598,778

6,426,612

Building & Improvements

4,872,979

9,241,275

9,196,938

5,245,538

Furniture, Fixtures, & Equip.

1,495,621

3,502,669

3,411,372

3,183,098

Construction in progress

5,888,751

883,810

332,979

1,526,543

Total Property & Equipment

$18,871,893

$20,281,105

$19,540,067

$16,381,791

Less Accum. Depreciation

5,728,785

10,870,627

10,244,442

9,699,353

Net Property & Equipment

13,143,108

9,410,468

9,295,625

6,682,438

$16,052,014

$13,058,646

$12,807,217

$11,076,845

Property & Equipment

Total Assets

610,608

-

42

LIABILTIES & STOCKHOLDERS’ EQUITY Current Liabilities

2024

2023

2022

2021

Line of Credit Accounts Payable Accrued Liabilities & Taxes Payable Unearned Dues& Function Deposits Contract Payable Paycheck Protection Program Note Current Maturities of Long-term Debt

$92,043

$250,000 104,926

$200,000 194,615

$193,804

83,219

138,890

185,888

515,077

1,471,702

1,120,098

918,144

817,536

2,472,793

-

-

-

-

-

-

1,160,617

266,409

310,813

415,540

302,951

$4,386,166

$1,924,727

$1,914,187

$2,989,985

113,060

123,401

132,277

141,150

3,581,786

3,037,203

3,027,651

3,176,950

240,518 7,730,484 $8,321,530

336,668 7,973,315 $5,085,331

-7,733,102 $5,074,115

-4,768,760 $6,308,085

Total Current Liabilities

Long-Term Liabilities Disaster Loan, Net of Current Maturities Long-term Debt, Net of Current Maturities Operating Lease Obligations Stockholders’ Equity Total Liabilities

Total Liabilities & S.E

$16,052,014

$13,058,646 $12,807,217

$11,076,845

43

LIABILITY PROFILE

Construction Note

Construction Note

Economic Injury Disaster Loan

Line of Credit

Principal

$8,000,000

$3,000,000

$150,000

$750,000

2024 Balance Principal

1,059,286 1,600,000 129,062 10 Year Bullet 20 year Float to Fixed Float to Fixed 4.5% 11/1/2023 5.53% 12,003 144,036 1/1/2034

$2,689,734 3,000,000 2,918,990 1010 Year YearBullet Bullet Float to Fixed Float to Fixed 3.7% 1/1/2031 3.7% 17,744 212,928 1/1/2031

$117,005 $150,000 136,011 Years 3030 Years Fixed Fixed 2.8% 7/1/2050 2.8% 731 8,772 7/1/2050

750,000$200,000 Revolving Revolving Fixed Fixed Prime Open Prime N/A

Monthly Payment

$55,167

$17,744

$731

Annual Payment

662,004

$212,928

$8,772

2022 Balance Term Term Swap SwapRate Maturity Rate Monthly Payment Annual Payment Maturity

Open N/A

44

MASTER PLAN

45

Master Plan Progress Updates - Ongoing installation of finishes in 3rd floor (carpet, furniture, bathroom fixtures, Millwork cabinets) - All roughing inspections and above ceiling inspections complete on 1st and 2nd floor. So ceilings being closed and walls closed - Painting and lighting installation in restaurant - Delivery and installation of food service equipment - Landscape grading and patio prep - Locker room finishes started and ongoing - Bathroom tiling and painting on going - Final installation of exterior sheathing - New parking lot curbing (milling and paving to be completed in next week or so to coordinate with golf season - Sheetrock ongoing in catering hall and new bar extension

Master Plan 3rd Floor - Administrative Offices - Changes - Added 2 more private offices - New stair location - New IT closet - Benefits - Better flow for team members - Comfortable meeting area for perspective event clients - Better data management - Cost Avoidance - Alternate bathroom finishes - Stock flooring materials - Millwork cabinet construction 47

Master Plan

48

Master Plan Abbey - Changes - Relocated entrance - Permanent bar for events - Opened access to Bradford Room - New bathroom building - Relocated ductwork - Benefits - Better flow for events using the space - Proper bathroom to guest ratio - Ability to raise ceilings and have efficient heating and cooling - Cost avoidance - Window design - Judicial use of Millwork moldings - Use of existing structural support

