Strategic Plan, 2013-2015 Status Report Annual Meeting Eagles Mere, Pennsylvania Strategic Plan, 2013-2015 Status Report Annual Meeting August 26, 2012

Strategic Planning at “The Country Club”

“Never, ever, think outside the box.”

EMCC Strategic Planning Process Fall 2011 Summer – Fall 2012 Fall – Winter Winter – Spring 2012 Process actively involved the board, long range planning committee, and solicited input from members through newsletter updates on progress 9/18/2018 EMCC Strategic Plan 2013-2015.pptx

Membership Facts The decline in members, especially voting members, continues Average age of voting members is 64, though not surprising, is not favorable 9/18/2018 EMCC Strategic Plan 2013-2015.pptx

Financial Facts Cash balance has doubled due to prudent management and deferred capital investment Voting member decreases have put pressure on dues levels and expense management 9/18/2018 EMCC Strategic Plan 2013-2015.pptx

EMCC Strengths and Weaknesses Current state of facilities is positive. There are no significant capital expenditures necessary at this time to continue operating the Club. The current financial state of the Club is stable. We do not have any long- term debt and there is a modest cash surplus. Food Beautiful, well maintained, challenging, prestigious golf course Terrific, dedicated staff Economic ability to sustain increased dues Aging membership Limited area with small population to draw members Short season Facing major facility needs (e.g., pro shop/patio, kitchen, irrigation system) Lack of training in place to further develop candidates who may be able to replace current managers 9/18/2018 EMCC Strategic Plan 2013-2015.pptx

EMCC Opportunities and Threats Membership expansion – corporate members, gas drilling employees, new members outside our core area Potential to monetize significant assets through gas leasing and/or timbering Potential marketing of the Club within a 100 mile radius as a destination wedding site in the pre-Memorial Day and post-Labor Day periods to further utilize the facilities Outings – seeking to fill our outing schedule to maximize out of season as well as in Appeal to the younger crowd either as a social club or golf Junior golfers, including outreach to kids from surrounding area General economic downturn Decreasing popularity of golf, particularly among younger people Community divisiveness over gas drilling Inability to attract qualified employees both in the clubhouse and the golf shop due to the escalation of wages and housing costs as a result of the gas drilling boom Escalating clubhouse and golf course costs County population has not increased in 50 years Weather has a major impact on revenue Lack of water storage (e.g., new pond) 9/18/2018 EMCC Strategic Plan 2013-2015.pptx

EMCC Mission, Vision and Values Mission (i.e., Why does EMCC exist?) The Eagles Mere Country Club is a private club steeped in rich history and tradition, from its William Flynn designed golf course to its longstanding commitment to its membership, Eagles Mere and surrounding communities. The Club is committed to providing its members, families, and guests with an exceptional experience. Vision (i.e., Where do we want EMCC to be in five years?) Eagles Mere Country Club will be the premier country club in the mountains of northern Pennsylvania and a magnet destination for those seeking an outstanding golf, dining, and recreational experience. 9/18/2018 EMCC Strategic Plan 2013-2015.pptx

EMCC Mission, Vision and Values (continued) Values (i.e., What behaviors will guide our growth and development?) We value our Club’s rich history and traditions We respect and are committed to maintaining the Club’s beautiful natural setting We value the EMCC as a family oriented club We are committed to meeting the evolving needs and expectations of our geographically diverse membership We value our dedicated and talented staff and are committed to providing the staff with training and career opportunities We are committed to responsible stewardship in all areas 9/18/2018 EMCC Strategic Plan 2013-2015.pptx

Key Strategic Issues and Proposed Goals Golf, dining, and recreational excellence To present the most attractive and best golf course in NC PA To maintain, improve, and develop the golf course in a way that provides an outstanding playing experience To enhance clubhouse performance Customer service See above Transfer business office to the clubhouse Membership retention and growth Reach 98%+ of the maximum membership level Quality staff Maximize staff leaders potential and contributions to the club Financial strengths Operate the club on a break even basis Identify other sources of revenue Increase the return on liquid assets 9/18/2018 EMCC Strategic Plan 2013-2015.pptx

Potential Initiatives (2013-2015) No/Minor Incremental Cost Improve food quality and service via training, menu creativity, food presentation, etc. Increase family involvement in clubhouse via pickleball, bocce, shuffleboard, live entertainment, etc. Update furniture, decor, and functionality of all clubhouse areas Enhance membership recruitment plan Find the optimal level of dues and initiation fee to retain current members and attract new members Carry out employee development program for staff leaders Continue to actively mange expenses Pursue gas leasing and timber harvesting Actively manage investments to maximize return 9/18/2018 EMCC Strategic Plan 2013-2015.pptx

Potential Initiatives (2013-2015) Moderate/Major Incremental Cost Finish paving cart paths Reconfigure practice range including adding a short game area Add a small building to the practice area for teaching equipment Build new forward tee boxes to enhance play and satisfaction Install generator for backup power in dining room and kitchen Expand kitchen Construct water retention pond Repair patio leakage and cart storage area Renovate and expand Pro Shop Add a fitness center including locker rooms, workout and multipurpose rooms 9/18/2018 EMCC Strategic Plan 2013-2015.pptx

Potential Initiatives (2013-2015) Moderate/Major Incremental Cost (continued) Expand parking Expand porch for dining Modify space for a business office Hire a consultant for membership recruitment Design and construct a new entrance to the clubhouse Provide club owned living arrangements for an assistant pro 9/18/2018 EMCC Strategic Plan 2013-2015.pptx

Feedback/Questions and Answers What do you think about the plans as currently drafted? What have we missed? What do you like most? Least? In particular as regards membership growth and future financial stability, do you think Greater emphasis needs to be placed on being family-friendly and increasing social and recreational activities beyond golf? Membership recruiting emphasis should include attracting both voting and social members? Other? 9/18/2018 EMCC Strategic Plan 2013-2015.pptx