1. July 15, 2016 1

2.  Objective  Recommendations  Scope of Work  Savings  Funding  Alternatives / Risks  Next Steps 2

3.  Club Three-Year Strategic Master Plan ◦ Objective 1.1 reads as follows: “Develop an efficiencies plan for the Clubhouse addressing service, customer care, kitchen enhancements and labor costs” 3

4.  Increases the storage and working space for the banquet team.  Current situation is problematic. As this is an emergency corridor, we are challenged with routine inspections from agency inspectors (Fire Marshal); having to relocate supplies temporarily to other locations, only to return to the current (congested) setup.  Increases the timeliness of service delivery and quality of food and improves safety practices. 4

5. 5 Convert two banquet cove spaces to two storage rooms and one serving station Fairway Room Kitchen Exterior Proposed Existing Oak Room Sunset Room

6.  Increases workable space in the kitchen. Currently, only plate 5 plates can be prepared at a time and it is very time consuming when plating for 200 or more guest events.  By increasing the working space, our assembly of plated food can double.  This will speed up service, and can deliver the food at a hotter temperature.  Increases space for receiving, plating and holding products. 6

7. 7 Increased Space and Utilization Convert Existing office to receiving and plating station Proposed Existing Exterior

8.  Increases capacity of main kitchen line to take on the extra cook from the bistro kitchen when it closes (more to come). A counter and refrigeration are currently available at this location.  The café bar currently is only used on Friday and Saturday nights. This business can easily be absorbed by the Bistro Bar using two bartenders. 8

9. 9 Convert existing original bar to Garmache and new Chef Office with Wine Display/Storage Cabinets Relocation of Audio System Components to existing AV Rack Room ProposedExisting

10.  The walk-in refrigerators do not have the capacity to properly handle all stores/products in relation to the amount of business we now conduct.  Allows improved management of inventory.  Improves on health and safety concerns from constantly moving, stacking and re-arranging products to get to the other products.  Limits contamination of products. 10

11. 11 Relocate Dry Storage and Liquor/Syrup and Provide Additional Refrigeration ProposedExisting (Updated)

12.  Gives us the opportunity to move the bussing station behind the wall out of sight from the guest.  Improves the ambiance.  Provides for a larger corridor for walk way to restrooms.  Floor service improves. 12

13. 13 New Beverage and Server Station – Less Visible Improved Service Access and Guest Restroom Access Existing Beverage Statio n Proposed Existing Main Entry/Lobby

14.  Improves ease of transportation of dirty dishes from the Bistro.  Eliminates the unsightly cart from going through the front entrance of the Clubhouse Patio Entrance. Currently all dirty dishes are transported from the entrance of the Bistro to the back entrance of the Kitchen and traveling through the front entrance of the Clubhouse Patio entrance. 14

15. 15 Addition of Server Entry Repurpose Bistro Kitchen Equipment (partial) and New Heat lamp Proposed Existing To/From Bistro

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17.  Provides for flexibility with Clubhouse and Bistro dining arrangements. The existing permanent wall will be a portable wall, separating the Clubhouse and Bistro restaurants.  Increasing Bistro Seating capacity will improve on busy night’s seating challenges.  Gives us the flexibility of serving both restaurants from one kitchen.  Gives better access to the restroom from the Bistro. Currently guests enter Lobby to get to the restrooms. 17

18. 18 Expanded Dining Area (wall removal) Portable Wall ProposedExistingBISTRO MAIN ENTRY

19.  The main kitchen will service the Bistro which will improve efficiencies with better control of outgoing product, decrease inventory, and prep station will be reduced to one instead of two.  All pots and pans for ware washing will be efficiently transported to the dishwashing area since the kitchen dishwasher is right behind them. Currently the Bistro pots and pans get carted to the main building making it unsightly for members and guests.  Improves service and inventory control. Currently there are Inventory in the soda lines (above the ceiling), since it travels all the way from the current liquor room.  New ice machine that will be located in the New Beverage Storeroom will eliminate need for bartender from leaving the station to retrieve ice from main kitchen.  Inventory being stored in this storeroom also reduces bartender from leaving his station.  Reduces the labor for Bistro - eliminating two full time cooks.  Patrons can order from multiple menus – improving satisfaction.  Eliminates grease trap maintenance that is a constant problem with odor control.  Eliminates kitchen hood maintenance.  Kitchen equipment no transferred to from Bistro to Clubhouse will be sold. 19

20. 20 New Beverage Storeroom (Kegs, Syrup Bottles, Inventory Supplies ProposedExisting

21.  Eliminates two full time cooks - equivalent to roughly $80,000 savings (including benefits).  Save roughly 2 hours of manpower to clean Bistro kitchen daily $10,000 yearly savings.  Saves roughly $2,500 a year with one kitchen grease trap pick up rather than 2 per month.  Saving of $525 quarterly for hood cleaning at the Bistro. 21

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23.  Demolition  MEP (Mechanical- HVAC, Plumbing & Electrical)  Refrigeration  Wall Updates (No structural)  Sprinkler  Emergency Lighting, Strobes, Smoke Detectors and Signage  Millwork (Cabinets and Doors)  Paint  Flooring  Lighting  Low Voltage (POS)  Audio  Wall Controls (Electrical, HVAC and Audio  Storage Equipment  Kitchen Equipment 23

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28.  Impacts to ongoing operations (during construction) ◦ Monday work ◦ Evening work plan  Ambient Noise ◦ We need mitigating between Bistro and Clubhouse  Structural ◦ Changes proposed do not impact shear/bearing walls  Code compliance (e.g. Title 24) ◦ City of San Jose requirements may increase costs 28

29.  Recommendation: Consideration to retain Architects II to provide design services as described for Architectural and Interiors ($20,800) 29