49

Master Plan

50

Master Plan Kitchens - Changes - Added dishwash rooms - Added servery areas - New exhaust infrastructure - Benefits - Better work flow and enhanced sanitation - Space for team members to work and prep - Ability to flex storage, prep, and cooking between restaurants and catering - Cost avoidance - Maintain layout of cooking to minimize plumbing work - Alternate custom stainless manufacturing - Auditing and incorporating existing equipment - Use of leased equipment through service providers - Ramsey labor for installation 51

Master Plan Restaurant, Bar & Club Room - Changes - NEW BAR & CLUB ROOM! - NEW OUTDOOR DINING! - HVAC layout - Benefits - Added space for multiple use functionality - Operable windows for indoor/outdoor flow - The bar has a view - High ceilings - Efficient heating and cooling - Direct access to golf course - Cost avoidance - Optimize design to use standard windows - Direct material procurement - Judicial use of Millwork trim 52

Master plan

53

Master plan

54

Master Plan Locker Rooms - Changes - New layouts - Upgraded finishes - Benefits - Better use of space - Added aesthetic value - More than just an afterthought - Cost Avoidance - Direct contractor and project management - Direct material procurement - Maintain plumbing layout 55

Master Plan

56

Master Plan Ballroom and Event Space - Changes - New bathrooms - New Brides Room - More space in ballroom - Added Entrance foyer - New ductwork layout - Bigger Bar and kitchen entrance - Added storage - Benefits - 21st century event space - Higher ceilings - Added efficiency for operations of events - Better space management - Cost avoidance - Direct material procurement - Use existing plumbing layout where able - Standardize window size - Judicial use of Millwork trim

57

Master Plan

58

GOLF

59

GOLF PARTICIPATION 250

228

200

232

159

226 160

144

150

242

150

100 50 0

2024

2023

2022

Resident

Associate

2021

60

GOLF Membership • Resident/Associate mix remains healthy: • 150 Associate members to start the 2025 Season • We have a referral program for Members who refer a new Associate Member

61

GOLF Golf Course • Winter Weather Overview: •

Influence on Turf

Spring Transition & Course Conditions • Winter Maintenance Activities • • • • •

General Course Cleanup Tree Management Course Enhancements Equipment Maintenance Housekeeping & Course Accessories

• Member Support • • • •

Turf Care Cart Usage Practice Facilities Sod Areas 62

GOLF Projects •

Restoring Stream Banks

•

Bunkers

•

Par 69 to Par 70. Hole 9 is now a par 5!

•

With bigger projects done around the course, Jason and his team continue to focus on the fine tuning/beautification.

•

The replacement of safety netting around the course (greens & tees) has started and will continue during the Season.

63

GOLF Pro Shop •

We are happy to announce the professional staff will be returning for 2025!

•

Men's and Women’s leagues are at an all time high with regards to participation

•

New Committees have been a big success

•

Office renovation/bag storage

•

Carts

•

Pace of Play

64

HOUSE & POOL

65

POOL PARTICIPATION 197

185

200 180 160 140 120 100

76

80 60

40

31

38

27

20 0 2024

2023 Resident/Associate

2022

2021

House 66

2024 pool recap • Pool & Pool Bar complex officially opened • Kids and parents alike enjoyed kiddie pool area with the geysers and mushroom water feature • New successful towel program

• New pool manager • Swim team returned for a great season!

67

House Pool Bar • Successful pilot year with a new Chef & Operator •

New food & cocktail menu

• Introduced poolside service & app for ordering • Live music on weekends • Fresh menu for 2025 (limited until Memorial Day) •

Weekly specials

• Naming Competition

New Membership Category – Sports Membership • For anyone looking to join the Club but doesn’t golf • Includes the pool, paddle tennis, pickleball and access to all member only areas of the Club •

Initiation Fee: $7,500 + tax

•

Annual Dues: $6,120 + tax

•

Restaurant Minimum 68

House Clubhouse – Rare Bird • 1-2 weeks soft opening, members only •

Grand opening to follow

• Menu Concept •

Italian American Steakhouse • House dry-aged steaks • Ample seafood & pastas • Limited fresh sushi • Members: Advanced reservations and pricing

Member Benefits • F&B Minimum: Annual vs Quarterly (Pro-rated in 2025) • Member Only Bar & Lounge (Name TBD) • • •

Private Bar Holds 30-35 people – soft seating & high tops Tavern menu & full dinner menu

• Wine Club & Lockers • • •

40 lockers Monthly fee & wine tastings Wine storage

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PADDLE TENNIS & PICKLEBALL

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PADDLE PARTICIPATION 56

60 50

42

39

40 30 20

29

21

18 13

22

23 17

18

15

10 0 2024

2023 Resident

2022 Associate

2021 House 71

Racket Membership New membership category for Racket Only sports in 2024 – 8 new members!

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Membership Costs • •

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Initiation Fee: $1,200 + tax Annual Dues: $1,000 + tax

Membership Information • •

Included access to Paddle Tennis and Pickleball activities at RGCC* Great way for people to get a feel of the RGCC community prior to becoming Sport or Associate Members

*Membership does not include access to member-only areas of the Clubhouse, the pool, pool bar or RGCC Club events 72

2024 Paddle highlights • 1st RGCC 4 week Men's Paddle Camp run by Krisi Behrens and two visiting pros in September • Women’s Team Clinics and Coaching with Krisi Behrens • Junior Paddle Clinics • 4 Men’s and 1 Women’s Interclub Paddle Teams 73

73

PICKLE PARTICIPATION 50

48

48

45 40 35 30

19

25

20 15

16

11 7

10

11

4

2

5 0 2024

2023

Resident

Associate

2022

House 74

PICKLE HIGHLIGHTS • Weekly social play nights • Adult beginner, intermediate, and advance clinics with Krisi Behrens • Junior pickle clinics

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Rackets at RGCC 2025 • Permanently lined courts for Pickle

• Fun Social Events • Adult and Junior Paddle & Pickle Clinics and Lessons

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SOCIAL

77

78

79

Thank you

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REAL ESTATE

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RGCC 2024 SUMMARY

• 17 RGCC sales • Up from 13 sales in 2023 but below 10-year average of 27 sales per year • Average Sale price - $869,454 • Up 9.7% vs 2023 • up 45% since 2019 • Average Sales Price in Ramsey excluding RGCC - $931,675 (up 10.8%) • Driven by low inventory and high demand • RGCC homes sold FAST - 16 days • Ramsey homes outside the club averaged 24 days • RGCC homes sold on average 107% of list price Kristin Graves, Broker/Owner, RE/MAX Properties

RGCC HOME SALES – 2012-2024

17 sales in 2024 Total volume: $14,780,000

Kristin Graves, Broker/Owner, RE/MAX Properties

* Source: NJMLS 1/1/24-12/31/24. Does not include any private sales

RGCC AVERAGE SALES PRICE – 2008-2024

2024 Average sale price $ 869,454

9.7% increase vs. 2023

Kristin Graves, Broker/Owner, RE/MAX Properties

* Source: NJMLS 1/1/08-12/31/24

RGCC AVERAGE LIST PRICE TO SOLD PRICE – 2013-2024

2024 Average list price: $816,800 Average sale price: $869,500 107% of list price

Kristin Graves, Broker/Owner, RE/MAX Properties

* Source: NJMLS 1/1/13-12/31/24

RGCC AVERAGE SALES PRICE VS. OTHER RAMSEY HOMES

Average sale price in RGCC: $869,500 Average sale price for outside Club: $931,676

* Source: NJMLS 1/1/20-12/31/24

Kristin Graves, Broker/Owner, RE/MAX Properties

RGCC 101 Value If you buy a house in RGCC…you will pay $100k in fees (NPV)…Net present value vs the exact same house outside the club over 30 years.

Based on that, houses in the Club SHOULD be selling for 100k less than houses outside the club…but they aren’t.

Why not?

Buyers have a perceived value of the Club that is priced in when they buy.

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Board of Director Nominating Process The By Laws Committee started work and recommended a few areas for the Board to consider. While suggested, revisions to the By Laws have been submitted to our attorney for final review.

During this year's Board selection process, we made changes to get closer to areas addressed in the committee’s recommendations all while operating within the boundaries of the existing By Laws.

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The nominating committee was open to any shareholder in good standing.

•

Four shareholders applied to the nominating committee.

•

One of the four decided to apply to be on the board.

•

The committee was filled with all of the others who applied.

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Board of Director Nominating Process • Seven candidates were interested in being on the Board.

• The nominating committee interviewed the seven candidates.

• The nominating committee recommended three candidates which are presented before you, to fill the three vacancies opened as a result of three current board members coming off.

• Three of the other individuals, not recommended by the nominating committee elected not to be placed on the ballot. One of the members chose to be placed on the ballot along with the three nominated by the committee.

Communications to shareholders were done in accordance with the RGCC By Laws We are looking at improving the process for next year.

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RESULTS OF ELECTION

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Q&A 92

ADJOURNMENT Thank you!

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